The 10 Steps Of Car Salesman Training

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When you become an auto sales person, the dealership where you are starting your sales career will typically provide some sort of car salesman training. This training will teach you everything you need to start selling vehicles regardless of you ever having any sales experience. Every car dealer has a certain selling system that they teach their sales people which may consist of 8 to 12 different steps. Overall the car sales systems are generally the same with some of the steps get combined and other dealers drag them out.
I will use a 10 step system to illustrate the steps and the reasons for each step in the car salesman training program so you can see the importance of each step. The sales systems that auto dealers use to train car salesmen is not been put together haphazardly, there have been years of study and research done to create an atmosphere that is conducive to buying a car.

The Car Salesman Training Steps

1. Meet and Greet: This is the introduction of the car sales person to the potential car buyer. You shake hands, exchange names and try to get comfortable with each other.

2. Discovery: This part of the car salesman training is where the sales person will ask the customer questions and try to understand what they want, such as options, colors, new or used, price range etc.

3. Choose a Vehicle: This is a critical step because if you put them in the wrong car you wont sell them no matter how good a car salesman you might be. This is where the car salesman training can make a big difference because you must be sure to choose a vehicle in their price range they actually like and want to drive home.

4. Why Buy Today: After selecting the right car it is time to tell them why they should buy it now. It could be any number of reasons depending on the car. It could be special financing, other interested buyers or the big sale that is going on.

5. Walkaround: During your car salesman training you will be instructed on how to do a proper Walkaround which is exactly what it sounds like. You show the customer all of the features and benefits from under the hood to the interior.

6. Test Drive: You car sales training will also show you the key points of taking your customer for a test drive while you have the potential car buyer focus on the areas or options that are important to them.

7. Negotiation: You learn how to present numbers and payments to the customer and overcome objections which keep you car buyer from saying yes.

8. Closing: Now its time to close the car sale. There are many different car sales closing techniques which you can use to close the car sale which are based on the type of customer you are selling.

9. Delivery: The car salesman training will take you from doing paperwork to greeting the car ready for delivery and introducing your customer to the business manager.

10. Follow Up: The final step of any quality car sales training system includes following up with your customer. It is important to have a happy and satisfied customer so they will return and buy more cars over the years.

As you can see, there is much more to selling cars than driving cars and collecting checks. Each step of the car salesman training is quite involved and could cover all of the word tracks, sales scripts and psychological factors that are involved in selling cars professionally.

How To Create A 30-60-90-day Business Plan To Use In A Non-sales Interview

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Can you use a 30-60-90-day plan for non-sales jobs? Of course–it works for marketing, project management, technical support, and many others. For instance, I got a call from a candidate going for a job in Marketing Communications. He had a 30-60-90-day template, but needed help translating it into a document for a non-sales job like the one he wanted. We spent a few minutes brainstorming together, and came up with some ideas and new directions that I also wanted to share with you.

To begin with, remember that there are objectives you have to achieve in every job. They aren’t all achievable in the first 30-60-90-days (or even in the first 180 or 360 days), but even with a really long-term objective, there should be some kind of break down of what needs to be done when, and certainly at least some of them can be taken care of within the first 30-60-90 days. So, for example: if you are in Marketing Communications, and you’re supposed to be building to a complete product launch in 9 months, there are some things that can be listed out to be done in the first 30-60-90-days in order to set yourself on the path to success and prosperity. Those are the objectives that you would use in place of sales objectives.

The same types of communications happen in many kinds of jobs – just not necessarily with customers. Instead of meeting with outside customers (as in sales), you might have more internal meetings, or you might be meeting with external vendors. For example, if you’re an events coordinator, you’re going to have to go on sites, request and review bids, share those with the sales staff perhaps, and have a plan for what needs to be done when.

Other possibilities for objectives to include in your 30-60-90-day plan: training, site visits, or learning company systems. There are many ways to tailor a 30-60-90-day plan to whatever job you’re interviewing for. Also, learning enough about the job to put one together will be helpful to you when you ask your own questions in the interview, because you’ll start off with more information than the average candidate.

The point to keep in mind is: Creating a 30-60-90-day plan shows initiative, preparation, written communication skills, and that you’re interested enough in this job to have done your homework. That’s always impressive to hiring managers.

Choosing A Pre Employment Sales Personality Test Or Sales Aptitude Test To Hire Top Sales Executives

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Hiring managers have long known that it takes more than just personality or psychology alone to close the sale. An old style pre employment test, sales aptitude test or sales personality test may be inadequate in helping you hire Top Sales Executives or great Regional Sales Managers. Testing for Total Sales Ability ™ is the best solution, and businesses interested in hiring great sales people or regional sales managers can now receive 10 FREE Sales Assessment Tests from Dan Joy, Inc.

As a business executive or business owner, how can you tell which of your job applicants can really sell? Use Sales Assessment Testing to find out. Here’s what you need to know about Pre-Employment Tests or Sales Assessment Tests if you are interested in hiring a Top Sales Executive or a great Regional Sales Manager:

A. Sales Personality Testing is not enough:

Testing for sales personality alone is not enough. Would you select a doctor just because they had a good personality but no skills, ability or experience? Similarly, using a sales personality test to predict sales potential often results in disappointment. Many sales personality tests look at a person’s outwardly style of doing things, but there may be no real link to actual sales performance. A personality based sales assessment test may help determine a personality type, but may not help determine whether someone can actually sell. Testing for Total Sales Ability ™ is the key, and presently there is only one pre-employment sales test which provides that, as explained later in this article. You can also use The JOY Tests ™ of Total Sales Ability ™ to test your current salespeople for promotion, retention or sales training purposes.

B. Sales Aptitude Testing is not enough:

Similarly, pre employment sales assessment testing based on a person’s sales aptitude alone is not sufficient. Many pre employment sales aptitude tests look at a person’s psyche or internal motivations for doing things, but there may be no absolute link to actual sales performance. One may have the right sales aptitude or Sales Psychology but if the actual Sales Ability is missing, they probably won’t make much headway in selling. Moreover, a pre-employment sales aptitude test may not take actual selling techniques (learnt by real world sales experience) into account. The JOY Tests ™ of Total Sales Ability ™ can help where many others cannot.

C. Sales Skills Testing is not enough:

The mental component of selling is critically important. So, Sales Skills Assessment alone is not enough. Having the sales skills but no drive or motivation wouldn’t suffice. One must test for more than just a job applicant’s selling skills. Moreover, business methods and sales tools are constantly evolving. The sales approach which used to work a few years ago may not work today. You need a well-rounded pre-employment test of sales ability which keeps up with the changes in the ways that contemporary business is conducted. In other words, you need a pre-employment sales test which is thorough, up to date and well rounded, like the one recommended later in this article.

D. Lack of Sales Call Reluctance is not enough:

Just Sales Call Reluctance testing by itself is not enough. There are people who can call relentlessly but never close. Closing the sale requires proper sales techniques and sales abilities too, not just a lack of sales call reluctance. Total Sales Ability ™ testing like that offered by Dan Joy, Inc., can be a huge asset for you when trying to hire a great Sales Executive — Salesman or Saleswoman, or a good Regional Sales Manager.

E. Our Recommendation — Assessment of Total Sales Ability ™ is the Best:

The JOY Tests ™ of Total Sales Ability ™ can help reduce subjectivity and guesswork, and help employers make more objective hiring, promotion or retention decisions. They go above and beyond the old style Pre Employment Sales Personality Tests and Pre Employment Sales Aptitude Tests, by testing for Total Sales Ability ™ instead: http://www.danjoy.com/

A hiring mistake can be costly. The JOY Tests ™ of Total Sales Ability ™ can help employers and recruiters immensely by testing for sales prospecting ability, objection handling ability, sales closing ability, personality, psychology and more — a total of up to 50+ sub competencies, traits and advanced selling techniques critical to sales success.

They can be used as pre employment sales tests to test Business Development professionals at different career levels, e.g., a Sales Person (Salesman or Saleswoman), Sales Manager, Sales Director or VP of Sales & Marketing. The JOY Sales Tests ™ may also be used to identify and quantify Sales Training needs to help you bridge certain sales training gaps or correct certain sales skills deficiencies in your current sales team. Thus, you may also use The JOY Tests ™ of Total Sales Ability ™ to test your current salespeople for promotion, retention or sales training purposes.

The 10 major areas of ability tested by the potent JOY Sales Tests ™ are:

1. Sales Prospecting (Leads Generation) Ability.

2. Appointment Setting, Cold Calling, Rapport and Presentation Ability.

3. Objection Handling and Negotiating Ability.

4. Sales CLOSING Ability and Asking for Payment/Deposit.

5. Cementing the Sale (Re-assuring the Client), and Ability to Get Referrals.

6. Computer / Internet / Email / CRM and Sales Tools Ability.

7. Miscellaneous Crucial Sales & Marketing Abilities
(Various Secondary Factors — Personality, Psychology, Skills, Aptitude, Ethics, etc.)

8. Sales Team Recruitment Ability.

9. Sales Team Management / Leadership / Motivation Ability.

10. Advertising, Marketing and Public Relations Ability.

So, how can employers tell which job applicants can sell? They can start with 10 FREE Sales Assessment Test units (Screening Tests) at http://www.danjoy.com/

The Story Behind Esp Guitars

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Electric Sound Products, known as ESP, began in Tokyo Japan in 1975 as a corporation that supplied custom substitute parts for electric guitars. Nonetheless, the first ESP guitar wasn’t constructed until 1976. ESP Guitars and replacement components continued to be sold solely in Japan for nearly 10 years prior to moving into the U.S. marketplace. In 1983 their replacement accessories ended up being made obtainable in the U.S.. At last, in 1984 their electric guitars made their American arrival.

In 1984 – 1985 ESP Guitars were attracting some attention from remarkable musicians including Bruce Kulick (Kiss), Ronnie Wood (The Rolling Stones) and Vernon Reid (Living Colour).

The next important name to encounter ESP Guitars was George Lynch of Dokken, whilst shopping for guitar components as he was on tour in Japan. When George discovered that ESP made custom electric guitars, the prototype “Kamikaze” was crafted for him. The Kamikaze was the original signature model to be made.

Soon after, other guitarists started to take notice of ESP and began playing their guitars in the late 1980’s. Kirk Hammett and James Hetfield of Metallica were 2 of the superior names.

In fact, talking about James Hetfield, an ESP electric guitar that he used during Metallica originally began to turn into widespread, got the ESP Company into some legal issues. The electric guitar he played, called the EXP, was a reproduction of the Gibson Explorer. Even though guitar companies were selling reproductions of their guitars for years, Gibson chose to sue ESP Guitars. The craftsmanship of the EXP guitar was so excellent that people were buying them up and this was allegedly slicing into the revenue of Gibson’s guitars. In the end, ESP lost the lawsuit and altered their design to the now known ‘EX’ design.

In mid 2002, ESP sales started to produce at a rapid rate making them one of the fastest developing companies at that period. This increase in sales was directly linked to Fender Guitars buying out Jackson Guitars. Jackson was the company that ESP was competing with back in the 1980’s and 90’s the buy-out of Jackson Guitars, most of the big profile musicians jumped ship and went over to ESP. Players like Dave Mustaine of Megadeth, discovered it was an easy transition to change over to ESP Guitars due to the prime quality and similar thrash-metal aggresive designs.

ESP guitars are still extremely popular today. During the 08 Winter NAMM show, ESP Guitars launched over fifty all-new guitar and bass models. In addition they have an excellent number of high profile guitar players on their roster including Kirk Hammett and James Hetfield of Metallica, Wayne Static of Static-X, Alexi Laiho Children of Bodom, Will Adler of Lamb of God, Ron Wood, George Lynch, and the latest member, Richie Sambora of Bon Jovi. With the good quality that ESP manufacture, its a no-brainer to know they’re going to be around for several more years to come.

Sales Training Books

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Books Sales Professionals might like to Read

While developing out new website for Sales Training Consultants, we thought it would be a good idea to provide a reading list for sales people wanting to develop their sales skills and knowledge. So, here it is, divided into various sub-categories for ease of use:

Selling Skills

* Getting Into Your Customer’s Head: 8 Secret Roles of Selling Your Competitors Don’t Know, Kevin Davis. New York: Random House, 1996. (ISBN 0-8129-2628-5)
* Stop Selling and Start Partnering, Larry Wilson
* Changing the Game, Larry Wilson. New York: Simon and Schuster, 1987.
* SPIN Selling, Rackham, Neil. New York: McGraw Hill, 1988.
* Solution Selling by Michael T. Bosworth (Irwin Publishing, 1995).
* Samurai Selling: The Ancient Art of Service in Sales by Chuck Laughlin, Karen Sage and Marc Bockmon (St. Martin’s, 1993).
* The 25 Sales Habits of Highly Successful Salespeople , by Stephan Schiffman (Adams Publishing, 1994).
* The AMA Handbook of Successful Selling, by Bob Kimball (NTC Publishing Group, 1993).
* The Selling Bible: For People in the Business of Selling, by John L. Lawton (Council Oaks Distribution, 1995)
* Closing Tactics, Andoni Lizardi
* Negotiate to Close, Gary Karass
* Ziglar on Selling, Zig Ziglar. Nashville, TN: Ziglar Corporation, 1991.
* The Sales Strategist: 6 Breakthrough Strategies to Win New Business, Warren Kurzrock. New York: Irwin Publishing, 1996. ISBN: 0-7863-0738-2.
* Selling to VITO: the Very Important Top Officer, Anthony Parinello, Massachusetts, Bob Adams, 1994.
* Selling to the Top, David A. Peoples. New York, John Wiley & Sons, 1994.
* Sales Reengineering From the Outside In, Mark Blessington and Bill O’Connell (McGraw Hill, 1995).
* Strategic Selling, Stephen Heiman and Robert Miller.
* Conceptual Selling, Stephan Heiman and Robert Miller. Berkeley, CA: Miller Heiman, 1987.
* Selling the invisible, Harry Beckworth
* Cracking New Accounts: Tips and Techniques for Opening and Closing the Sales in Half the Time, Terry L. Booton (Probus, 1994).
* Guerilla Selling: Unconventional Weapons and Tactics for Increasing Your Sales, Jay Conrad Levinson, Orvel Ray Wilson and Bill Gallagher (Houghton Mifflin, 1992).

Business Acumen

* The One to One Future: Building Relationships One Customer at a Time, by Don Peppers and Martha Rogers (Doubleday, 1993).
* The Monster Under the Bed by Stan Davis & Jim Bodkin. (Simon and Schuster, 1994).
* Corporate Life Cycles: How and Why Corporations Grow and Die and What to Do about It by Izak Adiches. (Englewood Cliffs, NJ: Prentice Hall, 1990).
* The Little Black Book of Business Math, by Michael C. Thomsett. (New York: Anacom, 1988).
* The Art of War, by Sun-Tzu (Delacorte, 1989).
* The Goal, by Eliyahu M. Goldratt (North River Press, 1992).
* The E Myth: Why Most Small Businesses Don’t Work and What to Do About It by Michael E. Gerber (Harper-Business, 1990).
* The Popcorn Report: The Future of Your Company, Your World, Your Life by Faith Popcorn (Harper-Business, 1992).
* Finance and Accounting for Non-Financial Managers by William G. Droms, (Reading MA: Addison Wesley, 1990).
* The Vital Difference: Unleashing the Powers of Sustained Corporate Success, by Frederick G. Harmon and Garry Jacobs, (AMACOM, 1985).
* What They Don’t Teach You at Harvard Business School, Mark H. McCormack, (Bantam Books, 1984).
* Zap, the Power of Empowerment by Jeff Cox.
* Marketing, by Robert D. Hisrich (Barron’s Educational Series, 1990).
* Multi-Level Marketing: The Definitive Guide to America’s Top MLM Companies (Summit Group, 1993).
* Relationship Marketing: Successful Strategies for the Age of the Customer, by Regis McKenna (Addison Wesley, 1993).
* How to Drive Your Competition Crazy, Guy Kawasaki.
* The Ten-Day MBA : A Step-By-Step Guide to Mastering the Skills Taught in America’s Top Business Schools @amazon.com
* The Complete MBA For Dummies @amazon.com
* Financial Statements : A Step-By-Step Guide to Understanding and Creating Financial Reports @amazon.com
* Business Planning : 25 Keys to a Sound Business Plan (The New York Times Pocket MBA Series) @amazon.com
* Tracking & Controlling Costs : 25 Keys to Cost Management (The New York Times Pocket MBA Series) @amazon.com
* Forecasting Budgets @amazon.com

Strategic Sales Planning

* The Magic Lamp: Goal Setting for People Who Hate Setting Goals, Keith Ellis, Three Rivers Pr., 1998, ISBN: 060980166X.
* Achieving Individual and Team Goals, Terry R. Bacon, Thomas Doggett, International Learningwork, 1996, ISBN: 1577400135.
* The Agile Manager’s Guide to Goal-Setting and Achievement (The Agile Manager Series), Walter Wadsworth, Velocity Pub., 1998, ISBN: 0965919323.
* All About Goals and How to Achieve Them, Jack Ensign Addington, Devorss and Co (Txp), 1977, ISBN: 0875162371.
* 10 Minute Guide To Planning (10 Minute Guides), Edwin E. Bobrow, IDG Books Worldwide, 1997, ISBN: 0028618181.
* The Sales Strategist: 6 Breakthrough Strategies to Win New Business, Warren Kurzrock. New York: Irwin Publishing, 1996. (ISBN 0-7863-0738-2)
* Sales Reengineering From the Outside In, by Mark Blessington and Bill O’Connell (McGraw Hill, 1995).
* First Things First, Steven Covey, Roger Merrill and Rebecca R. Merrill (Simon & Schuster, 1994)
* Winning the Fight between You and Your Desk by Jeffrey J. Mayer (Harper Business, 1994)
* Strategic Selling, Heiman, Stephen and Miller, Robert.
* Conceptual Selling, Heiman, Stephen and Miller, Robert. Berkeley, CA: Miller Heiman, 1987.
* Successful Large Account Management, by Robert Miller
* Major Account Sales Strategies, by Neil Rackham. New York: McGraw Hill, 1989.
* Managing Major Accounts, Neil Rackham
* Stop Selling and Start Partnering, Larry Wilson
* Power of Consultative Selling, Bryce Webster
* Organizational Capability: Competing from the Inside Out, by Dave Ulrich and Dale Lake, (John Wiley and Sons, 1990).
* Getting to Yes: Negotiating Agreement without Giving In, Fisher and Uri.
* Cracking New Accounts: Tips and Techniques for Opening and Closing the Sales in Half the Time, by Terry L. Booton (Probus, 1994).
* Guerilla Selling: Unconventional Weapons and Tactics for Increasing Your Sales, by Jay Conrad Levinson, Orvel Ray Wilson, and Bill Gallagher (Houghton Mifflin, 1992).

Customer Focus

* Discipline of Market Leaders, Treachy, Michael and Wiersema, (Addison Wesley, 1995)
* Brain Power: Learn to Improve Your Thinking Skills , Karl Albrecht. Prentice Hall, 1987.
* Seven Habits of Highly Effective People. Stephen R. Covey. New York: Simon & Schuster, 1990.
* Raving Fans: A Revolutionary Approach to Customer Service , Ken Blanchard and Sheldon Bowles. New York, William Morrow & Co., 1993. ISBN 0-688-12316-3.
* Stop Selling and Start Partnering, Larry Wilson & Hersch Wilson.
* One-to-One Marketing, Martha Rodgers and Don Peppers.
* The Customer Driven Company: Moving from Talk to Action , Richard C. Whiteley. Addison Wesley, Reading, MA, 1991. ISBN 0-201-57090-4.
* Customer Centered Growth: 5 Strategies for Building Competitive Advantage, Dianne Hessen and Richard Whitely. Addison Wesley, Reading, MA, 1996. ISBN: 0-201-47967-2.
* Getting Into Your Customer’s Head: 8 Secret Roles of Selling Your Competitors Don’t Know , Kevin Davis. New York, Random House, 1996. ISBN 0-8129-2628-5.
* Changing the Game, Larry Wilson, New York, Simon & Schuster, 1987.
* Solution Selling, Michael T. Bosworth. Irwin Publishing, 1995.
* Customer Visits: Building a Better Market Focus , Edward F. McQuarrie, Sage Pubns., 1998, ISBN: 0761908838.
* Customer Focus: A Strategy for Success, Roger Langevin, Bill Christopher, Crisp Pubns., 1998, ISBN: 1560524855.
* The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market , Michael Treacy, Frederik D. Wiersema, Perseus Pr., 1997, ISBN: 0201407191.
* Implementing Quality With a Customer Focus , David N. Griffiths, Quality Resources, 1991, ISBN: 0873891104.

End User Effectiveness

* All Consumers Are Not Created Equal, Garth Hallberg. John Wiley & Sons, 1996. 320 pages.
* Real Time, Regis McKenna. Harvard Business School Press, 1998.
* Enterprise One to One, Don Peppers and Martha Rogers, Ph.D. Currency Doubleday, 1997.
* Keeping the Edge, Dick Schaaf. Dutton, 1995.
* Customer-Centered Growth, Richard Whiteley and Diane Hessan. Addison-Wesley, 1996.
* Strategic Customer Alliances : How to Win, Manage, and Develop Key Accounts @amazon.com
* Key Accounts Are Different : Sales Solutions for Key Account Managers @amazon.com
* Account Management (Building Service Management Program) @amazon.com
* Successful Large Account Management by Tad Tuleja(Contributor), et al @amazon.com
* Key Account Management: The Route to Key Supplier Status by Peter Cheverton @amazon.com
* Key Account Management: Maximizing Profitability from Major Customers by John Rock @amazon.com

Negotiation Skills

* Getting to Yes: Negotiating Agreement Without Giving In by Roger Fisher and Bill Ury (Viking Penguin, 1991).
* Getting Past No, Bill Ury (Viking Penguin, 1993)
* The Tao of Negotiation by Joel Edelman and Mary Beth Crain (Harper Business, 1993).
* How to Out-Negotiate Anyone (Even a Car Dealer) by Leo Reilly (Adams Publishing, 1993).
* Major Account Sales Strategies, by Neil Rackham (McGraw Hill, 1989).
* The Complete Negotiator, Gerard Nierenberger, (Berley Books, 1986).
* The Negotiation Toolkit: How to Get Exactly What You Want in Any Business or Personal Situation @amazon.com
* Deal Power: 6 Foolproof Steps to Making Deals of Any Size by Marc Diener @amazon.com
* The Power of Negotiating: Strategies for Success by Mike R. Stark @amazon.com
* The Shadow Negotiation: How Women Can Master the Hidden Agendas That Determine Bargaining Success by Deborah M. Kolb, Judith Williams @amazon.com

Channel Partner Effectiveness

* The channel advantage, Lawrence Friedman and Timothy Furey
* Market-Based Management: Strategies for Growing Customer Value and Profitability, 2nd edition, (Prentice Hall, 2000) – Roger Best – Part III Tactical Marketing Strategies Chapter 9
* Make Your Dealers Your Partners Harvard Business Review, March-April 1996, pp. 89-96.
* Rethinking Distribution: Adaptive Channels Harvard Business Review, July-August 1996, pp. 112-120. (Englewood Cliffs, NJ: Prentice Hall, 1990).
* The Sales Rep Navigator: How to Find the Perfect Sales Rep or Distributor for Your Business, @amazon.com
* How to Market Your Product Through Distributor sales Networks, @amazon.com
* Planning Telephone Sales: Handbook for Distributor Management, @amazon.com
* The Channel Advantage : Going to Market With Multiple Sales Channels to Reach More Customers, Sell More Products, Make More Profit @amazon.com
* Channel Champions: How leading companies build new strategies to serve customers @amazon.com

Computer Skills

* Lotus Notes for Dummies, @amazon.com
* PowerPoint for Dummies, @amazon.com
* Excel for Dummies, @amazon.com
* Word for Dummies @amazon.com