| What is the difference between education and | | | | dealer capture a good share of the market simply |
| training? | | | | by having a quality product. Dealers need to find |
| Education develops the faculties and powers of (a | | | | ways to separate their operations from their |
| person) by teaching, instruction, or schooling; to | | | | competition. Good service and properly trained |
| qualify by instruction or training for a particular | | | | people certainly are on the top of anybody's list |
| calling, practice, etc. It focuses on the individual | | | | of ways to get that done. |
| and his or her ability to make a contribution.* | | | | At the "pre-school" level, professionals are |
| Training gives the discipline and instruction, drill, | | | | generally new to the industry and require training |
| practice, etc., designed to impart proficiency or | | | | in the basics including: |
| efficiency. It focuses on a specific, finite task.* | | | | - Introduction - hours of operation, technology and |
| Let's take a closer look at how education builds | | | | tools available, PDA, CRM, etc. |
| from one level to the next: | | | | - Sales orientation (product / service training) |
| Pre-school: provides a good foundation in personal, | | | | - Sales administration - resources at your disposal |
| social and emotional development, knowledge and | | | | - Dealership culture and guiding principles |
| creativity that enables individuals to become more | | | | - Job description - not selling, but helping |
| confident and able and ready to learn much more | | | | customers select the exact car that fits their |
| as the years go by. | | | | needs |
| Elementary School: achieves the best possible | | | | - The processes unique to the dealership including |
| intellectual, moral, social, and physical development | | | | the methods used to greet and capture important |
| of the individual while developing the potential of | | | | data from every customer |
| each person and to preparing them for the | | | | - How to ensure that each customer understands |
| responsibilities and fulfillment of adulthood. | | | | that the dealership is the single destination for all |
| Middle School: introduces a broader range of | | | | their transportation needs |
| exploratory courses and activities in order to | | | | As employees advance, their progress should be |
| assist young adolescents to discover and develop | | | | monitored against clearly established and |
| their interests and abilities through teacher-adviser | | | | communicated goals. If challenges arise, they |
| programs, extracurricular activities, and core | | | | should be viewed as indications of the need for |
| curriculum. | | | | additional education in that particular area that can |
| High School: prepares students for a meaningful | | | | complement ongoing education. More advanced |
| life; to be a good citizen, economically | | | | programs allow individuals to hone their skills or |
| self-sufficient and respectful of themselves and | | | | concentrate on specific areas. These may include: |
| others; to ensure that all students leave ready for | | | | - Key Account Management |
| college, jobs and/or civic involvement. | | | | - Customer Service Excellence Training |
| College/University: takes middle school and high | | | | - Sales Training |
| school imparted knowledge to the next level, | | | | - Telephone Sales Training |
| prepares individuals to specialize in a particular field | | | | - Sales Management Training |
| and empowers the student with life skills that | | | | - Prospecting |
| enable him to contribute positively to society. | | | | - Customer Relationship Management Training |
| Post-graduate Study: provides advanced learning | | | | - Negotiation Skills Training |
| in specialized disciplines, an in-depth understanding | | | | As a manager, it's important to quickly gain an |
| such that the student becomes something of an | | | | understanding of what level each employee is at, |
| expert in the topic of study; prepares students | | | | from "elementary to post-graduate," and to |
| for today's diverse careers in the public and | | | | provide educational opportunities that build on each |
| private sector, or for continued study. | | | | employee's existing knowledge. |
| Education should never stop, yet, in the | | | | APB takes a customer centered approach, |
| automotive industry the focus has shifted to | | | | realizing that it is the customer's perception that |
| training, and minimal training at best. New hires are | | | | must rank high in any successful and enduring |
| typically given collateral, a video, an office tour | | | | Sales and Service approach. Just as important is |
| and introductions, shown their desk, phone and | | | | the collection of meaningful data that provides the |
| order pad, and expected to jump in. | | | | basis for analysis and interpretation for any |
| To augment this, sales trainers are continually | | | | improvement plan. |
| advocating new techniques, workshops and | | | | The "Red Carpet Treatment" or treating the |
| seminars, all designed to provide quick fixes that | | | | customer right must always be the basis for the |
| will jump start sales. At APB we call that "flash in | | | | Sales and Service process. When sales and |
| the pan" training. In reality, these fixes simply | | | | customer satisfaction go down, it is often |
| offer a brief burst in sales that dies out just as | | | | because the dealership tried something new and |
| fast. In fact, when analyzed over a two month | | | | forgot the basics. A consistent process helps |
| period these bursts only move business from the | | | | dealerships keep to the fundamentals and |
| following month and into the current month; the | | | | establishes measurements to identify ways to |
| two-month average stays the same. It seems | | | | improve. |
| like everyone is always looking for something new | | | | Education is also essential for the leaders of a |
| without having mastered the basics. Until 100% of | | | | dealership, those that have learned the |
| the customers coming in get a demo no one will | | | | importance of providing the resources needed to |
| have earned the right to "try something new." | | | | get the job done; those who choose to |
| The bottom line is that retail teams in automotive | | | | concentrate on becoming all that they can be - |
| dealerships don't need training to succeed; they | | | | not on trying to beat their competition. They |
| need education, an ongoing process of growth | | | | must become personally involved and |
| that builds on previous lessons and provides | | | | demonstrate the value in ways that their people |
| structure, but that never ends. | | | | can understand. Managers must demonstrate by |
| Professional education is a lifelong process that | | | | example the lessons taught to every employee |
| should be facilitated by every dealer and | | | | and set the tone that everyone can follow. When |
| embraced by every employee, from manager to | | | | they do, they are supported by an army of |
| greeter. Every day something new emerges that | | | | well-educated staff that executes on the lessons |
| requires learning and has applications for our | | | | they've learned. |
| business. Today we have YouTube, Twitter, | | | | Ongoing education represents an opportunity to |
| Facebook, eBay, an "app for that" and on and on. | | | | grow people, profit and performance. A |
| People can get virtually anything, anytime, | | | | dealership's investment shouldn't be in the brick |
| anywhere. When individuals stop learning they | | | | and mortar, but in its people. Buildings don't sell |
| stop growing and in our business, if they stop | | | | cars, people do and until that is realized they will |
| growing they quickly will be left behind. | | | | always be a step behind. Dealers today aren't |
| In today's market, ongoing education is an | | | | money broke, they are people broke. |
| investment not an expense. No longer can a | | | | *Source: Dictionary. |