The RVX The RV Experience started its first day at the Salt Palace convention center in Salt Lake City, but it was bustling on Monday with attendees collecting show badges and exhibitors scrambling to make finishing touches...
For more than 50 years, businesses of all sizes have assigned an advertising/marketing budget to promote their services and products. How they determine the amount to allocate will vary, depending on the industry, the management and the economy.
Tracking the service department’s effective labor rate can offer valuable insights, but only if managers understand how the ELR is being calculated. Once the ELR is properly identified, the management team should look for areas to improve upon.
Ideally each department would work together for common dealership goals. But conflict arises when we are trying to do our different jobs in sales, service, parts and accessories. So, it’s up to management to use each squabble as an opportunity to strengthen the internal processes.
In recognition of the Great Recession’s impact upon dealerships, now 10 years in the rearview mirror, RV PRO sought out dealers who survived the economic downturn to find out how it impacted their respective businesses, to chronicle their strategies for staying in business and to share their success stories.
Knowledge is king. By suggesting products that will help with an installation or repair, you are now upselling by being helpful – not just for the sake of upselling. As a result, the customer becomes more receptive.
According to the 2019 Lapsed Buyer Study, it took an average of 198 days to close an RV prospect from the time the lead was received to a signature. This is a massive amount of time to wait for a customer decision.
The first 10 percent met with mixed reactions in our vendor community. However, when President Trump announced the 25 percent tariff on many of the products we sell in the aftermarket, it sent ripples throughout the entire market.