Tips to Function as a Virtual
Dealership Amid COVID-19
For Management: Adapt and Be Resourceful
• Be available for virtual deal-desking, but empower your team, too
• Have your usual morning team meetings via video conferencing
• Get comfortable conducting virtual assessments for trade-ins during this time
• Don't stop marketing; It's critical to keep in touch with your community
• Be positive and empathetic; inspire your team to be solutions-driven
For BDC: Focus on What You Can Control
• Plan prospecting efforts around customers whose needs best match your current
inventory
• People are spending increased time shopping online; know your products well and
be prepared to answer all internet leads promptly
• OEMs are offering tons of incentives right now – make sure you're aware of them all
For Sales: Think Outside the Box
• Don't go dark. Check in with your customers to see if they're OK or have unique needs
• Focus on solving your customer's problem: need lower payments, lower APRs, if out of
warranty, or reliability if servicing too often
• Promote live video walk-throughs of new and used cars for customers
• Bring test drives to the customer's home – and be prepared to handle delivery
paperwork on the spot if the customer is ready to buy
For Service: Go Above and Beyond
• Offer pick-up and drop-off for all service offerings
• Utilize protective tools for vehicles such as steering wheel covers, disposable seat and
floor mats, interior wipe downs, etc. and communicate this plan to your customers
• Work with BDC to proactively reach out to delinquent service customers with the
message of requiring a reliable, newly serviced vehicle
Like the rest of the world, we at Mastermind are actively monitoring the impact of COVID-19. To help the
automotive community operate as efficiently as possible, we've put together tips for your dealership to
help with business continuity while keeping the safety of your customers and team in mind.
WE'RE HERE FOR YOU!
automotiveMastermind.com
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The decline in dealership showroom traffic during 2008 required us to adapt. Our successful changes
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