Questionnaire

• Do you provide marketing materials in-store?
  • Do you have brochures, spec sheets, and price lists for all brands or just flagship models?
  • What do you do if a customer asks for materials not available in-store?
  • In which languages are these materials available?
  • How do you share info with buyers who call?
• Do you distribute marketing materials regularly?
  • Do you send materials via SMS or WhatsApp?
• How often do buyers request marketing materials?
  • Do they ask for digital versions (brochures, spec sheets, etc.)? How do you send them?
  • On average, how many brands are buyers interested in?
  • Do you share the same information multiple times with the same customer?
• Do buyers request variant-specific information?
  • How do you provide this?
• How do you usually communicate with buyers?
  • Do you primarily use SMS/WhatsApp or calls?
• Is it useful to track marketing material?
  • Should you know when, how often, and through which channel materials were shared?
• Do buyers provide different numbers for WhatsApp, SMS and calls?
  • What percentage of buyers do this?
• Where does the sales representative's role end?
  • Who takes over post-booking, invoicing, and after-sales steps?

Insights

• Daily digital leads range from 6 to 30.
• Some dealerships have a dedicated sales representative for digital leads, while others rotate responsibilities when needed.
• Follow-ups for digital leads are expected as soon as possible, though delays occur when workload is high.
• Assignment of digital leads is often done manually, during morning meetings, with no automated system in place.
• Brand-specific representatives have mixed opinions: some prefer it for specialization, while others see it as impractical or prefer periodic changes in duties.
• Training for using new systems or apps is needed, as many sales representatives are not fully familiar with them.
• When a sales representative leaves, their leads are typically reassigned to other representatives through in-person mutual discussions.
• Monitoring lead follow-up performance is limited, with some managers preferring traditional methods like printed reports for tracking as they are unfamiliar with the system.