Professional Community for Car Dealers, Marketing, Advertising and Sales Leaders
They noted that customers experienced emotional highs when dealing with an informed salesperson, during the test drive, and at delivery. Lows, on the other hand, came when customers faced trade-in appraisals, negotiations, and financing. It concretely demonstrates the role emotions can have in vehicle sales and exposes areas that could drive a customer away for good.
Car buying is emotional, and it can be tempting for a salesperson to play a customer’s emotions to lock up a deal. Playing off their current vehicle’s lack of safety features, for example, can feel like a dirty trick. The same goes for encouraging more vehicle than the customer can afford and being falsely optimistic about eligibility for prime financing terms and rates.
• Despite knowing they’ve been played, they may still complete the sale. But know this: there’s a very good chance they will never return.
• The dealership loses referral business directly related to the sale. Every customer is an opportunity to generate the most effective advertising – referrals – and they are free. That disappears when a customer’s emotions are toyed with during a sale.
• Not only are referrals lost but negative reviews and word-of-mouth experience tales paint a poor picture of the store and its staff.
• Service department income is affected. Commonly, customers spend from $800 to $1,200 annually in the service department, which becomes unrealized income.
• Accessory sales, as well as collision repairs, are taken elsewhere, to a shop that the customer believes they can still trust.
While the decision to purchase a car is indeed an emotional one, it’s even more important to ensure the sales experience is honest and transparent. Never attempt to lead a sale based on emotions, or risk losing the customer permanently afterward.
The documents posted on this Website contain external links or pointers to information created and maintained by other public and private organizations. These links and pointers are provided for the user’s convenience. Center for Performance Improvement does not control or guarantee the accuracy, relevance, timeliness or completeness of this outside information. The inclusion of links or pointers to particular items is not intended to reflect their importance, nor is it intended as an endorsement by or for the Center for Performance Improvement.
See the original article on Center for Performance Improvement