Why a written process matters
In many stores the sales process lives in the head of the best salesperson. That works until that person is busy, out sick, or gone. A written process makes good selling teachable, gives managers something specific to coach to, and makes results comparable from one salesperson to the next.
The steps worth writing down
- Greeting and first questions: how the customer will use the cart (course, neighborhood, property, or street-legal use) and who will ride in it
- Selection: matching new, used, or custom to that use and budget
- Demonstration and test drive
- Presenting the full package: accessories, a service plan, and financing options, offered every time
- Pricing and approval: who can discount, how far, and who signs off
- Paperwork and delivery: a walk-through that covers charging, care, and the first service visit
- Follow-up: a set schedule of contacts after delivery, with a request for a review or referral
Make it stick
Keep the process to one page. Train it in a short meeting, then role-play the steps that slip most often. Each week, the sales manager checks a handful of deals against the page and coaches to the gaps. Revisit the page before every spring rush, when seasonal staff arrive.
What to measure
- Closing rate on test drives
- Gross profit per unit, new and used
- Accessory revenue per new cart delivered
- Share of deals where financing was offered
- Follow-up contacts completed on schedule