Automobile Dealers Performance Genetics (ADPG) is the division of OG which focuses on automobile dealers who seek to create top performing sales departments and achieve superior customer satisfaction indexes. Douglas Swallow’s primary study group were sales professionals in production homebuilding, residential and commercial real estate brokerage, telecommunications, retail, hotel sales and the automobile industry. Over the past 27 years these studies have resulted in three performance initiatives: The Natural Salesmen, How to achieve customer satisfaction indexes in excess of 95%, and How to Eliminate 90% of Employee Problems and the development of a unique collection of tools.
The following is a brief overview of the performance initiatives followed by a list of tools offered by ADPG.
Natural Salesmen: They don’t exist right? Wrong. The difference in results between the market average salesmen, across all industries, and those produced by the top 10% is over 2.25 times the market average. Top performing salesmen, virtually across all industries, produce over twice as many sales and the average salesmen. Through the observation of nearly 20,000 sales presentations, building two of the highest rated sales teams in the homebuilding industry, and profiling of hundreds of world-class sales professionals, I was able to find the answer to what enables top performers to produce the results they do. This controversial sales training program challenges the very foundation on which all sales training is based and shatters the myth there is no such thing as a Natural Salesman. Now in less than two days, you can acquire the knowledge and the toolkit to build a sales team largely comprised of Natural salesmen. Your non-natural sales professionals can learn how to optimize their performance capability and for those who are natural salesmen, well this program offers them the map and the knowledge to become one of the best there ever was.
How to achieve a customer satisfaction index in excess of 95%: Few events in the history of commerce have had a greater impact than the emergence of customer satisfaction indexing and the emergence of the J.D. Powers Award for Customer Satisfaction. Prior to 1970, customer satisfaction indexes (CSI), as key organizational performance measure, were not on the most advanced set of measures monitored by Fortune 500 companies. In just 40 years, this key performance measure has moved from relative obscurity to being one of the top five key performance measures of an organizations performance capability and risk profile.
In environments where demand exceeds production capacity or supply, i.e. non- and low competitive environments, customer satisfaction as we know it today, it is not a factor in the financial results of an organization. However, once the number of points of distribution or competitors reaches equilibrium, it becomes a factor, not a major factor, but one an organization cannot ignore. The threshold CSI at which organizations balance sheets and sales are affected in moderately competitive environments is approximately 70%. Actual percentage varies by industry, sector, segment, and niche. According to J.D. Powers the national customer satisfaction index is currently 76%. Once an environment becomes highly competitive, as defined insufficient demand to support the number of business in that environment the threshold customer satisfaction level increases to approximately 85%.
Organizations that consistently delivered world-class results had a customer satisfaction index equal to or greater than 90%. In addition to the standard program for the achievement of indexes in the 90th percentile they employed three “fit” based practices. These practices effectively prohibited prospects whose value orientation was unaligned with the company’s and its products from becoming a customer of the company. As a result, customers whose innate expectation level could not be met did not become a customer of the company. A customer value orientation study of a Fortune 500 companies unsatisfactory surveys found in 97% of the cases, customers value orientations were unaligned with the company’s and its products value orientation. An unexpected benefit of the component was it allowed companies to operate their overall customer satisfaction index program at equal to or greater than half the cost of competitors employing only the program approach. Attendees of the program will acquire a working understanding of the standard formula for the achievement of a CSI’s equal to or greater than 90% and the three “fit” practices which all an organization to achieve a CSI in excess of 95%.
How to Eliminate 90% of Employee Problems: According to a Gallup/USA Today poll, 93.6% of problems in the workplace are directly related to employee’s personal problems. Employee personal problems are the result of four personal variables: fit, professional quality, natural performance profile alignment, and level of life management skills and three external variables: new hire orientation and development program, level of supervision, and quality of internal environment/organizational culture. By getting the right people on the bus, wrong ones off, and the right people in the right seats and providing there team or department with a Natural leader and the tools and environment to produce world-class results, companies can eliminate 90% of their employee problems.
ADPG’s toolbox includes:
- The Normalcy Report – A new macro market management and forecasting tool. In these difficult times understanding what’s going on in markets and making long-term business projections and forecasts has never been more challenging. Now through this new report program you can have the actionable intelligence you need to make the best long-term projections, enhance your clarity of understanding of the marketplace and elevate the quality of your teams business planning discussions.
- The seven responsibilities of a CEO – How they prioritized determines the level of risk at which an organization operates? (Free)
- Automobile dealers genetic profiler and strategy mapping system
- Automobile dealers performance capability formula (Free)
- Automobile dealers performance capability indexing system
- Automobile dealers value orientation profile (Free)
- Natural’s full spectrum performance and compensation profile (Free)
- Natural’s key performance measures report
- Business model development template
- Business navigational systems and risk assessment profile (Free)
- Natural’s recruiting, selecting, orientation, and development manual template
- The natural performance profile
- The new hire and workforce “fit” profiling system
- The natural salesmen’s toolkit
- The color code (Free)
- Business landscape and economic environment assessment (Free)