Know your stock. How knowing your cars makes money

I recorded a video about one simple thing. Every customer question you cannot answer costs you money. Here is a short summary.

Rule one. Know your stock#

The chain is simple. If you do not know your stock, you cannot sell. The customer does not trust you, you sell less, and you earn less. One weak link pulls the rest down.

You do not need to memorize every specification. You need to know a car well enough to answer without a pause. Customers feel it when you are unsure. Then they go to someone who knows.

Rule two. Know the alternatives#

A customer always compares cars. I want to manage this comparison, not watch it from the side.

There are two levels of alternatives. The first is the makes and models the customer sees as similar. The second is condition. This means how one car differs from another, not only on paper.

A lead magnet brings people in. An alternative closes the deal#

A lead magnet is a car with an attractive price or features. It catches the customer in the ad and brings them to a call or a visit. But the customer often expects more than the car can give. The alternative is what brings the money.

This is what I do in practice.

• On the phone, I lower expectations early and say honestly what matters about the car.
• At the meeting, I show the alternative first and the lead magnet second.
• The customer sees the benefit alone, so I do not need to push.

When a customer leaves#

A customer who leaves with no alternative is a lost customer. So there are three steps. Show an alternative, find the reason, and answer the objection.

If you do not know the reason, you have nothing to work with. Find out what is wrong. It may be the price, the condition, or a better offer elsewhere. Then you have a tool.

Write down the refusals#

After each visit, write down three things. Which car the customer refused, what reason they gave, and how you answered. Over time you build a real base of objections. It is the best material for role play, because the situations are not invented.

At the end, ask yourself three questions. Do I have a system to learn my stock? Do I write down why customers refuse? What will I start doing today?