February '19

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64 • RV PRO • February 2019 rv-pro.com B U S I N E S S Rollick also tracks consumer behaviors online through their system so they can provide the information their dealers need to communicate the right information to the customer. For example, the (customer) can let the dealer know how long ago a lead was submitted, what products were looked at, how often they should be contacted. Brenner says that, while previous efforts by OEMs and dealers to contact and follow up with customers were well- meaning, his team offers a better way. "After the information is submitted, neither OEM or dealer really follow up in a nurturing way," he says of those pre- vious efforts. "They are not looking at the behavior of the customer. It's not personal- ized. It might be an automated email list. "They were trying their own things, and they might have been successful," Brenner says. "But talking to manufacturers, they have a hard time routing leads even today. "We had a manufacturer who recently started with us and they're already getting calls from dealers saying, 'Wow, What's different?' Even if they're using another horizontal sales program, there's nothing vertical between the OEMs and dealers." AVALA has been a Keystone partner for a number of years. Christy Spencer, director of marketing for Keystone, says AVALA's recent acquisition by Rollick provides some really interesting insights from the automotive industry, which she says is beneficial for the RV manufacturer. Rollick also measures post-sale satisfaction. "Post-sale is just as important as pre- sale," Brenner says. "Measuring customer experience is so critical to whether that cus- tomer will return to that same dealer and same manufacturer. We bring in data to understand how to nurture that customer and it all adds up to factor into what we do. It comes down to behavior-based commu- nication and understanding the nuances of these industries. That's what we do." Nixing Negotiations Most dealership employees are familiar with the art of the negotiation. A customer comes in and finds out the price, then pur- sues every avenue to get that price lower. Rollick is helping put an end to the negotiation in a way that leaves manufac- turers, dealers, their employees and cus- tomers feeling happy and excited about their purchase, from the price they pay to the overall experience. Rob Celeste, business development manager for Meyers RV Supercenter in New York, says the multi-store dealership has been using the program since May and has found people are less likely to negotiate when they feel they've won. "With Rollick, it's a discount across the board for specific groups – it's not arbitrary," he says. "You can click on the information and get a price certificate. Our profits go up because people aren't trying to wheel and deal when they know they are already getting a good price. It solidifies a program and a discount that brings us closer to the car industry." Brenner says that, with Rollick's pro- gram, dealers can identify consumers as an employee of a specific employer and who have an affinity to a certain brand, and then offer set special pricing. "This is the price; everyone in your group gets this price," he says of how the program works. "Consumers are inclined to think, 'I don't want to pay more than my neighbor. I want to feel good about my purchase.' Psychologically, if all the other employees get that same price, then I feel good about that. It all comes down This sample price quote shows the kind of information Rollick can provide to a potential buyer within a few minutes of being contacted. CEO Bernie Brenner says this kind of actionable information makes it more likely that Rollick is able to deliver a serious prospect to dealers.

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