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Before anyone takes the first step toward a less paper-dependent system, concerns about security and compliance must be addressed.
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Big improvements can be accomplished with relatively minor changes to procedure. Clear guidelines from management can go a long way toward increased productivity.
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Understanding the reasons for a customer's hesitation to make a purchase allows F&I managers to make a more relevant presentation of available products.
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Some of the long-held principles of selling F&I products no longer apply, but F&I managers may still believe these are effective techniques.
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As zero-percent financing and big incentives begin to wane, leasing is starting to look more attractive to dealers and consumers. The best part: no more sacrificing the finance reserve.
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Make sure you use all the available information about a customer to build your case about the value of your products. The time to start is during the needs-discovery process.
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The first step in deciding where you want to go is knowing where you've been. Forecasting is based on past production and all the factors affecting it.
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An F&I manager must perform a broad range of duties, including helping customers, interacting with the sales team and lenders, keeping abreast of changing laws and maintaining a desired level of dealership profitability.
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Successful F&I managers remember their roots — often in the sales department — and foster a relationship with sales personnel to achieve mutual benefits.
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The loan-approval process has advanced from slow, manual deal reviews to almost immediate feedback, but many consumer qualifications still need to be taken into account.
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