Reynolds and Reynolds Essay

Reynolds & Reynolds Case Study The Reynolds and Reynolds case about group selling had real many positives and few negatives, and was a very well rounded and planned air for the American Ford Dealership to improve its client service sector. First, I wanted to point out the long suit of team selling that the Reynolds team did well. They had three people comprise the team, Mr. Sherman, Mr. Wiltgen, and Mr. ONeill.Sherman would pitch the plan to the dealership and discuss the reports with them, Wiltgen was the implementation guy, meaning that he would unbending everything into place if and when they agreed on what plans to use, and ONeill was the manager overseeing everything and was there for backup if needed. The three positions and roles they played stayed the same throughout the plan and they followed through with how they wanted to present. other thing I feel was very effective was how Sherman brought to the attention of the dealership the lost opportunities they had and how m ore much profit they could have make the previous year.ONeill confirmed these numbers, thus making a good team decision and presentation of the facts. Also, another effective point they made was bringing up the way the dealerships competitors were doing business and what systems they were using. The one and only disadvantage I found during this team selling presentation was that Sherman took on multiple roles as the team leader and the business consultant, and the other two were basically just there on an as-needed basis. The Reynolds team also showed great execution to the client access, client education, and fulfillment perspectives.To satisfy client access, they split the client base into three categories Actives (customers who have been in for service in the previous 6 months), Inactives, and New Customers. Splitting customers into these categories made it easy for the dealership to see who is coming in for service, who should be notified they are due for service, and those new customers they still want to target. They executed client education/ belief by creating the Preferred Customer Card curriculum.They also did this by implementing over 100 different types of coupons that can be easily customized to each individual customer by type of car, zip code, etc. and with the service reminder program where customers would be mailed letters, coupons, and notified via phone call that they are due for service or there was a deal going on for them. Fulfillment was achieved by the dealership choosing to implement the Direct Drive program and the service reminder program ideas that the Reynolds team had presented to them, and setting up future plans between the marketing firm and the car dealership.