Peter Hibbert

Overview: In 2005 it was agreed Soper Of Lincoln would relocate to a purpose built state of the art new dealership, as a result we agreed the vehicle numbers required to sustain the new business would require the splitting of the new retail and new corporate cars to create a standalone new corporate sales department before the move. In January 2006 the new department was formed with just myself and I developed it to a department which sold in excess of 500 units per annum with a dedicated team of 3 sales people, 1 dedicated sales admin, 1 dedicated PDI technician and 2 delivery/handover uniformed drivers together with 2 covered branded double deck car transporters.

Responsible for creating department annual budget/targets within the corporate sales department.

Coordinating manufacture and internal data to set quarterly/monthly delivery targets for team & department.

Conduct regular sales meetings to review performance against agreed quarterly/monthly targets.

Managing and updating of internal DMS for existing customers and potential new prospects.

Carry out monthly review meetings with sales team members individually to review previous month and current quarter performance.

From review meetings identify improvements to enhance performance if required including any coaching required.

Attend monthly management account meetings to review monthly department performance v internal targets.

Review IFC data from manufacturer to compare dealership data against national dealership data for dealer size.

Oversea the efficient day to day running of the corporate sales department and staff and other department interactions.

Developing relationships with national leasing companies and finance companies to director level.

Attend regular networking meetings to meet new contacts for potential new business and introduce car solutions.

Development of long term profitable relationships with a diverse range of commercial/corporate clients nationally.

Maintain very good relationships with other dealership departments relating to aftersales and vehicle preparation.

Liaise with the dealership marketing manager for tactical and specific marketing campaigns and launch events throughout the year.

Overview: When the business was bought by Steve Soper in 1999 I was asked in conjunction with the dealership accountant to deputise in the owners absence due to his ongoing racing driver commitments with the day to day running of the dealership. This included all sales related business and cash flow daily projections and being a joint cheque signatory with the dealership accountant.

Carry out daily morning sales meetings to discuss new prospects and review existing customer information from BMW DMS.

Monitor new car sold order bank including model mix against manufacturer monthly/quarterly target on the BMW IVS system.

Monitor new car pipeline stock/Showroom stock and physical stock on the BMW IVS system to minimize ageing stock and plan for demonstration and service loan car fleets.

Value all part exchange cars for trade or liaise with used car manager for retail cars subject to glasses guide book adjustment at time of new car delivery.

Arrange all sales and marketing activities in accordance with BMW marketing/advertising corporate identity.

Carry out sales executive monthly review meeting to review sales against target, model mix, vehicle profit, F&I profit, accessory profit and they are in line regarding to year to date performance.

Develop relationships with BMW manufacturer Regional Manager teams and utilise best practice from the team and use BMW IFC data to analyse performance in line with like for like size dealerships.

Implement BMW and competitor product knowledge training incorporating sales team mystery shopping rival brands and using product data to discuss and make quiz questions at new car launch cycles and ongoing during the year.

Organise number plate change, seasonal sales promotions and prospecting events to manage pipeline sold units for future quarters.

Review departmental monthly results and attend management account meetings to review accounts and results are in line with BMW IFC results for similar size dealerships.

Responsible for creating departmental annual budget/targets also with manufacturer to agree new car model mix for the new car sales department.

Maximise opportunities on new car sales and support products including F&I and vehicle accessories.