Date: Tuesday, March 10th, 2009
Time: 1 p.m. (Eastern)
Location: Your Computer
Cost: FREE – Register Here

Join us on March 10th for a Free Webinar

Join DealersEdge and Brian Pasch of Pasch Consulting Group for a FREE webinar March 10th.

Spend 90 minutes with Brian on March 10th and you will learn

• How simple changes in your SEO strategies can make a huge difference.
• How being clever with your Google Maps title can help you jump ahead of your competition.
• How to use Facebook as a productive marketing platform.
• How to use Social Tagging to turn your website into a viral marketing machine.
• How to buy ads on Facebook that will drive local results.
• How social network alternatives can help you create a “controllable” social network for your dealership.
• How to use Craigslist, Google Base and VAST as dealership selling tools and how to automate your inventory into these sites with GBFeeder.com.
• Why Blogging works for auto dealers and tips on how to start your own blog.
• How to use news releases to drive traffic to your website and as an SEO strategy.
• The checklist for creating a viral marketing action plan for your dealership.

Registration Info:
This Webinar is a Free service brought to you by DealersEdge and The Pasch Consulting Group.  Your only cost will be for the phone call to connect to the audio portion of the program.  Presentation slides will be presented via the Internet, using the GoToWebinar platform.

Registration is Limited -  Connections to this event are limited to 300.  That might sound like a lot, but our most recent free Webinar far exceeded that number and tested the limits of the GoToWebinar phone circuits.  So please, if you plan to attend, register as early as possible.

Space is Limited – So Register Now

1. Look the customer in the eye.

2. No drinking on the premises.

3. Slash prices like a banshee in heat!

If you get HBO, you have to watch Eastbound and Down!

Guest Posting by Mat Koenig

I read an article on another automotive website regarding a tool for responding to RQF (Request for quote) consumers. It would be a type of auto-responder affording the consumer the opportunity to work their own payments, etc. to find out if the car is truly right for them.

I have to say at first glance I got excited about the possibilities of what could be done with this automated system like this and how great it could potentially be for me as a consumer. Then, after stepping back I realized that that this system could possibly perpetuate some of the perceived problems that dealers have with the internet. Allow me to explain what I mean.

As I travel the country talking to dealers I have heard, on many occasions, phrases like: “consumers aren’t loyal anymore”, “the internet has made my business harder”, “customers just shop everybody and use me to keep their local dealer honest”.

As someone who works for a large online classified company I’m going to say this: all of those statements are true. However, the reason they are true isn’t because consumers have the internet as a vehicle for communicating. It’s our fault as dealers.

Consumers aren’t loyal because many of us, as dealers (myself included after spending 12 years on that side of the desk) have forgotten about the importance of follow up and prospecting – how many years has Joe Verde said to ask “how many, how many, who’s next?” My sales team in a little Nissan Dealership went from last to 1st in our region by making sure our 3 simple salespeople did that prospecting script 5 times a day before 11 A.M.

We made phone calls to our customers every 90 days to say hello and catch up on a personal level. Our customer were loyal. As a dealer can you say that you do that type of follow up? Do you know how little Jimmy’s baseball season went or are you just relying on your CRM to fire of a form letter a few times a year?

If you aren’t following up to that level, why would your customers be loyal?

The internet has made business harder because we don’t use it for what it is: one more way to connect us with a consumer that will eventually buy from the dealer that treats them the best and gives them the options that are closest to what they want and need. Instead, many of us look at consumers who use the internet as a bunch of ’strokes’ and we don’t treat every one of them them like buyers.

Last I checked, if people aren’t too old to drive, they are a buyer. If people aren’t too young to drive, they’re a buyer. To quote Joe Verde again, doesn’t that mean everyone is a buyer eventually? If that is true wouldn’t it mean that the only questions are when will they buy and who will get the commission?

If you aren’t treating internet consumers as well as your walk in customer (who also went online but didn’t tell you), is it the internet that made your job harder or is your lack of professionalism making your job harder?

Finally, as far as consumers using the internet to keep their local dealer honest all I can say is “duh”.

Everyone wants to make sure the dealer is honest. Let’s face it gang, we aren’t ranked very high on the ethics surveys no matter how hard we try.

This isn’t new though is it? Before the internet was the primary vehicle for information people used to use the little gas station rags like AutoTrader Magazine and AutoMart Magazine or they would get the paper from the next town over to do the same thing; keep us ‘honest’.

If we as dealers would build relationships better couldn’t we have more repeat & referral business that pays higher profit anyway?

If we would just focus on learning how to use a phone better when that customer calls couldn’t we set more appointments when the shoppers from the town over do call?

If we’d just sharpen our sales skills by practicing every now and then instead of complaining about the economy and the internet, couldn’t we possibly convince a customer that we’re worth the drive to do business with?

What does this have to do with an automated RFQ program. I’d say everything.

I think the idea would be fantastic if as dealers we were prepared to pay attention to the consumer requests, if we cared enough to follow up and if our sales skills were sharp enough to give the consumer the experience that comes with a true sales professional; the experience that they deserve.

Unfortunately, as it sits with far too many of us I believe this tool could just add to a lazy entitlement mentality and further worsen the consumer experience lending to even less consumer loyalty and more excuses.

About the Author: Mat Koenig is a 12 year veteran in the Automotive industry and is currently serving as a Sales Training Manager for Cars.com.

Guest Posting By Grant Cardone

Learn to Sell Value by Differentiating!

The reality is your prospect sees your product to be very similar, if not identical, to others offered and then places much of his/her decision on the price rather than the value. The salesperson, unable to differentiate between price and value, will not successfully handle the difference between the two.

Unless you can create a powerful and distinct difference between your offer and the competition’s offer, the customer will be left to make a decision on who is lowest. How do you separate yourself and your offer is what distinguishes you from the competition? You’ve just got to be different and price is the most costly way to make you different!

Seven Ways to Sell Value

1. Product Differentiation
You must come up with ways in which your product is different than the competition. Even when the product is identical your product presentation is what will separate the perceived differences in the buyer’s mind. You have to know your product knowledge and combine that knowing with what it is the buyer wants to accomplish.

2. Price Differentiation
Untrained sales people believe price is the deciding factor but this is not true. Price is a myth when a true sales person builds value and desire and urgency. Thin margins and sales people that believe price is the only solution has put more companies out of business than any other single factor. If your company elects to be the low-price provider, your company better have every expense category cut to the bone, including sales commissions, and better be able to make it up with large volumes, which is highly suspect in this environment, or you will perish in short order!  I can give you an almost endless list of companies that have failed using this strategy.

3. Relationship Differentiation
If there is a solid relationship between you and your clients based on high trust, you have an inside track on the value presentation. In my book Sell To Survive I discuss how to identify and utilize each individual employee’s powerbase. People would rather do business with people they know than people they don’t know. This dependence upon who we know and these relationships have not been correctly farmed over the years and we must get back to it.

4. Process Differentiation
Companies typically get into a rut about how they handle customers, with management assuming that the processes of yesterday will continue to work today. While the basics never change you have to accommodate a changing market and buyer expectations so your processes do differentiate your company. The Mac Daddy Rule with processes today is make it easy, friendly, fast, different than your competition and lastly make sure your process is consistent with your marketing message.

5. Technological Differentiation
New modes of communication encompass a wide variety of options, from using podcasts, social networking pages, the use of video online, video emails, blogs, electronic negotiating solutions, CRM’s and combining direct mail with electronic scrub campaigns to target select customers.

6. Experiential Differentiation
Provide customers with knock-your-socks-off service and experiences so that they tell friends and family.  Ask yourself, how can we “WOW” our opportunities based on what they may experience shopping somewhere else? Warning: be sure your process supports the experiential differentiation.

7. Marketing Differentiation
Gimmicks like no money down, free credit, and lowest price are lazy attempts at marketing and typically fail. Direct your marketing to potential buyers of your products in a manner that hits each of them as individuals and be sure that the process can deliver it. Remember the game is to outsell, not just out market your competitors.

Make yourself different by making the sales staff different, your processes different and the customer experience different. Don’t think in terms of sales training; think in terms of sales effectiveness. Good luck and good selling!

About the Aurthor: Grant Cardone is a speaker, author, sales trainer and CEO of Cardone Training Technologies. Author of Sell To Survive and other Audio, Video, and training programs, for more information on Mr. Cardone visit grantcardone.com.

Is it time for dealers to have an ERM and could synergy between your employees reduces turnover?

NADA 2009 was of course not what most had hoped. Dealer attendance was down and it was obvious that many vendors scaled back (their booths and the parties made that apparent). At times I thought a tumbleweed was going to roll by my ankles as I was walking the floor (OK, maybe it wasn’t that bad).

I wish I had additional time to visit more booths and get introduced to more products. But time seemed limited this year, so I wasn’t able to make the most of it like I usually do, hence the lack of my NADA 2009 review post (you can always read last years NADA 2008 review or even my NADA 2007 review if you like).

However, there was one product that really stuck out this year, AND no I wasn’t trying to calculate the ROI of a booth model. I guess booth models were cut out this year due to the economy and wilting budgets .

So what was this one product that stuck out?

It was Edward Brown and his teams Dealerflow ERM (Employee Relation Management) software for car dealers.

There’s an interesting story behind this. Ed contacted me a little over 2 years ago and introduced himself via email through DealerRefresh. I committed to meeting with him at NADA in 2007 to take a look at what he had going on. I admit, at first I was like “not another CRM…and a huge “GOOD LUCK with that!“. But once Ed showed me what he wanted to bring to the dealer industry, my abrupt judgment quickly turned the other way. This was SOMETHING DIFFERENT and Ed quickly gained my full attention.

Two years later, Dealerflow is LIVE and Edward and his team are pumped about bringing car dealers the very first Employee Relations Management software. This is cutting edge for our industry and as far as I’m concerned only the beginning of something huge!!

I asked Ed if he would answer a few questions for DealerRefresh readers and explain in more detail on what Dealerflow is all about. Of course he said YES!

Jeff - What exactly is Dealerflow?

Edward - Dealerflow is an ERM — an Employee Relationship Management system for car dealers. Sort of like your CRM is for customer facing interactions, Dealerflow is for communicating and collaborating internally. It includes Web 2.0 technologies such as blogs, instant messaging, text messaging, photo directories and calendars. Many issues you communicate today in meetings or face-to-face or over the phone can be communicated and discussed online through Dealerflow more effectively — not to mention issues that aren’t communicated at all, but could be or should be. The best thing about it is the way it elegantly integrates so many useful tools into one seamless application. We made simplicity a primary design goal, and people love that about it.

Jeff - How is it different from what’s already out there?

Edward - Most dealer software focuses on two of the primary data elements: customers or cars. Dealerflow is the first comprehensive software to focus on the third primary element: employees. Other softwares tend to be point solutions, where each application serves a rather narrow purpose. Dealerflow, on the other hand, is intended for broad use. I would compare it to your telephone in the sense that you could use your telephone to discuss any topic. So it is with Dealerflow — think of it as a general internal communication and collaboration platform. In combination with this, Dealerflow has a fully-featured employee management piece.

Jeff - So would you call Dealerflow an HR solution?

Edward - It’s sort of a light-weight HR solution, but it also has the collaboration (announcements, blogboards, file upload, web links, calendars) and messaging pieces (instant messaging, text messaging, InMail). There’s enough HR functionality to make life much easier for whoever handles HR at the dealership. That’s the beauty of Dealerflow — the HR admin can keep the system up to date with current employees and their jobs, departments, etc. and then the system just works. Employees can update their own information such as name, address, phone numbers, emergency contact, etc. and can optionally share background information on themselves. Photo directories are a mainstay of the app, and kind of resemble a high school year book. Birthdays and anniversaries of hire appear automatically on the calendar. Seniority terms are readily available and users can quickly sort people by newest or longest seniority. Dealerflow helps tie departments together and makes it easy to learn something about people you work with, and find something in common with them that you may have never know otherwise.

Jeff - Why did you start Dealerflow?

Edward - I worked several years in a large dealership as an IT manager. While there, I noticed that available software targeted specific areas like inventory control or lead management, and that was good and necessary. But there was limited technology for internal workers to communicate electronically. The interesting realization was that inside the walls of a dealership it’s not too different from the large corporations I had worked for earlier: just a bunch of people working together trying to get a job done, but without the tools that corporate America had. So I decided to build something that would bring the power of the latest collaboration technology in a simple presentation, at the right price, and customized to suit dealer companies.

Jeff - What is your hottest feature?

Edward - Text messaging probably. That along with instant messaging. It took us a long time and a lot of determination with some of the top IM developers in the world, but we created the sweetest mashup of text messaging and instant messaging. The solution is entirely web-based with no need to install anything — just run Dealerflow out of your web browser and everything just works. You can chat with anyone in your organization from either a computer or a cell phone, and you can switch easily between the two as you come and go from your desk. All messages are logged, so you can share stock numbers, prices, names, VINs, whatever with the confidence that you can pull them up later. Any user can opt-in their cell phone and use Dealerflow’s texting features without revealing their cell number. Another hot feature is statuses (think business version of Twitter for inside dealerships). Statuses answer questions like “who’s here” or “where’s Joe right now.” You can set your status from a computer or cell phone. For example, a salesperson might head out on a demo drive and text “AWAY on a dd”. Statuses can be used in a many different ways. Every status update is date and time stamped in a permanent log, so you can use them to track any kind of activity.

Jeff - Does Dealerflow support dealer groups?

Edward - Absolutely. Unlike most software in the market that has no consideration of multi-location or considered it as an afterthought, Dealerflow was designed from inception for dealer groups. We support any number of regional levels. A key feature is what we call syndication, which is just a fancy word that means to post information at an upper level and have it flow downward into the dealerships. For example, you could post a new blogboard (internal blog) topic titled “EOY Physical Inventory” into the parts department at the highest dealer group level and it would flow down to the parts departments of all dealerships in the organization. Any commentary would result in a dialogue across all parts departments. This mechanism provides a way to post items once and have them appear everywhere you want, while allowing workers in dealerships to easily see information pertinent to them without having to hunt for it. This same mechanism works for any content type, such as announcements, file uploads, web links, etc. Dealerflow enables groups to centralize operations by providing communication tools to tie the centralize op back to the dealerships it supports. Workers can also use the photo directories to see who does their job at other stores and then share ideas and best practices with them.

Jeff - How does it save or make dealers money?

Edward - Using Dealerflow, Dealers can operate with fewer people because they are more efficient. They can consolidate operations. They can run leaner in HR. They can super-charge employees with better mentoring, better direction, and better followup. They can cut out layers of human-based, manual communication. Each percentage point of workforce reduction pays about a 300% ROI on the solution. In addition, Dealerflow helps reduce unwanted turnover. Most dealerships turnover about 40% annually. When you consider the costs of recruiting and training a replacement, lost business, disruption to operations, benefit admin, unemployment, legal risks and so on, $10,000 per turnover instance is a minimum figure. Dealerflow reduces turnover by helping to build an engaging culture. It makes it easy to keep people informed and allows them to give their own input. With Dealerflow it’s easy to give people a quick online thank you or pat on the back. It enables everyone to know each other better and put faces with names. New people can come up to speed rapidly on the organization. When the dealer or GM knows people by name — even new people and people at other locations — that makes a bigger difference than you’ll ever know. This all works to retain people, driving down the turnover rate and all that cash pouring out the door. Dealerflow increases sales by providing an entirely new, non-verbal communication channel in instant messaging and text messaging. This provides people with new options to take advantage of opportunities in real-time.  Whether it’s a salesperson to sales manager or cross department, Dealerflow gives people new tools to close more business.  Finally, for companies running Microsoft Exchange, Sharepoint or similar systems, there may be the opportunity to discontinue those systems, saving on software, hardware and IT administration costs.

Jeff - How is the software offered and how do dealers use it?

Edward - Dealerflow is a hosted, pay-as-you-go service that is supported on Windows PCs (Internet Explorer and Firefox) and Apple Macs (Firefox and Safari). Users can access it from work, home, or wherever they have an internet connection. Extensive use of the system can be made via text messaging using a cell phone.

Jeff - What’s in the future? How do you plan to enhance the solution?

Edward – On deck are vacation scheduling and Outlook integration. We think it would be really powerful to allow users to request vacation, let managers approve or disapprove it, display days-off on shared calendars, and track people’s remaining vacation time. We’re committed to an easy process that syncs calendars between Dealerflow and Microsoft Outlook or Apple Mail. By early next year, we plan to release an HR module and a website interface module. Dealerflow has a solid foundation with the ability to be very flexible. We want to leave all options open while staying sharply focused on the core ERM. By its nature Dealerflow is an all-employees-participating application, so it will be interesting to see where customers want us to take it in the future.

Jeff - Edward, thanks so much for your time while introducing us to DealerFlow. I think it’s an extraordinary product and something many dealers could benefit from.

Like I mentioned above, I have been following Ed and Dealerflow for over 2 years now. I’m more excited about this product than ever. One thing that I have realized (especially now working for a larger dealer group) that there is nothing more important than having synergy between EVERYONE. Everyone from fixed opts, variable opts to the corporate office (if you have one) to the IT and HR department. We all benefit from being on the same page and keeping the lines of communication open.

“Dealerflow allows dealer employees to synergize with absolute ease”. – Jeff Kershner

There you go Ed. A quote for ya..not sure if it’s worth anything but feel free to use it!!

I have asked Ed to keep a close eye on this thread and to answer any questions.

How do you see Dealerflow fitting into the daily operations at your dealership?

Questions anyone??

Guest Posting by Audrey Knoth

Should we revisit the Dealership Handbook?

It’s time to turn the auto dealer employee handbook into a marketing tool – one of the most effective that dealerships could have.

How could a weighty tome on such subjects as paid-time-off and the dress code heat up sales?  By adding a section on how the dealership would like to work with each new employee to incorporate dealer information into his or her MySpace or Facebook page.

Of course, this idea is fighting uphill against prevailing auto dealer attitudes about Web 2.0. Most dealers don’t understand the value of embracing Web 2.0 as part of their companies’ web presences and they’re downright scared when it comes to their employees’ personal profiles on social media sites. It’s that nagging fear that an employee may be chronicling his after-work bar crawl on the same page where he’s posted his dealership logo.

And in a land that treasures the First Amendment, management is uncertain about what’s appropriate to say to employees regarding their social media presences.

As a result of all this, dealers say nothing. In the process, they’re missing an important business opportunity.

Recently, a colleague and I scoured the social media for these allegedly hair-raising personal employee sites. We found that these personal social media profiles tend to be tame – surprisingly so, given the anxiety management has felt about them.

On the majority of the sites, employees identify themselves as working for car dealers, but they don’t name the dealerships. I believe that many auto dealer staff are unsure whether their companies allow them to mention their name on their personal profiles and whether it’s permissible to use the dealership logo, and so they’re erring on the side of caution.

What these personal pages actually represent is unplowed and fertile territory for dealerships to build business and it starts with the dealership employee handbook.

Why the handbook? Because that’s where all employees gain the same base of knowledge of company practices. By including the dealership’s policies and philosophies on Web 2.0 in the handbook, the company ensures that each staff member thoroughly understands its view of and approach to social media.

In the handbook, the dealer should explain that if employees would like to talk about their positions at the dealership on their personal social media profiles, the company is happy to support their doing so. By “support”, I mean the dealership would continually produce and provide to employees content to post. This content would go way beyond logos:  a stream of video, photos, short news on product, and more should be provided to employees on a regular basis so they can constantly be freshening their sites.

And the company can assist with the dialogue, too. For example, if an employee is unsure of how to respond to a posted comment that relates to the dealership, management can help him or her develop a response.

We all know that the first place that inexperienced new dealership employees are supposed to look for business (besides waiting for the public to amble onto the lot) is among their friends and family. Employees with active social media profiles by definition have a great amount of contact with a network of people, and this kind of dynamic content will say more than a phone call or business card ever could.

Additionally, when dealerships recruit experienced auto salespeople who have loyal customers, they often run ads showcasing these new hires. The purpose, of course, is to make sure that those customers bring their business to the salespeople’s new place of employment. Working with employees on relationship-building and promotion through social media is in many ways an extension of what has long been common practice.

Of course, traditional advertising is a totally controlled environment. Social media is not and the lack of control is what scares dealers. But the upside of this venture far outweighs the possible downside, because each employee who is active in social media is a potential public advocate for the dealership – a visible and connected advocate. Using this approach, the dealership can build an army of advocates, with new business resulting, in very short order.

About the Author: Audrey Knoth is the Executive Vice President
for Goldman & Associates Public Relations

Download “Seven Reasons Live Chat Fails” at http://www.activengage.com/Downloads.shtml.

ActivEngage (www.ActivEngage.com), the automotive industry’s premier provider of proactive live chat marketing for dealer websites, today announced the release of the industry’s first live chat eBook: “Seven Reasons Live Chat Fails.”  The new eBook provides specific instructions to help dealers engage website visitors in two-way communication to decrease abandonment rates and increase website lead generation.  The new eBook is the first in a series of free educational resources to help dealers better understand how to maximize live chat’s potential and avoid common implementation and management pitfalls. Orlando, Florida, February 3, 2009

According to industry statistics, the average dealer loses around 2,440 sales opportunities each month from website visitors who abandon dealership sites without taking any action.  Used properly, proactive live chat lets dealers engage more site visitors, provide better service and begin building relationships with consumers online.  “Seven Reasons Live Chat Fails” provides detailed information to help dealers take advantage of missed opportunities through properly deployed proactive live chat.  Further, the eBook format was specifically selected because it is fast and easy to read, making it convenient for busy dealers to increase their knowledge and online effectiveness. The eBook also includes a live chat time line that details the history of the medium and discusses important reasons earlier versions failed to produce results for dealerships.  In addition, the eBook includes specific tips to use live chat to increase customer satisfaction and sales.  Opportunities include vehicle sales and all other dealership profit centers, including the high margin parts and service departments.

“We created the eBook to help dealers understand the power of live chat.  When properly deployed and managed, most dealers see results literally the first day of use and can easily double their website leads,” commented Todd Smith, ActivEngage co-founder.  “Live chat lets dealers start a conversation with website visitors and begin building rapport early in the online sales process. This significantly increases the chances that website visitors will become showroom visitors.  Proactive live chat lets dealers “meet and greet” website visitors the same way they greet customers in the showroom and has become one of the most cost-effective methods to increase website lead generation and sales.”

Download “Seven Reasons Live Chat Fails” at http://www.activengage.com/Downloads.shtml.

About ActivEngage: (www.ActivEngage.com)
ActivEngage’s proprietary business logic helps automotive dealers meet the needs of shoppers by providing dealerships easy to use, powerful website tools. Advanced live chat services let dealers identify, initiate interaction and communicate with website visitors in real-time.  The essential person-to-person Meet & Greet that dealers require at the physical showroom is now possible on the dealership website through ActivEngage.  This proactive website engagement decreases abandonment rates and increases website lead generation with the thousands of visitors the average dealership receives each month. ActivEngage provides the edge that dealerships need to engage more customers who browse for information because it starts building a personal relationship with shoppers from the moment they hit the dealership website.  ActivEngage offers three tiers of service to ensure that all website visitors’ experiences are enjoyable and uncomplicated, thereby increasing the value of dealership websites through better lead generation.

We have not had a generation defined by hardship in a long time.  The World War II generation, the generation who survived the Great Depression, the Vietnam generation… For those of us who were born in the 70’s or later, all hard times have been very short.

I’m not saying I want to see us scarred by the current economic predicament, but I do believe it will have a profound affect on how we view the world for the rest of our lives.  That includes what motivates us to spend our money.

I started selling cars 10 years ago; just before CSI became mainstream.  I recall an excellent interest rate being around 8% and the Internet was more of a luxury – nobody was buying anything of significance through it.  Shortly thereafter CSI was enforced by all the major manufacturers and the process of buying a new car instantly became much better for the consumer.  Over time ISP’s lowered their pricing, AOL got huge, and more people were online.  Communicating with customers via email was the new fad!  As sites like Edmunds and CarsDirect surfaced consumers gained the knowledge to negotiate on invoice and a multitude of trade-in values.  Through all this, incentives were high and interest rates were low (due to September 11th).  Consumer confidence was skyrocketing and car sales were never so good!

Then it all came crashing down in 2008.  Banks stopped lending, leasing almost died, floorplans ate dealers alive as unwanted cars piled up, layoffs became motivation, and consumer confidence was wrecked.  As a thrill/speed junky, I wish they made a roller coaster with that kind of drop!

That’s where we were and this is where we are.  The Internet has become as much a part of our existence as the road we drive to work.  The Internet is inexpensive.  It is a place to shop for a deal and a cheap medium to pop an advertisement on.  With traditional medias costing so much more we are all heading online.  However, with consumer confidence low, incentive-based advertising is not working.  Or maybe we all cried wolf so long people stopped listening…

How do we market to consumers today?  How do we define a generation for future marketing?

We all know banner ads are only effective in an incentive-driven world.  There are too many spammy emails to be effective with numerous email blasts.  Google ads will eventually be passed over, by consumers, for more relevant organic results.

Do we make our inventory look so good online that we are basically driving the car out of the monitor and onto their lap?  Do we get on the forums, blogs, FaceBook pages and follow consumers on Twitter?  Do we build relationships instead of being marketers?

What will the next generation respond to?