Service BDC Models – Part 1
So you’ve decided to “setup a Service BDC”. Congratulations, good call! The next inexorable dilemma is to decide which Service BDC model to employ. Here are the various models to ponder, some pros and cons for each, and hopefully some wisdom to help guide you to the promised land of flowing service appointments and closed ROs.
Let’s tackle the first model – here goes!
On Premise Model:
A dedicated space in your dealership, or corporate office, where a team of folks can be in close proximity and comfortably answer a daily barrage of phone calls. Notice I said “a team”. Just like a certain potato chip, one isn’t ever enough. Here’s why. The primary goal of your Service BDC, or anyone’s for that matter, is to begin handling all kinds of calls, and minimize or eliminate missing customer pay and warranty pay revenue opportunities, plain and simple. If you only have one BDC agent you can only handle one call at a time. Therefore, the number of BDC agents you have is inversely proportional to your average speed to answer (ASA) and average hold time (AHT), meaning the higher the number of BDC agents you have, the lower your ASA and AHT. The lower the number of BDC agents you have, the higher your ASA and AHT. Basic supply and demand, thank you Economics 101.
- Low cost option, will pay for itself
- Leadership can easily monitor BDC activity
- Train immediately when necessary
- Facilitate teamwork/collaboration between the BDC agents and the service advisors
- Incrementally improve CSI
- Miss fewer service revenue opportunities compared to sending calls to the service drive (see last “model”)
- Can assist with status calls and non-appointment calls
- Part-time positions may help you fill the gap minimally
- Does not scale on a daily basis, if someone misses work you miss calls and your core objective.
- Also called the revolving door. Your employee churn is going to keep you very busy/frustrated (unless you pay really, really well and have nice work environment). Being prepared for staff turnover is critical.
- Wages plus benefits for full time employees (FTEs) are not cheap
- If your number of BDC agents is small, it is not a tremendously profitable department
- You will need a fairly sizable talent pool to recruit/hire/train acceptably talented staff