Most “lost” leads aren’t lost because the car sold. They drop out because something went wrong in the follow-up, the numbers didn’t stack up, or they quietly went and bought a different brand.
In Part 2 of my chat with Jeremy from Marketing Delivery, we get practical about how dealers can pull people back into the funnel, keep aftersales communication relevant, and stop annoying customers into hitting unsubscribe.
We cover how Jeremy’s team follows up “lost” prospects with simple, well-timed messages, what dealers should do when customers say affordability killed the deal, and why missed call-backs still cost more sales than most teams want to admit. We also talk about how aftersales can run a proper contact plan (without peppering customers with separate emails for service, MOT, and maintenance) and why good data beats shiny tech every time.
Episode highlights:
- We break down the most common reasons dealers lose sales, beyond “the car was sold”.
- Jeremy explains what a sensible lost-lead follow-up looks like and how it pulls customers back in.
- We talk about affordability, part-exchange, finance, and the very real problem of customers not getting a call back.
- We get into how new entrant brands are changing buying behaviour and why that matters for traditional dealer groups.
- You’ll hear how to run aftersales contact in a way customers actually welcome, including combining service + MOT + maintenance into one message.
- We cover why “AI” isn’t a plan, and why clean, measurable data comes first.
If you run sales, aftersales, or marketing in a dealer group, you’ll nick at least one idea you can use this week.
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About Symco Training:
Symco Training was founded in 2000 by Simon Bowkett and it was his belief that the business had to offer its clients something different. That difference was clear to Simon from his days in the dealership when he experienced many sales trainers who had all the answers, but were unable, unwilling or both to actually show the delegate how they could be implemented. It remains the ethos of the business today. You see, Symco only employ trainers that are committed to delivering not only in spiring and insightful training, but are equally as happy to demonstrate these skills and techniques with real customers in your own showroom. We believe in order for sales training to be effective and in Simon’s words ‘real world’, it needs to be tried and tested in the only place it matters the showroom floor. There is no room for theory when your goals are for your team to sell more cars, hours or parts and retain more profit. In dealerships around the world the focus applied by many of the sales executives is to try and sell a deal. Symco specialise in getting your teams to focus on selling themselves, the product and then supporting this with the deal.
To find out more visitwww.symcotraining.co.uk
Welcome to the Selling and the Motor Trade Podcast, an association with Symco Training. This is the weekly podcast where we share best practice tips and ideas on how to sell more cars, improve your service department and generally put more profit into your dealership or dealer group. I'm your host, Simon Bowkett. As some of you probably already know me as Skippy. I would start by saying thank you for taking the time to listen to this podcast. Now Jeremy, again, lots of these customers haven't bought because the car's been sold. Pop the car, you've got 10 customers, one car there. That's not the only reason why we get things wrong in the motor trade. Lost leads happen for lots of other reasons. Not enough for the part exchange price, cancel that monthly payment. What else do you do on the lost leads to try and get those people back into the business or back into the funnel again? Exactly. We will go out and ask the customer. If it's marked as lost on a lead management system, we get that through in the feed. We will send an email to that customer and say, it looks like we couldn't look after you in this time. If you're not finding what you're looking for, click here and we can see if we can help you again. Or click here and tell us how your experience has been. What are some of the main reasons people aren't buying? Yes, stock's one of them. Stock's one of them. What comes up all the time regularly? Affordability. Whether that was part exchange or financial, whatever it happens to be, not returning my contact. I've left three messages for the sales executive and called me back. But increasingly now, we're seeing looked at a different brand. Not to new entrant brands. If you look at the number of BYDs, JQO, and the road now, they've come from nowhere. All of a sudden, consumers are considering other brands. Whereas maybe 10 years ago, everybody knew that it was a Ford Fiesta or a Vauxhall Corsa. Now, you can't buy a Ford Fiesta. A Vauxhall Corsa is now a twinning brand car. There aren't any cheap cars anymore. There aren't any, I remember at Bristol Street doing a 4995 Ford Ka brand new car. You can't do those anymore. But those traditional nameplate brands, some of those nameplates have gone. But consumers have actually been forced to look at newer brands now because the brands and nameplates that they understand from generations aren't there anymore or are a higher price spot than they ever considered before. So people are looking at other brands. So one of the biggest reasons I've lost sale from a traditional, if you like brand dealership is, went to a different brand. And that brand is not always not always another traditional brand. It's quite often they're a new entrant. Well the new, that shot me last A&LIVE conference where there's normally like 46 different brands. If you go back to 2020. Now what was the number 70 odd with all the Chinese brands coming in there? But that's a complete, by the way, someone like Ford as well. I mean, these legacy manufacturers, I worry sometimes where they're going to be because I just don't know that's a whole different conversation. That's a whole different conversation. I know. I've got such a soft spot for the legacy brands because I grew up in the Australian motor industry. I worked for Holden and Holden was one of the big manufacturers, Holden and Ford. Holden, Tom and all. You know the car. It's not there anymore. At the time when I sell those cars, it was like number one or number two. You think never in a million years will hold and not be around. You just never know. You don't know what's going to happen there. And the Chinese. Watching the Australians the eight racing at Bathurst with the Holden Commodore's. The first of all, Falcons, wasn't that something? See, I too, I'm Bathurst. Being a Holden a salesperson, I won the prize for the best salesperson. Dealership, I went to Bathurst with the Holden team and they were the days. What a great race. Absolutely great race, that is. So anyway, we're going off into a nostalgia. That's all the tangent. If you're a Ford dealer there, I hope you guys are going to be around for a long time. I'm sure they will be. Ford is big enough there, but there's so many other legacy brands there that are Chinese. And by the way, the Chinese, what they're coming in, it's picking the right one because there's so much competition there. And I'm so much competition there. Let's get back to what you're doing on a day to day basis now. That's all the sales side we talked about it. In the after sales side of it, is it just automatically reminding customers about their services and MOTs and keeping the customer in the loop there? Yeah, it's kind of looking for touch points, looking for relevant reasons to contact customers. So some of our clients, and I'm sure Mr. Smythe, this one's where we weren't only mentioning here, but they've probably got the most comprehensive after sales contact plan of any of our clients. I think there's potentially 65 or 70 different touch points that we could employ depending on the customer and the vehicle profile that we see in the data. So that could be a health check AMBA work follow up from a service that was done six months ago. It could be a specific modibility suite of messages where we can contact the customers at different times based on when it's MOT is due, for example. It could be additional maintenance work from the manufacturer program that we've had into as well as knowing when it's due service, number two, we knew when it's due to a Canbell or a gearbox or a change. So it's about trying to knit all those data sources together. Because customers don't want to receive lots of different emails, but if we could bring all the data sources together into one. So if we know you can't do it. I'm sorry, I'm cutting off again. I'm just thinking here, when you're saying this, all these different data points, when it's too much, how do we make sure that the customer's not annoyed? What I mean by that is I've got a car at home. Let's take Swansway organization. I'm sure Peter Smythe, John and David won't mind me talking about this. But I've come in looking for a use car and that car's sold. I'm a previous customer, so I'm getting bombarded from the service department as well. Then they're telling me about the VIP weekends they're coming up. Okay, with this too much. Okay, when do customers go, you know what? Let's click the little button and subscribe there. That's got to be a challenge. Yeah, I'm pleased to say that our insulcribe rates are really low because we tend to target a bit closer on the data and try and find touch points that are relevant. So those 6570 service touch points, one customer is not going to get all of those. Because they are set up for different types of customers, different data events. So as I said, a Motability customer, retail customer, different touch points. If you are due a service and an MOT, you won't get two reminders. We'll put them together in one for you. And if we can overlay that with some additional maintenance, we know you do a breakthrough change. We'll put that in the same message. So rather than send you three emails for three different things, which will irritate you, especially if you book in for service, you have that done. And then two weeks later, you get a reminder saying, oh, by the way, you're doing a MOT as well. Yeah. I will. You've just told me that and done it when it was in for service. And then you get a third one to say, oh, by the way, if you thought about changing your brake fluid. So, you know, we try and bring those contact points together as much as possible. And then go looking for other reasons that is relevant for the customer. So if it's relevant, i.e., you had a service six months ago, we had a look at your tires and at the time they were okay, but thought they may need changing by now. Have you had it done yet? That's something that the customer understands. Those is expecting and we'll engage with. So our open rates are 66% plus. So we know our emails are relevant and we know people are opening them because it's the right data target at the right time with the right contact. So those 60 or 70 messages, they are, as I said, an amalgamation of all the different data points that we can take for a dealership like the Swandjway group. And in any given situation, a customer could have some of those touch points, but nobody will have all of them. Well, I'll go play devil's advocate here. That sounds absolutely brilliant. If the data is correct. Now, I've been in dealerships where they've asked me to help with a prospecting event and I'll get on the phone and speak to the customer about their car, which I had that car four years ago, love. Yeah. Okay. What, how do we make sure the data is correct? Because it sounds absolutely brilliant. The data is right. Yeah. And we do spend as much time looking at data quality with clients as we do sending, you know, nice fancy emails for them because it just never never ceases to surprise me how often, you know, we record an email address, but we don't tick consent to say you can use the email address. We, a car comes through the workshop when we don't update it with its next MOT date or we don't make sure we've got the email address on the mobile phone, and I'm the correct for the customer. So we do a lot of work with our key loop integration. We can go and look at vehicle ownership and say, okay, of my vehicles, how many of these vehicles have changed ownership in the last three years? Okay. Or we can apply that to the data so that when we start sending things out, again, it relies on the data, the dealers taking the data, we can get basically paying for it so that we can then update it and keep their database up to date. So there are tools to do the job, you know, MOT dates in COVID, MOT dates were rolled by six months. So all of a sudden, every dealer's MOT dates were out of date. So again, go into all those devia late, Robin send you an MOT, remind you you go, but my MOT is not due for the last six months. You know, we'll go and find it from devia late, bring it back and send you one at the right time. If we send in your sales renewal message to say you've had your car for, you know, three years, so you're thinking about a change. Again, we'll do that off the back of how we send your service month. Have you got a booking? So if you've got a service booking and your car's three years old, why don't we invite you in for an appointment in the showroom and say, well, when you're in, do you want to come and have a look at the range and maybe take a test drive? So we're always looking for data improvements and data quality measurements. So we can put back to dealerships to go, you need to improve this. And we can do it by sales, exact level. So, you know, we will compare sales, exact to sales, exact how many needs to do record, how many they did to get an email address for, how many of those to get consent for, saying the mobile numbers and mobile consent. Because if you've asked somebody for their email address and chances are they're going to be happy for you to use it. Otherwise, they wouldn't give it to you. Yes. So how can you have a 90% capture rate, but only a 50% consent rate? Yep. You just didn't take the box. You didn't frame the question correctly with the customer. You didn't take the right box. So give some advice now to that sales manager and the after sales manager. Who knows this? Okay. Because they know they've got a sales person that just needs to JFDI. Yes, he'd correct. Okay. What advice do you have to the sales manager? Listen, I'm saying, yeah, I've got Johnny, who's the exact lab person. It's got the email address all the time, but it doesn't bother. It's the same as back when you started Bristol Street Motors. Yeah. Sort of. The lead source was the whatever publication. Yeah, the top of the Thompson, the other thing. Yeah, the Thompson directory that we didn't advertise in. I guess if you can measure it and put it in front of somebody, then it's, it's, it's becomes their choice to change their behavior because they know they've been measured and they know that if they've been measured and they don't prove, then we'll hold the door open for them on their last day. So it really comes down to measurement and management. So if you can show somebody and say, look, you're telling me that none of your customers will give you consent to use your email address, but every other exec in the team has got 95% consent. What are you doing? What are you saying that's different to the others? So if you can show them that it's the old league table thing, isn't it? Nobody likes being bottom of a league table, do they? And whether that's a sales league table for the number of deals done or whether that's a data league table for the quality of your league management, then nobody likes to be at the bottom of a league table. Yeah. And it improves in so many different things and let people just know that it's so true. So true. And I just want to talk about AI because when I met you at AM Live, you were on the panel talking about AI and it seems that every company just seems to put AI behind their name now. But I want to get your view on, are we going to be around as salespeople in the future? Okay. Is AI going to enhance what we're doing? Are they going to replace what dealers are doing? Because sure, some of the stuff, the reason why I say that, I look at Impel, for example, you look at podium coming along there and these companies are like taking the digital inquiry from a customer. These bots talking these people, there's so many analogies where people saying, can I speak to Sarah? Because I've been having this great conversation with Sarah. Because Sarah is some AI somewhere. So I just want to get your view on where we're going with AI in the motor trade. So the way I see AI is it's a help. So all of this, whether it's automated comms, but like we do, whether it's conversational AI, so AI is lots of different things. If you look at, if you try and get a definition from Google of what AI is, it's, there's all sorts of different, you've got agent taking conversation on, you've got algorithms make, you've got all of these different ways of calling it a piece of tech AI. So if we talk about the conversational kind of agentic AI, which is what most of the Impel symposiums of this world refer to the way I look at that is it picks up the gap between the online traffic and the dealership person. So many people are now becoming more and more comfortable with a live chat. Now live chat morphing into a agent to AI is a big step because agent to AI should be better informed than my chat. And those, those agentic AI and conversational AI facilities that are available now are really there to take a relatively cold customer inquiry and kind of move it along the funnel a little bit and then plop it into into a management system so that a real person can then make contact because people are still bifing people. Yeah. Much as we think we're heading down this road where you will just click and buy and you don't need to go and see anybody. There is the vast majority of people will still want to talk to a real person. Come and see a car. Come and sit in it before doing thing about before they buy it. Well, let's just look at car zoom. Okay. The mouse. Yes. I don't think it's worked. And they had real people doing it there. People still want to touch the car, feel the car. Yeah. Yeah. So what the, what the conversational AI can do is answer all the questions at any time of day or night where a customer is refining their search. So it's the things that people 10, 15 years ago would come into that first showroom visit and ask all the questions about now that don't come in until they're ready to buy or to live refined their choice down to a 10 to two or three, 10 to three options. Yep. But those, those conversational AI facilities can mean they can find out the data, the information that they want about the car about the dealership about this particular transaction that they're looking to do. So when they do turn up in person, they're far more ready to transact. So from a sales executive perspective, you're getting better qualified, better informed customers turn up to see you. Now that means as a sales exec, you need to be on your game because quite often the customer can know more than you about the car. So if you're not careful, most of the time they know more about, yeah. Yeah. Yeah. Yeah. So it tweaks the role of the sales exec to be that, you know, the Apple genius, if you'd like that person who is there at the last moment to confirm your choice with you, reaffirm your choice and, and, and then help you make that final decision and final specification that's right for you. So the conversation, AI really is there to help sales teams, not to hinder them. And it will, it will change the role rather than replace the role. Yeah. That might, there's always a concern that I have. And lots of people are saying, well, how, hold on, myself, person spelling, their grammar and all that sort of really bad. Yeah. And you know, AI is going to help me with that. But whenever you pass over from the machine to the human, whenever there's a pass, there's a chance, all right. And you're going to be, you pass the ball. Yeah. There's a chance of a fumble. Okay. Yeah. And my concern is you've got this great conversation that Lucy, who is part of Impel has had with the customer and then we pass them over to Bob. Yeah. And Bob is, you're right, bud. You look and or buy and, and it's kind of like there's always that concern that I have there. And I think we are salespeople. We have to get better. Yes. And we really do. I'm knocking my own industry there. But I really do believe we need to get better. Because what you said before, customers have all that information. Yeah. Yeah. Yeah. So you can't, you can't rely on the customer coming in now and just listening and believing everything you say, because they will, they will challenge you on it. And they'll ask you, you know, about something. If you mentioned the battery life or the range on a car and they know it's different, they'll call you up on it. Yeah. You know, they, they, because they've done the research. And by the way, quite rightly, because the after the image, it should never have been there. And we know that back when you and I started. The salespeople, back then I was told years ago, anyone could sell one car. We don't want to do that. We were selling to the second or third or fourth. And you go down that bullshit route. I'll tell you what, with now, even back then, you get caught out so quickly. I don't think customers are stupid. Okay. At all. But now they will catch you out. Yeah. People want to know the knowledge. Yeah. They want to know exactly. But also they want someone I think they can yell at when things go wrong. I think we're always going to be part of the process. That's always going to be part of it. And I think you, I think there's a, there's a, there's a role there for a valid data. So a sales exec is a valid data that you're online research and what you think you've made the decision on the sales exec can help you validate that decision. Either by reaffirming all your assumptions and all your learnings and go, yep, you're right. This is why this is the right car for you. Let's go and choose a color and let's go and city one and let's go and take more for a test drive just to make sure you're comfortable in it. Or if you're not careful, yeah, it can be, it can be the person who can look quite silly if you, if you haven't got your facts and you haven't got all your information and the customer's got more than you. But equally lots of new cars, EV cars are sort of a prone to, you know, warranty claims and lots of ideal ships, more EVs in the workshop than the, the nice cars simply because of the warranties and the software upgrades and the, the recalls and things that are going on. And I'd often it's that kind of partnering crime with the customer to go, yeah, blame the manufacturer. Yeah. Yeah. I feel your pain, Mr. Costner. Yeah. And I feel like a great car if they, if they could, if they could sort out all these recalls and get it right for you and we feel your pain, Mr. Costner. And again, just, just be that kind of buddy in arms with the, with the customer to reassure them that as a dealership, we've got your back, we're looking after you. We're going to, you know, you know, we're going to work with you to get your manufacturer on site to make sure your car is sorted for you versus the, well, it's not me, it's the OEM and what am I supposed to do about it? Yeah. Yeah. You know, you'd be to be the consumer's friend, customer's friend. Well, well, that takes me into social media. Okay. Because, you know, traditionally people would pick up a Thames Valley auto trader when I started, you know, 95. I was in the motor trades before that. I come over 95 that would look through it on a Thursday. You'd have to make sure you worked on Friday to take all the inquiries. Okay. You had to go through the words and phrases, phone script there to make it so mental and some day. Yeah. That's the business. But people start from so many different areas now. Social media. Yeah. It's a huge player. And social media is there because people buy people. The social side of it. Yeah. They really do. What does marketing delivery do with that? You got social stock. I think it is. Social stock. Yeah. Yeah. So the same inventory we use for the stock alert emails we then use to create catalogues for Facebook and Instagram. So we go look into this two kind of audiences we go for. And that one is a conquest audience where Facebook's AI is running in the background, assessing all of our online browsing. So some of you be careful out there. It's looking at what we're looking at. And it kind of picks up fairly quickly. This guy looks like he's looking at cars. And he looks like he's looking at Audi A3s and he lives in this kind of area. So we can harness that. And we can say, right, okay, we're an Audi dealership. So we can serve the people in this audience ads for our changing Audi stock, for used cars or new car offers. So we can drill in and say, right, let me find people who are looking for this type of car in this area. And Facebook will go out and use its tracking profiles to say, right, I found you a couple of thousand people that look like they have the kind of people you're looking for. And we can serve ads automatically and any inventory updates to those people. If those people do, then click on to the dealer website. There's a you can have a Facebook tracking pixel on the website, which again, picks up that customer and then serves them what we call retargeted. And so with a then look at those people and go, right, okay, they visited the new car pages. So we'll serve them new car promotions. They visited the used car pages. We'll serve them the inventory ads and the intra updates. So we're using that tech to say, okay, there's the audience that the conquest audience, we've gotten to the website, we remarket to them. And then when they're into the lead management system, that's when the email side of things kicks in and tries to nurture that through and the stock looks stuff kicks in. So we're trying to take them from the top of the funnel right away through and deliver them at the dealership and then assist the dealership with the with the nurturing of that lead as well. Jeremy, is there a risk of tech overload? And what do I mean by that? Is walking out AM live or I'm going back next year to the NADI conference of 26 times, I think I've been to that now, and you walk around the halls there and there's lots of companies like yours. Okay. So not directly like yours. And I know you're going to say we're better and different. And I'd love you to say that. Of course. But how do we make sure with all of these things out there, okay, how do we make sure that the dealer, listen to this, has a clear measurable outcomes? Okay. What advice do you have to make sure the return on investment works for that dealer? I had one of those NADI conferences a couple of years back, sat in the international lounge with a UK dealer who I've been trying to get in front of and speak to for about 18 months. And it was easier to go to Dallas and see him in the international lounge and it was trying to meet him in terms of his roles. But we sat there and I said, what are you, what are you here for? I won't say his name. I said, what are you here for? He said, I need some AI. Okay. So what do you want to do with your AI? So we then started talking about lead follow up and, you know, we lost sale a lot of leads and we don't do anything with it. And I was certainly going, you know, we do that already. And you know, you're doing AI for that. You know, you know, we do that. What problem are you looking for AI to solve? And that's something that I ask regularly now when I sit in a dealer, dealer reviews, dealer meetings and they start talking about where's your, what are you doing with AI? Okay. What do you want us to do there? What's the problem you're trying to solve? And it is outcomes. Yeah. It comes every time. Yeah. And if it is out of hours, conversational replies to things by absolutely valid user case, let's, let's go and see what we can do. Let's go work with someone like an impelency and plug in and fire up their conversational AI from, from our emails. But if they just want AI for the sake of AI, because it's just shining new tech thing, we always challenge and say, look, what are you trying to solve here? What's your, what is your customer journey in sales? What is your lead nurturing program like? Where are your gaps? And where do you need AI and where do you just need some automated tech? Because AI isn't a silver bullet. Who's going to train the AI? You wouldn't release an untrained sales executive onto the world and just expect them to crack on. So true. So an AI agent still needs to be pointed in the right direction and it still needs to be trained. And then you need somebody to handle the, where the AI doesn't know the answer because it's not being trained in that. Somebody's going to interject, get in there and, and one, make sure the customer is looked after a little bit too, then tweak how the AI conversational piece will, will handle that question next time it gets asked. Yeah. It's so true about people hope the magic bullet is put this piece of tech in it. And then that whole department's been looked after. But again, I think you said this at the last conference, you wouldn't employ Jenny, a salesperson and just put her in there and expect her just to know everything that they want. How can any machine know that they need to know your business? It needs to learn your business, I suppose. Yeah. Interesting times. Interesting times. So Jeremy, at the time, marketing delivery, you've, is it sold out? It decided to, what's happening with the company now? Who people might not know? So we're now, we're now a tech call for company. So I've got to be that tech. I've never heard of this company before. Okay. So tech call for runner, an after sales program called Catalyst for Artisels, which is in place with the VW network, Audi, Porsche, Renault, Mercedes Benz. Yes. It's, it's the old Polk business. So it's now, it's now, it's now, it's my ignorance. It's the current iteration of the old, old business. I, now about a year ago, I started looking at where do we go next with marketing delivery? How do we grow again? We identified the OEM sector as an area that we should go for now. So we've got our 500 rooftops, all dealer direct relationships. We sell to the dealers, not the OEMs. And we've got some good footprint, some good networks. We started looking at how do we get involved with the OEMs. And we either have to, or the conclusions I made, where we either have to seek some funding to build some new bits to our tech, so that we can go to some of the OEMs and go look at this, and we have to employ some big old sales guns to go out there and knock on these doors and try and get these deals. Or we have to kind of partner up with a company that's already in that space doing some of the things that we want to do with some of the contracts that we already want. So I had a conversation with a number of different, different businesses. And when I spoke to the guys at Tech Core 4, it felt like a really good fit. So they're a bigger business than us. They're about to exercise with us. But they're not so big at us that we're going to get lost. So we have a voice at the table. That voice is me and Charlotte, my MD. And we've joined the senior team at Tech Core 4. So we've been acquired. So Martin's delivery is now a fully owned subsidiary of Tech Core 4. I've reinvested in the business. And I'm staying, I'm joining the senior team there to bring the two businesses together and harness the potential of both. So from my perspective, it's a way to release the potential of Martin's delivery that I wanted to figure out how to do for a couple of years. I've from Tech Core 4. So it gives them a whole new product suite to take to market, which in the after sales area complements their existing work with the manufacturers. And in the sales area is a completely new revenue stream. So really exciting times for both businesses because there's a massively logical synergy in the after sales area to plug what they do. And then the sales side of things is a completely new revenue stream for them. So yes, it's a really exciting time. I'm really pleased to deal over the line. And part of what we were talking about earlier with managing teams and changing teams. We're slap bang in the middle of that in the minute. We're seeing the storming and forming phases at the moment with the teams where some people have got their elbows out, jockeying for position. Some people are sitting back to see how things unfold and Charlotte and I and my colleagues at Tech Core 4 now need to be on top of our game to make sure that our teams as well as our products. So technically integration is one thing, but people integration and team integration is where success lies. So yeah, we're into that phase now. So you're going to be around for what? You're not going to say it off into the sunset. Or a drive off into the race track. No, I'm staying put. I'm staying put. My role now is to help bring the two businesses together, bring the products, weeks together and get out and talk to the mutual client base to show them what we can do together. I'm sure they're the kind of power of what we can do together. So wrapping up, what tip could you leave? Someone, listen, it's an investor. Maybe someone from the OEM sales manager after sales measure. What advice would you like to leave with? I guess whenever I come to these, whether it's a webinar or a podcast or a non-stage session and I get asked for the top tips, it always comes back to data. Because all of the fancy tech that we speak about and that we deploy, it all relies on data, whether that's data to train an AI agent, whether that's data to power your outbound communications and to assess your marketplace, the data is the key to it all. So get data measurements in place, get your league tables in place, make sure your data quality is as good as it can be. Because whatever tech you put over the top of it is only as good as the data that powers it. So there is no silver bullet. You can't plug in something AI which will make sense of rubbish data and suddenly make you fantastic. If you want to use tech to help your sales and service teams do a better job and have better relationships with their customers, they have to be running off the back of good data. Brilliant. Jeremy, thank you very much for your time. How do people find you? What's the easiest way for the people to reach out to you, Jeremy? So marketingdelivery.co.uk is the website and I thought I'd know that with one of the tech core four, they can go and have a look at that website as well. But yeah, to get hold of me and the team, marketingdelivery.co.uk. I'm all over LinkedIn, you can find me there. But yeah, we're fairly easy to find, I think. So yeah, anybody can drop me a line on LinkedIn or through our website and I'll gladly go and speak to anyone. Perfect. Thank you very much, that really appreciate it. Thanks, Simon. Good to see you. That just leaves me to say that all details of this episode and other episodes on the selling in the Motor Trade can be found on our website simcotraining.co.uk. Go there to get a copy of our book, Words That Sell Cars. Go there to sign up to a free trial of our sales fitness online sales training program. Easiest way to get hold of me is Simon Bowkett through LinkedIn. Thank you.
