KELLY G. MELTON

General Sales Manager – New Dealership Launch

As the General Sales Manager of a newly established dealership, I was responsible for implementing the CRM platform and integrating all supporting systems to ensure a productive, high-performing sales environment. I also secured partnerships with key lending institutions, leveraging my industry relationships to streamline financing options for customers. My network and experience played a critical role in acquiring both new and pre-owned inventory and in bringing an established customer base to the dealership from day one.

Following my success at Brandon Harley, where I helped the company surpass both its own and industry standards, I was asked to assume leadership of the sales department at the company's new location, Wesley Chapel Harley-Davidson. By implementing processes and strategies that I have refined over the years, we exceeded all benchmarks for our dealership within the first year of operation.

Among the 102 Harley dealerships in the Southern US region, we achieved a ranking of 31 in our inaugural year.

Our new bike sales reached 102.02% of the established objective.

In terms of CXI (Customer Satisfaction), we secured a commendable ranking of 10th.

Harley Davidson had adopted a company-wide KPI standard:

• 1 in 3.5 guests added to our CRM
• 1 in 10 guests engage in a sales negotiation
• 1 in 30 guests complete a purchase

By adhering to this process, we consistently achieve our desired outcomes.

Over the year, we attained an average of 20.7% more sales, encompassing both new and used motorcycles, than the KPI standards.

Time period 04/17/2023 (Grand Opening) to 08/31/2024

Total Sales 798 units

Front PVS $2,074.52

F&I PVS $1,239.11

Total PVS $3,313.63

*This profit adjusts up when accounting for dealer fees.

Financed in house 74.6% of units

Our success can be attributed to the following strategies:

• All internet leads were assigned to a manager as the first point of contact.
• We fostered active daily communication with service writers to capitalize on service-related leads.
• Strong follow up process.
• Any guest who had an interest in a bike was given purchase options.
• Early manager interactions with guests.
• Customer-Centric Approach: Develop a customer-centric culture, implement feedback mechanisms, and empower employees to resolve issues.
• Simplified Processes: Review and streamline existing processes, implement digital tools, and establish clear procedures.
• Continuous Improvement: Implement a continuous improvement process, encourage employee suggestions, and stay informed about industry trends.
• Profitability and Sustainability: Set financial goals, track KPIs, implement cost-effective strategies, and focus on long-term sustainability.

Additional Responsibilities

• Schedule for managers, sales team, and training: Develop and maintain a comprehensive schedule, coordinate meetings and events, and ensure team members are aware of their responsibilities.
• Maintain and update inventory: Establish inventory management systems, monitor inventory levels, conduct audits, and implement control measures.
• Maintain and update website: Manage website content, design, and functionality, and update regularly with new products and promotions.

I used this time to learn more about the different departments that make up the industry I have been working in for the better part of 20 years.

• Reduced wait times for customers by effectively managing appointment schedules and coordinating with technicians.
• Increased repeat business with exceptional customer service skills and follow-up calls to ensure satisfaction.
• Addressed customer concerns promptly and professionally, fostering trust and loyalty among clientele.

• Coached sales associates in product specifications, sales incentives, and selling techniques, significantly increasing customer satisfaction ratings.
• Motivated team members to meet and exceed objectives by setting goals, tracking performance on daily basis and implementing improvement strategies.
• Developed a high-performing sales team through consistent coaching, training, and motivation techniques.
• Achieved sales targets consistently by closely monitoring sales performance and adjusting strategies as needed.

Met or exceeded sales and customer satisfaction goals.

Met and exceeded sales objectives and customer satisfaction.

In 2003, I began my career at Mercedes-Benz of Tampa as a member of the sales department, where I excelled. After three years, I was given the opportunity to learn finance. I was then assigned the role of backup finance and completed paperwork for all fleet sales. Subsequently, I was given the opportunity to manage the three fleet sales team members. In 2008, I assumed responsibility for the entire fleet department, handling sales, finance, and management. In this role, I quickly learned the importance of organization and a process-driven approach. I averaged over 80 units per month.