Chapter 29 — Exercises: BDC and Internet Sales

These exercises move from understanding the ideas to doing the work — writing the actual scripts, running the actual funnel math, and diagnosing real lead-handling failures. Several ask you to produce artifacts you'll drop straight into your Sales Professional Portfolio. The skills sections (Part C) are the ones that change your paycheck, so don't skip them: write the words, say them out loud, and time yourself.

Difficulty legend: ⭐ basic recall · ⭐⭐ applied analysis · ⭐⭐⭐ skills/judgment · ⭐⭐⭐⭐ advanced/extension.

Most items need no answer key here (selected answers live in Appendix I). For the calculation items, a numeric answer is tucked in a <details> block so you can self-check — but do the math before you peek.

Part A — Conceptual Understanding ⭐

A1. In one sentence, state the single most important discipline of a lead-response call. (Hint: it's about the goal of the call, and it begins "Set the…")

A2. What does "BDC" stand for, and in one sentence, what is its core job? Then add one sentence on what the BDC is not trying to do (and why).

A3. Why can't salespeople on the floor reliably answer their own internet leads fast? Name the two things that compete for the salesperson's attention, say which one should win, and explain why that means leads need someone to own them.

A4. Define "speed-to-lead" in your own words. Roughly how fast is "fast" — minutes, hours, or days? And in one line, why does the speed matter so much (what is the customer doing while you decide whether to respond)?

A5. Name the four main channels a lead can arrive on, and give one thing each channel is best for and one trap to avoid on each.

A6. What does it mean to say the internet customer "already contacted ~5 dealers"? How does that single fact change what actually decides whether you win the deal — and what does it tell you about competing purely on price?

A7. List the five performance numbers the BDC/internet world runs on, in pipeline order, and write the simple formula for each (e.g., contact rate = reached ÷ leads).

A8. What is "prior express consent," and which channel makes it most legally important? Name the federal law most associated with it.

A9. True or false, and explain: "An appointment that's set is as good as a sale." Connect your answer to a specific stage of the funnel.

A10. What does the phrase "every touch gives or asks something" mean, and why does it matter for a lead-response sequence (as opposed to a single call)? Give one example of a "give" and one example of an "ask."

A11. Explain the difference between an inbound call and an outbound call in this context. Which one is harder, and why? Which one is where speed-to-lead actually happens?

A12. In one or two sentences each, define these terms from the chapter: lead source, lead status, next action (task). Why does a manager care about all three?

A13. The chapter says a smile is "audible" on the phone. Explain what that means and why it matters for an outbound call to a stranger who's braced for a sales pitch.

A14. Why is the confirmation step of an appointment call described as the step that "wins the show"? Name three specific things you do in that step and say what each one prevents.

Part B — Applied Analysis ⭐⭐

B1. A lead arrives at 9:00 AM. Salesperson Rick sees it at 11:30 AM and responds. Using the speed-to-lead idea, name two specific things that have likely already happened by 11:30 that hurt Rick's odds — even though he did respond. Then estimate, roughly, how much lower his contact rate is likely to be at 2.5 hours versus 5 minutes, and explain your reasoning (you don't need an exact number — explain the shape).

B2. Read this actual lead reply and list everything wrong with it:

"Thank you for your interest in Summit Auto Group! One of our representatives will reach out shortly. In the meantime, what would it take to earn your business today?"

The customer's original message was: "Is the 2022 silver SUV (stock 4471) still available, and what's the out-the-door price? Comparing it to one at another store." Find at least four specific failures, then rewrite the first two sentences of the reply so they actually do the job (answer-first, transparent, human).

B3. A customer calls and asks, "Is the blue SUV stock 4471 still there, and what's your best price?" Write the first two sentences of your response, in order, and explain why that order matters. Then write the next sentence — the one that starts moving toward an appointment without sounding like a grab.

B4. Your appointment show rate is 45%. Your manager says "your phone skills are fine — book more appointments." Is that the right advice? Using the funnel, explain where your real leak actually is and what you'd fix first. (Run a quick 100-lead funnel with your numbers to make the point concrete.)

B5. A coworker proposes texting all 4,000 customers in the CRM about the weekend sale "because texts get read." Identify the legal problem precisely (name the law and the two rules being broken), explain why the penalty is so dangerous (think about how damages are counted), and propose a compliant alternative that still drives weekend traffic.

B6. Marcus's lead said "shopping this weekend"; Ana's lead said "just seeing what's out there, not in a hurry." Describe how your appointment close should differ between the two — same technique (alternate-choice), different framing. Write the actual closing line for each, and explain what you changed and why.

B7. A lead doesn't answer your first call. List three different value-carrying touches you'd make over the next two days (vary the channel and the reason for each), consistent with "every touch gives or asks something." For each, write the one-line message and name the "give" inside it.

B8. Look at this CRM snapshot and say what's wrong with each lead and exactly what each one needs next: - Lead A: status "New," age 3 days, no attempts logged. - Lead B: status "Contacted," last touch 9 days ago, no next-action date. - Lead C: status "Appointment Set," appointment was yesterday, no update since. - Lead D: status "Lost," note says "didn't answer first call."

B9. Two stores get the same lead at the same minute for the same SUV at nearly the same price. Store A responds in 4 minutes with a real answer and a warm appointment offer; Store B responds in 3 hours with a generic "when can you come in?" Walk through, stage by stage, where in the funnel Store B loses the customer — and make the point that Store B didn't lose at the desk.

B10. A customer texts your dealership's number: "Hey is the red truck still there." You don't recognize the number and there's no consent record. What do you do — can you text back? What's the safest way to continue the conversation, and what (if anything) do you need to establish before texting becomes appropriate?

Part C — Skills & Practice ⭐⭐–⭐⭐⭐

These are the doing exercises. Write the actual words; then say them out loud until they sound like you, not like a script being read.

C1. Write your outbound opener. A fresh web lead just hit: Priya Anand, inquired about a 2022 hatchback, stock #U2299, message: "Is this still available and does it have CarPlay?" Write the exact words of your first 3–4 sentences on the outbound call — name them, name you/the store, reference their specific inquiry, answer the CarPlay question (assume yes), and ask permission to continue. Then read it out loud and tighten anything that sounds robotic or salesy.

C2. Write your appointment close + confirmation. Continuing C1, Priya is engaged and interested. Write your full alternate-choice appointment close and your confirm-capture-set-expectations close (the step that wins the show). Your confirmation must include: repeating the time, confirming the number + text consent, what to expect and bring, who to ask for, and the reminder preview. Mark which part of your close is protecting the show rate.

C3. Write the lead-response email. For the same Priya lead, write a complete response email: a real subject line, an answer-first opening, transparent price handling (use a placeholder posted price like $24,990), value added (history report / walk-around video), two easy next steps, and a real signature. Keep it scannable — bold the questions, short paragraphs, no wall of text.

C4. Write your two compliant texts. For a customer who checked the consent box, write (a) a post-call confirmation text and (b) a day-of reminder text. Each must identify you, be short and human, carry a clear purpose, and include an opt-out. Beside them, write your one-sentence personal texting-compliance rule (the one you'll tape to your monitor).

C5. Calculate the funnel. A BDC works 240 leads in a month with these rates: contact 55%, appointment set 48%, show 70%, close 42%. How many cars does it deliver? What is the whole-funnel close rate (sold ÷ leads)?

C6. Calculate the improvement. Take the same 240 leads from C5. Leave set rate (48%) and close rate (42%) alone, but improve contact rate from 55% to 68% and show rate from 70% to 80% (the two numbers most within your control). How many cars now? How many more than C5, and what's the percentage increase — all without touching price or buying more leads?

C7. Diagnose and fix the call. Read this transcript, identify the three biggest mistakes, and say what the salesperson should have done at each point:

Sales: "Yeah, Summit Auto." Customer: "Hi, I saw a silver sedan online, stock 5102 — is it available?" Sales: "Uh, probably. What were you looking to spend? I can do a great deal if you come in today." Customer: "I just wanted to know if it's there and what the price is." Sales: "Prices change all the time, best to come in. When can you make it down?"

Then rewrite the whole exchange the way it should have gone, all the way through to a set, confirmed appointment.

C8. Build your speed-to-lead mechanism. Forget scripts for a moment — write the system. On a normal day, when you're with a live up on the lot and a fresh lead hits, exactly how does that lead get a fast response? Write the concrete mechanism: notifications, coverage (BDC, a buddy, or your own process if you're the BDC of one), and your personal response-time target. A goal without a mechanism is a wish — write the mechanism.

Part D — Synthesis & Critical Thinking ⭐⭐⭐

D1. The chapter says "set the appointment, don't sell the car on the phone," but also says to "answer the actual question first and be transparent on price." Aren't those in tension — doesn't giving real information reduce the customer's reason to come in? Argue the resolution, using the transparency-closes-more idea from Chapter 12. Be specific about what you do and don't finalize over the phone.

D2. A new salesperson says, "Internet leads are junk — they never answer and they're all just price-shoppers." Write a respectful, evidence-based rebuttal that explains what's actually happening (think about which attempt usually connects, and what a fast/helpful response changes) and what the salesperson is most likely doing wrong.

D3. The alternate-choice close ("Saturday at 10 or 2?") is a persuasion technique. When is it ethical and when does it tip into manipulation? Tie your answer to the book-wide line about "whose interest it serves" from Chapter 3, and give one example of each.

D4. Speed-to-lead clearly helps the dealer. Does it help the customer? Make the case both ways — describe when fast response genuinely serves the buyer, and describe how "speed" or "urgency" could be twisted against them — and state where you'd personally draw the line.

D5. The TCPA carries per-message penalties that can be ruinous. Some salespeople treat compliance as "the legal department's problem." Argue why a frontline salesperson should personally care about TCPA compliance, in both ethical terms (the customer's phone is theirs) and self-interested terms (what happens to you and your store if it goes wrong).

D6. A manager institutes a rule: "Every lead must get five contact attempts before it can be marked Lost." A salesperson objects: "That's just nagging people who already said no." Who's right? Reconcile the persistence the chapter recommends with the "every touch gives or asks something" rule and the customer's right to be left alone — and describe the version of this rule you'd actually want to work under.

Part M — Mixed / Interleaved Practice ⭐⭐–⭐⭐⭐

These deliberately combine this chapter with named earlier chapters. Cross-skill fluency is the goal.

M1. (Ch 29 + Ch 7). The meet-and-greet taught that "Can I help you?" fails on the lot but works fine on the phone. Explain why the same words land differently in the two settings, then write a phone greeting that captures the warmth Chapter 7 demanded and moves toward the appointment Chapter 29 demands.

M2. (Ch 29 + Ch 16). Chapter 16 built the unsold-prospect cadence (days) and the rule "every touch gives or asks something." Chapter 29 built the lead-response sequence (minutes-to-days). Write a single first-week plan for a fresh web lead that integrates both: the speed-to-lead first touch, then a value-carrying multi-attempt sequence, then the downshift to the longer nurture cadence if they don't engage. Lay it out as a day-by-day table with the channel and the "give" for each touch.

M3. (Ch 29 + Ch 12). A phone customer demands "your absolute best out-the-door price right now or I'm hanging up." Using both the negotiation principles from Chapter 12 and the appointment-discipline of Chapter 29, write your response. You must be transparent and protect your reason to get them in — and you must not cave into blurting a fake final number.

M4. (Ch 29 + Ch 4). Chapter 4 framed the salesperson as "guide, not gatekeeper." Show how a gatekeeper and a guide would each handle the same phone question — "what's your lowest price?" — writing the actual line for each, and explain why the guide's version both serves the customer and sets more appointments.

M5. (Ch 29 + Ch 8). Chapter 8 taught the needs analysis. On a 3-minute lead-response call you can't do the full thing. Write the two or three highest-value needs-analysis questions you'd compress into a lead call, and explain what each one lets you do (qualify, point them right, or set up the appointment).

M6. (Ch 29 + Ch 27). A perfect appointment-setting call is wasted if the handoff fumbles. List the specific things you must capture and log on the call (Ch 29) so that the in-store handoff (Ch 27) makes the customer feel "expected and known" rather than forcing them to re-explain everything. Then write the one-sentence greeting the floor salesperson should be able to deliver because you logged well.

M7. (Ch 29 + Ch 3). Chapter 3 gave you the five customer types and the "fear map." Pick two types (e.g., the researcher and the price-buyer) and describe how you'd adapt the same lead-response call to each — what you'd emphasize, what you'd avoid, and how the appointment close would differ. Connect it to the fear each type is most likely carrying.

M8. (Ch 29 + Ch 15 + Ch 16). Trace one customer all the way through the pipeline on paper: a fresh lead arrives, you respond fast and set an appointment, they show and buy, and you deliver the car. At each stage, name the one thing from the relevant chapter that most protects the next stage — the lead-response touch (Ch 29) that earns the appointment, the confirmation (Ch 29) that earns the show, the delivery (Ch 15) that earns the relationship, and the follow-up cadence (Ch 16) that earns the referral. The point: every stage exists to protect the next one.

Part E — Research & Extension ⭐⭐⭐⭐

For the motivated reader. These go beyond the chapter.

E1. Find your own dealership's (or any local dealership's) lead-response behavior by submitting a real, honest inquiry on a vehicle through a third-party marketplace and timing the responses across two or three stores. Record: how fast each responded, on which channel, whether they answered your actual question, whether the first message was personal or a generic blast, and whether (and how) they tried to set an appointment. Write a one-page comparison and rank them as a customer would — then note what you'd do differently. (Do this ethically — you're a genuine shopper, not wasting anyone's time maliciously.)

E2. Research the TCPA and current FCC guidance and/or recent enforcement actions against businesses for improper texting/calling (the FTC and FCC publish these). Summarize, in plain English for a sales team, the three rules a frontline salesperson most needs to follow — and note clearly that the specifics change over time and by situation, so the team should rely on the store's compliance guidance and the primary sources rather than this summary. (See Chapter 31 and the Further Reading.)

E3. Investigate the published research on lead-response time (dealership mystery-shop studies and the well-known cross-industry findings on responding within five minutes). Without overstating any single statistic, write a short briefing on what the evidence reliably shows about the shape of the effect (direction, steepness of the drop-off) and how confident a salesperson should be in the "speed wins" claim — including any honest caveats about why exact numbers vary.