Bmw Link Catalog

BMW Digital Merchandising

bmwusa.com

The Ultimate Driving Machine®

Customizable Aftersales Promotion. Now suitable for framing.

Link

BMW Aftersales Magazine Spring 2009, No. 17 The world of service, parts, accessories and lifestyle.

With nearly 100 slides to choose from and space for customizable copy, the Digital Merchandising Program allows you to promote Aftersales products and services in your showroom with flexibility and impact. To find out more, go to the Aftersales portal on CenterNet.

© 2009 BMW of North America, LLC. The BMW name, model names and logos are registered trademarks.

MAG-017-09

Opportunities Knock 

4 

The “Right” Hire 

8 

PIA 

14 

The CEI Advantage 

16

The Ultimate Driving Machine®

Link Spring 2009

Dear Friends, Some might suggest that — with the current state of the economy — this is no time to be talking about growth. Personally, I believe there is no better time. Yes, some areas of our business are unavoidably affected. But there are others in which there are more opportunities than ever, particularly in Aftersales.

The Aftersales opportunity presents itself from two

fronts: from the business that is naturally walking through your front door and from business you could be attracting with the cost-effective tools made available to you by

“F or most centers, the business

BMW. In this issue of Link, we’ll define some of those

has simply gotten bigger and

opportunities and show you how other centers continue

bigger, and it’s easy to overlook

to generate revenue by putting the customer first.

the details. These days, it’s all

At this year’s NAC, we’re launching a new

program designed to build awareness of Original BMW

about getting back to basics as

Accessories during the vehicle sales process. Not only will

a way to maintain profitability

that help increase sales, it will also help Client Advisors

and build loyalty.”

deliver a new BMW that meets each customer’s specific

Randy Clements, Warranty Business Development Manager

needs and style. Some of these new tools will also help current customers who plan to hold off on the purchase of a new vehicle. Those owners will require more service and will be more inclined to “freshen up” their current BMW with accessories. In both instances, the concept of “elevated service” has never been more important in ensuring that we deliver the best possible experience and keep customers loyal to the BMW brand.

There is no doubt that these are challenging times.

That’s why it is more crucial than ever to identify and seize the opportunities we have before us and to strive to create new ones. We look forward to working with you in that pursuit.

contents

02 Off The Line

All the latest from the world of BMW

04 Feature

Catching a missed opportunity

08 Accelerate

Efficiency in technical hiring

12 Front & Center Alan E. Harris Vice President Aftersales

On The Cover: The all-new 2009 BMW Z4 Roadster

Capturing attention through Digital Merchandising

16 Touchpoint

Success through CEI

Link was created for you — as a source of information to help

18 Fuel

stories. So it should come as no surprise that your feedback

Color System news and F1 for every day

22 Wrench

you succeed and as a forum for your ideas, suggestions and is critical to its success. Please help us make Link magazine everything it can be by sending us your comments. BMW of North America

Agency

Success through CEI

Grant Paullo, Editor in Chief

Great Big Circle, Inc.

Email: [email protected]

224 West 30 th Street

25 Backstretch

Kimberly Byars, Senior Editor

Suite 1203

Email: [email protected]

New York, NY 10001

The journey to NAC Link magazine retains exclusive rights of reproduction in printed or electronic media for any text or photographs submitted and reserves the right to edit, modify or refuse publication of any material and to hold such material for an indeterminate period, unless such material is accompanied by a self-addressed, stamped envelope with the appropriate postage.

14 Winner’s Circle

Suggestion Box:

Awards and recognition ­L ook for this symbol throughout Link to get more information on topics covered in this issue.

Link magazine is published on behalf of BMW of North America, LLC to assist BMW centers and all Aftersales personnel. The information within, including products, part numbers, procedures, specifications and other relevant data, is checked to be as accurate as possible. Some of the vehicles pictured in this magazine are European spec and may include non-US vehicles. BMW NA neither warrants nor guarantees that all information is accurate. BMW reserves the right to change this information at any time, without prior notice and without obligation. Link is published by Great Big Circle, Inc. Reproduction in whole, in part or by electronic storage is prohibited without the express written permission of BMW of North America, LLC. © 2009 BMW of North America, LLC. The BMW name, model names and logos are registered trademarks. Printed in USA, MAG-017-09.

Link Spring 2009   1

Link Spring 2009

Dear Friends, Some might suggest that — with the current state of the economy — this is no time to be talking about growth. Personally, I believe there is no better time. Yes, some areas of our business are unavoidably affected. But there are others in which there are more opportunities than ever, particularly in Aftersales.

The Aftersales opportunity presents itself from two

fronts: from the business that is naturally walking through your front door and from business you could be attracting with the cost-effective tools made available to you by

“F or most centers, the business

BMW. In this issue of Link, we’ll define some of those

has simply gotten bigger and

opportunities and show you how other centers continue

bigger, and it’s easy to overlook

to generate revenue by putting the customer first.

the details. These days, it’s all

At this year’s NAC, we’re launching a new

program designed to build awareness of Original BMW

about getting back to basics as

Accessories during the vehicle sales process. Not only will

a way to maintain profitability

that help increase sales, it will also help Client Advisors

and build loyalty.”

deliver a new BMW that meets each customer’s specific

Randy Clements, Warranty Business Development Manager

needs and style. Some of these new tools will also help current customers who plan to hold off on the purchase of a new vehicle. Those owners will require more service and will be more inclined to “freshen up” their current BMW with accessories. In both instances, the concept of “elevated service” has never been more important in ensuring that we deliver the best possible experience and keep customers loyal to the BMW brand.

There is no doubt that these are challenging times.

That’s why it is more crucial than ever to identify and seize the opportunities we have before us and to strive to create new ones. We look forward to working with you in that pursuit.

contents

02 Off The Line

All the latest from the world of BMW

04 Feature

Catching a missed opportunity

08 Accelerate

Efficiency in technical hiring

12 Front & Center Alan E. Harris Vice President Aftersales

On The Cover: The all-new 2009 BMW Z4 Roadster

Capturing attention through Digital Merchandising

16 Touchpoint

Success through CEI

Link was created for you — as a source of information to help

18 Fuel

stories. So it should come as no surprise that your feedback

Color System news and F1 for every day

22 Wrench

you succeed and as a forum for your ideas, suggestions and is critical to its success. Please help us make Link magazine everything it can be by sending us your comments. BMW of North America

Agency

Success through CEI

Grant Paullo, Editor in Chief

Great Big Circle, Inc.

Email: [email protected]

224 West 30 th Street

25 Backstretch

Kimberly Byars, Senior Editor

Suite 1203

Email: [email protected]

New York, NY 10001

The journey to NAC Link magazine retains exclusive rights of reproduction in printed or electronic media for any text or photographs submitted and reserves the right to edit, modify or refuse publication of any material and to hold such material for an indeterminate period, unless such material is accompanied by a self-addressed, stamped envelope with the appropriate postage.

14 Winner’s Circle

Suggestion Box:

Awards and recognition ­L ook for this symbol throughout Link to get more information on topics covered in this issue.

Link magazine is published on behalf of BMW of North America, LLC to assist BMW centers and all Aftersales personnel. The information within, including products, part numbers, procedures, specifications and other relevant data, is checked to be as accurate as possible. Some of the vehicles pictured in this magazine are European spec and may include non-US vehicles. BMW NA neither warrants nor guarantees that all information is accurate. BMW reserves the right to change this information at any time, without prior notice and without obligation. Link is published by Great Big Circle, Inc. Reproduction in whole, in part or by electronic storage is prohibited without the express written permission of BMW of North America, LLC. © 2009 BMW of North America, LLC. The BMW name, model names and logos are registered trademarks. Printed in USA, MAG-017-09.

Link Spring 2009   1

off theSLUG line

New Beginnings

Make it Two

After six years as the Vice President Aftersales, BMW of North

BMW proudly accepted two awards for the 10 Best Engines from

America, Alan Harris has accepted the position of Managing

Ward’s Automotive Group for its twin-turbo gasoline and diesel

Director of BMW Group’s Regional Office Eastern Europe,

Inline-6 engines. Having acquired two previous awards since its

Africa and Caribbean, starting April 1. As Vice President,

introduction in 2006, this will be the third win for the BMW 3.0-liter

Mr. Harris was instrumental in growing Aftersales with a “fix the

DOHC Inline-6 gasoline engine. Powering 11 U.S. BMW models,

customer first” approach that elevated service and positioned

from the 135i to the X6 xDrive35i Sports Activity Coupe, the

BMW centers as the one-stop-shop for customers. Beginning

engine features 300hp, twin low-mass turbocharges, High Preci-

April 1, Mr. Harris will be succeeded in that role by Dan Creed,

sion Direct Injection and electrified accessory drives for unrivaled

currently Vice President of BMW’s Southern Region and a

efficiency and responsiveness. The second honor was awarded to

12-year BMW veteran.

the new 50-state BMW Advanced Diesel with BluePerformance technology, now available for the 2009 BMW 335d Sedan and X5 xDrive35d Sports Activity Vehicle. Offering V-8 performance

Start the Cycle

on a four-cylinder consumption, the engine provides a level of fuel efficiency never before achieved.

This just in: BMW Motorrad Motorsport will make its debut at



the highly competitive 2009 Superbike World Championship, an

“These two awards are further testament that BMW’s

EfficientDynamics engineering strategy is delivering the perfor-

international race for production-based motorcycles. Performing

mance and efficiency that drivers expect today,” said Hans Hohenner,

against top Japanese and European motorsport competitors, the

General Manager of Drivetrain Development for BMW Group.

series will be BMW’s first grand challenge in world superbikes —  but also a chance to prove its efficacy in the sport. With a rich

A Powerhouse Campaign Celebrating the U.S. launch of BMW Advanced Diesel, BMW has released a national campaign to promote a new understanding

racing heritage tracing all the way back to the R 32 motorcycle

of the benefits of diesel technology and BMW EfficientDynamics.

in 1923, BMW has previously achieved success on the tracks,

Starring comedian, writer and producer Brian Unger, the ad series

including a thrilling photo-finish race in Daytona in 1976. But since

focuses on four key messages: reduced national fuel consumption

the Superbike World Championship was formed in 1988, the

potential, reduced environmental impact, increased driving range

race has earned the international clout that has made it the most

and individual fuel savings. The campaign highlights the U.S.

competitive of all races. While the new BMW team acknowledges

release of the BMW 335d Sedan and the BMW X5 xDrive35d

the struggles on the road ahead, it is with great enthusiasm that

Sports Activity Vehicle models equipped with BMW Advanced

the brand enters the March – October 2009 season. The S 1000

Diesel with BluePerformance. The ad has ran on FOX and ABC

RR bike, from which the racebike concept was conceived, will

national tv shows, with corresponding print ads in The New Yorker,

publicly debut in summer 2009.

SEED, Vanity Fair and Fortune magazines.

While today over 70 percent of BMW brand vehicles sold in

Europe are diesel-powered, this will be the first time in more than 20 years that diesel-powered BMWs are sold in the U.S. “With this campaign we aim to communicate the real advantages of BMW’s new

AYES in Action BMW is pleased to announce that Automotive Youth Educational Systems, better known as AYES, will continue operating in New Jersey thanks to the tireless efforts of Monty Roberts of BMW, Jim Appleton of NJCAR, Bill Tuttle of AYES and several other program advocates. In cooperation with AYES OEM partners and the New Jersey Department of Labor and Workforce Development, the New Jersey Coalition of Automotive Retailers, NJCAR, will be available as a resource for schools as they strive to place the best automotive technology students in franchised new car dealerships around the state. Mark McAleer, Field Services Coordinator at NJCAR, is currently developing customized strategies for maximized BMW dealer engagement. For the latest details, visit www.ayes.org.

2   Link Spring 2009

Show Business

By Land and By Sea

diesel technology, which offers a range of 580 miles per tank, yields

On March 5 – 15, 2009 BMW will make another powerful statement

As a result of a special collaboration between Europe’s top-

percent, and delivers superior performance over competitive makes,”

at the 79th International Geneva Motor Show. Progressive models,

ranked yacht builder, Bavaria Yachtbau GmbH and BMW Group

said Jack Pitney, Vice President, Marketing, BMW of North America.

technical innovations and dynamic features will appear in the

DesignworksUSA, global design consultancy, the all-new Deep

current model portfolio. As a result of the BMW EfficientDynamics

Blue 46 vessel was presented at The Düsseldorf Boat Show, held

development strategy, several model technologies will be

January 17 – 25, 2009. A leader in cutting-edge design, BMW

upgraded to production standard — meaning a reduction in both

Group DesignWorks eagerly accepted the opportunity to extend

fuel consumption and emissions. What’s more, the show marks the

Bavaria’s motorboat range into the premium segment with the

European debut of several new models including the BMW Z4,

sleek innovation of a luxury sailing yacht. Powerful lines, expres-

People on the Move

combining athletic power and elegant lines with supreme driving

sive proportions and a continued attention to performance and

Arturo Pineiro, CEO of BMW Group Central and South America,

comfort, and the BMW 730Ld, setting a new standard for effi-

value, make The Deep Blue 46 the perfect balance of creativity

was promoted to the position of Vice President of BMW’s Central

ciency in the luxury class.

and functionality.

Region, beginning May 1.

up to 36 miles per gallon, reduces harmful CO 2 emissions by 20

Link Spring 2009   3

off theSLUG line

New Beginnings

Make it Two

After six years as the Vice President Aftersales, BMW of North

BMW proudly accepted two awards for the 10 Best Engines from

America, Alan Harris has accepted the position of Managing

Ward’s Automotive Group for its twin-turbo gasoline and diesel

Director of BMW Group’s Regional Office Eastern Europe,

Inline-6 engines. Having acquired two previous awards since its

Africa and Caribbean, starting April 1. As Vice President,

introduction in 2006, this will be the third win for the BMW 3.0-liter

Mr. Harris was instrumental in growing Aftersales with a “fix the

DOHC Inline-6 gasoline engine. Powering 11 U.S. BMW models,

customer first” approach that elevated service and positioned

from the 135i to the X6 xDrive35i Sports Activity Coupe, the

BMW centers as the one-stop-shop for customers. Beginning

engine features 300hp, twin low-mass turbocharges, High Preci-

April 1, Mr. Harris will be succeeded in that role by Dan Creed,

sion Direct Injection and electrified accessory drives for unrivaled

currently Vice President of BMW’s Southern Region and a

efficiency and responsiveness. The second honor was awarded to

12-year BMW veteran.

the new 50-state BMW Advanced Diesel with BluePerformance technology, now available for the 2009 BMW 335d Sedan and X5 xDrive35d Sports Activity Vehicle. Offering V-8 performance

Start the Cycle

on a four-cylinder consumption, the engine provides a level of fuel efficiency never before achieved.

This just in: BMW Motorrad Motorsport will make its debut at



the highly competitive 2009 Superbike World Championship, an

“These two awards are further testament that BMW’s

EfficientDynamics engineering strategy is delivering the perfor-

international race for production-based motorcycles. Performing

mance and efficiency that drivers expect today,” said Hans Hohenner,

against top Japanese and European motorsport competitors, the

General Manager of Drivetrain Development for BMW Group.

series will be BMW’s first grand challenge in world superbikes —  but also a chance to prove its efficacy in the sport. With a rich

A Powerhouse Campaign Celebrating the U.S. launch of BMW Advanced Diesel, BMW has released a national campaign to promote a new understanding

racing heritage tracing all the way back to the R 32 motorcycle

of the benefits of diesel technology and BMW EfficientDynamics.

in 1923, BMW has previously achieved success on the tracks,

Starring comedian, writer and producer Brian Unger, the ad series

including a thrilling photo-finish race in Daytona in 1976. But since

focuses on four key messages: reduced national fuel consumption

the Superbike World Championship was formed in 1988, the

potential, reduced environmental impact, increased driving range

race has earned the international clout that has made it the most

and individual fuel savings. The campaign highlights the U.S.

competitive of all races. While the new BMW team acknowledges

release of the BMW 335d Sedan and the BMW X5 xDrive35d

the struggles on the road ahead, it is with great enthusiasm that

Sports Activity Vehicle models equipped with BMW Advanced

the brand enters the March – October 2009 season. The S 1000

Diesel with BluePerformance. The ad has ran on FOX and ABC

RR bike, from which the racebike concept was conceived, will

national tv shows, with corresponding print ads in The New Yorker,

publicly debut in summer 2009.

SEED, Vanity Fair and Fortune magazines.

While today over 70 percent of BMW brand vehicles sold in

Europe are diesel-powered, this will be the first time in more than 20 years that diesel-powered BMWs are sold in the U.S. “With this campaign we aim to communicate the real advantages of BMW’s new

AYES in Action BMW is pleased to announce that Automotive Youth Educational Systems, better known as AYES, will continue operating in New Jersey thanks to the tireless efforts of Monty Roberts of BMW, Jim Appleton of NJCAR, Bill Tuttle of AYES and several other program advocates. In cooperation with AYES OEM partners and the New Jersey Department of Labor and Workforce Development, the New Jersey Coalition of Automotive Retailers, NJCAR, will be available as a resource for schools as they strive to place the best automotive technology students in franchised new car dealerships around the state. Mark McAleer, Field Services Coordinator at NJCAR, is currently developing customized strategies for maximized BMW dealer engagement. For the latest details, visit www.ayes.org.

2   Link Spring 2009

Show Business

By Land and By Sea

diesel technology, which offers a range of 580 miles per tank, yields

On March 5 – 15, 2009 BMW will make another powerful statement

As a result of a special collaboration between Europe’s top-

percent, and delivers superior performance over competitive makes,”

at the 79th International Geneva Motor Show. Progressive models,

ranked yacht builder, Bavaria Yachtbau GmbH and BMW Group

said Jack Pitney, Vice President, Marketing, BMW of North America.

technical innovations and dynamic features will appear in the

DesignworksUSA, global design consultancy, the all-new Deep

current model portfolio. As a result of the BMW EfficientDynamics

Blue 46 vessel was presented at The Düsseldorf Boat Show, held

development strategy, several model technologies will be

January 17 – 25, 2009. A leader in cutting-edge design, BMW

upgraded to production standard — meaning a reduction in both

Group DesignWorks eagerly accepted the opportunity to extend

fuel consumption and emissions. What’s more, the show marks the

Bavaria’s motorboat range into the premium segment with the

European debut of several new models including the BMW Z4,

sleek innovation of a luxury sailing yacht. Powerful lines, expres-

People on the Move

combining athletic power and elegant lines with supreme driving

sive proportions and a continued attention to performance and

Arturo Pineiro, CEO of BMW Group Central and South America,

comfort, and the BMW 730Ld, setting a new standard for effi-

value, make The Deep Blue 46 the perfect balance of creativity

was promoted to the position of Vice President of BMW’s Central

ciency in the luxury class.

and functionality.

Region, beginning May 1.

up to 36 miles per gallon, reduces harmful CO 2 emissions by 20

Link Spring 2009   3

FE ature fe ATURE SLUG

Optimize Your Opportunity Tools Now More than Ever, Aftersales is the Key to Success in a Challenging Economy

As the nation tightens its collective belt these days, it’s important that BMW centers continue to innovate when it comes to keeping their own business economically healthy. The built-in clientele of existing BMW owners is a tremendous advantage — as customers put off purchasing their next BMW, their need to stay on top of maintenance services and to “refresh” their vehicles through accessories increases.

Is your center doing all it can to proactively reach out to its customers and making them aware of all

the Aftersales opportunities available to them? There are two easy ways to accomplish this — one by tracking down customers whose cars are in need of routine and preventive maintenance work; the other by using the several free, Aftersales-friendly marketing tools newly released by BMW NA to help bring new customers in the door.

Aftersales Balanced Scorecard (ABS)



The ABS program has only been out

an appointment, at that point in time

ning & Systems Manager, says a good

you should be proactive in researching

practice to implement is to make a

the Vehicle History Inquiry to find out

printout of the Vehicle History Inquiry as

whether there is any additional work

soon as the customer makes an appoint-

a couple years, starting as a basic cost index, but these days it’s an invaluable tool to analyze the individual strengths of each individual center — as well as areas in which there is room for improvement.

Two ABS reports in particular show,

as Lawrence Demski, BMW Manager of Warranties, quips, instances where a center is “literally letting money roll out the door.”

The first is the Missed Opportuni-

ties report, which was added to ABS two years ago. The report tracks clients who come in for a service appointment, have the work done and leave — and all the while there is an additional, open service action or recall that is assigned to the vehicle that is left unresolved. In addition, the report chronicles a “rolling quarter” — at the end of the month, it drops the oldest of the three months and adds the new one.

Randy Clements, Warranty Business

Development Manager, says the Missed Opportunities report rate could be nearly zero if the proper process is put in place.

4   Link Spring 2009

“When the customer schedules



Melody Mikulewicz, Warranty Plan-

required,” Clements explains. “It’s at that

ment: “There we have a section clearly

point that you can make the appropriate

stating open campaigns for the car. So

accommodations, whether it’s in the

they would know what’s required that’s

shop time, making sure alternative trans-

still not done, and then based on that they

portation is available or ordering the

would look at the bulletin and find out

appropriate parts.”

what parts they need to coordinate with



the parts department.”

If that opportunity is missed,

Mr. Clements continues, “There should be a process in place to check for it



Mr. Clements stresses that the

“Missed Opportunities report is a tool that

again at the time of the visit. Ultimately,

gives the manager an opportunity to look

there could even be a final check before

at all the instances where a car was in

the car is delivered back to the customer;

the workshop, had work that needed to

verifying that every opportunity you had

be done but it wasn’t done before the car

was taken.”

left. He or she can filter that by advisor or



technician to actually find out where the

Mr. Demski points out that it’s

more than just a profit opportunity; it’s a legal responsibility when it comes to

opportunity is being missed,” he explains. “Maybe it’s not the whole process that is

recall situations.

breaking down, it’s just an individual or a



team in the service process.”

“Especially if it’s a recall mandated

by the government, where there is a



safety or liability issue; we really need

the customer could return for the work at

the centers to help us achieve 100

a later date, it’s not as efficient as sched-

percent recall completion.

uling everything up front. “Now you have

Mr. Demski says that even though

to handle the customer twice,” he



explains. “You need to write another

nity, but it is a ‘new’ business opportunity,”

repair order; you need to perhaps give

says Mr. Clements. “This report gives

the customer another BMW service

centers the path to reach the customer

“This one is not a ‘missed’ opportu-

loaner or rental car; you need to tie the

however they see fit.”

technician up again — even the greeter,



the wash attendant, the valet and the

opportunity to reconnect with a customer

invoice team are doubling their work.

whom the center might otherwise not



What’s worse, he adds, “Customers

Mr. Demski also sees it as a great

have seen for months. “If you bring them

physically were there. They didn’t have to

in to do the recall component, maybe

market to get those customers in. They

there’s also an opportunity to sell a Main-

were physically in their shop, and they

tenance Program Upgrade, accessory or

left with open work not being claimed.”

even detail the car through the SPA



program,” he offers.

Ms. Mikulewicz notes that as of

2009 January month-end, the national



Missed Opportunities rate is a whopping

booster resides in the Dealer Inquiry

7,682 instances. The figure translates

report’s eligibility for extended service or

into 2.27 percent of all potential

maintenance contracts function.

BMW services that should have been



Yet another potential ABS sales

“If the advisors print the vehicle

performed in that time period.

history inquiry prior to having the



customer come in, not only can they do

The second ABS report that can

help centers to get the customer to bring

a better planning for their recall, they also

the car to the dealership is the Recall

can see the eligible service contracts

Analysis by VIN report.

that they can sell,” Ms. Mikulewicz says.



“Let’s say that you are running out

of work early in your service department,”

“We highlight this item in green, based on the car’s age, not mileage. So in the

offers Ms. Mikulewicz. “You can then use

meantime they could say ‘By the way,

the Recall Analysis by VIN report to drill

your car’s Standard Maintenance

down to the details and find out the VIN

Program is going to expire in a month,

and the customer’s name and address.

and we are currently offering a Mainte-

All that is left to do is contact the

nance Program Upgrade.”

customer and schedule an appointment



and potentially sell them Maintenance

It’s a true win-win, says Mr. Demski:

“Not only do you sell the product, but you

upgrade or OOPP program.”

keep the customer coming back to the



store for an additional two years. There’s

With this report, it doesn’t even

have to be cars that have been in your

more labor and parts sales along with

center for service. Centers can match

customer retention and perhaps they

the VINs with open recalls that match all

may consider purchasing a new vehicle

the cars in which, depending on the situ-

or CPO from you down the road.”

ation, they’ve sold, serviced or are in their primary market area.

TeleService TeleService was introduced on the 2004 5 and 6 Series as a new service within the popular BMW AssistTM Safety Plan. Now, TeleService is available on all 2009 models except the X3. Its primary function is to either automatically notify the center when a condition-based service item is due and thus allow the center to proactively call the customer, or allow the BMW driver to simply push a button to transmit the Key Data and request a call from their center (the “Service Request” or ”My Dealer” menu option).

As a way to familiarize new BMW

owners with the system1, the BMW Assist Safety Plan, including TeleService, has been included for a four-year period from the in-service date since the 2007 model year as part of BMW Ultimate Service. From a revenue standpoint, just selling subscription renewals is a positive — but even more so is the potential TeleService offers directly for Aftersales opportunities.

“These are the most highly qualified

service leads you could possibly get: It’s the car telling you, ‘Hey, I need to be serviced,’” quips Charles Silva, BMW NA Manager of Aftersales & Engineering Systems. “Plus, there is credibility that is established with the Service Advisor because the vehicle is telling them what needs to be serviced.”

During 2008, there was an average

of nine days between the receipt of a TeleService request and the scheduled appointment. Interestingly, it took six of those days just to open the TeleService 1

The BMW Assist and Bluetooth System is standard on M5, M6, 5, 6, 7 Series and is included with the Premium Package or available as an option on all other BMW models.

Link Spring 2009   5

FE ature fe ATURE SLUG

Optimize Your Opportunity Tools Now More than Ever, Aftersales is the Key to Success in a Challenging Economy

As the nation tightens its collective belt these days, it’s important that BMW centers continue to innovate when it comes to keeping their own business economically healthy. The built-in clientele of existing BMW owners is a tremendous advantage — as customers put off purchasing their next BMW, their need to stay on top of maintenance services and to “refresh” their vehicles through accessories increases.

Is your center doing all it can to proactively reach out to its customers and making them aware of all

the Aftersales opportunities available to them? There are two easy ways to accomplish this — one by tracking down customers whose cars are in need of routine and preventive maintenance work; the other by using the several free, Aftersales-friendly marketing tools newly released by BMW NA to help bring new customers in the door.

Aftersales Balanced Scorecard (ABS)



The ABS program has only been out

an appointment, at that point in time

ning & Systems Manager, says a good

you should be proactive in researching

practice to implement is to make a

the Vehicle History Inquiry to find out

printout of the Vehicle History Inquiry as

whether there is any additional work

soon as the customer makes an appoint-

a couple years, starting as a basic cost index, but these days it’s an invaluable tool to analyze the individual strengths of each individual center — as well as areas in which there is room for improvement.

Two ABS reports in particular show,

as Lawrence Demski, BMW Manager of Warranties, quips, instances where a center is “literally letting money roll out the door.”

The first is the Missed Opportuni-

ties report, which was added to ABS two years ago. The report tracks clients who come in for a service appointment, have the work done and leave — and all the while there is an additional, open service action or recall that is assigned to the vehicle that is left unresolved. In addition, the report chronicles a “rolling quarter” — at the end of the month, it drops the oldest of the three months and adds the new one.

Randy Clements, Warranty Business

Development Manager, says the Missed Opportunities report rate could be nearly zero if the proper process is put in place.

4   Link Spring 2009

“When the customer schedules



Melody Mikulewicz, Warranty Plan-

required,” Clements explains. “It’s at that

ment: “There we have a section clearly

point that you can make the appropriate

stating open campaigns for the car. So

accommodations, whether it’s in the

they would know what’s required that’s

shop time, making sure alternative trans-

still not done, and then based on that they

portation is available or ordering the

would look at the bulletin and find out

appropriate parts.”

what parts they need to coordinate with



the parts department.”

If that opportunity is missed,

Mr. Clements continues, “There should be a process in place to check for it



Mr. Clements stresses that the

“Missed Opportunities report is a tool that

again at the time of the visit. Ultimately,

gives the manager an opportunity to look

there could even be a final check before

at all the instances where a car was in

the car is delivered back to the customer;

the workshop, had work that needed to

verifying that every opportunity you had

be done but it wasn’t done before the car

was taken.”

left. He or she can filter that by advisor or



technician to actually find out where the

Mr. Demski points out that it’s

more than just a profit opportunity; it’s a legal responsibility when it comes to

opportunity is being missed,” he explains. “Maybe it’s not the whole process that is

recall situations.

breaking down, it’s just an individual or a



team in the service process.”

“Especially if it’s a recall mandated

by the government, where there is a



safety or liability issue; we really need

the customer could return for the work at

the centers to help us achieve 100

a later date, it’s not as efficient as sched-

percent recall completion.

uling everything up front. “Now you have

Mr. Demski says that even though

to handle the customer twice,” he



explains. “You need to write another

nity, but it is a ‘new’ business opportunity,”

repair order; you need to perhaps give

says Mr. Clements. “This report gives

the customer another BMW service

centers the path to reach the customer

“This one is not a ‘missed’ opportu-

loaner or rental car; you need to tie the

however they see fit.”

technician up again — even the greeter,



the wash attendant, the valet and the

opportunity to reconnect with a customer

invoice team are doubling their work.

whom the center might otherwise not



What’s worse, he adds, “Customers

Mr. Demski also sees it as a great

have seen for months. “If you bring them

physically were there. They didn’t have to

in to do the recall component, maybe

market to get those customers in. They

there’s also an opportunity to sell a Main-

were physically in their shop, and they

tenance Program Upgrade, accessory or

left with open work not being claimed.”

even detail the car through the SPA



program,” he offers.

Ms. Mikulewicz notes that as of

2009 January month-end, the national



Missed Opportunities rate is a whopping

booster resides in the Dealer Inquiry

7,682 instances. The figure translates

report’s eligibility for extended service or

into 2.27 percent of all potential

maintenance contracts function.

BMW services that should have been



Yet another potential ABS sales

“If the advisors print the vehicle

performed in that time period.

history inquiry prior to having the



customer come in, not only can they do

The second ABS report that can

help centers to get the customer to bring

a better planning for their recall, they also

the car to the dealership is the Recall

can see the eligible service contracts

Analysis by VIN report.

that they can sell,” Ms. Mikulewicz says.



“Let’s say that you are running out

of work early in your service department,”

“We highlight this item in green, based on the car’s age, not mileage. So in the

offers Ms. Mikulewicz. “You can then use

meantime they could say ‘By the way,

the Recall Analysis by VIN report to drill

your car’s Standard Maintenance

down to the details and find out the VIN

Program is going to expire in a month,

and the customer’s name and address.

and we are currently offering a Mainte-

All that is left to do is contact the

nance Program Upgrade.”

customer and schedule an appointment



and potentially sell them Maintenance

It’s a true win-win, says Mr. Demski:

“Not only do you sell the product, but you

upgrade or OOPP program.”

keep the customer coming back to the



store for an additional two years. There’s

With this report, it doesn’t even

have to be cars that have been in your

more labor and parts sales along with

center for service. Centers can match

customer retention and perhaps they

the VINs with open recalls that match all

may consider purchasing a new vehicle

the cars in which, depending on the situ-

or CPO from you down the road.”

ation, they’ve sold, serviced or are in their primary market area.

TeleService TeleService was introduced on the 2004 5 and 6 Series as a new service within the popular BMW AssistTM Safety Plan. Now, TeleService is available on all 2009 models except the X3. Its primary function is to either automatically notify the center when a condition-based service item is due and thus allow the center to proactively call the customer, or allow the BMW driver to simply push a button to transmit the Key Data and request a call from their center (the “Service Request” or ”My Dealer” menu option).

As a way to familiarize new BMW

owners with the system1, the BMW Assist Safety Plan, including TeleService, has been included for a four-year period from the in-service date since the 2007 model year as part of BMW Ultimate Service. From a revenue standpoint, just selling subscription renewals is a positive — but even more so is the potential TeleService offers directly for Aftersales opportunities.

“These are the most highly qualified

service leads you could possibly get: It’s the car telling you, ‘Hey, I need to be serviced,’” quips Charles Silva, BMW NA Manager of Aftersales & Engineering Systems. “Plus, there is credibility that is established with the Service Advisor because the vehicle is telling them what needs to be serviced.”

During 2008, there was an average

of nine days between the receipt of a TeleService request and the scheduled appointment. Interestingly, it took six of those days just to open the TeleService 1

The BMW Assist and Bluetooth System is standard on M5, M6, 5, 6, 7 Series and is included with the Premium Package or available as an option on all other BMW models.

Link Spring 2009   5

fe ature SLUG

request, and often, requests were either cancelled by the receiving center or allowed to expire.

“I encourage centers that aren’t

taking full advantage of the program to integrate it into their service reservation processes, because I’m certain they’ll see positive results,” he says. Many centers have even integrated TeleService into their Business Development Centers (BDCs) to ensure active and timely

Sales Support & eCommerce

The Digital Merchandising Program is one that enables BMW centers to cust­omize

Whereas the ABS reports and TeleService program focus on existing customers,

digital slides promoting Aftersales products and services, to show on digital picture frames throughout the center. (For more information on the implementation of this

there is plenty of room for Aftersales growth for new and soon-to-be-new

program, please see page 12).

customers. All it takes is a concentration in focus by Client Advisors to emphasize the many options, upgrades and accessories available for each make and model.

To aid in this endeavor, BMW NA has introduced several tools designed

for use at the point of sale:

response to incoming requests. As an added benefit, appointments can be

The Personal Accessories Planner

The accessories Web site, accessories.bmwusa.com, is one that has been eagerly

scheduled for a time that will ensure

introduces customers to the world of

awaited, and has proven to be well worth the wait. Showing each and every accessory

proper workshop capacity, alternative

accessories by explaining six main

available for each BMW model, customers can even order a part from their local BMW

transportation planning and ordering of

categories: Design, Adventure, Conve-

center from the main site. Additionally, should a customer choose a part that requires

necessary parts.

nience, Preservation, Performance

installation, by selecting their center of choice, installation pricing is provided to them,

and Electronics. Designed for every

as well.



Not every center has a BDC, so

Mr. Silva stresses that it’s important to integrate TeleService request processing

Personal Accessories Planner

consumer from the potential customer

Driver Model

to the enthusiast, the text and imagery are meant to entice the reader to learn

in a way that makes sense at your center. “To realize the true value of TeleService,

more about what’s available for their car

it is important that the responsible indi-

and lifestyle to make their experience

vidual proactively contact customers as

with the Ultimate Driving Machine a

soon as the request is received and that

unique and personalized one.

Continuing the innovation of the sales process with etools, there are now a number of very useful electronic pricing tools available via DealerNet. Any dealer representative can login and access a Center Pricing Product List specific to their center. This is most helpful to Parts Managers and Client Advisors who often need pricing on hand.

the necessary services are reviewed for

Also helpful, are the Quick Catalog Pages that compile easy-to-read lists of all the

workshop and parts availability planning.”

And even if the back end of TeleSer-

BMW Client Advisor Guide

vice is running smoothly at your center,

bmwusa.com

Client Advisor explaining all the bene-

Original BMW Accessories Client Advisor Overview Accessories Consultation Within the Vehicle Sales Process

Starting with an introduction to the four accessories categories outlined in the

eCommerce initiatives are growing by leaps and bounds for BMW NA. Nearly

planner, the guide goes on to provide top

fits of the program at vehicle delivery?

accessories available for a specific BMW model.

guide that serves as a helpful accessories sales tool for Client Advisors.

consider the education you are offering the customer at the point of sale. Is the

The Client Advisor Guide is a six-page

every lifestyle item available in-store at the Boutique can also be purchased online at

sellers based on seasonality, tips on

“Raising awareness is half the battle,”

www.bmw-online.com, for example, and many centers are exploring the profitability

talking points for the sales process, a tool

Mr. Silva says. “Almost all our cars sold

of putting up a Boutique page on their own Web sites, as well.

for calculated installed pricing and more.

today feature TeleService, and in the next few years, we will see a big leap in terms of the quantity of TeleService requests coming in — which is yet

BMW Port Installed Program

another reason why now is the critical

bmwusa.com

time to make it part of your everyday process to help grow your business and increase your customer satisfaction.”

Taking that idea a step further, the Port Installed Guide explains to centers how to order vehicles to arrive

BMW Port Installed Program The ship has come in on easy accessory installation.

with installed accessories directly from the port. Essentially, delivering a personalized BMW that can be driven



right off the lot “without any worries

business. As Mr. Clements concludes, many of these tools aren’t new, and they don’t cost the center money.

of parts availability, paint matching or tie-up the service drive.”

6   Link Spring 2009



Putting all of these initiatives together, from the ABS reports to the eCommerce opportunities, can only help strengthen your “For most centers, the business has simply gotten bigger and bigger, and it’s easy to overlook the details,” he says.

“These days, it’s all about getting back to basics as a way to maintain profitability and build loyalty.”

Link Spring 2009   7

fe ature SLUG

request, and often, requests were either cancelled by the receiving center or allowed to expire.

“I encourage centers that aren’t

taking full advantage of the program to integrate it into their service reservation processes, because I’m certain they’ll see positive results,” he says. Many centers have even integrated TeleService into their Business Development Centers (BDCs) to ensure active and timely

Sales Support & eCommerce

The Digital Merchandising Program is one that enables BMW centers to cust­omize

Whereas the ABS reports and TeleService program focus on existing customers,

digital slides promoting Aftersales products and services, to show on digital picture frames throughout the center. (For more information on the implementation of this

there is plenty of room for Aftersales growth for new and soon-to-be-new

program, please see page 12).

customers. All it takes is a concentration in focus by Client Advisors to emphasize the many options, upgrades and accessories available for each make and model.

To aid in this endeavor, BMW NA has introduced several tools designed

for use at the point of sale:

response to incoming requests. As an added benefit, appointments can be

The Personal Accessories Planner

The accessories Web site, accessories.bmwusa.com, is one that has been eagerly

scheduled for a time that will ensure

introduces customers to the world of

awaited, and has proven to be well worth the wait. Showing each and every accessory

proper workshop capacity, alternative

accessories by explaining six main

available for each BMW model, customers can even order a part from their local BMW

transportation planning and ordering of

categories: Design, Adventure, Conve-

center from the main site. Additionally, should a customer choose a part that requires

necessary parts.

nience, Preservation, Performance

installation, by selecting their center of choice, installation pricing is provided to them,

and Electronics. Designed for every

as well.



Not every center has a BDC, so

Mr. Silva stresses that it’s important to integrate TeleService request processing

Personal Accessories Planner

consumer from the potential customer

Driver Model

to the enthusiast, the text and imagery are meant to entice the reader to learn

in a way that makes sense at your center. “To realize the true value of TeleService,

more about what’s available for their car

it is important that the responsible indi-

and lifestyle to make their experience

vidual proactively contact customers as

with the Ultimate Driving Machine a

soon as the request is received and that

unique and personalized one.

Continuing the innovation of the sales process with etools, there are now a number of very useful electronic pricing tools available via DealerNet. Any dealer representative can login and access a Center Pricing Product List specific to their center. This is most helpful to Parts Managers and Client Advisors who often need pricing on hand.

the necessary services are reviewed for

Also helpful, are the Quick Catalog Pages that compile easy-to-read lists of all the

workshop and parts availability planning.”

And even if the back end of TeleSer-

BMW Client Advisor Guide

vice is running smoothly at your center,

bmwusa.com

Client Advisor explaining all the bene-

Original BMW Accessories Client Advisor Overview Accessories Consultation Within the Vehicle Sales Process

Starting with an introduction to the four accessories categories outlined in the

eCommerce initiatives are growing by leaps and bounds for BMW NA. Nearly

planner, the guide goes on to provide top

fits of the program at vehicle delivery?

accessories available for a specific BMW model.

guide that serves as a helpful accessories sales tool for Client Advisors.

consider the education you are offering the customer at the point of sale. Is the

The Client Advisor Guide is a six-page

every lifestyle item available in-store at the Boutique can also be purchased online at

sellers based on seasonality, tips on

“Raising awareness is half the battle,”

www.bmw-online.com, for example, and many centers are exploring the profitability

talking points for the sales process, a tool

Mr. Silva says. “Almost all our cars sold

of putting up a Boutique page on their own Web sites, as well.

for calculated installed pricing and more.

today feature TeleService, and in the next few years, we will see a big leap in terms of the quantity of TeleService requests coming in — which is yet

BMW Port Installed Program

another reason why now is the critical

bmwusa.com

time to make it part of your everyday process to help grow your business and increase your customer satisfaction.”

Taking that idea a step further, the Port Installed Guide explains to centers how to order vehicles to arrive

BMW Port Installed Program The ship has come in on easy accessory installation.

with installed accessories directly from the port. Essentially, delivering a personalized BMW that can be driven



right off the lot “without any worries

business. As Mr. Clements concludes, many of these tools aren’t new, and they don’t cost the center money.

of parts availability, paint matching or tie-up the service drive.”

6   Link Spring 2009



Putting all of these initiatives together, from the ABS reports to the eCommerce opportunities, can only help strengthen your “For most centers, the business has simply gotten bigger and bigger, and it’s easy to overlook the details,” he says.

“These days, it’s all about getting back to basics as a way to maintain profitability and build loyalty.”

Link Spring 2009   7

Accelerate SLUG

Employee Recruitment: Beating the Odds Four steps to beating the odds and hiring right the first time.

The A Method in Four Easy Steps The A Method for hiring is so successful because it has a simple how-to step for each part of any hiring process: 1. Scorecard: What is it that you expect a person to accomplish? How will you know if somebody

Across all industries, studies show that managers only hire the right person for the job 50 percent of the time.

And each hiring mistake costs 15

times the person’s base salary, says Geoff Smart, Chief Executive Officer of the management assessment firm ghSMART and author of “Who: The A Method for Hiring.” “Hiring is a business activity where you can save 100 hours and $1.5 million of pain by spending just a few good hours up front,” he says.

Take a moment to think about the

net effect of these statistics on your company’s bottom line. Many companies sell and service cars. What distinguishes you from your competitors? Clearly, it’s the team you have in place to address your clients’ needs. As Monty Roberts, BMW Aftersales Recruiting and Retention Manager, explains, “The role of the individual (ROI)’ is tantamount to ‘return on investment (ROI),’ which translates into customer satisfaction (CSI).”

There is good news ahead though,

your mission for the position—the guts

ways of finding qualified candidates.

of what you want the person to do.



(See example on page 10) Next, add five

storm a list of ten or more contacts

to seven outcomes or measurable goals

who could refer job candidates to you.

the new hire will be expected to achieve.

Remember that the A players are

They may relate to revenue growth,

usually employed. If you find a candi-

building a team of “A-players” or opening

date you would like to interview or hire,

a new division, etc.

consider calling them to introduce



yourself and just say you would like to

Finally, complete the scorecard with

To jump start this process, brain-

a list of competencies, characteristics

know what their career goals are. You

the person will need to succeed in your

can begin a no-pressure dialogue.

environment. Examples include, “strong



communication skills,” “results-oriented,”

department is flooded with applications

“team player” and “high integrity.”

After you interview each candidate,

Even though Rallye BMW’s HR

like Savage BMW’s, that doesn’t stop the management team from proactively

use the right-hand column to evaluate

recruiting candidates from both the

that person against each criteria. Note:

Service Education Technician Program

You will want to share this with your

(STEP) as well as privately held job

new A player before he or she accepts

fairs. BMW centers can also post open-

the position, but do not let him or her

ings at www.bmwretailcareers.com.

see it during the interview process.

The site provides a link to monster.com,

Doing so would be like giving them the

where potential candidates can search for openings by location. It also has

answer key.

Step 2: SOURCE

a job referral portal for the 339 BMW facilities that have developed referral

of the time by following the four steps

Generate a Steady Supply of the Right Candidates

secondary schools, the national network

laid out in ghSMART’s “The A Method

At Savage BMW in Ontario, Calif., the

of One Stop Career Centers, trade asso-

for Hiring.”

family-owned facility receives a steady

you can hire the right person 90 percent

Step 1: SCORECARD

stream of applicants from employee referrals and word of mouth, Shop

links with the armed forces, post-

ciations and job banks.

Step 3: SELECT

Director Robert Chidiac says. “They have

The Screening Interview

The first step in the A Method is to create

had this store for many years and have

When it comes to interviewing potential

a “Scorecard” that spells out in detail the

established an excellent reputation as

hires, Chidiac prides himself on being

role you’re hiring for. Use this to define

employers.” According to the A Method,

able to read their faces, expressions and

your ideal employee.

cultivating your personal and business

hesitation in answering a question. “I’ve



networks are two of the most successful

learned to read between ‘their’ lines,” he

Creating the Scorecard

At the top of the scorecard, write

is performing at the “A” level?

says. “But my toughest part is that you

The Topgrading Interview

can never tell any tech’s technical ability

This is the hardest but most important

until ‘after’ the fact and he’s already

step in the process. Each candidate

turning wrenches.” Fortunately, the

should spend three to four hours with

A Method has a way of addressing any

you in the morning, followed by lunch

candidate’s skill sets, whether they’re

with someone else and then three more

technical or sales.

45-minute interviews with different



The A Method’s three-step inter-

individuals. While this sounds like a

view process begins with a 45-minute

time-consuming process, remember

phone call known as the Screening

that only prospects who survive the

Interview. The goal: Eliminate the wrong

Screening Interview are invited in for

more than fill your in box with

candidates by asking these questions:

the formal interview.

clutter as hundreds of the

1. W hat are your career goals? (Do



2. Source: Job ads do nothing

“wrong” candidates send you

they want things our company can

their resumes. Instead, talk to ten of your trusted business relationships, share with them the profile for the role, and you will be shocked how easy

give them?) 2. W hat are you really good at professionally? Please give me some examples. 3. W hat are you not good at or not interested in? Please give me

it is to generate a flow of the right candidates. 3. Select: Use in-depth interviews to really understand the facts about someone’s entire career

some examples. If your candidate “passes” the first three questions, move on to the final question: 4. W ho were your last five bosses, and

history. Only then can you forecast how they’ll perform at your company. 4. Sell: Don’t get burned by forgetting to cover any of the five Fs of selling: Sell Fit (how the person’s talents and interests will fit into the company); Family (making sure the person’s significant others are supportive of the job change); Fortune (how much they will make); Freedom (to make decisions and stand on the quality of their work rather than be micromanaged); and Fun (what is inherently fun about the job and the company). Geoff Smart, chief executive officer of management assessment firm ghSMART and



and any other measurable information that will indicate the caliber of your candidate. Pose questions like, “What would your family say you were known for growing up?” and “How are you similar/dissimilar to your parents?” The goal is to dig deeper and truly learn about this person.

Next, take time to ask about their

job history for the past 15 years. If they’ve had a slew of jobs, move

how will they each rate your perfor-

quickly through the first few and then

mance when we talk with them (1-10)?

slow down for the last three or four.

Why? (Raise a red flag for any candi-

Spend 20 to 30 minutes on each job

date who discredits a previous boss.)

and ask these questions:

When hiring salespeople, ask for

specific information about past goals vs. actual sales. Find out how many hours they produced each week and how that compared to the facility’s other technicians. Was your candidate booking 40 hours per week, while the best technician averaged 65 and the weakest produced 35?

Begin by asking your candidate

about his or her education. Ask for GPAs

The A Method calls for using these

questions for all prospects, but it’s okay to adjust the length of the process for the level of employee. Candidates who pass the Screening Interview should then be invited for a day-long Topgrading Interview.

1. What were you hired to do? 2. W hat accomplishments are you most proud of? 3. W hat were some low points during that job? 4. W ho were the people you worked with? Specifically: a. B osses: What was your boss’s name? How do you spell that? What was it like working with him/ her? What will he/she say were your biggest strengths? Areas for improvement? (Your candidate will open up when you remind them you’ll be contacting this person.)

author of “Who: The A Method for Hiring.”

* ghSMART’s estimate the cost of a hiring mistake is $1.5 million for a $100,000 per year employee.

8   Link Spring 2009

Link Spring 2009   9

Accelerate SLUG

Employee Recruitment: Beating the Odds Four steps to beating the odds and hiring right the first time.

The A Method in Four Easy Steps The A Method for hiring is so successful because it has a simple how-to step for each part of any hiring process: 1. Scorecard: What is it that you expect a person to accomplish? How will you know if somebody

Across all industries, studies show that managers only hire the right person for the job 50 percent of the time.

And each hiring mistake costs 15

times the person’s base salary, says Geoff Smart, Chief Executive Officer of the management assessment firm ghSMART and author of “Who: The A Method for Hiring.” “Hiring is a business activity where you can save 100 hours and $1.5 million of pain by spending just a few good hours up front,” he says.

Take a moment to think about the

net effect of these statistics on your company’s bottom line. Many companies sell and service cars. What distinguishes you from your competitors? Clearly, it’s the team you have in place to address your clients’ needs. As Monty Roberts, BMW Aftersales Recruiting and Retention Manager, explains, “The role of the individual (ROI)’ is tantamount to ‘return on investment (ROI),’ which translates into customer satisfaction (CSI).”

There is good news ahead though,

your mission for the position—the guts

ways of finding qualified candidates.

of what you want the person to do.



(See example on page 10) Next, add five

storm a list of ten or more contacts

to seven outcomes or measurable goals

who could refer job candidates to you.

the new hire will be expected to achieve.

Remember that the A players are

They may relate to revenue growth,

usually employed. If you find a candi-

building a team of “A-players” or opening

date you would like to interview or hire,

a new division, etc.

consider calling them to introduce



yourself and just say you would like to

Finally, complete the scorecard with

To jump start this process, brain-

a list of competencies, characteristics

know what their career goals are. You

the person will need to succeed in your

can begin a no-pressure dialogue.

environment. Examples include, “strong



communication skills,” “results-oriented,”

department is flooded with applications

“team player” and “high integrity.”

After you interview each candidate,

Even though Rallye BMW’s HR

like Savage BMW’s, that doesn’t stop the management team from proactively

use the right-hand column to evaluate

recruiting candidates from both the

that person against each criteria. Note:

Service Education Technician Program

You will want to share this with your

(STEP) as well as privately held job

new A player before he or she accepts

fairs. BMW centers can also post open-

the position, but do not let him or her

ings at www.bmwretailcareers.com.

see it during the interview process.

The site provides a link to monster.com,

Doing so would be like giving them the

where potential candidates can search for openings by location. It also has

answer key.

Step 2: SOURCE

a job referral portal for the 339 BMW facilities that have developed referral

of the time by following the four steps

Generate a Steady Supply of the Right Candidates

secondary schools, the national network

laid out in ghSMART’s “The A Method

At Savage BMW in Ontario, Calif., the

of One Stop Career Centers, trade asso-

for Hiring.”

family-owned facility receives a steady

you can hire the right person 90 percent

Step 1: SCORECARD

stream of applicants from employee referrals and word of mouth, Shop

links with the armed forces, post-

ciations and job banks.

Step 3: SELECT

Director Robert Chidiac says. “They have

The Screening Interview

The first step in the A Method is to create

had this store for many years and have

When it comes to interviewing potential

a “Scorecard” that spells out in detail the

established an excellent reputation as

hires, Chidiac prides himself on being

role you’re hiring for. Use this to define

employers.” According to the A Method,

able to read their faces, expressions and

your ideal employee.

cultivating your personal and business

hesitation in answering a question. “I’ve



networks are two of the most successful

learned to read between ‘their’ lines,” he

Creating the Scorecard

At the top of the scorecard, write

is performing at the “A” level?

says. “But my toughest part is that you

The Topgrading Interview

can never tell any tech’s technical ability

This is the hardest but most important

until ‘after’ the fact and he’s already

step in the process. Each candidate

turning wrenches.” Fortunately, the

should spend three to four hours with

A Method has a way of addressing any

you in the morning, followed by lunch

candidate’s skill sets, whether they’re

with someone else and then three more

technical or sales.

45-minute interviews with different



The A Method’s three-step inter-

individuals. While this sounds like a

view process begins with a 45-minute

time-consuming process, remember

phone call known as the Screening

that only prospects who survive the

Interview. The goal: Eliminate the wrong

Screening Interview are invited in for

more than fill your in box with

candidates by asking these questions:

the formal interview.

clutter as hundreds of the

1. W hat are your career goals? (Do



2. Source: Job ads do nothing

“wrong” candidates send you

they want things our company can

their resumes. Instead, talk to ten of your trusted business relationships, share with them the profile for the role, and you will be shocked how easy

give them?) 2. W hat are you really good at professionally? Please give me some examples. 3. W hat are you not good at or not interested in? Please give me

it is to generate a flow of the right candidates. 3. Select: Use in-depth interviews to really understand the facts about someone’s entire career

some examples. If your candidate “passes” the first three questions, move on to the final question: 4. W ho were your last five bosses, and

history. Only then can you forecast how they’ll perform at your company. 4. Sell: Don’t get burned by forgetting to cover any of the five Fs of selling: Sell Fit (how the person’s talents and interests will fit into the company); Family (making sure the person’s significant others are supportive of the job change); Fortune (how much they will make); Freedom (to make decisions and stand on the quality of their work rather than be micromanaged); and Fun (what is inherently fun about the job and the company). Geoff Smart, chief executive officer of management assessment firm ghSMART and



and any other measurable information that will indicate the caliber of your candidate. Pose questions like, “What would your family say you were known for growing up?” and “How are you similar/dissimilar to your parents?” The goal is to dig deeper and truly learn about this person.

Next, take time to ask about their

job history for the past 15 years. If they’ve had a slew of jobs, move

how will they each rate your perfor-

quickly through the first few and then

mance when we talk with them (1-10)?

slow down for the last three or four.

Why? (Raise a red flag for any candi-

Spend 20 to 30 minutes on each job

date who discredits a previous boss.)

and ask these questions:

When hiring salespeople, ask for

specific information about past goals vs. actual sales. Find out how many hours they produced each week and how that compared to the facility’s other technicians. Was your candidate booking 40 hours per week, while the best technician averaged 65 and the weakest produced 35?

Begin by asking your candidate

about his or her education. Ask for GPAs

The A Method calls for using these

questions for all prospects, but it’s okay to adjust the length of the process for the level of employee. Candidates who pass the Screening Interview should then be invited for a day-long Topgrading Interview.

1. What were you hired to do? 2. W hat accomplishments are you most proud of? 3. W hat were some low points during that job? 4. W ho were the people you worked with? Specifically: a. B osses: What was your boss’s name? How do you spell that? What was it like working with him/ her? What will he/she say were your biggest strengths? Areas for improvement? (Your candidate will open up when you remind them you’ll be contacting this person.)

author of “Who: The A Method for Hiring.”

* ghSMART’s estimate the cost of a hiring mistake is $1.5 million for a $100,000 per year employee.

8   Link Spring 2009

Link Spring 2009   9

Accelerate SLUG

Scorecard Example

b. Teams: How would you rate the sale? What changes did you make?

Role:

Did you hire anybody? Fire anybody?

General Manager

general manager. The mission for the general manager is to grow RiverCo’s largest division from $200M to $400M over the next five years. The general manager will have full P&L accountability

A, B, C scale when you left? 5. W hy did you leave that job? (Be alert for vague language here. It could be a

and responsibility for more than 300 staff.

red flag that there’s more to tell.) Finally, ask them for their career goals.

1. Grow revenue from $200M to $400M

(to be completed after interview)

A Mr. Smith is currently the VP Sales of a $500M

over the next five years, achieving 15%

company and has consistently grown revenue

annual growth.

by 20% per year.



• Existing products will represent 80% of this growth.



• N ew products will account for the remaining 20%.

2. Build a team composed of 90% or more

A This is a strength. Mr. Smith consistently evaluates his team, brings in A players and

(currently about 20%).

develops his people.

• Ensure 100% of direct reports are A Players within a year.



• Ensure consistent use of the A Method for Hiring in division.

3. Expand capacity to accommodate 15%

2. F amily. “What can we do to make this change as easy as possible for

he or she will not be micromanaged. 4. Fortune. “Here’s what you can make if you accomplish your objectives.” 5. Fun. “I think you will find this culture When they accept, make a big deal out

For the three afternoon sessions, each interviewer should concentrate on one aspect of the “Outcomes” section from your scorecard. It is easier on the interbeing asked the same questions. During these interviews, ask the candidate: 1. T he purpose of this interview is to talk about

your family?” 3. Freedom. Reassure the candidate that

one that you’ll really enjoy.”

The Focused and Reference Interviews

viewer, and it keeps the candidate from

A Players within the next three years



Ratings and Comments

company, and here’s how you fit in.”

How would you rate the team on an

Mission: RiverCo is a manufacturer of hydro-electric turbines, pumps and industrial tools and is hiring a

Outcomes

1. Fit. “Here is where we’re going as a

team you inherited on an A, B, C

(one or more

key outcomes or competencies).

of it. Surprise them with flowers, balloons and maybe even dinner for them and their significant other.

While this may seem like an

exhausting process, compare the upfront investment with the lost time, money and even client goodwill when the wrong person is hired. “It’s not hard,” Smart says. “It just takes a bit of discipline to not skimp on any of the four steps.”

2. W hat are some of the biggest accomplishments you have had in B Mr. Smith understands operations enough

annual growth.

to know how sales impacts capacity, but has

• C urrent plant nearing capacity. Expansion must be obtained through operational efficiency.

limited experience in a plant.

this area? 3. W hat are your biggest mistakes and lessons learned in this area?

Finally, ask the candidate to put

together a list of top ten people to call for references. Speak with seven references for every direct report, including three

Competencies

Ratings and Comments

Hires A players

A

Analytical skills

A

Creative/innovative

B Slow to recognize new ways of doing things

Open to criticism and others’ ideas

B Does not listen to ideas from others, which

bosses, one or two peers, one or two subordinates and one or two clients.

Step 4: SELL Sell Your First Choice on Your Company Once you’ve narrowed down the candi-

could inhibit his ability to address plant capacity

dates to the top one or two, it’s your

given his lack of experience there

turn to sell them on your company. Smart recommends the five Fs of selling:

10   Link Spring 2009

Link Spring 2009   11

Accelerate SLUG

Scorecard Example

b. Teams: How would you rate the sale? What changes did you make?

Role:

Did you hire anybody? Fire anybody?

General Manager

general manager. The mission for the general manager is to grow RiverCo’s largest division from $200M to $400M over the next five years. The general manager will have full P&L accountability

A, B, C scale when you left? 5. W hy did you leave that job? (Be alert for vague language here. It could be a

and responsibility for more than 300 staff.

red flag that there’s more to tell.) Finally, ask them for their career goals.

1. Grow revenue from $200M to $400M

(to be completed after interview)

A Mr. Smith is currently the VP Sales of a $500M

over the next five years, achieving 15%

company and has consistently grown revenue

annual growth.

by 20% per year.



• Existing products will represent 80% of this growth.



• N ew products will account for the remaining 20%.

2. Build a team composed of 90% or more

A This is a strength. Mr. Smith consistently evaluates his team, brings in A players and

(currently about 20%).

develops his people.

• Ensure 100% of direct reports are A Players within a year.



• Ensure consistent use of the A Method for Hiring in division.

3. Expand capacity to accommodate 15%

2. F amily. “What can we do to make this change as easy as possible for

he or she will not be micromanaged. 4. Fortune. “Here’s what you can make if you accomplish your objectives.” 5. Fun. “I think you will find this culture When they accept, make a big deal out

For the three afternoon sessions, each interviewer should concentrate on one aspect of the “Outcomes” section from your scorecard. It is easier on the interbeing asked the same questions. During these interviews, ask the candidate: 1. T he purpose of this interview is to talk about

your family?” 3. Freedom. Reassure the candidate that

one that you’ll really enjoy.”

The Focused and Reference Interviews

viewer, and it keeps the candidate from

A Players within the next three years



Ratings and Comments

company, and here’s how you fit in.”

How would you rate the team on an

Mission: RiverCo is a manufacturer of hydro-electric turbines, pumps and industrial tools and is hiring a

Outcomes

1. Fit. “Here is where we’re going as a

team you inherited on an A, B, C

(one or more

key outcomes or competencies).

of it. Surprise them with flowers, balloons and maybe even dinner for them and their significant other.

While this may seem like an

exhausting process, compare the upfront investment with the lost time, money and even client goodwill when the wrong person is hired. “It’s not hard,” Smart says. “It just takes a bit of discipline to not skimp on any of the four steps.”

2. W hat are some of the biggest accomplishments you have had in B Mr. Smith understands operations enough

annual growth.

to know how sales impacts capacity, but has

• C urrent plant nearing capacity. Expansion must be obtained through operational efficiency.

limited experience in a plant.

this area? 3. W hat are your biggest mistakes and lessons learned in this area?

Finally, ask the candidate to put

together a list of top ten people to call for references. Speak with seven references for every direct report, including three

Competencies

Ratings and Comments

Hires A players

A

Analytical skills

A

Creative/innovative

B Slow to recognize new ways of doing things

Open to criticism and others’ ideas

B Does not listen to ideas from others, which

bosses, one or two peers, one or two subordinates and one or two clients.

Step 4: SELL Sell Your First Choice on Your Company Once you’ve narrowed down the candi-

could inhibit his ability to address plant capacity

dates to the top one or two, it’s your

given his lack of experience there

turn to sell them on your company. Smart recommends the five Fs of selling:

10   Link Spring 2009

Link Spring 2009   11

Front and Center SLUG

A Picture is Worth 1,000 Marketing Impressions BMW NA Rolls Out Its Digital Merchandising Program to Centers Nationwide

Digital picture frames are becoming ubiquitous these days.

tion,” she says. “They serve as ice-breakers as well as

Whether the frame in question is in front of the cash register

informational, as they can help to uncover customer interests.”

of your local restaurant, advertising the catch of the day,

Headlines include: ‘Repair or replace? We’re all for Clarity’

or on your mom’s mantle, cycling through colorful images,

for Glass Repair or for Portable Navigation, ‘It can take you

it’s difficult not to become mesmerized by the endlessly

anywhere. You can take it everywhere.’”

dissolving words and images, waiting to see what’s going to materialize next.

Some BMW centers are already seeing the value of

branding their marketing message through this smart little technology. And this spring, BMW NA is officially launching a Digital Merchandising System nationwide — a series of slides that can be easily downloaded from a new electronic portal, customized with the individual center’s name and logo, then uploaded to the frames for display on a variety of surfaces around the facility.

Leslie Rhodes, Marketing Manager of Erhard BMW in

Bloomfield Hills, Mich., has been using digital frames as an extension of her center’s brand marketing for more than a year. She programs tailored messages for the Service, Sales, CPO and Finance departments.

“We change them a couple times a year to keep the

messages current,” she explains. “It’s so easy to do, just pop out the memory stick and plug it in to any computer to update the slides.”

Likewise, Matt Markins, a Parts Specialist for Cincinnati-

based Jake Sweeney BMW, was recruited by his team to keep the frames in various departments current and on-message.

“About a year ago, one of our office employees was at

another Sweeney dealership and noticed they were using digital frames to get out their message,” Mr. Markins says. “She asked ‘Could we do that?’ And it kind of just rolled from there.”

Ms. Rhodes says that the 18 to 20 slides show a featured

image or two with a headline and center information, keeping everything consistent, clean and simple. “The headlines are designed to trigger conversation rather than offer a full explana-

12   Link Spring 2009

Getting Noticed One of the biggest benefits of using the Digital Merchandising Program is to reinforce the BMW message at every turn. During the course of completing a transaction for sales or service, there are times when the advisor must be away from the desk. The customer can look at the frame as it cycles through, gleaning information that could help him or her make an informed decision on whether to purchase a gift certificate, for example. The frames also help to introduce customers to products that don’t often come up in conversation, like the BMW Lifestyle and Kids Collections. The frames provide that extra little bit of visibility.

“We make sure any messages on the frame overlap with

what’s online at our Internet site,” she adds. “Whenever the slides are updated, we collaborate with individual managers to make sure we’re including all of their focal points.”

Mr. Markins points to the ability to use a remote control

with the frames as a huge benefit: “If the customer sees a picture of an aero kit and wants to see it again, the client advisor can easily get back to it for a closer look.”

To stay efficient, Mr. Markins set the timer on the frames

so that they turn on at 8 a.m. and off at 8 p.m. It saves on the wear and tear of the frames, although he notes they’ve been extremely durable through the inevitable falls, coffee spills, etc.

“So far, we’ve only had to replace one — early on when we

were still plugging into the advisors’ individual laptops,” he says. The wire was severed, and these days it’s no longer a concern

Digital Frames 101 If you’re new to digital merchandising, here are some factors to consider when taking the plunge: What is its aspect ratio? The industry standard is 4:3 — which translates to the relationship of the width to the height (think in photo size terms of 8x10, 5x7, 4x6, etc., horizontally). Some frames offer panoramic view, but consider whether any of your slides would become distorted by this kind of display. What is its screen resolution? Generally speaking, the higher the resolution, the sharper the image. Industry experts recommend that a 7- or 8-inch frame should have a screen resolution of at least 720 x 480 pixels. What is its storage capacity? Frames may come equipped with some internal memory, as well as the ability to use memory cards. WiFi access and RSS feeds are a big deal in the digital frame industry these days — where your images may reside on an Internet site, which the frame “pulls in” to display, thus not using any of its own storage capacity. How does it transfer the files? Whether it’s via USB cables, Ethernet access or a wireless connection, use what makes sense in the individual situation.

as the pictures now reside on CompactFlash cards.

Link Spring 2009   13

Front and Center SLUG

A Picture is Worth 1,000 Marketing Impressions BMW NA Rolls Out Its Digital Merchandising Program to Centers Nationwide

Digital picture frames are becoming ubiquitous these days.

tion,” she says. “They serve as ice-breakers as well as

Whether the frame in question is in front of the cash register

informational, as they can help to uncover customer interests.”

of your local restaurant, advertising the catch of the day,

Headlines include: ‘Repair or replace? We’re all for Clarity’

or on your mom’s mantle, cycling through colorful images,

for Glass Repair or for Portable Navigation, ‘It can take you

it’s difficult not to become mesmerized by the endlessly

anywhere. You can take it everywhere.’”

dissolving words and images, waiting to see what’s going to materialize next.

Some BMW centers are already seeing the value of

branding their marketing message through this smart little technology. And this spring, BMW NA is officially launching a Digital Merchandising System nationwide — a series of slides that can be easily downloaded from a new electronic portal, customized with the individual center’s name and logo, then uploaded to the frames for display on a variety of surfaces around the facility.

Leslie Rhodes, Marketing Manager of Erhard BMW in

Bloomfield Hills, Mich., has been using digital frames as an extension of her center’s brand marketing for more than a year. She programs tailored messages for the Service, Sales, CPO and Finance departments.

“We change them a couple times a year to keep the

messages current,” she explains. “It’s so easy to do, just pop out the memory stick and plug it in to any computer to update the slides.”

Likewise, Matt Markins, a Parts Specialist for Cincinnati-

based Jake Sweeney BMW, was recruited by his team to keep the frames in various departments current and on-message.

“About a year ago, one of our office employees was at

another Sweeney dealership and noticed they were using digital frames to get out their message,” Mr. Markins says. “She asked ‘Could we do that?’ And it kind of just rolled from there.”

Ms. Rhodes says that the 18 to 20 slides show a featured

image or two with a headline and center information, keeping everything consistent, clean and simple. “The headlines are designed to trigger conversation rather than offer a full explana-

12   Link Spring 2009

Getting Noticed One of the biggest benefits of using the Digital Merchandising Program is to reinforce the BMW message at every turn. During the course of completing a transaction for sales or service, there are times when the advisor must be away from the desk. The customer can look at the frame as it cycles through, gleaning information that could help him or her make an informed decision on whether to purchase a gift certificate, for example. The frames also help to introduce customers to products that don’t often come up in conversation, like the BMW Lifestyle and Kids Collections. The frames provide that extra little bit of visibility.

“We make sure any messages on the frame overlap with

what’s online at our Internet site,” she adds. “Whenever the slides are updated, we collaborate with individual managers to make sure we’re including all of their focal points.”

Mr. Markins points to the ability to use a remote control

with the frames as a huge benefit: “If the customer sees a picture of an aero kit and wants to see it again, the client advisor can easily get back to it for a closer look.”

To stay efficient, Mr. Markins set the timer on the frames

so that they turn on at 8 a.m. and off at 8 p.m. It saves on the wear and tear of the frames, although he notes they’ve been extremely durable through the inevitable falls, coffee spills, etc.

“So far, we’ve only had to replace one — early on when we

were still plugging into the advisors’ individual laptops,” he says. The wire was severed, and these days it’s no longer a concern

Digital Frames 101 If you’re new to digital merchandising, here are some factors to consider when taking the plunge: What is its aspect ratio? The industry standard is 4:3 — which translates to the relationship of the width to the height (think in photo size terms of 8x10, 5x7, 4x6, etc., horizontally). Some frames offer panoramic view, but consider whether any of your slides would become distorted by this kind of display. What is its screen resolution? Generally speaking, the higher the resolution, the sharper the image. Industry experts recommend that a 7- or 8-inch frame should have a screen resolution of at least 720 x 480 pixels. What is its storage capacity? Frames may come equipped with some internal memory, as well as the ability to use memory cards. WiFi access and RSS feeds are a big deal in the digital frame industry these days — where your images may reside on an Internet site, which the frame “pulls in” to display, thus not using any of its own storage capacity. How does it transfer the files? Whether it’s via USB cables, Ethernet access or a wireless connection, use what makes sense in the individual situation.

as the pictures now reside on CompactFlash cards.

Link Spring 2009   13

Winner’s Circle SLUG

Take a Victory Lap Platinum Performance

2008 was a year of both challenges and triumphs for Profiles

all of the hard work and dedication and wishes continued

In Achievement participants. Using their hard-earned talent,

success to everyone who worked toward these great

knowledge and experience along with an outstanding product,

achievements. Congratulations to those who earned their

PIA participants showed overwhelming success despite the

top “Victory Lap” titles and will be enjoying well-earned

challenges that the economy brought about. BMW NA thanks

trips to Lake Louise and Banff Canada this September.

Congratulations also to those technicians who achieved 2008 Platinum Performances. BMW is indeed very lucky to have you during these challenging times and feel confident about the road ahead.

Service and Parts Directors

Shop Foremen

Technician Winners

Name

BMW Center

Name

BMW Center

Name

BMW Center

Name

BMW Center

Charles Sigmon

Hendrick BMW

Raymond Adam

Open Road BMW

Jeff Beyer

BMW of Humboldt Bay

Alex Navarro

Lauderdale BMW of Fort Lauderdale

Henry Gelb

BMW of Monrovia

Dustin Brey

Voss Village BMW

William Osborn

Firmage BMW of Pleasant Grove

Richard Green

Grayson BMW

Lewis Busse

Peter Pan BMW

Walter Parker

Foreign Motors West BMW

David Keirstead

Center BMW

Ryan Butler

Carrera BMW

Bryan Ray

Tomkinson Automotive

Tim Rivers

Taylor BMW

Christopher Cupler

Erhard BMW of Bloomfield Hills

John Reynolds

BMW of Salem

Eliot Tecsi

Dreyer & Reinbold, Inc.

Steve Cox

Roadshow BMW

Mike Rice

Crevier BMW

Charles Vieni

Prestige BMW

Chris Dusko

Dick Horrigan BMW

Daniel Roy

BMW of Fremont

Nathan Edwards

Firmage BMW of Murray

Thomas Scharf

BMW of North Haven

Carlos Espinosa

Lauderdale BMW of Fort Lauderdale

David Shertzer

Sun Motor Cars BMW

Jason Fabek

Checkered Flag BMW

Kurt Sieman

Bavarian Motor Village, Ltd.

Justin Fournier

BMW of Ann Arbor

Trevor Smith

Peter Pan BMW

Rolnei Franzen

South Bay BMW

Brian Sneed

Long Beach BMW

Timothy From

Nalley BMW of Decatur

James Squiccimarra

Hunterdon BMW

Tony Gomez

Prestige Imports

William Steiner

Chapman BMW

Andrew Graham

The BMW Store

Kenneth Stockard

Peake BMW

David Graham

BMW of Nashville

David Swenson

Erhard BMW of Bloomfield Hills

Herbert Hilton

Autobahn Motorcars

Justin Tollstrup

Tom Bush BMW Jacksonville

Mark Huber

BMW of Nashville

Pascual Torres

Checkered Flag BMW

Brien Lesko

Hunterdon BMW

Stelios Tsoukalas

Open Road BMW

David Matsumoto

Passport BMW

Kevin Tuma

Concours, Inc.

Bradley McBride

Sam Swope BMW

Logan Vollmat

Roadshow BMW

William Miller

Tom Williams Imports

Christopher Vought

All Pro BMW Gainesville

James Millikin

BMW of Nashville

Michael Wardzala

Ganley BMW

Dustin Morrill

BMW of Lincoln

Rasheen Weekes

BMW of Towson

David Moyer

Otto's BMW

Randy Willard

Flemington BMW

Aaron Munds

Twin City BMW

Service Managers Chris Blocker

Hendrick BMW

Wendy Flaherty

Sharpe BMW

Gregory Garwood

Dick Horrigan BMW

David Parker

BMW of Austin

Randy Plummer

Roadshow BMW

Bryan Radin

Tischer BMW of Silver Spring

Service Advisors Jorge Ghiggia Mike Kasparian Alan Kurtz Warren Matsui Andrew Oakes Michael Pickell

Westchester BMW Firmage BMW of Murray Checkered Flag BMW Steve Thomas BMW Bell BMW Grayson BMW

Parts Managers Steve Bultema

Sharpe BMW

Ruben Fontanez

Dick Horrigan BMW

Arnold Longoria

BMW of Austin

Chris Maroulis

Hendrick BMW

Donnie Mitchell

Tischer BMW of Silver Spring

Jon Pack

Roadshow BMW

Parts Advisors

Technicians Jimmy Amaro

Tomkinson Automotive

Sebouh Bedrosian

Beverly Hills BMW

David Baumann

BMW of Dubuque

Isaac Brock

Westchester BMW

Scott Brown

BMW of Beaumont

Kevin Ciccariello

Tulley BMW

Ron Clark

Checkered Flag BMW

Ian Clemmer

Santa Fe BMW

Tommy Grabarek

Dreyer & Reinbold, Inc.

Eduardo Gutierrez

South Bay BMW

Brian Horne

BMW of Riverside

Anzor Khataev

BMW of Peabody

Dennis Kleese

BMW of the Main Line

Peter Limone

Sandia BMW

Michael McCord

Erhard BMW of Bloomfield Hills

Jeffery Minor

Grayson BMW

Keith Patterson

Jake Sweeney BMW Reeves Import Motorcars, Inc.

Dale Danley

Nalley BMW of Decatur

Jesse Price

Peter Esshaki

Erhard BMW of Farmington Hills

Jason Putelis

Wagner BMW of Shrewsbury

Scott Ferreira

BMW of Newport

Marco Rebolledo

Classic BMW

Kurt Hite

Erhard BMW of Bloomfield Hills

Mark Rice

Lauderdale BMW of Fort Lauderdale

Casey Reese

Reliable BMW

Carlos Ruiz

South Motors BMW

Jody Rutherford

Voss Village BMW

logon to CenterNet > BMW > Recognition Programs >

Lucas Statts

Daniels BMW

Adam Summerfelt

Rasmussen BMW

Profiles in Achievement

George Terrazas

Crevier BMW

Jonathan Travis

Advantage BMW

Howard Walden

Basney BMW

Warranty Administrators Kris Hesselink

Sharpe BMW

Ronald Kibbe

BMW of Austin

Karen Wimpee

BMW of Little Rock

For more information about Profiles in Achievement

Certified Collision Repair Center (CCRC) Manager Will Messer

14   Link Spring 2009

United BMW

Link Spring 2009   15

Winner’s Circle SLUG

Take a Victory Lap Platinum Performance

2008 was a year of both challenges and triumphs for Profiles

all of the hard work and dedication and wishes continued

In Achievement participants. Using their hard-earned talent,

success to everyone who worked toward these great

knowledge and experience along with an outstanding product,

achievements. Congratulations to those who earned their

PIA participants showed overwhelming success despite the

top “Victory Lap” titles and will be enjoying well-earned

challenges that the economy brought about. BMW NA thanks

trips to Lake Louise and Banff Canada this September.

Congratulations also to those technicians who achieved 2008 Platinum Performances. BMW is indeed very lucky to have you during these challenging times and feel confident about the road ahead.

Service and Parts Directors

Shop Foremen

Technician Winners

Name

BMW Center

Name

BMW Center

Name

BMW Center

Name

BMW Center

Charles Sigmon

Hendrick BMW

Raymond Adam

Open Road BMW

Jeff Beyer

BMW of Humboldt Bay

Alex Navarro

Lauderdale BMW of Fort Lauderdale

Henry Gelb

BMW of Monrovia

Dustin Brey

Voss Village BMW

William Osborn

Firmage BMW of Pleasant Grove

Richard Green

Grayson BMW

Lewis Busse

Peter Pan BMW

Walter Parker

Foreign Motors West BMW

David Keirstead

Center BMW

Ryan Butler

Carrera BMW

Bryan Ray

Tomkinson Automotive

Tim Rivers

Taylor BMW

Christopher Cupler

Erhard BMW of Bloomfield Hills

John Reynolds

BMW of Salem

Eliot Tecsi

Dreyer & Reinbold, Inc.

Steve Cox

Roadshow BMW

Mike Rice

Crevier BMW

Charles Vieni

Prestige BMW

Chris Dusko

Dick Horrigan BMW

Daniel Roy

BMW of Fremont

Nathan Edwards

Firmage BMW of Murray

Thomas Scharf

BMW of North Haven

Carlos Espinosa

Lauderdale BMW of Fort Lauderdale

David Shertzer

Sun Motor Cars BMW

Jason Fabek

Checkered Flag BMW

Kurt Sieman

Bavarian Motor Village, Ltd.

Justin Fournier

BMW of Ann Arbor

Trevor Smith

Peter Pan BMW

Rolnei Franzen

South Bay BMW

Brian Sneed

Long Beach BMW

Timothy From

Nalley BMW of Decatur

James Squiccimarra

Hunterdon BMW

Tony Gomez

Prestige Imports

William Steiner

Chapman BMW

Andrew Graham

The BMW Store

Kenneth Stockard

Peake BMW

David Graham

BMW of Nashville

David Swenson

Erhard BMW of Bloomfield Hills

Herbert Hilton

Autobahn Motorcars

Justin Tollstrup

Tom Bush BMW Jacksonville

Mark Huber

BMW of Nashville

Pascual Torres

Checkered Flag BMW

Brien Lesko

Hunterdon BMW

Stelios Tsoukalas

Open Road BMW

David Matsumoto

Passport BMW

Kevin Tuma

Concours, Inc.

Bradley McBride

Sam Swope BMW

Logan Vollmat

Roadshow BMW

William Miller

Tom Williams Imports

Christopher Vought

All Pro BMW Gainesville

James Millikin

BMW of Nashville

Michael Wardzala

Ganley BMW

Dustin Morrill

BMW of Lincoln

Rasheen Weekes

BMW of Towson

David Moyer

Otto's BMW

Randy Willard

Flemington BMW

Aaron Munds

Twin City BMW

Service Managers Chris Blocker

Hendrick BMW

Wendy Flaherty

Sharpe BMW

Gregory Garwood

Dick Horrigan BMW

David Parker

BMW of Austin

Randy Plummer

Roadshow BMW

Bryan Radin

Tischer BMW of Silver Spring

Service Advisors Jorge Ghiggia Mike Kasparian Alan Kurtz Warren Matsui Andrew Oakes Michael Pickell

Westchester BMW Firmage BMW of Murray Checkered Flag BMW Steve Thomas BMW Bell BMW Grayson BMW

Parts Managers Steve Bultema

Sharpe BMW

Ruben Fontanez

Dick Horrigan BMW

Arnold Longoria

BMW of Austin

Chris Maroulis

Hendrick BMW

Donnie Mitchell

Tischer BMW of Silver Spring

Jon Pack

Roadshow BMW

Parts Advisors

Technicians Jimmy Amaro

Tomkinson Automotive

Sebouh Bedrosian

Beverly Hills BMW

David Baumann

BMW of Dubuque

Isaac Brock

Westchester BMW

Scott Brown

BMW of Beaumont

Kevin Ciccariello

Tulley BMW

Ron Clark

Checkered Flag BMW

Ian Clemmer

Santa Fe BMW

Tommy Grabarek

Dreyer & Reinbold, Inc.

Eduardo Gutierrez

South Bay BMW

Brian Horne

BMW of Riverside

Anzor Khataev

BMW of Peabody

Dennis Kleese

BMW of the Main Line

Peter Limone

Sandia BMW

Michael McCord

Erhard BMW of Bloomfield Hills

Jeffery Minor

Grayson BMW

Keith Patterson

Jake Sweeney BMW Reeves Import Motorcars, Inc.

Dale Danley

Nalley BMW of Decatur

Jesse Price

Peter Esshaki

Erhard BMW of Farmington Hills

Jason Putelis

Wagner BMW of Shrewsbury

Scott Ferreira

BMW of Newport

Marco Rebolledo

Classic BMW

Kurt Hite

Erhard BMW of Bloomfield Hills

Mark Rice

Lauderdale BMW of Fort Lauderdale

Casey Reese

Reliable BMW

Carlos Ruiz

South Motors BMW

Jody Rutherford

Voss Village BMW

logon to CenterNet > BMW > Recognition Programs >

Lucas Statts

Daniels BMW

Adam Summerfelt

Rasmussen BMW

Profiles in Achievement

George Terrazas

Crevier BMW

Jonathan Travis

Advantage BMW

Howard Walden

Basney BMW

Warranty Administrators Kris Hesselink

Sharpe BMW

Ronald Kibbe

BMW of Austin

Karen Wimpee

BMW of Little Rock

For more information about Profiles in Achievement

Certified Collision Repair Center (CCRC) Manager Will Messer

14   Link Spring 2009

United BMW

Link Spring 2009   15

Touchpoint SLUG

Driving Loyalty

Otto’s BMW Embraces New CEI Platform with Winning Results

When Michael Vadasz, general manager

on the Customer Service. This small



rate from its service customers.

concerns and resolutions are documented

can make in-person contact with a hand-

of Otto’s BMW in West Chester, Pa. was

change in lettering shows a major shift

No questions and open comment fields to



in the dealer management system (DMS).

shake and a hello — delivering much

a little boy, his mother would say to him,

in the importance of the customer expe-

solicit more in-depth answers. When the

locations for the CEI platform, and even

This provides any sales or service consul-

more impact than a phone call.

rience. No matter how a customer is

customer hits the “submit” button, the

though Vadasz was an advocate, he held

tant who contacts the customer in the



treated, it is their perceived experience

responses are published to Vital Insight’s

to the center’s protocol by delegating

future with full knowledge of any prior

positive that the new CEI platform isn’t

“Never judge what was said before you know who said it.”

Today, that lesson is one of many

that built the foundation for a customer-

The new survey includes both Yes /

Otto’s BMW was one of the pilot

Vadasz and Otto’s BMW are proof

that matters at the end of the day.

Foresight tool. If there are any issues or

implementation to his center’s Quality

question or concern, better equipping

just a software change. “This is a change



problems, the center’s management team

Management System (QMS) team. He

them to understand the customer and to

of culture through active customer

Vital Insight promises to improve

centric environment at Otto’s BMW.

the accuracy of each BMW center’s

receives an alert that follow up is needed.

presented the program to them, gave his

address his or her needs.

communication and problem resolution,”

From ensuring all team members greet

scores while boosting performance

Center staff can then work with these

reasons for supporting it, relied on them



Vadasz believes in the system so

Dall says. “And this change of culture will

all customers they meet by name instead

through genuine, concrete feedback

concerns through the Foresight tool to

to make the necessary decisions, and

firmly that it has become the cornerstone

lead to increased customer retention and

of number, this dedication to a deeper

from customers. Because customers

view, assign, resolve and close issues

offered guidance when necessary.

of the center’s customer communications

loyalty. Without our customers, we have

level of human relations regularly elicits

receive the surveys almost immedi-

raised by customers. “The new platform,”



efforts. “The more we worked on imple-

no business. The platform change is

comments like, “When I come into this

ately, the details of their sales or

says Kerry Dall, BMW’s Customer

team determined that the Business

menting it, the more we realized that

designed to take us to a new level, one

dealership, I can sense the atmosphere

service experience are still fresh in

Satisfaction Manager, “is more customer-

Development Center (BDC) would be

this has to be the foundation of all our

that is befitting to our Ultimate Driving

is different.” This difference drives the

their minds. And perhaps just as impor-

friendly and completes the customer

responsible for reviewing each survey and

communications, marketing and solicita-

Machine reputation.”

tions to customers,” he says. “As long as



Together, Vadasz and the QMS

So far, this is ringing true at Otto’s

BMW center’s quest for record CEI

tant, customers can complete the

communication loop with resolution of

ensuring follow up when necessary. If a

scores and customer loyalty. “We have

survey when it’s most convenient for

open concerns. This allows the center to

customer has a basic question, a BDC

we keep it under one hat, we are not

BMW. “When we switched to the present

learned never to forget that, without

them. “The customers will never

address customer concerns before they

associate may respond to them directly.

going to over-survey people and we are

system, my CEI ratings automatically

our customers, we would be nothing,”

receive telephone calls while they’re

can taint the customer’s perception of our

However, if there is a negative comment

not going to bombard them four times in

went up because of better communica-

Vadasz says, “‘Fix the customer first’ is a

eating dinner,” says Vadasz, who’s an

brand. Satisfied customers tend to be

or pressing concern, the survey is imme-

seven days. Instead, there will be low-

tion from customers to us,” Vadasz says.

statement we live by at Otto’s BMW. I’ve

advocate of the new, non-intrusive

more engaged customers, and are much

diately routed to the appropriate service

grade, constant care throughout the year.”

believed that for many years.”

method. “They can respond to us at

more likely to be loyal not only to the

or sales manager, who will attempt to





their leisure. They can send us their

brand, but to the center and its staff.”

reach the customer by phone. The goal is

the contact schedule for its salespeople.

If the customer had to wait to be called

Vadasz was eager to embrace the

true experiences, and some of them



to resolve any issue within three business

Instead of requiring follow-up phone calls

for a month and there was a problem, he

rollout of the new Vital Insight Customer

are negative.” He also likes the fact

invitation is deployed five days after a

days. If a customer is not available by

to sales customers, the BDC attempts

would work himself into a tizzy and he

Experience Index (CEI) platform, a

that the emails are deployed by the

vehicle sale and one day after a service

phone, an email will follow the phone

to schedule service appointments for

definitely would be unhappy. Since email

That belief is one of many reasons

At Otto’s BMW, the survey’s email

For example, the center changed

“That’s all because it’s faster, it’s electronic and the customer is not festering.

program that focuses on the experience

BMW center itself and signed by the

appointment. The center sees an

attempts with an explanation and request

the customers when that salesperson is

goes out almost immediately, I think that

of each and every customer, rather than

sales or service manager for a more

85 percent response rate from sales

to call the BMW center manager at their

onsite. Then while the customer is drop-

is a definite plus.”

CSI where the importance was placed

personal effect.

customers and a 49 percent response

convenience. All conversations, questions,

ping off or picking up, the salesperson

16   Link Spring 2009

Link Spring 2009   17

Touchpoint SLUG

Driving Loyalty

Otto’s BMW Embraces New CEI Platform with Winning Results

When Michael Vadasz, general manager

on the Customer Service. This small



rate from its service customers.

concerns and resolutions are documented

can make in-person contact with a hand-

of Otto’s BMW in West Chester, Pa. was

change in lettering shows a major shift

No questions and open comment fields to



in the dealer management system (DMS).

shake and a hello — delivering much

a little boy, his mother would say to him,

in the importance of the customer expe-

solicit more in-depth answers. When the

locations for the CEI platform, and even

This provides any sales or service consul-

more impact than a phone call.

rience. No matter how a customer is

customer hits the “submit” button, the

though Vadasz was an advocate, he held

tant who contacts the customer in the



treated, it is their perceived experience

responses are published to Vital Insight’s

to the center’s protocol by delegating

future with full knowledge of any prior

positive that the new CEI platform isn’t

“Never judge what was said before you know who said it.”

Today, that lesson is one of many

that built the foundation for a customer-

The new survey includes both Yes /

Otto’s BMW was one of the pilot

Vadasz and Otto’s BMW are proof

that matters at the end of the day.

Foresight tool. If there are any issues or

implementation to his center’s Quality

question or concern, better equipping

just a software change. “This is a change



problems, the center’s management team

Management System (QMS) team. He

them to understand the customer and to

of culture through active customer

Vital Insight promises to improve

centric environment at Otto’s BMW.

the accuracy of each BMW center’s

receives an alert that follow up is needed.

presented the program to them, gave his

address his or her needs.

communication and problem resolution,”

From ensuring all team members greet

scores while boosting performance

Center staff can then work with these

reasons for supporting it, relied on them



Vadasz believes in the system so

Dall says. “And this change of culture will

all customers they meet by name instead

through genuine, concrete feedback

concerns through the Foresight tool to

to make the necessary decisions, and

firmly that it has become the cornerstone

lead to increased customer retention and

of number, this dedication to a deeper

from customers. Because customers

view, assign, resolve and close issues

offered guidance when necessary.

of the center’s customer communications

loyalty. Without our customers, we have

level of human relations regularly elicits

receive the surveys almost immedi-

raised by customers. “The new platform,”



efforts. “The more we worked on imple-

no business. The platform change is

comments like, “When I come into this

ately, the details of their sales or

says Kerry Dall, BMW’s Customer

team determined that the Business

menting it, the more we realized that

designed to take us to a new level, one

dealership, I can sense the atmosphere

service experience are still fresh in

Satisfaction Manager, “is more customer-

Development Center (BDC) would be

this has to be the foundation of all our

that is befitting to our Ultimate Driving

is different.” This difference drives the

their minds. And perhaps just as impor-

friendly and completes the customer

responsible for reviewing each survey and

communications, marketing and solicita-

Machine reputation.”

tions to customers,” he says. “As long as



Together, Vadasz and the QMS

So far, this is ringing true at Otto’s

BMW center’s quest for record CEI

tant, customers can complete the

communication loop with resolution of

ensuring follow up when necessary. If a

scores and customer loyalty. “We have

survey when it’s most convenient for

open concerns. This allows the center to

customer has a basic question, a BDC

we keep it under one hat, we are not

BMW. “When we switched to the present

learned never to forget that, without

them. “The customers will never

address customer concerns before they

associate may respond to them directly.

going to over-survey people and we are

system, my CEI ratings automatically

our customers, we would be nothing,”

receive telephone calls while they’re

can taint the customer’s perception of our

However, if there is a negative comment

not going to bombard them four times in

went up because of better communica-

Vadasz says, “‘Fix the customer first’ is a

eating dinner,” says Vadasz, who’s an

brand. Satisfied customers tend to be

or pressing concern, the survey is imme-

seven days. Instead, there will be low-

tion from customers to us,” Vadasz says.

statement we live by at Otto’s BMW. I’ve

advocate of the new, non-intrusive

more engaged customers, and are much

diately routed to the appropriate service

grade, constant care throughout the year.”

believed that for many years.”

method. “They can respond to us at

more likely to be loyal not only to the

or sales manager, who will attempt to





their leisure. They can send us their

brand, but to the center and its staff.”

reach the customer by phone. The goal is

the contact schedule for its salespeople.

If the customer had to wait to be called

Vadasz was eager to embrace the

true experiences, and some of them



to resolve any issue within three business

Instead of requiring follow-up phone calls

for a month and there was a problem, he

rollout of the new Vital Insight Customer

are negative.” He also likes the fact

invitation is deployed five days after a

days. If a customer is not available by

to sales customers, the BDC attempts

would work himself into a tizzy and he

Experience Index (CEI) platform, a

that the emails are deployed by the

vehicle sale and one day after a service

phone, an email will follow the phone

to schedule service appointments for

definitely would be unhappy. Since email

That belief is one of many reasons

At Otto’s BMW, the survey’s email

For example, the center changed

“That’s all because it’s faster, it’s electronic and the customer is not festering.

program that focuses on the experience

BMW center itself and signed by the

appointment. The center sees an

attempts with an explanation and request

the customers when that salesperson is

goes out almost immediately, I think that

of each and every customer, rather than

sales or service manager for a more

85 percent response rate from sales

to call the BMW center manager at their

onsite. Then while the customer is drop-

is a definite plus.”

CSI where the importance was placed

personal effect.

customers and a 49 percent response

convenience. All conversations, questions,

ping off or picking up, the salesperson

16   Link Spring 2009

Link Spring 2009   17

SLUG Fuel

Living in Chrome

Focus on Refinishing

BMW Chrome-Plated Wheels Add Distinction to Excellence

BMW ColorSystem Introduces Abrasives At your BMW center, no two customers are the same. On the

Fine Prep Discs minimize the risk of pressure marks while still

inspected to assure they meet cosmetic

road, no two cars experience the same set of conditions. It’s

creating a smooth sanding pattern. The Fine Prep Discs are as

requirements. For further quality control,

important, then, that your body and paint shop is able to treat

versatile as they are deft, with a flexible weave that makes them

for this year’s models.

individual components such as the rims

each refinishing job with the care and specificity that life’s

suitable for both dry and wet sanding, by machine or by hand.

have embraced through the years. It’s



and center caps have the BMW P/N,

little differences require. The BMW ColorSystem’s new range



an outward expression of their personal

your BMW center has been developed in

date stamp, and country of origin

of automotive abrasives helps you do just that.

For those difficult-to-reach and irregular areas, Hand Dry

taste. It’s having the best when they

a multi-stage process to meet all factory

imprinted on the back. Each wheel and



Sanding Soft pads are at the ready. A foam base gives you a

deserve nothing less. And with Aftersales

standards, and has stood up to more than

box is marked for product traceability,

already made the service indispensable. Now that a full range

comfortable grip while also applying even pressure, reducing

offerings like original BMW 21" chrome-

forty different testing criteria — an evalua-

and your customers can buy with the

of top-quality abrasives have been added to the mix, it’s also

the risk of sanding through the surface. Wet Sanding sheets are

plated wheels, you can provide in a single

tive process the competition can’t match.

full confidence instilled by the BMW

comprehensive. And with full technical support provided,

ideal for manually wet sanding plastics, lacquers and composite

product that personalization, quality,

The wheels are also individually foam

Accessory Warranty.

it’s worry-free.

materials. For more everyday jobs, strong and durable Soft Cuff

and design that have come to define the

wrapped, so that they arrive to you in





Pads provide a dense, uniform scratch pattern to bring out the

BMW experience.

the same pristine condition that they left

a place that your customers can trust for

cations of BMW North America by one of the leading automotive

best in any final painting result.



the factory.

the best in vehicle quality, performance

refinishing manufacturers, run the gamut from down-to-metal



sory is often about style as much as it



and design. By making them aware of

sanding to surface reconditioning and polishing. They can be

advanced surface finishing solution that provides both better

is performance — in opinion polls, visual

on the road, as well, by a proprietary

products like original BMW chrome alloy

used in both nonvacuum and dust-free vacuum sanding opera-

speed and execution, and Mini Grinding Discs designed for

appearance and personalization of

coating specifically designed for nickel-

wheels, you can remind them that that

tions. Above all, they can transform the body and paint shop at

grinding and polishing wood, metal or plastic.

a vehicle rate as primary motivators.

chrome plated surfaces. Applied to the

same excellence extends beyond the car,

your BMW center into a one-stop destination for refinishing jobs



Not surprisingly, the blend of aesthetic

lugnut towers, bead seat (tire side),

and into accessories, service and more.

of any size.

competitive prices, the new ColorSystem offerings also present

achievement and technical merit that your

center cap, valve hole and brake side of

Most importantly, you can help them



a wholesale opportunity when sold to independent body shops.

customer expects from their BMW vehicle

the wheel, the coating helps fight corro-

make a statement.

durable sanding material that can stand up to aggressive sanding



also extends to these accessory rims.

sion in even the harshest environments.

by machine, such as welding seams. A material called Coarse

attention, high-quality service and a focus on detail. They



Sometimes a car is just a car. But at your

five customized coating areas. They’re



BMW center, it’s also a statement. It’s

also the largest technically possible

an acknowledgement of the hard work

wheel/tire combination approved by BMW

and good fortune that your customers

The decision to purchase an acces-

Every wheel and tire set that ships to

That untarnished look is preserved

The chrome wheels are fully

Your BMW center has always been

ColorSystem’s array of paint products and accessories

These high-quality products, made to the exacting specifi-

For the tough cases, Mini Abrasive Belts are made of a

Some details can necessitate a more hands-on approach.

The new abrasives lineup also includes Prep Mesh, an

Available now to your BMW center’s body shop at very

Visitors to your BMW center don’t just crave individual

It also provides added safety by reducing

Cut brings that same intensity to the heavy-duty sanding of

deserve it. And with ColorSystem’s full range of abrasives, you

standards of design and personalization

tire slippage and acting as a barrier

lacquer and putty, glass reinforced polyester and welding seams.

can provide it, all as part of a one-stop customer experience

with an instantly recognizable look and

between the rim and the tire.



that’s truly different.

The wheels live up to the highest

18   Link Spring 2009

When the work requires a lighter touch, ColorSystem’s

Link Spring 2009   19

SLUG Fuel

Living in Chrome

Focus on Refinishing

BMW Chrome-Plated Wheels Add Distinction to Excellence

BMW ColorSystem Introduces Abrasives At your BMW center, no two customers are the same. On the

Fine Prep Discs minimize the risk of pressure marks while still

inspected to assure they meet cosmetic

road, no two cars experience the same set of conditions. It’s

creating a smooth sanding pattern. The Fine Prep Discs are as

requirements. For further quality control,

important, then, that your body and paint shop is able to treat

versatile as they are deft, with a flexible weave that makes them

for this year’s models.

individual components such as the rims

each refinishing job with the care and specificity that life’s

suitable for both dry and wet sanding, by machine or by hand.

have embraced through the years. It’s



and center caps have the BMW P/N,

little differences require. The BMW ColorSystem’s new range



an outward expression of their personal

your BMW center has been developed in

date stamp, and country of origin

of automotive abrasives helps you do just that.

For those difficult-to-reach and irregular areas, Hand Dry

taste. It’s having the best when they

a multi-stage process to meet all factory

imprinted on the back. Each wheel and



Sanding Soft pads are at the ready. A foam base gives you a

deserve nothing less. And with Aftersales

standards, and has stood up to more than

box is marked for product traceability,

already made the service indispensable. Now that a full range

comfortable grip while also applying even pressure, reducing

offerings like original BMW 21" chrome-

forty different testing criteria — an evalua-

and your customers can buy with the

of top-quality abrasives have been added to the mix, it’s also

the risk of sanding through the surface. Wet Sanding sheets are

plated wheels, you can provide in a single

tive process the competition can’t match.

full confidence instilled by the BMW

comprehensive. And with full technical support provided,

ideal for manually wet sanding plastics, lacquers and composite

product that personalization, quality,

The wheels are also individually foam

Accessory Warranty.

it’s worry-free.

materials. For more everyday jobs, strong and durable Soft Cuff

and design that have come to define the

wrapped, so that they arrive to you in





Pads provide a dense, uniform scratch pattern to bring out the

BMW experience.

the same pristine condition that they left

a place that your customers can trust for

cations of BMW North America by one of the leading automotive

best in any final painting result.



the factory.

the best in vehicle quality, performance

refinishing manufacturers, run the gamut from down-to-metal



sory is often about style as much as it



and design. By making them aware of

sanding to surface reconditioning and polishing. They can be

advanced surface finishing solution that provides both better

is performance — in opinion polls, visual

on the road, as well, by a proprietary

products like original BMW chrome alloy

used in both nonvacuum and dust-free vacuum sanding opera-

speed and execution, and Mini Grinding Discs designed for

appearance and personalization of

coating specifically designed for nickel-

wheels, you can remind them that that

tions. Above all, they can transform the body and paint shop at

grinding and polishing wood, metal or plastic.

a vehicle rate as primary motivators.

chrome plated surfaces. Applied to the

same excellence extends beyond the car,

your BMW center into a one-stop destination for refinishing jobs



Not surprisingly, the blend of aesthetic

lugnut towers, bead seat (tire side),

and into accessories, service and more.

of any size.

competitive prices, the new ColorSystem offerings also present

achievement and technical merit that your

center cap, valve hole and brake side of

Most importantly, you can help them



a wholesale opportunity when sold to independent body shops.

customer expects from their BMW vehicle

the wheel, the coating helps fight corro-

make a statement.

durable sanding material that can stand up to aggressive sanding



also extends to these accessory rims.

sion in even the harshest environments.

by machine, such as welding seams. A material called Coarse

attention, high-quality service and a focus on detail. They



Sometimes a car is just a car. But at your

five customized coating areas. They’re



BMW center, it’s also a statement. It’s

also the largest technically possible

an acknowledgement of the hard work

wheel/tire combination approved by BMW

and good fortune that your customers

The decision to purchase an acces-

Every wheel and tire set that ships to

That untarnished look is preserved

The chrome wheels are fully

Your BMW center has always been

ColorSystem’s array of paint products and accessories

These high-quality products, made to the exacting specifi-

For the tough cases, Mini Abrasive Belts are made of a

Some details can necessitate a more hands-on approach.

The new abrasives lineup also includes Prep Mesh, an

Available now to your BMW center’s body shop at very

Visitors to your BMW center don’t just crave individual

It also provides added safety by reducing

Cut brings that same intensity to the heavy-duty sanding of

deserve it. And with ColorSystem’s full range of abrasives, you

standards of design and personalization

tire slippage and acting as a barrier

lacquer and putty, glass reinforced polyester and welding seams.

can provide it, all as part of a one-stop customer experience

with an instantly recognizable look and

between the rim and the tire.



that’s truly different.

The wheels live up to the highest

18   Link Spring 2009

When the work requires a lighter touch, ColorSystem’s

Link Spring 2009   19

Fuel BMW Maintenance Program Upgrade for M Series

Serious Fans Only

Passion for M Series doesn’t end at 50,000 miles. And now their maintenance program doesn’t have to either.

/

/

A Look Inside the 2009 F1 Merchandise Collection many of your customers, BMW is more

clothes. Driver caps in white or dark blue

than just a brand. It’s a team. It’s the

offer a sporty design that includes the

drivers and crew members who have

team logo and current sponsors’ logos, as

made BMW Sauber an elite force in

58 cm well asSporty thewhitedriver signature andwithflag. driver caplogo, with blue side inserts. Embroidered the team logo and current sponsors’ logos as well as the driver logo, signature, Driver Cap “Robert Kubica”, white

Driver Cap “Nick Heidfeld”, dark blue

makes a dark great gift when paired with with a the team logo and current sponsors’ logos as Sporty blue driver cap with white side inserts. Embroidered 100 % polyester.

/

BMW F1 ballpoint pen. For the collector [ 8 ][ 1 ]

Driver Cap “Robert Kubica”, dark blue

[2]

in your customer’s life, catalog also Sporty dark blue driver cap with white the side inserts. Embroidered with the team logo and current sponsors’

BMW’s 2009 F1 merchandise collection

100 % polyester.

includes replicas of the 2009 season

offers the ultimate immersive experience.

[9]

or 1:18 All cars feature sponsor [ 10 ]scale. Fan Scarf “Robert Kubica”

the serious fan in mind. Men’s and

58 cm 80 30 2 146 933 well as the / driver logo, signature, and flag.

design elements with the logo and name

attention to detail. With such a diverse

of your customer’s favorite BMW Sauber

range of offerings, your customers can

team driver, be it 2008 Canadian Grand

rest assured that your BMW center has

Prix winner Robert Kubica or F1 veteran

racing fans covered from head to toy.

Nick Heidfeld. Each shirt is made from [2 ]



a comfortable cotton/Lycra blend and

of success in making cars. Now, with the

features a driver signature and team logo.

BMW Sauber F1 team building on the

And since BMW Sauber supporters aren’t

[5] momentum of each previous season,

just fair-weather fans, a Kubica windjacket

the company is establishing that same

and Heidfeld hooded sweatshirt are also

success[ 3 ]in racing them. For your

available in sizes from small to XXL.

customer who wants to share in that



history, who cheered Robert Kubica and

®

[5]

[6]

One size 80 30 2 153 844

[9]

[ 10 ]

[A cce

sso

ries

]

[6

[4]

[5]

[8]

80 30 2 150-

XS 981 S 982 M 983 L 984 XL 985

[6]

[3]

]

58 cm

Fan Scarf “Nick Heidfeld”

®

]

Men’s Polo “Robert Kubica”

/

80 30 2 150-

/

S 976 M 977 L 978 XL 979 XXL 980

Fan Scarf “Robert Kubica”

One size 80 30 2 153 844

[ ] 80 30 28 150-

Men’s Windjacket “Robert Kubica”

S 986 M 987 L 988 XL 989 XXL 990

[8]

[

Men’s T-Shirt “Nick Heidfeld”

80 30 2 150-

S 941 M 942 L 943 XL 944 XXL 945

Ladies’ Top “Nick Heidfeld”

[5]

80 30 2 150-

[6]

XS 956 S 957 M 958 L 959 XL 960

[7]

Men’s Polo “Nick Heidfeld”

80 30 2 150-

S 946 M 947 L 948 XL 949 XXL 950

Cool men’s polo shirt in grey marl, with collar underside and contrasting seams in blue. Raw edges, team logo on the front upper left, racing number at the back, Nick Heidfeld logo with brushed rivets and signature on the front upper right. 97 % cotton, 3 % Lycra®. [ Accessories ] 38/39

[8]

Men’s Hoody “Nick Heidfeld”

80 30 2 150-

S 961 M 962 L 963 XL 964 XXL 965

Trendy hooded men’s sweatjacket in grey marl with signature on the right side of the hood. Inside of the hood finished off with Nick Heidfeld tape. Team logo on the front upper left, racing number at the back, and Nick Heidfeld wordmark combined with Nick Heidfeld logo with brushed sequins on the left sleeve. 95 % cotton, [7] [8] 5 % Lycra®.

ilab

[ 10 ]

cuffs. And all pit crew wear comes

/

embroidered with the team logo and

[4]

/

[5]

[ 11 ]and Warranty

/

/

current sponsors’ logos.

20   Link Spring

80 30 2 146 931

One size 80 30 2 153 843

Mo use [3] [4] d Pad le fr printe F1 om d Ma with th y 20 ] 09. e 200 80 30 2 148- S 088 M 089 L 090 XL 091 XXL 092 9 ra [ 10 A5 ce c Rac note ] ar. M ntemporary wide cuffs. Embroidered with the team logo and the current ing boo ater No kw ial: teb ith ra 20 21 tran [8 o o c spa e ca kF ] 1 re le n nda Ball t lam Ball r. In poin inate clud 80 30 2 148pen XS 168 S 169 M 170 L 171 XL 172 t pe a e [1] nw Men’s Pit Crew Shirt 80 30 2 148- S 083 M 084 L 085 XL 086 XXL 087 nd Tea sa plas ith te bus s. Side slits. Standard fit. 95 % cotton, 5 % Lycra®. mF [9 tic fo ines am 1[ 9 ] Striking replica shirt in a laid-back polo style, embroidered with the team logo at the back and the current sponsors’ logos. Standard fit. 100 % cool dry cotton. ] s ca am logo [ 10 ] . Dim Foa rd s , da Ear lot o me rk b e [2] n p © 2009 BMW of North America, LLC. sion arp n th lue lug lugs s: 2 ink. e in sF [2] Men’s Pit Crew T-Shirt 80 30 2 148- S 078 M 079 L 080 XL 081 XXL 082 4x 1 side to p Ma [ 10 19 teria The BMW name, model names and logos are registered trademarks. rote . 80 cm Classic blue T-shirt with white raglan sleeves and blue inserts at shoulder level and at the sleeve ends. Printed with the team logo at the back and the current ] l: pla ct y pag . Pic ed B our Ball s e sponsors’ logos at the front and on the sleeves. Standard fi t. 97 % cotton, 3 % elastane. ti s tu MW c , Ball ear re d . poin squ The BMW Maintenance Program covers factory-recommended maintenance, s du Sau ared pen iffer t pe 80 ring ber s fro . n T 3 A e s v 0 F1 et w a ra a aila m th 21 as determined by the vehicle’s service indicator, for a period of up to 4 years or 50,000 miles, Tea ce. ble ith m m Set 80 Denim Jacket [3] 47 is y Pit Crew Men’s 80 30 2 148- S 088 M 089 L 090 XL 091 XXL 092 m lo 28 Inclu from 30 ear 139 F1 [8] [7] [6] etal go. ’s m 2 1quilted ded Apr stra comes first. Coverage up to 6 years or 100,000 miles, whichever comes first, includes original Cool denim jacket with details, classic front button placket and contemporary wide cuffs. Embroidered withwhichever the team logo and the current 47 ode :ah il 20 29fashionable p an 1lightly l.% cotton, and 47 washed. 09. dm sponsors’ logos. Slim fi t. 100 80 y ca agn 30 BMW Maintenance Program coverage. Please consult your authorized BMW center or refer to your vehicle’s Service rry ets. 21 pou 47 P e c ns w h in 132 80Pit Crew Shirt Booklet details conditions and limitations. whit [4] Ladies’ 80 30 2 148XS 168 S 169 for M 170 L 171onXLcoverage 172 ith re 30 ep d an 21 2009 olye ens [9] [ 10 ] 53 with the team logo and the current sponsors’ logos. Side slits. Standard fit. 95 % cotton, 5 % Lycra®. db 80 Striking replica shirt, embroidered ions ster lue 845 30 : 51 w in 2 it k re ha 149 x 51 spe me 433 cm tal r ctiv 80 . ing ely. 30 to a BM 04 tta W 18 8

quilted details and contemporary wide [7

[

80 30 2 146 933

Blue ladies’ top with raw edges. Team logo at the nape of the neck and Nick Heidfeld wordmark at the lower back. Nick Heidfeld logo with brushed sequins on the front upper left. Slim fit. 95 % cotton, 5 % Lycra®.

Sporty blue men’s jacket with a small stand-up collar and signature on the right inside collar. Two slit pockets on the front. Reflective detailing on the sleeves and collar, Robert Kubica logo on the front upper left, and team logo at the nape of the neck. Standard fit. 100 % polyester.

Mo u crew denim jacket features fashionable Ava se pa

Driver Cap “Robert Kubica”, dark blue

Trendy blue men’s T-shirt with round neckline and raw edges. Nick Heidfeld wordmark on the front right, Nick Heidfeld neck tape, and team logo on the left sleeve. Nick Heidfeld logo with brushed rivets and signature on the back upper left. 100 % cotton.

Robert Kubica logo on the front upper left, team logo at the nape of the neck, and signature on the right lower back area. 95 % cotton, 5 % Lycra®.

]

58 cm

/ 39

blue men’s dynamic white design elements on the front and back, complemented by red mesh inserts. Placket with contrasting red lining. chance Sporty to be partpoloofshirtawith team. [9

[6]

/

80 30 2 148- S 078 M 079 L 080 XL 081 XXL 082 t the sleeve ends. Printed with the team logo at the back and the current ne. 5]

38

S 966 M 967 L 968 XL 969 XXL 970

/

/ /

striking replicas of the real thing. For

Driver Cap “Nick Heidfeld”, dark blue

[8]

[7]

/

Sporty white ladies’F1 polo shirt with dynamic blue designcollecelements on the front and back, complemented by red mesh inserts. Extra-long placket with contrasting the 2009 BMW merchandise blue lining. Robert Kubica logo on the front upper left, team logo at the nape of the neck, and signature on the right lower back area. 95 % cotton, 5 % Lycra .

80 30 2 148- S 083 M 084 L 085 XL 086 XXL 087 ack and the current sponsors’ logos. Standard fit. 100 % cool dry cotton.

80 30 2 146 930

/

80 30 2 150-

2008 and willLadies’ again for years to come, [2] Polo “Robert Kubica”

and ladies’ pit crew polo shirts are

58 cm

[2]

[1]

[6]

Sporty white men’s T-shirt with V-neck and placket. Dynamic design elements with red mesh inserts running from the lower frontal area to the upper back. Racing

[3]

Driver Cap “Robert Kubica”, white

Classic fan scarf in the team colours with woven-in driver name, flag, signature and BMW Sauber F1 Team wordmark. 100 % acrylic.

[4]

[7

80 30 2 146 932

Classic fan scarf in the team colours with woven-in driver name, flag, signature and BMW Sauber F1 Team wordmark. 100 % acrylic.

] [1]

tion is more than just a catalog. It’s a

58 cm

Sporty dark blue driver cap with white side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and flag. 100 % polyester.

number on the right sleeve, Robert Kubica logo on the front upper left, team logo at the nape of the neck, and signature on the right lower back area. Standard fit. Prix [to the Grande Prêmio do Brasil in 7 ] 100 % cotton.

more rugged conditions, a slim-fit pit

[7]

[8]

the guy behind the wheel. That’s why

with a range of pit crew items. Men’s

Driver Cap “Nick Heidfeld”, white

Sporty dark blue driver cap with white side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and flag. 100 % polyester.

T-Shirt Kubica” Nick Heidfeld Men’s from the“Robert Australian Grand

men and women behind the scenes,

[ Pit Crew/Accessories ] 28/29

Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and flag. 100 % polyester.

[2]

winning team requires more than just the 2009 catalog also celebrates the

/

Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and flag. 100 % polyester.

One size 80 30 2 153 843

BMW has an unprecedented history

[6

]

[6]

[5]

Sauber F1 Team wordmark. 100 % acrylic.

[1]

Dedicated racing fans know that a

/

58 cm 80 30 2 146 931 logos as well as the driver logo, signature, and flag.

fan scarf in the team colours with woven-in driver name, flag, signature logos,Classic functional wheels and an incredible and BMW Sauber F1 Team wordmark. 100 % acrylic.

women’s polo shirts incorporate dynamic

[2]

whichever comes first. It’s just one more way you can provide the elevated service your customers expect.

58 cm 80 30 2 146 930 logo, signature, and flag.

Fan Scarf “Nick Heidfeld”

BMWClassic Sauber Team race cars in 1:43 fan scarf in F1 the team colours with woven-in driver name, flag, signature and BMW

Every item has been designed with

Upgrade that allows M Series owners to extend their total maintenance coverage up to a total of 6 years/100,000 miles,

80 30 2 146 932

and flag.

calendar and a business card slot, and

favorite day of the week is race day,

/

Driver Cap “Nick Heidfeld”, white

100 % polyester.

[7]

M Series owners are among the most passionate BMW enthusiasts. That’s why we now offer a Maintenance Program

[ Pit Crew/Accessories ] 28/29

notebook includes a convenient race Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver

and year out. For the customer whose

[4]

/

100 % polyester.

[6]

siasts who support that team year in

[4

/

An 80-page BMW F1-branded racing

worldwide community of BMW enthu-



The 2009 catalog has more than just

[5]

Formula One. And most of all, it’s the /

/



[ Driver ] 20/21

/

/

It’s sometimes easy to forget that for

/

/

/

The Ultimate Driving Machine®

bmwusa.com

Fuel BMW Maintenance Program Upgrade for M Series

Serious Fans Only

Passion for M Series doesn’t end at 50,000 miles. And now their maintenance program doesn’t have to either.

/

/

A Look Inside the 2009 F1 Merchandise Collection many of your customers, BMW is more

clothes. Driver caps in white or dark blue

than just a brand. It’s a team. It’s the

offer a sporty design that includes the

drivers and crew members who have

team logo and current sponsors’ logos, as

made BMW Sauber an elite force in

58 cm well asSporty thewhitedriver signature andwithflag. driver caplogo, with blue side inserts. Embroidered the team logo and current sponsors’ logos as well as the driver logo, signature, Driver Cap “Robert Kubica”, white

Driver Cap “Nick Heidfeld”, dark blue

makes a dark great gift when paired with with a the team logo and current sponsors’ logos as Sporty blue driver cap with white side inserts. Embroidered 100 % polyester.

/

BMW F1 ballpoint pen. For the collector [ 8 ][ 1 ]

Driver Cap “Robert Kubica”, dark blue

[2]

in your customer’s life, catalog also Sporty dark blue driver cap with white the side inserts. Embroidered with the team logo and current sponsors’

BMW’s 2009 F1 merchandise collection

100 % polyester.

includes replicas of the 2009 season

offers the ultimate immersive experience.

[9]

or 1:18 All cars feature sponsor [ 10 ]scale. Fan Scarf “Robert Kubica”

the serious fan in mind. Men’s and

58 cm 80 30 2 146 933 well as the / driver logo, signature, and flag.

design elements with the logo and name

attention to detail. With such a diverse

of your customer’s favorite BMW Sauber

range of offerings, your customers can

team driver, be it 2008 Canadian Grand

rest assured that your BMW center has

Prix winner Robert Kubica or F1 veteran

racing fans covered from head to toy.

Nick Heidfeld. Each shirt is made from [2 ]



a comfortable cotton/Lycra blend and

of success in making cars. Now, with the

features a driver signature and team logo.

BMW Sauber F1 team building on the

And since BMW Sauber supporters aren’t

[5] momentum of each previous season,

just fair-weather fans, a Kubica windjacket

the company is establishing that same

and Heidfeld hooded sweatshirt are also

success[ 3 ]in racing them. For your

available in sizes from small to XXL.

customer who wants to share in that



history, who cheered Robert Kubica and

®

[5]

[6]

One size 80 30 2 153 844

[9]

[ 10 ]

[A cce

sso

ries

]

[6

[4]

[5]

[8]

80 30 2 150-

XS 981 S 982 M 983 L 984 XL 985

[6]

[3]

]

58 cm

Fan Scarf “Nick Heidfeld”

®

]

Men’s Polo “Robert Kubica”

/

80 30 2 150-

/

S 976 M 977 L 978 XL 979 XXL 980

Fan Scarf “Robert Kubica”

One size 80 30 2 153 844

[ ] 80 30 28 150-

Men’s Windjacket “Robert Kubica”

S 986 M 987 L 988 XL 989 XXL 990

[8]

[

Men’s T-Shirt “Nick Heidfeld”

80 30 2 150-

S 941 M 942 L 943 XL 944 XXL 945

Ladies’ Top “Nick Heidfeld”

[5]

80 30 2 150-

[6]

XS 956 S 957 M 958 L 959 XL 960

[7]

Men’s Polo “Nick Heidfeld”

80 30 2 150-

S 946 M 947 L 948 XL 949 XXL 950

Cool men’s polo shirt in grey marl, with collar underside and contrasting seams in blue. Raw edges, team logo on the front upper left, racing number at the back, Nick Heidfeld logo with brushed rivets and signature on the front upper right. 97 % cotton, 3 % Lycra®. [ Accessories ] 38/39

[8]

Men’s Hoody “Nick Heidfeld”

80 30 2 150-

S 961 M 962 L 963 XL 964 XXL 965

Trendy hooded men’s sweatjacket in grey marl with signature on the right side of the hood. Inside of the hood finished off with Nick Heidfeld tape. Team logo on the front upper left, racing number at the back, and Nick Heidfeld wordmark combined with Nick Heidfeld logo with brushed sequins on the left sleeve. 95 % cotton, [7] [8] 5 % Lycra®.

ilab

[ 10 ]

cuffs. And all pit crew wear comes

/

embroidered with the team logo and

[4]

/

[5]

[ 11 ]and Warranty

/

/

current sponsors’ logos.

20   Link Spring

80 30 2 146 931

One size 80 30 2 153 843

Mo use [3] [4] d Pad le fr printe F1 om d Ma with th y 20 ] 09. e 200 80 30 2 148- S 088 M 089 L 090 XL 091 XXL 092 9 ra [ 10 A5 ce c Rac note ] ar. M ntemporary wide cuffs. Embroidered with the team logo and the current ing boo ater No kw ial: teb ith ra 20 21 tran [8 o o c spa e ca kF ] 1 re le n nda Ball t lam Ball r. In poin inate clud 80 30 2 148pen XS 168 S 169 M 170 L 171 XL 172 t pe a e [1] nw Men’s Pit Crew Shirt 80 30 2 148- S 083 M 084 L 085 XL 086 XXL 087 nd Tea sa plas ith te bus s. Side slits. Standard fit. 95 % cotton, 5 % Lycra®. mF [9 tic fo ines am 1[ 9 ] Striking replica shirt in a laid-back polo style, embroidered with the team logo at the back and the current sponsors’ logos. Standard fit. 100 % cool dry cotton. ] s ca am logo [ 10 ] . Dim Foa rd s , da Ear lot o me rk b e [2] n p © 2009 BMW of North America, LLC. sion arp n th lue lug lugs s: 2 ink. e in sF [2] Men’s Pit Crew T-Shirt 80 30 2 148- S 078 M 079 L 080 XL 081 XXL 082 4x 1 side to p Ma [ 10 19 teria The BMW name, model names and logos are registered trademarks. rote . 80 cm Classic blue T-shirt with white raglan sleeves and blue inserts at shoulder level and at the sleeve ends. Printed with the team logo at the back and the current ] l: pla ct y pag . Pic ed B our Ball s e sponsors’ logos at the front and on the sleeves. Standard fi t. 97 % cotton, 3 % elastane. ti s tu MW c , Ball ear re d . poin squ The BMW Maintenance Program covers factory-recommended maintenance, s du Sau ared pen iffer t pe 80 ring ber s fro . n T 3 A e s v 0 F1 et w a ra a aila m th 21 as determined by the vehicle’s service indicator, for a period of up to 4 years or 50,000 miles, Tea ce. ble ith m m Set 80 Denim Jacket [3] 47 is y Pit Crew Men’s 80 30 2 148- S 088 M 089 L 090 XL 091 XXL 092 m lo 28 Inclu from 30 ear 139 F1 [8] [7] [6] etal go. ’s m 2 1quilted ded Apr stra comes first. Coverage up to 6 years or 100,000 miles, whichever comes first, includes original Cool denim jacket with details, classic front button placket and contemporary wide cuffs. Embroidered withwhichever the team logo and the current 47 ode :ah il 20 29fashionable p an 1lightly l.% cotton, and 47 washed. 09. dm sponsors’ logos. Slim fi t. 100 80 y ca agn 30 BMW Maintenance Program coverage. Please consult your authorized BMW center or refer to your vehicle’s Service rry ets. 21 pou 47 P e c ns w h in 132 80Pit Crew Shirt Booklet details conditions and limitations. whit [4] Ladies’ 80 30 2 148XS 168 S 169 for M 170 L 171onXLcoverage 172 ith re 30 ep d an 21 2009 olye ens [9] [ 10 ] 53 with the team logo and the current sponsors’ logos. Side slits. Standard fit. 95 % cotton, 5 % Lycra®. db 80 Striking replica shirt, embroidered ions ster lue 845 30 : 51 w in 2 it k re ha 149 x 51 spe me 433 cm tal r ctiv 80 . ing ely. 30 to a BM 04 tta W 18 8

quilted details and contemporary wide [7

[

80 30 2 146 933

Blue ladies’ top with raw edges. Team logo at the nape of the neck and Nick Heidfeld wordmark at the lower back. Nick Heidfeld logo with brushed sequins on the front upper left. Slim fit. 95 % cotton, 5 % Lycra®.

Sporty blue men’s jacket with a small stand-up collar and signature on the right inside collar. Two slit pockets on the front. Reflective detailing on the sleeves and collar, Robert Kubica logo on the front upper left, and team logo at the nape of the neck. Standard fit. 100 % polyester.

Mo u crew denim jacket features fashionable Ava se pa

Driver Cap “Robert Kubica”, dark blue

Trendy blue men’s T-shirt with round neckline and raw edges. Nick Heidfeld wordmark on the front right, Nick Heidfeld neck tape, and team logo on the left sleeve. Nick Heidfeld logo with brushed rivets and signature on the back upper left. 100 % cotton.

Robert Kubica logo on the front upper left, team logo at the nape of the neck, and signature on the right lower back area. 95 % cotton, 5 % Lycra®.

]

58 cm

/ 39

blue men’s dynamic white design elements on the front and back, complemented by red mesh inserts. Placket with contrasting red lining. chance Sporty to be partpoloofshirtawith team. [9

[6]

/

80 30 2 148- S 078 M 079 L 080 XL 081 XXL 082 t the sleeve ends. Printed with the team logo at the back and the current ne. 5]

38

S 966 M 967 L 968 XL 969 XXL 970

/

/ /

striking replicas of the real thing. For

Driver Cap “Nick Heidfeld”, dark blue

[8]

[7]

/

Sporty white ladies’F1 polo shirt with dynamic blue designcollecelements on the front and back, complemented by red mesh inserts. Extra-long placket with contrasting the 2009 BMW merchandise blue lining. Robert Kubica logo on the front upper left, team logo at the nape of the neck, and signature on the right lower back area. 95 % cotton, 5 % Lycra .

80 30 2 148- S 083 M 084 L 085 XL 086 XXL 087 ack and the current sponsors’ logos. Standard fit. 100 % cool dry cotton.

80 30 2 146 930

/

80 30 2 150-

2008 and willLadies’ again for years to come, [2] Polo “Robert Kubica”

and ladies’ pit crew polo shirts are

58 cm

[2]

[1]

[6]

Sporty white men’s T-shirt with V-neck and placket. Dynamic design elements with red mesh inserts running from the lower frontal area to the upper back. Racing

[3]

Driver Cap “Robert Kubica”, white

Classic fan scarf in the team colours with woven-in driver name, flag, signature and BMW Sauber F1 Team wordmark. 100 % acrylic.

[4]

[7

80 30 2 146 932

Classic fan scarf in the team colours with woven-in driver name, flag, signature and BMW Sauber F1 Team wordmark. 100 % acrylic.

] [1]

tion is more than just a catalog. It’s a

58 cm

Sporty dark blue driver cap with white side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and flag. 100 % polyester.

number on the right sleeve, Robert Kubica logo on the front upper left, team logo at the nape of the neck, and signature on the right lower back area. Standard fit. Prix [to the Grande Prêmio do Brasil in 7 ] 100 % cotton.

more rugged conditions, a slim-fit pit

[7]

[8]

the guy behind the wheel. That’s why

with a range of pit crew items. Men’s

Driver Cap “Nick Heidfeld”, white

Sporty dark blue driver cap with white side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and flag. 100 % polyester.

T-Shirt Kubica” Nick Heidfeld Men’s from the“Robert Australian Grand

men and women behind the scenes,

[ Pit Crew/Accessories ] 28/29

Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and flag. 100 % polyester.

[2]

winning team requires more than just the 2009 catalog also celebrates the

/

Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and flag. 100 % polyester.

One size 80 30 2 153 843

BMW has an unprecedented history

[6

]

[6]

[5]

Sauber F1 Team wordmark. 100 % acrylic.

[1]

Dedicated racing fans know that a

/

58 cm 80 30 2 146 931 logos as well as the driver logo, signature, and flag.

fan scarf in the team colours with woven-in driver name, flag, signature logos,Classic functional wheels and an incredible and BMW Sauber F1 Team wordmark. 100 % acrylic.

women’s polo shirts incorporate dynamic

[2]

whichever comes first. It’s just one more way you can provide the elevated service your customers expect.

58 cm 80 30 2 146 930 logo, signature, and flag.

Fan Scarf “Nick Heidfeld”

BMWClassic Sauber Team race cars in 1:43 fan scarf in F1 the team colours with woven-in driver name, flag, signature and BMW

Every item has been designed with

Upgrade that allows M Series owners to extend their total maintenance coverage up to a total of 6 years/100,000 miles,

80 30 2 146 932

and flag.

calendar and a business card slot, and

favorite day of the week is race day,

/

Driver Cap “Nick Heidfeld”, white

100 % polyester.

[7]

M Series owners are among the most passionate BMW enthusiasts. That’s why we now offer a Maintenance Program

[ Pit Crew/Accessories ] 28/29

notebook includes a convenient race Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver

and year out. For the customer whose

[4]

/

100 % polyester.

[6]

siasts who support that team year in

[4

/

An 80-page BMW F1-branded racing

worldwide community of BMW enthu-



The 2009 catalog has more than just

[5]

Formula One. And most of all, it’s the /

/



[ Driver ] 20/21

/

/

It’s sometimes easy to forget that for

/

/

/

The Ultimate Driving Machine®

bmwusa.com

Wrench SLUG

Collision Course

Operating a BMW Certified Collision Repair Center can truly make your facility a one-stop shop for customers.

For customers, taking their vehicles in for collision repairs can be significant emotional events. After all, even a minor acci-



Regardless of whether interested centers decide to use a

“green field” location or a “brown field” location, both business

dent disrupts the customer’s ability to drive their vehicle until it

models require using the same guidelines for facility selections:

is repaired. Luckily, a BMW Certified Collision Repair Center

performing quality collision repair processes, use of original

(CCRC) can sweep away the worry of having vehicles repaired

BMW parts, use of ColorSystem BMW Group refinishing prod-

which are nothing short of their original condition. By using

ucts and adhering to the CCRC Program guidelines.

original BMW parts and approved repair processes, a BMW



CCRC uses: approved repair procedures, original BMW

are to enter the body and paint business, the projected return on

parts and ColorSystem BMW Group refinishing products

their investments and the guidelines with addressing customers’

(a water-borne and environmentally friendly solution) to

needs when handling their collision repair services. Overall,

Often, BMW centers want to know what the requirements

ensure customers’ BMW vehicles perform the way they did

centers who grow their accident business will notice additional

from their first day of ownership.

revenue and profit streams when repairing: BMW vehicles, other



franchise vehicles, cosmetically repairing certified pre-owned

To support BMW NA’s focus to grow the collision repair

business, BMW NA has elevated its focus to assist centers to

vehicles and offering paintless dent repair services.

grow their body and paint business, become a CCRC and to



While the idea of starting a CCRC may seem daunting,

offer BMW centers the opportunities to provide quality collision

enrollment in a certified program includes an entire suite

repair services to their customers.

of training for the estimating staff, the management staff and



the technical staff. There are classes, performance group

Market research demonstrates that from a customer reten-

tion perspective, having a collision repair center that is a CCRC

discussions and a variety of eCourses available to help you

will add value to the BMW owner’s relationship with the center

every step of the way.

because it becomes a complete “One-stop Shop” location. A center-owned CCRC can provide quality body and paint repair services that any customer could possibly need. You also have the opportunity to bridge the customer’s emotional experience of an accident with the positive experience of you directly offering a solution, instead of relying on a third-party vendor.

While some BMW centers already have collision centers,

it is recommended that those centers interested in entering the body and paint business should also consider becoming a BMW CCRC. The benefit for the centers is that their CCRC could provide additional revenue streams and inclusive One-Stop Shop collision repair services to their customers.

Because the size and location of a new CCRC will depend

on the markets’ needs, it may make sense for centers to either build a collision repair center on undeveloped property, which is considered a “green field” location. Or it may make sense for centers to rehabilitate or refurbish an existing collision repair center location, which is referred to as a “brown field” location.

22   Link Spring 2009

Parts, Perfected Two new regional distribution centers

Nazareth’s state-of-the-art conveyor

(RDCs) have made their debut in 2009,

system that helps process more than

and Midwestern BMW centers in partic-

75,000 of its parts and accessories.

ular stand to reap the benefits. The



70-employee Minooka, Ill., facility is

using the ATLAS system, BMW’s propri-

about an hour southwest of Chicago,

etary client server solution consisting of

while the 130-employee Nazareth, Penn.,

different SAP modules working together

facility is about 90 minutes from both

to make one completely integrated

“Like at our other facilities, we’re

New York City and Philadelphia. Both join

system,” Mr. Neal says.

four other RDCs nationwide to supply



Both facilities will play host to

parts and accessories to BMW centers

regional Parts & Service Meetings in the

quickly and efficiently.

near future, Mr. Neal adds, and center



personnel are welcome to arrange a tour

“One of the biggest reasons was to

move the product closer to our centers,”

of any of the RDCs if they wish.

explains Wes Neal, Manager, Logistics



Network Development, for BMW NA.

duction of Minooka, BMW will also test

“That offers a number of advantages,

Mr. Neal says that with the intro-

multiple deliveries per day to local

including shorter and more consistent

centers on a proof-of-concept basis.

lead times, fewer damages and less

Soon, select centers can receive their

airfreight, which reduces overall trans-

orders within hours of placing them.

portation expense.”





commitment to the BMW customer,”

The recent network expansion is the

“We see it as an extension of our

culmination of more than eight years of

he concludes. “If we can help centers

development, beginning with just two

minimize their inventories on select parts

RDCs in 2000 and resulting in the six

while completing more workshop repairs

now in place today. Mr. Neal says that

on Day One, everyone wins.”

the Minooka and Nazareth facilities are LEED-certified, confirming BMW’s commitment to sustainability. (Editor’s note: For more details on this certification, see “LEED Leads the Way,” at right. In addition, the build-to-suit facilities provided the opportunity to introduce

LEED Leads the Way The Leadership in Energy and Environmental Design (LEED) Green Building Rating System™ is the nationally accepted benchmark for the design, construction and operation of high-performance green buildings. Since its inception in 1998, LEED has certified more than 14,000 projects in more than 30 countries worldwide.

LEED promotes a whole-building

approach to sustainability by recognizing performance in five key areas of human and environmental health: • sustainable site development • water saving • energy efficiency • materials selection • indoor environmental quality

Historically targeting office complexes,

BMW NA’s newest facilities are among the first distribution centers to achieve LEED certification, with the Minooka, IL, facility achieving Silver-level status.

“Achieving LEED certification is

a significant accomplishment, and is recognized nationally as making a strong commitment of sustainability,” says Wes Neal, Manager, Logistics Network Development, for BMW NA. “BMW is proud of the level of quality and workmanship put into the design and construction of our newest RDCs. Both facilities are efficient, functional and designed with both the employee and the environment in mind.”

cutting-edge technologies, such as

Link Spring 2009   23

Wrench SLUG

Collision Course

Operating a BMW Certified Collision Repair Center can truly make your facility a one-stop shop for customers.

For customers, taking their vehicles in for collision repairs can be significant emotional events. After all, even a minor acci-



Regardless of whether interested centers decide to use a

“green field” location or a “brown field” location, both business

dent disrupts the customer’s ability to drive their vehicle until it

models require using the same guidelines for facility selections:

is repaired. Luckily, a BMW Certified Collision Repair Center

performing quality collision repair processes, use of original

(CCRC) can sweep away the worry of having vehicles repaired

BMW parts, use of ColorSystem BMW Group refinishing prod-

which are nothing short of their original condition. By using

ucts and adhering to the CCRC Program guidelines.

original BMW parts and approved repair processes, a BMW



CCRC uses: approved repair procedures, original BMW

are to enter the body and paint business, the projected return on

parts and ColorSystem BMW Group refinishing products

their investments and the guidelines with addressing customers’

(a water-borne and environmentally friendly solution) to

needs when handling their collision repair services. Overall,

Often, BMW centers want to know what the requirements

ensure customers’ BMW vehicles perform the way they did

centers who grow their accident business will notice additional

from their first day of ownership.

revenue and profit streams when repairing: BMW vehicles, other



franchise vehicles, cosmetically repairing certified pre-owned

To support BMW NA’s focus to grow the collision repair

business, BMW NA has elevated its focus to assist centers to

vehicles and offering paintless dent repair services.

grow their body and paint business, become a CCRC and to



While the idea of starting a CCRC may seem daunting,

offer BMW centers the opportunities to provide quality collision

enrollment in a certified program includes an entire suite

repair services to their customers.

of training for the estimating staff, the management staff and



the technical staff. There are classes, performance group

Market research demonstrates that from a customer reten-

tion perspective, having a collision repair center that is a CCRC

discussions and a variety of eCourses available to help you

will add value to the BMW owner’s relationship with the center

every step of the way.

because it becomes a complete “One-stop Shop” location. A center-owned CCRC can provide quality body and paint repair services that any customer could possibly need. You also have the opportunity to bridge the customer’s emotional experience of an accident with the positive experience of you directly offering a solution, instead of relying on a third-party vendor.

While some BMW centers already have collision centers,

it is recommended that those centers interested in entering the body and paint business should also consider becoming a BMW CCRC. The benefit for the centers is that their CCRC could provide additional revenue streams and inclusive One-Stop Shop collision repair services to their customers.

Because the size and location of a new CCRC will depend

on the markets’ needs, it may make sense for centers to either build a collision repair center on undeveloped property, which is considered a “green field” location. Or it may make sense for centers to rehabilitate or refurbish an existing collision repair center location, which is referred to as a “brown field” location.

22   Link Spring 2009

Parts, Perfected Two new regional distribution centers

Nazareth’s state-of-the-art conveyor

(RDCs) have made their debut in 2009,

system that helps process more than

and Midwestern BMW centers in partic-

75,000 of its parts and accessories.

ular stand to reap the benefits. The



70-employee Minooka, Ill., facility is

using the ATLAS system, BMW’s propri-

about an hour southwest of Chicago,

etary client server solution consisting of

while the 130-employee Nazareth, Penn.,

different SAP modules working together

facility is about 90 minutes from both

to make one completely integrated

“Like at our other facilities, we’re

New York City and Philadelphia. Both join

system,” Mr. Neal says.

four other RDCs nationwide to supply



Both facilities will play host to

parts and accessories to BMW centers

regional Parts & Service Meetings in the

quickly and efficiently.

near future, Mr. Neal adds, and center



personnel are welcome to arrange a tour

“One of the biggest reasons was to

move the product closer to our centers,”

of any of the RDCs if they wish.

explains Wes Neal, Manager, Logistics



Network Development, for BMW NA.

duction of Minooka, BMW will also test

“That offers a number of advantages,

Mr. Neal says that with the intro-

multiple deliveries per day to local

including shorter and more consistent

centers on a proof-of-concept basis.

lead times, fewer damages and less

Soon, select centers can receive their

airfreight, which reduces overall trans-

orders within hours of placing them.

portation expense.”





commitment to the BMW customer,”

The recent network expansion is the

“We see it as an extension of our

culmination of more than eight years of

he concludes. “If we can help centers

development, beginning with just two

minimize their inventories on select parts

RDCs in 2000 and resulting in the six

while completing more workshop repairs

now in place today. Mr. Neal says that

on Day One, everyone wins.”

the Minooka and Nazareth facilities are LEED-certified, confirming BMW’s commitment to sustainability. (Editor’s note: For more details on this certification, see “LEED Leads the Way,” at right. In addition, the build-to-suit facilities provided the opportunity to introduce

LEED Leads the Way The Leadership in Energy and Environmental Design (LEED) Green Building Rating System™ is the nationally accepted benchmark for the design, construction and operation of high-performance green buildings. Since its inception in 1998, LEED has certified more than 14,000 projects in more than 30 countries worldwide.

LEED promotes a whole-building

approach to sustainability by recognizing performance in five key areas of human and environmental health: • sustainable site development • water saving • energy efficiency • materials selection • indoor environmental quality

Historically targeting office complexes,

BMW NA’s newest facilities are among the first distribution centers to achieve LEED certification, with the Minooka, IL, facility achieving Silver-level status.

“Achieving LEED certification is

a significant accomplishment, and is recognized nationally as making a strong commitment of sustainability,” says Wes Neal, Manager, Logistics Network Development, for BMW NA. “BMW is proud of the level of quality and workmanship put into the design and construction of our newest RDCs. Both facilities are efficient, functional and designed with both the employee and the environment in mind.”

cutting-edge technologies, such as

Link Spring 2009   23

Backstretch SLUG Original BMW Accessories

bmwusa.com

The Ultimate Driving Machine®

More than posters. They’re conversations.

Find Your Way at NAC 2009 The path to success goes through Las Vegas.

Original BMW Accessories

Original BMW Accessories

bmwusa.com

bmwusa.com

This is where your life meets your BMW. There’s nothing like the feeling of owning a BMW. Here’s your chance to protect your investment. Original BMW Accessories can help you preserve the surfaces of your BMW and help protect it from whatever the road throws your way.

In your efforts to get your business where you want it to go, the road can seem a bit confusing. In fact, it feels like a maze, particularly with the current state of the economy. By attending this year’s NAC in Las Vegas, navigating that maze is a lot easier, thanks to the information and tools you can only get there. So find your way to Vegas. And find yourself in a better place for the future.

From signature design accessories and performance products to electronics and storage solutions, Original BMW Accessories match your BMW to the way you drive — and to the way you live.

© 2009 BMW of North America, LLC. The BMW name, model names and logo are registered trademarks. Printed in the U.S.A. PD1-CCRC03-1M

Original BMW Accessories

Original BMW Accessories

BMW Performance

bmwusa.com

bmwusa.com

bmwusa.com

Skiing or surfing. Biking or boarding. You’re on the road to adventure.

Synchronize your life with BMW technology.

Designed for 1 and 3 Series drivers who believe life has an extra gear.

When your destination includes mountains, oceans, hills or highways, rack systems

Electronics from Original BMW Accessories help you get your life in synch with entertainment,

BMW Performance accessories are made to fuel that fire, with a line of chassis and aerodynamic

from Original BMW Accessories will get you where you’re going.

navigation and security options.

components designed by BMW engineers — with inspiration and expertise straight from the racetrack.

There’s no better time to start talking to your customers about Original BMW Accessories than when they’re browsing the showroom floor. These new posters are designed to get that conversation started, with six designs covering key accessories categories. For more information, contact your Regional Aftersales Manager.

© 2009 BMW of North America, LLC. The BMW name, model names and logos are registered trademarks.

Link Spring 2009   25

Backstretch SLUG Original BMW Accessories

bmwusa.com

The Ultimate Driving Machine®

More than posters. They’re conversations.

Find Your Way at NAC 2009 The path to success goes through Las Vegas.

Original BMW Accessories

Original BMW Accessories

bmwusa.com

bmwusa.com

This is where your life meets your BMW. There’s nothing like the feeling of owning a BMW. Here’s your chance to protect your investment. Original BMW Accessories can help you preserve the surfaces of your BMW and help protect it from whatever the road throws your way.

In your efforts to get your business where you want it to go, the road can seem a bit confusing. In fact, it feels like a maze, particularly with the current state of the economy. By attending this year’s NAC in Las Vegas, navigating that maze is a lot easier, thanks to the information and tools you can only get there. So find your way to Vegas. And find yourself in a better place for the future.

From signature design accessories and performance products to electronics and storage solutions, Original BMW Accessories match your BMW to the way you drive — and to the way you live.

© 2009 BMW of North America, LLC. The BMW name, model names and logo are registered trademarks. Printed in the U.S.A. PD1-CCRC03-1M

Original BMW Accessories

Original BMW Accessories

BMW Performance

bmwusa.com

bmwusa.com

bmwusa.com

Skiing or surfing. Biking or boarding. You’re on the road to adventure.

Synchronize your life with BMW technology.

Designed for 1 and 3 Series drivers who believe life has an extra gear.

When your destination includes mountains, oceans, hills or highways, rack systems

Electronics from Original BMW Accessories help you get your life in synch with entertainment,

BMW Performance accessories are made to fuel that fire, with a line of chassis and aerodynamic

from Original BMW Accessories will get you where you’re going.

navigation and security options.

components designed by BMW engineers — with inspiration and expertise straight from the racetrack.

There’s no better time to start talking to your customers about Original BMW Accessories than when they’re browsing the showroom floor. These new posters are designed to get that conversation started, with six designs covering key accessories categories. For more information, contact your Regional Aftersales Manager.

© 2009 BMW of North America, LLC. The BMW name, model names and logos are registered trademarks.

Link Spring 2009   25

BMW Digital Merchandising

bmwusa.com

The Ultimate Driving Machine®

Customizable Aftersales Promotion. Now suitable for framing.

Link

BMW Aftersales Magazine Spring 2009, No. 17 The world of service, parts, accessories and lifestyle.

With nearly 100 slides to choose from and space for customizable copy, the Digital Merchandising Program allows you to promote Aftersales products and services in your showroom with flexibility and impact. To find out more, go to the Aftersales portal on CenterNet.

© 2009 BMW of North America, LLC. The BMW name, model names and logos are registered trademarks.

MAG-017-09

Opportunities Knock 

4 

The “Right” Hire 

8 

PIA 

14 

The CEI Advantage 

16

The Ultimate Driving Machine®