Opportunities Knock 4 The “Right” Hire 8 PIA 14 The CEI Advantage 16

BMWAftersales MagazineSpring 2009, No. 17

The world of service, parts, accessories and lifestyle.

The UltimateDriving Machine®

BMW DigitalMerchandising

The UltimateDriving Machine®bmwusa.com

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

Customizable Aftersales Promotion.Now suitable for framing.

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.

MAG-017-09

Link

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 BMW. In this issue of Link, we’ll define some of those opportunities and show you how other centers continue to generate revenue by putting the customer first. At this year’s NAC, we’re launching a new program designed to build awareness of Original BMW Accessories during the vehicle sales process. Not only will that help increase sales, it will also help Client Advisors deliver a new BMW that meets each customer’s specific 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.

Alan E. Harris Vice President Aftersales

Suggestion Box:

Link was created for you — as a source of information to help you succeed and as a forum for your ideas, suggestions and stories. So it should come as no surprise that your feedback is critical to its success. Please help us make Link magazine everything it can be by sending us your comments.

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.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 accu-rate. 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.

BMW of North AmericaGrant Paullo, Editor in ChiefEmail: grant.paullo@bmwna.comKimberly Byars, Senior EditorEmail: kimberly.byars@bmwna.com

AgencyGreat Big Circle, Inc.224 West 30th StreetSuite 1203New York, NY 10001

Look for this symbol throughout Link to get more information on topics covered in this issue.

16 Touchpoint Success through CEI

18 Fuel Color System news and F1 for every day

22 Wrench Success through CEI

25 Backstretch The journey to NAC

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 Capturing attention through

Digital Merchandising

14 Winner’s Circle Awards and recognition

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

“ For most centers, the business has simply gotten bigger and bigger, and it’s easy to overlook the details. These days, it’s all about getting back to basics as a way to maintain profitability and build loyalty.”

Randy Clements, Warranty Business Development Manager

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 BMW. In this issue of Link, we’ll define some of those opportunities and show you how other centers continue to generate revenue by putting the customer first. At this year’s NAC, we’re launching a new program designed to build awareness of Original BMW Accessories during the vehicle sales process. Not only will that help increase sales, it will also help Client Advisors deliver a new BMW that meets each customer’s specific 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.

Alan E. Harris Vice President Aftersales

Suggestion Box:

Link was created for you — as a source of information to help you succeed and as a forum for your ideas, suggestions and stories. So it should come as no surprise that your feedback is critical to its success. Please help us make Link magazine everything it can be by sending us your comments.

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.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 accu-rate. 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.

BMW of North AmericaGrant Paullo, Editor in ChiefEmail: grant.paullo@bmwna.comKimberly Byars, Senior EditorEmail: kimberly.byars@bmwna.com

AgencyGreat Big Circle, Inc.224 West 30th StreetSuite 1203New York, NY 10001

Look for this symbol throughout Link to get more information on topics covered in this issue.

16 Touchpoint Success through CEI

18 Fuel Color System news and F1 for every day

22 Wrench Success through CEI

25 Backstretch The journey to NAC

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 Capturing attention through

Digital Merchandising

14 Winner’s Circle Awards and recognition

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

“ For most centers, the business has simply gotten bigger and bigger, and it’s easy to overlook the details. These days, it’s all about getting back to basics as a way to maintain profitability and build loyalty.”

Randy Clements, Warranty Business Development Manager

2 Link Spring 2009 Link Spring 2009 3

SLUGOFF The LiNe

AYeS in ActionBMW 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.

Start the CycleThis just in: BMW Motorrad Motorsport will make its debut at the highly competitive 2009 Superbike World Championship, an international race for production-based motorcycles. Performing against top Japanese and European motorsport competitors, the 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 racing heritage tracing all the way back to the R 32 motorcycle in 1923, BMW has previously achieved success on the tracks, including a thrilling photo-finish race in Daytona in 1976. But since the Superbike World Championship was formed in 1988, the race has earned the international clout that has made it the most competitive of all races. While the new BMW team acknowledges the struggles on the road ahead, it is with great enthusiasm that the brand enters the March – October 2009 season. The S 1000 RR bike, from which the racebike concept was conceived, will publicly debut in summer 2009.

Make it TwoBMW proudly accepted two awards for the 10 Best Engines from Ward’s Automotive Group for its twin-turbo gasoline and diesel Inline-6 engines. Having acquired two previous awards since its introduction in 2006, this will be the third win for the BMW 3.0-liter DOHC Inline-6 gasoline engine. Powering 11 U.S. BMW models, from the 135i to the X6 xDrive35i Sports Activity Coupe, the engine features 300hp, twin low-mass turbocharges, High Preci-sion Direct Injection and electrified accessory drives for unrivaled efficiency and responsiveness. The second honor was awarded to 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 on a four-cylinder consumption, the engine provides a level of fuel efficiency never before achieved. “These two awards are further testament that BMW’s EfficientDynamics engineering strategy is delivering the perfor-mance and efficiency that drivers expect today,” said Hans Hohenner, General Manager of Drivetrain Development for BMW Group.

Show BusinessOn March 5 – 15, 2009 BMW will make another powerful statement at the 79th International Geneva Motor Show. Progressive models, technical innovations and dynamic features will appear in the current model portfolio. As a result of the BMW EfficientDynamics development strategy, several model technologies will be upgraded to production standard — meaning a reduction in both fuel consumption and emissions. What’s more, the show marks the European debut of several new models including the BMW Z4, combining athletic power and elegant lines with supreme driving comfort, and the BMW 730Ld, setting a new standard for effi-ciency in the luxury class.

People on the MoveArturo Pineiro, CEO of BMW Group Central and South America, was promoted to the position of Vice President of BMW’s Central Region, beginning May 1.

A Powerhouse CampaignCelebrating the U.S. launch of BMW Advanced Diesel, BMW has released a national campaign to promote a new understanding of the benefits of diesel technology and BMW EfficientDynamics. Starring comedian, writer and producer Brian Unger, the ad series focuses on four key messages: reduced national fuel consumption potential, reduced environmental impact, increased driving range and individual fuel savings. The campaign highlights the U.S. release of the BMW 335d Sedan and the BMW X5 xDrive35d Sports Activity Vehicle models equipped with BMW Advanced Diesel with BluePerformance. The ad has ran on FOX and ABC national tv shows, with corresponding print ads in The New Yorker, 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 diesel technology, which offers a range of 580 miles per tank, yields up to 36 miles per gallon, reduces harmful CO2 emissions by 20 percent, and delivers superior performance over competitive makes,” said Jack Pitney, Vice President, Marketing, BMW of North America.

New BeginningsAfter six years as the Vice President Aftersales, BMW of North America, Alan harris has accepted the position of Managing Director of BMW Group’s Regional Office eastern europe, Africa and Caribbean, starting April 1. As Vice President, Mr. harris was instrumental in growing Aftersales with a “fix the customer first” approach that elevated service and positioned BMW centers as the one-stop-shop for customers. Beginning April 1, Mr. harris will be succeeded in that role by Dan Creed, currently Vice President of BMW’s Southern Region and a 12-year BMW veteran.

By Land and By SeaAs a result of a special collaboration between Europe’s top- ranked yacht builder, Bavaria Yachtbau GmbH and BMW Group DesignworksUSA, global design consultancy, the all-new Deep Blue 46 vessel was presented at The Düsseldorf Boat Show, held January 17 – 25, 2009. A leader in cutting-edge design, BMW Group DesignWorks eagerly accepted the opportunity to extend Bavaria’s motorboat range into the premium segment with the sleek innovation of a luxury sailing yacht. Powerful lines, expres-sive proportions and a continued attention to performance and value, make The Deep Blue 46 the perfect balance of creativity and functionality.

2 Link Spring 2009 Link Spring 2009 3

SLUGOFF The LiNe

AYeS in ActionBMW 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.

Start the CycleThis just in: BMW Motorrad Motorsport will make its debut at the highly competitive 2009 Superbike World Championship, an international race for production-based motorcycles. Performing against top Japanese and European motorsport competitors, the 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 racing heritage tracing all the way back to the R 32 motorcycle in 1923, BMW has previously achieved success on the tracks, including a thrilling photo-finish race in Daytona in 1976. But since the Superbike World Championship was formed in 1988, the race has earned the international clout that has made it the most competitive of all races. While the new BMW team acknowledges the struggles on the road ahead, it is with great enthusiasm that the brand enters the March – October 2009 season. The S 1000 RR bike, from which the racebike concept was conceived, will publicly debut in summer 2009.

Make it TwoBMW proudly accepted two awards for the 10 Best Engines from Ward’s Automotive Group for its twin-turbo gasoline and diesel Inline-6 engines. Having acquired two previous awards since its introduction in 2006, this will be the third win for the BMW 3.0-liter DOHC Inline-6 gasoline engine. Powering 11 U.S. BMW models, from the 135i to the X6 xDrive35i Sports Activity Coupe, the engine features 300hp, twin low-mass turbocharges, High Preci-sion Direct Injection and electrified accessory drives for unrivaled efficiency and responsiveness. The second honor was awarded to 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 on a four-cylinder consumption, the engine provides a level of fuel efficiency never before achieved. “These two awards are further testament that BMW’s EfficientDynamics engineering strategy is delivering the perfor-mance and efficiency that drivers expect today,” said Hans Hohenner, General Manager of Drivetrain Development for BMW Group.

Show BusinessOn March 5 – 15, 2009 BMW will make another powerful statement at the 79th International Geneva Motor Show. Progressive models, technical innovations and dynamic features will appear in the current model portfolio. As a result of the BMW EfficientDynamics development strategy, several model technologies will be upgraded to production standard — meaning a reduction in both fuel consumption and emissions. What’s more, the show marks the European debut of several new models including the BMW Z4, combining athletic power and elegant lines with supreme driving comfort, and the BMW 730Ld, setting a new standard for effi-ciency in the luxury class.

People on the MoveArturo Pineiro, CEO of BMW Group Central and South America, was promoted to the position of Vice President of BMW’s Central Region, beginning May 1.

A Powerhouse CampaignCelebrating the U.S. launch of BMW Advanced Diesel, BMW has released a national campaign to promote a new understanding of the benefits of diesel technology and BMW EfficientDynamics. Starring comedian, writer and producer Brian Unger, the ad series focuses on four key messages: reduced national fuel consumption potential, reduced environmental impact, increased driving range and individual fuel savings. The campaign highlights the U.S. release of the BMW 335d Sedan and the BMW X5 xDrive35d Sports Activity Vehicle models equipped with BMW Advanced Diesel with BluePerformance. The ad has ran on FOX and ABC national tv shows, with corresponding print ads in The New Yorker, 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 diesel technology, which offers a range of 580 miles per tank, yields up to 36 miles per gallon, reduces harmful CO2 emissions by 20 percent, and delivers superior performance over competitive makes,” said Jack Pitney, Vice President, Marketing, BMW of North America.

New BeginningsAfter six years as the Vice President Aftersales, BMW of North America, Alan harris has accepted the position of Managing Director of BMW Group’s Regional Office eastern europe, Africa and Caribbean, starting April 1. As Vice President, Mr. harris was instrumental in growing Aftersales with a “fix the customer first” approach that elevated service and positioned BMW centers as the one-stop-shop for customers. Beginning April 1, Mr. harris will be succeeded in that role by Dan Creed, currently Vice President of BMW’s Southern Region and a 12-year BMW veteran.

By Land and By SeaAs a result of a special collaboration between Europe’s top- ranked yacht builder, Bavaria Yachtbau GmbH and BMW Group DesignworksUSA, global design consultancy, the all-new Deep Blue 46 vessel was presented at The Düsseldorf Boat Show, held January 17 – 25, 2009. A leader in cutting-edge design, BMW Group DesignWorks eagerly accepted the opportunity to extend Bavaria’s motorboat range into the premium segment with the sleek innovation of a luxury sailing yacht. Powerful lines, expres-sive proportions and a continued attention to performance and value, make The Deep Blue 46 the perfect balance of creativity and functionality.

4 Link Spring 2009 Link Spring 2009 5

SLUGFeATUReFeATURe

Aftersales Balanced Scorecard (ABS)The ABS program has only been out 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.

Melody Mikulewicz, Warranty Plan-ning & Systems Manager, says a good practice to implement is to make a printout of the Vehicle History Inquiry as soon as the customer makes an appoint-ment: “There we have a section clearly stating open campaigns for the car. So they would know what’s required that’s still not done, and then based on that they would look at the bulletin and find out what parts they need to coordinate with the parts department.” Mr. Clements stresses that the

“Missed Opportunities report is a tool that gives the manager an opportunity to look at all the instances where a car was in the workshop, had work that needed to be done but it wasn’t done before the car left. He or she can filter that by advisor or technician to actually find out where the opportunity is being missed,” he explains.

“Maybe it’s not the whole process that is breaking down, it’s just an individual or a team in the service process.” Mr. Demski says that even though the customer could return for the work at a later date, it’s not as efficient as sched-uling everything up front. “Now you have

“When the customer schedules an appointment, at that point in time you should be proactive in researching the Vehicle History Inquiry to find out whether there is any additional work required,” Clements explains. “It’s at that point that you can make the appropriate accommodations, whether it’s in the shop time, making sure alternative trans-portation is available or ordering the appropriate parts.” If that opportunity is missed, Mr. Clements continues, “There should be a process in place to check for it again at the time of the visit. Ultimately, there could even be a final check before the car is delivered back to the customer; verifying that every opportunity you had was taken.” Mr. Demski points out that it’s more than just a profit opportunity; it’s a legal responsibility when it comes to recall situations. “Especially if it’s a recall mandated by the government, where there is a safety or liability issue; we really need the centers to help us achieve 100 percent recall completion.

to handle the customer twice,” he explains. “You need to write another repair order; you need to perhaps give the customer another BMW service loaner or rental car; you need to tie the technician up again — even the greeter, the wash attendant, the valet and the invoice team are doubling their work. What’s worse, he adds, “Customers physically were there. They didn’t have to market to get those customers in. They were physically in their shop, and they left with open work not being claimed.” Ms. Mikulewicz notes that as of 2009 January month-end, the national Missed Opportunities rate is a whopping 7,682 instances. The figure translates into 2.27 percent of all potential BMW services that should have been performed in that time period. The second ABS report that can help centers to get the customer to bring the car to the dealership is the Recall Analysis by VIN report. “Let’s say that you are running out of work early in your service department,” offers Ms. Mikulewicz. “You can then use the Recall Analysis by VIN report to drill down to the details and find out the VIN and the customer’s name and address. All that is left to do is contact the customer and schedule an appointment and potentially sell them Maintenance upgrade or OOPP program.” With this report, it doesn’t even have to be cars that have been in your center for service. Centers can match the VINs with open recalls that match all the cars in which, depending on the situ-ation, they’ve sold, serviced or are in their primary market area.

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

“This one is not a ‘missed’ opportu-nity, but it is a ‘new’ business opportunity,” says Mr. Clements. “This report gives centers the path to reach the customer however they see fit.” Mr. Demski also sees it as a great opportunity to reconnect with a customer whom the center might otherwise not have seen for months. “If you bring them in to do the recall component, maybe there’s also an opportunity to sell a Main-tenance Program Upgrade, accessory or even detail the car through the SPA program,” he offers. Yet another potential ABS sales booster resides in the Dealer Inquiry report’s eligibility for extended service or maintenance contracts function. “If the advisors print the vehicle history inquiry prior to having the customer come in, not only can they do a better planning for their recall, they also can see the eligible service contracts that they can sell,” Ms. Mikulewicz says.

“We highlight this item in green, based on the car’s age, not mileage. So in the meantime they could say ‘By the way, your car’s Standard Maintenance Program is going to expire in a month, and we are currently offering a Mainte-nance Program Upgrade.” It’s a true win-win, says Mr. Demski:

“Not only do you sell the product, but you keep the customer coming back to the store for an additional two years. There’s more labor and parts sales along with customer retention and perhaps they may consider purchasing a new vehicle or CPO from you down the road.”

TeleServiceTeleService 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 func-tion 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

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.

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.

4 Link Spring 2009 Link Spring 2009 5

SLUGFeATUReFeATURe

Aftersales Balanced Scorecard (ABS)The ABS program has only been out 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.

Melody Mikulewicz, Warranty Plan-ning & Systems Manager, says a good practice to implement is to make a printout of the Vehicle History Inquiry as soon as the customer makes an appoint-ment: “There we have a section clearly stating open campaigns for the car. So they would know what’s required that’s still not done, and then based on that they would look at the bulletin and find out what parts they need to coordinate with the parts department.” Mr. Clements stresses that the

“Missed Opportunities report is a tool that gives the manager an opportunity to look at all the instances where a car was in the workshop, had work that needed to be done but it wasn’t done before the car left. He or she can filter that by advisor or technician to actually find out where the opportunity is being missed,” he explains.

“Maybe it’s not the whole process that is breaking down, it’s just an individual or a team in the service process.” Mr. Demski says that even though the customer could return for the work at a later date, it’s not as efficient as sched-uling everything up front. “Now you have

“When the customer schedules an appointment, at that point in time you should be proactive in researching the Vehicle History Inquiry to find out whether there is any additional work required,” Clements explains. “It’s at that point that you can make the appropriate accommodations, whether it’s in the shop time, making sure alternative trans-portation is available or ordering the appropriate parts.” If that opportunity is missed, Mr. Clements continues, “There should be a process in place to check for it again at the time of the visit. Ultimately, there could even be a final check before the car is delivered back to the customer; verifying that every opportunity you had was taken.” Mr. Demski points out that it’s more than just a profit opportunity; it’s a legal responsibility when it comes to recall situations. “Especially if it’s a recall mandated by the government, where there is a safety or liability issue; we really need the centers to help us achieve 100 percent recall completion.

to handle the customer twice,” he explains. “You need to write another repair order; you need to perhaps give the customer another BMW service loaner or rental car; you need to tie the technician up again — even the greeter, the wash attendant, the valet and the invoice team are doubling their work. What’s worse, he adds, “Customers physically were there. They didn’t have to market to get those customers in. They were physically in their shop, and they left with open work not being claimed.” Ms. Mikulewicz notes that as of 2009 January month-end, the national Missed Opportunities rate is a whopping 7,682 instances. The figure translates into 2.27 percent of all potential BMW services that should have been performed in that time period. The second ABS report that can help centers to get the customer to bring the car to the dealership is the Recall Analysis by VIN report. “Let’s say that you are running out of work early in your service department,” offers Ms. Mikulewicz. “You can then use the Recall Analysis by VIN report to drill down to the details and find out the VIN and the customer’s name and address. All that is left to do is contact the customer and schedule an appointment and potentially sell them Maintenance upgrade or OOPP program.” With this report, it doesn’t even have to be cars that have been in your center for service. Centers can match the VINs with open recalls that match all the cars in which, depending on the situ-ation, they’ve sold, serviced or are in their primary market area.

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

“This one is not a ‘missed’ opportu-nity, but it is a ‘new’ business opportunity,” says Mr. Clements. “This report gives centers the path to reach the customer however they see fit.” Mr. Demski also sees it as a great opportunity to reconnect with a customer whom the center might otherwise not have seen for months. “If you bring them in to do the recall component, maybe there’s also an opportunity to sell a Main-tenance Program Upgrade, accessory or even detail the car through the SPA program,” he offers. Yet another potential ABS sales booster resides in the Dealer Inquiry report’s eligibility for extended service or maintenance contracts function. “If the advisors print the vehicle history inquiry prior to having the customer come in, not only can they do a better planning for their recall, they also can see the eligible service contracts that they can sell,” Ms. Mikulewicz says.

“We highlight this item in green, based on the car’s age, not mileage. So in the meantime they could say ‘By the way, your car’s Standard Maintenance Program is going to expire in a month, and we are currently offering a Mainte-nance Program Upgrade.” It’s a true win-win, says Mr. Demski:

“Not only do you sell the product, but you keep the customer coming back to the store for an additional two years. There’s more labor and parts sales along with customer retention and perhaps they may consider purchasing a new vehicle or CPO from you down the road.”

TeleServiceTeleService 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 func-tion 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

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.

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.

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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 response to incoming requests. As an added benefit, appointments can be scheduled for a time that will ensure proper workshop capacity, alternative transportation planning and ordering of necessary parts. Not every center has a BDC, so Mr. Silva stresses that it’s important to integrate TeleService request processing in a way that makes sense at your center.

“To realize the true value of TeleService, it is important that the responsible indi-vidual proactively contact customers as soon as the request is received and that the necessary services are reviewed for workshop and parts availability planning.” And even if the back end of TeleSer-vice is running smoothly at your center, consider the education you are offering the customer at the point of sale. Is the Client Advisor explaining all the bene-fits of the program at vehicle delivery? “Raising awareness is half the battle,” Mr. Silva says. “Almost all our cars sold 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 another reason why now is the critical time to make it part of your everyday process to help grow your business and increase your customer satisfaction.”

The Personal Accessories Planner introduces customers to the world of accessories by explaining six main categories: Design, Adventure, Conve-nience, Preservation, Performance and Electronics. Designed for every consumer from the potential customer to the enthusiast, the text and imagery are meant to entice the reader to learn more about what’s available for their car and lifestyle to make their experience with the Ultimate Driving Machine a unique and personalized one.

Driver

Model

Personal Accessories

Planner

Putting all of these initiatives together, from the ABS reports to the eCommerce opportunities, can only help strengthen your business. As Mr. Clements concludes, many of these tools aren’t new, and they don’t cost the center money. “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.”

Sales Support & eCommerceWhereas the ABS reports and TeleService program focus on existing customers, there is plenty of room for Aftersales growth for new and soon-to-be-new customers. All it takes is a concentration in focus by Client Advisors to empha-size 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:

The Client Advisor Guide is a six-page guide that serves as a helpful accesso-ries sales tool for Client Advisors. Starting with an introduction to the four accessories categories outlined in the planner, the guide goes on to provide top sellers based on seasonality, tips on talking points for the sales process, a tool for calculated installed pricing and more.

BMW Client Advisor Guide

bmwusa.com

Original BMW AccessoriesClient Advisor OverviewAccessories Consultation Within the Vehicle Sales Process

The Digital Merchandising Program is one that enables BMW centers to cust omize digital slides promoting Aftersales products and services, to show on digital picture frames throughout the center. (For more information on the implementation of this program, please see page 12).

The accessories Web site, accessories.bmwusa.com, is one that has been eagerly awaited, and has proven to be well worth the wait. Showing each and every accessory available for each BMW model, customers can even order a part from their local BMW center from the main site. Additionally, should a customer choose a part that requires installation, by selecting their center of choice, installation pricing is provided to them, as well.

Taking that idea a step further, the Port Installed Guide explains to centers how to order vehicles to arrive with installed accessories directly from the port. Essentially, delivering a personalized BMW that can be driven right off the lot “without any worries of parts availability, paint matching or tie-up the service drive.”

BMW Port Installed Program

bmwusa.com

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

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. Also helpful, are the Quick Catalog Pages that compile easy-to-read lists of all the accessories available for a specific BMW model.

eCommerce initiatives are growing by leaps and bounds for BMW NA. Nearly every lifestyle item available in-store at the Boutique can also be purchased online at www.bmw-online.com, for example, and many centers are exploring the profitability of putting up a Boutique page on their own Web sites, as well.

6 Link Spring 2009 Link Spring 2009 7

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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 response to incoming requests. As an added benefit, appointments can be scheduled for a time that will ensure proper workshop capacity, alternative transportation planning and ordering of necessary parts. Not every center has a BDC, so Mr. Silva stresses that it’s important to integrate TeleService request processing in a way that makes sense at your center.

“To realize the true value of TeleService, it is important that the responsible indi-vidual proactively contact customers as soon as the request is received and that the necessary services are reviewed for workshop and parts availability planning.” And even if the back end of TeleSer-vice is running smoothly at your center, consider the education you are offering the customer at the point of sale. Is the Client Advisor explaining all the bene-fits of the program at vehicle delivery? “Raising awareness is half the battle,” Mr. Silva says. “Almost all our cars sold 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 another reason why now is the critical time to make it part of your everyday process to help grow your business and increase your customer satisfaction.”

The Personal Accessories Planner introduces customers to the world of accessories by explaining six main categories: Design, Adventure, Conve-nience, Preservation, Performance and Electronics. Designed for every consumer from the potential customer to the enthusiast, the text and imagery are meant to entice the reader to learn more about what’s available for their car and lifestyle to make their experience with the Ultimate Driving Machine a unique and personalized one.

Driver

Model

Personal Accessories

Planner

Putting all of these initiatives together, from the ABS reports to the eCommerce opportunities, can only help strengthen your business. As Mr. Clements concludes, many of these tools aren’t new, and they don’t cost the center money. “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.”

Sales Support & eCommerceWhereas the ABS reports and TeleService program focus on existing customers, there is plenty of room for Aftersales growth for new and soon-to-be-new customers. All it takes is a concentration in focus by Client Advisors to empha-size 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:

The Client Advisor Guide is a six-page guide that serves as a helpful accesso-ries sales tool for Client Advisors. Starting with an introduction to the four accessories categories outlined in the planner, the guide goes on to provide top sellers based on seasonality, tips on talking points for the sales process, a tool for calculated installed pricing and more.

BMW Client Advisor Guide

bmwusa.com

Original BMW AccessoriesClient Advisor OverviewAccessories Consultation Within the Vehicle Sales Process

The Digital Merchandising Program is one that enables BMW centers to cust omize digital slides promoting Aftersales products and services, to show on digital picture frames throughout the center. (For more information on the implementation of this program, please see page 12).

The accessories Web site, accessories.bmwusa.com, is one that has been eagerly awaited, and has proven to be well worth the wait. Showing each and every accessory available for each BMW model, customers can even order a part from their local BMW center from the main site. Additionally, should a customer choose a part that requires installation, by selecting their center of choice, installation pricing is provided to them, as well.

Taking that idea a step further, the Port Installed Guide explains to centers how to order vehicles to arrive with installed accessories directly from the port. Essentially, delivering a personalized BMW that can be driven right off the lot “without any worries of parts availability, paint matching or tie-up the service drive.”

BMW Port Installed Program

bmwusa.com

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

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. Also helpful, are the Quick Catalog Pages that compile easy-to-read lists of all the accessories available for a specific BMW model.

eCommerce initiatives are growing by leaps and bounds for BMW NA. Nearly every lifestyle item available in-store at the Boutique can also be purchased online at www.bmw-online.com, for example, and many centers are exploring the profitability of putting up a Boutique page on their own Web sites, as well.

8 Link Spring 2009 Link Spring 2009 9

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employee Recruitment: Beating the OddsFour steps to beating the odds and hiring right the first time.

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 trans-lates into customer satisfaction (CSI).” There is good news ahead though, you can hire the right person 90 percent of the time by following the four steps laid out in ghSMART’s “The A Method for Hiring.”

Step 1: SCOReCARDCreating the Scorecard

The first step in the A Method is to create a “Scorecard” that spells out in detail the role you’re hiring for. Use this to define your ideal employee. At the top of the scorecard, write

your mission for the position—the guts of what you want the person to do. (See example on page 10) Next, add five to seven outcomes or measurable goals the new hire will be expected to achieve. They may relate to revenue growth, building a team of “A-players” or opening a new division, etc. Finally, complete the scorecard with a list of competencies, characteristics the person will need to succeed in your environment. Examples include, “strong communication skills,” “results-oriented,”

“team player” and “high integrity.” After you interview each candidate, use the right-hand column to evaluate that person against each criteria. Note: You will want to share this with your new A player before he or she accepts the position, but do not let him or her see it during the interview process. Doing so would be like giving them the answer key.

Step 2: SOURCeGenerate a Steady Supply of the Right Candidates

At Savage BMW in Ontario, Calif., the family-owned facility receives a steady stream of applicants from employee referrals and word of mouth, Shop Director Robert Chidiac says. “They have had this store for many years and have established an excellent reputation as employers.” According to the A Method, cultivating your personal and business networks are two of the most successful

ways of finding qualified candidates. To jump start this process, brain-storm a list of ten or more contacts who could refer job candidates to you. Remember that the A players are usually employed. If you find a candi-date you would like to interview or hire, consider calling them to introduce yourself and just say you would like to know what their career goals are. You can begin a no-pressure dialogue. Even though Rallye BMW’s HR department is flooded with applications like Savage BMW’s, that doesn’t stop the management team from proactively recruiting candidates from both the Service Education Technician Program (STEP) as well as privately held job fairs. BMW centers can also post open-ings at www.bmwretailcareers.com. The site provides a link to monster.com, where potential candidates can search for openings by location. It also has a job referral portal for the 339 BMW facilities that have developed referral links with the armed forces, post- secondary schools, the national network of One Stop Career Centers, trade asso-ciations and job banks.

Step 3: SeLeCT The Screening interview

When it comes to interviewing potential hires, Chidiac prides himself on being able to read their faces, expressions and hesitation in answering a question. “I’ve learned to read between ‘their’ lines,” he

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

says. “But my toughest part is that you can never tell any tech’s technical ability until ‘after’ the fact and he’s already turning wrenches.” Fortunately, the A Method has a way of addressing any candidate’s skill sets, whether they’re technical or sales. The A Method’s three-step inter-view process begins with a 45-minute phone call known as the Screening Interview. The goal: Eliminate the wrong candidates by asking these questions:

1. What are your career goals? (Do they want things our company can give them?)

2. What are you really good at profession-ally? Please give me some examples.

3. What are you not good at or not interested in? Please give me some examples.

If your candidate “passes” the first three questions, move on to the final question:

4. Who were your last five bosses, and how will they each rate your perfor-mance when we talk with them (1-10)? Why? (Raise a red flag for any candi-date who discredits a previous boss.)

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? 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.

The Topgrading interviewThis is the hardest but most important step in the process. Each candidate should spend three to four hours with you in the morning, followed by lunch with someone else and then three more 45-minute interviews with different individuals. While this sounds like a time-consuming process, remember that only prospects who survive the Screening Interview are invited in for the formal interview. Begin by asking your candidate about his or her education. Ask for GPAs 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 quickly through the first few and then slow down for the last three or four. Spend 20 to 30 minutes on each job and ask these questions:

1. What were you hired to do?

2. What accomplishments are you most proud of?

3. What were some low points during that job?

4. Who were the people you worked with? Specifically:

a. Bosses: 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.)

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 is performing at the “A” level?

2. Source: Job ads do nothing more than fill your in box with clutter as hundreds of the

“wrong” candidates send you 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 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 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 inter-ests 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 deci-sions 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 author of “Who: The A Method for Hiring.”

8 Link Spring 2009 Link Spring 2009 9

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employee Recruitment: Beating the OddsFour steps to beating the odds and hiring right the first time.

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 trans-lates into customer satisfaction (CSI).” There is good news ahead though, you can hire the right person 90 percent of the time by following the four steps laid out in ghSMART’s “The A Method for Hiring.”

Step 1: SCOReCARDCreating the Scorecard

The first step in the A Method is to create a “Scorecard” that spells out in detail the role you’re hiring for. Use this to define your ideal employee. At the top of the scorecard, write

your mission for the position—the guts of what you want the person to do. (See example on page 10) Next, add five to seven outcomes or measurable goals the new hire will be expected to achieve. They may relate to revenue growth, building a team of “A-players” or opening a new division, etc. Finally, complete the scorecard with a list of competencies, characteristics the person will need to succeed in your environment. Examples include, “strong communication skills,” “results-oriented,”

“team player” and “high integrity.” After you interview each candidate, use the right-hand column to evaluate that person against each criteria. Note: You will want to share this with your new A player before he or she accepts the position, but do not let him or her see it during the interview process. Doing so would be like giving them the answer key.

Step 2: SOURCeGenerate a Steady Supply of the Right Candidates

At Savage BMW in Ontario, Calif., the family-owned facility receives a steady stream of applicants from employee referrals and word of mouth, Shop Director Robert Chidiac says. “They have had this store for many years and have established an excellent reputation as employers.” According to the A Method, cultivating your personal and business networks are two of the most successful

ways of finding qualified candidates. To jump start this process, brain-storm a list of ten or more contacts who could refer job candidates to you. Remember that the A players are usually employed. If you find a candi-date you would like to interview or hire, consider calling them to introduce yourself and just say you would like to know what their career goals are. You can begin a no-pressure dialogue. Even though Rallye BMW’s HR department is flooded with applications like Savage BMW’s, that doesn’t stop the management team from proactively recruiting candidates from both the Service Education Technician Program (STEP) as well as privately held job fairs. BMW centers can also post open-ings at www.bmwretailcareers.com. The site provides a link to monster.com, where potential candidates can search for openings by location. It also has a job referral portal for the 339 BMW facilities that have developed referral links with the armed forces, post- secondary schools, the national network of One Stop Career Centers, trade asso-ciations and job banks.

Step 3: SeLeCT The Screening interview

When it comes to interviewing potential hires, Chidiac prides himself on being able to read their faces, expressions and hesitation in answering a question. “I’ve learned to read between ‘their’ lines,” he

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

says. “But my toughest part is that you can never tell any tech’s technical ability until ‘after’ the fact and he’s already turning wrenches.” Fortunately, the A Method has a way of addressing any candidate’s skill sets, whether they’re technical or sales. The A Method’s three-step inter-view process begins with a 45-minute phone call known as the Screening Interview. The goal: Eliminate the wrong candidates by asking these questions:

1. What are your career goals? (Do they want things our company can give them?)

2. What are you really good at profession-ally? Please give me some examples.

3. What are you not good at or not interested in? Please give me some examples.

If your candidate “passes” the first three questions, move on to the final question:

4. Who were your last five bosses, and how will they each rate your perfor-mance when we talk with them (1-10)? Why? (Raise a red flag for any candi-date who discredits a previous boss.)

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? 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.

The Topgrading interviewThis is the hardest but most important step in the process. Each candidate should spend three to four hours with you in the morning, followed by lunch with someone else and then three more 45-minute interviews with different individuals. While this sounds like a time-consuming process, remember that only prospects who survive the Screening Interview are invited in for the formal interview. Begin by asking your candidate about his or her education. Ask for GPAs 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 quickly through the first few and then slow down for the last three or four. Spend 20 to 30 minutes on each job and ask these questions:

1. What were you hired to do?

2. What accomplishments are you most proud of?

3. What were some low points during that job?

4. Who were the people you worked with? Specifically:

a. Bosses: 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.)

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 is performing at the “A” level?

2. Source: Job ads do nothing more than fill your in box with clutter as hundreds of the

“wrong” candidates send you 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 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 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 inter-ests 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 deci-sions 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 author of “Who: The A Method for Hiring.”

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1. Fit. “Here is where we’re going as a company, and here’s how you fit in.”

2. Family. “What can we do to make this change as easy as possible for your family?”

3. Freedom. Reassure the candidate that 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 one that you’ll really enjoy.”

When they accept, make a big deal out 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.”

b. Teams: How would you rate the team you inherited on an A, B, C sale? What changes did you make? Did you hire anybody? Fire anybody? How would you rate the team on an A, B, C scale when you left?

5. Why did you leave that job? (Be alert for vague language here. It could be a red flag that there’s more to tell.)

Finally, ask them for their career goals.

The Focused and Reference interviews

For the three afternoon sessions, each interviewer should concentrate on one aspect of the “Outcomes” section from your scorecard. It is easier on the inter-viewer, and it keeps the candidate from being asked the same questions. During these interviews, ask the candidate:

1. The purpose of this interview is to talk about (one or more key outcomes or competencies).

2. What are some of the biggest accomplishments you have had in this area?

3. What 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 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-dates to the top one or two, it’s your turn to sell them on your company. Smart recommends the five Fs of selling:

Role: General Manager

Mission: RiverCo is a manufacturer of hydro-electric turbines, pumps and industrial tools and is hiring a 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 and responsibility for more than 300 staff.

Outcomes Ratings and Comments (to be completed after interview)

1. Grow revenue from $200M to $400M over the next five years, achieving 15% annual growth.

• Existingproductswillrepresent80%ofthisgrowth. • Newproductswillaccountfortheremaining20%.

A Mr. Smith is currently the VP Sales of a $500M company and has consistently grown revenue by 20% per year.

2. Build a team composed of 90% or more A Players within the next three years (currently about 20%).

• Ensure100%ofdirectreportsareA Players within a year.

• EnsureconsistentuseoftheA Method for Hiring in division.

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

3. expand capacity to accommodate 15% annual growth.

• Currentplantnearingcapacity.Expansionmustbeobtained through operational efficiency.

B Mr. Smith understands operations enough to know how sales impacts capacity, but has limited experience in a plant.

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 could inhibit his ability to address plant capacity given his lack of experience there

Scorecard Example

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1. Fit. “Here is where we’re going as a company, and here’s how you fit in.”

2. Family. “What can we do to make this change as easy as possible for your family?”

3. Freedom. Reassure the candidate that 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 one that you’ll really enjoy.”

When they accept, make a big deal out 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.”

b. Teams: How would you rate the team you inherited on an A, B, C sale? What changes did you make? Did you hire anybody? Fire anybody? How would you rate the team on an A, B, C scale when you left?

5. Why did you leave that job? (Be alert for vague language here. It could be a red flag that there’s more to tell.)

Finally, ask them for their career goals.

The Focused and Reference interviews

For the three afternoon sessions, each interviewer should concentrate on one aspect of the “Outcomes” section from your scorecard. It is easier on the inter-viewer, and it keeps the candidate from being asked the same questions. During these interviews, ask the candidate:

1. The purpose of this interview is to talk about (one or more key outcomes or competencies).

2. What are some of the biggest accomplishments you have had in this area?

3. What 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 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-dates to the top one or two, it’s your turn to sell them on your company. Smart recommends the five Fs of selling:

Role: General Manager

Mission: RiverCo is a manufacturer of hydro-electric turbines, pumps and industrial tools and is hiring a 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 and responsibility for more than 300 staff.

Outcomes Ratings and Comments (to be completed after interview)

1. Grow revenue from $200M to $400M over the next five years, achieving 15% annual growth.

• Existingproductswillrepresent80%ofthisgrowth. • Newproductswillaccountfortheremaining20%.

A Mr. Smith is currently the VP Sales of a $500M company and has consistently grown revenue by 20% per year.

2. Build a team composed of 90% or more A Players within the next three years (currently about 20%).

• Ensure100%ofdirectreportsareA Players within a year.

• EnsureconsistentuseoftheA Method for Hiring in division.

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

3. expand capacity to accommodate 15% annual growth.

• Currentplantnearingcapacity.Expansionmustbeobtained through operational efficiency.

B Mr. Smith understands operations enough to know how sales impacts capacity, but has limited experience in a plant.

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 could inhibit his ability to address plant capacity given his lack of experience there

Scorecard Example

12 Link Spring 2009 Link Spring 2009 13

SLUGFRONT AND CeNTeR

Digital Frames 101If 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.

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

Digital picture frames are becoming ubiquitous these days. Whether the frame in question is in front of the cash register of your local restaurant, advertising the catch of the day, or on your mom’s mantle, cycling through colorful images, it’s difficult not to become mesmerized by the endlessly 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-

tion,” she says. “They serve as ice-breakers as well as informational, as they can help to uncover customer interests.” Headlines include: ‘Repair or replace? We’re all for Clarity’ for Glass Repair or for Portable Navigation, ‘It can take you anywhere. You can take it everywhere.’”

Getting NoticedOne 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 as the pictures now reside on CompactFlash cards.

12 Link Spring 2009 Link Spring 2009 13

SLUGFRONT AND CeNTeR

Digital Frames 101If 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.

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

Digital picture frames are becoming ubiquitous these days. Whether the frame in question is in front of the cash register of your local restaurant, advertising the catch of the day, or on your mom’s mantle, cycling through colorful images, it’s difficult not to become mesmerized by the endlessly 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-

tion,” she says. “They serve as ice-breakers as well as informational, as they can help to uncover customer interests.” Headlines include: ‘Repair or replace? We’re all for Clarity’ for Glass Repair or for Portable Navigation, ‘It can take you anywhere. You can take it everywhere.’”

Getting NoticedOne 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 as the pictures now reside on CompactFlash cards.

14 Link Spring 2009 Link Spring 2009 15

SLUGWiNNeR’S CiRCLe

For more information about Profiles in Achievement

logon to CenterNet > BMW > Recognition Programs >

Profiles in Achievement

Take a Victory Lap

Technician WinnersName BMW CenterJeff Beyer BMW of Humboldt BayDustin Brey Voss Village BMWLewis Busse Peter Pan BMWRyan Butler Carrera BMWChristopher Cupler Erhard BMW of Bloomfield HillsSteve Cox Roadshow BMWChris Dusko Dick Horrigan BMWNathan Edwards Firmage BMW of MurrayCarlos Espinosa Lauderdale BMW of Fort LauderdaleJason Fabek Checkered Flag BMWJustin Fournier BMW of Ann ArborRolnei Franzen South Bay BMWTimothy From Nalley BMW of DecaturTony Gomez Prestige ImportsAndrew Graham The BMW StoreDavid Graham BMW of NashvilleHerbert Hilton Autobahn MotorcarsMark Huber BMW of NashvilleBrien Lesko Hunterdon BMWDavid Matsumoto Passport BMWBradley McBride Sam Swope BMWWilliam Miller Tom Williams ImportsJames Millikin BMW of NashvilleDustin Morrill BMW of LincolnDavid Moyer Otto's BMWAaron Munds Twin City BMW

Service and Parts DirectorsName BMW CenterCharles Sigmon Hendrick BMW

Certified Collision Repair Center (CCRC) ManagerWill Messer United BMW

Warranty AdministratorsKris Hesselink Sharpe BMWRonald Kibbe BMW of AustinKaren Wimpee BMW of Little Rock

Shop ForemenName BMW CenterRaymond Adam Open Road BMWHenry Gelb BMW of MonroviaRichard Green Grayson BMWDavid Keirstead Center BMWTim Rivers Taylor BMWEliot Tecsi Dreyer & Reinbold, Inc.Charles Vieni Prestige BMW

TechniciansJimmy Amaro Tomkinson AutomotiveSebouh Bedrosian Beverly Hills BMWDavid Baumann BMW of DubuqueIsaac Brock Westchester BMWScott Brown BMW of BeaumontKevin Ciccariello Tulley BMWRon Clark Checkered Flag BMWIan Clemmer Santa Fe BMWTommy Grabarek Dreyer & Reinbold, Inc.Eduardo Gutierrez South Bay BMWBrian Horne BMW of RiversideAnzor Khataev BMW of PeabodyDennis Kleese BMW of the Main LinePeter Limone Sandia BMWMichael McCord Erhard BMW of Bloomfield HillsJeffery Minor Grayson BMWKeith Patterson Jake Sweeney BMWJesse Price Reeves Import Motorcars, Inc.Jason Putelis Wagner BMW of ShrewsburyMarco Rebolledo Classic BMWMark Rice Lauderdale BMW of Fort LauderdaleCarlos Ruiz South Motors BMWLucas Statts Daniels BMWAdam Summerfelt Rasmussen BMWGeorge Terrazas Crevier BMWJonathan Travis Advantage BMWHoward Walden Basney BMW

Service ManagersChris Blocker Hendrick BMWWendy Flaherty Sharpe BMWGregory Garwood Dick Horrigan BMWDavid Parker BMW of AustinRandy Plummer Roadshow BMWBryan Radin Tischer BMW of Silver Spring

Service AdvisorsJorge Ghiggia Westchester BMWMike Kasparian Firmage BMW of MurrayAlan Kurtz Checkered Flag BMWWarren Matsui Steve Thomas BMWAndrew Oakes Bell BMWMichael Pickell Grayson BMW

Parts ManagersSteve Bultema Sharpe BMWRuben Fontanez Dick Horrigan BMWArnold Longoria BMW of AustinChris Maroulis Hendrick BMWDonnie Mitchell Tischer BMW of Silver SpringJon Pack Roadshow BMW

Parts AdvisorsDale Danley Nalley BMW of DecaturPeter Esshaki Erhard BMW of Farmington HillsScott Ferreira BMW of NewportKurt Hite Erhard BMW of Bloomfield HillsCasey Reese Reliable BMWJody Rutherford Voss Village BMW

Name BMW CenterAlex Navarro Lauderdale BMW of Fort LauderdaleWilliam Osborn Firmage BMW of Pleasant GroveWalter Parker Foreign Motors West BMWBryan Ray Tomkinson AutomotiveJohn Reynolds BMW of SalemMike Rice Crevier BMWDaniel Roy BMW of FremontThomas Scharf BMW of North HavenDavid Shertzer Sun Motor Cars BMWKurt Sieman Bavarian Motor Village, Ltd.Trevor Smith Peter Pan BMWBrian Sneed Long Beach BMWJames Squiccimarra Hunterdon BMWWilliam Steiner Chapman BMWKenneth Stockard Peake BMWDavid Swenson Erhard BMW of Bloomfield HillsJustin Tollstrup Tom Bush BMW JacksonvillePascual Torres Checkered Flag BMWStelios Tsoukalas Open Road BMWKevin Tuma Concours, Inc.Logan Vollmat Roadshow BMWChristopher Vought All Pro BMW GainesvilleMichael Wardzala Ganley BMWRasheen Weekes BMW of TowsonRandy Willard Flemington BMW

2008 was a year of both challenges and triumphs for Profiles In Achievement participants. Using their hard-earned talent, knowledge and experience along with an outstanding product, PIA participants showed overwhelming success despite the challenges that the economy brought about. BMW NA thanks

all of the hard work and dedication and wishes continued success to everyone who worked toward these great achievements. Congratulations to those who earned their top “Victory Lap” titles and will be enjoying well-earned trips to Lake Louise and Banff Canada this September.

Platinum PerformanceCongratulations 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.

14 Link Spring 2009 Link Spring 2009 15

SLUGWiNNeR’S CiRCLe

For more information about Profiles in Achievement

logon to CenterNet > BMW > Recognition Programs >

Profiles in Achievement

Take a Victory Lap

Technician WinnersName BMW CenterJeff Beyer BMW of Humboldt BayDustin Brey Voss Village BMWLewis Busse Peter Pan BMWRyan Butler Carrera BMWChristopher Cupler Erhard BMW of Bloomfield HillsSteve Cox Roadshow BMWChris Dusko Dick Horrigan BMWNathan Edwards Firmage BMW of MurrayCarlos Espinosa Lauderdale BMW of Fort LauderdaleJason Fabek Checkered Flag BMWJustin Fournier BMW of Ann ArborRolnei Franzen South Bay BMWTimothy From Nalley BMW of DecaturTony Gomez Prestige ImportsAndrew Graham The BMW StoreDavid Graham BMW of NashvilleHerbert Hilton Autobahn MotorcarsMark Huber BMW of NashvilleBrien Lesko Hunterdon BMWDavid Matsumoto Passport BMWBradley McBride Sam Swope BMWWilliam Miller Tom Williams ImportsJames Millikin BMW of NashvilleDustin Morrill BMW of LincolnDavid Moyer Otto's BMWAaron Munds Twin City BMW

Service and Parts DirectorsName BMW CenterCharles Sigmon Hendrick BMW

Certified Collision Repair Center (CCRC) ManagerWill Messer United BMW

Warranty AdministratorsKris Hesselink Sharpe BMWRonald Kibbe BMW of AustinKaren Wimpee BMW of Little Rock

Shop ForemenName BMW CenterRaymond Adam Open Road BMWHenry Gelb BMW of MonroviaRichard Green Grayson BMWDavid Keirstead Center BMWTim Rivers Taylor BMWEliot Tecsi Dreyer & Reinbold, Inc.Charles Vieni Prestige BMW

TechniciansJimmy Amaro Tomkinson AutomotiveSebouh Bedrosian Beverly Hills BMWDavid Baumann BMW of DubuqueIsaac Brock Westchester BMWScott Brown BMW of BeaumontKevin Ciccariello Tulley BMWRon Clark Checkered Flag BMWIan Clemmer Santa Fe BMWTommy Grabarek Dreyer & Reinbold, Inc.Eduardo Gutierrez South Bay BMWBrian Horne BMW of RiversideAnzor Khataev BMW of PeabodyDennis Kleese BMW of the Main LinePeter Limone Sandia BMWMichael McCord Erhard BMW of Bloomfield HillsJeffery Minor Grayson BMWKeith Patterson Jake Sweeney BMWJesse Price Reeves Import Motorcars, Inc.Jason Putelis Wagner BMW of ShrewsburyMarco Rebolledo Classic BMWMark Rice Lauderdale BMW of Fort LauderdaleCarlos Ruiz South Motors BMWLucas Statts Daniels BMWAdam Summerfelt Rasmussen BMWGeorge Terrazas Crevier BMWJonathan Travis Advantage BMWHoward Walden Basney BMW

Service ManagersChris Blocker Hendrick BMWWendy Flaherty Sharpe BMWGregory Garwood Dick Horrigan BMWDavid Parker BMW of AustinRandy Plummer Roadshow BMWBryan Radin Tischer BMW of Silver Spring

Service AdvisorsJorge Ghiggia Westchester BMWMike Kasparian Firmage BMW of MurrayAlan Kurtz Checkered Flag BMWWarren Matsui Steve Thomas BMWAndrew Oakes Bell BMWMichael Pickell Grayson BMW

Parts ManagersSteve Bultema Sharpe BMWRuben Fontanez Dick Horrigan BMWArnold Longoria BMW of AustinChris Maroulis Hendrick BMWDonnie Mitchell Tischer BMW of Silver SpringJon Pack Roadshow BMW

Parts AdvisorsDale Danley Nalley BMW of DecaturPeter Esshaki Erhard BMW of Farmington HillsScott Ferreira BMW of NewportKurt Hite Erhard BMW of Bloomfield HillsCasey Reese Reliable BMWJody Rutherford Voss Village BMW

Name BMW CenterAlex Navarro Lauderdale BMW of Fort LauderdaleWilliam Osborn Firmage BMW of Pleasant GroveWalter Parker Foreign Motors West BMWBryan Ray Tomkinson AutomotiveJohn Reynolds BMW of SalemMike Rice Crevier BMWDaniel Roy BMW of FremontThomas Scharf BMW of North HavenDavid Shertzer Sun Motor Cars BMWKurt Sieman Bavarian Motor Village, Ltd.Trevor Smith Peter Pan BMWBrian Sneed Long Beach BMWJames Squiccimarra Hunterdon BMWWilliam Steiner Chapman BMWKenneth Stockard Peake BMWDavid Swenson Erhard BMW of Bloomfield HillsJustin Tollstrup Tom Bush BMW JacksonvillePascual Torres Checkered Flag BMWStelios Tsoukalas Open Road BMWKevin Tuma Concours, Inc.Logan Vollmat Roadshow BMWChristopher Vought All Pro BMW GainesvilleMichael Wardzala Ganley BMWRasheen Weekes BMW of TowsonRandy Willard Flemington BMW

2008 was a year of both challenges and triumphs for Profiles In Achievement participants. Using their hard-earned talent, knowledge and experience along with an outstanding product, PIA participants showed overwhelming success despite the challenges that the economy brought about. BMW NA thanks

all of the hard work and dedication and wishes continued success to everyone who worked toward these great achievements. Congratulations to those who earned their top “Victory Lap” titles and will be enjoying well-earned trips to Lake Louise and Banff Canada this September.

Platinum PerformanceCongratulations 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.

16 Link Spring 2009 Link Spring 2009 17

SLUG

Driving LoyaltyOtto’s BMW Embraces New CEI Platform with Winning Results

When Michael Vadasz, general manager of Otto’s BMW in West Chester, Pa. was a little boy, his mother would say to him,

“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-centric environment at Otto’s BMW. From ensuring all team members greet all customers they meet by name instead of number, this dedication to a deeper level of human relations regularly elicits comments like, “When I come into this dealership, I can sense the atmosphere is different.” This difference drives the BMW center’s quest for record CEI scores and customer loyalty. “We have learned never to forget that, without our customers, we would be nothing,” Vadasz says, “‘Fix the customer first’ is a statement we live by at Otto’s BMW. I’ve believed that for many years.” That belief is one of many reasons Vadasz was eager to embrace the rollout of the new Vital Insight Customer Experience Index (CEI) platform, a program that focuses on the experience of each and every customer, rather than CSI where the importance was placed

on the Customer Service. This small change in lettering shows a major shift in the importance of the customer expe-rience. No matter how a customer is treated, it is their perceived experience that matters at the end of the day. Vital Insight promises to improve the accuracy of each BMW center’s scores while boosting performance through genuine, concrete feedback from customers. Because customers receive the surveys almost immedi-ately, the details of their sales or service experience are still fresh in their minds. And perhaps just as impor-tant, customers can complete the survey when it’s most convenient for them. “The customers will never receive telephone calls while they’re eating dinner,” says Vadasz, who’s an advocate of the new, non-intrusive method. “They can respond to us at their leisure. They can send us their true experiences, and some of them are negative.” He also likes the fact that the emails are deployed by the BMW center itself and signed by the sales or service manager for a more personal effect.

The new survey includes both Yes / No questions and open comment fields to solicit more in-depth answers. When the customer hits the “submit” button, the responses are published to Vital Insight’s Foresight tool. If there are any issues or problems, the center’s management team receives an alert that follow up is needed. Center staff can then work with these concerns through the Foresight tool to view, assign, resolve and close issues raised by customers. “The new platform,” says Kerry Dall, BMW’s Customer Satisfaction Manager, “is more customer-friendly and completes the customer communication loop with resolution of open concerns. This allows the center to address customer concerns before they can taint the customer’s perception of our brand. Satisfied customers tend to be more engaged customers, and are much more likely to be loyal not only to the brand, but to the center and its staff.” At Otto’s BMW, the survey’s email invitation is deployed five days after a vehicle sale and one day after a service appointment. The center sees an 85 percent response rate from sales customers and a 49 percent response

rate from its service customers. Otto’s BMW was one of the pilot locations for the CEI platform, and even though Vadasz was an advocate, he held to the center’s protocol by delegating implementation to his center’s Quality Management System (QMS) team. He presented the program to them, gave his reasons for supporting it, relied on them to make the necessary decisions, and offered guidance when necessary. Together, Vadasz and the QMS team determined that the Business Development Center (BDC) would be responsible for reviewing each survey and ensuring follow up when necessary. If a customer has a basic question, a BDC associate may respond to them directly. However, if there is a negative comment or pressing concern, the survey is imme-diately routed to the appropriate service or sales manager, who will attempt to reach the customer by phone. The goal is to resolve any issue within three business days. If a customer is not available by phone, an email will follow the phone attempts with an explanation and request to call the BMW center manager at their convenience. All conversations, questions,

concerns and resolutions are documented in the dealer management system (DMS). This provides any sales or service consul-tant who contacts the customer in the future with full knowledge of any prior question or concern, better equipping them to understand the customer and to address his or her needs. Vadasz believes in the system so firmly that it has become the cornerstone of the center’s customer communications efforts. “The more we worked on imple-menting it, the more we realized that this has to be the foundation of all our communications, marketing and solicita-tions to customers,” he says. “As long as we keep it under one hat, we are not going to over-survey people and we are not going to bombard them four times in seven days. Instead, there will be low-grade, constant care throughout the year.” For example, the center changed the contact schedule for its salespeople. Instead of requiring follow-up phone calls to sales customers, the BDC attempts to schedule service appointments for the customers when that salesperson is onsite. Then while the customer is drop-ping off or picking up, the salesperson

can make in-person contact with a hand-shake and a hello — delivering much more impact than a phone call. Vadasz and Otto’s BMW are proof positive that the new CEI platform isn’t just a software change. “This is a change of culture through active customer communication and problem resolution,” Dall says. “And this change of culture will lead to increased customer retention and loyalty. Without our customers, we have no business. The platform change is designed to take us to a new level, one that is befitting to our Ultimate Driving Machine reputation.” So far, this is ringing true at Otto’s BMW. “When we switched to the present system, my CEI ratings automatically went up because of better communica-tion from customers to us,” Vadasz says.

“That’s all because it’s faster, it’s elec-tronic and the customer is not festering. If the customer had to wait to be called for a month and there was a problem, he would work himself into a tizzy and he definitely would be unhappy. Since email goes out almost immediately, I think that is a definite plus.”

TOUChPOiNT

16 Link Spring 2009 Link Spring 2009 17

SLUG

Driving LoyaltyOtto’s BMW Embraces New CEI Platform with Winning Results

When Michael Vadasz, general manager of Otto’s BMW in West Chester, Pa. was a little boy, his mother would say to him,

“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-centric environment at Otto’s BMW. From ensuring all team members greet all customers they meet by name instead of number, this dedication to a deeper level of human relations regularly elicits comments like, “When I come into this dealership, I can sense the atmosphere is different.” This difference drives the BMW center’s quest for record CEI scores and customer loyalty. “We have learned never to forget that, without our customers, we would be nothing,” Vadasz says, “‘Fix the customer first’ is a statement we live by at Otto’s BMW. I’ve believed that for many years.” That belief is one of many reasons Vadasz was eager to embrace the rollout of the new Vital Insight Customer Experience Index (CEI) platform, a program that focuses on the experience of each and every customer, rather than CSI where the importance was placed

on the Customer Service. This small change in lettering shows a major shift in the importance of the customer expe-rience. No matter how a customer is treated, it is their perceived experience that matters at the end of the day. Vital Insight promises to improve the accuracy of each BMW center’s scores while boosting performance through genuine, concrete feedback from customers. Because customers receive the surveys almost immedi-ately, the details of their sales or service experience are still fresh in their minds. And perhaps just as impor-tant, customers can complete the survey when it’s most convenient for them. “The customers will never receive telephone calls while they’re eating dinner,” says Vadasz, who’s an advocate of the new, non-intrusive method. “They can respond to us at their leisure. They can send us their true experiences, and some of them are negative.” He also likes the fact that the emails are deployed by the BMW center itself and signed by the sales or service manager for a more personal effect.

The new survey includes both Yes / No questions and open comment fields to solicit more in-depth answers. When the customer hits the “submit” button, the responses are published to Vital Insight’s Foresight tool. If there are any issues or problems, the center’s management team receives an alert that follow up is needed. Center staff can then work with these concerns through the Foresight tool to view, assign, resolve and close issues raised by customers. “The new platform,” says Kerry Dall, BMW’s Customer Satisfaction Manager, “is more customer-friendly and completes the customer communication loop with resolution of open concerns. This allows the center to address customer concerns before they can taint the customer’s perception of our brand. Satisfied customers tend to be more engaged customers, and are much more likely to be loyal not only to the brand, but to the center and its staff.” At Otto’s BMW, the survey’s email invitation is deployed five days after a vehicle sale and one day after a service appointment. The center sees an 85 percent response rate from sales customers and a 49 percent response

rate from its service customers. Otto’s BMW was one of the pilot locations for the CEI platform, and even though Vadasz was an advocate, he held to the center’s protocol by delegating implementation to his center’s Quality Management System (QMS) team. He presented the program to them, gave his reasons for supporting it, relied on them to make the necessary decisions, and offered guidance when necessary. Together, Vadasz and the QMS team determined that the Business Development Center (BDC) would be responsible for reviewing each survey and ensuring follow up when necessary. If a customer has a basic question, a BDC associate may respond to them directly. However, if there is a negative comment or pressing concern, the survey is imme-diately routed to the appropriate service or sales manager, who will attempt to reach the customer by phone. The goal is to resolve any issue within three business days. If a customer is not available by phone, an email will follow the phone attempts with an explanation and request to call the BMW center manager at their convenience. All conversations, questions,

concerns and resolutions are documented in the dealer management system (DMS). This provides any sales or service consul-tant who contacts the customer in the future with full knowledge of any prior question or concern, better equipping them to understand the customer and to address his or her needs. Vadasz believes in the system so firmly that it has become the cornerstone of the center’s customer communications efforts. “The more we worked on imple-menting it, the more we realized that this has to be the foundation of all our communications, marketing and solicita-tions to customers,” he says. “As long as we keep it under one hat, we are not going to over-survey people and we are not going to bombard them four times in seven days. Instead, there will be low-grade, constant care throughout the year.” For example, the center changed the contact schedule for its salespeople. Instead of requiring follow-up phone calls to sales customers, the BDC attempts to schedule service appointments for the customers when that salesperson is onsite. Then while the customer is drop-ping off or picking up, the salesperson

can make in-person contact with a hand-shake and a hello — delivering much more impact than a phone call. Vadasz and Otto’s BMW are proof positive that the new CEI platform isn’t just a software change. “This is a change of culture through active customer communication and problem resolution,” Dall says. “And this change of culture will lead to increased customer retention and loyalty. Without our customers, we have no business. The platform change is designed to take us to a new level, one that is befitting to our Ultimate Driving Machine reputation.” So far, this is ringing true at Otto’s BMW. “When we switched to the present system, my CEI ratings automatically went up because of better communica-tion from customers to us,” Vadasz says.

“That’s all because it’s faster, it’s elec-tronic and the customer is not festering. If the customer had to wait to be called for a month and there was a problem, he would work himself into a tizzy and he definitely would be unhappy. Since email goes out almost immediately, I think that is a definite plus.”

TOUChPOiNT

18 Link Spring 2009 Link Spring 2009 19

SLUGFUeL

Sometimes a car is just a car. But at your BMW center, it’s also a statement. It’s an acknowledgement of the hard work and good fortune that your customers have embraced through the years. It’s an outward expression of their personal taste. It’s having the best when they deserve nothing less. And with Aftersales offerings like original BMW 21" chrome-plated wheels, you can provide in a single product that personalization, quality, and design that have come to define the BMW experience. The decision to purchase an acces-sory is often about style as much as it is performance — in opinion polls, visual appearance and personalization of a vehicle rate as primary motivators. Not surprisingly, the blend of aesthetic achievement and technical merit that your customer expects from their BMW vehicle also extends to these accessory rims. The wheels live up to the highest standards of design and personalization with an instantly recognizable look and

At your BMW center, no two customers are the same. On the road, no two cars experience the same set of conditions. It’s important, then, that your body and paint shop is able to treat each refinishing job with the care and specificity that life’s little differences require. The BMW ColorSystem’s new range of automotive abrasives helps you do just that. ColorSystem’s array of paint products and accessories already made the service indispensable. Now that a full range of top-quality abrasives have been added to the mix, it’s also comprehensive. And with full technical support provided, it’s worry-free. These high-quality products, made to the exacting specifi-cations of BMW North America by one of the leading automotive refinishing manufacturers, run the gamut from down-to-metal sanding to surface reconditioning and polishing. They can be used in both nonvacuum and dust-free vacuum sanding opera-tions. Above all, they can transform the body and paint shop at your BMW center into a one-stop destination for refinishing jobs of any size. For the tough cases, Mini Abrasive Belts are made of a durable sanding material that can stand up to aggressive sanding by machine, such as welding seams. A material called Coarse Cut brings that same intensity to the heavy-duty sanding of lacquer and putty, glass reinforced polyester and welding seams. When the work requires a lighter touch, ColorSystem’s

five customized coating areas. They’re also the largest technically possible wheel/tire combination approved by BMW for this year’s models. Every wheel and tire set that ships to your BMW center has been developed in a multi-stage process to meet all factory standards, and has stood up to more than forty different testing criteria — an evalua-tive process the competition can’t match. The wheels are also individually foam wrapped, so that they arrive to you in the same pristine condition that they left the factory. That untarnished look is preserved on the road, as well, by a proprietary coating specifically designed for nickel-chrome plated surfaces. Applied to the lugnut towers, bead seat (tire side), center cap, valve hole and brake side of the wheel, the coating helps fight corro-sion in even the harshest environments. It also provides added safety by reducing tire slippage and acting as a barrier between the rim and the tire.

Fine Prep Discs minimize the risk of pressure marks while still creating a smooth sanding pattern. The Fine Prep Discs are as versatile as they are deft, with a flexible weave that makes them suitable for both dry and wet sanding, by machine or by hand. Some details can necessitate a more hands-on approach. For those difficult-to-reach and irregular areas, Hand Dry Sanding Soft pads are at the ready. A foam base gives you a comfortable grip while also applying even pressure, reducing the risk of sanding through the surface. Wet Sanding sheets are ideal for manually wet sanding plastics, lacquers and composite materials. For more everyday jobs, strong and durable Soft Cuff Pads provide a dense, uniform scratch pattern to bring out the best in any final painting result. The new abrasives lineup also includes Prep Mesh, an advanced surface finishing solution that provides both better speed and execution, and Mini Grinding Discs designed for grinding and polishing wood, metal or plastic. Available now to your BMW center’s body shop at very competitive prices, the new ColorSystem offerings also present a wholesale opportunity when sold to independent body shops. Visitors to your BMW center don’t just crave individual attention, high-quality service and a focus on detail. They deserve it. And with ColorSystem’s full range of abrasives, you can provide it, all as part of a one-stop customer experience that’s truly different.

BMW ColorSystem Introduces Abrasives

Focus on RefinishingBMW Chrome-Plated Wheels Add Distinction to Excellence

Living in Chrome

The chrome wheels are fully inspected to assure they meet cosmetic requirements. For further quality control, individual components such as the rims and center caps have the BMW P/N, date stamp, and country of origin imprinted on the back. Each wheel and box is marked for product traceability, and your customers can buy with the full confidence instilled by the BMW Accessory Warranty. Your BMW center has always been a place that your customers can trust for the best in vehicle quality, performance and design. By making them aware of products like original BMW chrome alloy wheels, you can remind them that that same excellence extends beyond the car, and into accessories, service and more. Most importantly, you can help them make a statement.

18 Link Spring 2009 Link Spring 2009 19

SLUGFUeL

Sometimes a car is just a car. But at your BMW center, it’s also a statement. It’s an acknowledgement of the hard work and good fortune that your customers have embraced through the years. It’s an outward expression of their personal taste. It’s having the best when they deserve nothing less. And with Aftersales offerings like original BMW 21" chrome-plated wheels, you can provide in a single product that personalization, quality, and design that have come to define the BMW experience. The decision to purchase an acces-sory is often about style as much as it is performance — in opinion polls, visual appearance and personalization of a vehicle rate as primary motivators. Not surprisingly, the blend of aesthetic achievement and technical merit that your customer expects from their BMW vehicle also extends to these accessory rims. The wheels live up to the highest standards of design and personalization with an instantly recognizable look and

At your BMW center, no two customers are the same. On the road, no two cars experience the same set of conditions. It’s important, then, that your body and paint shop is able to treat each refinishing job with the care and specificity that life’s little differences require. The BMW ColorSystem’s new range of automotive abrasives helps you do just that. ColorSystem’s array of paint products and accessories already made the service indispensable. Now that a full range of top-quality abrasives have been added to the mix, it’s also comprehensive. And with full technical support provided, it’s worry-free. These high-quality products, made to the exacting specifi-cations of BMW North America by one of the leading automotive refinishing manufacturers, run the gamut from down-to-metal sanding to surface reconditioning and polishing. They can be used in both nonvacuum and dust-free vacuum sanding opera-tions. Above all, they can transform the body and paint shop at your BMW center into a one-stop destination for refinishing jobs of any size. For the tough cases, Mini Abrasive Belts are made of a durable sanding material that can stand up to aggressive sanding by machine, such as welding seams. A material called Coarse Cut brings that same intensity to the heavy-duty sanding of lacquer and putty, glass reinforced polyester and welding seams. When the work requires a lighter touch, ColorSystem’s

five customized coating areas. They’re also the largest technically possible wheel/tire combination approved by BMW for this year’s models. Every wheel and tire set that ships to your BMW center has been developed in a multi-stage process to meet all factory standards, and has stood up to more than forty different testing criteria — an evalua-tive process the competition can’t match. The wheels are also individually foam wrapped, so that they arrive to you in the same pristine condition that they left the factory. That untarnished look is preserved on the road, as well, by a proprietary coating specifically designed for nickel-chrome plated surfaces. Applied to the lugnut towers, bead seat (tire side), center cap, valve hole and brake side of the wheel, the coating helps fight corro-sion in even the harshest environments. It also provides added safety by reducing tire slippage and acting as a barrier between the rim and the tire.

Fine Prep Discs minimize the risk of pressure marks while still creating a smooth sanding pattern. The Fine Prep Discs are as versatile as they are deft, with a flexible weave that makes them suitable for both dry and wet sanding, by machine or by hand. Some details can necessitate a more hands-on approach. For those difficult-to-reach and irregular areas, Hand Dry Sanding Soft pads are at the ready. A foam base gives you a comfortable grip while also applying even pressure, reducing the risk of sanding through the surface. Wet Sanding sheets are ideal for manually wet sanding plastics, lacquers and composite materials. For more everyday jobs, strong and durable Soft Cuff Pads provide a dense, uniform scratch pattern to bring out the best in any final painting result. The new abrasives lineup also includes Prep Mesh, an advanced surface finishing solution that provides both better speed and execution, and Mini Grinding Discs designed for grinding and polishing wood, metal or plastic. Available now to your BMW center’s body shop at very competitive prices, the new ColorSystem offerings also present a wholesale opportunity when sold to independent body shops. Visitors to your BMW center don’t just crave individual attention, high-quality service and a focus on detail. They deserve it. And with ColorSystem’s full range of abrasives, you can provide it, all as part of a one-stop customer experience that’s truly different.

BMW ColorSystem Introduces Abrasives

Focus on RefinishingBMW Chrome-Plated Wheels Add Distinction to Excellence

Living in Chrome

The chrome wheels are fully inspected to assure they meet cosmetic requirements. For further quality control, individual components such as the rims and center caps have the BMW P/N, date stamp, and country of origin imprinted on the back. Each wheel and box is marked for product traceability, and your customers can buy with the full confidence instilled by the BMW Accessory Warranty. Your BMW center has always been a place that your customers can trust for the best in vehicle quality, performance and design. By making them aware of products like original BMW chrome alloy wheels, you can remind them that that same excellence extends beyond the car, and into accessories, service and more. Most importantly, you can help them make a statement.

20 Link Spring 2009

FUeL

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[ 1 ] Miniature Steering Wheel 80 30 2 147 148Exclusive, handmade 1:4 replica of the steering wheel in the BMW Sauber F1 Team race car. Highly detailed, with certifi cate of authenticity and functional description, mounted on a velvet display stand with clear acrylic cover. Material: aluminium. Dimensions: 91 x 76 x 67 mm.

[ 2 ] BMW Sauber F1.09 Race Car “Robert Kubica” 1:43 80 42 2 155 796Highly detailed 1:43 replica of the 2009 season BMW Sauber F1 Team race car, with sponsor logos. Zinc die-cast model with plastic parts, wheels turn. Collectors’ item, unsuitable for small children. Pictured here is the 2008 race car, which differs from this year’s model. Available from October 2009.

[ 3 ] BMW Sauber F1.09 Race Car “Nick Heidfeld” 1:43 80 42 2 155 795Highly detailed 1:43 replica of the 2009 season BMW Sauber F1 Team race car, with sponsor logos. Zinc die-cast model with plastic parts, wheels turn. Collectors’ item, unsuitable for small children. Pictured here is the 2008 race car, which differs from this year’s model. Available from October 2009.

[ 4 ] BMW Sauber F1.09 Race Car “Robert Kubica” 1:18 80 43 2 154 857Highly detailed 1:18 replica of the 2009 season BMW Sauber F1 Team race car, with sponsor logos. Zinc die-cast model with plastic parts, wheels turn, front wheels with steering function. Collectors’ item, unsuitable for small children. Pictured here is the 2008 race car, which differs from this year’s model. Available from October 2009.

[ 5 ] BMW Sauber F1.09 Race Car “Nick Heidfeld” 1:18 80 43 2 154 856Highly detailed 1:18 replica of the 2009 season BMW Sauber F1 Team race car, with sponsor logos. Zinc die-cast model with plastic parts, wheels turn, front wheels with steering function. Collectors’ item, unsuitable for small children. Pictured here is the 2008 race car, which differs from this year’s model. Available from October 2009.

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[ 6 ] Lanyard Team F1 80 30 2 147 121Sporty lanyard with an F1 design. Woven tape with standard karabiner to attach keys. Karabiner and metal clip can be removed. Material: polyester. Lanyard dimensions: 90 x 2.5 cm.

[ 7 ] Key Ring Karabiner F1 80 30 0 433 978Metal key ring with a spring-loaded gate and movable rubber wheels. With engraved team logo and integrated BMW logo pin on the side. Material: zinc, rubber.

[ 8 ] Mobile Phone Strap Lanyard F1 80 30 2 154 288F1 lanyard with the BMW Sauber F1 Team wordmark and a loop to attach a mobile phone. Dimensions: 90 x 1 cm. Material: 100 % polyester.

[ 9 ] Key Ring Leather F1 80 30 2 147 133Metal ring with a white leather pendant. BMW Sauber F1 Team logo on the clasp. Dimensions: 8 x 1.5 cm.

[ 10 ] Mobile Phone Strap F1 80 30 2 147 128Mobile phone strap with pendant, fl ashes to indicate incoming calls. Team logo on the top, fabric underside to clean the phone display. Dimensions: 4 x 1 cm.

[ 11 ] Woven Belt F1 One size 80 30 0 433 974100% cotton belt in the blue and red BMW Sauber F1 Team colours with contrasting white stripes. Matt, silver-coloured buckle with engraved design element and team logo, 100 % zinc. Dimensions: 120 x 3.5 cm.

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It’s sometimes easy to forget that for many of your customers, BMW is more than just a brand. It’s a team. It’s the drivers and crew members who have made BMW Sauber an elite force in Formula One. And most of all, it’s the worldwide community of BMW enthu-siasts who support that team year in and year out. For the customer whose favorite day of the week is race day, BMW’s 2009 F1 merchandise collection offers the ultimate immersive experience. Every item has been designed with the serious fan in mind. Men’s and women’s polo shirts incorporate dynamic design elements with the logo and name of your customer’s favorite BMW Sauber team driver, be it 2008 Canadian Grand Prix winner Robert Kubica or F1 veteran Nick Heidfeld. Each shirt is made from a comfortable cotton/Lycra® blend and features a driver signature and team logo. And since BMW Sauber supporters aren’t just fair-weather fans, a Kubica windjacket and Heidfeld hooded sweatshirt are also available in sizes from small to XXL. Dedicated racing fans know that a winning team requires more than just the guy behind the wheel. That’s why the 2009 catalog also celebrates the men and women behind the scenes, with a range of pit crew items. Men’s and ladies’ pit crew polo shirts are striking replicas of the real thing. For more rugged conditions, a slim-fit pit crew denim jacket features fashionable quilted details and contemporary wide cuffs. And all pit crew wear comes embroidered with the team logo and current sponsors’ logos.

The 2009 catalog has more than just clothes. Driver caps in white or dark blue offer a sporty design that includes the team logo and current sponsors’ logos, as well as the driver logo, signature and flag. An 80-page BMW F1-branded racing notebook includes a convenient race calendar and a business card slot, and makes a great gift when paired with a BMW F1 ballpoint pen. For the collector in your customer’s life, the catalog also includes replicas of the 2009 season BMW Sauber F1 Team race cars in 1:43 or 1:18 scale. All cars feature sponsor logos, functional wheels and an incredible attention to detail. With such a diverse range of offerings, your customers can rest assured that your BMW center has racing fans covered from head to toy. BMW has an unprecedented history of success in making cars. Now, with the BMW Sauber F1 team building on the momentum of each previous season, the company is establishing that same success in racing them. For your customer who wants to share in that history, who cheered Robert Kubica and Nick Heidfeld from the Australian Grand Prix to the Grande Prêmio do Brasil in 2008 and will again for years to come, the 2009 BMW F1 merchandise collec-tion is more than just a catalog. It’s a chance to be part of a team.

A Look Inside the 2009 F1 Merchandise CollectionSerious Fans Only

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[ 1 ] Men’s T-Shirt “Robert Kubica” 80 30 2 150- S 966 M 967 L 968 XL 969 XXL 970Sporty 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 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 fi t. 100 % cotton.

[ 2 ] Ladies’ Polo “Robert Kubica” 80 30 2 150- XS 981 S 982 M 983 L 984 XL 985Sporty white ladies’ polo shirt with dynamic blue design elements on the front and back, complemented by red mesh inserts. Extra-long placket with contrasting 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®.

[ 3 ] Men’s Polo “Robert Kubica” 80 30 2 150- S 976 M 977 L 978 XL 979 XXL 980Sporty blue men’s polo shirt with dynamic white design elements on the front and back, complemented by red mesh inserts. Placket with contrasting red 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®.

[ 4 ] Men’s Windjacket “Robert Kubica” 80 30 2 150- S 986 M 987 L 988 XL 989 XXL 990Sporty blue men’s jacket with a small stand-up collar and signature on the right inside collar. Two slit pockets on the front. Refl ective detailing on the sleeves and collar, Robert Kubica logo on the front upper left, and team logo at the nape of the neck. Standard fi t. 100 % polyester.

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[ 5 ] Men’s T-Shirt “Nick Heidfeld” 80 30 2 150- S 941 M 942 L 943 XL 944 XXL 945Trendy 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.

[ 6 ] Ladies’ Top “Nick Heidfeld” 80 30 2 150- XS 956 S 957 M 958 L 959 XL 960Blue 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 fi t. 95 % cotton, 5 % Lycra®.

[ 7 ] Men’s Polo “Nick Heidfeld” 80 30 2 150- S 946 M 947 L 948 XL 949 XXL 950Cool 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®.

[ 8 ] Men’s Hoody “Nick Heidfeld” 80 30 2 150- S 961 M 962 L 963 XL 964 XXL 965Trendy hooded men’s sweatjacket in grey marl with signature on the right side of the hood. Inside of the hood fi nished 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, 5 % Lycra®.

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[ 1 ] Men’s Pit Crew Shirt 80 30 2 148- S 083 M 084 L 085 XL 086 XXL 087Striking replica shirt in a laid-back polo style, embroidered with the team logo at the back and the current sponsors’ logos. Standard fi t. 100 % cool dry cotton.

[ 2 ] Men’s Pit Crew T-Shirt 80 30 2 148- S 078 M 079 L 080 XL 081 XXL 082Classic 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 sponsors’ logos at the front and on the sleeves. Standard fi t. 97 % cotton, 3 % elastane.

[ 3 ] Men’s Pit Crew Denim Jacket 80 30 2 148- S 088 M 089 L 090 XL 091 XXL 092Cool denim jacket with fashionable quilted details, classic front button placket and contemporary wide cuffs. Embroidered with the team logo and the current sponsors’ logos. Slim fi t. 100 % cotton, lightly washed.

[ 4 ] Ladies’ Pit Crew Shirt 80 30 2 148- XS 168 S 169 M 170 L 171 XL 172Striking replica shirt, embroidered with the team logo and the current sponsors’ logos. Side slits. Standard fi t. 95 % cotton, 5 % Lycra®.

[ 5 ] Driver Cap “Nick Heidfeld”, white 58 cm 80 30 2 146 932Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and fl ag. 100 % polyester.

[ 6 ] Driver Cap “Robert Kubica”, white 58 cm 80 30 2 146 930Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and fl ag. 100 % polyester.

[ 7 ] Driver Cap “Nick Heidfeld”, dark blue 58 cm 80 30 2 146 933Sporty 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 fl ag. 100 % polyester.

[ 8 ] Driver Cap “Robert Kubica”, dark blue 58 cm 80 30 2 146 931Sporty 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 fl ag. 100 % polyester.

[ 9 ] Fan Scarf “Nick Heidfeld” One size 80 30 2 153 843Classic fan scarf in the team colours with woven-in driver name, fl ag, signature and BMW Sauber F1 Team wordmark. 100 % acrylic.

[ 10 ] Fan Scarf “Robert Kubica” One size 80 30 2 153 844Classic fan scarf in the team colours with woven-in driver name, fl ag, signature and BMW Sauber F1 Team wordmark. 100 % acrylic.

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[ Accessories ] 38/39

[ 1 ] Card Game F1 80 30 2 147 139Deck of cards with racing motifs. Players must fi nd matching pairs of cards. This deck contains 32 cards. Protective box with printed BMW Sauber F1 Team logo.

[ 2 ] USB Card F1 80 30 2 147 132Credit card-sized USB drive with 1 GB of memory. The USB card fi ts into every wallet. Material: plastic.

[ 3 ] Bandana F1 80 30 2 149 433Bandana with F1 crew motif. Comes with a sporty ribbon tie closure and can also be used as a sweatband. Material: 100 % cotton. Dimensions: 51 x 51 cm.

[ 4 ] Coffee Mug F1 80 30 2 147 134Porcelain mug with colour race car motif and team logo near the rim. Capacity: 0.33 l. Picture differs from this year’s model. Available from May 2009.

[ 5 ] Pins F1 80 30 2 147 129Three pins with racing motifs. Material: metal/plastic.

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[ 6 ] Mouse Pad F1 80 30 2 147 147Mouse pad printed with the 2009 race car. Material: transparent laminate and plastic foam. Dimensions: 24 x 19 cm. Picture differs from this year’s model. Available from May 2009.

[ 7 ] Racing Notebook F1 80 30 2 153 845A5 notebook with race calendar. Includes a business card slot on the inside. 80 pages, squared. Available from April 2009.

[ 8 ] Ballpen Team F1 80 30 0 418 379Ballpoint pen with team logo, dark blue ink. Material: plastic.

[ 9 ] Earplugs F1 80 30 2 147 123Foam earplugs to protect your ears during a race. Included: a handy carry pouch in white polyester with a metal ring to attach to the lanyard.

[ 10 ] Ballpen Team Set F1 80 30 2 147 130Ballpoint pen set with metal strap and magnets. Pens with red and blue ink respectively. BMW Sauber F1 Team wordmark and BMW logo. Material: plastic.

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[ 22 ][ 1 ]

[ 1 ] Men’s Pit Crew Shirt 80 30 2 148- S 083 M 084 L 085 XL 086 XXL 087Striking replica shirt in a laid-back polo style, embroidered with the team logo at the back and the current sponsors’ logos. Standard fi t. 100 % cool dry cotton.

[ 2 ] Men’s Pit Crew T-Shirt 80 30 2 148- S 078 M 079 L 080 XL 081 XXL 082Classic 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 sponsors’ logos at the front and on the sleeves. Standard fi t. 97 % cotton, 3 % elastane.

[ 3 ] Men’s Pit Crew Denim Jacket 80 30 2 148- S 088 M 089 L 090 XL 091 XXL 092Cool denim jacket with fashionable quilted details, classic front button placket and contemporary wide cuffs. Embroidered with the team logo and the current sponsors’ logos. Slim fi t. 100 % cotton, lightly washed.

[ 4 ] Ladies’ Pit Crew Shirt 80 30 2 148- XS 168 S 169 M 170 L 171 XL 172Striking replica shirt, embroidered with the team logo and the current sponsors’ logos. Side slits. Standard fi t. 95 % cotton, 5 % Lycra®.

[ 5 ] Driver Cap “Nick Heidfeld”, white 58 cm 80 30 2 146 932Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and fl ag. 100 % polyester.

[ 6 ] Driver Cap “Robert Kubica”, white 58 cm 80 30 2 146 930Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and fl ag. 100 % polyester.

[ 7 ] Driver Cap “Nick Heidfeld”, dark blue 58 cm 80 30 2 146 933Sporty 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 fl ag. 100 % polyester.

[ 8 ] Driver Cap “Robert Kubica”, dark blue 58 cm 80 30 2 146 931Sporty 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 fl ag. 100 % polyester.

[ 9 ] Fan Scarf “Nick Heidfeld” One size 80 30 2 153 843Classic fan scarf in the team colours with woven-in driver name, fl ag, signature and BMW Sauber F1 Team wordmark. 100 % acrylic.

[ 10 ] Fan Scarf “Robert Kubica” One size 80 30 2 153 844Classic fan scarf in the team colours with woven-in driver name, fl ag, signature and BMW Sauber F1 Team wordmark. 100 % acrylic.

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[ 1 ] Card Game F1

80 30 2 147 139

Deck of cards with racing motifs. Players must fi nd matching pairs of cards. This deck contains 32 cards. Protective box with printed BMW Sauber F1 Team logo.

[ 2 ] USB Card F1

80 30 2 147 132

Credit card-sized USB drive with 1 GB of memory. The USB card fi ts into every wallet. Material: plastic.

[ 3 ] Bandana F1

80 30 2 149 433

Bandana with F1 crew motif. Comes with a sporty ribbon tie closure and can also be used as a sweatband. Material: 100 % cotton. Dimensions: 51 x 51 cm.

[ 4 ] Coffee Mug F1

80 30 2 147 134

Porcelain mug with colour race car motif and team logo near the rim. Capacity: 0.33 l. Picture differs from this year’s model. Available from May 2009.

[ 5 ] Pins F1

80 30 2 147 129

Three pins with racing motifs. Material: metal/plastic.

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[ 6 ] Mouse Pad F1

80 30 2 147 147

Mouse pad printed with the 2009 race car. Material: transparent laminate and plastic foam. Dimensions: 24 x 19 cm. Picture differs from this year’s model.

Available from May 2009.[ 7 ]

Racing Notebook F1

80 30 2 153 845

A5 notebook with race calendar. Includes a business card slot on the inside. 80 pages, squared. Available from April 2009.

[ 8 ] Ballpen Team F1

80 30 0 418 379

Ballpoint pen with team logo, dark blue ink. Material: plastic.

[ 9 ] Earplugs F1

80 30 2 147 123

Foam earplugs to protect your ears during a race. Included: a handy carry pouch in white polyester with a metal ring to attach to the lanyard.

[ 10 ] Ballpen Team Set F1

80 30 2 147 130

Ballpoint pen set with metal strap and magnets. Pens with red and blue ink respectively. BMW Sauber F1 Team wordmark and BMW logo. Material: plastic.

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M Series owners are among the most passionate BMW enthusiasts. That’s why we now offer a Maintenance Program Upgrade that allows M Series owners to extend their total maintenance coverage up to a total of 6 years/100,000 miles, whichever comes first. it’s just one more way you can provide the elevated service your customers expect.

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

BMW Maintenance Program Upgrade for M Series

The UltimateDriving Machine®bmwusa.com

© 2009 BMW of North America, LLC. The BMW name, model names and logos are registered trademarks.The BMW Maintenance Program covers factory-recommended maintenance, as determined by the vehicle’s service indicator, for a period of up to 4 years or 50,000 miles, whichever comes first. Coverage up to 6 years or 100,000 miles, whichever comes first, includes original BMW Maintenance Program coverage. Please consult your authorized BMW center or refer to your vehicle’s Service and Warranty Booklet for details on coverage conditions and limitations.

20 Link Spring 2009

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[ 1 ] Miniature Steering Wheel 80 30 2 147 148Exclusive, handmade 1:4 replica of the steering wheel in the BMW Sauber F1 Team race car. Highly detailed, with certifi cate of authenticity and functional description, mounted on a velvet display stand with clear acrylic cover. Material: aluminium. Dimensions: 91 x 76 x 67 mm.

[ 2 ] BMW Sauber F1.09 Race Car “Robert Kubica” 1:43 80 42 2 155 796Highly detailed 1:43 replica of the 2009 season BMW Sauber F1 Team race car, with sponsor logos. Zinc die-cast model with plastic parts, wheels turn. Collectors’ item, unsuitable for small children. Pictured here is the 2008 race car, which differs from this year’s model. Available from October 2009.

[ 3 ] BMW Sauber F1.09 Race Car “Nick Heidfeld” 1:43 80 42 2 155 795Highly detailed 1:43 replica of the 2009 season BMW Sauber F1 Team race car, with sponsor logos. Zinc die-cast model with plastic parts, wheels turn. Collectors’ item, unsuitable for small children. Pictured here is the 2008 race car, which differs from this year’s model. Available from October 2009.

[ 4 ] BMW Sauber F1.09 Race Car “Robert Kubica” 1:18 80 43 2 154 857Highly detailed 1:18 replica of the 2009 season BMW Sauber F1 Team race car, with sponsor logos. Zinc die-cast model with plastic parts, wheels turn, front wheels with steering function. Collectors’ item, unsuitable for small children. Pictured here is the 2008 race car, which differs from this year’s model. Available from October 2009.

[ 5 ] BMW Sauber F1.09 Race Car “Nick Heidfeld” 1:18 80 43 2 154 856Highly detailed 1:18 replica of the 2009 season BMW Sauber F1 Team race car, with sponsor logos. Zinc die-cast model with plastic parts, wheels turn, front wheels with steering function. Collectors’ item, unsuitable for small children. Pictured here is the 2008 race car, which differs from this year’s model. Available from October 2009.

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[ 6 ] Lanyard Team F1 80 30 2 147 121Sporty lanyard with an F1 design. Woven tape with standard karabiner to attach keys. Karabiner and metal clip can be removed. Material: polyester. Lanyard dimensions: 90 x 2.5 cm.

[ 7 ] Key Ring Karabiner F1 80 30 0 433 978Metal key ring with a spring-loaded gate and movable rubber wheels. With engraved team logo and integrated BMW logo pin on the side. Material: zinc, rubber.

[ 8 ] Mobile Phone Strap Lanyard F1 80 30 2 154 288F1 lanyard with the BMW Sauber F1 Team wordmark and a loop to attach a mobile phone. Dimensions: 90 x 1 cm. Material: 100 % polyester.

[ 9 ] Key Ring Leather F1 80 30 2 147 133Metal ring with a white leather pendant. BMW Sauber F1 Team logo on the clasp. Dimensions: 8 x 1.5 cm.

[ 10 ] Mobile Phone Strap F1 80 30 2 147 128Mobile phone strap with pendant, fl ashes to indicate incoming calls. Team logo on the top, fabric underside to clean the phone display. Dimensions: 4 x 1 cm.

[ 11 ] Woven Belt F1 One size 80 30 0 433 974100% cotton belt in the blue and red BMW Sauber F1 Team colours with contrasting white stripes. Matt, silver-coloured buckle with engraved design element and team logo, 100 % zinc. Dimensions: 120 x 3.5 cm.

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It’s sometimes easy to forget that for many of your customers, BMW is more than just a brand. It’s a team. It’s the drivers and crew members who have made BMW Sauber an elite force in Formula One. And most of all, it’s the worldwide community of BMW enthu-siasts who support that team year in and year out. For the customer whose favorite day of the week is race day, BMW’s 2009 F1 merchandise collection offers the ultimate immersive experience. Every item has been designed with the serious fan in mind. Men’s and women’s polo shirts incorporate dynamic design elements with the logo and name of your customer’s favorite BMW Sauber team driver, be it 2008 Canadian Grand Prix winner Robert Kubica or F1 veteran Nick Heidfeld. Each shirt is made from a comfortable cotton/Lycra® blend and features a driver signature and team logo. And since BMW Sauber supporters aren’t just fair-weather fans, a Kubica windjacket and Heidfeld hooded sweatshirt are also available in sizes from small to XXL. Dedicated racing fans know that a winning team requires more than just the guy behind the wheel. That’s why the 2009 catalog also celebrates the men and women behind the scenes, with a range of pit crew items. Men’s and ladies’ pit crew polo shirts are striking replicas of the real thing. For more rugged conditions, a slim-fit pit crew denim jacket features fashionable quilted details and contemporary wide cuffs. And all pit crew wear comes embroidered with the team logo and current sponsors’ logos.

The 2009 catalog has more than just clothes. Driver caps in white or dark blue offer a sporty design that includes the team logo and current sponsors’ logos, as well as the driver logo, signature and flag. An 80-page BMW F1-branded racing notebook includes a convenient race calendar and a business card slot, and makes a great gift when paired with a BMW F1 ballpoint pen. For the collector in your customer’s life, the catalog also includes replicas of the 2009 season BMW Sauber F1 Team race cars in 1:43 or 1:18 scale. All cars feature sponsor logos, functional wheels and an incredible attention to detail. With such a diverse range of offerings, your customers can rest assured that your BMW center has racing fans covered from head to toy. BMW has an unprecedented history of success in making cars. Now, with the BMW Sauber F1 team building on the momentum of each previous season, the company is establishing that same success in racing them. For your customer who wants to share in that history, who cheered Robert Kubica and Nick Heidfeld from the Australian Grand Prix to the Grande Prêmio do Brasil in 2008 and will again for years to come, the 2009 BMW F1 merchandise collec-tion is more than just a catalog. It’s a chance to be part of a team.

A Look Inside the 2009 F1 Merchandise CollectionSerious Fans Only

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[ 1 ] Men’s T-Shirt “Robert Kubica” 80 30 2 150- S 966 M 967 L 968 XL 969 XXL 970Sporty 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 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 fi t. 100 % cotton.

[ 2 ] Ladies’ Polo “Robert Kubica” 80 30 2 150- XS 981 S 982 M 983 L 984 XL 985Sporty white ladies’ polo shirt with dynamic blue design elements on the front and back, complemented by red mesh inserts. Extra-long placket with contrasting 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®.

[ 3 ] Men’s Polo “Robert Kubica” 80 30 2 150- S 976 M 977 L 978 XL 979 XXL 980Sporty blue men’s polo shirt with dynamic white design elements on the front and back, complemented by red mesh inserts. Placket with contrasting red 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®.

[ 4 ] Men’s Windjacket “Robert Kubica” 80 30 2 150- S 986 M 987 L 988 XL 989 XXL 990Sporty blue men’s jacket with a small stand-up collar and signature on the right inside collar. Two slit pockets on the front. Refl ective detailing on the sleeves and collar, Robert Kubica logo on the front upper left, and team logo at the nape of the neck. Standard fi t. 100 % polyester.

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[ 5 ] Men’s T-Shirt “Nick Heidfeld” 80 30 2 150- S 941 M 942 L 943 XL 944 XXL 945Trendy 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.

[ 6 ] Ladies’ Top “Nick Heidfeld” 80 30 2 150- XS 956 S 957 M 958 L 959 XL 960Blue 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 fi t. 95 % cotton, 5 % Lycra®.

[ 7 ] Men’s Polo “Nick Heidfeld” 80 30 2 150- S 946 M 947 L 948 XL 949 XXL 950Cool 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®.

[ 8 ] Men’s Hoody “Nick Heidfeld” 80 30 2 150- S 961 M 962 L 963 XL 964 XXL 965Trendy hooded men’s sweatjacket in grey marl with signature on the right side of the hood. Inside of the hood fi nished 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, 5 % Lycra®.

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[ 1 ] Men’s Pit Crew Shirt 80 30 2 148- S 083 M 084 L 085 XL 086 XXL 087Striking replica shirt in a laid-back polo style, embroidered with the team logo at the back and the current sponsors’ logos. Standard fi t. 100 % cool dry cotton.

[ 2 ] Men’s Pit Crew T-Shirt 80 30 2 148- S 078 M 079 L 080 XL 081 XXL 082Classic 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 sponsors’ logos at the front and on the sleeves. Standard fi t. 97 % cotton, 3 % elastane.

[ 3 ] Men’s Pit Crew Denim Jacket 80 30 2 148- S 088 M 089 L 090 XL 091 XXL 092Cool denim jacket with fashionable quilted details, classic front button placket and contemporary wide cuffs. Embroidered with the team logo and the current sponsors’ logos. Slim fi t. 100 % cotton, lightly washed.

[ 4 ] Ladies’ Pit Crew Shirt 80 30 2 148- XS 168 S 169 M 170 L 171 XL 172Striking replica shirt, embroidered with the team logo and the current sponsors’ logos. Side slits. Standard fi t. 95 % cotton, 5 % Lycra®.

[ 5 ] Driver Cap “Nick Heidfeld”, white 58 cm 80 30 2 146 932Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and fl ag. 100 % polyester.

[ 6 ] Driver Cap “Robert Kubica”, white 58 cm 80 30 2 146 930Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and fl ag. 100 % polyester.

[ 7 ] Driver Cap “Nick Heidfeld”, dark blue 58 cm 80 30 2 146 933Sporty 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 fl ag. 100 % polyester.

[ 8 ] Driver Cap “Robert Kubica”, dark blue 58 cm 80 30 2 146 931Sporty 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 fl ag. 100 % polyester.

[ 9 ] Fan Scarf “Nick Heidfeld” One size 80 30 2 153 843Classic fan scarf in the team colours with woven-in driver name, fl ag, signature and BMW Sauber F1 Team wordmark. 100 % acrylic.

[ 10 ] Fan Scarf “Robert Kubica” One size 80 30 2 153 844Classic fan scarf in the team colours with woven-in driver name, fl ag, signature and BMW Sauber F1 Team wordmark. 100 % acrylic.

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[ 1 ] Card Game F1 80 30 2 147 139Deck of cards with racing motifs. Players must fi nd matching pairs of cards. This deck contains 32 cards. Protective box with printed BMW Sauber F1 Team logo.

[ 2 ] USB Card F1 80 30 2 147 132Credit card-sized USB drive with 1 GB of memory. The USB card fi ts into every wallet. Material: plastic.

[ 3 ] Bandana F1 80 30 2 149 433Bandana with F1 crew motif. Comes with a sporty ribbon tie closure and can also be used as a sweatband. Material: 100 % cotton. Dimensions: 51 x 51 cm.

[ 4 ] Coffee Mug F1 80 30 2 147 134Porcelain mug with colour race car motif and team logo near the rim. Capacity: 0.33 l. Picture differs from this year’s model. Available from May 2009.

[ 5 ] Pins F1 80 30 2 147 129Three pins with racing motifs. Material: metal/plastic.

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[ 6 ] Mouse Pad F1 80 30 2 147 147Mouse pad printed with the 2009 race car. Material: transparent laminate and plastic foam. Dimensions: 24 x 19 cm. Picture differs from this year’s model. Available from May 2009.

[ 7 ] Racing Notebook F1 80 30 2 153 845A5 notebook with race calendar. Includes a business card slot on the inside. 80 pages, squared. Available from April 2009.

[ 8 ] Ballpen Team F1 80 30 0 418 379Ballpoint pen with team logo, dark blue ink. Material: plastic.

[ 9 ] Earplugs F1 80 30 2 147 123Foam earplugs to protect your ears during a race. Included: a handy carry pouch in white polyester with a metal ring to attach to the lanyard.

[ 10 ] Ballpen Team Set F1 80 30 2 147 130Ballpoint pen set with metal strap and magnets. Pens with red and blue ink respectively. BMW Sauber F1 Team wordmark and BMW logo. Material: plastic.

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[ 1 ] Men’s Pit Crew Shirt 80 30 2 148- S 083 M 084 L 085 XL 086 XXL 087Striking replica shirt in a laid-back polo style, embroidered with the team logo at the back and the current sponsors’ logos. Standard fi t. 100 % cool dry cotton.

[ 2 ] Men’s Pit Crew T-Shirt 80 30 2 148- S 078 M 079 L 080 XL 081 XXL 082Classic 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 sponsors’ logos at the front and on the sleeves. Standard fi t. 97 % cotton, 3 % elastane.

[ 3 ] Men’s Pit Crew Denim Jacket 80 30 2 148- S 088 M 089 L 090 XL 091 XXL 092Cool denim jacket with fashionable quilted details, classic front button placket and contemporary wide cuffs. Embroidered with the team logo and the current sponsors’ logos. Slim fi t. 100 % cotton, lightly washed.

[ 4 ] Ladies’ Pit Crew Shirt 80 30 2 148- XS 168 S 169 M 170 L 171 XL 172Striking replica shirt, embroidered with the team logo and the current sponsors’ logos. Side slits. Standard fi t. 95 % cotton, 5 % Lycra®.

[ 5 ] Driver Cap “Nick Heidfeld”, white 58 cm 80 30 2 146 932Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and fl ag. 100 % polyester.

[ 6 ] Driver Cap “Robert Kubica”, white 58 cm 80 30 2 146 930Sporty white driver cap with blue side inserts. Embroidered with the team logo and current sponsors’ logos as well as the driver logo, signature, and fl ag. 100 % polyester.

[ 7 ] Driver Cap “Nick Heidfeld”, dark blue 58 cm 80 30 2 146 933Sporty 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 fl ag. 100 % polyester.

[ 8 ] Driver Cap “Robert Kubica”, dark blue 58 cm 80 30 2 146 931Sporty 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 fl ag. 100 % polyester.

[ 9 ] Fan Scarf “Nick Heidfeld” One size 80 30 2 153 843Classic fan scarf in the team colours with woven-in driver name, fl ag, signature and BMW Sauber F1 Team wordmark. 100 % acrylic.

[ 10 ] Fan Scarf “Robert Kubica” One size 80 30 2 153 844Classic fan scarf in the team colours with woven-in driver name, fl ag, signature and BMW Sauber F1 Team wordmark. 100 % acrylic.

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[ 1 ] Card Game F1

80 30 2 147 139

Deck of cards with racing motifs. Players must fi nd matching pairs of cards. This deck contains 32 cards. Protective box with printed BMW Sauber F1 Team logo.

[ 2 ] USB Card F1

80 30 2 147 132

Credit card-sized USB drive with 1 GB of memory. The USB card fi ts into every wallet. Material: plastic.

[ 3 ] Bandana F1

80 30 2 149 433

Bandana with F1 crew motif. Comes with a sporty ribbon tie closure and can also be used as a sweatband. Material: 100 % cotton. Dimensions: 51 x 51 cm.

[ 4 ] Coffee Mug F1

80 30 2 147 134

Porcelain mug with colour race car motif and team logo near the rim. Capacity: 0.33 l. Picture differs from this year’s model. Available from May 2009.

[ 5 ] Pins F1

80 30 2 147 129

Three pins with racing motifs. Material: metal/plastic.

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[ 6 ] Mouse Pad F1

80 30 2 147 147

Mouse pad printed with the 2009 race car. Material: transparent laminate and plastic foam. Dimensions: 24 x 19 cm. Picture differs from this year’s model.

Available from May 2009.[ 7 ]

Racing Notebook F1

80 30 2 153 845

A5 notebook with race calendar. Includes a business card slot on the inside. 80 pages, squared. Available from April 2009.

[ 8 ] Ballpen Team F1

80 30 0 418 379

Ballpoint pen with team logo, dark blue ink. Material: plastic.

[ 9 ] Earplugs F1

80 30 2 147 123

Foam earplugs to protect your ears during a race. Included: a handy carry pouch in white polyester with a metal ring to attach to the lanyard.

[ 10 ] Ballpen Team Set F1

80 30 2 147 130

Ballpoint pen set with metal strap and magnets. Pens with red and blue ink respectively. BMW Sauber F1 Team wordmark and BMW logo. Material: plastic.

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M Series owners are among the most passionate BMW enthusiasts. That’s why we now offer a Maintenance Program Upgrade that allows M Series owners to extend their total maintenance coverage up to a total of 6 years/100,000 miles, whichever comes first. it’s just one more way you can provide the elevated service your customers expect.

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

BMW Maintenance Program Upgrade for M Series

The UltimateDriving Machine®bmwusa.com

© 2009 BMW of North America, LLC. The BMW name, model names and logos are registered trademarks.The BMW Maintenance Program covers factory-recommended maintenance, as determined by the vehicle’s service indicator, for a period of up to 4 years or 50,000 miles, whichever comes first. Coverage up to 6 years or 100,000 miles, whichever comes first, includes original BMW Maintenance Program coverage. Please consult your authorized BMW center or refer to your vehicle’s Service and Warranty Booklet for details on coverage conditions and limitations.

22 Link Spring 2009 Link Spring 2009 23

SLUGWReNCh

Two new regional distribution centers (RDCs) have made their debut in 2009, and Midwestern BMW centers in partic-ular stand to reap the benefits. The 70-employee Minooka, Ill., facility is about an hour southwest of Chicago, while the 130-employee Nazareth, Penn., facility is about 90 minutes from both New York City and Philadelphia. Both join four other RDCs nationwide to supply parts and accessories to BMW centers quickly and efficiently. “One of the biggest reasons was to move the product closer to our centers,” explains Wes Neal, Manager, Logistics Network Development, for BMW NA.

“That offers a number of advantages, including shorter and more consistent lead times, fewer damages and less airfreight, which reduces overall trans-portation expense.” The recent network expansion is the culmination of more than eight years of development, beginning with just two RDCs in 2000 and resulting in the six now in place today. Mr. Neal says that the Minooka and Nazareth facilities are LEED-certified, confirming BMW’s commitment to sustainability. (Editor’s note: For more details on this certifica-tion, see “LEED Leads the Way,” at right. In addition, the build-to-suit facilities provided the opportunity to introduce cutting-edge technologies, such as

Nazareth’s state-of-the-art conveyor system that helps process more than 75,000 of its parts and accessories. “Like at our other facilities, we’re using the ATLAS system, BMW’s propri-etary client server solution consisting of different SAP modules working together to make one completely integrated system,” Mr. Neal says. Both facilities will play host to regional Parts & Service Meetings in the near future, Mr. Neal adds, and center personnel are welcome to arrange a tour of any of the RDCs if they wish. Mr. Neal says that with the intro-duction of Minooka, BMW will also test multiple deliveries per day to local centers on a proof-of-concept basis. Soon, select centers can receive their orders within hours of placing them. “We see it as an extension of our commitment to the BMW customer,” he concludes. “If we can help centers minimize their inventories on select parts while completing more workshop repairs on Day One, everyone wins.”

Parts, Perfected LEED Leads the WayThe 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.”

For customers, taking their vehicles in for collision repairs can be significant emotional events. After all, even a minor acci-dent disrupts the customer’s ability to drive their vehicle until it is repaired. Luckily, a BMW Certified Collision Repair Center (CCRC) can sweep away the worry of having vehicles repaired which are nothing short of their original condition. By using original BMW parts and approved repair processes, a BMW CCRC uses: approved repair procedures, original BMW parts and ColorSystem BMW Group refinishing products (a water-borne and environmentally friendly solution) to ensure customers’ BMW vehicles perform the way they did from their first day of ownership. To support BMW NA’s focus to grow the collision repair business, BMW NA has elevated its focus to assist centers to grow their body and paint business, become a CCRC and to offer BMW centers the opportunities to provide quality collision repair services to their customers. Market research demonstrates that from a customer reten-tion perspective, having a collision repair center that is a CCRC will add value to the BMW owner’s relationship with the center 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 colli-sion repair center location, which is referred to as a “brown field” location.

Regardless of whether interested centers decide to use a “green field” location or a “brown field” location, both business models require using the same guidelines for facility selections: performing quality collision repair processes, use of original BMW parts, use of ColorSystem BMW Group refinishing prod-ucts and adhering to the CCRC Program guidelines. Often, BMW centers want to know what the requirements are to enter the body and paint business, the projected return on their investments and the guidelines with addressing customers’ needs when handling their collision repair services. Overall, centers who grow their accident business will notice additional revenue and profit streams when repairing: BMW vehicles, other franchise vehicles, cosmetically repairing certified pre-owned vehicles and offering paintless dent repair services. While the idea of starting a CCRC may seem daunting, enrollment in a certified program includes an entire suite of training for the estimating staff, the management staff and the technical staff. There are classes, performance group discussions and a variety of eCourses available to help you every step of the way.

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

22 Link Spring 2009 Link Spring 2009 23

SLUGWReNCh

Two new regional distribution centers (RDCs) have made their debut in 2009, and Midwestern BMW centers in partic-ular stand to reap the benefits. The 70-employee Minooka, Ill., facility is about an hour southwest of Chicago, while the 130-employee Nazareth, Penn., facility is about 90 minutes from both New York City and Philadelphia. Both join four other RDCs nationwide to supply parts and accessories to BMW centers quickly and efficiently. “One of the biggest reasons was to move the product closer to our centers,” explains Wes Neal, Manager, Logistics Network Development, for BMW NA.

“That offers a number of advantages, including shorter and more consistent lead times, fewer damages and less airfreight, which reduces overall trans-portation expense.” The recent network expansion is the culmination of more than eight years of development, beginning with just two RDCs in 2000 and resulting in the six now in place today. Mr. Neal says that the Minooka and Nazareth facilities are LEED-certified, confirming BMW’s commitment to sustainability. (Editor’s note: For more details on this certifica-tion, see “LEED Leads the Way,” at right. In addition, the build-to-suit facilities provided the opportunity to introduce cutting-edge technologies, such as

Nazareth’s state-of-the-art conveyor system that helps process more than 75,000 of its parts and accessories. “Like at our other facilities, we’re using the ATLAS system, BMW’s propri-etary client server solution consisting of different SAP modules working together to make one completely integrated system,” Mr. Neal says. Both facilities will play host to regional Parts & Service Meetings in the near future, Mr. Neal adds, and center personnel are welcome to arrange a tour of any of the RDCs if they wish. Mr. Neal says that with the intro-duction of Minooka, BMW will also test multiple deliveries per day to local centers on a proof-of-concept basis. Soon, select centers can receive their orders within hours of placing them. “We see it as an extension of our commitment to the BMW customer,” he concludes. “If we can help centers minimize their inventories on select parts while completing more workshop repairs on Day One, everyone wins.”

Parts, Perfected LEED Leads the WayThe 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.”

For customers, taking their vehicles in for collision repairs can be significant emotional events. After all, even a minor acci-dent disrupts the customer’s ability to drive their vehicle until it is repaired. Luckily, a BMW Certified Collision Repair Center (CCRC) can sweep away the worry of having vehicles repaired which are nothing short of their original condition. By using original BMW parts and approved repair processes, a BMW CCRC uses: approved repair procedures, original BMW parts and ColorSystem BMW Group refinishing products (a water-borne and environmentally friendly solution) to ensure customers’ BMW vehicles perform the way they did from their first day of ownership. To support BMW NA’s focus to grow the collision repair business, BMW NA has elevated its focus to assist centers to grow their body and paint business, become a CCRC and to offer BMW centers the opportunities to provide quality collision repair services to their customers. Market research demonstrates that from a customer reten-tion perspective, having a collision repair center that is a CCRC will add value to the BMW owner’s relationship with the center 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 colli-sion repair center location, which is referred to as a “brown field” location.

Regardless of whether interested centers decide to use a “green field” location or a “brown field” location, both business models require using the same guidelines for facility selections: performing quality collision repair processes, use of original BMW parts, use of ColorSystem BMW Group refinishing prod-ucts and adhering to the CCRC Program guidelines. Often, BMW centers want to know what the requirements are to enter the body and paint business, the projected return on their investments and the guidelines with addressing customers’ needs when handling their collision repair services. Overall, centers who grow their accident business will notice additional revenue and profit streams when repairing: BMW vehicles, other franchise vehicles, cosmetically repairing certified pre-owned vehicles and offering paintless dent repair services. While the idea of starting a CCRC may seem daunting, enrollment in a certified program includes an entire suite of training for the estimating staff, the management staff and the technical staff. There are classes, performance group discussions and a variety of eCourses available to help you every step of the way.

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

Link Spring 2009 25

SLUGBACkSTReTCh

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

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.

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

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.

Original BMWAccessories

The UltimateDriving Machine®bmwusa.com

More than posters.They’re conversations.

This is where your life meets your BMW.

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 BMWAccessories

bmwusa.com

Skiing or surfing. Biking or boarding.

You’re on the road to adventure.

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

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

Original BMWAccessories

bmwusa.com

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

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

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

BMW Performance

bmwusa.com

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.

Original BMWAccessories

bmwusa.com

Synchronize your life with BMW technology.

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

navigation and security options.

Original BMWAccessories

bmwusa.com

Link Spring 2009 25

SLUGBACkSTReTCh

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

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.

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

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.

Original BMWAccessories

The UltimateDriving Machine®bmwusa.com

More than posters.They’re conversations.

This is where your life meets your BMW.

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 BMWAccessories

bmwusa.com

Skiing or surfing. Biking or boarding.

You’re on the road to adventure.

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

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

Original BMWAccessories

bmwusa.com

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

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

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

BMW Performance

bmwusa.com

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.

Original BMWAccessories

bmwusa.com

Synchronize your life with BMW technology.

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

navigation and security options.

Original BMWAccessories

bmwusa.com

Opportunities Knock 4 The “Right” Hire 8 PIA 14 The CEI Advantage 16

BMWAftersales MagazineSpring 2009, No. 17

The world of service, parts, accessories and lifestyle.

The UltimateDriving Machine®

BMW DigitalMerchandising

The UltimateDriving Machine®bmwusa.com

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

Customizable Aftersales Promotion.Now suitable for framing.

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.

MAG-017-09

Link