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Manager Capability Training · Card 1

The Four Questions

Customer Opportunity Review — The Daily Save-A-Deal Operating Discipline

This example shows how a manager creates structure before coaching begins. The purpose is not to review names for the sake of reviewing names. The purpose is to establish reliable facts, clear ownership, and a specific next action.

Key PrincipleA useful Customer Opportunity Review begins with reliable facts and clear ownership.

Watch

Training clip

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Notice

Listen for the operating sequence

How many?How many real customer opportunities did we have?
Who handled them?Who owned each customer interaction?
What happened?What do the CRM record and the facts actually show?
What are we doing next?Who owns the next action, and by when?

Discuss

Where is the breakdown in your store?

Start here
  1. Which of the four questions is hardest for your store to answer accurately?
  2. What causes that information gap?
Inspect the process
  1. Where are we relying on memory instead of the CRM?
  2. Where are assignments being made without a clear owner or deadline?
Manager decision
  1. What is one change we need to make beginning today?

Practice

Rewrite the opportunity

Start with this weak note:

Customer liked vehicle. Wants to think. Follow up tomorrow.

Rewrite it so another manager can clearly explain:

  • Why the customer is shopping
  • What vehicle they prefer
  • What happened during the visit
  • What remains unresolved
  • Who owns the next action
  • When the action will occur

Apply

What good looks like

Manager standard
  1. State what happened
  2. Identify what remains unknown
  3. Define what the next conversation must accomplish
  4. Name who owns the action
  5. Set when the result will be inspected
Evidence of execution
  • A factual customer status
  • A named owner
  • A specific next action
  • A date and time
  • A manager inspection point
Manager commitment

No active customer opportunity leaves the review without clear ownership and a dated next action.

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