Outsourcing Follow-Up Offers Fast, Reliable Response

You know follow-up is that last, important step in your sales process, but the July holidays have just passed, and you’re still busy and wondering how you could possibly find the time to follow-up yourself or hire someone else to do the job.

 

If you’re feeling overwhelmed by the need to follow-up with your ne w boat buyers, and you’re unable to hire someone to lead the effort for you internally, outsourcing these services is a way to get a follow-up program started quickly, as well as to get access to detailed reports on how your dealership is performing.

 

In a perfect world, we could do everything for our business ourselves, but that’s not always how things work. We all contract with vendors for a variety of things, from shipping to lawn care and from cleaning to human resources. Follow-up could also be contracted out.

 

Hiring a company to complete phone campaigns for you takes the work off your plate and offers the outreach that your customers need.

 

To learn more about outsourcing follow-up calls, we reached out to MRAA partner member CSI Inc., which offers dealers calls after delivery, alerts on issues, WOW reports on praise for your staff and monthly reports that track your team’s performance.

 

Becky Thompson, president of CSI, Inc., said that by following up and addressing issues, dealers can create lifelong customers.

 

“Everyone knows that happy customers make lifelong customers, and lifelong customers will put a nice profit on anyone’s bottom line,” Thompson said. “We all know it’s more costly to gain new customers, so why not invest to make sure every customer is so impressed with the care and concern they are receiving, that they wouldn’t go anywhere else for service and future sales?”

 

Follow-up is recommended with returning customers, service customers, and of course, first-time boat buyers.

 

“First time boat buyers will always have questions, and they need to feel confident they can come to their dealer for answers,” Thompson explained. “Build that trust, share their excitement, quality control check, and you will build lifelong customers.”

 

Following up with customers and gaining meaningful feedback has a variety of benefits, Thompson said. Those include:

 

  • Fixing problems quickly, thereby saving customers with the customer intelligence obtained during the follow-up call. End result: Added profit to your bottom line!
  • Building a stronger relationship with customers because the call clearly sends the customer a signal that the dealer really cares about their experience.
  • Praising and recognizing staff for a job well done.
  • Identifying broken processes, so they can be corrected, saving issues with the next customer.
  • Praising and recognizing staff for a job well done.
  • Identifying broken processes, so they can be corrected, saving issues with the next customer.
  • Identifying broken staff processes, so retraining can occur.
  • Tracking employees’ performance, enabling recognition for the employees who are providing exceptional service.
  • Learning what your Net Promoter Score is.
  • Learning what your Customer Satisfaction Index rating is.
  • Identifying which marketing avenues are driving customers to the dealership.
  • Revealing needed improvements that might otherwise be invisible. These are golden nuggets!

 

Follow-up is so crucial to building up your customer base with loyal, raving fans, and their referrals. So, finding a system that works for you is important. Outsourcing just might be that route, if you’re looking for an efficient program that takes the hard work off your hands.

Sales Process Course Now Available Through 2020 Continuous Certification

MRAA’s Continuous Certification program has released its third quarter course: Fill the Gaps in Your Dealership’s Sales Process. The goal is to help dealers improve their customer experience by following a consistent process.

 

Certified Dealers are already required to have a sales process in place before earning their Certification, but this course asks them to go back to that process and their process map and review them, to assure all of the important factors are embedded in the process, trained upon and used.

 

Jim Million, of Million Learning, leads Certified Dealers through his B.R.I.D.G.E. sales process, while MRAA Lead Certification Consultant Bob McCann demonstrates how B.R.I.D.G.E. can apply to each of the 15 steps in MRAA’s example sales process map.  

 

Fill the Gaps in Your Dealership’s Sales Process Map is available now to enrolled dealers and their staff within the 2020 Continuous Certification Curriculum.

 

If you don’t have access to Continuous Certification and would like to learn more, contact Certification Manager Liz Keener at lizk@mraa.com, or 763-333-2417.

Bipartisan Legislation Introduced to Protect Small Businesses From Natural Disasters

WASHINGTON, D.C. —  July 8, 2020 — U.S. Reps. Joe Morelle (D-NY-25), Jack Bergman (R-MI-01), Jared Golden (D-ME-02), and Pete Stauber (R-MN-08) today introduced the Providing Resources for Emergency Preparedness and Resilient Enterprises (PREPARE) Act, landmark bipartisan legislation that would give small businesses the opportunity to access much needed capital to invest in disaster resilient infrastructure — a top priority for the Marine Retailers Association of the Americas. This bill would allow the Small Business Administration to make low-interest, fixed rate loans of up to $500,000 to small businesses to invest in their properties to protect their facilities, real estate and contents from natural disasters.

“There is no question that natural disasters across the nation are becoming more common and severe, devastating communities and small businesses as a result,” said Marine Retailers Association of the Americas government relations manager Adam Fortier-Brown. “As small businesses drive our nation’s economic recovery, they must be equipped to protect themselves now and in the future from the existential threat that disasters pose. The PREPARE Act will give small businesses an important tool to invest in modern resilient infrastructure to protect their organization, and continue to fuel job growth and prosperity in communities across the nation.  We hope this sees swift consideration by the House, and are thankful for the leadership of Representatives Joe Morelle, Jack Bergman, Jared Golden, and Pete Stauber on this critical issue.”

This will preserve small business job gains in communities that depend on them and prevent against the existential threat of permanent business closure. According to FEMA, roughly 40-60 percent of small businesses never reopen following a disaster.

“Our community knows all too well how devastating flooding can be to local businesses — many of which are already struggling with the severe financial impacts of COVID-19,” said Congressman Joe Morelle. “It’s more important now than ever that we take preventative action to prepare for future flooding and protect our small businesses from additional economic hardship. Strong mitigation efforts are the key to our resiliency, and that’s why I’m so proud to introduce this much-needed legislation to help strengthen coastal communities.”

“The First District of Michigan has more shoreline than any Congressional District in the nation. Many businesses face the threat of devastating floods and increased uncertainty as water levels across the Great Lakes region continue rising and natural disasters strike,” said Rep. Jack Bergman. “The PREPARE Act is a step forward in helping businesses across the nation create mitigation plans to ensure their viability and resiliency for the future.”

“Small businesses located on Maine’s coastline and riversides frequently deal with flooding, which can threaten good jobs and now our economic recovery due to business delays and property damage,” said Congressman Jared Golden. “The best way to protect small businesses and workers from natural disasters like floods is to be well- prepared. I am glad to be joining this bipartisan bill to help small businesses access the capital they need to plan for and mitigate flooding risks and other disasters.”

“As a small business owner, I understand that businesses often face obstacles that are outside of their control,” said Congressman Peter Stauber. “While small businesses work to recover from the COVID-19 pandemic, it is imperative that we take preemptive steps to protect our small businesses from additional hurdles that may cause further economic harm. Therefore, I am proud to back bipartisan legislation that will help small businesses strengthen their infrastructure, helping to prepare for the possibility of future flooding.”

“Small, family owned recreational boating businesses are among the most susceptible to the devastation of erosion, rising water levels and many additional effects of climate change,” said National Marine Manufacturers Association’s director of government relations, Callie Hoyt. “Authorizing this Small Business Administration’s Pre-Disaster Mitigation Loan program would make these businesses and communities better prepared to weather the increasing number of natural disasters and we applaud Representatives Joe Morelle (D-NY-25), Jack Bergman (R-MI-01), Jared Golden (D-ME-02) and Pete Stauber (R-MN-08) for their leadership on this critical issue.”

“This bill has wide-reaching benefits to the marina and boatyard industry,” said Association of Marina Industries legislative outreach coordinator Eric Kretsch. “Small businesses constitute a large portion of our industry, and by nature, we’re located in vulnerable areas. This program will provide another mechanism to upgrade infrastructure and increase the resilience of our industry to natural disasters.”

This program would be the only SBA program focused solely on small business disaster prevention, and would complement rebuilding efforts through the government agency’s disaster loan programs. Research shows that every $1 the government spends on disaster mitigation, such as improving existing infrastructure or elevating homes and businesses, saves taxpayers an average of $6.

A study by the MRAA and AMI found that marine business need significant funding to protect from flooding, requiring an average of $260,000 to invest in projects like elevating buildings, bulkheads, constructing flood barriers or levees, dry and wet floodproofing, yard regrading, and sewer back up protections. This is an issue that transcends industries where all small businesses across the country face similar needs to mitigate damages caused by an increase in frequency and severity of natural disasters, costing the U.S. over $800 Billion in the last decade. 

About the Marine Retailers Association of the Americas
At the Marine Retailers Association of the Americas, we believe that for the marine industry to thrive, the retail organizations that interact with the boaters in their community must thrive. With that in mind, MRAA works to create a strong and healthy boating industry by uniting those retailers, providing them with opportunities for improvement and growth, and representing them with a powerful voice. For more information, visit MRAA.com or contact us at 763-315-8043.

Can’t Follow Up Yourself? Hire!

src=Your most recent customer has just pulled away, the owner of a shiny new boat. You know the next step in your sales process is to follow up. But how?

 

You’re swamped! The phones are ringing; the online leads are pouring in; the bell at the door keeps dinging; and you haven’t eaten in six hours!

 

src=Now is the time to invest in your dealership’s customer experience. You can do this either by hiring a short-term, contract employee, or thinking long-term about a customer experience representative or manager to have on staff. You need someone who can run through your customer relationship management (CRM) log and call your spring and summer customers one by one. Someone who has the time to chit-chat with your customers and offer them the customer experience that you wish you had time for personally.

 

And the time to do that is now.

 

There are plenty of people currently looking for jobs, as they were recently laid off or furloughed due to COVID’s effects on businesses, and many of those people have worked in customer service, from call center reps to waiters and waitresses. These people with customer service experience can be taking the time to call your customers, to check in with them, assure they’re having a high-quality experience, fix any issues and ask for referrals.

 

So, what do you need to get started?

 

  • Consider if you will be hiring this person for short-term, contract work, or long-term work. If you’re hiring a contractor for the first time, check the federal and state laws on contract work. If you work with any type of human resources company, or if you have an HR person on staff, they should be able to help. Assure you’re hiring this position legally and following all of the rules for their type of employment.
  • Create a job description for that person. The MRAA Certification Team has developed a sample job description for a customer experience representative that is available for MRAA members here, along with more than 50 other job descriptions. Create your job posting, and make it clear what type of position this is (contract, part-time or full-time) and where the person will be working (inside the dealership or from their home).
  • Prepare the representative’s working environment. Depending on how you want this employee or contractor to access your CRM, dealer management system (DMS), or other technology, this job could be done from your dealership, or they could work from their own home. Consider what technology you would need to provide for them to work at either site, including a computer, phone system, a customer experience email address, etc.
  • Create a plan and set metrics. Develop a system for passing information to the customer experience rep and having them pass the information back. Ideally, this would be some system within your CRM. Also, set realistic metrics for how many customer touches the person is expected to make each day or week and a method of measuring those touches.
  • Interview and hire. Look for an enthusiastic attitude. Find someone who doesn’t mind being on the phone for hours on end; not everyone is up to the task.
  • Onboard and train. Hopefully, you’ll be able to get this person up to speed quickly, because we know you want to reach out to these customers ASAP. But make sure you still provide training on the systems the person will use, information about the dealership and its culture, and scripts and templates that the person will need.
  • Check-in. Once the customer experience rep gets going, check in and assure the work is being done to your level of expectation and that the person still has the tools, information and training they need to get the job done right.
  •  If you have time and have paid for the 2019 Continuous Certification Curriculum (Certified Dealers only), watch the Align Your People Pathway of the Q3 course: Align Your Dealership with Today’s Customer. And if you don’t have time today, bookmark that course for the future, as you consider opportunities to offer a better customer experience within your dealership. This course offers you information on a range of options from hiring a customer experience representative to creating your own Business Development Center (BDC). 

This may seem like a long list, but by hiring this new person, you’ll take a huge load off of yourself and your sales team, so you can continue to focus on bringing in new revenue. On top of that, you’ll have the opportunity to reach your new customers in ways other businesses aren’t, securing that customer’s loyalty, business and recommendations going forward.

The No. 1 tactic for retaining first-time boat buyers

As long-time boating enthusiasts and professionals, it’s easy for us to forget how much first-time boat buyers don’t know about boating.

 

Last week, for example, I watched as a new boat owner tried more than a dozen times to back his trailer down the ramp to retrieve his boat. He gave up and asked a fisherman who had been standing in the parking lot drinking a beer, to back the trailer into the water for him. After he obliged, and the wheel wells were submerged down the ramp, the novice had one more question: “How do I get the boat onto the trailer?”

 

No matter what your personal boating history, and no matter if your customer is a first-time buyer or just a new-to-them boat buyer, there are a number of unknowns they face. And let’s be honest, there are numerous issues — What’s wrong with my trolling motor? Why doesn’t my speedometer work? Why aren’t the lights working on my trailer? How do I get these things fixed? — that either we’re not aware that the customer is experiencing or we gloss over them because of our years of dealing with and fixing those issues ourselves.

 

But these are the exact reasons why post-sale follow up is the No. 1 tactic for not only ensuring a quality ownership experience, but also for gaining repeat business. As that customer’s dealer, you are also their closest ally in an enjoyable boating lifestyle. You are the authority on boating. You are the guide to help them get the most out of their new purchase. And you are their resource when something goes wrong.

 

Unfortunately, when something goes wrong, consumers today are more likely to voice their discontent on social media than they are to pick up the phone and call you. Another reason why follow-up is so critically important.

 

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First-time boat buyers need extra care in the buying and ownership process. Dealers need

to make sure they bolster their follow-up procedures to help retain them as customers.

 

 

I know you don’t have time to follow up with every customer, especially in today’s overwhelming sales environment. But you need to make the time in order to keep these customers in boating and to bring them back to your business when it’s time to upgrade.

 

We often think of the sales process as a relationship building effort. But, really, the customer needs the relationship on the back side of the sale — after they trailer off your lot or idle away from the dock. That’s when they’re really going to need you. Will you be there for them?

 

We want to make a follow-up procedure as easy as possible for you, so we’ve created a series of resources and ideas to help you get started. Here’s a six-step approach for prioritizing follow-up and creating an outstanding customer ownership experience:

  1. We’re all running short on inventory, and now that we’re past the early July peak of summer, and the sales season is beginning to slow, you should create a plan to ramp up your follow-up procedures. Start by making the shift from a sales mentality to a customer experience mentality.
  2. Decide your approach for which team member(s) will make the calls: Typically, it would be the sales contact or a sales manager or a customer service representative or some combination of them all. You could make a case for that call to come from a service writer who could help assist with minor issues the customer is having. The “who” is not as important as actually making the call because it’s the care and concern that matters. Just make sure they have a customer experience mindset.
  3. Start with your sales log. Pull a list, to include name, contact info and the make and model of the boat that was purchased, for every boat buyer since the beginning of the year. Start with the first boat and call every customer in order of purchase. Yes, you should include used- as well as new-boat buyers.
  4. Log every conversation in your customer relationship management (CRM) tool.
  5. Create a task calendar for issues that need to be followed-up on further, and make sure those tasks not only get assigned to someone but also that they are followed through on.
  6. Don’t forget about service. Demonstrating that you care that the service work you completed has been done satisfactorily is a great way to build rapport and strengthen your relationship with the customer. (Follow the same process as above, beginning with a list of every service customer and the work that was completed.)

 

Your follow-up strategy doesn’t need to be super elaborate. It can start as easy as that outlined above. The important thing is that you ensure that post-sale (and service) follow-up is conducted so that the customers know they have an ally in your dealership … and someone that they know will take care of them when it comes time to upgrade their boat.

MRAA Launches Customer Experience Education Series

MINNEAPOLIS —  July 6, 2020 — With first-time boat buyers flocking to boat purchases in record numbers and overwhelming dealers across North America, the buying and ownership experience is at risk. With this in mind, the Marine Retailers Association of the Americas has announced a new education series of insights and resources designed to help dealership teams deliver world-class customer experiences.

Operation Keep Your Customers Boating

MRAA’s “Operation: Keep Your Customers Boating” will culminate in a series of blogs, videos, a white paper, a webinar and more, designed to help dealers ensure their customers are well taken care of and that the ownership experience remains of the highest quality.

“We’ve heard time and again over the past couple of months that dealership teams are overwhelmed, as customers, especially new buyers, are clamoring to get out on the water in a safe, socially distanced and fun summer activity,” said MRAA President Matt Gruhn. “However, dealers are concerned that with the rush of sales, their customer experience efforts are falling short, so we are offering these quick, easy-to-understand and implement, series of tips to help them improve upon their customer experience efforts.”

The blog series debuts Monday, July 6 on the MRAA site’s Keep Customers Boating portal. It is designed to offer easily digestible insights on how dealers can positively impact the ownership experience. Certification Manager Liz Keener will touch on each topic daily in an MRAA Facebook Live video, giving dealers a chance to consume the content in whichever format works best for them. When the series is complete, the resources will be combined into an “Operation: Keep Your Customers Boating” white paper.

This valuable resource will feature not just insights and overviews of best practices, but also numerous useable resources, such as process maps, scripts, job descriptions and more. Additional resources are being created for and many are already available to MRAA’s Certified Dealers through the initial program and the continuing education it offers.

“2020 has been a rollercoaster of a year for dealers. And this spring and summer has brought the kind of results we want — new buyers pleading to get into boats. Now we have to focus on serving those first-time boat buyers with the best customer experience we can offer,” said MRAA Certification Manager Liz Keener. “By improving all of our customer experience efforts, we will not only keep those customers boating into next season and beyond, but we’ll earn loyal customers, who will want to upgrade and become boaters for life. They’ll also be the people who will refer boating to their friends and family and further feed into the industry’s pipeline of new buyers. These customer experience tools are designed for our entire industry to thrive going forward, feeding off the excitement we’ve seen thus far this year.”

“Operation: Keep Your Customers Boating” adds to the variety of customer experience resources MRAA already offers through its free Resource Center, its members-only MRAATraining.com, and the Marine Industry Certified Dealership program.

 

 

About the Marine Retailers Association of the Americas
At the Marine Retailers Association of the Americas, we believe that for the marine industry to thrive, the retail organizations that interact with the boaters in their community must thrive. With that in mind, MRAA works to create a strong and healthy boating industry by uniting those retailers, providing them with opportunities for improvement and growth, and representing them with a powerful voice. For more information, visit MRAA.com or contact us at 763-315-8043.

 

Operation: Keep Your Customers Boating

In Minnesota, a salesman admits that boat deliveries and walkthroughs are being compromised by the overwhelming number of customers who need to be cared for. This, despite the fact that he’s selling boats to customers who’ve never even been in a boat, let alone have never owned a boat.

Operation Keep Your Customers Boating

In Florida, a dealership principal tosses and turns through sleepless nights because he knows his customers aren’t receiving the care and attention they deserve. In Ohio, it’s plain and simple, a dealer’s “CSI scores are going to take a hit,” because of the frantic pace of boat sales and service.

Across North America, boat dealerships are facing a culmination of pressure points that make it nearly impossible to keep up. Leads have increased exponentially, all the new customers we’ve dreamt about are swarming dealerships, and boat sales are surpassing record numbers. What started as a sales season rife with panic and concern on a level not seen since The Great Recession, has quickly transformed into a prolific boat “buying frenzy” that has boat dealers overwhelmed, staff on the verge of burnout and inventory significantly depleted.

On the manufacturing side, production lines have restarted and boats are being shipped, but executives admit that they’re rushing to fill orders. They acknowledge that the compounding effects of restarting production lines, hiccups in the supply chain and the pressure to deliver boats have caused a rise in quality issues. Meanwhile, the long-running quip that dealership service departments serve as the last 10 feet of the production line has recently been updated to the last 75 feet.

This isn’t a blame game or even a pity party. It’s an acknowledgement that while the boat business experiences significant demand, there’s both an opportunity and a risk we should be aware of.

First-time boat buyers have been leaving boating at a clip of about 40 percent in their first five years of boat ownership — during normal times, according to a study released last year. Today’s dealers risk that this sudden pressure on their businesses will cause them to fail to deliver the world-class customer experience people expect when parting ways with their discretionary income. And they risk more customers than normal will become one-and-done boat owners.

The opportunity, then, is that we can deliver for them and capture these first-time boat buyers for life. With their eyes opened to the escape boating can provide, it’s our chance to show them how being on the water can change their lives for good. That effort begins with the dealer, and a little bit of the right effort will ensure the ownership experience is worth recommending and returning for.

The MRAA is here to help ensure that you capitalize on the opportunity in front of you and that you overcome all risks to the long-term profitability of your business.

Introducing “Operation: Keep Your Customers Boating,” a step-by-step guide to helping you ensure the boat ownership experience exceeds expectations, and creating an environment where your customers will develop two-foot-itis in a year or so and will be in to trade up on their boat.

This multi-part guide has been conceptualized by MRAA’s Dealership Certification Program Manager Liz Keener and Lead Consultant Bob McCann and captures and shares some of the leading insights our team has garnered over the years. They’ve tapped expert advice, dealer best practices, and industry trends to help you manage the customer experience. The first phase of this guide will be released as blogs right here on MRAA.com.

In this series, you’ll gain critical insights on topics like post-sale follow-up, processes for taking care of first-time boat buyers, service shop efficiencies, and digital engagement. You’ll also gain access to resources like call scripts, process maps and key job descriptions. It’s a robust, step-by-step guide for not only taking care of your customers but also for helping you capture future business.

The important part of this is the three-part commitment you need to make for your business and your customers:

  1. Acknowledge that the customer experience and the future prosperity of your business are at risk;
  2. Tap into the resources you will learn about and MRAA is providing for you; and
  3. Put them to use in your dealership starting today.

Your new customers might already be on the water, but it’s not too late to ensure they have a world-class boating experience. You get to decide if that happens, and the time to act is now.

MRAA, NMMA COVID-19 Retail Reopening Guidelines

LAST UPDATED:  Thursday August 13, 2:00PM ET

As states continue to reopen their economies post the COVID-19 pandemic, MRAA and NMMA are working together to help our members nationwide identify and assess the retail status in each state. The map highlights retail status in each state as well by identifying the percentage level each state is open:

 

 

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Masks: Due to increased COVID-19 cases, several states have adopted requirements for the general public to wear masks while outside their residences, including the workplace. Employers are advised to develop a compliant policy. State requiring masks for general public are: Alabama, Arkansas, California, Colorado, Connecticut, Delaware, Hawaii, Illinois, Indiana, Kansas, Kentucky, Louisiana, Maine, Maryland, Massachusetts, Michigan, Minnesota, Montana,  Nevada, New Jersey, New Mexico, New York, North Carolina, Ohio, Oregon, Pennsylvania, Rhode Island, Texas, Virginia, Washington, West Virginia and Wisconsin.  

 

Below you will the NMMA contact for each state. If you would like to reach out to MRAA, please contact Adam Fortier-Brown at adam@mraa.com.

 

Alabama

Marine Retail Operations:  On May 21, 2020, Governor Ivey amended the Alabama Safer at Home Order to be applied statewide. The order which includes an expanded list of items to reopen will expire on August 31, 2020 at 5:00 p.m.

All retail stores shall comply with the following rules:

  • Emergency maximum occupancy rate. Occupancy shall be limited to no more than 50 percent of the normal occupancy load as determined by the fire marshal. This “emergency maximum occupancy rate” shall be posted in a conspicuous place, and enough staff shall be posted at the store entrances and exits to enforce this requirement.
  • Social distancing. An employee of the retail store may not knowingly allow customers or patrons to congregate within six feet of a person from another household.
  • Sanitation. The retail store shall take reasonable steps to comply with guidelines on sanitation from the Centers for Disease Control and Prevention (CDC) and the Alabama Department of Public Health.

 

For more information, click here.

 

Contact: Lee Gatts (lgatts@nmma.org)

 

Alaska

Marine Retail Operations:  Alaska marine dealers and other retail businesses are fully open without occupancy restrictions. Retail guidance can be found here.

 

Contact: David Dickerson (ddickerson@nmma.org)

 

Arizona

Marine Retail Operations: Retailers may open but must limit capacity to an amount that allows for six feet social distancing and follow the health and safety guidelines found here. Governor Ducey has paused the reopening process and has ordered the states bars, gyms, movie theaters and water parks to shut down for at least 30 days amid thousands of new coronavirus cases in the state, however this does not affect retail operations.

 

Contact: David Dickerson (ddickerson@nmma.org)

 

Arkansas

Marine Retail Operations: Retailers are allowed to reopen as long as they limit person-to-person contact and maintain appropriate social distancing of at least six feet to prevent the spread of the virus, full retail guidelines can be found here, general phase 2 guidance for businesses can be found here.

 

Contact: Libby Yranski (lyranski@nmma.org)

 

California

Marine Retail Operations: Marine retail operations are open under guidelines set by county, with state requirements found here. Face coverings are required in most businesses.

 

Contact: David Dickerson (ddickerson@nmma.org)

 

Colorado

Marine Retail Operations: Retail operations opened on May 1 with restrictions including 50% capacity. Read full retail guidelines here.

 

Contact: Libby Yranski (lyranski@nmma.org)

 

Connecticut

Marine Retail Operations: Essential retail was allowed to remain open throughout the pandemic. Connecticut entered Phase 2 of their reopening plan on June 17th. Retail businesses are allowed to open at 50%, full retail phase 2 guidance can be found here. Business must self-certify and commit to comply with the Sector Rules established to keep their employees and customers safe. Please self-certify here. Connecticut’s reopening is currently on pause.

 

Contact: Libby Yranski (lyranski@nmma.org)

 

Delaware

Marine Retail Operations: Retail locations can operate at 60% capacity as long as the business complies with the state’s social distancing and preparedness guidance. This includes installing physical barriers such as sneeze guards, and marking out six-foot spacing for check-out lines to ensure social distancing. Remote sales, and marine repair was previously permitted.

  • Businesses are responsible to follow the Responsibilities for all Businesses, set forth in the State of Emergency Order.
  • Employers must enforce strict social distancing protocols.
  • Employees and customers have a responsibility to self-quarantine if they have a reason to expect that they may be ill with or may have come into contact with COVID-19. Employees who are symptomatic must not physically return to work until cleared by a medical professional.
  • Employers are encouraged to continue teleworking. Employees who have been working from home throughout this crisis should continue working from home unless there is a substantive change to business operations in Phase 2 (e.g. a business was closed, but now it’s open).
  • All surfaces touched by customers, including doors, restrooms, and point of sale infrastructure must be disinfected using an EPA-approved disinfectant every 15 minutes to 2 hours.
  • Hand sanitizer must be used by employees at frequent intervals during any service, appointment or scheduled event, including at a minimum after contact with surfaces touched by others, after incidental contact with a patron or visitor, and before preparing or distributing food or drink.
  • Employees must social distance from each other while working. This can be accomplished through spacing or moving workstations, staggering shifts or other means.
  • Businesses must make hand sanitizer or handwashing stations readily available for all employees, patrons, and visitors throughout the business’ location, including at each entry and exit at a minimum. Hand sanitizer must be composed of at least sixty percent (60%) ethanol or seventy percent (70%) isopropanol.
  • Employers must post signs on how to stop the spread of COVID-19, hand hygiene, and how to properly wear a cloth face covering. Download signs: de.gov/bizsigns

 

Current business guidance can be found here.

 

Contact: Libby Yranski (lyranski@nmma.org)

 

Florida

Marine Retail Operations:  As of June 19, Governor DeSantis has halted Florida’s phased reopening strategy, however it does not affect retail businesses. All retail businesses are open statewide and may operate at full capacity under Phase 2 of the governor’s reopening plan, which requires social distancing protocols. Read Executive Order 20-139 for more information. All employers should implement and update as necessary a plan that:

  • is specific to your workplace,
  • identifies all areas and job tasks with potential exposures to COVID-19, and
  • includes control measures to eliminate or reduce such exposures.

 

Miami-Dade County Executive Order:

Retail establishments remain open, however indoor dining, gyms and other businesses have been closed since July 6.

 

Broward County Emergency Order:

Capacity Requirements

  • Limit the number of customers inside a store at a given time, excluding employees and representatives of third-party delivery companies, to a maximum of 50% of the store’s maximum occupancy. To the extent any such establishment is subject to any other capacity or operational limitation by any state or local government authority, the establishment must comply with the more stringent or restrictive limitation. Retail establishments that were permitted to operate as essential services or essential businesses under the Governor’s Executive Order 20-91 are not subject to the fifty percent (50%) maximum occupancy limitation stated in this section.Click here and here for more details.

 

3. Social distancing requirements do not apply to members of the same household.

 

Operations Requirements

  • Consider dedicated shopping hours or appointment times for the elderly, medically vulnerable, and health care workers.
  • Social distancing reminders to customers are required, including but not limited to social distancing “reminder” signs, personal stickers, floor decals, and audio or audible announcements. Signs shall be conspicuously posted.
  • Establish one-way aisles and traffic patterns for social distancing.
  • Encourage curbside, online, or call-in pickup and delivery service options to minimize contact and maintain social distancing.

 

Sanitation and Safety Requirements

  • Prohibit or limit the use of changing rooms while ensuring proper sanitation and compliance with social distancing protocols.
  • Establish procedures for safe exchange and returns of goods and materials.
  • Do not allow self-serve products (e.g., “testers”); consider limiting customer contact with retail products before purchase.
  • When possible and appropriate, use plastic shields or barriers between customers and clerks at service counters and clean them (the shields and service counters) frequently.
  • Prohibit the use of reusable bags (reusable bags may carry COVID-19).
  • Tampa:

 

Contact: David Dickerson (ddickerson@nmma.org)

 

Georgia

Marine Retail Operations: All retail businesses shall implement the following additional measures to prevent the spread of COVID-19, as practicable.

Such measures shall include:

  1. Limiting the number of patrons inside the store to 50% of fire capacity occupancy of the entire store or eight (8) patrons per 1,000 square feet;
  2. Encouraging patrons to use hand sanitizer upon entering;
  3. Encouraging non-cash payments when possible;
  4. Sanitizing entrance and exit doors at least three times per day;
  5. Encouraging Workers to report any safety and health concerns to the employer; and
  6. Installing protective screens or other mitigation measures where Worker-patron interactions are likely.

Click here to view a complete list of retail guidelines.

 

Contact: Lee Gatts (lgatts@nmma.org)

 

Hawaii

Marine Retail Operations: Hawaii is currently in phase 2 “Act with Care” of their reopen strategy. Click here to view the current phase guidelines. In phase 2, retailers are allowed to be open for business with the following social distancing protocols and reduced occupancy:

 

Social Distancing – Employees (Phase 2)

Ensure employees stay 6 feet apart whenever practical. Adjust seating in break rooms, cafeterias, and other common areas to reflect social distancing practices. Prohibit gatherings or meetings of employees of 10 or more during working hours, permit employees to take breaks and lunch outside, in their office or personal workspace, or in such other areas where proper social distancing is attainable. Restrict interaction between employees and outside visitors or truck drivers; implement touchless receiving practices if possible. Adjust training/onboarding practices to limit number of people involved and allow for 6 foot spacing; use virtual/video/audio training when possible. Discourage employees from using colleagues’ phones, desks, workstations, radios, handhelds/wearables, or other work tools and equipment.  Prohibit handshaking and other unnecessary person to person contact in the workplace.

Special Protocols for Home Delivery/Installation Employees. Wear protective face coverings and gloves during in-home delivery and/or installation services. Ensure proper social distancing between employee and customer. Clean and disinfect any surfaces which will be regularly contacted throughout the duration of any installation. When delivery/installation is complete, clean and disinfect all surfaces which were contacted throughout installation. Clean and disinfect any tools or supplies used throughout delivery/installation upon leaving the home.

 

Social Distancing – Customers (Phase 2)

To support smaller retail businesses, who may lack staff necessary to closely monitor customer flow, it is recommended to reduce store occupancy to no more than 50%, and no less than 20%, of the stated maximum store capacity according to the National Fire Code. Alternatively, thresholds of no more than 5 customers per 1,000 square feet of total store square footage excluding employees, may also be appropriate. Place conspicuous signage at entrances and throughout the store alerting staff and customers to the required occupancy limits, six feet of physical distance, and policy on face covering. Establish hours of operation, wherever possible, that permit access solely to high-risk individuals, as defined by the CDC. Demarcate six feet of spacing in check-out lines to demonstrate appropriate spacing for social distancing. Ensure six feet of distance between customers and cashiers and baggers, except at the moment of payment and/or exchange of goods. Arrange for contactless pay options, pickup, and/or delivery of goods wherever practical.

 

For more information, click here and here.

 

Contact: Lee Gatts (lgatts@nmma.org)

 

Idaho

Marine Retail Operations: Marine retailers may open at 100% of capacity if they implement social distancing protocols found here. They include: Identify how the business will provide adequate sanitation and personal hygiene for employees, vendors and patrons. Identify how the business will provide services limiting close interactions with patrons such as, but not limited to:

  • Online, digital or telephonic ordering
  • Curbside pickup
  • Delivery
  • Establishing hours of operations for vulnerable populations
  • Limiting numbers of patrons in the business at a time
  • Directing the flow of traffic in the business
  • Use of signage and barrier protection to limit movement and maintain distancing

MRAA Adds Four New Partner Members

 

MRAA Adds Four New Partner Members

 

MINNEAPOLIS —  June 23 — The Marine Retailers Association of the Americas announces four new partner members in Atilus, Dealership Toolkit, Kenect and Medallion Bank.

“We are thrilled to add four new members to our influential group of partnering businesses,” said Allison Gruhn, Director of Business Development. “We believe our members and the unified community representing the MRAA provides us with the ability to deliver on our mission and to serve as the voice of the marine dealer.”

 

Atilus

Atilus is a full-service digital agency dedicated to growing online business through website design and development, digital marketing and more. Its services are based around helping dealers grow and increasing revenue with real results. The small-but-mighty team of eight specializes in various areas of the web, ranging from server maintenance to web design, development and digital marketing. A new sister company, Boat Marketing Pros, offers digital marketing solutions to the marine industry. 

 

Dealership Toolkit

Dealership Toolkit has group expertise in the automotive, RV, marine and power sports fields. The team has worked with over 35 RVDA Top 50 Award Winning Dealers and 4 MRAA Dealer of the Year Winners, and his team has a mission to build essential tools to support the in-dealership sales efforts. They help dealers serve their customer body in a more efficient and greater profit generating manner through advanced technology and proven methods.

 

Kenect

Kenect specializes in text messaging and shifting the platform from an ordinary outlet into a primary communication tool for any business across the U.S. and Canada. Texting is the way consumers want to do business. Billions of texts are sent daily and the vast majority are opened, making it one of the most efficient forms of effective communication available for marketers.

 

Medallion Bank

Medallion Bank provides customized servicing solutions across the credit spectrum (subprime, non-prime and prime) for auto loans and leases, recreational vehicles, boats, motorcycles and power sports equipment, credit cards, signature loans, manufactured housing and other consumer receivables. It specializes in helping recreation product dealerships finance customers with past credit challenges.

 

These businesses join an expansive lineup of boat manufacturers, vendors and suppliers who support the efforts of the MRAA through partnership. To learn more about becoming a Partner Member, along with a full menu of partner benefits, click here.

 

About the Marine Retailers Association of the Americas
At the Marine Retailers Association of the Americas, we believe that for the marine industry to thrive, the retail organizations that interact with the boaters in their community must thrive. With that in mind, MRAA works to create a strong and healthy boating industry by uniting those retailers, providing them with opportunities for improvement and growth, and representing them with a powerful voice. For more information, visit MRAA.com or contact us at 763-315-8043.

The Paycheck Protection Program Changes All Dealers Need to Know

WASHINGTON, D.C. – June 17, 2020 – On June 5th, President Donald Trump signed the bipartisan Paycheck Protection Flexibility Act of 2020 into law, officially making significant changes to the Paycheck Protection Program. MRAA outlines some of the major changes in our document here. 

 

Notable changes include:

–       Loans can be used for 24 weeks now, up from 8 weeks

–       60% of funds must now be used on payroll expenses, down from 75%

–       Borrowers can request loan forgiveness AND defer payroll taxes

–       Employers have additional exemptions to still have their loans forgiven if they are unable to bring back employees. The timeline to rehire employees is extended from June 30 to December 31, 2020.

 

The Treasury Department issued essential guidance on the 60% rule for payroll costs, saying that it is not a “cliff.” Instead, if a dealer who received PPP funds does not spend 60% or more on payroll during the 24-week period, then PPP loan forgiveness will be based on whatever amount is spent on payroll. 

 

Additional guidance was released indicating that PPP loan forgiveness applications are being reworked so that borrowers can determine their forgivable amount “in 15 minutes.” We should note that dealers should have their accountants or other financial advisors help review this application to ensure maximum loan forgiveness. You can review the new borrow application here.

 

There is still $130 billion in PPP funding available until June 30, so if you’ve not received a loan yet there is no better time to look.

 

For additional information, please contact MRAA government relations manager Adam Fortier-Brown at adam@mraa.com.