Why service BDC is the ‘heartbeat of the dealership’ – Jen Suzuki

In the latest episode of Loyalty-Based Sales Strategies, host Jen Suzuki, president of eDealer Solutions, emphasizes the untapped potential of the service Business Development Center (BDC), calling it “the heartbeat of the dealership.” Drawing from her weekly hands-on work with dealership teams, Suzuki challenges auto retailers to move beyond basic call handling and implement structured phone strategies that drive loyalty, revenue, and long-term customer engagement.

First, Suzuki opens with a firm stance: the service BDC is too often dismissed as a basic call center rather than a core revenue and loyalty driver. “A lot of times it’s overlooked,” she says, but for high-performing stores, it’s a game-changer. Suzuki cites examples of top franchise stores making 11,000 to 15,000 calls per month, directly increasing appointments, technician utilization, and customer retention.

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She stresses the importance of having a game plan for every call. Without a targeted list, strategy, or conversation flow, dealers are “leaving business on the table.” According to Suzuki, service BDC agents must come prepared to schedule maintenance and identify missed opportunities—whether that’s unscheduled 50,000-mile maintenance, recalls, or upcoming service needs.

To engage customers, Suzuki advises agents to open each call warmly and confidently:

“I want to come in like it’s the best day of my life, not the worst day of my life.”

She walks through a sample script focused on making the customer feel remembered and valued, referencing their past loyalty and maintenance history. For example, she suggests saying:

“You’ve been taking really good care of your car with us for the last two years… You’ve got the 50K coming up—how are you doing on your mileage?”

Suzuki underscores that value must be communicated before price. When a customer calls for a simple oil change quote, a BDC agent shouldn’t just give the number and hang up. Instead, the agent should explain what comes with it: synthetic oil, factory parts, trained technicians, competitive pricing, transportation, fluid top-offs, and a complimentary car wash. Then, they must confidently move to book the appointment.

As part of her strategy, Suzuki promotes always asking for the appointment and preparing a “second swing” if the customer declines. This could include mentioning recalls, maintenance reminders, or other relevant services.

Ultimately, Suzuki closes by reaffirming that the service BDC must be treated as a priority initiative in the new year. To grow profits, improve CSI, and retain customers, dealers must regularly update call guides, coach teams, and inject energy and purpose into every customer interaction.

“This is the most important department in your operation today—it is the heartbeat of your dealership.” – Jen Sunzuki

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