Headquarters
Riga, Latvia (Europe)
Company Size
100 employees
Industry
Education
Case Study
How We Raised a Driving School’s Revenue by 3.5x in Two Months
A few years ago, I got a call from Credo Autoprieks.
It’s a driving school in the Baltics, headquartered in Riga.
They were substantial. A merger of two large schools, creating one unified operation.
My contact was Maxim, their Marketing Director.
His difficulty was straightforward, yet frustrating:
They had a significant advertising budget. Substantial for a local school.
They were essentially purchasing all the available ad inventory.
They were generating a high volume of leads. The reports confirmed it!
But sales were stagnant. No change at all.
More leads. Identical sales.
The Challenge
When we examined the operation, we found the disarray.
Any online application, any prospect, was routed as an email to a single shared inbox.
Who handled it? – “A staff member.”
Out of five people in the office, one person was assigned to “process the inbox” that day.
They sometimes called back within an hour.
Sometimes in a week.
Sometimes never.
The volume overwhelmed them. Emails were opened, marked as “read,” and then completely missed. A missed inquiry is a lost transaction, but a missed email is a hidden liability.
The Real Core Issue (It Wasn’t Technology)
Maxim approached me with a concept: “We require a monitoring instrument. A CRM.”
We met. I asked him a very simple question:
“Assume we implement the greatest CRM in the world tomorrow. Every prospect is tracked perfectly. Who is going to respond to them?“
Silence.
The insight was clear.
The issue wasn’t the application. The issue was the absence of a defined method and the staff to execute it.
We needed personnel before we needed code.
The competitor, Einstein Driving School, was a factor. They were using a great website, online tests, and aggressive Social Media Marketing (SMM). We were already out of budget space. We had to improve our output with what we had.
We decided to hire two dedicated staff members.
But that wasn’t enough. People need direction. They needed to know what to say.
The existing staff were just advisors. They answered: “When does the course start?”
They were not salesman.
We needed sales scripts.
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