I’m sure that every management team sits down on occasion to discuss ways to improve dealership operations. Whether that improvement has to do with sales goals, employee satisfaction, or simply lot appearance, typically what happens is that everyone is gung-ho about it and it kicks off great. Then, slowly that momentum dies and all of a sudden nobody is making an effort anymore. Sound familiar?

How many times has your dealership implemented a new technology, lead source, or any new initiative just to find that they don’t get used, or seem to fail? Sometimes we find ourselves scratching our heads in wonder. Perhaps it’s not the technology, but rather our team members aren’t following a process or using it improperly. It’s very easy to dismiss a new technology or process as ineffective simply because employees tell you it’s not working. In my experience, most of the time it’s not the technology or the newly launched process that’s the problem. The problem is usually that our people aren’t using it properly, are not practicing consistency or have just plain lost the vision of why it was implemented in the first place. That’s why it’s important to have a champion. And, it’s not always about the money. Sometimes simply the opportunity to be recognized as a potential leader who is passionate about a new initiative is reward enough for an employee to champion the initiative.

So, how do you go about finding or making a champion? Once you make the executive decision that this new technology or process is a path you want to go down, bring your team into the conversation and see if they share your vision. If they do, ask THEM for a champion. See who wants to and is willing to be held accountable and lead the initiative. Ask them to create a list of suggestions for winning, and take the time to share your experience and support. Give that champion extra attention - it will be well worth it. When the team sees management pat that person/champion on the back, when that person is getting all the recognition and accolades, and perhaps even a promotion, other champions will all of a sudden start coming out of the woodwork. And that is a win-win for the dealership, for management and for the employees.

There is no limit to the areas in the dealership where this can work. Champions can be lot attendants, in the service lane, accounting, or even in the showroom or customer lounge. The initiative they are in charge of can be something as simple as ensuring that the showroom stays clean and organized. You could even make someone a champion for any non-profits your dealership is involved in.

When you find a champion that is willing to be held accountable to monitor, train and assist other employees, and/or take charge of the initiative themselves, success rates skyrocket. I’ve seen it at my stores when a champion gets promoted and a replacement champion isn’t put in place. Success rates plummeted.

Let’s face it -- great employees/teams are the very core/foundation of our ultimate success. The need to train and nurture the staff you have into a group of people that thrives in their work environment; are engaged, care about you and are invested in your dealership and share a common vision, has never been more important. Discover your champions today and watch as your initiatives explode with success. I love this industry!

I’m sure that every management team sits down on occasion to discuss ways to improve dealership operations. Whether that improvement has to do with sales goals, employee satisfaction, or simply lot appearance, typically what happens is that everyone is gung-ho about it and it kicks off great. Then, slowly that momentum dies and all of a sudden nobody is making an effort anymore. Sound familiar?

How many times has your dealership implemented a new technology, lead source, or any new initiative just to find that they don’t get used, or seem to fail? Sometimes we find ourselves scratching our heads in wonder. Perhaps it’s not the technology, but rather our team members aren’t following a process or using it improperly. It’s very easy to dismiss a new technology or process as ineffective simply because employees tell you it’s not working. In my experience, most of the time it’s not the technology or the newly launched process that’s the problem. The problem is usually that our people aren’t using it properly, are not practicing consistency or have just plain lost the vision of why it was implemented in the first place. That’s why it’s important to have a champion. And, it’s not always about the money. Sometimes simply the opportunity to be recognized as a potential leader who is passionate about a new initiative is reward enough for an employee to champion the initiative.

So, how do you go about finding or making a champion? Once you make the executive decision that this new technology or process is a path you want to go down, bring your team into the conversation and see if they share your vision. If they do, ask THEM for a champion. See who wants to and is willing to be held accountable and lead the initiative. Ask them to create a list of suggestions for winning, and take the time to share your experience and support. Give that champion extra attention - it will be well worth it. When the team sees management pat that person/champion on the back, when that person is getting all the recognition and accolades, and perhaps even a promotion, other champions will all of a sudden start coming out of the woodwork. And that is a win-win for the dealership, for management and for the employees.

There is no limit to the areas in the dealership where this can work. Champions can be lot attendants, in the service lane, accounting, or even in the showroom or customer lounge. The initiative they are in charge of can be something as simple as ensuring that the showroom stays clean and organized. You could even make someone a champion for any non-profits your dealership is involved in.

When you find a champion that is willing to be held accountable to monitor, train and assist other employees, and/or take charge of the initiative themselves, success rates skyrocket. I’ve seen it at my stores when a champion gets promoted and a replacement champion isn’t put in place. Success rates plummeted.

Let’s face it -- great employees/teams are the very core/foundation of our ultimate success. The need to train and nurture the staff you have into a group of people that thrives in their work environment; are engaged, care about you and are invested in your dealership and share a common vision, has never been more important. Discover your champions today and watch as your initiatives explode with success. I love this industry!

We all love this industry and what it can, and has done, for our families, friends, country and our local communities. But, I fear that if we do not stop and take a serious look at where we are as far as operations and culture in our stores today, our future generations may be in jeopardy.

With the massive shift in the way businesses are being built today, it is obvious that we have arrived at a tipping point. This is exciting and screams “new opportunity!” for automotive retail, (as seen by Wall Street jumping in with both feet). Some of us have been satisfied for far too long with the “old school” way of operations in our stores. While other businesses and industries have evolved through continued education; commitment to consistent improvement; and by being held responsible for stock prices and the evolution of conscious capitalism, which is creating sustainable businesses out of brick and mortar, instead of straw. That may be harsh, but I think as we start 2016, we as executive managers may need to take a good look in the mirror.

There are new modern ways of operating that solve the pain points we have lived with for decades and decades. These new modern ways of doing business can create solid, sustainable and profitable businesses that exceed the demands of today’s consumer and employees. The facts today are different than they were just 5 years ago. If we do not solve the consumer and employee pain points, someone else will.

The tallest building must be built on the strongest foundation. I believe that the very foundation of any business starts with the culture. Culture is a key component in business and has an impact on its strategic direction. Culture influences management, decisions and all business functions -- from accounting to production. A business culture will encompass an organization’s values, visions, working style, beliefs and habits.

Maybe we should all start from scratch and have a culture meeting with our executives. Honestly define and write down the culture you have organically created at your dealership today. Then write down a vision for an improved culture and the benefits that culture will bring. Look at other business platforms that are succeeding, at competition that is breaking new ground and at pain points such as ‘turn over,’ and more. I am a believer that money will not fix your turn over – culture will.

Our industry continues to operate on the retail side as it has for decades. Unlike many other industries, we have positions with incredible income levels available to people with minimal education, or experience requirements. Our education level is one of the lowest in the country -- while our pay is one of the highest. Maybe in today’s environment, we need to start by looking at the most important capital we invest in - our human capital. Maybe we should demand continuous education from our executives, middle management and staff in general, and build a culture that attracts a wider range of skill sets.

The single greatest asset you have in your dealership is your people (human capital). The culture will dictate how they perform and the type of experience they will provide for your customers. Your employees (team members) can work from a place of passion, heart and pride, instead of doing just what they need to so as to avoid getting fired. They want to LOVE coming to work. They desire a workplace where their voice is heard and where they can be proud and part of a team that is moving forward at all times. Your people (human capital) will elevate and inspire every aspect of your business.

OK, so we agree it may be healthy to take a good look at our culture, now how do we get started?

Get educated, read books on business success and great CEO’s. There is a mountain of great inspiration out there. Write notes as you read these books. Take a sentence that moves you and throw it in your notes. At the end of a book or 2, revisit your notes, you may be surprised how well it is coming together.

I think you probably do realize how important culture is, and just how important it is to hire the right coachable executives and middle management. Those that are committed and motivated by culture, ethics, integrity and then by money. These people will be inspired to be a greater part of the solution that encourages new thought. I always have believed that people in general will work harder towards a ribbon or a purpose than a paycheck.

With a positive and conscious culture flowing through your store, you will see more productive, energetic and happier employees. And, let’s not forget, happier customers. In the words of Richard Branson, “If you look after your staff, they will look after your customers.”

I believe this may be one of the most important thing you can do to ensure the health and growth of your dealership in 2016 and beyond. I also know that once you have championed this new culture, you will see more than just financial rewards. I wish you all the best of success!

We all love this industry and what it can, and has done, for our families, friends, country and our local communities. But, I fear that if we do not stop and take a serious look at where we are as far as operations and culture in our stores today, our future generations may be in jeopardy.

With the massive shift in the way businesses are being built today, it is obvious that we have arrived at a tipping point. This is exciting and screams “new opportunity!” for automotive retail, (as seen by Wall Street jumping in with both feet). Some of us have been satisfied for far too long with the “old school” way of operations in our stores. While other businesses and industries have evolved through continued education; commitment to consistent improvement; and by being held responsible for stock prices and the evolution of conscious capitalism, which is creating sustainable businesses out of brick and mortar, instead of straw. That may be harsh, but I think as we start 2016, we as executive managers may need to take a good look in the mirror.

There are new modern ways of operating that solve the pain points we have lived with for decades and decades. These new modern ways of doing business can create solid, sustainable and profitable businesses that exceed the demands of today’s consumer and employees. The facts today are different than they were just 5 years ago. If we do not solve the consumer and employee pain points, someone else will.

The tallest building must be built on the strongest foundation. I believe that the very foundation of any business starts with the culture. Culture is a key component in business and has an impact on its strategic direction. Culture influences management, decisions and all business functions -- from accounting to production. A business culture will encompass an organization’s values, visions, working style, beliefs and habits.

Maybe we should all start from scratch and have a culture meeting with our executives. Honestly define and write down the culture you have organically created at your dealership today. Then write down a vision for an improved culture and the benefits that culture will bring. Look at other business platforms that are succeeding, at competition that is breaking new ground and at pain points such as ‘turn over,’ and more. I am a believer that money will not fix your turn over – culture will.

Our industry continues to operate on the retail side as it has for decades. Unlike many other industries, we have positions with incredible income levels available to people with minimal education, or experience requirements. Our education level is one of the lowest in the country -- while our pay is one of the highest. Maybe in today’s environment, we need to start by looking at the most important capital we invest in - our human capital. Maybe we should demand continuous education from our executives, middle management and staff in general, and build a culture that attracts a wider range of skill sets.

The single greatest asset you have in your dealership is your people (human capital). The culture will dictate how they perform and the type of experience they will provide for your customers. Your employees (team members) can work from a place of passion, heart and pride, instead of doing just what they need to so as to avoid getting fired. They want to LOVE coming to work. They desire a workplace where their voice is heard and where they can be proud and part of a team that is moving forward at all times. Your people (human capital) will elevate and inspire every aspect of your business.

OK, so we agree it may be healthy to take a good look at our culture, now how do we get started?

Get educated, read books on business success and great CEO’s. There is a mountain of great inspiration out there. Write notes as you read these books. Take a sentence that moves you and throw it in your notes. At the end of a book or 2, revisit your notes, you may be surprised how well it is coming together.

I think you probably do realize how important culture is, and just how important it is to hire the right coachable executives and middle management. Those that are committed and motivated by culture, ethics, integrity and then by money. These people will be inspired to be a greater part of the solution that encourages new thought. I always have believed that people in general will work harder towards a ribbon or a purpose than a paycheck.

With a positive and conscious culture flowing through your store, you will see more productive, energetic and happier employees. And, let’s not forget, happier customers. In the words of Richard Branson, “If you look after your staff, they will look after your customers.”

I believe this may be one of the most important thing you can do to ensure the health and growth of your dealership in 2016 and beyond. I also know that once you have championed this new culture, you will see more than just financial rewards. I wish you all the best of success!

I believe that, as an automotive community, we intuitively know that we need to change. The sales to consumer model is outdated – our fault for not demanding of ourselves consistent improvement in the consumer experience arena. Consumers are demanding more and Wall Street has taken notice. Backed by hundreds of millions of dollars, companies are quickly rising that threaten to take market share from us. The longer we allow them to thrive and establish their brand and message, the harder it will be for us to retake the market. These disruptors – the Beepis, Vrooms, Carvanas and others – are a threat to our core business model. Right now, they may seem unthreatening, as we continue to go about business as usual. But that would be very wrong.

Take for instance Vroom’s recent acquisition of Texas Auto Direct, one of the earliest and most successful retailers to embrace online sales (Largest independent dealer in U.S.) and offer this method of buying to consumers. They’ve thrived for years, happily shipping vehicles all across our country. Do you think they could do so if it weren’t extremely profitable? As dealers, we’ve long had the ability to facilitate a quasi-online transaction. It tends to jump back and forth between e-mails, online credit applications, documents sent via Fed-Ex, notarized, and vehicles then shipped. Today, technology exists that allows us to accomplish this with far greater simplicity. It also enables a better customer experience. We as dealers must step out of our (now) profitable comfort zones and stretch our minds. We must adopt, or invent new ways to attract customers. We must think like the customers!

It’s time to step back and learn from these disruptors threatening our livelihoods. They aren’t doing anything hugely different from what you can do in your dealership. We have the infrastructure, the inventories and our manufacturers backing us. No matter what anyone may say, customers still want to touch and feel a “sea” of vehicle choices before signing on the dotted line, especially used vehicles. The simplest way to fight back and watch these companies disappear is to replicate their customer experience online – with the extra value that only a dealership can offer. We need to identify the pain points customers feel exist in the process and take steps to change our processes to eliminate these. By taking a page from these disruptor’s playbooks, we can learn to increase market share, improve customer relations and evolve our teams.

The future of our business rests upon our willingness to meet our customer’s demands without sacrificing margins. We can accomplish this by simplifying our processes – both online and in our showrooms. And, by relieving our customer’s pain points in the vehicle purchasing process through the use of technology. We all know where the jams occur in our processes – customers that aren’t getting prompt service because all available salespeople are sitting with customers. Some of these salespeople are merely babysitting, while their customers await financing. We see a backlog of customers waiting for figures while sales managers try to desk 5 deals at the same time, while appraising 2 trades. Our internet leads go unanswered as the Internet managers are all busy with appointments – and these are ripe for the picking by the competition. This list goes on and on…… Every dealership will have its own pain points and areas that could be improved. You know which exist in your dealership. Yes, it will take a fresh commitment that will take a champion to lead this initiative in your store. It’s hard when we are (currently) profitable. But, remember all those stories – Blockbuster stock was at one time $25 a share and they were smiling and golfing and resting on their current success.

All of these problems can be remedied through the use of technology and a committed culture. And through the creation of a champion in your store who is committed to consistent improvement -- without sacrificing gross profits. Adopting new technology and processes can be quite intimidating. Believe me. I know. I’ve been there. After 35 years in automotive retail and 30 of those years in management / GM, I’ve made those decisions, despite the fears. But, I actually found that there was nothing to fear after all – actually quite the opposite.

Take a step back and look through the eyes of your customer. Envision your dealership and the customer experience you want! Then, make a commitment to adopt technology that offers your customers a better buying experience and name a champion or a team of champions that will lead this new initiative. Let’s disrupt the disruptors. Thoughts?

I believe that, as an automotive community, we intuitively know that we need to change. The sales to consumer model is outdated – our fault for not demanding of ourselves consistent improvement in the consumer experience arena. Consumers are demanding more and Wall Street has taken notice. Backed by hundreds of millions of dollars, companies are quickly rising that threaten to take market share from us. The longer we allow them to thrive and establish their brand and message, the harder it will be for us to retake the market. These disruptors – the Beepis, Vrooms, Carvanas and others – are a threat to our core business model. Right now, they may seem unthreatening, as we continue to go about business as usual. But that would be very wrong.

Take for instance Vroom’s recent acquisition of Texas Auto Direct, one of the earliest and most successful retailers to embrace online sales (Largest independent dealer in U.S.) and offer this method of buying to consumers. They’ve thrived for years, happily shipping vehicles all across our country. Do you think they could do so if it weren’t extremely profitable? As dealers, we’ve long had the ability to facilitate a quasi-online transaction. It tends to jump back and forth between e-mails, online credit applications, documents sent via Fed-Ex, notarized, and vehicles then shipped. Today, technology exists that allows us to accomplish this with far greater simplicity. It also enables a better customer experience. We as dealers must step out of our (now) profitable comfort zones and stretch our minds. We must adopt, or invent new ways to attract customers. We must think like the customers!

It’s time to step back and learn from these disruptors threatening our livelihoods. They aren’t doing anything hugely different from what you can do in your dealership. We have the infrastructure, the inventories and our manufacturers backing us. No matter what anyone may say, customers still want to touch and feel a “sea” of vehicle choices before signing on the dotted line, especially used vehicles. The simplest way to fight back and watch these companies disappear is to replicate their customer experience online – with the extra value that only a dealership can offer. We need to identify the pain points customers feel exist in the process and take steps to change our processes to eliminate these. By taking a page from these disruptor’s playbooks, we can learn to increase market share, improve customer relations and evolve our teams.

The future of our business rests upon our willingness to meet our customer’s demands without sacrificing margins. We can accomplish this by simplifying our processes – both online and in our showrooms. And, by relieving our customer’s pain points in the vehicle purchasing process through the use of technology. We all know where the jams occur in our processes – customers that aren’t getting prompt service because all available salespeople are sitting with customers. Some of these salespeople are merely babysitting, while their customers await financing. We see a backlog of customers waiting for figures while sales managers try to desk 5 deals at the same time, while appraising 2 trades. Our internet leads go unanswered as the Internet managers are all busy with appointments – and these are ripe for the picking by the competition. This list goes on and on…… Every dealership will have its own pain points and areas that could be improved. You know which exist in your dealership. Yes, it will take a fresh commitment that will take a champion to lead this initiative in your store. It’s hard when we are (currently) profitable. But, remember all those stories – Blockbuster stock was at one time $25 a share and they were smiling and golfing and resting on their current success.

All of these problems can be remedied through the use of technology and a committed culture. And through the creation of a champion in your store who is committed to consistent improvement -- without sacrificing gross profits. Adopting new technology and processes can be quite intimidating. Believe me. I know. I’ve been there. After 35 years in automotive retail and 30 of those years in management / GM, I’ve made those decisions, despite the fears. But, I actually found that there was nothing to fear after all – actually quite the opposite.

Take a step back and look through the eyes of your customer. Envision your dealership and the customer experience you want! Then, make a commitment to adopt technology that offers your customers a better buying experience and name a champion or a team of champions that will lead this new initiative. Let’s disrupt the disruptors. Thoughts?

An article published on Wards Auto shared some interesting views from a recent session at the Automotive Customer Centricity Summit. The article stated that John Finkel, director-client experience and training for Nissan’s luxury unit, Infiniti, does not believe that a 1-hour car deal is good for customers. In fact, he feels that customers don’t even want it. He stated on a panel at the summit that 3.1 hours was the “peak efficiency rate” and Infiniti’s desired transaction time. Infiniti stores currently average an aggregated 4.6 hours. Another dealer panelist indicated that his dealership’s goal was between 2 or 3 hours, with 1 hour being “an impossible dream.” The panel claimed that the trend towards faster transaction times is spurred by Millennials, but that it is a bad idea. The panel even went so far as to compare a “dealership hurrying shoppers is like a restaurant rushing patrons” and that “neither group of consumers likes that.” 
 

Studies have shown that consumers do not like the time it currently takes to purchase a vehicle. Nor do they like the process involved. In the panel session, Finkel claimed that “customers want salespeople spending time with them.” I’m not too sure about that. I cannot think of many times when I had to usher a customer out of the building because they were enjoying spending time with their salespeople.  In fact, in many cases, customers rush salespeople through the delivery process simply to leave faster. The reality is that every customer is different. Are there customers who want to spend time at the dealership kicking tires, test driving cars and negotiating price? Sure. But most consumers simply don’t have time to do that. They want a quick and efficient buying process. Consumers love to buy new cars… they just don’t like to buy them. That sounds like an oxymoron, but when you think about it, it really isn’t.

It’s been shown time and again that, in most cases, consumers tend to distrust the dealer. A lot of this distrust is perhaps because the sales process we have had for decades hasn’t evolved with the times. Consumers are making buying decisions online which they wish to quickly execute. Amazon has made the buying process so easy that now you can order a “dash” button for your washing machine and order detergent simply by pushing this button… no need to even go online anymore. I believe the evidence is there that consumers DO want a faster, friendlier and more transparent car buying processes. Poor customer experience, lack of transparency and long transaction times are consist complaints on every customer survey and study that is published.

Personally, I think that a 1 hour deal is possible for used. But, due to the new car delivery, 1.5 hours should be the goal.  The bottom line is that everyone has different ways they want to do things and it is important to offer experiences for each type of buyer. If a customer wants to come in, spend hours at the dealership chatting it up with the salesperson, as Finkel suggests, then great. But if they don’t have time to spend all day at the dealership, and would rather complete the process online, and just arrive at the dealership to take delivery - why wouldn’t you offer them that option? Why not provide an “Easy Button” for the consumer?

The point is that It isn't necessarily that the customer wants to spend less time at the dealership- they don't want to be 'hurried'- they just don't want the time to be spent haggling, feeling frustrated and stressed.  They want an easy and fun buying process. Allowing the customer to do the hard part from home means that however much time THEY choose to spend at the dealership is up to them.  My guess is that they won't be exhausted by the time they get delivery and they will have a much better time of it- maybe spend more time touring the service department and on delivery- leaving much more satisfied and happy...more likely to remain loyal --  Just a theory at this point.

Today’s consumer is busy. They don’t have time to spend the whole day at a dealership. They’re also tired of the traditional vehicle sales process. Enabling consumers to buy a car in their pajamas, online, from the luxury of their own home, on their terms, from start to finish, is where our industry is headed. In the end, all that matters is that they purchase a vehicle and are happy with their experience. After that, everything else will take care of itself. 

An article published on Wards Auto shared some interesting views from a recent session at the Automotive Customer Centricity Summit. The article stated that John Finkel, director-client experience and training for Nissan’s luxury unit, Infiniti, does not believe that a 1-hour car deal is good for customers. In fact, he feels that customers don’t even want it. He stated on a panel at the summit that 3.1 hours was the “peak efficiency rate” and Infiniti’s desired transaction time. Infiniti stores currently average an aggregated 4.6 hours. Another dealer panelist indicated that his dealership’s goal was between 2 or 3 hours, with 1 hour being “an impossible dream.” The panel claimed that the trend towards faster transaction times is spurred by Millennials, but that it is a bad idea. The panel even went so far as to compare a “dealership hurrying shoppers is like a restaurant rushing patrons” and that “neither group of consumers likes that.” 
 

Studies have shown that consumers do not like the time it currently takes to purchase a vehicle. Nor do they like the process involved. In the panel session, Finkel claimed that “customers want salespeople spending time with them.” I’m not too sure about that. I cannot think of many times when I had to usher a customer out of the building because they were enjoying spending time with their salespeople.  In fact, in many cases, customers rush salespeople through the delivery process simply to leave faster. The reality is that every customer is different. Are there customers who want to spend time at the dealership kicking tires, test driving cars and negotiating price? Sure. But most consumers simply don’t have time to do that. They want a quick and efficient buying process. Consumers love to buy new cars… they just don’t like to buy them. That sounds like an oxymoron, but when you think about it, it really isn’t.

It’s been shown time and again that, in most cases, consumers tend to distrust the dealer. A lot of this distrust is perhaps because the sales process we have had for decades hasn’t evolved with the times. Consumers are making buying decisions online which they wish to quickly execute. Amazon has made the buying process so easy that now you can order a “dash” button for your washing machine and order detergent simply by pushing this button… no need to even go online anymore. I believe the evidence is there that consumers DO want a faster, friendlier and more transparent car buying processes. Poor customer experience, lack of transparency and long transaction times are consist complaints on every customer survey and study that is published.

Personally, I think that a 1 hour deal is possible for used. But, due to the new car delivery, 1.5 hours should be the goal.  The bottom line is that everyone has different ways they want to do things and it is important to offer experiences for each type of buyer. If a customer wants to come in, spend hours at the dealership chatting it up with the salesperson, as Finkel suggests, then great. But if they don’t have time to spend all day at the dealership, and would rather complete the process online, and just arrive at the dealership to take delivery - why wouldn’t you offer them that option? Why not provide an “Easy Button” for the consumer?

The point is that It isn't necessarily that the customer wants to spend less time at the dealership- they don't want to be 'hurried'- they just don't want the time to be spent haggling, feeling frustrated and stressed.  They want an easy and fun buying process. Allowing the customer to do the hard part from home means that however much time THEY choose to spend at the dealership is up to them.  My guess is that they won't be exhausted by the time they get delivery and they will have a much better time of it- maybe spend more time touring the service department and on delivery- leaving much more satisfied and happy...more likely to remain loyal --  Just a theory at this point.

Today’s consumer is busy. They don’t have time to spend the whole day at a dealership. They’re also tired of the traditional vehicle sales process. Enabling consumers to buy a car in their pajamas, online, from the luxury of their own home, on their terms, from start to finish, is where our industry is headed. In the end, all that matters is that they purchase a vehicle and are happy with their experience. After that, everything else will take care of itself. 

How can it be possible that I would leave a job I LOVE after 25 years?

The fact is that I have always liked to be ahead of the curve and today’s customers are rewarding evolving dealerships that offer true Online Deal Creation with real perfect payment – where all that is left is the test drive. Don’t believe this can be done? Well, I am convinced that it can – and the results prove it. In fact, after 35 years, I have decided to leave the world of automotive retail to join my wife, Kim Orr, and her team, to build our automotive industry marketing/branding company, DealerSuccess, into a tech heavyweight. Kim and her team spent the last year launching CloudEngage.

For the last 25 years I have worked at Dick Hannah Dealerships, most of the time as a GM for the Honda store. While working as GM, I also served on the creative team with DealerPeak to totally re-create and re-brand their Online Deal Creation tool for my Honda store. I fell in love with the product and decided to leave automotive retail so as to further develop this tool (now Virtual Deal) for use in auto dealerships. I now work with my team at DealerSuccess to offer consulting and other revolutionary products that are meaningful to both dealerships and consumers.

At Dick Hannah, my team and I spent a great amount of time and energy researching technologies that we felt had the potential of helping our dealerships gain market share. Through implementation, accountability and analysis of results, we determined whether a product was worthy and, if it was, we improved our processes. We never stopped looking. By combining this process with an open-mind, a willingness to take risks and, by paying attention to consumer trends, together we built Dick Hannah Dealerships into one of the largest in the Northwest.

Over the years, I’ve seen our industry transform. If you’ve been around awhile, my guess is you know what I’m talking about. Technological advances have taken us from no websites, to rich, content-filled ones that allow consumers to virtually stroll through our inventory from home in their pajamas. Consumers don’t have to back their car up to the phone to get an appraisal on their vehicle any longer – they can do it through our websites, all on their own, without our help.

I’ve travelled the country sharing my findings with other dealers, attempting to help them become more successful. My speaking engagements have changed over time. As new trends and technologies became more prominent in our industry, my presentations have included topics such as transparency, online reviews and new technologies. I have seen, as I’m sure you have too, that the retail processes we’ve all employed over many years is increasingly moving online. Piece by piece. Bit by bit.

Consumers are now used to shopping from their home or office for just about everything you can imagine – including cars. Amazon didn’t become the behemoth it was because it made the buying process more difficult. They did it because they made it so simple. Then they made it fast. Today’s consumer is busy. They don’t have time to spend the whole day at a dealership. They’re also tired of the traditional vehicle sales process. Enabling consumers to buy a car in their pajamas, from start to finish, is where our industry is headed.

Is this possible? And, if so, will dealers embrace it? Or will some allow fear to creep in and prevent them from evolving? I get it. I’ve been there. I know all of the questions. Will I lose profit on the front-end or the back-end? Can I really work an entire deal online? Can a deal really be finalized – payment perfect – online so that all that remains is the test drive? How does this benefit my dealership?

Here’s the deal: I’m so convinced that online deal creation is a game-changer; our industries next evolution; that I have resigned as a general manager at one of the greatest dealer groups in this nation.

Through my research, studying live dealerships, and with actual implementation of Virtual Deal on the Dick Hannah Honda website, I am 100 percent convinced that this technology produces spectacular results -- I have never seen a conversion tool dominate like Virtual Deal.

I am thrilled to be able to join the team of DealerSuccess full-time as CEO-Spokesperson and will dedicate myself to sharing Virtual Deal across the nation. 

How can it be possible that I would leave a job I LOVE after 25 years?

The fact is that I have always liked to be ahead of the curve and today’s customers are rewarding evolving dealerships that offer true Online Deal Creation with real perfect payment – where all that is left is the test drive. Don’t believe this can be done? Well, I am convinced that it can – and the results prove it. In fact, after 35 years, I have decided to leave the world of automotive retail to join my wife, Kim Orr, and her team, to build our automotive industry marketing/branding company, DealerSuccess, into a tech heavyweight. Kim and her team spent the last year launching CloudEngage.

For the last 25 years I have worked at Dick Hannah Dealerships, most of the time as a GM for the Honda store. While working as GM, I also served on the creative team with DealerPeak to totally re-create and re-brand their Online Deal Creation tool for my Honda store. I fell in love with the product and decided to leave automotive retail so as to further develop this tool (now Virtual Deal) for use in auto dealerships. I now work with my team at DealerSuccess to offer consulting and other revolutionary products that are meaningful to both dealerships and consumers.

At Dick Hannah, my team and I spent a great amount of time and energy researching technologies that we felt had the potential of helping our dealerships gain market share. Through implementation, accountability and analysis of results, we determined whether a product was worthy and, if it was, we improved our processes. We never stopped looking. By combining this process with an open-mind, a willingness to take risks and, by paying attention to consumer trends, together we built Dick Hannah Dealerships into one of the largest in the Northwest.

Over the years, I’ve seen our industry transform. If you’ve been around awhile, my guess is you know what I’m talking about. Technological advances have taken us from no websites, to rich, content-filled ones that allow consumers to virtually stroll through our inventory from home in their pajamas. Consumers don’t have to back their car up to the phone to get an appraisal on their vehicle any longer – they can do it through our websites, all on their own, without our help.

I’ve travelled the country sharing my findings with other dealers, attempting to help them become more successful. My speaking engagements have changed over time. As new trends and technologies became more prominent in our industry, my presentations have included topics such as transparency, online reviews and new technologies. I have seen, as I’m sure you have too, that the retail processes we’ve all employed over many years is increasingly moving online. Piece by piece. Bit by bit.

Consumers are now used to shopping from their home or office for just about everything you can imagine – including cars. Amazon didn’t become the behemoth it was because it made the buying process more difficult. They did it because they made it so simple. Then they made it fast. Today’s consumer is busy. They don’t have time to spend the whole day at a dealership. They’re also tired of the traditional vehicle sales process. Enabling consumers to buy a car in their pajamas, from start to finish, is where our industry is headed.

Is this possible? And, if so, will dealers embrace it? Or will some allow fear to creep in and prevent them from evolving? I get it. I’ve been there. I know all of the questions. Will I lose profit on the front-end or the back-end? Can I really work an entire deal online? Can a deal really be finalized – payment perfect – online so that all that remains is the test drive? How does this benefit my dealership?

Here’s the deal: I’m so convinced that online deal creation is a game-changer; our industries next evolution; that I have resigned as a general manager at one of the greatest dealer groups in this nation.

Through my research, studying live dealerships, and with actual implementation of Virtual Deal on the Dick Hannah Honda website, I am 100 percent convinced that this technology produces spectacular results -- I have never seen a conversion tool dominate like Virtual Deal.

I am thrilled to be able to join the team of DealerSuccess full-time as CEO-Spokesperson and will dedicate myself to sharing Virtual Deal across the nation.