I had the chance to interview Bill Playford about car subscription services, and how they're going to change the marketplace. Take a look what this insider had to say.

• Give it to me straight, do you like the idea of car subscriptions, or is it just something you've come to accept?

1. I live about thirty minutes from our children’s school, and our property adjoins more than 300 acres of farmland. For my family, having two vehicles is a necessity. Finding a place to park on nine acres of land isn’t a problem. But, for the more than 80% of Americans who live in urban areas, something as simple as where to park a vehicle is an expensive problem. 
2. I believe it will be the extrinsic factors such as stagnant wages, congestion charges, emissions and safety regulations, along with ballooning insurance costs that will drive consumers to fractional ownership, then eventually to autonomous vehicles. I don’t like the idea of a shrinking middle class or the death of loud V8 engines, but it’s something I’ve come to accept. As I mentioned in my previous post, we don’t have to like it.  

• What are the pros and cons of this, for automotive dealers?

1. The cons are fairly obvious. All of the quibbling over website design and DMS regulations will cease to mean anything when the retail model as we know it collapses. 
2. There are several pros for the dealerships that are forward thinking and business minded enough to survive the transition. 
   1. Luxury, high-line, classic, and exotic dealerships will likely be safe, or may experience a slight uptick in business. These types of vehicles are emotional purchases, with buyers well-heeled enough to drive them through any economic conditions. They will also cater to those who seek the nostalgia of gasoline, stick shifts, and analog controls. Even though everyone has a smartphone in their pocket, some still choose to wear a wristwatch.
   2. I believe car dealers to be among the most resilient business owners in the world. There are already dealerships who want to stay ahead of the coming transition. In fact, just a short time ago, one of our dealerships discussed working with us to add fractional ownership to its portfolio of products and services. Instead of letting the Silicon Valley set and the OEMs dominate the space, dealerships have a unique opportunity to convert millions of existing buyers before someone else does. These dealerships will likely remain key players in the suburban and exurban markets as autonomy takes over the city centers. 
   3. Dealerships in rural markets will most closely resemble today’s dealership model, as fractional ownership and autonomous vehicles are largely impractical for these markets. The best of these dealerships will become e-commerce distribution hubs to serve the urban markets where traditional dealerships evaporated. Mink, Louisiana didn’t receive landline telephones until 2005, so this is a pretty safe bet. 

• How much time do you think we have before things like Flexdrive are inevitable?

1. Flexdrive is demonstrating that the technology already exists to offer such services, as the hardware and software infrastructure to make it possible have existed for a few years. The real hurtle (or barrier, depending on your standpoint) is the economy. Many economists have predicted a significant market correction that will happen sometime between now and 2020. That market correction, in conjunction with the record amount of off-lease customers from the SAAR boom years, will drive the demand for these services as it promises a model for a lower overall cost of ownership.

• What should dealers be doing to prepare for this type of innovation?

1. After working with dealerships big and small all over North America for the last ten years, I can say most simply won’t make it. It’s been predicted that up to 80% of vehicles may be off the road by 2030, and production can fall as much as 70%. We all saw what happened during the great recession, and that might be a cakewalk by comparison. 
2. The dealerships that will thrive in this new environment will be the model of efficiency, with every square inch of their lots monetized in one way, shape, or form. Inventories will be optimally populated by early forms of artificial intelligence, that will maximize inventory turn and profitability based on any given market. Walk-in, Internet, and phone traffic will also use similar technology to offer a nearly infinite combination of messaging, timing, and personnel assignments to predictably manage all potential and existing customers. The once lauded expert sales people will rapidly become legends in their own time, as the last people who want to be sold bought their last car. As a result, profit margins will surge.

• What is a mistake dealers are making when it comes to this type of innovation?

1. The biggest mistake that dealerships can make is feeling like it’s too far fetched to happen. There are so many examples of dominant companies that had the opportunity to adapt, but utterly failed to see the writing on the wall. Companies like Kodak, Nokia, Compaq, Blockbuster, and MySpace went from market leader to life support in just a few years.
2. The second biggest mistake is not embracing the change. Dealerships already have the first mover advantage. They just don’t realize it yet. 

• Who should we be watching out for to take the lead in this space?

1. The OEMs are already uniquely positioned to take advantage of this market shift. GM’s acquisition of Cruise and VW’s acquisition (via Audi) of Silvercar send a signal that the manufacturers look to capitalize before outsiders can make a significant impact. GM has already rolled out a subscription service with Cadillac, while BMW offers ReachNow, and Daimler (Mercedes Benz) offers Car2Go  We all need to remember that the OEMs control the hardware, meaning once they decide to make it difficult, they can as soon as the next vehicle lifecycle begins. 
2. Clearly, Silicon Valley startups pose an existential threat. Thanks to their perceived hostile nature to the auto industry, I see them mostly as acquisition fodder for the established players.
3. Cox, smartly, opted to strategically partner with a dealer group to roll out Flexdrive, allowing it to get a footprint quick. Like the airlines, the retail conglomerates tend to fall in line with each other. It’s easy to imagine that CDK and Reynolds & Reynolds could be on the hunt, given that their DMS duopoly is under serious threat. 

• Are you seeing dealers have concerns about this, and if so, what are their biggest worries?

1. I can’t speak for all dealerships, but I can say that among DealerKnows dealer clients, only one has shown interest, and that’s only after reading my original article. Most dealerships are coming to grips with a collapsing retail market, and are trying to find ways to maintain the record sales of the past few years. In other words, they’re trying to find magic bullets to fight the current threats, while a completely impervious threat looms on the horizon.

NORTH HILLS, CA (July 20, 2017) – Southern California’s Galpin Motors today announced its Chairman and CEO, Bert Boeckmann, was presented with Ford Motor Company’s first “Dealer Hall of Fame” award in recognition of his lifetime of achievement, outstanding performance and inspirational leadership. Additionally, Galpin Ford received over 12 additional awards including being recognized as the number one Volume Ford Dealer for a record 27 years in a row.

“The objective criteria is really, which of the dealers in this top volume group are universally admired, respected and loved by folks at Ford Motor Co., Ford Credit, by their employees and especially by other Ford dealers?” asked Mark LaNeve, Vice President – Marketing Sales & Service, Ford U.S., to cheers from Galpin employees during a taped awards ceremony. “It was my great honor to induct Bert Boeckmann into the Inaugural Ford Hall of Fame.”

Boeckmann joined Galpin in 1953 as a salesman, and by 1957 at the age of 26, Boeckmann was general manager of the company. By 1968, he became president and majority stakeholder and the rest is history. Today, Boeckmann is widely recognized as the most honored and successful automobile dealer in America. He has achieved a record of success for a single franchise, single location dealer that is unparalleled in the automotive retail industry and he constantly sets new industry standards for excellence.

“My father is the most honest man I know, the hardest working person I know and sincerely cares about every customer and employee!” said Beau Boeckmann, President and COO of Galpin Motors. “Without his dedication to our customers and employees, Galpin would not be where it is today. I’m thankful to Ford for their support and recognition, and I couldn’t think of a better first-time recipient than my dad.”

Galpin, which celebrated its 70th anniversary last year, has always been a pioneer in the dealership industry, which is due in large part to Boeckmann’s leadership and forward-thinking. In the 60s, Galpin began leasing cars to individuals before dealerships were even leasing to companies. In 1966, Galpin opened America’s first in-dealership restaurant, The Horseless Carriage, which is still a success today. The dealership also coined the term “Galpinizing” for its world-renowned custom vehicles.

Today, Galpin operates 12 franchises, in addition to its customization shop Galpin Auto Sports.

For more information, please visit www.galpin.com or www.galpinautosports.com.

About Galpin Motors

Galpin Motors, home to the world’s largest volume Ford dealership for the 27th consecutive year, was founded in 1946 and is headquartered in Los Angeles’ San Fernando Valley. Galpin is comprised of a family of quality automobile brands that include Ford, Lincoln, Honda, Mazda, Subaru, Volkswagen, Volvo, Jaguar, Lotus, Aston Martin, Kia and Spyker. For additional information on Galpin Motors and Galpin Auto Sports, contact Marketing Manager Jeff Skobin at 818-778-2255/jeff@galpin.com, visit the dealer at 15505 Roscoe Blvd., North Hills, Calif. 91343, like on Facebook at Facebook.com/GalpinMotors or visit www.galpin.com

About Ford Motor Company
Ford Motor Company is a global company based in Dearborn, Michigan. The company designs, manufactures, markets and services a full line of Ford cars, trucks, SUVs, electrified vehicles and Lincoln luxury vehicles, provides financial services through Ford Motor Credit Company and is pursuing leadership positons in electrification, autonomous vehicles and mobility solutions. Ford employs approximately 202,000 people worldwide. For more information regarding Ford, its products and Ford Motor Credit Company, please visit www.corporate.ford.com.

It has never been easier to be average.

This post was written by Jay Acunzo, who will be speaking at the upcoming DrivingSales Executive Summit in October.

When we start to do anything new, it can be a struggle. We don’t have all the answers we need. But today, with just a little bit of effort, we can find them and ascend quickly to “average” status.

Want to learn how to drive more leads? In seconds, 188 million pages are there waiting to tell you. Thinking of picking up a culinary skill? Watch a YouTube video about literally any dish. The world is your oyster. Or your bruschetta. Or quesadilla. Or–brb, I need a snack.

In the Information Age, we can hack our way to junk and copy our way to passable before we’re just a tiny burst of work away from average. That wasn’t so bad! We’re already there! And — good news! — more of that helpful stuff is poured into the world with each passing second.

Yes, it’s never been easier to be average. But it’s never been harder to be exceptional.

To be exceptional, quite literally, you have to be an exception. You have to do things a little bit differently.

You can’t just follow the list, but the problem is, all those lists are so … ubiquitous…

They’re so … tempting…

They’re so … mysterious…

(It didn’t, by the way.)

So if being exceptional means being an exception, I have good news: Everyone already is. Everyone has a unique combination of experiences, aspirations, hopes, fears, beliefs, and skills.

But not everyone trusts that. Not everyone uses that.

I think it’s time we all did.

I think it’s time to be better than the average. It’s time to break from all the conventional thinking. It’s time to be exceptional, not “good enough,” not “gets the job done,” and certainly not “but I have numbers to hit.”

So how can you do that?

Trust your intuition.

The things that shot you up to average are external. The one thing that gets you to exceptional is you. There are no lists or YouTube tutorials to get you there. You can’t “best practice” your way to extraordinary. In a noisy, increasingly commoditized world, the only real differentiating factors are the individual and the team, in other words, people.

We all have access to the same tools and tips-and-tricks. More than ever, the things that make you an exception matter.

Trust your intuition.

So what does it take to do that and succeed? That’s what we’re exploring with Unthinkable.

Unthinkable is a collective journey to answer that one question. However, rather than end with a 12-step plan or 7 tips-and-tricks, we’re backing up a step from the moment of action to examine the way in which we prepare for it.

How can we be more specific and concrete in the aspirational anchors we throw out to the world? How can we better pull from the right influences to inform and improve our work? How do we create and take advantage of the right experiences in our lives and training in our work, both when they’re directly and indirectly related to the task at hand?

If we each had our own Iron Man suits, then most people and resources out there focus on playbooks and prescriptions for exactly how we should use then. Well what if we learned how all the parts worked? Then we could use them however we wanted — each of us in a way that’s an exception to every other person and moment, because every person and moment is an exception.

Yes, it’s never been easier to be average. So maybe it’s time we aspired to do the hard part. Let’s go.

Listen Here

CHICAGO, July 13, 2017 -- LotLinx, the leading VIN-specific digital marketing solution for the auto industry, today announced an expansion of their award-winning VS product suite with new CX solutions that enhance and customize the customer experience to generate more high-quality conversions for car dealers. New products include CX - Photo AI, which uses artificial intelligence to boost underperforming ads with optimized stock photos proven to convert shoppers at a higher rate. And CX - Amplified Mobile Pages (AMP), which offers dealers fast loading, mobile-friendly VIN landing pages optimized to drive high-value conversions such as click-to-contact and click-for-price for every car in their inventory. These new products are geared to strengthen VIN-specific consumer engagement and drive more profitable digital advertising campaigns for dealers of every size.

Recently, LotLinx expanded its VIN-specific solutions (VS) for Facebook to include VS - Lead-Enabled Retargeting and continues to roll out advanced product offerings to an industry facing a glut of car inventory. Because today’s online car shoppers are 90% more likely to view an ad that contains an image, and will wait just 3 seconds for a page to load before abandoning, the logical next step for LotLinx was to release the consumer experience-oriented CX suite.  Photo AI was built to create more relevant and visually appealing ads for viewers, as well as detect when ads are running without any image. And as global consumers rely more on smartphones for their shopping, AMP delivers faster, conversion-enhancing pages allowing dealers to make the most out of mobile.

"The auto industry is constantly evolving, particularly with the shift from traditional ad spend to digital campaigns and outreach,” said Len Short, founder of LotLinx. “With these new consumer-oriented products, we’re taking a ‘dealer-first’ approach with solutions specifically designed for dealers who are faced with increased days-on-lot metrics. This is an exciting step forward for our company.”

The LotLinx TURN™ platform, which includes VS and CX product suites, offers dealers digital efficiency with marketing solutions that optimize spend - eliminating waste and increasing inventory turn up to 36%. Since the launch of TURN earlier this year, this fast-moving startup continues to grow and add seasoned marketing personnel to the team, including the recent addition of SVP of Channel Strategy Mark Connor, an auto industry veteran with a history of driving ROI and cost-efficient solutions for dealers nationwide. For more information, visit www.lotlinx.com.
About LotLinx:
LotLinx is an award-winning digital advertising technology company, developed specifically to advantage automotive dealers and the agencies that work with them, up to the OEM level. The LotLinx TURN platform can transform dealer results, dramatically increasing online engagement and net-new shoppers while eliminating digital advertising waste. Founded in 2012 and based in Chicago, LotLinx works with thousands of dealers around the country to reach over 63 million unique car shoppers per month across more than 500 digital properties.

PLANO, Texas, July 6, 2017 /PRNewswire/ -- Toyota Motor North America, Inc. (TMNA) is celebrating the official opening of its new North American headquarters today in Plano, Texas with a gala event to be attended by hundreds of dignitaries, partners and community leaders who will get the first glimpse of Toyota's new corporate campus that reaffirms the company's longstanding commitment to the United States.

"The opening of our new headquarters in Plano is an extraordinary next step in Toyota's 60-year journey in the United States," said Jim Lentz, CEO of Toyota in North America. "With team members from four different companies together in one campus location, we believe this will inspire greater collaboration, innovation, and faster decision making as we turn to and lead the future of mobility, all with an eye on our customers."

Lentz added, "We appreciate the support from President Trump of our continued commitment to investing in the U.S. and sustaining American jobs." Congratulating Toyota on its grand opening, the company received a written statement from the White House, signed by the President. [attached]

Three years ago, Toyota announced its "One Toyota" initiative to create more unified operations in North America, in part, by bringing together its quality engineering, sales, marketing, financial services, and corporate functions in one location.

Since then, the company has invested about $1 billion on the project to build its new corporate campus on 100 acres in Plano and move thousands of team members and their families from California, Kentucky and beyond to North Texas. With construction nearly complete, occupancy began in late spring, and an average of a couple hundred team members per week are moving in, which is expected to continue in phases through December.

Celebrating its 60-year anniversary in the United States this year, Toyota has long been part of America's cultural fabric. Toyota's U.S. commitment includes:

• $23.4 billion in direct investment,
• 10 manufacturing assembly facilities around the country,
• Nearly 1,500 Toyota and Lexus dealerships, and,
• 136,000 direct and dealer employees.

In addition, earlier this year, Toyota said it will spend $10 billion in U.S. capital investments over the next five years, an outlay that includes the construction of its Plano headquarters and improvements to its existing manufacturing facilities.

The company will have jobs for up to 4,000 Toyota team members in Plano. In addition to the employees who chose to relocate, Toyota previously announced that it would hire more than 1,000 new team members from the rich mix of local talent and elsewhere. More than 90 percent of the company's new hires from the past year for positions in Plano have come from the North Texas market. Toyota has already filled more than 75 percent of its open positions.

"The greatest resource we have here in the Lone Star State is our highly-skilled workforce that draws global businesses like Toyota to Texas every day," said Governor Abbott. "The 4,000 jobs added and Toyota's impressive new facility are proof of the remarkable momentum of Texas' continuing economic expansion. I am proud that Toyota is expanding here, and I thank them for their commitment to being an important part of our Texas community."

New Corporate Campus Inspired by One Toyota Vision, with Focus on Sustainability

The new campus supports the company's One Toyota vision with spaces that intentionally create and foster a transparent environment, encourage the fun of discovery, and make Toyota a place where people want to come to collaborate and innovate. Among the seven buildings is a large central courtyard that serves as the literal and symbolic heart of all social and business functions – including dining, fitness, and conferencing facilities.

Additionally, Toyota demonstrates its commitment to sustainability with consideration for the environment as it aims to achieve LEED Platinum certification from the U.S. Green Building Council by offering:

• Exterior landscaping reflects the native habitat, with drought resistant plants
• A Texas-sized 8.79-megawatt array of more than 20,000 solar panels
• A commitment to use only renewable energy, purchasing all electricity not generated by the solar panels from wind generated by Texas farms
• A rainwater harvesting system, up to 400,000 gallons, to use in irrigation

"Our new campus has fun, unexpected, and even playful features that reflect our commitment to be a world-class leader in innovation with state-of-the-art facilities and cutting-edge technologies," said Doug Beebe, general manager of real estate and facilities for Toyota Motor North America. "It also is a great example of Toyota's commitment to environmental sustainability. Because of its architecture, its central location, and the lively, flourishing community around it, we can share ideas and make great things happen here. We are proud of this campus because we have designed it to allow team members to get out of their office space and come together. And, that's really the spirit of One Toyota."

Professionals who led this project include a host of Dallas-based firms: KDC Real Estate Development & Investments to develop and build the campus, architect Corgan Associates to design the campus, and Austin Commercial to manage the construction. Also, commercial real estate firm JLL was the tenant representative. Construction at the campus included the pouring of more than 142,500 yards of concrete, installation of more than 12 acres of glass and enough Texas limestone to equal the weight of 340 Texas-built Toyota Tundra 1794 Edition trucks. At its peak, there were approximately 2,000 workers on site daily, putting in more than five million hours of work on the project.

Campus Opening Marked by Celebration with Local Dignitaries, Celebrities

To mark the occasion of the opening, the company is holding a special celebration for [more than 300 / nearly 350 guests.] Speakers will include Jim Lentz, Plano Mayor Harry LaRosiliere, and other Toyota and other local government representatives.

"We are so pleased to finally welcome all of Toyota's team members to Plano and celebrate the opening of this wonderful new facility," LaRosiliere said. "Toyota has already proven to be a great corporate citizen and neighbor, and we look forward to the continued impact it will have not only on Plano, but on the whole North Texas region."

Guests will be welcomed with a musical performance by the local Plano Symphony, performance by vertical dance group pioneers, Bandaloop; as well as, a fine dining experience from noted celebrity Chef Dean Fearing. Tours of the new campus will also be provided as part of the evening's activities.

About Toyota

Toyota Motor North America, Inc. (TMNA), headquartered in Plano, Texas, brings together Toyota's marketing, sales, engineering and manufacturing arms in North America. It is wholly owned by Toyota Motor Corporation. Toyota (NYSE:TM) has been a part of the cultural fabric in the U.S. and North America for 60 years, and is committed to advancing sustainable, next-generation mobility through our Toyota and Lexus brands. During that time, Toyota has created a tremendous value chain as our teams have contributed to world-class design, engineering, and assembly of more than 33 million cars and trucks in North America, where we operate 14 manufacturing plants (10 in the U.S.) and directly employ more than 46,000 people (more than 36,000 in the U.S.). Our 1,800 North American dealerships (nearly 1,500 in the U.S.) sold almost 2.7 million cars and trucks (2.45 million in the U.S.) in 2016 – and about 85 percent of all Toyota vehicles sold over the past 15 years are still on the road today.  

Toyota partners with community, civic, academic, and governmental organizations to address our society's most pressing mobility challenges. We share company resources and extensive know-how to support non-profits to help expand their ability to assist more people move more places. For more information about Toyota, visit www.toyotanewsroom.com.

Media Contacts 
Aaron Fowles (469-292-1097)
aaron.fowles@toyota.com

Amanda Roark (469-292-2636)
amanda.roark@toyota.com

ARLINGTON, Va. — The Lincoln Continental, the Mercedes-Benz E-Class and the Toyota Avalon come out at the top of a group of six large cars recently evaluated by the Insurance Institute for Highway Safety.

The three cars qualify for TOP SAFETY PICK+, the Institute's highest award. The Tesla Model S, the Chevrolet Impala and the Ford Taurus fall short of any award because they each earn only an acceptable rating in the small overlap front test.

"This group of large cars includes some with stellar ratings, but our small overlap front test remains a hurdle for some vehicles," says David Zuby, IIHS executive vice president and chief research officer.

Vehicles qualify for either the TOP SAFETY PICK or TOP SAFETY PICK+ award if they have good ratings from IIHS in five crashworthiness tests — small overlap front, moderate overlap front, side, roof strength and head restraints — and an available front crash prevention system that earns a superior or advanced rating. To qualify for TOP SAFETY PICK+, a vehicle also must come with good or acceptable headlights.

The 2017 Continental is an all-new vehicle with a revived model name. It replaces the Lincoln MKS. The Continental's optional front crash prevention system earns a superior rating. When equipped with the system, the car avoided collisions in IIHS track tests at 12 mph and 25 mph. The system also has a forward collision warning component that meets National Highway Traffic Safety Administration (NHTSA) criteria.

The Continental's LED projector headlights, an option on the Reserve trim line, earn a good rating, providing ample lighting on a straightaway and most kinds of curves. They can be obtained with high-beam assist, a feature that automatically switches between high beams and low beams, depending on the presence of other vehicles. However, the vehicle is also available with high-intensity discharge (HID) lights that earn a poor rating.

The E-Class was completely redesigned for 2017. It has two different front crash prevention systems, one standard and the other optional. Both earn superior ratings, avoiding collisions in the track tests at both speeds and earning credit for forward collision warning that meets NHTSA criteria.

The E-Class is available with two different headlight systems. One earns a good rating, while the other is acceptable. The good-rated headlights, which come on the E-300 trim when equipped with the Premium II or Premium III package, earn the highest score of any headlights IIHS has rated. The low beams provide enough light on the straightaway and all curves, though they create a bit of glare for oncoming drivers. The high beams provide fair visibility on the left side of the straightaway but good visibility everywhere else. The good-rated headlights also come with high-beam assist.

The Avalon also joins the ranks of the TOP SAFETY PICK+ winners. The car was previously recognized as a TOP SAFETY PICK winner. It fell short of the highest award because it had only marginal and poor headlights available. Toyota improved the aim of the headlights on Avalons built after March. As a result, the Limited and Hybrid Limited trim lines now come with acceptable-rated headlights. Other trims have marginal headlights, but none are poor anymore.

Toyota wasn't the only company to try to boost its car's standing with midyear improvements. The Tesla Model S initially had earned an acceptable rating in the small overlap test, which represents the type of crash that occurs when the front driver-side corner of a vehicle hits a tree or utility pole or collides with another vehicle. The main problem with the performance of the Model S was that the safety belt let the dummy's torso move too far forward, allowing the dummy's head to strike the steering wheel hard through the airbag.

Tesla made changes to the safety belt in vehicles built after January with the intent of reducing the dummy's forward movement. However, when IIHS tested the modified Model S, the same problem occurred, and the rating didn't change.

Although the two tested vehicles had identical structure, the second test resulted in greater intrusion into the driver's space because the left front wheel movement wasn't consistent. Maximum intrusion increased from less than 2 inches to 11 inches in the lower part and to 5 inches at the instrument panel in the second test. The first test resulted in a good rating for structural integrity, while the second test resulted in an acceptable structural rating. The two tests' structural ratings were combined, resulting in acceptable structure and an acceptable rating overall for the Model S.

The greater deformation in the second test also resulted in damage to the left front corner of the battery case. The deformation was limited to an area that didn't contain battery cells in the tested vehicle, so this damage didn't affect the rating. Higher-performance variants of the Model S could have battery cells in this area, but, according to Tesla, they also have different structure. They haven't been tested separately and aren't covered by this rating.

The Model S is only available with headlights that earn a poor rating and hasn't been rated yet for front crash prevention. While automatic braking comes standard, the software for the feature was only recently activated.

Before this round of testing, the Chevrolet Impala hadn't been put through all the Institute's evaluations since it was redesigned in 2014, and it has never been rated for small overlap protection. The 2017 model earns an acceptable rating for small overlap protection and good ratings in the other crashworthiness tests.

In the small overlap crash, the Impala's structure held up reasonably well, with maximum intrusion of 4 inches at the lower door-hinge pillar. The dummy's head hit the front airbag, but then slid off the left side, leaving the head partially unprotected. Measures taken from the dummy indicated a low risk of any significant injuries.

The Impala's optional front crash prevention system earns a superior rating. It avoided a crash in the 12 mph test, while its impact speed was reduced by an average of 10 mph in the 25 mph test. The system meets the NHTSA criteria for forward collision warning.

All the available headlights on the Impala earn a poor rating.

The Taurus is another vehicle that hadn't been tested previously for small overlap protection. Maximum intrusion reached 5 inches at the lower door-hinge pillar. In contrast to the Impala's test, the dummy's movement in the Taurus was well-controlled. However, measures from the dummy indicate that injuries to the left lower leg would be possible in a crash of this severity. The Taurus earns good ratings in the other crashworthiness tests.

For front crash prevention, the Taurus has a basic rating. It has forward collision warning that meets NHTSA criteria but lacks automatic braking.

All the available headlights for the Taurus are rated poor.

I bought a car a little over a year ago, and the salesperson I worked with was absolutely amazing! I worked at the corporate level for a dealership then, but I didn't know the sales staff at the dealership where I went to purchase my car. Here's a few things that made my experience absolutely amazing.

1. He Didn't Push Me. At no point in my transaction did I feel like I was going to lose anything if I didn't decide that very day, I never felt forced or coerced into anything. I was relaxed and comfortable the entire time, and felt like I was in complete control of the transaction.

2. He Made Sure I Understood. He went over everything for me very carefully, not talking to me like I was stupid, but making sure every single number on the sheet and every line item was explained, and that I was clear about what it was for. I didn't feel like he was hiding anything at all!

3. He Worked Quickly. While he didn't rush me, once I had said I was ready to see paperwork, he worked extremely quickly to make sure I wasn't sitting around and waiting for too long. I loved this! I didn't feel like I was wasting my time, there wasn't a back and forth between him and managers haggling over my deal, it was straightforward and fast!

4. He Was Very Friendly. He didn't overwhelm me, but was incredibly friendly and easy to chat with. He made a point to ask me a few questions during time when we weren't talking about the car, and I felt like he really cared about me and my situation. In my view, he wasn't all about selling me a car, but about helping me find a car that would be in my budget and make me happy.

5. He Kept In Touch. It was incredibly easy to get ahold of my salesperson after I left the dealership with the car. The next day I had to straighten some things out about my loan, and he responded almost immediately. He also got in an extra set of keys for me and made sure I had them, and reached out a few weeks later to make sure there wasn't anything wrong with the car. Every time I have gone to the dealership since then for service or a car wash, if he's around he'll come out and say hello and check in.

These are all small, maybe obvious things for many salespeople. But for me buying a car, these little things made all the difference and have made me want to contact my specific salesperson again when I need to buy a new car. I've also sent several friends his direction and they've also been impressed and happy with their experience. These little things can end up making all the difference! 

Hear from Mitch Gallant about his experience in the automotive industry, what he has learned from his time here, and his interesting advice on how to really be successful.

CHICAGO, July 5, 2017 – Cars.com, Inc. (NYSE: CARS) has received a patent from the U.S. Patent and Trademark Office for its Lot Insights technology (Patent No. 9686646), a first-to-market solution that pinpoints key mobile shopping data from consumers actively looking for vehicles on dealer lots nationwide. First introduced in 2015, Lot Insights technology identifies mobile consumers on or near dealership lots to provide valuable insights for automotive advertisers. The patented technology allows for more precise, accurate, location-based consumer data for Cars.com dealer partners.

“While most digital companies are interested in clicks, likes, or impressions, Cars.com is focused on efficiently driving buyers into dealer showrooms,” said Alex Vetter, chief executive officer at Cars.com. “Mobile data intelligence, like Lot Insights, allows us to analyze those consumer behaviors and directly measure how digital activity impacts sales. We have been at the forefront of the mobile revolution in our industry, and this new Lot Insights patent is an example of how Cars.com is leading mobile innovation.”

Using Lot Insights technology, Cars.com created the new On-the-Lot Trends Report by analyzing mobile consumer shopping behavior throughout the month of May to identify the top viewed makes and models by style.

“By mapping and geofencing the perimeter around dealerships with this level of precision, we can better understand today’s shopping trends & behaviors, which is critical to making value-added connections between consumers and dealers.” said Tony Zolla, Cars.com chief product officer.

Here are the top viewed lists for new vehicles searched that appears in the May 2017 report:

Luxury Vehicles:

1. Porsche Panamera

2. Alfa Romeo Giulia

3. Land Rover Range Rover

4. Mercedes-Benz E-Class

5. Porsche Macan

Trucks:

1. Ford F-150

2. Chevrolet Silverado 1500

3. RAM 1500

4. Toyota Tacoma

5. GMC Sierra 1500

Compact Sedan:

1. Honda Civic

2. Hyundai Elantra

3. Volkswagen Jetta

4. Subaru WRX

5. Subaru Impreza

Midsize Sedan:

1. Dodge Charger

2. Honda Accord

3. Toyota Camry

4. Ford Fusion

5. Hyundai Sonata

Fullsize Sedans:

1. Nissan Maxima

2. Chrysler 300

3. Chevrolet SS

4. Chevrolet Impala

5. Ford Taurus

SUVs:

1. Jeep Grand Cherokee

2. Jeep Wrangler

3. Jeep Unlimited

4. Toyota 4Runner

5. Ford Explorer

Luxury SUVs:

1. Land Rover Range Rover

2. Porsche Macan

3. Land Rover Range Rover Sport

4. Audi Q7

5. Porsche Cayenne

About Cars.com

Cars.com is a leading online destination that helps car shoppers and owners navigate every turn of car ownership. A pioneer in automotive classified, the company has evolved into one of the largest digital automotive platforms, connecting consumers with local dealers across the country anytime, anywhere. Through trusted expert content, on-the-lot mobile app features, millions of new and used vehicle listings, a comprehensive set of research tools and the largest database of consumer reviews in the industry, Cars.com helps shoppers buy, sell and service their vehicles. Cars.com companies include DealerRater®, Auto.com, PickupTrucks.comTM and NewCars.com®. The company was founded in 1998 and is headquartered in Chicago. For more information, visit www.Cars.com.

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