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Rafi Hamid AutoExecutive

Rafi Hamid AutoExecutive President-CEO

Exclusive Blog Posts

5 Avoidable Ways that Car Dealerships Can Reduce Staff or Customer Injuries and Liability

5 Avoidable Ways that Car Dealerships Can Reduce Staff or Customer Injuries and Liability

The National Automotive Dealer Association (NADA) data for 2016, revealed that there are 16,708 franchised dealerships in the United States, who sold a rec…

Tips on Finding and Hiring Salesmen Who Have Experience

Tips on Finding and Hiring Salesmen Who Have Experience

Your dealership can't thrive without an experienced sales force. The trickiest part of this equation is finding "rock star" salespeople to he…

New Site Links from Google in Mobile Search

New Site Links from Google in Mobile Search

In thinking of a mobile first world, Google has rolled out new site links to the search results on mobile search.  Historically, Google would award…

What Your Dealership Should Look for in Insurance Coverage

What Your Dealership Should Look for in Insurance Coverage

When a person decides to start a car dealership, insurance needs to be part of their planning. It is a requirement for a dealership to have vehicle insuran…

The Power Of A Physical Location In A Digital World

The Power Of A Physical Location In A Digital World

Everything is moving to digital, does that mean that your location isn’t valuable? New research shows that your physical location could be your most …

To accomplish organizational goals, three main steps are required: 1.) Process, 2.) Measurement and 3.) Accountability. (Of course these three steps must be attached to the right goals, but we will discuss that in other blogs). Using this method, any organization, especially a dealership, can achieve success. I know this because I've used these steps to accomplish success at numerous dealerships and dealer groups for years. And today in my consulting, I use these steps to help other dealerships be successful, even in today's economic environment. The process is the actions and specific steps individuals and groups take; what they do make things happen. The measurements are the agreed upon metrics, both quantitative and qualitative, that let you know what's (and who) working what's (and who) not. And that measurement must be tied to accountability with real consequences for success and for failure.

And in the absence of process, measurement and accountability, the larger the dealer group, the bigger the problems can be because nobody's "checking the checker" and there is so much going on that it's easy for items to get brushed aside or ignored. Management often doesn't understand and/or isn't directly involved in what line workers are doing, and this certainly applies in Internet departments across the country. And if you don't understand what the process is or should be, then you can't possibly know what to measure. And without measurement, accountability is impossible.

Use process, measurement and accountability to get systematic, get everyone involved, and get your dealership in the black! Please share your thoughts and other similar methods you have used for success.

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