Recently meeting with group directors for a multi roof-top franchisee, the topic of Management entitlement was the topic of discussion.  I visited nine of the eleven stores this group owned to give the 30,000 feet view of a third party.

Upon the review process I witnessed what the owners referred to as "Entitlement." When they brought this word into the conversation I was surprised. The word entitlement is being used by news sources and major media outlets as, "A given." Utilized in reference to a management team, it really set me back.

I was originally brought on to view the issue of stagnant sales on the sales floor as well as parts and service. General Managers view the P&L statement as a daily tool to see production. Sitting in the office not realizing that the management team is coasting through the day. Having a meeting to schedule a meeting to hold the next meeting, to discuss "Why?" Why are the numbers stagnant? With population increases in the radial of their zip code, "Why are my numbers sitting still?" The outside view of someone that can bring facts to the table is priceless.  

The "In the trenches managers," will do everything to protect not only their position in the company, but their paycheck. The "Entitlement" process begins. Keep in mind that for every sales opportunity you lose, your competition receives. 

This brings me to my next point. The service and parts department. Why do the managers sit in the office all day? I have always suggested that Managers work the drive at least twice a week. It allows them to not only hear what is being done incorrectly, but allows them the fix the issue immediately. Imagine the up sale of five customers per day. Same as parts. When was the last time the parts manager went out on delivery? Building that relationship with the outside source. Just because the word "Manager" is on the business card does not mean they should sit in an office. Entitlement is becoming a forgone conclusion in our daily vocabulary.

So you can read on the internet sales advertising, selling to millennials, and all the other hoop la of the car business. Or, focus on what really makes your stagnant numbers stay stagnant. How much longer do you want stagnant numbers? How much longer do you want to have an entitled management staff?

Call me to discuss how I can assist in your stagnation. Your competition has. They are the ones moving the needle forward.

Steve Kobulnicky

Owner

30,000 Feet View Automotive Consulting

832-914-2086

During my travels to stores over the past years I have noticed the "New hire" walk in.  They are ready to make that first great impression by showing you they can do what you hired them for.  Unfortunately, many stores are not prepared. You already have time and money invested but yet you aren't ready for them to get off and running.

The new hire shows up early. Smiling ear to ear.  Ready to make that first sale. Unfortunately as a manager you are not ready. Do they have access to the CRM? Key machine? Processes? Procedures? Have they been introduced to the finance department? Service drive? Wash rack? More than likely not. But yet managers turn them lose to the floor. 

Do you have a welcoming plan for your new hires? If not you should.  After all they are ready. You should be as well.  I have spent days in my "Training the Trainer" class working with management on this topic. 

Have a plan in place.  A path for the new hire to feel welcome. Turn over is at a all time high. Treasure what you have. Understand that a short introduction to staff members could save the new hire a great deal of time. Plus it will show them that you care. 

Steve Kobulnicky

As we all are aware the automotive business changes daily. Recently I received an advertising flier from a local dealer at my personal address. "Buy back" format.  They were offering me black book figures for a vehicle that was traded in for my current car three years ago. As we move forward in an ever changing world, marketing companies see to run out of options. It was actually from a dealer group that years ago I was their finance director.  I still have the owners phone number, so I called him and explained the mail piece I received. I am sure with the Ad agency that received his business for the mail out piece sent thousands to potential customers like myself.  Owning a Consulting company, this is one of the topics I cover with upper management as well as dealer principles. Share with me in the comments as to your methods that don't work.  You can go on and on about what does, but what doesn't. Remember, it's not really about how many you sold.  It really breaks down to how many got away.

Steve Kobulnicky

30,000 feet view automoitve consulting