Digital Dealer - December 2017 - 16

DEALERSHIP MANAGEMENT

Continued from pg. 15

I say car salesman?"
Their responses are a
reflection of negative
paradigms built up over
the years from experiences they, a relative
or friend had in dealing
with a car salesman.
The dealerships that are
driving to new levels of
achievement recognize
this "perception" and are
affecting a change in the
way they do business
with their customers by
creating a paradigm shift.
This shift can only be
created when the dealer/
principal and all team
members are committed
to raising employee's
level of professionalism
and development to
new heights of excellence. When this occurs,
you will see dramatic
productivity increases.
Productivity increases
occur as a result of
leading-edge paradigm
shifting training and
result in increased output
(units, gross, CSI) being
achieved with the same
level of effort currently
required. No more work
required just a better way
of doing the same work.
In other words, taking
potential energies and
turning them into kinetic
energies.
Examples of productivity increases include:
	
Professional sales
training priorities are put
in place thus reducing the effort and time
required to accomplish
various tasks required
to increase the store's
growth.
	
Reaching higher levels of skill set development leading to elevated
16

DECEMBER 2017

work quality and growth
in professionalism and
profit increases.
	
Significantly reaching
higher levels of employee
satisfaction and motivation which leads to willing
increased effort and
increased teamwork and
synergy.
	
Leadership, Leadership, Leadership!
When you stop learning
new strategies you stop
growing. When you stop
growing you become a
prisoner to high main-

Being accountable and
consistent to new sales
and service techniques
and processes encourage
and allows us to finish
ahead. The pain of disciplined accountability is
momentary but the payoff
is monetary. Where does
it all begin? At the top.
Top-down strategy simply
means that everyone in
management has to be
committed to discovering
new business strategies,
planning, implementation,
managing and the lead-

DON'T JUST SETTLE
FOR THE 'SAME OLD
STUFF,' MAKE IT
PURPOSEFUL AND
CLEAR."
tenance, problems and
irritations. You become
stagnant and complacent.
Once you adopt the decision to do things differently, you must consistently
be disciplined with your
accountability in seeing
it through. It is okay to
make adjustments along
the way but in no way,
should you compromise
your new approach to
doing business.
Fact: Every dealer
wants to grow the store.
Yet few form the habit
of doing the things
successful dealers do on
a regular basis. Recognize that there are two
types of pain. There's
the short-term pain of
disciplined accountability
and the long-term pain
of regretting to become
accountable.
Good decision planning
helps us begin the increased potential journey.

D I G I TA L D E A L E R . C O M

ership of a new sales,
service and management
approach. Let everyone
know how valuable and
essential to the store's
success they are because quite frankly it is all
about your people.
We all need to acknowledge that the landscape of the automobile
industry has and continues to change and if you
want to be a part of the
success stories regarding
consistent store growth
then you will just have to
do things with enhanced
professionalism and new
training methodologies.
What got you here will not
keep you here. Corporate
America, with a few exceptions, has been doing
it this way for quite some
time with remarkable
results. Yet the automobile industry, for some unknown reason, feels this
professional approach is

not for us. If you're current thinking is taking you
towards a "business as
usual" shortcut approach
then be prepared for a diminishment of everything
you have built thus far.
We need entrepreneurship to be at its best in
this industry right now.
One tremendously
important factor in 'growing to your potential' is
your investment in your
employees. If people
really are your greatest
assets, isn't it time to look
at giving your people an
opportunity to reach their
full potential? Look at
them as investments in
your organization's human capital and not just
as an expense. Anyone
can be competitive with
their capitol (such as
advertising) but investing
in the skillsets of your
people develops a stronger store and is priceless.
A very small percentage
of your advertising budget
redirected to growing and
training your employees
will deliver you much
greater short-and longterm benefits than your
advertising does. Plus,
you are making your
team members better and
stronger. Advertising does
not do that. Don't wait
until you have a flat tire to
do something.
Now, more than ever
are we required to be
people of excellence. In
an industry where mediocrity has been the norm
for so many dealerships,
consumers fed up with
this approach are now
expecting to develop
relationships with professionally acting sales and
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Table of Contents for the Digital Edition of Digital Dealer - December 2017
