There's an importance to striking a balance between attacking the future head-on while still tending to the needs of today’s dealership. Here's how one industry consultant says your dealership can pull it off.
Balancing technology and service experience is exactly why Ferman Auto has maintained a 77 percent six-month service retention rate and a 100 percent utilization of their online scheduling process. Here are the dealership's tips for utilizing technology to improve customer service.
Servco Pacific's car-sharinig program is the first major business set to launch under Toyota’s global Mobility Services Platform. The program has proven to be not only an additional business segment, but it also holds significant potential for fixed ops and the ability to service those in-demand vehicles.
John Possumato, the CEO of Automotive Mobile Solutions, is a firm believer that those who get their feet wet now and master the processes and relationships necessary will be primed to take advantage of future MaaS opportunities.
What does a frictionless future mean to Brian Benstock? It means one where the customer is inconvenienced as little as possible. In fact, it might just mean that the customer never even has to step foot in the dealership.
Because of its thorough planning—taking things like energy efficiency and workflow into consideration—Underriner Motors has leapt over the obstacles it had in the past, and has not had to make any major improvements since its renovation. Here's how the dealership designed an efficient facility.
REACH (Results, Enthusiasm, Accountability, Connection, Honesty) is the foundation to everything Freedom Toyota does, and has allowed Evelyn Chatel to strategically lead the team into becoming one of the largest operations in the area.
Millennials are more interested in the emotional connection that comes along with their work, so fostering engaged employees is reliant upon this concept today. Here are the four phases of creating effectively engaged employees.
An intense focus on continuous improvement and reflecting on successes and failures has been a critical component of D-Patrick’s evolution from one 4,500-square-foot location that worked on 10 cars per month and $350,000 in yearly sales, to four locations that pull in nearly $10 million in annual revenue.
it’s not enough to have good ideas. To really excel, to really push what it means to be a business that serves its thousands of service customers every month, you need solutions that successfully combine ideas, talent and execution.
Dealers are bringing in less money from the front side of the business. Dealers who are able to successfully retain customers and keep them coming back to the service department will be the ones who will do the best and be the most profitable.