t dealers. I agree that advancement paths for IM's can be non-existent in some stores and in those cases, the IM can outgrow the store and naturally seek greener pastures. I have no problem with that. My concern is with IM's who want to be consultants but they have no track record of accomplishment in the industry and continue to have their current dealer pay them while they attempt to build a consulting business. If my plan is to get a job with a vendor as a dealership consultant, am I going to negotiate as diligently as possible on behalf of my dealer when that vendor pitches me? Where are my loyalties? Are they with my current employer or the place I would like to work? Is it more important to me that I get my dealer the best possible deal or that I seem "agreeable" to the vendor in the hope of securring a new job?…
the entire vehicle...
Fast forward 8 mos of constant abuse on my body, mind and soul, not to mention my mothers constant chagrin at not having the use of the garage, and I began driving a fully restored and absolutely gorgeous car.
IT WAS FAAAAAAAAAAAAAAAAASSSSSSSSSSST! Had many good memories in that car.
Unfortunately,one night I had parked it behind my Mother's Olds Delta 88 Royale (am I dating myself?) and she asked to take it to the store to pick up a few things...reluctantly,I agreed.
On the way TO the store she hit a horse that had gotten out of someones pasture, spun the car out and put it in the canal. horse and Mom were both fine but by the time we got the tractor and pulled the car out it was a goner.
Now I understand the nature shows and why the Impalas in the wild are so nervous around the watering holes.
But these are the risks you face when you grow up in Idaho!…
erships. But to your point, where there is relatively high loyalty and low turnover, I would put more of the blame on the sales consultant for sure. However, if there is relatively high turnover and low employee loyalty, I would argue that the blame falls squarely on the dealer in that scenario.
Also, WHY a sales consultant leaves for "greener pastures" is a factor here. Many dealers don't have the ability to promote from within because they just don't have the scale to do so on a timely basis. So if you have a great sales consultant with excellent managerial skills that wants to be promoted to assistant manager, sales manager, F&I manager, GSM, GM, etc., and that opportunity just doesn't exist at the current dealership, I can completely understand why he/she would leave to go elsewhere. But I think what you're more referring to is the sales consultant that leaves to be a sales consultant at another dealership, and then another, and then another, and so on. We called those folks "retreads" and I avoided hiring them as much as possible because of what you alluded to...poor attitude, poor loyalty, and often times bad habits too.…
Mr. Monty... Later on when we went back to Regent Court, they explained to me that Scott was an outsider with radical ideas and would most likely not last six months at Ford Corporate HQ.
Six months later, both of those two Ford executives had left for greener pastures and Scott Monty was just starting to flow his roll, in a big way.
I would like to congratulate Scott Monty for accomplishing what so many thought could not be done... To take a very conservative, old money, family dominated brick and mortar manufacturing company and turn them into one of the most successful case studies on social media marketing in the auto industry, or any other vertical for that matter!
Well done Scott... Mission Accomplished... And you exceeded EVERY CAR GUY'S expectations for where you were able to take Ford Motor Company in the realm of social media by a wide margin.…
d is a social networking beast!
There's been many discussions about social media, and frustration on the part of internet personnel trying to get their dealers on board. This book really breaks down the integration of social media to your business. I'd recommend reading it, then giving it to your GM to read, and he can pass it on to your dealer principal to read.
Over the years, Gary has had many critics, because his understanding, and views are way forward thinking. However, large corporations, i.e. Pepsi, have retained his consulting services for their own social networking part of their business. Google has had him go and speak to them about what his opinion, idea's are as to where technology is heading. You can check out some of his presentations on YouTube, warning they may contain graphic language. He's very real, and passionate about what he says.
He says something that will resonate a lot for some of you. This is from his book:
"Companies that resist the Thank You Economy are going to see an exodus of talent. The people who understand where the culture is going but don't get support from their companies are going to find the courage to leave for new pastures....
One day these companies are going to realize that they have to get on board. They're going to look internally for the leaders to take them there and execute, and find that the people they need bailed out of frustration a few years earlier. They didn't appreciate what they had until it was too late."
I can think of a couple companies that I worked for that will end up in this situation.
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