Responsible for developing and executing an aggressive digital ROI focused business strategy for profitable growth and increase market share in the automotive dealer sector, whilst effectively integrating online with the core business
About two months ago, I wrote about general sales manager James Skop’s experience half-way through an operational challenge he accepted: To align his used vehicle pricing to ProfitTime GPS recommendations at least 85 percent of the time for 90 consecutive days.
There are two troubling trends underway in used vehicle departments across the country that deserve dealers’ attention right now.
My recent post about dealer groups opting to go for used vehicle gross profit over volume prompted a question from several dealers—what if we do want to make the trade-off and make gross or volume our top priority?
There’s an interesting shift in my recent conversations with dealers about their used vehicle inventories that seems relevant to share here.
An Automotive News story this past weekend gave me pause. The piece highlighted an apparent strategic decision by public dealer groups and large used vehicle-only retailers to go for gross profit at the expense of volume.
I’ve been hearing a similar concern from ProfitTime GPS dealers in recent conversations: “I need more Platinum and Gold vehicles to get my average front-end gross profit back on track.”
In late February, sales manager James Skop of Fletch’s Buick GMC Audi in Petoskey, MI, made a bold decision.
If memory serves, I first heard the term “profit coma” from dealer Brian Benstock of Paragon Honda during a podcast more than a year ago. He used the term to describe how a run of unprecedented profitability could result in dealers being slow to move as used vehicle market conditions became less favorable.
In my most recent post, I shared how dealers, and used vehicle managers in particular, get antsy about meeting their sales volume targets near the end of the month and discount the vehicles they understand to be the easiest to reduce. As I noted, in many cases, the vehicles are their best investments. The ones ProfitTime GPS designates as Platinum and Gold cars.
Let’s see if the following scenario sounds familiar:
If there’s one thing that might define of how this year’s spring compares to prior years, it might be that everything’s arriving sooner than expected.
My phone’s been buzzing off the hook in the past week as dealers are almost single-mindedly asking the same question: Where’s the used vehicle market headed?
Every dealer would agree that you make your money when you buy a used vehicle.
I’ve had a version of the following conversation with dealers in recent weeks. The conversation typically arrives after I’ve shared why dealers should be treating their distressed (or “Bronze”) vehicles differently and getting out of them faster. It goes like this:
I’ve been in multiple conversations with economists and data scientists at Cox Automotive, as well as members of the Chicago Federal Reserve Bank, that have focused on the apparent and surprising strength of used vehicle sales so far in 2023.
As I’ve been helping dealers reckon with the vehicles they purchased at the top of the market and failed to retail in recent weeks, I’ve been reminded of what might be considered the “wild, wild West” in many dealerships.
It’s fair to say that there’s often a gap between the way a used vehicle manager manages a used vehicle department and the way a dealer believes the department is being managed.
Heading into NADA, I wondered how dealers would respond when they saw their used vehicle pricing presented to them through the investment-based lens that ProfitTime GPS provides.
Several themes emerged in conversations with dealers at NADA that suggest future strain on their factory partner relationships.
Not so long ago, some observers questioned whether dealers would want to sell and support the rise of electric vehicles (EVs) given their long-standing history and investment in selling and servicing vehicles with internal combustion engines (ICEs).
I’ll be taking home a new term that I learned in the first of my two workshops here at NADA—“learning journey.”
Like a saddle bronc in the chute, I’m chomping at the bit for this year’s NADA convention in Dallas.
Every January, some dealers exercise their right to an annual rite—the financial write-down of used vehicle inventory they have in stock as the calendar moves from one year to the next.
I’m seeing a correlation between the current and pre-pandemic market in the way dealers with multiple rooftops are managing their used vehicle inventories.
It’s fair to say that many dealers experienced and saw things in used vehicles during the past year that ran counter to traditional wisdom.
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