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You would think that a faster car-buying process produces a happier customer. But new research tells a very different story.
In an industry where peak shopping times often fall outside the traditional 9–5 workday, does work-life balance really exist for dealerships?
When top automotive managers and technicians consider your dealership, they’re evaluating more than the role. They’re also judging your process
The underlying forces driving turnover remain there for dealerships, and with potential tariffs and a rocky economy, the stakes are higher than ever
Delayed responses, complicated applications, and silence send great people to your competitors
High performers set ambitious goals and map out clear steps to achieve them. In a dealership setting, this means not only aiming for year-over-year growth but also implementing actionable processes that get the team there.
Frank’s story is a powerful example of how a thoughtful hiring decision can turn into lasting success for both the dealership and the community it serves.
Job postings can create awareness, but they won’t deliver the service directors, GSMs, or F&I leaders who drive retention and profitability
The dealerships that will thrive in the years ahead will be those that embrace more inclusive, balanced, and emotionally intelligent leadership models
Today’s top performers, whether in sales or service, aren’t just looking for bigger bonuses. They want clarity, fairness, and rewards for the right behaviors. And smart dealers are listening.
Ask most dealership operators where their profit comes from, and you’ll hear the usual suspects: finance, front-end sales, fixed ops. But there’s one area still flying under the radar
Hiring a new executive is one of the biggest decisions a dealership can make. But what if you could take that decision for a test drive.
