Do The Care?

THIS IS DIFFICULT What’s difficult? What I’m about to say is difficult. I don’t like saying it, but it’s the truth. People lie. When they lie the impact is expensive and painful. What lie am I talking about? It’s the lie of: “Yes boss, I’m all in.”“I’m with you.”“Let’s rock this thing.”“I think you’re brilliant.”“This will take us to the promised land.” They are looking right at you shaking their head north and south on the outside, but on the inside their head is going east and west and they are thinking, “No way!” Behind the scenes they are circumventing whatever it is you’re trying to do. They don’t want the change you’re trying to implement, and they have convinced themselves that the old way is the best way. They have a hidden posse of followers that they have gathered up to help spread the negative propaganda. They will act like they are in the boat rowing with you, but at the same time they are drilling holes and letting the water seep in. They will play along with you for a period of time as if they support the idea, but plant seeds of doubt to convince you that you’ve got it wrong and that we need to go back the other way. In the end, one of two things will happen. You will listen to them and bail out of the idea. Legacy thinking wins again. Or you figure out what’s going on and send them packing. Either way it’s going to be expensive and painful for you.It would be a lot less expensive and painful if you had figured it out sooner.You’d figure it out a lot sooner if you would just pay attention. That’s all I’m gonna say, TommyOne of my favorite authors and bloggers is Seth Godin. Seth once wrote “that when staff members aren’t doing what you would like them to do it’s not due to ignorance. It’s due to the fact that they don’t care about what you care about.” Getting people to care about what you care about isn’t necessarily about having more meetings and training sessions. Of course, that activity is a part of giving people what they need to know. Knowing something and doing something is what separates the good companies from the great companies. One of the best things a leader can give to his/her organization is to set the atmosphere for a defining culture and to make sure there’s a clear understanding of the following facts: Everybody has the same product.Everybody has great prices.Everybody has technology.Everybody has trained technicians.Everybody has good selling processes.Culture is what will separate your organization from your competition. Most of the time upper management “gets it.” The breakdown occurs at the next level. Far too often we don’t get enough influence from the core staff to make a real difference. A few are talking the talk, but most aren’t walking the walk. People must “see it” in order to start to “believe it.” Your challenge is to get more of the “next level” involved, engaged, and believing they can make a difference. Until you do so, you’ll hold some nice meetings. Do some nice talking. Print some nice posters. Create some nice name badges. Feel good about yourself. But not much will change. That’s all I’m gonna say, Tommy Gibbs

One of my favorite authors and bloggers is Seth Godin. Seth once wrote “that when staff members aren’t doing what you would like them to do it’s not due to ignorance. It’s due to the fact that they don’t care about what you care about.”

Getting people to care about what you care about isn’t necessarily about having more meetings and training sessions. Of course, that activity is a part of giving people what they need to know.

Knowing something and doing something is what separates the good companies from the great companies.

One of the best things a leader can give to his/her organization is to set the atmosphere for a defining culture and to make sure there’s a clear understanding of the following facts:

Everybody has the same product.

Everybody has great prices.

Everybody has technology.

Everybody has trained technicians.

Everybody has good selling processes.

Culture is what will separate your organization from your competition.

Most of the time upper management “gets it.” The breakdown occurs at the next level. Far too often we don’t get enough influence from the core staff to make a real difference.

A few are talking the talk, but most aren’t walking the walk. People must “see it” in order to start to “believe it.”

Your challenge is to get more of the “next level” involved, engaged, and believing they can make a difference.

Until you do so, you’ll hold some nice meetings. Do some nice talking. Print some nice posters. Create some nice name badges. Feel good about yourself. But not much will change. That’s all I’m gonna say, Tommy Gibbs

I’ve always encouraged dealers and managers to track ROI. I’m convinced it’s a critical piece of information that everyone needs to be aware of. By doing so the bottom line will increase.

If nothing else, it makes you aware of how important speed is when it comes to making money on used cars. (Or new for that matter.)

But let’s be clear. We pay our bills, and we get paid by generating gross profit.

Lots of gross profit.

It’s not about giving all your inventory away. It is about understanding which cars you can make money on and which ones need to be turned faster.

The question often comes up, “When does the clock start ticking?” Does it start with the actual day you own it, or does it start when the car goes on the lot/online?

Let me make this as clear as I possibly can. It starts the moment you own it.

Period. No exceptions, no ifs, ands, or buts.

The gross profit and ROI clock are ticking from the moment you own it.

If you want to trick yourself by assigning a different date once the car’s online, then go ahead; it’s your store you can do what you want. What you can’t do is change the math.

It is what it is. It’s a depreciating asset. Your ROI and Gross Profit are going south minute-by-minute, day-by-day.

Understanding the connection between ROI and Gross Profit makes you smarter. Be smart. That’s all I’m gonna say, Tommy Gibbs

I trust your good judgement.

Those are five very powerful words.

One of my favorite statements, when people come to me seeking guidance on making specific decisions, is “I trust your good judgment.”

Granted they will sometimes make decisions I might not agree with, and that’s the best part.

Why?

Because it gives me a chance to coach them in a positive way.

I don’t have to tell them they were wrong. I simply ask them if they considered coming to a different conclusion by doing whatever?

I might say next time it might be better to blah, blah, blah.

Only in a rare set of circumstances would I bust them over a decision they have made.

If you want to build a powerful team of leaders look for opportunities to say, “I trust your good judgment.”

That’s all I’m gonna say, Tommy Gibbs

Your inability to move fast is a killer for your used car business. Moving fast puts you in the winner’s circle. Not moving fast puts you in the loser’s circle.

The speed of your service department has a direct impact on your ability to produce gross in the used car department. You cannot afford to wait 7 to 10 days to get unit online and on the line.

Unfortunately, many service managers haven’t been trained to understand that your used car inventory is a depreciating asset and it’s costing you money every day it’s not available for sale.

I’m not selling my workshop with this newsletter, but I always encourage dealers to include the service manager in my used car workshops.

I think in some cases service management gets caught up in the day-to-day issues with your retail customers and they don’t pay attention to what’s going on with your used cars.

They need to continuously be educated about how fast the market can change on a used car and what it does to the bottom line of the dealership.

If you want to improve your speed, then you need to take a hard look at my “Life Cycle Management” process.

“Life Cycle Management” will change your used car world forever, make you lightning-fast, eliminate wholesale losses, improve turn and gross profit.

Sometimes your people are lazy or someone they just don’t know.

Regardless of the reason, it gets back to speed being the killer and speed making you a winner. That’s all I’m gonna say, Tommy Gibbs

If I get asked this question once a week, I get asked this question 100 times a week. It’s generally phrased as, “We can’t find inventory, do you have any suggestions?”

These are smart, intelligent dealers and managers asking the question. These are people who are true “car guys and gals.” They are not new to the game and they know what end is up, yet they still ask the question.

They know the answer. But they hold out for a miracle that I have a secret tunnel that I can connect them to that has some gold at the end.

To quote my good friend and mentor Dale Pollak:

“The reality is that there are plenty of cars available in the wholesale market, but the margin opportunity for most is very, very small.”

So there you have it.

Dale has spoken and I shall interpret. There’s inventory out there, but you can’t or won’t pay the price.

You won’t pay the price because:

You haven’t accepted the fact that units you purchase aren’t going to have much of a profit margin.

You haven’t accepted the fact that you will need to turn and burn those units.

You haven’t accepted the fact that total gross is more important than average gross.

You haven’t accept the fact that packs and high recon costs are adding to your woes of paying the price.

You haven’t accepted the fact that paying on gross profit further complicates the retail selling process.

You haven’t accepted the fact that you need to create a greater awareness on look-to-book.

You haven’t accepted the fact that mining your customer base for potential sellers is worth more than a 60-day trial run.

You haven’t accepted the fact that the number one issue of low grosses is you sell too many units late in the life-cycle.

You haven’t accepted the fact that many good things come to the table when you find a retail buyer at some number.

These are just a few of the things you haven’t accepted, that are causing you not to be able to find the inventory you need.

It’s important to know where to buy cars. It’s even more important to know why you aren’t buying them. That’s all I’m gonna say, Tommy Gibbs

The first of anything is always the best. Coffee is a great example. I highly anticipate each morning the first taste of my cup of coffee.

It’s amazingly the best. Most things are like that.

The first time you kissed your wife, husband, girlfriend or boyfriend is far better than the smooches you’ve most recently got.

The first lick of your ice cream cone is better than the last and so on. It’s called the law of stuff tastes better at first. (Yes, I made that up.)

Used cars are that way too. Selling one in the first 10 days tastes a lot better than selling it on day 70. The biggest difference between selling a used car and getting a kiss is that selling a used car is based on math.

Kissing is based on kissing. Imagine that?

Here’s the problem:

Dealers often failed to recognize those units that need to be first, as in sold really fast.

Those will be your most problematic units such as ones you’ve buried yourself in, bad color, auction purchases, high dollar unit, etc. These are units that you do not have a favorable cost to market or days supply.

You have to accept the fact that you’re not going to make a as much gross on those as you might make on others. Never forget they serve a worthwhile purpose in your business model. There are benefits galore at turning and burning these units.

Because the pandemic has had a dramatic impact on the law of supply and demand, some of your older kisses were pretty darn good a few years ago. But, hello…

Unfortunately some dealers have been hypnotized into thinking an old kiss is always going to be just is good as a fresh one. Maybe you’re a great kisser or maybe you just slobber a lot.

Do yourself a favor and take a look at a handful of your oldest units in stock. Ask yourself, “why are these units still here?”

The odds are good that whatever you come up with was there on day one and you ignored it.

This article isn’t mean to be a commercial for my software product, but if you had been using my life-cycle management and recon tool, the odds of you still staring at those units would be about slim and non.

If you want to improve gross profit and volume, you have to know which ones to hold and which ones to fold and never forget all kisses are not equal.

That’s all I’m gonna say, Tommy Gibbs

Can you believe it? The year is half over. Time really does fly, doesn’t it?

How was your June? How have your first six months been? It’s July. Half the year is gone. Kinda scary isn’t it?

Some of you have had a great first half. Some of you, not so much.

Some of you have been running full speed ahead. Some of you have been dragging through the sand.

Some of you are wishing the Pandemic era were still here so you could get out of all that aged crap you’ve let set around.

Something has been holding you back. There may be some legitimate excuses, but maybe you just had the wrong plan in place. Just because you had the wrong plan does not mean it’s too late to fix it. You’ve still got 6 more months to go.

Those of you who have had a good first 6 months need to be cautious of becoming complacent. Even though things have been going well, you would be very smart to review how you can make things better as you tackle the second half.

Everything we do is about choices. You can choose to let things be as they are or you can choose to dial it up a notch or two.

To do so means to review your plan and the strategies you have in place. And, make the changes that are necessary to get you where you know you need to go.

Your other choice is to do nothing. Go sit in your office and stare at the wall. Enjoy your seat and pretty soon it will be over, Tommy Gibbs

The great Tennessee women’s basketball coach, Pat Summitt, passed away a few years ago. She will go down in history as one of the greatest coaches of any sport at any level.

In Pat Summitt’s book, “Reach for the Summitt,” she states, “Here’s how I’m going to beat you: I’m going to outwork you.”

I put myself and some of my business teammates into the category of we will outwork you.

I don’t think there’s any greater attribute that one can have than the will to outwork their fellow man/woman.

For those of us who have that mindset, we can point to person after person who had more talent, but we ate their lunch in the game of life, business and leadership. We’ve passed them on the stairway to success time and time again.

I’m seeing fewer and fewer people willing to carry the mantle of “I’ll outwork you.”

It’s getting easier and easier to outwork some of the workers of today.

Maybe we should just hand them a “participation trophy” and send them home. That’s all I’m gonna say, Tommy Gibbs