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In fact, this statement is entirely true |
 when you consider the approach that many managers take to the task of planning. Let me explain. One of the most important responsibilities of dealers and managers is that of planning for the future. The future being the immediate next-week promotions as well as one, five, ten, fifteen years down the road. So what is it that they have to plan for? Well, this can be a never-ending list, ranging from the very immediate, somewhat non-thrilling task of hiring a new detailer, to the construction of a new facility to the sale of the business twenty years from now. For the most part though, it is the reasonably immediate future, the next six-months’ operations that take up the majority of the 'planning time.'Dealers and Managers have to plan the upcoming months' inventory, advertising, staffing issues, all the time planning the ‘wouldn't it be great ifs’:
- Wouldn't it be great if we had a team of salespeople who each closed 30% of their ups?
- Wouldn't it be great if we averaged an additional $300 front end per unit?
- Wouldn't it be great if we averaged an additional $200 back end per unit?
- Wouldn't it be great if our service advisors averaged an additional half hour per repair order?
- Wouldn't it be great if we had an enclosed service drive?
- Wouldn't it be great if our CSI scores were higher?
- Wouldn't it be great if we never had any staff turnover?
- Wouldn't it be great if we had an offsite pre-owned mega store?
There are many more of these types of questions that dealers and managers are always concerned with and planning for. In fact there are incredibly large numbers of these dealers and managers that I would classify as ‘professional planners.’ By that, I mean there are several who very seriously, very immediately need to have a meeting about 'what are we going to do to increase our grosses?' or whatever concern is foremost on their minds at that moment.Unfortunately, they do not know how to get out of this mode; that is to say, they plan, brainstorm, plan, research and plan some more until they reach a point of feeling that there is no longer a need, or, it will cost too much, or, this isn't the right time to do it, or some of the current staff is unable to perform at this level, and get back into the ‘wouldn't it be great ifs’ and begin the process all over again.I'm not saying that planning is unimportant or a waste of time. What I am saying is that nothing is going to happen until you take action. The reality is this; there will never be a good time, it will never be free of charge, there will always be staffing issues and if you feel that there is/was a need, why have you convinced yourself through all of this planning that there no longer is? Automotive dealers and managers are by far one of the most entrepreneurial groups of people in the world, and every one of them has taken ‘chances’ and made bold moves in their careers to get to the level they are at. Nothing is going to get better, nothing is going to improve; in fact, nothing is going to happen at all if you don't end the planning stage and enter the doing stage. So stop planning, start doing, and amazingly enough things, will change for the better! |
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For more information or should you have any questions please contact:
shawn.ryder@autouniversity.com© 2008 Auto University - A Division of Ted Ings Group, Inc. All Rights Reserved 
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