Performance Brokerage Services, Inc.的动态

1,739. Simply Remarkable. 1,739 retail vehicles sold from 3 dealerships, with two of them located in a town of 9,000 people. Not just a February record, an all-time volume record, by over 200 units. The sheer dedication from our BDC, late night grind from salespeople, deal spinning of sales & finance managers, and the leading force from the GSMs, I cannot say enough about how incredibly talented all of these individuals are. Dan Cummins Chevrolet Buick of Paris - 888 units. +21% MoM and +23% YoY Dan Cummins CDJR of Paris - 394 units. +20% MoM and +45% YoY Dan Cummins of Georgetown - 457 units. +40% MoM and +19% YoY Trusted processes, trusted vendors, trusted employees. The perfect circle to the winning strategy at work here. Flushing out processes from the past to make way for the new. With Josh Cummins and Dusty Cummins leading this company, we are truly excited about our next milestone. 2,000 cars per month from 3 locations by summer? It's knocking on the door... Aaron Sheeks Lauren Donalson Rammy Khatib Marc Dib Eric Chheng John Resurreccion Justin Kramer Molly Barkus

I talk to a lot of car dealers. February for most was and I quote “particularly brutal”. But not this team. They hustled, worked the process, were very involved in marketing decisions, had zero excuses, made the right choice internally and externally and along the way…just reported their best sales month ever. Last month. February 2024. That “particularly brutal” month…they made it submit to their plan for success, instead of just admitting defeat and making excuses like it’s a “bad time of year” or it was our marketing company’s fault or we had a lazy sales consultants or whatever the excuse was for the other teams who did not meet their goals last month. Moral: Stop making excuses. Plan, execute, adjust, hold accountable, strategize, move forward. Start working like every month will be your best month then watch your mindset, your teams’ mindset and your sales shift for the better. Tony Klarakis you have a stellar team there. You included, my friend. Congratulations to everyone who wears the Dan Cummins logo proudly on their shirts!!! You are all amazing!!! #mindsmatters #salesgoals

Automobile business or as we call "Dealership" face the biggest challenge today is not of Inventory or Slowdown, they have seen best & worse both. Biggest concern is absence of Quality & right quantity of manpower at all levels. Dealerships are technically MSME's but due to lack of total support from OEM's & Government (local or Central), they are left to fend & fight for themselves.? Result- Cannibalism increases, Turnover remains high, quality is not developed & blame game happen endlessly.? In fact worst of the Chains are the clueless reps from OE's, especially Frontline..!!

Trust is earned over time, and in this business, it’s the foundation of everything we do. Every decision we make reflects our commitment to transparency and fairness. It’s not just about selling cars; it’s about building relationships that stand the test of time. When trust drives your actions, results follow naturally—and so does growth. I’ve seen firsthand how strong partnerships can move the needle, not through quick wins, but through consistency and integrity. EBlock Houston EBlock #Innovation #Collaboration #BusinessGrowth #Automotive #CarSales #WholesaleCars #AutoAuctions

General Managers and Fixed Operations ? ? Perhaps the single biggest division in franchised dealerships is the gulf that lies between the front and back of the house – variable and fixed.?One would think that in the post-Covid, tech heavy, ever evolving car business this still wouldn’t be the case.?But maddeningly, it still is. Why? It’s not just egos.?It’s not just advertising dollars or website real estate.?It’s not just the sheer volume of customers - time spent with one customer vs. 12-18 per day.?All of these are contributing causes to the divide and, misunderstanding.?But even deeper, it’s fear of not knowing, it’s a lack of communication, and most importantly, a lack of training for leadership.?And by leadership, it’s the GM, EM or DP. While there are many, many similarities between the two components of the business, especially F&I and Service Advisors, the truth comes down to an enlightened GM taking the time to understand the half of the business he or she didn’t get raised in.?To learn it and embrace it. Just as most Service Managers come from the advisor pool and most FOD’s are from the service side, the vast majority of GM’s come up through the sales ranks.?They don’t know what they don’t know and unfortunately, they too often don’t try to find out.?Absorption is an abstract number that comes appears on a financial. ?They just need to make sure it’s good, according to benchmarks.?CSI??Needs to be over.?The GM will know a few metrics, but that’s about it – they don’t typically wade into the deeper waters. Typically. However, things are changing.?Fixed is getting a seat at the table and GM’s are looking to learn about that very profitable part of their business.?They are starting to ask questions, to invest and understand.??On the flip side, Parts and Service – now is the time to help them along, learn from them and make sure the divide is lessened. This Sunday, February ?11th at 7:00am CST, Service Drive Live will hear from a very involved and forward thinking GM, Charles Cannon, III, on how he interacts with #Fixedops and how his role involves close working relationships with the back of the house.?What does a truly excellent GM look for in parts and service??How does he help??How does he hold all departments accountable, together, as a team? DM #SDL host and founder Joe Chambers for a link and join the dozens of industry professionals who listen, learn, and share every week, getting specific and actionable info for Monday morning.? Join the #SDLNation today! Get better.?Get real.?Get on #SDL.

General Managers this is for you! Very few GM’s wade into the fixed operations side of the pool. In fact most of them say, “I don’t know fixed operations”! But the truth is, you do. Finance menus/maintenance menus. Closing ratio. Front gross / back gross - service lane gross / ASR gross. So many parallels. What is the value of a technician? How do you calculate it? What is your lost revenue in revenue or gross when you lose some techs? Ask Charles Cannon, III for a first hand answer. What if you got involved and incorporated a T.O. Process in your service department? How about you mandate a regular meeting with your techs and attend it! General managers need to manage every part of their business. Here is your chance to hear from someone that is doing it. Come in the fixed ops side of the pool! The water is warm and profits are deep.

Apparently there's a notch higher up the salesmanship ladder marked Do Not Disturb. At least that's the only sensible interpretation of recent events that unfolded in India. As reported by Carscoops, a disgruntled salesperson allegedly saw no better way to stage his 'burning' disagreements than to quite literally ignite a Lamborghini Gallardo, setting all notions of professional decency ablaze along with it. We have to start questioning not just the aggression escalator, but also ponder never-heard-before conflict resolution methods that land us on such fiery terrains. Here you have the Gallardo, an iconic hard-hitter representative of auto excellence and someone's potential Jet Set reality. -FanningTheFlamesInAllTheWrongWays But behold - there's a silver lining, or should we say, a diamond studded lesson in all this madness: ? Employee engagement and conflict resolution are key for effective management: simple disagreements can turn into full-blown standoffs impacting organizational decorum and operations. ? Double-check safety protocols: dealership or mechanic - everywhere with even a remote chance of a spark, it is crucial to always ensure safety and act responsibly. ? Last, and not least, cherish the machines: The Gallardo is one of Lamborghini's most iconic creations that came to define a whole era of sports cars. Burning it over an argument seems disrespectful, not just to the engineering marvel that it represents, but also to the love that millions around the world share for these incredible machines. So car enthusiasts and professionals, we debate over mileage, tire pressure, modifiers, and remaps. We shouldn't need to debate the respect and protection every vehicle deserves. Just as our favorite wheels give us a sense of driving-inspired zen, let's respect the serenity that's beyond us and be mindful of powered beasts sculpted by human artistry and ambition. Don't be in too deep with fuel. Step back, detune the fiery tiffs and gear up towards mutual respect in your professional spaces. Even disagreements have their RPM limits! -TopGearNoMore -SupercarSpats -BeyondTheLimit - original source: https://lnkd.in/gXjkdPqC

Opportunity

Today I read an article in Automotive News Canada about a dealer group that had made a decision to sell its “non-profitable and non-core assets” and at the centre of the article were two franchise dealerships. Now the brand of the dealerships have seen their share of struggles of late, but at the end of the day selling product, managing inventory, keeping an eye on expenses should lead to a positive bottom line. And while some will blame the OEM for its woes I would like to pass on some advice that I learned early on in my career, to existing dealers as a reminder, new dealers with their first store and any young entrepreneurs who have sights on owning their own store. “Nothing happens until we sell a car!” Take a moment and think about it. Here is the waterfall effect….. A dealership sells a car - the dealership makes some profit, pays wages, invests in its business, spends money on marketing. Most importantly it needs a replacement. Now the OEM can wholesale a car. And they pay wages, invest in retail programs, events and advertising. Most important, they need to replace that car. The factory now can sell the car to the distributor and they too make some profit, invest in R&D, pay wages etc. The factory now has to replace that asset and they build a car and the suppliers have to provide products to build the car. And then those suppliers make some profit pay wages etc etc and we can keep going all the way down to sourcing the raw materials, never mind the shipping companies and parts business and so many others that play a part in this process. The point is if you remember what’s most important at the beginning, if you understand your goal (Sell a Car), set your targets and focus on achieving your goal…. you will!!!! And if you do a decent job of it you can be very successful in this business. Don’t give up, don’t quit, don’t blame others. Focus on what you were good at that got you the dealership in the first place and good things will happen. #thoughtoftheday #Autobusiness #Leadership

We are in the process of purchasing a car and it will be used. The same vehicle with similar mileage is roughly 4% more on CarMax versus direct from a dealer's used car team. However, after going to dealerships, I may pay the 4% premium to avoid the car-buying process. I asked to see the model from the website (yes, we confirmed via email it was available and booked an appointment) and this is a sample of what I received. "Let me find a salesperson" - We had an appointment "You need a test drive" - No we don't "Let's discuss financing it" - We aren't financing or even better standing around looking for someone to help us....seriously? People buy for all sorts of reasons. One of the reasons people don't buy is because we make it difficult for them. There used to be a clothing store called Syms. Their tv tag line was 'An educated consumer is our best customer' These days the buyer is more educated than the seller. Make it easy to buy, build it easy to use, and give terms that make it easy to renew. Do that and you will build a great business. If people pay a premium to not do business with you, well that's not a great business model.