A Dealer’s Guide to Successfully Implementing New Technology: Strategies for Success
In a recent article by Marcus Amick, Auto Industry Companies Embrace Generative A.I. Boom, he highlights a critical truth: “The key to a dealership’s success when choosing to adopt more generative A.I.-based tech will be predicated on the ability of its sales and service associates comfort level using the digital tools and quickly identify critical issues as they arise.” From my 26+ years in auto retail working with dealers, vendors, and OEMs while being closely involved with the latest technologies driving auto retails present and future operations, I couldn’t agree more. Successful tech adoption requires careful planning and execution. Below are key questions I recommend to dealers and have regularly discuss with them over the years, guiding them through the technology implementation process and providing actionable strategies to ensure a smooth rollout and ultimately long term success.
1. Why Are We Implementing This Technology?
The first step is understanding the why. Is the new tech solving a current problem, enhancing efficiency, or providing a competitive edge? Dealers should avoid adopting technology just because it’s the latest trend. Instead, they must align the tech's purpose with the dealership’s broader goals.
Key Question: How does this technology improve our operations or customer experience?
I advise dealers to benchmark against industry use cases, talk with other dealers that they know and trust, and evaluating how similar technologies have driven success at their own stores in the past and at other dealerships that they are familiar with. Focus on measurable outcomes such as improved conversion rates or reduced operational bottlenecks to ensure the technology delivers tangible results.
2. Who Will Champion This Initiative?
No technology will be successful without internal buy-in. A champion is needed to oversee implementation, engage with staff, and ensure the dealership is making full use of the tech.
Key Question: Who within the organization will own this initiative?
In my experience, while assigning a knowledgeable leader to manage the project is essential, the dealer must ultimately serve as the primary champion within the organization. The dealer’s advocacy and belief in the technology are critical to its success. They must be the most vocal about why the technology is important and how it aligns with the dealership's goals. Alongside this, the project leader should coordinate with vendors, oversee staff training, track performance, and proactively address any challenges. Together, they ensure the team understands the value of the new tool and integrates it smoothly into daily operations.
3. How Will This Tech Impact Customer Interaction?
For me, this is a big one. Technology should enhance, not replace personal interactions between staff and customers. As more processes become automated or augmented with AI, it’s critical to maintain the human touch in customer service.
Key Question: Does this technology improve the customer experience?
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Drawing from my extensive experience in the retail automotive industry, I firmly believe, as I always have, that "this is a people business, and people want to buy and interact with other people." A CRM powered by generative AI should enhance—not replace—those personal connections. The goal is to streamline communication while making it more personalized and meaningful. If technology creates friction or distances customers from staff, it risks damaging both relationships and the dealership’s reputation, undermining the very essence of what makes this business successful.
4. Is Our Staff Comfortable Using the Technology?
One of Marcus Amick’s most poignant observations is that the success of any new technology hinges on the comfort level of the staff using it. It’s not just about rolling out the tech, it’s about ensuring staff feel confident and competent with the new tools.
Key Question: How do we ensure our team embraces the technology?
In my experience, the key to successful technology adoption is simple: Training, Training, Training. Regular, hands-on training sessions are essential, coupled with ongoing support to reinforce learning and build confidence. The dealership’s champion must work closely with the team, addressing challenges as they arise and ensuring no one feels left behind. Proactive engagement prevents tech fatigue and ensures the staff fully embraces the new tools, maximizing their effectiveness and impact on the dealership’s success.
Adopting the latest technology is a strategic decision that can yield tremendous benefits when executed correctly. From my experience working with various tech implementations in the automotive space, dealerships thrive when they approach these transitions with clarity and intentionality. Asking the right questions upfront, assigning a champion to lead the initiative, and ensuring that customer interactions remain top of mind are essential for success.
Dealers who thoughtfully adopt new technology also position themselves to stay competitive. As Marcus Amick rightly points out, staff comfort with the tech is just as critical as the tool itself. With the right mindset and preparation, technology can transform operations, streamline processes, and create better experiences for both employees and customers. And who knows — today’s tech-savvy champion could be tomorrow’s most loyal customer.
For the full article, see Marcus Amick’s original post here: Auto Industry Companies Embrace Generative A.I. Boom .
As the automotive industry evolves, OEMs, dealer groups, and individual dealers have unprecedented opportunities to reshape their go-to-market strategies and capture the value of the future of retail. The rise of digital retailing, customer-centric services like Generative AI, and advancements in technology are opening new avenues to engage customers in ways that are more convenient, efficient, and personalized than ever before. With my extensive experience across the automotive industry, including leadership roles at my family Ford Store in Pittsburgh, PA to AutoNation, FordDirect, LotLinx, and Overseas Military Sales Group, I have developed a deep understanding of both operational efficiencies and cutting-edge market strategies. I can help OEMs, Dealer Groups, Single Point Stores, and Vendors implement innovative solutions, streamline operations, and leverage new technologies to enhance customer experience, improve sales performance, and ultimately drive long-term profitability in this rapidly changing landscape.
Feel free to contact me and let me help you drive success.
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2 周Listen to John
Automotive Dealership CFO/Controller | On-Demand Controller Services for Profit-Driven Dealerships | Transforming Financial Health & Cash Flow
1 个月Great post. We can't just install it and think people will use it. Training, Training, Training and support from the top down goes a long way.
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1 个月Agree completely, spot on as always sir! Especially the training point, I have been involved with too many installs of new software and heard from staff that their prior system didn't do things that I know for a fact it does! I have said for a long time before committing to a new system in the hopes that by itself it will solve the current issues make sure the team is actually using it at the maximum efficiency, retraining on a current system can sometimes do wonders. If the decision is made to change it can also help the whole team buy into the reason switching is a good idea, win/win.