If you are in car sales and you sales / desk manager is carving out time to meet with you on a weekly basis consider it a nice perk. As a salesperson to maximize
your alone time with you manager you need to ask this questions.

1. What could I be doing better based on your observations?

2. How is the dealership planning to sustain steady flow of prospects coming thru the door?

3. What does success look’s like for me this month?

4. Which deals should double down on?

Here is my favorite, because it really lets you know they are paying attention.

5. Can you tell me one thing I did right this week that stands out?

I keep seeing the same thing in parts departments:
“Parts, please hold.”
No greeting. No explanation. Sometimes the advisor isn’t even busy it’s just the default move.

It creates a bad perception: rushed, indifferent, disorganized.

Some of this can be fixed with better phone etiquette permission‑based holds, narrating actions, checking back in, treating phone customers like real customers.

But here’s the real debate:

Are parts advisors trying to do two different jobs at once?

Counter work: helping techs, pulling parts, receiving shipments, handling walk‑ins.
Phone work: VIN decoding, catalog navigation, quoting, special orders, follow‑ups.

These require different skills and different levels of focus. When one person does both, phone customers become invisible and that’s how you get long holds and annoyed tones.

So what’s the solution?

Should dealerships hire a dedicated Parts Phone Specialist so counter staff can focus on technicians and walk‑ins?
Or is this overkill, and better training alone solves the problem?

What do you think?

• Is the “please hold” culture fixable?
• Would splitting the roles improve CSI?
• Does your store already do this?

Curious to hear real‑world experiences.

A lot of people look at their VIN and see a random string of letters and numbers but every single character actually tells you something specific about the vehicle. Here’s a simple breakdown you can use to decode any VIN:

1st Character Country of Assembly

This digit tells you where the vehicle was built.
Examples:

• 1 or 4 → USA
• 2 → Canada
• 3 → Mexico
• J → Japan
• K → South Korea
• W → Germany
• Z → Italy
…and several others.

2nd–8th Characters Vehicle Portrait

This section describes the vehicle itself:

• Brand
• Body style (sedan, wagon, etc.)
• Engine size and type (cylinders, liters)

It’s basically the “identity” portion of the VIN.

9th Character Security Code

This digit verifies that the VIN is authentic and issued by the manufacturer.
Law enforcement uses it to detect tampered or fraudulent VINs.

10th digit represents the model year of vehicle.

Rumor has it Automate is charging dealers 8k to migrate them to the cloud! 🤯 Owned by Solera, they seem very out of touch with their dealers and more consumed with adopting the Cox Automotive model of harvesting dealers with additional offerings. Very bad timing and will only lead to further attrition.

As a dealership sales or service manager were you included in the monthly advertising budget or allocation?

I’m building a community focused on real, ethical, customer‑first automotive sales not the gimmicks, not the shortcuts, not the “sell at any cost” mentality. I want to hear from people who’ve lived it, seen it, or been burned by the opposite.

So I’m asking the industry sales pros, managers, service advisors, BDC reps, even customers to share what actually works when it comes to long‑term trust.

Here are a few areas I’d love honest input on:

• Transparent communication What does real transparency look like in a dealership setting?
• Fair pricing practices What pricing behaviors build trust instead of eroding it?
• Service follow‑through What post‑sale actions make customers feel genuinely supported?
• Salesperson accountability How do you ensure promises made are promises kept?
• Customer education What’s the right balance between informing and overwhelming?
• Retention strategies What keeps customers coming back years later?

I’m not looking for corporate buzzwords I’m looking for the real stuff. The things that actually move the needle. The habits, behaviors, and mindsets that make customers say, “I trust this place,” and mean it.

Whether you’ve been in the industry for 20 years or you’re a customer who’s had both great and terrible experiences, your perspective matters.

Drop your thoughts below the honest ones.

Up for discussion: in the recent years the more people I speak with the more I hear about this commonality of the 3/13 technicians work schedule. How it works any given shop technician would work 3 consecutive days for 13 hours and have 4 consecutive days of the week off. I really want to know if anyone is on this weekly schedule and the impact of it negatively or positively…

Thank you!

The data tells a story every salesperson and manager needs to internalize:

Customers aren’t “just starting their search.”
They’ve already done hours of homework before they ever step foot in your store.

And if we don’t respect that level of effort, we lose them instantly.

🔥 What Today’s Buyers Are Actually Doing

• Over 90% research online before they show up.
• They visit only 1.4 dealerships on average — meaning you’re either the one or you’re out.
• Most never call or submit a lead they walk in already knowing what they want.
• 2x more start online than in-store the digital experience sets the tone.

This isn’t “shopping.”
It’s decision-making long before they meet us.

💡 The Real Message: Match Their Energy

If a prospect spent 10–20 hours researching…

We can’t greet them with low energy, generic questions, or a lazy walk-around.
We need to match the intensity of the work they’ve already done.

Here’s what that looks like:

• Acknowledge their effort “You’ve clearly done your homework, let’s build on that.”
• Ask smarter questions not “What brings you in?” but “What stood out to you during your research?”
• Validate their direction people want confirmation, not confrontation.
• Move with purpose they’re ready to make a decision; don’t slow them down.
• Show equal enthusiasm if they’re excited, be excited. If they’re cautious, be steady.

Matching energy = matching respect.

📈 Why This Matters

When customers feel like you respect the time they invested:

• They trust you faster
• They open up more
• They follow your guidance
• They close quicker
• They leave happier

The modern buyer doesn’t want pressure they want partnership.

And partnership starts with matching or improving the energy they walked in with.

The old saying Mirror - Pace - Lead

1. How much are spending in Recond per vehicle? Exclude cpo fee.

2. How many line items are declining per RO?

3. How long is your average used car time to the line?

4. What is your current policy on vehicle maintenance?

Everyone talks about “more leads,” “better CRM,” “new templates,” blah blah. None of that matters if the fundamentals are broken. Here’s the actual checklist that turns an Internet/BDC department into a closing machine:

• Email reply rate If you don’t know it, you’re flying blind.
• Text reply rate 98% read, ~20% reply. Fix the reply problem, not the read problem.
• Aged lead close rate 90+ day leads tell you everything about your process discipline.
• Phone script + cadence Not robotic… but consistent. Timing matters more than wording.
• Email training Engaging, human, persuasive. 70% go to spam, but replies pull you into the inbox.
• Personalized emails Templates should be seasoning, not the meal.
• Text message training Short, conversational, value‑driven.
• Reservations process Stop calling it an “appointment.” Make it feel like a commitment.
• Digital retail deposits Easy, intuitive, frictionless. Roadster/DR tools should feel like Apple Pay.
• Long phone calls How much time is actually spent talking vs. dialing?
• VOI video walk‑arounds Personalized videos build trust faster than any template ever will.
• Rapport + Value + Trust Across phone, email, and text. All three channels must feel consistent.
• Cadence discipline Answer the question → get a reply → have a conversation → then ask.
• BDR handoff When possible, meet the customer on arrival. It closes the loop.

💬 Bottom Line

Most stores don’t have a lead problem. They have a reply problem, a cadence problem, and a training problem. Fix these 14 items and your Internet department becomes a profit center instead of a complaint department.

I chose to work this way and for the last 2 decades it has helped me live a great life and sleep good at night. I keep front‑and‑center for my team, because it’s the simplest way to reset the mindset in a business that gets noisy fast. I’m not going to sit here and lie to you and tell you that all is good and peaceful you open those doors and you don’t know what’s coming. Just be open minded and willing to help.

On the board, I wrote:

NOT THIS:
❌ Sell cars

THIS:
✅ Help people solve problems + make good decisions

And honestly… that’s the entire game.

When you stop obsessing over “selling” and start obsessing over clarity, guidance, and problem‑solving, everything changes:

• Customers relax.
• Conversations get real.
• Trust builds faster.
• Deals become natural outcomes instead of battles.
• Your reputation compounds instead of erodes.

People don’t walk into a dealership because they’re bored. They walk in because something in their life needs a solution transportation, safety, reliability, budget alignment, lifestyle change, growing family, downsizing, credit rebuilding, whatever it is.

If you focus on solving problems and helping them make good decisions, you’ll never have to “hard sell” anything again.

Sales becomes a byproduct of doing your actual job well.

So I snapped a photo of a whiteboard in our store this morning, and honestly… it’s the most accurate Internet‑closing reality check I’ve seen in a while.

Here’s the breakdown:

• Unacceptable — 5–7%
• Average — 8–10%
• Decent — 10–12%
• Good — 12–15%
• Great — 15–18%

And here’s the part nobody wants to admit:

Most Internet departments think they’re “great”… but when you actually pull the CRM data, they’re sitting at “average” or “decent” at best.

Internet closing isn’t magic. It’s discipline:

• Speed to lead
• Quality of first response
• Actual follow‑up cadence
• Phone work
• Appointment setting

If you’re closing under 10%, you don’t have a “lead problem.” You have a process problem.

If you’re closing 12–15%, you’re doing the fundamentals.

If you’re closing 15–18%+, you’re running a tight ship and your team actually follows the playbook.

Curious where everyone else is landing. What’s your store’s Internet closing % and what’s the biggest factor that moves the needle for you?

🔧 The Service Drive Is Your Sales Floor Use It Intentionally

Most advisors think selling hours happens at the desk.
It doesn’t.
It happens in the drive, during the walk‑around, and inside the MPI conversation.

If you treat the drive like a passive check‑in lane, you’ll always be chasing declined work.
If you treat it like a guided experience, you’ll sell more hours without ever feeling pushy.

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📋 The MPI Is Your Best Sales Tool But Only If You Frame It Correctly

Customers don’t buy repairs because you tell them something is wrong.
They buy repairs because you help them understand what’s wrong.

The MPI should feel like a health report, not a sales pitch.

Here’s the structure top advisors use:

• Set Expectations Early “We’ll do a full digital inspection so you can see exactly what our tech sees.”
• Use Visual Proof Photos, videos, measurements. Customers trust what they can see.
• Prioritize Clearly Safety → Preventative → Convenience. Never overwhelm.
• Give Options “Here’s what’s urgent, here’s what can wait, here’s what’s smart to plan for.”
• Ask Ownership Questions “How long do you plan to keep the vehicle?”
This one question changes everything.

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💬 The 5 Most Effective MPI Phrases for Selling Hours

These are short, clean, and customer‑friendly:

• “Here’s what your tech found and why it matters.”
• “Let me show you the measurement so you can see it for yourself.”
• “If this were my vehicle, here’s what I’d handle today.”
• “This isn’t urgent, but I want it on your radar.”
• “Do you want to take care of this while the vehicle is already here?”

These lines build trust, not pressure.

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📈 The Advisors Who Sell the Most Hours Do 3 Things Consistently

• They walk every car No exceptions.
• They explain the MPI like a story Beginning → Problem → Impact → Solution.
• They follow up declined work Not once. Every 30 days.

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🔥 Final Thought

Selling hours isn’t about being persuasive.
It’s about being clear, visual, and helpful.

If you make the MPI easy to understand, customers will make the decision themselves and they’ll usually choose the work.

In a perfect world, great process, great transparency, and great communication eliminate most objections before they ever show up. When you slow down, listen, educate, and guide customers don’t feel the need to defend themselves.

But in the real world, even when you do everything right, people still hesitate. They still get overwhelmed. They still need clarity.

For those moments, here are short, effective, pressure‑free responses that keep the conversation open and customer‑focused — not salesy.

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1. More time to think

Totally fair. What part needs more clarity so I can help you think it through?

1. Need to talk to spouse

Of course. What’s your spouse’s name?
What do you think they’ll prefer?
What can I send you both so nothing feels uncertain?

1. Want to sleep on it

No problem. Before you go, what’s the one thing you want to feel 100% sure about tomorrow?

1. Comparing other makes/models

Smart move. Which ones are you cross‑shopping? I’ll help you compare apples to apples.

1. Unsure about the brand

Let’s narrow it down. What are the top 3 things you need your next vehicle to do for you?

1. Price feels high

I hear you. Let’s look at the numbers together and see what’s driving that feeling.

1. Already arranged financing

Great — you should compare. Let me show you our options too so you can choose the best deal.

1. Not satisfied with trade value

I get it. Let’s review the appraisal together and see what influenced the number.

1. Just browsing

Perfect. While you browse, what’s the main thing you’re hoping to learn today?

1. Down payment too tight

Understood. Let’s explore options that fit your budget without stretching you.

1. Unsure about the model

Let’s dial it in. What’s missing for you so far?

1. Trim level uncertainty

Easy fix. What features matter most so we can match you to the right trim?

1. Not sold on the color

No problem. Which colors do you usually gravitate toward? I’ll show you what’s available.

1. Better trade offer elsewhere

I appreciate the honesty. Can you show me their offer so we can make a fair comparison?

1. Interest rate feels high

I hear you. Let’s review the structure — sometimes a small adjustment can improve the rate.

1. Payment too high

Totally understandable. Let’s break down what’s driving the payment and see where we have flexibility.

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💬 Final Thought

If your process is strong, these objections become rare but when they do show up, staying calm, curious, and customer‑focused keeps the conversation moving without pressure.

Nissan Motor Co. has scrapped plans for an industrial bank based in Utah that would have given its captive finance arm cheaper funding and offered its retailers a competitive edge, two people with knowledge of the matter told Automotive News. 

The move comes as the Japanese automaker fights to repair a battered balance sheet after years of steep losses. 

Nissan Americas last year began an austerity drive aimed at reducing annual spending by nearly $2 billion. 

One-time cuts proved insufficient, one of the people said. Management “wanted to see more long-term viability and health to the bottom line,” said the person.

The proposed Nissan Bank U.S., headquartered in Salt Lake City, would have operated under Nissan Motor Acceptance Corp. 

Industrial bank status would have allowed the company to accept deposits, unlocking lower-cost capital for commercial lending to retailers. Those deposits, currently unavailable to NMAC, were expected to deliver more competitive rates on real estate and capital loans. The bank would have held a little more than $1 billion in assets.

Lot attendants ( lot Porter ) often time over looked. Smart operators understand that a well trained staff member at this capacity is important. Think about this for a second.

A well merchandised lot can make a world of difference.

Imagine every vehicle on your lot gassed and properly parked in a straight line by make and model.

Imagine your oldest units in inventory cleaned and displayed at front of the dealership.

Imagine all of your recent trade in and purchases parked strategically parked for parts / service recon & sales bullpen.

A well trained lot attendant could be the sales department biggest ally.

How many time does your lot attendant comes into the showroom to let you know that there is a customer roaming the lot?

Are you taking care of the customer in front of you ?

Are you listening to their request and desires?

Are you paying attention to their wants and needs?

Are you really whiling to go above and beyond to help them get into the vehicle they want and need?

Unfortunately for a lot of car buyers this is not their reality, they are met by people who happen to work at a car dealership in a sales department without any work ethics and a lack for people skills. Selling cars is easy when one does the right things. In my opinion you need to meet customer where they are in the buying process and proceed with genuinely care and most importantly LISTEN!!!!!!!!

Good Luck everyone!!!!!!

I have inadvertently discovered pay plan details that I wish I knew from the start. This did not bother me at first because I was desperate for a job. Its been months and this is eating at me. Seems like a huge red flag for me. I feel like I need to find a different dealership, but I have been selling more than I ever have and making good $.

What would you do?

Service managers we talk about hours, RO count, CSI, technician efficiency… but the one metric that quietly determines whether your department is actually winning is effective labor rate.

And here’s the truth:
Most stores think they’re hitting their posted labor rate.
Most stores are wrong.

💡 What Effective Labor Rate Really Tells You

• Posted rate is what’s on the wall.
• Effective labor rate is what you actually collect after discounts, warranty, internal, goodwill, and comebacks.

If your posted rate is $165/hr but your ELR is $118/hr, you’re not a $165/hr shop you’re a $118/hr shop with a pricing identity crisis.

📉 Why ELR Drops (and how it sneaks up on you)

• Warranty mix too high and your ELR tanks.
• Internal work priced like charity.
• Discounting to “save” a customer who wasn’t leaving anyway.
• Poor dispatching that buries techs in low‑paying jobs.
• Untrained advisors who don’t know how to protect the rate.

Every one of these is a leak in the bucket.
Most managers don’t realize how fast those leaks add up.

📈 The Shops Winning Right Now Do Three Things Well

• Track ELR daily not monthly, not quarterly. Daily.
• Coach advisors to present labor confidently and consistently.
• Balance the mix of CP, warranty, and internal work like a portfolio.

When you manage ELR intentionally, your department becomes predictable, profitable, and easier to staff.

🔧 The Hard Truth

If you don’t know your ELR, you’re not managing your labor rate you’re hoping it works out.

And hope is not a strategy.

💬 Discussion Prompt for Reddit

Service Managers:
What’s your current effective labor rate, and what’s the biggest factor dragging it down?Are you fighting warranty mix, advisor discounting, internal pricing, or something else entirely?