Writing this article are two former franchised dealership veterans. We’ve managed Fixed Operations, Reconditioning and Used Cars, and had controller oversight over single and group dealerships. We believe we’re qualified to address a few of the many common and unfortunate practices that drive Fixed Operations Managers nuts.
CBT News was recently on location at Mercedes Benz of Buckhead with General Manager Geoff Meeker and CEO of Rapid Recon, Dennis McGinn to discuss all things recon.
Problem: Detailers all attack a car with different methods and processes. Sometimes the same type of car can take different times based on who and when they get assigned. Different amounts of materials are used, and different quality issues come up. It’s also hard to decide how to pay.
Get Cars Imaged and Frontline-Ready Faster to Boost Used Car Sales Talk about disruptive – it turns out the best selling tool you can give your used car sales team is faster reconditioning! Not a new ad campaign. Not a new CRM. Not even better
Continuing our discussion on how your dealership can improve it’s overall recon turnaround time, CBT News was on location at Hennessy Land Rover with Sales Manager Justin Hoisington and CEO of Rapid Recon, Dennis McGinn.
On any given day, my business conversations typically focus in on one of three topics: dealers who are ready to give up on recon spreadsheets and the extra managerial oversight; dealers not ready to admit they have a recon problem; and finally, dealers who have
Vehicle reconditioning is an essential process for every used car department. It not only gets vehicles ready for consumers’ eyeballs, but when it gets them front line ready fast, it can mean more gross on every sale. Every used car manager knows this intuitively. I’m
Having met with dealers at NADA, I’m reminded of Dale Pollak’s 2010 article, “Reconditioning – The Last Bastion of Old School Management.” While this is still generally true, there are finally straightforward solutions and verifiable success stories that have remedied this situation. However, getting reconditioning
Quick Quiz: Who is really responsible for time to line? Used car manager F&I Manager Fixed Operations manager All of the above If 1,2 and 3 are not being measured as a start-to-finish workflow process, Time to Line performance cannot realistically be measured and managed.
Time-to-Line (T2L) should be the single most important objective that defines your dealership’s culture. This objective should bind all recon resources together from the time vehicles are acquired to the time they hit the front-line. And, to institutionalize a true time-to- market culture, tools for
