Fall/Winter 2018
Woodward & Associates, Inc.
1707 Clearwater Avenue ·P.O. Box 1584 ·Bloomington, IL 61702 (309) 662-8797 ·Fax (309) 662-9438 ·Email woodwardassoc@cpaauto.com ·http://www.cpaauto.com Providing service to over 25 Iowa dealerships and their related entities. We specialize in automobile dealers in the following areas:
Certified Public Accountants
Memberships in:
Dealership valuations Automobile dealer legal support Buy-Sells for dealerships LIFO inventory computations Financial statement analysis Corporation Income Tax returns Personal Income Tax returns CPA prepared financial statements Dealer estate planning Employee theft consulting Internal control studies and audits Profit consulting Training office managers/CFO’s 401K Audits
AUTOCPA Group The American Institute of Certified Public Accountants Licensed to practice in Iowa
Serving more than 250 Automobile Dealers throughout the United States
FROM THE PRESIDENT
hero status When I was a kid, one of my heroes was my Uncle Bob. Today, one of my heroes is you. And it’s pretty much for the same reasons. Uncle Bob was my mom’s little brother and he wasn’t a very likely hero. But in my mind he was on par with Fess Parker as Daniel Boone, Adam West as Batman, and the Purple People Eaters who led the 1969 Vikings to 12 consecutive wins. Some of my earliest memories include hanging out with Uncle Bob in the garage and watching him work on cars while visiting my grandparents. The guy was extraordinarily passionate about cars. Those two things—passion and cars—often seem to go together. And he was an extreme example. Uncle Bob was a lifelong student of the automobile, progressing from tinkering in my grandparents’ garage to working as a detailer and attendant in a service station (back in the days when they still called them service stations for a reason) to eventually becoming a certified technician at a Ford dealership in his hometown of Ames. Uncle Bob’s automotive career spanned
Those two things—passion and cars—often seem to go together.
a period that required mastery of carburetors, then fuel injectors and turbochargers, and eventually alternating current induction motors. Like anyone who works at an automobile dealership, he changed, learned, grew, and kept up with the demands of the customers he served and the vehicles they drove. And he was passionate about it. He loved his job. He loved it so much that it was his hobby. It may have been his only hobby. That probably sounds like an overstatement, but I am certain it is not that different from you and the people you work with in automotive retailing, regardless of the department or position. Uncle Bob worked in the service department at the dealership all day long Monday through Friday and usually on Saturday mornings, too. After hours you could find him in his garage, working on his own cars or restoring a classic with a friend. When he wasn’t working on cars, he was reading about them. I still remember stacks of Car & Driver, Mechanix Illustrated, and Motor Trend on the end table at his home. I will bet that sounds like you and your co-workers. Sure, you may have a better handle on work-life balance than my uncle did, but if you admit it, you’re thinking most of the time about automobiles and how to be better and smarter at serving your customers. That is what I love about working for automobile dealers and the people who staff their dealerships. You love what you do. You are good at what you do. And you are always getting better at what you do. That is what makes you my heroes. Helping you be heroes, especially to your customers, is the best part of what we do here at Iowa Automobile Dealers Association. By that I mean that we take the job of keeping you informed of the latest developments, trends, and best practices in automotive retailing very seriously. We know that you and your dealership are constantly improving because your OEMs expect it and your customers demand it. One way IADA does that is by publishing Iowa Auto Dealer. The magazine you are holding is in some ways like those stacks of glossy technical journals at Uncle Bob’s house. It is written for you and the very specialized industry that you are passionate about. Please let me know what you would like to see in future editions and whether you enjoy reading it. I am confident Uncle Bob would have kept it on his end table. I hope you do, too.
Bruce Anderson IADA President
FALL/WINTER 2018 1
PHOTOS: BY JOHN LEE (TOP LEFT); COURTESY OF NATIONAL AUTOMOTIVE TECHNOLOGY COMPETITION (BOTTOM RIGHT)
in this issue
1111 Office Park Road West Des Moines, Iowa 50265 p: 800.869.1900 CHAIRMAN Jeff Haun VICE CHAIRMAN Mike Clemons PRESIDENT Bruce Anderson SECRETARY John Gookin TREASURER Jeff Finch IMMEDIATE PAST CHAIRMAN
Jim O’Halloran
DIRECTORS AT LARGE
Kris Kramer, Danny Wilson HEAVY DUTY TRUCK DIRECTOR
departments
INDEPENDENT DIRECTOR
01
06
12
04
09
16
Jon McCoy Dale Finch
DISTRICT ONE DIRECTOR
Dave Wright
DISTRICT TWO DIRECTOR
Patrick Eads
DISTRICT THREE DIRECTOR
Matt Brown
DISTRICT FOUR DIRECTOR
Mike Molstead
NADA DIRECTOR Jeff Weber
from the president Dealership employees are heroes.
odds & ends Items of interest.
q&a Managing employee generational differences.
pro tip Focus on F&I.
EDITOR Brittany Bungert Iowa Auto Dealer (ISSN 2472-2634) is a bi-annual magazine produced for members of the Iowa Automobile Dealers Association. © 2018 Iowa Automobile Dealers Association Cover Photo: Senator Chuck Grassley poses near a 1961 Chevrolet Corvette during a tour of Bob Brown Chevrolet in Urbandale. COVER PHOTO BY JOHN LEE
2 IOWA AUTO DEALER
five things Senator Chuck Grassley has a message for dealers.
32
the close Dealers’ best advice.
iad foundation A high school auto program sustains success.
features
22
all access Dealership accessibility means more than just ADA compliance.
26
state of emergency Does your dealership have a disaster recovery plan?
Centennial Gala
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ODDS & ENDS
odds & ends
A collection of interesting tidbits from Iowa’s auto industry. did you know? Early car dealers not only had to sell cars to customers, but they also had to teach many of them to drive!
12,814 Iowans worked in new-car dealerships in 2017
Delivering a new car via horse in Winneshiek County
Distracted driving isn’t a new concern. Billboards were banned from along Iowa highways in 1924 because officials said they distracted drivers.
“It might interest younger automobile men to know that the
“The most rewarding part of my job
principal objective of officers and directors in 1920 was to
is helping the customer. Over the
make illegal the sale in Iowa of any bobsled or sleigh with
years I have seen more and more
less than 56-inch tread. None was wider than 48 inches then.
women scheduling the appointments for service work and making the decisions about those repairs. I feel that with a woman at the counter it makes them much more comfortable and less intimidated when bringing in their vehicle.” – Julie Fischer, Service Manager, Deter Motor Co.
4 IOWA AUTO DEALER
When roads were broken through snow it seemed important to us that automobiles be able to use the same track. After legislative meetings in ten different parts of the state with all lawmakers we could assemble, proper legislation was passed. That made the year successful.” – G. V. Orr, IADA’s 1920 chairman, in a 1951 letter to convention attendees
ODDS & ENDS
“At the time I started in the business, one cylinder cars having planetary transmissions with chain drive to the rear axle were quite common, and some of them did not have power enough to pull a setting hen off her nest. If the family went for a ride and came to a hill, they would all have to climb out and push, except the driver, who remained in his seat and steered by means of a handle. When they got to the top, they would all get in again and ride to the next hill.
Peace Tree Brewing Co. in Knoxville is located in a former Nash Rambler dealership. The brewery paid homage to their location’s legacy with their flagship Red Rambler, an American Red Ale. Ale and auto enthusiasts can book a behind-the-scenes tour of the brewery (which includes a glass and a pint) by calling 641.842.2739.
A little later came the two-cylinder car, also with chain drive, and when the chain broke, which often happened, things were said which don’t appear in the Bible and which did not help the driver’s chances much on his way to heaven. But while we were selling those cars, poor as they were, we were laying the foundation for the largest industry in the world, as every car we sold meant just that much more money for capital to use in developing the then infant industry.
The Iowa legislature established speed limits
I often wonder if the
in 1959. Drivers could
automobile manufacturers of
go 70 mph during the
today appreciate the almost heroic efforts and sacrifices made by the dealers of those days. I doubt it.” -Jacob Friedman, Dyersville Automobile Co., in the August 1927 Iowa Motor
day on primary roads, and 75 mph during the day on interstates. The speed limit for both types of roads lowered to 65 mph at night.
Trades Bulletin
FALL/WINTER 2018 5
Q&A
the generation gap
Three experts offer advice on multigeneration work environments.
Q:
We have employees from five different generations working in our dealership. How can we effectively manage employees across those generations?
A:
In our work speaking and consulting on how to bridge generations for auto dealers across the country, the first step is always the most important: Provide accurate training about generations to your leadership team. This is a big deal because millennials, in particular, are often talked about as if they were cable news headlines—“They’re so entitled!” or “They still live with their mom!”—yet millennials are the largest generation in the workforce and the largest generation of managers in the U.S. For example, our research discovered that millennials are breaking into two different generations, and one of the generations makes outstanding dealership employees. So start with accurate generational training at the top. Second, focus on the practical, low, or no cost solutions that you can take to bridge generations right now. The first day at work has a huge impact on job success, from retention to motivation. Dealers should provide new hires of every generation with specific examples of the performance they expect at work. This fast-tracks learning and drives accountability—which is what dealers want. Show new hires what “good customer service looks” like and then you can hold them accountable, whether they are millennials or traditionalists. Third, provide regular, quick-hit feedback. Or, as I like to say, if you only give annual reviews you can change the name and call them exit interviews. Employees want to know how they are doing and where they can improve on a regular basis. They don’t need a half-day meeting once a year, but rather for you to give them two minutes every two weeks to gain feedback, teach a new skill, or for you to explain how to solve a challenge so they can do it without you next time. Baby boomers and Gen X can and will learn new skills just as millennials and Gen Z will. The key is to not assume that a generation is not interested, but to instead coach and teach them so they can rise to the occasion. Last, and especially important for GMs and dealer principals, make it a point to message that every generation brings value to your dealership team. Some generations bring decades of relationships and experience while others may know how to sell cars using Instagram or drive great engagement for the service department. Every generation can add value to a car dealership team, but only if you lead and manage with that mindset. JASON DORSEY President | The Center for Generational Kinetics | genhq.com
6 IOWA AUTO DEALER
A:
Q&A
Rather than dwelling on generational differences, why not concentrate on engagement strategies that benefit all employees, irrespective of age? Building an inclusive workplace acknowledges our divergent perspectives but strives to bridge the gap through well-designed and thoughtful policies and programming. The first step in crafting a successful strategy is to recognize that there are three things that all employees look for in a job. 1. Leadership. "People leave or stay for the managers not companies or jobs," is a familiar saying. According to a study by Gallup, one in two people say they left a job to get away from a bad manager. So good leaders contribute to higher retention! 2. Opportunity, Training, and Mentorship. Professional development is important in a job, which makes it a top retention factor. In fact a CEB study found that a lack of career opportunities is the number one reason people quit their jobs. 3. Appreciation and Recognition. People want to know that what they do matters, that their effort is appreciated, and their contribution is valued. Underappreciated employees leave or, worse yet, quit and stay. Disengaged employees compromise culture, damage relationships, and sacrifice productivity. Creating the land of opportunity and becoming an employer of choice occurs when we leverage our employees’ differences to achieve greater strength. MELYNDA DECARLO Founder | The Meyvn Group | meyvngroup.com
FALL/WINTER 2018 7
Q&A
A:
Although managing across five generations can pose challenges, the benefits are far greater. If managers can find commonalities instead of focusing on differences, the workplace can be a little more harmonious. Team members across all generations value having their voices heard and feeling like they are important to the company. Foster teamwork by partnering the generations together. Long-term team members can teach newer employees about company history and in return can learn about newer technology from millennials and Gen Z. Finally, communication is crucial. Communicating properly is one of the best ways to effectively manage all generations, however, striking the right balance is tricky. You may need to use email to effectively reach Generation X and baby boomers, and pick up the phone to reach the earlier generations. TRACIE SPONENBERG HR Disciplines Panelist | Society for Human Resource Management
G E N E R AT I O N B R E A K D OW N For the first time ever, there are five generations in the workforce.
1.
Silent Generation/ Traditionalists
Born 1928–1945
2.
Baby Boomers
3.
Generation X
4.
Millennials
5.
Generation Z
Born 1946–1964
Born 1965–1980
Born 1981–1996
Born After 1996
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PRO TIP
value added
F&I is more important than ever.
As the last department to see the customer before they take delivery of their vehicle, F&I can make—or break— the customer’s dealership experience. “F&I has become more valuable than it used to be and not only from an incomegenerating point of view,” said Steve Wade, senior vice president of Hawkeye Life Insurance Group. “It has become more difficult to navigate the increasing amount of paperwork required to deliver a vehicle and to keep the dealership compliant with all laws, rules, and regulations. F&I can also have a bigger impact on the dealership’s customer satisfaction than it used to.” With an increased opportunity to make a difference comes an increased responsibility to get it right. Follow these tips to set your F&I department on a
course for success. Set expectations. How often does a salesperson, excited to wrap up a deal, say “We’ll have you out of here in no time!” as they start the handoff to F&I? That innocuous statement sets expectations for a customer, and when “no time” turns into a 20 minute wait before heading into the F&I office, customers can easily become frustrated and impatient. “Most customers don’t mind waiting 20 minutes if they are told 20 minutes,” said Wade. “They do mind if they were told five.” Setting proper expectations, and then meeting or exceeding them, can make a big difference in customer satisfaction.
Perfect the timing. Wade suggested targeting 45 minutes from when the salesperson closes the deal to delivery of the vehicle. That means efficiently and effectively moving through the F&I process. “If you don’t spend enough time, you’re not doing the customer justice,” said Wade. “If you spend too much time, you’re not doing the customer justice.” Finesse the process. Wade recommends having weekly meetings where the F&I staff discusses the process and its strengths, and weaknesses. “Having or improving and enforcing an F&I process can provide an immediate boost in production,” he said. Employees should also be aware of all phases of the process.
FALL/WINTER 2018 9
PRO TIP
dealer owned, dealer operated
Hawkeye Life Insurance Group was founded in 1976 and is the only Iowa-based F&I provider wholly owned by Iowa dealers and endorsed by IADA. “Every vendor we talk to says we’re a unique deal,” said Steve Wade, senior vice president of Hawkeye Life Insurance Group. Being dealer-owned means that every dollar in profit is used to benefit the dealer shareholders— and the dealer shareholder again benefits from their own F&I department’s production. The Iowa Automobile Dealers Association and Hawkeye have had a close relationship since Hawkeye’s founding, and although the two entities are not related, Hawkeye has rented office space from the association since its inception. “Because we are employed by dealers, we always do what is in their best interest,” Wade said. “We don’t partner or work with the dealer, we actually work for the dealer. To actually be founded and managed by dealers, I think, is extremely unique.”
10 IOWA AUTO DEALER
“If the F&I office is backed up, what is plan B in your process?” Wade asked. “Does everyone know what plan B is?” Offer it all. Don’t pick and choose which products to offer customers based on what you think they’ll want. “The first step is to use a menu to offer all F&I products to all customers, because we don’t know what products the customer might see value in,” said Wade. “If you don’t offer a product to the customer, how do you know if it has value to them?” Know the products. F&I professionals should do the deep dive on the products they sell. “Read the contract the customer is going to sign. Not the brochure, not the bullet points—the actual contract,” said Wade. An F&I employee who is familiar with the contract should have enough knowledge to answer customer questions about the product. Because F&I products aren’t tangible, it can be difficult to demonstrate the value to customers. Knowing all the benefits of the products can help a customer see how it can apply to their specific situation. “I also recommend F&I managers help customers with claims so that they themselves see the value of the products they are selling,” Wade said.
Ask the questions. “Ask the customer if they have been satisfied with the sales process, and if not, address the issue right there,” said Wade. Customers that have had a negative experience are more likely to answer a manufacturer survey, so ask the questions the manufacturer will ask and, if the customer is dissatisfied, see what can be done to turn the situation around. Take advantage of training opportunities. Wade has seen an immediate impact on production at stores after they have conducted on-site training. F&I training opportunities include in-store, online, and in-person sessions at locations such as Des Moines or Chicago. Staff for success. If Wade had to pick one characteristic of a successful F&I manager, it would be the ability to multitask. “F&I managers must be able to do several things exceptionally well to be successful, that’s why they are so valuable to the dealership,” Wade said. “They must be able to get deals approved, sell product, properly complete paperwork, keep the dealership compliant, train staff, and more.”
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FIVE THINGS
Service Technician Scott Klipping shows Senator Chuck Grassley a vehicle he is working on during Grassley’s tour of Bob Brown Chevrolet. PHOTO BY JOHN LEE
12 IOWA AUTO DEALER
FIVE THINGS
five things from senator chuck grassley
Iowa’s senior senator shares a message for auto dealers.
1.
2.
The Tax Cuts and Jobs Act, passed last year, is working for businesses and families in Iowa and throughout the nation. More than 550 employers across America, including many in Iowa, have announced they are reinvesting their tax cut savings in employees through increased wages, benefits, and bonuses. According to a recent U.S. Department of Commerce report, data covering the first month since the Tax Cuts and Job Act was signed into law showed a $30 billion increase in one-time bonuses and a $115 billion annualized drop in personal taxes. The U.S. Labor Department cited weekly unemployment benefits filings dropped to their lowest levels in more than four decades and the national unemployment rate has remained at a 17-year low. The Tax Policy Center estimates four in five Americans will see a tax cut this year thanks to the Tax Cuts and Jobs Act, which Iowans and so many Americans are now seeing on their paychecks. But the positive economic news doesn’t stop at tax cuts. The economic outlook in Iowa and nationally is positive. The Tax Cuts and Jobs Act spurred economic growth and optimism, and a byproduct of that is a lower unemployment rate in Iowa and nationwide. The annual average unemployment rates decreased in 32 states, including Iowa, according to the Bureau of Labor Statistics. The national unemployment rate is the lowest it’s been in more than a decade. In Iowa, the unemployment rate is the lowest it’s been in nearly 20 years. People are working again. Taxpayers are able to keep more of their own money and invest in their futures. The incredible progress made in the short amount of time since the passage of the Tax Cuts and Jobs Act is encouraging, and I believe this is just the beginning.
3.
4.
I wo n ’t st o p f i g h t i n g f o r t h e Renewable Fuel Standard (RFS). The conflict over RFS between the EPA, Congress, and special interest groups have left hardworking people throughout Iowa and rural America with a growing sense of uncertainty about their futures. The tone of our national energy policy discussions shouldn’t be “us versus them” and it should never be an either-or proposition. America needs a comprehensive, allof-the-above strategy, one that focuses on how traditional and renewable fuels can both work to provide efficient, costeffective, and environmentally-friendly products to the American people and the world. A competitive energy strategy should be a priority, and ethanol is a key component for success on the global energy market. That’s why I’ll continue to push back against all attempts to undermine the RFS or diminish ethanol’s role in America’s energy strategy. Trade is essential to a growing, successful economy. When it’s working as it should, trade opens new markets, strengthens international relationships, and increases American productivity while securing domestic industries and American jobs. While the administration is right to be concerned that some trade deals disadvantage the United States, I’ve advocated for caution while renegotiating our international trade deals. The livelihoods of hundreds of thousands of people in Iowa and throughout the country depend on a strong, optimistic economy that trades with the world. While there have been some positive developments on trade, there is still uncertainty, and uncertainty in the markets due to threats of trade wars weakens industries and hurts workers. I’ll continue to be a
FALL/WINTER 2018 13
FIVE THINGS
5.
measured voice on trade and support efforts that promote partnerships that will help and encourage the success of businesses in Iowa and nationwide. Deregulation is a win for the economy. Cutting the bureaucratic red tape that too often prohibits businesses from achieving their goals is critical to promoting a growing, thriving economic atmosphere. The past two administrations each issued more than 3,000 federal regulations during their first years. Compare that to the Trump administration, which has issued less than half that number. In fact, President Trump’s regulatory reform saved approximately
14 IOWA AUTO DEALER
$570 million in 2017. Some regulations are necessary, but the amount of unnecessary and counterproductive regulations have grown exponentially since 1960, constricting businesses and stalling growth. This focus on deregulation will continue to help businesses succeed and expand, which in turn helps workers, families, and communities here in Iowa and throughout the country. Senator Chuck Grassley was first elected to the United States Senate in 1980. He previously served in the Iowa legislature and United States House of Representatives.
PHOTO BY JOHN LEE
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forming the future
A small-town Iowa high school automotive program reveals the secrets to its success.
West Delaware High School students Caleb Zehr (center) and Sam Ruba (right), and instructor Jason Guyer, receive second place trophies at the National Automotive Technology Competition in April 2018. PHOTO COURTESY OF THE NATIONAL AUTOMOTIVE TECHNOLOGY COMPETITION
BY ASHLEY FLAWS
We’re not in Iowa anymore. This became apparent to West Delaware High School seniors Sam Ruba and Caleb Zehr as they crowded into the Jacob Javits Convention Center in New York City for the 2018 National Automotive Technology Competition. Surrounded by students from 29 states, many of them from technical schools with advanced automotive training, the pair knew they would have to give their all to
16 IOWA AUTO DEALER
be successful in the competition. First there was the workstation challenge, where they were tested on tools, vehicle components, and job interview skills. Then they faced the on-car challenge, where they had to diagnose and administer repairs to a 2018 Chevrolet Malibu within an allotted time period. Finally, the competitors, their instructors, and their families gathered for the awards ceremony.
Ruba and Zehr, along with their instructor, Jason Guyer, held their breath, waiting to hear the results. S e c o n d p l a c e : We s t D e l aw a r e High School. “Being from a small-town high school, competing against technical schools from other parts of the country was pretty intimidating, so we didn’t really know what to expect,” Zehr said. “Placing second was one of the greatest feelings
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“Our success is directly proportional to the incredible amount of school and community support our program receives.” Jason Guyer ever and it wasn’t something we were expecting at all. We were all surprised and elated that we had placed so well.” The team’s second place finish at the national level followed a first place finish in the Des Moines Area Community College (DMACC) and IADA High School Automotive Skills Contest held earlier in the year. West Delaware had seven of their top students from their automotive program take a written test at DMACC, and Zehr and Ruba obtained the highest scores. Their combined score placed them in the top eight teams in the state and granted them an invitation to the hands-on competition against the seven other finalists. Winning that competition was only their first taste of success. However, West Delaware’s automotive program, consisting of about 70 students
in three different classes led by Guyer, was no stranger to first place. In 2016, West Delaware seniors Alex Fangmann and Austin Schuhmacher won the DMACC skills contest and were also invited to New York for the national competition, where they placed 13th. Guyer knew his students’ previous experience at the national contest could be used as an asset for the 2018 competitors and invited them back to give tips to Zehr and Ruba. “With the background knowledge gained from my experience, I was able to discuss with them what to be prepared for in the competition, but the most important advice I had for them was to not overthink things,” Schuhmacher said. “The minute you start to overthink something, you might as well go home because you won’t stop and you will miss simple things.” Along with help from past program
participants, the students were granted access to their competition car, a 2018 Chevrolet Malibu, from Bob Stephen Motors and were able to use the dealership’s tools and expertise from members of their service department. “Our success is directly proportional to the incredible amount of school and community support our program receives,” Guyer said. “Our cooperating dealers at Riley Subaru in 2016 and Bob Stephen Motors in 2018 have been nothing short of phenomenal! Both dealers were incredibly supportive and did everything they could to help us be as successful as possible.” Jeff Haun of Riley Mazda Subaru Mitsubishi in Dubuque worked with Guyer’s students in 2016 to help them prepare for the national competition. Two years later, he continues to be impressed by the West Delaware program. “Mr. Guyer is preparing winners in life,” Haun said. “Preparing young people to find success through training, preparation, and commitment, and in doing so is giving his students the opportunity for a
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successful life and a very fulfilling career.” The students spent multiple hours each night in the week leading up to the competition training on their vehicle along with Guyer, but Guyer wasn’t the only one invested in the boys’ success. Community members and industry experts also stopped by to share advice. “On any given night of practice when we were getting ready for nationals, there were never any less than at least three community members and past contest participants helping to prep the boys for the contest,” Guyer said. “Without them, we wouldn’t be nearly as competitive as we are. There’s simply too much work to get done for me to get everything done alone.” Chris Willey has assisted Guyer with the program for the past six years, providing feedback and guidance to students as they prepare for the competition. Willey recognizes the importance of these classes at the high school level that introduce kids to automotive skills. “Each year, I hear about schools cutting these types of programs, and I don’t think
they realize the impact that has on some students,” Willey said. “College isn’t for everyone, and learning the basics of a skilled trade, such as auto mechanics, in high school allows opportunities to advance on to a great career with a skilled job and make a great living. We need skilled people in these types of jobs to keep our local and national economies alive.” T h e Iowa Au t o m o b i l e D e a l e r s Foundation for Education aims to combat this problem by co-sponsoring the DMACC skills competition each year, providing participants with scholarships and prizes, and sponsoring the winning team’s trip to nationals. “Getting young men and women involved in automotive programs while still in high school gives them the foundational skills they will need if they hope to pursue a career in the automotive industry,” said Mary Cason, executive vice president of the Foundation. “West Delaware’s second place finish at the national level is a huge testament to their program and a great representation of the
state of Iowa.” Willey believes that every high school in the state of Iowa should offer a program like West Delaware’s or partner with surrounding schools that offer such programs if they are unable to add it to their own curriculum. Guyer agrees that the skills taught in high school are essential to leading to future careers in the industry. “Having these programs in the high schools is a huge benefit to students that are wanting to work in the automotive repair industry,” Guyer said. “Programs like ours give students wanting to continue their education after they graduate from high school a great running start heading into college because they already have many of the basics under their belt and are ready to dive into deeper subject matter.” While neither Zehr nor Ruba are pursuing a career in the automotive industry, both felt that the skills they gained from the program will translate to later areas of their lives. Ruba plans to become a truck driver and is glad to
“Programs like ours give students wanting to continue their education after they graduate from high school a great running start heading into college because they already have many of the basics under their belt and are ready to dive into deeper Ruba, Zehr, and Guyer are all smiles during their trip to New York for the 2018 National Automotive Technology Competition. PHOTO COURTESY OF JASON GUYER
18 IOWA AUTO DEALER
subject matter.” Jason Guyer
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IAD FOUNDATION
scholarship support
The Iowa Automobile Dealers Foundation for Education provides scholarships to students pursuing careers in the automotive industry. West Delaware High School graduate Alex Fangmann and his younger brother, Ryan, both received scholarships from the Foundation. The scholarships can be used to pay for tuition, books, or tools, which many automotive technology students find especially helpful. Applications for 2019–2020 scholarships will be available on December 1, 2018. Up to 20 scholarships of $2,500 will be awarded for the academic year, with applications due on March 1, 2019. Visit IADA.com for the scholarship application and deadlines.
Zehr and Ruba compete in the on-car portion of the National Automotive Technology Competition. PHOTO COURTESY OF JASON GUYER
“If the automotive program at West Delaware has taught me and any past or future students anything, it’s to work together to accomplish a goal.” Austin Schuhmacher 20 IOWA AUTO DEALER
have the skills to diagnose a problem if his truck ever breaks down on the road. Zehr plans to attend Iowa State University in the engineering program and hopes to apply the problem-solving skills he gained from West Delaware’s program to his work there. Schuhmacher, the 2016 national competition participant, has since graduated from Hawkeye Community College’s automotive technology program and now has a job at a vehicle repair shop in Cedar Falls. He attributes his desire to enter the auto industry to his auto classes at West Delaware and doesn’t think he would have entered the industry had he not been able to get an early start in high school. “Being in the program has benefited me in great masses,” Schuhmacher said. “It has given me many traits that prospective employers, even ones outside automotive companies, find extremely useful. Being a team player would be the biggest one. If the automotive program at West Delaware has taught me and any past or future students anything, it’s to work together
to accomplish a goal. Caleb and Sam were a fine example of that this year. Both of them went to New York as a team and worked together to accomplish a goal.” Teamwork extended beyond Zehr and Ruba and into the community members, past participants, dealerships, the IAD Foundation, and Guyer, who all worked together to build a successful automotive program for the students. Support from dealerships and community members has had a huge impact on the West Delaware students and gave them the knowledge they needed to place second in the nation. “The biggest thing I will take away from the competition is the fact that just because I am from small town Iowa, it doesn’t mean I can’t compete with people from places like New York or California for a competition or even for a job in the future,” Zehr said.
Navigate changing conditions to move your dealership forward. That’s how we’ve been helping businesses like yours succeed for more than 90 years. Dealer Financial Services from Bank of America Merrill Lynch. What would you like the power to do? Tim Bradford Commercial Relationship Manager 319.269.5577 tbradford@baml.com
Keith Wilhite Retail Client Manager 515.782.2855 keith.wilhite@baml.com
bofaml.com/dealer
“Bank of America Merrill Lynch” is the marketing name for the global banking and global markets businesses of Bank of America Corporation. Lending, derivatives, and other commercial banking activities are performed globally by banking affiliates of Bank of America Corporation, including Bank of America, N.A., Member FDIC. Securities, strategic advisory, and other investment banking activities are performed globally by investment banking affiliates of Bank of America Corporation (“Investment Banking Affiliates”), including, in the United States, Merrill Lynch, Pierce, Fenner & Smith Incorporated and Merrill Lynch Professional Clearing Corp., both of which are registered broker-dealers and Members of SIPC, and, in other jurisdictions, by locally registered entities. Merrill Lynch, Pierce, Fenner & Smith Incorporated and Merrill Lynch Professional Clearing Corp. are registered as futures commission merchants with the CFTC and are members of the NFA. Investment products offered by Investment Banking Affiliates: Are Not FDIC Insured • May Lose Value • Are Not Bank Guaranteed. ©2018 Bank of America Corporation. ARRDGKPB 02-18-0530
ALL ACCESS
Making your dealership accessible to all consumers isn’t just the right thing to do. In many cases, it’s the law.
22 IOWA AUTO DEALER
ALL ACCESS
When the customer walked in to Strieter Motor Co., he was accompanied by an American Sign Language interpreter. Through the assistance of the interpreter, dealership staff worked with the customer, and eventually sold a preowned vehicle to him. The dealership was advised that they needed to provide a sign language interpreter every time future contact was made with the customer, including during scheduled service appointments. “I questioned whether this burden was at our expense and was told it probably was,” said dealer Jeff Helms. “I forget how much they even charged us. It wasn’t much. Certainly not worth getting bad press.” Although the dealership hasn’t had to use it again, they’ve kept the contact information for the interpreter service on file. “It really doesn’t matter whether it’s an issue like this or it’s HR or environmental or whatever. Most of us dealers really are just car salesmen,” Helms said. “Any time you run into something like this, you’re kind of out of your pattern. You kind of get thrown. Having gone through it, it’s a pretty reasonable process. If it ever comes up again, we’ll do what we need to do and get it done.” Helms said dealers want to do right by their customers. “With the smaller dealers, I don’t think it’s resistance to help and resistance to fund help—it’s just not knowing what to do,” he said. The Americans with Disabilities Act (ADA) lays out many of the guidelines for how businesses accommodate disabled customers, but beyond the requirements of the ADA are best practices that help ensure all customers are able to purchase and obtain service on their motor vehicles. Building Accessibility All city and state building codes address accessibility, so recently built or renovated facilities should be in compliance. Older facilities, which may not be up-to-date with the latest requirements, may want to consider evaluating whether there are areas where improvements need to be made. “Start with parking, all the way into the building, to all the public places where the public needs to be, and use that for your roadmap to check all the items” for accessibility, advised architect Matthew Lundh, whose clients include dealerships in Iowa and Illinois. Common ADA errors and omissions, according to the Department of Justice, include: • Accessible parking spaces and access aisles are not level in all directions. • Adequate maneuvering clearance is not provided at doors. • The shape of the door hardware requires grasping, pinching, and twisting the wrist. • Permanent room signage is mounted in the wrong location. (Visually impaired people are trained to look in the same location for room signs.)
“With the ADA, all you have to do is fill out a one-page form for a complaint,” Lundh said. “If you’re handicapped and the facility isn’t providing the correct facilities, it’s one page that goes to the DOJ (Department of Justice).” Lundh said that the best way for businesses to easily test accessibility is to have someone who is disabled go through the dealership and give feedback. Many architecture firms also offer ADA and code compliance reviews as part of a facility analysis and can help identify areas where your dealership is vulnerable to complaints. “Sometimes I wish clients knew how easy it is to file a complaint,” Lundh said. “If they know that, that gives them a little more credence to try to make your facility adaptable.”
disability demographics
12% of all Iowans have a disability 2% have a visual disability 3.5% have a hearing disability 6.1% have an ambulatory disability 4.7% have a cognitive disability Disabilities impact Iowans of all ages.
Age Group
Percentage with a Disability
21–64
10.1%
65–74
22.8%
75+
44.1%
(Source: 2016 Disability Status Report – Iowa | Cornell University)
People with disabilities have significant buying power.
$490 billion in disposable income $21 billion in discretionary income (Source: American Institutes for Research)
FALL/WINTER 2018 23
ALL ACCESS
“You’re not just doing it to avoid liability. There’s some symbol of societal good.” Jonathan Michaels Test Drives In addition to making sure the dealership’s facilities are accessible, dealerships may need to provide reasonable accommodations for test drives—and test drives must always be available to customers’ service animals. Lawsuits have been filed in California against dealerships for not providing hand controls to allow paraplegic customers to test drive vehicles. While having temporary hand controls available to install in a vehicle if someone requests them may not be reasonable for all dealerships, some dealerships may find it worthwhile to look into purchasing the equipment. Jonathan Michaels, an attorney with MLG Automotive Law in California has seen many dealers in his home state get hit with ADA compliance lawsuits. “Dealers make an easy target,” he said. But Michaels said there is also a bigger picture to providing accessible facilities. “You’re not just doing it to avoid liability, there’s some
24 IOWA AUTO DEALER
symbol of societal good,” Michaels said. While not every dealership may need to provide hand controls, all dealerships need to allow service animals in vehicles during test drives. Businesses must allow service animals to accompany people with disabilities in all areas of a facility where the public is normally allowed to go. Service animals are different than comfort animals, but dealership employees should be cautious when asking questions. There are only two questions people can legally ask about service animals: 1. Is this a service animal required because of a disability? 2. What work or task has the animal been trained to perform? No matter what, a dealership employee cannot ask about the person’s disability, require any documentation, or ask that the animal demonstrate the task it performs as part of its service duties.
ALL ACCESS
“Just as we must ensure unimpeded access to business establishments in the physical world, we must do the same with providing access to the digital world.” Darren Haygood Website Accessibility Accessibility doesn’t apply just to your dealership’s physical space. Your dealership’s digital presence, including your website, should be ADA-compliant, as well. “Consider web accessibility as the ‘ramps and rails’ to the digital world,” said Darren Haygood, chief revenue officer at Dealer Inspire, a dealership website provider with several customers in Iowa. “Just as we must ensure unimpeded access to business establishments in the physical world, we must do the same with providing access to the digital world.” Elements of a website that make it accessible include: • The ability to use the website with a keyboard instead of a mouse. • Adding alternative text for images that will display if a photo fails to load and provide a description for screen readers to read to a visually impaired person who cannot see the picture. • Properly structuring pages by using a meaningful hierarchy for heading levels. • Choosing a color scheme that is high contrast. • Properly labeling form fields. • Giving linked items a larger clickable area.
•
Allowing users to resize text up to 200% without losing information on a standard browser. • Not setting media files to automatically play. “Digital inclusion is not just about making content accessible to the blind, but rather, to all users including aging populations and individuals who have vision, hearing, motor and intellectual (cognitive) disabilities, those who are color blind, dyslexic, and learning to read, learning a second language, or may prefer listening instead of reading,” Haygood said. Dealer Inspire added an accessibility option through a platform called AudioEye. This became an important option for dealerships as some received legal demand letters relating to their websites. “There does seem to be a lot of activity in our industry as more and more dealerships are coming under the radar of ADA litigants,” Haygood said. And while there may be a perception that accessible sites aren’t compatible with current design trends, making a site accessible won’t impact the design for all customers. Haygood said that the majority of issues are taken care of behind-thescenes. For elements such as font size and color, a third-party accessibility toolbar, such as the AudioEye Ally Toolbar, will allow the end user to customize the visual display of the website to best accommodate their needs. Website accessibility guidelines are developed by the W3C Web Accessibility Initiative and are continually changing. That makes it difficult for dealerships to stay on top of without the assistance of an expert. “Relying on a third-party accessibility provider like AudioEye is essential in keeping pace with the everchanging rules and guidelines surrounding web accessibility,” said Haygood. Boosting Customer Service Providing exemplary customer service has always been a focus for car dealerships. Taking extra steps to make the entire car-owning lifecycle, from shopping on the website to bringing a vehicle in for service, more accessible to all customers is just one more way that dealerships can elevate that experience.
FALL/WINTER 2018 25
STATE OF EMERGENCY
state of emergency
Disaster can strike in an instant. Is your dealership prepared?
26 IOWA AUTO DEALER
STATE OF EMERGENCY
Despite the sunshine, dark clouds loomed in the distance as the Krieger Collision Center manager examined a customer’s vehicle outside the building. Noticing the clouds, he suggested that they move the car inside to avoid the possibility of getting rained on. They hurried into the building. Then chaos erupted. “The lights went out, the ceiling/roof in that area collapsed, and the entire shop was blown away,” said dealer Doug Krieger. “All in 45 seconds. There was no time to prepare.” The collision center took a direct hit from a tornado that formed with little warning. Across the street, in the dealership’s sales and service building, Krieger and dealership managers were meeting on the second floor. “Had the storm moved across the street, maybe 25 yards, there would have been a huge loss of life, most likely including all of us,” Krieger said. One collision center employee, who had been with the dealership for more than 35 years and was set to retire in 6 months, was killed, thrown head first into a cement wall when the tornado struck. “We do have designated storm areas in our stores that were planned when we built them,” Krieger said. “In the collision center it is the paint storage room, which is a solid concrete room, including ceiling. All the techs somehow made it in there except for one.”
The loss of life was the most devastating result of the storm, and Krieger is mindful it could easily have been worse. The dealership and collision center sustained significant damage, including $2 million in damage to vehicles and $3 million in damage to buildings. All of the light poles were gone, and the main building sustained structural damage. “Our staff did the impossible,” Krieger said. “Sales and service were open the next morning and the collision center by noon in the alternate location. It wasn’t pretty, but we were open.” The alternate location was a reconditioning center that previously had housed Krieger’s Chrysler dealership. When that dealership moved, Krieger had kept the building with the intention of moving operations there if the business ever had a fire or major disaster. “By noon the next day, everything had been moved out of the collision center and we were operational. We operated out of that facility for six months,” Krieger said. It Can Happen to You Not every business has a back-up
building to move operations into when disaster strikes. But have you thought about what you will do when the unthinkable happens? “The biggest problem that most folks face is they think it’s not going to happen to me, and if it does happen, we’ll figure it out,” said Chuck Martinek, vice president of loss prevention services at LMC Insurance & Risk Management. “Get in the mindset that we’re going to have an emergency and we are going to have a disaster someday. How are we going to prepare for it?” The statistics are troubling. According to FEMA, 40-60% of small businesses never reopen their doors after a disaster and 90% of smaller companies fail within a year, unless they can resume operations within five days following a disaster. Disaster scenarios include both natural and man-made catastrophes. “A disaster is any event that seriously disrupts the functioning of your business,” said Joe Steele-Thurston, a technology engineer with Carrier Access IT. All businesses can be impacted by man-made disasters, such as a computer virus. Even a coffee
The Krieger Collision Center building sustained significant damage when a tornado hit in June 2013. PHOTO COURTESY OF MUSCATINE JOURNAL
FALL/WINTER 2018 27
STATE OF EMERGENCY
“Get in the mindset that we’re going to have an emergency and we are going to have a disaster someday. How are we going to prepare for it?” Chuck Martinek spill could be considered disastrous if it destroys a server. “You have invested a lot of time, money, and energy into making your business thrive,” said Steele-Thurston. “Common natural and man-made disasters for your area or business sector should be reviewed and evaluated for the risk that they bring to your organization. Any time an identified event occurs, that should be classified as a disaster and the plan should be implemented.” In Iowa, businesses should have plans in place to recover from tornadoes, severe weather, fire, and flooding. Even businesses that aren’t in a flood zone should be prepared in the event of water damage, which can occur if a water main breaks on your street. “It’s important people not think of water just from a natural source,” Martinek said. No m a t t e r w h a t t h e p o t e n t i a l
disaster, businesses need to consider the catastrophes that could potentially impact them and plan accordingly. Plan Ahead According to the American Red Cross, 54% of Americans don’t prepare for a disaster because they do not believe a disaster will impact them. That number is even higher for Midwesterners, 61% of whom believe a disaster will not affect them. That head-in-the-sand approach can be particularly risky for businesses. “Identifying all of the underlying parts that make your business run are critical to disaster recovery planning, so that in the event of a disaster your business can continue to function with minimal impact to operations,” said Steele-Thurston. But creating that plan is where many companies fall short. “Most companies tend to stop when
they identify the first golden nugget of ‘Wow, this could happen to us.’ They identify how they serve their customers, they forget about the rest of it. They don’t think about revenue, they don’t think about payroll, they don’t think about getting back up. There’s so many layers to that onion they don’t think about getting it completed,” Martinek said. “Do they have the right insurance coverage limits, the ready-made resources in a service
by the numbers
54% of Americans don’t
prepare for disasters because they do not believe they will be impacted (Source: American Red Cross)
49.2 The average number of tornadoes in Iowa each year (Source: ustornadoes.com)
43 presidentially-declared disasters occurred in Iowa between 1990 and 2018
(Source: Iowa Homeland Security & Emergency Management)
40–60% of small
businesses never reopen their doors after a disaster (Source: FEMA)
90% of small companies fail within a year unless they resume operations within five days of a disaster (Source: FEMA)
51% of Americans have
experienced an emergency situation where they lost utilities for at least three days, had to evacuate, could not communicate with family, or had to provide first aid (Source: American Red Cross)
A fire burns at McAlpin Motors in Red Oak during the 1970s.
28 IOWA AUTO DEALER
STATE OF EMERGENCY
be prepared
Getting your dealership ready for whatever disasters may come your way means planning and preparing for the worstcase scenario.
STEP
Create buyin and form a committee.
Committee members should represent key departments.
STEP
Develop a plan.
The plan should be comprehensive and written down. “To create a quality disaster recovery plan is not a weekend project or a half-day project,” said Martinek.
STEP
Perform a risk assessment.
Determine what vulnerabilities your dealership faces. This may be something the committee does or a third-party vendor can be brought in to perform the assessment.
STEP
Train employees.
Employees should have access to the plan and be trained on what to do in case of an emergency.
STEP
Mitigate any risks that you can.
If it’s possible, make changes to help reduce your risks. Things like installing an off-site back-up for data or a ceiling sprinkler system can make a big difference.
STEP
Test, review, and update the plan periodically. You can’t set it and forget it. Determine a schedule for testing and reviewing the plan and make any updates as needed.
FALL/WINTER 2018 29
STATE OF EMERGENCY
OSHA EMERGENCY ACTION PLANS Most businesses are required by OSHA to have a written emergency action plan.
Plans must include: • How to report emergencies. • Evacuation procedures and emergency escape routes. • Procedures for employees who remain to operate critical operations before evacuating. • Accounting for all employees after an evacuation. • Rescue and medical duties for employees. • Names or job titles of contact people. Although it is not required, OSHA also recommends including: • A description of the alarm system that will notify employees to evacuate. • The location of an alternative communications center to be used in the event of a fire or explosion. • A secure location to store originals or duplicates of essential records. Businesses with 10 or fewer employees may communicate emergency action plans orally, but all other businesses must provide written copies to all employees or keep a copy in a location where employees can easily access it.
Online Toolbox
The OSHA website, osha.gov, has an eTool that will help businesses implement an emergency action plan that complies with OSHA’s emergency standards.
30 IOWA AUTO DEALER
guide list so if they have to contact other vendors, other people, other companies, they have those on hand at the time of that emergency? Most companies, where they fall short, they don’t have that list and they’re doing it by the seat of their pants as it goes along.” Many businesses find it helpful to create an emergency planning committee, which is responsible for creating and implementing a disaster recovery plan. The committee should include representation from key management and all departments. It is important that senior leadership makes business continuity planning a priority—and understands that it is something that takes time. “To create a quality disaster recovery plan is not a weekend project or a half-day project,” Martinek said. The emergency planning committee should develop a written plan and make sure everyone on staff has a copy. The plan should be periodically reviewed and updated, so everyone is on the same page if disaster strikes. Martinek advises dealerships to not push disaster planning aside with the idea that they will figure it out if it happens. “During a crisis situation, when your employees aren’t at work because they can’t be, customers are calling because they need to, and you have no place to go to get your business back up and running, it’s very stressful,” Martinek said. “Most companies will fail at it. They may survive. The cost they will endure to compensate for lack of planning is difficult to measure, but it’s a tremendous amount of money that they’ll end up investing in that.” Once a committee is established, they need to assess the risks and, if possible, make a plan to mitigate the risks. While committee members may be able to perform a risk assessment themselves, there are also consultants who can lend expertise to the process. “When going in for heart surgery, you don’t call your general physician in to do the work,” said Steele-Thurston. “He may be awesome at his job, but your cardiologist is going to be better at the specialized task. In general, having a specialized vendor perform your risk assessments is going to be a better option
STATE OF EMERGENCY
because their training and expertise in that area are equally specialized.” After risks are identified, businesses can take steps to reduce their exposure. For example, if an area of risk is losing all of a dealership’s data if the building burns down or the dealership suffers a cybersecurity breach, implement an offsite back-up that runs nightly. Or if a dealership’s greatest risk is fire, they can verify that sprinkler systems or other fire protection systems are in place and well maintained. “Once they figure out where those exposures are, they can determine where they want to spend their time and pick the low-hanging fruit,” said Martinek. After mitigating any risks they can, the committee should develop emergency response and business continuity plans. OSHA requires most businesses to have emergency action plans (see sidebar, left), but many dealerships would be well served to go beyond the minimum planning required. As a starting point for a committee’s discussions, they could consider: • Is there an alternate facility where the dealership can operate? • What contingency plans can be put in place in the event that the dealership loses electricity, water, heating and cooling, or Internet and phone services?
•
What is the minimum equipment needed in order to serve the dealership’s customers? • What is the dealership’s crisis communications plan? • Who is in charge of executing the emergency plan and making sure the dealership recovers successfully? Of course, all the plans in the world won’t make a difference if the dealership doesn’t have insurance in place to help with the recovery, and if the plan isn’t communicated to employees. “It is very important for you to talk to your insurance broker to ensure you have proper coverages and coverage limits on your insurance policies,” Martinek said. L i k e w i s e, t h e p l a n s h o u l d b e communicated with employees, and tested regularly. “Have a plan, test the plan, and periodically review the plan,” said Steele-Thurston. The Morning After When Doug Krieger entered his dealership the morning after the tornado, OSHA was waiting. “In their hand was a letter that outlined potential fines ranging from $10-$250k,” Krieger said. The OSHA officials had a list of items to review with Krieger, including the
dealership’s emergency action plan. OSHA required that the plan be written and distributed to all personnel, and the dealership needed to have proof that they both shared the plan with employees and conducted meetings to review the plan with employees. “There was no concern for our loss,” Krieger said. “Just ‘we have already inspected your facilities, need all this tomorrow when we return.’” In the midst of a tragic, stressful situation, dealing with OSHA is the last thing anyone wants to worry about. Planning and preparation ahead of time can help reduce the stress of figuring out how to recover and what your business needs to do to function. Whether your dealership takes the do-it-yourself approach or works with an outside vendor to prepare, creating a plan is something that every business needs to do. “Disaster recovery is one of those things that you can spend an unlimited amount of money on and there are many companies who will be more than happy to help you along that path,” said SteeleThurston. “Make sure that you partner with a company you trust, who actually understands your business. They can help you develop a plan that makes sense for your business and meets your business needs.”
FALL/WINTER 2018 31
THE CLOSE
lessons learned
Veteran dealers share the best advice they’ve received over their decades of service to the automotive retail industry.
“
1. Be a friend to all fellow dealers, competitors or not. One time or another, you’re going to need each other. 2. Have a friendly relationship with your factory representative if possible. 3. Always accept calls from everyone. I’ve got my cell phone available to everyone; they want to talk to somebody. 4. Most of all, you’ve got to have a positive attitude. Nobody likes a negative person; it just doesn’t work. Speak to everybody and greet employees and customers every day with a positive attitude. Customers and employees are your bread and butter.
STAN MOFFITT
MOFFITT’S FORD LINCOLN
“
One of our best general managers started with my grandfather’s Ford store while he was in high school. One of the secrets of his success was he never hired a good person. All the good managers already have good jobs. To
get a good person, you have to make them.
I followed his advice. Our service manager started as a lot boy, our general sales manager started as a salesman, and our body shop manager began his career cleaning up vehicles. Twenty-five to 30% of our employees have been with Dahl Ford for 20 years or more.
VINJE DAHL DAHL FORD
32 IOWA AUTO DEALER
”
“
”
“
In about the year 2000, I was just about to give up on the auto business for many reasons. John Falb (whom I've often called my other dad) told me that I needed to join a 20 Group. He also facilitated my getting in touch with the right people at NADA. Being in the 20 Group taught me a lot about the car business and how to be more profitable. Within two years I began expanding, and at one time had four new car stores plus a salvage yard, a wholesale parts business, and five small used car lots around northeast Iowa.
”
MARK BIRDNOW BIRDNOW DEALERSHIPS
There are two sides to every story. Often it
is easy to jump to conclusions when you hear of an incident or situation that involves a customer, an employee, a vendor, the automakers, etc., and overreact. I have learned that facts are often distorted to provide a point of view. It is important to get both sides to a situation prior to making a sound decision.
JOHN MCELENEY MCELENEY MOTORS
”
“
My old boss, Nat Rotman, was one of the top salesmen for Edsel cars in the area. His advice was, ‘Nobody told me I couldn’t sell them!’ Nat’s brother Carl was the service manager. I told Carl that I added a half quart of transmission fluid to a customer’s car. Carl informed me that we did not sell half quarts.
TOM TIMMERMAN ROTMAN MOTOR CO.
”
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Call us today to set up a complimentary, no-obligation financial second opinion, because no one wants to drive down the financial planning road alone.
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