Tag Archive | "Jim Maxim Jr."

RouteOne and MaximTrak Come together to Innovate the Vehicle and F&I Sales Process


RouteOne has acquired the assets of MaximTrak and its related business and will operate MaximTrak through its wholly‐owned subsidiary RouteOne Holdings. This will bring together two long‐time partners to deliver a seamless vehicle F&I sales process.

The vehicle purchase process has undergone fundamental changes in recent years, and will continue to do so with increasingly rapid speed. Consumers and dealers alike expect consistency and seamless transition across all physical and digital sales channels. As a result, both RouteOne and MaximTrak have been pursuing aggressive strategies to innovate the sales process on behalf of their respective customers. RouteOne and MaximTrak’s complementary strategies have now come together to deliver on the vision of a complete sales and F&I solution that meets OEM, dealer and consumer needs – any time, any place, and on any device.

Key Facts:

  • MaximTrak will be operated by RouteOne Holdings, a wholly‐owned subsidiary of RouteOne.
  • MaximTrak leadership and team members remain in place, and continue to operate from the MaximTrak PA offices.
  • Justin Oesterle and Jim Maxim, will operate as the senior management team of MaximTrak.
  • RouteOne and MaximTrak serve: 1,400+ finance sources, 18,000+ dealers, 130+ dealer service providers, 80+ aftermarket insurance providers, and 10+ OEMs.
  • RouteOne and MaximTrak employ approximately 400 people with offices in Michigan, Pennsylvania and Canada, as well as local staff in major markets.
  • Directly and through partnerships, RouteOne and MaximTrak have customers in the US, Canada, Puerto Rico, and Mexico.
  • RouteOne and MaximTrak product integration began prior to the acquisition and will now be further developed and strengthened on an expedited basis.
  • RouteOne was founded in 2002 by Chrysler Financial (now TD Auto), FMCC, GMAC (now Ally), and TFS.
  • MaximTrak was founded in 2003 by the Maxim family.

“RouteOne has had a long and successful relationship with MaximTrak, and we share very similar cultures, values and DNA,” said RouteOne CEO Justin Oesterle. “We are excited to have made this acquisition happen as we believe it creates significant value for all our customers at the OEM, finance source, provider, and dealer levels. It also creates strategic and economic value for RouteOne’s owners: Ally, Ford Credit, TD and Toyota Financial, all of whom supported the investment. I, and the entire RouteOne team welcome MaximTrak to the family. We look forward to doing great things together for the industry.”

“The entire MaximTrak team is excited and energized by the growth opportunities that this transaction represents for our customers, employees and key stakeholders. Like RouteOne, MaximTrak is an established, innovative leader in the F&I space,” said MaximTrak President, Jim Maxim, Jr. “Where RouteOne excels in the finance elements of F&I, we excel in the “I” side of the equation and in developing technologies that optimize the dealership process and ultimately dealer profitability through F&I product sales. Together, with our combined scale, talents and product line‐ups, we will be able to provide a complete digital workflow from initial customer contact and first pencil to finance, aftermarket and eContracting across online, mobile and in‐store channels. With that, our emphasis will be               on helping our customers deliver a buying experience they control and one that consumers actually want.”

The acquisition is effective as of December 20, 2016.

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CIO Review Recognizes MaximTrak for ‘Revolutionizing Automotive Retail’


WAYNE, Pa.For the second year in a row, CIO Review magazine has recognized MaximTrak Technologies as a leading automotive technology solutions provider, featuring this year company president Jim Maxim, Jr. on its cover.

CIO Review profiles technology solutions that can redefine the business goals of their users. In naming MaximTrak, it noted that the company’s digital F&I platform that exceeds dealership and customer expectations. This tool called FLITE does so by combining the latest digital technology, streamlined transaction processes, customer-centric educational videos, visual sales presentations, interactive surveys, and custom package building to improve margins and product penetration for auto, powersports and RV dealerships. Readers can download a copy of the complete issue from the MaximTrak website.

CIO Review and its review board recognized that the digital F&I technologies and customer-centric focus we pioneered for dealers are becoming understood as critical focal points of the automotive industry,” said MaximTrak Technologies President Jim Maxim, Jr.

To assist with its 2015 evaluation of contenders, the magazine assembled a panel comprising CEOs, CIOs, chief marketing officers, venture capitalists and analysts. “In our selection, we looked at vendors’ capability to fulfill the burning need for cost-effective and flexible solutions that add value to the complex automotive landscape,” the editors said.

CIO review points out that dealers using MaximTrak can realize significant increases profitability. Dealerships using MaximTrak report an average 33% increase in service contract penetration and $538 per car higher PVR (Per Vehicle Retailed). For Harley Davidson Financial Services (HDFS) and its private labeled solution called MenuLink, MaximTrak helped boost average dealer increases of over $350 per bike.

“Right from our conception, we knew that technology could streamline and improve dealership F&I departments,” CIO Review quotes Maxim. “Our job was to move the F&I needle and enhance profitability, all the while ensuring compliance and providing tools to enable a better customer experience,” he said.

MaximTrak Technologies, Inc. is the automotive, motorcycle, boat, RV, and power sports industry’s premier F&I Menu and Reporting Systems provider. The MaximTrak platform transforms the vehicle delivery process into a customer friendly program that converts conventional F&I wisdom into consistent, repeatable and sustainable results.

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Maxim to Talk Tech at Agent Summit


LAS VEGAS — Organizers of Agent Summit V have announced that Jim Maxim Jr., president of MaximTrak, will discuss the impact of new technology on agency operations in a keynote address at the event, which is scheduled for March 2–4 at the Venetian Palazzo Las Vegas.

“Agents have much to gain from a comprehensive overview of game-changing technology,” said David Gesualdo, show chair and publisher of Agent Entrepreneur and F&I and Showroom. “Anyone who knows Jim and his work knows that he is singularly qualified to tackle this topic.”

Maxim’s presentation, “The Technology-Driven Agent: Embracing Change to Survive and Thrive,” will begin at 4 p.m. on Tuesday, March 3. He is expected to touch on several topics related to embracing technology in agency operations, including what to look for in an IT partner, using advanced tools to drive sales and business intelligence and how to anticipate potential threats.

“Jim Maxim Jr. is a special talent who has a thorough understanding of both agency operations and our technology needs,” said Randy Crisorio, president and CEO of United Development Systems Inc. (UDS) and chair of the Agent Summit advisory board. “Expect to hear his vision of technology in today’s competitive environment and ‘tomorrows requirements’ for agencies to prosper in the F&I space. The expression Tomorrow’s Requirements is one Jim will bring to life in his presentation giving you a heads-up on what you need to do to prepare.”

To register for Agent Summit or for more information, visit AgentSummit.com. Attendees who register on or before Feb. 1 will enjoy a $100 early-bird discount. For sponsorship and exhibition opportunities, contact Eric Gesualdo via email hidden; JavaScript is required or call 727-612-8826.

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Tablet Technology: Gimmick or Key to the Future?


AE Magazine occasionally receives questions from readers, and recently we got one that we felt needed an expert answer. We reached out to four experts in the field seeking their take on the matter: John Vecchioni; Matt Nowicki; Jim Maxim, Jr; and Shawn McCool. Below, each of them tackled the same question:

“Do you believe tablet technology really adds value to the F&I office, or is it just another gimmick?”

John Vecchioni
National Sales Director, United Car Care

The idea of utilizing a sales menu in the finance office has many merits, but for some, it poses many obstacles in their comfortable sales process. Some will say there is data suggesting increased product sales as a result, and it is hard to dispute that product sales do increase just for the asking, or in this case, for the showing. But if the menu can increase product penetration so dramatically, then why do we need a finance manager? The incontrovertible fact is that menus don’t sell products and never were designed to sell products. People sell protective products on the merit of need and value. It’s always been that way and will continue to be that way. Now, don’t be foolish and look at a resource as something that can’t be utilized. The menu can and will assist you in building value in protective products.

It seems the conversation about today’s technology in the finance office regards the utilization of an iPad for product menu presentations. I suppose there is an argument to be made for iPad usage. One specific argument for using an iPad is ensuring that everyone is able to see every product every time and, of course, any electronic menu can facilitate that. We talk about the menu so much that it has become a daily topic in many stores. Some stores have even gone to the point of having third parties review files to ensure a menu has been presented.

Let me make this perfectly clear, menus, whether electronic, paper or introduced with on an iPad will never sell protective products in the finance office. They will never take the place of integrity and transparency. There is no magic technology that will do the work necessary in building value for the customer and create honesty among those who look for angles to get something for nothing. There is no technology that will build credibility and rapport between the finance manager and his or her customer. In other words, there is no magic bullet. However, the iPad presentation has some merit in that it engages the customer in choosing which product fits their needs. If this is what it takes for a commissioned finance person to present all of his or her product all the time then, so be it.

Keep in mind that the job of sales professionals is to find and fulfill a need with their customers. Technology allows us to present features and benefits in a variety of ways, but it will never perform the act of selling. It will never be able to enhance features in the product that appeal to the customer. In fact, to be honest, the menu is here to stay because of the inability of some to sell product, and to discourage the dishonest practice of payment packing. It also eliminates customers claiming they never were presented protective products when circumstance arose; because the legal community solicits consumers of auto purchases to bring them the paperwork so they can find liability to initiate a lawsuit. Because of the success of these suits, the need to hold the customer and the finance manager accountable has become a necessity for dealers to protect themselves, ironically, from their employees and their customers.

In today’s “gadget” driven world, the use of an iPad to introduce protective products to our customers can create some fun and take the anxiety out of the initial sales pitch. A customer can review products prior to entering the finance office and determine if they have a need, or simply look products over out of curiosity. There are some who would say this is introducing product without knowledge of need. The first step in sales is determining a need before describing features and benefits; to do otherwise would enhance the probability of missing the need of the customer and make closing the sale difficult.

Whether it’s an iPad, electronic menu or a printed menu, the fact remains: never does a sale occur without the customer seeing a need in the product. Need drives value, and value drives decision when purchasing anything. By utilizing resourceful tools that are available, the finance office can become more efficient and, in turn, allow more time in discovery. In the end, the introduction of a product menu is essential to the business; just keep in mind that customer facts trump technology.

Jim Maxim, Jr.
President, MakimTrak Technologies

The anecdotal and observable evidence substantiating the popularity and acceptance of tablet and smartphone technologies for personal and business use is hard to miss. Their mobile advantages help consumers search for restaurants while on the go – and post selfies to Facebook while there – and enable businesses to break free of the PC and take needed data into the field or showroom.

Tablets and other mobile devices are not gimmicks, but rather are valuable production tools for F&I. Using them helps F&I be more flexible. Their use makes consumers feel more comfortable with the sales process, as more and more consumers today use these tools and rely on them to make their life simpler.

If we perceive using tablets as giving away control, we’re still selling in the ‘90s. Once we recognize that consumers today have more control over the car-buying process than many of us would like to acknowledge, we’ll realize that trying to control the sale by managing the information flow and using canned closes simply loses money and customers for the dealership.

Instead, using tablets and other mobile technologies to present F&I options gives customers more control – and consumer studies say that’s important to consumer retention. Tablets put F&I information in consumer’s hands, where they want it and in an understandable format. They are familiar with these tools. They use them and trust them – and perceive businesses that do likewise as businesses they’re more likely to patronize.

We analyzed this concept quite a bit before investing heavily in our new mobility solutions for dealers. Henry Blodget, CEO and editor-in-chief of Business Insider, has posted his research and findings publically for a few years now. He draws several conclusions, but the most insightful that has an impact on our discussions today is this: “Mobile devices will dwarf the number of PCs in the market in the next 24-months and based on global shipment data. Tablets are already cannibalizing the PC market… quickly.”

Matt Nowicki
Vice President of Retail Software, IAS

F&I tablets are as helpful in the F&I office as they are useful keeping young kids engaged! Dealership tablet technologies are very broad and can be used in several ways that range in value from dealership to dealership. The IAS tablet technology, SmartPad, is used everywhere from the sales process to the service drive. But what most of our customers like to use it for is the transition from sales to finance. In addition to creating more sales opportunities, tablet technology shortens the F&I process by gathering and presenting a customizable array of information while the customer is preparing to be transitioned from sales to the F&I office. It goes beyond the typical survey and interview by using dynamic video and multimedia presentations designed to engage the customer in additional sales opportunities once they are turned over to F&I.

Tablet software is also easy to customize because the configuration is often Web-based, meaning dealers can tweak presentations on an as-needed basis and their tablets are updated immediately. At their core, technologies like SmartPad can be used to provide the simple CSI survey style of old, but also have the capabilities of presenting and gathering information in an engaging way that has never before been done in F&I.

Dealers can also go one step further with technologies that offer controlled menu presentation via tablet. These technologies allow F&I mangers to present all of their products in a manner similar to a traditional menu, but also include a host of electronic sales tools, product videos and electronic brochures, as well as other materials which would normally be shown via a paper evidence manual.

If an F&I manager is using the tablet as a simple presentation tool and not utilizing a customer software program like SmartPad, then perhaps it could be considered a new way of looking at the same information. As for IAS, we see tablet technologies as a powerful tool at the finance office’s disposal, which will only increase in popularity in the coming years.

Shawn McCool
Co-founder, iTapMenu

If you think it’s a gimmick, then it’s a gimmick. An example: if you think the pre-delivery interview is a gimmick, then you aren’t going to be successful implementing it into your process. Tablet technology is no different.

Does it add “real value?” If that’s the actual question, and it’s a good one, then of course it does. It provides more content about the products, supports the presenter’s credibility by displaying the cause-and-effect of the transaction to the consumer and speeds up the process. A primary goal at iTapMenu is to take the deficiencies of a paper menu and fill in the gaps. There are some things you obviously can’t do on a piece of paper.

You can’t re-configure a menu column in real-time. You can’t change the term and/or interest rate. You can’t adjust a product price. You can’t choose when to display information about the product. If designed with this in mind, an iPad menu will correct some of the deficiencies of a paper menu; these aren’t features you’ll use every time, but when you need them, at that moment, it’s nice to know you have them available.

To fully answer the question, I would compare a completely committed F&I manager who uses a paper menu with an F&I manager who hasn’t bought in and feels an iPad menu is a “gimmick.” The results will prove this: It has – and always will – come down to the person. But what’s really great to see happen, is the successful F&I manager who thinks bigger. Their CSI is off the charts and their PRU is great, while still using a paper menu. Then they see the tablet technology and they can’t wait to implement it into their dealership. 100 percent of the time, there are improvements, literally every time. The person and their attitude are vital.

How are tablets being used today? I can speak only for iTapMenu: and the answer is a variety of ways. There’s no reason you can’t simply replace your existing menu with tablet technology. You can set up tablet menus with a three-column structure, and fit it into a paper menu process rather easily. But, there are also a large percentage of users that make the presentation mobile, and are exploring the limits of what the technology can do.. We love that. It’s not for everybody, but the feedback from F&I managers who use it this way is incredible. CSI and product sales go up instantly. I could talk your ear off about this, because I see it everyday. It’s a fact at this point. The sample size is big enough to confirm it – literally hundreds of users, all of whom were using a paper menu in their office prior, made this process switch and experienced instant improvements.

As to the future of tablets in F&I, there’s no reason to give you a boilerplate answer. I don’t know. If I did, I wouldn’t make it public anyway! Is it here to stay? That is a fact. But there are still many unanswered questions, such as “what will it do,” and “what will it look like?” It’s going to be really incredible, and the category is going to evolve well into the future.

So, the question is, what will shape the future of tablets in F&I? Typically, the product doesn’t react to a market; the product makes the market react. No one was hoping for someone to create a tablet. Once Apple released the iPad, we all realized how great it was. Hopefully, the same can be said for tablet technology as we continue to innovate it. I’ll give you one hint though – if we don’t have F&I managers, then tablet technology goes out of business. We’re doubling down on the F&I manager. And we feel it’s a great bet.

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Overcoming Dealer Objections to Technology


The technology used to facilitate the F&I sales and contracting process is constantly evolving; what worked – or didn’t – yesterday could be completely changed tomorrow. From eContracting and eSignatures, to menu and other F&I product quoting and contracting systems, agents have their hands full when it comes to convincing dealers to adopt new technologies. Some dealers are comfortable and don’t want to change, while others are resistant to change, no matter what that change may be. The challenge for agents is convincing those dealers that while there will be some initial frustration while their staff adjusts, the long-term benefits will lead to a much more profitable, efficient and successful process.

Agents and providers often view technology as an ongoing source of developing solutions to make the processes that make up the F&I office more accurate, efficient and profitable. And they are eager to get all their F&I managers on board. Human error is eliminated, contracts are submitted quicker and the customer experience is smoother – everyone in the F&I process, from the provider, to the agent, to the dealer, to the end consumer benefits from new technology. The problem is that the F&I manager does not always see it that way, and as obvious as the benefits may seem to the agent, the F&I manager resists with every objection they can think of.

Some managers, particularly those who are experienced in the F&I office but did not grow up with technology, may see new technology as a commentary on their job proficiency. Others object simply because it changes the way they are accustomed to doing things. Change in any form can be painful, particularly for those who have experienced success without technology for decades.

“It is not always the easiest process to convert a dealer who is not using technology,” said Jim Maxim, Jr., president, MaximTrak Technologies. “People usually take the path of least resistance, and if the dealer allows them to continue paper rating and putting the forms through the impact printer because it has worked for 25 years or more, they just will not change. But you have to embrace change, because if you don’t, you’re going to get left behind.”

To be effective, agents must be comfortable using the technology themselves. They need to be educated on how it benefits everyone in the F&I process. Only then can they effectively convey this to the dealer principal and then adequately convince and train the F&I manager.

“Agents need to be up to date on all the technology available,” said Steve Pearl, president, The Oak Group. “The agent needs to know all of the positives and negatives of every piece of technology, as well as how it will assist the F&I manager and dealer principal.” But, he went on to say, it is an uphill battle at times. “You can’t say that dealers in general are falling short with technology adoption. It is a very specific, dealer-by-dealer process. What we tend to find is that with the dealers who are falling short, it tends to be an age-based item; not everyone reacts that way, but certain people are resistant to change. They have always done it one way, and they don’t want to change; that’s not the case every time, but it tends to be one of the bigger issues.”

“I’m not sure I’ve ever heard the words ‘switch and easy’ used together to describe any technology transition,” said Patrick Donahue, president and CEO, Agents Management Group. “Regardless of the potential or immense upside, this is change, and human nature rarely deviates. Those that seek change reach a comfort point faster than those who feel they are being unfairly penalized or compromised by the structure that comes with technology.”

Mick Rabley, agent, Great Lakes Companies, categorized dealers into two types: “Those who embrace technology and others who pretend they embrace technology. The dealers that embrace technology are positioning themselves to make the technological transition. There are challenges, but they are meeting those challenges and finding the way to succeed. The dealerships that don’t embrace technology use every excuse created to circumvent the transition. The difference between these two types of dealerships is the ones that embrace technology have an individual with authority driving the technology through the dealership, and have the commitment from the dealer and department managers to succeed in this endeavor.”

Overcoming the Objections
There are a few ways to handle some of the top objections dealers offer for their resistance to new technologies. The first objection is that they tried it once in the past and had a bad experience, or have heard horror stories and are hesitant to make the leap; this is where the agent can point out that what might have been an issue even a year ago has drastically changed today. “I have seen more change in the last five years than in the previous 20 in technology in the automotive world,” said Bill Kelly, partner, Automotive Development Group.

“We are better off than we were even five years ago, but we’re not where we need to be,” noted Pearl. “The cost of new technology is coming down, and there are good providers with good solutions across the board working on getting the technology to a place where it is easy to use and at an affordable price. At the end of the day, for the agent, convincing a dealer to use a new technology comes back to the basics of selling. No matter what type of sale it is, the customer – in this case the dealer – will buy when they perceive that the value they’re receiving exceeds the price they are paying. There is value in the new technologies, but that value has to exceed the price; as providers are increasing the value, adding more bells and whistles, they are also decreasing the pricing, and I believe if we keep crossing that threshold, what will occur is more technology will be used. And that is an extremely important thing.”

Another objection is the lack of a common point of entry among the various technology solutions. “Technology comes at F&I departments from every compass setting,” noted Donahue. “Product providers, service providers, lenders, software firms, regulators, manufacturers and DMS providers all have some technology to offer. Unfortunately, very few of these systems talk to each other and even fewer have an open architecture that encourages use in concert with other systems.”

There are several solutions on the market today, however, to help address that problem. These third-party systems act as a single point of contact for the F&I manager, streamlining the process and simplifying data entry, and agents should educate themselves on what those solutions are, and what benefits – and drawbacks – each one brings to the table. A good agent can overcome this objection by knowing the system they believe is the right choice for that dealership – and be able to explain it in a way that makes the value clear. If the agent cannot explain how their chosen solution is different from the rest, then it will be a hard sell to convince a dealer of the benefits.

Another challenge for agents is that the dealership has hardware that is not capable of running the more advanced technologies. Today’s software programs require more computing power and faster Internet speeds, and for some dealers, that is a barrier to entry.

“Dealers are slow to adapt because it usually means that they will need to increase their Internet speed and get better computer equipment in the finance office,” said Kelly. “The efficiency and speed, along with the added benefit to the back office, should push every dealer to have the best computer equipment in the finance office.”

Rabley listed the top objections he has come across from dealers who don’t want to change their F&I technology:

  • Resistance to change – we’ve always done it the old way and it’s difficult to learn the new process.
  • Double entry – due to the lack of integration, the cost or reluctance to purchase the integration option, information has to be input multiple times.
  • Different processes – the F&I sales process is intricate and detailed enough without adding four or five different protocols for different products.
  • Lack of training – dealers get the new technology but have no idea how to use all the features to their fullest.

The Value of Training
Once a dealer has been convinced of the benefits of a new technology solution, and has implemented it in the F&I office, the agent’s job is not done. Effective training on how to properly use the technology is a key element in getting the F&I managers to embrace the changes and realize the full potential the agent promised.

“There has to be extensive training in order to get the dealership personnel comfortable with the change,” said Rabley. “This cannot be a ‘one size fits all’ training process; everyone learns differently. There are visual, audio or kinesthetic learners, and the training needs to be suited to impact each type. Again, the ‘one size fits all’ training creates a struggle for the dealership and the technology provider.”

Maxim agreed that training is necessary, but he believes in a more unified approach. “At the dealer level, it is important to develop a standardized training practice that your reps can become very good at in the field. Too often, what we see is that there are different processes all over the map for every single dealer, and if you have a new rep come into the territory, the process and/or business practice may be very specific to that dealer. So what agents need to do is get one common business practice across all dealers and all reps, so they really leverage their time and efforts.”

No matter which approach an agent chooses to go with, the content is ultimately what matters. “We monitor our dealerships to make sure the new technology is used 100% of the time,” said Pearl. “What we find is that, inevitably at large dealership, 2-3 embrace it, and the rest don’t. So we work with them, talk to them, teach them how to use it. That is one of the major pieces that we do when consulting with the dealer.”

“Today’s technology training we perform is one of facilitation,” agreed Donahue. “We have providers that all offer helpdesk-type resources and tutorials that demonstrate benefits of an individual product or performance driven technology. We make certain our F&I managers have been prepared to excel in the use of new technology. And we are in active discussions with our providers to become certified in the use of their equipment, which would allow us to provide seamless resources for all technology within our offerings.”

“We incorporate the technologies right into our weekly training visits as well as during our F&I workshops,” said Kelly. “We also use the technology tools as often as we can to help solidify our training initiatives.”

Success Stories
There were many encouraging success stories from our experts, where a resistant dealer finally realized the value in switching to a new technology, which in turn resulted in processes becoming more efficient and accurate, which led to increased profits.

Donahue shared one such story about five experienced finance managers in a large dealership, who were not well versed in the use of technology. They were suddenly required to use a touch screen solution in their presentations, and not only were they resistant, they seemed to view the requirement punitively – as if prior to that point, their performance had not been up to par. Over a two-year span, all five of these original managers were replaced, and the new employees came in with the expectation that the use of the technology was nonnegotiable – it was simply the way business was to be conducted. The new managers also happened to be on the more youthful side, and were naturally more comfortable using the required technology. The end result is that productivity, accuracy, efficiency and yield all are up at that dealership. The volume increased as well, yet they did not have to expand their F&I department because of the newly increased efficiency, thanks to the technology, now securely in place.

Rabely had his own story illustrating that sometimes, no matter how great the system is, it takes buy-in from the whole dealership to effect the change. “One of our dealer’s F&I departments did not want to take the technological plunge with a provider because of the myriad of reasons we usually hear: It takes too long; I have my process I don’t want to interrupt; it’s double entry; I would rather print the contract on the DMS than online; the dealer cost sheet is easier to use; and my dog ate my term paper. After a few months there were so many rating errors, it was decided we needed to train the support staff on how to use the Web site to rate and submit the contracts to the provider. Finally, the support staff said, ‘how come F&I doesn’t use this portal? It is really easy to use and it’s idiot proof.’ Guess what motivated the Financial Services department to start using the portal?”

At the end of the day when the agent is able to clearly articulate the value and the dealer embraces the change, new technology can catapult the dealership into the next level of sales and profit. Change is never going to be easy, especially with how quickly technology is changing, but the agent who knows the objections and is ready to counter them, and has the skills and knowledge to guide the dealership through the process, will be well prepared for anything the future might hold.

“Finance people and dealers that accept and push for new technology, and listen to their agents, will be the dealers who continue to thrive,” said Pearl. “They will be at vanguard of what is going on in the future. People who resist the technology will be a step back. They won’t make the income that’s necessary, won’t be compliant, will sell less cars at less gross, and they will expose themselves to much more litigation in the future.”

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