The Dealer Playbook
The Dealer Playbook

Episode · 6 years ago

DPB 079: How to Empower Your Team with Frank J. Lopes

ABOUT THIS EPISODE

 

Team DPB is back with session 79!

 

If you have been tuning into any of the past DPB episodes you know we love to chat it up about marketing and other creative avenues to grow your dealership and brand but in this session we take another approach.

 

No matter how great your marketing is you still need to back that up with a great experience for the customer.

 

In this session we are talking about with the VP of Forrest & Blake Advertising out of New Jersey.

 

The ”Marketing Guy For Car Guys” Frank J Lopes is Vice President of Forrest & Blake Marketing/Advertising in New Jersey. 

 

Professionally he leads and guides the marketing efforts of some of the largest and fastest growing dealerships in the country. 

 

He is also prolific presence on Social Media spreading a message of Positivity and Growth to all his followers. He speaks out on controversial issues facing the automobile industry and is an evangelist for positive change and the customer experience.

 

Here is a quick preview of DPB’s conversation with Frank:

 

Beatdown Sales Meetings

 

The Glenn Gary, Glenn Ross massive beatdown sales meetings is not going to motivate salespeople to sell more or provide a memorable experience for customers. 

 

In this session Frank discusses how to bring a different approach to the table. 

 

Self Awareness

 

The key to kicking off the change in culture in your dealership is being “self aware”. Whether you are in management or the frontline in a dealership this is a crucial step. 

 

How Should A Salesperson Handle This Kind Of Environment

 

So many amazing salespeople are stuck in these kind of environments. Frank drops some insight and tips on how a salesperson can push through this kinda negative energy and still be super successful selling cars. 

 

There is a quick taste of team DPB’s chat with Mr. Frank Lopes.

Frank Lopes Facebook

Frank Lopes Twitter

 

You Know The Drill, Now It's Your Turn

The whole team at DPB can not thank you enough for all the support and love you have been giving us.

Whether you loved it, hated it, want more of it, or want something different , we want to hear your voice.

Sound off below with your thoughts, opinions, suggestions, questions, etc. and lets keep this conversation going.

See you next time ; 

Have You Checked Out Michael Cirillo's Best Selling Book "Don't Wait Dominate? 

  • Get Michael's book here.

Connect With Team DPB

  • Connect with The Dealer Playbook on Twitter here.
  • Check out Michael Cirillo's blog here.
  • Check out Robert Wiesman's blog here.
  • Connect with Michael Cirillo on Twitter here.
  • Connect with Robert Wiesman on Twitter here. 

 

This is the dealer playbook. Hey there, what's going on? This is session seventy nine of the dealer playbook podcast, where every single week we deliver creative strategies for you, today's advanced automotive professionals. My name is Michael Surrello, joined once again, well, I don't know about that, but always again, by Robert Weisman. What's going on? Hey, what's up? My main confidant, Michael S A Relo, brother, Dude, I might collin sick. I don't know. We should. We should talk about this whole confident finding over a lunch. anyways. Hey, man, super pumped because next week, man, team DPB cruising down to some hopefully sunshine. You know, time a listen to this. If you're listening to it as it launches, we're going to be down at digital dealer in Orlando this coming week. So definitely, if you're there, man, come come stop by if you see us, you know, tug on the back of my blazer and say hi, hug on the back of my t shirt. Yeah, exactly. And and get this guy. Get this. So can you guys please tweet some at Michael's Michael, what is what's your handle? I don't know Michael a Sarello, Mike at, Michael Cerel, I don't know if you had Michael Whatever, Michael a Syrilla, at Michael a Sarello, that it's not cool. Like he hit me up and it was like hey, wiseman, while we're down there, you want to go to Disneyland, Disney world, so let him know that. It's not like a place like two dudes got to hang out that. Did I say that? That? I was just joking. We said we were talking about how how funny that is. Yeah, that is fun, like two dudes rolling through them all. That was hilarious. And then you're like wait, every time we go to a place we always end up in a mult together. Yeah, ring it's gonna be a lot of fun. I'm presenting a session there, which is going to be cool. So you should definitely check that out if you are workshop surfing right now. But you know, today we've got a cool show lined up for you. We're talking about it, you know, a topic that is really, really important something. You know, it's a message that needs to get out there. We are joined today by Frank Lopes, Frank J Lopes, Hashtag. Get more frank he's the VP of force and Blake advertising. But you know, it's really cool because we're not taking the traditional, like let's talk about marketing and advertising approach. Today on the show we're talking about, you know, how you can really empower your store to, you know, be unique in your market place, and so you're going to hear frank talk about some strategies that you can implement. This episode is really good for leader, for leadership in the dealership. It's also going to be really good for, you know, the front and personnel, car sales professionals. So there's something in here for everybody. Before we hop into this, Robbert, you got anything to add? Yeah, and it's you know what? It's so funny. It's all about we're not taking the regular route, route of going into marketing with this and like, you know what, the more else think it. I was like mad, like we're not going into marketing with a guy I used to handle, get used to work with Gary van or chuck in the you know s with and help the for the wild...

...library. Yeah, I mean this guy had his hand and passing. Yeah, yeah, this is not a guy. It was funny when we were talking to a pre show because he's like, Oh, yeah, I actually know Gary personally and you know, Yeada, yea. Yeah, I was like, you know, not many people get to say that. Maybe he probably like look, employee five hundred and seventy five at VNER media probably doesn't know Gary as well as frank does. So that's really cool. But yeah, it is kind of interesting. We'll have to get him back on at some point go down the marketing and advertising approach, because I'm sure he's got some cool stories to tell. But you know what, for those you listening in, this going to be a power episode. Make sure you connect with us on twitter, at the dealer playbook or at dealer playbook. Would love to hear from you guys in your feedback and any power bombs or nuggets you hear from this episode. And without further ado, let's dive right in here we let's do it all right. Here we are with Frank Lobes. What's going on? Man, thanks for being on DPB. My pleasure, guys. Thank you so much for having me on. Thank you for the thank you for the invite and I am honored, number one, to be on the show with you two guys are, without a doubt, two leaders in two leaders in our industries, and the guests to begin the company of the guests that have been on here. I mean, you know, I think of it here, these names of Aner, Chock Card Down, Ziegler, Madison, these are all heavy hitters. So, you know, I'm very honored to be here and I hope I can bring a lot of value to the show and to the listeners. Thanks, man, preciate. Away, so, away, froy and now hopes. Yeah, and now Lopes. You's better, because now on it no doubt better deliver. Yeah, absolutely, and you're going to be at DD next week too. Yes, absolutely, so we'll definitely have to connect there for sure. Yeah, you can be fun. We made a lot of fun. Grab some sunshine and warmer weather. So you know, we were talking pre show about a topic that we're kind of vibing on and I think it's something that, you know, we need to talk more about in the industry. It's certainly something that Robert and I believe strongly, and but it's this, you know, we talked a lot about when we see how, you know, mass media is perpetuating this negative, I guess, aura that that surrounds the car industry and there's we're seeing new articles popping up left, right and center about how to avoid negotiating with car dealers and don't negotiate because they're only out for their best interests. And you know, nine out of ten people say that they would rather, you know, chew on Tinfoil while doing a running back flip off of a cliff then negotiate with cardon all these kinds of things. But you know, we were talking pre show and you had brought up a really good point, a really good topic that we want to kind of follow the rabbit hold down, and I mean you basically suggest that there is a way to kind...

...of solve this problem, but there's a specific place to start. So turning it over to you. What's kind of the high level solution, and then we'll just dig in and kind of break this apart. I think that I think. I'm sorry, I know that this is a this is an issue that number one pretty much everybody who's in management, upper management, ownership. This is a problem that we've all created and we created it by all of our past indiscretions, by our past behaviors, me included. ICE will cars. You know, I sold cars in the late s and stuff. So, you know, I think all of us are guilty for creating the problem, but I think there's a lot of us now we realize that the problems there, but we don't want to do what we have to do to solve the problem and that we don't want to do what we have to do to make it go away. And it's a lot easier to do things the old fashioned way than it is to do him the new way. Because, you know, I mean we creatures a habit just like everybody else, and I think a lot of it stems from the top and it really is a message of, you know, beating up your people. I think is over right. The days I happen to beat up meetings, the days that have and everybody come in and you know, you know the like that every lixing Caldwen type, you know, the Alec Bald with the Alec Baldwin ABC, always be closing and you know, you know what's your name? Fu is your name. You know, that's funny. In the movies. It's great. My lots cost more than your car, if I watch course, more than your car. I drove here in the BMW and you drove here in a Hun Day. You know, I think you said nothing, but you know, that stuff is fun to watch on TV, but when you're the DUDEO's sitting at the conference table, you know, and some guy says that to you, the first thing that you want to do is basically is after you punch him in the nose. You know, the next thing you want to do after that is is leaf. So you're in no way are you motivated to go outside and go, you know, high welcome to friendly motors. My name is frank. I could I show you today? That's the last thing that you want to do. You want to let the place that you want to let the place on fire and court the guy money. And I mean if you're getting beat up all the time too, how well are you going to actually want to perform or do anything at work right now? The beating up, the it just brings you down. Maybe you know, maybe back in the day, that that was something that worked. I mean I was brought up myself somewhat in that type of an environment, but it wasn't to the extreme of what you see and what you still see some days at stores. Do you think? I mean you know, because we know this is kind of how you know, this is where we've come from. I mean that was the harsh, you know, drill sergeant kind of approach to leadership. Do you I mean, do you think it actually worked back in the day, or do you think that we've just become so selfaware with all of the access to data and stuff that we have now, that we're realizing, wow, maybe it's never actually worked? I don't think it ever actually...

...worked. I think back in the day some people thought it worked because selling cars back then was a lot easier than it is now, and I mean easier. Dad came home from the war and that's all he knew and that's how he dealt with that. That was his leadership style and it just kind of carried down through a couple generations. Uh Huh, exactly. And you think about it. You know, back at let's just say late S, right, so in the late S, a customer would come in. They basically had no there was no internet, so we could just stop there. You know that? I mean they had basically no information whatsoever. They came in blind. Then they trusted to a certain point what, pretty much whatever you said to them, and the only way that they could you know, the only way that they could check your information really was from going from one dealer to another dealer to another dealer. But it would the perpetuation of lies would only get bigger and Beeler, bigger and bigger from dealer to dealer that you went to. HMM. So eventually the customer whild just break down and be like, you know, I'm freaking tired. Okay, I'll buy. Okay, F where do I sign? Just let me go home, I just let me take the car and that's it. Yeah, I mean that. Think about it. That was the original in a way, that was the original tactic for F and I department's right, let the customer wait, let him wait, let him wait, let them grind. They get in there, they're exhausted and they say yes to almost anything that comes across the desk. Yeah, you know, when? Now, now it's the exact opposite. The customers come in, yes, they do. You know, eighty five percent of people still do. Still switch the car. You know, the car that they buy is not the car that they actually came in on. But still they come in and they know that they want a grand Cherokee limited with, you know, with an x package and they want it in black and they want this and they want that and they want to see it now in the front ready to go. Let's go for a ride, or just give me your best price. And if not, you know, I can go back to Google on my phone while I'm sitting here, you know, while I'm sitting in your chair in your show room, while you're at the desk talking to the manager, or maybe play talking to the manager, because the customer doesn't really know, I could be sitting here looking for another dealer. Hit the directions button and it'll show me that I could be in the next dealer. You know, in some markets you could be from one dealer to another dealer in lesson ten minutes. Yeah, you know, so it's done. Those days, those days are are over. The customer most of the time knows more than the salesperson does, and that's a big problem too. You know, that's a huge problem because cut the salespeople, all of us, we are not going to be attracted to the shit in life that we don't know. And after a little while even you know, it used to be that the managers would intimidate you to the point of where you didn't know what you were doing. Now the customers intimidate them, you know. So it makes it it makes it so that they want to do they want to do even less. So I think training is a big part and it's all we're getting off topic, but I think training is a huge part of success and huge part of importance for, you know, for salespeople these days, without even more than it's ever been. Yeah, and I...

...mean this kind of comes back to kind of a culture, like in store culture concept, because, I mean if training is not a part of your culture, and and, but, but getting beat up on a regular basis like that, hard level accountability, hard knocks kind of style leadership people, I mean the people inside your store, your employees, they're not going to feel the need or the incentive. I mean they show up every day wondering how soon they can get another job, to go work somewhere else that they enjoy. Right. Yeah, and and it goes back to the I mean we've all learned this. I mean you go in there, you're getting beat up, you're getting yelled at, which in turn, I think stems down from the manager probably receiving the same type of treatment from his superiors. So then it trickles down, but it's like we all know that. What's the what's everything we always here now is attitude. Is Everything right? Well, I mean like that's one hundred and one. And what are they doing to that person's attitude? By sitting there and taking a dump on them, you know, in front of everybody. So you think the dealership, let's start it. Those will going. I just was this the the dealership itself. If you look at it, the dealership is really especially the sales department. It's really like a family. You know so and every family have of you know, you have a league, or you have the parents, and then you have your siblings, and there's always an older sibling who seems to have more, you know, more say or get his way or, you know, we bullies around or bosses around the younger siblings or whatnot. The same thing happens in the dealership. I mean you have you know, you have the owner, who's the parental the parental figure, you have managers who were supervisorial figures, and then you have you know, then you have a bunch of salespeople and there's one guy who's been there for thirty years. In every dealership it's the same thing he got. One Guy does twenty five to thirty cars a month. He could go to Paris for two weeks, doesn't matter. He still does his thirty cars, he makes all the money, he comes in those as he pleases. And then you have a green pe who doesn't. You know, he comes in in the morning. You know, they show up on Sunday because in Jersey's car dealers are closed, but they show up on Sunday don't even realizing that the place is closed. You know. So it's you know, like I said, it's like a family and in any family, if it's abusive from the top down, everybody's going to be dysfunctional. Everyone, doesn't matter who it is at this function, is going to rain, you know, all the way down on everyone. Okay, so let me slowly. Let me ask you this then. I mean we, I mean it's pretty safe to say this is a top down play. I mean if the leadership in the store isn't going to implement some level of new culture, strategy or a new way to to empower their team, I mean it's just going to we're just going to keep perpetuating this, this big, massive problem, this perception of the car business. So let me ask you, from your from your vantage point, what's what are some simple things that leaders can do to start shifting their own mindset towards how they lead? I'm going to take a page right out of my buddy Gary Vander Chuck's...

...book, and it's it's the it's not as simple play, though. You know, self awareness. Self awareness is really the key to beginning the change of culture and really beginning the key to beginning the progress of the dealership. It's really self awareness of the dealer, the general manager, whoever, is really the key, you know, the key role player, the key, you know, the the main power in the store, that person becoming completely selfaware and of themselves, number one, but number two of the store itself, and really looking around and saying, okay, what's the problem here? Why is it that, you know, why is it that I can't get these people to follow up? Why is it that we always have customer beefs and service? Why is it that people wait too long and they complain? And really looking at themselves? You know, I make it a make a joke of as an analogy all the time, but it's really true. You know, like there's no you very rarely will see a mirror in an owner or a general manager's office, and I say that because they don't self reflect, they don't look at themselves. And I don't even just mean themselves personally, I mean in the whole dealership themselves. They don't really look at the weaknesses of the dealerships or, even more importantly, looking at the strengths of the dealerships and playing on them and making them even you know, making them even better. Usually they manage upside down and they say, okay, you know, I'm week in this or I'm week in that, so I'm not going to go in that direction, and then that, and then the dealership winds up performing or the attitude of the dealership where the overall vibe of the store winds up being to the lowest common denominator. Well, I mean, you know, and it makes it makes total sense. I mean for myself running an organization, running my agency. I mean, I'll tell you right now I've been guilty of it at times where you know, you you do ask those questions like how how can I keep having this problem with my whatever? How come these people keep saying these same negative things? And you know, at times I'll be honest with you. As a leader, sometimes I go well, it's because Sonso's not doing this task or so andso's not fulfilling that, you know, purpose or whatever it is. You know, I've had to learn over the years, you know, talking about the self awareness, that right out of the gates I need to assume majority of the responsibility because it could have been that I didn't on board that employ the right way, I didn't train them, I didn't maybe convey our culture and our core values the right way and and you know, maybe Robert, you can, you can jump in, but I mean I feel like at the times when we've accurately conveyed the core values and our purpose and on board people and give them what they need and empower them, things are just like really smooth sailing. Yeah, I mean there's got to be some form of responsibility, you know, some Yep, any kind of form of responsibility taken from those higher ups that are going to, you know, assume the control of especially with New People and with anybody. It's like if somebody's doing something art doesn't get...

...it. Yeah, I mean where does you know? You saw something in them when you brought them on. Yeah, I mean there isn't. Don't you got to think about there is no blaming it on Soandso. There really isn't. Because, number one, somebody had the higher Soandso, and then somebody had to train Soandso, and then somebody had to keep an eye on Soandso. And if we walk around and we say, okay, look, maybe so andso isn't a good fit, you know, maybe he he comes from a different type of culture, he's too ingrained in his own habits or whatever. You know, okay, after you have placed the after you have placed the blame now on so Andso, when you realize he's the problem. Now what? How many meetings have you guys even sat in where it's SOANDSO's issue? Yeah, yeah, that you know, the problem is Soandso. Yeah, and that's it. Nobody does anything and everybody just looks at each other. It's like, okay, I'll see you next week. You'll see you next week where we're going to talk about the same exact problem. Yeah, yeah, they talk about the same shit that we just talked about five minutes ago and you wind up going no, where you go no, when I say here another if I got to hear the F and I gotta tell me about have all your paperwork in a order one more time before ever. It's like, you know what that if you know what that's like, I you know, my dad used to have this saying. It's like that kind of stuff, that level of activity. It's like sitting in a rocking chair. There's lots of motion, but no movement. You know what I mean? And so and we do that sometimes, don't we? We sit there and we talk and we feel like the activity of talking makes us feel more accomplished, until we realize that it accomplished nothing because there's no action. So I mean saying this frank you know, the self awareness, play reflecting. Where do we go from there? What's the next step? What kind of actions can a leader, whether it's a dealer, principle, general manager, general sales manager, whoever, what kind of actions can they take? Because I'll tell you this. I mean I've posted some things on social you know where, you know, kind of a Qa type post, and it was interesting how many people post in like car sales professionals and, you know, like frontline people, and they'll ask things like what do you do if your dealer doesn't buy into say, personal branding, or doesn't buy into putting yourself out right or training. Yeah, whatever is it. And, and this is real, Kyr the deal, or if you're there and you you're dealing with this type of environment, but you still want success, it's that's even a barrier for seeing some of these people are kind of they're they're riding this line where they're like, you know what, I feel loyalty to the store that I work at. You know, maybe I'm maybe I'm family friends with the owner, maybe whatever it is. I mean there's a variety of reasons. But then they're conflicted because it's like, yeah, but this in this store, this culture doesn't buy into me putting myself out there, like they won't let me get my own website, or they won't let me brand myself, or they whatever it might be. You know, for the self aware leader, what's their next step? I mean, what do they what do...

...they do to kind of open things up and start empowering their their team? I think the next step is really to look at each one of each one of these things on an individual basis and look at what's the greater good. You know, figure out, let's say, let's build a scenario. And let's say that there's a salesperson who is you know, who wants to be aggressive on social media, he wants to have his own page, he wants to do his own posts, he wants to try to drive in his own business. I would think that the last thing you'd want to do is stop him. So you you would look at it and you would say, okay, what's the upside of this? Well, we're going to sell some more cars, we're going to get some more people. You know, we're going to get some more people in. What's the downside? Most, I hate to say, but a lot of stores, a lot of managers will go and look and say, Oh, this guy's going to get too powerful, he's going to start to get demanding and he's going to start to want extra days off. Now, they won't say it out loud, but you know that's what they're thinking in their head. is they don't want to give up that. They don't want to wind up giving up their own power. But if you got somebody who sell them thirty to thirty five cars a month, you pretty much going to let them do whatever they want to wear point any anyway, and I don't and I'm thinking, you know what, if the guys, if the guys sell them that heavy and he's that big of a brand ambassador for my store, Dude, I don't I'll hire somebody to fill in the days when he's not there. If you sell them the same amount and shorter period of time, I'd hire some I'd hire somebody's I hire room an assistant. Ye, and hire room an assistant, and I'd give him an incentive to like duplicate himself. Yeah, I mean that's just one that's just one scenario. It could also be looked at, you know, it could also be looked out across the board. Like I've mentioned training a couple times. I mean for those for people who are listening who don't know who I am, and I'm sure that there's a lot of them, I am not a sales trainer, you know, I'm not a sales trainer on, not a general manager. I do marketing and advertising for card dealers, but my biggest thing is to be an advocate for improvement and an advocate for advancement and an advocate for this business to be, you know, to be to be great. Yeah, not that it's not great now, but you know, we got a lot of perceptions, we have a lot of we have a lot of hurdles that were that we're trying to jump over right now. I want to make it as easy as possible for our generation and for the next generation coming. Yeah, absolutely, I mean, and I think we'd group ourselves in that same bucket with you. I mean, there are people out there that are like, who are these guys? Are always bringing up all these problems, but I think that's really because we're trying to provide solutions to move this industry in a direction that it can be this breath of fresh air. I mean the automotive industry such a powerhouse industry and there's so many incredible people, but there are these challenges that it faces on a regular basis daytoday, you know, the perception of the general population towards card dealers and and, like you said, I mean we're advocates for change and I mean that's you know, that's one of the reasons we do this show is to just try and bring as much enlightenment and and empowering to the business. But this kind of goes along with something that that you were mentioning pre show. I mean, you know, to build up a salesperson to the point where...

...he brands himself or themselves sorry and and you know, maybe you hire them an assistant or you give them an incentive to duplicate themselves or whatever it might be. That really goes back to what you're saying earlier frank about this, this kind of positive reinforcement. What can you say to speak to that concept, the the pot it's it's really twofold. Number One. You're always going to go further and you're always going to get better, better results with positive reinforcement, for reinforcement always you know the you know the old saying attract more bees will honey than you do with vinegar. It's it's the same thing when it comes to this. You know, there's nobody wants to get beat up. People want to learn, they want to progress, they want to get better, they want to you know, they want to. It's fun to learn, it's fun to succeed. Who doesn't want to do good? You know what salesperson do you know that doesn't want to sell a car every day? Right? But the beat like I said before, the beat up sessions are over. So instead of the instead of having the scenario where the salesperson works a deal and he's going back and forth five or six times, but somebody, you know, you have to go in and close the deal for him for whatever reason. Right, normally it would be. How come we didn couldn't close that? You Week Suck. You couldn't do this, you couldn't do that. You know, how about we take the how about we take the stance of you know, bro You did a great job. That guy was that guy was warmed up and done when I got to him. You know, you really didn't need me, you really didn't. I mean, you know, you handed them off to me. Thank you for getting him so ready. You know, how about think about this, but next time, how about this? How about you try blah blah, blah, Blah Blah. Or how about, you know it, just, instead of beating the guy up, praising him for what he did do right, tell him what he could do better than next time, you know, and then and then put him right back out there again, instead of instead of trying to undress him or instead of trying them take him down a couple of notches, you got to think about something else too. A lot of the salespeople out of the younger guys that are coming up right now, the generation that they're from. You know, they're I hate to say like this, but it's true that they're from the generation of getting a trophy for coming in ninth place. You know, that's it. When they were in school, coming up and see you every you know what I mean. Everybody was a winner and stuff. You can't beat these guys up, you can't. They're not used to it. Yeah, they're not. And when you do that, they just shut down, and then after they shut down they're worthless. It's over. You're you're ready, you know, you're already crush him. It's almost like having a puppy and you beat the puppy too many times. After a while, you come by the puppy, you raise your hand, the right poppy cowers. Right, that's not what you want. How does what's the fine line? But I mean, what's the line between you know too is there such a thing as too much positive reinforcement? Like, I'm thinking all of them. Yeah, yeah, I'm thinking about the tea ball scenario. I mean we used to go to a friend of ours. They had a young, young kid that was playing tea ball, and it was like, after the game. Everyone got a, you know, trophor everybody got...

...to do the home run ceremony and everybody got the juice box and all these sorts of things and everybody left a winner. And I was like, what kind of stupid game is this, you know, and and is that too much? I mean, is that too much positive reinforcement? It is too much positive reinforcement. And even that, with the scenario of what I was saying before, you do that two or three times with a guy and if he doesn't learn hm, you know, and if he doesn't progress himself and he doesn't get better and and you're training him and you're putting everything into him that you possibly could and he doesn't get better, N it's just like anything else. The guy's just not good. He's not good and you got to make a decision whether you're going to move on or what. But go back a couple of steps. Beating him up is never going to get him too good. It's not. It doesn't mean that I think that everybody, you know, I use the analogy before of everyone getting, you know, you get a trophy when you come in ninth place. I'm not an advocate of that either. I'm just saying that this is this is what we have to work with right now. This is the scenario that that we have to work with. We have to try to exploit it the best that we can. It's almost like given. It's almost like BDC department's not giving prices over the phone. HMM. You know, I know that two things are different, but we used to be able to be we used to be able to get away with knock quote prices over the phone. Now we have to do doesn't mean we want to, we have to. That's what we have to do. You know, this stay competitive and to stay ahead. It doesn't, you know. It also doesn't mean that I believe in giving people trophies for coming in ninth place, but they've already been given the trophies and now the coming to us for jobs. Yeah, yeah, and we need salespeople. We need them. We don't have a choice. We need them, so let's make the St Yeah, absolutely, and everything you're saying resonates with me. A good friend of mine who owns a pretty large dealership. I mean he's got quite the campus set up where he's at. You know, big Tire Center and body shop and collision sent all these different things. You know, he he really believes in this concept, the positive reinforcement, empowering your team. He invests quite heavily in his team and, you know, on the flip side of it, he he has team members who have been working from for eighteen or twenty years, who are still performing and who are still, you know, excited to show up to work and is turnovers quite low. And I mean, you know, I think that's a perfect example of what can happen when you are, you know, when you are focused on helping and empowering and reinforcing your team like that. I mean it goes back to that. I see this meme on social media every now and again. It's the conversation between the CFO and the CEO. The CFO says, you know what if we invest all this time and money into these people and they end up leaving, and the CEO says, well, what if we don't and they stay? Yeah, and and the next line of that is they stay and they suck. Yeah, they stay and they suck. Yeah, they stay and they suck her. I mean who loses that? WHO REALLY...

LOSES? Now the CEE, I would loses. Loses big time with that scenario. Yeah, absolutely love it, man. So this is, you know, for those of you listening in. I mean look, if you're if you're the sales professionally, you're going, yeah, this is exactly what needs to happen. Sneak this episode onto a thumb drive and plug it into your your owner general managers computer, if you are that leader who's looking to take things in the next level. I mean frank, you brought up some good points. Be selfaware, positive reinforcement, think about ways that you can, you know, invest positively, you know, help your team be good people, and that's going to reflect so well. That's going to help you rise above the clutter and thrive in your market, because this is stuff. Look, this is stuff that we know wide scale. Is Not happening at every store. You know, people are going to continue beating up their staff, people are going to continue hating what they do, hate and showing up to work. But if you, as the leader listening to this, say you know what I'm going to I'm going to change my approach, I'm going to think about what I can do to influence my team in a positive way, you're going to be that much better off. You're going to be that much more solid as a dealership and you know you're going to start bringing this positive vibe to the industry. Yeah, and and make sure, and this is just the tip for that sales professional, liston in. Don't take here. You one of the stoop me, being the idiot that I was then, when I would go through those meetings like that, and I was always the main guy in the dealership, and what I would do, and don't do this, guys, is when it would come out and that the management meeting would be that way and they'd be aggressive and just like, you know, for no reason. It just that that beating you up. Well, I'd go in and I'd shut down for a few days and not sell, not sell. Of My thing is like I'm not going to sell that guy, car man, I'm not going to sell him nothing this week. And all I was doing was really just hurting myself, but I thought, I was like yeah, man, I'll show them. You know, yeah, you're hurting you exactly. You wind up hurting yourself and you know, and hurting the dealership at the same time. You know. Let me let me make another point as well. A lot of the think about this to the customers that are coming in today. Remember what I said before, and we all know it. You know, a lot of times they know more about the car than the salesperson does and they don't really care that much about where they buy it from. You know about what dealership they buy from. But they're looking for the experience, they're looking to be taken care of. Their looking for that next level of customer service. They're looking for that, you know, that relationship type. You know that relationship type of experience when they're you know, when they're when they're buying the car. You can't really you can't reasonably think that it makes sense that if you beat the crap out of the guy at the undred and thirty meeting, that at thirty when the customer comes in, that that guy is going to be in the mindset whine and in the right place, yeah, to actually give a half a shit about the customer. You can't. It's I mean, think about it. It's just not going to happen. You know, you got to provide the culture...

...internally to provide the experience externally, without a doubt, without a doubt and and like I said before, that's what customers are, you know, that's what customers are. Looking for, and I mean and the biggest thing that the salesperson needs to do is really believe in the believe in himself and believe in the value that he can provide to the customer. He needs to be really self confident to the almost to the edge, almost right to the edge of the cliff, of being cocky. You know, he needs to have himself right there because if he can get right to that edge of knowing, of actually believing one hundred percent that if the customer doesn't buy the car from from him, that the customers losing out, and he does and he wants to make sure you can do everything he can for that customer to not lose out, because the overall big picture of it is the customer loses out, the Salesperson doesn't make the commission, the dealership doesn't sell the car, they don't get the service the vehicle. Once again, the customer does not get the good level of service that the service department will provide. Everybody loses, you know. And when the cut, when the salesperson has that passion in them that they really want, they genuinely want to give that experience to the customer, customers going to pick up on it and he's going to want to do business and he's going to want to do business with that guy. He's going to want to, you know, he's going to want to, he's going to want to hand over the thirty grand to that guy instead of to somebody else down the street. You know. And there's a whole bunch of little things that are involved in that. Like you beat up the salesperson. You think he really wants to hold the door for the customer twenty minutes later, yeah, they even know it's hot to day. You think, yeah, it's a hot day. You think he wants to go get them a bottle of water or even do something simple as smile to the customer? Yeah, I think going to happen. It's just not love it, man. Frank, thanks so much for being on DPB with us today. Valuable insights for those you listening in, but definitely power bombs and nuggets in this episode, so thanks a lot. Where can they connect? Where can our people get connected with you then, frank, if they want to get more from you, I'm easy, I'm everywhere. Best thing to do is just go to Google. Type in Frank J Lopes. You'll find me. You'll find me everywhere. facebooked, facebook, instagram making am making a big play on instagram currently because I think that's the next a little marketing side, side topic here. I think that's the next social media up and coming for car dealers is going to be on instagram. I think we're not even using facebook. I don't even think we're ten percent correctly using facebook yet. As for card dealers as an industry, I don't even think we're into ten and the ten percentile yet. But instagram is coming next and I think it's coming really fast and hard. So I'm focusing on that. On that a lot. But just go to Google, type in frank a lopes, you'll find me everywhere. Love it, Frank. Thanks man, appreciate it. Thanks, frank, my pleasure. Thank you, guys. Thank you all right, and...

...that was our little versu will sit down with Mr Frank Lopes. Michael. What you think? Man, frank's a really cool guy. I had a lot of fun in the AD. Like I'm starting to think that we should be publishing the preopposed show. We're so long. Like we should do like a Friday session or something where it's like the after show or something like that. Because we get to have these really cool conversations after the fact where, you know, the guests almost without thinking about it, just drop even more power bombs. You know, Frank's cool guy. His insights are so powerful. I mean, you know a lot of this stuff we talked about it's really I mean, these are simple concepts. It comes down to be a good, good person. Like, seriously, if you if you want to stop perpetuating the crap that happens as far as the pers the perception of the car industry from the consumers and all that crap we hear, how about be good person? How about, from a leadership perspective, just empower your your people right absolutely up and because that's what it comes down to, and he touched a lot on that there. And it doesn't matter what position you are in the dealership that you listening in. I mean you have to, you know, take control yourself, be selfaware and just like you choose to be there if you're if you're a car salesperson that's in that kind of negative environment, and I've been around that and it does make it tough that it takes a certain individual to, you know, I guess, prevail through that and really hit success. Yeah, but you just have to really want it and stay focused and just, you know, with garbage and garbage out. You know. Yeah, for sure. So there you have it, man, like I said, lots of power bombs. You know, you can check out the show notes to get more details about this and will link you up to frank social profiles and stuff where you can connect with him. We definitely recommend you doing that. Triple W dot the dealer playbookcom forward slash seventy nine. Again, if you guys are at digital dealer next week at time of listening this, would love to connect with you guys there and until next time, catch you later, later,.

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