The Dealer Playbook
The Dealer Playbook

Episode · 10 months ago

Erik Huberman: How to Develop a Strategic Marketing Plan

ABOUT THIS EPISODE

Erik Huberman is the founder of Hawk Media, the fastest growing marketing agency in the United States. He shares the ins and outs of what dealerships should consider when developing a strategic marketing plan. 

The retail auto industry has glorified marketing like it's the Savior to all business challenges. From websites and SEO to email and content marketing, there has always been a solution or provider that professes the solution.  

Marketing is more about human connection, and conveying the right messages at the right time in the buyer's journey. The tools available are just that; tools. 

Topics from this episode:

2:49 - What has been your journey like starting Hawke Media?

6:08 - If you want to grow a business - you need to be a good person and understand the importance of service.

9:10 - Marketing experts are setting businesses to fail to scale their businesses.

12:13 - What tools do I already have in my disposal I can use to it’s fullest potential?

13:40 - Filtering qualified leads over trying to sell to anyone.

16:20 - Mistakes businesses make when it comes to email marketing.

17:55 - Finding friction points in your sales process.

19:45 - Process to support buyers who will never purchase a vehicle online.

22:01 - How do you navigate everything you could do to grow your business to the things you actually should do?

24:28 - What leaders should focus on that can directly impact the business growth?

PureCars

Support the show by checking out our sponsor over at www.purecars.com 

They provide powerful resources that are helping dealers supercharge their sales volume. Whether you’re looking to increase market share vs. your competitors, turn inventory faster, increase ROs or expand reach.

PureCars is offering DPB listeners a free digital strategy analysis so that you can unlock your dealership’s true profitability potential.

Hey, gang, you know what's on my mind?More than deleting all the annoying kids shows that show up in my YouTubewatch. History from over quarantine. Better marketing decisions. Yep, that'sright. That's why I'm so excited to be supported by my friends at Pier carswho put the power of data and superior information into the hands of dealerswhere it belongs. Use peer car to make better marketing decisions and getbetter results. Visit Pierre cars dot com to get a free no risk, noobligation digital strategy analysis today. That's pure cars dot com. Well, hello there. Welcome to thisepisode of the dealer playbook. A podcast that explores what it takes tocreate a thriving career right here in the retail auto industry. I'm your host,Michael Cirillo. I am so glad you're here. Thank you. Thank you Were talkingabout how to develop a strategic marketing plan with my friend EricHuberman. Over the years, we've glorified marketing as the savior toall of our business woes. 20 years ago, it was all about how websites wouldbring you more traffic leads and sales. Then it was all about how S E. O wouldbring you more traffic and then, of course, social media and digitaladvertising. But if we're being honest, each of those things right? Websites,seo digital ads, all those sort of things. Social media Those are justtools that must be used properly and in the appropriate sequence. If we want toget the results that I think all of us are after, right sustainable resultslike not to say, set it and forget it. But for lack of better words, to beable to create a machine that keeps paying us back dividends intoperpetuity. Identifying or charting out thatsequence is what I had the pleasure of chatting with Eric Huberman about. Ericis the founder of the fastest growing marketing agency in the United StatesHawk Media and join me to share his thoughts about what dealers can do todevelop a strategic marketing plan. So without further ado, let's dig in thefastest growing marketing consultancy in the United States now, Often when weread phrases like that, we picture some old dude, you know, he's been at it for47 years, wearing a shirt and tie. He's like, What's that show? He's likeHarvey Specter. You know he's wearing this herringbonesuit double breasted. But, I mean, here we are, man. Likewhat? What has your journey been like starting Hawk media? I'm actually 89years old. That has never really been care routine, so you just never sold.That's why you look so young. Yeah, exactly. Uh, yeah, it's been nuts. Um,and it continues to be its, uh I don't know. It really was born out of a painpoint that I saw, which was pretty simple. And I So, yeah, it came from Ibuilt and sold to e commerce companies. I hated agencies. They all wanted longcontracts, high minimums. Half of them didn't know what the hell they weretalking about. And thankfully, I did so I could get them. And I just hated theagency ecosystem in the marketing ecosystem. In fact, I'm working ongovernment regulation around it right now, which seems counterintuitive, butI'm so sick of the con artist in my own industry. I'm looking to try to negatethat, and every business owner has dealt with a shitty agency that's goingto be a thing. So I hated that and just hired a small team. It was like mylittle marketing SWAT team and made everything Alec Heart month to month,super nimble, really good talent. And that was the thesis. And I rememberearly on I went to hire someone and he asked me for 40% of the company and 100and 50 grand a year in salary. When I was just getting started, I was like,Oh, wow, we're way on different pages...

...with what? We're expectations here. Mybad like No, I was thinking like 36 grand a year and no equity. Um, and hewas angry. So he reached out to what? He didn't know. It was a mutual friendof ours and said, Hey, check out this website, Hawk Media. I'm going to builda competitor. I copy everything they're doing and this person reached out to melike, Hey, he's trying to copy your business model. And like business model.I hired some good marketers, and I made it easy to work with what fuckingbusiness like there's nothing proprietary about what I'm doing here.It's just doing it like sure and you know, seven years later, that guy isstill running his four person agency, and we've made it to 200 people. Andapparently he copied my business model. So, um yeah, it really that's that. Sothe journey came from, like doing a lot of things that people in the industrysaid couldn't be done. You can't run a marketing agency without long termcontracts. You can't bootstrap this. You can't do it without debt. It willnever be sustainable, blah, blah, blah, blah, blah. And I just I took what theysaid to heart, but then I just watched it like I I think like with thecriticism of the outside world, no matter where it's coming from, you haveto understand their context versus yours. You have to pay attention to it.But you also have to see do I have different information that allows me todo something they don't think can happen. And I came from the consumerworld where I didn't get to sign someone up for a contract to buy mypants every month for a year. So when I went to this, I was like, I'm used tojust, you know, sort of tacked LTV model, which is more standard forconsumer, where it's How much does it cost me to get a customer? And onaverage, how much money do I make off them? And if we get that model right,that we have a good return there, we can scale this. And that's how I builtthis business. And so it became, you know, a game of numbers of statisticsplay out and then doing good work. I go figure by doing good work and, you know,being transparent and communicating. Well, we keep our clients a long timewithout a country. Yeah. Yeah. What a novel idea. I mean, I mean, we'veexperienced something similar in that it was shocking to us to hear ourclient partners constantly say things like, We still just can't believe youguys answer the phone when we call you. You're like what? Yeah, you know, Andto that end, a lot of copycats in my thesis, I think similar to yours is ifyou want to grow in business, you have to be a good person. Like you have toactually care about other people over yourself, or or at least have a certainunderstand the importance of service, not services. A buzz. Yeah, I've beenat this for seven years now and, like the guy is my competitors. Their CEOsthat are actually really like the big competitors, the agencies that arecrushing it, their CEOs are all good guys or girls like I hang out with themeven though we're competitors, because they're good people, the people thatdon't make it, that are assholes, the small agencies that just turn througheveryone that are the ones I have to watch out for two because they'll tryto screw everyone around them. They don't end up succeeding in the long run,but they'll hurt some people in the short run. That's that's the truth. Somost of the better agencies out there when I meet their founders, I'm like,Oh, you're you're a good person. This is your let's go grab a drink. Yeah,yeah, I mean, it's funny you say that to I remember, especially in the carindustry. It's such a shark tank. Yeah. Sidebar. I've met some of the mostamazing people I've ever met in my entire life. But this this like vendorconcept, like it is a shark tank. And I remember coming onto the scene probablyaround 2012 doing the speaking circuit and just throwing people for a loopbecause I was always like, Look, maybe we're competitors and that we offer asimilar or same product. But at the end of the day, you're a dad. You're ahusband, you're a son, you're a brother. And that's how I'm choosing to look atyou as well. Like you're just another human being that has a vision forsuccess. And so, mazel tov, man. Let go for it. And business isn't a zero sumgame people treated as such. But it's not. There's plenty of business herearound. We'll all be fine. It's just the truth. I hate people that give theindustry a bad name, so that's what I look for. But people that are doinggreat work that compete with me good...

...for them. That's sincere, really. Lookat it. Let me ask you this, because I mean, that's that's really rapid growth,like you're not lying when you say fastest growing marketing agency. Butif you look at seven years to go to from, you know, starting to 200employees, what would you say beyond this thesis, we know, be good persondeliverables etcetera. One of the challenges that I think plagues anybusinesses. Um, how do we find people that can do the thing and stay focused,for example, biz development Or because, especially in this day and age, and Idon't know how it's looked for your business, I'd love I'd love to be ableto crack that open. But this day and age especially, we hear it all, all allabout it. On clubhouse. I started this AECOM company and we sell jewelry. Andbut I'm not getting any sales. Hey, does your community know that you exist?No, But does that have to do with anything? I built it online, and sotherefore, it should all be inbound. Run Facebook. That's how it works. Yeah,And you've You've been in a lot of these like we've been on these stagestogether in clubhouse. And you hear the resident Facebook ads expert who's like,Oh, yeah, you're running. Add your cost to Ronnie adds 10 bucks. You make 20bucks in return, you keep you take the $10 profit, you're on another. You keeprunning the ad, Do you think, though just kind of peeling back the onionlayers do you think that's setting up people to kinda fail in that they thinkthat that's all it takes to scale a business? Yes, I absolutely think it'ssetting up to fail. I think that we're actually gonna be publishing a booklater this year, called the Hawk Method around, like how to actually look at amarketing plan and actually dissect it. And people focus like marketing. Welook at it as an awareness, nurturing and trust awareness meeting. How do youintroduce yourself to new customers nurturing? What do you do with thatawareness to actually convert them to it? Sorry. Introduce yourself to a newpotential customer and then convert that customer. Keep that customers andnurturing impatient trust is when you don't have an established brand. Thatthird party validation that says people they can trust you or once you have anestablished brand maintaining that trust through consistency. So if you'redoing again with car dealerships, an example like GM has a certain level oftrust. But getting you know the what is a JD Power and associates whatevergetting those awards continues to validate that trust. That's why that'simportant. Nurturing the follow up email marketing, you know, continuingto stand contact and the awareness piece of TV ads advertising generaletcetera on a small medium business level. Most companies miss this, So ifyou're a dealership, you know you're let's say you're even, uh, existingdealership. But you haven't reached everyone in the area. Your people. Theyspend all their money on radio ads, TV ads, billboards, whatever. But thenthey don't do anything with that awareness to actually keep in touchwith people, like get their email address so that you can keep reachingout. It is incredible to me, like we just returned my wife's lease and shedidn't get a single note or anything from the dealership saying, Hey, yourlease is almost up. You want a new car? And if they had pushed her slightly,she was looking at their car versus another one. They didn't do anything wewant to test, drove both. She went with the other one because he had no, therewas no personality. There was no nothing to tell her that I should gowith this, and all it could have taken was a phone call and email saying,Anything we can do for you. Instead, When we went to turn it in, they gaveher shit because I think it's supposed to be like your tire has 4 mL left andit had, like, 3.8. It was like, Dude, we fought five cars were at least fivecars here in a row. Like relax. And that was enough, like we'll never gothere again. And it was just like that, nurturing that idea of like keepingcustomers, retaining customers, converting customers. Most companiesmitts on the marketing side. Alright, Before we get any further into thisconversation, I want to tell you about an incredible resource to superchargeyour sales volume. Now, as many of you know, unless you've been living under arock, there are lots of marketing companies and services out there whoclaim to be able to deliver buyers to your online or actual showroom. ButI've seen Pierre cars up close, and I...

...gotta tell you, I was super impressed.It's the real deal. They connect the dots between your marketing andoperations. Pure cars tools are powerful, and simply put, they workwhether your goal is to grow market share versus your competitors, turnyour inventory faster. Increase Roos or expand your reach. Go to pure cars dotcom to get your free digital strategy analysis and unlock your dealerships.True profitability potential again. That's pure cars dot com. I love thatyou brought up email marketing because that's you know, we I think, especiallyin the industry, the marketing industry in particular. While any industry we wethere's a lot of hype around shiny object, right? Like there's shinyobjects. And look at the new software. Look at the new tool. Look at the newthis and that. And then we we I'm not saying we like you and I because Idon't really believe in this. But, like as an industry, we kind of go andpresent those and say, Here's the solution that's going to solve all ofyour problems. And most often it comes down to No. What? What tools do Ialready have at my disposal? My website. I have social platforms. I have adplatforms. I have email marketing. What am I gonna do with those? Because Idon't think I fully explored everything I can actually do with those emailmarketing. Somebody said it the other day when somebody says that a certainmethod is dying. That's an indication that it's not dying 100% whether you'resaying that because I've said this a lot, and I totally agree. Emailmarketing. So I've been doing this for a decade. A little more, actually. Anemail marketing stats are exactly as the same as they were a decade ago,meaning it's not better. It's not like it's skyrocketed. It's just not worse.It hasn't declined. The average open rate on an email is 15% in e commerce.The average click through it is 3%. It has been that stat in terms of averagesfor probably 15 years. Before that, it was probably hired was probably better.So it declined at some point a long time ago. But then it just kind ofsteady state. And even to this day, like I'm an investor in an SMS platform,you would think it's competitive, but no do both. An SMS is 10 times aseffective as email marketing. It's just harder to get a phone number, but still,it's a lot more effective. But both because different people respondeddifferent modes of communication. Yeah, it's kind of like the It reminds me ofthe hubspot method. Everybody thought it was controversial. It's like I justwant the e book. Why do I have to put in my name first? Name, last name,email, Phone number. Best time of day to contact you. What's your biggestmarketing challenge? How big is your organization? And you just saidsomething that triggered that thought process. And it was It's harder. Fewerpeople will get through, but the ones that get through are likely to be much,much more qualified, so that when I do speak to them about that topic, they'remore likely to take action when it's a balance. We have a pretty big sale. Atthis point. It is always a balance between filtering out qualified leadsand keeping the funnel open. But you start to realize as you scale early on,you want to take any way you can get and figure it out. But you get to apoint where you realize how much at scale time is wasted on shitty leadsthat you do start to want to filter those out. Even if you filter with someof the good with the bad, the efficiency makes you so much more money.Yeah, amazing. Now let's talk about email marketing for a minute. Becauseespecially you were just talking about your wife's leasing experience. We Iwas in a room yesterday with an individual from one of the O E M s. Um,it happens to be the vehicle that we bought. My wife loves her SUV, but theprocess to get that SUV, and by the way, I am a complete and total lay down. Iwant that one. That's how I buy cars. I want that one right there, you know, uh,well, hold on, let's bring you back into the No, I see. I want that one.Well, how soon are you looking to buy? Well, I have to pick my kids up fromschool in two hours, and I'd like to do it in that one. You know, like, that'show I got it took 18 days to get delivery of this deal because, oh, wehave to order the exact one from this store because you want the eight CR theseventh seed or not the eight cedar. And oh, actually, we ordered the wrongone, but we forgot to tell you so Now...

...you're wondering why it's been a weekand I haven't heard anything about this vehicle that I bought. So it's thissort of thing. But then what happens? Robotic email marketing? Yeah, we takedelivery. And then the next day it's like, Would you please leave? Considerleaving us a high rating on? Yeah. And I'm like, I'm not even gonnatouch this. Um, but then and then you're into this thing. And what'sinteresting about it is now any time I get any sort of communication from thisdealership because nobody took ownership of the poor experience I madeeverybody know when I picked up the car, I told the sales rep who demoed it forme. I told the finance person who told me that I point I looked straight atthe manager That screwed the whole deal up. And I'm like, You know how thiscould have been like everybody knew to this day, though, because nobodyacknowledged and took ownership of that experience. Any time I get acommunication from that store, I'm like, uh and then you can't unsubscribe likeit's a weird It's not easy to unsubscribe. And so doing emailmarketing in a robotic way and certainly on the back end of a poorexperience just puts you in the opposite direction of loyalty andascension. This might make you feel better, because we we ended up stickingit back to them. We had a dealership. We ordered a car. They told us it wouldbe. You know, we want to make some changes. They're like, Oh, no, it'salready shipped. It hadn't shipped. So we're like, Okay, well, then when youbegin to get it there, like mid January what day they said January 15th, 15th.Roll around. Nothing. Last Monday, whatever the day was rolled aroundNothing. And then they're like, Well, it's going to be here on the 25th. Andis it like we'll let you know? I didn't hear anything until Saturday. In themeantime, we realized, Oh, covid, we're in L A. We don't need to be in l. A.Why don't we go to Utah for the month? Actually, And so we decided to look at.Then we went. It is actually a cool little game we could play. Don't go toMexico for the month of April. It is actually that easy, right? Right. now.My company is only fully remote. We can be where everyone. So now we're goingto number sitting here. Right? So we haven't got this car yet, but we'regonna be gone all of February. Gone all of April. I'm gone all of June with mywife home already. Have a car, and we're going to be home together for twomonths where there's not really that much to do in l. A. And we couldprobably have one. So we called them and said, You know what? Cancel it.We're not buying the car. We're gonna wait till later this year. So they justlost a sale. Have now a piece of inventory. I also asked to sign for it.Can I get the paperwork? So I can just get this done so we can just getdelivering? Go. And they wanted to send it to me. All right, so now they justlaunched the sale completely. Now, listen, Dpb gang. My beloved gang.We're not saying this just to dog on you all. And I mean, if you'relistening to this, what I'm hoping is you, it's triggering you to go look atthe friction points in your process exactly. Because that, for example, ifthe and they when I said never mind, please cancel The order was a week ago.They haven't responded. They haven't answered me. If they had said, Oh,sorry to hear that. Can we talk about this? When are you going to need a car?Next et cetera? And now what's going to happen is I'll probably need a caragain in July or August as well, because we're not. We're traveling backand forth a lot, so we're just going to go find the best deal now again and goto somewhere else. If this dealership had actually built a relationship withus, we would have gone right back to him going yet? Sorry, we're going tohold off. If they had let us sign, we would have had a car right now, Butthey didn't. So then it was like, Okay, well, we're going to hold off, but westill need to buy a car in a few months, so I will just come right back to you.And now we don't even have that. There's no loyalty, because why wedon't even have a relationship. I have been taking care of us. Haven'tresponded to my last message. Wow, what's your take on to this end?Kind of segue weighing into a shiny object. Yeah. What? What's yourthoughts on emerging trends like car purchasing online? The rooms, thecarbon knows the, um what am I missing? There's another one that I'm missing.This this idea of you can just buy it online and the car shows up in yourdriver. Kind of like the Tesla model.

Now, dealers are scrambling, especiallywith covid where they're like, we have to be able to digitally retail avehicle. And so now they're Focus is all on this. This tech. My opinion isthat's fantastic. However, what about the segment of the market like mymother in law, who believes that if she doesn't specifically, click the signout button on her Yahoo email account that her emails start floating out intothe ether like she's never gonna buy a car line? So what about this? Thissegment of the market or the segments of the market who still are in aposition to buy a vehicle who will never buy online? Do you have a processto support this? Because it's still going to come down to experience, in myopinion, But I'm curious on your take. I think that I'm all for Omni Channel,meaning when things pop up that are good places to sell, cars do it. And soif you can take advantage of platforms out there, don't jump in earlier. Idon't think there's a lot of benefit being enjoy adopters these platforms.But I think once you see traction pick up and they're actually selling carsand you start hearing your customers went on, What's the big one out here?Fair is the big one in the way. Why won't you hear? Hear that taking off?Then it's like, Okay, maybe we should look into how this bear is partneredwith dealerships, so why wouldn't you? It's another channel to sell cars, so Ithink you know, if history shows us one thing, it's resistance to innovationtends to leave you behind, so I think it's a balance. Don't chase the shinyobjects. Don't be the first mover, but once there is a market created and itseems to be a good revenue stream, do it. It's like all the fashion brandsthat resisted E Commerce forever. And now in Covid. They're screwed becausethat's where all purchases went. And so versus all the companies have jumpedinto. It did really well. So doing it wrong, they will be wasted effort whenit comes to innovation. And also don't as I agree with you, don't chase theChinese object the first time it comes on market. But as you start to seeactually trends, uh, surface go for both because I agree with the peoplethat jump in and people that don't and painting a broad brush Or like I guess,if you're starting your business from scratch and someone goes, you're gonnastart a business. Uh, would you rather see if you can open it up to anycustomer that wants to buy a car? Or would you rather focus on just thepeople that don't like the Internet? I'm gonna go for everyone like I'mgonna open it up and, like, maybe there's a brand that needs to be builtaround people that hate the Internet, they want to buy cars, But I don'treally care to play. And that's not what I'm trying to build them. Tryingto build a nice car dealership. I'm actually invested into car dealerships.And so I'd rather open it up to all types of distribution. Oh, see? Well,there's a little Jim had. No. So you're a dealer, Essentially. You know, that'sYeah, that's amazing. Uh, like a Mark Walberg kind of way, because I thinkhe's bought two or three are invested in a definitely not my name on it. I'm,like, silent minority investor. Yeah, so? So my question to that point is,how do you, um how do you navigate all of the thingsthat you could do and whittle it down to the things that you should do? Uh, I look at the actual friction inthe business. So instead of saying, like the things you could do ourinfinite. So it's actually like, Where do I in this where you just have to bea good business owner. Like, where do I see the biggest friction that has thebiggest opportunity? What are the biggest levers to pull and the lowhanging fruit that actually affect my business currently? Where am I havingchallenges And how do I fix those? That's what I focus on. It's less about.What could I do, and then, in terms of a new opportunities, expansionopportunities, I look at less friction dealing with that right now. I'm sorry,Google. It's going off. But, uh, I looked at, uh, where the WestRestriction to get something going with the highest opportunity because what Inoticed, too, is a lot of people go into new innovation and want to buildout their business. Opened another dealership, whatever it is, and they gofor something that's really challenging. And through that process, the return ontheir actual effort becomes way well, well. And so I try to find things thatI can seamlessly add to my business by hiring one more person. You're buildingout a little bit of spending a little time on it, but then it it folds rightin nicely versus launching something...

...completely new. That takes a ton of mytime to build that thing out because the risk reward the risk is my time ona lot of these things. And so if I have to spend a ton of time on it, then therisk reward ratio goes way down versus even if the rewards similar bigger. Itry to find things that I can again really easily launch off of what I'mdoing and use it as a platform. So but dealerships again, I'd be looking atstuff that are really easy to integrate, really easy to get going and fix allthose first and then start to look at what the next thing is. All of that. Um I guess my one of my last questionsto you would be this, um, in scaling your business in looking for the painpoints and creating a solution from an organizational perspective as theleader, how do you and polling knowing whichlever to pull or that you're going to spend most of your focus on How do younavigate? Because And I guess some backup here is Obviously, I think allbusiness owners always kind of feel the urgency of We need to do this now. Weneed to move on that now. How do you navigate or what would you say to tothe business that says, man, I've got all these plates spinning. But how do Iget to movement? How do I actually get to growth? How do I navigate theurgency of things? I feel like we need to do now. But that or maybe not doingbecause that's something that I think perpetually a lot of business ownersstruggle with watching what's out there in the market again. The biggest way Ido that is just knowing my business. Like, where are the pain points? Whatis breaking, where can I improve and then talking to people in all differentindustries and staying in touch with a lot of other owners and the kind ofideas they're having and listening a lot? Clubhouse has been great, caringwhat other people are up to and then being really reactive in that sense,like quick to react and going. That's a great idea, like let's go like let'simplement that and having a good team to help you implement initiatives. Thatcould be interesting because I think I I see this with a lot of cardealerships, like they get stuck in the same cadence of the same thing fordecades and they don't innovate. They don't do try new things and, like Ithink, you know, part of succeeding is just those little innovation hits. Idon't think it has to be like a stressed again anxious driven like wehave to constantly innovate, but like you should be looking at ways toimprove all the time, too. And, like, how can we do this a little better anda little better and incremental improvements that over time you are wayahead of the competition? Because you I spent 10 years improving instead of 10years stagnating, right? It's the journey of an entrepreneur. It's thatroller coaster. Have you ever seen that mean where it's like I'm the best? Holycrap. We're going out of business. We've all felt it. Yeah, it's not agame that's for the faint of heart, that's for sure, Is it? It's not. But Ialso I'm on that note. I've definitely found that, like it's important toremind yourself that it's a choice. You can always get a fucking job. So youchose to be an entrepreneur and a business owner. And so when you realizethat you can kind of accept the issues and know that running a business,you're going to deal with the biggest problems of the business, that's thejob, accept it and then frankly, starts hitting the emotional side of you a lotless. But It's like, Yeah, that's what I signed up for. When you feel theempowerment of a choice, it probably doesn't. I can tell you from experience.It stops hitting as hard when you have a problem. I love a man. Holy smokes.The value that's been dropped in the last 25 minutes by my man Eric Who? WeWe realized we're closer than we think. Through clubhouse if you're not thereyet. Well, sorry. Not sorry, but how do we build? How do we build foam O r?Yeah. Love it, man. I want to thank you so much for joining me on the podcast.How can those listening get in touch with you? Any social channel for slashDoberman. Super easy. Just mention this podcast. And yeah, so I know it's notsome random spam. Amazing man. Thanks so much for joining me on the dealerplaybook. Thank you. I'm Michel Cirillo, and you've beenlistening to the dealer playbook. Podcast. If you haven't yet, pleaseclick the subscribe button wherever you're listening. Right now, leave arating or review and share it with a...

...colleague. If you're ready to make bigchanges in your life and career and want to connect with positive,nurturing automotive professionals. Join my exclusive dpb pro community onFacebook. That's where we share information, ideas and content thatisn't shared anywhere else. I can't wait to meet you there. Thanks forlistening.

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