The Dealer Playbook
The Dealer Playbook

Episode · 7 years ago

Subi Ghosh: Building A Successful Dealership eCommerce Department


  Just because things have always been done a certain way in automotive, does not mean we have to continue doing things that way.


Subi Ghosh


 Welcome back and thanks for checking out 'The Dealer Playbook" podcast session 17. We are so glad you are here!


 We are extra excited for todays session and know you will get a lot out of it.


 Subi Ghosh VP of Marketing for Dealer Authority has been knee deep in auto dealerships eCommerce operations for 6 years at the time of this podcast. 


 Subi is the first female guest for "The Dealer Playbook" and she is a wealth of knowledge when it comes to internet sales at the dealership level. 


Building From Scratch 


 Prior to joining forces with brilliant automotive marketing mind JD Rucker and his new company Dealer Authority, she implemented ground up strategies to take their internet presence and sales to new levels. 


 Without further to do, grab a pad and pen, shut off any distractions if possible and lets dive into this session of "The Dealer Playbook" 


 What you will learn more about in this session 


  • The importance of a mission statement for the team
  • Launching a internship at your dealership 
  • The key benefits to launching a internship in your dealership
  • Again the importance of continual education (starting to see a pattern?)
  • Tips for building a successful eCommerce department


 All of that plus some more bonus nuggets tossed in!


 Be sure to check out what Dealer Authority has going on at their website 


 Be sure to connect with Subi on Twitter 




 You can also engage with Subi Ghosh via email right here 


 Let us hear it 


 This is where we want to hear your voice. We want your thoughts, opinions, questions, complaints, whatever you feel like saying, drop it in the comment section below. 


 Make sure you are signed up for the 'The Dealer Playbook" to have the latest episode dropped off right in your inbox. 


 See you next time!!! 





You're listening to the dealer playbook podcast, episode seventeen with Suby Ghosh. Here we go. You're dialed into thedealer playbook podcast, where it's all about winning auto dealer strategies that deliver provenresults. And now your hosts, Robert Weissman and Michael Cirillo. Hello andthank you so much for listening into the dealer playbook. We appreciate you beinghere and tuning in and checking out all of the dealer playbook podcasts. Thisis episode seventeen. It's been a lot of fun sitting down with some ofthe biggest names in the automotive industry. The dealer playbook is all about deliveringwinning auto dealer strategies. You know, the things that you can really do, sink your teeth into today to make a difference in your own personal life, in your role at the dealership and ultimately to help the the dealership aswell succeed. And you know that's the big part of this, winning autodealer strategies that deliver real results. I'm here with my man, Robert Wiseman. Robert, how you doing, buddy? I am doing fantastic. Michael.I'm a super excited for this episode of the dealer play. Well,there I open that one up. I felt like I'd been saying that waytoo much. I needed you, I needed to hear it from you.So I am pumped up and psyched up. Everybody, thanks for being here.You know, we hope that one of you out of all that we'vebeen getting with Mike, when I've been blown away with the support. Sowe just hope one person is taken something, if just one is taken something andputting it in the action that I mean, that's that's a big thing. I feel like you listening in your here because you want to make bigthings happen for yourself, and that's really the objective of what we're doing here. The guest on the show today is somebody that we respect. She's somuch fun and she happens to be the very first of what we hope ismany powerhouse female representatives of the automotive business. Today we're sitting down with sue beGhosh, WHO's currently the vice president of marketing over at Dealer Authority.That's Jadie Rucker's Gig that he's got going on, which is exploding and gainingup a ton of traction. We encourage you to check them out. Butprevious two joining dealer authority. Sue Be was the sales and e commerce directorat Joyce Kon's Honda, Buick GMC and she came into the business without previousexperience. You'll hear her talk about how it was kind of by accident.But you know what, she put herself in a position where she actually absolutelythrived, and that's something that we're extremely passionate about, is not just surviving, thriving. So I think, Robert, but you know, without further delay, let's just jump into this. will let sue be do her thing. You guys will all be incredibly impressed. Don't forget to check out the shownotes as well, where we will link you up with sue be andgive you her contact info and give a recap of this episode. Check itout. All right, everybody, today... an extraordinary day in fact,and I don't typically like to draw too much attention to this, but thisis actually the first time that we've had a woman in the car business onthe show. Yeah, we are here with Suebi, Sueb. Thank you. Yeah, for I don't we've never it was turned into well, Isaid to Robert, this is turn it into a man show and we can'thave that. So we are so extremely delighted to have you on the show. Thank you so much for being here with US too. Be Thank youso much for having me. Okay, so you and I talk, youknow, frequently about things that were super passionate about, but we decided toput those on the shelf for the time being. Yeah, because we wantto, you know, we want to talk to people today about those listeningin, about, you know, your experience inside the dealership and really whatyou did to flourish there and be, you know, as successful as youwere in build the name for yourself that you have. For those of youthat don't know Suebi, she's the Vice President of marketing at dealer authority.If you know Jad Rucker then you know dealer authority and she is doing someextremely incredible things there. But previous two dealer authority sub started, she wasthe sales and e commerce director at Joyce coon's Honda, Buick GMC, andso we felt it just so extremely valuable to have her on. I meanshe's a she's an encyclopedia of online knowledge and but what we wanted to talkabout with you, sue be was your experience inside the dealership to help othersales an e commerce directors or Internet directors or sales directors with the things thatthey can do to really kind of excel in their position, to help thedealership, to help themselves, to help their team. So, you know, the first question I had for you was you had mentioned you were youwere in that or in the dealership for six years starting out in the carbusiness. You had mentioned it was by accident. Yeah, what what kindof overwhelmed you or what were some of the obstacles that you faced starting outin the industry or starting out in the dealership? Well, I think phoneconversations that have had with other Internet automotive professionals, when I say by accident, something that a lot of people seem to it resonates because I don't knowif we've given enough of a good reputation to what automotive jobs can be forpeople and how lucrative and and and honestly, it's just fun. It's fun whatI do and I just started out being an assistant for an Internet managerand I would just do my job and do it well, and that's Iknow that that sounds like I'm, you know, blowing myself up a littlebit, but I think that's the difference. No, I I don't mean itin that way. It's I just want to do the best that Ipossibly could. And when it came time for me to get a real job, quote unquote, I was finishing out... school work and going into thefield of you know that I was studying, which, ironically, I use mydegree more than anybody that I graduated with, and in sociology and mentalhealth, I said, in the dealership every single day. But realistically,I only knew what I knew from what I was taught, and what Iwas taught was make plans, be regimented, learn as much as you can andlearn to apply it. And that wasn't there. A lot of dealershipsdon't have that kind of structure. So the first thing that I did wasapply the structure. I didn't know what I was doing at the time washelping me really make that department successful. I was just doing what I couldto make it day by day, and that structure of templates and giving myteam scripts on what to say. I was just doing it because it waseasy and it was fast. But applying a structure where none exists can canhelp so much. Little things like that. I made business plans and mission statementsbecause that's what I was taught in college. I didn't know any differently, and my owner looked at me like I was crazy sometimes, but ithelped me make my case of what we needed. I started pulling studies andfacts from all the different for dums. Those are kinds of things that Iwould present to them and then break it down. I call it hustling backwards. It's a term that I got from my sociology background, but it's breakingdown any number that you want into numbers that the person you're presenting it isgoing to understand. So if I wanted a team to help me or anindividual to be hired, I would take that. I would take a numberof leads. I would back it up into sales. That obviously gem's anddealers want to know how many sales it's going to get and how much money'sgoing to make them. That's that. Those are terms that they understand.So I would take what I have and what I was accomplishing and then Iwould take the number that we have and what we should be accomplishing and what'sa reasonable number to get there. So if I knew that to get thebest results, an individuals shouldn't be really taking on more than a hundred andfifty to two hundred leads, and at you know, back then ten percentclothes was what we were using. I would show them the difference and itstarted to build a case for me. So I went from being a onemandepartment to, by the time that I left my first dealership, I hadfor individuals answering the leads, and then I had three departments that they handedover to me. So it starts to grow from those little things that youcan do to really show a more professional structured sure. Yeah, you saidsomething that stood out to me. It reminded me of our actually our recentconversation with grant car down and he talks a lot about training and how ithas to happen in sequence, and you...

...said something to me that really stoodout. I'm sitting here taking notes. You talked about a business plan anda mission statement. First off, Michael, go for it. That Subi isbeing quite pleasant. Okay, that there's no way you can say thatanything about that reminded you of our conversation with grant card. There it isdropping the bomb. Well, you know what, Card own was pleasant forme. He had something out for you. So, but a Subi. Soyou go back and it makes me think of something. And and you'retalking about going in for this, this position like this. That's just,you know, a car business position. But you're doing like so much ofthat, you said, execute on things that you that that were no brainersbecause of college, like doing research and and you know what I mean,looking for scripts on the forums, learning what's working. You know. Okay, well, that's kind of where I was going with this. Right,and Ayah, and and and and it's the thing is, it's like howbig of an issue do you think it is really this kind of off topic, but of a dealerships appealing to people like that, you know, likewhy isn't the kid? Why isn't there an eight year old saying I wantto be in the car business when I grow up? And you know,it's so glory. There's a lot of glory in it. You know,there's chest pounding that it there. It appeals. There's a sex appeal toit. There really is for both thought, you know, for you know anybodyto really find a place. Yeah, and there's so many different kinds ofroles. I mean, you give me a person with almost any personalityand you can fit them into a different role in the dealership. I thinkas a culture it starts from anybody. Everyone says that, you know,the culture starts from just the top, and I would agree. If youwant a culture to stick for a dealership, that you want it to come fromthe top, you want management to buy in, but it also startswith you. It starts with any individual. When I walked into my dealership,my first dealership, it didn't really have that kind of support. Ididn't have, you know, a blueprint of what I needed to do,and my blueprint was, believe it or not, dealer refresh and the forums. I learned everything from talking to people that were in my shoes and networkingand and just kind of piecing it together from different points of view and testingit out. But that applying that kind of creating my own blueprint and applyingit to what I was doing, just trial and error, really helped meget through it. How crucial was, how crucial was your mission statement thatyou created to building the culture of your team okay. So a lot oftimes when we talk about culture, I try to think back to what itwas that I did uniquely because I started an intern department because I didn't reallyhave a budget in my first dealership and so I started this internship and itwas a lot of work. I put... a lot of hours, butI also got a lot of hours in return. So I would spend anextra, you know, ten hours a week because you have to coach internsa certain way and you have to, you know, fill out reports andtrain them seventy percent of the time. But for for interns to come in, that's so many more hours that I was gaining. So I just putthis internship together. I coached them on, you know, menial tasks that wouldjust take time, but I was also teaching them writing job descriptions andthings like that, writing descriptions for vehicles, sorry, and blog articles and thingsthat would help with my seo and things that would like listings and reviewsand social media. Okay, so this is good. That's good. Soso about intern so that they're taking care of so much of that. Thatof a lot of stuff that that most dealers today. I'm going to giveyou know what I mean. I'm going to give a give a lot ofcredit right here, but that most dealers, I think they know that kind ofstuff needs to be done. You know what I mean. But it'sreally getting the type of people to to do that. So when when puttingtogether an internship I'm talking about, you say it's a lot of work,and I get it, like working with the interns and getting them trained,getting them prepped and and all that. But what about like getting that gettingthat kind of your deal dealership approved for that kind of program it's actually notas difficult as you would think, because every university has so many students lookingfor internships and not enough internships to pass around. So if you go toany university, Community College, it really doesn't matter. You approach them andsay, you know, I have this internship. It's in digital marketing,it's in reputation management, it's in customer service, as long as you haveat least somebody who's going to teach them how to do stuff. Every singleuniversity's rules are different. So the one by me they had to be learningsomething at least thirty percent of the time that they spend. So if they'rein your dealership for forty hours. Thirty percent of that they need to beactively engaging in learning something. They can't just do menial tasks the whole time. There are some that only have ten percent. So when you look atthat, you structure your goals of what that internships going to be, whatthey're going to be working on and in today's market place, realistically, withthe amount of digital help that dealerships need to fill that time pretty they're fulfilledwith those people in their eager kids to be out there doing that instead ofsitting in a classroom. Right, am I wrong? I mean and youget and you get hands on application of the latest things that they're learning inuniversity too. You're not just getting what you learn and team to them andhopefully they can figure it out. I really only had out of the twelveor fifteen interns that I worked with in my time at Basil, I onlyhad one real issue with someone coming to work hungover that I had to firean unbid in during well, I mean...

...that's a the stales the a lotof sales floors are filled with people. Huever so cut its turns in theback sit so look that. I think that's a good, good, youknow, tactic right there, especially with school or in the mississid you know, if you're listening right now, this is summer top where, you know, near the end of July. So schools are getting ready to come backin. Just takes maybe a phone call, and you know it's probably be wortheven the persistence of a couple phone calls if that's what it takes toget that done, because you got free help and again, look, youcould find, you know, a future star employee for your organization. You'regoing to get free help and you're going to get again there anything that theybring to the table to act, and you get a lot of times nowwith what they've been given as they learn right, we didn't, we weren'tborn with laptops in our laps learning all of the nooks and crannies that wespend hours and hours reading and studying to figure out. This is. Thisis all stuff that comes natural to them. So if we put it in theirhands and and cultivate them and teach them, you come up with yournext Internet manager and your next customer service person or your social media person.You know, a lot of times you can hire these kids and they areeager and they they understand the the pros and cons of working with you andyou're breaking down those barriers we were talking about. How do we get kidslike that into dealerships? You create that culture where it's a fun place forthem to be. Generation now is looking for a good work life balance.I have this phrase that I stick to and every time I find myself slippingI say it to myself over and over again, and it's simple. Justbecause it's been done a certain way doesn't mean we have to continue doing itthat way. For Automotive I didn't know what I was doing, so Iput things in place. If I look back on it and I talked tosome of you, know, my friends that I've made in the industry,they can't believe that I did something like that, that I've achieved something likethat. And that wasn't my intention. I just wanted to stay afloat.So I if it can be done when people don't know any better, Ithink sometimes we stand in our own way because it's been done this way.Why why can't why can't we have schedules that aren't nine to nine? Whycan't we have a little bit more of an easier schedule for people. Itjust takes one person to think that differently and to put it in play andtest it out when you embarked on this, though, so I just heard yousay that you kind of didn't know really what way you wanted to gowith it. Are we saying that you know it's not necessarily important to havesome sort of an onboarding process for these interns or some sort of a curriculumof what you want to cover with them, or is it just hey, let'sget into this, we're going to learn together as we go? Yeah, so when I first created it,...

I had kind of like a topten of what I'm going to be teaching them and what what they're going tobe working on, and that top ten was very simple. Reputation management,social media, SEO, websites, customer relations, you know, you youlist out the things that are your weaknesses and then you cultivate your internship aroundthat. You teach them that ten percent, and believe me when I say youlearn about fifty percent from them. So it doesn't have to be sodefined. It really the time to set it up and management managing it.It's not as complicated as it seems. Two emails. I didn't send morethan two emails to any of the universities I wanted to pair with before Igot an internship set up. Cool, that's free labor and then that you'regoing to learn from to you know what's not technically free, because that there'sthe time that's invested by somebody that's getting paid. That's training, but it'sa fair exchange's two different types of internships. There's paid and unpaid. Unpaid theyget paid in credit, and I actually refer the unpaid because they havesomething to lose by not learning. They have to write a paper at theend of their internship as to what they learned and what they participated in andhow they picked up new techniques. And when you have someone that's more engagedin that way, and I'm not saying that you want to be cheap aboutit. So what? For one of my intern sections, what we didis with the unpaid interns, we did like a scholarship at the end.It's less, really, when you do the math, it's way less thanyou would be spending on a fulltime employee, but it gives them something to worktowards because they're getting credit for it and you're helping the community cool whenjust to kind of keep it moving? Sure, when did you? Whendid it kind of click for you and you said, okay, something bigis happening here. What we're kind of the indicators for you that you wereonto something that was working well. So, like I said, I was onthe forums. Dealer refresh was my Bible back then because I didn't reallynetwork. I'm sure many dealers will feel like they're alone, and for meto network with peers that were going through the same thing was exceptionally important becauseI didn't have co workers, I had salespeople and I had managers that didn'tunderstand what I was doing and I had a dealer that, you know,really supported me but really had no clue if I was working out at all. So networking with my peers, bouncing ideas off of them and then andthen tracking it. So I learned a little bit about Seo. I'm noexpert on Seo, but I learned the...

...basics of what I really need todo and then I tested it and then I tracked everything. And a dealershipthat really genuinely was good people, that was doing great business. They weren'tgetting visibility and just a few tweaks here and there, within a few weekswe started showing up on the first page of Google and that was a hugewin for me because that's something there are fiable that my sales manager and mydealer could see and they can taste it. It's tangible to them. And onceI started doing that, I started testing other things in other avenues andhonestly, I was in the industry for about three years just networking here andthere before I really felt like, you know, as a dealer I couldmake a difference. I could, I could really make a difference because Ihad other peers reaching out to me wanting to hear my voice on things.So that, to me, was that that click that my peers that I'vebeen networking with, we're coming to me asking me for advice, because Iwas kind of trying to pay it forward. I just kind of fell in lovewith it along the way. Would you suggest that? I mean,ultimately, if somebody who's in your position it with regards to what we're talkingabout, they need to have the support of the dealer principle or general manager. So that now, I mean, I guess what I'm getting at is, were you afraid of testing things because they might fail, or was itmore like no, you know what, we realize we have to grow andthe only way we're going to grow is by trying new things. I saygive them how I think there are big things that you need to to gettheir approval on, but I would present maybe ten ideas. This is somethingI learned from psychology. So you sandwich in a bunch of different ideas thatyou want to try and when you have that many ideas, they find itvery difficult to shoot down all of them. So you take one or two thatthey're okay with and you test it. A lot of the things I didwas out of pocket just to kind of see what I could do.I tried facebook advertising when it was brand Spankin new just to see where itwould go, and then I saw this benefit from putting in twenty thirty bucksand I would take that to them and then they would reimburse me and thengive me a budget for it. I think you have to take some chancesto really succeed at anything. If you if you just do what you're told, you're not really thinking outside the box, and I am someone who likes tofind what it is that I need to do and learn it completely.I think in this industry sometimes there's so much information out there and there's somany different opinions on what works and what doesn't work, and I think we'rekind of hurting ourselves if we just go by one person's opinion. So readinginto all of it, learning as much as you can and then kind oftesting little things on your own that maybe...

...your dealers not paying attention to ordoesn't think that it's important. Put in the time that they require of you, but also put in time to kind of test things for yourself and challengeyourself. I think that's the exciting stuff. I think that's when you get reallyinto it and start to make a name for yourself in the dealership thatyou're in. One of the things, if I can say something the dealers, is don't don't let anybody tell you that you can't do something. Ifthey don't understand it, then keep fighting to prove them wrong, but doit in ways that are verifiable in track it and eventually you'll turn them.You'll turn every single one of them. When I left my first dealership,they didn't want me to leave, but the quote that really kind of clickedfor me that I needed to move on was that I felt like I wasn'tgrowing anymore. Here's my plan for next year. What can I you know, what can I get for next year? And my dealer, I kid younot, looked me in the eyes and said I love what you're doing, everything's perfect, but let's just wait for the Internet to go away.Now I don't know if it was a hundred percent serious or not, butI just knew in that moment that I wasn't challenging myself and the moment youfeel that way, loyalty is something that we fight an automotive all the time, but when you feel like you're not providing for your dealer what you wantto, it's okay to make a move because you're hurting yourself, you're hurtingyour career and you're hurting the dealership and it's not fair on any front.You know, you said something to that resonates with me, I think.I think a lot of the time we fail to remember that. You know, dealerships are small and medium sized businesses. Yeah, and and I think ofmy own business and our own journey just growing the business. There wereso many times, like you said, where we just had to try thingsto see how it would work for us in the market we're in, inthe you know, with the consumer climate the way it is, and notbe afraid to see certain things flop, but also be prepared to see certainthings explode for us. And and I think somewhere along the way, youknow, I think a lot of dealerships are in the position where there theyyou know, for lack of better words, or maybe fearful of spending money onthe unknown. But I think, like you said, they have totake chances and in so doing, I think as long as the mentality isthat you are going to take chances, knowing that those chances are there tohelp progress the business and to help progress the individuals that work there, thatit is really a win win. It's not just the loss of money orthe gaining of money, it's building this atmosphere where people can grow, whereyou, your business, can grow in the community, where you can growas an individual. And so thank you for saying that, because that's somethingthat resonates with me. But yeah,...

...the Internet's not going anywhere. Weshould send a memo. You know, when I go back to visit wehave some pretty comical conversations about you know, they've all come back to me.They all every place that I've left thus far. I've been really blessedwhere they I still have good relationships with every single place and they understand myvision now, sometimes in retrospect, but it's nice to be able to havethose conversations because sometimes it does take time for them to see it. Becausethis is my view on it. We can't blame the sales managers who aretaught by the sales managers before them, because that is what they were taught, that is what they know. So I take it upon myself to teachthem something different, because I'm not always going to be right, but Imight be able to present the case to them that speaks to them, insomething that in a way that they're going to understand. So, and that'sthe fun thing about business. Yeah, trying it, just try it isthat I mean. And Doing Business Online, I mean, even makes the caseeasier to present because everything can be tracked and measured. Yeah, andfor all my dealer friends that ask me, you know, how do I getthe buy and how do I get the authority that you had? Ididn't, I didn't start with that. It took me a long time tobe able to get that and it really just there's two things. Well,and you were talking about spending your own money. How many people are willingto spend their own money to go out on a limb and do that topresent the case? Well, well, there's two things that I live by. One is learn absolutely as much as you can about your role and everythingthat that roll entails, because a lot of times the people in the dealershipdon't know how to give you direction because they don't understand it. They don'tunderstand the Internet, they don't understand paper click, they don't understand Seo,they don't understand the the knittygreed details about the website. They just know it'simportant, but they don't know everything about it. And it's your job that, if it's on your job description, learn everything. Don't don't be asurface scratcher, don't hoard responsibilities and make them come to you for things.Instead, be an authority on it, so they need to come to you. You don't have to hoard response, I heard, or responsibilities on lovein that it's I'm sure you've been around a manager too that tries to keepeverything so secret that it makes them relevant and it makes them needed by thedealership, but in fact it makes them shady and people don't trust them.So instead, make yourself important and and need needed by the dealership by reallybeing an authority and understanding it and challenging them and the other thing. Sothe second thing is take what's not yours. Sometimes they don't understand it, sometimesthey don't know how to. I've been told no for so many thingsand what I did was I would take departments. I started out being anInternet assistant and then the internet managers kind...

...of stopped showing up to work becauseI was doing his job in mine. So I became an Internet manager justby luck of the draw. And then, and then I took reputation management andI took social media. It wasn't something that I asked and and gotturned down, it was this is part of my job now and this iswhat I'm doing, and I felt like if more people just took and startedassuming responsibility instead of fearing the responsibility, then I think we'd all be ina better place. I love that feel the responsibility, don't fear the responsibility. Hey To be speaking of like always learning hmm and all it never stoppedlearning. Yeah, so I have a question for you. Since you havelearned to shoot dice in the craps in the casine. Now, how muchmoney have you won? I never forget my time with you guys, becauseI am now up probably about seventeen or eighteen hundred dollars, and that isme being exceptionally cautious. So if I've a much bigger gambler, like someof the big ballers we were around, I probably would be up far morethan that. I remember showing you guys on that empty table and then itwas just a well, you were showing me and I'm standing here going I'mwatching a bunch of people lose money. We will sit there, but wewere with them. Were Paul say and sends you and his wife, MrsSensor. We were yelling. Yeah, that was the best night. Ownis my new favorite person. Yeah, that's all side. Okay. Soso just to kind of wrap this up, there's two action items there that I'mpicking up from you that I think some up the reason why you excelledin the way that you did in the and the reason why you continue toexcel. And it's been so much fun getting to know you and watching whatyou guys are accomplishing in your new position there at dealer authority. But it'sthat, no matter what you do, not speaking of you now, butspeaking of somebody who feels like they might be in the same position of notknowing where to get started. Whatever, first thing that you can do islearn your role like a crazy, raging fanatic. Learn as much as youcan. I talk about this a lot too. It's like, Hey,learn, learn as much as you possibly can. That way, if delegationcomes into play, you can hold somebody accountable and or do the work yourself. And I love the second thing that you said about taking what's not yoursand and and feeling the responsibility, not fearing the responsibility. In other words, don't let it debilitate you, let it, let it enhance your abilityto take action. Yeah, because a lot of times dealer staff come upto me and they asked me, you know, how do I create aname for myself? And I feel like my gut reaction is try not tocreate a name for yourself. If you're...

...trying, then you might just trya little too hard, but if you just focus on doing your job asbest as you can and then sharing that information. People will want to dowhat you're doing and want to see what you're doing. And I don't thinkthat I'm an authority on anything really. I just all I know is whatI did and I hope to share that and you know, I tell everydealer and I'll say the same for anybody listening. Feel free to call meor tweet me or email me. I I like passing on what I've learnedfrom the amazing people that pass it on to me before. You know,I started out just the girls trying to figure it out, and really amazingpeople like Joe Webb and Bill Playford and Ralph Paglia and Jim Ziggler, allthese people that I networked with just answered questions for me and pointed me indirections and I gathered all that and hoarded the information and thank God, Imade something for myself. Sounds Great. So so you mentioned that. Howcan the listeners get a hold of you? What's the best way for them toget ahold of your email? Twitter me, Stub at dealer authoritycom.That's Subi at dealer authoritycom or twitter at to be one hundred and one,or facebook me, sub Gosh, I think I'm the only one in theautomotive industry. Yeah, just add me and send me a question and I'llbe more than happy to help. Awesome Soue be, thank you so much. We love and respect you and glad to be associated with you. Andand listen. For those of you listening, absolutely check out sue be in thework she's doing over at dealer authority. And you know what, we're goingto cut it off there. That was there were so many power nuggetsand bombs in there that we we don't want to we don't want people's brainzoosing out of their ears. Li listening to this. So thank you,thank you. Thank you so much for being on the show with us today. I hope I thanks to like an idiot. No, you don't.Yeah, you sound like a rock star. Yeah, thank you. And justlike that, everybody. That was our friends to be again from adealer authority. Check them out. Dealer authoritycom friend of ours, also JadeRucker's, it's Michael said Gig get over there and check them out. Michael, I, you know, as expected. I always said, you know,it's always good to converse with sub and and I thought that it wasa it was a great another great, you know, session in the CAN. What about you? Yeah, I think I love when there are clear, concise action items that come out of this, and she didn't fail todeliver. I mean just saying, you know, she had some actually realcool word tracks that I wrote down here in my notes, like don't,don't. What did she say? She said don't fear responsibility, feel theresponsibility, and I like the way that's...

...position because it kind of depicts likehey, take action, don't be debilitated, take action, don't be fearful totake action. So I really enjoyed that and just her reaffirming I mean, when you go back and you listen to other episodes of the dealer playbook, you're going to hear consistent theme, and it really has to do witheducation. It's like, Hey, learn as much as you possibly can.Be a fanatic about learning everything you can about your position, about the dealership, about the different departments, so that you can excel. There's no instancethat I can think of, or no indication that somebody that lacks in learningwill be able to dominate or achieve their personal definition of success. And shesays it just takes one to start that kind of culture in within a dealership. Sobs incredibly, will be that one to to make it. You knowin the end that it's pushed upon the people, that education is is key, because that's in, that's you know, believe it or not, it's actuallykind of like an easy path to success us. Is just learn right, no, that's not. It's not backbreaking, it's rewarding beyond beliefs.All right, Michael, another one down, man, great job. I'm havingsuch a blast do in these. Why don't you? You get tothe point quicker than me. Shout. Tell them where to tell them whereto find everything they need it. Regarding this podcast, yeah, so checkit out. You want to visit triple W DOTVD dealer playbookcom. That's wherethe show notes will be, but there's so many resources there. If yougo back and look at past episodes as well, you're going to see linksto books to be able to connect with best selling authors, social media experts, international, internationally recognized sales experts. So absolutely go check out the dealerplaybookcom and do us a favorite. Don't forget to subscribe. You'll see abox on the website where you can, you can put in your email addresswhere you'll get the latest episodes delivered autom magically to your inbox. That's right, I said auto magically. That's right, right to your inbox, so youcan keep up with everything that's going on. We are delivering some ofthe best information in the car business to you every single week, so we'dabsolutely love for you to be a part of it. Check it out,and don't forget to check out sue be triple wot dealer authoritycom or on twitter, sue bee hundred and one. No one there it is thanks, guys. We'll talk to you next time. See in a bit.

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