The Dealer Playbook
The Dealer Playbook

Episode 3 · 7 years ago

Tracy Myers: Giving a Wow Experience To Your Employees


The Dealer Playbook Episode 3


In the dealership business, your team’s attitude is crucial. Today's automotive consumers are smart. They know when you’re being sincere, and they know when you’re feeding them a line of bull.


Dive into this episode with one of the automotive industry’s top experts, Tracy Myers from Frank Myers Auto Maxx in Winston Salem, North Carolina. In this dose of the Dealer Playbook, learn some of Tracy’s key rituals and tips that propel his dealership toward constantly creating a positive work environment for his employees, resulting in a phenomenal experience for his customers. Tracy gives the play by play on how to build a thriving, positive dealership culture.


Keeping your service teams motivated not only creates a better dealership environment, but it sells more cars and repeat services. When you amp up your dealership culture so your staff is genuinely excited about your products, that energy is contagious. Before long, you’ve gained long-term customers who are pumped to be doing business with you.


Tracy is an undeniable expert when it comes to creating a ‘Disney World’ kind of experience for every single person standing within his dealership property, but he’s quick to admit it’s a huge waste of time if your staff isn’t completely on board and proud to be a part of the team efforts..


As a dealer principal or any level of manager, you have the power to directly affect your employee’s work experiences and job satisfaction. Making changes as simple as showing interest in their personal lives and getting to know your team members can have an amazing affect on their attitude and commitment.


If your team doesn’t support your dealership’s message and objectives, all the sales training and product education in the world is worthless.

Tracy Myers Facebook:


Tracy Myers Twitter:


Tracy Myers Website:


Unfair Advantage Automotive Mastermind Group:

You're dialed into the dealer playbook podcast, where it's all about winning otter dealer strategies that deliver proven results. Andnow your hosts, Robert Weissman and Michael Cirillo. All right, and herewe are, everybody. This is the deal or playbook. I again amyour host, Robert Wiseman, my partner crime, Michael Sorillo, who couldnot make it here today, and if you have been tuned in and checkedout our previous episodes, which are available on Itunes, by the way,you have known that we have kind of been leading up to this point inyour operation to not just about attracting premium customers, but more so, dynamicsales professionals, those professionals that are going to be handling the clients, thecustomers that you are spending the majority of your marketing budget, all of yourmarketing budget, basically is is dedicated to bringing people into your facility, gettingthe call in, what have you. Well, these people that you arerecruiting, your bringing in and training, etc. To handle them, youknow they need to be on point, they need to be razor sharp.So how they feel daily and the the motivation that they have to come towork every day is to me, I think, one of the most important, you know, aspects of them working there. So, like I saidin the Intro, I am joined by the best of the best, notonly as creating a wow experience for the customers. That's one end of it, but the reason why the customers are so wild is because of the experiencethat the employees have here, you know, have in his facility. So Ihave the founder of the unfair automotid, automotive mastermind group and friend mentor,Tracy Myers. Tracy, what's up, brother, a man. Great behere and now. Thank you so much for having music yesterday. OhMan, listen, I thank you so much for cutting out the time andyour busiest man in the business. This guy is more businesses than you know. I can't even give you analogy, man, this guy gets it onman. Plus, he's got a wrestling promotion out there he never talks aboutbecause he's so humble, man, but I will go on for that forhours. So listen, Tracy. I'm going to jump right to this,because your times valuable, and so is everybody that's that's letting us come intotheir ear buds here today. So listen right before we jumped into this.We were talking about how you had a we saw it on facebook and anybody, if you don't know who tracy is and you don't know so we're talkingabout on how he posted on facebook he had one of his key team memberswho was moving on to bigger and better things. They had a big partyfor and stuff like that. It was wild. They're shoving cakes and people'sfaces. I mean to get a cake in your face that has to befrom friends and family. You know what I mean? Like, I'm notgoing to take a cake in the face from anybody. So to the dealorst anybody listening? Like, first off, Chasey, how important is it that? I mean, is step one, the experience for the customers. Isthat most important? Or is the most important part of of Your BusinessYour team and and the you know, the way your team feels and feelsabout the team and your operation. Yeah, so acts is a really good questionand the answers really simple, but so many people, especially in automotive, they just don't get it, because if your team's not feeling good aboutthemselves, if your team's not feeling motivated, if your team's not happy, ifyour team's not having the experience and the time of their life ai they'rehere or etcher dealership. Then you can create the best wow experience in theworld for the customers. But it's a facade. The customers are smart intoday's marketplace and they can see right through that facade. I mean you canhave game rooms and big, big screen TV's and giving away xboxes and youknow if you're you can see the you know someone that your team members eyes. That's the mirror to their soul and... can see the imptiness in somany team members eyes. Is I walk into dealerships across the country and Iconsult with dealers and I can get so much of a story the first thirtyseconds just walking into the show room. Nobody speaks to me. Everybody's headsdown. You might get a man help when you you know the typical stuff. You get it at a dealership. But it's that important to me thatthe team has the energy, in the excitement level, in the experience firstand you know, I really don't have to invest a lot in the customerexperience, even though I have, but I wouldn't have to because I reallyfeel that the team members are so pumped and they're so motivated and they're soexcited to be here at the dealership that they will automatically transcend over to thecustomers, which will automatically take their experience level man through the roof. Soyou're saying that, instead of allocating so much of your dollars your budget,whether it be marketing budget, whatever. I you know we have, youknow, a running a business, you only have x amount of dollars thatyou can invest back into it rather other than paying your people, etc.So you're saying that it would be a better move and a better strategy toinvest it into the experience and the happiness of your people on the front linethan it would be to attract, you know, thousands more people to callin and come to your show room. Absolutely, and I want up there. I say, and I've proven it not only at this store but otherstores that I've consulted and work with across the country, that you could actuallypay your team members less, not that you want to, but you couldpay them less if you created a better experience for them. I mean,okay, give all right. So if you can without you know, I'mnot asking you to come on here and give up all your secret and nevera magician. Never do that. But tell me, like, give it. Let's give everybody an example of what you mean by that. By like, what can you do to pay that? Not saying pay them less, butwhat? Forget about paying them less. Let's just say, what can youdo to enhance your team members experience? Well, the first thing that youreally need to do as a legal principal, general manager, General SalesManager, Internet manager, anyone that's leading the team, you got to getto know your team because if you don't know your team, it's just likeback finding when you're with the customer. You got to find out what theirlikes are, with your dislikes are, and get to know them one onone. For one of the first things I learned when I was selling cars, when I started selling cars for ever ago and I didn't have kids,and God told me said, Hey, look, look in their car.If you see a car seat or you see a sign of a kid,start talking about their kid and they will love you forever. Ask to seepictures of their kids and they'll love you forever. And I thought that wasthe craziest thing I've ever heard. But are you. You are a greatsalesperson, and you know that probably rings true with you as well. Men, you talk about somebody his kids and you being a dad, it justlike Kabam. Somebody talks about your kids and you automatically are drawn to thewell, your team members are exactly the same way. The SAD party isI can walk into dealerships and you can to anyone can go into a dealershipthat you don't wear, you don't know the people, and ask the teamleader what the salesperson's what their team members middle name as ask coming kids theyhave. That's what grades three and asked what their favorite songs are. That'swhat car their wife or their husband drives. You'll be blown away with the nonanswers you get in the blank stairs because they don't know who their peopleare. Good casing point and give you specific examples here. We create ourown music playlist here in the show room and anyone that's seen our videos orwatch their documentary car men, you'll you know, we say we pump themusic really loud on the show room and it's all energy field, fast paced, high thees premientic type music, because we want to we want the energylevel high in the show room well, one of the first things we dois we ask the team members when they come on board, you know,what are your favorite songs, what songs do you like? And we putthose songs that are family friendly of course,...

...on the playlist, because you knowthat that automatic and connects with them and we let them know that,hey, we put those songs on the playlist for you so automatically. Iknow it seems like it's something real simple on my newt and hey, what'sthe big deal about that? But it does a couple things. The biggestthose that shows as a team leader that you care about them and what theythink, and I think that that is so important in all industries from dayone, and we're not doing that. My training, when I got knottoindustry, they stuck me in a closet with some dhs tapes with the productknowledge. I came out, they say congratulations. The word certified wasn't abuzzword them, but they said, hey, congratulations, you're the equivalent certified.You're a Bugato pro. There's your desk, there's the keys, there'sthe bathroom, you work from here to here, there's the time clock.Good luck. That was the training I got. I didn't know. Ididn't know where to go for help. I didn't know, I didn't knownothing other than I can talk to people. So it was just like it isin most places now. It was sink or swim mentality. Right.Yeah, that sounds exactly like how most people are trained, how I wastrained. Just managed the VH, just rather the VHS right, right line, and did exactly. Yeah. So you know, you if and forgetthe product training, which or the training in general. That is important,but I say that you could buy pass most of the sales training if you'rerelating to your people and you're getting to know them and you know who theyare and you make them feel like they're important to the organization and they've gotpeople skills. Now one thing that in. Craig may have share this with you. I know you said you talked to Krid locker maybe the last showof the show before, and Craig's brilliant with this type thing. But youknow, I can train almost anybody to do anything, but it's tough toteach people skills. Yeah, like from an introvert to an extra vert.I and basic exactly. That's it. Exactly. You know the and that'sthat's something that I can't do. It's just not in my wheelhouse and don'tknow many people that can. And as a long drawn out project project.So if I've got an extrovert, though, or someone who can talk to peopleand listen to people, it's really easy for me to care about themand to get them involved in our culture from day one. That is soimportant. You know, we tend to work backwards in the automotive industry.Three weeks in, four weeks in the managers are in the meeting and theconversations generally. How many Johnny man he's really his numbers really stink. Willseems to be the problem. Well, you know, I don't think he'stalking to enough people. Well, why don't we work with him sitting intoa training school? Well, there's one coming up and in six weeks,if he makes it, makes it that long. Well, I don't wantto spend the money because I don't know if he's going to be here.Why don't you pull up Dave Anderson and because it's free and it's online andhe can read all that stuff from day we go to Youtube and watch thecard on videos and, you know, for three or four hours man heshould it. Will know by Friday if he's good or not. Well,number one. All that stuff is okay, but do it. At least toit from day one. It's not the right way, but at leastdo it from day one. They're doing it four and five and six weeksin. They don't feel like you care about them, they don't understand theculture and they sure don't care about you as a person. What makes youthink that the opposites ever going to happen? They're not going to care about yourcustomers, either them or the mission or like anything. And it's apaycheck to them. And when it becomes just about the paycheck, telling you, nobody wins. Now we all know that. That's why we go towork. We got to get the paycheck right. That's what pays the bills, that's what takes care of the family. However, when it's just about thepaycheck, and only the paycheck, then everybody loses. The customer loses, the team member loses, the management team loses, the deal principal losesand it's a vicious cycle that we've got to get out of in this industry. If we're going to step out of the stone ages and into the newmarket place, which is where we're at. We can learn all the technology inthe world and and and we can. We can hire grant Cardonn to bein our store and Tracy Myers and...

Robert Wiseman, and they're going tocontract us for eight, eight hours a day, all of us. Youknow, we're just going to rotate departments in is useless. Is Useless ifwe don't care about our people and and and really develop that culture with themthe store. So that's that kind of answers. What I was going togo into next that no matter what training or how often you train them orwhat what you know object you know responses to objections and what material you orhow prepared you get them, if they're not on board with with your dealershipsand message, the culture and they're motivated to be there, the best trainingin the world means nothing correct it's obsolete. It's a waste of money, soto speak. Right, you know, I'm not going to say it's atotal waste of money, but it's not going to help grow your organization. I mean some training, or even the best training, is better thannone, but they've got to buy into the store they've got to buy intothe mission, they've got to buy into the culture and, and you know, I don't really like the term drink the kool ai, but I can'tthink of a better term now they've really got drinked that Kholaid and believe itas a matter of fact. Our everybody rides program you know, we had, we have a mission about everybody rides program on. It's about who ishere to help from A to Z, and that's one of the things thatthat is part of our culture. If they don't believe that and almost getangry when somebody doubts it, then then I haven't done my job. Thatstarts from the top. Damn. Makes Sense. And Real quick on togo off the script here with that. So when you say that everybody ride, so is the guy that's first name is frank. I know his name, but I'm not going to drop name drop anybody that's not, you know, agreeing to be here. Last name begins with the G. No matterwhat you post on Facebook, for quote the photo of the day, thisguy does. Everybody rides every time, day in and day out. IsHe on boy? Is he on your team, or is he just amark, a super fan or he's a he's a mark in the superband,all the above. In a two years. I thought he worked here and heagreed profile. True Story. I thought he created somebody that worked here, that created a fake profile because it would be seconds. I can postsomething in seconds later. This this guy's popping up and everybody rides and itdoesn't matter where it's at. My first profiles, my business profiles, mymy dealership profile, and finally I kind of sent a private message over andsaid, Hey, dude, you kind of creeping me out a little bit. You know, I'd like to know who you are. This guy livesin South Carolina and has never bought a car here and he's not even inthe automotive industry. Now he's just he believes in our culture or thinks ourculture is pretty cool from what he's seen online. He really doesn't know itbecause he doesn't work here. But but you're right, that's the type thingthat you really need to try to create and develop. Yeah, the fat. I mean you have raving fans. It's yeah, yeah, so,I mean you always get all of your you know, your shine, alot of your hyped. A lot of people or you know, what you'reknown for is, I mean the marketing that you do. I mean you'realways outside the box. I mean you're probably the best in the business with, you know, just building the brand of the Frank Myers and everything thatyou guys do there. But, and that seems to get all the attention. But really so you're saying like would you if you didn't have the confidencein your team that you do now today? You spend everything that you do.I know is not cheap. It's not cheap at all. The thethe operations, even within the store, from at the unfair and vine unfairautomotive advantage mastermind group. You talked a lot about the the experience and whatyou do in store. So all of that, if your team is not, like your one hundred percent confident your team. You said before we cameon here that if you know you, if you fail as a leader,if you know you, basically you don't...

...believe in your people and if yourpeople aren't, you know, the best. So you feel that all the like, is it a waste? Would it be a waste of dollars,or would you put in the dollars, the effort, the time away fromyour family doing all the you know, the commercials and everything that you're doingto bring people into the store. How would that shift if you feel theteam wasn't, you know, up to par, or if you didn't believein them like you do? Well, look, and that's another great question, but it really happens step at a time, and people's looking at ouroperation for the first time outside, looking in, they see, oh myGod, look at all the working parts. I can't do that because I'm notTracy, I'm not Frank Myers Otto, and I can understand that. Butthe reality of it is is that we didn't used to have all thoseworking parts either. You've got to build a foundation and then add the layerson top of which layer did you get? Where did you start first? Didyou do like if you could go back? Did you do it theway that you would now? Absolutely not, and that's exactly where I was going. So we'll just go in that direction now. Actually started with withthe smoking mirrors first. I started with the bills and the whistles and allthe cool stuff for the customers, and I realized that that none of itwas really sticking with the customers. I mean it was cool for a fewseconds, but it were off really quick because I hadn't developed the culture withthe team, I hadn't invested in the team, I didn't have the experiencewith the team. So I flipped it. Eight to ten years ago. Istarted investing in the culture of the team and and I saw immediate results. Within Ninety Day, three, four or five months I saw immediate results. I saw a turnover go down, I saw enthusiasm go through the roof, I saw customer smile and more. Because here's what happened. It isto just the we've got a photo booth for anybody can use the photo boothand of course we give them the hats that we use. This kind ofour signature to take the photos and the photos of free and you can postthem, they can post them to facebook and it's a cool little too.However, just think about this. If there were a sign on the photobooth that said go to the front desk and get a token, right,yeah, that wouldn't hold the same value as if Chris says, Hey,little fella, come on over here, you had your picture made getting notcome with me, going to get a token, put this hat on me, we're going to get in here together, going to get a picture made.Watch is to make goofy faces. You got four pictures, read onehundred, twenty three. Bam, Bam, Bam, Bam. They going toget two copies. Going to give one to mom, once for therefrigerator, use one for a bookmark. Anyway you want to do it now, let's send the Secor to facebook. Where's your mom and Daddy? Ohreally, let's love me and get mom and dad over here. See.So, so now that they the team member, they've drunk the KOOL aid. They've got the buying of the excitement in the process. They've got thecustomer involved and it's a totally different nammock then just having a sign. Hey, get your picture made, get your token at the front desk. Yeah, and this one one my new small example, but everything in the storeslike that now, from the red carpet celebration at the end where everybody stopswhat they're doing and said Hey, ladies and gentlemen, was a girl's triotin all ages. Stand up, put your hands together. Welcome, withMSS Johnson, to the Frank Mar sin with the pride of two thousand andthirteen four fusion. Yeah, everybody stopping and little against. Excuse me onesecond. I'll be right back, even if you're in the middle of creditapplication or whatever, you know, a numbers as a hey, excuse meone minute. They stand up and of course, what's that guest say whenthey sit back down? What happened? Yeah, they own there, MrMrs Johnson, just took deliver. They're nice new a car. Oh,that's kind of cool. I don't have to do that. Do of coursethey really want to do it, but you know, hell yeah, everybodywants to do it, man, any wanted to so from the top down. So there's not somebody floating around on the show room like floor manager orsomebody that's responsible for making all that happen. I mean everybody from the top down, like from the frontline guy,...

...from the newest guy. Know yousaid that. You know, you have landyrds for the team. They havetheir own cartoon character, like their own character or whatever, of themselves onthere, and then they get pins like or like, you know, likethe football player gets, like the stars are in their helmet for like howlong they've been there and accomplishments and whatnot. So no matter if you're like afour star showroom general or you're like what you call the Green P orwhatever. I mean. That's everybody's skinting. I mean everybody knows how to handlelike that, that type of wow, this is what everybody do. It'sa matter of fact. I walked into the show room yesterday. Allthe salespeople are elbow to elbow with customers. There's about a forty five to fiftyminute wait for a salesperson, which is, you know, in ourstore. We consider that part of our culture because the you know, thehey, because we're been to an I can even recite a because our bigsound promotion. All our sales people are with guests one, at least oneguess right now. Most of them with at least two guests right now.But we'll be helping you out. The weight right now is forty to fortyfive minutes. But the good news is you'll be able to take advantage ofthe same great deals they're getting when they're available. So have a seat inour lounge. And what's your name? And they write it on the littlething and they take a number like in a sandwich shop. And but andthe ED part of the reason why they're waiting is because you only have xamount. You a you do a lot of marketing, you create that experience. Everybody wants to come in there, but you don't just hire or recruitanybody to take care of your clients. So I mean you'd rather them waita little bit to deal with people that you know that are trained highly,you know, trained and professional, to take care and handle the guests thatyou spend x amount of dollars to get in there, for sure, andin as part of it. I mean this is the empty restaurant theory thatnobody wants to really eat it at an empty restaurant right. They want toeat at the busy, full restaurant because they must be the best. SoI've always looked at it like, even if I'm not necessarily short staffed,I still would like the customer to wait, be seated in wait for five toten minutes. It's almost subconscious that this is the place to be.We they've really got something on here, that going on here that I wantto be a part of, and it's really no different than see a goodwell, I went to the apple store a few weeks ago and it wason a weekend, which was like the worst mistake ever right and there was, you know, they took my name and number and they said I wantto go to the you know, to the to the help desk or thesmart bar or whatever they to call it now, and there's like a fortyminute wait and I'm like really, will guess who waited? I wait.Yeah, you know. And the amazing thing when I tell I share thestory with people that we especially when weekends, we create a wait their first car, people generally say, why don't you hire more salespeople? Well,I can hire more sales people, sure, but it takes away from the culturethat we've created. And the other part of that equation is how manycar dealerships do you know that creates such a value proposition where the customer willwait for for exactly because where else can they go? You know what Imean? They usually can go right up the block and wait less and getthe same type of service, but maybe that they can get the same car. Yeah, and they can probably get the same car chief, and wecommunicate that to the guests, but they still wait. They'll drive thirty toforty five minutes to wait thirty to forty five minutes just to talk to asalesperson when no guarantee that they'll buy anything, but that's how they're included in theprocess. Now, while they're waiting, we use a lot of Disney techniques. I'm a huge Fan Disney, the the all the activities to dowhile they wait, and we do have gifts that come back to get thecar service and they come down to the show room because, sir, ourservice waiting area is a lot smaller. But they man, they like towatch the movies. We got, always got the movies playing, the popcorn, the gourmet coffee bar, the xbox, the old school arcade, we gotthe works and they like to come hang out. Did you put thatgood? What was that lighting thing we...

...talked about at the all this mastermind? What is it? Did you get that installed in there? Yet? Installed in the way colors? That's awesome. So all right, listen, I'm want to go. I'm going to roll into getting you off ofhere, man, because you know, I know that you're swamp. Areyou in the dealership right now? I mean, Oh yeah, all right, so I got two quick things to exee you with. So let meask you this so and and genuinely, because I know you're going to giveme a straight up. So if you if I just started on the showroom there and I've been, you know, all right, x amount of days. I don't know how long it takes. Is Probably I know youput them through a through a ringer, so to speak, meeting, notin a good way, before you just turn them loose. But how accessiblewith Tracy Myers, to from the newest guy to the veteran, to yourright to the ambassador, smiles, your right hand man, like, howaccessible are you to to these people? Sure so, the very first day. We never start a newby class, a green peak class, without mehaving their cell phone number and vice versa. That day that's one of the firstthings we do. Hey, welcome on, Tracy Myers. Here's here'sthe here's the we call five reasons why we live more and enjoyable, simpleand prosperous lives. And you can to it's a it's a pamphlet, brochure, wherever you call it for them to have. But as an introduction,let me get your cell phone number and I'm going to give you my cellphone number. And that's man, that's right off the bat. The secondthing they're going to do. Most of our on facebook, some of themon twitter, and you know because you hit me up. You if youdon't text me, I'm on facebook. Right. It's on my hip.Of course you get me on twitter as well, but most of the salespeople, for whatever reason, their own facebook. I might here's my personal, notmy business. He's my personal facebook. It's almost seven, you know,I think you you've hit me up. We talked wrestling, you know,midnight. Right. Absolutely, on facebook. It's not even a text. I don't know why, but that's just the way it is. Sohow accessible? The easy answer is if it's top down, top down.So they ever feel so, I mean and they feel that to they knowthat. Hey, like, if you talk to somebody that just started there, they'd know, like, Hey, if I had an idea or ifI had something I wanted to get, you know, to get to geta you know, to get the Tracy, they know they'd have no problem gettingit, getting it to you. Right. Yeah, so, ifthey're if I'm not getting feedback in ideas from these guys, number one,I'm creating the wrong type of culture. I'm creating the culture of fear andtoo many, too many leaders will, and I use that term loosely.Let's call them bosses. I don't want to be a boss. I trulywant to be a leader, but too many bosses create that whole fear fearthing where you know, I sign your paycheck and don't talk to me,I don't care about your ideas and you're smaller than I am. Look atI'll be the first admit I'm a marker at heart. I'm a people personat heart, I'm an entrepreneur at heart, but I rarely stay on the samething for a long period of time. So I couldn't do anything that Ido without these people this they're all the frontline and a lot of peoplesay, well, your sales people their front line. Well, I getwhere they're coming from, but look, when the car comes off the truck, without the truck throw of the car doesn't get here without the detail shot, the car doesn't get cleaned up without my text to all, doesn't getchange, don't get inspected without the porter. Didn't get moved to the front linewithout my salespeople. I don't have anybody Greek customers. That my financialdirector. I don't have anybody to get deals by that my sales man todon't have. You had to close the deal. That my bdrs, myBDM. I don't have anybody answer the phones. I couldn't do any ofthis without them. And do a hundred and sell a hundred fifty cards amonth or, as we say, provide a hundred fifty solutions a month.Gotcha. Yep, I mean you're right, man, one hundred percent. Sowe're up there right. Let me, we're going to hit this one andthen we're out of here. So what? What's one thing other thanshowing that you care, and I know that's important and we touched on that. Just showing that you care, that you're interested. You know things aboutyou know. You know their kids names, you know how many they have,and I saw that with at the mastermind when Kevin comes there. Imean guys have a present for his daughter every time. You know an Imean you know she's going to be there. You have something for which that's thatsays a lot. But so let's...

...take you know, most sales managers, you know Jim's whatever. They want to get everybody together, maybe oncea week, maybe twice, Saturday before a big meat before you know,meeting Saturday mornings before the big Saturday day or near the end of the month. I mean that stuff's just corny. Where you go with that to pumpyour team up? What is something that that that anybody listening that that's ina position of power can take and and and implement immediately and hopefully see somekind of, you know, results that that will, you know, getthat something out of their team. You know, get them fired up,making motivated, even if it's just for a little while, is but itwill last as long as they stick to doing this action on a consistent basis. You're so one of the first things I really learned in the automotive industry, and saddle it was five, six, seven years into my career, wasthe saying, without the whine, they will not buy, and thatwas when I learned it was geared from the salesperson to the customer. Right, and I think too many, too many sales trainers in automotive they're onlyteaching product, product knowledge now and true building value into the product. ButI think you take that statement to your team and your team members without thewhy they will not buy, a meaning, without why we do what we door why Tracy Myers is a car dealer. Why I do what Ido, they won't buy into the culture. Look at it that way right.So I encourage every dealer, GM, general sales manager, Internet sales director, whoever, like you said, as long as they're leading or supervisingany team member, and stop eating your lunch in your office, not goingto the Burger King drive through, stop bringing left over some home and graba team member, take them out to lunch and and share with them whyyou do what you do. And if it's all about the paycheck, thenyou know you probabbly don't have a culture in your store. I'm here andI share with them and I always start out with, of course, myfamily story and why we've done this for eighty five years. My great grandfatherstarted the first frank my our store. Eighty five years ago. My ancestorscame to America to Myers brothers came to America on a boat with two hammersand start a successful construction business. Does that mean we're smarter than everybody else? Absolutely not. What does it mean? It means that we hustle and webelieve in what we do, we're passionate about what we do and we'rehere to really help people and of course that's the short version of the story, but you you would be amazed, and all supervisors will be amazed thatone, how much better that they'll produce and how much better they'll perform foryou as a supervisor once you take them out of the dealership environment. Itjust just showing up that you care and you took them out the for oneand when you give them your story and not the not the smoking mirrors andthe glossed over version. Yeah, that's the the the public relations version.Be Real. You know, I had a sales manager, for example,that had a serious at what he shared a story on Youtube so I canshare it here. I had a serious drinking problem for years and he hada sponsor helped him through all that. This guy battled literally hell and highwater to get to where he was at now. You know, he's oneof the most successful sales managers, I think, of any independence store inthe country, if not new car stores in the country, and he doeswhat he does and leads the way he leads because he wants to give backto people because somebody gave to him. That's his want. That's why hedoes what he does. It's not about the money. He's got to havethe paycheck. He's going to get his paycheck and he's going to make akill him because he's awesome at what he does. But that doesn't make hispeople work for him harder, that doesn't make his people more passionate about beinghere. That doesn't get anybody to buy into the culture. They buy into him as a person and him is...

...a supervisor and him as a leader, because they know who he is. So now they know his why?So they have bought or they will buy into him as a leader and asupervisor and they will jump through rings of fire for him because of that.So you know, and I know all these sound like warm and fuzzy filledDonny Hue type open things. You know that and most and Lymn, andyou know, my dad was one. He was a he's a military guyright. A lot of them will look at this and I know car guysand car girls and a man. That's a Loado crap. That stuff doesn'twork. But buying into our people, investing into our people, that isby far our most important commodity that we have and it's far more greater thanany amount of dollars that I can spend on advertising and and I'll say thatyou know and and I and I have an ad agency. You know,we placed as for deals all over the country and and make a good livingdoing it. However, I've told dealships and tell them every day, youcould spend a million dollars in advertisement. You could increase your foot traffic oryou lot traffic by a hundred and fifty percent. But if you're if yourpeople are broke, if your processes are broke, if your leaders are broke, if there's no culture, your return on investment is going to be minimalto nothing because or it may be short lived. And you get that littlethat little high right. It's not going to be sustainable because the excitements notsustainable. The culture is not sustainable because there is there's not one. It'sthey're flash in the PAN stuff. There's gonna be turn over every three tosix months, one hundred percent turn over every three to six months. AndI know stores like that. They're not investing. Its stores are like that. Both stores are like that and it is sad. They're hiring wrong andor they're hiring right, which is even which is even worse. Treating themwrong. They're treating them wrong. They they hire the right person and theytreat them wrong or don't treat them any way at all. I think it'sI think it tends to be even worse when you bring them, bring somebodyin, right or wrong, and you're you're you know, your vanilla.Either way. You don't treat him right or wrong, and you just don'ttreat them at all. You're not exist. They're not there exactly. What's theaverage? What's the average the length of time that that Frank Myers automatsemployees sales professional has been there? Right now? What do you have?I mean, of course you're always bring it on, new blood. Yourguys are moving on to bigger and better things as we discuss. But likeyou, you're not turned. I mean you're there, there for the forthe long haul. Right, absolutely, and the only time people like mylongest ten year salesperson is kind of like Megan, who is the Dr Worksin our business filment center that you were talking about earlier, that got thegoing away present. She moved on to another company outside of the industry,making like two and a half times the money, and we were excited forher and had other than her man. You know, I did what I'msupposed to do as a leader. Now, if she did her job as aleader, because she was the business developments in her manager, she createda culture in her apartment where people have now, and they have done this, stepped up and took her place and we're as good, or will beas good as she was. That's the way it's supposed to work. ButOh, the salesperson. So our longest team, your salesperson. I boughtthe store and no six for my dad, and this is in the documentary carving, by the way, but I fired everybody here except my controller.It was it was a old culture. I mean I knew right away that. You know the culture. There was no culture. The culture was broke. I mean we were selling a lot of cars and making a lot ofmoney, but it just wasn't a fun place to beat them. Was avision, the vision you wasn't. It wasn't my that's a better way toput it. Wasn't my vision. I want to create my vision. Iwanted it to be my store. I want to have my footprints. SoEddie came on board about six months later. One of the first guys that Ihired, I trained and he just...

...left and he's got his own store. He's been gone. Okay, he's got. He's been on three weeksand you probably couldn't be happy with a happier for him. Plus, youprobably help the guy, I mean you probably help them along the way withwith opening this store. If I know you, I would think you hadsomething to do with it. Well, absolutely, he's a he's running theproperty for me. But surprise. Yeah, but but that's not if that wasthe last minute deal. Absolutely his goal. He told me five yearsago I want to open. Four years ago my goal was to open myown store and it's important for us as leaders to know what their long termvision is. You know, and and and we have vision day here atthe store, which is another great way to get your team members all intothe culture. And the Vision Day is like, look, if you ifmoney were no issue, what would you do? What would you buy?What would you vets? Then right, and you get, you know,you get everything from crazy yachts to me and my wife would go on thehoneymoon. That would never had to I put money where if my kids college, you know, just it depends on the person, right and there isno wrong answer. But what we do, and this is at the end ofthe year going into the New Year, actually print those go to large print, shot, large format print, shot, print those things, cutthem out and we hang them from the singing of the training room, youknow, and we'll put so, if if John Wants Bentley, you know, and he's the superficial guy in the room right, let's be a baller, will take the Bentley, will put his name on the front license plateand we'll cut it out and hang it from, you know, fishing linein the training rooms. He looks at that every morning for thirty days.Wow, and that's, yeah, unbelievable, man. I mean that's just likethat. wouldy think so that nobody thinks to do that kind of stuffin general, let alone doing that with your team and for your team?I mean, you know, hats off to you, man. Seriously,I mean, you got a family, got so much going on and youknow, coming from a guy that you know only knows, you know,the front line of the sales business of you know, actually in the retailunder the industry, and I've never seen anybody put in, you know,an eighth of that effort. You know, and I mean you got you gotsome happy people. Man, no wonder you're you're killing it. Listen, I've kept you longer than I promised. Where can everybody go to? Youknow, hear you talk more about this kind of things or or anything. Man, we're where you want people to find. Yet yeah, well, Tracy myerscom is, Tracy M Y R is. There's all kinds ofthat's the PR stuff and the blogs on there too. However, you knowmy heart and my soul and my daily diary of man it. You know, this is on facebook, so not my necessary my fan page, whichhas got some cool motivational stuff, but in you know, I'm kind ofall over the place, but facebook's cool place and, like you mentioned earlier, you know we've got the unfair advantage automotive mastermind group. All you gotto do is get there. You got to pop from membership. Were realselective on who we bring in and we invite anybody not a motive from fromporters all the way to presidents, as Craig Lockard says, from from automatsrecruiting. We don't care, as long as we think they'll be a goodfit. And you can go go to that website as well and it's ablast, man. It's been an honor to be on board watching this thinggrow. You know, I mean from this you out. It's been awesome. You mean you will be great. You know, we got some greatfor vendor partners that are punying up because they believe in the same vision.We got in the same vision I got here at the store. You know, just let's just share information. Let's just share information with if we getyou pitching, we're throwing me out. Everybody got to sell stuff, butthat's not what this is about. This is about just making ourselves better,because just we just don't do enough of that in the automotive industry. Butman, it's been my honor to be here, your great friend. Man, honor to call you one and if I can ever help you out,man, you did. You let me know. You just did help meout, man. That's what they're you know. Yeah, next time wedo wrestling podcast. That's it, man,...

...we got to get that going on. All right, Tracy, listen, man. Thank you so much,everybody. You know what he told you. Just hit him up onfacebook, both of his accounts. Man, he's really active on there, andI mean try you message him and he will answer you, I promiseyou. That's what makes him so so great. Tracy. Go ahead,man, about your business. Brother, thank you so much for taking thetime and I think you drop some great bombs here and I just you knowyou can really I just hope to get you back on again, man,because we could have went for hours. Man, you got him and youlet me know. We'll make it happen. Awesome, Bro. Thank you somuch. You Got.

In-Stream Audio Search


Search across all episodes within this podcast

Episodes (481)