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SEARCHIn response to General Motors Corp.'s successful consumer discount plans, Ford Motor Co. and Chrysler aimed to match those deals beginning July 6.
In response to General Motors Corp.’s successful consumer discount plans, Ford Motor Co. and Chrysler aimed to match those deals beginning July 6.
The Ford Family Plan goes head-to-head with GM’s “pay what we pay” program by offering customers 5 percent below dealer invoice on most 2005 models. Chrysler has joined the pricing battle with its “Employee Pricing Plus” through which most 2005 Chryslers are marked 5 percent below what the dealer pays, according to The Detroit News.
GM’s employee pricing, which comes in at 3-4 percent below dealer invoice, helped its June sales skyrocket 47 percent while boosting the overall new car and truck market 16 percent.
The annualized selling rate is up from 15.41 million units in June 2004 to 17.53 million through June of this year. If that rate continues, analysts predict a record year in sales.
For dealer-owned reinsurance entities, avoiding volatility entirely can mean falling behind inflation and missing market rebounds that drive long term surplus growth. Missing just a handful of strong market days can materially impact cumulative returns—an important reminder for long horizon trust and investment strategies.
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In this video, Ryan Ruff explains the rule that elite sales professionals use to turn ordinary conversations into unforgettable customer experiences.
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What’s the atmosphere saying about you to your customers? You can make minor adjustments and additions that transform your space into one that creates trust with the people on the other side of the desk.
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How can auto dealerships help F&I managers fulfill their vital role in the most effective ways? Industry expert Rick McCormick shares his insights on the best ways to train these professionals and help them maintain good habits.
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More consumers and businesses are opting for all-season options for various reasons as safety, sustainability and convenience push practical change.
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It’s time to take the next digital step to free F&I managers to handle the most challenging aspects of customer meetings.
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Some of it should be given to the customer, but that doesn’t mean the F&I office relinquishes the process. In fact, a different approach both builds trust and boosts sales.
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Talk to F&I customers like you’d talk to a friend, without industry lingo or sales-like questions, and use hard proof to show, not tell, them about a need.
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Helping F&I customers understand complementary offerings is likely to lead to more sales, based on the success of a high-performing practitioner of the philosophy.
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