Group 1 Reports Third-Quarter Profits Up 22 Percent
Group 1 reported that net income for the period, which ended Sept. 30, was $26.4 million, or $.10 a share, on revenue of $1.6 billion compared with net income of $21.6 million, or $.88 per share a year earlier, reported the Houston Business Journal.
Group 1 reported that net income for the period, which ended Sept. 30, was $26.4 million, or $.10 a share, on revenue of $1.6 billion compared with net income of $21.6 million, or $.88 per share a year earlier, reported the Houston Business Journal.
On a same-store basis, total revenue was flat, as Toyota new vehicle sales improved and used vehicle retail sales were offset by lower domestic new vehicle sales and a reduction in used vehicle wholesale sales.
Group 1 achieved a 130 basis-point reduction in total selling, general and administrative expenses to 75.3 percent of gross profit, primarily attributable to gross profit improvements and a continued focus on increasing operating efficiencies.
Over the last year, the company has added one domestic franchise and 14 import franchises. These 15 franchises are expected to generate $732 million in estimated annual revenue. The addition of these franchises completes the company’s acquisition program for 2006.
As a result of the strong quarter and prospects for the rest of the year, Group 1 raised its 2006 full-year earnings guidance range from between $3.40 and $3.70 per diluted share to between $3.65 and $3.75 per diluted share.
More F&I

How AI-Powered Coaching Is Transforming F&I Performance
See how AI-powered coaching can turn F&I customer conversations into actionable insights that support compliance, performance and profitability
Read More →
Sell Value, Build Trust
In this video, Trent White explains why selling on value, not fear, builds lasting customer trust, reduces cancellations, and drives long-term success.
Read More →
F&I Sales Give Dealers First-Half Lift
Product business shored up total profits to avoid an overall revenue tanking as product penetrations held steady, StoneEagle reported.
Read More →
Targeted Training Drives Results
Today’s technology, instead of threatening F&I managers, can actually make them better, according to an industry veteran who’s watched market setbacks roil the unprepared.
Read More →
Double the Change, Double the Chance
When an F&I manager gets a customer refusal, it’s a wise move to tweak more than one thing in the product offering.
Read More →
Just Do It
F&I managers need training, but instead of resisting application or expecting perfection, they should improve by simply acting on what they learn.
Read More →
Dealer Lender Preferences Revealed
When lenders provide consistent, fast service, their overall satisfaction scores with dealers greatly improve, according to JD Power research.
Read More →
Leading with Purpose
In this video, Trent White explains how understanding your people’s 'why' is a key leadership responsibility of F&I professionals and how that mindset drives dealership engagement, trust and performance.
Read More →
Integrating Nontraditional F&I Products
The niche presents a strategic advantage for auto dealerships as they move to adapt to fast-changing consumer expectations in today’s market.
Read More →
Trust Is Personal
Technology, no matter how efficient, can’t replace what the human F&I manager can do, which is to bridge the divide between cyberspace and the in-store experience.
Read More →