As a subject matter expert (SME) in dealership compensation planning, implementation, and management, the inquiries that I receive from prospective clients normally take either one, or both, of the following forms:

1. Would you please provide assistance in reviewing our pay plan structure against industry standards?
2. Can you help us to ensure that our pay plans best support our corporate strategies?

The first type of inquiry is normally the easiest for me. I call this the “WHAT Should We Pay?” inquiry. My initial response is to refer the client to the GH&A website at http://garryhouse.com/prod04.htm, where compensation guidelines for the three major franchise groupings are displayed. Before ending my conversation with the client, I typically say, “If you find that you are significantly higher than your franchise guide in any department or in any compensation category, please get back with me. You probably have an organizational issue, a productivity issue, or you’re simply paying your people more than you should be! And I can help you find a solution.” With those who re-contact me, I jointly perform an analysis and critique of their organization and compensation structure, utilizing a Microsoft Excel application. A working sample of this application, labeled “An Application to Help Plan Your Organization and Compensation Structure - Variable Operations” is available on my website at http://garryhouse.com/products.htm.   

Inquiry #2 is usually more challenging to deal with. I call it the “HOW Should We Pay?” inquiry. Dealers asking this type of question normally recognize that their current compensation plans are somewhat “out of step” with the strategies they are attempting to employ in response to our ever-changing industry. Most of these dealers already know that they need pay plan revisions that will reinforce the habitual performance and flawless execution of those daily tasks expected of their employees. My challenge from this type of inquiry stems from the cultural differences between dealerships and dealership departments. We see cultural differences from franchise to franchise, from one geographic location to another, and from one leader’s background and personality to another’s. These cultural differences are what determine a department’s method-of-doing-business and the ensuing customer experience. There are numerous methods-of-doing-business from store to store and department to department, many of which are very successful. As a compensation SME, my job is not to recommend or change a department’s method-of-doing-business, but rather to identify it, and match the compensation plan to that method-of-doing-business.

If you are one of those leaders who is wondering how to deal with the uncomfortable prospect of implementing needed changes in sales, management, and/or administrative compensation, Garry House & Associates Co. will very capably assist you with this challenge. Although our industry abounds with qualified management consultants, I am one of the very few trusted subject matter experts who specialize in compensation analysis, planning, and application. The complete client list of dealerships and dealer groups with whom I have worked in this very specialized consulting area demonstrates my experience and is available for review at www.garryhouse.com/serv03.htm. I expect and welcome your due diligence.

Warmest regards,

Garry House

(561) 339-0043

ghouse@garryhouse.com