Recently meeting with group directors for a multi roof-top franchisee, the topic of Management entitlement was the topic of discussion.  I visited nine of the eleven stores this group owned to give the 30,000 feet view of a third party.

Upon the review process I witnessed what the owners referred to as "Entitlement." When they brought this word into the conversation I was surprised. The word entitlement is being used by news sources and major media outlets as, "A given." Utilized in reference to a management team, it really set me back.

I was originally brought on to view the issue of stagnant sales on the sales floor as well as parts and service. General Managers view the P&L statement as a daily tool to see production. Sitting in the office not realizing that the management team is coasting through the day. Having a meeting to schedule a meeting to hold the next meeting, to discuss "Why?" Why are the numbers stagnant? With population increases in the radial of their zip code, "Why are my numbers sitting still?" The outside view of someone that can bring facts to the table is priceless.  

The "In the trenches managers," will do everything to protect not only their position in the company, but their paycheck. The "Entitlement" process begins. Keep in mind that for every sales opportunity you lose, your competition receives. 

This brings me to my next point. The service and parts department. Why do the managers sit in the office all day? I have always suggested that Managers work the drive at least twice a week. It allows them to not only hear what is being done incorrectly, but allows them the fix the issue immediately. Imagine the up sale of five customers per day. Same as parts. When was the last time the parts manager went out on delivery? Building that relationship with the outside source. Just because the word "Manager" is on the business card does not mean they should sit in an office. Entitlement is becoming a forgone conclusion in our daily vocabulary.

So you can read on the internet sales advertising, selling to millennials, and all the other hoop la of the car business. Or, focus on what really makes your stagnant numbers stay stagnant. How much longer do you want stagnant numbers? How much longer do you want to have an entitled management staff?

Call me to discuss how I can assist in your stagnation. Your competition has. They are the ones moving the needle forward.

Steve Kobulnicky

Owner

30,000 Feet View Automotive Consulting

832-914-2086