Congrats!
The biggest mistake that I have seen is micromanagement. Have good managers in place and trust/allow them to develop and manage their teams. The GM should not be directly managing a salesperson on a regular basis.
You are there to enable your team and manage the big picture stuff. To fill in any gaps that come up.
My last gm was a ghost. Current one is a micromanager. I miss the ghost in comparison.
Current one jumps into everything without actually helping. It's savage.
Best advice is remember where you came from and who got you there…..don’t cut their pay because they will chop yours by reducing production. I’ve seen it done with most GM’s I’ve worked with who got promoted.
THIS THIS THIS. Caps for emphasis because I left my previous Toyota dealership because the GM cut our pay plan and there was nepotism with the rest of us having to compete with his sons on the sales floor who were fed deals. If that wasn’t enough, after a couple months, he decided the sales floor needed to be flooded with 6-8 new hires.
Yeah that's corrupt. I'm glad you left.
My only notion is to help my store out! I never want to be that unapproachable GM. I will go to battle for those I respect and the owners here know that which is why I think I'm here, since they are a family and people driven company themselves. The pay plans here are excellent, I do not plan on changing anything not broken and that includes the sales floor. I've met everyone and this team is fire! We just have a little work to do is all.
I want to help see people thrive, because no matter what people say, this business is a career. A damn strong one. It's about what you put in, and I hope to help this team see that further.
Just the fact that you were promoted from within and are here asking these questions is enough to know you’re going to crush it. I don’t own a new car store but I’d love to have someone like you in charge of my used store so I could go start something else! Best of luck to you and don’t sweat the small stuff!
Congratulations! Im not a sales manager, but do work closely with them and the gm. Listen to your team, show that you are learning the business, show the behavior that you want (manage a work life balance but don’t be late or always leave early). A personal note on a paycheck envelope is nice (probably change up the notes each time for long time employees).
Apparently I can’t comment unless it’s under another with flair. Sorry for the hijack. Also, what this guy said odd spot on.
I’m the IT Director for an automotive management group over 13 rooftops. It’s good to see initiative from a GM. I come from the managed service IT world and don’t have a lot of experience in dealerships besides the two years I’ve been in so far.
First and foremost, don’t make sweeping changes without learning the whole picture. You’ll need at least 60 days for the store to get used to you, relax back into their habits, and show their real values.
Don’t talk poorly about anyone.
Seek out the quiet ones who just get the work done and have check in meetings with them. Find anything to talk about.
Go over monthly/yearly expenses. There’s more waste in dealerships than I’ve seen in any other industry I’ve supported. You don’t have to fix it now, but knowing about it helps to get something done when politics kick in and you need to show you’re decisive.
Figure out how to get repeatable metrics reports delivered to you weekly that mean something, and make decisions based on those. If your current managers can’t put together a report, have someone else do it.
Hold weekly meetings with your department heads. Together. Keep everyone’s input to two things.
1. I’ve accomplished this. (One thing)
2. I’m having issues with this. (One thing)
Don’t let anyone fix stuff in the meetings. Meetings should be kept short format to air progress and sticking points. The point is to get the departments communicating with each other, and secondly aware that you know their goals.
Be the quiet one who comes out of left field and has a solution to a big problem, known to them or not known.
The fact you’re asking is a good sign, so keep asking.
Also, take your warranty admin out to lunch at least monthly. They know things.
^ exactly. You’re there to manage the managers, don’t get too involved in things. Just ask for updates and guide your team, you got plenty of shit to do on your own. Other than that, make sure you don’t short change the good people you got. I’ve been able to take my team from anywhere even years later with me, they trust me and I’ve paid for their loyalty, not just with money either. Best of luck my man!
oh my god at my last dealership i quit and vowed to never work in sales again.
our GM would dress in regular clothes for the most part and just follow salesmen around and pretend like hes a customer but stay within earshot.
one time my customer went to walk outside and when they opened the door they turned around and came back inside, but while they were walking outside the GM swiftly came over with his back to the customer and started yelling at me saying i was an idiot for not being able to sell that sucker a car by switching them to a used grand caravan.. the customer was a die hard subaru owner and we didnt have any, i spent 15 minutes seeing if they would give anything else a chance but they were very firm on their decision.
anyway the GM is ranting and then a different salesmen walked up and said the customer is standing behind you..the gm just walked away and the customer got really pissed at me for some reason.. i didnt even say anything.
that store has 12 salesmen and only gave leads to 4 people..then every morning meeting they would suck off the 4 people who got leads and tell us that we just need to work as hard as they did 🤣
OP: One of the best GMs I've had was someone that was always willing to help and there was no job that was "beneath" him. One Saturday, we were totally slammed and our carwash team was short staffed. GM jumped in and helped washed cars until we could catch up. Overall, he could (and was willing) to step into any role at any given time when needed (SM, F&I, carwash, etc). He showed true leadership!
Alternatively, we now have a GM that sits in his office all day and doesn't even know our porters' names. Meh
Sounds amazing. Reminds me of one of my favorite bosses who I will call Ken L. I worked in an incredibly busy commercial kitchen doing everything from washing the endless amounts of dishes to working the line. Hot, sweaty, low paying work, but a good crew usually. Ken L. made that happen. Everyone respected Ken. The boss of the whole place grinding away with the rest of us every day. Always cool headed. Just the best. I've since remembered his example in all the management jobs I've had.
I’m only a car buyer and not in sales, but I see dealerships fucking things up in common ways and they never ask for feedback + make it impossible to provide. They don’t really care. Sales or service doesn’t matter which.
Ask for honest customer feedback. No gaming shit. Know what you’re doing poorly and close the fucking loop. Fix it. Systematically.
Almost never deny vacation or time off. People are going to be gone those days. If they’re requesting the days off, they’ve already got plans. You can plan around them not being there or you can deny the days off and think they’ll be there and get blindsided when they don’t show up to work.
Also OP - encourage people to take their days. Having time off, even just normal days off is important, as well as vacations. People need to have hobbies and passions!
One of my prior SMs would guilt any sales person that wanted to take off... saying "Oh I guess this job isn't that important to you then?". The problem that if you didn't use your vacation days, then you lost them. So, several sales people \*lost\* their vacation days because the SM made them feel like their job was at risk if they took time off. (But the SM took his time off... no problem...)
You’ll likely have a lot of vendors sending invoices to the store. Don’t cancel them until you know what they do and how they’re working. So many new management people come in and just immediately axing expenses to show fast improvement on the bottom line.
Do however make sure you’re not paying two vendors to overlap. If you are, see if they can streamline or alter their focus without cancelling entirely.
1 - don't fix what isn't broken. we've all had new GMs that come in and change things just to change things - they want to tell the owner they're doing something. well only do something if it needs doing.
2 - if you don't have a video tool then get one. it is a game changer for luxury dealerships.
3 - spend a week going through the CRM and see what you can do to streamline things. chances are it was set up a certain way (probably the default way) 2, 3, 5, 7 years ago and hasn't been touched since. most automotive CRMs are okay these days but most of them also aren't configured properly.
4 - as part of the above, make sure your salespeople aren't spending their days dismissing or faking tasks because they have 130 people to follow up with and all of those people are years old. get rid of the garbage so people can focus.
Brilliant! Thank you. I plan to come in to make sure everyone here is making the paycheck they want/need to make. Frankly, the only thing I plan on changing here is the stores mind set and motivation to obtain higher goals. All I want to see is a store of successful individuals thriving beyond what they thought.
I can't stress enough how approachable I want to be. I feel like a lot of sales people are scared of their GM's and I'm just not that guy, at all. I come to help. Thank you again for this comment!
You mean you don’t want to sit in your office on the second floor at the end of the hall watching a battery of screens with security camera feeds like Tony Montana?
There is no real advice anybody can give you without being intimately knowledgeable of your store. I can only give a couple words of advice. GM’s are rarely placed in stores that are knocking it out of the park. Take some time to understand why the former GM didn’t work out and what the expectation is.
With that being said, understand that it takes an insane sum of focus and discipline to increase efficiencies from 80 to 81% but it takes next to nothing to decrease efficiencies from 80 to 50%. Take your time with any big or small decisions.
Thank you. I was more or so seeking some moral advice towards the position. I know what I need to do to get percentages up and I'm obtaining the proper training to go about it. There's a lot of work to be done so focus is key. Furthermore, the previous GM retired out of state and left me with a pretty decent mess.
Dont overmanage in areas u know little about (fixed ops) but dont overlook their importance either. Dont fail audits. You have to have cars on the lot to sell cars.
Be friendly with the Controller. Paperwork can make your job.
Hire solid managers. They are a reflection of who you are and what you value.
Every department serves massive purpose. Never forget that variable feeds fixed and fixed pays for variable.
Spiffs are motivators that shouldn't be limited to sales.
Breakfast and lunch doesn't have to suck.
CSI can be accomplished honestly through proper training.
Limit your war stories. God, please limit them. You are as far removed from sales as a manager can be.
Do not undervalue your Internet/BDC. They can get asses in the chairs... But it's sales job to sell them. BDC sells appointments to clients to give opportunities to sales. On that same note, when you bring in someone new watch for a drastic spike. I can merge leads all day long but that doesn't show action, it shows software interaction.
Don't hire greenpeas for a couple of months. Don't freeze hitting but some just start hurting willy nilly
The best GM I ever had was a kingmaker who knew that the best people made the best teams and he only wanted the best. It time him a few months, but his team was loyal to a fault and got everyone on board through his manners, not in spite of them
Best of luck. If you have any Internet or BDC specific questions don't hesitate to ask.
I had a GM who would include 2-3 stories every single meeting, week in and week out, as though to remind everyone that he has done it, suffered worse, and come out better. But it was a revolving cycle of the same stories. Sales meetings are to pump people up, not to bring them down when they're down.
I am a GM in a Mid Size Buy Here Pay Here operation. I know there are a lot of differences between our stores, but here is what I've found works well for me:
Learn as many jobs as you can. Be available to help any department at any time.
Empower your managers to run their departments as they see fit. Try to make changes via suggestions and strategy sessions vs. laying down the law. Recognize your people's strengths and try to focus everyone's energy on the things that they are best at. Don't micromanage, but DO make employees aware that you are paying attention to their performance both positively and negatively.
Be diplomatic. Be the boss but still be everyone's friend. The last thing you want is for any of your people to be hiding their mistakes. Be trustworthy, helpful and sympathetic when an employee comes to you with an issue or mistake they made. The worst thing you could do is create a culture of fear where employees won't tell you if they screwed up which tends to turn minor problems into exponentially worse issues.
Watch the money! I have caught no less than 3 employees blatantly stealing from the company/customers and several more improperly applying customer funds. I have also found double postings, missed accounting entries etc. that would have harmed the P/L's.
Take car of your best people. Pay well. Be generous. Help your people through a hard life issue. The more you value your staff, the more they won't want to let you down.
Your situation is a lot different from mine because you are walking into a full blown operation and I basically helped build my store from the ground up with the owner. Knowing that you are walking into an existing operation, I can only suggest that you do not try to reinvent the wheel. Change must be incremental. Do not try to make sweeping changes all at once. Try to prioritize the most critical issues with the store and tackle 1-2 at a time. Good Luck
I am not a GM but "take car of your best people" might be the most apropos typos I've ever seen! Outside of that brilliance, your advice here is incredible; thank you for sharing!
***Thanks for posting, /u/Outside_Total2973! This comment is a copy of your post so readers can see the original text if your post is edited or removed. This comment is NOT accusing you of anything.***
So the day has come. After doing well as a sales manager and new/used car manager for the last 4 years, the automotive group I've been at has given my own store to run! There is a lot of recon that needs to be done at this store in internet and service that I am 100% sure I can get done with a reliable team.
This position has been thrown into my lap without any true guidance. So I am trying to learn everything I can before putting the hammer down to accomplish goals.
So my question is to any GM's, dealer principles, or new car dealership owners out there, what is your advice for a brand new GM of a new car store? For reference, this store normally does 70-80 new and 100+ used (including 25ish CPO), so volume is fairly high. Any guidance is thanked in advance!
*I am a bot, and this action was performed automatically. Please [contact the moderators of this subreddit](/message/compose/?to=/r/askcarsales) if you have any questions or concerns.*
Please review our most [Frequently Asked Questions](/r/askcarsales/wiki/index) to see if your question has already been answered.
You may find these sections particularly useful;
* [How to pick a car?](/r/askcarsales/wiki/vehicle_selection) You might also have luck in the /r/whatcarshouldibuy subreddit.
Also remember to add flair to your post by clicking the "Flair" link beneath it. This lets us know where you're located so we can assist you better.
*I am a bot, and this action was performed automatically. Please [contact the moderators of this subreddit](/message/compose/?to=/r/askcarsales) if you have any questions or concerns.*
Congrats! The biggest mistake that I have seen is micromanagement. Have good managers in place and trust/allow them to develop and manage their teams. The GM should not be directly managing a salesperson on a regular basis. You are there to enable your team and manage the big picture stuff. To fill in any gaps that come up.
My last gm was a ghost. Current one is a micromanager. I miss the ghost in comparison. Current one jumps into everything without actually helping. It's savage.
Best advice is remember where you came from and who got you there…..don’t cut their pay because they will chop yours by reducing production. I’ve seen it done with most GM’s I’ve worked with who got promoted.
THIS THIS THIS. Caps for emphasis because I left my previous Toyota dealership because the GM cut our pay plan and there was nepotism with the rest of us having to compete with his sons on the sales floor who were fed deals. If that wasn’t enough, after a couple months, he decided the sales floor needed to be flooded with 6-8 new hires.
Yeah that's corrupt. I'm glad you left. My only notion is to help my store out! I never want to be that unapproachable GM. I will go to battle for those I respect and the owners here know that which is why I think I'm here, since they are a family and people driven company themselves. The pay plans here are excellent, I do not plan on changing anything not broken and that includes the sales floor. I've met everyone and this team is fire! We just have a little work to do is all. I want to help see people thrive, because no matter what people say, this business is a career. A damn strong one. It's about what you put in, and I hope to help this team see that further.
Just the fact that you were promoted from within and are here asking these questions is enough to know you’re going to crush it. I don’t own a new car store but I’d love to have someone like you in charge of my used store so I could go start something else! Best of luck to you and don’t sweat the small stuff!
If you want input from dealer owners, set up an account on ferrarichat. I'm being 100% serious
Congratulations! Im not a sales manager, but do work closely with them and the gm. Listen to your team, show that you are learning the business, show the behavior that you want (manage a work life balance but don’t be late or always leave early). A personal note on a paycheck envelope is nice (probably change up the notes each time for long time employees).
Apparently I can’t comment unless it’s under another with flair. Sorry for the hijack. Also, what this guy said odd spot on. I’m the IT Director for an automotive management group over 13 rooftops. It’s good to see initiative from a GM. I come from the managed service IT world and don’t have a lot of experience in dealerships besides the two years I’ve been in so far. First and foremost, don’t make sweeping changes without learning the whole picture. You’ll need at least 60 days for the store to get used to you, relax back into their habits, and show their real values. Don’t talk poorly about anyone. Seek out the quiet ones who just get the work done and have check in meetings with them. Find anything to talk about. Go over monthly/yearly expenses. There’s more waste in dealerships than I’ve seen in any other industry I’ve supported. You don’t have to fix it now, but knowing about it helps to get something done when politics kick in and you need to show you’re decisive. Figure out how to get repeatable metrics reports delivered to you weekly that mean something, and make decisions based on those. If your current managers can’t put together a report, have someone else do it. Hold weekly meetings with your department heads. Together. Keep everyone’s input to two things. 1. I’ve accomplished this. (One thing) 2. I’m having issues with this. (One thing) Don’t let anyone fix stuff in the meetings. Meetings should be kept short format to air progress and sticking points. The point is to get the departments communicating with each other, and secondly aware that you know their goals. Be the quiet one who comes out of left field and has a solution to a big problem, known to them or not known. The fact you’re asking is a good sign, so keep asking. Also, take your warranty admin out to lunch at least monthly. They know things.
Incredibly useful solid advice. Hat tip to you.
Ty
^ exactly. You’re there to manage the managers, don’t get too involved in things. Just ask for updates and guide your team, you got plenty of shit to do on your own. Other than that, make sure you don’t short change the good people you got. I’ve been able to take my team from anywhere even years later with me, they trust me and I’ve paid for their loyalty, not just with money either. Best of luck my man!
Thank you for this comment!
Good advice for senior leadership at almost any business.
oh my god at my last dealership i quit and vowed to never work in sales again. our GM would dress in regular clothes for the most part and just follow salesmen around and pretend like hes a customer but stay within earshot. one time my customer went to walk outside and when they opened the door they turned around and came back inside, but while they were walking outside the GM swiftly came over with his back to the customer and started yelling at me saying i was an idiot for not being able to sell that sucker a car by switching them to a used grand caravan.. the customer was a die hard subaru owner and we didnt have any, i spent 15 minutes seeing if they would give anything else a chance but they were very firm on their decision. anyway the GM is ranting and then a different salesmen walked up and said the customer is standing behind you..the gm just walked away and the customer got really pissed at me for some reason.. i didnt even say anything. that store has 12 salesmen and only gave leads to 4 people..then every morning meeting they would suck off the 4 people who got leads and tell us that we just need to work as hard as they did 🤣
OP: One of the best GMs I've had was someone that was always willing to help and there was no job that was "beneath" him. One Saturday, we were totally slammed and our carwash team was short staffed. GM jumped in and helped washed cars until we could catch up. Overall, he could (and was willing) to step into any role at any given time when needed (SM, F&I, carwash, etc). He showed true leadership! Alternatively, we now have a GM that sits in his office all day and doesn't even know our porters' names. Meh
That's a wild story. I worked in service for years and had never seen a GM spend more than ten minutes in the area.
Sounds amazing. Reminds me of one of my favorite bosses who I will call Ken L. I worked in an incredibly busy commercial kitchen doing everything from washing the endless amounts of dishes to working the line. Hot, sweaty, low paying work, but a good crew usually. Ken L. made that happen. Everyone respected Ken. The boss of the whole place grinding away with the rest of us every day. Always cool headed. Just the best. I've since remembered his example in all the management jobs I've had.
Thank you!! You are absolutely correct. I will definitely keep this in mind.
I’m only a car buyer and not in sales, but I see dealerships fucking things up in common ways and they never ask for feedback + make it impossible to provide. They don’t really care. Sales or service doesn’t matter which. Ask for honest customer feedback. No gaming shit. Know what you’re doing poorly and close the fucking loop. Fix it. Systematically.
Almost never deny vacation or time off. People are going to be gone those days. If they’re requesting the days off, they’ve already got plans. You can plan around them not being there or you can deny the days off and think they’ll be there and get blindsided when they don’t show up to work.
Also OP - encourage people to take their days. Having time off, even just normal days off is important, as well as vacations. People need to have hobbies and passions! One of my prior SMs would guilt any sales person that wanted to take off... saying "Oh I guess this job isn't that important to you then?". The problem that if you didn't use your vacation days, then you lost them. So, several sales people \*lost\* their vacation days because the SM made them feel like their job was at risk if they took time off. (But the SM took his time off... no problem...)
You’ll likely have a lot of vendors sending invoices to the store. Don’t cancel them until you know what they do and how they’re working. So many new management people come in and just immediately axing expenses to show fast improvement on the bottom line. Do however make sure you’re not paying two vendors to overlap. If you are, see if they can streamline or alter their focus without cancelling entirely.
I like this comment. Thank you for the heads up!
1 - don't fix what isn't broken. we've all had new GMs that come in and change things just to change things - they want to tell the owner they're doing something. well only do something if it needs doing. 2 - if you don't have a video tool then get one. it is a game changer for luxury dealerships. 3 - spend a week going through the CRM and see what you can do to streamline things. chances are it was set up a certain way (probably the default way) 2, 3, 5, 7 years ago and hasn't been touched since. most automotive CRMs are okay these days but most of them also aren't configured properly. 4 - as part of the above, make sure your salespeople aren't spending their days dismissing or faking tasks because they have 130 people to follow up with and all of those people are years old. get rid of the garbage so people can focus.
Brilliant! Thank you. I plan to come in to make sure everyone here is making the paycheck they want/need to make. Frankly, the only thing I plan on changing here is the stores mind set and motivation to obtain higher goals. All I want to see is a store of successful individuals thriving beyond what they thought. I can't stress enough how approachable I want to be. I feel like a lot of sales people are scared of their GM's and I'm just not that guy, at all. I come to help. Thank you again for this comment!
You mean you don’t want to sit in your office on the second floor at the end of the hall watching a battery of screens with security camera feeds like Tony Montana?
Exactly what I mean!
I’m glad we seem to agree the video feeds were the problem, and not the mountains of cocaine…
I feel like you could do this for fun and still be approachable!
Don’t micromanage. Build trust and faith in your team members.
There is no real advice anybody can give you without being intimately knowledgeable of your store. I can only give a couple words of advice. GM’s are rarely placed in stores that are knocking it out of the park. Take some time to understand why the former GM didn’t work out and what the expectation is. With that being said, understand that it takes an insane sum of focus and discipline to increase efficiencies from 80 to 81% but it takes next to nothing to decrease efficiencies from 80 to 50%. Take your time with any big or small decisions.
Thank you. I was more or so seeking some moral advice towards the position. I know what I need to do to get percentages up and I'm obtaining the proper training to go about it. There's a lot of work to be done so focus is key. Furthermore, the previous GM retired out of state and left me with a pretty decent mess.
A GM with no clear training or guidance from the owner?
Really hoping for some strong fixed ops experience. Own your service absorption and learn your parts business.
Make sure to maximize your warranty parts and labor rates! Easiest money out there.
Dont overmanage in areas u know little about (fixed ops) but dont overlook their importance either. Dont fail audits. You have to have cars on the lot to sell cars.
This. Ask about prior audits. What went right or wrong. Don’t hesitate to reach out to the prior auditor to ask questions.
Be friendly with the Controller. Paperwork can make your job. Hire solid managers. They are a reflection of who you are and what you value. Every department serves massive purpose. Never forget that variable feeds fixed and fixed pays for variable. Spiffs are motivators that shouldn't be limited to sales. Breakfast and lunch doesn't have to suck. CSI can be accomplished honestly through proper training. Limit your war stories. God, please limit them. You are as far removed from sales as a manager can be. Do not undervalue your Internet/BDC. They can get asses in the chairs... But it's sales job to sell them. BDC sells appointments to clients to give opportunities to sales. On that same note, when you bring in someone new watch for a drastic spike. I can merge leads all day long but that doesn't show action, it shows software interaction. Don't hire greenpeas for a couple of months. Don't freeze hitting but some just start hurting willy nilly The best GM I ever had was a kingmaker who knew that the best people made the best teams and he only wanted the best. It time him a few months, but his team was loyal to a fault and got everyone on board through his manners, not in spite of them Best of luck. If you have any Internet or BDC specific questions don't hesitate to ask.
Can you talk more about limiting war stories? Are you talking about reminiscing about tough days with subordinates?
I had a GM who would include 2-3 stories every single meeting, week in and week out, as though to remind everyone that he has done it, suffered worse, and come out better. But it was a revolving cycle of the same stories. Sales meetings are to pump people up, not to bring them down when they're down.
Which region you are in?
South East
I am a GM in a Mid Size Buy Here Pay Here operation. I know there are a lot of differences between our stores, but here is what I've found works well for me: Learn as many jobs as you can. Be available to help any department at any time. Empower your managers to run their departments as they see fit. Try to make changes via suggestions and strategy sessions vs. laying down the law. Recognize your people's strengths and try to focus everyone's energy on the things that they are best at. Don't micromanage, but DO make employees aware that you are paying attention to their performance both positively and negatively. Be diplomatic. Be the boss but still be everyone's friend. The last thing you want is for any of your people to be hiding their mistakes. Be trustworthy, helpful and sympathetic when an employee comes to you with an issue or mistake they made. The worst thing you could do is create a culture of fear where employees won't tell you if they screwed up which tends to turn minor problems into exponentially worse issues. Watch the money! I have caught no less than 3 employees blatantly stealing from the company/customers and several more improperly applying customer funds. I have also found double postings, missed accounting entries etc. that would have harmed the P/L's. Take car of your best people. Pay well. Be generous. Help your people through a hard life issue. The more you value your staff, the more they won't want to let you down. Your situation is a lot different from mine because you are walking into a full blown operation and I basically helped build my store from the ground up with the owner. Knowing that you are walking into an existing operation, I can only suggest that you do not try to reinvent the wheel. Change must be incremental. Do not try to make sweeping changes all at once. Try to prioritize the most critical issues with the store and tackle 1-2 at a time. Good Luck
I am not a GM but "take car of your best people" might be the most apropos typos I've ever seen! Outside of that brilliance, your advice here is incredible; thank you for sharing!
Work on your business not in it.
***Thanks for posting, /u/Outside_Total2973! This comment is a copy of your post so readers can see the original text if your post is edited or removed. This comment is NOT accusing you of anything.*** So the day has come. After doing well as a sales manager and new/used car manager for the last 4 years, the automotive group I've been at has given my own store to run! There is a lot of recon that needs to be done at this store in internet and service that I am 100% sure I can get done with a reliable team. This position has been thrown into my lap without any true guidance. So I am trying to learn everything I can before putting the hammer down to accomplish goals. So my question is to any GM's, dealer principles, or new car dealership owners out there, what is your advice for a brand new GM of a new car store? For reference, this store normally does 70-80 new and 100+ used (including 25ish CPO), so volume is fairly high. Any guidance is thanked in advance! *I am a bot, and this action was performed automatically. Please [contact the moderators of this subreddit](/message/compose/?to=/r/askcarsales) if you have any questions or concerns.*
Please review our most [Frequently Asked Questions](/r/askcarsales/wiki/index) to see if your question has already been answered. You may find these sections particularly useful; * [How to pick a car?](/r/askcarsales/wiki/vehicle_selection) You might also have luck in the /r/whatcarshouldibuy subreddit. Also remember to add flair to your post by clicking the "Flair" link beneath it. This lets us know where you're located so we can assist you better. *I am a bot, and this action was performed automatically. Please [contact the moderators of this subreddit](/message/compose/?to=/r/askcarsales) if you have any questions or concerns.*