Blog

What does it really take to go from lot attendant to General Manager at a car dealership? It is easy to look at a GM and only see the title, the office, and the responsibility for the entire store. What you do not always see is the path that built that leader. In Brian Flannery’s case, that...

What does it really take to become a successful F&I manager? For many salespeople, F&I looks like the next logical step. You sell cars, build trust, work deals, understand customers, and perform well on the showroom floor. Then you move into the F&I office and realize quickly that this is a...

Most people in the car business do not want to stay in the same seat forever. A salesperson wants to become a sales manager. A strong F&I manager wants to become a general sales manager or general manager. A new hire wants to prove they belong. The question is: what does it actually take to...

Most dealerships want more profit from online leads, but many still treat those leads like they only belong to the sales department. That mindset costs money. Today’s customer often starts the buying journey online. They compare vehicles, check payments, research credit unions, read reviews, and...

Most F&I managers are not losing vehicle service contract sales because the product is weak. They are losing them because the presentation is too heavy, too early, and too product focused. Gerry Gould calls this “pitch slapping” the customer. It happens when an F&I manager starts...

Have you ever wondered why two salespeople can work at the same dealership, sell the same vehicles, and have access to the same inventory, yet one consistently outsells the other? It is rarely because they have lower prices or better inventory. More often, the difference comes down to their...

Why do some F&I managers get deals funded quickly while others spend their day chasing missing documents, correcting mismatched numbers, and explaining delays to accounting? The answer is rarely talent alone. The best F&I managers do not just know how to sell products or...

Why do some F&I managers hear "I need to think about it" and immediately lose the sale, while others hear the exact same objection and end up enrolling the customer in multiple protection products? The difference is rarely product knowledge. It is rarely experience. And it is almost never about...

Why do some salespeople seem to handle objections effortlessly while others lose deals the moment a customer says, "I need to think about it"? The answer usually has very little to do with memorizing scripts and everything to do with understanding the customer. Most salespeople view objections as...