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Success Story: Phillips Toyota

New Marketing Efforts at Phillips Toyota Drive Record-Breaking New Car Sales.

When Tony Viero took over as the general manager of Phillips Toyota in Leesburg, Florida earlier this year, he knew he had work to do. The dealership was underperforming, and its client base, made up primarily of an older demographic, didn’t respond well to modern marketing and sales practices.

The dealership, owned by Larry Phillips, is part of a group that includes a Buick/GMC store in Leesburg, as well as a Chrysler store in nearby Ocala, Florida. The family-owned and family-oriented stores enjoy wonderful reputations in the community. The Toyota store, however, wasn’t performing as well as Phillips knew it could. To move the needle, Viero had to redefine the very idea of what an auto dealership is for a senior generation and, to do that, he knew he had to make some changes both to the dealership’s staff and its message.

Those changes are now paying off. In July and August 2017, the store has set back-to-back all-time record months in its history in new car sales.

The thing Viero is proudest of, however, is the team he’s put together — a team based on honesty and integrity. “One of our customers, an 80-year-old woman, thought she had lost her $20,000 engagement ring on a trip,” Viero said. “She had no idea she had lost the ring in the car she had just traded in, until one of our detailers found it. We had her salesperson drive out to her and, after she described it to him, gave her back her ring. That’s the level of integrity expected out of every person in our building. That’s the team we’ve built here.”

The Area and It’s People

To understand the challenges Viero faced when he took over at Phillips, it’s necessary to look at its client base and its competition. “The area — The Villages and Leesburg — is a retirement community for the most part,” Viero said. “We cater to a very senior community, and that brings its own challenges and its own opportunities.”

Another challenge that Phillips faces is from other dealerships in the area. “We compete with many stores in the Metro Orlando area,” Viero said. “Some of these dealerships spend millions of dollars in television advertising alone, so it’s a very challenging market.” In addition to competing Toyota dealerships, other franchises are also vying for their share in Phillips’ market.

Starting Over

Seeing a change was needed, Larry Phillips brought Viero in as the general manager in January 2017, and gave him a free hand to make the changes he felt necessary. “Larry is not a micromanager,” Viero said. “He believes in his managers and allows them to lead.”

Viero came into the job with automotive sales and marketing training from Northwood University, along with experience he’d gained from several dealerships and his time spent as a district manager for Southeast Toyota. After examining the challenges facing the store, Viero quickly decided the dealership needed a nearly complete makeover — and that makeover started with the staff.

“We’ve redeveloped our entire dealership,” Viero said. “We’ve changed almost all of our managers. We kept one manager who’d always gotten the job done but hadn’t been allowed the leeway to make the changes necessary to grow, and we kept our finance department director, who has always been a rock. The rest of the management team, however, is different. There are a lot of really exceptional people now working here who get the job done every day.”

Before he arrived, the store had been on Toyota’s program for underperforming dealerships for more than two years. Viero said his store will be off that list by the end of the year. “Our people are all very focused on setting records and being at the top of the charts,” he said. “We’re working on building that. The mentality here is so much different than before. We’re a hard-charging store moving forward and trying to take everything we can get.”

Phillips Toyota also expanded its sales staff with an eye towards growth. “When I got here, there were only 16 salespeople; now we have 25.” While Viero’s team made a lot of new hires, those new employees were still held to a high accountability. “We went through some bumps in the road. We had hired some managers who are no longer here because they just weren’t the right fit culturally,” Viero said. “Now we have a team. My father and I once had a conversation about what motivates people, and I’ve found hiring people who you like to do business with and be around is so much easier. You want people with the same mentality you have. We now have that.”

Building a team may take more effort in the hiring and training stages, but Phillips Toyota is now seeing the benefits. “What these guys are able to accomplish in such a short window, with all the changes we’ve made, has been remarkable,” Viero said. “And it has to do with the level of integrity expected out of every person in the building — from the salespeople to the detailers. They understand there’s a certain respect level and they all know I won’t accept lying in a store. You’re not going to lie to me, you’re not going to lie to the customer — you’re not going to lie to anybody. I’ve terminated people on the spot. Integrity is a big piece of what I want in a car dealership, and that, unfortunately, is highly uncommon.”

A Different Kind of Marketing

Because the retired and elderly demographic makes up so much of Phillips Toyota’s client base, the store found that what works for other dealerships when it comes to marketing wouldn’t necessarily work for them.

Phillips Toyota uses Team Velocity Marketing’s Apollo Technology Platform® to manage integrated marketing campaigns for sales, service and equity mining. Apollo automatically generates and deploys campaigns across mail, email and digital advertising, offering consistent messaging and branding, and provides a web-based dashboard to track results in real-time.

“We use a multi-point strategy,” Viero said, “since we have to hit a lot of different facets with our marketing. Because of the age of our customers, for instance, we still run newspaper ads. So, we don’t just have one approach; we hit it on several different areas.”

One of the first things Viero did after coming to Phillips Toyota was to search for a marketing partner who could help him effectively reach his clientele — a group who wouldn’t necessarily react to ads reaching other, younger demographics. After seeing what various companies had to offer, Viero chose Team Velocity.

“The biggest element in selecting Team Velocity is trusting the people I do business with,” Viero said. “I know they’ve got my best interests at heart because I have ridden them very, very hard on the things I expect. They’ve proven to me they will do what’s right for my business instead of focusing on what they want to do. That willingness to put the needs of the client first can be difficult to find.”

In the months Team Velocity has been on the job, providing a mix of traditional and digital advertising where it makes the greatest impact, Viero has liked what he’s seen. “I was the district manager for Southeast Toyota for two different districts, and because of that background, I might have a higher digital acumen than most GMs,” he said. “I’m pretty demanding because I’m always checking and asking questions. They’ve done a great job of answering my questions and explaining their actions.”

Putting the Phone in the Right Hands

Another element Viero wanted to see implemented at Phillips Toyota was an effective BDC department — something the dealership didn’t have when he came aboard. “There was no BDC department when I took over,” Viero said, “and I knew we needed one. I’m a firm believer that most salespeople are terrible on the phones. They are built for the ‘here and now,’ and the majority lack phone skills. I needed a system put in place where my customers were getting handled effectively and we were getting a constant flow of appointments.”

Viero went one step further, and also put a service BDC in place along with the sales BDC. “We covered both fronts,” he said. “One of the best things we’ve done is take the phone calls off the service managers. Since the service BDC now handles that, they don’t have to take the time to answer phones and field status calls. It makes no sense to tie them up on the phones when they could be dealing with the customers already in their department. The BDC has been a great help our service department.”

Results

Between the enhanced marketing strategies and the efforts of Viero’s team, the results have been encouraging, to say the least.

“The store is on a very high growth rate,” he said. “In July (2017), we sold 217 new cars, up from 150 the same month the year before. In August, we sold 239 new cars. These are huge growth leaps.”

The dealership’s digital results have been impressive, as well. In February 2017, when Team Velocity first came on board, the store had an 8 percent conversion rate, with 175 total conversions. In August, those numbers have jumped to 15.28 percent, with 609 total conversions.

“Larry Phillips has always had a good reputation in market — he’s done business here for more than 30 years,” Viero said. “We’ve tried to take that and just improve upon it. He has given us a lot of trust. We’ve been making investments in the future of our store, and built a foundation to become more profitable, both for now and into the future. He’s trusted us all the way. It’s an awesome experience to see these guys start to reap the rewards of the hard work they’ve put in. Our goal is to make the Toyota store the beacon of his group.”

Success Story: Jones Honda

Jones Honda blows past new and used averages in their market. Sales up 22% YOY with increased market presence.

Jones Honda, part of the Jones Family of Dealerships in Lancaster, Pennsylvania, has a great reputation for retaining customers and providing outstanding sales and service experiences. What the dealership lacked, however, were the tools and marketing strategies needed to get those customer onto the lot in the first place.

“Once customers come and see our facility and meet our people, we have a high conversion rate,” said Kris Jones, General Manager of Jones Honda. “Typically, if they’re coming, we’ll close them. Just this past weekend, we had a customer from Maryland who came in because they love our store. They’ve bought three cars from us over the last 10 years. They literally passed two major Honda stores to get here. We have a loyal customer base, even by Honda’s standards, and they measure everything.”

With a loyal active customer base and excellent retention, the question became; “How do we grow and get new customers walking through our doors who have never heard of Jones Honda?” With all economic indicators pointing towards a slowing market, this was a question Jones knew he needed to answer.

HONDA PIONEERS

One of the oldest Honda dealerships in the country, Jones Honda truly knows their customers and what their customers want. “We started off in 1960 as a standalone Pontiac dealer,” Jones said. “We were a Pontiac dealer until 1971. My grandfather, Jim Jones, had an opportunity to expand and add a new franchise, and the two that were available were Subaru and Honda.”

Deciding which franchise to pursue was a major decision, but Jim Jones found his answer from an unlikely source: dirt bikes. “My father, Steve Jones, always had Honda dirt bikes, and they didn’t require any maintenance,” Jones said. “You just rode them into the ground and they always started and ran well. My grandfather said, ‘Geez. If they build a car half as well as they do a motorcycle, we’re going to be in good shape with Honda.’ That’s what pushed my grandfather to select the Honda franchise over Subaru.”

In hindsight, the decision was the right one for the company. At the time, however, the future was cloudy when the products weren’t meeting the dealership’s immediate expectations. “If you remember, in ‘71, Honda’s quality was not anywhere near where it is today, so there was a bit of a struggle for a few years,” Jones said. “My grandfather believed in the product, though, and Honda quickly started producing great, reliable vehicles, and it’s been a wonderful franchise to have.”

From there, the dealership expanded, opening a GMC franchise in 1984, Acura in 1990 and Buick in 1999.

TOOLS AND TRAINING

Lancaster County isn’t a large metropolitan area, but there is still stiff competition when it comes to where customers decide to buy a car. Besides the many other franchises around Jones Honda, there are three other large Honda stores within a 40-minute drive, and still more competition in nearby Maryland and Delaware. To hold their own against their rivals, Jones Honda has recently remodeled its store into a state-of-the-art facility. Jones knows, however, that the true value of a dealership is with its staff. Because of this, the company focuses on training and providing a culture that supports staff longevity to enhance customer service and satisfaction.

Part of a winning customer service strategy is treating customers as people, and not simply as sales opportunities. “We’re not a super pushy store,” Jones said. “We’re not going to send five closers out there to try to close the deal today. A lot of stores have that, ‘You’ve got to buy it now’ kind of mentality. We talk to the consumer, and we get their agenda. We see what they’re looking to accomplish today, and then we tailor our process around that. It works well for us. Do we want to close a car deal? Of course. We’ll push — but only so far. People appreciate that and we have a lot of customers who come from all over to buy a car from us.”

That philosophy is also followed in the dealership’s online and follow-up processes. “Each store in our group has its own Internet team that responds to leads,” Jones said. “Our method isn’t to shoot somebody the best price and hope they come in. It’s a consistent follow-up program that gives the customers what they’re looking for.”

Training is also a key factor in Jones Honda’s processes. The dealership has contracted with David Lewis and Associates to provide new hires in their group with a five-day sales process training. “It takes our new employees from start to finish, so it starts on a Monday and by Friday, they’re done,” Jones said. “Saturday, they can come in and take a prospect through the processes up until the negotiation part. In the first week, they don’t spend lot of time going over our negotiation strategy only because each store does it a little different. Once they get through the initial training, there are various courses covering closing, objection handling and more. It’s nice because the training facility is only an hour away for us.” Advanced classes and refresher courses are also provided for experienced staff members to keep the sales team sharp and motivated.

MAKING MARKETING MATTER

While his store had great people and processes in place, Jones wasn’t liking what he was seeing from a marketing perspective. To get to the next level, he realized he needed to make some changes — a step Jones Honda didn’t take lightly. “We were with our last advertising company for around 15 years, and were with the one before that for about 20 years,” Jones said. “We’re not typically a ‘let’s try the latest, greatest thing and shoot from the hip’ kind of dealership.”

Change, however, was necessary. “We had hit a wall with our last agency,” Jones said. “They were a national firm located states away, and we would see them once a year, or maybe twice, if we were lucky. There was a big disconnect between what we were trying to accomplish and what they were trying to accomplish. We were never on the same page.”

Jones knew he wanted a marketing company much more responsive to his dealership’s needs, a company that his dealership could stick with for the long term who truly understood the car business. After searching for a company that would meet his needs, Jones and his team selected Team Velocity Marketing as the right agency for the job. “We were looking for a long-term solution that could move the needle,” he said. “We got away from our last ad company and went 100 percent with Team Velocity. They handle every aspect of our marketing and advertising. From SEO and SEM, to direct mail and equity mining with email. They even produce all our traditional TV and radio spots — everything. And we’ve seen a tremendous uptick. It’s been worth the investment.

Jones Honda of Lancaster County uses Team Velocity Marketing’s Apollo Technology Planform® to manage integrated marketing campaigns for sales, service and equity mining. Apollo automatically generates and deploys campaigns across mail, email and digital advertising, offering consistent messaging and branding, and provides a web-based dashboard to track results in real-time.

Because they now have monthly meetings and weekly reports, Jones Honda can adjust much quicker to market forces and consumer behavior. “With Team Velocity Marketing, we know what’s working and what’s not working. If we see that a mail piece or email blast is killing it, we can tweak that for the next month and run it again. If something is underperforming, we can take another look and see if it can be made better or if we need to try something else. It’s a much more rapid process, and they’re much quicker to react and move forward.”

REALIZING RESULTS

A major benefit of having a single marketing agency dedicated to the store is the ability to execute a centralized, all-encompassing marketing plan from start to finish. Why? Because it helps communication within the store, giving customers a better experience. “Before, with our previous advertising company, we would advertise, say, a Civic or Accord lease special,” Jones said. “Customers would come in asking about that special and nobody here — management or sales staff — knew what it was. The agency just made up an offer and never got our team on the same page”

Jones knew that had to change. “The way it works now, with Team Velocity, is that everybody knows what our message is,” Jones said. “Sales, Service, F&I — the whole store knows what we’re trying to accomplish. Now, when an ad brings a customer in, we know what the ad offered, what the payments were, and we can jump right into it with them. It’s that kind of across-the-board communication between all our departments that’s made a huge difference.”

Jones said his service department has seen the greatest results from the new strategies. “Obviously, sales has been doing well, but our service department has grown a ton with Team Velocity’s mail pieces,” he said. “We have a three-tiered approach. We have our active customers, our lost customers and our conquests. Team Velocity has a unique way to go after each of those groups and the results are incredible.”

The new marketing company also helped Jones Honda learn about their market — and turned up some surprising facts. “We have more than 22,000 thousand Honda customers who are in our direct market,” Jones said. “We had no idea that number was so high. I would’ve guessed it to be half that.”

Once the market was better defined, marketing strategies were put into place to take advantage of the information. “Team Velocity’s approach is to send out highly personalized mail pieces to bring those customers in,” Jones said. “We’re seeing great success with these customers who have never been to our store. We’ve also been having a lot of success with customers who live in our market who bought from another dealer — we’ve been able to bring them in and get them to use our service department.”

The increase in visibility and staff coordination has directly increased Jones Honda’s sales figures and the dealership’s bottom line.

“Year over year, from 2016 to 2017, we’re up 22.5 percent in sales, and 115 percent in certified pre-owned,” Jones said. “To give you some perspective, in our district, Honda is up only 12 percent in new car sales and 17 percent in certified pre-owned for that same period. Team Velocity Marketing’s program is a winner and has had a huge impact on our overall growth.”

Success Story: Right Toyota

How To Recover Lost Customers & Dominate the “High-Mileage – High Margin” Repair Space

Automotive Service is a $485 billion dollar industry but new car franchise dealerships capture only 20% of the business, while 3rd party independents gain the other 80%. New car dealers are writing the majority of their service business during the warranty period on low-mileage vehicles with less than 50,000 miles, losing out on the ‘high-mileage, high-margin’ opportunities. Want to learn how the best in the business recover lost service customers?

During this live webinar, you will learn how to:

Define your market, rich with lost service opportunities
Implement a strategy based on what motivates lost customers
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The most effective mediums to capture lost service business
Track and measure the results to see increased service revenue

Success Story: Nielsen Automotive Group

Sales up 24% in May

Finding Success in a Changing Digital Landscape

In 1980, Bill Snouffer started on the sales floor of Dover Chrysler Plymouth in Rockaway, New Jersey. Little did he know that 37 years later, that dealership would evolve to become part of one of the most profitable dealer groups in the country. The dealership is now part of Nielsen Automotive Group where Snouffer serves as General Manager Located in Northern New Jersey, the group includes five stores; Franklin Sussex Auto Mall, Dover Dodge Chrysler Jeep, Franklin Sussex Hyundai Genesis, Nielsen Chevrolet and Nielsen Dodge Chrysler Jeep Ram.

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What’s the ROI on my digital advertising?

We have different piggy banks in the automotive industry. Dealers need to deposit local, profitable sales and service transactions into their piggy banks to measure growth and success. The metrics on the right of the image above are useful measurements, but can’t be deposited as real profit. I wrote this article in hopes of gaining feedback and insight on a subject where I believe our industry could improve. A new, smart client of ours asked me a basic question that served as the catalyst for this article. Before I could answer he said… “You are not allowed to use any of these tech words: Conversion, Impression Share, Clicks, Cost Per Click, Cost Per Lead, Time On Site, Bounce Rate, Engagement, VDP, or anything similar. You can use words like Transactions, Sales, Repair Orders, Gross Profit and any other industry term you like as long as it involves us making money.” Seemed like a reasonable request and right down my alley.

His question: “What’s the return on my digital advertising investment? I know how much money I spend with Google, Bing and Facebook…prove to me the transactions and money we deposit in return for our investment.”

In their new digital playbook for dealers, Google classifies the ability to answer this question in the “advanced attribution” category, which is basically their futuristic bucket because of how rare it is for a digital vendor in the automotive industry to prove attribution. Many dealers I know would respond with “are you kidding me if you can’t answer this basic question”. This is where the disconnect has happened in the industry. The mediums that capture the most consumer data should be the easiest and most logical to determine an ROI based on a dealership’s actual sales and service transactions. Dealerships today are putting more of their ad budget into digital mediums. Naturally, they want to fish where the fish are…but very few digital agencies can identify how many fish are actually caught and how much they weigh.

After all, we have the data, right? In order to determine an ROI, all you need is two readily available pieces of data. First, you need at least one unique data point on a consumer that identified themselves while engaged in shopping online…like their name, address, email, or their mobile phone number they may have used to call, text or chat. The second is a list of all the sales and service transactions and the gross profits associated with each of those transactions. Just cross reference the people who engaged with your advertising against your transactions. Pretty basic, but why do hardly any digital agencies do this? A dealership could get that information from TrueCar in less than 1 minute, but not from their digital agency? Is that logical?

This new client asked me for something so simple and he claimed he just can’t get this basic transactional ROI data anywhere else. All he wanted was for us to give him a list of everybody that used Google, Bing or Facebook, who clearly identified themselves by calling, filling out a form, claiming an offer, chatting, etc…who also completed a transaction at his dealership. He then asked us to divide the matched list into folks who had already done business with the dealership before and those that had not. For a dealer, that makes perfect sense and connects all the logical dots from his investment in Google, Bing and Facebook right into their piggy bank.

You simply add up all the money the dealership ACTUALLY made on real transactions where customers were influenced enough to identify themselves and subtract the digital spend to acquire those customers. So, if Susan Jones, who never purchased a car from this dealership, saw a Google ad on a pre-owned vehicle, clicked the ad to call the dealership from her cell phone, spoke for 4:18, then provided the dealership with the exact same mobile number she originally called from (2 basic data points) when she took delivery the next day…and the dealership made $4,000…and that happened say 10 times in a month…you get the math.

I wrote a previous article that provides anybody a step by step process on how to do this. It’s not rocket science, which is why so many other types of marketing vendors do this routinely, but very few digital agencies consider a sales or service transaction as the ultimate conversion. Let that sink in. Rather, they use technical jargon which collectively sounds impressive, but doesn’t necessarily ring the cash register. After all, the only reason a dealer advertises anywhere is to ‘ring the register’. Why is this considered advanced or aspirational? A transaction is the only way dealers make money and the only way they can properly attribute their advertising to a real ROI. They certainly can’t deposit ‘clicks and views’ into their bank accounts.

Some of you out there will read this and claim this is trying to give 100% attribution to a particular search or click. That isn’t the case at all. This purely provides a starting point that shows the influence each medium has in the actual buying process. We can get into complex attribution models in the next article but not until we answer these simple questions dealers are asking first.

My hope is the best digital agencies in the industry will improve the methods we all use to deliver an ROI and a better level of standardization develops. I see dealerships changing digital vendors with totally unrealistic expectations based on promises that sound incredible, but often fail to deliver a return on their investment. In the meantime, we are going to keep working closely with companies like Google, Bing and Facebook to include simpler, easier to understand transaction based reporting.

Source: David Boice on LinkedIn – Read the original article here.

Internet Sales 20 Group 2017

Meet Us @ The Internet Sales 20 Group in Philly July 10-12!

Aaron Bickart, our Executive VP of Sales, will be speaking at the Internet Sales 20 Group and we would love for you to join!

Digital Conquest in a Flat Market

A flat market breeds fierce competition, so how do you stay ahead? One way is through a well-executed digital marketing plan. During this session, you will learn how to conquest the competition using industry-leading technology to create dynamic, payment-based ads for every make and model you sell. The key to strong conversion is relevancy. This is your chance to learn how to boost conversions while lowering CPC from the ONLY Full Service Marketing company recognized as both a Google Premier SMB Partner and a Bing Elite Partner.

Success Story: Bill Page Honda

Sales up 9% in a Flat Market

Sometimes the success — or very survival — of a company can hinge on one pivitol decision.

Bill Page Honda faced a pivitol decision such as this when the dealership, then a Pontiac franchise, decided to start selling Hondas in 1971. “At one point, Honda came in and said, ‘You’re going to have to make a decision: Honda or Pontiac’,” said Brian Kanyan, partner and CFO of the dealership. “Thank goodness Mr. Page made the right decision. Not only was it the right business decision, it was a fantastic life decision.”

Located in Falls Church, Virginia, William H. Page founded Bill Page Honda in 1950. In an area once considered “farm country”, the dealership faced some initial struggles getting customers in the door. “They had to work really hard to get people to come out to this area,” Kanyan said. “It took a great competitive spirit to get shoppers out into the country.”

That rural country landscape has changed around Bill Page Honda over the years. Falls Church is now considered part of the Washington D.C. Metro area and is filled with people from different countries and cultures — all with diverse needs. In an effort to grow and adapt to the area’s changing demographics, as well as the evolving automotive marketing landscape, the dealership needed to modernize. In 2014, Bill Page Honda demolished its original 1950’s building and constructed an all new state-of-the-art facility, allowing them to meet new challenges and take advantage of greater opportunities.

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Team Velocity Marketing Awarded Rising Star Channel Partner of the Year at Inaugural Global Bing Partner Awards

WASHINGTON, May 23, 2017 /PRNewswire/ — Microsoft awarded Team Velocity Marketing® with the Rising Star Channel Partner of the Year Award at its inaugural Global Bing Partner Awards ceremony. The awards honor individuals and organizations behind the most impactful, innovative and performance-driven work from Bing Ads’ Partners around the world.

Team Velocity Marketing was recognized with the Rising Star Channel Partner of the Year Award recognizing their strong performance, technological innovation, exceptional customer service and dedication to their partnership with Bing.

Pictured Above: Joe High, Senior VP, Operations, Budd Blackburn, Founder, and Bill Reilly, COO, accept Rising Star Channel Partner of the Year award on behalf of Team Velocity Marketing at Global Bing Partner Awards with Kelly Thomas Nojaim, VP, Partner Development at Microsoft.

As a Bing Elite Partner, Team Velocity Marketing is part of a select group of top-performing partners to act as trusted advisors to their growing customer base for search advertising opportunities with the Bing Network. This enables Team Velocity to enhance the expertise and service provided to clients through exclusive access to training, marketing and technology development.

“Our dealers push us to be the best. The Rising Star Award recognizes the tremendous amount of work our team has put into our strategy and technology to deliver the performance and growth this award represents,” said Joe High, Senior Vice President of Team Velocity Marketing.

“We are pleased to recognize Team Velocity Marketing’s work with the Rising Star Channel Partner of the Year Award as part of our inaugural Bing Partner Awards,” said Steve Sirich, General Manager of Bing Ads. “This award celebrates the high-performing and inspiring work from our global Bing Partner Program, and the results realized by Team Velocity and their customers. Congratulations on this deserving achievement.”

For more details about Team Velocity Marketing Digital Marketing & Paid Search solutions, please click here.

Success Story: Sims Honda

Sales up 25% YTD!

Cultivating a Team Environment and Empowering Salespeople with Targeted Marketing Tools

Sims Honda, located in Burlington, Washington, is on a roll. Sales are up 25 percent year-to-date, proﬁts are up and the dealership commands a whopping 73 percent share of the local Honda market. “We’re just up and up and up, and it seems to keep going that way,” said Bobby Maynard, General Manager of the Honda dealership.

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