A typical reconditioning workflow installation has a minimum of three principal stakeholders: the used car manager, the fixed operations manager and the general manager. In the early days of reconditioning workflow, starting around 2010, the scenario was a bit different than today. At that time, the used car manager, in some cases, blamed service as a bottleneck that kept sales from hitting their weekly and monthly sales targets. In the last 24 months, we have seen a definite shift. While workflow initiations from the sales side are still significant, it is now the GM who accounts for more than half of initiatives to find a solution. In fact, a GM, or a group-level manager, is directly involved 90 percent of the time.
Hardly a week goes by where I do not hear the phrase, “A system is only as good as the people who use it.”
Simply put, reconditioning is finally receiving the appropriate managerial attention and respect that is warranted based on the value. It has risen to the same level of importance as any other part of the complex job of running a dealership. Underlying this is the fact that technology has evolved to the point where accountability, ease of use and verifiable proof are all direct benefits.