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What The Game of Thrones & OEMs Have in Common – the Faceless Man

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In the uber-popular television series (and books… which are way better), The Game of Thrones, there exists Arya Stark. She develops from a high-born girl into a trained assassin whose talent is to mimic anyone – a talent known as “the faceless man.” It doesn’t matter who the person is, what they want or who likes (or doesn’t) like them… only that she can imitate them so well that nobody, not even these people’s closest friends, family or allies, can tell the difference. And therein lies the problem – and connection – with the future of the automotive industry.

Times are changing. Dealers have hybrid, electric and autonomous vehicles looming on the horizon. Ride sharing is gaining in popularity. OEMs are implementing shared leases while backing Uber, Lyft and others. But those are the least of their problems.

What’s in the future for dealerships? If the OEMs had it their way, dealerships will be homogenized into something akin to Wal-Mart. When you go to Wal-Mart, do you care which one you go to? No! What about a grocery store? No! You go because it’s convenient and you like the chain, not necessarily the specific store.

OEMs aren’t investing millions of dollars to conform all of their franchises to look the same because they want any particular dealership to be more appealing. These are all ruses in disguise of help. They’re investing because they don’t care WHERE the customer buys their (insert make here), only that they buy theirs vs. the competitors… just like Wal-Mart, Target or any other retail store. Do you think Apple cares where you buy the latest iPhone? No, they don’t. They only care that you buy it… just like your OEM.

You may think that the OEM is on your side but what do they grind you about every month? Especially on the last day? RDRs. How many times a day does your DOM call you on the last day of the month asking how many new and certified (insert make here) you have sold. They could care less if you sold 60,000 non-certified pre-owned other-make vehicles for a gazillion dollars in profit. They only care about how many (insert make here) you sold.

Think about that the next time your OEM tells you to conform. Think about that the next time the OEM tells you how YOU should run YOUR dealership. Think about that the next time the OEM wants to subsidize your advertising, marketing or services. They’re not doing ANYTHING to help YOU. They spend money because it helps them. Not you. That’s just the nature of business.

Many dealers have been in their communities for a long time. Many are pillars of those communities assisting in local events, charities and other functions. If a dealership lets themselves become homogenized and become the next Wal-Mart, nobody will care about them just like they don’t care which Wal-Mart they buy their groceries from.

If Wal-Mart sponsored your local car show, community event or charity function, would that make anybody in your community (or you) loyal to a SPECIFIC Wal-Mart? No. They may like Wal-Mart more, but not any given one. Do you want to be the Wal-Mart location that nobody cares about unless you’re convenient? I doubt it.

When your OEM tells you to take down the American flag (yes, this has happened), remove the commemorative pictures or decorations because it doesn’t conform to their “vision” (this has, too), make YOUR dealership look like all of the other franchises (Yup) or ANYTHING ELSE that detracts from your dealership’s personality or uniqueness. You tell them to GET LOST.

Be who you are. Remain that pillar in your community. Retain your business personality. Take care of your customers and don’t become the next (insert make) Wal-Mart.

That’s the only way that you’ll secure customer retention, loyalty and, more importantly, your dealership’s future.

Digital Dealer 23 Session – Wonderland: An Interactive Exercise in Leadership and Management – A Journey Down the Rabbit Hole

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This interactive session will open your eyes and give you a fantastic new point of view into what leadership, management & company culture really means. There won’t be a Powerpoint and you probably won’t be sitting down much so come prepared to participate. You WILL go through an emotional roller coaster on this ride but by the end, you will KNOW the impact different leadership and management styles mean and which is right from wrong. Guaranteed. Participate and you will leave learning how to be a better leader through this live, in-person activity. This isn’t for the faint at heart. Be warned. You will be diving down the rabbit hole and only you will know who you will be at the end.

Join me at Digital Dealer 23 in Las Vegas, NV from September 18-20 and participate in a session unlike any ever done before. Learn more here and I look forward to seeing you at my session… if you dare.

The Magical Disney Moment That Wasn’t Even Mine

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I’ve visited Disneyland many times. As an Annual Passholder, it was close to my house and a great place to get my (at the time) two-year old, out of the house for a spell. Even if we didn’t go on any rides, the ambience, energy and magic that attracts and maintains brand loyalty and excitement for Disney captured her mind and heart. Even to this day, now as an almost 11-year old, when asked what she wants to do in the future, her answer is to work for Disney. She literally studies, consumes and wants to be knowledgeable in everything Disney. In her words, if she wants to work there, she needs to know everything about Disney, all the movies and everything.

In 2008, we visited Disneyland. On that visit, I captured a magical moment. And it didn’t belong to me.

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As I took this picture, I started making up stories in my head. This young boy had probably been sitting for upwards of almost 2 hours with his family in order to get that front row spot for the parade. It was probably hot (it was SoCal in June). And he was probably bored out of his mind wishing that he was on a ride rather than sitting on concrete.

Being a little older now since that picture was taken (by 9 years) and a little wiser to the fact that everything at Disney is by design, the picture has morphed in my mind into a Disney success story. I’ve read the book “Disney U” by Doug Lipp (which I recommend) and I also attended the first Disney Institute Customer Experience Summit in 2016 (which I also recommend). As I now reflect on the things I have learned from both Lipp’s book and the Disney Institute, I believe this Cast Member recognized the same things I did and, in his own way, attempted to bring happiness, joy, some personalization and what I would like to think is a smile beginning to form on that young boy’s face during that parade.

And while I have no photographic evidence of that smile, I can tell you that this Cast Member’s actions did, indeed, produce a smile… my own.

I have hundreds, if not thousands, of pictures at Disney properties including Disneyland, Disney World, Disney Cruise Lines and the Disney Institute Customer Experience Summit. This, however, will always be my favorite, as I believe it encapsulates all the “keys” that Disney trains its employees to embrace and it illustrates action on those philosophies making them more than just words… gives them life, if you will… and shows that it’s not just about teaching employees your business beliefs but having them also embrace and act upon them.

I have to admit, however, that I lied in the title. Even though this moment didn’t happen to me, it was my magical Disney moment. And that’s why I will always be a Disney fan.

Skynet: Autonomous Cars Will Decide Who Dies… And Who Lives

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So, our industry is hell-bent on creating autonomous cars and transforming our roads and highways into assembly lines of controlled vehicles that perform without human intervention. I’m not talking about cruise control or auto-pilot. I’m talking about autonomy. The very definition of autonomy is:

“freedom from external control or influence; independence”

A machine that operates with independence, without external control or influence, is also, by definition, a robot. Am I “anti-robot?” Is there such a term? Yes, there is – Technophobia. While the auto industry sweet talks us into a future of commuting in which we can watch a movie, read a book or interact on social media, the fact is that what’s being created is, essentially, a legion of vehicles that are not only connected but can make decisions.

And those decisions are what scare me.

Think about it. You’re driving down the road on a two lane road with a canyon to your left and find yourself in this situation:

  1. A person walks into the road in front of you and you don’t have time to stop before hitting that person. In the left lane is an oncoming vehicle.
  2. On your right is a group of 6 school kids talking and walking home from school.

Remember, your car is in charge. It’s making the decisions. You’re watching “Harry Potter” (sound familiar?) and not paying attention. Your car, at that point, has to make a moral and ethical decision. Does it:

  1. Choose to hit and kill the person in front of you?
  2. Swerve into the left lane causing a head-on collision with the oncoming vehicle but avoiding the person in the road perhaps killing you (the “driver”) and the occupants of the other vehicle as well?
  3. Swerve radically left and drive off into the canyon killing you?
  4. Swerve right and run through the group of 6 school kids?

None of these sound fun and, certainly, nobody would want ANY of these outcomes but, in this case, one of those has to happen. Think about which YOU would choose. Is that what your CAR would?

All robots (yes, including the autonomous car you’re riding in) are programmed. They run on software. Someone… somewhere… already made the decision for you. You just don’t know what that decision is. Some people may choose to sacrifice themselves to save everyone else. But humans think differently than machines. Most likely, machines will, by mandate, be forced to be programmed to prevent the least amount of loss to the human race… That’s just logic. That’s what computers work from. So, in this case, the logical choice would be to assess the situation. Which option presents the least loss of life or – rather perhaps life “potential”?

  1. The first option presents a danger to not only the person in the road but, potentially, the people in the oncoming vehicle and you. This scenario places multiple lives at risk.
  2. The second option may save the person in the road but will almost for certain cause injury and/or death to the people in the oncoming vehicle and you.
  3. The third option presents the most potential loss of lives (and life potential) as these are young kids who have lives ahead of them and there are 6 of them.
  4. The final option sees the car steering radically off of the road plunging you and it into the canyon where you (and it) die.

Yeah, this is an extreme example but it’s not the only one. There are many decisions being made like this all of the time – just mostly by humans.

I remember traveling long-distance with my family and coming upon traffic near Charlotte. I slowed down like everyone else but, in my rearview mirror, I saw a car coming at my vehicle’s rear end at a high speed. I had no place to go. On my right were other cars, in front of me were other cars and to my left was a concrete median. I did my best to scoot up and, ultimately, the driver of the vehicle behind me started paying attention, noticed the traffic and veered left while slamming on his brakes ultimately crashing his vehicle into the median. Luckily, nobody (except his car) was injured. But this is a scenario that will play out daily, across the country, except the decisions will be made by an algorithm programmed into a computer then installed into a car.

Do computer bugs exist? Sure. Just look at Tesla’s recent “Autopilot” incident in which the car – aided by what is arguably the most technologically advanced software at the moment – did not see the TRUCK crossing the road because the SUN WAS IN ITS EYES. Yeah. Sounds safe to me.

The larger picture is who (or what) do we want making these decisions? In the case of a human, that person could explain and defend themselves and then a jury of their peers would lay judgement. In the case of a robot car, it would all have been programmed in. So who would be at fault?

A counter-argument could be made that since all of these cars are “connected” they could all coordinate some sort of instantaneous strategical maneuver that would prevent both cars colliding and anyone being hit but, c’mon, really? First, Internet is not that fast (for most people) and cars – even if all of them were connected via 8GLTEXpress (which is something I totally just made up but is my version of the fastest Wi-Fi/cellular connection ever), these decisions are made in less than a SECOND! There are no vehicles communicating and coordinating evasive maneuvers that quickly. We’re just not there and, personally, I don’t know if that’s someplace we WANT to go.

Where does it end? Do you want your toaster declining to make toast because IT thinks you weigh too much? Maybe your refrigerator decides the best time for you to eat is between certain hours and locks itself? Your television decides you shouldn’t be watching horror movies because it’s bad for your mental health? Or, God forbid, your life-support machine makes the decision ON ITS OWN that the likelihood of you actually pulling through is too low so it just shuts itself off.

Look, I don’t believe that the movie “The Terminator”, in which intelligent robots designed to think and make decisions on their own, is real or will be anytime soon (at least not on that level). What I do believe is that humans have something that robots can’t ever have – empathy and emotion. We can make robots until we’re blue in the face and make them appear so real that we BELIEVE they have these things but, in essence, that’s what makes humans and robots different. Call it having a soul or whatever you’d like, the fact remains that we (humans) will always make decisions that are not consistent with that of robots. Why? Because that is what makes us human! Some of us will choose to run down the person in front of us. Some will choose to hit the oncoming car and take our chances. Some will even plow through the group of schoolkids. And some will drive ourselves over the cliff. But, in the end, we’re human. We make those choices and have to face the consequences for our decisions. We know what the right thing to do is (most of us, at least) and we do it regardless. If everyone disagrees with our decision, we pay the consequences. Who is responsible if the car chooses to mow down the school kids? Are we going to create car prisons or just crush the bad ones? And what happens when – God forbid – the cars evolve and decide that it’s in their best interest to protect themselves (yes, I totally went all sci-fi Terminator there but, hey, technology moves fast.)

The people programming cars are also human. Hopefully, they’ll make the right decisions when programming these autonomous cars so that we can play Call of Duty on our way to work, Facetime with our friend or set our fantasy football lineup. In the end, however, programmers are also just human. What they think is the best choice may not be the one we would make but they would be the ones making it… perhaps years in advance of the event. Or, let’s go a step farther, chances are good that if autonomous cars are programmed to make life and death decisions perhaps it’s not the programmers making those moral and ethical decisions but rather some government entity like the NHTSA who then merely pass along those decisions to the manufacturers to be programmed in.

Regardless of who chooses how and which moral and ethical decisions to program into autonomous cars, in the end, you may find that the decision your car was programmed to be the best one to make… is to kill you.

Hope you enjoyed “Harry Potter.” RIP

2016 Disney Customer Experience Summit: Review

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I’ve always been a big Disney fan. My family and I had season passes to Disneyland in California for about 8 years before moving to North Carolina. Now I can’t get my Disney fix on as often as I’d like to but still manage to go once a year or so. Being in the automotive industry with my business being focused on three main areas: content writing, social media and conferences,  I’m very often dealing with topics revolving around customer loyalty, customer retention and customer experience. I was first introduced (legitimately) to the Disney Institute at a Driving Sales Executive Summit (automotive industry conference) about 4 years ago with Bruce Kimbrell as a keynote speaker. I was aware of the Disney Institute previously but that was my first taste of some actual Disney Institute education. I was hooked. After that conference, I studied up and wanted to continue learning from the Disney Institute. Keep in mind that I’m a “gotta have it all” kind of guy so, of course I wanted to take every Disney Institute course offered. Of course, through my research, I discovered that to do so would cost upwards of $30,000+ just in tuition (not including travel, lodging, etc.). So when I came across the ad for the Disney Institute Customer Experience Summit in my Facebook feed, I was intrigued. I called and promptly grilled a poor guy named Chris at the Disney Institute for about an hour asking countless questions. In typical Disney fashion, he was very patient with me and answered them all. Considering the registration was $4,000 for a 2-1/2 day event, I wanted to know exactly what I would be learning. Satisfied, I registered. Disney graciously opened up the room block to include the 3 days pre and post-conference so my family and I decided to make a little vacation out of it as well… then I waited.

When the time came for us to travel and begin our adventure, we checked in to Disney’s flagship resort, the Grand Floridian Resort & Spa. It was an excellent experience considering we really only planned to drop our bags and head to the park seeing as we showed up at 9am and check-in was 3pm but Disney was ready for us and had our room waiting. We then spent the Friday, Saturday and Sunday melting visiting the parks. We went to Epcot on day 1, Hollywood Studios on Day 2 and then the Magic Kingdom on day 3. It was a great, but very hot, time.

Now that the background story and personal story are out of the way, let’s get into the meat of the review.

Day 1 of the Disney Institute’s Customer Experience Summit

Check in began at 3:30pm so I promptly went and did so. After getting a pretty cool computer bag stuffed with goodies including a personalized Disney Institute pen, I was legit.

The curriculum began at 5:30pm with Vice President & General Manager of the Disney Institute, Jeff James, taking the stage to welcome us and introducing Bruce Jones, Senior Programming Director as our event MC.

 

Bruce proceeded to give us an overview of what to expect, some information about the mobile website and our personal agenda (on our smart-computers… cough… phones) as well as some ground rules regarding evidence social media content… mainly that they encouraged us to utilize social media but that no video  or audio recording was allowed and no social media whatsoever while we were in any backstage (non-public) area within the parks. [Side note: For the remainder of the conference, whenever Bruce talked about social media, he always mentioned my name in some way. For attendees: Yes, I was THAT Arnold.]

Bruce then brought onto stage all of the facilitators and staff that would be educating us over the next few days and introduced them to us. Now if you know me at all, I’m a social media monster. Having been involved in over 45 conferences now most of which involved (at a minimum) social media marketing, I was ready. [Note: If you’re really interested in all of the content I tweeted, you can check out my Twitter profile here or you can view everyone’s tweets by searching the conference hashtag #DisneyCXSummit. For the meat of the Summit content, check out tweets between August 23-25, 2016]. I think Bruce summed up the Disney Institute’s goal for Summit attendees when he said:

After that, we had our first general session learning an overview of Disney philosophies and a preview of what we’d be learning over the next few days by Kathy Van Tassell (KVT), one of the Disney Institute facilitators. She brought us some great content. I wish I could embed all of my tweets here but that would just be overkill (albeit interesting.) One of my favorite soundbites was this:

“Leadership is when your employees look forward to their drive to work just as much as their drive home from work.”

After the opening general session, we were off to our first networking reception Disney-style led by Mickey and Minnie. The networking reception featured an open bar, TONS of food and character meet-and-greets. Now let me tell you this, I’ve been to a TON of conferences (mainly in the automotive industry) and have worked 45 of them. NEVER have I experienced what I did at this networking reception… it seemed as if you needed Fast Passes for the character meet-and-greet lines while there were absolutely NO lines at the bars! I guess in hindsight that’s not too surprising but still… [and yes, of course I stood in those lines.]

Day 2 of Disney Institute’s Customer Experience Summit

Day 2 of the Summit started with an early breakfast at 7am followed by a keynote speech by Walt Disney World Resort President, George Kalogridis. As he discussed some of the ways in which Disney immerses their guests into the Disney experience, the first thing he did was hand out Magic Disney ears to everyone in the audience so we could experience it. He then played a video which synced up to the RFID chips in the ears and the whole crowd started blinking and changing colors in unison. Remarks I overheard from Disney employees was that this brought tears to their eyes.

Image courtesy of Jake Massey
Image courtesy of Jake Massey

We were then split into groups – some groups would learn the customer experience curriculum for the day while the other groups would learn about employee engagement. Needless to say there was way too much content to publish everything here (and I don’t know that I would want to potentially spoil things for others) but the day was filled with a ton of great education, insight and immersive experiences. The one thing I do want to share was the simplicity of Disney’s common purpose which, may I add, they have thus far achieved with resounding success.

And, I would be remiss in my reporting if I didn’t include the answer to the question of what the most asked question in Disney parks is. (Image on right) Why? Guess you’ll have to take a Disney Institute class to find out why and what it really means.

Then we got to go on our first field experience. There were four to choose from which we pre-selected prior to the Summit. The one I chose saw us visiting the Magic Kingdom. We were grouped and had an activity to perform which we were to identify examples of the Four Keys (I’ll get to that later) and we took a behind-the-scenes tour of the “Be Our Guest” restaurant which, apparently is sold out 190 days in advance. If you’re planning a trip to Disney World in the next 6 months, you’re out of luck. Plan early if you want to eat at this uber-cool restaurant.

Then it was back to the Grand Floridian’s conference center for the rest of our day and the closing general session with Karl Holz, President of New Vacation Operations and the Disney Cruise Line. His keynote was focused primarily on employee engagement and the importance of your “cast” in creating an excellent customer experience. It was fantastic. He also stressed the importance of, and Disney’s view, of employee empowerment.

This was one of my favorite soundbites from his session:

Oh, but was the day over? Far from it. Bruce Jones closed out the evening with a question for the audience that really got me thinking and was really pretty profound:

“What matters most? The little “wows” or  the big “wows”?

We got serenaded by two cast members with music from the new Disney Cruise Line show “Tangled” where we not only saw the light but heard it, then we were whisked off to Hollywood Studios for a first class dinner at Club Villain featuring the Divas of Evil (and Dr. Facilier). [Note: the character meet-and-greet line… yeah, they actually had TIMES set for you (a’la Fast Passes… perhaps someone was listening to our tweets from the night before) while, again, the bar line was completely empty.]

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Was the “Disney Magic” over? Heck no! After the dinner, we were escorted to a reserved viewing area to watch the new “Star Wars: A Galactic Fireworks Spectacular” show. Here’s a teaser (Hey, it was a public place):

Day 3 of the Disney Institute Customer Experience Summit

Day 3 began with a keynote by Paul Richardson, Senior Vice President Human Resources for ESPN and the Chief Diversity Officer for the Walt Disney Companies. He gave us information about the quantity of programming that ESPN produces (amazing!) and brought along a surprise guest speaker, former Tampa Bay Buccaneers head coach and current broadcaster, Jon Gruden!

Coach Gruden spoke about winning and teamwork while Paul Richardson spoke about the importance of taking risks. A key illustration from him was of ESPN’s “Body” issue which has artistic nude images of athletes. As a “lawyer in recovery” and Human Resources VP, you could see where there was concern but this issue has become their most popular ESPN magazine issue every year!

Of course, the exclamation point to his speech was this:

I then began my second day of classes and was extremely thrilled to be reunited with the former DrivingSales Executive Summit keynote speaker as a facilitator for the day, Bruce Kimbrell! (Take that, DSES peeps. You got him for 50 minutes. I got him the. whole. day. BOOM!)

Day 2 for me and my group was all focused on employee engagement and how that affects both retention and customer experience. Again, there was so much content that this blog article/review would be super long if I tried to repeat it all so I’m gonna stick with a couple of my favorite highlights. Oh, but first, I failed to mention that the Disney Institute has swag for those who participate in the classes! If you ever attend a class, PARTICIPATE!

We learned the “Four Keys” philosophy in more depth and how employees, management and leadership use that to guide their decisions. (Patience… I’ll get to the Four Keys.) Loved the following soundbites:

 

“People don’t generally leave companies. They leave leaders.”

“You can never take your company culture for granted. You can lose a good one a lot faster than you can create one.” 

“When you give your employee less reason to leave you, you give your customers less reason to leave as well.”

but this was my favorite (by Bruce Kimbrell)

“There is not one bit of magic in anything Disney. Everything is method. There is nothing done unintentionally. Everything is by design.” 

One of my FAVORITE parts of day two was the Disney Institutes’s “Wonderland” activity. First, let me tell you that while it was MY favorite part, there were other people ready to cut [as in with a knife] someone. It was a very educational and illustrative immersive type activity. If I told you more. I’d be spoiling it for you should you ever encounter it, so I won’t. Just know that it seemed as if attendees really enjoyed it or really hated it. In the end, however, they all understood and learned from it. It was only during the moment that emotions ran high. I must admit that I got WAY into my role as a negative dispenser though. (You have to do the activity to understand.)

Another very cool educational method was through the use of illustrative immersive live-action examples. Video? Forget that. They brought in actors to illustrate points. Just let me say that the “Ice cream shop” story/illustration left me teary eyed (in a good way).

Then we were off to our second field experience! This time, I got to visit the Magic Kingdom again. I thought we were going to experience ride operations backstage but what did we do? We got to ride! Yeee haw! [Note: If you ever sign up for an in-park experience for the Disney Institute and they ask whether you prefer kiddie classic rides or thrill rides, understand that you are choosing which types of rides you want to go on.] I met up with a fellow attendee at the end of day 1 who was kicking himself for not picking thrill rides. You’ve been warned. We had a VIP Tour Guide who walked us onto the rides (which was way cool and available to the public at a reasonable rate of $400 per hour with a 7 hour minimum). When we got to the Seven Dwarfs Mine Train ride, there was a 130 minute stand-by line wait. That was partially because they were filming an episode of the ABC show “Blackish.” Their train actually stopped… right… in.. front.. of me… but, sadly, I wasn’t fast enough with my phone to snap a picture of the actors. Then we rode the Haunted Mansion [I totally brought back the hitchhiking ghosts], Space Mountain and Buzz Lightyear.

We then returned and, following a little more education, we were off to our final closing session which was a very cool experience with a Disney Imagineer, Emily O’Brien and Food & Beverage Experience & Pairing Integration VP, Beth Scott. They shared the story of the creation and teamwork involved in creating the new restaurant and bar at Disney’s Animal Kingdom, Tiffin’s Restaurant and Nomad’s Lounge. One of the really cool things that happened was that they introduced us to the Flavor Lab where a Disney bartender(?) mixed a new drink live on video then.. ouila’… Disney cast members came out and delivered samples to everyone! Then a chef came on live video and showed us how they made a rib and black-eyed pea fritter which was then also brought out for everyone to sample!

At the close of the closing general session… well, I have to tell you the story. Apparently, people REALLY love Dole Whip. There was this whole group obsessed with Dole Whip. Chances are that Disney could have just served Dole Whip the whole conference and people would have been happy. Don’t know for sure but they Screen Shot 2016-08-29 at 7.13.44 PMnot only had a dedicated hashtag but a freaking mascot idol thingy. Bruce Jones came on stage and told us, after the closing keynote, that our badges would get us a free Dole Whip at the Polynesian Resort (just a short monorail ride away) but, in addition, the Disney magic makers had created a special Dole Whip inspired drink for us – and only for us – that would be given to us as we left. [And, skipping ahead just a tad, the funny side of me couldn’t help but ask this group whether… now that they had “whipped” if they were going to “nae nae”… well, guess what… I talked them into it.]

And by left, I mean they said “Get out!” Why? Because they had something special waiting for us and, while they pretended they were giving us some extra time to change and relax, they really needed time to prepare. You see, they had TAUGHT us about Disney magic for 3 days, now they wanted us to EXPERIENCE it. So we left.

When we returned, we were the Disney Institute’s guest. Dinner was all “Beauty and the Beast” themed and first class. When I say first-class, I’m talking caviar, etc. We had visits by Lumiere, Cogsworth, Beauty and the Beast along with a beautiful centerpiece (in the middle of the dance floor) of a rose in glass. All of the tables and napkins were stuffed with fresh red roses as well. We were serenaded, fed and entertained. When we left, we left to another gift of the book “Be Our Guest” by the Disney Institute. [Note: If you like great books and Disney education, pick up a copy of “Disney U” by Doug Lipp.]

And, that’s the end of my story… or is it?

I forgot a couple of things… first, the Four Keys. The Four Keys are the foundation of Disney’s philosophy. They represent, in this order, Safety, Courtesy, Show and Efficiency. In simple terms, think of it this way. Safety is the highest priority and it moves down the chain from there. Courtesy is… well… courtesy. Show? This represents the fact that Disney is putting on a show. That’s why employees are “cast members”, visitors are “guests”, public areas are “on stage” for employees and private areas are “back stage.” It’s way more involved than that, however, and I recommend either attending a Disney Institute course, the next Customer Experience Summit or reading Doug Lipp’s book to learn more but let me leave you with this…

Not only did I LOVE the event, experience, education, activities, and experiences and felt like the event was worth every penny, but when I got home, I made sure that I would never forget the experience nor the philosophies that I learned. Ciao for now and shout out to my tweeting friends Luigi Casanova from Peru, Rich Vallaster and the Disney Institute’s social media person, Amie Gorell as well as all of the facilitators (especially the two Bruces – Kimbrell and Jones).

And finally, this is how I made sure I would never forget what I learned and the impact this event had on me. (Yes, it’s a real tattoo.)

A Big Old Can of Nonsense: Who Needs Loyal Customers Anyways?

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With all of the recent epiphanies that thought leaders in ours and other industries that businesses should be spending time and effort cultivating relationships, spending money and basically treating customers right, I thought it time to re-visit this whole “customer loyalty” phenomenon. Customers don’t really care about car dealers, do they? I mean, dealers are ranked below Congress in surveys about trustworthiness. They don’t like coming to dealerships for ANY reason much less to buy a car. In fact, companies are popping up out of the woodwork with the sole benefit of making it possible for people to buy cars WITHOUT going to dealerships.

We know through many articles and trends that customer loyalty is dead. The Gen Y and Millennial generations could care less who they do business with. Sure, they’ll show up for that $19.95 oil change special but is it because they’re loyal? No! It’s because it’s a deal. And believe me when I say that they will eagerly go to another dealership the next time they need their vehicle serviced that offers a coupon or special when you don’t have one at that time.

People need to buy – and service – cars and regardless of whether you’re a franchised, independent or buy here, pay here lot, dealers are all they have. It’s way too much work for consumers to obtain financing, process paperwork and facilitate a private party sales transaction. In addition, most of these are “as-is” transactions so they’re essentially throwing the dice hoping they aren’t getting a lemon.

As for service, there’s a Jiffy Lube or other independent auto service center promising convenient, fast and friendly oil changes upon demand. Sure, maybe they’re using generic parts that might not fit perfectly but are serviceable. Who cares? They’re cheaper, right? Who needs certified technicians, nice waiting areas or free coffee? They’d rather go buy a $12 Triple, Venti, Half Sweet, Non-Fat, Caramel Macchiato than drink the Keurig produced coffee dealers provide for them.

As a business, dealerships have been wildly successful acquiring new customers for the past decades. It’s easy. Sure, maybe it’s gotten more expensive over the years but what’s $640 per customer when dealers can high gross them on the huge profit margins manufacturers give them to work with.

And rewards? Really? Dealers are seriously expected – yes, expected – to give away free stuff to customers who happen to give them money? Get serious.

The bottom line is that dealers sell and service cars. Dealers have this industry so tightly wrapped up and in control that even Elon Musk with all his money, influence and consumer backing can’t even manage to convince many states to let him sell his cars direct to consumers. The new companies promising excellent customer experiences and complete online transactions account for such a small percentage of sales that they’re inconsequential. Consumers HAVE to buy their cars from a dealership and they certainly have a monopoly on warranty and recall work, too.

So let’s all just calm down and sit back while OEMs take used car inventories online and auction prices skyrocket (goodbye used car grosses), the NHTSA opens up recall work to independents (see you later recall revenue), the CFPB begins to regulate consumer financing (so long F&I reserve), new car front end margins shrink (you didn’t have these anyways) and complete online buying experiences become the preferred car purchasing experience…

Wait a minute. Who needs loyal customers? Dealers do.

Pokémon Go as A Traffic Driver to Dealerships

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Pokemon Go DealershipsSo it’s been a long time since I wrote a blog (for myself, that is) but after attending Jim Ziegler’s Internet Battle Plan and watching a kid yell “I found a Pokémon!” then promptly walking into a wall then watching adult auto industry attendees, vendors and speakers choose to go Pokémon hunting rather than network with industry colleagues and dealers, it got me thinking. First, yes, I downloaded the app just to see what all of the fuss was about. My Pokémon Go experience lasted all of about 15 minutes. I’ve seen people argue that Pokémon Go is silly and a waste of time while also seeing others relay the benefits of the game including physical exercise, exploring one’s neighborhood and connecting with new people with (at least one) similar interest.

I probably wouldn’t have been even interested in exploring the app at all but for the fact that a client created a clever ad that tied into their business message and we started exploring ways in which we could exploit this trendy craze. Who knows how long this game’s popularity will last but, for now, it’s the hottest thing around. Playing to trending things is nothing new and if you can leverage it in a way that supports your message or drives business, I’m all for it (sans tragedies, politics and the other taboo topics).

In my research, I found that there are things called “lures” in the game. You get these by catching Pokémon and doing various things BUT you can also purchase them for $1 each through the app. These “lures” are like catnip to Pokémon and the area in which the lure is set shows up within the game to other players. Of course, seeing as the goal of the game is catching Pokémon, it’s easy to understand why dropping a lure (which lasts 30 minutes) would attract nearby players. For $1 per half-hour, a dealership could pretty much leverage lures to the tune of $20 per day (given a 10-hour business day) and get a fair share of explorers. [EDIT: A fellow automotive colleague and self-professed Pokémon Go addict informed me that lures can only be used at already established Pokéstops. I do know that there are businesses that have been designated as such so this strategy would only work if your dealership were already a Pokéstop apparently. The overall intent of the article is discuss the marketing opportunity soon to be available as described later in this article.]

There are also things called Pokéstops and gyms which naturally attract players but Niantic (the game’s creator) decides where these Pokéstops are located. Of course, the concentration of Pokémon or the ability to train them (level them up) make these popular places for players. While actual user numbers haven’t been released, I’ve seen articles that report that daily use of Pokémon Go is extremely close to surpassing the daily use of Twitter. That is huge.

Well, it looks like (unsurprisingly) that Pokémon Go is going to make it very easy for dealerships (or any business) to leverage their game to drive foot traffic to their location. Of course, a company that’s pulling in $1,000,000 (yes million) per day just through in-app purchases decided to commercialize by extending business sponsorship opportunities. It’s reportedly always been in their plans but, due to the super-fast popularity (including a 50% increase in Nintendo share price), those plans have been expedited. Soon, businesses (read: dealerships) will be able to pay to be a “sponsored location” which would (hypothetically) make the business an uber-popular place to visit for Pokémon Go players.

Seeing as the game’s developer, Niantic, is a spin-off owned by Google and the game engine itself uses Google Maps for the GPS function within the game (i.e. finding Pokémon) it’s no surprise that the revenue trigger (i.e. what needs to happen for revenue to be produced) has been altered from the traditional cost-per-click to one of cost-per-VISIT. Yup, you read that right.

Now, knowing that you’d be charged based on how many Pokémon Go players show up at your dealership, the question now becomes… Is that something you’d want to pay for? Are these people worth having around, running around your lot searching for these cartoon characters while staring at computer screens?

I was told of at least one dealer group that’s already running a promotion leveraging Pokémon Go by running a contest in which players explore the lot and, when they find a Pokémon, screenshotting the Pokémon at the dealership then sharing it to social media including Instagram and naming the dealership. This is a new promotion (just like the game) so I don’t know how it’ll work out for them but I wish them well.

In my opinion, whether a dealership should become a “sponsored location” will depend on several things – the dealership’s demographic and whether they want people running around looking for Pokémon rather than buying a car (I mean, even people really there to buy a car are staring at their phone showrooming you so you probably wouldn’t know the difference between the two unless one of them is 10 years old). The opposite side of that argument is that a busy lot snowballs and attracts other buyers. I mean, we do use inflatable gorillas and wavy tube men, right? Now you can have Pokémon hunters attracting others and forgo the gorilla. (I wonder if the gorillas and wavy tube men qualify for unemployment or food stamps.)

All of that being said, we don’t yet know what the “cost-per-visit” will be but my guess is that it will be determined just like any other Google advertising – based on bids. Get into an auto mall and that might get expensive. It could offer the kids something to do while the parents are shopping or you could see the parents hunting Pokémon WITH their kids. If you subscribe to the “happy, sense of community, getting out and meeting people” philosophy, it could be a way to make a name for yourself (or become a more popular destination) within your community. Of course, being a sponsored location probably won’t end when you lock the doors. There could easily be people jumping your blocker cars to explore your closed dealership just to hunt Pokémon. I may know of someone that might possibly have broken into a miniature golf course just to catch a Pokémon… but that’s just a story I was told so I totally have plausible deniability… besides I would plead the fifth anyways.

So what do you think? I’d love to hear from dealers and/or vendors on their thoughts as to whether this sponsored location option about to come around through Niantic, Nintendo, and Google via Pokémon Go is one that a dealership should consider.

Do I believe that it will make the dealership a popular place to visit? Yes. Do I think that it would increase foot traffic? Yes.

The real question is whether it is foot traffic that a dealership would want.

If You Can’t Keep What You Have, Getting Bigger Isn’t Going to Solve Anything

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There is little doubt in anyone’s mind that the millions of recalls are going to increase the demand for technicians while straining existing franchise dealer’s service departments. Manufacturers are desperately trying to convince dealers to take on expensive expansion projects in their service departments in an effort to avoid losing service business to independents. To this point, according to an article in Automotive News, FCA US announced that it will be launching on online analyzer that will allow dealers to calculate the potential revenue increases of additional service capacity and technicians. Dealers will be able to play with variables such as number of bays, technicians as well as toggle shift lengths to see whether the expenses involved will be fruitful. Of course, with the massive amount of available recall work in and of itself, my guess is that the calculator is pretty much going to show numbers in the  black in most instances. The one piece of this article that really got my attention wasn’t the fact that a manufacturer is trying to get its dealers to expand their fixed ops capacity… no, it was this:

“Now, almost two-thirds of customers who buy new vehicles from FCA US dealerships are no longer visiting the dealerships for service one year after purchase.”

Wait. What?

So, FCA US is telling us that 2/3 of their new vehicle buyers defect from their dealerships’ service departments with, at minimum, two years left under warranty? Now, they’re trying to convince their dealers that they should expand their service departments? Something doesn’t add up here.

Sure, it makes sense that with almost 10 million recalled vehicles since 2014, FCA US is concerned about wait times for consumers to get their warranty work completed. The more completed recall work, the less liability for the automaker and a chance at retaining some brand loyalty.

FCA US has made some great strides and breakthrough initiatives in our industry as relates to employee retention by offering free college tuitions to all FCA US employees and dealership employees. They recognized that employee turnover in dealerships is unacceptable and hurts customer loyalty and stepped up to the plate to help dealers retain more employees by offering this one-of-a-kind benefit.

Perhaps FCA US should now shift it’s focus to what I see as a huge problem right now – the fact that, by their own numbers, their dealers only have a 33 percent customer retention rate average in service. It would only be logical to assume that the retention rate naturally decreases as more time passes. Wouldn’t it be easier to try and retain the 66% of the customers they are losing within a year of a new vehicle purchase before asking dealers to spend millions to expand service operations?

So now the dilemma, do you focus on retaining the water in the dyke frantically placing fingers in the holes just to see new ones appear? Or do you build a larger dyke?

I would suggest that perhaps increasing the size of the dyke would only create more holes in the long run. There may be more recall work but if dealers expand the sizes of their service departments, have a great run of service revenue for 3-4 years taking care of these 10 million vehicles only to find empty bays once everything settles down, that might hurt financially.

Just as FCA US saw a problem in employee retention and took initiative to fix it, perhaps they should now shift their gaze on what I see as a huge problem in customer retention in service. I’m pretty sure that if they don’t they will eventually run out of fingers and be forced to watch as all of the water leaves the dyke.

The Dislike Button: Facebook Is About To Open Pandora’s Box

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According to Business Insider, Facebook CEO Mark Zuckerberg announced today that Facebook is working on – finally – implementing a feature users have been clamoring for for years – the “dislike” button. In the interview, Zuckerberg explained that “what [people] really want is the ability to express empathy. Not every moment is a good moment” and that the addition of the dislike button was to allow users “an option to express feelings other than ‘liking.’”

While his sentiment – and goals – are good, I believe that Facebook is about to open a big giant can of whoop-ass. This action could easily become the equivalent of opening Pandora’s box – or Face-mageddon.

Let me explain.

I get it. Someone posts about a death in the family, an illness, an injury or just a bad life experience. We’ve all seen those and hesitate to interact using the “like” button ‘cause who wants to “like” someone’s tragedy? Facebook’s thought-process probably followed the lines of “if we give users a way to interact with those types of posts in a way that shows empathy (as Zuckerberg said) then.. well.. people will interact with more posts… which gives us more data. Don’t think for a moment that every article you share, post you like, comment you make or status you interact with in ANY WAY isn’t translated into Facebook’s mysterious algorithm that determines what is shown to you in your news feeds. In addition, I’m fairly certain it is also integrated into your Facebook user profile data… permanently.

Here are a few scenarios in which a dislike button is bad:

Right now, Facebook can only tell what type of content you interact with. It doesn’t know your personal feelings about that content unless you comment in a positive or negative way. There is already software designed to automatically identify positive vs negative sentiment. With the introduction of a “dislike” button, Facebook will now be able to better understand how you FELT about the content, not just the fact that you interacted with it.

Why is this important?

Let’s look at things that people post on Facebook… sports, religion, politics, guns… all things that could be very polarizing or controversial topics. We’ve all seen posts turn into bitter arguments. Heck, one of the most popular memes has got to be this one:

 

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We love us some drama. Don’t deny it. How many reality shows exist again? Facebook is like one huge reality show except the actors are actually people you know.

Back to that list. Let’s go with the easy one first… sports. Are you a fan of (insert team name here)? If not, every time your friends post something positive about that team, you may feel inclined to hit that “dislike” button. Not only will this probably annoy your friends (especially if the “dislikes” outweigh the “likes”) but now Facebook knows that you more than likely do not like (inserted team). How will your friends know that you disliked their post? Well, you can already view the people that “like” your posts so I would guess it’s safe to assume that you’ll also be able to view the people that “dislike” it as well.

You see where I’m going? Religion. Politics. Gun Control. Gay Marriage. Kim Davis. Abortion. Hunting. Confederate Flags. Prayer in schools. Civil rights. Whomever’s Lives Matter (this week), Legalized drugs, Immigration Policies… this list could continue but I think you get my point.

Not only does a “dislike” button offer the option of inserting a passive-aggressive “vote”, if you will, on the subject matter rather than chiming in but it can also provide valuable data about YOU to Facebook. Instead of being forced to actually GIVE your opinion on a controversial topic, now you’ll simply be able to click a button and subtly share that opinion. I can’t wait to see friend’s calling other friends out in comments such as “Hey [friend], why’d you dislike this? You suck!” etc.

What about (God forbid!) someone “dislikes” something your BUSINESS (i.e. Facebook page) posts?

It’s really a pretty genius move on Facebook’s part. Its users have been asking for this forever… so now they’re giving it you them… and they can collect more data, keep you on Facebook longer and provide you with more content you like. Once it figures out you don’t like [insert team name, political figure, movement, etc here], it simply won’t show you that content any longer. Facebook will become a happy place full of Skittles, unicorns, puppies and motivational quotes… unless, that is, you don’t like Skittles, unicorns, puppies and motivational quotes. You know all of those “I’m going to flood Facebook with cartoon pictures to drown out all of the negativity” posts? Well, now you won’t have to anymore ‘cause Facebook will be your personal screener. Sort of like that poor guy who gets to taste all of the king’s food before the king eats it to check to see if it’s poisoned.

Perhaps advertisers will soon be able to start targeting “People who don’t like Donald Trump” or “People against gay marriage.” Even scarier is how ELSE could Facebook monetize this data. Can you imagine a world in which employers, insurance companies, government agencies, etc. could access this information? I can. And no, I’m not a paranoid conspiracy theorist. What I am, however, is a realist. Facebook is a public company that needs to find ways to monetize itself. It does that mainly through Facebook ads at the moment. That being said, we all know that data is money… and we certainly give it data. Lots of it.

Now they’ll be able to combine CONTEXT with ACTIONS and that’s a slippery slope into creating a more perfect data profile of a user which, of course, allows them to, at the very least, open up new ways for advertisers to better target their audiences. You better believe that Facebook will – and already is – keeping track of everything you do on it’s site. I’m sure that buried someplace in some Terms of Service document, by using Facebook, you’ve given them ownership of the data they collect about you. Now they’ll just get better insight (cough.. data) into your thoughts and beliefs as well.

Like one friend of mine said when I posted the article this blog refers to in the beginning, “ Oh, it’s about to get fun again.”

Yes, it is.

Compliance: Can You Be Harassed By A CRM?

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UnlikeFor the past 2 years, one of the items on my daily to-do list has been grading Internet leads for DealerKnows Consulting. This process involves assisting DealerKnows in monitoring the progress of their clients through monitoring the ISM’s lead handling within the CRM. This provides valuable insight into what exactly is happening with leads (i.e. is the store following the process installed through DealerKnows and, if not, what exactly is happening) and indicating where additional training is needed.

In one particular client ‘s CRM, I started noticing one of the employees tasked with responding to, and communicating with, Internet leads inputting questionable notes into the CRM. Keep in mind; he was not doing anything inappropriate in his communication with the customer but, at times, expressing his frustration and/or opinions of customers through notes in the CRM.

Notes like:

  1. F$@k this bitch!
  2. Screw this mooch!
  3. What a stroke!
  4. I hope this customer gets fired for being an a$$hole!

Now, I was in retail a long time. I understand his frustration. That being said, I mentioned to him and his manager that he shouldn’t be using derogatory terms in the CRM. First, this particular store works as a team (ie. the leads aren’t solely one person’s responsibility). Whoever is working when a call or email needs to be made handles it. In the past, this team was a bunch of guys. Recently, a female was added. I mentioned it again within the context of the fact that the notes bring negativity into the lead for the next person who looks at it. In addition, it could offend someone else looking at the lead within the CRM. Even a female member of DealerKnows chimed in that the notes offended her.

The real question, however, is not one of appropriateness but rather one of compliance and liability. I was curious as to whether there could be harassment or employment issues. In that spirit, I decided to contact an expert in automotive dealer compliance. I contacted the founder of Dealer Compliance Consultants, Jim Radogna, a longtime auto guy with over 15 years experience in just about every dealership management position, over 6 years experience in assisting dealerships with compliance as well as an avid writer and frequent speaker in the automotive industry.

His answer was simple:

“It doesn’t matter where offensive material resides. It can be comments in a CRM that others can view – on a computer screen, mobile device or hanging on a wall – if anyone sees it and is offended by it, it can create a hostile work environment and put the dealership at risk.

People often have such different perspectives on behaviors that it is easy to offend someone through ill-considered attempts at humor, teasing or sarcasm. Remember that only the impact, and not the intent, matters in determining if a reasonable person would consider the behavior to be harassment.”

I was in retail. I get it. Sometimes customers can be frustrating. Sometimes we (being salespeople, managers, etc.) express our frustrations verbally and, perhaps, everyone on the team (or within hearing distance) is okay with the language or sentiment.

The bottom line is that allowing or condoning this type of behavior only accomplishes two things:

1. It permanently etches that customer in a negative light for any future employees. Think about it… perhaps the employee who inserted the notes gets fired (not that anyone EVER gets fired or leaves dealerships) and a new employee is tasked with going through and/or following up with these leads. Do you think these notes will encourage them to follow up or discourage them? Would they be quicker to mark them “Lost” and move on? What happens if you want to do some data mining and try to resurrect some leads? Negativity is a virus. It spreads easily. Allowing anyone to cultivate negativity in your business is simply a recipe for failure – not only for them but also for all of your employees.

2. It creates liability for the dealership. Allowing anyone to continue with this behavior transfers liability to you and, as a manager, to the dealership. Those notes may seem harmless now but when a harassment or hostile workplace environment lawsuit is filed, it could get quite expensive. In addition, by allowing these types of notes, you could technically be cultivating a PERMANENT hostile workplace environment. If you fired the offending employee today and two years from now another employee comes across these notes (perhaps by getting a new lead from the same customer… not like that ever happens) and is offended, what then? What if that that customer eventually buys the car and your dealership uses your CRM for service and a service advisor, cashier or other employee is exposed to those notes?

Imagine this scenario: An employee writes something offensive in Sharpie on the wall in the bathroom. It doesn’t offend anyone and nobody cleans it off. Three years later, a new employee comes along, reads the note and is offended.

What then?

It makes no difference WHEN the notes were made or whether the person who wrote the note(s) works there any longer. It is still the dealership’s responsibility and it would still be held responsible (and liable) for the existence of the notes.

My advice is simple:

If you wouldn’t hang it on the wall in your office for anyone to see, don’t put it anywhere – and that includes inside your CRM.

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