Subaru Ex-CEO: How Tom Doll Transformed Subaru into a 'Cult Brand'

we're talking about how can we be different? What is it that we can do that nobody else can do? And what we did is we actually asked our owners, when you have a Subaru, what do you think about it? Oh, I love it. Oh, it does this. I love it. I love it. I love it. And that's how the whole idea of the love the audience. They told us that they love their Subaru. They love its reliability. They love its durability. They love the fuel economy. They love the utility. They love everything about it. So that was the whole genesis of the idea of the love campaign.

我们在讨论的是，怎样才能与众不同？我们能做哪些别人做不到的事情？我们其实是问了车主们，当你拥有一辆斯巴鲁时，你会有什么感受？他们回答说：“哦，我爱它。”“哦，它可以做这个。”“我爱它，我爱它，我爱它。”正是这样，整个"爱"的概念诞生了。车主们告诉我们，他们爱他们的斯巴鲁，爱它的可靠性，耐久性，燃油经济性，实用性，爱它的一切。所以，这就是“爱心”活动理念的起源。

Tran Thrill to chat with Tom Dole, the former CEO of Subaru of America. After a remarkable two-decade career steering the Japanese automakers growth in the US, we dive into his journey as CEO and how he transformed Subaru from a niche brand until beloved Cole. A big thank you to our sponsors for making today's episode possible, dealer DMV, Open Lane, and car dealership guy news. And now let's get into the show. Tom Dole on the CDG podcast. Tom, welcome. Good to see you. Good to have you here. It's so great to finally meet the real car dealership guy. My man and a loyal follower. So I love it. And this is a new type of episode because I have Alan here as well. Alan Higg is a guest co host. So we're really pumped about this. It's always great being with Alan. I'll tell you. It's going to be a great conversation. Wow, where to start.

很高兴与前美国斯巴鲁首席执行官汤姆·多尔聊天。他在这个职位上有着非凡的二十年职业生涯，成功推动了日本汽车制造商在美国的增长。在今天的节目中，我们将深入探讨他作为CEO的历程，以及他如何将斯巴鲁从一个小众品牌转变为备受喜爱的明星品牌。非常感谢我们的赞助商——经销商DMV、Open Lane和汽车经销商新闻——让本期节目成为可能。现在就让我们开始节目吧。欢迎汤姆·多尔来到CDG播客。汤姆，欢迎你。很高兴见到你，很高兴你在这里。终于见到真正的汽车经销店达人，真是太棒了。我可是你的忠实粉丝呢。我非常喜欢这一点。这是一期新类型的节目，因为我还有阿兰·希格作为特邀联合主持人。我们非常兴奋，总是和阿兰在一起感觉很棒。我告诉你，这将是一段精彩的对话。哇，不知从哪儿开始说起。

I have to tell you a story. We've been talking for 20 minutes already. But I actually interviewed at Subaru of America. You did? When was this? This was in 20, probably a 2013 or something. Really? Yeah. So your word CEO, yeah. I checked your LinkedIn to make sure that I was president though. You were president. Yeah. But you, this is going to sound crazy. But your Subaru is actually the reason I stuck to auto retail. No kidding. I swear. You got to tell me the story. What happened?

我得告诉你一个故事。我们已经聊了20分钟了。不过，其实我曾经去过美国斯巴鲁面试。真的？是什么时候的事？大概是2013年左右。真的吗？是啊。你是总裁，对吧？我看了你的LinkedIn，确保你是总裁。是的，你说得对。但这听起来有点疯狂，不过你和斯巴鲁竟然是我坚持从事汽车零售的原因。真的吗？我发誓。你得跟我详细讲讲这个故事，发生了什么事？

So here's the story. So I walk in first. I remember this very vividly because there's such a monumental point in my career. I walked in and you're this like front desk and you make a left. There's all these like, open space and then you make another left. There's a conference room where I guess you do interviews. Right. And it was really compelling opportunity. I was college at the time. And I remember, and this is going to sound crazy. The interviewer, he asked me and he's like, so, or not the end. So what do you currently do? Now, I didn't know any better. I was like, oh, I'm the chief operating officer and it gets a little car lot. And it looks up. He's like, what? But in my head, I was running. I was doing all these things, you know, at the car lot of doing everything. I was, you know, ops buying this sale of fame. If I, how about that? So long story short, he ended up, they ended up offering an opportunity and expect it was an internship or something. But I was just some intro of a position. But I took it. I was like, wait, I was like, I can't do this. I was like, I'm already doing X, Y and Z. And I was like, maybe, you know, going corporate, it's not for me. Maybe I'm going to stick to retail. And if that was, I swear to you, that was the day. I remember walking to my car, calling my dad. I'm like, I think I think I'm going to stick to this auto retail thing.

所以故事是这样的。我先进去了，这个场景我记得非常清楚，因为这是我职业生涯中的一个重要节点。我一进去，前面是接待处，然后左转。那里有很多开放的空间，再左转就是一个会议室，我猜面试就在那进行。这个机会对我来说非常吸引人。当时我还在上大学。让我感觉有点疯狂的是，面试官问我：你现在是做什么的？我当时真没什么概念，就说我是首席运营官，经营一个小型汽修店。他抬起头来，瞪大眼睛问：什么？但在我看来，我确实负责很多事情，比如运营、采购、销售等等。 总之，最后他们向我提供了一个机会，可能是个实习岗位或者类似的入门职位。但我却觉得我已经在做很多事情了，觉得去企业工作可能不适合我，或许我更适合零售行业。我记得很清楚，那天我走到车里，打电话给我爸说：我觉得我还是会坚持做汽车零售这一行。

Well, I hope we didn't, I hope we didn't, we didn't shoot away. Right. By the way, it was a great experience. Yeah. It was just, what was it, a marketing job or what was it? Marketing role. Yeah. Well, we are a lot of interns for marketing for sure. Well, that's, yeah, I mean, it was, so anyways, that's, I had a story I had to tell you, and I was holding it in when we were talking, like, I was holding it in. I was like, I got to tell you, but we'll wait for the podcast. It's my world, isn't it? So you have a part in the success of what we're doing here today. All right. So you should ask for stock, Tom. That's how we should find your seat. So less about me, more about you, 39 years in eight months. Why didn't you stick around for another four months? Could have hit 40 at Subaru. Well, it was time, you know, in a Japanese car company, you know, your contract goes until March 31st. So technically March 31st of 2023, my contract that expired. So there's a good reason. There's a good reason. But the company did, they kept me on for as an advisor position through the end of the year. So that's kind of how that whole thing ended up. But yeah. So you started at Subaru of America in accounting, right? In a very, you know, numbers-driven roles, work to have all the way to CEO for literally almost 40 years. Give us a, just a little bit of your story. What was that like? Right? Take us through your journey. Well, before I came to Subaru, this was, I came to Subaru, I know the exact date, March 15th, 1982. 1982. Got it. 1982. So you can figure out, I've been there a long time. Now for five years before that, I graduated from Villanova, so I'm a local kid. I graduated from Villanova, worked in an accounting firm, Arthur Young, in company for five years. And then that's when I left the company, Subaru, in 1982. And what happened at the time, Subaru was a public company and it was just starting now to become more professionalized. It was growing. It was probably at the time one of the few companies in the Philadelphia area that was really growing well. And so they needed to kind of professionalize their operations. So I came in and my job title was manager of operations, operating procedures. So my job was to essentially document all of the operating procedures that the company had for cash receipts and inventory, accounts payable. And so it got me a great opportunity to see the company from the top level down. So I knew pretty well what the operations of the company were back in the time. And that's kind of how I started and it kind of worked my way up. Various jobs went down to Delaware and we had a Delaware holding company at one time, did some treasury work. Then ultimately went back into the accounting department to become an accounting director. And then one thing kind of led to another. And over time, victim, I guess, if you stay around long enough, right, you get these roles.

好了，希望我们没有搞砸。对了，那次体验真的很棒。是的，那是个什么职位？市场营销。对，我们确实有很多市场营销的实习生。对啊，反正，我有个故事要告诉你，在我们聊天的时候我一直憋着，我想着等播客的时候再说。这是我的世界，对吧？所以你今天的成功也有你的一部分功劳。你应该要求一些股份，汤姆，这才是你应该找到的位置。不过少说我，多说说你，你在这干了39年零八个月，为什么没再坚持四个月呢？就可以满40年了。在斯巴鲁。 是时候了，你知道，在一家日本汽车公司，你的合同是到3月31日。所以技术上讲，2023年3月31日，我的合同到期了。这是个好理由。不过公司确实让我继续担任顾问职位直到年底，所以事情就这么结束了。 你在斯巴鲁美国公司是从会计开始的，对吧？从非常讲究数字的职位一路干到CEO，差不多干了40年。给我们讲讲你的故事，感觉如何？带我们走过你的旅程。 在我来斯巴鲁之前，我记得很清楚，1982年3月15日，我来的斯巴鲁。所以你可以算出来，我在这儿呆了很长时间。再往前五年，我毕业于维拉诺瓦大学，算是个本地孩子。我在维拉诺瓦毕业后，在一家会计公司Arthur Young工作了五年，然后1982年离开加入斯巴鲁。那时候斯巴鲁还是一家上市公司，刚开始变得更加专业化，当时可能是费城地区少有的几个发展得不错的公司之一，所以他们需要专业化的运作。我进来后，我的职位是运营程序经理。我的工作是记录公司所有的运营程序，比如现金收据、库存、应付账款等。这给了我一个很好的机会，从上至下了解公司。我对当时公司的运营情况了解得比较全面，这也是我开始的地方，然后逐步晋升。后来在特拉华州我们有一个控股公司，做了一些财务工作，最终回到会计部门成为会计总监。然后一步步，时间长了，你才会得到这些职位。

What was Subaru perceived 40 years ago? Right? Was it what was the OEM market like, generally speaking, right? Were you an underdog? Was it considered something realistic for some, a new automaker to kind of emerge as a leader? I mean, if you look today where brand loyalties, I want to say at all time lows, if not all time multi-decade lows, right? It's actually a pretty good time to be a new brand in our market, at least how I see it. I don't think it's your perspective because you can actually get into the market, right?

40年前，人们是如何看待Subaru（斯巴鲁）的？当时的OEM市场（原始设备制造市场）是什么样的？你们公司是被认为是弱势者吗？一个新兴汽车制造商被视为有可能崭露头角成为领导者吗？如果你看看今天的市场，品牌忠诚度处于历史最低点，至少是多年以来的最低点。这其实是一个新品牌进入市场的好时机，至少在我看来是这样。我不认为这是你的观点，因为你们实际上已经进入了市场，对吗？

After what we went through, COVID boom, and with supply being so low, people had no choice, but to explore other brands. So what was it like when you started? And Subaru, was it, what was the market like and ability for you to kind of grow as a brand? It was interesting because again, I came in 1982. The company was started in 1968. And I would say during the late 60s and early part of the 70s, the company almost went out of business because we were selling a car called the 360 at the time. And Ralph Nader had rated it unsafe. So the company struggled. And what saved the company was the first Arab oil embargo in 1974, I believe it was. And after that, the fuel efficiency of Japanese cars, obviously, with gas prices being what they were at the time, created this huge demand for not just Subaru, but Toyota Honda. That's when Nissan, that's when the Japanese really got a foothold into the US market in a big way.

在经历了COVID的爆发和供应严重短缺之后，人们别无选择，只能尝试其他品牌。那么，当你开始的时候情况是什么样的？关于斯巴鲁，这个品牌的发展情况和市场环境如何？很有意思，我是在1982年加入的公司，而公司成立于1968年。我可以说在60年代末和70年代初，公司几乎倒闭了，因为当时我们销售一款名叫360的汽车，拉尔夫·纳德认为它不安全，所以公司遇到了很大困难。拯救公司的转折点是1974年的第一次阿拉伯石油禁运。油价高涨，使得日本汽车的燃油效率备受关注，导致了对斯巴鲁、丰田和本田等日本品牌的巨大需求。那时，尼桑和其他日本品牌也在美国市场占据了重要地位。

And then through the late 70s and the late 70s and through the early part of the 80s, the company was growing like crazy. So when I get there in 1982, the company's selling about 150,000 vehicles a year, but we're subject to what was called the voluntary restraint agreement. There was an agreement between the United States and Japan to limit the amount of cars that we could bring into the United States because we were pure import at that time. But the market opportunity then was unbelievable.

然后，在70年代末到80年代初，公司发展得非常迅猛。所以当我在1982年加入公司时，公司每年售出大约15万辆汽车。但是当时我们受到所谓的“自愿限制协议”的约束。美国和日本之间有协议，限制我们可以进口到美国的汽车数量，因为那时我们还是纯进口公司。不过，那时候的市场机会真是难以置信。

The company, because of how it started, it really wasn't professionally managed. Remember, the company was started by two gentlemen, Harvey Lamb and Malcolm Bricklin. And essentially, what they really wanted to sell was a motor scooter, this rabbit motor scooter that they happened to see when they were visiting Japan. And as a result of that, they really weren't interested in the car business per se. But the Japanese wanted them to sell the Subaru instead of the rabbit motor scooter. And that's kind of how the whole company started. But it was tremendously successful when I got there in the early part of the 80s. And it really stayed that way up until about 1986 or 1987. And then we went into a little bit of a slide, which we can talk about.

这家公司因为它的起步方式，实际上并没有得到专业管理。记住，这家公司是由两位绅士，哈维·兰姆和马尔科姆·布里克林创办的。他们最初真正想销售的是一款摩托车，就是他们在日本访问时看到的那种兔子牌摩托车。结果，日本人却希望他们销售斯巴鲁汽车，而不是兔子摩托车。于是，公司就是这样起步的。不过，当我八十年代早期加入公司时，公司非常成功，并且这种成功一直持续到1986或1987年左右。之后我们经历了一些下滑，我可以详细谈谈这一段。

You know, anyone who thinks of Subaru, they think I've tweeted about this or tongue in cheek. But you think of how have you been able to achieve such crazy market penetration in Pacific Northwest, in New England? Like Subaru knows it's costumer very, very well. And you're, you know, like I said, the market penetration is so deep within specific segments of audiences. Was that something that was deliberately done by the company? And if so, like, how was that done? How have you been able to achieve such success within specific markets?

你知道吗，任何提到斯巴鲁的人，他们都会想到我之前在推特上开玩笑提过的。你想一想，斯巴鲁是怎么在太平洋西北地区和新英格兰地区实现如此惊人的市场渗透的？斯巴鲁非常了解自己的顾客群体。就像我说的那样，市场渗透在特定的观众群体中是如此深入。这是公司有意为之的吗？如果是的话，这具体是怎么做到的？你们是如何在特定市场中取得如此成功的？

Really good question. Originally, when I got to the company in 1982, we were a niche brand. So essentially, we were the strong markets for us were the Northeast, like, you know, Washington, DC on North Pacific Northwest, bigger, Southern, you know, San Francisco, up to Seattle, and of course, the Rocky Mountain States, everywhere else. Probably never heard of Subaru. We had, yes, we had retailers in various parts of the country, but they really weren't selling any type of volume. We really knew by the time we get to the late 80s and early part of the 1990s, we know we have to grow, right? We, you can't be at 150,000 vehicles here, your market share, even at the time, I think the car market was 11 or 14 million vehicles in that sales range. We were too small.

这是一个非常好的问题。最初，我在1982年加入公司时，我们是一家小众品牌。基本上，对于我们来说，强劲的市场是在东北部，比如华盛顿特区以北的太平洋西北地区，南部较大的城市，比如从旧金山到西雅图，还有当然是落基山脉各州，其他地方可能都没听说过斯巴鲁。是的，我们在全国各地确实有零售商，但他们的销量并不大。到80年代末和90年代初，我们意识到必须要成长，对吧？当时我们的销量只有15万辆左右，而汽车市场的年销售量大概在1100万到1400万辆之间。我们实在是太小了。

So we had to be able to grow. We had to be able to entice retailer operators to be able to take our brand on. And the only way they can do that is if they're selling some meaningful volume. When you're only selling 180,000 vehicles, 150,000 vehicles, our sales were what three, based on a number of retails, we had 300 to 330 per store. You can't generate the earnings or cash flow that's necessary to be able to support a franchise in a way that we needed it to be supported. So it was intentional. You know, from the early part of the 2000s forward for us to first get to 250,000 vehicles, then from 250,000 grow to 350,000 to 500 to 600 to 700. Now, I think we would have done a lot better than the 700,000. We peaked in 2019, but that was because of COVID.

我们必须能够成长。我们必须能够吸引零售运营商愿意接受我们的品牌。而他们能做到这一点的唯一方式就是销售一些可观的销量。当你只卖出18万辆、15万辆车时，我们每个店的销量是300到330辆。你无法产生支持一个特许经营所需的收益或现金流，所以这是有意为之的。从2000年代初开始，我们的目标是先达到25万辆车，然后从25万辆增长到35万辆，再到50万、60万、70万辆。现在我想我们本可以做得比70万辆更好。我们在2019年达到了顶峰，但这是因为疫情的影响。

My personal goal was to get to a 5% market share or somewhere between 800, 850,000 vehicles before I retired. But now leaving that to the next generation of management, they're going to take over that responsibility. But the fact of the matter is the franchise is in good shape right now. And to your point, people know what's very good. Very good. People know what Subaru stands for from the marketing through the experience that our customers get when they visit a Subaru retailer. It's all there for them. So we really, we really have our retailers and all of us really at the company that worked so hard to put us into this position.

我的个人目标是在退休前达到5%的市场份额，或者说每年销售80到85万辆汽车。但现在我把这个责任交给了下一代管理团队。然而，事实是我们的品牌目前状况良好。而你所说的重点是，人们很清楚什么是优秀，的确很优秀。人们通过市场推广和客户在斯巴鲁零售店的体验，了解斯巴鲁代表什么。这一切对他们来说都是显而易见的。因此，我们真的要感谢我们的零售商以及公司里所有为我们努力工作的人，把我们带到这个位置。

I want to dig one level deeper into the marketing here because I love marketing and, you know, it's really interesting. So what it was a deliberate decision, I understand that now. And it's clearly a successful decision, right? But what was, can you give us a little bit more behind the scenes of the marketing strategy? I just think it's so tough to break into the automotive market. It's such a saturated market. There's so many players. And again, you go to my father was in Vermont like a month ago. And you know, he's car guy. He's going to look at cars. And he's like, he's like, you don't understand. He's like, every car is a Subaru. He's never been there. And I haven't been here either. But I was like, it's incredible. So it just got me thinking like how, was it just a marketing messaging? Was it not? Was it, you know, coupled with the features in the vehicle? Was it a simplicity of the vehicle? Like, what was it that allowed you to achieve such intense, you know, such a win within your, you know, specific regions of the country?

我想深入探讨一下这里的营销，因为我非常喜欢营销，觉得它真的很有趣。所以这是一个经过深思熟虑的决定，我现在明白这一点了。显然，这是一个成功的决定，对吗？但是你能不能分享一下更多有关这个营销策略的幕后故事？我觉得打入汽车市场真的非常艰难。这个市场已经非常饱和，有很多竞争者。再举个例子，我父亲一个月前在佛蒙特州，他是个汽车爱好者，喜欢看车。他说你不明白，他说每辆车都是斯巴鲁。他从来没去过那里，我也没去过。但是我觉得这简直不可思议。这让我思考，是不是仅仅靠营销信息就实现了这一点？还是说结合了车辆的特点？是因为车辆的简洁性吗？是什么让你们在特定地区取得如此大的成功呢？

The car has always been very well received in the colder climates, if you will, because of its all wheel drive capabilities, right? So that was never really an issue. Really what the issue was for us was really name recognition. We had to get our name out there to make people want to consider and purchase a Subaru vehicle. And so what do we, what do we do? I come along in 2006 where I get this job is the CEO or COO at the time, executive vice president COO over the company. And we're sitting around with the marketing gentleman, gentleman by the name of Tim Mahoney at the time. And we're talking about how can we be different? What is it that we can do that nobody else can do? And what we did is we actually asked our owners, what do you think, when you have a Subaru, what do you think about it? And oh, I love it. Oh, it does this. I love it. I love it. I love it. And that's how the whole idea of the love the audience they told us that they love their Subaru. They love this reliability. They love the storyability. They love the fuel economy. They love the utility. They love everything about it. So that, so that was the whole genesis of the idea of the love campaign.

这辆车因为全轮驱动功能，在寒冷的气候下总是广受欢迎，对吧？所以这从来不是问题。真正的问题是我们的品牌知名度。我们需要让更多的人知道并愿意考虑购买斯巴鲁汽车。那么我们该怎么做呢？在2006年，我担任公司CEO或COO，当时是执行副总裁的职位。我们和一位名叫Tim Mahoney的市场推广人员一起讨论，怎样才能与众不同？我们能做什么是其他人做不到的？于是我们就去问车主们，你拥有斯巴鲁的感觉如何？他们说哦，我很喜欢它。哦，它有这功能，我很喜欢。我喜欢它，我喜欢它，我喜欢它。这个就是“爱”的理念的起源：车主们告诉我们，他们爱他们的斯巴鲁。他们爱它的可靠性，他们爱它的储物空间，他们爱它的燃油经济性，他们爱它的实用性，他们爱它的一切。所以这就是“爱”营销活动的整个起源。

Now, to be very honest with you, it's very difficult to own an emotion. I remember when we first came out with this idea of love, it's what makes Subaru a Subaru. People doubted it. I had people would come up to us at the New York Auto Show or the Detroit Auto Show at the time. And they would say, you guys are crazy. There's no way you can bring an emotion like that. But we had nothing to lose. Remember, in 2005, 2006, we're on hard times. We're trying to figure out how we can grow this thing. Because otherwise, there might not be a franchise. So we're trying to figure out what can we do to be different. And so we tried the love thing. We figured if it did work, we would go back and what was the love thing? Because I Google Subaru love and there's a lot of different things that came up. Well, we always had the moniker is what makes Subaru Subaru. So it could be all-wheel drive, make Subaru Subaru. And what we just do, put love in front of it, love us, what makes Subaru Subaru.

现在，坦白说，要真正拥有一种情感是很难的。我还记得当我们首次提出“爱，让斯巴鲁成为斯巴鲁”这个理念时，人们对此表示怀疑。在纽约车展或底特律车展上，有人会走过来对我们说，你们疯了，没可能把这种情感带入品牌中。但当时我们没有什么可失去的。请记住，在2005年和2006年，我们正处于困难时期，试图找出如何让公司成长。因为否则的话，可能连特许经营权也保不住了。所以我们在想，我们能做些什么来与众不同呢？于是我们尝试了这“爱”的理念。我们觉得如果它真的有效，我们就会回头去探讨什么是“爱”。因为当你在谷歌搜索“斯巴鲁爱”时，会出来很多不同的东西。其实我们一直以来的标语是“是什么让斯巴鲁成为斯巴鲁”。以前这可以是全轮驱动，但现在我们只是在前面加上“爱”，变成了“爱，让斯巴鲁成为斯巴鲁”。

And then we had a genius idea in 2008 that if we're going to do this love, we're going to advertise love. We want the whole brand to be considered love. Right? So that's when we came up with the idea of share the love, where we took five national charities at the time. And we decided at the end of the year, when everybody's advertising low-mostly payments or how much they can get, how cheap they can get the car for with incentives and so forth, we said to ourselves, what if we took $250,000 out of our incentive budget and put it towards this love campaign and we're going to donate the money, let the customers decide when they come into purchase a car, how they want to divide that money up. They could put all 250 to one particular charity, they could put it to five different charities by splitting it. They could decide. And what was the result of that? Results were fantastic. And that's what was the genesis for it. And then ultimately over time, we started to add what we call the love promise activations where now there's every other month, there's something going on at Subaru. So we have Subaru loves the care in February. Subaru loves the environment in April. Subaru loves the help in in like June. Subaru loves to learn in August, the month where now, then Subaru loves pets. And then at the end of the year, of course, we have Subaru share the love.

然后在2008年我们有了一个天才的想法：如果我们要推崇“爱”的理念，那就应该把这种“爱”做宣传。我们希望整个品牌都被认为是“爱”的象征，对吧？于是我们想出了“分享爱”的创意。当时我们选择了五个全国性的慈善机构，并决定在年底的时候，在其他人主要在做关于低付款或者优惠价格的广告时，我们做些不同的事情。我们自问，如果我们拿出25万美元的促销预算来用于这个“爱”的活动，并捐赠这些钱，由来购买汽车的客户决定如何分配这笔钱，会怎么样？他们可以把所有的25万都捐给一个特定的慈善机构，也可以把它分给五个不同的慈善机构，由客户自己决定。而结果呢？结果非常棒，这就是这个创意的起源。 最终，随着时间的推移，我们开始增加所谓的“爱承诺行动”，现在每隔一个月，斯巴鲁都会有活动。比如，我们在2月开展“斯巴鲁关爱健康”；4月有“斯巴鲁关爱环境”；6月有“斯巴鲁关爱帮助”；8月有“斯巴鲁关爱学习”；然后还有“斯巴鲁关爱宠物”；当然，年底的时候还有“斯巴鲁分享爱”。

This episode is brought to you by dealer DMV. And today's climate, you probably find your dealership selling more and more vehicles out of state, more sales, always a good thing. But then comes time to title and register and everyone knows out of state titling is a major headache. It doesn't have to be this way. Our friends at dealer DMV have created a program called dealer 50, a revolutionary approach to 50 state titling with dealer 50 or dealership now has 24 seven portal access to calculations, pre filled forms, checklist, inquiries, plus white glove processing and specialist support. You can even acquire duplicate titles in all 50 states directly through the dealer 50 platform. And the best part, it's DMS integrated visit dealer 50.com. That's d l r five zero dot com to learn more about this game changing solution from dealer DMV or click the link in the show notes below.

本期节目由经销商DMV赞助。在当今的环境下，你可能会发现你的经销店越来越多地向外州销售车辆，更多的销售总是好事。但到了办理车辆过户和注册的时候，跨州过户众所周知是个大麻烦。但事情不一定非得这样。我们在经销商DMV的朋友们创建了一个名为dealer 50的项目，这是一种对50州过户的革命性方法。通过dealer 50，你的经销店现在可以24小时全天候访问相关计算、预填表格、清单、查询，此外还有白手套处理服务和专家支持。你甚至可以通过dealer 50平台直接在全美50州获取重复的车主证。最棒的是，它还与DMS系统集成。访问dealer50.com，也就是d l r five zero dot com，了解更多有关经销商DMV这一改变游戏规则的解决方案，或者点击下方的节目链接。

So I want to ask you a fun question about this. Yeah. Do you consider Subaru a marketing company or a manufacturing company or neither? Or retailing? I mean, what do you consider Subaru? Because it's like, this is so slick from a marketing perspective, you kind of paved your own path. Well, we have to build right. I mean, we have to, we have to understand, here's the product that we have. And this is what we did is we have to sell. But now how can we make this such, and we can make it appealing to our customers rather, not just not just to our customers, but we need to grow the pie. You know, we went from literally 1% market share to over 4% market share. Right. I mean, and this is an industry where people fight for a 10th of a share of market share every year. And we're picking up tons of market share every year from, particularly once you got past the earthquake in tsunami year in 2011. I think during that period of time, we were probably growing like 15 17% compound annual growth rate all the way up through 2019. So it's a combination of both. But you need the product in order to be able to support the marketing positioning.

所以我想问你一个有趣的问题。你认为斯巴鲁是一家营销公司还是制造公司？或者都不是，或者是零售公司？你如何定义斯巴鲁？从营销角度来看，你们确实走出了自己独特的道路。我们必须制造产品，对吧？就是说，我们需要明确，我们有这样的产品，并且我们需要将其销售出去。但关键在于，我们如何使产品吸引客户，不只是现有客户，还有潜在客户。我们从市场份额的1%提高到了4%以上。在这个行业里，每年为了0.1%的市场份额都要展开激烈竞争，而我们每年都能显著增加份额，尤其是在经历了2011年地震和海啸之后。那段时间内，我们的年复合增长率大约在15%到17%之间，一直持续到2019年。所以这是两者的结合——你需要有产品来支持你的营销定位。

I'm going to propose another element to your success. Okay. So about a year and a half ago, you and I were at NADA. Yep. And I invited you to join me on stage at the Auto Team America Conference. And we talked about Subaru, your success, some of the same topics about marketing, engineering, et cetera. And I joked a little bit. I mean, the Subaru to me is it's not going to win many designs for beauty. It's not going to be in a hall of fame next to Ferrari. So there was another element of your success, which I really feel was evident in that after you spoke for an hour, hour and a half or so, when you got up to leave the stage, do you remember what happened? I do remember that it was, I'll be honest with you, Alan, it was really emotional when that happened. Because as I as I as Alan is ending the the Q&A and I'm standing up, I received a standing ovation from the people in the crowd. Well, 300 400, though 300 retailers, probably another 100 people like me in the audience, over 400 people standing and applauding what Tom and Subaru had accomplished. These are retailers. Now, I only know of one other person on auto retail. I've seen get a standing applause and that's Jack Hollis from Toyota.

我将提出另一个关于你成功的因素。好的。大约一年半前，你和我在NADA。在Auto Team America会议上，我邀请你和我一起上台。我们谈论了斯巴鲁、你的成功以及一些关于市场营销、工程等相同的话题。我开了点玩笑，对我来说，斯巴鲁的设计不太可能赢得美学奖项，不会在法拉利的名人堂旁边。然而，还有一个因素，我确实在你演讲一个小时乃至一个半小时后，当你准备离开舞台时显而易见。你还记得当时发生了什么吗？ 我记得，那一刻对我来说真的很感动，因为当艾伦结束了问答环节，我站起来时，观众席响起了热烈的掌声。大约有300到400名零售商，还有大约100个像我一样的观众，总共超过400人起立为汤姆和斯巴鲁所取得的成就鼓掌。这些可是零售商啊。我只知道另一个在汽车零售行业中获得过这种掌声的人，那就是丰田的杰克・霍利斯。

Because I think both of you will share something in common, which is a partnership. Well, I should let you describe it. How do you view your retailers? Right. Well, that's a great question now because I review them. I view them as retailers, not dealers. What's the difference? Oh, it's a big difference. You know, to me, a retailer is somebody who's actually retailing and showing the product in a professional manner. Somebody who's deal, let's go make a deal. Okay, it's to me, the sellers price then. Yeah, it becomes all about the price and how cheap you can get it for. Retailing, you're taking something and you're making it, and it is, you're making it beautiful. You're adding value to the product. You're adding value to the process. And that's actually a really good point because we focused a lot, not just on our jobs. I mean, when you think about this business, it really does get back to the customer, right?

因为我认为你们俩会有一个共同点，那就是合作关系。好吧，我应该让你们自己来描述它。你们怎么看待你们的零售商？对，这是一个很好的问题。因为在我看来，他们是零售商，不是交易商。有什么区别？哦，区别很大。对我来说，零售商是真正以专业的态度展示和销售产品的人。而交易商则更多是说“让我们来做一笔交易”。哦，对我来说，这更多是讨论价格、看谁能拿到最低价。零售的话，你是在把产品变得更美，把价值加进去，不只是卖一个东西。其实这也是一个很好的点，因为我们不仅仅关注我们的工作。当你想到这个业务时，它确实是回归到了顾客身上，对吧？

Everything that we do at the manufacturer level, the marketing level, and the retail level is all about the customer. So, when you work back from the customer, okay, if the customer is the most important thing, which they are, okay, we need the retailers to make sure that they understand that customer is the most important thing. How are they going to build their organization to support that? How are we at Super America going to build our organization to support the retailers? Because believe me, when I tell you, and one time I said this to our Japanese executives, when I was in Japan one time, I think it was 2014, the year that we went over 500,000 vehicles for the first time, and we're in Japan and we're doing all this compying and so forth. And it finally struck me, you know, because the Japanese executive, Mr. Yoshinaga at the time was saying, we sold 500,000 cars in the US market, unbelievable accomplishment.

我们在制造商层面、营销层面和零售层面所做的一切，都是围绕着客户展开的。所以，当你从客户的角度出发时，如果客户是最重要的（他们确实是最重要的），我们需要零售商确保他们理解客户的重要性。他们如何建立自己的组织来支持这一点？我们在Super America又将如何建立我们的组织来支持零售商呢？相信我，我曾经在日本对我们的日本高管们说过，大概是在2014年，那一年我们首次在美国市场售出了超过50万辆汽车。当时我们在日本，进行各种会议和活动，突然我意识到这一点。因为当时的日本高管吉永先生说，在美国市场卖出50万辆车是一个了不起的成就。

We sold 500,000. It's a new Yoshinaga son. We didn't sell anything. What do you mean we didn't sell anything? No, the retailers sold those cars. We didn't sell them. They did. So, it really was through their effort. And when you look at the business from that perspective and you work it backwards, now you have to be in partnership. The retailers have to know what our strategy to go to the markets all about. They have to embrace it. And not only that, it makes them feel good, because they want to commend, they want to make the customers happy. They want to do right by their local communities. They want to contribute.

我们卖出了50万辆。这是一款新的吉永儿子车型。我们没有卖出任何东西。你什么意思，我们没有卖出任何东西？不，是零售商卖出了那些车。不是我们卖的，是他们卖的。所以，这确实是他们的功劳。如果从这个角度看业务，反过来思考，你会发现需要与他们合作。零售商必须了解我们的市场策略，并且认同它。不仅如此，这也会让他们感到自豪，因为他们想表扬自己，希望让顾客满意，想做好当地社区的服务，想做出贡献。

I think another part of the success too, along with the branding and the product, was the business model that you helped to establish for your retailers. And I remember the first time that I was involved in selling a Subaru dealership, I was excited to get the financials. Looking to the average gross profits per vehicle, not that impressive. It was pretty low, I think, at the time with $1,300. But the bottom line was pretty solid. It was more than the Audi store next door, more than the Volkswagen store, a little bit less than the Mercedes store. This is a group of stores outside of Baltimore. And I was digging into, well, how do they make the bottom line like that if they don't have much front and gross?

我想除了品牌和产品之外，你帮助建立的商业模式也是成功的一个重要因素。我记得第一次参与销售一家斯巴鲁经销店时，我很兴奋地拿到财务报表。看平均每辆车的毛利润时，我并没有太深的印象。当时只有1300美元左右，确实不高。但最终的净利润却相当不错，比隔壁的奥迪店和大众店都要高一些，虽然比奔驰店略低一点。这是一组位于巴尔的摩郊外的店。我深入研究后发现，即使前端毛利润不高，他们是如何做到这样的净利润的。

And it was from all the little areas. Because you don't have a big supply sitting on the lot, floor plan expense is low. Because the marketing is doing a good job bringing those customers to you, advertising expenses are low. Because the throughput per salespeople was pretty high, because they didn't have to sell the customer, they were able to really show the benefits and features, and then the value with the price. They could sell more units per salesperson than other stores. That was less turnover. So there was less training and expense. And there was a kind of a virtuous super interesting virtuous circle created within the dealership, partly because of there wasn't an oversupply, there was no push going. I should really show up and let you tell. Well, you're doing a great job. It seems like it's like a leader cost structure, because he said something earlier where people were putting dollars towards charity instead of incentives, which to me signals a consumer that maybe has more disposable income is like a little less price sensitive.

这是从各个小的方面共同促成的结果。因为没有大量的库存摆在场地上，所以展厅费用很低。由于市场营销出色地将顾客吸引过来，广告费用也很低。由于每个销售人员的成交量很高，他们不需要过多地向顾客推销产品，而是能更好地展示产品的优点和特点，并且能够以合理的价格体现出价值。因此，每个销售人员的销售额比其他店都高，人员的流动性也更低，从而减少了培训成本。这种情况下，汽车经销商内部形成了一个良性循环，部分原因是在没有出现供过于求的情况下，没有出现强制销售的压力。实际上，因为大家的出色表现，整个流程运行得井然有序。就像你之前提到的，人们把钱用于慈善而不是激励措施，这意味着消费者可能有更多的可支配收入，对价格也不太敏感。

That's exactly right. But it doesn't mean they're not a savvy consumer. They're just very deliberate about how they want to allocate their money. Yeah, exactly. In fact, the Subaru customer can afford to buy anything. But that was all purposely done that way. Because we knew based on where we were positioned in the market at that time, we weren't able to go to the market above certain price points. So that meant the retailer margin was what it was going to be. But by keeping the inventory turns high, by helping them and assisting them with advertising and marketing support, which is what we did.

没错，但这并不意味着他们不是精明的消费者。他们只是对如何分配自己的钱非常慎重。没错，实际上，斯巴鲁的客户是有能力买任何东西的。但这一切都是故意这样安排的。因为我们知道，根据当时在市场上的位置，我们不能进入某些高价位市场。所以这意味着零售商的利润率就是这样了。但通过保持库存周转率高，并通过广告和市场支持来帮助和协助他们，我们实现了我们的目标。

These are the types of things where they could pick up a little bit of extra gross profit here or there, making them more efficient. We were one of the first, I think I'm very proud of it. I think of all the manufacturers that really embraced fleets and lead management and understanding as these leads were coming in. These are real people that are interested to buy a car. We got to get them in here. That was another aspect that allowed traffic to blossom and allowed us to expand our operations. But yeah, it was all great stuff. It still is. How did you develop this perspective about wanting the retailers to win? That it wasn't you trying to take margin away from them? Are you trying to go around them? You were really viewing ultimately the retailer was your customer. How did you come up with that? Because that's not common in our industry.

这些都是一些可以让他们在这里那里增加一点额外毛利，使他们变得更高效的事情。我们是其中的先驱之一，我对此感到非常自豪。在所有真正接受车队和线索管理并理解这些线索涌入的制造商中，我认为我们是其中之一。这些都是对买车感兴趣的真实人。我们必须把他们引进来。这也是另一个使客流量激增并使我们扩展业务的方面。但总之，这些都是非常棒的事情，它们仍然是。你是怎么形成这种让零售商能获利的观点的？你并不是试图夺取他们的利润，也不是绕过他们。你真正认为零售商是你的客户。这种观点你是如何形成的？因为在我们这个行业里这是很少见的。

Well, here's how I came up with it. Back around 2003, 2004, we came out with, I remember correctly, a signature facility program that we wanted the retailers. We wanted to upgrade the look of our stores. And we thought we were deserving of it. But of course, at the time, we're only selling about 180,000 vehicles a year. Average retailers. For that perspective, yeah. Average retailers only we had about a little over 600 retailers at the time. So that means the average retailer is only selling 330, 350 cars a year. Not enough. Clearly not enough. Put that perspective for the audience listening. So for the audience listening, what that means, if the average retailer is selling, say, 350 cars, your top retailers are probably selling 700 to 750.

好的，这是我怎么想到这个主意的。大约在2003到2004年左右，如果我没记错的话，我们推出了一个特色设施项目，目的是让零售商参与。我们想要升级我们商店的外观，因为我们觉得我们应得的。但当然了，那时候我们只有大约18万辆车的年销量。以当时的平均零售商来说，情况大概是这样的。那时候我们有600多家零售商，所以平均每家零售商每年大概卖330到350辆车。这显然是不够的。为了让听众理解这个背景，如果平均每家零售商卖350辆车，那么顶尖的零售商可能会卖700到750辆。

But the average is bought up by the people that are selling more. The median retailer, so exactly half of the retailer network, was probably selling 275 to 150. There's not enough money. When you say 275, you're referring to new and used per month. New. No. New only. Oh, okay. So there's not enough earnings and cash flow for them to build this facility that we're asking to do. And there's not enough for them to attract and retain top talent. Yeah, our franchise was a feeder for the store, the hottest store that they might have. You can't have the best locations down the street in a smaller, so par location. So what we tried to do then was to figure out, okay, how can we work with the retailers to get more marketing and advertising back dollars back to them so that we could first increase the volume? And at the time, we had a co-op program like everybody did. But the co-op program was basically designed around the top retailers. Not everybody was getting their fair share. Or at least I thought anyway, some people might have a different perspective, but I didn't think the retailers were getting their fair share.

但是平均水平被那些卖得更多的人提高了。中位数的零售商，也就是说零售网络中正好一半的零售商，可能每月销售275到150台。资金不足。当你说275时，你指的是新车和二手车每月的销量吗？新车。不，仅新车。哦，好的。所以资金和现金流不足以让他们建立我们所要求的这个设施。他们也没有足够的资金来吸引和留住顶尖人才。是的，我们的特许经营业务是大型门店的供货渠道，你不能在同一条街上的较小且不太理想的位置拥有最好的店面。所以我们当时试图弄清楚，我们如何与零售商合作，给他们更多的市场营销和广告资金，从而首先增加销量。同时，我们也有一个与其他人类似的合作计划。但这个合作计划基本上是为顶级零售商设计的。我觉得并不是每个人都能获得公平的份额。或者至少我是这么认为的，可能有人有不同的看法，但我认为零售商没有得到公平的份额。

So we came up with what we call the unique advertising marketing system that we call the super ad fund to help the retailers with their marketing advertising to draw people in. And what was interesting as we were turning it around in 2007, 2008, 2009, that was the financial crisis years. But because we had implemented the marketing and advertising, which made it more egalitarian based on what the retailers were purchasing from us, the whole sale sales that we were selling to the retailers, right? They were getting advertising and marketing dollars in that they wouldn't have gotten otherwise that they could put into the market. So that's why during the financial crisis years, we were just growing right through it. And people would come up to us and say, well, how are you guys doing this? Well, that's kind of how it started. But we needed to make sure that the retailers were making an adequate enough return on investment. It all gets down to- So say that again. Say that again. A return on investment. That was an important part of your strategy. Yeah. That the retailers had to have an adequate return on investment or else they would invest in the franchise. Exactly. It would move to that location. They wouldn't hire the best talent. Exactly. And now we need it. We need that, continue to need that, because we're going to want our retailers to do the next generation signature facility. We're going to want them to invest in talent and systems and so forth that are going to be necessary to take our franchise, because we want to be successful in the future with this transition, either or whatever it turns out to be in the future. We want to be successful. So we need our retailers invested in it. And you can't get the retailer interest if you're just a collector brand, which is kind of what we were.

我们提出了一种独特的广告营销系统，我们称之为“超级广告基金”，以帮助零售商进行营销和广告，吸引顾客。在2007、2008、2009年金融危机期间，我们利用这一系统，显得尤为重要。由于我们实施了这种基于零售商从我们购买商品的量而进行的平等营销与广告，零售商们得到了他们原本不会得到的广告和营销资金，用于市场推广。因此，在金融危机期间，我们的业务得以持续增长。人们经常问我们是如何做到的，这便是事情的开端。 然而，我们必须确保零售商能够获得足够的投资回报率。这是我们策略中的一个重要部分。简单来说，如果零售商没有足够的投资回报率，他们就不会投资于加盟店，也不会在该地点展开业务，更不会雇佣最优秀的人才。这一点到现在仍然很重要。因为我们希望零售商能投资于下一代的标志性设施，希望他们能在人才和系统方面进行投资，以便我们在未来的过渡中取得成功，不论未来会带来什么样的变化。我们希望取得成功，因此需要零售商的投入。如果我们只是一个收藏品牌，是无法吸引零售商兴趣的，以前的我们就有这种倾向。

This episode was brought to you by OpenLane, the leading online dealer marketplace for use cars. OpenLane brings you exclusive inventory, simple transactions, and better outcomes, all with the lowest fees in the industry. Dealers love OpenLane because they can find a vast selection of all fleas exclusive vehicles, rental, dealer trades, and more, all combined with a truly transparent process, best in class inspections, and easy to read conditional reports, allowing buyers to bid with confidence. If you're new to OpenLane, you can sign up now and receive a $350 buy fee credit. Learn more at OpenLane.com or click the link in the show notes below. Mike Jackson, who was CEO and automation for a long time, had a phrase that there's a battle for talent and capital at auto retail. Why do you think that other manufacturers don't view the retailer as a partner? Why do you think they view them a little bit as almost in the way between them and their true vehicle owner? Why don't they adopt that win-win mentality with their retail body? It seems like it's better for the consumer when the manufacturer is not butting heads with the retailer. It's almost obvious. It should be obvious. I guess it's not for everyone, but it seems like it just makes a better customer experience. I understand Alan's question, which is like, what leads other potential automakers to not go in that direction and from as simple as maybe not being supportive to the dealer or as extreme as looking to disintermediate the dealer, can you unpack that a little bit? Well, it is a really good question.

本期节目由OpenLane赞助，OpenLane是领先的在线二手车经销商市场。OpenLane为您带来独家库存、简单交易和更好的结果，而且是业内最低的收费。经销商喜欢OpenLane，因为他们可以找到种类繁多的独家车辆，包括租赁车、经销商交易车等，并且整个流程高度透明，拥有顶级的检查和易读的状态报告，让买家可以放心出价。如果您是OpenLane的新用户，现在注册可以获得350美元的购车费用抵扣。了解更多信息，请访问OpenLane.com或点击下方节目说明中的链接。 曾长期担任AutoNation首席执行官的Mike Jackson有句话说：“在汽车零售业中存在着一场争夺人才和资本的战斗。” 你为什么认为其他厂商不把零售商视为合作伙伴？为什么他们认为零售商有点像介于他们和真正的车主之间的障碍物？他们为何不采用那种与零售商双赢的心态？当制造商不与零售商对立时，对消费者似乎更有利。这几乎是显而易见的，应当是显而易见的。我明白Alan的问题，即为什么其他潜在的汽车制造商不走这个方向，从不支持经销商到试图绕开经销商，能详细解释一下吗？这是一个很好的问题。

Alan's going to have to ask you, baby. I have a mind. Alan's going to have to ask those other brands that he's in the back of the book. If you look at the brands that have great relationships with the retailers and you can look at the JD Power and NAD8 Attitude Survey, for example, Subaru Toyota and Lexus Honda at the top. There's a reason for that. Actually, one retail actually said this to me one time. We were arguing over something. I don't remember what it was. He said, listen, we know as a retail organization, we can't do everything that you ask us to do. We also know you can't do everything that we ask you to do. But by having this give and take, you can kind of create that. You're from Philadelphia. There's a guy named Sunny Hill who has a radio show around here, Alan, called The Living Room.

艾伦，你得向宝贝问问。我有自己的想法。艾伦还得向那些书后面的其他品牌问问。如果你看看那些和零售商关系很好的品牌，比如JD Power和NADA态度调查中的结果，像斯巴鲁、丰田、雷克萨斯和本田排名靠前。这是有原因的。有一次，一个零售商其实对我说过这个，当时我们在争论某个问题，我已经不记得具体是什么了。他说，听着，作为一个零售组织，我们知道我们不可能做你们要求的一切。我们也知道你们不可能做我们要求的一切。但通过这种互相让步，你就能大致达成共识。你是费城人吧？有一个叫Sunny Hill的人在这里有一个叫《客厅》的广播节目，艾伦。

So I adopted The Living Room. We want to make a living room conversation, just like we're out in here today with our retailers. When our retailer advisory board came in or we went out to regional meetings and met with them, we said, this is The Living Room. Tell us what's on your mind. What can we do? And then we would take notes and we would decide, hey, we can do this. Let's go back and do it and try to meet the retailers where they were. Again, we want their attitude to be correct because, remember, as I said earlier, what's the goal of our business? Fundamentally, it's to get a loyal customer. We want customer loyalty. We want customer retention.

所以我采用了“客厅”的概念。我们希望进行一种像在客厅里聊天一样的对话，就像今天我们和零售商一起在这里的时候一样。当我们的零售商顾问委员会来到这里，或者我们去参加地区会议并与他们会面时，我们说，这是客厅。告诉我们你们在想什么，我们能做些什么？然后我们会做笔记，并决定，“嘿，我们可以做这个。”让我们回去做，并尽量满足零售商的需求。同样，我们希望他们的态度是正确的，因为，记住，正如我之前所说，我们业务的目标是什么？根本上说，是要获得忠诚的客户。我们想要的是客户的忠诚度和客户的保留。

If we can keep our customer retention loyalty high, then we don't have to worry about requesting as much. The customers will see the value that we're providing and the retails are providing. That's why it's great when you go into a super retailer and somebody, the salesperson has been there for 15, 20 years. That customer has now been through three or four car buying cycles with that customer. And they know that customer. There's a relationship there. And this business really is all about the relationship. And so that's really the key.

如果我们能够保持高水平的客户忠诚度，我们就不需要花太多心思去请求更多。客户会看到我们和零售商所提供的价值。这就是为什么当你进入一家大型零售商店，并发现某位销售人员已经在那里工作了15到20年时，这种情况是很棒的。那个客户可能已经和同一个销售人员经历了三到四次购车过程。他们之间已经建立了一种关系。而这门生意的核心其实就是关系。所以，这才是关键所在。

Fundamentally, it's about creating a loyal customer. We can create the loyal customer, but we can't do it ourselves. We have to have the retailer. You're creating a loyal customer because you show the retailer that you care about their success. They're loyal to us. Yes. They're willing to write that check, to spend their time, to spend time in the community, to invest now for a better future because they have confidence that your way is a good way. Yeah. So it's not always about dollars and cents. Once you get to be a certain amount, we have an obligation to help our local communities to become better places.

从根本上说，这是在打造忠诚客户。我们可以创造忠诚客户，但我们无法单靠自己完成。我们必须依靠零售商。如果你能展示出你关心零售商的成功，就能培养出忠诚的客户。这些客户对我们十分忠诚。他们愿意花钱、花时间在社区里投入，为了更美好的未来进行投资，因为他们相信你的方式是正确的。所以，不总是只看利润数字。当我们做到一定程度时，我们有责任帮助我们的本地社区变得更美好。

That's why we try to say to our retailers, it's more than about selling a car. Anybody can sell a car. There's 32 brands out there, maybe more manufacturers that are out there that want to sell somebody a car. But not every one of them wants a relationship with the customer. And that's where we come in. We want that relationship with that customer. And that's why we always say, you're more than a typical car dealer. You're a super retailer. I want to just concept of more is very important. Yeah. I want to dig in one level deeper into the customer.

这就是为什么我们试图告诉我们的零售商，卖车不仅仅是为了卖车。任何人都可以卖车。市场上有32个品牌，甚至更多的制造商都在努力卖车。但并不是所有人都想与客户建立关系。而这正是我们与众不同的地方。我们想要与客户建立关系。 这就是为什么我们总是说，你不仅仅是一个普通的汽车经销商。你是一个超级零售商。这个“更”的概念非常重要。 是的，我想更深入地了解顾客。

Because we've been talking a lot about the retailer and what it's like being a super retailer. Talk to me about, you were at Super Rope-Til very recently. And so you've seen this evolution of consumer preferences. I have this funny post that I posted on Twitter a couple months ago. And it went viral, which was all people want nowadays are four wheels and apple car play, which is meant to be a joke about the fact that consumer preferences are changing. And people are very specific about what they're looking for. When I purchased my last car, my wife said, does it have apple car play?

因为我们一直在讨论零售商，以及成为超零售商的体验。谈谈看吧，你最近在Super Rope-Til工作。所以你看到了消费者偏好的演变。我几个月前在推特上发了一个搞笑帖子，它一下子就火了。帖子内容是说现在人们只关心车有没有四个轮子和Apple CarPlay，这其实是借此调侃消费者偏好正在变化，人们对自己想要的东西非常具体。我上次买车时，我妻子问的也是：它有没有Apple CarPlay？

It's crazy that that was the first consideration that came up. It wasn't, is there enough room in the car or there enough seats? Does it have apple car play? I've seen that with many customers as well. But it's really meant to just be a, it's really just a proxy for, can I use my phone in a frictionless way in my vehicle? So from your perspective, what are like three ways or if you can give us a couple of ways, how are consumer preferences changing or behavior? What are people looking for, especially given the fact that, as Alan mentioned, you weren't selling the flashiest car out there. It was very practical. But what are some key ways that you're seeing consumer behavior changing that you think it's really top of mind should be for retailers and market?

这太疯狂了，竟然这是第一个冒出来的考虑因素。人们没有首先考虑车里是否有足够的空间或座位，也没有问是否有苹果的CarPlay功能。我在许多顾客身上也看到过这种情况。但这实际上只是个替代问题，真正的意思是“我能否在车里无障碍地使用我的手机”。所以，从你的角度来看，有哪些变化，比如给我们列举三点，消费者偏好的变化或行为是怎样的？尤其是在艾伦提到的情况下，你们并没有在卖最闪亮的车，而是很实用的。那么，你认为零售商和市场最应该关注的消费者行为变化有哪些重要方面？

Well, I think what's happening, I think customers assume, for example, that our cars have all of those types of features and benefits that other manufacturers have. We have apple car play, Android Auto, and then they expect to be able to use their phone for navigation, or they could use our navigation if they want through the navigation that we might provide. But also, I think what's happening is because of the telematics units that's in these vehicles now, remember, we're getting a lot of information about how that car is running and how that information is being, how that customer is using that particular vehicle so we can become more of service to that customer. We might know that the check engine light came on before the customer notices it. And so that gives us the opportunity to be proactive to that customer.

好的，我认为现在的情况是这样的，我觉得顾客们认为我们的汽车具备其他制造商提供的各种功能和优势。例如，我们有Apple CarPlay和Android Auto，他们期望能够用手机导航，或者他们也可以使用我们提供的导航系统。但是，现在的情况还包括，由于车内配备了远程信息处理单元，我们获取了大量关于汽车运行情况的信息，以及顾客如何使用该车的信息，这样我们可以为顾客提供更多服务。我们甚至可能在顾客注意到之前就知道发动机故障灯亮了。这使得我们能够提前为顾客解决问题。

How so? Like what would you do? Well, because we would then send that information back to the retailer. The retailer then gets in contact with the customer. Hey, listen, we just noticed that your check engine light came on. Maybe there's something that we need to take a look at. Let's schedule your car for this Friday at 10 o'clock. And that way, oh, wow, the customer is kind of wowed by that. But these are the kinds of things that you can do once the customer is trusting of you.

怎么做呢？你具体会怎么做？嗯，因为我们会把这些信息反馈给零售商。然后，零售商会联系客户。比如说：“您好，我们注意到您的汽车故障指示灯亮了。可能有需要检查的地方。我们安排您这周五上午10点来检查好吗？”这样一来，客户会有“哇哦”的感觉。这些都是在客户信任你的前提下可以做的事情。

They know that you as a retailer and as a manufacturer have their best interest at heart. It's not that we're trying to get them into to try to sell them all of these other types of services that aren't necessary. No, it's because we see something in how you're driving this vehicle where we can help you. And we can keep the car safe and keep it reliable and durable and keep your investment. And the most important things that are important to your family safe in the car.

他们知道，作为零售商和制造商，你们是为他们的最佳利益着想的。我们并不是为了推销那些不必要的服务。而是因为我们在你驾驶这辆车的过程中看到了我们可以帮助你的地方。我们可以保证汽车的安全、可靠和耐用性，保护你的投资。而且，最重要的是能确保你家人在车中的安全。

So Tom, you presided over this incredible rise, 200,000 units to 700,000 was at the right where the industry really didn't go up much at all. We were in 16, 17 million units when you started in 16, 17 million when you ended, right? So that was you taking share from some pretty ferocious competitors. That's right.

所以，汤姆，你领导了这次惊人的增长，从20万台到70万台，而行业整体几乎没有什么变化。你开始时市场总量是1600万到1700万台，结束时也是1600万到1700万台，对吗？这意味着你从一些非常强劲的竞争对手那里抢走了市场份额。没错。

Who would you take share from? We took it. Basically, we took it from everybody. Was there like a standout? No, I mean, obviously, obviously, probably more some of the job. We took a lot of share from the domestic sedan business. We did. And you prevented them from gaining much share and the crossover segment, I would say, for a long time. It was with the cross track and the forest or any outback that we bought out. Yeah. So that segment grew more than any other segment. We were positioned well to capture a sweet spot. That's right.

你会从谁那里抢占市场份额呢？我们已经做到了。基本上，我们从所有人那里抢占了市场份额。有没有特别突出的对手？不，我想说，显然我们主要是从一些传统轿车业抢占了很多市场份额。是的，我们确实这样做了，而且我们也成功阻止了他们在跨界车领域获得太多份额。我可以说，这很长一段时间里，都依赖于我们推出的跨界车和森林人或傲虎。因此，这个细分市场的发展比其他任何细分市场都要快。我们占据了一个有利的位置，正好抓住了这个机会。没错。

You had four or three or four vehicles that were in that business. But so incredible rise. And the retailers weren't really selling that many units more, but it was shifting from their Chevy store to their Subaru store. And they noticed that, right? They could see the customers coming to Subaru. They could see the salespeople going from Chevy Subaru. They could see the techs from Chevy Subaru, right? They could see this, you know, every month it happened a little bit. But what message do you have for the retailers in the next 10 or 20 years?

你曾经有三四辆车是从事那项业务的。但增长非常惊人。零售商并没有真正卖出很多车辆，而是从他们的雪佛兰店转到他们的斯巴鲁店。他们注意到了，对吧？他们能看见顾客光顾斯巴鲁，他们能看见销售员从雪佛兰店去了斯巴鲁店，他们能看见技术人员也从雪佛兰店去了斯巴鲁店，对吧？你知道，他们每个月都会看到一些这种变化。那么，你对未来十年或二十年的零售商有什么建议？

What opportunities are you excited about? Or what threats are you worried about? And then what could a retailer do to thrive in the next 10 years? Well, the key, as I said earlier, the key for the retailers to continue to thrive in the next, well, really, for the foreseeable future, whatever that holds. And I can't predict the future. I'm not, I'm not Nostradamus. So I don't know. But what I will say is it really is all about the customer and the customer experience. And we have to look at it from their perspective. And for those brands that do that, well, we'll continue to thrive in the grow.

你对哪些机会感到兴奋？或者你担心哪些威胁？那么零售商如何在未来十年中蓬勃发展呢？关键在于——就像我之前说的，零售商要在未来，实际上是可预见的未来中继续蓬勃发展，不管未来有哪些变化。我不能预测未来，我不是诺查丹玛斯，所以我不知道。但我可以说，真正重要的是客户和客户体验。我们必须从客户的角度来看问题。那些能够做到这一点的品牌，将会继续蓬勃发展并壮大。

Now there's tools that are coming down the road that can help. I mentioned telematics. There's there's AI, where they call it, AGI. Oh, I guess the other day that you you had about AI. Yeah, how do you think about AI as a as a manufacturer? Like I get as a retailer, as one thing, but as a manufacturer, how do you think about AI? I think it can help us understanding people's driving habits.

现在有一些正在发展的工具可以帮上忙。我提到过车载远程信息处理系统。还有人工智能，他们也叫它AGI。哦，我记得你前几天提到关于人工智能的问题。嗯，作为一个制造商，你怎么看待人工智能呢？我知道作为零售商是一个角度，但作为制造商，你怎么看人工智能？我认为它可以帮助我们了解人们的驾驶习惯。

It can help us with helping them to determine when best when it's best for them to get service on their vehicle. It's interesting as it relates to the new car side of it, or even the use car side, because there's so many variables that I don't know that AI can factor in all of those, until that particular customer, you're going to buy this car with these specifications. I don't think that's going to happen. So there's always going to be a need for something. I partially disagree. That's okay. We can we if it lets if you disagree, let's discuss that.

它可以帮助我们确定他们何时最适合对车辆进行服务。无论是新车还是二手车方面，这都很有趣，因为有很多变量我不认为人工智能能全部考虑到，直到那个特定顾客决定购买这辆带有这些规格的车。我认为这种情况不会发生。因此，总会有一些需求。我部分不同意。这没关系。如果你不同意，我们可以讨论一下。

That's what makes the world around. But the fact is, I think that if you boil it all down, we got it. We got to make sure that the customer has a good, memorable experience in a positive way. So no matter what changes happen, and you can't predict what they're going to be, the reaction should always be what's best for the customer. That is correct. To be close to the customer, understand what they want or need and fulfill that need. That's right. Not maybe sometimes we have some technology, EVs, etc. They're getting ahead of us, or subscription model and things that the customers haven't asked for.

这就是世界运转的方式。但事实上，我认为，如果你仔细思考，我们需要确保客户拥有一个良好而难忘的体验，并且是积极的体验。所以无论发生什么变化，而且这些变化是无法预测的，反应始终应该是为了客户的最佳利益。没错。要接近客户，理解他们的需求并满足这些需求。正确。有时候我们可能会有一些技术，比如电动车等，它们走在我们前面，或者是一些客户没有要求的订阅模式。

Yeah. And the market will decide all this stuff. The market is speaking now, as it relates to electric vehicles. It looks like it's going to be on a little bit longer timetable than what maybe some of the governmental experts would like to do. Probably good for super. Very good. Yeah. I think a couple of things. So I think affordability, which is a big issue in our industry, I would have to imagine it's not the biggest issue for a super customer. It isn't. It isn't. I mean, we have to impact everyone. It impacts everybody. What I get concerned about.

是的，市场会决定这一切。市场现在正在对电动车辆发声。看起来这比某些政府专家可能希望的时间表要长一些。这可能对超级用户有好处。非常好。对，我认为有几点需要注意。我认为在我们的行业中，可负担性是个大问题，但对超级用户来说，可能不是最大的担忧。确实不是。我是说，我们必须考虑所有人，因为这影响到每个人。这也是我担心的问题。

But you're not selling. Well, go ahead. If it were me, if I'm not in the industry, and we're like, I can say, my concern is that instead of the industry being 16.5 million vehicles a year, because of where the price points have elevated to. And the fact that this inflation is real out there. I mean, we all talk to customers and people that are trying to just get by with what it costs them for their mortgage and interest rates and gasoline prices and food and groceries and things and insurance. Right.

但是你并没有在卖。好吧，继续吧。如果换作是我，我不在这个行业，而且我们这样说，我可以说，我担心的是，由于价格上涨，现在的汽车行业每年不是1650万辆的规模。通货膨胀是真实存在的。我们的客户和那些仅仅靠他们的抵押贷款、利率、汽油价格、食品杂货和保险等费用勉强维持生活的人交谈时，这一切变得更加明显。

Tumterium. Have we permanently made the industry 15.5, 15.6, 15.7? What is it this year? On 15.7, I think it's the highest. Yeah. So last year was 15.5. So it's smart. But everybody's trying to produce cars at 17 million or 18 million vehicles. The plants are there for that. So the inventory is going to grow. Inventory got to create pressure. Now the manufacturers can't get the earnings and cash flow they need. What do you think leasing is going to be the solution here? I'm sorry. I think leasing. It can be. Will be the solution to increase new car sales.

Tumterium。我们是否已经永久性地将行业标准设定为15.5、15.6、15.7？今年的情况是什么？我认为15.7是最高的。是的，所以去年是15.5。所以这是明智的选择。但每个人都在试图生产1700万或1800万辆汽车。工厂已经为此做好了准备。所以库存会增加。库存将带来压力。现在制造商无法获得所需的利润和现金流。你认为租赁会是解决这一问题的办法吗？对不起，我认为租赁会是增加新车销售的解决方案。

It could be. Now, remember, some of those manufacturers don't have good digital or resale values. We're going to have to invent those lease payments. So it's going to be costly for them. So they're incentive costs are going to go up. But for a brand like Subaru, yeah, I think that's a viable option for us if they decide to do that. One interesting question about future sales is that the U.S. population has gone from 250 million to 320 million. And about the last 12 or 15 years. But auto sales have been the same. So how can that be? Are people poor? No. Cars are lasting longer. Right. They're better built. They used to wear out 70,000 miles back in the 70s, I think.

可能是这样。现在，请记住，有些制造商的数字或转售价值不高。我们将不得不发明这些租赁付款方式。所以这对他们来说会很昂贵。因此，他们的激励成本会增加。但对于像斯巴鲁这样的品牌来说，是的，如果他们决定这样做，我认为这是一个可行的选择。关于未来销售的一个有趣问题是，美国人口从2.5亿增加到3.2亿，大约在过去的12或15年里。但汽车销售却一直保持不变。这是怎么回事？是因为人们变穷了吗？不。汽车寿命更长了。对，它们建造得更好。我记得在70年代，汽车通常在使用7万英里后就报废了。

Right. That's right. Toyota that would go over 100,000. That's right. But now as we move into the EV question is, will those vehicles become a little bit more just about Apple CarPlay? Will they roll 120, 150, 200,000 miles? Or will they not even bother replace the battery? Because the car itself is not worth the cost of the battery. So could we enter into an era where maybe all those minerals are recycled, but sales increase because cars are not being kept as all? I don't know if that's something. I mean, I would hope that would be the benefit of retailers and maybe manufacturers. But it is interesting to see that car sales have been.

对，就是这样。丰田车可以跑超过10万英里。没错。但是现在随着电动车的兴起，问题是，这些车辆是否会更注重于像Apple CarPlay这样的功能？它们能跑到12万、15万、20万英里吗？或者当电池需要更换时，因为电池的成本太高，车本身不值得换电池，所以都不会去更换电池？这样的话，会不会进入一个新的时代，这些矿物质被回收利用，但由于汽车不再被长时间使用，销售量反而增加？我不知道这是否对零售商和制造商有好处，但很有趣的是汽车销售一直在。

They really haven't moved for 15 years. Was it now the average age of a vehicle on the road today is 12.40 years or something? I think even more than that now. It's a power net. Yeah. It's definitely an all-time record. But before, down this point, I remember it was like seven years, eight years. And this isn't that long ago either. This is maybe 10 years ago. I think it's a function of several things. I mean, it's definitely vehicle quality has improved. It's cheaper to fix parts and all that. But also, if you just look at the last couple of years, specifically, many people don't even want to replace their cars because it's more expensive to go out and replace it.

他们真的已经15年没换车了。如今路上车辆的平均车龄是12.40年左右，或者更久。我觉得现在甚至更长。这是一个创纪录的情况。在这之前，我记得平均车龄大概是七年、八年，这也不是很久以前的事，大概十年前吧。我认为这是几个因素的结果。首先，汽车的质量确实提高了，修理零件也更便宜了。另外，如果你看看最近几年，很多人都不想换车，因为换辆新车变得更贵了。

I see this within my own friends or immediate family people, real anecdotes, obviously Twitter and anecdote machine. I get people sending me stuff all day, but it's a real consideration. It's like, hey, I have this car, I'm in the money or I have equity, but if I go replacing it on my payments, it's going to be $150 higher per month. Do I really want to do that? It's a real issue in the industry. Both here and sure. I also go up a lot. Right. Yeah. It's kind of interesting because with Subaru, when I was there anyway, we paid tremendous attention, believe me, on a test, to our used car and our residual values. Yes. We watched it every month. Another part of the virtuous circle. Exactly. Because that lowers the cost of ownership. Yes. Makes customers happier. It takes it better for the lender. Right.

我在自己的朋友或直系亲属中看到了这一点，是真实的案例，不只是 Twitter 上的故事机。每天都有很多人给我发消息，但这确实是一个需要认真考虑的问题。比如，有人说：“我有这辆车，我有资金或股权，但如果我换车，那么每月的还款将增加 150 美元。我真的想这样做吗？” 这是一个行业内的真实问题，到处都是。 这确实很有趣，因为当我在斯巴鲁公司工作时，我们非常重视二手车和残值测试。我们每个月都会仔细观察。这是一个良性循环的另一部分。确实，因为这降低了拥有成本，使顾客更满意，也让贷款方更受益。

Then the Oasis point. If now that customer's going to go trade the car, wow, I bought this car. I'm just making up $30,000. But oh, I'm getting 18 for it. If they've owned a car for five or six years, wow, my loan's only going to be this. I can get my payment. I think most people expect their payments to go up between corporate, somewhat, maybe 20, 25 dollars a month. It was just because the price of cars are going to go up at least $250 a year at a minimum. I think they expect some increase in payment. But when you can keep their payment relatively consistent, that's going to fit into their budget, well, now you provided them a service. Why would they leave you?

好的，下面是这个段落的中文翻译，尽量保持易读： 然后是绿洲点。如果现在那个客户要去交易这辆车，哇，我以3万美元买的车，现在可以卖1.8万。如果他们已经拥有这辆车五六年了，哇，我的贷款只剩下这么多，我可以得到这个数额的付款。我认为大多数人都会预期他们的月供会上涨一些，可能每个月大概上涨20到25美元。这只是因为车价每年至少会上涨250美元。所以我觉得他们预期月供会上涨一些。但是如果你能让他们的月供相对稳定，那就能符合他们的预算。那么，现在你已经为他们提供了服务，他们为什么要离开你呢？

So Tom, it was an incredible ride at Subaru. I remember I heard a story that when you opened up your new offices a few years ago that there was a really magnificent break room lunch room, cafeteria with all kinds of terrific food. You used to like to go down and sit and see your team, etc. But I was told that because you were so popular at the company that when you sat, you weren't able to eat because people kept on coming up and talking to you. So instead, when you need a nutrition, you stay in your office and you ate a lot of tuna sandwiches. Is that true? How did you know that? This is my job to gain information. There's somebody on the inside. That's true. And the reason I did that was because, well, first off, as you move up within your organization, there's so much demands on your time. And you just need to have like half an hour or so to yourself just to kind of debrief. But also actually freed me up a bit too, because then I could walk around a little bit more and speak with people. And that's what I really enjoyed that part of it. I mean, it is really all about the people. The people make it. And that's what I miss the most about it, right? It's the people.

所以，汤姆，在斯巴鲁的那段时间真是不可思议。我记得几年前你们刚搬进新办公室时，那里有一个非常漂亮的休息室、午餐室和餐厅，里面有各种美味的食物。你常常喜欢下去坐坐，看看你的团队等等。但有人告诉我，因为你在公司非常受欢迎，每次你一坐下，就会有人一直过来和你聊天，所以你常常都吃不上饭。于是，当你需要补充营养时，你就在办公室里吃很多金枪鱼三明治。这是真的吗？ “你是怎么知道的？” “这是我的工作，获取信息。我有内部消息。” “确实如此，原因是，首先，当你在公司地位提升时，你的时间需求也会增加。你需要大约半小时左右的时间独处，来进行一些整理。其次，这也让我有更多的自由时间，可以四处走走，与人交谈，这也是我非常喜欢做的事。归根结底，这一切都是为了人，人是最重要的。而且这是我最怀念的一点，对吧？是那些人。”

And I think there was this very special person who wasn't inside the company, but was hoping to get more of your time. And that's your wife. And I know that you are no longer having to hide from your team and grab a tuna sandwich quickly upstairs in the office. Tell me how you're spending your time. Yes. It's interesting. My days are full. It's really interesting. Like I always thought, yeah, yeah. I thought, jeez, when I retire, what am I going to do all day? All I did was work. I would get up at 5, 5, 15, 5, 30 every morning, take a quick shower, get something real quick to eat. I'd typically be on the road by 6 o'clock, 6'10 at my office by 6'45, something like that. And then wouldn't come home until after 7 o'clock at night, most of the time. And so my wife got used to me not being there. And actually, she was pushing me really to be up truth, it's told from around 2020, hey, it's time to kind of slow down a little bit. So, is there anything you didn't get accomplished? I know you wanted to get to the 800,000 or so, but anything else?

我觉得有一个非常特别的人，他不在公司里，但他一直希望能多花些时间和你在一起。那个人就是你的妻子。我知道你现在不用再躲着团队，在办公室楼上匆忙吃个金枪鱼三明治。告诉我你现在怎么度过时间吧。是的，这很有趣，我的日子很充实。真的很有趣。我一直以为，当我退休后，每天会做些什么呢？我以前每天都在工作。我每天早上五点、五点十五分或者五点半起床，快速洗个澡，吃点东西。通常六点或六点十分就出发，上班时间大概是六点四十五分左右。而且大多数时候，我要到晚上七点以后才回家。所以我的妻子已经习惯了我不在家的日子。实际上，从2020年左右开始，她一直在推动我放慢脚步，放松一些。那么，有什么事情是你没有完成的吗？我知道你想达到八十万左右的目标，还有其他的事情吗？

That was just a good kind, right? Once we got to 500,000 sales. Looking up who interviewed me at Subaru, by the way, pulling up emails from 2013 right now. Okay. Put it on your phone. You have that score. I set the target out there. I wanted to get to 5% market share or somewhere at 16.5 million vehicles or 17 million vehicles that would equate to somewhere between 800, 850,000 vehicle sales. That was my ultimate goal, which we didn't get to. But I'll leave that for the next. They have to be able to accomplish something on their own. They will. They're going to do a great job.

那真是太棒了，对吧？当我们达到50万销量时。顺便说一下，我现在正在查找2013年采访我的人在Subaru的资料，并调出当时的电子邮件。好吧，把它放到你的手机里。你有那个记录。我设定了一个目标，我希望能达到5%的市场份额，或者在1650万辆或1700万辆汽车中，约等于80万到85万辆的销售量。这是我的最终目标，虽然我们没有达成。但我会把这个留给接下来的人。他们需要能够独立完成一些事情，他们会的。他们会做得很棒。

How about any last suggestions for retailers out there that are maybe not owners of stores, but they're working in a dealership or, excuse me, a retailer. And they want to achieve that ultimate objective, perhaps, of owning their own retail location. What advice would you have for him or her? Obviously, learn the business. Don't take any shortcuts. I think in the past at Subaru, we looked to try to take the shortcut approach, but it doesn't work. You're building something for the long term. It has to be sustainable. It has to be able to stand a test of time. It has to have values and traditions. You're not going to be able to do that if you're cutting corners.

对于那些在零售业工作的朋友们，虽然现在可能不是店铺的老板，而是工作在一个经销商或者零售企业，他们想要最终实现拥有自己零售店的目标，你有什么建议吗？显然，首先要深入了解这个行业。不要走捷径。我认为过去在斯巴鲁，我们曾试图走捷径，但这并不奏效。你是在为长期发展奠基，必须是可持续的，能够经得起时间的考验，必须要有自己的价值和传统。如果你急于求成，是不可能实现这些的。

So, understand that it's a marathon. It's not a sprint. There's going to be some years where you're going to question that. But overall, you're going to be much more consistent. You're going to be much, much happier. You're going to build your brand actually faster that way, I believe. Look what happened to Subaru. We read nothing. Come back to 2006, 2007. This was a little brand. I'm telling you. And now look at it. So, once you get it moving and people start buying in, it just takes off on its own.

所以，要明白这是一场马拉松，而不是一次短跑。有些年你可能会怀疑这一点。但总的来说，你会变得更稳定，更快乐。我相信，这样实际上能更快地打造你的品牌。看看斯巴鲁的例子吧。我们什么都没听说过，回到2006年、2007年，这还是一个小品牌呢。我告诉你，现在看看它。所以，一旦你开始推动，人们开始接受，它就会自己迅速发展。

Well, Tom, this has been awesome. Alan, amazing thing for the intro. This was really great. And we're going to have to keep chatting and get your thoughts on where this industry is heading, which is definitely going to be a lot of change. So, I appreciate you coming on. For you two guys, anytime. Come on, man. Appreciate it. Appreciate it, Tom. Thanks, Tom. Thanks, Tom. Thanks, Tom. Awesome. Thanks, Yoshi.

好的，汤姆，这真是太棒了。艾伦，感谢你精彩的开场。这次真的很好。我们以后得继续聊聊，听听你对这个行业发展方向的看法，肯定会有很多变化。所以，非常感谢你参加。你们两个，随时欢迎。拜托了，真的非常感谢。谢谢你，汤姆。谢谢你，汤姆。谢谢你，汤姆。太棒了。谢谢你，Yoshi。

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