A Leadership Masterclass from the #1 Honda Dealer in the World | Car Dealership Guy Podcast

That doesn't work for me. I don't want to work for a guy like that. That's fine. The 17,000 other people we can work for. We get up early, we start our day early, we work late. And we're savages when it comes to that schedule. If this man is calling you at 4.30 in the morning, you're going to be very, very rich. Today I'm speaking with Brian Benstock, General Manager of Paragon Honda, the number one Honda and Acura dealership in the world. We discuss his career long journey to $1 billion in sales, the wild success of his 24-hour service center, how he mentors and develops his key employees into car sales savages, being mentored by Jack Welch, if you don't know the name, Google it, and much more. Don't forget to click subscribe so you never miss an episode. What's up, everyone? This is Car dealership guy. You're listening to the Car dealership guy podcast, which is my effort to give you access to the most unbiased and transparent insights into the car market.

这对我行不通。我不想为那种人工作。没关系。我们还有其他17,000个人可以为之工作。我们起得早，一天早早开始工作，工作到很晚。对于这个时间表，我们是野蛮的。如果这个人在凌晨4点30分打电话给你，你将会非常非常富有。今天我和Brian Benstock，Paragon Honda总经理，世界排名第一的本田和Acura经销商进行讨论。我们讨论了他的职业生涯，一路销售到10亿美元，他24小时服务中心的巨大成功，他如何指导和培养关键员工成为汽车销售之王，受到杰克·韦尔奇的指导，如果你不认识这个名字，去谷歌搜索一下，还有更多内容。别忘了点击订阅，这样你就不会错过任何一集。大家好，我是汽车经销商的人。你正在收听我的汽车经销商人播客，这是我努力为您提供对汽车市场最不偏见和透明的见解的努力。

But before we get into the show, this episode is brought to you by Car's Commerce. The platform is simplified everything about buying and selling cars, including the quote unquote follow up. Let me explain, dealers, fast and effective follow up is crucial for converting leads in customers. But here's the problem. 40% of shoppers report that they are not getting timely or helpful responses from dealerships. This is a huge problem because your own team could be leaving four out of every 10 sales opportunities on the table. Car's Commerce makes it simple to measure and improve your follow up performance. A cars.com experience report tracks the percentage of leads your teams are responding to and how customers rate those responses.

在我们开始节目之前，本集由Cars Commerce赞助。这个平台简化了买卖汽车的一切，包括所谓的后续。让我来解释一下，经销商，快速有效的跟进对于将潜在客户转化为客户至关重要。但问题来了，有40%的购物者报告称他们没有从经销商那里得到及时或有用的回复。这是一个巨大的问题，因为你们的团队可能会错过十次销售机会中的四次。Cars Commerce让衡量和改善您的后续表现变得简单。cars.com的体验报告追踪您的团队回复潜在客户的比例以及客户对这些回复的评价。

While dealer inspires retailing technology enables your team to quickly text follow ups with personalized financing options to make the most out of every opportunity. To learn more about how you can measure and improve your team's follow up performance, go to cars.comers.ink slash experience or click the link in the show notes below. This episode is also brought to you by AutoFi. Most digital retail platforms are limited in their capabilities and fall short on empowering dealers to convert shoppers into buyers while protecting profitability. AutoFi delivers done deals by empowering your dealership with the technology to land customers on the right vehicle and deal.

经销商鼓舞了零售技术，使您的团队能够通过个性化融资选择快速发送跟进短信，从而充分利用每一个机会。要了解更多关于如何衡量和改善团队的跟进表现的信息，请访问cars.comers.ink/experience或点击下面节目注释中的链接。本集还由AutoFi赞助。大多数数字零售平台在功能上受限，无法赋予经销商将购物者转化为购买者并保护利润的能力。AutoFi通过为您的经销商提供技术来帮助您在正确的车辆和交易上吸引客户，从而实现交易成立。

From payment configuration, F&I product selection, credit and real time lender offers, plus the backhand selling tools to help close the deal. This accelerates the deal no matter where the customer is on the dealer's website over the phone or in the showroom and translates to a faster sale with better customer experience and higher profits.

从付款配置、F&I产品选择、信用和实时贷款方案，再到后续销售工具帮助完成交易。这加速了交易的进行，无论客户是在经销商的网站、通过电话还是在展厅内，都可以实现。这意味着更快的销售、更好的客户体验和更高的利润。

In fact, the most engaged dealers on AutoFi see $411 more backhand PVR versus non-autified deals. Go to autofy.com slash CDG to learn more or click the link in the show notes below. That's autofy.com slash CDG and start working with done deals today. Lastly, people ask me all the time, CDG, can you help me fill an open role in my company? Well, now I can. I'm excited to announce my new industry job work. I've built this job work set I implores and the auto industry can take advantage of my network and distribution. Your company needs roles filled and I have access to talent. It's a win-win situation.

事实上，在AutoFi上参与度最高的经销商与非自动化交易相比，可获得更高的后期PVR收益，多出411美元。访问autofy.com/CDG了解更多信息，或点击下方展示说明中的链接。这就是autofy.com/CDG，立即开始与成交合作。最后，人们经常问我，CDG，你能帮我填补公司的空缺职位吗？现在我能了。我很高兴地宣布我的新行业工作网络。我已经建立了这个工作网络，汽车行业可以利用我的人脉和分发渠道。您的公司需要填补职位，而我能接触到人才。这是一个双赢的局面。

This job work is for anyone in automotive vendors, dealers, lenders, manufacturers, auto tech, and you get the point. The best part is that posting roles is 100% free. Over 50 companies have already posted open roles, including Lithia Motors, Recurrent, Credit Acceptance, Carse Commerce, Shift Digital, and over 20 dealer groups. Add your open roles today by visiting my website at dealershipguide.com and clicking on Industry Job Board or visit the link in the show notes below. The best part is that posting roles is 100% free. Over 50 companies have already posted open roles, including Lithia Motors, Recurrent, Credit Acceptance, and I'm like a little starstruck.

这份工作适合汽车供应商、经销商、贷款人、制造商、汽车技术人员，你懂的。最棒的地方是，发布职位完全免费。已有超过50家公司发布了开放职位，包括Lithia Motors、Recurrent、Credit Acceptance、Carse Commerce、Shift Digital，以及20多个经销商集团。立即在我的网站dealershipguide.com上发布您的空缺职位，点击行业职位委员会或查看下方的显示备注中的链接。最好的部分是，发布职位是100%免费的。已有超过50家公司发布了开放职位，包括Lithia Motors、Recurrent、Credit Acceptance等，我有点像被星光闪瞎了眼。

So it's great to be here with you. Dude, I tweeted about you in Paragon like a year ago. Do you remember that? Big deal after NADA 2023. Yeah, we came up strong last year. Yeah, yeah, yeah. I forget how. I mean, someone sent it to me for NADA. I was there actually, but someone sent me like, hey, you shared some numbers about, you know, deliveries of cars, service deliveries, or you pick up and drop off cars in New York and just, you know, how it's impacted your bottom line and numbers and the post went viral. And then a million and a half impressions.

很高兴能和你在一起。老兄，我大约一年前在Paragon发推特提到过你。你还记得吗？那是在NADA 2023之后大事件。是啊，去年我们表现得很不错。对对对，我忘记了怎么了。我的意思是，有人把这个发给了我。其实我当时在那里，但有人给我发了一些关于你的一些数字，比如汽车交付数量、服务交付、或者纽约接送汽车的情况，以及它如何影响了你的业绩和数字，这个帖子变得很火爆。有一百五十万次的印象。

Yeah, somebody called bullshit on us and it was actually true. You know, we, since 2017, we were doing pickup and delivery. And I think we had picked up only 200,000 cars and generated $53 million in gross profit. And someone said that's impossible. And they started doing the math and you know, they couldn't get their head around it. But you know, it's actually factual. And you know, we started doing it long before COVID. You know, there was a dealership in Manhattan that wasn't there. They went out of business, a Honda dealership. We had to figure out how to solve for X. And you know, we came up with several terrible ideas, how to, you know, I was going to have a truck go in and pick up cars from a garage and, you know, ask the customers to drop the cars off of the garage. And that was a terrible idea. And we thought of, you know, another way that we were going to go pick up the cars from the old location, doing it one at a time. Well, that was terrible. Then we were going to train and incentivize the customers comes to the dealership. And, you know, it's 45 minutes to get from in Manhattan to the dealership. And then 45 minutes to have an oil change and 45 minutes to get back, that was terrible. And then we just saw, you know, hey, what if we, you know, put the dealership on the phone and just picked up the customer's car and serviced it overnight when it was sleeping and brought it back to them. And then ideas seem to be a home run. I love to hear it. Brian, take us back. Like I want to start way, way back. I don't want to know anything yet about auto business. I want to know, I want to know who is Brian Benstock? Why did I hear your name when I was, you know, a small use car dealer in Philly and then, you know, growing an online e-commerce startup? I heard your name multiple times. I had no nothing to do with you, right? Like who are you? Who is Brian Benstock?

是的，有人对我们提出质疑，而事实上确实是这样。自2017年以来，我们一直在进行取车送车服务。我想我们只接了20万辆车，获得了5300万美元的毛利润。然后有人说这是不可能的。他们开始算账，无法理解。但事实上，这是真实的。我们在COVID之前就开始做这个了。曼哈顿有一家没有了的经销商，一家本田经销商。我们不得不想办法解决未知数X。我们想出了几个糟糕的主意，比如让卡车去汽车库取车，然后要求客户把车停在汽车库里。这是一个糟糕的主意。然后我们想出另一个方法，逐一从旧地点取车。这也是糟糕的。然后我们想着培训和奖励客户来经销商。在曼哈顿到经销商要花45分钟，在那里换机油要花45分钟，然后又要花45分钟回去，这也是糟糕的。然后我们突然想到，嘿，如果我们把经销商的电话打到客户那里，然后在客户睡觉时过夜为他们的车提供服务，并把车送还给他们，这个主意似乎是一个大成功。我很想听听。布莱恩，让我们回到从前。我想远远回溯。我还不想了解关于汽车业务的任何事情。我想知道，谁是布莱恩·本斯托克？为什么我在费城一个小二手车经销商和一个在线电子商务创业公司的成长过程中多次听到你的名字？与你毫无关系，对吧？你是谁？布莱恩·本斯托克是谁？

I started selling cars in a little place called P.S. Hondam in Hasett, Long Island. I started selling Hondas, I was told, if you're going to sell cars, you got to work for Paul Singer and if you're going to sell cars, you got to sell Honda. And I started working for Paul Singer on May the 10th, 1982, May the 10th, 1982. Prime interest rates were 18%, which means we were lending out money at 19%. And during my job interview with Nancy Phillips, who's still in the business, and is a wonderful dealer broker, she asked me, how do you feel about charging customers 18, 19%. I was 21 years old. I didn't know any different. I said, no problem. And of course, I had a motorcycle loan. I was paying 23%. So I thought that was a bargain. And it was a great time for me to get started in the industry. And I had excellent management. She provided incredible leadership. And I took the job in May until something better came along. My dad, being a really good dad, said, you can't work in this day. One day, if you're not going to college without a job, and I wasn't sure if I was going to go back to college. So I got a job in the car business till something better came along. And it's, what is it, 40 some ideas later, and nothing better came along. I found some real great opportunities in the car business. Classic car guy, I love it.

我开始在一个叫P.S. Hondam的小地方在长岛的哈赛特卖汽车。有人告诉我，如果你要卖汽车，就得为保罗·辛格工作；如果你要卖汽车，就得卖本田。于是我在1982年5月10日开始为保罗·辛格工作。当时的主要利率是18%，这意味着我们以19%的利率放贷。在我和如今仍在业务中的优秀经纪商南希·菲利普斯的面试中，她问我，你怎么看待向客户收取18%、19%的利率？那时我只有21岁，不知道别的。我说，没问题。当然，我自己有一笔摩托车贷款，利率是23%，所以我觉得那是个好价钱。对我来说，开始这个行业是一个很好的时机。我有优秀的管理层，她提供了令人难以置信的领导。我接受了这份工作，直到更好的机会出现。我爸爸是个真正的好爸爸，他说，如果不读大学，就要有工作。而我不确定是否要返回大学，于是在汽车行业找了一份工作，直到更好的机会出现。现在，40多年后，我仍未找到比这更好的机会。在汽车行业我找到了一些真正棒的机会。我是个热爱古董汽车的人，我喜欢它。

So when you say your dad, right, was your family and entrepreneur or family were they in the car business? My dad sold cars. My dad, in fact, at the time sold cars for Paul Singer. He worked at the Kavok dealership for Paul Singer. He was a manager in the organization. And he didn't get me the job, but he got me an interview. I was sweating bullets, applying for the job with Nancy, a job with a Honda dealership, was a pretty special job, even back in 1982. And I thought, really, I'd take the job for the summer and see how it went. And I thought the industry was interesting. I saw a couple guys that were supporting families selling cars. And I remember the guys, they were professionals. They dressed like professionals.

当你说到你的父亲时，你的家人是企业家吗，还是他们在汽车行业工作？我爸爸卖汽车。事实上，我爸爸当时在保罗·辛格那里卖车。他在Kavok经销商为保罗·辛格工作。他是组织里的一个经理。他并没有帮我找到这份工作，但他帮我安排了一次面试。我当时满头大汗，申请了一份与南希合作的本田经销商的工作，这是一份相当特别的工作，即使在1982年。我当时想，我会接受这份暑期工作，看看情况如何。我觉得这个行业很有趣。我看到一些卖车养家糊口的家伙。我记得那些家伙，他们都很专业。他们打扮得像专业人士。

And I'm living in my parents' basement apartment. And I'm saying to myself, what is it? If this guy can support a house and a car and kids, and I'm a guy living in the basement, I can do pretty good. And I remember that first half a year, I made a decent living. I made a very decent living between me and the end of the year. And I decided to get serious about the business about a year or so into the business. I mean, I was somewhat serious, but I got real serious after Paul Singer and John Mazzotti sent us to a meeting with Jojorroir.

我住在父母的地下公寓里。我对自己说，这是怎么回事？如果这个家伙能养活一栋房子、一辆车和孩子，而我只是个住在地下室的人，我也能做得很好。我记得那第一个半年，我挣了不少钱。到年底，我挣了一笔可观的收入。大约在做生意的一年左右，我决定认真对待这份工作。我是有点认真的，但是在保罗·辛格和约翰·马佐蒂让我们去参加会议与乔乔尔尔之后，我变得非常认真。

Yeah, we saw Jojorroir speak. And Jojorroir spoke about being the number one sales person in the world. He was going to get his book of records selling six cars a day. I couldn't get my hair on that. And then he told this wonderful story about a high school reunion, getting back to high school, and running into the sky. And the guy was a doctor. And I said, Joe, how are you doing? He said, I'm doing pretty good.

是的，我们见过乔乔罗尔发言。乔乔罗尔谈到了成为全球销售冠军的话题。他要创纪录每天销售六辆汽车。我简直无法相信。然后他讲了一个关于高中同学会的精彩故事，回到高中时碰到天空。那个人是医生。我问乔，你过得怎么样？他说，我过得挺好。

And he goes, what do you do for a living? He goes, I sell cars. And he said, the guy looked at him. I'm like, someone put a turd under his nose. He goes, you sell cars? And he goes, yeah, I sell cars. And he goes, I'm a roller shell for life. What do you do? And the guy said, well, I'm a doctor. And he goes, I gave him that look right back. I gave him the look of an, oh, yeah, yeah, doctor. Oh, the blood and everything else. And he goes, Jojorroir, I made $400,000 last year.

然后他问，你是做什么工作的？他说，我卖车。然后那人看着他。我觉得就好像有人把一坨大便放在他鼻子下面一样。他说，你卖车？他说，是的，我卖车。他说，我是个终身车手。你呢？那人说，我是医生。然后他又给了他那种眼神。我给了他那种，哦，是啊，医生。哦，看血和其他的东西。他说，乔乔罗尔，我去年赚了40万美元。

And Jojorroir famously tells him about it. Because I made $600,000 last year. And I didn't get any blood. I didn't lose a single patient. And now there's a 22 or 23 year old me sitting in this and wait. He made $600,000 selling cars. And it's not like basketball, where you've got to be six foot seven or seven foot tall. It's something like a football where you've got to be able to have this physical strength.

然后乔乔罗伊有名地告诉他这件事。因为去年我赚了60万美元。而且我没有流失分毫。我也没有失去一个病人。现在，有一个22岁或23岁的我坐在这里等待。他是靠卖车赚了60万美元。这不像篮球那样，你得是六英尺七英寸或七英尺高。这更像足球，你需要有体力。

I figured, gosh, if he can do it, I can do it. And so it was really Mr. Rosati and Mr. Singer do not know the value that they got out of me from that one meeting, whatever they paid for that, they got an exponential return. Because I was the puppy dog sitting there in that room, eating up every word that Jojorroir said. Tell me more about your rise into industry.

我想，哎呀，如果他能做到，我也能做到。所以实际上是罗萨蒂先生和辛格先生并不知道他们在那次会议中得到了我的价值，无论他们为此付出了多少，他们都获得了指数回报。因为我就像一只小狗坐在那个房间里，吞食着Jojorroir说的每个字。告诉我更多关于你在行业中的崛起。

Like, you said 1982. What was it like back then? How is it different from what it is today? I think I got to see the birth of a lot of different changes in the business. It wasn't a lot of leasing back then. In fact, there was really no captive leasing back then. And I think as part of my career has been associated with innovation. And I had the pleasure and the blessing to be around a lot of people that gave me great insights.

你说的是1982年。那时候是什么样子的？和今天有什么不同？我觉得我见证了商业中许多不同变化的诞生。当时几乎没有租赁业务。事实上，那时候几乎没有自营租赁业务。我觉得我的职业生涯与创新息息相关。我很幸运，也很荣幸能够和许多给予我极好见解的人在一起。

I had a gentleman that worked for me that was involved in leasing very, very early in the game. Gentlemen, there's Longston's past, but Norman Lagau, who taught me the leasing business in the early 80s. And I think that became a real cornerstone of my business well before anybody else was leasing. We were leasing more cars disproportionately to anybody else before American Honda had a lease. He, in fact, had written a manufacturer's handover lease way back in the day. We figured out leasing and it was a way for us to really offer value for our customers.

我曾经有一个在我手下工作的绅士非常早就参与到租赁业务中来。绅士指的是Longston过去的事情，但是诺曼·拉高在80年代初教会了我租赁业务。我认为在任何人开始租赁之前，这成为了我生意的一个真正基石。在美国本田推出汽车租赁服务之前，我们租赁更多的汽车，比其他任何人都多。实际上，他早在很早以前就制定了一份制造商移交租赁协议。我们找到了租赁的方法，这是我们为客户提供真正价值的一种方式。

And we were told when I came to Queens, nobody wants to lease cars. People here don't own their houses. So they only want to own their cars. And when I came here, we really tested that. And sure enough, of course, the people of Queens wanted to own, I mean, lease a car. It's tried more car for less money. And we were able to be pretty far out ahead of everybody else in the leasing game. And there I say, trade cycle management.

当我来到皇后区时，有人告诉我们，这里没人想租车。这里的人不拥有房子。所以他们只想拥有自己的车。当我来到这里时，我们真的测试了一下。果然，当然，皇后区的人们想要拥有，我是说租赁一辆车。这样可以以更少的钱试驾更多的汽车。我们在租赁市场上能够相对其他人走得更远。我要说，这就是交易周期管理。

I met Sean Wolfington and Sean's uncle used this, was at the forefront of half a car with Ford. And that was another lucky break for me to meet a family like the Wolfington's and to be involved in trade cycle management. And trade cycle management became a cornerstone of what we do and what I do at Paragon. It's really new to you every too. And understanding that the small of the trade cycle, the more frequency you could have, the more frequency you have as a greater way to increase geometrical your ability to do business. And that led us to being able to get those customers back in for used cars and a great way to manufacture a used car. So it was really a great, it's been a great education that I've had by being around really spectacular people. And I think like a snowball, as I roll, I pick up a lot of these ideas and insights. And it really helped me and helped us as time has gone by. I wanna get a little bit more personal. You've been in the car business 42 years. The first thing that comes to mind for me is lots of late nights. I mean, this is retail business, right? It takes a lot. Tell us a little bit about your family life. And how has it been growing a family while also growing what has become the number one accurate on haunted dealership in the world?

我遇见了肖恩·沃尔芬顿和肖恩的叔叔，他在福特半汽车前沿使用了这个技术。对我来说，能够结识像沃尔芬顿家族这样的家庭，并参与贸易周期管理是另一次幸运的机会。贸易周期管理已经成为我们在帕拉贡所做的工作，以及我个人所从事的工作的基石。它对你来说也是全新的。了解到贸易周期越小，频度就越高，频度越高，就能更大程度地增加你进行商务的能力。这促使我们能够让客户回来购买二手车，并创造二手车的绝佳方式。因此，这真的是一个伟大的，我通过与一些了不起的人为伍，获得了一次伟大的教育。我认为就像滚雪球一样，我在前进的过程中获得了许多这样的想法和见解。这确实在过去的时间里帮助了我，也帮助了我们。我想再深入一点。你从事汽车行业已经42年了。对我来说，首先想到的是很多个深夜。我是说，这是零售业，对吧？这需要很多。告诉我们一些关于你的家庭生活。在发展成为全球最大的雅琪二手车经销店的同时，如何养家糊口，这是怎样的一种体验？

Jack Welsh, who's a mentor of mine and became a friend. I mean, I'm blessed again to be living in New York City and have access to some people. I think there I say, I met him a number of times and had dinner with him and his wife, Susie, a couple of times. And, you know, he said that famously there's no such thing as life choices. I mean, these life choices have consequences. And people ask me about life balance, work life balance. There are no such things as work life balance. There are life choices and those choices have consequences. I'm blessed to have married a great woman. And she understood from day one. I worked very long hours, you know, six days a week. Six days a week was common, 12 hour days is common. Back in the day, in fact, seven days a week was common for me for many years of my career. My boss, Paul Singer, had a work ethic that I've never seen in anybody. He worked seven days a week and I tried to work at that pace with him for much of my career. And I've changed that these days. And six days a week these days, more like eight to 10 hours a day, not to 12 to 14 hours a day. As I've changed the choices that I'm making now, I'm trying to see my kids grow up a little bit, but in the early days, like a rocket ship when it's coming up off the ground, you've got to put a lot of effort into that career. And I see young people starting out today and they want all the things. They want the toys, they want the cars, they want the house, the boats and all those things, but they're not willing to make the sacrifices. And I just don't think you can have both. And I will tell you, I missed many a wedding. I missed many a party. I missed many a trip in my life. And I don't regret a darn thing because those were the choices that I made. And thankfully, I promised my wife, I said, later on in life, we'll be able to enjoy ourselves. Later in life, I promise you. And thankfully, we are able to take a little bit of time that we weren't able to take back then. But this business, like you said, it's a retail business. It's a business that goes on 24 hours a day. And my guys will tell you, the phone calls, the text messages started about 4.30 in the morning and they don't stop until about 11 o'clock at night. If you work for me, that's normal. Now you can say, hey, that doesn't work for me. I don't want to work for a guy like that. That's fine. There's 17,000 other people we can work for.

杰克·韦尔奇是我的导师，后来成为了朋友。我觉得自己很幸运能够生活在纽约，并有机会接触一些人。我见过他几次，和他和他的妻子苏茜一起吃过几顿饭。他曾说过，生活中并没有所谓的生活选择，只有生活中做出的选择有后果。人们问我有关生活平衡、工作与生活的平衡，其实并没有工作生活平衡这种东西。只有生活选择，而这些选择会有后果。我很幸运能够娶到一个好妻子。她从一开始就理解我的工作很长时间，六天一周，每天十二小时是常事。事实上，我在我职业生涯的很多年里，七天一周工作是常态。我的老板保罗·辛格有着我从未见过的职业道德。他七天一周工作，我在很长时间内也试图以同样的速度工作。但现在我已经改变了这一点，现在一周工作六天，每天八到十个小时，而不是十二到十四小时。随着我现在所做的选择的改变，我试图看着我的孩子们长大一点，但在早期，就像火箭飞船从地面上升起时那样，你需要付出很多努力在事业中。我看到今天刚开始职业生涯的年轻人，他们想要所有的东西。他们想要玩具、汽车、房子、船只等所有东西，但他们不愿意做出牺牲。我只是不认为你可以两者兼得。我告诉你，我缺席过许多婚礼、聚会和旅行。但我一个也不后悔，因为那些都是我做出的选择。幸运的是，我向妻子保证，生活会好起来的，之后我们能够享受生活。幸运的是，现在我们能够花一些时间，这是我们以前无法做到的。但就像你说的，这是一个零售业务，是一个全天候运转的行业。我的员工会告诉你，电话和短信从早上四点半开始，直到晚上十一点才停止。如果你在我手下工作，这是正常的。现在你可以说，这对我不管用，我不想为这样的人工作。没问题，还有其他一万七千个人可以为我工作。

We get up early, we start our day early, we work late. And we're savages when it comes to that schedule. And I can tell when my guys wake up because they start to return the text, summer at six, summer at seven, summer at eight o'clock in the morning. But I'm looking at the data, first thing in the morning, I'm looking at where we're at and looking to see, hey, Attaboy, good job. Or, hey, you told me we did this and the data says that. Hey, here's what we need to do. Here's what my list is. And shooting out the information. And again, I like to think that we work at a pretty good pace. And I think the numbers show. And last year, we had the privilege to finish top spot in the country. And I don't take that for granted. There's 1,200 Honda dealerships and to finish in the top spot. I think it was a pretty special job done by the men and women of the company. And we'll get more into that. Tell me more about, what is it like working for Brian Benstock? Tell me more about that. Oh, I suck, man. It's a grind. It's an absolute grind. My job is to develop people. And that's not an easy job. I think there is a lot of pushing. I think I'm fair, but there are demands. My job is to cause your growth. I've learned in life that life is constant pain, uncertainty, and constant work. And if you try and avoid any of the three, you get more of the three. If you try and avoid pain, if you try and avoid uncertainty, if you try and avoid work, you get more of that. So let's just face that reality. And as you're trying to educate people on that, they look at you like, this guy's a strange dude. Life is not pain. Well, yeah, it is. And there is uncertainty out there. So we try and mitigate that uncertainty by developing skills. We try and mitigate that pain by being prepared. And we try and work every day, a little bit every day. Because if you don't pull the weeds out of your garden, every day, they'll take over the garden, as Jim Rohn says. You've got to pull the weeds out every day. Is it a constant, constant grind? No. But if you take your eye off the ball, the market will sneak up on either competitors or sneak up on you, and they will take your garden. And so I think we've got to prepare. You've got to make time for health. You've got to make time for skill sets. You've got to make time for your family. If you don't make time for these things, you'll find that decay will set in, and they will be taken away from you. Do you think that's practical for someone starting out in the car business or early on in their career? I mean, I think even my first half or five years in the car business, and I say that at the minimum, it's a grind. I mean, you've got to be there. You've got to put in the time. You've got to put in the grind. And the reality is, to do anything great, there is no such thing as balance, if you ask me. I mean, people, even something as simple as a car dealership guy, which is the most recent idea that came to life, thinking through, till now, even the amount of time on a daily basis to put something to that, I mean, doing things that, quote unquote, don't scale, right? There is no such thing as balance.

我们早起，早开始一天的工作，工作到很晚。对于这样的日程安排，我们是无情的。我可以感觉到我的团队成员起床了，因为他们开始回复短信，有的是早上六点，有的是早上七点，有的是早上八点。但我第一时间查看数据，看看我们的情况，看看是不是，好样的，干得好。或者“你说我们做这个了，但数据显示没有”，还有“我们需要做什么”，“我的任务清单是什么”。然后传递信息。我想我们工作的速度相当不错。我觉得数据也表明了这一点。去年，我们有幸在全国名列榜首。我不会认为那是理所当然的。全国有1200家本田经销商，能名列榜首对于我们公司的男女员工们来说，是一项非常特别的工作。我们会更深入地讨论这个问题。告诉我更多，为了布莱恩·本斯托克工作是怎样的？ 告诉我更多。哦，我很差劲，这是一场折磨。这绝对是一场折磨。我的工作是培养人才。这并不是一项容易的工作。我认为这需要很多推动。我认为我公平，但也有要求。我的任务是推动你的成长。我在生活中学到生活是持续的痛苦、不确定性和持续的工作。如果你试图避开其中的任何一个，你会遇到更多。如果你试图避开痛苦，如果你试图避开不确定性，如果你试图避免工作，你会遇到更多。让我们直面现实吧。当你试图教育别人这一点时，他们会觉得你很奇怪。生活并不痛苦。是的，生活是痛苦的。外面有不确定性。 所以我们通过培养技能来减轻不确定性。我们通过充分准备来减轻痛苦。我们每天都在努力工作一点。正如吉姆·朗所说的那样，如果你不每天清除花园里的杂草，它们会攻占花园。你必须每天清除杂草。这是持续不断的折磨吗？不是。但如果你不专注，市场会趁机袭击你或竞争对手，他们将夺走你的花园。所以我认为我们必须做好准备。你必须为健康腾出时间。你必须为技能设置时间。你必须为家庭设置时间。如果你不为这些事情腾出时间，你会发现腐朽开始蔓延，并且会被夺走。 你认为对于汽车行业初涉或职业早期的人来说，这是可行的吗？我认为即使是我在汽车行业的前半段或五年，我要说的至少是，这是一场折磨。我是说，你必须在那里。你必须投入时间。你必须付出努力。而事实是，要做出伟大的事情，平衡根本就不存在。我认为即使是做汽车销售的人，这最近才出现的想法，直到现在，甚至每天花费的时间来做某事，我是说，做一些被称为不可扩展的事情，对我来说，平衡根本就不存在。

It's more so balance in between periods in your life. Can't balance me, hey, I'm going to dedicate this 15 years so that I can have a better 15 years later. That can be balanced. I'm going to be all in now, right? I'm going to go dark for six months so that I can be in a really special place. How many people dedicate a month to, hey, you know what? I'm not going to the bar. I'm not going to the club. I'm not going to. I'm going to give up drink and I'm going to give up. I'm going to dedicate this to educating myself on a specific craft or a skill set. What does 100% of you look like? Has anybody ever seen a 100% of you? And wouldn't that be amazing to get a 100% of you towards some driven goal? Whether that be a relationship, a job, a career, a craft, anything? And what could it be if we could harness that for just a short period of time? We're so freaking distracted all the time.

在你的生活中，更重要的是在不同阶段之间取得平衡。不能平衡我，嘿，我要把这15年奉献出来，这样将来的15年会更好。这样就能取得平衡。现在我要全情投入，对吧？我要消失六个月，这样我就能进入一个非常特别的状态。有多少人会把一个月献给，嘿，我不去酒吧。我不去俱乐部。我不去……我要戒酒，我要把这段时间用来专注于学习某种技术或技能。你的100%是什么样子？有人见过你的100%吗？如果我们能把100%投入到某个目标上，不管是关系、工作、职业、技艺还是其他什么，那将会是多么令人惊叹的事情？如果我们能在短时间内集中精力，那会是什么样子呢？我们总是被各种干扰物所困扰。

And they say it takes about 10,000 hours to get mastery at something. And 10,000 hours takes 10,000 hours. So it's over. It's that monotony of doing something over a long period of time and just developing that skill. You know, I try and teach the guys here. If you read 15 pages a day in a book that would take you and improve your skills in a given direction, you could be an expert in that field and you can make tens of hundreds of thousands of dollars. If you just read 10 or 15 pages, absorb those pages, not necessarily listening to it, but reading and understanding them. And if you ask somebody in a sales meeting, hey, how many of you have read a book about selling and that number, that number is shockingly low if you get people to be honest. And you say, well, how many have read two? How many have read 10? How many have read 15? And I've got, you know, I absorb, I eat books.

他们说要掌握一项技能大约需要花费1万小时。而1万小时就是1万小时。所以这就结束了。就是那种长时间重复做某件事情并培养技能的单调性。你知道，我试图教这里的人。如果你每天读书15页，那将帮助你提升技能，你可以成为这个领域的专家，可以赚数十万甚至几百万美元。只要你读10或15页，吸收这些内容，不必一定倾听，而是阅读和理解。如果你在销售会议上问人们，有多少人读过有关销售的书籍，这个数字会令人震惊地低，如果你让人们诚实回答的话。你可以问，谁读过两本书？谁读过十本？谁读过十五本？我会告诉你，我吸收、品尝书籍。

I mean, I read a lot of voracious reader and it was a terrible student at school. But you know, my, that boss of my Nancy Phillips told me the solution to any problem you've got starts with the turning of a page. And I sort of broke that down in the back of my head and started reading books. And isn't it, you know, she isn't into the blessing that by getting up in the morning and reading every day, my oldest daughter, one of my second oldest sort of Trinity, sort of watching me and getting up in the morning and she'd get up early in the morning and she'd grab a cup of coffee. And she'd go and she'd start reading and she, oh, she's reading it. And she's reading and she's reading and she's reading and she became an exceptional student, which I was not, as I said when I went to school.

我的意思是，我小时候是个很爱读书的学生，但成绩却很糟糕。但你知道，我的老板南希·菲利普斯告诉我，解决任何问题的关键都在于翻开书页。我在脑海里揣摩了一下，开始阅读书籍。她说通过每天早起阅读，就像是一种祝福，我的大女儿以及我第二个女儿在旁边看着我，早晨也开始早起。她们会提早起床，泡一杯咖啡，然后开始阅读。她们一直读着，读着，变成了一个出色的学生，而我在上学时却不是。

And she finished one of the tops in her class in a very high high school. And last year, she got accepted into Cambridge University in England, you know, which is one of the top schools in the world. And I'm proud to say she reads about 90 books a year. And she's not reading love novels. She's reading pretty intense books. So, you know, those habits can change people's lives. And I don't know where her journey will take her, but I think it's a pretty interesting spot.

她在一所非常高级的高中中脱颖而出，成为了班级中的佼佼者。去年，她被英国剑桥大学录取了，你知道吗，那是世界顶尖的学府之一。我很自豪地说，她每年阅读大约90本书。而且她不是在看爱情小说，而是阅读相当深刻的书籍。所以，你知道，这些习惯可以改变人的生活。我不知道她的旅程会带她去哪里，但我觉得她现在处于一个非常有趣的位置。

And so, you know, the people that are around me at the dealership that understand that this stuff can really have an impact on your life. I think they're, hopefully they're better off for it because I think our job as a leader, as mentors is to develop people. And that's the most rewarding part of the world. Here's my question. You seem like an intensely focused person, right? I speak with a lot of people on a weekly basis, you know, different walks of life. You seem someone who's intensely focused. What got you to this point? Like, was it someone? Was it something? Why? Why? I have had a series of great mentors, you know, the office that I'm in now, there was Paul Singer's office. And he, I worked for him.

因此，你知道，在汽车经销商周围的人知道这些事情真的会对你的生活产生影响。我认为，希望他们从中受益，因为我认为我们作为领导者、导师的工作就是培养人才。这是世界上最有意义的部分。我有一个问题。你似乎是一个极其专注的人，是吗？我每周和许多不同背景的人交谈，你看起来是一个极其专注的人。是什么让你达到了这个点？像是某个人？某件事？为什么？为什么？我有一系列很棒的导师，你知道，我现在的办公室原来是保罗辛格的办公室。而且，我曾经为他工作过。

Isn't it? You know, I don't know how spiritual you are, and I won't get into that, but I started working for him on May 10, 1982. He died on May the 10th. You know, there are no coincidences. He died on May the 10th, 2006. And so I worked for him, I guess it's 24 years to the day. He was an intense worker. I still work for him. And I think he said a blistering pace. He was elegant, eloquent. He was, his nickname was the Silk Camera. He was soft-spoken, but driven. And I think that I feel like I'm carrying on his mission. So a mission driven. And we're not done with the mission now. I'm proud that his wife, who's my partner, has given me the opportunity to continue what we started some of the years of filming.

不是吗？你知道，我不知道你有多虔诚，我不想深入讨论，但我从1982年5月10日开始为他工作。他在5月10日去世了。你知道，没有巧合。他在2006年5月10日去世了。所以我为他工作，或许是整整24年。他是一个工作狂。我现在还在为他工作。我认为他的工作节奏快得惊人。他优雅、雄辩。他的绰号是"丝绸相机"。他说话轻声细语，却又坚定。我觉得自己在继续他的使命。所以是一个使命驱动的人。我们现在还没有完成使命。我很自豪，他的妻子，也是我的合作伙伴，给了我继续我们多年拍摄的机会。

I think, you know, she's one of the blessings is when you realize there's more there, there. And so how can you be done when you realize, you know, whatever, you deliver a thousand cars, let's say in a month, and you realize, gosh, with all the opportunities we had, you left so many opportunities on the table. And if you look at the number of people that visited your website, when you look at whatever the outcome was, whatever you delivered, you realize, gosh, look at all the deals, the transactions we missed. And how do we go after that? You'll never get there, right? And so that's the challenge is how do we get there? How do we serve more people? How do we serve them better, faster, quicker? And I think that's really the mission that we're on. That's the mission I'm on.

我觉得，你知道的，当你意识到那里有更多的机会时，她就是一种祝福。那么，当你意识到这一点时，你会怎么做呢？比如说，假设你一个月交付了一千辆汽车，你意识到，天呐，在我们有这么多机会的情况下，你错过了那么多机会。当你看到访问你网站的人数，当你看到你所取得的成果时，你会意识到，天呐，看看我们错过的所有交易。我们该怎么做才能追赶上呢？你永远都达不到那个目标，对吧？所以挑战就在于如何实现这个目标？如何为更多人服务？如何更好、更快地为他们服务？我觉得这是我们正在致力的使命。这就是我正在追求的使命。

Brian, how do you allocate your time today? I have to imagine it's shifted a lot over the years. And so today, like what does a week for Brian Ben Stock look like? I've started out with the day. They started for the morning and it's reading from four to five coffee and exercise from you generally from five to six thirty data from six thirty to seven thirty shower and whatnot in breakfast till eight travel time, which we try and make efficient use of the travel time. And then it's usually work from about nine to I guess about seven at a dinner time, family time and we started all over again. We have five tasks a day that we're not going to stop the day till we get those five tasks done. And that helps to make sure that we're pushing in the right direction.

布赖恩，你今天是如何安排你的时间的？我想随着岁月的变迁，你的时间肯定也有很大的变动。那么今天，布赖恩·本·斯托克一周的行程是怎样的呢？我先从一天的安排说起。早晨从四点到五点是阅读时间，然后是喝咖啡和锻炼，大概从五点到六点半，接着是处理数据，从六点半到七点半，再洗澡吃早餐直到八点，然后是旅行时间，我们尽量高效利用旅行时间。接着大概从九点开始工作，直到下午七点左右吧，然后是晚餐时间、家庭时间，然后一切重头再来。我们每天有五个任务，我们不会停止一天的努力，直到完成这五个任务。这有助于确保我们在正确的方向上努力。

I manage six to eight people a day. So my contacts, my communication is going to focus heavily on working with those six to eight people every day. I think the realization came to me late in life. It could be effective with about six to eight people a day, not too many more than that. That doesn't mean you can't communicate with thousands of people on a day, but I'm trying to have the development of people. It's six to eight and I've got my six to eight and sometimes it shifts a little bit, but there's six to eight people that I rely on to drive what we're doing. And maybe now with the new store of my planes, I've made that eight to 10. But I look up to the Roger Penske's of the world, my hero.

我每天管理六到八个人。所以我的联系和沟通将主要集中在每天与这六到八个人的合作上。我认为这个领悟来得有点晚。每天能够有效地与大约六到八人合作，不要太多。这并不意味着你不能与成千上万的人沟通，但我正在努力发展人员。就是这六到八人，我依靠他们推动我们正在做的事情。也许现在随着我飞行员店铺的增加，我已经扩大到了八到十人。但我仍然尊敬像罗杰·彭斯基这样的世界英雄。

How do you do 170 stores? How the heck do you do it? And he's really good at it, the Terry Taylor's and these little guys, just phenomenal icons. And I've got a very small little world that I operate in and learning to scale that is what's next and how do we scale that? Tell us more about your team. So you mentioned these six to eight people. Who are they? What do they do? What type of compliments do you surround yourself with? Or ask better? Ask better? How do you compliment yourself? They've got energy. They've got the Jack Wells for ease. They've got energy. They've got edge. They've got enthusiasm and they execute. And so we're going to focus on that. And they're youthful. They're not young, but they're youthful. Some of them are young, but they've got to be youthful. They've got to be puppy dogs. They've got to have that zest, that dry to get some stuff done.

你是如何管理170家店铺的呢？你到底是怎么做到的呢？他真的很擅长这个，像特里·泰勒这样的人和那些小家伙们，他们简直是传奇。我有一个非常小的运营世界，在学习如何扩展它，下一步是什么以及如何扩展它？告诉我们更多关于你的团队吧。你提到了这六到八个人，他们是谁？他们做什么？你周围都是什么样的人才？或者更好地问问，如何赞美自己呢？他们充满活力。他们像杰克·威尔兹一样敏捷。他们充满活力。他们有创新意识。他们充满热情，他们执行力强。因此我们将专注于这些。他们年轻，不是年轻，但他们是年轻的。他们有的年轻，但必须是有朝气的。他们必须像小狗一样有活力，他们必须有那种热情，那种渴望去做一些事情。

They're male, they're female, right? They're multilingual. I think they can communicate with the team that we have. They're very, very well educated in the tasks that they're to perform. That's a requirement. They're up early. They are in the 5 a.m. club for sure. It is not uncommon for any of them to hear from me before 5 o'clock in the morning or at 11 o'clock at night. And is that a prerequisite for working for you? No, I have to wake up at 5. I don't think it's legal to legislate that. But certainly it's not uncommon for us to communicate in those hours. I think for me, I'm clear at that time of the morning. I'm clear at that time of the morning. There's a stillness that's there.

他们是男性，她们是女性，对吧？他们精通多种语言。我认为他们能与我们团队进行沟通。他们非常非常熟悉自己即将执行的任务。这是必要条件。他们起得很早。他们绝对是5点俱乐部的一员。并不罕见有任何人在早上5点之前或晚上11点之后听到我。这是你工作的先决条件吗？不，我必须在5点起床。我认为强制规定这一点是不合法的。但是我们在那个时间进行沟通并不罕见。我觉得在早晨那个时间我头脑清晰。那个时候有一种宁静。

And I think it's best to get those ideas out. Again, if I'm breaking any state of federal laws, I apologize. All they have to do is say, please stop and it'll stop. But they don't. And there's nothing better to get a text message from somebody. It's a good idea. And there's somebody that's on fire. Hey, can I call you? Yeah, call me. And there's a guy whispering because I know his wife is asleep someplace. Hey, and they give you an idea. And that's an energy, that enthusiasm. That's a puppy dog with the tail wagon. I just figured something out. And OK, OK, thank you through. No, I did. And you know, you love that, right? That's those are the kind of people you want to be around, you know, whether they be partners or they be leaders on the team. That's what we're looking for.

我觉得最好把这些想法表达出来。如果我违反了任何州或联邦法律，我道歉。他们只需说一声“请停止”，我就会停下来。但他们没有这样做。收到某人的短信是件好事。这是一个好主意。有人正激动不已。嘿，我可以给你打电话吗？是的，给我打电话。有个人在耳语，因为我知道他的妻子在某个地方睡着了。嘿，他们给你一个主意。这是一种能量，一种热情。就像一只摇着尾巴的小狗。我刚弄清楚了什么。好的，好的，谢谢你的允许。我真的是这样认为的。你知道，你喜欢这样，对吧？这些就是你想要身边的人，无论是伙伴还是团队的领导者。这就是我们正在寻找的。

How do you find yourself sifting for that, right? Like, how do you attract that type of talent? Where did it come from? Yeah, you know, the last thing I want is a dead fish laying on ice with one eye open. Sit in there. You know, you've got energy attracts energy is attractive. We're salesman. You've got to sell the mission. You've got to sell the vision. What's the vision? I'm the chief vision officer. Here's where we're going. Here's how I see it. Here's how we're going to get there. And if a man or a woman can't sell the vision, you know, that they're going to be rendered ineffective. And some guys want to be swagger and cool and laid back. And they can't get that emotion.

你是怎么找到这样的人才的呢？你是如何吸引这种类型的人才的呢？它们是从哪里来的呢？是啊，你知道，我最不想看到的就是一条眼睛睁着的死鱼躺在冰上。坐在那里。你知道，你的能量吸引着能量，而吸引力是吸引人的。我们是推销员。你必须销售使命。你必须销售愿景。愿景是什么？我是首席愿景官。这是我们的目标。这是我的看法。这是我们将如何实现目标。如果一个人无法销售愿景，那么他们就会失效。有些人想要显得自信和酷，放松自如。但他们却无法表达情感。

They can't charge people. They can't get them excited. And there for me, they're going to be less effective. And I understand there are cats that really respond well to that kind of energy. That's just not the energy that works well with me. You know, that may work well in California and certain laid back, you know, environments. That's not the environment that I operate best in. And I think another Jack Wells, you've got to hire people that laugh at you jokes, right? He tells the story famously that his wife is applying for a job at a big accounting firm.

他们无法让人心情高涨。他们无法让人兴奋起来。对我来说，他们就会变得不那么有效了。我知道有些猫对那种能量会有很好的反应。但那种能量对我来说并不奏效。你知道，在加利福尼亚和某些轻松的环境中可能会很有效。但那并不是我最擅长的环境。我认为另一个杰克·威尔斯说得对，你必须雇用那些能笑得出你笑话的人，对吧？他经典地讲述了他妻子正在一家大型会计公司申请工作的故事。

And she tripped and she made a joke about, Oh, I was an entrance. And the people she was interviewing for just sat there. They didn't laugh. And she knew right there. I can't, this is not the kind of place that I would fit in. And I think it's true. You don't have to work for people that are exactly like you. But I think he said it best. You've got to work for people that laugh at you jokes. There's got to be some sort of a similarity of kinds. And again, it doesn't mean they have to look like there's a word we like to say nowadays. It's the vibes. It's all about the vibes. Yeah, vibes is the right word because if you use the word cultural, what's that was about to use culture can no, no, no, that culture means to some people, everyone's got to look like you know, that's not it.

她踉跄了一下，然后开了个玩笑，说“噢，我好像是一个入口”。她正在采访的人坐在那里，没有笑。她立刻意识到，这不是我适合的地方。我觉得这是真的。你不需要为跟你完全相同的人工作。但我觉得他说得最好。你必须为那些笑你的笑话的人工作。必须存在某种相似性。再次强调，这并不意味着他们必须看起来一样，现在我们喜欢说的一个词是“氛围”。一切都取决于氛围。是的，氛围是正确的词，因为如果用“文化”这个词，那可能会导致误解，文化不是要求每个人都要与自己相像，那不对。

But the vibe, right? The vibe is the right word. Like a pitching fork. Everyone's in tune. That vibe is a good way of putting it. So tell me how long did it take you to become a partner at your store? How many years was that? It seemed like forever, but it was the right time. It came about somewhere in the late 90s, 97 or so. So was it that long, 15 years, 16, 17 years? Do you think that for people listening to this for any up and commerce, do you think that opportunity still exists out there? Yeah, it does. But you've got to be patient and it takes plus or minus nine months to develop a baby. And it takes a long time as a new dealer. Now it takes a long time before you develop the trust to make somebody a partner. And I know a lot of dealers that throw out these fake partnerships and they make people partners, but they're not really partners. They can throw you out at any minute.

但是感觉对了，对吧？感觉就是正确的词。就像调音叉一样。每个人都在调谐。这种感觉是个恰当的说法。那么告诉我，你花了多长时间成为你店铺的合伙人？那是多少年？感觉像是永远，但那正是合适的时间。大约是在90年代后期，大概是在97年左右。那么是这么长时间吗，15年，16年，17年吗？你觉得对于在听这个的任何新人，你觉得那种机会还存在吗？是的，存在。但你必须要有耐心，就像怀孕需要大约九个月。作为一个新的经销商，需要很长时间。在你获得信任成为合伙人之前，也需要很长时间。我知道很多经销商给人虚假的合伙关系，他们让人成为合伙人，但他们并不是真正的合伙人。他们可以随时开除你。

That wasn't the arrangement I had with Mr. Singer. When we became partners, I was a real partner. He pushed us a basket of checks across the desk and said, you're my partner. And I remember, I remember quite vividly the first check that I had to sign was a floor plan check. And it was for about 170,000. I have the check, a copy of the check. And when he left the office, I called the controller. And I said, Nick, is the money in the bank account? He's sort of laughing. Because of course, I said, because I've never signed a check for this much money. And pay off check for 170,000. And when somebody's going to trust you to sign checks like that, you want to make sure that you know who you're in bed with. And so those that are fighting for that, remember, it's not just a fair weather relationship. You've got to be there for the good times and for the bad times.

那不是我与辛格先生达成的安排。当我们成为合作伙伴时，我是真正的合作伙伴。他把一篮子支票推到桌子上，说：“你是我的合作伙伴。”我记得很清楚，我第一次要签的支票是楼层平面图支票。大约是17万美元。我有支票，支票的复印件。在他离开办公室后，我打电话给财务主管。我说：“尼克，银行账户里有钱吗？”他有点笑。因为当然，我说，因为我从未签过这么多钱的支票。支付17万美元的支票。当有人信任你签这样的支票时，你要确保知道自己和谁有关。所以那些为此而奋斗的人，请记住，这不仅仅是一种逢场作戏的关系。你必须在好时光和坏时光都要支持对方。

And trust me, I've been through all the times with my relationship with the singer family for recessions, the floods, the insurance problems, everything that you can go through. And you've got him standing there, you know, not just for the times when the money's coming in, but when you reach those times when you're truly tested. And you'll know how good your marriage is when you hit the rocks. You'll know how good your attorney is when you've got an impossible case. You know how good your doctor is when your doctor's tested in the life or death situation. That's when you know what you're dealing with. And the same thing I think is true in business. You know how good your partner is when he or she is truly tested. Anybody can cheer when the temperature's right and the game is going your way. But do you have faith when your team's down by three touchdowns with five minutes to go in the game? Well, that's when you're the real fans are.

相信我，我和这位歌手家庭的关系经历过所有时期，包括经济衰退、洪水、保险问题，以及你可能遭遇的一切困难。你会发现，在那些真正考验你的时刻，他会一直在你身边。你会知道你的婚姻有多好，当你陷入困境时。你会知道你的律师有多好，当你面对一个几乎不可能的案件时。你会知道你的医生有多好，当医生在生死关头被考验时。那时你才会明白自己在面对什么。我认为，在商业方面也是一样的。你会知道你的合作伙伴有多好，当他或她真正被考验时。在气温适宜、比赛顺利进行时，任何人都可以欢呼。但当你的球队在比赛还剩下五分钟时落后三个触摸得分，你还有信心吗？那时真正的球迷才会展现出来。

So I want to get into some of the brass tacks here. You know, I think we've talked a lot about your your real impressive background and rise in this industry and just what you've accomplished. And you sell, I mean, over 32 cars a day, 950 cars a month, you know, based in New York. How did you get to this stage? And I like tactically, right? What is what is it like to operate in your showroom? How do you put out these numbers? You know, first of all, we don't do any flea. I want to say that no fleet, no broker business. You know, a lot of the dealers can't get their head around that. A lot of these Honda dealers with these franchises that are worth millions of dollars, prostituted by selling cars to brokers and they're going to turn their multi-gazillion dollar franchise into a Nissan store.

所以我想进入一些实质性的内容。你知道，我认为我们已经谈了很多关于你在这个行业中真正令人印象深刻的背景和崛起，以及你所取得的成就。你每天销售32辆汽车，每月销售950辆汽车，你在纽约。你是如何达到这个阶段的呢？而且我是想实际上，对吧？在你的展厅里运营是什么样的？你是如何产生这些数字的？首先，我们不做任何批发业务，我想说的是没有车队也没有经纪人业务。很多经销商理解不了这一点。许多这些价值数百万美元的本田特许经销商通过向经纪人出售汽车进行了卖淫行为，他们会把他们数十亿美元的特许经销店变成一个尼桑店。

And it's a disgrace. We don't do that. You know, we don't do it. It's belly button to belly button one at a time because I'm not going to prostitute my business by selling cars to a broker. We're going to sell the cars retail. I'm in the retail business, which is why when push comes to shove, our dealerships profitability numbers are staggering and our business grows. You know, and the past three, four, five years, even the stupid dealers as an accounting friend of mine said, made money. But right now, all of a sudden you see panic because we've had a little pullback in the market and I don't mean to say stupid dealers, but even the bad dealers made money. And now it's a fun time. I had breakfast with a dealer this morning and I said to this, Alan Dubre, he's an accurate dealer, a Honda dealer, excellent dealer. I said, Alan, this is a fun time for us because all the other guys are going to be jumping over bridge. And this is a time when let's go guys, roll up the sleeves, take out the playbook and let's go.

这真是一种耻辱。我们不做那种事。你知道的，我们不会这样做。我们是一次只能处理一个交易，因为我不会通过向经纪人出售汽车来贬低我的企业。我们要零售销售汽车。我是从事零售业务的，这就是为什么当形势紧急时，我们的经销商的盈利数字惊人，我们的业务不断增长。过去的三、四、五年，即使是我一个会计朋友所说的愚蠢的经销商也赚了钱。但是现在，突然之间你看到了恐慌，因为市场出现了一点回落，我并不是说愚蠢的经销商，但即使是糟糕的经销商也赚了钱。现在是一个有趣的时刻。今天早上我和一位经销商一起吃早餐，我对他说，安兰·杜布雷，他是一家优秀的讴辛经销商、本田经销商，我说，安兰，这对我们来说是一个有趣的时刻，因为其他人都会跳桥。现在是让我们动起来的时候，卷起袖子，拿出实战手册，让我们开始吧。

And we saw last month a dramatic increase in the New York market in broker business. Guys were panicking and selling off their inventories to broker yourself. When you ask about doing volume of business, we have a very healthy database that we can turn to, to engage and to enact and to ignite to sell our cars. So we've got again, a very healthy trade cycle management that we can, I think, look to give them a proposal that makes sense for them to upgrade to a brand new car. And when you're selling your cars to the brokers, you have no such opportunity.

上个月我们在纽约市场看到了经纪业务大幅增长。人们都在恐慌地把库存卖给经纪。当谈到开展业务量时，我们有一个非常庞大的数据库，可以利用、执行和激发销售我们的汽车。因此，我们有一个非常健康的贸易周期管理，我认为我们可以给他们一个有意义的提议，让他们升级到一辆全新的汽车。而当你把车卖给经纪时，就没有这样的机会了。

So pardon the little commercial about the brokers, but this is a, in certain markets, Florida, in New York, it's prolific. And the manufacturers say they don't like it, but they do nothing to stop it. And it'll destroy the OEMs, the manufacturers, the roots of their tree. It's a not careful. You know, whatever we used to have tough sales months, we would always just say one word, right? And so I'm curious with you, is it for you like the success? Does it come from focusing on the fundamentals or is there also some, you know, some real nuances to the way you operate? Yeah. Yeah. Do you ever get away from the fundamentals? I don't think so. It's blocking and tackling.

请原谅关于经纪人的这段小商业话，但在某些市场，比如佛罗里达和纽约，这很普遍。制造商们说他们不喜欢这种情况，但他们却没有采取任何措施加以制止。这将摧毁原始设备制造商，制造商们树根的基础。这是一个不小心的问题。你知道，以前只要有销售困难的月份，我们总是会说一个关键词对吧？所以我很好奇你的成功是不是建立在专注基本原则上，或者你的运作方式中还有一些细微之处？是的。你会摆脱基本原则吗？我认为不会。这就是基础的搏击拦截。

And a basketball coach went to see Kobe Bryant one day and he got there real early in the morning, four o'clock in the morning, and he was shocked. This basketball coach was a coach of either a college team or a high school team. And he said he couldn't believe that Kobe was there doing the most basic or basic drills, you know, standing behind the free throw line and throwing free throws one at a time and then doing the more basic rudimentary drills. And he asked him about it and says, well, where else could you just start? It's all the fundamentals, blocking and tackling Vince Lombardi said you have to be brilliant at blocking and tackling. For us, our blocking and tackling will really be a database mining.

有一天，一位篮球教练去见科比·布莱恩特，他早早在早上四点就到了，他很震惊。这位篮球教练教授大学队或者高中队。他说他无法相信科比正在做最基本或基本的训练，你知道，站在罚球线后面一个一个地投篮然后进行更基本的基础训练。他询问科比，科比说：“在哪里开始呢？这都是基础，就像文斯·隆巴迪说的，你必须在基本技术上有所突出。对于我们来说，我们的基本技术将真正是数据库挖掘。”

And when do you stop that talking to the customers inside of your database? And that's got to be 12 months a year, 365 days a year and having a communication strategy to talk to the people with the highest statistical probability of doing business with you now and in the future. And that's got to be mapped out well in advance. That's not a guessing game. It's a strategy that you have in place having the right people employed at the right time to say the right thing to the right customers.

你什么时候停止和数据库中的客户交谈呢？这必须是一年12个月，365天的交流，并且需要制定沟通策略，与那些最有可能现在和将来愿意与您做生意的人交谈。这必须提前完善规划。这不是猜测游戏，而是您制定的策略，确保在适当的时机有合适的人员向合适的客户传达正确的信息。

And so we knew about a year ago, I wrote an article that Dale Pollock published and I said, you know, there's a profit coma going on right now and that coma is going to end. And some people are going to be in deep shiba because many of the salespeople that we have on our floors today got hired during this profit coma and they don't know what it's like to have a customer say, no, let me think about it. I'll get back to you because the customers are walking in with their wallets and say, oh, you have the car here, take my wallet. How much over sticker do you want? Oh, 3000. Okay, I'll pay it. And somehow they think that that's normal. And they thought that that was normal.

大约一年前，我写了一篇文章，戴尔·波洛克发表了，我说，你知道，现在正发生一场盈利昏迷，而这种昏迷将会结束。有些人将因此陷入困境，因为我们今天在销售人员中有许多是在这段盈利昏迷期间被雇佣的，他们不知道顾客说“不”、让我考虑一下、我再回来这种情况是什么样的。因为顾客们走进门带着他们的钱包，说：“哦，你们这里有车，拿走我的钱包。超过标价你想要多少？哦，3000元。好的，我付。”但他们以为这是正常的。而且他们原本认为这是正常的。

And all of a sudden customers are saying, no, no, no, no. I want to discount. I want 3000 or I want 4000 more for my trade. And we saw some of our younger salespeople struggling. So going back to the basics, the mundane things, the everyday things, the road to the sale, the opening investigation, selection demonstration, verification appraisal, closed to what's the purpose of the step one was purpose of step two, three, four, and the specific order and what the purpose of those that order is. Maybe I'm simple, but if you're going to go through an operation, I want the doctor to follow a set procedure understanding that there is a beginning, a middle and an end.

突然间客户开始说，不，不，不，我要打折。我要多给3000或4000作为我的交易。我们看到一些年轻的销售人员在挣扎。所以回归基础，回归平凡的事情，日常事务，销售之路，开启调查，选择示范，验证评估，交易完结，了解步骤一至四的目的，以及这些步骤的顺序及其目的。也许我简单，但如果你要进行一个手术，我希望医生按照一套程序操作，理解开始、中间和结束的概念。

You do clean the area before you make the incision. You don't just wing it. You have to have a specific setup. And I think that the sale, the same thing applies. And that goes for an online sale as well as an in-person sale. What's your take on online versus person? Where do you think the market's headed? I think both have a bright future. I have no preference. I think the customer should decide what's best for them. Many of us want to touch and feel before we buy, especially in the age of electrification.

在你切开之前确保清洁相关区域。不要凭直觉行事，必须有明确的准备工作。我认为售卖也是如此。无论是线上销售还是线下销售都适用。你怎么看待线上和线下的不同？你认为市场会朝何方发展？我认为两者都有光明的前景，我没有偏好。我认为顾客应该决定什么对他们最好。在电子化的时代，很多人购买前都希望先触摸和感受产品。

I think it's nonsense to think that customers want to buy an electric car online. Can you imagine I'm going to buy and you name the brand. I'm going to buy a brand new electric Toyota. I've never seen it before. I've never sat in it before to think that I'm going to do 100% of that transaction online and take the leap of faith. I think it's ridiculous. I want to, Toyota, Honda have an excellent reputation, but I want to feel this vehicle. I want to experience it before I pull the trigger. So I think especially with the 168 new models coming out over the next two years, people are going to want to get behind the wheel. So I think the in-store experience still has a lot to be desired.

我认为认为顾客想要在线购买电动汽车是毫无意义的。你能想象我要购买，然后你告诉我品牌。我要购买一辆全新的丰田电动汽车。我之前从未见过它。我之前从未坐在过它里面，就认为我要在线完成100%的交易并付出信任。我觉得这太荒谬了。我想要，丰田，本田在市场上有着优秀的声誉，但我想要感受这辆车。在我采取决定之前，我想要亲身体验一下。因此，我认为尤其是在接下来的两年里将推出的168款新车型，人们会想要亲自试驾。所以我认为实体店的体验还有很大进步空间。

I think we need to change what the store looks like. I think Professor Galloway calls it, the stores need to become a temple to the brand, a temple where you can encourage, touch, feel, start it up. And again, that's a wonderful thing about an EV. You can have that thing fully running inside the showroom so the customer could, with the exception of driving it, I may not be safe to drive it around the showroom, but you could really get the customer immersed in all aspects of the car fully lit up like a Christmas tree inside the store, which a lot of dealers or hesitant to do.

我认为我们需要改变商店的外观。我认为加洛韦教授称之为，商店需要成为品牌的圣殿，一个可以鼓励、触摸、感受、启动的圣殿。而且，这也是电动汽车的美好之处。你可以在展厅内完全运行这辆车，让顾客沉浸其中，除了驾驶，可能在展厅中驾驶不安全，但你真的可以让顾客全方位体验车辆的各个方面，就像商店内全部点亮的圣诞树一样，这是很多经销商不愿意做的。

And change that experience inside the store to make the store a temple to the brand and really focus on that customer experience. That somehow, that experience has to be mimicked or replicated online. And isn't it interesting when you buy an app product online, that experience somehow matches the experience when you buy an Apple product in the store. Completely different experience, but the smoothness of the experience, the feel of that is about the same. So that's kind of cool. So how do we do that? And we can do that. And the wonderful thing about online experiences is it's transparent. So if you see something you like, you can knock it off. You don't have to reinvent the wheel. If Apple does something great, and by the way, if you haven't bought an Apple phone online, it's so analogous to how you can buy a car online, even when it comes to trade in.

并且改变店内的体验，使店铺成为品牌的圣殿，真正关注客户体验。这种体验必须在网上被模仿或复制。当您在网上购买一个应用产品时，有趣的是，这种体验与您在商店购买苹果产品时的体验相匹配。虽然体验完全不同，但体验的顺畅度，感觉大致相同。这很酷。那么我们如何做到这一点呢？我们可以做到。在线体验的美妙之处在于它是透明的。所以，如果你看到喜欢的东西，你可以效仿。您不必重新发明轮子。如果苹果做了什么伟大的事情，顺便说一句，如果您还没有在网上购买过苹果手机，那么您可以在网上购买汽车时也可以做到，甚至在换新时也可以如此。

So why all these companies are trying to do it themselves, take a look at what they do, knock it off. Because it's a pretty good setup there. But I think that to answer your question, I think there's always going to be a place for a showroom. Maybe the showroom footprint is going to change. Maybe we don't need the amount of real estate that we had for showroom space. But to have an in-store experience, I think is very important to the manufacturers going forward. So how's your technology stack adapted to this reality? It's clear you believe in the showroom. What have you done on the tech side in order to meet the demands of just a modern day consumer?

为什么所有这些公司都试图自己做这件事呢？看看他们做了什么，模仿一下。因为那里是一个相当不错的机会。但是我认为，回答你的问题，我认为展厅永远都会有自己的位置。也许展厅的规模会发生改变。也许我们不需要过去展厅所占用的那么多房地产。但是为制造商提供店内体验，我认为对未来至关重要。那么你的技术体系如何适应这一现实？很明显你相信展厅。你在技术方面做了什么来满足现代消费者的需求？

Yeah, I think technology, I think the dealers have failed with technology. We talked about in 2008, we got rid of a lot of headcount with the recession, right? And we tried to, and we added a lot of technology, but we added all this tech and then we brought back all of the headcount. So we've got the tech expense and we've got the headcount. I think technology should aid people in purchasing and selling. It's got to be a tool. And we're pretty heavily immersed in technology. We think the technology that we use helps us find customers more strategically. Aragon was at the forefront of digital.

是的，我认为技术方面，我认为交易商在技术方面失败了。我们在2008年谈到过，我们在经济衰退时裁员很多人，对吧？然后我们尝试增加了很多技术，但是我们增加了所有这些技术，然后重新雇佣了所有裁员的人。所以我们有技术成本，也有员工人数。我认为技术应该帮助人们进行购买和销售。它必须是一种工具。我们在技术方面投入了很多资金。我们认为我们使用的技术帮助我们更有策略地找到客户。Aragon是数字领域的先驱。

I think that was one of the things that we came to people saying, how do we become the number one certified dealer in the world? Dale, Pollock and I got together very early in the M-Power days before Vioero. And Dale showed it to me. It was great. I was confused to use it because it made the men feel less like men. I'm not going to use it. I'm not going to let a computer tell me how to put the right number on the car. And I said, Dale, come back to me when it has an offensive tool and not just defensive, we put the number on the car.

我认为这是我们去和人们交流的事情之一，我们如何成为世界第一认证经销商？在维奥罗之前的M-Power时期，戴尔、波洛克和我很早就聚在一起了。戴尔向我展示了它。很棒。不过我有些困惑，因为它让男人们觉得不够像男人。我不会使用它。我不会让计算机告诉我如何在车上放上正确的数字。我对戴尔说，等它有了攻击性工具而不仅仅防御性，我们再把数字放在车上的时候再来找我。

Dale came to this very door in 2007. I think I've got something. I think I've got something. It was the first version of Vioero. And I looked at it and I loved it. And I went all in. And I always used to joke with Dale. We were the number two certified dealer in the nation. And I said, all you did was move this from number one, the number two to number one. But we went from number two to number one, doubling number two. And we've held that position for 100 and I care for pretty much unchallenged for about 15 years. And it was really just a tech play. I learned that it's a math problem. It's not an old-sharked, sorbet boy's gut. It's really just a math problem. And when we saw it as a math problem, yes, give you an honest moment.

2007年，戴尔来到这扇门前。我觉得我找到了什么。我觉得我找到了什么。那是Vioero的第一个版本。我看了它，就喜欢上了。我全力以赴。我经常和戴尔开玩笑。我们是全国认证第二高的经销商。我说，你所做的就是把它从第二名移到第一名。但我们从第二名跃升至第一名，比第二名增加了一倍。我们在接下来的100年里几乎无人能敌地保持这个位置约15年。这实际上只是一个科技游戏。我学会了这是一个数学问题。这不是老冒险家、男孩的直觉。这实际上只是一个数学问题。当我们把它看作一个数学问题时，是的，给你一个诚实的时刻。

When Dale looked at my inventory in 2007, the average age of a used car, a paragon was 150 days. 150 days. And he said, you know, but he was telling me my inventory was way upside down. And I said, but Dale. And I mentioned number like 6,000 a car gross profit was really proud. And he said, but look, what about that? At 150 days. At 150 days average, you were doing $6,000 profit. Right. At a car. And he said, yeah, but what would happen if you took those cars to the auction? Because I don't know. He goes, I do. And he gave me a number. He said, you probably lose a million dollars. So he said, if you subtract that from what you made, you didn't make what you thought you made. You probably lost a bunch of money. And I committed to fixing it. You know, if you identify a problem, what we did, we fixed it.

当戴尔在2007年查看我的库存时，一个典范的二手车的平均存货期为150天。150天。他说，你知道，但他告诉我我的库存出现了严重问题。我说，但是戴尔。我提到了6000美元的汽车毛利润，我真的很自豪。他说，但看看，在150天内。在平均150天内，你的汽车盈利为6000美元。对，一辆车。他说，是的，但如果你把那些车子带去拍卖会会发生什么呢？因为我不知道。他说，我知道。他给我一个数字。他说，你可能会损失100万美元。所以他说，如果你把这个数目从你的盈利中减去，你没有赚到你想象中的那么多。你可能会亏损很多钱。我承诺解决这个问题。你知道，如果你识别出了一个问题，我们就会解决它。

And since that time, our average age of a car for the past 15 years has been about 21 days. And our turn is that on a used car? Yeah, on a used car with very little exception. It's been about 21 days. We corrected the problem. And I said, I said, isn't it interesting, a man who's blind gave me insight and taught me how to see my inventory. Because I wasn't paying attention. You know, just we write down some of the old cars and we'd sell them. Write down some of the old cars and sell them. So we'll rather than write them down, how about just not letting them get old and turning the inventory. And so we used technology in a pretty special way at that time. And we've applied that now to many other uses.

自那时起，过去15年我们汽车的平均寿命大约为21天。那我们在二手车方面的周转率又是如何呢？是的，除了少数车辆外，二手车的周转率也是大约21天。我们解决了这个问题。我说，真有趣，一个盲人却给了我洞察力，并教会我如何看待我的库存。因为我当时没有在意。你知道，我们只是记录下一些老旧车辆然后卖掉。但是我们还是决定不再让它们老化，而是尽早周转库存。于是我们当时以一种很特殊的方式运用了技术。现在我们已经将这种方式应用到许多其他领域。

You know, we teamed up with Google in, I guess it was 2011 or 2012. And so looking at how we could create a frictionless transaction for service, that was in 2014 of 2015, we wanted to create a frictionless transaction. And I wanted to do it for selling. I had an Alexa. Whose idea was this, by the way, I did read about this and I've heard about it. Whose idea was this? Well, I'll tell you what happens. It sent me an Alexa. And I didn't know what to do with it. So I'm a big coffee fan. And so I said, hey, Alexa, what a Starbucks coffee. And I said, like, cured cake cups, 24 cups, you know, 34 hours. I said, okay, buy it. What's your code? One, two, three, four. And I forgot about it.

你知道吗，我们与Google合作，我想是在2011年或2012年。因此，在2014或2015年，我们想着如何为服务创建一种无摩擦的交易。我想要创造一个无摩擦交易，我想要卖东西。顺便说一句，谁的主意，我确实读到过这个，也听说过。谁的主意？好吧，我告诉你发生了什么。有人给我寄了一个Alexa。我不知道怎么用它。我是一个咖啡迷。所以我说，嘿，Alexa，给我来杯星巴克咖啡。我说，卡智能咖啡胶囊，24杯，34美元。我说，好的，购买。你的代码是多少？1234。然后我就忘了。

The next day, the next day, a box of cake cups came to the dealership. And I was, holy shit. Holy shit. That was a frictionless transaction. This is terrible. I called somebody else into the office and said, watch this. And I did it. And the next day, another box. I must have 15 boxes of coffee in my office, big boxes of coffee. And I had an executive from Honda. I said, look at this. And I was, now I'm collecting the boxes.

第二天，第二天，一箱蛋糕杯送到了经销店。我简直惊呆了。简直惊呆了。这简直是一次无摩擦的交易。太糟糕了。我叫了其他人进来办公室，对他们说，看看这个。然后我做到了。第二天，又来了一箱。我办公室里可能有15箱咖啡，大箱的咖啡。我邀请了本田公司的一位高管来看这个。现在我开始收集这些箱子了。

And I realized that they were sourced from all different places. And so it appeared that Amazon was going to, whoever could fill the order first and best would get the order. And the price was the same. So they were agnostic who filled the order. And so I went to, I met up with the people at Google and I was speaking before the audience at Google. And I said to Google, what's the number one search engine? There's all these young kids. And I say pimple face kids. They're all young. I'm old, they're all young. They all had their Apple computers open. And I said, what's the number one search engine?

然后我意识到这些产品来源各不相同。看起来亚马逊准备了，谁先且最好地完成订单就会得到订单。价格都一样。所以他们不关心是谁来完成订单。所以我去见了谷歌的人，我在谷歌的观众面前演讲。我问谷歌，谁是第一大搜索引擎？这里有很多年轻人。我说脸上长痘的孩子。他们都年轻。我老了，他们都年轻。他们都打开着他们的苹果电脑。我问，谁是第一大搜索引擎？

They went, Google. And I said, what's the number two search engine? They went, YouTube. And I said, you're overall proud of that. And that's great. I'm a retailer. What's the number one search engine for retail? And they go, Google. And I go, no, it's Amazon. It's Amazon. And I showed them in this chart. I said, it's Amazon. Google brings the customer to the product. Amazon brings the product to the customer. And so Amazon beats you in retail. Afterward, a woman named Joanne Sheehan from Google said, hey, I wish I was on it. And she said, why don't we work on something together? Why don't we see how we can deliver products to customers using Google?

他们说，谷歌。我问，第二大搜索引擎是什么？他们说，YouTube。我说，你们对此感到自豪吗？他们说，很自豪。我是一个零售商。零售业第一大搜索引擎是什么？他们说，谷歌。我说，不，是亚马逊。就是亚马逊。我给他们看了这张表。我说，是亚马逊。谷歌把客户带到产品那里。而亚马逊把产品带给客户。所以在零售业中，亚马逊击败了你们。后来，谷歌的乔安·希恩说，嘿，我希望我也在其中。她说，为什么我们不合作做点什么？为什么我们不看看如何使用谷歌为客户提供产品？

And I said, Ray, I'd love to deliver cars. And she said, no, no, no. You can't deliver cars. You got to start out what we call the LCD, the lowest common denominator, and that service. I said, no, I want to deliver cars. And she goes, no, LCD, lowest common denominator. We're going to go wide, and then we're going to go tall. We're going to go wide, the wide space. We go tall. And that's where it started, which is how do we deliver a voice technology, a frictionless technology where someone can use Google and say, hey, Google, talk to parents on Honda. And without them having to touch or swipe, we could arrange for someone to pick up their car, have it brought to the dealership service, and brought back to the house. A year, about a year later, that was completed.

我说，雷，我很想要送车。而她说，不，不，不。你不能送车。你得从我们所谓的最低公分数开始，以那种服务。我说，我想送车。而她说，不，最低公分数。我们要广而深。我们要广阔，广阔的空间。我们要高大。那就是从哪里开始，这就是我们如何实现语音技术的交付，一种无摩擦的技术，让用户可以使用谷歌并说“嘿，谷歌，与本田汽车上的父母交谈”，而他们无需触摸或滑动，我们就可以安排有人来接送他们的车，把它带到汽车经销商的服务中心，然后带回家。大约一年后，这一切完成了。

And when you realize all the different tech that we had to bring into play, which is how do you afford it? How do you keep the customer communicated? And how do you put that on the schedule? Or how do you keep the customer informed throughout that process? And we were a little bit ahead of the world at that time, because now, when you do it, you can have it on your dashboard. A light comes on in the car, and you can talk to the car in the car, and talk to you. But that led us to doing pickup and delivery, communicating with a pickup and delivery service. And like I said, we were open 24 hours a day.

当你意识到我们必须使用各种不同的技术时，你会想，如何负担得起？如何保持与客户的沟通？如何安排时间表？或者如何在整个过程中让客户了解情况？那时候，我们在这方面略有领先，因为现在，当你这么做时，你可以在仪表盘上看到。汽车中会亮起灯光，你可以在车内与汽车交流，汽车也会回应你。这促使我们开展提取和交付服务，保持与提取和交付服务的沟通。就像我说的那样，我们全天候营业。

And so you can have your car picked up after work, serviced overnight while you're sleeping and put back in your driveway before you wake up in the morning. And give us some more numbers on that. Like, tell us a bit more about just how it's impacted your profitability, sales numbers, everything. You know, I seldom talk about the profitability of the dealership, but I can say that we've had 200 plus thousand transactions since 2017. And the gross profit on that's been over $60 million in gross. The average repair order is double what it is if you come to the store.

所以你可以在下班后将你的车接走，我们会在你睡觉时进行维修服务，然后在你早上醒来之前把它放回你的车道。给我们一些更多关于这个的数字。比如，告诉我们一些更多关于它对你的盈利能力、销售数字等的影响。你知道，我很少谈论经销商的盈利能力，但我可以说自2017年以来我们已经有200多万笔交易。这些交易的总毛利超过6000万美元。平均维修订单额是你来店里时的两倍。

So all these people that are hesitant to do online transactions, the average repair order in the store is about $250. When we do a transaction, where we pick up the car, it's over $500. And that's not because we're charging more. But Yoshi, the learning lessons, the lessons for us have been so great. When you come into the store, let's say you have an oil change, you wait online, 25 minutes. God forbid, but you wait on 25 minutes. We write you up, you sit down in the lobby, you wait a half an hour, we get your car in.

所以所有那些不愿意进行在线交易的人，店里的平均维修订单大约是250美元。当我们进行一次交易，提车时，费用超过500美元。这不是因为我们要涨价。但是对于我们来说，Yoshi、学到的教训，这些教训非常宝贵。当你来到店里，比如说你要换机油，你在线等待25分钟。不得了，但你就等了25分钟。我们记录下你的信息，你坐在大厅里等半个小时，然后我们就把你的车接进去维修。

So you're into this project for about a half an hour, an hour. And now we get your car up on the lift. And we notice legitimately you need front brakes. And you're sitting in the lobby and we say, Yoshi, you need front brakes. We have two questions. What are they? How much is it going to cost me? How long is it going to take? Correct. And I've spoken Sweden, I've spoken in Denmark, I've spoken all over it. And wherever we are, the same two questions. And you're not going to like either answer.

所以你参与这个项目大约半小时，一小时。现在我们把你的车开到升降台上。我们注意到确实你需要前刹车。你就坐在大厅，我们说，Yoshi，你需要前刹车。我们有两个问题。它们是什么？这会花费多少钱？需要多长时间？没错。我在瑞典说过，在丹麦说过，到处都说过。无论我们在哪里，都是这两个问题。而你不会喜欢这两个答案。

You're not going to like that answer. But when we've picked up the car, and you're not worried about the time anymore, the time is no longer a consideration. And so we're getting a lot of that work that needs to be done, that the customers would say, you know what? I can't. I got to go. I got to go. I'll do it someplace else. I'll do it some other time. And what ends up happening, we're losing that business to the independence. My competition is not hillside Honda. My competition is not Bay Ridge Honda. We thought that was a competition, right? We took a look at the heat map and we looked in the New York metro area. And there are six Honda dealers within 10 miles, six.

你可能不会喜欢这个答案。但是当我们已经取走了车，你不再担心时间，时间就不再是考虑的因素了。因此，我们得到了很多需要完成的工作，客户可能会说，你知道吗？我做不到。我得走了。我得走了。我会在其他地方做。我会在其他时间做。结果是我们把这些生意失去给了独立的竞争者。我的竞争对手不是山边本田。我的竞争对手也不是海湾岭本田。我们曾认为他们是竞争对手，对吧？我们观察了热力图，查看了纽约大都市区域。在10英里范围内有六家本田经销商，六家。

And we thought that was a competition. There are 17,000 New York State inspection stickers, stations, 17,000 within 15 miles. It's the 17,000 independence that we're eating our lunch. They get 80% of the service business. So in this case, when I say to you, you need breaks, you say, I mean, you know, I'll get back to you. You leave, you drop the car off when you're good and right. You have the, you know, your family member drop the car off at the local gas station to get that done. Not because they're better. They're just proximate.

我们以为那是一场比赛。纽约州有17,000个检验标签站，在15英里范围内就有17,000个。正是这17,000个独立站点让我们吃了瘪。它们占据了80%的服务业务。所以在这种情况下，当我告诉你，你需要修车时，你说，嗯，你知道，我会回复你的。你临走时把车放在恰当合适的地方。你可以让家人把车开到当地加油站修车。不是因为他们更好。只是因为他们更近。

You don't have the time sitting in my store to get that work done. So we're getting that work that we weren't getting before. You know, so if you make better use of the customer's time, they'll reward you by giving the business to you, which is which was a really great finding that was under our nose the whole time that we just didn't understand. Yeah, I mean, I think it's an example of something that in concept is so simple. Clearly, it's not simple to execute, but it's that's a true value ad, right? For a consumer, for anyone, and we all value our time so much nowadays that it makes total sense.

你没有时间坐在我的店里做那项工作。所以我们正在做之前没有做的工作。你知道的，如果你更好地利用客户的时间，他们会通过给你生意来回报你，这是一个非常好的发现，我们一直没有理解。是的，我觉得这是一个概念上非常简单的例子。显然，执行起来并不简单，但是这确实是真正的增值服务，对消费者来说，对任何人来说，而我们现在都非常重视自己的时间，所以这完全合乎逻辑。

Time is more valuable than money for the first time in history. Time is more valuable than money. And then you see the examples over and over again. You look at Amazon, look at the business, look at the growth they've had, and it's not the least expensive price. It's not the least expensive. They just drop it off at your front door. My wife is British. When you first moved to the United States of America, 25 years ago, thereabouts, Amazon just started out and she was somewhat unsure of where to go shopping. And so she started shopping online.

时间比金钱更有价值是有史以来第一次。时间比金钱更宝贵。你一遍又一遍地看到这些例子。你看亚马逊，看商业，看他们取得的增长，这并不是最便宜的价格。他们不是最便宜的。他们只是把商品送到你家门口。我的妻子是英国人。25年前，她第一次搬到美利坚合众国，亚马逊刚刚起步，当时她有点迷茫不知道去哪里购物。于是她开始网购。

And I watched over the years, the holiday shopping during the holiday. So I go to Amazon. And it just was just insane where you couldn't get into the house with the boxes. And I guess that was replicated. They just made it too darn easy for you to do business. And so I think that's the lesson, right? If you make it easy for people to do business or do a lot more business with you. Speaking of sales, and tell me how do you set your goals, right? Like just tell us about like, again, more numbers. How do you set your store goals and whatever you can share? What are your goals? Yeah, it's global domination. It's nothing a sort of that.

多年来，我看着节假日购物活动。所以我去了亚马逊。而且情况真的很疯狂，你甚至进不了屋子，因为满是盒子。我想这种情况会重复出现。他们让你做生意变得太容易了。所以我认为这就是教训，对吧？如果让人们做生意或更多的生意变得容易，那就会成功。说到销售，告诉我你是如何设定目标的，对吧？就像，再告诉我们更多数字。你是如何设定店铺目标的，你可以分享一些吗？你的目标是什么？是的，全球统治。 这没什么特别的。

Now we're looking to beat ourselves. We want to be number one in everything that Honda and Acura measures that's good. Number one, customer satisfaction. Number one, gross margin, number one in volume, number one in sales growth, sales effectiveness. You know, you go down everything that they measure. That's good. You want to be number one in and certified sales, new car sales, gross volume, customer satisfaction. You know, and it's a challenge. It's a challenge. And sometimes we will hit the customer satisfaction, the president's award, precision team, which they always have to be impossible for us as a menstrual dealer.

现在我们的目标是超越自己。我们想在本田和讴歌衡量的一切方面都排名第一，包括顾客满意度、毛利率、销量、销售增长和销售效力等等。你知道的，他们衡量的一切好的方面，我们都希望能排名第一。包括认证销售、新车销售、毛利总额、顾客满意度等等。这是一个挑战。有时候我们会取得顾客满意度、总裁奖、精确团队等方面的成绩，这对于我们作为一个经销商来说总是似乎不可能的挑战。

We got that and some of the other things fell off. But we're putting together the right team now to get all those things up. My new store up at White Plains, man, it's a struggle. I mean, you own the store and you think that's going to make things easy and you find, you know, it's what's the hardest part? What's the hardest part? Managing from a distance. It's 30 miles away. And, you know, I would love to live in the store, but my obligations were paragot. I can't do it. You know, I'm a partner here. I own that store with two associates. I can't. This store is too big. And if I don't pay into the paragon stores, they'll get away from you. So I'm managing that from a distance. But I do have an associate that's going to be joining me up there in a role as general manager. And I'm excited about that because that gentleman and I have run together. He worked at Paragon for many years. And I think he's joining me tomorrow at full time there. And that's the solution. You know, I'd say it's like I'm a quarterback and he's my wide receiver. I could throw the ball full speed. And he got, you know, I just called the play and he'll get there. The ball get there just as he gets there. We know the playbook and he'll add he knows the drill. He knows what I want. And we, you know, we're looking at this as a good first step to do a make great things together. So I like to think of it as I planted a tree grew. The tree grew gave me some shade and now I'm going to get some to eat some of the fruit from that tree. And he's going to enjoy some of that too. I love to hear it.

我们已经解决了一些事情，有些其他事情却脱手了。但现在我们正在组建正确的团队来解决这些事情。我的新店在怀特普莱恩斯，哥们，很艰难。我是店主，以为会让事情变得容易，但发现，你知道的，最困难的部分是什么？最困难的部分是什么？远程管理。离我30英里开外。我很想住在店里，但我的义务把我牵制住了。我做了合作伙伴，和另外两个合伙人共同拥有那家店。我不可能。这家店太大了。如果我不为这家店付出，它们会离我而去。因此我在远程进行管理。但我有一个合伙人明天会加入我，担任总经理的角色。我对此感到兴奋，因为那位绅士和我共事过。他在帕拉冈工作了很多年。我想他明天将全职加入我那里。这就是解决方式。我想说，就像我是四分卫，他是我的广收手。我可以全速传球，他会到位接球，就像是我刚才下达命令，他就做到位了。我们知道规章制度，他知道自己的任务。他知道我想要什么。我们视之为一次伟大合作的良好开端。我喜欢把它想象成我种下了一棵树，树长大了给我遮阴，现在我可以享受一些树上的果实，他也会分享其中的一部分。我喜欢听到这番话。

So I'm a curious guy. I mean, I still want to know some more numbers here. So whatever you can share with us, right? So I mean, let's just start high level, right? What units per year? I mean, revenues, right? Between units and surveys, like what can you share there? You know, I'm targeting a billion dollars. In both sales and. And is that and so that's between Honda Accura, the total group combined, right? Yeah. And give yourself a return on sales, whatever makes you feel good. And that's that's the number. Got it. And then when it comes to profitability of used first new view, I got, I love this question that I heard recently at an ETA. But do you view yourself as a new car dealer that sells used cars or use car dealer that sells new cars? I view myself as a dealer that sits on a stool and that stool has three legs. And I started out my career as a one-legged stool. I was told I was one of the most profitable new car, Honda dealers in the country, that one department, but I was a one-legged stool. And then a guy that worked for Mr. Singer, when he made me a partner, the guy went into Mr. Singer and said, you should have never done that because Ben Stock doesn't know used cars. And I won't mention that guy's name.

我是一个好奇的人。我的意思是，我还想了解更多数字。所以无论你能与我们分享些什么，对吧？所以我是说，让我们从高层次开始，对吧？每年单位是多少？我的意思是，收入，对吧？在单位和调查之间，可以分享些什么？你知道，我的目标是十亿美元。在销售和...而且那是在本田雅阁之间，是吧？对。给自己一个销售回报，让你感觉良好的。那就是数字。明白了。然后当涉及到利润率时，首次使用新视图，我知道，我很喜欢我最近在ETA听到的这个问题。但你认为自己是一个销售二手车的新车经销商，还是一个销售新车的二手车经销商？我认为自己是一个坐在一个有三条腿的凳子上的经销商。我开始我的职业生涯时是一个一条腿的凳子。有人告诉我，在整个国家，我是最赚钱的新车本田经销商之一，但那只是一个部门。然后一个为辛格先生工作的家伙，当他让我成为合作伙伴时，这个人去找辛格先生，说你不应该那样做，因为本·斯托克不懂二手车。我不会提到那个人的名字。

But when he said that to my partner, my partner told me that, he said, that guy said, I want him out of here. And he said, no, he said, no, you don't do that. He'd rather him be jealous of you than feel sorry for you. I want him out of here. I said, he said, no, don't do it. I just wanted you to know. And instead of getting him out of there, I just got good at used cars. And so now I'm a two-legged stool. I'm too low, but I stunk at fixed ops. And then a couple of years later, I realized that fixed ops is just another sales department. And I started to get better at fixed ops. I'm still not great at it, but I'm getting good at it. And so those departments are so intertwined in feeding each other. I like to see each of those departments contributing equally to the bottom line at the store.

但是当他对我的搭档说这句话时，我的搭档告诉我，他说，那个家伙说，我想让他离开这里。然后他说，不，他说，不，你不要那样做。他宁愿他对你感到嫉妒，也不愿对你感到遗憾。我想让他离开这里。我说，他说，不，不要这样做。我只是想让你知道。而我没有把他赶走，只是擅长于二手车交易。所以现在我是一个两腿的凳子。我太矮了，而且我在修理部门表现很差。然后几年后，我意识到修理部门其实就是另一个销售部门。我开始在修理部门表现得更好。虽然还不是很出色，但我在这方面有所进步。这些部门之间相互交织，互相促进。我希望看到这些部门都对店铺的底线做出同等贡献。

So 2 million, 2 million, 2 million, 3 million, 3 million, 4 million, 4 million, 4 million, in gross per month. Those are the numbers I'm looking at. You're also the number one certified Honda store in the world, right? So tell us about that. Right. You mentioned trade cycle time, right? You want to get people to trade their cars in faster, but how do you strategically acquire all that inventory? I'll give you a fun story. So there was a Honda breakout session at a Honda National meeting and they're launching their certified program. And at the time, I want to get a Honda dealership, another Honda dealership. And Mr. Singer said, you know, he gave me the Ben Franklin list, took out the yellow legal path and made a list down here. And he told me, you know, you've got to get working capital. I said, what's that? And he goes, you need working capital, the blue sky.

所以每个月总共是200万、200万、200万、300万、300万、400万、400万、400万美元。这些是我在关注的数字。你们也是世界上认证的本田汽车店中排名第一对吧？那告诉我们一些吧。是的。你提到了交易周期时间，对吧？你想让人们更快地换车，但你们如何战略性地获取所有的库存呢？我给你讲一个有趣的故事。在一次本田全国会议上，有一场本田认证项目的分会场。当时，我想要另外一个本田经销店。辛格先生就是这么对我说的，他给我列出了一份本富兰克林清单，拿出了黄色的法律纸，写下了一个清单。他告诉我，你需要拥有营运资本，我说那是什么？他说，你需要营运资本，也就是天空的价值。

And he got to the bottom of the list. And it was nearly $20 million. And I'm a young guy at the time. And he said, at what level are you ready to participate? I think I had 200,000 dollars, which I guess would make me a 1% partner. And he said, listen, you know, let's not do that at this time. And I was a little frustrated, but I, you know, I get it. I go to this pond to me and they're talking about the certified use car department, so franchise within a franchise. And they said, you don't need factory approval. You don't need any key money. And I so I came back from that meeting. I was probably like one of what do people that were attending that meeting that particular year was a breakout session. You know, there's 2000 dealers at the meeting, but back then things were great for Honda, everyone after the major meeting went out to the bar. And I'm going to 40.

他查看了名单底部。接近2千万美元。当时我还是年轻人。他问，你准备参与到什么程度？我想我有20万美元，可能让我成为1%的合伙人。他说，听着，我们现在不要这么做。我有点沮丧，但我明白。我参加了一个关于认证二手车部门的会议，在那里他们谈论了加盟店内的加盟店。他们说，你不需要工厂批准，也不需要任何重要资金。我从那次会议回来，可能是那年参加那次会议的人中的一个，其中有一个分组会议。会议有2000家经销商，但当时对本田来说一切都很好，会议结束后大家都去了酒吧。而我去了40岁。

And I came back and said, hey, let's get into certified. I told Sam Delanti, the zone manager at the time, I said, I'm going to be the number one certified dealer. I said, well, last year you delivered 12. I said, Sam, trust me, I'm going to be the number one certified dealer. And we started focusing on that. We set a target to do 100 certified cars in a month. And sure enough, we got a hundred and I immediately, Yoshi, look, God, hand to God, set the goal to do 200. And then we got to 200 and we set the goal to do 300. And and really just understanding of taking those customers new and renewing it, renewing and renewing.

我回来后说，嘿，让我们成为认证经销商吧。我告诉当时的区域经理萨姆·德兰提，我说，我要成为最好的认证经销商。他说，去年你们交付了12辆。我说，萨姆，相信我，我会成为最好的认证经销商。然后我们开始专注于这件事。我们设定了一个目标，一个月卖100辆认证车。果然，我们达到了一百辆，我立马对Yoshi说，发誓，上帝作证，我们要达到200辆。然后我们达到了200辆，又设定了300辆的目标。真的就是要不断吸引新客户并续约。

And I'd say we flattened out a little bit now with COVID and everything else. But we're back on the now back on the climb. We've we've we leveled off at about 3000. Certified use cars a year on the Honda side. But the focus this year, we'll be getting back to those big numbers for 1000 certified use cars. But what a wonderful franchise within a franchise we were able to develop. And for a couple of years there, we were the number one certified dealer in the nation, all brands. So it was pretty cool. And I got some award from Dale Pollock and Dale, of course, he always had his statistics and he said, Brian started out and he told the story about, you know, my not being really good at use cars. And he said, and since then he had the number like 15,000.

现在，我要说我们的业绩有点平稳了，受到了COVID和其他因素的影响。但现在我们正在重新上升。在本田方面，我们每年认证使用的汽车数量稳定在约3000辆左右。但今年的重点是要把认证使用的汽车数量提升到1000辆以上。我们成功开发了一个非常出色的特许经销商。有几年，我们是全国所有品牌中销量第一的认证经销商，这真的很棒。我还收到了达尔·波洛克(Dale Pollock)的奖项，他总是提供他的统计数据，并且说：“布赖恩一开始并不擅长二手车生意。但从那时起，他已经达到了15000辆。”

Chips on shoulders for chips and pockets. Yeah, I guess so. Yeah, what the deal is a very special mentor to me and a friend. Dale Pollock, he's one of those heroes in the car business. Real here. Yeah. Yeah, Dale's a legend. I get his I get his blog delivered to my email, check that all the time. It's really insightful. And someone that should come on the podcast and we should bring them on. Yeah, you should. You know, I went out interestingly enough. I took the I was I was a big runner up until about a year ago. I lost most of the college in my knee, but I was a big runner and I invited Dale to go running in Central Park. And he wanted to chicken out the last minute. He said, no, it's dangerous. I could get hurt. I could hurt somebody.

为了身上的筹码和口袋里的筹码而生气。是的，我想是这样的。是的，对我来说，迪尔·波洛克是一个非常特别的导师和朋友。他是汽车行业中那种英雄人物。真的很了不起。是的。是的，迪尔是一个传奇人物。我订阅了他的博客，经常查看。里面的观点很有见地。他应该上我们的播客节目，我们应该邀请他来。是的，你应该这么做。有趣的是，我曾经邀请迪尔去中央公园跑步。但他在最后一刻退缩了。他说，不安全，我可能会受伤，可能会伤到别人。

I said, Dale, let's go running. And it took Dale for a four mile run in the park. It was euphoric for both of us, you know, and and and and and I never want to touch Dale. I didn't want him to feel that there was a handicap. And so I would I would say left, right, left, right. We were running and we ran around the park. At some point, there's a horse and carriage coming towards us as a horse and carriage. I'm going to touch him now. Don't him right, right, right, right. And and moves to the right. And and I go, oh my God, he goes, that was close. Wasn't I go? Yeah, how could you tell? He goes, I think I could smell the horse's fucking breath.

我说，戴尔，让我们去跑步。然后我带着戴尔在公园里跑了四英里。对我们两个来说都是一种高兴的体验，你知道的，我从来不想碰戴尔。我不想让他觉得有任何残缺。所以我会说左，右，左，右。我们在公园里跑了一圈。有一次，有一辆马车向我们驶来，是一辆马车。我马上对他说，不要碰他，向右走，对，对，对，对。他朝右边移动了。我说，天哪，他说，太危险了。对吧？我说，是的，你怎么知道的？他说，我想我能闻到马的呼吸。

I go, yeah, I mean, it was close. Right. And and so because of that, Dale invited me to go skiing with him skiing, an Aspen. And he said, I want you to have my back. And he went with another gentleman, Eric Winamair, who was also blind and they had guys and I I skied behind Eric and Dale and I've made sure nobody ran into them. And these guys speed down some pretty darn huge mountains and Aspen, as I recall. And so I mean, these are people that are just, I mean, the people that I've been blessed to meet in this business and this. And what do I do? I sell a couple of cars, these guys are heroes, true heroes.

我去了，是的，我的意思是，那时很近。对，所以因为那个原因，戴尔邀请我和他一起去滑雪，去阿斯彭。他说，我希望你能保护我的后方。他和另一个盲人埃里克·温纳迈尔一起去了，他们一起滑雪。我紧随在埃里克和戴尔的身后，确保没有人撞到他们。这些家伙在阿斯彭的山坡上疾驰而下，我记得那些山坡相当陡峭。所以我是说，这些人简直就是，我在这个行业中结识到的人，他们真是。我卖了几辆车，这些人才是真正的英雄。

Well said, Brian, before we, before we zoom out and we wrap up, I want to ask you, you know, you see clearly a high volume of sales service used new on a daily basis. Give us some insight. Where is the market headed, right? Give us generally speaking, where is the market headed today? Well, I think there's some storm clouds out there. I think there's going to be some turbulence. We're not this a lot of instability. The market loves stability, whether it be a stock market, whether it be a car market. And we don't have that right now. We've got some difficulties in the Middle East. We've got political instability here. We've got some inflation going on. I keep hearing the notion that we're getting back to normal or back to 2019.

说得好，布赖恩，在我们结束之前，我想问你，你每天都清晰地看到大量的销售服务使用新旧产品。给我们一些见解。市场走向何方，对吧？大致说一下，今天的市场走向如何？嗯，我认为有一些风暴云正在形成。我认为将会有些动荡。我们目前存在很多不稳定因素。市场喜欢稳定，不管是股市还是汽车市场。而我们现在并没有那种稳定。中东地区存在一些问题，这里也存在政治不稳定，还有通货膨胀。我一直听到有人说我们正在回归正常或回到2019年的状态。

And I think a lot of people are forgetting that in 2019 interest rates were two, three percent. Now they're seventy nine percent. And so when you're holding on to inventory, that cost right now, depending on the size of your store, could be several hundred thousand dollars in flooring costs. And we're keenly aware of that as a high volume deal. Or ships of churn is going to be extremely important. Inventory management is going to be extremely important. I want to believe that we're going to see interest rates reduced as we get closer to the election. That hasn't happened yet. So it'll be interesting going in the bev, going from the ice age to the bev age, as bev's are being shoved down our throats.

我认为很多人忘记了2019年的利率是2到3％。现在利率为79％。因此，当你持有库存时，目前的成本可能是数十万美元的地板费用，取决于你店铺的规模。作为一个高交易量的生意，我们非常清楚这一点。库存管理将非常重要，对于商品周转率将非常重要。我希望随着选举日的临近，我们将看到利率下降。但目前尚未发生。因此，从冰川时代过渡到“Bev时代”将会很有趣，因为“Bev产品”被强制推销给我们。

You know, there's this that's another little bit of a wild card for those of us in the state. How do we handle that? And how do we play that politically the right way? You want to advise the government that the customers aren't necessarily receiving these the way you'd like them to receive them without being seen as an obstructionist. Because the last thing we want is for the states to push for direct to consumer laws, right, saying, Hey, these pesky dealers, the other ones blocking this. And so let's just circumvent the dealers. We certainly don't want that.

你知道，对于我们这些在州里的人来说，这又是另一个小小的变数。我们该如何处理？又该如何在政治上正确地应对？你想要建议政府，顾客未必以你希望的方式接受这些信息，而不被视为阻碍者。因为我们最不想看到的就是各州推动直销法案，说：“嘿，这些令人讨厌的经销商是在阻碍我们。所以让我们绕过他们。”我们绝对不希望看到这种情况发生。

We want the OEMs and the dealers to advise the local municipalities that our customers are struggling with infrastructure problems. The dealers are struggling with infrastructure problems. And if you want more adaptation towards BAB, we've all got to work together to make it easier for people who do buy BABs to have the security that they need that they can have safe and reliable transportation. And I think safe and reliable transportation is what we should have for everybody. And so I have some questions about the affordability factor of BAB vehicles for people that don't have large income.

我们希望原始设备制造商和经销商告知当地政府，我们的客户正在与基础设施问题作斗争。经销商也在与基础设施问题作斗争。如果你希望更多的BAB适应性，我们所有人都必须共同努力，让购买BAB的人更容易获得他们需要的安全保障，以便他们能够拥有安全可靠的交通工具。我认为安全可靠的交通工具是每个人应有的。因此，我对那些收入不高的人购买BAB车辆的可负担性有一些疑问。

And I think transportation equals freedom. And so I want to make sure that everybody can participate in the bad future. So I think those are some difficulties that we have to deal with as we go forward. I did hear something about the administration potentially pumping the brakes on BAB to extend some of the lines. I think that's a politically good move. And I think it's a thoughtful move because I think they moved a little bit quickly. You know, I like clean air. You like clean air, but we've got to do this at a pace. It makes sense. So I think the fact that they're considering it, I think that's a very good move.

我认为交通就等于自由。因此我想确保每个人都能参与这个糟糕的未来。因此我认为这些是我们前进时必须应对的一些困难。我听说了政府可能会减缓BAB发展以延长一些线路。我认为这是一个政治上不错的举措。我认为这是一个深思熟虑的举措，因为我认为他们进展有点太快了。你喜欢清新空气，我也喜欢清新空气，但我们必须以一个合理的速度推进。因此我认为他们考虑这个问题，我认为这是一个非常好的决定。

What about consumer health, right? What are you seeing on that? And when it comes to negative equity, you know, terms of loans, what do you think there? You know, terms of loans, I think the manufacturers are advised strongly to push towards leasing and incentivize leasing. I think many of the finance companies are listening to dealers who are asking for a suicide bill, a cyanide bill, 84 month loans, 96 month loan. And I think that, you know, I said at an accurate national dealer advisory board meeting when you when when you recommend or when you offer an 84 month term, you should hand the customer, take the customer outside, hand them the keys to the car and shoot them in the back of the head because you're never going to see them again.

消费者健康怎么样？你们在这方面看到了什么？至于负资产，关于贷款条款，你怎么看？贷款方面，我认为制造商被强烈建议转向租赁并激励租赁。我认为许多金融公司正在听取向他们要求自杀式账单、氰化物账单、84个月贷款、96个月贷款的经销商的意见。我认为在一个准确的全国经销商咨询委员会会议上说过，当你推荐或提供84个月的贷款期限时，你应该带客户出去，把车钥匙递给他们，然后在他们后脑勺开枪，因为你永远不会再见到他们。

You might as well just shoot them in the back of that. They looked at it like I was crazy. I said, well, use your data. I don't have the data you do. What's the renewal on a customer who leased the car for 36 months and then leased again? What's the renewal rate? It's over 50%. Give me the renewal rate on somebody who was in an 84 month loan. It's like 16% 15, 14%. So tell me which would you rather support with subvention? A 36 month loan or lease where you can get the customer back every 25 months or 26 months because of term early and you'll get the two cars sold and two trades, which is four transactions or you've got a 17% shot of renewing a customer at five years.

你最好就在这件事的背后直接开枪了。他们看着我就像我疯了一样。我说，那好吧，用你们的数据。我没有你们拥有的那些数据。对于一个租借了车辆36个月然后再次续租的客户，续约率是多少？超过50%。给我一个在84个月贷款中的客户的续约率。大约在16%到15%，14%之间。告诉我你更愿意支持哪个，一个36个月的贷款或租赁，因为你可以在每25个月或26个月就把客户带回来并且完成两次交易，也就是四笔交易，还是你有17%的机会在五年内续约一个客户。

Well, you get to sell five cars. You're going to sell five cars in 36 months or 48 months, or you're going to sell two cars in 72 months, do the math, do the math. And so, you know, I do think we've got to understand the math a little bit better. And the math is that the trade cycle management, the Ford setup with red carpet leasing was a great program. It failed because Ford couldn't handle at the time the residual. That doesn't mean you throw the baby out with the bath. Well, I think that if we have an affordability problem facing us, leasing is the savior. Leasing is the salvation. Do you think there's any bigger issue facing the industry and consumers than affordability right now? No, no, I, you know, I think that affordability is the issue. And I think, you know, look, look for leasing to enter used cars in a big way. I think that's a really great opportunity for us. I think that's, you know, all the nimes. There's, there isn't really any other option at this point. I mean, people can't afford them. You got to put them in a road some one way or another.

好吧，你要卖出五辆汽车。你要在36个月或48个月内卖出五辆汽车，或者你要在72个月内卖出两辆汽车，算一下数，算一下数。所以，你知道，我认为我们必须更好地理解数学。数学是贸易周期管理，福特设置与红地毯租赁是一个很好的计划。它失败是因为福特当时处理不了残值问题。这并不意味着你要把孩子跟着洗澡水一起扔掉。我认为，如果我们面临着一个支付能力的问题，租赁是拯救者。租赁是救世主。你认为现在有比支付能力更重要的行业和消费者问题吗？不，我认为，支付能力是一个问题。我认为，你知道，看看租赁进入二手车市场是一个很好的机会。我认为，这是，你知道，所有的办法。在这一点上，确实没有其他选择。我是说，人们买不起。你不得不想办法把它们交给别人。

Every, you, everybody's driving a monthly payment. And so get the payment down. You know, what's, what's the difference? New used, everybody's driving a used car. So make it, I buy transportation. We all consume it in minor bites, right? Whether it be an Uber and I'm buying just the lift, just the ride or it's a lease. And I'm buying it for a month or I'm buying it long term. When you fly to, let's say, California, do you, when's the last time you flew a California and he asked them how much is a plane? You don't ask how much is the plane. Doesn't matter. You want to know how much is it going to cause you to go from New York to LA. You're not asking how much is the plane. So what differences are make? And if you ask them and they said the planes, a hundred million dollars, you go, Oh, I can't afford that. But if you want to fly, it's $600. And it's the same thing. If you can sell the customer car, a transportation, you can make that affordable on a monthly basis, then you're going to sell a lot more cars. It's affordability for transportation. And I'm in the transportation business. I'm not in the leasing business. I'm not in the selling business. I'm in the transportation business. I want to make it easier for people to consume transportation whenever, wherever and however they want to consume it and stop trying to force people to do it one way or another. I mean, that's so.

每个人，你，每个人都在付月供。所以要把付款降下来。你知道，有什么区别？全新还是二手，每个人都在开二手车。所以让它，我购买交通方式。我们都是小口消费它，对吧？无论是乘坐Uber，我只是购买了服务，只是搭车，还是租赁。我是月租还是长期租用。当你飞往，比如，加利福尼亚，你有没有问过最近一次飞加州是多少钱？你不问飞机多少钱。这没关系。你想知道的是从纽约到洛杉矶要花多少钱。你不问飞机价格。那么区别有何作用？如果你问他们，他们说飞机是一亿美元，你会说，哦，我买不起。但如果你想飞，只要600美元。这和汽车销售一样。如果你能向顾客售卖交通方式，能够让他们以月付款的方式负担得起，那么你会卖出更多车辆。这是交通方式的可负担性。我是从事交通运输业务。我不是做租赁业务。我不是做销售业务。我是做交通运输业务。我想让人们更容易地消费交通方式，无论什么时候，任何地方，以及他们想要如何消费它，而不是试图强迫人们按照某种方式去做。这就是这样。

Are you offering you car leasing right now? Absolutely. Absolutely. Absolutely. A hundred percent. I know what programs are using for that. American Honda, American Honda and Acura are doing it. And it's a great program. American Honda, I think, is really that they've got it figured out and very few dealers are taking advantage of it. You know, again, and I'm going to just answer the why question because most of the finance departments of dealerships are running the dealerships. Most dealers don't run their dealerships. The finance department's do. And the finance departments can't make the same money. They think they can't make the same money on a lease that they can't make. That's right. They think so. So therefore they will it's all it always comes out in the Senate issue. That's right. Yeah. And so they do which bad for the dealership. They'll put them in an 84 month loan as opposed to putting the customer in a 36 month lease on a used car and make it easy for the customer to buy cars from over and over and over again. They'll put them in 84 month loan and never see the customer again.

你现在是否提供汽车租赁服务？当然，当然，绝对是百分之百。我知道有哪些计划在使用。美国本田，美国本田和讴歌都在做这个。而且这是一个很好的计划。我认为美国本田真的已经找到了方法，但很少有经销商能够利用它。你知道，再次回答为什么的问题，因为大多数的经销商的财务部门在经营经销商。大多数经销商并不经营他们的经销商。财务部门可以赚不到同样的钱。他们认为他们不能通过租赁赚取与贷款相同的利润。没错。他们是这么认为的。因此他们会始终以这种方式行事。没错。是的。所以他们会不利于经销商的做法，他们会将客户放入84个月的贷款，而不是将客户放入36个月的二手车租赁，让客户更容易再次购买汽车。他们会把他们放在84个月的贷款上，再也不会见到客户了。

How did you solve that in Senate problem? I run my store. Simple as that. You know, I'll give you a picture of a set of problem. I run my fucking store. I got I got that from Paul Nygaard, right? I run. I got that from Paul Nygaard who runs Larry H Miller, a group where he did. And I said, Paul, how do you do it? How do you manage 71 stores? And I pull my hair out with three stores. And he said, you know, he's a higher good people. I trained him. I said, yeah, me too. What's the real answer? He goes, I reserve the right to manage my business. And it hit me like a ton of books. I took out a business card. I swear to God, I wrote it down. I reserve the right to manage my business. He said, Brian, if the if the bank heard that line, if the bank comes to take your store, they're taking it from you, not from your finance manager, not from your sales, but taking it from you. And so I wrote that down. I reserve the right to manage my business. And so when I finance guys, so what I did. Anything over 60 months, the F&I guys get half commission. I cut the commission. And go, baby, problem solved. And if you're saying they won't take the car unless it's unless it's 72 months, okay, we're both going to give a little of them because that's the only way they can do it and watch out quickly. They go to the 60 month instead of 72. Watch out quickly. Oh, yeah. Millionaire finance guys driving around their Ferraris and telling us that they can't sell the guys 60 month. I get it. God, I love it. Give me some your outlook on tech and the industry for the next, you know, five years, AI, right? Is this real? Is this is is is for guys? You like, what's the deal? No, no, no, no, AI is real. It's it's scary. It's great. You know, right? Use it, of course, the right descriptions on your cars right now. The best thing you can do is say, you know, give me an SCO, SCM relevant text on it's 2018 BMW 523, I that will reach the mass most amount of people within 100 miles of the zip code, 1, 1, 3, 7, 7, and watch it go. You know, it's it's it's there and a thousand different applications. I want to reach X amount of people for this particular car where market boom. I want to find this employee. I use it for simple things. I I will dictate a memo and then and then I'll just put make this better. And, you know, so there's so many. I do that one. Yeah. And we're just grammar, fixed grammar. Yeah, we're just scratching the surface, right? We don't know what we're doing. And I do intend to take a college worse than why you on the proper application of this stuff. Because it's it's it's a it's a whole nother world out there.

你是怎么解决参议院问题的？我经营我的店铺。就是这么简单。你知道啊，我给你描述一下处理问题的方式。我经营我的该死的店铺。我从保罗·奈加德那里得到了灵感，对吧？我经营。我从保罗·奈加德那里得到了灵感，他经营着拉里·H·米勒集团。我问他，保罗，你是如何做到的？你是如何管理71家店铺的？我只有三家店铺还绞尽脑汁呢。他说，你知道的，我雇佣了优秀的员工。我对他们进行了培训。我说，对，我也是这样做的。真正的答案是什么呢？他说，我保留管理我的业务的权利。这句话犹如一记重锤击中我。我拿出一张名片。我发誓，我把它写下来了。我保留管理我的业务的权利。他说，布赖恩，如果银行听到那句话，如果银行前来带走你的店铺，他们是从你这里带走的，不是从你的财务经理那里，不是从你的销售那里，而是从你这里。所以我把那写下来了。我保留管理我的业务的权利。所以当我的财务人员问我怎么办的时候。任何超过60个月的业务，财务人员的佣金减半。我削减了佣金。问题解决了。如果你说他们不会带走汽车，除非是72个月，好吧，我们双方都得妥协一下，因为这是他们唯一能做的方式，看看他们多快就接受60个月而非72个月了。看看他们多快就接受了。哦，对了。那些百万富翁的财务人员开着法拉利四处兜风，却告诉我们他们无法把60个月的汽车卖出去。我懂了。我喜欢这种感觉。告诉我一下你对科技和未来五年内行业的看法，人工智能对吧？这是真的吗？这是快要到来了吗？不，人工智能是真实的。它既让人担忧又让人激动。你知道的，目前就用了正确的描述词汇来描述你的汽车。最好的做法就是，比如说，给我一段关于2018年宝马523i的优化的SEO、SCM相关文本，这样可以吸引到100英里内绝大多数人口的注意力，并且让它自动进行推广。你知道的，有成千上万个不同的应用程序。我想要吸引一定数量的人员来看这辆特定的汽车，市场会急速增长。我想要找到这个员工。我用它做一些简单的事情。我会口述一份备忘录，然后让它改进。你知道的，还有很多其他的用途。我们只是刚刚开始，对吧？我们还不知所措。我打算去上关于这些技术正确应用的大学课程。因为这是一个全新的世界。

And what jobs are most at risk when you think about the dealership, any? Fine. No, I'm going to change. Right. They're not at risk. It's just consolidation, you know, using in the office to mitigate risk, you know, certainly run one titles searches on things through AI. I think I love it. I you're thinking the wrong way. I think, you know, I another risk. I think how do we use it to make ourselves better? How do we how do we incorporate it to reduce risk and increase efficiencies? Now that we should never look at it as something to be afraid of. But but something to really help us to to gain more customers.

你认为哪些工作在经销商那儿最容易失去吗？好的。不，我要变革。对的。他们并不会受到威胁。只是整合的问题，你知道，在办公室里利用人工智能来减少风险，肯定会通过人工智能运行标题搜索。我觉得我喜欢它。你的想法有点错。我认为，你知道另一个风险。我认为我们应该如何利用它来让自己变得更好？我们应该如何将其整合进来以减少风险并提高效率？我们永远不应该将它视为可怕的东西，而是作为真正帮助我们获得更多客户的工具。

You know, I want to, you know, and again, the better the query, the better the outcome. How do we make ourselves more effective in the marketplace and simply by asking for better, better queries? Well, we're we're we're in for an interesting and interesting ride at the pace that it's involving, which I mean, it's been unbelievable. Now you see now that, you know, Sora, you can just generate videos. It really has become unbelievable. I want to wrap up with with a general question. You know, does anything keep you up at night at this point? Everything. What keeps you up at night? Everything. I I'm insecure about everything.

你知道，我想要，你知道，查询越好，结果就越好。我们如何使自己在市场更有效，简单地通过提出更好的查询？嗯，我们正在经历一个有趣且令人兴奋的旅程，节奏之快令人难以置信。现在你看到，你知道，你可以随意生成视频。这真的令人难以置信。我想用一个一般性的问题结束，你知道，有什么事情让你晚上睡不着觉吗？一切。什么让你晚上睡不着觉？一切。我对一切都感到不安。

The the legislation that they're there that they're going to go direct to consumer. The Chinese are coming to Chinese are coming to Chinese are coming. The having China have an edge on EVs. They've got the raw materials that they're going to come in and destroy the market. I saw golf carts that we saw golf carts, electric golf carts for $15,000. And they had a show, an EV show for golf carts. They had Chinese golf carts that were 40, 49. 95. That was spectacular. A third of the price. What if they did that with cars? You know, the direct to consumer model that the dealers are going to take a hard line stance on some of these things, saying EVs aren't selling in states like New York are going to say, Hey, we're going to allow direct to consumers and the manufacturer going to shake their head off. We don't like this, but they're going to be happy about it and and and the destruction of the franchise laws and the OK Corral.

这些法规表明他们将直接向消费者销售。中国人正在涌入市场，他们在电动汽车领域具有优势，拥有原材料并且可能会颠覆市场。我看到了价值15000美元的高尔夫车、电动高尔夫车。他们举办了一场电动车展，展示了中国制造的高尔夫车，售价为40.95美元。价格低廉至少三分之一。如果他们用同样的方式生产汽车呢？经销商可能会对这些采取强硬态度，认为电动汽车在纽约等州无法销售，但政府可能会允许直接向消费者销售。制造商可能会不满，但也会因此拥有更大的市场份额。这将可能引发经销权法的撤销。

Now, I think that when that happens, the OEMs will sell less cars and they'll go back to the franchise model as Musk is going towards a franchise model. But there'll be a bloodbath in the meantime. So about those things, you know, investing at my age of 63 and investing millions of dollars in the New Dealership and with all the chains going on. So I think all good entrepreneurs are a little insecure at all times. You're always looking over your shoulder for what can, who's going to steal your cheese and only the paranoid survive. Yeah, I think so. I think I think it's a great book. So yeah, so I'm paranoid. My man.

现在，我认为当这种情况发生时，原始设备制造商将销售更少的汽车，他们将回归到特许经销商模式，就像马斯克正在朝着特许经销商模式发展。但同时会有一场激烈的竞争。所以关于这些事情，你知道，在我63岁的年龄投资数百万美元在新的经销商渠道上。所以我认为所有优秀的企业家在任何时候都有些不安全感。你总是在寻找能偷你奶酪的人，只有那些偏执狂者才能生存。是的，我认为是的。我认为这是一本很棒的书。所以，是的，我是个偏执者。我的兄弟。

Again, pain, pain, uncertainty and constant work. You can't avoid those three. You know, one thing I did forget to ask you is about just your social media presence. I mean, where did this come about from? Let me, I do want to take one guess here, right? So tell me what you think about this. But the way I see it is, you know, you're you're an entrepreneur, right? You've come up with all these great innovations and, you know, really done a lot of unique things in our industry. If I, if I see it correctly and tell me from wrong here, but you sort of saw an opportunity on, you know, to make a bigger impact, to have, you know, a platform via social and in my entrepreneurial brain, that's an arbitrage that you took advantage of.

再次强调，痛苦、痛苦、不确定性和持续的工作。这三者是无法避免的。你知道，有一件事我忘了问你，就是关于你的社交媒体影响力。我是说，这是从哪里开始的呢？让我猜猜看，你怎么看待这个问题。但在我看来，你是一个企业家，对吧？你提出了所有这些伟大的创新，对我们的行业做了很多独特的事情。如果我理解的没错的话，请告诉我。你似乎看到了一个机会，通过社交媒体产生更大的影响，拥有一个平台，这在我的企业家脑袋里，这是一个你利用的套利机会。

Now I want to hear the real answer, but go ahead. No, it's, you know, I'm just being real. And I think any of us being authentic, I think that's what resonates. And I'm authentic, authentically bad or authentically good. But, you know, I there's nothing that I say where I'm full of crap. It's people will tell you that it's, that's me for better or for worse. And that way I don't have to worry about what I say. Some, someone's not going to call me out. It's me. And again, you know, it's I don't talk about specific numbers. The net profit of the dealerships, nobody's business, but my partners in the IRS is except the CDG podcast. Yeah. My wife doesn't know what I earn. You know, it's nobody's business. And, and if I told somebody what I earn, half the people would say, that's it. And the other half of people would say, Oh, my God, that's so much. And you see, you never get it. It's not about that.

现在我想听到真实的答案，但请继续。不，你知道的，我只是真实地表达自己。我觉得任何一个真诚的人，这是最能打动人心的。我真实地坏或真实地好，但是，你知道的，我从不说谎。无论是好是坏，那就是我。所以我不需要担心我说的话。有人不会指责我，那是我。再说一遍，我不会谈论具体的数字。经销店的净利润，除了我的合作伙伴和税务局，其他人都不用知道，除了CDG播客。是的。我妻子不知道我赚多少钱。这不关别人的事。如果我告诉别人我挣多少钱，一半的人会说，就这点？另一半的人会说，天哪，这么多。你看，永远不会得到满足。这不是问题的关键。

But but the social media, I, I, a buddy of mine that I work out with and we work out. We like to think that we're bringing other people along with us, that, that we're bringing that we're encouraging other people. It's, I'm not going to be the fastest, the strongest or any of that. But we think we're trying to get people to say, Hey, you know, let's, we're with you in this. And one of my favorite sayings is the shepherd has to smell like the sheep. And so many people in the car business are get to management and they don't want to smell like the sheep, the salespeople. And in fact, they learn to despise the sheep. And I think just the opposite man, the sheep are my people, the salespeople are people. And so I want to show them I'm up early. I'm not on vacation. I was had breakfast with some of the executives at Accura this morning. And they said, I heard you don't like to fly international. What are you talking about? We never go on any of the trips.

在社交媒体上，我和一个一起锻炼的朋友一直在努力。我们喜欢认为我们在带着其他人一起前进，我们在鼓励其他人。我可能不会是最快、最强或其他什么的。但是我们想要让人们知道，嘿，我们和你们在一起。我最喜欢的一句话是，牧羊人必须闻起来像绵羊一样。在汽车行业，很多人升到管理岗位后就不想再闻绵羊味了，也就是销售人员。实际上，他们开始鄙视绵羊。但是我恰恰相反，绵羊是我的人，销售人员是人。所以我想要向他们展示，我很早就起床了，我没有度假。今天早上我和一些Acura的高管一起吃了早餐。他们说，听说你不喜欢国际飞行，怎么回事？我们从来不参加这些旅行。

And because there's a trip to Belize or something. You go, did I win? They go, yeah, you won. But why aren't you going? I got a new store. It's a baby. I can't and they go, Hey, you got to start taking some of the fruits of your labor. So not right now, not right now. This is more time for me in business. I got to be in the store and the shepherds got to smell like the sheep. I can't be in Belize getting son. Well, while the business is a little shaky, it's the wrong message to my team. I got to go. That's how I see it. You know, so that's a hell of a way to end my friend.

因为有一次去伯利兹之类的旅行。你去了，我赢了吗？他们说，是的，你赢了。但为什么你不去呢？我开了一家新店。那是我的心肝宝贝。我不能去，他们说，嘿，你得开始享受劳动成果。所以不是现在，现在不是。现在是我在生意上更需要的时间。我得在店里，牧羊人得闻起来像羊。我不能在伯利兹晒太阳。而且现在生意有些不稳定，这对我的团队传达了错误的信息。我得走了。这就是我的看法。你知道，所以这就是我结束的方式。

Brian, I seriously thank you for coming on. This has been so awesome. So great to meet you. The man in the myth of it. To many more, many more, my friend. All right. Hope you enjoyed that episode. Please give the podcast a rating. Consider subscribing to the show and check the show notes for links to what we talked about. Thanks for tuning in. I'll see you guys next time.

Brian，真的很感谢你的加入。这太棒了。很高兴见到你。传说中的人。希望我们还能有更多的见面，我的朋友。好了。希望你喜欢这一集。请给这个播客评分。考虑订阅节目并查看节目说明中我们谈论的内容的链接。谢谢收听。下次见。