200 miles after we sold it, it started best firing and had the cool on conversion issues. So what do you do? I mean, a customer bought this vehicle 200 miles they put on it. I ordered a short block, we put a short block in it, and it will cost the customer. That's how you make a name for yourself. And our reputation is very important.
What's up everyone? This is Car D'Oeship Guy. You're listening to the Car D'Oeship Guy podcast, which is my effort to give you access to the most unbiased and transparent insights into the car market. Let's get into today's episode.
Brandon Miller is founder and dealer principal at Miller Auto. Him and his son are 50-50 partners in both first-generation use car dealers. In this conversation we discussed launching their first dealership with only $40,000, breaking down the use car business model, how much money they make in the business, selling Teslas in cold Wisconsin, today's challengers for small car dealers, acquiring inventory in an intensely competitive market, and much more. This was a unique episode. I felt like the CDG podcast had plenty of massive dealer groups on its guests, but we were really lacking some representation from the small guys. So I hope to start filling that gap with Brandon Miller being the first.
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This episode is also brought to you by CDK Global. CDK Global has been empowering nearly 15,000 dealers with the tools and technology they need to build deeper relationships with customers. Their team is keenly aware of the state of dealership technology and while many vendors promise seamless experiences between your CRM, DMS, digital retail and fixed ops, most of these bolt-on solutions tend to break workflows and cause more harm than good. That is why CDK has launched a new dealership experience platform. This new integrated software consists of everything you need to operate a dealership officially while delivering an unparalleled experience to your customers. Basically, everything working together, not separate, one system to run your dealership as opposed to 10. CDK developed it with an outside-in approach listening to dealers every step of the way. You can learn more about CDK's dealership experience platform by visiting CDKGlobal.com slash DXP or clicking the link in the show notes below.
How do you go from launching this business to vertically integrating your business, launching all these adjacent businesses and truly building something special in your state of Wisconsin? That's what we're going to dig into.
Before we dig into that, I do have one question for you. Is it true that you were the mayor of your town? You did some digging, yes. I was. What's the connection there? How do you mayor, dealer?
Yeah. Yeah. At the time, I've been in the auto business since my early 20s. I wouldn't say about six years, eight years, that I wasn't involved in their auto business. I owned a website design company at computer store and got roped into being a partner of accounting business and tax practice. While I was doing those two businesses, I was asked to run for mayor of the city that the businesses were in.
Right. I was an outsider. I mean, small community is typically if you're a mayor, you've lived here in your whole line and so forth. I've lived there for about four years when I was four or five years when I was elected. The city had some accounting issues, infrastructure issues, stuff like that. We decided that we needed to make a change. We did. I did one turn. I wasn't going to run for a second term just for personal reasons. My father was getting sick. He was diagnosed with cancer. I just didn't want it anymore. The department had some so-for-talk me and run it because I didn't want me to go. I did run, but I didn't put my offer into it. I was relieved when I wasn't real like that.
Yeah, you didn't really want it. Wait, just explain to me. You were a dealer before this already?
是的,你并不真正想要它。等等,解释一下。在此之前你已经是一个贩子了吗?
No, at that point, I was primarily my automotive experience as management. When I was about 20, I had my first job as a mechanic at IOA, the truck stop, which is a world-old's-learned truck stop. I did that for a short amount of time and then I almost immediately went into management of auto repair shops and so forth. My management of Midas and Fort Wayne and Indiana for about a year and a half. I've always, shortly after entering the field, I've primarily been in management of some aspect of the automotive business.
I didn't really get into a car dealership until after I was there. Then I ended up, what was that transition like? Why become a dealer? Well, because I love cars. Cars are your car guy. I am a car guy. I absolutely am. From the time I was, I think I owned probably five or six cars before I had my driver's license. That doesn't always work out, by the way. A lot of times, the car passionate person does not do well in the car business. For obvious reasons, you get too emotionally attached to metal that needs to be sold for profit. I'm actually very good at separating that. That was one of the things I had to teach my son when we first started working together and so forth. He was starting to flip cars before we even started the business. He did exciting about a car. I really liked this. I'm like, you got to take that on your equation, bud. You're going to get attached to it. You're not really going to hold it. You're not going to want to sell it.
That's great. Your son works with you. What do you guys, how do you guys split up the roles? My son has seen it 50% of the business. We're 50-50 partners. We started the business when he was 21, which is two years ago. He and Russell were as lucky as I did to get them off the ground.
How much capital did you guys invest to start it? We invested $40,000, believe it or not. So we had $40,000 each or $20,000 each? $20,000 each. And then what did you do with that first $40,000? We identified, well, we weren't even really thinking. We had talked a little bit about starting a dealership or an auto business. I was working for a company that I was transporting vehicles. I was all over the state. I was on my way back from a delivery and saw the property that we have in Amaro. And the property we're in in Amaro has been a dealership since 1986. And it was right around COVID that they closed the doors. He retired, moved to Texas, and the property was available.
So when I was in high school, I remember coming through this dealership, looking at cars all the time, just seeing what he had on his lot and so forth. So that's kind of ironic that we now own the property. And anyway, look at the funny other world works. But I was driving past, I saw it was for sale and I pulled in and I got Boston on the phone and I said, hey, this property is available. And I picked up the windows, kind of saw the whips and so forth. And thought this could be a possibility. And I took a picture of the real-year sign out front and made a phone call on my way back back to my house. And a month later, we were in the property.
Oh, you used some of the cash, I guess, to buy the property. What do you do about inventory? Like, how do you actually get started? Yeah, so we leased the property to start. I actually set up, I set up a lease with an option to buy. So we have a price lock then and so forth. It was a two-year lease. We ended up buying at the end of the lease. I was trying to get ahead of the interest rates that I saw that we're going to start raising and so forth. But yeah, we acquired the property. We really had, I mean, other than hand tools and stuff like that, we didn't have anything as far as, you know, AC machines or we didn't have a wallet or we didn't have a torch. Oh, we didn't have anything really.
You're speaking with respect to repairing or reconditioning cars? Yes. Yep, exactly. Right. So tell me more about that, right? Like, what did you do? What does day one look like? You just show up at the auction and like, you know, let's buy some cars. What was day one like for you? We started the business. Well, the first month was really, was really startup. So I was still working full time for my previous job when we acquired the property. I actually continued to work for him for about six days, months after opening the business.
So while I was out working, working for the tow truck company? Well, yeah, what, so that company was more than just a tow truck company. They were on a repair. They had a transport company. Oh, so you were still working there full time while starting up the deal, shit? Yes. Yep. So were they cool with that? Or did they like to not know about it? Well, no, they were cool with it. Yeah, no. I sat down with the owner. I was the GM at the time. And I sat down with them and said, you know, this is something that I wanted to do. And that's, yeah, that's refreshing. Yeah. So and I was a pretty integral part of his business. You know, I did all the dispatching for the 30 trucks that he had on the road and so forth.
So while I was out, you know, working for him, Austin went around and he set up all of the, well, the being, I was in the process of refinancing my house with certain of those. So I couldn't use my credit for anything because of the refinance process. So Austin went out, he got all of the parts account set up. He got the bank account set up while I was still working using primarily his credit, believe it or not, at 21 years old. And so I continued to work for them for about six, eight months, while we were starting up the business. And I scaled back my, my work relationship with them, where I was working remotely, still doing dispatching and so forth while I was at our shop and rump.
What that allowed us to do was not take a salary from the new business for about eight months. Everything reinvested. Yeah, everything reinvested. So what did you do with inventory? Did you like get a floor plan or, you know, in line of credit, how did you actually fund your inventory initially? And on an addition to that, like, how did you know what to buy is you don't have that, like, you know, just, you don't have that customer insight yet. You know, it's the cold start problem, right? So how did you know, just what to buy from the get go?
Yeah. We, we look for, we look for value. I mean, that really that's one of the most too is, so what do you mean by that? Well, what is value? What does value mean to you? Value to mean means a vehicle that we can sell at a reasonable price so that the customer is an upside down as soon as they buy it and a vehicle that we can buy at a good price and make a good profit on. Yeah. So so how do you how do you typically by the way, I'm asking somebody things like semi-rutorically for the audience. I have my own opinion as well, which I'm going to share in a second. But how do you how do you source those? Like, what do you look for in that purchase?
To start with, I think it was probably more of the vehicles that needed repairs that we were able to do and get a recomposition and really add value to the car. Yeah. I mean, it's really simple is that I think thinking back to like getting started this business in the early days, you know, it's kind of, what do you think of the bigger, some of the bigger players? You know, I remember, I remember speaking with drive time people, carbon people, they look in car max people, they look very closely at what they call the kick ratio, which is pretty much cars that don't make it through the recom process gets sent back to auction. And then it typically triggers a kick, right? You typically send a car back to auction as a dealer when you're, you know, one of these massive corporations. And then again, I'm generalizing, but you typically do it when a car, you know, maybe needs too much reconditioning, right? Whatever that threshold is could be, you know, over X amount dollars or X amount of panels need to be prepared.
But I think that's where the opportunity lies. And that's why I asked that because I wanted to see how you've done it because I've seen that opportunity as well. Like when someone asks me, Hey, what's the best way to start? You know, the reality is like you said, and its value, it's look for stuff that needs value add that the bigger guys maybe don't want to deal with. And that's stuff that's like, you know, just like structurally compromised or anything like that, by any means, nothing like that, but just stuff that maybe needs a little too much work that, you know, a bigger player just, you know, the time is going to take to put into it won't make sense. And so I mean, I totally resonate with that.
Yeah, our favorite thing is to buy the vehicles that somebody else can't figure out. You know, whether it's a little you get the projects. Yeah, yeah, whether it's electrical issue or, you know, a body control module or a PCM, those vehicles that people, you know, beat their head up against the wall and trying to figure them out. And we're very good at it. So we're looking, why are you good at it though? It's a you is a your technical expertise. Like what's the secret sauce for you? It's not just me because Austin is just as good at it as I am. Actually, I've never seen anybody pick up drivability diagnosis as well as he has. I mean, you know, he's been working in cars, you know, since there was an, you know, high school and so forth. But when we started this business, he was green. I mean, he knew how to change breaks and he knew how to do, you know, the nuts and bolts stuff. But, you know, he gets wiring diagrams. He can understand how something works and understanding how something works is how you diagnose it, you know, or how you diagnose it.
So you're saying you're saying your son is a great mechanic, the great technician. And that that really gives you a huge advantage because it allows you to acquire cars that other dealers might not have that competency and therefore they can't acquire them because they can fix absolutely, absolutely. Very interesting.
So we go back to my other question. I think we missed it is how do you split your duties at the dealership? Like I know you're 5050, but what do you do? What does he do? So we all we both do everything. I primarily do the bookwork, you know, the bookkeeping and keep everything current as far as that goes. But other than that, and he's got full access to it also. I mean, he looks at the numbers he knows where we're at day to day also throughout the whole business. We do it all. I mean, there isn't anything that we would expect an employee to do that we don't do. So, you know, if a car needs to be detailed and we're the one that's free, we're detailing, you know, if a car needs brake pads put on, we're going to put brakes on it, you know, how many employees do you have right now? We have seven right now. Seven? Yep. When we started, we had Austin, myself, and one of them were employed.
So since the $40,000 you started the business with, have you put up any more money? No. Oh, so the business has been cashflow positive, profitable. Our first one, you know, I think we acquired the business beginning of July. Our first month was negative and we've never seen the negative month since. Incredible. And does that include any interest payments you're making? Yep. Yeah. That's great.
Now, how do you finance your inventory? We do have, we have two floor plans. I'm probably about a half a million line. Who are they with? Kinetic advantage and AFC. Got it. So you're financing your inventory through both of them. And then, like, walk me very briefly through that process as a just, you know, small young dealer upstart. You know, what was it like getting those four plans? Was it a pretty easy process for you? Again, if anyone's listening to this and wants to start a dealership or, you know, get into the business, like, what was that process like for you?
Yeah. So the, we started with Kinetic. And I think they're based on Indian apples for Indiana, maybe Carma, Lindiana. And when we had a contact at one of the auctions that was very familiar with the rep here, it was actually very easy. We were probably about six months to a year end before we got our first floor plan. Otherwise, we were just financing, you know, just rolling the sales back into the inventory. To make you $1.02, going to buy some inventory. Yep, absolutely. So when we got the floor plans, we really didn't use it. I mean, we did use it, but we didn't use it. We didn't go crazy, you know, and fill the floor planning. You know, I think they gave us a hundred thousand dollar line to start with. And, you know, where you went from heaven, you know, they enter 10 cars on the lot, 15, you know, but during that time, that was very cold, but also, and it was very hard to source vehicles. Everything was overpriced.
So how are you sourcing right now? How are you sourcing right now? Options primarily, you know, sub-tradems, but primarily auctions. Yeah, and what auctions are you using primarily? So we use mostly local ones. There's an Americans auto auction in Pondelac. We're going to Greater Milwaukee Auto auction, Jefferson. I mean, as an, as an, you know, upstart dealer, is there any specific auction that you think is like the most favorable, the most helpful to, you know, young dealers starting the business, or would you say, you know, pretty equal across the board? I would say it's pretty equal across the board. You know, definitely some auctions are better than others. We have one auction that we have tried going to multiple times and their prices are high. So if we're ever getting semi-vehicle, who's that? What was that? The fear auto auction. I said it was like a look. Yeah, a boxbox. Yeah, a boxbox, a lot of auction. Yeah. So you send all your, yeah, you get the arbitrage. Now we don't send a lot of that many vehicles through the auction. Of course not. You got to retail that. Yeah. Right. Absolutely. If we can retail, I mean, usually it's trade-ins, you know, that were, we're not comfortable selling, you know, we kind of have a saying that if I wouldn't sell it to my daughter, I'm not going to sell it on the one. Yeah, I hear you.
So tell me a little bit about, I want to dig in more into your business model. So how long have you been in business? Two years. Just over two years. Okay. Just over two years. And when did you, like, walk me through how you launched all these adjacent kind of parts to your business? When did you launch the tow truck business? Again, that takes money. Right. So like, what did that happen? Then you launched like a Tesla modification business, which is like, I think it's awesome. Like you're being super creative. I really like that. So just walk me through like the sequencing here. When did all these different businesses launch and why? Why did they launch each one? Sure. We, what the exception of the Tesla modification does is everything started at the same time. We've, I made a business plan. I'm, I was very versed in towing. I was, you know, versed in auto sales, and auto repair. And those were the three aspects of our business. I made a little bit of a mistake. I think when, when I, when we started the business, because we, we named our business, our legal name is Miller Auto towing and Recovery LLC. If you look at our logo Miller Auto was prominent because our prominent business was always designed to be car sales. But with the towing and recovery, so we don't do any repoing recovery. And, and my mind when I created the name was, you know, getting the vehicles out of the Wisconsin witches in the winter and, you know, yeah, and recovery is very much an industry term for like repos. Yeah. Yep. So, so it was a little bit of a mistake. I've, I've since rebranded a little bit and we're just known as Miller Auto. No, no, um, or, or I'm, I just began doing that about a month ago because what I found was, you know, you get your leads or phone calls on cars or what have you because we're towing and recovery or vice- over-comable. But it gave a little bit of a, a negative thing to our inventory. So we started focusing more on just Miller Auto versus Miller Auto towing and recovery. Yeah.
What's it like selling or I guess different, like why, why launch a Tesla business in Wisconsin and like, what I mean, a Tesla business, like you have a specific part on your website dedicated to selling used Teslas. Like, I feel like, I feel like Teslas wouldn't sell too well in Wisconsin. And I'm just, I don't know why I feel that way, but I just feel that way. Am I right? Am I wrong? Like walk me through that.
That's why we did it because Teslas and EVs are very under adopted in Wisconsin versus the rest of the country. And you just jumped on that opportunity. There's nobody else playing in the space. You know, so I mean, the birds from you slick leather effort. You know, the birds drums and, you know, the big retails. You are, you're so scrappy. Like, I love it. You're killing right out. You're just like, you're like, all the nooks and crannies. You're not missing. You're not missing a beat. Yeah.
So I, I, my wife and I took our very first vacation in February after opening the business for a week. We went to Arizona prior to going, you know, so I've been a very, very small. I mean, almost not even worth mentioning Tesla and Buster for a while. You know, I have some shares, nothing significant, but I've always been intrigued by him. So I love technology and I love cars. That's a Tesla and a nutshell, technology and cars. I mean, so before going on vacation, I put a bid on the TV on the Tesla. I wanted 20 Model 3, have full self driving, you know, so forth. My bed was rejected. So we ended up going on vacation. I'd never even driven the Tesla before. I just thought they were cool. When on vacation, our last day of the vacation, we went to Tesla and Phoenix, Arizona and a test. I got on the plane. I raised my bed. We took off when I landed. I won the Tesla. So they were shipped to me. And it all went from there. You know, the, again, I'm a car guy. I love internal combustion engines. I like big blocks. I mean, I, I like performance. There's just something about a Tesla with instant port, the, you know, lack of maintenance. Just I think that they're going to be superior.
What do you say, lack of maintenance? How does that impact your business? Because I noticed also that on your service page, like you don't list oil changes. Yeah. Is that because of the Tesla factor? No. On a repair. On a repair is a, it's profitable. But for as then as we run as far as manpower and so forth, that's a pine grain. So we do good work. Anybody that does. It's a what? I'm sorry. I missed that. It's a what? It's a time. It's a time. A lot of time. Time dream. Yeah, of course. So we do good work when it comes to auto repair and so forth. And anybody that does good work will have work for days. I mean, it's hard to find a trustworthy mechanic and somebody that's going to throw parts at vehicles and, you know, so forth. So going in, I realized that if we were going to be on a repair, then we're going to be on a repair because we're going to have customers waiting on the cars, so on and so forth. And we just decided that car sales was going to be our primary focus and we were going to pick and choose what services we wanted to offer in the general hub. And that's where the brakes and sticker suspension, you know, you're you're you're. Oh, I get it. Believe me. You're you're. I was, you know, yeah, we never we never went like all into service. We had a service center and then we know we upgraded to a reconditioning center that was offsite. You know, like not really open as a retail and stuff like that. But I totally get it.
So, but with you buying value and cars like the value add. How, how are you seeing. So how are you dealing with customer issues, like later, like, among two three months down the line. Like, is that manageable? Do you have a lot of stuff coming back? Like, how are you dealing with that?
No, we do. We absolutely try and do our best not to have anything come back. So, and we do help come back, but we stay as every dealer. Yeah, we stand behind the vehicles that we sell. So, I mean, I've went as far as we sold. We sold the 2018 Ford Escape. I'm like, I'm in 40,000 miles on it to later. I drove, I personally drove a car 800 miles before we sold it. I took it up in the solar pickup, one of our records and brought it back. Not. 200 miles after we sold it, it started best firing and had the cool and encouraging issues. So, what do you do? I mean, a customer bought this vehicle 200 miles, they put on it. I ordered a short block, we put a short block in it, and it will cost the customer. So, you know, I mean, that's, that's how you make a name for yourself. And our reputation is very important.
Yeah, I mean, no, look, I think you're, you're focusing on every single car. And I think the only downside I would say to that is like, how scalable is that? Right? Like at some point, you know, you can drive every car for, you know, a week, two, three weeks a month, you know. Yeah. Yeah. And it's very hard now that I have a Tesla. I don't want to grab anything else. You don't want to drive the rest of the car. But no, we do. We do a very good job of re-conditioning them. We, we at least typically probably put 100 plus miles on them. Our sales manager and Nina Smart, he lives, you know, probably about a 40 minute commute. Austin and I both live around a 40 minute commute away from the shop. So we all drive the vehicles, you know, and we're, you know, and we listen to our customers when they're frustrating. If they come back and they say, hey, you know, something feels, you know, goofy with this or whatever, which doesn't have them very often. But if we do have one of those complaints, it's not like, oh, yeah, you know, what you're talking about. See a later, we'll take a ride with them, see what they're experiencing and non corrective.
How many cars are you selling right now per week? per week, we're probably. For per month. Probably around one eight per month. Honestly, we were running 10, probably 10 to 12 a month. And we've almost doubled that after we started advertising on car stuff. Really? Yeah. So cars.com has been very, very good for us. We started with one of our locations with our Nina location because it's a lot of higher population and so forth. And it wasn't, you know, probably three weeks after that that we added the second location to it. Wow.
So yeah, I was going to ask you, like, how do you advertise? Is it like only cars that come? Do you do anything else? Yeah. So when we started, we weren't really doing anything other than our website and marketplace, you know, Facebook, or marketplace. We had we had cars for sale.com that we tried a little bit, but, you know, I think that's creative. If you're a dealer that doesn't have the means to build a website. I mean, we're getting daily leads from cars.com. You know, and I think higher quality leads than the marketplace. It's been very good for us to. Yeah.
I mean, what about like Facebook, just Facebook ads, Instagram, do you do any of that stuff? We don't do any Facebook. Not for our vehicles anyway. I've done a little bit. I played a little bit with, you know, the Tesla's and with towing. We do run Google ads for the towing business here and there. We don't always run ads, but so walk me through for a second. If we take a bird's eye view of your business and your, what do you write out profiting on a monthly basis? That profit were probably 30 grand. And that's 30 grand on or like, you know, 1% percentage margin that is.
Yeah. So the first before we open the second location, we're running about a 20% margin. Yeah. Right now we're with a new location. You know, we're six, eight months into the new location. We're running about 16%. So it dropped a little bit. I mean, it's still great. You know, you're still outperforming industry. Yeah, we're doing. I'm pretty happy with where we're at. I mean, I'm a numbers guy. So I mean, you can walk into my dealership any day and I can tell you what one or bottom line is.
Oh, yeah, I love that. Yeah, you're on top of your numbers. Yeah, it's. Well, that's important. You know, I've worked for a lot of places that operated based on one or checkbook balance. And it's like, I don't know how you do it.
So, so basically, you know, you've just reinvested that. Like that's how you purchase your tow trucks. That's how you, you know, expanded the business. We bought two trucks, tow trucks right now. So we had, we had two rollbacks when we started. I bought those from the company that I left when I started the business. Yeah, and a couple extra trucks and made us a good deal. And since I think we have, yeah, we have six for rollbacks. Five bands, if you will. And two and two records. So we have six trucks.
And in terms of, in terms of your monthly, like your average monthly profit, what percentage of that or what portion of that is from car sales and what's from like, you know, tow truck business and everything else.
就你的月度销售利润而言,从汽车销售中占多少比例,又有多少来自拖车业务或其他业务呢?请详细说明。
Yeah. So our chain from the green says that 75% of our revenue that 74% of our revenue is from car sales than the gross perspective. Toing in transports about 20% 21% and all repairs about by percent. I'd imagine, I'd imagine that the car sales is the lower margin stuff.
Yeah. So we'll are, if you look at gross profit numbers towing in transport, gross profit is about the same as car six. Interesting. Yet it's only 20% of your business.
Yeah. So, so the margin, gross margin on car sales is right around probably 25, 30% and we're about 80% gross margin. You know, not including payroll, obviously. Right. Yeah. So tell me, and then in terms of just like nominal figures, like how much are you actually making on a car, you sell a car for 10 grand. How much money you're making.
Our goal is the big two to three green in the car. Got it. And is that after paying commissions and advertising all that or.
我们的目标是在汽车销售中获得两到三亿的利润。明白了。这是在支付佣金和广告费用之后吗?
Precommission after advertising and so forth. Precommission after I got it. Yeah. We don't, we don't. So we have one sales manager besides Austin and I, you know, that sell cars. So three licensed sales for people. We don't pressure selling any cars. The cars sell themselves. So we do the deals, the deals sell themselves when you're selling deep value at people come from anywhere in the country, I'm going to guess. So, so the commissions, commissions on our dealership probably aren't as as much of an expensive would be for a larger, you know, frame trends, doing something like that.
Yeah, I think, look, you've, you've built a business that is reliant upon yourself. But you, you know, there's the way I see scaling is like, you know, I always, you know, dealers used to just have conversations stuff. Hey, should I open up another store this and I like, I believe it's you, you either, you know, open up like three to five stores or you keep one store, like that theater tottering. And I know you're too stores by the way. So we'll get to that. But what I'm trying to say is like, there's a, there's a point, right? There's a point at scale where you're adding costs faster than you're adding margin and you're not getting the full effect of that operating and so, you know what I mean. And so I'm curious on your end, like you have two stores, right? How are you managing that? You can't be both in both places at once. How are you doing that?
Manpower. I mean, our sales manager, Brian is an, you know, oh, got it. So you have that sales manager over there and you're, you're kind of holding the floor down the other store. Yeah. And well, between Austin and I, yeah. So, but Brian is primarily, I'll go days without going to the Nina location. But he's got a cover. He's doing deals. He's working with, you know, dealer center to get, you know, stuff set up for, you know, he's finding indirect financing. He is, we couldn't do it. We couldn't do it through locations without him as effectively as we are. Of course.
Yeah. What about like warranties or, you know, vehicle service contracts that you're offering? All that to your customers?
是的,你们提供什么样的保修或汽车服务合同给顾客呢?
Yeah. So we, we do have a couple different warranty companies. So, you know, we just signed up with another one. I'm not sure off the top of the top. I had most of the end of it is we're financing that. So, but we didn't for, you know, I think I've only, we've only been with you all for the last three months, something like that. Very difficult and probably one of the toughest things about this wall startup dealership was getting people to return your calls. You know, that's probably been the most frustrating.
Wait, so when you say, when you say it's tough to get people to call you back, are you referring to like vendors?
等一下,你的意思是说,当你说很难让人回电话,你是指供应商之类的吗?
Yeah, or you're referring to like industry vendors, vendors, three vendors.
是的,或者你是指像行业供应商、供应商,三个供应商这样的名称。
Yeah. So I want to dive a little bit deeper into the Tesla stuff you got going on. In terms of like the trick my Tesla, one of the pages on your website, you do like these Tesla modifications. How like you do a lot of these kind of a niche product or like what do you see there?
Yeah, it's, we, we do a fair amount of them. It's slowed down a little bit, but a lot of it depends on how active we are on social media also. So that that's where most of that stuff comes from. So we sponsor the Tesla Club of Wisconsin. And we're involved in their community. Go to some other events and so forth. And, you know, the power of Frank and the yolks are probably the main thing that we that we installed.
And all it takes is doing one install and having somebody post a video of the new power. Oh, yeah, I got from Miller on. Oh, and I got three or four more. You know, but are you, are you getting customers from Wisconsin specifically or from all over the country?
Wisconsin specifically. Yeah. Well, some, some Illinois. And it's zoomy out back on the Tesla on the Tesla conversation. When Elon had like, you know, why would the price cuts? Like, did that hurt? Like, what did that feel like for you? And, you know, having your vehicle's job and value. Like, talk to me about that.
Yeah. So, um, that was the closest month that we had to losing again. But, you know, often my enter into every new venture with the backup. So, so what's the backup line here? So, or what was it?
Yeah. So we, we had three or four Teslas on one the lot when we saw the pricing start going down. We got lucky. We got rid of one of them. Actually, we sold, we sold two of them. But our backup plan was always that if we couldn't sell a Tesla, we're going to buy a person. So, I now have a 2021 model Y and awesome has in 2017 Tesla Model S, which from the time, the very first time that we had a Tesla in inventory. I knew that the next vehicle that was ready shirt. My name was going to be a Tesla. So I'm good with it.
So right now we have one Tesla available for sale. It's a consign vehicle. You're kind of just taking a pause on the Tesla news sales at this point. I think that's going to be very good in the future. But while the, you know, EV tax credit is going on and the lines, you know, lowering the prices and so forth. Again, we like to do things that make sense for the customers. And if if a customer can get that $7,500 tax credit, that makes sense.
And what's the feedback you're seeing though from customers? Like when they're coming for an EV for Tesla, are they surprised you're carrying these in Wisconsin? Or is there like, wow, I can actually buy this here if I want to? Like, well, what does that reaction like from the customer?
Yeah. So that was another reason why we wanted to carry the Tesla inventory because go and take a Tesla for a Tesla. I mean, it's not easy. You can go to Tesla. You can schedule an appointment. You can take a Tesla drive and so forth. But, you know, there is no impulse available with Tesla. You know, you can drive past and say, holy crap, there's a Tesla on the level. Yeah. But you are that impulse. You are that on demand. And that's right. Come to Miller Auto.
Yeah, absolutely. And, you know, for our 9 EV buying customers, it's a great talking point. I mean, they all, I shouldn't say they all. They've a lot of them ask about and a lot of them come in, you know, with negative opinions about Tesla. So we'll talk to them. We'll take them for a drive, whether they're, you know, a buyer or not. And once they do, it's like, holy cow, these things are cool. Wow. Yeah. Did you're you're evangelizing it? Good for you. Very, very cool.
And when it comes to like charging and all that, are people concerned about that one? They buy from you, especially in Wisconsin, which I'd have to imagine the charging infrastructure is like not that fans just my guess because it's not a coastal city. So is that true?
Yeah, actually, no, you can drive pretty much anywhere in Wisconsin. They're super chargers everywhere. Oh, really? Yeah. I mean, there's one eight miles away from our store. There's I wouldn't have guessed that. Yeah, I think they've they've opened foreign Wisconsin just this year alone. So, and that's one of the reasons why we're focused on. We have focused on Tesla's more than any other. Evie is because the charging infrastructure is there. The charging infrastructure isn't there for, you know, the Ford's the lightings, you know, Mikey's and so forth. So I'd like to get into those. But until until they start coming out, you know, using Tesla Supercharger or more infrastructure comes out. That's a hard sell, you know, for the customer that wants to, you know, do anything more than commute.
So, so before we wrap up, I want to just go like more macro. You know, interest rates, I've had so many discussions with dealers about interest rates and how it's been impacting their floor plans and just overall business. How's it impacted you? Would you say, right? From the lending perspective. Actually, we need to talk about consumer lending. I want to touch on that. But unlike, you know, when it comes to your line of credits and stuff like that, are you feeling the impact of interest rates on a micro level?
Yeah, I mean, to a certain degree anyway, most of our inventory were able to move, you know, in a pretty decent timeline. If we don't move it again with the reinvesting into their business. If it's a vehicle that hasn't sold that come and do for a curtailment or, you know, is nearing the end of the floor plan term. And it's a good value of car and, you know, there's no reason to auction off. We just pay it off and then take it off to floor plan, you know, it'll sell.
So you're saying you just you just funded with your cash, if it gets to that point. And, yeah, so, yeah, we've that car use car sales. It's interesting because I watched the market. I listened and listened to your podcast. I, I followed Twitter. See what's going on. And I'm more conservative than Austin is, and he's probably been right more than I can have because we get our lot full of inventory. And I'm like, we need to slow down, you know, we got to move some cars before we start buying more cars. And he's like, but dad, he says, they're going to sell. And when we can buy them, it's interesting because it'll sales will slow down. We're able to buy them stock up or what. And then we'll all sell everything and we don't have any cars left. And so he keeps me on that even feel where we work this house. The nature of the beast, the nature of the beast, you know, it oscillates. It goes up and it goes down. But yeah, you got to stay steady and consistent. That's what I've learned in this business. You know what I mean? You can't react emotionally because you just missed the boat, you know, so staying steady, consistent.
And then when it comes to consumer lending, what I mean, one of the biggest pain points for dealers, independent dealers, you know, just lending financing for customer customers. How did you do that? Yeah. Do you offer lending? Yeah. We're just now finally getting some up with indirect lending. You're just starting now. Yes. So we have, we have two lenders set up as indirect lenders. And who are they? We have a local credit union that services Wisconsin and we're hopefully just finalizing Wesley financial, which I've not worked with. And if any lenders, because there are, there are a good and healthy amount of lenders that listen to this podcast, they should reach out to you. Yeah. And get you, and get you set up on their platform. Yeah. Because there's, there's some good lenders that follow the podcast. So, yeah, for sure. You know, we, we've, we've done a lot of deals with local credit unions and so forth, but it's, that's always been, you know, directed consumer. You know, which has, has never felt so, so what did you do before getting in the right, and also for anyone in the audience that doesn't know what indirect lending means. It just means that the dealer is set up with lenders through a portal. And when you come to the dealership, they get you financing through a third party lender, right? So they're not financing it themselves. Rather, they get hooked up with, you know, just giving hypothetical examples. A Wells Fargo, a capital law, a Westlake, you know, a credit acceptance. And that's, who actually finances your deal, or, you know, it's facilitated that way.
So going back to that question, how did you initially do, how did you initially do your lending? Did you say? So we would work with, you know, loan officers and so forth, send purchase, con and cracks and so forth. But it was ultimately the customer's responsibility to reach out to their financial institution, which we didn't have much problems getting consumers to get into. Getting consumers to follow through with it, especially if, you know, it was a vehicle that they wanted and had the means. You know, we've never really gotten to subprime or don't really plan to get in the subprime. We do do a some by here pay your stuff, but on a very case by case, you know, that just depending.
How man, you're, you're bringing me back to the roots. This is so awesome. I love what you're doing. Seriously, keep it up. Thanks for being a follower and just, you know, support our CDG for in for the audience for any potential business partners for anyone that wants to reach out to you. What's the best way to get in contact with you to learn more about Miller Auto's. Sure. Miller at our comments, our website, our emails on there. I'm actively stalking Twitter. I don't post a whole lot, but miller at your at miller at your is our Twitter handle. Facebook Miller at your all see. Yeah, so I'll do much on LinkedIn either. Miller at our I love it.
兄弟,你把我带回了起点。太棒了,我喜欢你正在做的事情。说真的,继续努力。感谢你作为一个追随者,为观众及任何潜在的商业合作伙伴提供支持,如果有人想联系你了解更多关于米勒汽车的信息,最好的联系方式是什么?当然。米勒在我们的评论区、网站和电子邮件上都可以联系到。我经常在追踪Twitter。虽然我不经常发帖,但是我们的Twitter账号是milleratyour。Facebook: Miller at your,也是可以找到我们的。是的,我在LinkedIn上也不活跃。加上米勒的头像,我很喜欢。
All right, Brandon. Thanks so much for coming on any any last words anything else you want to say before we help off. No, I keep doing what you're doing. I think I like to do a great job at what you're doing. I'll be watching. Thank you so much. 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.