The Brain Behind 3,800+ Finance Departments | Car Dealership Guy Podcast

It's a great lesson for us because they're behaving very different than the previous generation. This man is the brain behind 3,800 finance departments across 50 states. So naturally, he was the perfect person to ask what's next for the car market. Today on the Card dealership Guy podcast, I'm joined by Scott Gannell, president of JM&A Group. Don't forget to click subscribe so you never miss an episode. Before we get into the show, this episode is brought to you by Wide Whale, the auto industry's trust marketing platform. Wide Whale is the reputation engine behind thousands of dealers including Lithia, Coons, Westhurst, Swickard, Herb Chambers and many more. AI is here to stay and Wide Whale is ready to help you take advantage. With brand new AI topic analysis tools, you can give structured a free text customer reviews. This allows you to reveal opportunities for improvement according to the voice of your customers like never before. Wide Whale AI analyzes every review to compile frequently mentioned topics. Paired with ratings and sentiment, your quarterly reports will go from we have a 4.4 rating on Google to our customers think wait time at our dealership is 30% worse in the industry benchmarks. Now that's actionable insight. Wide Whale is the fastest growing reputation management vendor in automotive. You can learn more by visiting widewell.com or clicking the link in the show notes below. This episode is also brought to you by Upstart. Upstart partners with dealers to digitize and connect their online, in-store and financing process to create the car buying experience today's customers expect. Backed by trusted OEMs, Upstart helps dealers sell more cars efficiently speeding up processes to boost profits and enhance customer satisfaction. With integrated finance capabilities powered by AI technology, Upstart's connected platform enables consumers to shop from anywhere, then seamlessly transition in store and complete the deal digitally, creating a hassle-free purchase path that benefits both dealers and buyers. For a brighter car buying future visit upstart.com slash dealers, that's upstart.com slash dealers or click the link in the show notes below.

这是对我们的一个很棒的教训，因为他们的行为与上一代非常不同。这个人是负责覆盖50个州的3800个财务部门的大脑。因此，他显然是询问汽车市场的下一个步骤的完美人选。今天在卡车经销商盖伊播客节目中，我和JM&A集团总裁Scott Gannell一起。别忘了点击订阅，这样你就不会错过任何一集了。在我们开始节目之前，本集由汽车行业值得信赖的市场推广平台Wide Whale赞助。Wide Whale是成千上万的经销商包括Lithia、Coons、Westhurst、Swickard、Herb Chambers等的信誉引擎。AI已经变得越来越普遍，Wide Whale愿意帮助你利用起来。有了全新的AI主题分析工具，您可以对结构化和自由文本的客户评论进行分析。这让您可以根据客户的声音揭示以前从未有过的改善机会。Wide Whale AI分析每篇评论，编制出频繁提到的主题。结合评分和情感，你的季度报告将会从“我们在谷歌上得到了4.4的评分”变成“我们的客户认为我们的经销商的等待时间比行业标准差了30%”。现在这就是可以执行的见解。Wide Whale是汽车行业增长最快的声誉管理供应商。您可以访问widewell.com了解更多信息或点击下面节目注释中的链接。这一集还由Upstart赞助。Upstart与经销商合作，数字化并连接他们的在线、实体店和融资流程，以创造今天客户所期望的汽车购买体验。得到OEM的信任，Upstart帮助经销商更高效地卖车，加快流程以提高利润和增强客户满意度。借助由AI技术提供支持的集成融资能力，Upstart的连接平台让消费者可以从任何地方购物，然后平稳地过渡到实体店完成交易，打造一个对经销商和买家都有好处的无忧购车路径。访问upstart.com/dealers，了解更美好的汽车购买未来。

Scott, Gannell on the CDG podcast. Scott, welcome. Well, thank you for having me. I'm so excited to be here. I feel very privileged to be on the show today. I think our conversation before I press record could have been a podcast on its own. I would agree. It's great to get to know you. Thank you for what you're doing for the industry, for consumers, for the business. I'm a huge fan. Appreciate you. Glad we were finally able to make this. It's funny because some of the best conversations actually do happen right before I press record. And so sometimes I'll just press record and I just don't think I say, like the episodes are just going to fade in. Don't even worry about it because you're just kind of kicking off organically. And so it's always fun. Anywho, great to have you on the show. I want to kick off with your background, who you are, how you got into this business. So start us off with there, right? Tell us about your background and your start in the car business.

Scott, Gannell在CDG播客上。Scott，欢迎。嗯，谢谢你邀请我。我很兴奋能够在这里。我感到非常荣幸能在今天的节目中出现。我觉得我们在录制之前的对话本身就可以成为一个播客节目。我同意。很高兴能够了解你。感谢你为这个行业、消费者和企业所做的一切。我是你的忠实粉丝。感谢你。很高兴我们终于能够做到这一点。有趣的是，有些最棒的对话实际上都是在我按下录制按钮之前发生的。所以有时候我会直接按下录制按钮，我觉得我说，就好像这些剧集会渐入。不用担心，因为你只是在自然地开始。所以总是很有趣。总之，很高兴能够邀请你参加节目。我想先从你的背景开始，告诉我们你是谁，你是如何进入这个行业的。所以从那里开始，对吧？告诉我们关于你的背景以及你在汽车行业的起步。

So I am second generation in the car business. My father got started in the car business in the early 70s. He's an accountant by background. So he was actually hired into J.M. Family very early on in the history of the organization, working directly for Mr. Moran. He and I never overlapped in our careers here, but growing up, I was always a car enthusiast. I would say I was always a people person. Anectotally, I was Dennis the Menace as a child. I mean, literally a nickname that I had, just being very curious. And a lot of my curiosity lent itself around cars.

所以我是汽车行业的第二代。我父亲在70年代初开始从事汽车行业。他背景是会计师。所以他实际上很早就被聘请进入了J.M. Family，直接为莫兰先生工作。他和我在这里的职业生涯没有重叠，但在成长过程中，我一直是一个汽车爱好者。我可以说我一直是一个喜欢交际的人。从童年时代起，我就是一个好奇宝宝。我的确，童年时有个“丹尼斯小调皮”的绰号，我就是个很好奇的孩子。而我的好奇心大多围绕在汽车周围。

After, while in college, I had the entrepreneurial spirit and I was at Forte State University in Tallahassee. And one of my friends who I went to high school with, it was a couple years younger, we did our version of a market study to realize what business could we get into that has low startup costs that doesn't have a lot of competition. And there was not a contracting Valley parking company that existed in Tallahassee, Florida at the time. There was a restaurant that had their own Valley in house, but there wasn't a contracting Valley parking company. And so I literally had a 1999, I think it was at the time, forerunner that I sold. I bought a 1993 Mustang and I took the difference between the cost of the two and we started the Valley parking company. And as young individual entrepreneurs, I would say we got a very healthy dose of reality of what it means to be in business. And now it's going to be a lot of care. What were the key lessons for you back then?

在大学期间，我有着创业精神，当时我在塔拉哈西的Forte州立大学就读。我和一个高中时的朋友一起进行了我们自己的市场研究，以找出哪种业务能够低成本启动且竞争不激烈。当时在佛罗里达州塔拉哈西并没有任何停车服务公司。当时有一家餐馆有他们自己的停车服务，但并没有专门的停车服务公司。于是我把一辆1999年的车卖掉，买了一辆1993年的野马，用两辆车的价格差来启动了停车服务公司。作为年轻的创业者，我们领悟到了创业的艰辛现实。现在回想起来，当时对你来说最重要的教训是什么？

Well, the first key lesson was just around risk. I mean, at a Valley parking company, I'm ensuring somebody to drive somebody else's car. And cars are very expensive and there's a lot of risk associated with it. And we happen to have a AMG Mercedes stolen from one of our accounts. This is actually an interesting story. And I'll share with you the story. It was a young entrepreneur himself. Now, at the time, I was probably 20 or 21, I think, if I go back to memory. And he was probably around 30 and he had started a business in the rental real estate space. And so he just started making some money. He buys this price possession, this Mercedes, and it gets stolen from our account.

第一个关键的教训是关于风险。我是在一个泊车公司工作，我要确保有人能够开别人的车。汽车很昂贵，存在很多风险。我们曾经有一辆AMG奔驰从我们的账户被盗。这实际上是一个有趣的故事，我会和你分享这个故事。那是一个年轻的企业家。当时，我大概是20或21岁，如果我回忆起来的话。而他大概在30岁左右，他在房地产租赁领域开始了一家企业。他刚开始赚了一点钱，就买了这辆珍爱的奔驰，结果被从我们的账户盗走了。

And thankfully, we recovered the vehicle. But what we didn't recover were the keys. And so we had to have the car rekeed. And back in this day, it was still like $6,000 to get this car rekeed. I couldn't imagine what it cost today. But this gentleman was very, very assertive. He was threatening our company. He was threatening us with lawsuits. He was threatening our reputation. And I couldn't get him to slow down. And so ultimately, I finally said, look, can you meet with me in person? And he was willing to do that. I show up in his office and he sees how young I am. And the first thing when I walked in was like, wait, you're the owner of the business. And I said, yeah. And he took this giant step back. And he was like, as an entrepreneur himself, he said, tell me about, you know, tell me about this. And so I explained to him a little bit about the business. And I basically explained to him, I said, the threats that you're putting are going to put me in the out of business. I won't survive this. So I'm just a young gentleman just like you trying to learn. And clearly we have failures in our process that I promise you I'm going to correct. But if we can get to some amicable resolution here, I'll stay in business and I promise I will fix this problem.

幸运的是，我们找回了车辆。但我们没找回的是车钥匙。所以我们不得不重新做一副新的车钥匙。当时，这样做仍然要花费6000美元。我无法想象今天的成本是多少。但这位绅士非常有主见。他威胁我们的公司，威胁要起诉我们，威胁我们的声誉。我无法让他停下来。最终，我终于说服他，让他和我当面见面。他愿意这样做。我到了他的办公室，他看见了我的年轻。当我走进去时，第一件事是他说，“等等，你是这家公司的老板？”我说，“是的”。他退了一大步，说，“作为一名企业家，告诉我更多关于这个事情。”所以我向他解释了一下关于公司的情况。我基本上告诉他，我说，“你所做的威胁会让我破产。我无法承受这个。我只是一个像你一样年轻的绅士，想要学习。显然我们的流程有失败的地方，我保证我会改正。但如果我们能达成一些友好的解决方案，我会继续经营下去，我保证我会解决这个问题。”

The reason I share that element of the story with you, because getting into the car business and selling cars, that learning experience was critical. Getting to the win-win. As you know, a lot of customers come into dealerships and they're not necessarily in the most open-minded amicable state of mind. But getting people to work their way down into a trusting situation where they understand that I'm committed to their best interest and they can be open-minded with me. And so that Valley Parking brought me a lot of lessons. We ultimately sold the business. I had a pocket full of cash. I wouldn't say we sold it for any astounding amount of money. But as a young gentleman, I was able to employ a lot of my friends. I was able to learn a lot about people and really got a heavy dose. I left that and knew I wanted to get the car business. And so with a college degree, I went and started selling cars. And that was a lesson in its own because back at that point in time, and some more to some of today, but you were working six days a week at a minimum, one Sunday off a month, if you took your day off and somebody showed up, it was a half deal or lost deal, very traditional in the business. And so it was a heavy dose of reality for me because a lot of my friends who graduated college and they're working nine to five jobs and they want me to join their softball team or they want me to go on the concert on the weekend and I'm working. And there was a direct correlation between the amount of time I worked at that point and the success I had. So I sold cars at a Toyota store down here in South Florida for about a year and a half. There was a point in that. My entrepreneurial spirit came out again and I became a used car wholesaler.

我与您分享故事中的这一部分的原因是因为进入汽车业并销售汽车，这种学习经验是至关重要的。达成双赢。您知道，很多顾客来到经销商门店时，并不一定处于最开明友好的状态。但是让人们逐渐建立起信任的关系，让他们明白我致力于他们的最佳利益并且可以和我开放地沟通，这是至关重要的。所以那个停车服务为我带来了很多教训。我们最终卖掉了生意，我口袋里塞满了现金。我不会说我们以令人震惊的金额出售了它。但作为一个年轻人，我能够雇佣很多朋友。我学到了很多关于人的知识，并且真正受益匪浅。我离开那个行业并且知道我想进入汽车行业。所以拿着学位证书，我开始销售汽车。那也是一个教训，因为在那段时期，以及今天的一些情况类似，你至少每周工作六天，每月休息一天周日，如果你休假了但有人出现，那就是一笔半成交或失去的交易，这在这个行业是非常传统的。对我来说这是一个现实的大剂量，因为很多我的朋友大学毕业后都在从事九到五的工作，他们想让我加入他们的垒球队或者周末去听音乐会，而我却在工作。在那时我所工作的时间和我取得的成功之间有直接的相关性。我在南佛罗里达的一家丰田店销售汽车约一年半时间，然后我的企业家精神再次显现，我成为了一个二手车批发商。

Really? I didn't see that one. And I did some digging. Yeah, I did. You're right. I maybe I should be a little bit more public about that. But another learning, I would say the learning was, A, I got ahead of myself in when I thought I was capable of with limited experience in the business to do this. And B, I learned, you know, the school of hard knocks around use car wholesaling at the auction. The first car I ever bought had a ton of paint damage that I didn't see. I mean, literally the first car I bought online, ton of paint damage I didn't see. And I remember the partner I had was like, you know, I taught you everything and you made the cardinal mistake on the first vehicle. But I did that for a period of time, about six months and realized that, you know, that that was a good learning, but it wasn't necessarily for me. And I got went back to selling cars and then ultimately got hired on by J.M. to get F and I experience.

真的吗？我没有看到那辆车。我确实进行了一些调查。是的，我真的做了。你是对的。也许我应该对此更加公开一些。但另一个教训是，首先，我自以为在有限的业务经验下能够做到这一点。其次，我学到了在拍卖会上进行二手车批发的实践经验。我买的第一辆车有很多漆面损坏，我没有看到。我是说，真的，我在网上买的第一辆车，有很多漆面损坏我没有看到。我记得我的合伙人当时说，你知道，我教了你所有的东西，而你在第一辆车上犯了基本错误。但我做了一段时间，大约六个月后意识到，虽然这是一个很好的学习经历，但并不适合我。于是我又回去卖汽车，最终被J.M.雇佣来获得财务和保险经验。

So they're at the point in time and J.M. didn't have any entry level positions. If you didn't have experience, I had car sale experience. There was no jobs available on the Toyota side. And so there was an opportunity to go in F and I. And so I shipped over to the West Coast of Florida to do F and I. You know, I love your story because while I wouldn't call EQ, something that's underrated in our industry, it's absolutely not underrated. But it's just so important. And when you, as you were saying that story, I was thinking about all those times as well, right, where, you know, there's a situation and you just sit with the person one on one, one on one and you know, just talk and you're ultimately right like what's driving them, especially with an angry customer, right, which, you know, everyone gets those here and there. And you have to just, you know, neutralize that and figure out like, how do you fix it?

所以他们当时的情况是，J.M.没有任何初级职位。如果你没有经验，我有汽车销售经验。在丰田这边没有空缺职位。所以有机会去做财务和保险。于是我转移到佛罗里达西海岸去做财务和保险。你知道，我喜欢你的故事，因为虽然情商在我们行业中并没有被低估，但它确实非常重要。当你讲述那个故事的时候，我也在想起所有那些时候，你知道，有个情况，你就跟那个人一对一地坐下来，和他们交谈，最终弄清楚他们内心的真正驱动力，尤其是对于一个愤怒的顾客来说，对吧，大家总是会遇到这样的顾客。你必须中和情绪，找出如何解决问题。

And we use, and I said this before in a podcast, but we're like, we used to have a saying called Timo, a voice, which really was our version of pretty much saying, right, like unemotionally, right, listen to the person empathize and try to get to the bottom of the situation. Like, where is the, where is the middle ground? How do you fix this? And so I mean, I used to run these sprints with our team where any bad review we would get, right, for whatever reason, I mean, it could have literally been somewhat three months later had an unexpected repair, whatever it is, we would like just go out of our way to actually call that customer, fix the try or try to, if it made sense to fix that issue unconditionally. And then after that, we would, we would tell them we would appreciate if they would update the review to reflect the changes or, you know, the experience.

我们以前在播客中说过这个，我们以前有一句话叫做“泰莫”，意思是声音，实际上是我们的一种方式，就是在情感上不加干扰地倾听对方，尝试理解问题的根源。找到双方的共同点，如何解决问题。我曾经带领团队进行这样的训练，对于任何负面评价，不管出于何种原因，甚至可能是三个月后因为未预料到的维修问题，我们都会尽最大努力打电话给客户，尝试修复或者解决问题。然后，我们会请求客户更新评价以体现所做的改变或者体验。

It's not mandatory, obviously, but if they would be open to that, we would appreciate it. I got to tell you, like, 80, 80 plus percent of people update it. And not everyone changes the stars and which is fine, but like they would update, say like, you know, update, this happened. I'm so happy now and blah, blah, blah. And so anyways, just like my two cents, right, that EQ combined with a little bit of empathy goes a long way in the business world, clearly, as you know, and as we both know.

这不是强制的，显然，但如果他们愿意的话，我们会感激。我必须告诉你，大约80%的人会更新它。并不是每个人都会改变星级评价，这也没关系，但他们会更新，比如说，更新一下，这件事发生了。现在我很开心，等等。总之，就是我个人的两分钱，对吧，情商结合一点点的同理心在商业世界中走得很远，显然，就像你知道的，也像我们双方都知道的一样。

Now fast forward us, you've had a just astonishing career, JM family or JM and A group, sorry, 14 years, if I'm not mistaken, or 13 years and 10 months, you are now the president of the of the of the company. Give us an overview, right of what is JM and A group, you know, give us just like a short overview of what do you do?

现在快进到现在，您已经有了非常惊人的职业生涯，JM家族或JM和A集团，对不起，似乎是14年，如果我没记错的话，或者13年零10个月，您现在是公司的总裁。给我们一个概述，JM和A集团是什么，您知道，简要地告诉我们您做什么？

So let me give you a little context. I'm I'm in my 21st year with JM family, you're correct in how long I've been at JM and A, JM family is privately held organization, we own the distributor for Toyota in the five Southeast states. We own the captive finance company, Southeast Toyota finance that supports those 177 dealers in the five Southeast states. And then JM and A group, which is a nationwide entity that does business in the finance and insurance space. My career at JM and A really started most of my career has been in the sales side of the business.

让我给你一点背景。我在家庭管理公司已经工作了21年，你说的我在JM公司的时间是正确的。JM家族是一家私营组织，我们拥有丰田在五个东南州的分销商。我们拥有东南丰田金融，支持这些五个东南州的177家经销商。然后是JM和A集团，这是一个在金融和保险领域经营的全国性实体。我在JM和A的职业生涯主要是在销售业务方面度过的。

Up until 2020, I had all sales and strategy based roles. But a lot of my career was, you know, we were founded Mr. Moran founded on the premise of Dior's interest on the premise of if we help dealers solve problems, they will sell more cars, they will sell more parts on the Toyota side, they will finance more vehicles. In our case, they will sell more of our products. So it's it's a win-win scenario. And a lot of my role at JM and A has been to really understand the needs of the market, understand the needs of our field team, the needs of our internal associates, the needs of our dealers, and to try and marry strategies that blend together in order to to provide better solutions for our Dior customers.

直到2020年，我的所有销售和策略角色。但是，我职业生涯中的很大一部分是，你知道的，我们是在莫兰先生创立的基础上成立的，基于如果我们帮助经销商解决问题，他们将能够销售更多的汽车，在丰田方面销售更多的零部件，融资更多的车辆。在我们的情况下，他们将销售更多我们的产品。所以这是一个双赢的情况。在JM和A，我的很大一部分工作就是真正了解市场需求，了解我们的现场团队、内部员工、经销商的需求，然后努力将各种战略融合在一起，为我们的Dior客户提供更好的解决方案。

Part of that journey was also learning the operational elements and operation specific to JM and A as we have a product development team, we have a claims team that, you know, obviously adjudicates all the claims for all of our products. We have an actuarial team, we have a lot of internal departments that really make this engine work and there's a lot of complexity to our business. The last several years before becoming president was really understanding the inner workings of the of the operation.

这段旅程中的一部分还包括了学习JM和A特有的运营元素和运营方式，因为我们有一个产品开发团队，有一个理赔团队，显然他们负责所有产品的审核。我们有一个精算团队，还有许多内部部门，真正使这个引擎发挥作用，我们的业务非常复杂。在成为总裁之前的最后几年，我真的是在了解业务操作的内部运作。

So I could be effective at connecting the dealer, the associate, the market, our product offering, our operations to have a universe of of, you know, hopefully success in the way we see the market from our high touch, high value offering. When it comes to financing at a dealership today, right, what are you seeing? What is the most popular call it version or process of the the financing dealership process? What is that like today that you're seeing nationwide? What I would say it's like today is it would start with a very defined process.

所以，我可以有效地连接经销商、合作伙伴、市场、我们的产品提供以及我们的运营，从我们的高度关注、高附加值的产品中，希望在市场上创造一系列成功。当谈到今天的经销商融资时，你看到了什么？最受欢迎的融资经销商流程或过程是什么？你看到的全国范围内现在是怎样的呢？我想说的是，今天的情况是从一个非常明确定义的流程开始。

And so definition is very key. There's multiple versions of a process, but I would say the most successful version is one that's defined with early manager involvement. So where the F&I managers are involved, both outside the store, so with whatever digital activity that the consumer is doing, they're aware of that. And then very involved when the consumer gets into the store. And so specifically with that involvement, it's really understanding the customer's motivations, it's understanding, you know, what their hot buttons are, what their desires are. And it's really leveraging the sales person or the other dealership associates because there's with early involvement, you have a quicker transfer of trust.

因此，定义非常关键。一个过程可能有多个版本，但我认为最成功的版本是早期管理人员参与其中的版本。在这个版本中，财务和保险经理参与其中，不仅是在店外，也是在消费者进行数字活动时，他们也能意识到。而当消费者进入店铺时，他们更是非常参与其中。具体来说，这种参与包括真正理解客户的动机，理解他们的痛点和需求。并且充分利用销售人员或其他经销商员工，因为在早期参与的情况下，信任的传递更快。

And that's really, really important from an F&I perspective, because if I could just take a second and define F&I, right, F is the finance side. So it's the assimilation of funds, whether it's a loan, it's collecting a payment, it's, you know, collecting if it's an outside lean with a credit union, the eye is the products, the protection products that are offered associated with the transaction. And so JM&A provides the eye from a product perspective, but from a holistic perspective, we married the two together to bring the best of finance and how to optimize the finance aspect of the transaction with the appropriate products that meet the consumer's needs.

这在财务和保险方面非常重要，因为如果我可以稍微解释一下F&I的含义，F是财务部分。因此，它是资金的整合，无论是贷款，收取付款，还是与信用社有关的外部债权，I是产品，与交易相关的保护产品。 JM&A从产品的角度提供了I，但从整体的角度来看，我们将这两者结合在一起，以提供最佳的财务和如何优化交易的财务方面，同时提供满足消费者需求的合适产品。

And so the best process can start with early management intervention, with definition, with manager involvement that yields information sharing, trust transfer from the sales associates, and then ultimately to a tailored authentic presentation to the consumer. That is the best process. This episode is brought to you by my very own car dealership guy, industry job board. CDGjobs.com, my industry job board connecting the best talent and automotive with the best companies will remain absolutely free for CDG listeners to post and fill available roles at their companies.

因此，最佳流程可以从早期管理干预开始，通过定义和经理参与来实现信息共享，建立销售人员的信任，并最终向消费者提供定制的真实展示。这就是最佳流程。本集由我的个人汽车经销商合作伙伴行业求职板提供。CDGjobs.com，我个人的行业求职板正在将最优秀的人才与最好的汽车公司联系起来，并且对于CDG听众来说将完全免费发布和填补公司中的可用职位。

This free job board is for anyone in automotive vendors, dealers, lenders, manufacturers, auto tech, everyone. Already over 100 companies have posted open positions, including lithium motors, recurrent credit acceptance, Vero's credit, cars commerce, shift digital plug, full path, Westlake trade pending, you get the point. The best part is that when these companies hire through CDGjobs.com, they are hiring the most informed candidates in the marketplace. So don't hesitate. You can add your open roles today by visiting CDGjobs.com or clicking the link in the show notes below. That's CDGjobs.com.

这个免费的工作板适用于汽车供应商、经销商、贷款人、制造商、汽车技术人员，还有所有人。已经有100多家公司发布了空缺职位，包括锂电动车公司、循环信贷接受公司、维罗信用公司、汽车商务公司、数字插件公司、完整路径公司、西湖交易公司，你懂的。最棒的部分是，当这些公司通过CDGjobs.com招聘时，他们正在雇佣市场上最了解行情的候选人。所以不要犹豫。您可以通过访问CDGjobs.com或点击下面节目说明中的链接来添加您的空缺职位。那就是CDGjobs.com。

Let's just say I'm an alien right now. I just fell on earth. Okay. I see you and I see Scott. Why do we need an F&I manager? Like literally that simple, right? Explain to me. And again, I'm obviously asking this rhetorically because I have my own opinion, but I want to know your opinion. Why do we need F&I managers? I think we need F&I managers because there's a first there's a lot of complexity associated with a customer's credit profile, the lending profile that banks offer, the specific vehicle that they're buying, and the specific needs of that consumer when it comes to product and protection to ensure that the transaction is done in a manner that's authentically tailored to that individual is the payment, the right payment is the advanced, the right advance on the vehicle is the products, the right products based on their desire for budget, how many miles they drive the vehicle, how long they plan on owning the vehicle.

让我们假设我现在是外星人。我刚刚降落在地球上。好的。我看到了你，也看到了斯科特。我们为什么需要一个F&I经理？就像字面意义上那么简单，对吧？向我解释一下。当然，我问这个问题只是个修辞手法，因为我有自己的看法，但我想知道你的看法。为什么我们需要F&I经理？我认为我们需要F&I经理是因为客户的信用档案、银行提供的贷款档案、他们购买的具体车辆以及对产品和保护的特定需求之间存在着许多复杂性，以确保交易是真正量身定制给个人的，确保付款金额、车辆的正确预付款、产品的正确选择都基于他们的预算需求、他们驾驶汽车的里程、打算拥有汽车的时间长度。

So the F&I manager plays the role of all of that. Your compliance, your lending expert, your vehicle expert, you're a product expert, you need to be some version of a people expert, and you need to do all this in a timely manner in order to consummate a deal for a dealer. That's why the F&I role is critically important. Do you think that it's just a derivative of the dealership model, right? Meaning if I was a, if I'm a, now I was an alien before, now I'm a consumer, if I'm a consumer listening to this, and I say, well, I bought a new car from Tesla, and I bought a used car from Carvano, and there was no F&I manager, is it the F&I manager, that role is critical because of the dealership model, or is it, no, no, no, no, no, you know, Tesla and Carvano, they do it differently, you know, like what's your, what's your, what's your opinion on that?

因此，财务与保险经理扮演着所有这些角色。你的合规专家、贷款专家、车辆专家、产品专家，你需要成为一种人际关系专家，并且你需要及时地完成所有这些工作，以达成一项交易。这就是为什么财务与保险经理的角色至关重要。你认为它只是经销店模式的派生吗？也就是说，如果我，我是一个，现在我是一个消费者，如果我作为一个消费者听到这些，我会说，嗯，我从特斯拉买了一辆新车，从卡瓦诺买了一辆二手车，都没有财务与保险经理，是因为经销店模式的关系才让这个角色变得重要，还是，不，不，不，不，你知道，特斯拉和卡瓦诺，他们的做法不同，你怎么看？

So I believe in optionality. I believe if we give people the choice to transact the way they want to transact, if you want to do it completely digitally in the Tesla or Carvano model, great. If you want to do it completely digitally with some human involvement, i.e. like a virtual F&I, some virtual support in some co-pilot scenario, or if you want to do it completely online in store, or completely in store, I believe that when in the consuming environment we're in today, we need to provide our consumers the most options, so they have the right to pick what they want. I am not critical of Tesla or Carvano for doing it their way, because I got to tell you, they've done a nice job. What they've been able to do is they've been able to take a lot of the human elements, and replicate them in a process without human involvement. We've been able to do similar with our dealers, but if you look at a lot of the data that's out there today, so Carmax is a partner of ours, and I remember one of the, and I should be very specific here, I think it was their third quarter earnings, I think, last year, where, you know, we're talking about their online engagement, I think it's eight to 10 percent of their customers completely by online. They have all the capability, and eight to 10 percent by online. I think when you look at the up and coming consumer generation, Cox and some of the other studies, I think CDK has done, those, that generation is actually preferring more in-person interaction than what we saw in the millennial generation from a data perspective.

因此，我相信选择性。我相信如果我们给予人们按照他们想要的方式进行交易的选择，如果你想要完全数字化地在特斯拉或卡瓦诺模型中完成交易，那很好。如果您想要完全数字化，并且有一些人工介入，例如虚拟F&I，某些合作者场景中的虚拟支持，或者您想要在门店完全在线上完成交易，或者完全在门店进行交易，我相信在今天的消费环境中，我们需要为消费者提供最多的选择，这样他们就有权利选择他们想要的。我并不批评特斯拉或卡瓦诺以他们的方式做事，因为我要告诉你，他们做得很好。他们能够将很多人的因素拿出来，在不需要人的参与的情况下进行复制。我们也能够与我们的经销商做类似的事情，但是如果你看一些现在的数据，比如说卡玛克斯是我们的合作伙伴，我记得其中一次，我要非常具体，我认为去年他们的第三季度收益中，我们谈到了他们的在线互动，我认为 他们有 8 到 10% 的客户完全在线处理。他们拥有所有的能力，有 8 到 10% 客户通过在线。我认为，当你看看新兴的消费者群体，考克斯和一些其他研究，我认为CDK已经做了一些，那一代人实际上更喜欢与人面对面互动，而不像我们从数据角度看到的千禧一代那样。

And so I go back to looking at the data and just, I believe the more options you give to consumers, the better you obey. And I think when F&I managers are involved, when humans are involved, they dramatically help the consumer in education and decisioning around what's best for them. So you are obviously one of the market leaders with F&I products and many other services, but how are you, what are you doing then to meet the modern needs and the desires of the consumers? You mentioned that you're working with dealers to offer more virtual solutions and sort of meet the customer where they're at. So what are you doing on your end? How are you actually solving this challenge?

因此，我回到了查看数据，我相信给消费者提供越多选择，就越易服从。我认为当F&I经理参与其中，当涉及到人的时候，他们会极大地帮助消费者在教育和决策方面找到最好的解决方案。所以你显然是F&I产品和许多其他服务的市场领军者之一，但你又是如何满足消费者现代需求和愿望的呢？你提到你正在与经销商合作提供更多虚拟解决方案，并在消费者所在的地方满足他们的需求。那么在你这边，你又在做些什么呢？你是如何真正解决这个挑战的？

So I would say let's start with virtual. You know, virtual F&I is something that we've been the purveyor of, that we launched well before COVID in 2016, end of 2016. We've done 34,000 deals now through virtual. Virtual comes with two different ones in on demand model where we have associates located all across the country that virtually connect into a dealership. The transactions pass to them and they administer the F&I portion of the transaction. The other model is a centralized model where we take dealerships with multiple locations. And what we do is we enable the capability for locations to support transactions in other locations. So you don't have to be physically present. And we've learned a lot through this process. But for us, that goes back to the optionality for the consumer is that we want to provide consumers the ability to have human interaction the way they want it. And so there's that. There's also a scale component.

因此，我会说让我们从虚拟开始吧。你知道，虚拟F＆I是我们在COVID疫情爆发之前2016年底推出的产品。到目前为止，我们已经通过虚拟方式完成了34,000笔交易。虚拟有两种模式，一种是按需模式，在这种模式下，我们在全国各地设有员工，他们通过虚拟方式连接到经销商。交易传递给他们，然后他们负责管理交易的F＆I部分。另一种模式是中央模式，我们将拥有多个地点的经销商放在一起。我们让各地点支持其他地点的交易，这样您就不必亲自到场。通过这个过程，我们学到了很多。对我们来说，这与消费者的选择权有关，我们希望为消费者提供他们想要的人际互动方式。除此之外，还有一个规模方面的考虑。

A lot of the challenges that we deal with today in the industry is that when dealerships are overrun with a lot of deals at one point in time, someone doesn't show up one day. They do a certain amount of volume that doesn't require two managers. Maybe it's one and a half. A virtual can fill that gap. So that's a big strategy for us in engaging the consumer and for the dealer today. I'll pause there because there's others. But I don't know if there's any questions. Yeah, I want to ask you, I hear the word virtual. And I asked myself, how would I feel if I was a F&I manager for 20 years? And I'm curious behind the scenes, right? What is it like as we as as the world is transitioning, things are becoming more virtual digital. What's happening from your perspective? What do you see behind the scenes? Is there friction between management and F&I managers, right? Like do F&I managers not want to adopt these tools and GMs do? Like what's happening there?

今天在汽车行业中我们面临许多挑战，其中之一是当汽车经销商在某个时点被大量交易淹没时，有人有天突然不出现了。他们所做的交易量并不需要两个经理。或许只需要一个半。虚拟人员可以填补这个空缺。因此，这是我们在吸引消费者以及对经销商今天的重要战略。我就此停顿一下，因为还有其他方面。但是不知道是否有任何问题。是的，我想问一下，我听到了虚拟这个词。我问自己，如果我是一名财务与保险经理工作了20年，我会有什么感觉呢？我很好奇幕后事情，随着世界正在过渡，事物变得越来越虚拟和数字化。从你的角度看，背后的情况是怎样的？你看到了什么？管理层和F&I经理之间是否有摩擦？比如F&I经理不愿意采用这些工具，但总经理愿意？那边的情况如何？

So I would say, yeah, I mean, I think there's always, yes, there's friction. I think some of the friction is just rooted in change. I think just adults struggle with change. And so a lot of the friction just comes with really understanding the individual's resistance and trying to overcome that resistance. That's been a lot of our journey. A lot of our journey has really been focused on that on the change management aspect of it. Dealers, you know, the value prop is strong for virtual capabilities. And it's so it's not convincing the dealer, it's really getting the dealership associates on board.

所以我想说，是的，我觉得总是会有摩擦。我觉得一些摩擦就是源于变化。我认为成年人都在努力适应变化。因此，很多摩擦其实就在于真正理解个体的抵抗力，并努力克服这种抵抗力。这一直是我们的征程的一部分。我们的很多旅程真正关注的是变革管理方面。对于经销商来说，虚拟能力的价值主张是强大的。所以并不是说服经销商，而是真正让经销商的员工跟上变革的步伐。

Interestingly enough, we have one of our large customers that is undergoing a 30 store. I don't even want to call pilot, but I would say transition this year where they're going to have virtual capabilities and 30 stores. Some of those 30 stores might not even have F&I managers physically present on site. Some of them are those scenarios where they need half of an F&I manager and we'll cover. In order to hire personnel for the dealership, this group went out and pulled some of the F&I forums to say, what do you think about the thought of working from home and being an F&I manager?

有趣的是，我们有一个大客户正在进行30家门店的转变。我甚至不想称之为试点，但我想说今年他们要进行转型，将在30家门店提供虚拟服务。这30家门店中，有些甚至可能没有F&I经理亲自到场。有些情况下，他们只需要半个F&I经理，我们就会提供支持。为了雇佣经销店的人员，这个团队向F&I论坛征求意见，问他们对在家工作并担任F&I经理的想法如何。

And we got overwhelming positive reactions about, wait, you can give me flexibility. I could work from home and I can do this. Certainly, COVID helped that. So sometimes maybe it's better to be lucky than good. COVID was certainly a buoy to that. But what we're finding is more open mindedness around personnel that there's some creature comforts that come with it. But I think they're also seeing as we've got more and more transactions happening, consumer reaction is strong.

我们收到了压倒性的积极反馈，关于，等等，你可以给我灵活性。我可以在家工作，我能做到这一点。当然， COVID 很有帮助。所以有时候也许幸运比能力更重要。COVID 明显起到了推动作用。但我们发现越来越多关于人员开放思维的现象，有一些生活便利也随之而来。但我认为，他们也看到，随着我们的交易越来越多，消费者反应强烈。

And it's not that different to be on camera. It's just versus in versus in person, getting people comfortable with that. So we are, where is book as we've been since we launched this right now and kicking off different relationships with this capability. And so I would say that again, just full circle, the human resistance is big. The technological hurdles are small.

在镜头前表现并无太大差异。只是相对于面对面交流来说，让人们适应这种方式。因此，我们现在所做的就是建立各种关系，就像在推出这项技术之后一直在做的那样。我想再次强调，人类的抵抗力很大，技术上的障碍却很小。

And listen, it's not failproof. The technology has not failproof. I mean, there is some stitching together of capabilities. But what we're finding is, people are more digitally savvy today and they're becoming more open minded just because the world around them. And so they can adopt the digital capabilities pretty quickly.

并且要注意，这并非百分之百可靠。技术并非百分之百可靠。我的意思是，一些能力是连接在一起的。但我们发现，如今人们对数字化更加熟悉，他们变得更加开放，因为周围的世界正在变化。因此，他们可以相当快地接受数字化能力。

So on that note, transitioning to, I just want to talk about some profits and actual numbers, right? What are you seeing right now? Give us some averages when it comes to FNI, when it comes to products, when it comes to, you know, what we call back end. What are some, you know, margins you're seeing across the board? So when we look at our average, when I'm talking, you know, a substantial number of dealers across the country, we do business in all 50 states in North America, we do business in Hawaii, Alaska, Puerto Rico.

因此，在这一点上，转到我想谈论一些利润和实际数字，对吧？你现在看到了什么？在FNI，产品，以及我们所谓的后端方面，给我们一些平均数。您看到的整体利润率如何？因此，当我们看到我们的平均数时，我在谈论着全国各地的大量经销商，我们在北美的所有50个州进行业务，我们在夏威夷，阿拉斯加和波多黎各也有业务。

So all dealers are represented in the subset. The numbers we're seeing on average are between 1900 and 2000 of car and PDR. And again, that's an average. So that's only, you say profit per vehicle only on the FNI, not the D. That's purely what we would call back end gross profit. Back end in the dealership is FNI specific. Front end is the margin you make purely on the vehicle itself. There's no margin associated with a lending or product sale.

因此，所有经销商都在这个子集中代表。我们所看到的平均数字在汽车和PDR之间是在1900和2000之间。而且，这只是平均数。所以这只是你说FNI每辆车的利润，而不是D的。这纯粹是我们所谓的后端毛利。在经销商中，后端是FNI专用的。前端是你纯粹在车辆本身上赚取的利润。与贷款或产品销售无关。

So this is purely on the lending and product sale portion of the transaction. And, and specific to that, I want to give you a little context because, depending upon the geography where you are, the brand you represent, the finance penetration in your dealership, and the leasing penetration in your dealership are all key inputs to that number.

因此，这纯粹是关于交易的借贷和产品销售部分。我想给你一点背景，因为这取决于你所在的地理位置、你代表的品牌、你经销商的融资渗透率和租赁渗透率都是影响这一数字的关键因素。

So at an average between 1900 and 2000, obviously there's people higher and there's people lower. There's people that will listen to this and say, you're only running 2000 a car. You're not very good. There's other people that I would say, you're running 2000 a car. How the heck are you doing that? So I mean, again, it's an average that go back to those inputs that drive that outcome.

所以在1900年至2000年间的平均水平上，显然有一些人高一些人低。有人听到这个说，你只每辆车跑了2000英里。你不怎么样。也有人会说，你居然每辆车跑了2000英里。你是怎么做到的？所以我是说，再次强调一下，这是一个平均数，回归到那些驱动结果的输入。

Well, it makes me wonder if that's the average, which that is the average, right? It's unfamiliar with that number, right? Or the dealerships that are making a thousand dollars on the back end. And, and what is different about those dealerships? What are they doing differently? I would say what we tend to find is different is usually everything points to process.

这让我想知道这是否是平均水平，是吧？这个数字让人不熟悉，对吧？或者那些在后端赚取一千美元的经销商。那些经销商有什么不同？他们在做什么不同的事情？我想说的是，我们通常发现不同之处通常指向了流程。

We have a group of specialists here at JMNA that go into dealerships. And when they go into their ship and we look at kickoffs or new relationships, and what our specialists are designed to be is they are product process zealots for us. They only know to follow the process and we gauge them based on process adherence. There's an average swing when our specialists go in the store and leave of about $300 per car, which was $300 better from where they were versus where they left.

在JMNA，我们有一组专家团队会进入汽车经销店。当他们进入店内并开始合作或建立新关系时，我们的专家团队的设计初衷是他们对产品流程非常热衷。他们只知道如何按照规定流程操作，我们也根据他们对流程的遵守程度来评判他们。我们发现，当我们的专家团队进入汽车经销店并离开时，平均每辆车的销售额会有约300美元的增长，这意味着他们的销售额相比离开前增加了300美元。

And that's an average number. And so what I would say generally is the difference is there's a process issue is where to start. And you go to compensation or the pay plans and incentives aligned with the outcome that's being desired. I would go to manager buy-in. So do we have the right support from the dealer, the general manager, whatever the structure is.

这是一个平均数。通常来说，我想说的是差异在于从哪里开始。你可以着手补偿或薪资计划，并确保激励与期望的结果保持一致。我会考虑管理者的支持。我们是否得到了来自经销商、总经理或者其他结构的正确支持。

And then finally, I would look at do we have the right people. So one of those areas tends to be the root cause of why someone is not performing process is always consistent across all of these. And you might have process or not might you have process plus plus plus or just plus for that matter of some other root cause. Yeah, I love how I can just tell like you guys are so surgical about this, right? It's like everything you have like a list of like one, two, three, four, five, six, and then start. Yeah, you've sort of kind of, you know, the science is down. It's just, you know, follow this. It's a I love that.

然后最后，我会看我们是否有合适的人才。其中一个领域往往是为什么某人表现不佳的根本原因，这一过程在所有情况下始终保持一致。你可能有流程，也可能没有，或者可能有流程再加上其他根本原因。是的，我喜欢你们对此非常严密的方式，对吧？就像你们每件事都有一个像一、二、三、四、五、六的清单，然后开始。对，你们差不多掌握了这门科学。就像是，你们只需要遵循这个。我喜欢这点。

So digging a one level deeper into the back end, right? From a product perspective, most profitable products, least profitable products. So the most profitable product is a service contract. And it's also the most costly product. And it is the most common product. And so, you know, the balance of our portfolio is derived off of service contracts at J-M and A.

那么，进一步深入了解后台，对于产品而言，最有利可图的产品和最不利可图的产品。最有利可图的产品是服务合同。同时也是成本最高的产品。而且这也是最常见的产品。因此，你知道，我们在J-M和A的产品组合的平衡是来源于服务合同。

Least profitable product is probably going to be a prepaid maintenance product. And the reason why is because it's designed for retention. So the profit on prepaid maintenance is often realized through RO upsells in the service department versus F and I office profitability, which arguably I could make the case that maybe it's even more profitable. It's just a longer time horizon to recoup that profit.

可能是最不赚钱的产品很可能是预付维护产品。原因在于它是为了客户保留而设计的。因此，预付维护产品的利润通常通过服务部门的RO升级销售实现，而不是通过F和I办公室的盈利能力实现，我可以提出的论据可能是更具盈利性。只是需要更长的时间来收回这笔利润。

That's 100% right. And so it's just a matter of where the profit's coming in the dealership. We do RO analysis where we go look at ROs and compare ROs for customers that had a prepaid maintenance or car care is what we refer to it as. And ones that didn't. And the, you know, hours per hour, dollars per hour, well, RO are higher on average. And a lot of cases significantly higher. But the value of even if that wasn't the case, there's a lot of quantification.

这是完全正确的。利润来源于经销商，只是问题在于利润来自何处。我们进行RO分析，比较客户购买了预付维护或汽车保养计划（我们称之为汽车护理）的RO和没有购买的RO。通常情况下，每小时工时和每小时收入的RO平均更高，很多情况下甚至显著更高。即使不是这种情况，也有很多量化价值。

And I follow you and you, you, you are very curious about a lot of information. And you've referenced it, frequency of visits to a dealership yield to more overall profitability. So just getting them back to the store, there's a greater propensity of them coming back more buying more, et cetera. So there's value in that. That's more qualitative.

我跟着你，你，你，你对很多信息都很好奇。你提到过，经常光顾车行可以带来更多的总体利润。所以只要让他们回到店里，他们更有可能再次光顾，购买更多东西等等。所以这是有价值的。这更多是定性的。

Are there, are you seeing anything from like a changing consumer preferences when it comes to products purchased bought even interested in? Like, is there some sleeper product that's like rising or something like that? You know, it's interesting. This is probably one of the more common questions that I get.

在消费者购买的产品领域，你是否注意到有任何消费者偏好的变化？比如，是否有一些潜力产品正在兴起？这是一个有趣的问题。这可能是我经常被问到的问题之一。

And it's, you know, when you, and I'm in a digress for a second, but in this frame is that one of the biggest questions I'm asked from like my leadership, but Jay and family is like, what's the next innovative product you're going to build? Or, you know, and I'm asking of our team, like, and, and the reality is, is that innovation comes with incrementality is the way I see it.

当你知道，我稍微离题一下，但在这个框架中，我经常被像Jay和家人这样的领导人问到的一个最大的问题是，你们下一个创新产品是什么？或者，你知道，我在问我们的团队，创新实际上是逐步的过程，这就是我看到的方式。

Like, there's not this revolutionary product. No silver bullet. No silver bullet. Just keep the ref going keeps to, yeah. I've burned a lot of money calories, hair and everything trying to find it, but it's all incrementality. So no, there's, I wouldn't say that there's this new fledging demand that we're seeing from consumers on some product. Now, I will say there's areas of interest, a in the EV space that, you know, a lot of customers, when when there's any new offering in the market, i.e. EV is a new power train that consumers aren't as familiar with.

就像没有这个革命性的产品。没有灵丹妙药。没有灵丹妙药。只是继续前进，对，这样保持裁判继续向前。我已经花了很多钱、消耗了很多卡路里、拉扯了头发，试图找到它，但这都只是增量。所以，我不认为消费者对某种产品有这种新兴的需求。现在，我会说有一些感兴趣的领域，比如电动汽车领域，很多消费者对市场上的新产品感兴趣，比如电动汽车是一种消费者不太熟悉的新能源。

It comes with doubt. So there's a lot of, of curiosity around, you know, how do our products cover EV? Because as you know, the EV manufacturers have very long coverage when it comes to the battery and pretty long coverage when it comes to just the overall vehicle outside of the battery. So there's some interest. Knowing that EVs, I'll just stay in that vein today. And I know it's a low percentage of overall sales today, but it's a high area of interest that, you know, we're, we're dealing with it's also around the retention products, you know, because you're not covering in a prepaid maintenance oil changes.

这带来了怀疑。我们对我们的产品如何覆盖电动汽车感到很好奇，因为你知道，电动汽车制造商对电池的保修期非常长，对电池以外的整车也有相当长的保修期。因此，有一些人很感兴趣。我今天只讨论电动汽车，我知道它在总销售中的占比很低，但它是一个我们非常感兴趣的领域，我们正在处理这个问题，也涉及到续保产品，因为预付维护保养不包括油更换。

So, you know, tires wear quicker. You might saw automotive news, I think, by the study, the other day I saw in the headline that, you know, consumers aren't as happy with how quickly the tires are wearing on EVs because they're heavier vehicles. So having to get creative around, you know, what's the makeup of some of the products for those vehicles? I would say, set aside that economic trends drive consumer interest as well.

所以，你知道，轮胎磨损得更快。你可能看到了汽车新闻，我想，在研究中，前几天我在标题中看到，你知道，消费者对电动汽车轮胎磨损得更快并不满意，因为它们是更重的车辆。因此，需要想办法，你知道，如何调整一些产品的配方来适应这些车辆？我想说，抛开经济趋势也会影响消费者兴趣。

So last year in September, I believe it was September, Automotive News published a study that some two former Fed Reserve associates and one Mississippi State University professor did, and they were looking at the viability of F&I products. And as part of this study, I think there was 1200 people that were surveyed in the study, 39% of them came back and said, I came out of four to $500 repair. If I had a $500 repair in my vehicle today, the vehicle would have to sit. And so economic trends drive, drive that behavior. So we're seeing interest in service contract, which is always interest, but we're seeing that interest because today it's a matter of if I have one payment on a monthly basis, and I know that payment will protect me from mechanical breakdown. In the event, I'm out of warranty coverage from the manufacturer, gap coverage today. You know, gap is, and I know that's an industry term, but really just a quick explanation, it covers the difference between what you owe on the vehicle to the lender versus what the actual value of the vehicle is from a market perspective. And as negative equity enters back into the market at a more rampant pace than what we've seen the last couple of years, that product is gaining in popularity as well.

去年九月份，我相信是在九月份，汽车新闻刊登了一项研究，由两位前美联储联邦储备系统成员和一位密西西比州立大学教授共同进行，他们在研究汽车财务与保险产品的可行性。在这项研究中，有大约1200人参与调查，其中有39%的人回答说，如果我车子今天需要修理花费四到五百美元，那么车子就只能停在那里了。因此，经济趋势驱动这种行为。因此，我们看到了对服务合同的兴趣，这种兴趣一直存在，但今天我们看到了这种兴趣，因为如果我每月有一个付款，我知道这个付款将保护我免受机械故障的影响。如果在汽车保修期限内，但制造商不再提供保修，那么今天的差额保险也是很重要的。你知道，差额保险，我知道这是一个行业术语，但简单来说，它覆盖了你欠贷款人的车辆金额和车辆实际市场价值之间的差额。随着负资产重新进入市场并以比过去几年更快的速度增长，这种产品的受欢迎程度也在增加。

Yeah, that doesn't surprise me. I think in general, I'll give you like my bet. It's that I think general in like the insurance side here, like insurance products, actually, no, that's not, I'm misstating this. The point I'm trying to make is that here, let me take you back, right? Protection products, I would tell you. Yeah, protection. Yeah, like, I think I can CDK, I think put out a report on Gen Z buying habits and how they are like much more risk averse in their purchase. And it just makes you wonder, and by the way, Gen Z, surprisingly, to many people are buying cars more than millennials even at their age. Needless to say, I mean, a lot of these cars are being paid by the parents, but the point is they are buying cars. They have an interest in having a vehicle. And so it just makes me wonder, things that risk averse generation will be buying more or potentially want more products to de-risk a vehicle ownership. So it sort of feels like that is the right trend to follow as you think about the future. So that's my, you know, that's my too cheap to sense on that. No, you're, I appreciate the validation and I, and I grew with you. And I think I go back to, I think that CDK study was a similar study where Gen Z was more, went more human interaction and physical presence.

是的，这让我不感到意外。我认为一般来说，我会告诉你我的想法。在这里，我认为一般来说，在保险方面，保险产品，实际上，不，我表述错了。我想说的是，让我重新来说。保护产品，我会告诉你。是的，保护。是的，我认为CDK发布了一份关于Z世代购买习惯的报告，他们在购买时更加风险规避。让人想知道，顺便说一句，令许多人感到惊讶的是，Z世代即使在他们年龄较轻时也比千禧一代购买更多汽车。无需多言，很多这些汽车是由父母支付的，但重点是他们正在购买汽车。他们对拥有一辆车感兴趣。这让我想知道，这个风险规避的一代会购买更多的产品或者想要更多的产品来减少拥有一辆车的风险。因此，感觉这是一个正确的趋势，当你考虑未来时要遵循的趋势。这是我的看法，就是这么便宜的想法。不，你的，我感谢你的认可，我同意你的观点。我认为我回到了CDK的那项研究，那是一项类似的研究，Z世代更青睐人际交往和实际存在。

So it's just, it's interesting because, you know, we, in our world in life, we go through these hype curves, and I don't know how familiar our hype curves, but the beginning of a hype curve is this huge mountain of, I love Twitter all day. I got to know what a hype curve is. But then there's this trough of disillusionment, right? And the trough like drops way below where they were even at the starting point. And the reason I share that with you is because, you know, we, people tend to adopt these bold strategies like autonomous, nobody's going to be driving cars in the future, or every vehicle is going to be EV on the road in the future, or every customer is going to want to buy online. And it, it doesn't work that way. So it's just interesting with this generation. It's a great lesson for us because they're behaving very different than the previous generation. But when the previous generation was the only generation, we were assuming that was the way of the future. And the reason I share that is because in our business, we have to be very open-minded to support all consumers and all dealers. And no matter which way they see the world, and it's a moving target.

所以这很有趣，因为在我们的生活中，我们经历这些炒作曲线，我不知道你们对炒作曲线有多熟悉，但炒作曲线的开始是这座巨大的山，我整天都在用Twitter，我必须知道炒作曲线是什么。但然后就是“幻灭的低谷”，对吧？这个低谷会比起始点还要低很多。我和你们分享这个原因是因为，你知道，人们往往会采取这些大胆的战略，比如自动驾驶汽车，在未来没人会再开车了，或者未来所有车辆都会是电动汽车，或者每个客户都会想要在线购买。但事实并非如此。所以对于这一代人来说，这很有趣，对我们来说也是一课，因为他们的行为与上一代非常不同。但当上一代是唯一的一代时，我们都认为那是未来的模式。我分享这一点的原因是因为在我们的业务中，我们必须非常开放地支持所有消费者和所有经销商。不管他们如何看待这个世界，这是一个不断变化的目标。

So on that note, speaking of hype, AI is, you know, a massive, massive talk of the town here. Where are we at on the AI hype curve specific to automotive? I'm going to give you opinion that there could be some disagreement around my opinion, which I'm open to is I think I don't think there's as much hype in automotive as there is in other places around AI. I would start there. I'm not suggesting there's not hype, but I think that there's today there's there's a curious that the interaction I have with consumers. We've looked at AI companies for partnership, for investments. We have talked, I have dealer partners that are invested in AI companies.

因此，在谈到炒作时，人工智能是一个大热门话题，你知道，在这里，人工智能是一个非常大的话题。就汽车领域的人工智能炒作曲线而言，我们处于什么位置？我会告诉你我的看法，可能有些人对我的看法持有不同意见，我很乐意接受，我的看法是我认为在汽车行业的人工智能炒作不如其他领域那么普遍。我会从这里开始。我并不是说没有炒作，但我认为今天和消费者接触时，与AI公司的合作和投资，与投资AI公司的经销商合作，这些都是令人好奇的。

We have we're using AI internally, and I can talk about that in a second for us. But what I've generally found is a, this is interesting to help me solve problems, but I haven't talked to as many people in the industry that are like, feel incredibly threatened by it, nor are they overly excited that, you know, they have to change everything in their dealership today to align to it, which is interesting because I think there's other businesses that I've read about that's a little bit of a different reaction there. But you know, it's interesting Florida in the most recent legislative session that just ended a couple of weeks ago, passed more regulation around AI, which is coming in many other states. And part of this regulation is that consumers now have to be made aware when they're interacting with an AI mechanism versus like a chat, like a chatbot or something like that.

我们内部正在使用人工智能，我可以马上和大家谈谈这个。但我一般发现的情况是，人工智能对我帮助解决问题很有趣，但我没有和太多行业内人士交流过，他们觉得被它威胁到，也没有人过分兴奋，觉得他们今天必须改变店内的一切以适应它，这很有趣，因为我觉得在其他业务上我读到了一些不同的反应。但你知道，在刚刚结束的佛罗里达最近的立法会议中通过了更多关于人工智能的法规，许多其他州也在推出。这些法规的一部分是，消费者在与人工智能机制互动时必须知晓，与像聊天机器人这样的聊天机制互动时需要知晓。

Yeah. So and we're trying to read through all the legal needs associated with, but the headline is, is that, you know, so there's, if you think about the hype around AI, there's a lot of regulation that's trying to catch up. There's a lot of proving out. I mean, we're using AI today. We're using AI in our, in a lot of areas in our claims function. And listen, we're experiencing hallucination on the AI front. We're experiencing all the same challenges that that are out there. But we have a very optimistic open mind that there's a lot of problems that that it could help us solve. And we're also looking at there's a lot of human enablement that I could help us with as well.

是的，我们正在阅读与之相关的所有法律需求，但重点是，你知道的，如果你考虑人工智能的炒作，那么有很多正在努力追赶的监管工作。有很多验证过程。我是说，我们今天正在使用人工智能。我们在我们的索赔功能中在许多领域使用人工智能。听着，我们在人工智能方面正在经历幻觉。我们遇到的挑战与其他地方一样。但我们持有一种非常乐观的开放心态，认为它能帮助我们解决很多问题。我们还在寻找能够帮助我们的人类增强方面的解决方案。

So I think the automotive is taking a paced approach towards the acceptance and understanding of AI. I don't think that's a controversial, I don't think your take is controversial. Actually, I think relative to other industries, I would agree with you that, you know, I mean, it doesn't surprise me, right? Like it's, it's auto. We're not, we're not Silicon Valley. And so, you know, I'm following it. I'm curious to see how it evolves with the different SaaS products and what impact it really has in the dealership. You know, TBD, how it's going to scale.

因此，我认为汽车行业正在以平稳的步伐接受和理解人工智能。我认为这并不具有争议性，我也认为你的观点并不争议。实际上，相对于其他行业，我同意你的观点，你知道，这并不让我惊讶，对吧？就像是，这是汽车行业。我们不是硅谷。所以，我在关注它。我很好奇看看它如何随着不同的SaaS产品发展以及它对经销商的真正影响。你知道，到底它将如何扩展，还有待确定。

There's definitely some players, you know, impel, full path, their partners of this podcast and they're doing a lot of work on the AI front, you know, their CEOs are some of the most knowledgeable people I've spoken with when it comes to just AI advancement. And so we'll, you know, we'll be keeping very close tabs on that. I would agree with you too. There's a lot of advancement happening. I mean, there's, I've seen in the fixed ops space, some really neat capability that AI is bringing. I, you know, from just a retention of consumers when looking at the data and looking at the propensity's need for service. I mean, there's, there's a lot of neat use cases out there. And so I think there's momentum happening. And I agree, there's some very smart people that you're referencing in others that I'm bullish about, you know, bringing solutions that are going to help us evolve the business.

这里肯定有一些参与者，你知道，激励，全面的路径，他们的合作伙伴通过这个播客正在在人工智能领域做大量的工作，你知道，他们的CEO是我与之交谈时最有见识的人之一，涉及人工智能进步。所以我们会密切关注这一点。我同意你的观点。确实有许多进步正在发生。我的意思是，在固定运营空间中，我看到一些真正有趣的人工智能能力正在带来。我，你知道，从仅仅是保留消费者的角度来看数据和服务需要的倾向。我的意思是，有很多有趣的用例存在。所以我认为有一种势头正在发生。我同意，你所提到的一些非常聪明的人以及我自己热切期待的人，会带来可以帮助我们发展业务的解决方案。

Yeah, I have Jim Roche from War Cloud coming on the pod. I'll ask him, I'll bring that up and we'll see what he says about that. We've had many discussions with Jim and his team. So, yeah, smart guy. Great company. I want to transition to the market, right? Moving away from F&I for a second. I think the other thing that I found very interesting about your company is just the fact that, again, you have a lot of data, whether it's always publicly available or not, whether it hits my direct messages, wink, wink, or not, you have a lot of really great data. And so I want to know from you, give us an overview of what you're seeing in the market right now and specifically where we're headed to next.

是的，我邀请了来自War Cloud的Jim Roche参加播客节目。我会问他，提出这个问题，看看他会怎么说。我们与Jim和他的团队进行了很多讨论。所以，是的，他很聪明。公司很棒。我想转向市场，对吧？暂时不谈财务与保险。我觉得你们公司让我很感兴趣的另一件事是，你们有很多数据，无论是公开可见还是不可见，无论是否会通过我的私信传达给我，嘿嘿，你们有很多非常好的数据。因此，我想知道，从你这里得到一个市场概况，具体地说，我们正在朝哪个方向发展。

Yeah, we do have a treasure trove of data. I'll give you some vantage points in the market. So one, I'm going to start with fixed operations. You know, what we've seen is a dramatic acceleration of labor rate growth and parts cost growth over the last several years. Auto maintenance and repair inflation was tracking middle of last year at nearly four times what core inflation was tracking. And that has since come down. I think there's about a 2% spread between the two right now and the latest data I have. But what we've seen is just the cost of repair and maintenance come up significantly. So that's a trend that, you know, we're paying very close attention to the other trend or trends I should say we're paying attention to is obviously cost of funds. So, you know, we have over 200 basis points of average cost of funds in our portfolio year-of-year. We're looking at vehicle both purchase price, so transaction price and just overall vehicle price. So transaction price obviously is inclusive with negative equity on the trade, other things, but just the pure vehicle escalation in price. And so from a data perspective, all time highs in both transaction price and in vehicle price. And so, you know, we're seeing this mounting cost growth. And that's a pretty significant trend. And we, I want to ask you though, when you say transaction price, you're talking about vehicle transaction price, correct?

是的，我们确实拥有大量的数据宝藏。我会给你一些市场的观点。首先，我会从固定运营开始。你知道，我们看到过去几年劳动费率和零部件成本增长速度的急剧加快。汽车维护和维修通胀率去年中旬几乎是核心通胀率的四倍。目前我有的最新数据显示，两者之间有大约2%的差距。但我们看到的是，维修和保养成本显著上升。这是一个我们非常密切关注的趋势。另一个或者说我们正在关注的趋势显然是资金成本。所以，我们的投资组合年度内的平均资金成本超过200个基点。我们正在关注车辆的购买价格，即交易价格和整体车辆价格。交易价格显然包括了负资产净值交易和其他因素，但纯粹的车辆价格上升。因此，从数据角度来看，交易价格和车辆价格均创历史新高。我们看到这种不断增长的成本。这是一个非常重要的趋势。不过，我想问你，当你说交易价格时，你是在谈论车辆的交易价格，对吗？

Yeah, correct. Okay. But it's also the price of the car, one piece plus price of financing if there's negative equity, all those things. So both. Do you think that dealerships are significantly risking the loyalty of the service customer, right? Like, do you think this could get to a point where, I mean, we're already seeing a higher percentage of consumers, Cox Automotive put out this data that a higher percentage of consumers are going to third-party shops because of prices. So do you think that, do you think that this is again an increasing risk for dealerships? I mean, does it have to go back? What's your take on this?

是的，正确。好的。但同时也是汽车的价格，加上融资价格，如果有负债，所有这些因素。所以两者都是重要的。你认为经销商会显著地冒着失去服务客户忠诚度的风险，对吗？就像，你认为这种情况会达到一个程度，我是说，我们已经看到消费者的比例更高，考克斯汽车发布了这项数据，更高比例的消费者去第三方店铺是因为价格。所以你认为，你认为这对经销商来说是否又是一个不断增加的风险？我是说，是否必须要回到原点？你对此有何看法？

I do think there's a risk there. And it's, it's, it's really, really, really a, it's a unique problem. And I'll say this because dealers make tremendous investments in their facilities in the infrastructure, the technology that's required today to support these. I mean, you know, all of the infrastructure that's gone on over the last couple years to prepare for EVs, new lifts, charging infrastructure, power, you know, there's, there's been a lot of investments. And dealers are business people and then you get a return on that investment.

我认为存在风险。这是一个非常独特的问题。经销商在设施、基础设施和技术方面进行了巨大投资，以支持现在所需的一切。过去几年为电动车做准备进行了大量基础设施的建设，包括新的提升机、充电设施、电力等等。经销商是商人，他们希望回报投资。

So I can't fault the, the, the reality of needing to get the return. I think what the risk is, is that we got to pay close attention because there's a point of elasticity here on pricing. There's absolutely a point of elasticity. And I think what dealers need to do is really look at their market and understand the defection and understand, you know, what is the derivative of defection? Is it price or is it price plus other things? Because what we have a lot of data that sees is that if they process and the consumer experience is world class to fit a lot of the facilities and a lot of the investment that's made, consumers will pay more.

因此，我不能指责需要获得退货的现实。我认为风险在于，我们必须密切关注定价的弹性点。绝对存在定价的弹性点。我认为经销商需要做的是真正审视他们的市场，并了解顾客流失的原因，了解顾客流失的导火索是什么？是价格还是价格加其他因素？因为我们有大量数据显示，如果他们的流程和消费者体验达到世界一流水平，以适应大量设施和投资，消费者愿意支付更高的价格。

But a lot of what you find about these independent repair shops is the convenience component of it. It's just, it's easy to get to. And it's, it's, you know, there's, they might not be as busy. And they have a reputation of being less than cost. I could tell you, I'm not suggesting on the surface, they're not less than cost, but they make pretty decent margin in those businesses as well. So, you know, they're, they're making money and they've branded a reputation associated with them being, you know, a cost leader in doing that.

但关于这些独立修理店，你会发现很多是便利性。去那里很方便。他们可能没有那么忙碌，而且他们有着价格比较低的声誉。我可以告诉你，我并不是在表面上暗示他们的价格比较低，但他们的业务也能够有不错的利润率。所以，你知道，他们在赚钱，并且他们已经打造了一个与他们的价格领导者身份相关联的声誉。

But I always believe in the incumbent at the dealer level as the greatest propensity to change this. And I think it's a myriad of things pricing being one that we have to dig into the root cause and understand. And I really believe firmly in if you solve the consumer experience and the time component of it, there's a great propensity to offset some of the defection that exists and to sustain price.

但我始终相信，在经销商层面上，现任者具有最大的改变倾向。我认为有很多因素，定价是其中之一，我们必须深入挖掘根本原因并加以理解。我坚信，如果解决消费者体验和时间因素，就有很大的倾向来抵消一些存在的流失，并维持价格。

Before we wrap up, I want to transition to trends in the market. And, you know, we spoke about specific FNI trends and you gave us an overview of where you believe the market's headed. So anything else you're paying attention to right now, right? Like what's a, what's a day or a week or a month in the life? I know that's a big difference, by the way, from a data we can, but like, what's going through your head right now? Is there anything keeping you up at night?

在我们结束之前，我想转向市场趋势。你知道，我们谈过具体的FNI趋势，你也给了我们一个你认为市场走向的概述。所以你现在关注的其他方面有什么呢？比如说，你的生活中的一天、一周或一个月是怎样的？我知道这与我们可以拿到的数据有很大差异，但是，你现在脑海中在想些什么呢？有什么让你晚上睡不着的事情吗？

So I would say, yes, I'm just naturally not a great sleeper. So be up at night is high for me, whether it's a noise in the house or it's what's going on in the retail. If it makes you feel better, my daughter woke up at 4am last night and thought it was the morning. She thought it was the morning. That's it. I'm up. And so we had to start explaining to her convince her that it's not the morning until she fell back to sleep. So that was that was my morning. Anyway, back to you. My best friend had his son four months before I did.

所以我想说，是的，我天生就不是一个睡眠好的人。所以晚上醒着是很普遍的事情，无论是家里有噪音还是零售业的情况。如果这让你感觉好一些，昨晚我女儿在凌晨4点醒来，以为已经是早上了。她以为已经是早上了。我就这样醒了。所以我们不得不开始向她解释，说服她现在还不是早晨，直到她再次入睡。这就是我的一天。无论如何，回到你身上。我的最好的朋友在我之前四个月就有了儿子。

And he lied to me for four months about what she experienced was like, because there's no way to prepare for lack of sleep, you know. But yeah, at any event, I sympathize with you with two children. But I would go back and say, the things that keep me up at night is the first is the consumer. Is that, you know, I believe in a capitalistic market that exists in the world that we're in today, the consumer has the ultimate purchase power. And the more we have to continue to understand the consumer and be flexible and agile to their needs. I mean, I absolutely think and the consumers are moving target as we talked about the difference between the millennial generation and Gen Z.

他在四个月里对我撒谎，关于她所经历的情况，因为没有办法准备好应对缺乏睡眠，你懂的。但是，无论如何，我理解你有两个孩子。但我想回过头来说，让我晚上睡不着觉的第一件事是消费者。就是说，你知道的，我相信在当今世界存在的资本主义市场中，消费者拥有最终的购买力。我们需要继续了解消费者，以及灵活适应他们的需求。我绝对认为消费者是一个移动目标，正如我们谈到千禧一代和Z一代之间的差别。

And so there's not a one size fits all. And I think for dealers, there's other industries that are moving faster than we are that we have to glean insights from. And we have to understand, you know, how do those insights apply to our business? So that's point. Two is technology. There's still a lot of fragmentation in the dealership space. The, you know, what the consumer is using online versus the process in store, there's still too much separation that exists. And I think we have to bridge that gap.

因此，并没有适合所有人的解决方案。我认为对于经销商来说，有其他行业比我们进展更快，我们需要从中获取洞察。我们必须理解，这些洞察如何应用到我们的业务上。这就是第二点，即科技。在经销商领域仍然存在很多碎片化。消费者在线上使用的方式与实体店中的流程还存在着太多的隔离。我认为我们必须弥合这种差距。

I think we have to give the consumer benefit for the research that they're doing. We have to give the benefit to their interests. And we have to really create customized authentic processes for one. And everyone is different. And that's tough. Because I could tell you, we're the process company, you know, process efficiency, effectiveness. But there's this and there's what we what we preach a lot around here is there's thought tracks. Let's teach people how to think. And then if I can teach you how to think and then you could apply those thoughts yourself, you can then ask effective questions and you can get a person to the same outcome in different channels.

我认为我们必须让消费者从他们所做的研究中获益。我们必须让利于他们的利益。而且我们必须真正为每个人创建定制的真实过程。每个人都是不同的。这很困难。因为我可以告诉你，我们是一个过程公司，你知道，过程效率，效果。但还有这个，我们在这里所宣扬的是思维跟踪。让我们教人们如何思考。然后如果我能教会你如何思考，然后你可以自己应用这些想法，你就可以提出有效的问题，并且可以通过不同的渠道让一个人达到相同的结果。

So I would say that's the second thing. The third thing is, you know, the regulatory space. There's, I don't know, more impending regulation right now than I'm aware of in my history of being in this business for 25 years. So it's, it's, and what I would say is is that a, you know, regulations are moving target. So a lot of times there's a lot of interpretation. So if you think of proposed cars rule right now, you know, specific to us, you know, the basic fundamentals of consumer optionality, consumer awareness. So they know they have the option, they're aware of what they're buying. And they've authorized the purchase through acknowledgement. It's a basic. The reality is we know about our business that there's people that don't like it. Now you could argue about, you know, how much concern is out there and that in, you know, that's inputting to the regulators to take action. But the reality is we know, I mean, we read studies about our business.

我可以说这是第二件事。第三件事是，你知道，监管领域。现在有比我在这个行业工作25年以来还要多的即将实施的监管措施。所以，就是，我想说的是，监管是一个不断变化的目标。因此，很多时候有很多的解释。比如，如果你现在考虑拟议的汽车规则，就和我们有关，消费者选择的基本原则、消费者意识。所以他们知道他们有选择，他们知道他们购买的是什么。然后通过确认购买。这是基本的。事实上，我们知道我们的业务有一些人不喜欢。现在你可以争论一下，有多少担忧在那里，这向监管机构提供了行动的输入。但事实是我们知道，我是指我们阅读关于我们业务的研究。

And so I think I'm just looking at my Twitter feed and look at the comments and you'll see you'll get on, you'll get a big sample size right there. So I think what we have to figure out is, is going back to the consumer is how do we perfect a process without somebody telling us that you have to do it this way. So regulation concerns me because I think that a lot of times regulation is well intended, but it's not always all encompassing of the reality.

所以我认为我只是看着我的Twitter动态和评论，你会发现，你将会得到一个很大的样本量。所以我认为我们需要弄清楚的是，回到消费者身上，我们如何完善一个过程，而不是有人告诉我们必须按照这种方式去做。所以监管让我担忧，因为我认为很多时候监管是出于好意的，但并不总是全面考虑到现实情况。

Cardiores are some of the best business men and women that I've ever met. They make tremendous investments in their business. The cash flow in this business is astounding about how much money you have to lay out in order to do just one transaction and multiply that by hundreds a month. So I think we have to be very smart, pay attention to where the regulators are, understand the regulation, but really just perfect the consumer. And so that keeps me up at night. And I guess one more, and I is just future generations. I mean, the workforce birth rates are down, as we've seen over the last several years, and the attraction to the workforce is not just from the car business. Not a lot of people go home and say, my, my dad, I'm getting in the car business and they get high five.

卡迪奥雷斯是我见过的一些最优秀的商人。他们在业务上进行了巨额投资。这个行业的现金流量令人惊讶，你必须付出多少钱才能完成一笔交易，然后再乘以每月数百次。所以我认为我们必须非常聪明，关注监管机构的所在地，了解法规，但实际上是要完善消费者。所以这让我夜不能寐。还有一个问题，那就是未来的一代。我是说，劳动力出生率下降了，正如我们在过去几年中看到的那样，吸引力不仅仅来自汽车行业。很少有人回家说，噢，我爸爸，我要进入汽车行业，然后他们被高高兴兴地击掌。

You know, not a lot of people desire to get in this business. And so I think we have to continue to rebrand ourselves to be a more desirable place, because I can tell you, I have learned more about life in this business and been afforded a unbelievable life as a result of this business. And there's so much that I think people in tough economic circumstances can learn and benefit from joining this business. We just got to make it enticing for them. And money is not the only enticement. Well, when you say that, you know what comes to mind, I know you or JM family did an investment in rock ed, who's a, you know, he's a friend of ours. And it's funny you mentioned, because I had one of my one of the topics I wanted to hit on with you, I wish you just addressed is really like the future. And you know, like attracting talent automotive and what needs to be done.

你知道，很少有人渴望进入这个行业。所以我认为我们必须继续重新塑造自己，使自己成为一个更具吸引力的地方，因为我可以告诉你，通过这个行业，我学到了更多关于生活，也因此过上了令人难以置信的生活。我认为困境中的人们可以从加入这个行业中学到很多东西，并受益。我们必须让他们觉得很吸引人。金钱并不是唯一的吸引力。嗯，当你说到这个，我知道你或者JM家庭对摇滚艺术家的投资，他是我们的朋友。很有趣你提到了，因为我想和你讨论的一个话题是未来。你知道，吸引汽车行业人才需要做些什么。

And so I think and obviously, right, I'm putting my money where my mouth is, right, I think overall changing the media landscape of auto, I believe can, you know, uplift it for consumers and dealers together, which is why everything I do is it's democratized, right? Like my stuff, I write something, it goes out to, you know, millions of people across the web, of which there is, you know, a percentage who are in our industry or involved in our industry, but there's many that are not. And it's cool because you get to kind of share that stuff transparently and, you know, make it a share, hopefully as objectively as possible to kind of bring both sides together, at least that's how I envision it. But you know, great way to wrap up the conversation, because that is actually what was going through my head. It's like, what is the next generation for automotive? What does that look like? And how do you actually, you know, help create, you know, better train, better individuals in this industry?

因此，我认为显然我言出必行，我认为整体上改变汽车媒体格局，我相信可以提升消费者和经销商的利益，这就是为什么我所做的一切都是民主化的。就像我的东西，我写的东西，可以传播到网络上的数百万人中，其中有一部分人是我们行业的一部分，但也有许多人不是。这很酷，因为你可以透明地分享这些东西，希望尽可能客观地分享，以促使双方走到一起，至少我是这样设想的。但是，你知道，这是结束对话的好方式，因为这实际上是我脑海中的想法：未来的汽车行业会是什么样子？看起来怎样？你如何实际上帮助培养这个行业更好的个体？

And I mean, that, and that, there's rocket. I mean, there's the hypothesis for rocket, right there is that rocket has, it's kind of like TikTok for training. It's got these digital capabilities that is embracing the way humans are communicating and interacting today. And let's give them that opportunity. I do. This is so much fun. I really enjoyed it. A lot of, a lot of great insight.

我是说，有那个，还有那个，就是火箭。我的意思是，对于火箭，就是有这个假设，这个火箭就像是为训练而生的TikTok。它拥有数字化的功能，符合人类今天交流和互动的方式。让我们给他们这个机会。我真的很喜欢。这很有趣。得到了很多很多有见地的看法。

I love how, and I could just tell you're like a process guy, because, and you know, it's funny, like, I feel like in certain parts in life, I'm super process driven. And other parts, it's like a mess, like me, like my brain, the way it works. But it's always funny when you're having conversation with someone. And like you are, you gave me a lot of lists, like 123. And I think, no, no, but I think the same way, it's, it's such a, it's, it's just like a way of thinking that makes things easy to understand, right? It's like, here's a thing, 123, and like, I love that.

我喜欢的是，我感觉你很注重流程，因为有时候我觉得在生活的某些时刻，我也非常注重流程。而在其他时候，可能就像一团乱，就像我，就像我的大脑，那样混乱。但是当和某人交谈时，总是觉得有趣。就像你给了我很多列表，123。我认为，不，不，但我觉得我也是同样的方式思考，这种思维方式让事情容易理解，对吧？就像，这是一个东西，123，我喜欢这种方式。

So well done on that, because you make it very easy to digest information. And I think listeners will really appreciate that. So Scott, thanks for coming on. This has been awesome. Thank you for having me. I really appreciate it. All right.

所以做得非常好，因为你让信息变得易于消化。我认为听众们会非常欣赏这一点。Scott，谢谢你的到来。这很棒。谢谢邀请我。我真的非常感激。好的。

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.

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