Leadership & ManagementCommentary & Insights

The Career Journey: Jennifer was encouraged by her high school science teacher to pursue her love of math and science with a career in engineering. When it came to applying to colleges, Jennifer was set on Michigan State, "it was the only school I applied to; I knew I wanted to go there." The  MAPConnected Vehicle Service and Warranty Lifecycle Summit 2022  is approaching. A collaborative conversation, led by some of the most brilliant minds in the industry, will be hosted by the Westin Southfield Detroit on the 25th - 26th of October. We had the opportunity to sit with Jennifer Jones, Global Lifetime Warranty Manager at Ford Motor Company. After completing her undergraduate studies and an unappealing automotive coop, Jennifer chose to return to school to become a professor in engineering. Jennifer had enjoyed tutoring during her time as an undergrad, and it seemed a natural fit, coming from a family of teachers.  Jennifer's journey, however, would reintroduce her to the automotive industry: After completing her Master's thesis, Jennifer began working on four-wheel drive systems at Chrysler but would soon join Ford Motor Company in the Glass Division. "It was interesting, and it gave me great experience. I did rotations in different manufacturing areas, with my last rotation as a Production Supervisor at the Dearborn Glass Plant." Jennifer shared Ford has "a real focus on including everyone," noting DEI was an area Ford invested in even early in her career. She went on to work in four-wheel drive systems and engine mounts in product development for trucks. After being promoted to Supervisor of her team within Powertrain, Jennifer and her team launched hydromounts in Ford truck applications, which at the time was not commonplace. Working with new technology was "fascinating and challenging," says Jennifer.  After a downturn in the market, Jennifer took on a role in Engine Service, a position that she wouldn't necessarily have considered before but a role that ended up opening her career to a new trajectory. Jennifer was the primary liaison between engine product development and the Customer Service Division, focusing on understanding engine issues and working on how to service them. "We also were working on future vehicle service, how to plan for service, and engine repairs." "After being in that role for about four years, I had a manager that had moved to Quality, and he suggested that I apply to a new position there," Jennifer shares how she began her work in her current department. At the time, the department was called Warranty Spend, and Jennifer was experienced in powertrain warranty spend from her time in Engine Service. "My experience in Product Development made me a perfect fit for that role, and subsequently, I was promoted to manager and then Global Lead."  Global Responsibility: the importance of adapting the lens through which you view the objectives Jennifer is still responsible for the metrics of warranty spend and cost as well as the global tools and processes for their delivery. One of the pillars within Ford Motor Company is to treat customers like family. "I had thought about that and realized that the name of the Department needed to reflect that value," Jennifer says. "We should be working on improving warranty for our customers," and after a few iterations, "Warranty Spend" was replaced with "Lifetime Warranty." The exciting part about this name change and how it reflects what Jennifer and her team are building, is that the primary focus is on improving the warranty experience. Jennifer stated, "Within that, there are certain aspects of controlling costs because that impacts the customer too. But, if we focus on improving quality instead of controlling warranty, we will have happier customers and lower costs." Inspiring your team to make the right decisions "One of the things I love about being part of Ford is that there is a large focus on integrity, which is experienced through company culture and leadership," says Jennifer. In addition, it's about being a part of a team that is highly dedicated to what they do "within a Company that cares about its people." Jennifer shares that a long time ago, before remote work was a point of discussion, her Manager at Ford offered for her to work from home after her maternity leave. Jennifer's daughter will be attending college this year and will be following in Jennifer's footsteps, becoming an Engineer with plans to go into the Automotive Industry.  How Technology is Impacting and Driving Change "It's such an exciting time to be in the automotive industry," says Jennifer, "as technology progresses, our ability to take care of our customers increases." For example, a few years ago, customers could use USBs for updates. This progressed to updating your vehicle through connecting to WIFI and has now progressed to over-the-air updates.  "As an industry, we have the opportunity to reorient ourselves" Product development no longer ends when the vehicle is launched. "With developments in software, your vehicle can get better over time instead of worse, and it's a real mind-shift."  The Parts Return Process "The real purpose of parts return is to help us solve quality issues," Jennifer shares as she explains what she is most excited to talk about at the upcoming Vehicle Warranty Lifecycle Summit. "The ideas I want to talk about relate to how we can receive information from the dealers to solve problems faster." Integrating new technologies, such as video and virtual reality, allows for an integrated, real-time communication channel between the dealer and the OEM. To improve quality, how can the parts return process leverage technology and, more importantly, "leverage the relationship with the dealer to help us solve problems more efficiently."  Jennifer shares that a significant focus is also "how do we make the part return process easier and more consistent for the dealer?" She is interested to hear from dealers and other OEMs in terms of best practices. As with the name change to "Lifetime Warranty," Jennifer is keen to solve problems for all stakeholders faster.  Jennifer will discuss "Reimagining The Parts Return Process" MAPConnected Vehicle Service and Warranty Lifecycle Summit   at the Westin Southfield Detroit on October 25th and 26th.  www.mapconnected.com

"They were the first to give me an opportunity because up until that point, I was homeless."  Meeting with Ed Roberts is always an experience that leaves an impact. A leader in the truest sense of the word, hearing his story allowed for a much deeper understanding of how he came to be building the Bozard Ford Lincoln brand, the team, and the culture. Understanding his journey, where it all began, gives a new perspective on Ed. His vision of the future: "Dealers have to change, and we'll probably be around for the next 100 years, but I hope we're different." The  MAPconnected Vehicle Service and Warranty Lifecycle Summit 2022  is approaching. A collaborative conversation, led by some of the most brilliant minds in the industry, will be hosted at the Westin Southfield Detroit on the 25th - 26th of October. We had the opportunity to sit with Ed Roberts, Chief Operations Officer of Bozard Ford Lincoln.   Ed was offered an opportunity as an Apprentice Technician at a Ford Dealer. He had, up until that point, relied on selling glass and other items he was collecting from dumpsters to put food on the table. "I thought they were a cool brand, but honestly, they gave me my first opportunity," Ed shares.  It wasn't long before Ed got promoted to Team Leader and then Shop Foreman, and after working for Ford Motor Company in Michigan, he ran a satellite service center. When Ed's daughter was born, he left the dealer business for a couple of years but returned to work with people and customers; "the dealer business and the automotive industry fit perfectly with who I am."  "What I love most about Fixed Ops is that I get to give that opportunity back." Bozard Ford Lincoln's hiring strategy is in harmony with their personal development philosophy, "I did not have to go hire anybody to replace me when I moved into the COO role; I just moved someone up. Our growth comes from within, and most of the positions we hire for are entry-level spots," says Ed. "It all starts with employee loyalty because then they become your brand," his understanding of people and their needs has directly impacted not only his team but also the customers they serve. "Customers feel the culture of a store, and they want to be a part of it."  A Record-Setting, Impact-driven Mindset "We typically set records four or five times a year" Ed smiles, he has been with Bozard Ford Lincoln for over ten years, and it has been a prosperous decade for Ed and the Team. "I ask myself what I did today to make an impact, and sometimes, you get caught up on things that don't have a larger impact on the Business." Ed goes on to share that "just by asking yourself that question, you are putting yourself in an impact-driven mindset, and that starts to affect everyone around you; it becomes infectious." "It's intentional" Building teams and, consequently, culture requires having all the elements and channels designed with a sense of individualism. "You need to have an understanding of who a person is to connect with them," says Ed, "not everyone wants to work in service or sales; you need to find out who they are and create a path that allows them to be the most effective in their job."  The Future of Talent and the Industry "A lot of people talk about millennials and Gen Z's negatively, but the truth is, if you allow them to chase after a career path, you will be surprised at the results," says Ed. With the future of everything being digital, Ed understands how important it is to leverage young talent. "They grew up in a digital age where they embrace technology, and if we embrace that direction, we all win." "I think the shift towards electric vehicles has given us a new opportunity to make it cool to be a technician again." "We've shifted, and there has been a digital transition to how we communicate with the manufacturers," Ed says, "regarding claims, we can get instant feedback which helps immensely." This means that the industry can improve and grow by ultimately being more effective. When you intend to make everything as seamless for the customers as possible, the cascading effect is that the employees are positively affected in every way, and the brand is elevated. So many Vendors are technology focused, trying to improve the efficiency of the automotive industry through digital transformation, "it's good to take the time, to slow down and consider what they're trying to accomplish," says Ed. The automotive industry is decades behind in technology, and according to Ed, there is something to be learned from each person and company entering the space to drive the industry forward. In the last few years, "shopping habits have changed, but unfortunately, in general, the car buying experience hasn't," says Ed.  "I believe there will be a time when autonomous vehicles fully understand our driving habits," says Ed. He smiles and speaks of a future where vehicles will fire themselves at night, be serviced, and "be waiting for you in your driveway the next morning: no downtime." Ed acknowledges that there are timelines, and lifetimes, to consider but highlights the importance of forward-thinking, incremental steps being dependent on envisioning that future.  Ed will be discussing Using Digital And Automation For Cost Effective Claims Processing To Optimize Operational Efficiencies at the  MAPconnected Vehicle Service and Warranty Lifecycle Summit  at the Westin Southfield Detroit on October 25th and 26th. www.mapconnected.com

There are two types of people in life.  Bucket dippers and bucket fillers. People that invest into others and pour their time, effort & energy into helping, fixing and developing others, are bucket fillers. The people who continue to simply take from and not give to others, are bucket dippers.  Bucket fillers typically use kind words. They are inclusive and work well together with others. They have manners and say things like, “please and thank you” and “I’m sorry”. They like to share and are generous with what they have and don’t live with expectations of reciprocity.  They ask lots of questions and actually listen to the answers without constant interruption, because they are being present and engaging. They will continue to help others, even when it is not deserved. They will push through tough times, because they see the good in others and they know they have the ability to be the light. Bucket fillers ARE the light.  They are the good energy people to whom everyone is naturally drawn.  Bucket dippers are the opposite. They are the ones who steal the light. They are the vampirical form of the worst of us. They typically have low self-esteem. They consume the energy and emotional gifts from those upon whom they prey. They are typically very selfish, lazy individuals who proudly admit to it. They can’t tell the truth easily and engage in selective omission. They are people who are constantly behaving in ways proven to be self-serving, allowing them to deceive people opportunistically. They are narcissists. Sometimes, they are gas lighters, the WORST ones. They frequently blame others and have a difficult time admitting they are wrong, not only to themselves but others as well. They are messy. They don’t share. They rarely offer to pay for things. They are takers.  You get the idea? Terrible people. Bucket dippers typically don’t have a knowing problem. They have a doing problem. It is totally controllable and correctable if you are on the wrong side of the bucket.  In the dealership world, as a manager, your job is to build up your team. Your job is to connect with and engage with all of the people on your team. It is your sole responsibility to make sure the people on your team have the right words of affirmation and quality time spent with them to feel valued and appreciated. Those managers who pump up the team and bring the positive energy to the store daily have happier, more productive members of the team.  The managers who treat their team like brown shoes, are the worst kind you can be. They are the reason that salespeople quit their jobs. They make the people on their team feel guilty for no reason. They offer nothing of value in terms of compassion or support. They make people on their team feel bad, and question everything.  Eventually the people on the team feel like they have gone crazy and after losing countless nights of sleep, they wake up one day and decide, no more.  If you want to take your team to the next level, it starts with you.   I encourage you to take the bucket filler pledge When you wake up in the morning, as part of your daily mindset routine, remind yourself that you will do your best to be a bucket filler at the dealership, at home, and everywhere you go. You will feel better about yourself, knowing you chose to do the next right thing. This will yield a lifetime filled with meaningful relationships, as opposed to running through friends, relationships and customers simply as transactions. This is what takes you from being average to becoming a polished professional.

Steve Schmith is the director of automotive industry strategy at Acxiom . He has spent nearly all of his 25 years of professional experience working in the automotive industry, including 17 years at Deloitte, wrapping up his tenure as the Global and US Automotive Marketing Leader and two years at Automotive News as the Executive Director of Custom Research and Data and host of the Daily Drive podcast. I caught up with Steve at 7am, as he has his morning coffee and is accompanied by his three Boston Terriers. The Industry of Opportunities “I had no intention of ever working in automotive. In fact, I had never even been to Detroit.” I went to journalism school, I got a degree in journalism with a minor in television and radio production. I actually started my career in economic development. What I have come to love about this industry and what outsiders sometimes don’t see is how much opportunity there is in the automotive industry. If you’re an engineer, a designer, a marketer, if you studied supply chain, I really believe that there is an unrecognized opportunity for folks who didn’t grow up in an automotive family, to create their space here. I think that when most people think about the automotive industry and dealers, they stop with the transaction; the sale of the car. The truth is, when you think about it more broadly, and you think about how people connect with all the brands in their lives, it is so much more than that.  There are so many vendors because there are so many opportunities. From selling a vehicle, to financing a vehicle, insuring, repairing, and servicing, as examples.  If you’re in the business of reconditioning vehicles, or running fleets. And none of that even begins to touch on what happens when you’re inside the vehicle, particularly as vehicle connectivity improves, matures and scales and the opportunities to connect with customers those technologies create. There are just so many opportunities for people to connect with brands and there are increasingly a lot of brands – automakers, suppliers, lenders, insurers, in-vehicle content providers, etc. – competing for that attention.  “I think a lot, I think about the industry a lot.” Clearly these are exciting and fundamentally transformative times in the automotive industry, so it helps being such a fan of the industry, a fan of the brands and the manufacturers. It’s also very fun and inspiring to be on the road and to see these beautiful machines and all the technology. You often hear people speaking about automotive brands as if it forms a part of their identity. These brands are very personal to people. They take them on family trips, they take them to work every day, they hold our families and they are where some of the most wonderful conversations happen. I just feel so lucky to be a part of the automotive industry, to work in storytelling, in strategy, to bring it all together in such a personal way. Being able to relate the personal nature of automotive and the brands in this industry helps as our team at Acxiom thinks about and strategizes how we can best deliver value to our automotive clients. An Industry in Motion “It surprised me that it took a pandemic to really drive digital retailing.” Digital retailing in our industry has been around for 20 years but there was really no catalyst to put a lot of money into it because the model was working. Coming out of the 2009-10 Great Recession, we were on a growth trajectory that did not stop for 10 years.  So, understandably, there was no reason for automakers or their franchised dealers to go “all in” and fully invest in, adopt and scale what is best-in-class digital retailing.  Then suddenly, the pandemic hit and the environment changed. We saw disruptors entering the market who did not require the in-person relationship, and they became very big competitors. It’s amazing to see how far we have come in the last two years and, yes, there is a lot of disruption and, yes, there is a lot of investment and growth but I am truly excited and think it is so wonderful to see how companies are focused on connecting with customers.  An Industry Driven by Data: The Changing Ecosystem “As we push digital, we also need to understand that we have this entire ecosystem of businesses that have historically worked within very defined industry lines. Those lines are blurring.” There are so many opportunities for different brands in the connected mobility business ecosystem to connect with people outside and increasingly inside of the vehicle. There are so many aspects of the full customer journey when you think of the entire experience. Whether they are driving the vehicle, sharing it, or riding in it. Whether they are getting it serviced or charging their EV. The once clear industry lines separating the brands engaging people as they move from one place to another are blurring more and more each day.  On the flip side, having that single view of the customer gets very hard and that is where Acxiom really plays well and creates value for our clients. That is our core competency, our ability to create a single view of the customer and help brands deliver in real-time personalized, omnichannel customer experiences based on a deep understanding of people.  If you consider the buying side, there are multiple channels where a person interested in buying a vehicle can enter the shopping funnel – an automaker website, a dealer website, a third-party website or simply walking into the showroom of a local dealer. Brands that can connect those channels and deliver a personal customer experience while doing so can be better positioned to win. Consider the finance and insurance aspect of buying a vehicle and services like extended warranties, gap insurance, or increasingly connected vehicle subscription services. They all come into play and there are just so many ways that people interact and expect those interactions to be personal. Having the ability to deeply understand consumer behavior, preferences, timing and then make it all personal, that is the challenge that the industry faces.  How do you create a consumer experience that brings all of that together, that is very personalized and that is done at scale and done in ways that are ethical and done with privacy built in? That is what we do at Acxiom.  What are you thinking about, what is next? I am really interested in how various segments of the U.S. market will adopt electrification. It is not a one-size fits all model. Acxiom has a point of view publishing in June where we will be presenting a bell curve that is essentially a view of EV adoption among people in the U.S. Not all consumers are in the same position, which means marketers require different approaches in terms of marketing; the mission is different for people wherever they fall on the adoption bell curve. People on the far right side of the curve shouldn’t be ignored today regardless if they are likely years away from buying an EV. They simply require a different message than that of people ready to buy today.   I am also thinking about the customer experience at the charging station and whether a good or bad experience may be associated with the type of charging station or the vehicle brand itself. Right now, that’s an unanswered question, but my sense is if a new adopter of EV technology has a poor charging experience, the person might equate that experience to EV technology and the brand EV they are driving and not so much the charge point provider. When you consider your in-depth understanding of consumer behavior, what do we know? We know that when it comes to autonomous technology, consumers are interested in technology that protects them from themselves. Interestingly, the paradox is that the willingness to pay for autonomy is not high. I think that presents an interesting opportunity when we consider connected solutions like infotainment and vehicle health monitoring, which, in contrast, is a faster and more near-term opportunity.  Right now, when we consider the regulations and the fact that there are somewhere between 15-16 million new vehicles entering the market in the United States annually, each one with about a 12-year life cycle, it is going to be a long time before we get to fully autonomous vehicles everywhere. The more near-term opportunity to connect with people will be through in-vehicle technology. That experience inside the vehicle, greater convenience within the vehicle, managing your calendar, your groceries, your digital communication from inside the vehicle, all of that, can happen in the vehicle right now. What I also really love about this technology is that it can be built, it can be upgraded, it can be scaled much faster than autonomous technologies can. We are going to likely see a lot more forward motion regarding what happens inside the vehicle in terms of connecting with consumers and creating experiences. Of course, the development of autonomous vehicles will continue to move forward but there are clear opportunities that are technologically rich and where the ROI and the value to shareholders is clear and scalable. “When we think of people, these are not experiences that are foreign to them. When you get an update on your phone, you don’t consider that a recall; your phone is now better because it got updated. Same should go for your vehicle. If your car is pushed an update, your engine can run more efficiently, the software inside your vehicle has been patched to provide better cyber security. Your car is better: The vehicle that I bought last year is better today. That is a very fundamental shift in how consumers view their vehicle." There were so many ideas shared in our session, so many perspectives gained. Steve is a deep thinker and it is apparent in everything he does, including the way he speaks and tells stories. His ability to seamlessly shift from technical, data driven conversations to sharing his personal views on the industry is flawless. Steve will be moderating a panel at CXAUTO2022 which will include Jeremy Beaver, the CEO of the Del Grande Dealer Group ; Richelle Estrella, Department Head – Customer Data Lab at Honda North America ; and Myles Rose, Automotive Digital Strategy Director at Acxiom . This Panel will be discussing “Harnessing the Power of CDPs to Nurture A Customer First Philosophy That Drives Profitability and Loyalty.” CDPs offer automotive brands the opportunity to build modern marketing platforms where customer identity serves as a foundation on which automakers and dealers can build strong, first-party identity solutions while also regaining control of marketing decisions related to targeting, media spend and attribution.

In the post-pandemic world, the, in some ways forced, adoption of digital has had resounding effects on the purchasing process. The pandemic created an increased sense of digital comfort amongst consumers. As consumers began to rely on digital platforms for everything from shopping for groceries, to meeting with friends, to job interviews, one of the more profound developments has been the upward surge in consumer driven research capabilities.  With access to information through digital applications more prevalent than before, the new, digitally comfortable customer, can educate themselves prior to making any form of direct engagement. This greatly impacts the playing field and changes some of the traditional metrics previously held as decisive factors when it comes to digital marketing. In preparation for his upcoming presentation at CXAUTO2022 , we met with Lewis Scott, the Director of Marketing: Digital and Field Performance, at Byrider. Along with sharing his story, Lewis gave his expert opinion on the current state of the industry, as well as what him and the team at Byrider are doing to solidify their presence (and the future of automotive) through vertical integration, redefining the customer and the full customer journey.  Growing up in Southeast Michigan, Lewis was destined to build a career in automotive. Having interned at Chrysler’s parts division, MOPAR, Lewis moved on to join Chrysler Financial once he had graduated from St Joseph’s College with a bachelor’s degree in Business Administration and Management. In 2012, Lewis and his family relocated to Indiana and, with the Byrider Headquarters situated in Carmel, it seemed like the perfect place to settle down and establish a root structure. Byrider’s in-house proprietary approval platform and in-house financing, has supported the establishment of 32 company stores and 114 franchise rooftops. Lewis has spent the last decade with the Company, moving up the ranks from an underwriter to where he is now, directing marketing for digital and field operations.  Prior to being promoted to Director, Lewis worked on the Franchising side as a Franchise Consultant, which, along with the exposure gained throughout his tenure in the industry, uniquely positioned him to understand the complex nature of consumer behavior within the automotive industry.  The Metamorphosis of the Customer The customer is educated: they want their answer online, virtually, remotely, digitally. Before they decide if they want to give you their business and buy a car from you, they want to understand if they can get approved. In the old days, circa pre-2016, customers would call your store, look at newspapers, look at automotive ads, come up on the lot, “kicking tires” so to speak, and right now, customers are comfortable with and require an experience that is digital and remote.  Our ability to build relationships and engage in experiences online has become the expectation. Customers want an experience, they want to know what you have, what you stand for; they want to know about the business. Customers now want to understand the journey upfront, what is the approval process like and before deciding on whether or not to commit, they want to understand both the pre- and post-sale experience.  Digitalists versus Traditionalists When we consider the sales methodology, I am a product of both.  My background is firmly established in the traditionalist model of sales however, it is my role to ensure that my team understands the importance of incorporating a digitalist perspective. At Byrider, this means equipping ourselves to recognize the potential embedded in a consumer through digital engagement.  A hybrid model means that, whilst we acknowledge that the traditionalist process still takes place, just later on down the line, digital is here, now. That is what we are seeing, a mixture of both approaches but a transition or shift in terms of the sequence of the engagement and process.  Although it will likely be two to five years before we see the full spectrum of digital adoption across the board, the facts remain, 85% of our engagement comes from digital, mobile specifically.  My role is really about the sales funnel, above the attributed lead or captured lead. Leads are no longer what is in our CRM, those consumers landing on the website, looking for information - by definition, that is a lead. How do we get that customer more engaged in a sales funnel? The answer comes down to overall brand engagement. We are able to engage customers through sharing knowledge of who we are and what we do.  Byrider has 32 company stores and 46 individual franchises that account for over 114 rooftops. We come from many cloths including traditional dealerships, some have been key employees from traditional or captive finance, some come from entrepreneurial backgrounds and there is success in this combination. However digital is forcing traditional to realize you can no longer come at this from a purely traditional route. Consumers want to know if they are pre-approved, can they get approved, whether they qualify for the vehicle, all before they come see you. That is a digital mindset and a digital scope. From the perspective of managing the anxiety that comes with a hybrid approach, training and development can ease the transition. Historically, we were able to deal with objections while a customer physically sat in our cubicle, we now find that we need to handle these objections from afar through telecommunication and digital channels. On the upside, those customers who are calling, are doing so because they have seen our vehicle online. Those submitting information to you, are showing deeper engagement from a consumer intent to purchase. In terms of managing the gap, Byrider has embraced web chat and by doing so, we work towards meeting the digital needs of our customers.  What we are focused on, is determining which communications with customers can be automated, what can we do to support the activities of our customers in order to make them comfortable to self-serve.  The ability to buy and get approval, the ability to finance, incorporating the reality of bad credit, new credit, no credit and facilitating real life scenarios such as job gaps, multiple jobs, non-traditional employment; these are all the things we can take into consideration. Through our in-house financing, we are the dealer, the underwriters, the service shop. All entities of our vertical integration are managed with the customer ownership experience in mind, and this is what makes Byrider different.  Our operations are uniquely set up to truly be there every step of the way and keep our customers on the road. Through these three pillars of vertical integration, sales, underwriting and service, we can support the customer at the most critical steps of their journey.  From start to end, Credit For Being You is an agile approach to an inclusive offering. The beauty of vertical integration is the agility that we can employ, we are able to consider the ability and willingness to pay which is not possible through a traditional model. We are able to consider our customers through a lens which is not afforded to them when it comes to an automated credit platform.  As Lewis and I neared the end of our conversation, we reflected on the sense of honor that came with working in a Company whose principle business operations meant that he could proactively play a role in people lives, knowing that the Team at Byrider are the reason that some families can get to work in the mornings. Themes of accessibility and the ability to approach the customer from an individualistic perspective, whilst driving business forward, is what happens when you apply agile thinking to a community driven industry.  We also got some crib notes on the “top secret ideas” that Lewis will be sharing at CXAUTO2022 . We highly recommend seeing him in person.  See more about Lewis here

“True disruption means threatening your existing product line and your past investments. Breakthrough products disrupt current lines of businesses.”  – Peter Diamandis  Please allow me to introduce myself. My name is Owen Moon, CEO of FIXED OPS DIGITAL and a new Expert Panel Contributor for Dealer Marketing Magazine. For most of my 22-year career in the automotive industry I have considered myself to be a disruptor. My career started in early 2000 when I was hired to help an automotive focused advertising agency create and sell a comprehensive sub-prime program. For the next few years, hundreds of dealerships across the country utilized our program to break into what was at the time a relatively new, but lucrative market. This program included everything from Marketing, F&I, Inventory Management, Software, Leads Handling, and even BDC Training. I would spend the first few years of my career travelling around the country helping our dealer partners implement this program into their dealership culture. Looking back, I considered this experience to be the best education anyone could’ve gotten to learn the auto industry from the inside out. A few years later I once again found myself in a unique situation as one of the early adopters of personalized database mailers. At the time using variable data fields to personalize the information for each customer was a relatively new concept. I remember when we ran our 1st “buyback” direct mail campaign and helped a dealership sell 35 new KIA’s in a weekend utilizing a target list of 2,000 previous customers. In a weekend we helped sell as many new KIA’s as they usually sold in a month! Over the next few years, we would develop and execute multiple personalized database mailer strategies for dealerships across the country!  As technology began to evolve the “next thing” again presented itself. I was introduced to a new strategy called GeoFencing. Geofencing is a real-time location-based marketing tactic that uses geolocation data to target users within an established geographic area. Then delivering ads based on where they are or in what locations they have previously visited. I moved my focus to helping dealerships execute targeted geofencing campaigns. I also spent a lot of this time speaking at conferences and 20 groups showing dealerships the power of this new type of mobile marketing. Then came 2018. The auto industry was booming! Dealerships were spending most of their marketing budgets utilizing digital strategies and the industry was full of vendors and agencies who were more than willing to help! In such a crowded vendor environment I again found myself in a situation focusing on a new concept. This time in the service department. FIXED OPS DIGITAL was born and for the first 12-18 months there was just as much educating going on as there was executing. As FIXED OPS DIGITAL started to grow, we took pride as being the industry leaders in online service marketing. As 2020 rolled around we knew that service marketing was going to continue to get more attention. We had no idea that both Covid and the new vehicle inventory shortage would only magnify this! Today FIXED OPS DIGITAL is the Premier Service Marketing & Technology Company servicing over 650 dealerships in the United States and Canada.  Are you a disruptor?! Then I applaud you. Disruptors are risk takers. Disruptors are educators. The challenge with being a disruptor is that the first couple years are usually the hardest. Trying to educate and gain dealership adoption can be tough. As a new Expert Panel Contributor for Dealer Marketing Magazine, with the opportunities and challenges today’s automotive market is facing, I look forward to bringing my years of experience being a disruptor to provide valuable insight.