Mopar Masters Guild Magazine July-August 2019

Leaders in the sale of quality FCA Mopar Parts.

July - August 2019

Also In This Issue From the Desk of MMG President Susan McDaniel....................................................... 2 Coming Soon! NADA 2020 - Mark your calendars for the Mopar Masters Guild 28th Annual Meeting .................................. 3 FCA Service & Parts Managers 20 Group Welcomes Mopar Masters ......................4-6 Several Retiring FCA Group Attendees Recognized .............................7-8 Motivating Yourself and Your Staff . 9-11 Supporting Vendors ............................ 12-13

MMG Members Attend FCA Service & Parts Managers 20 Group in the Motor City

OEConnection ............................................ 14 Snap-On Business Solutions .................... 15 PSX - Parts Sales Xcellerator ........... 16-18 Reynolds & Reynolds ................................ 19 UPS .............................................................. 20 CDK Global ................................................ 21 Autobody News .......................................... 22 Elite Extra .................................................. 23 The View from My Office.................. 24-29 AER Manufacturing ............................ 30-31 OEConnection ............................................ 32 CDK Global ................................................ 33 10 Missions Media .................................... 34 Reynolds & Reynolds ................................ 35 Katzkin Leather ......................................... 36 OEConnection ............................................ 37 Do You Have a Service Sales Department?......................................... 38-39 CIC Session Shows Need for Calibration Training, OEM Procedures ............... 40-41 2019 MMG Officers/Committees ......... 42

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July - August 2019

From the Desk of MMG President Susan McDaniel ADVERSITY Mopar Masters recently a ended our bi annual 20 Group mee ng in Detroit.

What an interes ng city with so much history...and ADVERSITY. While there, a few of us visited The Motown Museum, A.K.A. Hitsville U.S.A. As I was walking through the museum listening to the stories told by the enthusias c young women guiding our tour, it occurred to me how much ADVERSITY was conquered by Berry Gordy Jr. and all of the up and coming ar sts that he would produce in the years to come.

The business that would later be known as Motown Records was started with a loan of $800.00 in 1959 and would shape the sound of the 20th Century. Berry Gordy Jr. was a visionary who built Motown with no discrimina on against race, creed, color, and gender in a me when this was unheard of. He broke all barriers.

Our world is so different today than it was back then. We o en take for granted all of the opportuni es that are at our finger ps. Most everyone has a cell phone, car, and the ability to achieve a good educa on and work hard to become whatever they set out to be. Although, there are s ll some of the same barriers that there were in the late 1950’s they don’t compare to what those young ar sts endured to realize their dreams.

Once again, we had a stellar 20 Group mee ng hosted by our moderator Mark Beaton. As he guided us through the composite and spoke about all of the different accoun ng prac ces while poin ng out the nuances that we may miss during our busy schedules. I think that we can all agree that our wheels were turning, and we were looking at certain things in a different light. I know I was. The new up and coming parts and service managers are so fortunate to have the mentors that they have had. Good luck to them on their new journeys.

A huge THANK YOU to Ryan Maguire with FCA and his team for mee ng with us on Tuesday. Our two sides have met much ADVERSITY over the years. As we meet these new challenges that we are currently faced with, we can only become more successful as a team.

I challenge everyone to take a long look at what you are considering to be your ADVERSITIES. We just spent two days talking about barriers that we are faced with on a daily basis in our departments, dealerships and with FCA. What can we do to overcome these? We can listen, communicate, and never give up. We can remain posi ve and change the things that we can and figure out a way to work around the ones that we can’t. Most of all we should never give up.

Your President,

Susan McDaniel Susan McDaniel susan@billluke.com - 602.336.1557

Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

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Mark Your Calendars!

NADA 2020 is quickly approaching Plans for our 28th Annual Mopar Masters Guild Mee ng at NADA 2020 in Las Vegas, Nevada are well underway!

Our Hotel of choice this year is The Signature at MGM Grand, 145 East Harmon Avenue, Las Vegas, NV 89109 Use the following link to secure your reserva ons: h ps://book.passkey.com/e/49892245 Tenta ve plans so far: 

Tuesday February 11th, 2020 Arrival in Las Vegas



Wednesday February 12th, 2020 MMG Meetings



Thursday February 13th, 2020 MMG Meetings



Thursday February 13th, 2020 Mopar Masters Guild Annual Cocktail Reception at The Observation Deck at The Stratosphere



Friday February 14th, 2020 MMG Meetings

Updates will follow soon!

MAKE YOUR RESERVATIONS NOW! The exchange of information by like sized dealers in a non-competitive environment.

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July - August 2019

FCA Service & Parts Managers 20 Group Welcomes Mopar Masters Attendees in Detroit

What a fantas c mee ng for the Fall session of the Mopar Masters Guild/FCA 20 Group this past week. 29 of the top service & parts managers from all areas of the country par cipated, shared ideas and processes that have helped make their dealerships successful.

FCA Service & Parts Manager 20 Groups is a community of nearly 400 service and parts managers from all dierent sized dealerships! Being a member of this group allows you to not only learn and share informa on during our mee ngs but also to network with other managers when you are back at your dealership dealing with the everyday struggles in your ďŹ xed opera ons departments.

Our mee ng moderator, Mark Beaton, guided us through the agenda for the two-day session. We covered our Financial Composites and we worked as groups on the Financial Statement Dealership Case Studies where each table had a designated dealership service and parts area cover.

We discussed the Commitment Area from the previous FCA 20 Group Mee ng. Those a endees who had commi ed to improving a select area of their business were asked to discuss the implementa on and results of that area.

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Continued from Page 4 As we moved through the morning, we welcomed David Carroll, Program Manager from AER Sales & Manufacturing. As you all know, AER is our source for Mopar Powertrain. Mr. Carroll was joined by Ike Dougherty, Product Marke ng for Cummins Inc. Dave gave us an update on Mopar Powertrain metrics. He welcomed input from our group concerning the new updates to the Powertrain network with several ideas being offered. Mr. Dougherty spoke about Cummins products, new availability and the challenges of supply and demand.

Following our lunch break, Mr. Beaton then had us begin our “Best Prac ce” session. Those who brought ideas to the mee ng then presented them to the group. Each par cipant was allowed 5 minutes to present, followed by ques ons from the group.

Those presen ng Best Prac ces were:  Paul Allred – Stateline CDJR – Fort Mill, SC MRA Accountability  Donald Kinkle – Milosch’s Palace CDJR – Lake Orion, MI Core Tag Board  Joe Handzik – Be enhausen Motor Sales – Tinley Park, IL 2001 Return Bin – Obsolete Management  Rick Monteiro – Jack Powell CDJR – Escondido, CA PowerTrain Delivery Vehicle  Marvin Windham – Benchmark CDJR – Birmingham, AL Resolving Warehouse Misplaced Parts (Can’t Finds) Congratula ons to the First Place Winner, Marvin! Second and Third Place finishers, Paul and Joe. This concluded our first day of our group mee ng.

Later that evening we all met for a nice meal at Picano’s Italian Restaurant.

A er our meal, a few of us gathered in a small area outside the hotel for cigars and further business discussions. (The sharing of informa on NEVER stops with this group!)

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July - August 2019

Continued from Page 5 Our second day of the 20 Group was spent on finishing up our financial composites.

We then welcomed Fred Davis, Customer Experience Mopar/TSO Group Manager who went over the 2019 CX Survey and Dashboard Upgrade. This was an in-depth look at the metrics (and challenges) of attaining and maintaining CEI.

A er our lunch break, we welcomed the Execu ves from Mopar. Ryan Maguire, Mopar Sales & Product Development introduced his team from Mopar: Serjon Youkhana, Senior Manager - Collision Por olio Sales & Marke ng; Kim Mathers, Accessories Por olio; Tino Sida, Sr. Manager - Mopar Sales & Field Opera ons; Heidi Hughes, Retail Channel; Mike Farrell, Head of Product Line Management; John Tonial, Senior Manager, Mopar, Materials Planning; Brian Rogos, Senior Manager, Repair/Reman/Powertrain and Wholesale Sales at Chrysler; and Skip Olson, Sr. Manager - Sales Repor ng and Analy cs.

Ryan asked us to share our concerns and outlook towards the future and how we can improve on what we already do especially on the Customer Experience level. Our discussions included MRA’s, D2D Shortages, Ship via DDS, Concealed Damage, Be er Tracking info, Large Order Management, Sheet Metal Promos, Tires, Mopar One Funds, Accessories, Glass, Powetrain and so much more.

We spent 2 ½ hours of dialogue with the execu ves from Mopar. “Thank you” to Ryan and his team for taking the me from your busy schedules to meet with us. It’s greatly appreciated. We all move forward together to be successful as a team.

Hope to see many more Service & Parts Managers at our next FCA Service & Parts Managers 20 Group!

Submi ed by Don Cushing - Wholesale Sales - Tasca Automo ve/MMG Treasurer

Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

3 FCA 20 Group Attendees Recognized Did you ever have one of those “Aw Sh**!” moments? You know, where you plan and plan on doing something or saying something and because of some distrac on of some sort or business you forget?

Then, you feel awful about it later; I mean u erly terrible?

Well, I had that moment three mes just a few days ago. You see, while conduc ng our Mopar Masters Guild 20 Group Mee ng, I knew, I really knew, that this mee ng was Marvin Windham’s, Glenn Hojnacki’s, and Doug Price’s last 20 Group Mee ng with not only the Mopar Masters but with me. I had planned on recognizing each of these men not only for their commitment to the Guild, but what they’ve done for the 20 Groups and me personally.

How sad that I neglected to acknowledge these great friends. So, I’m going to do it here, with y’all, as Marvin would say.

Doug Price. I first met Doug online. No, not that way. It was one of my VCO classes, Service Quality Management, March 18, 2011. Doug has had three classes with me over the years and eight 20 Group mee ngs. I will never forget the one 20 Group he and Bill Davolio a ended in Philadelphia. It was December 15, 2016, the Philadelphia/Bal more 20 Group mee ng and was to be my last one for forever for FCA. He and Bill came to see me one last me for my very last mee ng. That meant a lot to me. Both Doug and Bill have been great friends and avid supporters of our 20 Groups.

Then there’s Glenn Hojnacki, and like Doug, I met him online, too. Again, not that way. Also, he was in one of my VCO classes, Pu ng Customers First, June 30, 2010.

Glenn had three classes with me over the years and seventeen 20 Group mee ngs.

The one 20 Group mee ng I appreciate the most with Glenn is the one he and Tom Saigh a ended in Grand Rapids. It was the Grand Rapids/Auburn Hills 20 Group mee ng, September 22 & 23, 2016, and was to be my last one for this Group. My hometown. Not being able to make the Mopar Masters 20 Group mee ng, both Tom and Glenn came to this mee ng to see me one last me. I cannot express what that meant to me. Glenn has been a great friend and 20 Group supporter all these years.

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Continued from Page 7

Finally, Marvin Windham. Who doesn’t like Marvin Windham? Marvin’s first class with me was DealerConnect New Features VCO, July 27, 2011. He had two classes with me and thirteen 20 Group mee ngs. The first face-to-face I had with Marvin was when y’all (no ce I threw that in here?) were in Niagara Falls, New York, August 18, 2011. That’s where I had face-to-face with many of you for the first me, including both Doug and Glenn! My story about Marvin isn’t about a 20 Group mee ng, instead a Business Center mee ng. I spoke about 20 Groups at the Orlando Business Center mee ng in October 2016. Marvin knew that this was my last year with the 20 groups.

A er the Expo was over, I met Marvin in the hallway and was invited to have a cigar and some beverages outside, by the water. We walked out together, sat down, and weren’t there 10 minutes before the person-incharge of 20 Groups from FCA came up to us. Marvin got up and asked to speak to him privately. They were gone a very long me. Some of you know what that conversa on was regarding. If not, next me we’re together, feel free to ask. Marvin was a significant cog in that machine. (As so many of you were.) I will never forget it.

I owe you, brother.

My ques on here; is it possible to be happy and yet sad at the same me? Whether you are colleagues, friends, or both, that’s what many of us are feeling for these three gentlemen. For me, I am. I wish the very best to you Doug Price, and to you Glenn Hojnacki, and to you Marvin Windham. I know the Guild will never be quite the same and without you all and definitely not our 20 Group.

Submi ed by Mark Beaton - Moderator - FCA Service & Parts Managers 20 Group

Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

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Motivating Yourself and Your Staff for Success

“There’s an old saying that goes like this: A fish s nks from the head down,” recites Rick White, president and head coach of 180Biz. A more crude version of the quote says, “a fish rots from the head down,” but the sen ment remains the same—poor leadership is the cause of a business’s demise. In this case, White is referring to mo va on, both of the owner and his or her staff. If a shop owner lacks mo va on, it will trickle down to the employees, and soon, no member of the staff will be mo vated to run a successful business.

“If the owner isn’t excited or engaged, what does the rest of the staff look like?” White says.

White has been involved in some facet of the auto industry his whole life, from dealerships to owning his own shop, to now, coaching other auto repair businesses. He has worked with hundreds of shops and regularly speaks at conferences around the country about everything that goes into running an auto repair business.

White’s “s nky fish” sen ment is also shared by 180Biz client and shop owner Erick Bock, who puts in the me and effort to mo vate himself and inspire his staff at his successful and close-knit New York business, Bock Auto.

White and Bock share their five steps for mo va ng owners and, in turn, their staff, to be er improve overall success. “What they (shop owners) are ge ng from their staff is a reflec on of what they are bringing to the table,” White says.

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July - August 2019

Continued from Page 9 Step 1: Begin small.

Leaders can become unmo vated for myriad reasons. One large contribu ng factor to an unmo vated and uninspired leader is the feeling of being overwhelmed, White says. “When there is so much to do, we shut off and disengage,” he says. It’s easy to feel overwhelmed when thinking about too many things at once and can quickly give the sense that there is no escape. By taking a step back and looking at things from a larger perspec ve, owners can begin to look at isolated factors in their business in order to re-center and re-mo vate themselves.

A good place to start in the re-mo va on process, is to do a complete brain dump, suggests White. Everything running through the mind should be wri en down and looked at from a bird’s-eye view. One factor should be isolated and focused on; start with one thing at a me. This helps with a feeling of accomplishment and pushes mo va on to con nue.

Step 2: Relocate passion.

Bock says he partakes in a daily reflec on, focusing on where he came from, and where he has gone, in order to mo vate himself. “Every once in a while, the stress load will get up, and you have to take a step back and self-reflect on what you’ve done and be grateful for it,” Bock says. “Go back to when you started your shop, to the first day you had the key and opened the door for the first day of business. That excitement—you need to get that feeling again.” Find the excitement and the fuel that burns inside of you again, Bock suggests.

“This has been a vision burned in my mind since I was 12 years old, of wan ng to own my own shop—what it smelled like, what was hanging on the wall, every detail,” Bock says.

Sharing that excitement with the team will also help to add mo va on and inspira on that can be passed down throughout the shop.

Step 3: Create engagement.

The most anyone is engaged is on their first day on the job—their head, heart, and hands are all in, White says.

“When people quit, they don’t quit all at once—they quit in stages,” he says. First to go is the heart—he or she is no longer engaged in the business’s mission and begins to stop going out of his or her way to be a member of the team.

Next to go is the head—the employee has become mentally checked out, and no longer present within his or her role.

Lastly, is the hands—he or she is now lost completely and is no longer an employee.

An issue of skill is easy to fix, White says. An issue of will is a lot of tougher. It is important to check in and assess each employee’s engagement level and dedica on.

To mo vate and engage his shop, Bock offers a team lunch to his full staff each day, where they all sit down and eat together like a family, he says.

Continued on Page 11

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Continued from Page 10 During the lunch, the team is able to check in and talk about what’s going on at the shop and men on any conflict that might be happening.

Along with full staff mee ngs, Bock tries to have a “toolbox huddle” twice per day with each team member, one in the morning and one in the a ernoon. That way, he can spend 5–10 minutes talking with them about how they are doing. In the morning, he focuses his mee ngs on their personal lives, their families or upcoming events. “There are lots of things outside the shop that can factor into their (an employee’s) mo va on level,” Bock explains. The a ernoon mee ng is more work and shop focused, he says.

Step 4: Communicate expectations.

As a part of mo va ng each member of the team, White says owners need to ask themselves how they set their standards of success. Expecta ons should not only be verbalized to the staff but more importantly, need to be all that the owner accepts, says White. Bock says he reminds his staff at least once per week how they fit into the jigsaw puzzle of the shop’s growth plan and expansion, in order to mo vate and challenge his team as a whole.

“It’s really about finding the outcome you are looking for, and sharing that with your employees,” Bock says.

“There’s a difference between a leader and a manager—the leader is providing the vision.”

Above expecta ons, is providing employees opportuni es for growth. If a team member feels as though he or she does the same thing day in and day out, he or she will ul mately lack the mo va on to excel or even stay at the shop.

It is important for owners to create opportuni es and a career path for their staff, White says. Se ng goals with employees not only challenges and mo ves them, but also encourages them to become be er.

Step 5: Celebrate achievements.

There is nothing more unmo va ng than not being appreciated for hard work and accomplishments. In order to encourage and mo vate staff, White stresses the importance of celebra ng employees for a job well done.

Too o en, technicians will say that their owner only recognizes them when a mistake is made, or something has gone wrong, White says. When the technician does something well, or even above the standard, they tend to hear nothing but crickets from their boss.

It is vital to celebrate the behaviors and results a business wants to achieve, White says. Owners have the opportunity to experience a true transforma on when they take the me to properly encourage and celebrate their staff.

An incredible consequence of encouraging team members for their accomplishments is the effect it could have on the rest of the team. Everyone wants to be appreciated and cared for, and by celebra ng specific staff members’ accomplishments, it shows other team members that they, too, could be given high recogni on.

Although, White stresses the importance of ensuring that the form of celebra on is something that truly means something to the employee, or else the employee may not feel too mo vated or inspired.

Source: www.ratchetandwrench.com - Ar cle by Nora Johnson

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Our Supporting Vendors: Support those who support you.

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July - August 2019

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Leaders in the Sale of Quality Mopar Parts

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Our Supporting Vendors: Support those who support you.

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July - August 2019

IT’S TIME TO TAKE YOUR

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July - August 2019

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July - August 2019

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July - August 2019

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July - August 2019

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July - August 2019

The View From My Office

With Kat Monteiro

Hello from America’s Finest City! If you didn’t already know, that is what they call San Diego. I have been to many great ci es, but I have to say San Diego did look pre y fine when we flew over her to land at the airport. A er we get our luggage, and get in the car to head for home, as we exit the airport and hit the overpass, the view of the bayfront with all the boats and the cityscape in the background comes into view out my window, I always think to myself that it feels good to be back home.

Our current trip took us to Detroit, Michigan. Detroit is known as The Motor City and Motown. People also call it City of Trees, City of Straits, Hitsville USA, Hockeytown and The Comeback City.

Detroit became known as The Motor City a er Henry Ford made the first Model T automobile. It is s ll the center of the auto industry in America. Another well-known nickname for Detroit is Motown. Berry Gordy started Motown Records in 1959. African American singers who recorded for the company were very popular in the 1960s and 70s, so successful that people started calling Detroit Hitsville, USA.

And anyone who loves car shows knows that Detroit is also known for the Woodward Dream Cruise.

Woodward Avenue is one of America’s most iconic roads. Woodward Avenue - A Road to the Heart and Soul of America, where in 1909 the first mile of paved road was paved. In 1919 the na on’s first 3-color traffic light appeared on Woodward Ave. The auto industry truly grew up along this 27 mile stretch of road that goes from Detroit to Pon ac. And today the Woodward Dream Cruise is the largest 1-day car show! So many cars parked on every bit of open real estate. And more driving up and down the avenue.

When you are traveling to another city for the Chrysler 20 Group mee ng for the parts and service managers you need to go in early to explore and have some fun! And that we did!

Continued on Page 25

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Continued from Page 24 Rick and I flew in on Friday so we could have Saturday and Sunday to play. I was very pleased that Marvin and Laura Windham came this me, so I had someone to explore with on Monday and Tuesday while the husbands were a ending the mee ngs, you know, that work thing. I said that sarcas cally, but I am so thankful for all the places that “work thing” has taken us, I really feel blessed and so fortunate.

And unlike many people who don’t think Detroit is worth going to, I think they are all wrong. Detroit has truly become one of my favorite places to go. There is so much to explore and find. I love it!

Saturday was filled with cars and golf. The gentlemen spent Sat and Sun golfing at the Oakland University Golf Course. This is at the John Dodge Estate. The list of golfers this year is quite impressive!

Marvin Windham, Kent Cogswell, Rick Monteiro, Alan Yancey, Tom Kellogg, Tim Quinne e from UPS, Tims sonin law Mitch, Doug Price, John Springer from Chrysler and Jim Jaeger. A good me was had by all.

Saturday Laura, Dan Hu on, and I hung out down at Village Jeep on Woodward Ave - where I want to give a big shout out to Alex, who works as a salesman there, for le ng us crash his corner of grass for the past 3 years!! I know it’s crazy, but I could just sit there and watch the cars go by all day - and that’s pre y much what I did! Don Cushing arrived early a ernoon and joined us for a part of the day. Meanwhile the guys were out on the golf course up to their own shenanigans but most of them joined us later in the day for a bite to eat.

Sunday was a day I will remember, one to put in the “good mes” memory banks. Our group of explorers consisted of Laura Windham, Don Cushing, Susan McDaniel, me, and our fearless driver Dan Hu on. We started off with breakfast at a great hometown cafe called Lukich’s Family Dining where you can get 2 eggs, potatoes, toast, sausage, bacon, and pancakes for $6.95!! It was so good. Our goal for the day was Motown. But when we got to the museum, they did not have ckets for the tour ll 3 in the a ernoon. So, we are off to explore.

On my list was Lincoln Street Art Park. It’s in an old abandoned lot where people have gone in and painted on all the fences and walls of the old buildings, and pick trash up off the road and make something out of it. I loved it!

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Continued from Page 25 I want to give kudos to Dan because a er we drove past the old busted out houses Dan wasn’t quite sure where I was taking him or if we should be there, but he stopped anyway for me, and for that I am grateful and we now have some cool pictures!

We le there and drove downtown to Tigers Stadium where we got out and walked around. We got some great pictures of the Fox Theater and the stadium.

From there I said we should go find the Iron Fist, which is a Detroit icon and it’s even in one of our Dodge commercials. The Iron Fist is 8,000 pounds and 24-feet long. It was a gi from Sports Illustrated Magazine to the city dedicated in 1986. It is a monument to boxer Joe Louis. The story is real interes ng going back to Hitler and the Nazis in 1936. A er winning a fight against Hitler’s boxer Max Schmeling in 1938, his win was considered an immense moral victory for our country in one of our darkest mes. It’s really cool, a must see.

Continued on Page 27

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Continued from Page 26

We walked the riverfront, looked over at Canada, and then had to hurry to the car as a storm rolled in.

We drove back over to the Motown Museum where we were immersed in the Motown sound! The history, the music, the ar sts that came into that building where we were standing was amazing. I could just feel the vibes of a me gone by. Looking out front of the houses that Berry Gordy used, a er hearing the stories from the tour, I could just imagine all the people hanging out on the front lawns listening to music, wai ng for their favorite singers to walk up, what a great me that must have been. Motown is considered The Sound That Changed America. With ar sts like - Diana Ross & the Supremes, Smokey Robinson & the Miracles, Stevie Wonder, the Tempta ons, the Four Tops, Marvin Gaye, Michael Jackson & the Jackson 5, the Marvele es, Martha Reeves and the Vandellas, Gladys Knight & the Pips, Lionel Richie & the Commodores and

more! Their music brought together a country that was divided racially and segregated. A fact I learned was that they didn’t put pictures of the singers on the front cover of the album because radio sta ons would not play records that had African Americans on the cover how sad is that, they were really missing out. Of course, that changed down the road a er the music became so popular. This music, the vibes, the me, brought people together, touching all people of all ages and races. It was an amazing tour. We even got to stand in the actual recording studio and did a bad version and dance of My Girl! Thanks, Susan, for the idea!

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Continued from Page 27

A er the tour we headed out to the Punch Bowl Social and met up with the golfers and Dave Carroll, our AER rep. It was so nice to have him join us. Even though him and Rick beat Susan and I twice at shueboard!

Monday morning had Susan and all the men heading to their mee ngs, while Laura and I stole Michaele Beaton away from Mark for the day and we headed out to Meadowbrook Hall to tour John Dodges widow, Ma lda Dodge Wilson, estate.

Continued on Page 29

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Continued from Page 28 I was there last year, and it was great to share such a gem with the girls. We did the house tour and the walking estate tour. It is such a beau ful place. This is a must see for sure. It was especially nice to spend the day with Michaele. All these years and we were finally able to hang out.

Tuesday was a leisure day for Laura and I. Spent some me driving and walking around some beau ful neighborhoods in the Royal Oak area. And I found a walk

by Frank Lloyd Wright house for Laura.

It was a great 5 days!

Every me we a end these mee ngs and get a chance to hang out with friends from all over the country it is a good me. I feel so fortunate to be part of something that has lasted the test of me for the last 27 years.

It’s a changing me in the Guild with people re ring and new people coming in.

If I have any advice to the people that are new to the group bring your significant other so they can make friends with the other wives.

It is always good to learn that our husbands are not the only ones that work hard and have long hours. It’s a great support system. And when we a end the mee ngs, we have a great me together exploring and connec ng. The friendships developed are the best part. Priceless.

Kat

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July - August 2019

AER AND FRED JONES

POWERTRAIN PRODUCT AND SALES TRAINING OPPORTUNITIES.

Who are the “links” in your dealership who come in contact with your customers?

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ALL training classes are designed to be motivational as well as informative! Because, what good is information if you aren’t motivated to use it!

R SALES AWARENESS – Learn how to increase ALL of your parts and service sales (not just powertrain) without increasing your expenses or costs. Covers sales opportunities and how to take advantage of them.

4–5 hours, Dealer Principal, GM and Management (Parts and Service).* R OUTSIDE SALES REP TRAINING #1 – (Power Surge) Covers basics of outside sales opportunities, including product knowledge, the competition and how to find the business. 4 hours.

R OUTSIDE SALES REP TRAINING #2 – Finding the business, overcoming objections, schedule planning and role playing. Prerequisite for this class is Outside Sales Rep Training #1. 2–3 hours.

R INSIDE SALES PERSON TRAINING #1 – Includes counter personnel (retail and wholesale), phone room, etc. Focuses on product knowledge, knowing the competition, etc. Learn the hows and whys of selling O.E. Powertrain and more. 2.5–3 hours.

R INSIDE SALES PERSON TRAINING #2 ADVANCED – This class focuses deeper on phone selling skills, role playing, handling difficult customers and more. Prerequisite for this class is Inside Sales Person Training #1. 1.5–2 hours. Can be combined with Inside Sales Person Training #1.

R SERVICE ADVISOR SALES AND PRODUCT TRAINING – Know our product, know the competition, know the hows and whys of selling O.E. Powertrain. 2–2.5 hours.

R DRIVERS, or anyone who comes into contact with customers not covered above. Average time 30–60 minutes.

KNOWLEDGE IS POWER All training classes are offered at NO COST to you or your employees and meals or snacks are provided!

Need more information or want to schedule one of these courses? Contact Bill Taylor, AER National Trainer at billtaylor@aermfg.com, your local AER or Fred Jones Powertrain Sales representative, your FCA US LLC Area Manager, your FCA US Wholesale Manager or check the box beside the courses of interest and return via email to btaylor@aermfg.com ASAP. But don’t wait. You can also call (540) 419-4882. But don’t wait long. The longer you wait the longer before you increase your sales and profits! Our classes are meant to be motivational as well as informational! * Note: It is strongly recommended that management attend the Sales Awareness course before sending any employee to any of the other courses listed.

4/16 20904 ©2016 FCA US LLC. All Rights Reserved. Chrysler, Dodge, Jeep, Ram, Mopar and SRT are registered trademarks of FCA US LLC. FIAT is a registered trademark of FCA Group Marketing S.p.A., used under license by FCA US LLC.

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July - August 2019

ARE YOU GUILTY OF CONVINCING YOURSELF OF

THESE 5 LIES ABOUT SELLING PARTS ONLINE? 1 2 3 4 5

I don’t need to sell parts online to shops.

EHH... yeah you do. 8 out of every 10 people compare prices online.

And in case you’ve been living under a rock, shops are buying aftermarket parts online daily (and have been for years).

Shops like to call dealers (and prefer it).

Not really. Do you like calling and hearing “Parts, hold please?”

We didn’t think so.

Shops are driven by price.

Not exactly. While price is a huge purchase influencer, it isn’t always the deciding factor. Shops go for QUALITY first ... followed by price.

I can’t compete with Aftermarket prices.

Talk about not believing in yourself. Yes you can! In fact, if you sell parts in RepairLink, we have 9 OEMs that have parts marketing programs that help dealers with that exact issue.

I don’t have time to sell online We are all strapped for time - no doubt about that. But there are actually solutions out there to save you time. Like RepairLink -which is basically a digital employee selling your parts 24/7, doesn’t get sick, and works for less than $1/hour.

If you’re ready to face reality, visit: go.oeconnection.com/rl5lies

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Leaders in the Sale of Quality Mopar Parts

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PRODUCTIVITY IS OUR

preoccupation.

© 2019 CDK Global, LLC / CDK Global is a registered trademark of CDK Global, LLC. 19-9615

BECAUSE WE WE’RE RE

DEALER PEOPLE.

Phil B., CDK Service Performance Manager

%X '(/ +PSFEP [I VIGSKRM^I XLEX E TVSƼXEFPI 7IVZMGI HITEVXQIRX FIKMRW [MXL TVSHYGXMZMX] %RH TVSHYGXMZMX] FIKMRW MR XLI WIVZMGI FE]W [LMGL MW [LIVI ]SYV XIGLRMGMERW FIPSRK -XƅW EPWS [LIVI SYV XSSPW EVI HIWMKRIH XS LIPT XLIQ VIQEMR XYVRMRK LSYVW WIPPMRK TEVXW ERH HIPMZIVMRK WSQI QENSV

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FOCUS ON QUALIT Y AND ALL ELSE WILL FOLLOW - IT ’S BEST TO DO EVERY THING WE ELECT TO DO REALLY, REALLY WELL - HASTE MAKES WASTE, B UT TIME LINESS IS VITAL - COMPL ACEN CY IS EVIL - OU R CUSTO M ERS ARE KING - CO -WOR KE RS ARE THE BEST COMR ADES - VENDORS HELP MAKE US SUCCESSFUL - THE ONLY AT TITUDE IS A “ CA N DO” AT TITUDE - THE DEVIL IS IN THE DETAILS - GRE AT JUST I SN ’ T GOOD EN O UGH - FO CUS ON Q UA LIT Y AND ALL ELSE WI LL FOLLOW - IT ’S BEST TO DO EVERY THING WE E L ECT TO DO R E A L LY, REALLY WELL - HASTE MAKES WASTE, B UT TIME LINESS IS VITAL - COMPL ACEN CY IS EVIL - OU R CUSTO M ERS ARE KING - CO -WOR KE RS ARE THE BEST COMR ADES - VENDORS HELP MAKE US SUCCESSFUL - THE ONLY AT TITUDE IS A “ CA N DO” AT TITUDE - THE DEVIL IS IN THE DETAILS - GRE AT JUST I SN ’ T GOOD EN O UGH - FO CUS ON Q UA LIT Y AND ALL ELSE WI LL FOLLOW - IT ’S BEST TO DO EVERY THING WE E L ECT TO DO R E A L LY, REALLY WELL - HASTE MAKES WASTE, BUT TIMELINESS IS VITAL - COMPL ACENCY IS EVIL - OUR CUSTOMERS ARE KING - CO -WORKERS ARE THE BEST COMR ADES - VENDORS

MISSION #2

HELP MAKE US S UCCESSFUL - THE ONLY AT TITUDE IS A “ CA N DO” AT TITUDE - THE DEVIL IS IN THE DETAILS - GRE AT JUST I SN ’ T GOOD EN OUGH - FO CUS O N Q UA LIT Y AND ALL ELSE WI LL FO LLOW - IT ’S B EST TO D O EVERY TH IN G WE E L ECT TO D O R E AL LY, REALLY WELL - HASTE MAKES WASTE, BUT TIMELINESS IS VITAL - COMPL ACENCY IS EVIL - OUR CUSTOMERS ARE KING - CO -WORKERS ARE THE BEST COMR ADES - VE N -

IT’s best to do everything we elect to do

DORS HELP MAKE US SUCCESSFUL - THE ONLY AT TITU DE IS A “ CA N DO” AT TITUDE - THE DEVIL IS IN THE DETAILS - GRE AT JUST ISN’ T GOOD EN OUGH - FO CUS ON Q UALIT Y AND ALL ELSE WI LL FO LLOW - IT ’S B EST TO DO EVERY THING WE EL ECT TO DO R E A L LY, REALLY WELL - HASTE MAKES WASTE, B UT TI MELI NESS IS VITAL - COMPL ACEN CY IS EVIL - OU R CUSTOM E RS ARE KING - CO -WOR KE RS ARE THE BEST COMR ADES - VENDORS HELP MAKE US SUCCESSFUL - THE ONLY AT TITUDE IS A “ CAN DO” AT TITUDE - THE DEVIL IS IN THE DETAILS - GREAT JUST ISN’T GOO D E NO UG H - FO C US ON Q UALIT Y AND ALL ELSE WIL L FOL LOW - IT ’S B EST TO D O EVERY TH IN G WE E L ECT TO D O R EALLY, REALLY WELL - HASTE MAKES WASTE, BUT TIMELINESS IS VITAL - COMPL ACENCY IS EVIL - OUR CUSTOMERS ARE KING - CO -WORKERS ARE THE BEST COMR ADES - VE NDORS HELP MAKE US SUCCESSFUL - THE ONLY AT TITUDE IS A “ CAN DO” AT TITUDE - THE DEVIL IS IN THE DETAILS - GRE AT JUST

Really well.

ISN ’T G O OD E N OUGH - FO CUS ON Q UALIT Y AND ALL ELSE WIL L FOL LOW - IT ’S BEST TO DO EVERY THING WE EL ECT TO DO R E A L LY, R E A L LY WELL - HASTE MA KES WASTE, BUT TI MELI NESS IS VITAL - COM PL ACEN CY IS EVIL - OU R CUSTO M E RS ARE KING - CO -WOR KE RS ARE THE BEST COMR ADES - VE ND ORS HELP MAKE US SUCCESSFUL - THE ONLY AT TITUDE IS A “ CA N DO” AT TITUDE - THE DEVIL IS IN THE DETAILS - G RE AT JUST IS N’T G O O D E N OUGH - FOCUS O N Q UALIT Y AND AL L ELSE WIL L FOL LOW - IT ’S BEST TO D O EVERY TH IN G WE EL ECT TO DO REALLY,, REALLY WELL - HASTE MAKES WASTE, BUT TIMELINESS IS VITAL - COMPL ACENCY IS EVIL - OUR CUSTOMERS ARE KING - CO -WORKERS ARE THE BEST COMR ADES - VENDORS HELP MAKE US SUCCESSFUL - THE ONLY AT TITUDE IS A “ CAN DO” AT TITUDE - THE DEVIL IS IN THE DETAILS - GREAT JUST ISN’T GOOD ENOUGH FOCUS ON QUALIT Y AND ALL ELSE WILL

E ATO R DO E EVERY 1 0 THING M I SWE S ELECT I O NTO S DO MREALLY, EDIA .

FOLLOW - ITW ’S BEST REALLY WELL - HASTE MAKES WASTE, BUT TIMELINESS IS VITAL - COMPL ACENCY IS EVIL - OUR CUSTOMERS ARE KING - CO -WOR KE RS ARE THE BEST COMR ADES - VEN DO RS HELP MAKE US SUCCESSFUL - THE ONLY AT TITUDE IS A “ CAN DO” AT TITUDE 08.19

FENDERBENDER.COM / AUGUST 2019

- THE DEVIL IS IN THE

STRATEGIES & INSPIRATION FOR AUTO CARE SUCCESS

SALES+MARKETING:

5 STEPS ST TO BETTER OUTSIDE SALES VISITS OUTSID

GOOD E N OUGH - FOCU

STOKES:

RETHINK FLAT RATE MISCONCEPTIONS PAG E 9 8

PAGE 85

TECH+TOOLS:

AL L E LSE WILL FOL LOW

Strategies & Inspiration Inspir p ira iration ratio ration rati rrat ation at atio t iio tio on o n for Collision Repair epairr Success Succe S Succes Su Suc ucc uccess u uc c cces ce ess es s ss s

STOP OVERSPENDING ON LOANER VEHICLES

HOW TO FIND YOUR PERFECT WELDER PE PAGE 67

PAG E 61

BEST TO DO EVERYTHING WE

MENTALITY SSHIFT HIF T

TURN AROUND NEGATIVE ONLINE REVIEWS PAGE 78

Face of the Franchise Pennsylvania shop owner Daniel Johnson has built a solid reputation in his area by focusing on face time with both clients and community leaders.

The key to embracing your role as a leader

Feed Your Curiosity After expanding his shop, Al Oramas wanted to ensure he knew exactly from where his customers came. That’s why he implemented a lost customer report.

YOUR GUIDE TO BUYING AND SELLING DIAGNOSTICS PAG E 4 4

Own Your

PAGE 94

Market MIDWEST

YOUR GUIDE TO MANAGING MILLENNIALS PAGE 46

HOW TO WIN BACK LOST CUSTOMERS—AND ENSURE THEIR RETENTION PAG E 5 0

FENDERBENDER.COM/GROWPARTS

RATCHETANDWRENCH.COM/GROWPARTS

Reach local collision repair shop operators.

Reach local auto care shop operators.

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Leaders in the Sale of Quality Mopar Parts

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E X PER IENCE PERS ON A L I ZED C OMMUNICAT ION

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Transforming the way consumers experience your dealership.

We booking an additional We’re 87 appointments per month thanks to Reynolds Integrated Telephone System.

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reyrey.com/telephone | 888.781.3020 Š 2019 The Reynolds and Reynolds Company. All rights reserved. 1008908 8/19

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July - August 2019

Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

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WHY REINVENT

THE WHEEL?

Reverse-engineered Aftermarket parts often don’t fit correctly – making your repairs take longer. CollisionLink connects you to OE parts – no reinvention required.

With CollisionLink you get: • The largest dealer network across all OEMs • Discounts through 27 part programs for 21 automakers • Efficient workflow system to streamline your parts order process • Comprehensive VIN build vehicle data for part ordering accuracy • No cost for you to enroll Call: 234.400.1552 Visit: OEConnection.com/mmg

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July - August 2019

Do You Have a Service Sales Department?

You can’t really depend on your vehicle sales department to make a huge profit anymore.

Vehicle shoppers are not as easy to find and a ract as they used to be because there are more dealers, more franchises, more models and overall more choices than ever before. The result is less traffic in your showroom and more spending on vehicle sales adver sing just to put the warm bodies in front of your sales team.

Add in the fact that new car grosses are down to nearly nothing and good used cars are ge ng harder to find and you quickly see a glimpse of your future and the fact is – it isn’t very pre y.

But don’t slit your wrists yet. There is hope and it can be an awesome and very profitable salvaon. The answer to all of your problems (and this isn’t rocket science), lies in your fixed operaons departments. Right there under your nose is a department with the most profit poten al, most room for growth and most gross and net per dollar sold – and you walk past it every day!

Here’s the problem. For some reason most dealers don’t want to get involved in their service department.

They know how much they count on and need a successful service opera on…but they s ll don’t do anything to support the cause. Successful dealers in today’s market have got to change the way they think about service if they want to succeed. They have got to realize that the key to success in service is the same as it is in their vehicle sales department – sales! They have to start selling service just like they sell cars – crea ng opportunies with adver sing and maximizing them with sales techniques.

Service managers and advisors (or service salespeople, as I like to call them) have got to start thinking more like salespeople if they expect to win this game. They have to be willing to get aggressive and compe ve with service offers and they have got to realize that as salespeople, you have to nego ate to get the deal somemes. They have to start really selling service and they have to push res if they want to keep their customers from going elsewhere. We’re star ng to see that product quality is causing both warranty and customer pay repair work to decline. Maintenance intervals are stretched, which results in less service visits and the compeon is on every street corner going a er your customers. You need to start running your service department like a service sales department and you need to do it now.

Start here. Hold a weekly Service Sales Mee ng with your Service Manager and Service Sales People. Most stores probably have a vehicle sales mee ng at least once each week (if not every single day). They are important. They get the sales team pumped up. They get excited, and managers show them how to sell more cars, how to prospect and how to close more deals, right? Dealers and general managers at stores all over the country do this because, quite simply, they know it works.

Most vehicle salespeople sell 8-15 cars per month.

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Continued from Page 38 They probably hold about a 20-25% closing ra o which means they need to see about 50-75 ups or prospec ve customers each month. Compare these numbers to your service salespeople. They come in contact with that many people in just 2 or 3 days, usually wri ng up about 400-500 customers each month. Wow! Face it, your service department is a gold mine of opportunity. It is a necessary profit center for your store, and it is a key element of the customer rela onship and reten on process that eventually brings your loyal service customers back for future vehicle purchases. So my ques on is why don’t you go back there right now and have a good old fashioned pump up, rock and roll, hand out some money & get excited service sales mee ng just like you do in your vehicle sales department. Set up a special day and me each week that is your service sales mee ng day. Always bring good informa on to the table like how to iden fy and overcome objec ons, how to answer the phone to get more people in and how to assume the sale. Show them how to maximize opportuni es. And don’t stop there. Put up a tracking board to track individual and departmental performance.

Track customer pay effec ve labor rate, hours per RO, number of menus sold and missed opportuni es. Have them post their numbers daily and watch the improvement that takes place almost automa cally. You do this and it works in your vehicle sales department…now do it in your service sales department.

And don’t fall for this one. When I talk to a lot of dealers and general managers about this they try to use the lame excuse that they don’t really know that much about service. They say their area of exper se is in sales – Car Sales. I say this all the same… They are selling service and you are up front selling cars. It is all just selling. They need your guidance on how to sell and how to increase their closing ra os, and you know how to do it. They need to know that you have sales expecta ons, focused goals and that you require them to sell. They need to know that you are involved and that just taking orders…is not enough. They are paid on commission just like everyone else in your store and would no doubt appreciate you helping them make more money and remember it all goes to your bo om line. Remember, they come in contact with 400-500 of your customers each month! Turn off the auto-pilot and get involved in your service department sales star ng now!

Randy Johnson is the Founder and President of Car People Marke ng.

Before opening Car People Marke ng in 2001, Randy grew up in the independent repair business in West Virginia before eventually becoming the Corporate Fixed-Opera ons Director over 17 dealerships in Florida. Today, he is a highly sought-a er keynote speaker for leading service and parts events across the country and recognized as an automo ve industry thought-leader. Randy is passionate about helping dealership service departments thrive and is deeply commi ed to the products his company offers. Randy’s real-world and direct approach coupled with his grit drives our success and the success of our clients.

Randy Johnson - Founder & President

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CIC session shows need for calibration training, OEM procedures Collision repairers should get on top of calibraon by reviewing OEM procedures and obtaining sufficient training, based on a joint Collision Industry Conference Emerging Technologies and Insurer-Repairer Rela ons Commi ee session July 25.

Emerging Technologies Chairman Jack Rozint (Mitchell) noted scanning seemed to sneak up on the industry, and the thought behind the joint session was “‘Maybe we get ahead of this issue.’”

Rozint defined some of the various types of calibra on poten ally required in a collision repair.

Less involved calibra ons involved components like seat weight sensors and steering angle sensors — they can be done in-house with a good scan tool and technician, he said. (You might need weights for the seat sensor, but you get the idea.)

Advanced driver assistance systems can require more effort and equipment. A sta c calibra on keys off of targets, while a dynamic calibra on involves the vehicle being driven with a scan tool a ached to the car, he said.

Rozint noted recent BodyShop Business survey results found 52 percent of shops hadn’t received any diagnosc training within the past year — but 98 percent of shops were doing calibra ons. (Granted, the study also found only 48 percent of shops were doing the work in-house.) He said that if no one at a shop has trained within the past year on a subject like that, “you aren’t current.”

Rozint pointed to the state of vehicle technology, such as 360-degree real- me monitoring using Doppler radar and cameras or infrared systems tracking body heat and requiring a 98.6 Fahrenheit device mounted on a pole to calibrate. He said if a shop thought it was posi oned for target calibra ons, “welcome to what’s coming” in the next two years. A repairer might want to start training, he said.

He noted that even a shop who outsourced calibra on might s ll need training to iden fy when calibra on is required and evaluate the qualifica ons of subcontractors.

Insurer-Repairer Rela ons Co-Chairman Ma hew McDonnell (Big Sky Collision) said we tend to think of its recalibra on as an “‘if’” based on factors like an airbag deploying or a hard hit. But Ford actually calls for a dynamic calibra on of a 2017 Ford F-150 following changes like a re size change or a windshield replacement, he said. The vehicle needs to be driven 10 minutes at 40 mph with a scan tool hooked to the car, he said. The vehicle will ul mately tell the scan tool “‘and now I’m good,’” McDonnell said.

“This is something I wasn’t doing five years ago,” McDonnell said. But this kind of data has been available for a decade, he said.

Continued on Page 41

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Continued from Page 40 Eric Newell, director of field opera ons for asTech and a panelist July 25, said it was “pre y simple” to know when calibra on would be needed: any me a module is manipulated outside of factory specifica ons. (Obviously, this is a rule of thumb — you must s ll check the OEM procedures.)

This could happen under a variety of circumstances, including an R&I, R&R, an adjustment or damage, Newell said. A misaligned or uncalibrated component will not always trigger a dash light, nor will it always register during a pre-repair or post-repair scan, he said.

Only the OEM procedures will truly tell you if a calibra on is necessary, Newell said. As he described it, a shop should think cri cally: Was the module manipulated? Then the repair procedures should be checked regarding calibra on needs.

He recalled visi ng a shop which handled calibra ons in-house. A representa ve said that he had repaired “‘a million Toyotas’” and didn’t pull procedures.

But repair procedures “change daily” and the most up-to-date version is necessary, he said.

Besides build data obtained from an OEM scan tool, repairers also can get a sense of necessary calibra on by looking for telltale indicators during a walkaround, according to Newell.

For example, take a BMW with a camera a ached to the bumper, he said. Your quick one-hour bumper repair would trigger a recalibra on, for you’ve manipulated the system.

Newell called glass something that’s “missed quite o en.” A repairer will R&I the glass for a repair to the body and forget to recalibrate the camera behind the component.

Mirrors can have technology embedded within; Newell’s presenta on illustrated. He recalled a repairer who told him he removed such a mirror — but “‘I didn’t unplug it.’”

It doesn’t ma er, Newell told the CIC audience. The shop s ll manipulated the mirror outside of OEM specs, which could mean it s ll needs recalibra on.

Newell said Honda repair procedures suggest a front radar recalibra on if a vehicle receives a four-wheel alignment.

AirPro opera ons and technology Senior Vice President Chuck Olsen said a repairer also must be familiar enough with a system to properly document it.

“There are so many systems” and OEM descrip ons of those ADAS systems, Olsen said. He said that while a repairer must understand the en re system, their shop (or sublet facility) is actually calibra ng components within the system.

He said shops should document “‘what did I do?’” with this in mind: Was blind spot monitoring recalibrated — or was it a blind spot sensor?

The customer might know the name of the system and what it does, but you as the repair professional should be able to document it on a technical basis, he said. The shop would state that a par cular sensor was replaced, the service informa on was reviewed, and the relevant calibra on was done.

Source: www.RepairerDrivenNews.com

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July - August 2019

2019 2 01 9 M o opar p ar M ast aster er s G Gui ui ld O ffii cer s & Com Off Committee m i t t eess Vendor Commi ees

Officers: President - Susan McDaniel - Bill Luke CJD – Phoenix, AZ Vice President - Joe McBeth - Dallas DCJ – Dallas, TX Secretary - Mike Opperman - Baxter CJD - Omaha, NE Treasurer - Don Cushing - Tasca Automo ve Group - Johnston, RI

Execu ve Commi ee - All Officers Including: Dan Hu on - Tom O’Brien DCJR - Greenwood, IN Marvin Windham - Benchmark CJD – Birmingham, AL Alan Yancey - Hayes CDJ - Alto, GA Rick Monteiro - Jack Powell CJD – Escondido, CA Rick Cutaia - Rick Hendrick DCJR – Charleston, SC Paul Allred - Stateline CJD – Fort Mill, SC Gerry Oakes - Baxter CJD - Omaha, NE Glenn Hojnacki - Milosch’s Palace CJDR – Lake Orion, MI Cody Eckhardt - Larry Miller DCJR - Sandy, UT

Guild Commi ees:

CDK Global Mike Opperman - Baxter CJD - Omaha, NE - (Chair) Dan Hu on - Tom O’Brien DCJR - Greenwood, IN Paul Allred - Stateline CJD – Fort Mill, SC Joe McBeth - Dallas DCJ – Dallas, TX

Reynolds & Reynolds Rick Cutaia - Rick Hendrick DCJR – Charleston, SC (Chair) Randy Rogers - Huffines CJDR - Plano, TX Kent Cogswell - Jack Phelan CDJR - Countryside. IL Alan Yancey - Hayes CDJ - Alto, GA Marvin Windham - Benchmark CJD – Birmingham, AL (Alt)

OEConnec on & Snap On Business Solu ons

Finance Commi ee

Dan Hu on - Tom O’Brien CJD – Greenwood, IN (Chair) Paul Allred - Stateline CJD – Fort Mill, SC Susan McDaniel - Bill Luke CJD – Phoenix, AZ Cody Eckhardt - Larry Miller DCJR - Sandy, UT Don Cushing - Tasca Automo ve Group - Johnston, RI

Susan McDaniel - Bill Luke CJD – Phoenix, AZ Don Cushing - Tasca Automo ve Group - Johnston, RI Rick Cutaia - Rick Hendrick DCJR – Charleston, SC

UPS

Nada 2020 Planning Jill Vance - Avenue Event Group, LLC

Newsle er/Website/Social Media Don Cushing - Tasca Automo ve Group - Johnston, RI

Paul Allred - Stateline CJD – Fort Mill, SC (Chair) Rick Cutaia - Rick Hendrick DCJR – Charleston, SC Rick Stewart - Commonwealth DR - Louisville, KY

AER Robert Chatwin - Larry Miller DCJR - Sandy, UT (Chair) Glenn Hojnacki - Milosch’s Palace CJD – Lake Orion, MI Josh Gouldsmith - Gladstone DCJ - Gladstone, MO Shane Birdyshaw - Benchmark CDJR - Birmingham, AL Jim Jaeger - Bosak Motors - Merrillville, IN (ALT)

Vendor Chairmen Paul Allred - Stateline CJD - Fort Mill, SC Mike Opperman - Baxter CJD - Omaha, NE

The exchange of information by like size dealers in a non-competitive environment

Mopar Masters Guild Magazine