Mopar Masters Guild Magazine May - June 2020

Leaders in the sale of quality FCA Mopar Parts.

May - June 2020

Also In This Issue From the Desk of MMG President Susan McDaniel ........................................... 2 Reimagining the office and work life after COVID-19 ........................................3-7 Looters Raid FCA Dealership ...............7-8 How to avoid putting your loan forgiveness at risk ....................................... 9 Supporting Vendors ............................ 10-11 5 Ways to Be a Service Rock Star! ... 12-13 UPS .............................................................. 14 Reynolds & Reynolds ................................ 15 Wholesale Parts Pro/NiTS Solutions... 16 Snap-On Business Solutions .................... 17 Autobody News .......................................... 18 CDK Global ................................................ 19 Elite Extra .................................................. 20 CDK Global ................................................ 21 AER Manufacturing ............................ 22-23 Reynolds & Reynolds ................................ 24 PSX - Parts Sales Xcellerator ................. 25 The View from My Office.................. 26-27 Detriot 3 Execs Commit to Action Against Racism, Discrimination ..................... 28-29 Crisis Exposes Agility Gap in Supply Chain Strategy ........................ 30-31 Shops Share More Ideas on How to Get Work in the Door ........................ 31-32 PartsTrader Says No Data Ever Given to Vehicle History Companies32-33 10 Missions Media .............................. 34-35 OEConnection ...................................... 36-37 Elite Extra .................................................. 38 OEConnection ............................................ 39 Katzkin Leather ................................... 40-42 Elite Extra .................................................. 43 Tesla to Unveil ‘Million Mile’ Battery ................................................... 44-45 MMG Officers/Committees ................... 46

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May - June 2020

From the Desk of MMG President Susan McDaniel Perception Hello Everyone!

I hope you are all safe and well. Most of us are se ling in to our new “normal” and it is truly uncharted territory.

The tensions seem to be quite high with our families, employees, customers and the world in general as we strive to find a happy medium. People have lost loved ones, jobs, income, their security and are grasping to hold on to their sanity.

It seems like no ma er what we do in our dealerships to make employees and customers safe and feel more comfortable it is never enough. We can clean and sani ze all day long but the one me someone doesn’t “see us”, we are not doing enough.

As important as cleanliness is right now, PERCEPTION seems to be just as important.

Our current PERCEPTION of the world and the situa on we are all in can be one of doom and gloom but if we choose it can also be one of hope and the beginning of welcome changes.

We have all heard so many sad stories of failing health, loss of life, jobs, and income but there are so many good stories to be heard as well…Car manufacturers and large companies pulling together to help feed hungry children, make ven la on masks for the ill and our health care workers, neighbors helping out each other with money, food and supplies. Many are volunteering at food banks and fire sta ons. Many of us are simply listening and lending an ear to those who are frustrated and just need someone to vent to. Many of us have reconnected with old friends and family members and have become much be er with communica on through face me, phone calls and tex ng.

Never again will we take for granted those Sunday a ernoon get-togethers, weekend trips, dinners out a er a long hard week. Never, never again will we take for granted that hug, hand shake or fist bump.

Whether we realize or not, our PERCEPTION has changed in one way or another.

Un l We Meet Again,

Susan McDaniel Susan McDaniel susan@billluke.com - 602.336.1557

Life is based on percep on Percep on is based on opinion Opinion is based on thought Thought comes from the mind Change your mind and change your life Change your percep on of things and you will change your reality

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The pandemic has forced the adop on of new ways of working. Organiza ons must reimagine their work and the role of offices in crea ng safe, produc ve, and enjoyable jobs and lives for employees.

COVID-19 has brought unprecedented human and humanitarian challenges. Many companies around the world have risen to the occasion, ac ng swi ly to safeguard employees and migrate to a new way of working that even the most extreme business-con nuity plans hadn’t envisioned. Across industries, leaders will use the lessons from this large-scale work-from-home experiment to reimagine how work is done—and what role offices should play—in crea ve and bold ways.

Changing a tudes on the role of the office Before the pandemic, the conven onal wisdom had been that offices were cri cal to produc vity, culture, and winning the war for talent. Companies competed intensely for prime office space in major urban centers around the world, and many focused on solu ons that were seen to promote collabora on. Densifica on, open-office designs, hoteling, and co-working were the ba le cries.

But es mates suggest that early this April, 62 percent of employed Americans worked at home during the crisis,1 compared with about 25 percent a couple of years ago. During the pandemic, many people have been surprised by how quickly and effec vely technologies for videoconferencing and other forms of digital collabora on were adopted. For many, the results have been be er than imagined.

According to McKinsey research, 80 percent of people ques oned report that they enjoy working from home.

Forty-one percent say that they are more produc ve than they had been before and 28 percent that they are as produc ve. Many employees liberated from long commutes and travel have found more produc ve ways to spend that me, enjoyed greater flexibility in balancing their personal and professional lives, and decided that they prefer to work from home rather than the office. Many organiza ons think they can access new pools of talent with fewer loca onal constraints, adopt innova ve processes to boost produc vity, create an even stronger culture, and significantly reduce real-estate costs.

These same organiza ons are looking ahead to the reopening and its challenges. Before a vaccine is available, the office experience probably won’t remain as it was before the pandemic. Many companies will require employees to wear masks at all mes, redesign spaces to ensure physical distancing, and restrict movement in congested areas (for instance, elevator banks and pantries). As a result, even a er the reopening, a tudes toward offices will probably con nue to evolve.

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Continued from Page 3 But is it possible that the sa sfac on and produc vity people experience working from homes is the product of the social capital built up through countless hours of water-cooler conversa ons, mee ngs, and social engagements before the onset of the crisis? Will corporate cultures and communi es erode over me without physical interac on? Will planned and unplanned moments of collabora on become impaired? Will there be less mentorship and talent development? Has working from home succeeded only because it is viewed as temporary, not permanent?

The reality is that both sides of the argument are probably right. Every organiza on and culture is different, and so are the circumstances of every individual employee. Many have enjoyed this new experience; others are fa gued by it. Some mes, the same people have experienced different emo ons and levels of happiness or unhappiness at different mes. The produc vity of the employees who do many kinds of jobs has increased; for others it has declined. Many forms of virtual collabora on are working well; others are not. Some people are ge ng mentorship and par cipa ng in casual, unplanned, and important conversa ons with colleagues; others are missing out.

Four steps to reimagine work and workplaces Leading organiza ons will boldly ques on long-held assump ons about how work should be done and the role of the office. There is no one-size-fits-all solu on. The answer, different for every organiza on, will be based on what talent is needed, which roles are most important, how much collabora on is necessary for excellence, and where offices are located today, among other factors. Even within an organiza on, the answer could look different across geographies, businesses, and func ons, so the exercise of determining what will be needed in the future must be a team sport across real estate, human resources, technology, and the business. Tough choices will come up and a leader must be empowered to drive the effort across individual func ons and businesses. Permanent change will also require excep onal change-management skills and constant pivots based on how well the effort is working over me.

We recommend that organiza ons take the following steps to reimagine how work is done and what the future role of the office will be.

1. Reconstruct how work is done During the lockdowns, organiza ons have necessarily adapted to go on collabora ng and to ensure that the most important processes could be carried on remotely. Most have simply transplanted exis ng processes to remote work contexts, imita ng what had been done before the pandemic. This has worked well for some organiza ons and processes, but not for others.

Organiza ons should iden fy the most important processes for each major business, geography, and funcon, and re-envision them completely, o en with involvement by employees. This effort should examine their professional-development journeys (for instance, being physically present in the office at the start and working remotely later) and the different stages of projects (such as being physically co-located for ini al planning and working remotely for execu on).

Previously, for example, organiza ons may have generated ideas by convening a mee ng, brainstorming on a physical or digital whiteboard, and assigning someone to refine the resul ng ideas. A new process may include a period of asynchronous brainstorming on a digital channel and incorpora ng ideas from across the organizaon, followed by a mul -hour period of debate and refinement on an open videoconference.

Continued on Page 5

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Continued from Page 4 Organiza ons should also reflect on their values and culture and on the interac ons, prac ces, and rituals that promote that culture. A company that focuses on developing talent, for example, should ask whether the small moments of mentorship that happen in an office can con nue spontaneously in a digital world.

Other prac ces could be reconstructed and strengthened so that the organiza on creates and sustains the community and culture it seeks.

For both processes and cultural prac ces, it is all too temp ng to revert to what was in place before the pandemic. To resist this tempta on, organiza ons could start by assuming that processes will be reconstructed digitally and put the burden of proof on those who argue for a return to purely physical pre–COVID-19 legacy processes. Reimagining and reconstruc ng processes and prac ces will serve as a founda on of an improved opera ng model that leverages the best of both in-person and remote work.

2. Decide ‘people to work’ or ‘work to people’ In the past couple of years, the compe on for talent has been fiercer than ever. At the same me, some groups of talent are less willing to relocate to their employers’ loca ons than they had been in the past. As organiza ons reconstruct how they work and iden fy what can be done remotely, they can make decisions about which roles must be carried out in person, and to what degree. Roles can be reclassified into employee segments by considering the value that remote working could deliver: fully remote (net posi ve value-crea ng outcome) hybrid remote (net neutral outcome) hybrid remote by excep on (net nega ve outcome but can be done remotely if needed) on site (not eligible for remote work) For the roles in the first two categories, upskilling is cri cal, but talent sourcing may become easier, since the pool of available talent could have fewer geographical constraints. In fact, talented people could live in the ci es of their choice, which may have a lower cost of living and proximity to people and places they love, while they s ll work for leading organiza ons. A monthly trip to headquarters or a mee ng with colleagues at a shared des na on may suffice. This approach could be a winning proposi on for both employers and employees, with profound effects on the quality of talent an organiza on can access and the cost of that talent.

3. Redesign the workplace to support organiza onal priori es We all have ideas about what a typical office looks and feels like: a mixture of private offices and cubicles, with mee ng rooms, pantries, and shared ameni es. Few offices have been inten onally designed to support specific organiza onal priori es. Although offices have changed in some ways during the past decade, they may need to be en rely rethought and transformed for a post–COVID-19 world.

Organiza ons could create workspaces specifically designed to support the kinds of interac ons that cannot happen remotely. If the primary purpose of an organiza on’s space is to accommodate specific moments of collabora on rather than individual work, for example, should 80 percent of the office be devoted to collabora on rooms? Should organiza ons ask all employees who work in cubicles, and rarely have to a end group mee ngs, to work from homes?

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Continued from Page 5 If office space is needed only for those who cannot do so, are working spaces close to where employees live a be er solu on?

In the office of the future, technology will play a central role in enabling employees to return to office buildings and to work safely before a vaccine becomes widely available. Organiza ons will need to manage which employees can come to the office, when they can enter and take their places, how o en the office is cleaned, whether the airflow is sufficient, and if they are remaining sufficiently far apart as they move through the space.

To maintain produc vity, collabora on, and learning and to preserve the corporate culture, the boundaries between being physically in the office and out of the office must collapse. In-office videoconferencing can no longer involve a group of people staring at one another around a table while others watch from a screen on the side, without being able to par cipate effec vely. Always-on videoconferencing, seamless in-person and remote collabora on spaces (such as virtual whiteboards), and asynchronous collabora on and working models will quickly shi from futuris c ideas to standard prac ce.

4. Resize the footprint crea vely A transforma onal approach to reinven ng offices will be necessary. Instead of adjus ng the exis ng footprint incrementally, companies should take a fresh look at how much and where space is required and how it fosters desired outcomes for collabora on, produc vity, culture, and the work experience. That kind of approach will also involve ques oning where offices should be located. Some companies will con nue to have them in big ci es, which many regard as essen al to a ract young talent and create a sense of connec on and energy.

Others may abandon big-city headquarters for suburban campuses.

In any case, the coming transforma on will use a por olio of space solu ons: owned space, standard leases, flexible leases, flex space, co-working space, and remote work. Before the crisis, flexible space solu ons held about 3 percent of the US office market. Their share had been growing at 25 percent annually for the past five years, so flexibility was already in the works. McKinsey research indicates that office-space decision makers expect the percentage of me worked in main and satellite offices to decline by 12 and 9 percent, respec vely, while flex office space will hold approximately constant and work from home will increase to 27 percent of work me, from 20 percent.2 These changes may not only improve how work is done but also lead to savings. Rent, capital costs, facili es opera ons, maintenance, and management make real estate the largest cost category outside of compensaon for many organiza ons. In our experience, it o en amounts to 10 to 20 percent of total personnel-driven expenditures. While some organiza ons have reduced these costs by thinking through footprints—taking advantage of alterna ve workplace strategies and reviewing approaches to managing space—many corporate leaders have treated them largely as a given. In a post–COVID-19 world, the poten al to reduce real-estate costs could be significant. Simply ge ng market-comparable lease rates and nego a ng compe ve facili esmanagement contracts will not be enough. Real-estate groups should collaborate with the business and HR to redo the footprint en rely and develop fit-for-purpose space designs quickly—in some cases, by crea ng win– win approaches with landlords.

The value at stake is significant. Over me, some organiza ons could reduce their real-estate costs by 30 percent. Those that shi to a fully virtual model could almost eliminate them.

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Continued from Page 7 Both could also increase their organiza onal resilience and reduce their level of risk by having employees work in many different loca ons.

Now is the me As employers around the world experiment with bringing their employees back to offices, the leadership must act now to ensure that when they return, workplaces are both produc ve and safe.

Organiza ons must also use this moment to break from the iner a of the past by dispensing with subop mal old habits and systems. A well-planned return to offices can use this moment to reinvent their role and create a be er experience for talent, improve collabora on and produc vity, and reduce costs. That kind of change will require transforma onal thinking grounded in facts. Ul mately, the aim of this reinven on will be what good companies have always wanted: a safe environment where people can enjoy their work, collaborate with their colleagues, and achieve the objec ves of their organiza ons.

Source: www.McKinsey.com Ar cle By: Brodie Boland, Aaron De Smet, Rob Palter, and Aditya Sanghvi

Looters Raid FCA Dealership in Driving Off With Hellcats, Burn AMG GT In Mercedes Showroom Chaos erupted across the Bay Area in California over the weekend as civil unrest over the death of George Floyd, a black man who was killed in police custody in Minneapolis on May 25, turned into widespread looting.

In San Leandro, one of the largest suburban towns in Alameda County, rioters ransacked an FCA dealership, with videos posted on social media showing individuals doing burnouts and driving off with a number of vehicles, including at least two Dodge Challenger Hellcats, a Dodge Charger Widebody and a Jeep Grand Cherokee.

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Continued from Page 7 The dealership in ques on is the San Leandro Chrysler Dodge Jeep RAM SRT located on Marina Boulevard.

While some videos shared on Instagram show looters driving off the dealer parking lot and onto an adjacent road, it’s not known at this point if the Dodge and Jeep vehicles were stolen purely for a quick joyride only to be abandoned later on the road, or if they will be broken down for parts.

Aerial footage from an NBC Bay Area chopper that looks to have been shot a er the rioters dispersed shows the destruc on le behind, with several broken windows in the showroom and damaged vehicles on the parking lot.

In another instance in the Bay Area, someone allegedly even went as far as to steal a police horse---or at least that’s what the Instagram user claimed.

Following the unrest across the area, the Alameda County Sheriff ’s Office issued an advisory the night of May 31 warning all residents to stay at home.

“All Alameda County residents are advised to stay home due to the civil unrest reported throughout Alameda County and the greater East Bay Area,” read the advisory. “Unless personal travel is necessary, we are recommending residents stay home due to the high number of police ac ons. Currently there are mul ple reports of large, mobile groups of rioters and looters traveling throughout the East Bay Area.”

Other dealerships have also appeared to have been hit in the Bay Area including Mercedes-Benz of Oakland at 29th and Broadway on May 30. Social media videos show looters se ng an AMG GT Coupe on fire while other vehicles were broken into and vandalized, causing thousands of dollars in damages.

On June 1, the Mercedes Oakland dealership posted a video on Facebook showing their employees cleaning up the showroom and sta ng “Our family is rebuilding. We are a part of the community.”

Wri en by John Halas, Car Scoops

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How to Avoid Putting Your Loan Forgiveness at Risk June 5, 2020—California-based industry financial consultant Brad Mewes recently noted in an emailed press release, ways in which shop owners can inadvertently put their loan forgiveness at risk. Mewes recently founded COVID19loans.org in an effort to help business owners like those operating body shops navigate the uncertainty of the COVID-19 pandemic. And, following recent news of PPP reform, Mewes provided extensive ps for shop owners. The financial consultant says business operators might be making financial oversights they’re not even aware of, thus pu ng their loan forgiveness in jeopardy.

Conversely, here are a few of what Mewes refers to as “pillars of loan-forgiveness success”: 1. Complete and accurate financial records 2. Cash basis accoun ng for covered payments over forgiveness period 3. Reconcilia on of accrual-based expenses to e to cash payments over forgiveness period.

4. Tracking,of employee wages, salaries, bonuses and commissions.

5. Tracking of re rement benefits, vaca on, health insurance, 6. Budge ng for addi onal non covered expenses 7. Determining how much is needed coming out of the forgiveness period 8. Consistent and professional communica on with [overworked and understaffed] banks and lenders.

9. Employee / ownership dedicated to reviewing changes in law and guidance regarding loan forgiveness Regarding the recent passing of the PPP Flexibility Act specifically, the staff at COVID19loans.org thoroughly analyzed the reform, and noted takeaways. A brief summa on: 

The reform, as noted in news reports, is extending the covered period to 24 weeks (from 8)



Reduces the 75% payroll threshold to 60%



Features the termina on of new PPP loans a er June 30.



Rehiring provisions / exemp ons based on employee availability.

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Extension of loan payback term from 2 years to 5 years.

Finally, Mewes also noted a few poten al pi alls regarding the PPP reform that he wants small business owners like body shop operators to be aware of: 

Elec ng to extend the covered period requires an employer to maintain FTE levels during the en re covered period (24 weeks).



PPP funds are not sufficient to cover payroll expenses over the 24-week period.



Loan forgiveness reduc ons if FTE’s are not maintained over the 24-week period. For example, employers that have “staffed up” in order to meet the 8-week requirement but are unable to support staffing levels will face loan forgiveness reduc on.



These changes were implemented to address concerns from very specific types of businesses - namely retail and restaurants and may inadvertently penalize other types of businesses based on cost structure and employment levels.

Source: www.FenderBender.com

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

Our Supporting Vendors: Support those who support you.

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Our Supporting Vendors: The exchange of information by like sized dealers in a non-competitive environment.

Support those who support you.

Wholesale Parts Pro Powered by

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May - June 2020

5 Ways to be a Service Rock Star!

Let’s cut right to the chase, OK?. Today, you need every customer you can get and you need to keep them from ever going anywhere else. Think about that for a minute - if you could get your lost customers back, bring new customers in and keep the ones you have, you would need a much bigger shop and an armored car to go to the bank. So how do you do that?

Well, aggressive adver sing is one way, rewarding loyal customers helps, and selling prepaid maintenance is always a good way to bring customers in, but the real key to success lies in what happens once the customers reach your service drive. Here are 5 Ways I’ve found that will make your service department sell more, gross more, net more and put more money in your pocket. In other words, here’s 5 ways to be a service rock star!

Way 1. Be a Service Sales Manager Okay, I will say it and it make some of you mad, but that never stopped me before. If you want to grow your business, increase customer reten on and make more money, you need to get out of your office and onto the service drive. That’s where everything happens and that’s where all of the money is made. You have to become a Service Sales Manager, not just a Service Manager. Service Managers sit in their office, but Service Sales Managers are out there with their team, where they can teach, mo vate, coach and push advisors and techs to the next level. Here is a fact; You can’t reach your goals by si ng in your office, you just can’t.

Watch any sport team play and you will find the coach right there on the sidelines with his team. He isn’t hiding out in an office in the back, he is a part of the team on the field. I’ve o en said this, “Nothing good ever happens in your office (only employees wan ng a raise or a customer complaining) and neither one of those is good.” So, lock your door and throw away the key. Do the paperwork before you open or a er you close, but not while there are customers in your store spending money. Get out there and pay a en on to what is really going on. You can learn more about your business in 2 hours on the drive, than you will in 2 years in your office, so become a Service Sales Manager and get out of your office.

Way 2. Rally Your Troops This is something you need to do while you are out on the drive or in the shop and I call it “Rallying Your Troops.” Pump them up, keep them mo vated and driven. Let them know what your plans to grow the store.

Let them know that you are going to have a “Just Bring it In” a tude for all customer pay work and that they can book appointments for recalls and warranty work, but customer pay has to be treated differently. It has to happen now or they will go somewhere else.

Make sure your team knows that you are going to start running your store like a sales department. That means you are going to be more aggressive. That means that you expect them to be working and closing deals and that you will be pushing the business just like a vehicle sales manager pushes to sell cars. They need to know that the new mo o is: “Nobody Walks.” Ensure that they understand that every deal needs to get done and some mes you may take a skinny deal, but the result is s ll keeping a customer in your store and that keeping the customer buying from you is more important than the short term extra profit.

Way 3. Make the Customer Experience a Wow! As you become more involved with your team on the drive, make sure they know that the mes have changed and that what got them where they are, just won’t get the job done anymore and it Continued on Page 13 certainly won’t get you where you need to be.

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Continued from Page 12 Talk about how the business has changed, how important every single customer and every single opportunity is today. Talk about how cars are built be er and need serviced less o en and talk about how we have to maximize every opportunity without over-selling. In other words, you have to constantly talk about the customer experience. Talk about how important it is to make sure customers feel good when they leave. Talk about how you have to give customers some good news when they visit to make them feel more comfortable and more trus ng when the bigger bills hit and you have to make sure customers know that maintenance will save them money in the future and that you are the right place to go. If you Wow your customers, they will Wow you back!

Way 4. Track Results & Hold People Accountable Your team has to know exactly what you expect. They have to know how well they are doing and they also have to know what happens if they don’t reach their goals. So, you need to track everything and show them consistently how they are doing. Be a good leader and mo vator. Show them the missed opportuni es when they see how many CPRO’s they wrote with only one line item. Show them the services that should have been sold on cars with miles on them and show them how to upgrade customers from standard oil changes to synthe c and from a re rota on, to a computer balance and alignment. As the new coach and service sales manager, you need to constantly remind them, push them and hold them accountable. Track everything and share it with your team.

Way 5. Give Service Advisors Good Sales Tools For a tech to be successful he has to have the right tools. The same is true for service advisors and selling. If you have the right sales tools in place your team will sell more, they just will. A great tool that a lot of dealers have go en away from, and I think needs to come back, is an easy to read service menu that shows exactly what customers should have done at certain mileage intervals. It needs to clearly show the value and the savings for buying the service packages; it may sound old fashioned, but they s ll work. They make it easier to explain and customers tend to believe what is in print more than just what is said to them. Another great selling tool is a dare to compare board that shows what you charge versus the compe on, and as old as this may sound, it s ll makes sense to show and sell; in other words walk customers back to the car, show them the res, show them the brakes or show them the dirty filter. They will buy more if they see it. And if they aren’t in your store, use video to up-sell addi onal work, it’s easy and very effec ve!

RECAP: You’re a Rock Star, so start ac ng like one. Get out there, mo vate your team, focus on the customer experience, track the results and give them the tools they need. Go ahead, make your service department rock!

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 his clients.

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May - June 2020

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May - June 2020

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Š 2020 CDK Global, LLC / CDK Global is a regist stere ed trademark of CDK Global, LLC. 20-5055 55

Leaders in the Sale of Quality Mopar Parts

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May - June 2020

On Demand Webinar

Same Day Deliveries

Six Industry Leaders Offer a Road Map for the Future

This webinar originally aired on June 3, 2020.

This webinar is FREE to view by clicking above.

MEET THE PANELISTS

WHAT YOU WILL LEARN • How customer expectations have evolved through the pandemic and how to fulfill them • How ERP platforms are adjusting for the success of their customers

Larry Bowar Sr. Business Development Mgr. Panasonic (Moderator)

• Valuable tips on managing increased deliveries to the home • Necessary steps to keep your drivers and customers safe in the future • Tips on creating a full-view and positive customer experience

Sam Plunkett Sr. Business Development Mgr. Lyft

Jon Ward V.P., Chief Sales Officer Elite EXTRA

Frank Motta Vice President CAI Software, LLC

Kristina Elsner Innovation Leader Mayer Electric Supply

• Technology features that will transform your last mile deliveries

Thank you for your participation, Rick!

PRODUCED BY

Mopar Masters Guild Magazine

Rick Monterio Parts Director Jack Powell CDJR

Leaders in the Sale of Quality Mopar Parts

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Asking a customer to pay for work they weren’t expecting after they've dropped off their car and returned home is a recipe for frustration. But CDK Global solutions can help you avoid that, starting with a tablet interface that allows you to do a walk-around inspection to identify additional work items in person. Later, you can send photos, videos and approval requests directly to their phone, so they’re never asked to sign off on anything sight unseen.

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© 2020 CDK Global, LLC / CDK Global is a registered trademark of CDK Global, LLC. 20-5055

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May - June 2020

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Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

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May - June 2020

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May - June 2020

The View From My Office

With Kat Monteiro

As I write this, it is a couple weeks into the month of June.

My view has not changed since the last issue of the Mopar Masters Guild Magazine. I’m s ll at home, but I have no complaints about that! I do miss being able to go out without worry. I hope that the amazing scien sts and chemists who have been working over me, find a vaccine that will help put this COVID 19 to rest and we do not have to face another deadly and disrup ve winter and spring like we had this year.

The year of 2020 will certainly be remembered and go down in history. Strangest year ever!

Our beloved country has taken another crazy turn a er the unnecessary death of a man of color by a policeman. People are restless and angry. It saddens my heart to see so much destruc on, unnecessary violence, and so much hurt. I feel for the ci es and towns destroyed by rogue protesters. Businesses, just ge ng ready to open again, destroyed by loo ng and fire. It’s just sad. I am just curious what it will be like when all the dust has se led. What will our new normal be like?

On a good note, California is slowly but surely opening up. We enjoyed a nice dinner out for Rick’s birthday and we had lunch yesterday at our favorite BBQ restaurant. The stores have more items in stock now but the prices have gone up on everything.

Here in California we are required to wear a face mask when we are out in public. Stores have signs on the front door telling us to wear a face covering and to please not go in if you are sick. It’s hard for me, wearing a mask. I have always been the one to smile and say hello to the other person walking down the same aisle at the grocery store. Now my face is hidden and I feel so closed off from the world. My kids never want to go to the store with me, they complain that I always run into someone I know and I talk too much. Now I keep my head down and just power through as fast as I can. There is no more standing in the aisle talking to someone you haven’t seen in a while. I miss that.

Here at Jack Powell CDJR we have been doing good. When business was slow we did cut back hours. We changed them from 7:30-6:00 to 8 am to 4 pm. There happened to be a sort of natural selec on of people choosing to stay home because of health issues, taking care of an elderly person, babies being born, and because of that, there were no layoffs. It was good that our business was considered as essen al so our people are s ll working when so many in the country were not.

Our Service Department took the opportunity to reach out to people and have them bring their cars in for any outstanding recalls. This kept our techs busy. Fleets also took the opportunity to bring their vehicles in while things were slower for them.

We s ll sold cars! People taking advantage of the 0% interest were shopping for their dream cars! Our sales staff would drive the cars to people’s homes all the while prac cing safe distance and sani zing.

In parts we s ll delivered to our customers. Our drivers were educated in safe social distancing, contactless delivery, all while wearing their masks. Hand sani zer and sani zer wipes were put in all our delivery trucks.

We stayed steady.

Continued on Page 27

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Continued from Page 26 As of today since things are opening up around us we are ge ng busier. We have changed our hours again. We are now open from 8am to 5pm.

There are changes that were made throughout the dealership such as, making sure all worksta ons are 6 feet apart and placing plates of plexiglass between the customer and the employee.

When employees show up for work they fill out a sheet of ques ons asking about their health and how they are feeling. If they have anything listed they are to go home for 72 hours. These sheets are signed and handed in and the manager takes their temperature. Bo om line, if you are sick stay home. We have all gone to work sick. I hope this is something that will change from here on out. I hope the s gma of “I have to go to work” goes away and people stay home when they are not well and not feel guilty about it. Imagine how much healthier our departments will be during the flu and cold season.

In our showroom there is plexiglass in the middle of the sales desks to have that a barrier between people. Keeping areas clean and sani zed has become a priority with crews coming through and cleaning the showoom every 20 minutes. The goals are to welcome customers back to the dealership and have it be a safe, clean environment where they feel comfortable.

I am sure many of you are prac cing the same new rou nes. It’s all new since nothing like this has happened before. As me goes on we will only get be er, and we will learn what works and what doesn’t. It will take me so we must be pa ent.

Yep - things have changed and we are all wondering what our new normal will be like.

With everything going on and events being canceled I wonder if we will be having NADA in the coming year. I wonder if we will be able to a end such an event in New Orleans. I guess me will tell.

I wish all of you the best and hope we can all get together again in the near future.

Stay healthy and safe. And since it is that me of the year where everything seems to be blooming and beau ful be sure to take me to stop and smell the roses.

Kat Monteiro

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Detroit 3 execs commit to action against racism, discrimination DETROIT -- Detroit 3 execu ves Wednesday vowed to con nue to take a stand against injus ce and to be leaders in crea ng more inclusive workplaces and communi es.

General Motors CEO Mary Barra, Ford Motor Co. Execu ve Chairman Bill Ford and Fiat Chrysler Automobiles North America COO Mark Stewart were part of a group of nine leaders from some of Detroit’s largest companies who spoke against racism and injus ce during a media event here.

GM, Ford and FCA’s messages at the event follow le ers sent to employees in recent days in which each company commi ed to crea ng awareness and taking ac on on racism and discrimina on following na onwide protests over the death of George Floyd. “These CEOs are here not only because they have chosen to respond to the pain and the anguish of injus ce in the African American community today. They will remain commi ed to the roadway of jus ce and equity tomorrow,” the Rev. Wendell Anthony, president of the Detroit branch of Continued on Page 29 the NAACP, said at the event.

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Continued from Page 28 There may not be a precise roadmap toward inclusion, said Barra, “but that’s not an excuse to not work on it and to not try,” she said. “Inclusion will be our North Star.”

GM aims to be part of meaningful and deliberate change, Barra said. In her le er to employees, Barra said she will commission and chair an inclusion advisory board by the end of this quarter.

“We will not allow ourselves the passivity of urging others to act. We will act,” she said. “We will stand up against injus ce. And that means taking the risk of expressing unpopular or polarizing points of view, because complacency and complicity sit in the shadow of silence.”

Ford acknowledged that there are no easy solu ons to comba ng discrimina on “and we aren’t interested in superficial ac ons,” he said.

“This is our moment to lead and work together to effect real las ng change,” he said. “At Ford, we’re commi ed to listen, to engage with leaders, to build a city, a state and a country that provides access for all and to eliminate the fear that far too many African American members face each day.”

Stewart added that society has se led into a sense of complacency around social jus ce and FCA is commi ed to help lead the solu on.

“I say to you today, no more. No more racism. It’s divisive. It’s ugly. And it brings about the worst of humanity,” he said. “We’ve got to con nue to partner together -- community leaders, business leaders, government, all of us -- to find solu ons to shi our society and stand against racism, against violence.”

All nine Detroit execu ves commi ed to:  Reject and work to eliminate all forms of bias, racism, sexism and violence within their communi es and companies.  Call upon the appropriate government officials to hold accountable all individuals involved with the deaths that have occurred.  Support the calls for an independent prosecu on of those accused in order to demonstrate the fairness and eliminate possibili es of conflict in the course of this judicial process.  Invest in programs and policies that help to transform dispari es as the execu ves remain partners in progress locally and na onally.

Source: www.automo venews.com

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Crisis Exposes Agility Gap in Supply Chain Strategy Few in the auto industry have rested easy since the ini al coronavirus outbreak in China. But if we are honest about it, at least some of the pain is self-inflicted.

Over the past several decades, the auto industry, like other industries, pursued a global efficiency play. Immediate piece price, single tooling and other cost considera ons have been paramount. This, in turn, fueled the big push to single sourcing suppliers in low-cost countries. Many automakers even issued top-down quotas to their purchasing departments to source a certain percentage of parts from China, regardless of the holis c business case. Such priori es helped China to become a major automo ve manufacturing hub and have elongated supply chains to a web of mul na onal interdependencies.

There is much to admire in all that’s been accomplished. Modern automo ve supply chains are monuments to human capacity to reap rising efficiency from increased global complexity. Yet shortly a er the calendar flipped to 2020, events revealed a costly gap in this magnificent enterprise: Agility.

We are not sugges ng that the COVID-19 crisis caused the industry to panic and freeze. To the contrary, auto leaders have responded rapidly and decisivelyscraping inventory where possible by going into idle plants to collect parts, for example; adjus ng product mix to avoid part shortages on select op ons; ramping up alterna ve suppliers; and driving transparency into the Tier 1 and Tier 2 supply base, to gain more visibility into exactly what parts and materials will be available in the weeks ahead. Similarly, savvy dealers are syncing closely with automakers to track supply riskspar cularly in a ermarket parts, as new vehicle parts will be priori zed.

Need to prepare, adapt However, the fact that such extraordinary and o en costly measures are now needed is itself evidence that today’s automo ve supply chains lack intrinsic agility. Ask yourself: How well could you con nue to adapt and operate if the COVID-19 outbreak con nues to spread for six months or more? Is your supply chain structurally prepared for such a possibility?

Even in the best case, it will take me for condi ons to return to normal. Factories recently shut down will not immediately regain full capacity. In some areas, public transporta on may remain idle for an indefinite period, leaving many workers no way to get to their jobs. Those fortunate enough to have access to personal transporta on may find that the infrastructure, such as parking spaces and traffic control, isn’t set up to handle the increased number of drivers. HVAC systems will stay turned off in many facili es, making working condi ons uncomfortable and poten ally unsafe. And the global transporta on network will con nue to be hampered, to unpredictable degrees, by travel restric ons and other safeguards designed to contain the contagion.

Do recent events invalidate the auto industry’s push toward more global, efficiency-driven supply chain strategies? Not at all. Superior quality at lower costs is s ll essen al. But so are innova ve features and differen ated driving experiences, par cularly in the most lucra ve vehicle segments. Pressures to reduce carbon emissions are intensifying, perhaps exponen ally, par cularly in global markets. Ongoing trade wars could keep automo ve supply chains in an uncomfortably precarious state. And as the coronavirus has demonstrated, even the migh est global produc on pla orms can be seriously wounded by sudden disrup ons no one could foresee.

Continued on Page 31

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Continued from Page 30

Balanced approach In sum, today’s opera ng environment demands a more balanced approachone in which the relentless drive for efficiency is leavened by a corresponding commitment to flexibility to meet new challenges, and to increased agility, to adapt to unforeseen disrup ons. This can be achieved by developing new capability to sense what is happening in your opera ng environment, through real- me health and supply monitoring, for example. It also involves building in greater ability to pivot to changing condi ons via shorter supply chains, more dual sourcing or validated backup suppliers, and more natural hedges against raw material and foreign exchange risks.

True, execu ng these strategic shi s may marginally increase your opera ng costs under normal condi ons.

But in light of the endless procession of “black swan events” — the Japan tsunami, foreign exchange shocks and Brexit, to name a few — it only makes sense to account for the reality that unan cipated disrup ons are inevitable. Your business cases and corresponding supply chain solu ons should consider the high probability, going forward, that the condi ons under which you must profitably compete will be anything but normal.

Source: www.automo venews.com

Shops Share More Ideas on How to Get Work In the Door Shops’ backlog of work dried up this spring, with one na onal survey of 500 shops finding that even in April, more than three in four could schedule any new work within one week or less.

So what steps are shops taking to try to get more work in the door?

Massachuse s shop owner Carl Garcia said being a LINE-X franchise has helped, as Carl’s Collision Center has seen an influx of customers pu ng some money---including federal s mulus funds---into fixing up their pickups.

“We’ve go en very big into RVs, fixing a lot more of them than ever before,” Garcia said. “I think we’re going to have to have an open mind about doing different types of work to survive in the future.”

Michael Berounsky of Ben’s Auto Body in Portsmouth, NH, agreed.

“We’re spending more money on marke ng and radio ads, including adver sing for restora on work, which we have not done in more than 20 years,” he said.

Another New Hampshire shop owner said he’s halted ads “slamming insurance companies,” and is instead “projec ng a posi ve a tude that we are all in this together and we all will pull through, and that my business will be here to help out the community in any way.”

Gigi Walker of Walker’s Auto Body in Concord, CA, is calling her shop’s regular fleet accounts to ask if they have “any clean-up work we can do on any of their fleet vehicles.” She said the shop is offering free detailing for each vehicle that comes in and is “doing work for the food bank fleet at no cost to keep them on the road.”

Continued on Page 32

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Continued from Page 31 Jeanne Silver of CARSTAR Mundelein in Illinois said they are pursuing more fleet work as well and is having the shop’s marke ng manager “contact local agents on a regular basis to let them know we are open.”

The shop has been ge ng a lot of customer engagement with “Guess the Es mate” contests, in which the shop posts photos of a damaged vehicle on its Facebook page and offers gi cards to local restaurants to those whose guesses come closest to the actual repair costs.

A shop in North Carolina installed a large sign in front of the shop to honor students gradua ng this spring; anyone who posts a photo of themselves in front of the sign on Facebook is being entered into a drawing for three cash prizes, totaling $800.

John Quinonez of Kidd Collision in Garden City, NY, said he has started a business referral program through Alignable.com.

A Pennsylvania shop is marke ng that it is priori zing “fast track” repairs for any first responders.

Old Dominion Collision in Eugene, OR, is sprucing up the “curb appeal” of the facility.

“We are keeping everyone busy---using our PPP loan money---making lots of needed updates to the shop: pain ng, concrete resurfacing, front of building faceli , etc.,” shop owner Dus n Caldwell said.

He said the company is also adjus ng some of its social media and online marke ng strategies, such as halting its loca on-specific geo-fencing, which shows ads to those within a specific geographic boundary, such as another body shop.

“We are finding that not many people are shopping around, and are just picking a shop and going there,” Caldwell said. “It just didn’t make sense targe ng our compe tors when they are seeing such a reduc on in traffic as well.”

Source: www.autobodynews.com

PartsTrader says no data ever given to vehicle history companies PartsTrader on Tuesday stressed that it did not transmit collision repair data to companies like CARFAX or Auto Check.

“There has been an increasing concern in the collision industry about the use and security of es mate data by various vendors,” PartsTrader wrote in a message. “The main concern is around the sharing of data with vehicle history repor ng companies.

“Let us be clear: PartsTrader does not and has never provided or sold data to CarFax, Auto Check or any other vehicle history repor ng company.” (Emphasis PartsTrader’s.)

The company said its message Tuesday was derived from a privacy policy in effect since at least 2012.

Continued on Page 33

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Continued from Page 32 The Society of Collision Repair Specialists last summer reported a boom in shop tales of customer vehicles mysteriously flagged by vehicle history check companies. Execu ve Director Aaron Schulenburg said in July 2019 SCRS knew of “countless” examples of independents, MSOs and dealerships wri ng es mates and seeing the vehicle reflected on vehicle history repor ng sites like CARFAX and AutoCheck.

The parts procurement system said it receives shop informa on a er the data had been first encrypted and converted into the CIECA BMS format. The BMS data standard transmits less informa on than the obsolete but prevalent EMS format, which can reveal to a shop’s business partner more es mate informa on than the recipient actually needs.

“The es mate data we use in our product is limited to the informa on required for sourcing parts,” PartsTrader wrote. “This includes the informa on rela ng to the vehicle, the parts that are required and the insurer associated with the es mate. … Unlike other approaches in the industry the original files are not sent to PartsTrader.”

“Data pumps” sending all es mates to vendors indiscriminately also can be a concern for repairers.

However, PartsTrader said shops could customize which insurers’ es mates flow to the procurement pla orm “and are free to uninstall the data extract applica on completely if they so desire.”

PartsTrader’s fellow so ware companies OEConnec on and CCC also over the past year have reassured the industry they weren’t the source of a leak to VIN history companies.

“We don’t share data with CARFAX, never have shared data with CARFAX, have no inten on of sharing data with CARFAX,” CCC quality repair and market development Vice President Dan Risley told the November 2019 Collision Industry Conference. A CCC slide to the forum declared, “CCC does not and has not ever shared data with CARFAX.” “Es mate data received from collision shops is shared with dealerships and OEMs for the purposes of accurately filling part orders and facilita ng OEM part programs,” OEConnec on’s CollisionLink so ware stated to users in October 2019, according to a screenshot provided to Repairer Driven News. “OEC does not and has never provided or sold data to CarFax, AutoCheck or any other vehicle history repor ng company.” (Emphasis OEConnec on’s.)

PartsTrader also said it cut the same End User License Agreement terms to all auto body shops.

“Addi onally, PartsTrader has always believed in a level playing field, so End User License Agreements and Terms are the same for all repairers,” the company wrote.

“We at PartsTrader value our customer partnerships and are commi ed to protec ng data privacy.”

Source: www.RepairerDrivenNews.com Ar cle by John Hue er

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CONNECTING YOU WITH THE SHOP DECISION MAKERS YOU NEED T H R O U G H

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I ENJOY READING EVERY PART OF FENDERBENDER. IT'S INFORMATIVE, KEEPS ME UP TO DATE ON HAPPENINGS WITHIN THE INDUSTRY AND WE EVEN IMPLEMENT SOME OF THE RECOMMENDED IDEAS INTO OUR FACILITY. FRED CASTRON O VO, OWN ER— C .A.R .S. COLLISION, UTICA, NY

RATCHET+WRENCH HAS A FINGER ON THE PULSE OF THE INDUSTRY. IT'S ARTICLES ARE SPOT ON AND VERY HELPFUL TO BUSINESS OWNERS AS WELL AS AUTO MECHANICS. LEE LIZARRAGA, OWN ER— ABC AUTO CARE, VENTURA, CA

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May - June 2020

On Demand Webinar

Same Day Deliveries

Six Industry Leaders Offer a Road Map for the Future

This webinar originally aired on June 3, 2020.

This webinar is FREE to view by clicking above.

MEET THE PANELISTS

WHAT YOU WILL LEARN • How customer expectations have evolved through the pandemic and how to fulfill them • How ERP platforms are adjusting for the success of their customers

Larry Bowar Sr. Business Development Mgr. Panasonic (Moderator)

• Valuable tips on managing increased deliveries to the home • Necessary steps to keep your drivers and customers safe in the future • Tips on creating a full-view and positive customer experience

Sam Plunkett Sr. Business Development Mgr. Lyft

Jon Ward V.P., Chief Sales Officer Elite EXTRA

Frank Motta Vice President CAI Software, LLC

Kristina Elsner Innovation Leader Mayer Electric Supply

• Technology features that will transform your last mile deliveries

Thank you for your participation, Rick!

PRODUCED BY

Mopar Masters Guild Magazine

Rick Monterio Parts Director Jack Powell CDJR

Leaders in the Sale of Quality Mopar Parts

39

THANK YOU For providing essential services.

For keeping our industry moving.

For your hard work and dedication.

If you need us, our Customer Success Reps are here to help.

Contact us at 1-888-776-5792 x2.

pro

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Take control of your deliveries..

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www.EliteEXTRA.com The exchange of information by like sized dealers in a non-competitive environment.

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May - June 2020

Tesla to Unveil ‘Million Mile’ Battery

Electric car maker Tesla plans to introduce a new low-cost, long-life ba ery in its Model 3 in China later this year or that it expects will bring the cost of electric vehicles in line with gasoline models, and allow EV ba eries to have second and third lives in the electric power grid, according to a Reuters report.

Tesla CEO Elon Musk plans to reveal the technology advances, which were developed with China’s Contemporary Amperex Technology Ltd (CATL) during a “Ba ery Day” in late May. Eventually, those ba eries will also be introduced in other markets, including North America.

Tesla’s new ba eries will rely on innova ons such as low-cobalt and cobalt-free ba ery chemistries, and the use of chemical addi ves, materials and coa ngs that will allow the ba eries to store energy for longer periods, according to the report. Tesla also plans to use heavily automated ba ery manufacturing processes to reduce labor costs and increase produc on.

Tesla uses CATL’s lithium iron phosphate ba eries, which use no cobalt, the most expensive metal in EV ba eries, as well as CATL’s simpler way of packaging ba ery cells.

Those advances, in terms of both ba ery technology and manufacturing, are in service of the same goal: reducing the cost of electric vehicles, in hopes it will convince customers not to s ck with internal combus on vehicles.

Continued on Page 45

Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

45

Continued from Page 44 Demand for electric vehicles is driven largely by regula ons to curb emissions in China and the EU. It wasn’t un l mid-2018 that the U.S. market achieved the 1 million EV-mark, where each sale included at least $7,500 in tax incen ves.

The cost of electric vehicles remains a challenge for automakers, mainly because of the high ba ery costs, which accounts for one-third of the vehicle’s total cost.

A recent report from the MIT Energy Ini a ve warned that electric vehicles’ reliance on lithium-ion ba eries might prevent them from ever achieving the same s cker price as conven onal gasoline-powered vehicles.

While the cost of lithium-ion ba eries has declined steadily, that decline is expected to slow over the next several years as they approach limits set by the cost of the raw materials.

However, that could change with Tesla’s announcement.

The cost of CATL’s cobalt-free lithium iron phosphate ba ery packs has fallen below $80 per kilowa -hour, with the cost of the ba ery cells dropping below $60/kWh, according to Reuters. CATL’s low-cobalt NMC ba ery packs are close to $100/kWh. To be comparable to internal combus on engine vehicles, the kilowa per hour must fall below $100.

In comparison, the new low-cobalt ba eries being jointly developed by General Motors Co and LG Chem are not expected to reach those cost levels un l 2025, according to the Reuters report.

Despite these challenges, automakers are forging ahead with new models at various price points—and Tesla’s advancements could increase the sales of those vehicles.

The industry impact? It’s plen ful.

For mechanical repair shops, the me is now to start inves ng in and training on how to service these vehicles.

The market will be there, and it’s up to progressive shop owners to become the experts in their areas.

For body shop owners, on the other hand, who may have already serviced hybrids for decades, it’s all about reeduca on. Recent webinars from CCAR and Society of Collision Repair Specialists (SCRS) detail the high-voltage systems that exist in electric vehicles, and the safety precau ons needed.

“All electric vehicles feature complex electrical systems that contain high voltage components, such as lithiumion ba eries and other poten ally lethal components and cables,” said SCRS about the video. “It is cri cal that collision repair center staff understand the safety implica ons of working with and around high voltage systems. Collision repair businesses should have a documented procedure plan for intake, and work on, high-voltage vehicles. It is the duty of all persons involved in controlling, opera ng, tes ng, working on or in the vicinity of electric vehicles or high-voltage components, to implement safety rules and comply with them.”

Source: www.FenderBender.com

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

46

May - June 2020

2020 2 02 0 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 Officers:

President Ͳ Susan McDaniel Ͳ Bill Luke CJD – Phoenix, AZ Vice President Ͳ Joe McBeth Ͳ Dallas DCJ – Dallas, TX Secretary Ͳ Cody Eckhardt Ͳ Larry Miller DCJR Ͳ Sandy, UT Treasurer Ͳ Don Cushing Ͳ Tasca Automotive Ͳ Johnston, RI

Executive Committee Ͳ All Officers Including:

Dan Hutton Ͳ Tom O’Brien DCJR Ͳ Greenwood, IN

Mike Opperman Ͳ Baxter CDJR Ͳ Omaha, NE

Alan Yancey Ͳ Hayes CDJ Ͳ Alto, GA

Rick Monteiro Ͳ Jack Powell CJD – Escondido, CA

Rick Cutaia Ͳ Rick Hendrick DCJR – Charleston, SC

Paul Allred Ͳ Stateline CJD – Fort Mill, SC

Steve Hofer – Park Chrysler Jeep – Burnsville, MN

Guild Committees

Vendor Committees

CDK Global Mick Padgeon Ͳ Fred Beans Auto Group Ͳ Doylestown, PA Dan Hutton Ͳ Tom O’Brien DCJR Ͳ Greenwood, IN (Chair) Paul Allred Ͳ Stateline CJD – Fort Mill, SC Joe McBeth Ͳ Dallas DCJ – Dallas, TX

Reynolds & Reynolds

Rick Cutaia Ͳ Rick Hendrick DCJR – Charleston, SC (Chair) Randy Rogers Ͳ Huffines CJDR Ͳ Plano, TX Kent Cogswell Ͳ Jack Phelan CDJR Ͳ Countryside. IL Alan Yancey Ͳ Hayes CDJ Ͳ Alto, GA

OEConnection & Snap On Business Solutions Dan Hutton Ͳ Tom O’Brien CJD – Greenwood, IN

Paul Allred Ͳ Stateline CJD – Fort Mill, SC Mike Opperman Ͳ Baxter CDJR Ͳ Omaha, NE (Chair) Cody Eckhardt Ͳ Larry Miller DCJR Ͳ Sandy, UT

Nada 2020 Planning

Jill Vance Ͳ Avenue Event Group, LLC

Finance Committee

Susan McDaniel Ͳ Bill Luke CJD – Phoenix, AZ

Don Cushing Ͳ Tasca Automotive Group Ͳ Johnston, RI

Rick Cutaia Ͳ Rick Hendrick DCJR – Charleston, SC

Newsletter/Website/Social Media

Don Cushing Ͳ Tasca Automotive Group Ͳ Johnston, RI

AER Manufacturing

Robert Chatwin Ͳ Larry Miller DCJR Ͳ Sandy, UT (Chair) Shane Birdyshaw Ͳ Benchmark CDJR Ͳ Birmingham, AL John Russo Ͳ Dallas DCJ Ͳ Dallas, TX

Ted Hawkins Ͳ Cerritos Dodge Ͳ Cerritos. CA

John Waltereit Ͳ Milosch’s Palace CDJR Ͳ Lake Orion, MI Jim Jaeger Ͳ Bosak Motors Ͳ Merrillville, IN (ALT)

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

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

Mopar Masters Guild Magazine

Since 1992