Inside Automotive with Jim Fitzpatrick, powered by CBT News

Jay Abraham’s Framework for Increasing Dealership Profitability

• Jim Fitzpatrick • Season 1 • Episode 39

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This episode of Inside Automotive features Jay Abraham, renowned business growth strategist and founder of The Abraham Group, who explains how dealerships can uncover hidden profit opportunities already within their operations. Abraham discusses how small, strategic adjustments across sales, service, and customer engagement can combine to create exponential gains.

Topics explored in the conversation:

  • The value of overlooked performance indicators (OPIs) beyond traditional KPIs
  • Maximizing existing assets, leads, and referral relationships to improve yield
  • Simple communication and process adjustments that boost sales and service outcomes
  • Using systematic testing and variation to uncover high-impact performance shifts
  • Borrowing proven strategies from other industries to gain a competitive edge
  • Aligning every dollar and hour spent with measurable profit potential

Abraham’s insights emphasize that incremental refinements, applied consistently across the dealership, can compound dramatically to elevate profitability without increasing costs.

Inside Automotive with Jim Fitzpatrick is powered by CBT News, your go-to source for the latest news, trends, and insights in retail automotive. Subscribe for more interviews with top industry leaders, dealership innovators, and experts shaping the future of automotive.

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Jim Fitzpatrick:

Hey everyone, Jim Fitzpatrick. Thanks so much for joining me this morning here on CBT News. The profit opportunities inside today's dealerships are endless, and many of them are hiding in plain sight, just waiting to be discovered. Joining us today to help uncover them is one of the world's foremost business growth strategists, Mr. Jay Abraham, business leader, top executive coach, and founder and CEO of the Abraham Group. Jay has spent his career helping business owners and corporations uncover untapped potential and multiply their results. Mr. Abraham, thank you so much for joining us once again.

Jay Abraham:

It's a privilege on my part. Thank you.

Jim Fitzpatrick:

Absolutely. So for those business owners out there, I should say those dealers out there that uh that are watching us today, maybe they missed our first broadcast with you. Remind us and tell us a little bit about your background.

Jay Abraham:

Okay, it's interesting, certainly. So uh I have had the very good fortune of working in over a thousand industries, not businesses. And uh I've been able to uncover and identify the differences in each one that really can be universally applied to any kind of business. I've taken strategic thinking, marketing, distribution channel thinking, optimization, maximization, uh preeminence, raising your stature in your market to the most trusted advisor, the only uh source people turn to, uh partnering, uh reclamation, you know, monetizing sunk cost investments. And I've been able to take insight that has come from working on the front lines of capitalism on a worldwide basis, because we've generated about uh estimated about $75 billion of profit increases for clients around the world. But I've been able to understand drivers of businesses that outperform what most people in one business or industry do over and over again. Most people follow the herd, not because it's the highest, the best, the safest, the most profitable, not just profitable on the front end, but profitable over time on yield. And I've been able to take very, very, very translatable methodology, tactics, strategies, and apply them, adapt them and adopt them to all kinds of different industries on a worldwide basis.

Jim Fitzpatrick:

And we've talked about this before many times about the automotive industry and its uniqueness in the marketplace and the uh unique opportunities that it has that dealers seem to focus on day after day. Uh, many of them, and I know I was in the industry for 25 years before jumping into the media business. And uh, we had a tendency to have these blinders on. We would look at the same KPIs every day, wonder how do we make them better, what opportunities lie out there. But you've got a unique way to come in and a talent to come in and say, well, there's more to look at than just these KPIs, right?

Jay Abraham:

Yeah, absolutely. So I gave birth uh uh you know a couple of years ago to what I call OPIs, the overlooked performance indicators that nobody, including none of your competitors, look at. These are so your KPIs might be five, ten, twelve dependent. I'm sure they're different for each department or each revenue or business unit in a bit in a dealership. But in between, there are leverage points, drivers, overlooked performance indicators that can be dramatically improved. And almost all the improvements, they cost nothing. There's no risk, no investment, they're just getting more yield out of what is happening. And you and I have talked offline about uh me being a master of, and this is clinical, not arrogant, of working on the geometry of a business. We've shown that if you just increase three or four categories of a business by 10% across the board, it's not 10%, it's 33 and a third percent increase in revenue, and it could be massive increase in profit. Well, when you understand that there might be 20 or 30 overlook performance indicators that are leverage points, upside leverage points that can produce more combined, uh I call it multiplicative multipliers that are coming together yield for the same effort, same time, same prospect, up, buyer, same marketing budget, same marketing budget, same Salesforce, same database, same interaction in the service, in the parts. Yeah, when you realize that's possible, you owe it to yourself, your dealership, your salespeople, your net worth to really understand how much more is possible. When I started out, we talked about hidden assets that no one sees, not just tangible but intangible, overlooked profit opportunities, they're in plain sight, undervalued resources and relationships, and underperforming revenue activities. Now, underperforming is a very relative concept, Jim. When you've seen as many higher performing approaches, strategies, tactics, alternative and replacement methodologies as I have, just because you're doing well or even exceeding your industry averages, you can be successfully stuck and not know it by accepting a fraction of a fraction of the yield that the opportunity, the effort, the money, the everything could be delivering. And I've I've dedicated a very long career to helping people not do that.

Jim Fitzpatrick:

Right, right. And with dealers today, there's obviously five or six different profit centers and and departments in a dealership. So it it's probably safe to assume every dealership is bleeding these profits every day by missing opportunities. Um that that that total, you know, could total millions of dollars for the dealer at the end of the year if done right.

Jay Abraham:

Yeah, no, absolutely. And the more I look at what I call critical mass, uh velocity in motion, you know, what's going on, and you've got a lot of transactions going on. You've got a lot of phone calls coming in, you've got a lot of people visiting your website, you got a lot of people that are uh are buying, not buying, you got a lot of people that are bringing their cars in, you got a lot you give it, all this dynamism, and you most people set up a system and the system performs and it makes money, and as long as the money it makes is at or above whatever their target is, they're pretty happy. But see, I come from a world where okay, maybe if I give you a little more of my background. So I started out in a very disciplined industry, direct response marketing. This is very early. And we looked at at variability, how you do something one way, it produces X. You can do it another, it can be 2x, 3x, 5x today, and many X's tomorrow. You can change, you know, you can change the beginning of an ad. No more space, no more expense, and it can double, triple response, or it can get you, it depends on your goal, a higher quality lead, a more higher converted lead, somebody who's going to spend more. It and you have that kind of control. All leads, all sources are not worth the same, and yet they're treated the same. We learned about what's called allowable acquisition costs. Most, I think, dealerships come up with one of two kinds of a marketing allocation. It's either a percentage of last month's sales or last quarter, or it's just an arbitrary 50,000, 100,000. Well, both of those are either spending too much or spending too little, and spending is literally speculating. Investing is utilizing capital for a highly predictable return that you know what you're after. But since all leads aren't worth the same, all types, all sources aren't worth the same, if you spend the same amount for everybody, it's very inefficient because one category of lead might be, you know, might gross you $10,000 profit. Another might be $1,000. But if you're allocating the same amount for all of them, it makes no sense. Right. I look at I look at what you're doing in each category of your business, why you're doing it, how you're doing it, and most importantly, how it is doing. Right. And I interrogate in a very benevolent way to find underperformance, and underperformance is only recognized when you compare it to what is possible. I mean, if you if you look at performance compared to what everyone else does, because they pretty much do it the same way, that is an erroneous judgmental criteria. Because when you come from a world like I have, where you've looked at a thousand industries and you've seen how many different ways people can target an audience, how many different ways they can attract people, how many different ways they can dominate positioning, how many different ways they can convert a prospect to a buyer, how many different ways they can upgrade a single buyer to far more product services, how many ways you can keep them in the loop and bring them back. We have 125 ways as an example for generating high-quality, high-converted, high profitable referrals. None of them cost anything. And yet most businesses, and I would imagine dealerships, you know, they're they're probably the default is saying, hey, we'll give you $200 if you refer anybody. Well, that's the least yielding.

Jim Fitzpatrick:

Yeah.

Jay Abraham:

It's and almost none of them have a formal, systemized referral generating process, even though a referral-generated buyer, first of all, is the ultimate. That's right. They they they negotiate less, they they buy sooner, they buy more, they're more enjoyable to deal with. More better reviews. Right? They cost you nothing and they refer more people, and yet most people don't even understand. You have 125 ways you could get more of them.

Jim Fitzpatrick:

Right.

Jay Abraham:

And yet you're spending all your money spending and speculating on people that are going to be very, very like that, and you're gonna have to work so much harder, and the yield you're gonna get is so much less. Right. But it's just I'm very super logical. Uh and I look at everything. I mean, you know of a couple of the dealers I've helped.

Jim Fitzpatrick:

Yeah. Good, Brian Ben stock.

Jay Abraham:

I've helped Brian Ben stock.

Jim Fitzpatrick:

I mean, who in the industry doesn't know Brian Benstock?

Jay Abraham:

Yeah. I mean, 20, 30 years ago, we he he attended a very expensive program, and I said, I don't understand why more dealers don't see that in service you have two dynamics. Dynamic one is you got a car that's in amazing condition for its vintage. Yeah. So you can and and um you've got a psychology where half the people all the time, we were talking about it, they want to get a new car. Not because there's anything wrong with it, it's just they want a new car.

Jim Fitzpatrick:

That's right.

Jay Abraham:

But taking action is needs to be stimulated. So if you're in service, you've got a great car, person sitting here, you can say, look, that car is so much better than than the average. I can give you an enormously generous, a generous uh uh uh credit for it. Trade it. Then you have a car that's a nightmare, and you can basically intervene there and say, you don't have to pay it. We will basically give you far more than it's probably worth to trade out, and we can keep a payment safe. And that was like 20 years ago, he did it. Many people wouldn't do it. Right. He did pickup and delivery, and he realized that if you did it free, it was going to motivate a lot more people than charging. And they were gonna, since they didn't have to wait for it, they were gonna be very comfortable doing two, three times the you know, the repairs in service they normally would. Right. And it was very much more profitable. I had one dealer I helped, uh, and he never looked at the variation. I look at variation all the time. Uh let me stop. I a little ADD, so bear with me. So the way you greet somebody at the front door of a business, and I need to apply it to dealership, can have all the differential in what happens in that sales situation. We have tested 33 different ways of greeting somebody at the front door of a very large furniture group that had they they spent tons of money driving leads in, and we found one phrase that tripled conversion. Same amount of traffic, same amount of ad spend, same amount of buyers. Yeah. But if you don't test, I come from the world where you don't assume anything. Assumption is the kiss of profit death because you're accepting underperformance. Back at what I've done, one time we had a dealership that had never looked at performance variants in their F&I department. Turns out one uh they had two. One was basically doing all weekday, the other was doing evening and Saturdays. The evening and Saturday one was averaging, I think, uh like $2,500 gross profit. The day one was 18, but the day one was getting 65% of the deals just by changing their schedule. Yeah. We brought 200,000 plus to the bottom line a month. Wow. But it's looking at different things. You know, I got one person a few years ago to look at the incongruity of the democratizing the selling situation. So if I'm the first person walking in to buy and you're the first salesperson to get that up, you get it. And if I'm trying to buy a truck and you're really good at selling luxury versions, you'll probably not optimize that transaction. If the next person wants to buy a truck, but it gets to the person who's good at first-time buyers, you're not going to optimize that transaction. But it's very democratic. But the dealership loses opportunity cost and profitability. We got somebody to do a, first of all, recognize if you don't analyze where your salespeople are the best at, then you can't optimize the allocation of the resource called the very valuable resource called a lead or an up. But when you know that this person is much better at an application than another, and no salesperson anywhere is omnipotent. They don't possess total ability to everything, but somebody's going to be better, and it can be many times better at a certain scenario. So if you know that you're better at trucks and you can basically do a tremendously fully loaded truck and you can sell it all day long for full margin, and this person would never be able to do that, but you don't get all the truck buyers, that makes no sense. So we would have a concierge who would figure out what somebody is there for and feed them to the right, most appropriate, optimal salesperson. Does that make sense? It does. It does. Yeah. And uh when I see the communications that most dealers send out intermittently, because you you're investing, you have this massive investment in a in a, I call it a client, a longtime potential reservoir of profitability that can keep coming back over and over again. Right. And I'm going to throw a lot of disparate perspectives. This comes back to a philosophy I have that most business owners, and I would ascribe that perhaps to dealers, they are 2D thinkers instead of 3D thinkers. And I'll give you what a 2D differential is. A 2D thinker looks at revenue minus expense equals profit. It's a static perspective. Right. A 3D thinker is playing a much more dramatically sophisticated long game. He or she is looking at yield. What is the yield we're going to get today and ongoing from that lead, from that buyer, from that source, from that distribution channel, from that uh referral client. And we don't even look at referral clients. If somebody, if you have a buyer who's referring five people a year to you, and you got another buyer that's not, you should allocate far more attention to that one that's doing five because what if you can turn that five to ten?

Jim Fitzpatrick:

Yeah.

Jay Abraham:

What if you can turn that ten to twenty? Nobody looks at that. Nobody who's got and when you have a parts department, there's so many ways to expand the you know, your distribution channel. You're buying, and and I just look at all these things, and I'm like a kid in a candy store on the outside with my nose against the wall, going, man, don't spend a penny more. You just have the chance to get a lot more out of it. And I come from a world where that's what we always do. We look at how to engineer breakthroughs that cost nothing but produce a ton more. And when they combine, it becomes geometric. I don't know if that's too complex or-

Jim Fitzpatrick:

no, I think it I think it's simple for the for the dealers that are uh listening to us have this conversation. Um, as I said earlier, we do have you know our blinders on and we've run the the business. Um maybe the way our folks ran the business, if in the event it's a second or third generation, um, or or maybe it's the way that we were brought up in the business or trained in the business to say, look at these KPIs and focus on those, and that's what we've done, and that's what we do each day. Um we don't really come into it with that kind of a mindset that you just mentioned to say what else can happen in the parts department to expand our market, what else can happen in the area of used cars to expand that or in service.

Jay Abraham:

I I have a fascinating story, and it's very it's not gonna be universally applicable, but there are derivatives. So uh during COVID, I had a client I made uh many seven figures extra for through a strategy that paid off. And he was a great client, and I said, I'll tell you what, just get me a uh a hot uh a hot sports car instead of giving me a bonus on it. And I wanted an Aston Martin, and when he found out it was gonna be 400,000, he flinched a little bit. So I said, okay, let's find some uh uh a few years old, because I just have a lot of cars anyhow. Sure. And so I started calling around and I called dealerships all over, and I called a uh uh dealership that had Aston Martins, and I was looking at some really cool one and two-year-olds and I I called one that had Ferraris and I called one that had um uh Bentley's and I called a bunch of them and they were curt to me, and here's a guy that most people that buy those kind of cars have a lot of cars. Sure. And people have a lot of cars. If you're not a collector, you're basically what I would call a transitory car owner. You have lots of them and you get tired. Yeah. I always have five cars, but never the same after about a year because I get tired. Right now I've got uh Aston Martin, I got a tricked out Maserati, I got a Range Rover, I got a Porsche, I've got a G-Wagon. But a year ago I didn't have half of those because I got bored.

Jim Fitzpatrick:

Yeah.

Jay Abraham:

And you would think that somebody in that high end would know that somebody trying to buy that kind of a car is a uh it's sort of a it's a giggle indulgence, and he probably or she probably has a lot of other cars and they're gonna keep doing it. So would you follow up on that since it's a $300,000 and it's probably not a $2,000 margin?

Jim Fitzpatrick:

Right. No. Of course.

Jay Abraham:

Nobody ever called me.

Jim Fitzpatrick:

No one ever called you?

Jay Abraham:

Nobody called me. No, not one. And I probably called 30 dealerships. And I'm just fascinated that the sunk cost investment you have, people don't understand. I look at a business like a hedge fund. Hedge fund has a it has a portfolio of investment classes that are there for different purposes. Yield and they have risk. And you're allocating opportunity cost, resources, all kinds of things. If you don't know all the areas you are investing in, tangible and intangible, the yield you're getting and the risk you're taking, the odds are very high you're re you're misallocating. Right. You're putting too much into something low-yielding. But for example, in those examples I just gave you, a dealership would spend money on advertising. A dealership maybe only pays minimum wage to the salesperson, but a salesperson is spending investing, depends on how they look at speculating or investing with a with a known return, time with me opportunity cost.

Jim Fitzpatrick:

To make more money.

Jay Abraham:

Well, I mean, that's theoretically. So those two investments that are in tan tangible and intangible, money for the ads, probably had third party that had to manage it. So now you got two monies, advertising and your and your digital marketing guy, and maybe your agency, and then you got your salesperson who invested, and we didn't make a deal because the car sold.

Jim Fitzpatrick:

Right.

Jay Abraham:

But he invested in a known person who has five cars at any time, average cars probably 150 grand or more, probably going to change cars every year or 12, 15 months. Would you consider that something to never follow up on?

Jim Fitzpatrick:

Yeah.

Jay Abraham:

That investment is a sunk cost. If you had your your uh your portfolio, your private portfolio, I'm looking at you as if I'm talking to a dealer, entrusted to a wealth manager, and every year they were going more and more negative, how long would you leave that money with him or her? But that's the analogy I make. So you have all these activities, you have all these methods of targeting the audience, and and everyone's doing it the same way. So you're competing in the same way against the same people, and there's usually no distinction. Right. You've got leads coming in many ways. They come in online, they come in on the phone, they come in here. We we created uh a concept called the operating in the exponential zone. It starts with when you talk to somebody. One way of talking to somebody produces no effect. Another way, same time, same effort, can be massive. Uh give me an example. Stand up for a minute, and this is gonna look a little weird on your camera. If we were meeting, uh shake my hand. Hi, Jim. Okay, good. Is that meaningful? Do it again. For a moment. Hi, Jim. How are you? What a pleasure meeting you. Yes. Do it again. Big difference. Do it again. Yep. Hi, Jim. It is such a pleasure. I've heard so much about you and your family.

Jim Fitzpatrick:

Yep.

Jay Abraham:

Those two more meaningful? No question about that. Did they take any more time? No. Sit down.

Jim Fitzpatrick:

No.

Jay Abraham:

So we also, I mean, I do all these things. I look at all the soft skills, all the all the leverage points in a transactional process. And nobody looks at that, but I came from an industry that studied that massively. And they found out that you might have eight, ten, twelve levers in a transactional business that nobody looks at. And each one can be increased by either incremental or sometimes by orders of magnitude for no more cost, no more investment, and it all just pretty much comes to the bottom line.

Jim Fitzpatrick:

Right.

Jay Abraham:

But I mean, there's soft skills. People think that their sales force is totally trustworthy, and they teach them in automotive probably selling. But Stephen M. R. Covey, as an example, he is the world authority on trust building, has identified 13 characteristics, Jim, of unbreakable trust that if you as a leader, if your managers, but more importantly, from the from the consumer facing, if your salespeople manifest these, he's seen, he's tracked, you'll get a 300% increase in things like engagement, 300% in openness, 300% in shortening the sales cycle, 300% increase uh in potential margin. If your public company has 300% increase against your competitors and your in your stock price, and yet nobody tries to teach that. And they all think, oh yeah, we're very trustworthy. There's a person named Roger Love who teaches what I call strategic communication, how you are heard. Tonality, cadence, enunciation, pausing. And he's shown that when you really command that kind of qualitative, not arrogant authority, it enhances the result by measurable amounts. There's somebody else that teaches how to be interesting. We've talked about listening. Almost nobody knows how to listen. Right. Almost nobody asks people their origin story, even though things like that basically bond somebody, open up trust, make them so invested in you that they need to go forward to get a psychic return on that investment of opening up. I mean, I have arguably we have 97 categories we have given birth to of what we call exponential bottom line performance. Everyone talks in in uh non-car circles about a 10x moonshot, and they're always talking about it, and it's uh it's it's achievable, but it's very much more dangerous. First of all, you've got to find experts that are usually gonna be done technologically. You're gonna have to put a lot of money together on the experts, they're gonna have to work together, they probably don't know your field, uh, you have to pick the right, the right uh initiative. It's gonna take longer, cost more, do less when it's done, like building your own house. You're gonna have to fund it either by cash flow, by borrowing, or dilution of your ownership. And I always say, why do that when you can multiply the bottom line safely? You can get 10x bottom line moonshots. Now you're not gonna get it instantly, but you can get a lot more yield out of what you're doing, where you're doing it, how you're doing it, who you're doing it with, and what comes in. That's an asset. If you don't look at it as uh uh I'm spending, everything you do, you should be doing for a yield. And if you don't know the yield you're looking for, you should reconsider it. But a lot of people know their yield, but they don't understand how they are uh they they are, let's see if I can say this correctly, they are ascribing the yield to everybody, and everybody isn't worth the same. As I said, you'll find that it certain leads deserve a lot more investment than others. Yeah, because they're worth a lot more. They're gonna convert a lot more, they're gonna refer a lot more, they're gonna buy more often. Yeah. I don't know if that helps.

Jim Fitzpatrick:

It does. The and you know what we're coming off of uh now, you know, COVID was five years ago, but uh there was a good you know two to three year run in profitability uh for dealerships and sales and what have you. That was a good thing. It was also a bad thing because we just focused on those uh those areas of the dealership operation, all profitable sales, service, finance, um, body shop, and what have you. And we said, hey, the the the the money's there. I mean, it the profits are there. We're doing great. All of a sudden, when the gross profit started to come down, margin compression seeped back in, affordability went up, almost $50,000 or $50,000 for the average price of a new car. Um, all of a sudden dealers said, wait a minute, there's we we've really got to now drill down in every single area of the dealership and take a close look at how we're achieving those profits and how we can do more. Um so now we now that now the industry is saying, okay, we've we've gotta take we've gotta take a look at this. And there's gotta be these other areas that uh we can focus on to squeeze out more profits. And what you're talking about is is really doing doing just that. Yeah, I I would really in good times, as you know, bad habits can can-

Jay Abraham:

Well, I mean it's you know most people get very uh uh uh and perhaps deservedly complacent during good times, but you should always interrogate yourself. You should l I mean uh it was interesting. The the late um uh Peter Drucker used to say if you're not continually committed to making your current thinking, your current uh your current business models obsolete, you can make certain your competitors are committed to do it for and to you. So yeah, so I I think you need to look at all the the assets that you are not valuing on your balance sheet, because those are sometimes far more profit uh uh potential than you can even imagine, and they don't cost you anything else but the yield they can give you, and I also think you should understand preeminence. I'll give you a little quick insight, and then you I don't want to be uh too tangential, but I I gave birth years ago to something called the strategy of preeminence. It's how you elevate your stature above everyone else on whatever criteria your market will best judge value and and trust. And that one of the keys to it is how your people think about the relationship with the buyer. If you are transactional and I'm here to sell you a car and then move on to the next person, it's one thing. If I, in my mind as a sales professional, see the enhancement that the transaction I'm going to have with you is going to make in your life. I can see you and your family enjoying this convertible on a summer day. I can see you and your kids enjoying this van and being safe and going on trips. And I'm living in a world of understanding it in the future, not just in this transaction. The power that that evokes intangibly in my countenance, my communication, my whole approach and how I deal with you has so much more authenticity. So I mean it's all there's just a myriad of factors, of forces. One of the things I always say of a leader in any business, and I'm sure it's whoever the dealer or the dealer's uh top management, you are paid to think, but you're really not. You're paid to outthink. You're paid to outthink, outmarket, outsource, outconvert, out-retain, out-deploy. All the ways you can make an asset pay off many more times and for longer. And if you're not constantly questioning what everyone else does, there's a fallacy. I would make one more point and then I will that. I I would think in a dealership the concept of best practices is very prevalent. Yeah. I believe there is an inherent flaw in the concept. So if you're the first dealership or the first early adopters to embrace one, you have a short-term window of advantage, no matter what the practice is, whether it's converting somebody and the finance, whether it's marketing, digital, whatever it is. But sooner or later everybody learns the same best practice. So it just becomes standard operating procedure. You have no advantage. And if you're constantly following the herd and doing what your industry does, there's no there's no breakthroughs possible. If you look at breakthrough thinking, one of the things that I accidentally discovered, uncovered, they don't come from inside, they come from outside the industry. We talked about this offline. Fiber optics didn't come, it changed telecommunication, but didn't come from telecommunication. It came from aerospace and was borrowed. Uh FedEx created a whole new industry by borrowing the Hub and Spoke check clearing system the Federal Reserve Bank uses to clear checks so people don't bounce them. Ballpoint pen or roll-on deodorant came from one another. Uh uh Rogain came from Pimple Medicine, Viagra from Heart Medicine, uh the most successful baby buggy in the country, $500 million from collapsible airplane. So I created years ago something called funnel vision versus tunnel vision. It's borrowing success approaches from outside an industry when no one none of your competitors are even aware of it. Anyhow.

Jim Fitzpatrick:

What what what one piece of advice would you leave with the dealer community today as we end 2026 or 2025, we go into 2026? If you were if I was a dealer sitting here today, what what one piece of advice would you give them to focus on?

Jay Abraham:

The easiest way to multiply the performance of everything you're doing is to constantly test the way you're currently doing against alternatives. Because normally when you do, you're gonna find higher performance in everything you do. And everything you do, 10, 15% higher performance will combine to put a ton more in your on the bottom line.

Jim Fitzpatrick:

Yep. Jay Abraham, thank you so much for joining us here at CBT News. Thank you, Jim. Inside Automotive. I know that our dealer community will get a lot out of your visit with us today. So thanks so much. Thanks for watching Inside Automotive with Jim Fitzpatrick.