How To Hit 280% Of New-Car Goal

Scott Simons, owner of Simons Chevrolet GMC, shares how he transformed an underperforming rural store into a top-performing operation in just a few months. By focusing on team alignment, disciplined inventory strategy, and expanded financing capabilities, Simons and his team achieved significant gains in sales, service, and parts performance.

Operating in a small market with limited population and income constraints, Simons took a hands-on approach—meeting with every employee, implementing transparent performance tracking, and building a competitive, accountable culture. He also leveraged subprime financing, targeted marketing, and deep community involvement to drive demand and build trust. The conversation highlights how operational discipline, local engagement, and strategic decision-making can unlock growth, even in challenging markets.

•  Building a high-performance team through alignment and accountability 
•  Using real-time data and competitive tracking to drive results 
•  Inventory strategies focused on volume and market demand 
•  Leveraging subprime financing to unlock underserved buyers 
•  Community engagement as a core driver of dealership growth

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Transcript

Welcome And 280% Goal Shock

SPEAKER_01 0:07

Welcome to Inside Automotive with Jim Fitzpatrick.

Jim Fitzpatrick 0:13

Hey everyone, Jim Fitzpatrick. You're watching another edition of Inside Automotive right here at cbtnews.com. Hitting your numbers is one thing, but blowing past them just months after acquiring a store is something entirely different. Scott Simons and his team at Simons Chevrolet GMC recently achieved 280. That's right, 280% of their new car objective through Chevrolet, which tied them for number one in the zone for volume. So what's driving that kind of performance? Scott joins us right now to talk about that. Uh and and Scott, congratulations on a couple of things. Your new store. And uh you did it. You're a dealer now. That's awesome. Not only are you a dealer, but man, you in just a few months acquiring the store, after acquiring the store, you're already hitting 280% of objective. Walk us through that. I mean, and uh and again, congratulations on on both uh both items there.

Taking Over An Underproducing Store

SPEAKER_00 1:07

Yeah, Jim, thank you so much for having me on. Long time listener of your show, uh friend. I've been to the studios and uh thank you for everything you contribute to the automotive uh industry. Um, yeah, I'm I'm really excited. Um we inherited a store that was uh underproducing. Um we are located in uh Wyville, North Carolina. So we're surrounded by a bunch of bigger stores, bigger markets, but uh I like being in a smaller market. Uh that's where I uh came from. Um you know, sit down with the team and just you know, we talked to every single person, Jim, and uh everybody was offered an opportunity uh to stay on. Uh we've lost uh two or three team members, but we've gained four or five. Um I was able to bring some key people down with me, some people that I've worked with uh for a lot of years. And uh we've been fortunate. We've turned around a few stores in our uh in our career. Um and you know, I just wanted to sit down and get to know all the associates and to set expectations. First of all, where do they want to go? And then what my vision was for where the store could go. And of course, you got some raised eyebrows, you got some people thinking, really, you think we could sell that much here? A couple people didn't think it was possible or they didn't stay. Um, and actually, one of those people reached out after uh it was announced that we tied for uh percent of objective in the zone and said, Wow, you know, you're doing some pretty special things there. But it's a I've got just a great team and we're all on the same page. That's great.

Jim Fitzpatrick 2:35

That that's great. It the team makes all the difference, doesn't it? You can talk about marketing and you can talk about the facility and you can talk about even the location or the market, but man, nothing beats having a great team in the store, right? It's it's all about that, isn't it?

Gamifying Daily OEM Performance

SPEAKER_00 2:50

It is, it is. And and it's um every day we we get a report from GM, and I said, look, our goal was to be the number one percent of objective at uh Chevrolet. And we also were fortunate we have GMC too, so we're dual store in the same in the same facility. So every day we know where we are, we know where our competitors are. So what we do is we gamify, Jim. So we say, okay, this is where we are, these are the stores that we compete with, and this is who we would like to beat. And there's stores we're competing with that have no clue that we're looking at their websites every day, where we're looking at where you know where they are. And then I when I get the email from a rep, I just share it out, say, hey guys, we're two behind number one. We're we're one behind number one, or hey guys, we're we're ahead. And our ultimate goal is to service our community, be good stewards of our community. But everybody knows here we want to buy other stores. So to buy other stores, you've got to, you know, one, sell a bunch of new cars, two, have very high CSI. That's right. And then three, you know, you better be able to perform financially. Yeah. But manufacturers look at first is how many new cars you sell. So we raise some eyebrows, um, you know, tracking that every single day, training every single day. We also um we uh stock more vehicles that are that sell in this area. So if I have uh a 250 or 1,500 truck that someone needs, Jim, I may negotiate with a swap and say, okay, I need a tracks back or two tracks because I'll sell that tracks a whole lot faster,$25,000 our tracks and I will uh$90,000 our trucks. So we sold like 13 or 14 tracks last month.

Jim Fitzpatrick 4:30

Okay.

Stocking What Sells And Swapping

SPEAKER_00 4:30

Wow. Which is a strategy that we had. There's less gross margin on it, yeah, but our numbers were we're hitting those numbers. And you know, I had to just kind of figure out GMC and Chevy. You know, when I first came in, um, I'd not I had I was a CEO of a company that had those brands, but I didn't run them day to day. Yeah. And you know, I had to I had to learn some things uh the hard way first couple months.

Jim Fitzpatrick 4:53

That's that's right, that's right. What did you have to do early on when you took over to to build buy-in and get everyone aligned and rowing in the same direction and making sure that they truly are on your team and on your side?

SPEAKER_00 5:06

Well, at first, Jim, to be honest with you, when I when I uh ended my partnership, we ended up a partnership with CMA back in 2024, I could have retired. And I I realized real quickly that retirement's not for me. And so I did some I did some consulting and then um you know purchased this store. Yeah. Now think about this. I get here about 7:30 in the morning, I'm locking the doors eight o'clock at night, you know, six days a week. So I went from could have retired to this. And I'll tell you, Jim, first couple weeks, I'm sitting here thinking in my office, what was I thinking? This was dumb, dumb, dumb, dumb. And um, and then I quickly, you know, gathered myself and said, wait a minute, you know, let's formulate the team. But it it's just letting them know what's possible and finding out what's important to them and fitting what they want to accomplish within what we want to accomplish. Right. And uh they just don't know what they don't know. Right. They didn't know that this store could be up uh 258% in sales and service and parts is up 150%.

Jim Fitzpatrick 6:05

That's great.

Building Buy-In Through Shared Vision

SPEAKER_00 6:05

And you know what's crazy, Jim, is we have so much more opportunity. There's so much more opportunity, and we're a very fortunate area we're in because we're 45 minutes away from Myrtle Beach, an hour away from Wilmington, not far away from Raleigh. So I'm in a great area. This community has been so supportive of us. Of course, I went out and threw out the first pitch at baseball. I sponsored about everything you could sponsor. This is base small town baseball USA. Okay. So uh churches, we do the the the lunches, and so here it's grassroots, it's shaking hands, getting out there and attending these events, which I like to do anyway.

Jim Fitzpatrick 6:42

Yeah. So that that's a great job. I mean, you're curious. You're new, you're not just new to being the dealer, but also new to the community. That they didn't know Scott Simons before, right? So you had a lot of work to do.

SPEAKER_00 6:55

No, sir, sir. And and and Greg, everybody, all dealers should be good stewards in their community. Yeah, but instead of writing a check, like I'll give you an example. We wrote a check to uh another baseball team. Yeah, so I said, hey, come by, come by, yeah, and I want to I want to introduce myself, yeah, and then I want to you know capture it to put on social media because you know we need to let the community see that we're involved. Why should they support us? Is because we're supporting the community. Another thing, the local community college did a a career, we a career wheels day where they brought all these different people out there. Well, I went out there from 8:30 to 3:30, and um 3,500 K through eight kids came through. Wow. I took a bright red Corvette, yeah. I spoke to them between 30 and 50 kids at a time. Jim, by the time the day was over, I looked like a tomato and I was I was tired. But that's what I have to do, right? And that's what I want to do. Right. And that it makes a big difference in not only our community, but in every community that you're in. Don't just write a check.

Jim Fitzpatrick 7:56

Yeah, yeah.

Grassroots Community Presence That Pays

SPEAKER_00 7:58

Yeah, get out there and attend the events, and uh and it will pay huge dividends for us, and it it already has.

Jim Fitzpatrick 8:05

Sure, sure. So let's switch gears a little bit and talk about um some of the headwinds that dealers uh are facing right now. Obviously, uh gas the price of gas is over four bucks a gallon on a national average. Uh we've got we're at war right now with Iran. Um, you know, we still have got interest rates that we're dealing with and affordability issues. Um where does that where does where is that right now in your in your scope or in your funnel? Is that a concern of yours? I mean, obviously 280% increase um uh or to achieve of a new car Chevy uh product is incredible, but are are those headwinds, so to speak, a concern of yours moving forward into the summer?

SPEAKER_00 8:47

Yeah, absolutely. So we're we're in an area that um the average income is about 48,000. The population of this town is 5,000, we're surrounded by bigger markets. Okay, yeah, so it you know it is a concern. So what I did was I worked with a gentleman previous that is the best. I uh after a couple months, I noticed that about 50% of the people that came through the door had some type of uh needed credit help, that they needed help with with financing. The beacon scores were much lower than what I was used to. So I worked with a gentleman years ago that Jim is the best at getting people approved. Bar none, the best. So what I did was I contacted him and said, hey man, you know, how are things going? Well, I'm really happy where I where I am. And so I went to his house two hours from here on a Sunday and sat down and explained my vision and my goal to him and his wife.

Jim Fitzpatrick 9:42

Right.

SPEAKER_00 9:42

And basically, um, I went there on a recruiting trip.

Jim Fitzpatrick 9:45

I was gonna say, you sound like a college football recruiter.

Economic Headwinds And Affordability

SPEAKER_00 9:48

I had the number one recruit in the transfer portal that I went and met with. And after two hours, his wife said, I endorse, I don't know how we're gonna make it work because you're two hours away, but I endorsed my husband to come work for you. And Jim, when I got in the car, I got emotional because it was the piece that I was missing that I knew that would exponentially grow what I was wanting to accomplish.

Jim Fitzpatrick 10:13

Right. You do what you had ahead of you.

SPEAKER_00 10:16

So what we do is those people that we were able to help, we don't say their name, but every week I do a post saying the this credit rating, 458 credit score with two repos, job loss. You know, wow. We were able to get these people approved, but we don't say their name.

Jim Fitzpatrick 10:32

Right.

SPEAKER_00 10:32

And then what people do is they see that and they're like, Well, yeah, that's what I got.

Jim Fitzpatrick 10:37

Right, yeah.

Winning With Credit-Challenged Customers

SPEAKER_00 10:38

I've got a 600 credit score. Yeah, can you help me? Well, yes. And then what we do is when people come in, they'll give us references. So we'll call the references. So say I'm a reference for you to purchase a car. We just call and say, Hey, you know, um, hey Scott, do you know Jim? I do know Jim. Well, Jim just bought a brand new Chevrolet track. Oh, really? Yeah. Hey, you know, and uh, you know, be sure and congratulate him and he put you down. And oh, by the way, you need a car. And you know, it's just, you know, a lot of people, a lot of people get, you know, they want the glitzy websites and they they want to, you know, home deliveries, and we we'll do all that. We'll ship cars all over the country. But there's a lot of basic things that people aren't doing that guess what at a small store, you have to do.

Jim Fitzpatrick 11:24

Yeah, yeah. Yeah.

SPEAKER_00 11:26

We we have to do that.

Jim Fitzpatrick 11:27

That's a good point. Yeah, good point.

SPEAKER_00 11:29

We can't afford to miss an opportunity.

Jim Fitzpatrick 11:30

That's right. That's right.

SPEAKER_00 11:31

Because we don't get that many.

Jim Fitzpatrick 11:32

No question about it. So what's what's next for Simon's Automotive Group? I mean, are we are we talking uh you mentioned a possibility of an additional store?

SPEAKER_00 11:41

Yes. So what what I do is um I look at the I look at the sales reports, I look at the stores at the bottom, I look at what city they're in, and then I'm giving away all my secrets. So uh and I look and see who owns them. And I'm just picking up the phone and just, hey Jim, this is Scott. I'm a new dealer. You know, if there's anything I can ever do for you, please let me know. If I have any cars that are available, here's my cell phone, and just I make a contact. I don't say, would you like to sell? Right. I just make a friend, and then I'll see him at the grassroots meetings. Yeah. And then, you know, as I get to know him better, I'll just say, hey, I'm looking to expand. If you know anybody out there in your network that's looking to sell, please let me know.

Jim Fitzpatrick 12:18

Yeah.

SPEAKER_00 12:19

But you know, I'm not a type of person that will call and just say, I would like to buy you. Uh, I do have some brokers out making some phone calls on my behalf on the perimeter, but I really like to start here where I'm at and work out. Um, but yeah, I'm already manifesting it. And I tell you why. The days I don't feel like getting up at 4:30 and getting up here and grinding, I remember why. Why, uh, why there's a bigger mission and uh hopefully Simon's auto group, I've already envisioned it, will be here long after I'm I'm gone.

How He Plans To Buy More Stores

Jim Fitzpatrick 12:47

That's great. That's that's the great at the right attitude to have, that is for sure. And obviously your growth is already right at that store, has just been remarkable. I mean, congratulations on all that success. And as as you know, the OEMs, they know they they notice that. You know, if you've got good CSI, as you said earlier, and you got you're hitting the numbers, uh, that's what they want to see. And of course, you're engaged in the community, they'll probably be throwing opportunities at you before you know it, if they haven't already, right?

SPEAKER_00 13:15

Yeah, we yeah, we that that's the plan. You know, we're we we are anything the factory asks us to do, we're we we we do it. I mean, we want to when a when a any report comes out for utilization or pull a manifest list, we always want to be at the top. We track our CSI every single day. We have a 4.9 Google review. Our Facebook uh group is is is uh is uh we got 137 reviews since November. Uh, you know, so uh we're dialed in and uh we're we're setting the culture every single day of what we expect. And uh it's just competing, you know. We're out here competing with uh everybody else uh and just getting involved in the community. And uh, you know, uh we've been very fortunate for this for the uh community to support us, and uh we've got a really good team. We found some real diamonds in the rough here. That's great. Um, one of our sales reps sells more cars a month than the previous dealer did total. He was and he was and he was here.

Jim Fitzpatrick 14:12

Yeah, really? Yeah, oh my gosh, that's pretty cool.

SPEAKER_00 14:16

That is that is it's been an amazing run. That's a great success. Man, we're having a lot of fun.

Culture Metrics And Closing Thanks

Jim Fitzpatrick 14:21

That's great. That's that's the key. That's the key. Scott Simons of Simons Automotive Group in North Carolina. Thank you so much for taking some time out of your schedule to join us on the show. It's always great catching up with you. Uh you're you're this bundle of uh energy that's very inspiring to a lot of people in the industry, and you've been that over the years. So, so again, thank you for spending some time with us and congratulations on all your success.

SPEAKER_00 14:43

I'm a big fan of your show and uh respect and admire you a lot. I've known you for a long time. I appreciate everything you do for the auto industry, and uh it's been an honor to be on here. Thank you.

Jim Fitzpatrick 14:53

Thank you for those kind words.

SPEAKER_00 14:54

Yes, sir.

SPEAKER_01 14:55

All right, thanks so much. Thanks for watching Inside Automotive with Jim Fitzpatrick.