#12 - Tracy Myers and the customer experience

Hello and welcome to this week's episode of the Independent Dealer Podcast. Today, Luke and I sit down with Tracy Myers. He is the owner operator of Frank Myers Auto Complex in North Carolina. He's going to share with us his insights on branding, marketing and the sales experience. Enjoy.

Welcome to the Independent Dealer podcast, the podcast for auto dealers to learn and grow together. Here are your hosts, Luke Godwin and Jeff Watson.

Let's talk about the sales process at your place because it's wonderful. I've seen it in action and it's great.

Sure. Well, I appreciate that. So our sales process is about 15 years old, but it's always improving, it's always changing. Sometimes it doesn't improve first, it gets worse first, but we change it. And sometimes it works and sometimes it doesn't. We test a lot, all the word tracks, which I don't think word track's a dirty word, by the way. A lot of people say, well, why don't you use scripts?

Just be real.

I think you can be real and use word tracks. If I say, good morning, you're gonna say good morning. That's a built in script, built in word track we have. So, you know, and psychology is involved in a lot of what we do. Closed ended questions, open ended questions, things like that, which is sales one on one. But dealers still don't use it. We mystery shop our competition a lot. And it amazes me. In 2019, dealers are still saying, hey, can I help you? It drives me crazy. Do we ever do that, man? You know, there's seven salespeople and 30 customers in the showroom. I'm not saying we haven't done that in a hurry, but, man, that's not part of our process. So. And we have, you know, we have people that say, man, that's not the way I buy cars. And there's a couple things we can, meaning our process. I don't know what you're doing. This is the way other people do it. And I love that. And I just heard that yesterday. I was behind the sales desk and somebody walked in and, hey, welcome to Frank Myers Auto. My name's Billy. What's your name? Second question, have you been here before? Which sounds, sounds like a very simplistic question. I guess it is. But, you know, I go to a lot of restaurants because I travel quite a bit and really nice restaurants always ask that. And if you say yes, hey, welcome back. Glad you decided to come back. You know, I don't know. I always like that. So I kind of, you know, we drop that in there. But as the salesperson here at the store, it allows them to know, have they been through this process before.

And.

How long has it been? It's not a matter of are they scaling a salesperson or taking someone else's deal. Our team doesn't work on commission, which we can talk about later if you want to, but that's not important. But we also know from our experience in the business that customers will shop salespeople as well, which is a strange thing in of itself. But once they do that, we take them right to the prize and registration center, which is also our information center, which is also a trade appraisal center. Whatever you're trying to get that day, it's at that kiosk. It's like going into Verizon. I went to Verizon the other day and when I went in, they said, hey, welcome to Verizon. What's your name? First thing they said, hey, my name is Tracy Myers. Hey, welcome to the store. Are you currently a Verizon customer? Absolutely. And they say, oh, great. So are you here today to buy something new or replace something you have? I'm like, man, I love this. Right? And then they tell me there's a, you know, a 12 to 15 minute wait and they throw my name up on the sign and put a number next to it. Okay. And most of the time it's not that long of a wait. But I know that there's a lot of psychology involved in that. It's kind of like when you fly, you know, when they tell you the flight is going to be an hour and 45 minutes. And the pilot, I always tell my wife, she laughed. How did you know that? I'm like, because it always happens just to make them look good. The pilot says, hey, looks like we're going to arrive a little early today for a flight. And I'm like, oh, man, these guys are fantastic. Right? They knew they were going to arrive early before they left. So we actually, we actually have a number system because after 2 o' clock in our store, there's usually a wait. It's almost like a deli. I actually like them to wait eight to 10 minutes. And the looks on their faces, if they've never been here, I gotta start getting pictures of those. Because they're like, really? For a salesperson? Absolutely. We're having a big sale right now. There's 18 minute wait. But the good news is you get to take advantage of the same opportunities that they get to take advantage of. So we'll call your Name when we're ready for you and we'll come out to get you.

You don't feel like you get a loss, you don't get a fall off there where people are like, I don't want to wait.

I don't know that we've ever had. From what I've seen the past 15, well since 06 with this process, I've actually never seen anyone leave. It actually has the reverse effect. They go and wait and they almost have more buy in. It's kind of the empty restaurant theory. No one wants to eat at an empty restaurant. No one wants to really shop at an empty dealership.

Yeah, Tumbleweed's going across. I do notice right now we are at a low, low inventory and I think that almost brings in more traffic.

Right.

Same kind of philosophy, a little bit of scarcity, some demand, creates more buyers.

Well, before I bought the store, it's funny you said that my dad was primarily a wholesaler and my dad and as a salesperson trying to sell, you know, people would come back and they want to think about it, they want to shop your price. But he turned the inventory, he cleared the lot every three days. Now obviously we know that because we wholesales a lot of times inventory comes back, but the customer doesn't know that. All they see is like they come by on Monday and the lot, you know, there's 75 cars here or 100 and they come by on Wednesday and there's literally like three cars and we're sitting here, what are we supposed to sell? But they're back on Friday, right? I don't know. And I actually think, looking back, I think it was a huge part of our success in the beginning because God knows we didn't have processes in place. My dad was wholesale mentality and you know, wholesalers, gunslingers by nature. Anyway, he didn't like dealing with the public. It took too long to make, make their mind up, make a decision if they were buying or not. He didn't like anything, didn't like any of that. Me, you know, I like talking to customers. I like to get to know the customers and I like for them to come back. So, you know, that worked for me. But going back to the process, once we go to the prize and registration center, that actually goes right into the CRM. So we get their updated information, we get a copy of their driver's license or id. We get email address, multiple phone numbers, how they heard about us, which you know, you're asking. So that's only as good as the answer. They give you, but at least you're asking. It's actually your information's better if it's an appointment set up by the BDC. But our BDC setting up about yesterday, 92% of the people that walked in the door, they were appointments that were set up by the bdc. So we knew exactly where they came from, what they were looking at, usually what their situation is. And those notes are already in the CRM and that information is printed out by the customer. And this is before they've ever looked at a car. And that process from start to finish is probably five to six minutes.

Okay, so that's the meet and greet, the intro, what you call it.

So what else?

And I don't know if Luke, this was the lines you were going down, but what else are you doing in your dealership at that first touch point or the beginning, even before that, to set up that customer experience, to really give them, you know, you're saying you got to wait time to wait with your salesman. That creates a little bit of a demand, a little elitism there. What else are you doing to make these guys feel like when they walk in, they're not stepping into, you know, Bob's Used Car Barn and they're going to get, you know, just dished out, whatever. Like, you know, I've seen some of the pictures. I know you've got a red carpet, I know you've got these things part of the shtick. What else could you tell us?

And that's part of the end result. Like in the beginning, for example, we. Hey, have you been here before? No, I've never been here before. Well, great. My name's Tracy. I just want to let you know right off the bat, I don't work on commission. We're non commission solutions providers. So it doesn't care. It doesn't matter me what you buy. We're just here to answer all your questions. You know, I was taught very early on without the why, they will not buy. So I'm a real proactive, reactive person. Give them the information up front so they don't have to ask. That gets the fences down where we used to do it. Opposite. We said, look, don't bring that up unless they ask you or they make some kind of snide comment. I know you're just trying to sell me there because you're making commission. We don't want to bring it up then. We want to bring it up in the beginning. So if they do say something like that, you can, you know, our team can Make a comment like, well, remember, I don't work from Cliching, so I'm just here to help you make the right decision. Oh yeah. And you all see like, oh crap, you know, they were using that, they were trying to use that against us. And we've already addressed it. So it's not like we're throwing it in as an afterthought. So that's part of the process. Now we work. I'm sure you guys have heard of Greg Goebel or at least you know, Greg Goebbels theory about red balloon, green balloon with your, I don't like to call it qualifying. But I think it is important, especially with what we do to know if they want to finance or they're handling their own finance. And so we have that part of the process in place, which is, hey, what most of our customers like to do is go through our ease, no obligation pre approval process in 15 minutes or less right here in the store, we can tell exactly which direction we need to take. Fair enough. Absolutely. And they're either going to give you, now I'm handling my own financing right off the bat, or they're going to say, oh yeah, that'd be great, man, I just had a repossession last week. Or that's a little. But we do get that right. And they love that.

Yeah, I think that's important because, you know, we're, I teach here that, you know, one of the first three or four questions you should ask is, are you here for our in house financing program or do you see a certain car that you'd like to, that you're interested in? And that way we know which direction to go in if they're interested in the car. We say, great, do you have your financing already set up? Are you paying cash? You know, that way you're kind of, you're on the right direction. I think that, I think customers actually appreciate that because it doesn't waste their time. But I mean sometimes you get pushback. But I think that's really where you're going, is to free up a customer's time, right, Jason?

Absolutely. And you know, your process really needs to be set up for the majority of your customers. And that sounds like what yours is set up for, Luke, and mine too. We know that 90 plus percent of our customers are going to be special finance subprime customers. And the ones that actually say that they've got their own money or they're handling themselves, usually they probably got like one of the bank pre approvals in the mail could be pre approved up to. And they did. You know, rookie salespeople especially dig it. They'll have a cash customer, somebody and it's not. You have to do a little digging. And your market is a big determining factor as well because as we mystery shop, every new store in town asks the same question. That's the question we asked 25, 30 years ago. How you paying cash or financing? And I think if you have like if you asked me that as to where I'd be insulted.

Yeah, sure.

I mean, what freaking difference does that make would be, you know, that doesn't matter. I just need, you know, help me find a car, you know. So I think the way you ask it is just as important as asking it because for a long time we asked that and it got to a point I felt like we were running off some good credit or better credit customers. So that's when we changed how we asked and it really opened up new, opened up new customer base for us all together.

Tracy, let me go down this road. When you say you mystery shop other dealers now, I'm guessing that is with the intention of bettering your customer service.

Absolutely.

Finding out what they're doing, what might be different, what that customer is experiencing down the road so that you know how to either incorporate that or completely steer clear of it. How do you do that? Maybe help our listeners understand, hey, this could be a good situation for you to get some market research on what your competitors aren't doing. How can we incorporate that? I can't imagine that I can walk onto my competition's lot and start asking them questions. I mean, they know who I am. A and B.

Well, you can't do it. But your customer, your.

How do I set that up?

Yeah. So backing into that and this will probably. There's two different things here, but nonetheless, we have a training class every month. One is because we're always trying to prospect for good health. And our training class is three days. We recruit and we'll bring for example, our solutions providers. We'll bring in 10 to 12 people. We'll tell them it's a training class. They're not hired full time. They may not be cut out for the position, but we'll pay them for the training. We'll feed them for three days. And even though a lot of dealers, I've mentioned that to how you pay 10 guys for three days and feed them and isn't that an expense? Absolutely not. Because there are a lot of people that interview well. But man, day two, they're horrible. And they come in and we just had one last week, as a matter of fact, I hold the training classes. By the end of the third day, we've got to make a decision. Who are we keeping, who we're not keeping. And it's got to be three of us.

I'm one.

I got to put them through. And then I've got three. Three managers that interview, and then they've got to make two out of three decision to keep them. But nonetheless, on day two, we actually send the rookies out to the trainees, out to the competition to mystery shop. We just want them to go in and shop like they're buying a car. Don't tell them that they're mystery shopping, obviously. And they come back and tell us exactly how the process went. And we still get horror stories that we read about in automotive news and how they went and they stayed 30 minutes and nobody waited on them. And, you know, Smokey Joe was by the front sitting on the bench and offered him a cigarette. I'm like, what? And this is a lot of new car stores, you know, so. And on the flip side of that, there's a lot of great experiences. And they come back with those, and they're like, look, that's not our process. But you felt welcome. You felt like you would do business there, because that's kind of the end result. Would you do business there? Wouldn't you do business there? Like the store didn't like the salesperson. What didn't you like about the salesperson? Well, you know, they smelled the cologne was too heavy, which sounds like a stereotype, but we just had that in the last training class. And they took a test drive with a salesperson. They said that, you know, they felt like they were smoker and they were trying to cover up the smoke smell with all this Axe body spray. And they said almost knocked them. They had to roll the window down the car strong. And that's, you know, that's huge. I hadn't thought about. I don't smoke, but I hadn't thought about that because I see I've got. I got two or three here that do it. You know, they act body spray it after a quick smoke break. And, you know, I guess we used to it. It's like, you know, so we kind of ignore it.

Yeah.

But they bring that back. And then we have conversations with the. I have conversations with the management team, like, look, can you believe that this happened at this store? Because, you know, we know the owners. And to back up just a moment, we don't bring anybody into training that sold our floor. That's real important to us. We want people from the hospitality. Hospitality industry, like hotels, restaurants, waiters, waitresses. What's the person that's front of a restaurant?

Hostesses.

Hosts and hostesses usually work out great. People that work shoe stores can be fantastic. We've had some great people that did that. You know, it's just. I don't know, man. You can deal with people's feet all day. I think you can deal with a.

Little.

Look at cars.

I don't know.

That's a good point. I mean, you got to look at where your customer service is coming from, and you're using those hires to go out, not only learn on their own, but they're bringing back research that's invaluable to you. So even though you're paying them for that training, I mean, man, they bring back so much information to you to use in your dealership that, geez, Louise, you do that just as a good strategy every so often, even if you don't need to hire somebody. So not to take too much of your time, Tracy, I know it's valuable, but give us maybe one or two more points that you're using in your dealership. The guys like us because could get going today. Where do you see the common used car dealer falling flat in their customer experience?

First and foremost, I think it's the experience at the store, which is very broad, but I think we need to look towards not other dealerships per se, but look at Amazon, especially companies like Amazon. Every dealer I mentioned that too. They say, well, I don't have Amazon's money. You don't have to have Amazon's money. You never will, and we never will. Correct. But we need to look at that. Company grew so fast because they actually listened to customers. Car dealerships, car dealers. We have a tendency not to listen to our customers say, this is the way we've always done things, and this is what works, and I'm making a lot of money. But, man, you look at companies like Amazon, how fast did they come on the scene? How fast did they gain their net worth? And how fast did they put Sears out of business, Toys R Us out of business? Go down the list. And I think we can attribute all that to Amazon, quite frankly, because they listen to what customers wanted. You talk to folks that are well, and I use it a lot too. But take Uber. Uber's a great example. Uber is a business model that taxicab drivers and taxi cab companies, they would have laughed and did laugh at that when that came on the scene. I don't take cabs anymore because Uber said, look, it's a pain to sit there and raise your hand and hell, a cab, you don't know if anybody's in it or not. But guess what? I can now with my phone, I can actually control. I can control what kind of car that I want, what kind of driver I want. I can rate the driver they pick me up, where I want to be picked up. I don't have to go to a cab stand. Right. I don't really have to pre plan. I just hit a button. Right. And now you go to a place like Vegas, which was so cab dependent and they fought it for years. If you read that story, it's very interesting how the city of Vegas fought Uber so long and there were lawsuits and the cab lines used to be what, like 45 minutes to an hour wait in all season for cabs. And of course they still made it inconvenient because Vegas doesn't like Uber. But you have to walk across the deal and take an elevator up. Right. But it takes like seven minutes to get an Uber even with the inconvenience. So I think we really need to look at things like that and bring points.

Where are the customers having pain and.

Where all these companies that have used either technology delivery services are becoming huge right now. We just brought that into, into our business about six months ago where we'll bring the car to you and we'll bring the paperwork to you. And a lot of people taking advantage of it.

Nope.

But it's there if they need it.

Really.

No additional cost on our part. We just need to market that. And we have, and we've had some marginal success. Will pay off. I don't know. But we're going to be there if it does take off. We're already there. And sometimes just trying things like that. And you're scaling it to something that we can control like the delivery service. I mean. And I'll ask both of you, I'm sure that if you had a customer that you had pre approved, you would take them the car and paperwork, right?

Yep.

Yeah. If you got to work out ahead of time, you just got, you have to let the customer know. Now we can't do a Carvana thing where we load it up on the wagon and take it out. We have a computer and a trailer. I mean that's not our business model. But I think we can emulate a lot of that because I still think people want to buy from people. My great granddad, that's what he implemented in the business. One of the first things they wrote down that he said that we still bring into our business. Technology is great, but it's just a conduit to get from A to B. Still about the people. So when they go to the website, submit a lead form, it's about that touch on the other end. The BDR on the other end. Yeah, bots may be cool to send the messages back and forth and for the channel texting, but who's actually talking to the person and answering their questions? There's only so much of that a real person can stand, I think. I mean, and it's really like, look, you know, if we're in buy here, pay here business, we know that that model. I don't think that Carvana or any of those will ever touch a buy here, pay here or even a deep subprime model because there's too many ifs and buts. Right. And could be wrong about that too. You know, we talk about that monthly. You know, is there a way to work around that? We haven't come up with it, but maybe somebody will, I don't know, might find a place.

You got a great, a lot of great stuff going here. Tell everybody that's listening where they can find you. I know you've written some books, you're speaking around what you got coming up. What books you recommend us all read.

Yeah, so I'm actually speaking at the innovative dealer summit next week, which is first time there, so that's really cool. Books and you're the brand Stupid is dated now. The second one's coming out by the end of the year. An updated version of that. It's for branding and marketing and things like that. And it's amazing. That book was. Is five years old and I went back and reread it before I started writing the updated version, man. Talking about, you know, blogs and you know, blogs have. And blogs are still important for SEO. But you know, who actually reads blogs anymore? Now it's podcast. Right. It's just, it changes so fast. But in our industry things, it's crazy. I go to these conventions, I listen to these people. I'm like, man, they're talking about the same stuff they were talking about six and seven, eight years ago. Some of them, not all of them. And that's why I like to go to. And this is not anti automotive convention stuff here because I believe in those and support those good ones. But I think it's real important for Us to get out of our comfort zone and go to conferences that aren't automotive related so we can bring stuff back. I've been to real estate conferences and conventions. Stuff will blow your mind. And you can bring it. Literally bring back 90% of that stuff and put it in your store with your team leadership stuff. I mean, stuff that we're not even talking about yet. It's crazy. You know, seem like branding, personal branding's been kind of the buzzword for salespeople, especially the past two or three years.

Yeah, you're the king of that, buddy.

Well, look, I appreciate that. Not the king, but I stole all of it from real estate.

Okay?

I mean, my point is they were doing it, what, 20, 30 years ago. Realtors had their. Their picture on everything. The individual realtor, not the company. Right? Think of if you had a sales team, if you. If you have 3, 7, 12 or 20, if you're spending X to promote the company, and then each one of them are investing X to promote themselves, which is representing the company, how powerful would that be? It's just compound, right? It's like a little village. That's the direction we're going now. But you talk about another language when you're speaking that stuff to your sales team. They're like, what, I gotta do this your job? It is my job. And my thing is, look, when they come in, I don't care who they buy a car from as long as they buy it at the dealership, right? But when they come in, you want them to buy it from you. How do you guarantee they ask for you when they come in? That's your responsibility.

Got my personality, huh?

That's the direction we're taking right now.

I like it, Tracy. I mean, we could go down this road for days and days and days and take. I mean, hours, right? And there's so much to give. But really appreciate your time. Luke, do you have any parting words for us?

I just. See, he's a guy you need to listen to. He's been around for a long time. He does it the right way. Thanks, Tracy.

Check out his website. Go to his Facebook page. See what he's doing. I mean, just. Just numerous. Numerous ideas, guys. Really appreciate it.

Thanks, guys.

All right. Thanks, Tracy. Appreciate your time.

All right, we'll shut up.

You guys got some nice cars, that's for sure. You got to get those down payments.

We didn't start there, though. Yeah, but did you go there? Do what?

Did you strategically go there?

Yes.

You too, Luke?

Yeah, for sure.

You guys purposely have Bought up in your ACVs, even though you could still be getting a 4 or 5, you just don't want to deal with that car, that headache. You're fine putting more money on the road.

If I can find the four or five, I will. That, I think is a good quality car. But I think that the issue we kept having was that the customer kept demanding a better car and we kept providing it. And then you kind of get hamstrung at that point and it's hard to go backwards, which I've been trying to go a little backwards, but it's just not work.

And ours was by. It was by design, but kind of by accident at the same time. Because we started with a combined floor, we did primary and my year payer in the same store.

Right.

Different sides of the lot. But nonetheless, it was really hard to mix 12.5acv with a $4,000 car. It's just obvious. What's this junk back here? It's cheap stuff.

That's what mine looks like right now.

Well, if that's your model, it's all relative to what your model is. Right? So we were turning a lot of our primary customers or our, our non buy here, pay your customers off because they just saw that other stuff. So then we started creeping up and you know, we buy a $12,000 base Altima with good miles and a $7,500 base Altima with high miles. And you know, you clean it up, right? And unless you look at its miles, consumer can't tell a ton of difference.

Right.

That's where ours came to fruition then. I don't know, man. There's still a stigma with that. And we don't call it buy here pay here. But nonetheless, it is what it is. I thought we were missing a lot of buy here pay your customers because we were getting about 30 calls a day. Hey, you guys do buy here pay? No, but we have a similar program. Okay. Things click. So that's when I opened the stand alone buy here pay here, which is literally within walking distance in good weather of this store. And they're just man. And look at the. I'm thinking I've been doing it wrong all these years. I've got 33 employees at the retail store with service included and doing, you know, what we're doing here. And the profit's good, but man, there's no comparison.

Really.

Oh yeah. What we're keeping retaining at the buy here pay here and so much less overhead. I mean, it's just really crazy when you look at the numbers.

So I mean, I don't want to go down this road. It's not our topic. But help me understand that because I think the people we talk to all look at buy here pay here is the redheaded stepchild. It's the headache, it's the hassle. The customers are a hassle. The, you know, the bad debt, the chasing the repos. But you're telling me that running a buy here, pay here store for you is what? Easier, less headache, more profitable than a retail.

Easier may not be the right word. It's definitely more profitable. I'll give you a great example because I'm about putting it into real time perspective. Yesterday we had a 800 plus credit score. Came to the retail store with a pre approval mailer that we're doing with one of our finance companies. Now that's less than 5% of our business, that 800 plus credit score. Just to put it to frame the story one our sales staff, they're not trained to handle that customer. Right. So they turn it to a manager quickly. But the manager, one of my sales managers, stayed with that customer for an hour and 45 minutes. They wanted to drive everything on the lot. They wanted the research pool. And there's nothing wrong with that. But once again, it took that sales manager out of pocket to pull research for them and go over gas. We just, we don't do that, you know. You know, by your payer store, the average wait time for the customers, buy your payer store, they have, I mean literally in and out. They have the money or they don't.

Right?

Paperwork and everything. Pick the car is 45 minutes.

Yeah, right.

Maybe so. Yeah. It's just a lot quicker. Do you have headaches on the back? Yeah, but I mean, I don't know anybody in the car business that really doesn't have, I don't call it a headache. It's an opportunity for improvement. But I'm a glass half full kind of guy, but.

Right.

You know, I don't know. And usually you gotta understand where that buy here pay your customer comes from and what their daily conversation is when they're saying, when they're screaming at you, hey, my car's broken, what you gonna do about it? There in your face. What they're really saying, Look, I can't get my kids to school and I need your help.

That's right.

So I think once you frame it like that and put that in perspective, it makes things a lot, a lot different.

Yeah, You say that those, that sometimes the 800 plus credit scores, they're just as thorough or needy on the front end. Might be dependent on you on the back end. Right? Correct.

Yes.

And some of those 800 credit scores are just as dependent on the back end because, you know, they expect it to be perfect or they, you know.

Yeah. And you talk about a rabbit hole, man. That's when you could jump down and talk about for hours. And I know Luke and I have talked about it at length in the past and not getting into people's tendencies right now, but we're definitely in a you owe me this mentality with a lot of folks, especially a certain age group. And it's not bashing millennials. A lot of my employees or millennials have no issues with them at all. I think a lot of that smoke and mirrors, however, there is a lot of entitlement mentality and we see that outside of that millennial age bracket.

Oh yeah.

And it becomes greater and greater every year. And that's where all the dealers, or most of the dealers I talk to, where they expect things. Like a few days ago I was in service and we were having training with a new service writer and a customer came in and they were, this is not a buyer payer customer. They were upset because we didn't tell them they were supposed to get their oil changed every three months, 3,000 miles, their engine locked up. Are we supposed to tell them? I mean, is that our responsibility? And that is half sarcasm and half reality now, because I'm not really sure I know anymore. But you're the kind of guy that.

Looks at that like that's my opportunity. Yes, I should or could educate my base on such a basic. The gas goes in this end, the oil goes in this end.

Yeah. So it's funny you said that because just this morning we had a leadership meeting and we brought that up in conversation because years ago when I first started selling cars full time, it was at a Toyota store and they had a Toyota touch team. So before you actually could take delivery of the car, after you signed the paperwork up, you went to the touch team and, and you spent to the salesperson 45 minutes to an hour because you had to stay with the customer before you can move to another customer. And that was excruciating for, you know, 18 year old me. But they couldn't take delivery of the car. They wouldn't, they wouldn't allow them to until they went over literally everything. They went over the manual, they went over the car, they went over the radio, they went anything, maintenance plan, the extended warranty if your car broke down, here's who you call. And my conversation was, look, could this benefit us now? Maybe not 45 minutes in a box with somebody, but how can we make that problem go away? And is it a problem? Is that something they're just telling us because they knew it was wrong? They chose to neglect, rolled the dice, they lost the, you know, they lost their gamble and now they're trying, they're just coming up with a story. And those are, those are the type questions that I'm bringing up every day and just kind of way my brain works, I don't know the answer to that.

Do you worry sometimes this, the conversation I had with my sales manager yesterday was sometimes it's a fire hose in a teacup, you know, and how much can I really put at this customer at the time of sale and at the time of closing when really what I need to cover is when your payment due, where it's due and what my warranty covers and what it doesn't cover?

Oh, absolutely. We have that same conversation and we have people show up all the time. They're non buy here, pay your customers, because like I said, they're separate locations, different brands. Unless, you know, unless you looked it up online in the city, which you're probably not going to do, you wouldn't know it had the same owner. Right. That's how separate the brands are. But they come to the front desk and they say, I'm here to make payment. Who's your car finance with? We know that we went over that in the finance office when they signed the paperwork. Why don't they know I know where my payments are made, when their payments are going? I don't know. But I'm not a customer hater. I'm not.