In this episode, you get two motor trade veterans’ perspectives on leading teams and fixing underperforming sites.
Daksh discusses imposter syndrome, making your ambitions visible, and why you start with the numbers, not vibes.
Andrew breaks down the turnaround that took a Peugeot site from 168th to 1st in two years.
Daily basics, visible metrics, relentless follow-up, and genuine appreciation for the team (yes, even fish-and-chip vans).
If you run a department or you’ve just stepped into management, this is a practical hour on what to look at, what to ask, and how to get people moving in the same direction.
About Symco Training:
Symco Training was founded in 2000 by Simon Bowkett and it was his belief that the business had to offer its clients something different. That difference was clear to Simon from his days in the dealership when he experienced many sales trainers who had all the answers, but were unable, unwilling or both to actually show the delegate how they could be implemented. It remains the ethos of the business today. You see, Symco only employ trainers that are committed to delivering not only in spiring and insightful training, but are equally as happy to demonstrate these skills and techniques with real customers in your own showroom. We believe in order for sales training to be effective and in Simon’s words ‘real world’, it needs to be tried and tested in the only place it matters the showroom floor. There is no room for theory when your goals are for your team to sell more cars, hours or parts and retain more profit. In dealerships around the world the focus applied by many of the sales executives is to try and sell a deal. Symco specialise in getting your teams to focus on selling themselves, the product and then supporting this with the deal.
To find out more visit: www.symcotraining.co.uk
Time, welcome to the Selling and the Motor Trade podcast in Association of Car Without. The online car-changing destination. Together we share tips and ideas on how to sell more cars, improve your service department, and generally put more profit into your department, dealership or dealer group. I'm your host, Simon Bowkett, or some of you might already know me as Skippy. First thing, I just want to say thank you for taking the time to listen to this podcast. Hi, welcome to another episode of Selling and the Motor Trade. Today it's my pleasure to be joined with Dash Group. Can you tell me about the first step into management then? How did that happen? So you were selling cars, I believe your first step into management was the Redding and the S&P dealership, is that right?
Yeah, I mean I had the opportunity to go and work with Keith Brok who was my Nissan Zone Manager and I was a baby, I was like 23 years old, right? So it's a Keith going my first real big opportunity to go and run that business and we had, you know, this was a business I was doing like 100 years cars a month, right? Big market. Nissan back in the day was a fantastic franchise, it's still a great franchise there, but then you know you've got the Nissan GB guys coming, great product and they were gaining market share, so it was a really exciting place to work and you know nobody kind of teaches you to be a manager but the approach that I took was, okay if I can teach my team to be great at what they do in terms of looking after customers, following the basics, following process, you know, following the scripts in terms of training and trying to help them coach them.
I mean even today, I mean even the business here, I say that my job is to help you, I work for you, that's my job, I say that all the time, for me I adjust to the view that if I can help my people be better then ultimately, you know, you can, you get the reflective credit in respect to them being successful because it all comes back to you at the end of the day, so that's what I saw was a big part of my job in terms of being a coach and a mentor to my people and my teams, that's how it was. I love that philosophy, I'm working for you, I'm here to make your job easier and so many times I get brand new managers don't see it that way around, they flip it, it's such good advice there.
Do you have any other advice for someone taking that first step into management? How do they get that first step? I think there's always that anxiety people have, I mean even for me I'm running a 1.7 billion health business here, you know, and just to put it into perspective, this has 330 sites, you know, and our previous year of EPID, I was 156 million, so this is a big business, right? So there's always anxiety, are you good enough? Have I made the right decision? Have I got the confidence to do it? But you know, nobody teaches you to go to CEO's, well now I've been a CEO for many, many years, I was a CEO at 37 years old and I was a director at Inch K but 30, so you know, and I'm 53 now, so I've been doing it for 23 years, but you know, it's even switching, you still have that imposter syndrome and I think everyone has that, I think anybody who's obsessed, and I'm not really somebody confident individual, but you still do question, are you good enough, you know?
So I don't think people should be anxious about it, I think, you know, a lot of people don't go out there to win and have that winning mindset or have the ambition or don't let people know, so you know, how can your bosses know that you want to progress if you don't tell them, they haven't got crystal balls, but also, you know, you've got to stand out, why should you get that opportunity? Some people feel, I'll be here the longest, I should get the job, what is it that you do that makes you deserve it, what's your attitude, like, you know, I like people who are going to go and show me a good attitude, and the stars always come to the top, you can see them, you know, but what is it that you do personally that makes a difference in terms of saying, yeah, I'm a star that deserves that opportunity.
Yeah, I'm glad you said about that, and possibly because I have so many people that come up, they ask to sell side of it and nervous about the sales side of the business or vice versa, and it's almost like given that confidence that, listen, just go for it, you're fine, you know, everything you need to know, don't go in pretending you know everything about it, and just ask questions, don't be afraid to ask the question sometimes, because I always feel that, so this might seem like an obvious question, but I've got, yeah, how does that work? Can you talk about... I completely agree Simon, I've been up in CO for a long time, I'm 53, I'm still very young, full 33, and here, I know nothing about the sector, but I ask lots and lots and lots and lots of questions, don't be scared to ask questions, because actually the worst thing you could do is not ask the question if you're not sure, that's how you learn, and none of your leaders or your bosses, you know, I'm going to ever criticize that, and actually they'll see that as a good thing, because you're curious, you want to learn, so I think that's really good advice you've given Simon, I'm doing the same thing here, because I've got a lot to learn, you know.
It was in that Reading Village, hi, Wiccan, you were at Reading, sitting down with Keith Brock, and Mike Thompson, and we asked the salesperson, going through the accounts, and it's accounts reviewed, I had clearly no idea, just brand new salesperson, that, but I was like, how does that work, what's that about? Okay, a volume bonus, what is volume bonus? And Mike Thompson, Keith Brock, took the time to explain it, they didn't have to do that to me as a salesperson, but I suppose they've seen there that there was that interest there, how it works, and I think... Yeah, and Keith also, you know, he really supported me, because again, you know, I'm honest at the time I've got the opportunity to run a bigger business at a very young age in Reading, because I was a good salesperson, you know, and we were not smashing it out the park in terms of sales, and I think Keith probably recognized that, you know, that's what I brought to the table, but actually, I think what Keith helped me achieve was an understanding of that big picture of how the numbers were, because today and everything I do today is all about the numbers, because the numbers are a direct output of what we do in the business, so whatever you do operation in the business and the inputs that you do operationally results in the outputs and the numbers, so if you can understand how the numbers work and the levers work, then you can know what you need to do to improve the business operationally, so not enough people, I think, really understand that.
So one of the best bits of advice I'd give people is, you know, make time to understand the numbers, and if you don't understand them, go and talk to your accountants, your accountants would love you to go and ask those questions, because they're there to help. Yeah, so I'm just going to ask it, so you walk into a new business you've acquired, a new department, some intakes, they're in a group and they go to another dealership within their group there, what are some of the first things you look for? I may have got that wrong, it sounds like you're looking at the numbers throwaway, I thought you were going to say it's the people first, processes, but what do you do when you go to the business field of park?
Yeah, so I actually look at quite a few things, it's not just any one individual paper, I mean, I do start with the numbers, to be honest, when you can don't like, you know, the numbers tell you what's going on in the business, and then you can get a sense of what's going on behind that, because as I said, the numbers are an output of what we do operationally, so you know, when you look at numbers, if a business isn't performing, if it's down to gross margin, what's happening in terms of discounting, what's happening in terms of stock, there's always something that's driving the numbers, and there's always a reason why something's happened, so I start with the numbers to understand where the issues are, so is it a sales rate issue, is it a new to use car ratio issue, is it a margin issue, there's always something that is a driver behind why they look, so that gives me an indication of what questions to then ask, okay, and he'll make a judgment, and you'll just ask questions, you know, why's your margin, I also love benchmarks, so I love league tables, love benchmarking businesses, so one of the bosses I worked at, in HK many years ago, I'm one of the best businessmen in this country, I would say is Andre LaPra, I learned a lot from him, because he was talking about gold standard benchmarking, and how he would use KPIs to look at the bottom towards our moving them up towards, you know, national average, and if you just move the bottom, all the funds average, if you look at that in your business, the numbers are transformational, I mean, you know, in a business like this, it's tens of millions of pounds, understanding that, and then you ask questions as to one, can you explain why this is, and just listening, you listen to what the explanation is, and you say, well, this is what good looks like, and this is, you know, what others do, which is why I was just like looking at concerts, you've got a benchmark, because if the rest of the network's doing it, well, why can't we, one of the things that prevent us, and there's always a reason, sometimes it's because we haven't been ambitious enough, this is something like say, use car stock turn, what's our stock in policy, how fast are we turning vehicles through the workshop, how fast are we preparing things, what's our order delivery cycle, there's always something that gives you the answer, and then you listen to the knowledge of what that person's telling you, do they know the numbers, do they know the understanding, or do they're like, what numbers are you talking about, and then you make a judgment on the people, so for me, sometimes there are issues, but if you've got the confidence that a person has an understanding, then you know, you'll get there with that person, it's about helping and supporting that person, coaching them, training them, whatever that he needs to, and on some occasions, you know, you may be of the wrong people, but that's what the numbers and then assessing the individuals and seeing how competent they are on the numbers.
I suppose it's the question that could be a podcast in itself, what KPIs do you start looking at, I mean, that's a huge question I know there, but are there any key ones that you like to go and look at straight away on a business there that really... I would say there's not anyone single, I like to look at a balanced school club because an old boss of mine, one of the best retailers in the UK Graham Plots, who's the CEO of Bardy, and became the CEO of the Inchcape and the UK great great retailer on the best in the country, you know, I've been really lucky, you sort of still one liners and one of the liners, you say, was sent at a single indicator, and you know, what that basically is, you can't just look at one indicator because you might look at something in this lens, but actually there's a reason why it's over here.
So for example, you know, one of the things I'm sort of actually teaching in this business is don't just focus purely on margin because if you purely on focus on margin, okay, you could lose volume, okay, equally don't just focus on volume because if you just focus on volume, you could make them margin. So there's a balance in there. So I think I don't just look at one API, I look at multiple KPIs, you know, so obviously probability is pretty important, you look at volumes is really important. I like to win market share, I mean, in my previous company, we won market share every single year. In fact, I can't say too much here, but that's a mantra we've got, you know, internally that we win market share, we still dinner from our competitors, that's what we're focused on.
And yeah, so lots of things I look up in a business. What I love about this, and this conversation for 20 minutes, you must have mentioned four, maybe five mentors at the moment, and it sounds like you've always looked up to people and nicked as many stolen as many ideas as you possibly can from these. Any other mentors really stand up in your time. And what do you do? Do you go into your career, did you just see someone say, right, I am loving what you're doing there. And did you mold yourself on them? Then you talk about your mentors and how they have shaped. Oh, you know what Simon, I am so privileged and lucky to work with so many amazing people, and you always learn something, you know, and even if they're not from the sector.
So it's interesting, the, you know, in automotive, where him pots was my boss, you know, one of the best retailers in the country. And, you know, he came into Inch Cape and made a huge change, literally, in fact, I was relatively recently promoted for untried, because I was a baby at 30. I thought I was going to get fired, you know, because I was like, last one in, and I learned so much from him, you know, in terms of retailing, particularly brand-use cars. So that was amazing. And you just listened to what he says and some of his theories and philosophies and his experience and how can you not learn from someone who built, you know, with the Peter, the Vardy organization is one of the best resellers in the country.
So you're always going to learn something there. I've worked with Sarah Sillers, who's amazing, one of the people front, who's the former chief executive, the IMI. She was an op-all at Marshall at Marshall, came to his holdings, Alan Cook, who, you know, was 15 years as the chief executive, Cobham, then became the chairman of WSA Atkins, phenomenal success story, and then also chairman of HS2, again, just an amazing guy. Even though he's not a necessity, you listen to what he does, what he says, how he does it. Peter Johnson, who was the chief executive chairman of Inch Cape, learned so much from him, Alan Ferguson, who was, I think, on the run four audit committees for PLCs.
I mean, that guy's so smart when it comes to numbers, you know, and you know, you just learn, it's very calm and very measured and you watch him in broad meetings, think, yeah, I wish I'd said it the way he'd said it, you know, just really, really smart and teaches you to do things properly and teaches you about, you know, presenting numbers in a professional manner and transparent manner because investors like that. So so many mentors, I mean, I could spend all day talking about that. I mean, so Michael Marshall, who recruited me at Marshall, you know, who talks about values and genuinely cared about people and values which align to my philosophy. So you always learn something.
I mean, you can imagine the Marshall boardroom at Cambridge. I had Sir Ralph Robbins. I mean, you know, I'll never forget Sir Ralph Robbins, who was the chief executive Rolls Royce. And I had dinner with him. And Sir Ralph, what was the toughest decision you have to make? The toughest decision I had to let 50,000 people go. Anything. Well, I'm just a little tiny nobody and I'm working with this time, I'm brought in. And you know, Peter Harvey, ex-barkers, I mean, I could spend it all day talking about the mentors and there's many more that, you know, we're going to run out of time for me to talk to but you always learn something. You always learn something and you can always learn, you know, I'm learning in my new role today, which I love.
I'm working with Blackstone, who are amazing. You know, I was in New York with Stephen Schwartzman, you know, one of the wealthiest people on the planet, you know, 42 billion net worth, a couple of dollars behind you, Simon. But you know, and you listen to what these guys say and, you know, they're really smart people. I like hanging around people who are smart and you can listen. You can always learn, you know, and you should always have that open mindset. Well, I thought to people that we both know about before this. Okay. And I see it makes that stand out. And people that we know like we thought, you come in these breaks were about that.
People that keep up, people that keep up, people that keep up, they talk about fine and selling business, they present. And you can help be great for about number of contractors, take talent, let's go through it. You, you team up on it, what makes that, we said, we just had this energy drive for the time, we just had that energy, I believe, I suppose, Pat Casey has that same energy drive, I don't know what, Paul Brady, I thought Tim, he tells us great story about, and you're having a meal with him and a few other people in Harpington. And they took that having a half day off for a golf ball, talking right back. And it was like, you know, no, that means to get back and run marshes.
Okay. And you're having marshes, surely you have half a day off here or there. And he said, no, it seems hard work ever. So that's what things people in the outflow said. What do you think? What makes you stand out? What are some of the other characters that you agree with what these other people said about? I mean, I think if I listen to what you've said, I mean, I remember the story with Keith, you know, selling the business. And I said, Keith, you're only ever going to do this once. And I've bought and sold 227 businesses. So a tiny bit of experience there. And just try to help him, him and Steve Patch, because if you're not experienced at doing that, it can cost you a lot of money.
So just try to help them, one of my oldest and dearest friends. So wanted to do the right thing. So, yeah, I mean, I think it's attention to detail as Pat said, I mean, for me, I am very focused as individual. I've got a lot of drive, I think that's clear. But I don't find work work. I mean, literally, you know, I probably do on an average day, 18, 19, sometimes 20 hours a day when it's pretty full on, you know, and it had that but work's not work. If I felt work was work, I wouldn't do it. You know, I mean, I genuinely work because I enjoy it. I want to see the organization do well.
I want to see people do well. I want to see people grow. And it's rewarding and it's successful when you see an organization changing, you know, in this organization, we're going through massive cultural change. But you know, you only see the feedback and you see what people feeling that you could, you know, it's a privilege to lead. And it's a, it's work, it's not work. It's fun. Okay, I appreciate. I'm in the position where I have got that ability to say it's fun. But I genuinely do, I mean, you know, I'm in a very, very fortunate position. I've had a, you know, reasonably successful career and I've done reasonably well, but I don't work because I have to.
I do it because I want to and the day I don't enjoy it, it's the day I'll stop. But I'm not sure that will ever come because I enjoy it. So, you know, talking to your comment on Paul there, yeah, I go to work, but and I do work really, really, really hard. I always had this lack of confidence about, am I good enough? So I always felt, well, I'm probably not good enough. And part of it is, you know, I've got to try and learn as much as I can to sort of make sure that I can prove that I'm good enough, I guess, really. And the other thing I'd say is surround yourself with amazing people, you know, all the people I've got, Rami, I try and recruit.
Sometimes people don't recruit people better than them because it's a confidence thing. My view is get the best you can, get the best you can, get great people. And it makes your life easy. And if you've got people better than you, and they do well and they do well for the organization, they also then have the confidence to go and recruit great people. That's how you have a solid business. When you see businesses not successful is where they've got weak leaders at the top. And what they do is they basically recruit weaker people. And then what happens is they recruit weaker people and the organization is built on sound. So yeah, that's that's that's always been my philosophy in ethos.
So that in the comments that you've raised are probably quite factual on me. But the drivers have always been a determination to win, you know, for the organization. And that's been to think I guess in my DNA from day one, really. It's my pleasure to introduce this time. A really good friend. And I have to say that this man, Andrew Wakeland, I've known for, well, I have to work without soon, Andrew, but probably too many years. Okay, we were both a lot younger. I believe we're both exactly the same age within a month of each other or something like that. And this one is going to be so easy to me because I'm speaking to a friend.
But this is someone you really need to listen to about what he's done in his career, how he's got to where he's got because let me tell you this, I'm not just saying this because you are a friend, Andrew, you you punch above your weight and the businesses that you've gone into and what you've done. So today, it's my pleasure to introduce Andrew Wakeland, who is now the regional operations director for Slantis and you. Andrew, welcome. Yep, indeed. Welcome. I don't know how I'm going to live up to to that introduction. Someone's listening to this podcast and they're about to go to a brand new business. So they might be in the dealer group. They're going to a dealership that's struggling and they want to turn it around.
Now, listen, I know you turned up at a Persian dealership that was 168 out of the Persia Guild. They were, I don't even know how many Persian dealerships there are in the country, but 168, it was right down to the bottom. Two years later, you got it to number one. Okay, that's a huge turnaround. What did you do to get that huge turnaround? So, and I suppose I'm asking what advice do you have to someone listen to this? But what could they do to do a similar thing? Yeah, well, I mean, first of all, it was, it was a team. It was, I had to lead the team of course to get to that, but I don't want to.
Yeah, but it, yeah, it was, it was all about the engagement of every single member of staff in that business, letting them understand and know where they were, because some people didn't know they were down there. So, I mean, so, you know, so once you then start to put down the things that we need to, and it was, it was all just about the basics, the basics as ever, you know, and ensuring that we can all, I think everybody in the industry knows what needs doing in a business, but the skill is, and the trick is to make sure everybody's doing it all of the time, every day. So, the measures, the measures have to be on the board regularly changed and updated, day by day, deal by deal, hour by hour, you know, when we've done a good job, we've gone green and celebrated it that day, you know, if we've done a poor job, we've understood why not, and then as a team, oh, we're not doing that tomorrow, let's catch you back.
So, it's just the buying and the animation of this night, along with all the other things that we know, the basics, but like I said, I think every head of business general manager in every dealership up and down the land and manager, for that matter, will be able to tell you what needs to do it, but the skill is making sure it gets done all the time. Yeah, every day, every day. Every day, without fail, yeah, and measuring it. So, tell me, you turn up to a new business, okay, and this is something I've not done your job, okay, and I struggle to get my head around it. When you can be someone like me, who is a control freak, as my sales department, my sales team, this is how we do it, and if you were one of my salespeople, Andrew, I'm going to tell you, you're either, hate me to start with, okay, because it's like, why are you making me do it that way?
But then it's realizing that, hold on, this is the way we do it, and people last with me forever, okay, because or they come in within three weeks, and say, this is not for me. It was very, very quick, but they knew I had the culture, I had our processes, this is what we did here. How do you do that, though, on mass? How do you do it? So, you turn up to a new business, so you left the Peugeot dealership in Chester, you went to, I believe, one of the biggest Peugeot and Citroen dealerships in Manchester, okay, you turn up, how do you get the culture right? What's one of the first things you do when you turn up to a new business?
What do you look for? Well, I think, again, you've got to let the people know what you're about, and you've got to do it in a, I generally would do it in a one-on-one basis, and get to know the person, not just their results on a piece of paper, and because you might look at the set of steps for technicians and look at the best, the ones with the best efficiencies and the ones with the least efficiencies, and make an instant judgment. And you might do the same with, they're only selling five cars a month, and they're selling 18 cars a month, 20 cars a month, and you can make, you can be very quick, and to look at that and judge, you've got to get to know the people, understand why, and understand what's been going on in the business.
I mean, I left Chester, you're right, and I actually went to sale first, and then after that, I went to Manchester, but all at sale, it's both the same. You go in and you have what are ones, you find out what they enjoy about the business, you find out what the challenges are potentially in the business, and let them understand that you're there to help and support, and like I said earlier, don't get me wrong, in my early management career, you know, you used to go in all guns and blurs, and think that was the way, but all that would do was turn staff and make you a busy fool yourself, and if you go back generationally and you go back, I don't know, 20 years or so, then things will happen, but we know that bosses aren't a thing anymore, it's leadership, and guiding people through things and helping them, and some people listening might find that surprise when they look at how I was earlier and where I am now, but we've had to adapt, you've got to influence them, and you've got to understand them, and you've got to find out about them, what makes them tick, because we know that somebody might be money driven, somebody else might be success driven, somebody, they're taught to different people, so you've got to understand who you've got working for you, and then you've also got to just make sure the attitudes are right, and people are there for the right reasons, and will come with you on the journey, give them the chance to come with you on the journey, because if you've got a challenge in sight that's not performing well, and I seem to have had a lot of them across my career, then I've ended up going into those to turn them around and had a lot of success, again using the process isn't finding the right people, you only have success, and one is as good as my weakest member, so the point is to not have weak members, but you've got to bring them on, and if you might still have weak members, and then of course you've got to have that conversation, and you know Andrew workling to you know John Smith, then I might like that person, but you've got to separate that, and if you're the head of the business and you're the general manager, general manager to sales exec, or general manager to technician who's not performing, then it's a business decision, but you've got to help them, you've got to guide them, you've got to give them everything you possibly can, and then people get to understand, and because you go around the business and regularly speak to people as well, I said before about technicians, I can't tell you the amount of times I've gone into businesses, and just talking to staff, just generally going around and talking and asking how they are, and they're amazed, some people, you know I had it in a couple of businesses where people were just saying, you know we didn't see, we've seen more of you as a general manager in the first two weeks than we saw for two years of the last one, I think you alluded to it before, where you know you talk about obstacles going in and just going upstairs and then disappearing, I think some general managers do it, and it's not intentional, they're busy, and we get buried behind these laptops, and we get buried behind the stats, the figures, the numbers, and we're reporting this, we're reporting that, we're focusing to go and speak to the key people that we've got and the people that are there, doing the job for us, and appreciate them, we do a lot of buying breakfast as simple as that is, you know we do a heck of a lot of that, you know I get the recently, if we have a good quarter, I'll get the fish and chip van in, you know, and these are things that go a long way, it goes a huge way, and it's such a simple thing, you know 650 pounds for 65 people to have fish and chips, Manchester for instance, you know, just was an event, and you let them dress down that day, and they just feel appreciated, you know, whereas I think we can all fall into that trap, where we forget to appreciate not just the technicians and the sales execs, but admin, and fleet admin, and you know, and accounts, everybody would be involved in everybody's eating fish and chips, you know, it's not just about fish and chips, but you know what I mean, and we do it, we do it with breakfast as well, and you know, and team events in the past go karting, and you know, just pulling people together, it's a vital part, and a night out for a meal, or whatever it is, I think it's just important, and we certainly in a cost savings world that we were in, I think those things sometimes are the first things to get dropped when in actual fact they're the things you shouldn't drop.
Yeah, well, there's a story that you won't know, because you weren't working there before I did, there was a Volkswagen dealership in Wales that you were a general manager and you moved on there, you hadn't been there for, I don't know, maybe 18 months, and the account there said, when we had Andrew Wakeland there, he was on a tricycle in the workshop, getting the technicians saying, come on guys, we need to get to this, we're up to what are we doing, come on, let's get it through there, and it was actually one of the technicians there, workshop controller, we're really laying this story about this mad guy called Andrew Wakeland, that was on a tricycle riding round in circles there, you won't even remember the story I'm sure.
I knew because I think I was 19 still at the time, and I lost my weight since then, and I think it was one of them clown bicycles, so I did look quite a sight, and I was also blowing in a little horn at the time as well, so yeah, I do remember that, that's quite funny. So, put a bit of fun out, but again, you knew the mechanics, you knew what they needed, where you needed to be there, and that must be 18 months after, they're talking about the story, and they didn't realise I knew you, and they're talking about this mad guy, Andrew Wakeland, who could by the way, remove the fly with the forehead with an axe, and I will say that people have said that about you as well, and again, I'm sure you'll know that, but sometimes not the best part of my career, but yeah, I did do, because you know, yeah, I did do things wrong back then, and but a lot of it was right, most of it was right, but I'm going back, I mean, I've changed a lot over the years and realised that, as I said before, you know, the best, still think sometimes my representation precedes me, but not necessarily a bad thing in some instances, but no, I'm a typical Yorkshire fella, so I just said things like they are, but in the right manner.
Yeah, that sounds good. That just leaves me to say that all details of this episode and other episodes on the selling in the Motor Trade can be found on our website, simcotraining.co.uk. Go there to get a copy of our book, Words That Sell Cars. Go there to sign up to a free trial of our sales fitness online sales training program. Easiest way to get hold of me is Simon Bowkett, through LinkedIn. Thank you.
