I’m joined today by Darren Bedford and Andrew Clark and we’ve been looking at what’s happening in the future and asking questions such as:
Where’s the motor trade going?
Used car stock-what’s happening there?
And we’ve got to talking about the disruptors out there.
Who are these disruptors? Are the still “disrupting” or are they on the way out?
And where does that leave the rest of us?
Join us as we pick apart what the motor trade looks like in 2023
Here are the highlights:
(02:07) Who are these disruptors?
(05:22)The human touch
(07:22)The Omnichannel approach
(15:23) Availability and the market
(17:49) That tired stereotype
(30:20) The skills we had before all this
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 inspiring 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
Welcome to the Selling and the Motor Trade Podcast, an association with Symco Training. This is the weekly podcast where we share best practice tips and ideas on how to sell more cars, improve your service department and generally put more profit into your dealership or dealer group. I'm your host, Simon Bowkett. As some of you probably already know me as skipping, I will start by saying thank you for taking the time to listen to this podcast. Hi, welcome to another episode of Selling and the Motor Trade. Firstly, again, we just want to say thank you to everyone who has been sharing this podcast with their work colleagues, people that they know, getting this out to as many people as we can. We really do appreciate it and the growth in this podcast is just going from strength to strength. We started in the very first lockdown as amazes. We've gone over a hundred episodes now and we're getting so many comments. So please, again, take the time to comment. We really do appreciate it. We read it. We come back to people as well. So we do appreciate it. Now, this episode, I'm with Darren Bedford and Andrew Clark. And we've just gone through the Christmas period. And what's nice through the Christmas period is we've got lots of times to sit down, reflect and think about the business. I'm sure you've been doing the same thing. We often say it's some good training. It's nice to have time to work on the business, not in the business. And it's part of that. We've been looking at what's happening in the future, where's the motor trade going, use car stock, what's going to happen there. But we've got to talking about the disruptors out there. Now, if you listen to this down the track, this is actually coming out the first week of January, 2023. And Kazoo, there was a warning, I think it's the right word, come out about from Car Dealer magazine this morning about Car Zoo and going through a bit of trouble. So when you listen to this, we don't know if they're still operating or not. Time will tell. But I'm going to start this conversation off with Andrew and Darren with a question. These disruptors, the Kavanans in America, the Kazoo, is the censures of the world. Are the days done? Is there a place for them? Andrew, what are your views on these disruptors? I've got to say, I think if you look back at it, during the COVID era, when people had to go online, the disruptors really came at the forefront. They'd started their business model prior to COVID and people were forced to go down that line. I still think there's room in the market for them, but I think they've got a flex. I think they've got to pivot in terms of what they're currently offering and maybe come more into a retail environment where customers can actually have a hybrid model, not just a complete online model. If you look at the likes of because today's warning, there's lots of people jump on it because of their online only model. But it's not just Kazoo. If you look at, in the States, you've got Kavanagh, which are experiencing very similar issues. If you look back in the UK last year where we had the collapse of Kazam, it's an online world, lots of people talk about it was a stock issue. I don't think it's just stock. I think there's a number of facts of actually influencing the actual model. In the way that they trade is changing. Interestingly, if you look in the UK marketplace, we've got a company called Mortapoint, who's a traditional used car supermarket. They've had growth over years and years and years. I think they've now got something like 17 sites and different major cities across the UK. Yet in Covid, they've pivoted their business to be an online business. 73% of their turnover and their revenue came from an online channel. That was in their 1920 accounts. Last year in the accounts revenue, they increased the revenue by 83%. That online percentage dropped to 56% of the business. They're seeing very much the fact that people still want to touch, see and feel the cars. I think that's maybe where these online products have to pivot. I'll throw that back to you guys and see what you think. What was your thoughts, Darren? A question first for Andrew. The numbers for again, people listen to this. I understand on the New York Stock Exchange, Kazoo had a valuation to start with of what was it? 6.5 billion. As of this morning, the market cap. Andrew, what was the market cap based on? This morning, the shares were trading at $0.18, making about $117 million. Well, that's some sort of slide though, isn't it? 6.5 billion down to $117. Again, firstly, I'm no stock market genius. But how did the valuation of 6.5 coming out there? Was it ever worth that? Darren, what do you view, though? I definitely think Andrew was just talking about Covanna. And that's a more mature example, if you like, in the marketplace. I think the interesting stat that I always come back to with that is the amount of people that actually pass through the process without interfacing with somebody. There's a lot of attraction there. For those that don't know, it's almost picking up your car out of a vending machine. They certainly play that part very well. You kind of, there's the kudos of doing the actual process. But the vast majority of people still want to touch and feel some part of that process with a human being. And so the number that physically transacts all the way through is absolutely tiny initially. The number? You know, roughly the number? I want to say it's a while ago since I got the latest because, but originally it was 5% of people that actually would go through without actually speaking to somebody. And touch and interact if you like with a human being. So Covid will undoubtedly push those numbers and stop, undoubtedly push those numbers as people sort of buy whatever they could that was available. But it actually appeared as one of the businesses where the original assessment and valuation of it is somewhere in the region 100%. I think it was 99% reduction in the value of those shares from the initial valuation that it was achieving. So you're effectively involved. Is that Khazu that you're talking about now? Or you're talking about Khazu in America? This is in America. Yeah. And they were looking at, you know, it's not just our businesses, all sorts of businesses where there's some of those big names that have come in and disrupted the marketplace. So there were things like Peloton in there. There was Beyond Me, you know, which is an option for vegans and food-wise. So, you know, it's cross every single industry that there's a kind of disruptor that comes in and introduce something new into that marketplace. So, but interestingly enough, quite a few of these businesses will actually come back to more of a natural, what I would say is more of a natural position in the marketplace. And I think genuinely the people who will succeed are those that cater for an omni-channel approach. You know, there will be some people that start their journey online and want to go long way into the process before they touch and interact with somebody. There'll be other people that will come in without possibly even having a look on the internet. They're in the minority, but there might still be a few of those. And it's going to be that a process that can take those interactions and bring them all together. It's going to start off as a Facebook inquiry. Did it then move to an online email? Did it then end up with a telephone call? And at every stage, anybody could join that sort of purchase decision. And the true, you know, business that capitalises on it will be the ones that commit, you know, make sure that they cater for all of those channels and put them into a process that, you know, effectively people want to deal with people. They want the trust, the human being at some point. It's just at different points that they might want to interact. Do they want to interact right at the start? Or do they want to interact once they've purchased? You know, that will be the real acid test, I think, going forward to those that can cater for those different requirements from a customer's needs. I don't think any one of those roots will in itself be the holy grail. I think it will definitely be being able to cater for a mixture of all of those channels. So, Andrew, coming back to you, you said that supply issues definitely sounds like it's hit Kazoo and Carvena. You said before, though, and I cut you off, but you don't think it's just supply. How much do you think their valuations is because they can't get stock? In the UK, I've noticed that Kazoo was saying, we'll buy your car as well. And the reason why I asked that, Cinch obviously has access to stocks through their marshals organization. They are only buying car, BCA auctions. Is it stock that's really created these disruptors to have the valuation issue? Again, go back to, I'm not 100% sure it is. If you look at Kazoo, if you look at the acquisitions made since 2020, they've actually gone and bought leasing businesses that gone fleet supplies. They've invested hundreds of millions of pounds to make sure they could protect their supply chain. And they've got lots of cars come to end of agreements, things like zip car. They've got lots of different small leasing, I mean, the cars have gone out on the daily market. They're coming back into Kazoo to protect that supply chain. Now supply chain, if you go back to the Tesco days, was that about 10, 11 years ago in Tesco to try to disrupt the market? It was, I think, 12 months, I think, to the day they lasted. Yeah, now they had major, major supply issues. They were getting supplied cars from, I believe, lease plan. Every car that's coming to the end of a lease plan agreement was then being marketed through Tesco's. Now, if you can think about the data that they have under the Tesco club card, the access to the maps and names and dress in the UK marketplace where they can market those cars to, it's phenomenal. They've got more than these new disrupts have got. Yeah, they couldn't make it work because they didn't have the supply. And that's why 12 months of the day, they actually pulled the chain on it. But they could only supply Ford, predominantly, and Vauxhall. They were missing out the Volkswagen, the BMW, the Audi's. The cars that people have an aspiration to buy, they just didn't have access to. So for them, it was supply. With Kazoo, I think it's a little bit different. I think it's the inflexible, and go back to what Darren mentioned, that Omni-channel. If they have the flexibility for customers to touch, see, and drive the car, I think that could drive their strength massively because it's not all down to supply for Kazoo. Now, I think Carvana could be different in the States. I've massive benefit of visiting a Carvana site back in October. It's out in Richmond, the States. And the guy, the gentleman who's with the site, he mentioned that supply was an issue out there. If you looked at their tower, their tower, it was a brand new project. Unbelievable, but it was half full. And that goes against the grain of everything that they want. They want to be having, it's about saying that the shelves are stacked with everything, they'll sell more. And I think that's why Carvana having problems. I think Kazoo's slightly different in the UK. Go back to our training courses. We sit with guys week in, week out, and car dealerships, and different environments, manufacturers. I ask the question on time, would you buy a car from Starlink Finish Online to people who work in the industry? Now, we deal with these transactions day in day out. Fascinatingly, more than half people just wouldn't do it. They just wouldn't do it. They want to see, touch, and drive it before they make that decision. And I think that is the biggest problem we're going to have to face. As we're coming out of COVID, people want to buy from people again. I think there has to be that cross mix. Go back to motor point. If their revenue is driven by 83% growth in the last financial year, and that's been driven by face-to-face contacts and people going into the business and buying cars. They still have a very strong online channel, and they still supply low cars that way. But their growth and their profit increases come by that face-to-face contact. So that's the room the market for what Darren mentioned as a non-new channel where there can be all sorts of mix. It can't just be one channel. So Darren, we see this again and again. These disruptors come in there. When I first come over, it was Daewoo and 95 and those slating dealers. Tesco's 12 months, Andrew was saying to the day and they come out of the market, Richard Branson. I believe that was with DC Cook. He did something with them there. There's lots of these disruptors that came in. Do they all think what we do is so easy? They look from the outside. I mean, Alex Chestman in the Sunday Times, turned around and said, we deal as we're all sheep, skin, coach wearing after daily characters. It was quite derogatory to our industry. The question I have is, do these guys see how interesting think it's a lot easier than it actually is? I think that's natural. I think even people who join the industry come in and expect it to be a lot easier industry than it actually is, particularly as a salesperson, you'll get that kind of theory that all I've got to do is look after a customer, help them out, be really polite and all of a sudden I sell a car. There is definitely a complexity that is in the industry. What I love about these people that come in from outside is they shake the industry up, they keep us on our toes. Competition's healthy. We don't have competition, we become complacent. Certainly every single person who comes brings something to the market, I remember, when you start really thinking about it, there was jamjar.com as well. There's a huge amount of these people that have come along over the time and done their own sort of thing. Some of those have branched out as well and tried to retail themselves, their own stock. There's always bits and pieces going on in the marketplace. From my perspective, I'm always concentrating on not being the best car dealership. I'm looking at being the best as a retailer because actually the time that we have with a customer is often once every two or three years in sales and possibly once every 12 months and even that slipping back now with an after sales customer or customer coming into service. Actually, what happens for the balance of that 12 months shapes their behavior and their expectations in the retailing environment. Things like you'd be in a supermarket and the queue dissolves in front of you because they've called a load of operators onto the checkout to smooth out those queues and make sure people are dealt with quickly. That has a knock on effect on the expectations, perhaps of a customer walking in and wanting to speak to somebody quicker. We have had some mad things happen. Recently, we've had situations with supply being actually strangled in certain things. I can remember cement going for £20 a bag of cement that we normally do in a £5 bag of cement and customers being limited to maybe three or four purchases if they had anything. We've seen things that we never saw before. We wouldn't expect to go into a shop and not have availability of something that we wanted to purchase, but we're seeing that now happen. These are all things that shape the way that we deal with the market in ourselves. We've certainly seen an influx in dealerships where if you want that car, you've got to pay that price. That's the price that it is. There's no negotiation. Lots of dealerships have benefited from that period of restricted supply. We're moving through that. We will recover from where we've been and we will get back to that situation where people will buy not just on the availability of something, but based on the experience and that journey that they've had. In true retailing, people actually enjoy the experience or they should enjoy the experience. Every year people travel to markets and things like that in different countries. Bologna would be a good example of people who go over there just for the way the retailing experience. You purchase something from there. It's gift wrapped. It's all, there's a lovely element, a lovely enjoyment part of going and actually making that purchase. It's the same quite often for a dealership. Lots of dealerships have customers that trade with that dealership and have done for many, many years because that relationship is so solid. I welcome people coming into the marketplace. Of course, you're going to see it with rose tinted spectacles like we all would looking at somebody else's industry. The upshot of that is it gives us all a shot in the arm to go, actually, could we do some things better than we're doing? What are we just doing? What we've always done? Well, Andrew, the disruptors. I want to explore that now. Are they really the disruptors? What can they do that a traditional car dealership can't do? The one that always makes me giggle, seven days you can return the car. Well, actually, the law says it's 14 days in the UK. They return anyway. They're always advertising where half is good is what you deal are. Are they really the disruptors, Andrew? I don't think they are. I think they're model. I think one of the slogan for centuries is it cars without the faff. But trying to sell on that stereotypical car sells, they're going back into, I think it almost where Alex Chessman came from. We are all architect characters. Another playing on that stereotype for customers to think they're going to get a better deal by shopping online, cutting out the hassle, no faff, and trying to make a transaction rather than your emotional purchase. Genuinely, I think maybe because of COVID, we have to go down that transactional route, isn't buying. It's the second biggest purchase of most people will ever, ever buy. And isn't a lot of it about emotions rather than just a transaction? It's not a business purchase. It's something that they're going to drive. They're going to live with. It's become part of the family. It's part of most people's state symbols. There's a lot of aspirational ownership behind buying a car. So actually by taking it into this disruptor model and going online, oh, we're missing all that. Is that why, Kazoo's, last year, the average profit per unit was a belief stated at £147 per unit. Wow. Say that number again for me? £147 per unit. Wow. I can't believe it. And then the cars delivered up to Aberdeen, down to Exeter. For the people listening to this in the States, I know it's very close for you. People in Australia, you know that's just around the corner. That's a big old journey. What's that going to cost you to get a car delivered to Aberdeen from London? It's £400? £500? No, £500. Yeah, £500 to do that. Now that's probably to hit the consideration all the costs, that £147. Probably is then net net net. But still, if you think when he set his business model up, Alex Jessham came out to be, wanted to make £3,000 per unit. Wow. I didn't know that. £3,000. That was his call. They advised that for £21.22 to £1400 and they're still missing that by a huge, huge mark. Did he actually say they want to make £3,000 per unit? They sold used cars. That was something I read in Audemaward of Management this morning. I believe that was actually in the Times. Wow. I tell you what, if you're looking for investors, I suppose it's great just to say, listen, this is what we're going to do, but £3,000. £3,000. They used cars. Unless he was planning to stop it just with Ferrari and Land Rover, maybe? That just seems an incredible amount, an incredible aspiration. Some of them may have come unstuck as well. We've certainly seen this where the original model was completely online and we've seen a diversification into having to go into methods of acquiring stock because that's become a problem. We've seen having to actually go into physical buildings because we need to be able to, you know, prepare that stock. So some of these, I think, costs may not have been factored in right from the start because most of these disruptors have now bought in so that there are a combination of clips and bricks, not just the online model that perhaps it was portrayed right at the start, or certainly the sort of impression was there. Men may have been in their plans, but that may be also part of why there's a big difference in actually what they're making versus what they intended to make. I spoke to a deal this morning, one of our clients, guys, and I'll be listening to this. And we had the conversation just because the New York Stock Exchange, if you listen to this down the track there, currently they've just stopped the rights. Now, I'm not, I don't understand the stock market that well, but I understand that the New York Stock Exchange has not suspended the shares. They suspended the rights. Now, my understanding of that is if they have the employee that has the rights to buy the shares at 50 cents, they're currently trading at $10, say they can buy that in the future. And the New York Stock Exchange has stopped the rights to buy that. So instead of giving the employee shares in the business at that point, they have the rights those in the future. Again, someone's going to write and say, no, you've got that wrong. And I probably have, okay, but they're definitely suspended the rights, which is, how must it be very concerning for public sentiment? Why are they doing that? What's the next step? But speaking of the dealer, he said, ah, Alex Jessman, bit of a genius, I was, isn't he? Said, really? Have you noticed in the news this morning? He said, nah, what did Alex Jessman want to do? Okay, what he's done is, okay, he's just built this great idea of how all this profit this place can make, floated it for a time's earnings that was like ridiculous because they weren't making any profit. And he sort of bailed out. He's not been around the company for a long time, apparently. I don't know that for certain. Okay. But that's what this dealer is saying. How much has he parachuted out with already? Could be the case. Could be the case. Where does that leave the others though? The cinches of the world, Andrew, I know you don't believe stock is the only issue. Okay. But they do have all these other people. Are they stronger? Do you think, or could we say the same issue with Cinch? I've got to say, the Cinch model is an interesting one. If you look, they can take, we talk about stock not being the issue because Cinch will take Primestart from Brickscar auction. So they'll take Primestart from webynecar.com. Any car that doesn't match that then goes back through the auction model. So we kind of know what that keeps that part going. The part of Marshall's Motor Group's part of it. So you've got the franchise network. You've got all the parts changes. You've got lots of cars coming through that way. But they also advertise other people stock. You can advertise them since your own stock is a car dealer. But it's not just Cinch just stocks. So actually, they're stock holding. I think at any one time is something like 4,000 available cars at any one time. So actually, they're offerings, massive. Linked at some of the best finance deals and very strong marketing campaign. They don't seem to be in effect in the same way that you guys have. But, Edgley. So, sorry to cut you off. So people listen to this in Australia, in Ireland, the Canadian market. Can you just run through how the whole business model was? They'd take to a franchise dealership through BCA auctions, buy this car through the BCA auction, let us advertise it for you. We'll give you the profit there. And then if it doesn't sell in 60 days, then it's yours. Can you just explain how that worked? And since not just using the dealers as a bank to fund the stock, can you just run through how that concept worked? Yeah. Simon, I'm not 100% sure that the actual model behind Cinch. I do know that they were described almost like an advertising broker at one point, but they were advertising other dealers stock. They had to fit certain criteria for preparation, photograph standards. Their stock holding was negligible compared to the RBC stock. But they were pulling the best stock from the British car auction. It's a small they were taking the prime cars. We, Banny Carr, who won the biggest car buying websites in the whole of the UK, so they buy lots and lots of stock in. If the car matches the criteria, they go into Cinch stock holding. If it don't, they then go through the auctions for other retailers to buy. They then have one of the UK's largest model dealer groups with a massive array of different franchises, and they get all their park chains and offerings as well. So there's just such a huge availability of stock for Cinch to pull from, and it's not all physical stock that they own, but they will market it, they will sell it, and then they'll pay the dealer for having the car on there. So there is a, their route is slightly different to Cuzou, but as a retail customer, if you go on their website, you just believe you're dealing with Cinch. And I think there are classes, the third most recognisable used car, retail it now in the UK. And I think they've got about three to four percent market share now. Who's the guy with the big white teeth that I see all the time on TV? It comes with the insect. Ah, Riley, I knew Darren would know. Okay, Darren would know who that was. Yeah, I suppose what these people have had is lots of advertising revenue in the UK market, Cuzou's of the world, the Cinch of the world, and were there two football teams, Darren, Kazu, sponsored? Not just one, was it two? I think you see their name popping up in all sorts of things. Yeah, definitely there's some Premier League football teams in there. I think there's some elements of cricket as well. I think that their names popped up in. I'm not sure. I think Cinch is definitely on cricket as well. You know, there's some serious marketing and name awareness out there for all of those brands. And no doubt, you know, having a massive effect on the bottom line as well. But I think it's necessary for those sorts of businesses to continue a sort of high profile spend as well. You know, when you don't have that ongoing kind of, you know, most of our dealers, if you like, have marketing and advertising that comes from the manufacturer that keeps that going, they have local awareness, they're operating in a specific area. If you don't have that, you've got to go national and you've got to go presumably fairly big on it. So I don't see it changing over a period, but yeah, I wouldn't want to sign the bills off for that one. Sponsoring and promotion football team. That can't be the cheapest thing in the world, I'm guessing. No, it's got to be a big one. Yeah, but they've sponsored Aston Villa and Evan of the two clubs, which Kazu are sponsoring. So maybe next year, it might be a little bit cheaper. It might be. It might be looking at, I don't know enough about football, as you two wouldn't know. So maybe a crew, Alexander, is that a football team? Did I just guess that one? Maybe. So listen, wrapping this up, you're a dealer listening to this. We know that most of our audience dealers, dealer group owners or dealer groups, manufacturers as well get more and more manufacturers listening to this. If you're a traditional dealer, what would you be focusing on over the next 12 months? I'm going to ask both of you guys. Because one thing I'm thinking, if one of these disruptors do fold, and while you listen to this, they might well do. Oh, I actually haven't said that. If it's worth 117 million, it's a case where someone, Alex, Jess, and Bison back off them. I don't know enough about that. But if you're a dealer and some of these disruptors do fold, what would you be focusing on just specific to use cars over the next 12 months? Alex, that conversation with you, Darren? I think for me, the really important concentration I would put on a site now is in my own territory. So I want to be renowned in my own territory as the place to come. I would look to get that message out there through my Google reviews so that I have a strong presence so that when people search, if you look already now and you go on and search for a hotel room in a particular area, you will find a correlation between facilities at that hotel office versus the other hotels that are out there. But then you'll see them stacked based on how their Google reviews are. And what I mean by that is somewhere that might not have great facilities but has a 4.84.9 rating where everybody's raving about it will be charging more money than perhaps somewhere that maybe has a leisure club attached to it, but it's a little bit tired, it's a little bit rundown, it's not quite good at service that's there and it's only got a full point more than whatever. You'll see the price of those very comparable. So you can already see that actually people are looking at those reviews and basing how much they're prepared to pay based on the experience of other people. So I think that that's certainly some way I would very much look to because it's very visual as an online window. I'd look at the journey that people were going on because it was right in the past. Is it right now that we cater for people joining at different places in that process? Or are we still trying to cram them and ram them through the old process that works best for us? I also think there'll be a lot more focus on getting back to functioning as we did as a dealership as stock recovers as there becomes more and more opportunity out there. For dealerships to get the stock that they can sell if you like, then we need to get back to those skills that we had before, which means that people want to come and trade with us and move away from that period that we had where just because we had the car, we were pretty much guaranteed the business. And that business would be full up without actually having to deploy much of a sales skill or ability over that period. So that would be my real focal points moving forward for 2023. And the final point on that from a sales perspective is there's going to be a real key here to selling that the people that you've got coming through the door, if we can sell a little bit more to each of those, that's really where the profitability will come from. Because you're going to be in that situation where you may still have limitations. So once you've got a customer there that enjoys your service, wants to trade with you, that focal point on the ancillary bits that you do and perhaps some of the other services that you could offer, you know, like valetting people's cars while they're in for service and that sort of thing could all be quite potentially good. Earners moving forward and also give you a reputation and a name in the community. And Andrew, what were you doing focusing dealer listening to this now over the next month for 2023? Yeah, for me, it's got to be the ability to stand out online, which sounds like Sandra Diggles. You've got these big disruptors who have taken the marketplace, but do you know what, when that inquiry comes to your business, for me, it's how we handle that. And we put the human element to it. If we can stand out online and give the customer the feeling that we want to transact with them, that we want the business and that will open and will for that little bit of negotiation, we can drive more people back into our showrooms than not. There's too many times when that inquiry comes in, it's just another inquiry. It's just another way to inquiry. If people start the journey online because of the gazoos and because of the cinches, they're not going to get looked after how we would look after people in the traditional dealer network. And actually, if we handled the inquiry at the outset and really engage that customer online, I think that can make the difference in 2023. I think that can help drive our profitability. It can drive our conversion from inquiry into the showroom into demonstration drive. And that comes from having the right stuff and having engaged staff who want to deal with those people online. And for me, that makes a difference. Let's go back to it at the end of the day and the question of a missus this, people buy from people. Yeah. And that's what we've got to do. We're going to get back to that. Again, I agree with one hand said, people buy for people. And this is my own little personal frustration with dealers and some of the clients that we deal with as well. We love to see it now, videos, OK, the image consoles, whatever you use in your country there. Brilliant. We love them. I love these rapid response programs. It makes it quick and easy for a salesperson to deal with that response, that inquiry that comes through. They're so good. However, they need to be customized so often on our training. We might do a mystery shop and we know straight away the video comes from, well, we all think videos come through all the time. Let me tell you, they don't. They really don't. But when they come through, I can almost tell you the wording to start with. Rather than few photographs, I've prepared a personal video presentation of the car. It's an option to see the car in more detail and for me to introduce myself personally. You know the words that that needs to be changed because if that person sends them in courageous to you as a dealer, they haven't sent it just to you. They sent it to what? Six, 10 other places. And they were the same response. I mean, we can tell you when rapid response has been into a dealer or a dealer group or a manufacturer, OK, because they use the same standard templates. I just believe customers can smell a template a mile off. They need to personalize it, personalize it, personalize it. Because, Andrew, I think you're dead right. People buy people and they really will. Guys, I just want to say thank you very much for the first podcast of 2023. Bit of a different one today, put in the world to write. But I quite enjoy this talking about what's happening out there. So anything else either of you would like to add to this? No, just a big thank you from me. Thank you. And not so much to Roni. It's a big thank you to me as well. Very good. Guys, thank you very much. We'll see you again. 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 symco training.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, who linked in. Thank you.
