Customer Service Magazine Used Cars 
AutoSuccess
MAY 3, 2025
Its the cry of the frustrated manager: Wheres the car? They come from: Used car managers who cant locate keys for vehicles they need to move to the sales lot. This means faster customer service, streamlined test drives and more efficient lot management. Where are the keys?
AutoSuccess
JANUARY 14, 2025
Since the dealership often handles these repairs under the service contract, it ensures that any needed work stays within the dealerships service drive rather than going to a third-party mechanic. This creates a reliable revenue stream and gives the dealer more control over the customers service experience.
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AutoSuccess
MARCH 17, 2025
The increased efficiency and transparency in the BMW of El Cajon service department allows for more happy customers when they leave the dealership. The platform tracks this through the customer service index (CSI) score. Giron says the departments CSI scores have seen a positive change.
AutoSuccess
MAY 14, 2025
With the potential for new vehicle prices to skyrocket, more shoppers may turn to used vehicles as a more affordable option. Ensuring a robust selection of high-quality F&I options that cater to used cars and trucks can help dealers meet this demand and maintain sales volumes while keeping customer service levels in place.
AutoSuccess
JUNE 27, 2025
For instance, if there is a spike in used car sales, dealers need to ensure that their used car vehicle service contract program is robust enough to meet the increased demand. In a highly competitive market, customer loyalty can be a significant differentiator.
AutoSuccess
SEPTEMBER 3, 2024
While dealerships focus on reconditioning used cars, the efficiency of the PDI process for new cars is equally vital. A streamlined PDI process enhances customer satisfaction and accelerates inventory turnover, both of which are critical in a high-pressure market.
AutoSuccess
FEBRUARY 20, 2024
With sales dwindling at 20 units or less per month across new and used cars, and limited physical space in our first-generation Chevrolet building, the challenges were formidable. The dealership, nestled in a town of just 3,000 people and over an hour’s drive from any large city, was significantly underperforming when we took over.
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