One of the unexpected perks of writing this newsletter is that inspiration can strike in the most absurd places—like the grocery store this past weekend. If you’re anything like me, you probably shuffle through those fluorescent-lit aisles weekly, wondering when you unknowingly signed up for a live-action obstacle course. Lately, though, I’ve noticed a troubling trend, and I suspect I’m not alone.
It was a Saturday afternoon—the grocery store equivalent of rush hour on the 405—and just navigating around people staring blankly at almond milk was enough of a challenge. Yet, in their infinite wisdom, store management seemed to think, “Ah yes, now is the perfect time to unleash an army of employees dragging pallets the size of small cars into the mix!” And not just one or two discreetly restocking bananas. No, this was a full-scale operation, with employees wheeling around enough supplies to survive a mild apocalypse, all while pretending they were ghosts.
What baffled me most wasn’t just the inconvenience but the eerie lack of acknowledgment.
Not one of them so much as mumbled a “hello” or made eye contact. It was as if they’d been trained by the CIA to blend seamlessly into the linoleum. I get it—no one wants to be the human roadblock between a stressed-out shopper and her Two-Buck Chuck. But the result was an experience so frustrating that more than once, I’ve just abandoned my cart and fled, leaving behind a pile of groceries and a vague sense of guilt. And I can’t possibly be the only one doing the walk of shame back to my car empty-handed.
Here’s the thing: grocery shopping is a necessary evil, like going to the dentist or listening to a co-worker explain their cleanse.
No one does it for fun; we do it because eventually, we run out of coffee and toilet paper, and society has deemed those non-negotiable. The tragedy is that it doesn’t have to be this miserable. Imagine if store management understood this basic fact and made even the slightest effort to transform the experience from soul-sucking chore to mildly tolerable outing.
I’m not talking about anything outrageous—no jazz quartets in the produce section or sommeliers in the wine aisle (though, honestly, why not?). Just a few small gestures, like wider aisles, strategically placed samples, and employees who don’t vanish like specters the moment you look even slightly lost.
Is it really so radical to suggest that shopping could be, I don’t know, pleasant? Imagine people actually looking forward to it—lingering over organic avocados with genuine enthusiasm instead of a dead-eyed resignation.
And here’s the wild part
If customers didn’t feel like they were navigating the seventh circle of hell every time they needed milk, they might even buy more stuff. Profits could go up. Who knows, we might even get a society where people smile at each other in the cereal aisle. I know, I know—crazy talk. But a person can dream.
Treat customers like guests in your home
Throughout my career in auto retail, I have been fortunate to work with incredible managers and mentors who have guided me in providing exceptional customer experiences. One mentor who greatly influenced me is Carl Sewell, who famously said:
This principle emphasizes the importance of offering unparalleled hospitality to every customer. Each interaction—whether online or in person—should feel warm and inviting. Greet customers personally, showing genuine interest and appreciation.
Just as you would go above and beyond to make a guest feel comfortable in your home, strive to create an experience that is both respectful and memorable through your actions, not just words.
The funny thing is, this whole grocery store fiasco got me thinking about car dealerships.
Both experiences are suspiciously similar: you walk in with a simple goal—buying bananas or a Toyota—only to find yourself trapped in a maze of questionable decisions, with people who seem more interested in avoiding eye contact than actually helping you. It’s like they’ve all been trained by the same covert academy where Lesson One is How to Make Customers Feel Like Unwelcome Intruders.
But what if shopping for a car could feel more like being a guest in someone’s home?
Imagine walking into a dealership and being greeted with the same warmth you’d expect at a friend’s dinner party. The kind where they take your coat, offer you a drink, and don’t immediately try to sell you an extended service contract. A place where the staff doesn’t treat you like a distraction but like an actual human being.
What if, instead of disrespectful sales tactics, there was genuine hospitality? Someone who says, “Take your time. Do you need help, or would you prefer to look around on your own?” And then—brace yourself—they actually respect your answer. You’d feel at ease, maybe even relaxed. You might even linger, ask a few questions, and—dare I say it—enjoy yourself.
And here’s the twist…
Treating customers this way isn’t just nice—it’s good for business. Because if there’s one thing people love more than a great deal, it’s feeling valued. And when customers feel like they’re being treated as guests, they’re more likely to say, “You know what? I’ll take the car. And yes, I do want the extended warranty.” They might even tell their friends, who might tell their friends, and suddenly, you’ve got a reputation as the place to buy a car without needing a shot of whiskey and a support group afterward.
It’s not a radical idea. It’s just the simple art of making people feel welcome.
If it can work for dinner parties and grocery stores (well, in theory), it can absolutely transform the car-buying experience. All it takes is a little humanity—and maybe a few less pallets in the aisle.
Because when you treat customers like actual human beings rather than transactions, something magical happens: they relax. And just like that, treating customers like guests doesn’t just make them happier; it makes them buy more.
6 reasons why dealership CFOs care about customer experience
Let’s be honest—when you picture a dealership CFO, you probably imagine someone who gets more excited about spreadsheets than customer smiles. But here’s the thing: a CFO should care deeply about customer experience, not because it sounds nice in a mission statement, but because it has a direct impact on the dealership’s bottom line.
So, in the spirit of convincing a numbers-obsessed CFO to care about something other than EBITDA, here are six reasons why customer experience should matter more than just the cost of free coffee in the waiting room.
1. Increased revenue and profitability: Money talks (and so do happy customers)
It turns out that if you make customers feel slightly less like they’re being hunted for sport, they tend to buy more.
Research shows that even a modest bump in customer satisfaction can lead to a substantial revenue boost—like $147,348 a year for every point increase. And if you keep them happy throughout their vehicle’s lifespan, we’re talking millions in extra sales. Compare that to the revenue you’re currently losing to those charmingly shady, ill-equipped independent repair shops down the street, and suddenly, investing in better service starts to look like a pretty good idea.
2. Customer retention and lifetime value: Because chasing new customers is exhausting
Happy customers are a bit like stray cats—treat them well, and they keep coming back. And when they do, they’re not just buying oil changes; they’re coming back for their next car, and the one after that.
Considering it costs way more to lure in a new customer than to keep an existing one, focusing on retention isn’t just smart—it’s practically a fiduciary duty. Meanwhile, bad experiences send customers running faster than a BOGO sale on tires.
3. Competitive advantage: Because being “Least Terrible” isn’t enough
Let’s face it—most people would rather perform their own dental work than walk into a car dealership. So, if you can make the experience even remotely pleasant, you’re already miles ahead of the competition.
Consumers are even willing to pay a little extra for convenience and friendly service, which is like catnip for a CFO looking to improve margins.
Exceptional customer experience isn’t just a feel-good bonus; it’s a way to charge more without feeling like a total villain.
4. Reduced operational costs: Saving money by not being terrible
Streamlining the customer experience can actually cut costs—imagine that! Digital tools for car buying, service scheduling and online payments mean fewer disgruntled customers and less overtime for employees dealing with them. Efficiency goes up, costs go down, and you, my dear CFO, can take a little less antacid every time you open the monthly expense report.
5. Brand loyalty and positive reputation: Yelp Is forever
The thing about bad experiences is that they don’t just vanish into the ether—they end up on Yelp, Google, and that local Facebook group where people argue about everything from potholes to the best gluten-free bakery.
Great customer experience, on the other hand, creates glowing reviews and referrals, which are basically free advertising. And since it costs you nothing for a happy customer to tell their friends how they didn’t feel like they were being cross-examined during the finance pitch, why wouldn’t you make that a priority?
6. Alignment with modern consumer expectations: Because it’s not 1995 anymore
Today’s customers want seamless, personalized, and efficient service across every channel. They want to schedule appointments online, get updates by text, and maybe even have their new car delivered to their door without feeling like they’re signing up for a timeshare presentation. If your store isn’t keeping up, customers will find one that does—probably the one with the artisanal baked goods in the waiting area.
So, yes, even the most numbers-obsessed dealership CFOs care about customer experience. After all, what’s the point of squeezing every last dime out of the balance sheet if all you’re left with is a showroom full of unsold cars and a Yelp page that reads like a horror anthology?
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