Websites, SEO, SEM, Display, Social, Marketing

Dealers discuss whether to adopt TRUECar as a lead source, with the consensus that while the platform initially faced industry resistance, it has evolved into a viable option with significantly higher lead quality and close rates (14-18%) compared to competitors like Autobytel (3-5%). The thread suggests TRUECar is worth considering primarily as a defensive move to retain customers rather than acquire new ones, particularly for dealers struggling with their current marketing mix.

A BDC manager in Chicago seeks advice on demonstrating value to new dealership ownership following a corporate sale, having increased sales by 20 cars and $30k profit in recent months. The thread receives minimal substantive response, with one commenter simply advising a resume update and another making off-topic jokes about Chicago's cost of living and quality of life. No practical strategies for showcasing BDC value or job security are discussed.

The thread draws a marketing analogy between the Baltimore Ravens' Super Bowl win and high-performing dealerships, arguing that separate departments — like offense, defense, and special teams — must function as a unified team to deliver a winning customer experience. The key insight is that dealership profit centers (sales, service, parts) should align their efforts so each unit sets the next up for success. Responses were brief and positive, suggesting the analogy resonated with the community.

The thread explores Facebook Graph Search (FGS), a natural-language search feature announced in January 2013, and what it means for car dealers' Facebook presence. Participants discuss how dealer pages are categorized, the limitations of fixed subcategories, and why having a properly set-up business page (not a personal profile) is critical as FGS could expose dealers who set up their Facebook presence incorrectly. The key takeaway is that dealers need to audit and optimize their Facebook business pages now, as FGS ties local search discovery directly to how well a dealer's page is structured and categorized.

The thread debates GM's mandate requiring all Chevrolet dealerships to select one of three approved reputation management vendors, sparked by an Automotive News article featuring a Texas dealer pushing back on the requirement. Dealers and internet managers express frustration, arguing that outsourced vendors lack the customer relationship context needed to respond meaningfully to reviews, and that dealerships already managing their own online reputation are being forced to pay for a redundant service. The key insight is that while the mandate may benefit neglectful dealerships, it penalizes proactive ones and represents another example of OEM overreach into dealership operations.

A dealer asks how to accurately capture where customers heard about the dealership, since salespeople often leave this data blank or incomplete. Respondents caution that relying on voluntary rep data or customer surveys produces unreliable results due to flawed customer recall and the reality that most buyers interact with multiple marketing touchpoints over months before purchase, making single-source attribution impossible. The consensus recommendation is to rely on Google Analytics metrics (new/returning visits, VDP views, time on site, referral sources) rather than attempting to extract accurate lead source information directly from salespeople or customers.

Jeff Kershner flags an active DealerRefresh discussion questioning whether form-based lead conversions from dealership websites are losing relevance. The post invites dealers and industry professionals to share where they stand on the issue. It serves primarily as a redirect to the full forum thread rather than containing substantive debate itself.

Dealers and industry professionals debate whether AutoTrader's $300 million IPO filing in 2012 represents a legitimate growth strategy or primarily a cash-out opportunity for parent company Cox and executives. While responses vary on the merits of going public versus staying private, the discussion reveals skepticism about AutoTrader's underlying business challenges, including dealer pushback against high monthly fees (cited at $10,000-$18,000+ in some markets) and competition from free alternatives like Craigslist, with the IPO framed by critics as a way to fund acquisitions and fund a payday rather than address core business evolution.

A motorcycle dealer seeking third-party tools to automatically post 100-150 used bikes from their Dealer.com inventory feed to Craigslist and eBay receives mixed vendor pitches and limited end-user feedback. The thread gets derailed by vendors jumping in to sell services rather than sharing genuine user experiences, prompting a moderator warning. The original poster ultimately requests real-world success/failure stories from actual users of Craigslist posting solutions, as technical compatibility with Dealer.com feeds and bulk posting capability remain the key unresolved needs.

A new internet department manager seeks advice on improving their BDC's performance, which currently closes 12-14% of 250-275 monthly leads with an understaffed, part-time team. Experienced professionals unanimously recommend establishing baseline metrics and process tracking before making changes, emphasizing that measuring lead-source performance, appointment creation rates, and show rates is essential to identifying inefficiencies. The consensus insight is that staffing up and fixing internal processes should precede lead provider changes, as poor conversion rates typically indicate operational problems rather than lead quality issues.

Jeff Kershner raises the question of what happened to dealership Google reviews, pointing to onsite 'review stations' as a likely culprit after Google cracked down on the practice, and links to related forum discussions on the topic. The replies are entirely spam and off-topic bot posts covering unrelated subjects like electronics sales, economic news, and auto industry layoffs in Europe. No substantive dealer community discussion took place in this thread.

A dealer manager seeking to replace Dealer.com due to OEM-imposed limitations discusses alternative website vendors, with community members recommending DealerOn (for conversion testing and customer service), Auto Fusion (for schema.org implementation), and Dealer E-Process (for unique designs and strong support). The key insight is that while several solid vendor options exist, the real constraint dealers face is manufacturer restrictions that force cookie-cutter designs rather than vendor limitations alone.

The thread shares a tweet from the DealerRefresh Twitter account focused on how social media delivers ROI for car dealerships. The content is minimal, consisting only of an embedded tweet, leaving the core insight dependent on the linked post. Without the tweet's full context, the thread appears to serve as a conversation starter around measuring or demonstrating social media value in automotive retail.

A dealer asks for recommendations between ActivEngage and CarChat24 managed chat providers, noting Chrysler's PAP co-op approval of ActivEngage. Respondents emphasize that software features matter less for managed chat than availability and responsiveness, with CarChat24 cited as having better 24/7 and weekend coverage, while ActivEngage requires paid upgrades for Saturday support. The key insight is that dealers should evaluate vendors independently rather than defaulting to OEM-approved options, and prioritize real-time availability and answer quality over co-op funding.

This thread discusses research proving that social media drives customer loyalty and frequency when executed properly—focusing on authentic conversation and relationship-building rather than direct car sales pitches. The consensus is that dealerships should invest in internal "human capital" (individual salespeople and staff) to manage social media authentically rather than relying on vendors, as customers buy from people and can detect inactive or robotic accounts. Key examples highlight how personal engagement on platforms like DealerRater and Twitter, when backed by genuine customer service, generates measurable business results and brand credibility.

Matthew Danskin seeks advice on redesigning his company's outdated website for a large auto wholesaler/retailer with two locations and high monthly inventory. Respondents recommend prioritizing simple navigation, large vehicle photos, faceted search filters, live chat, and action-oriented design elements like prominent "get e-price" buttons, with several suggesting specific platform providers like Dealeron or Dominion. The key insight is that before investing in a redesign, gathering customer data through surveys and usability testing tools can reveal what features actually drive conversions rather than relying on assumptions about design preferences.

Dealers and industry insiders debate the value of third-party lead providers like AutoTrader, Cars.com, Dealix, and AutoUSA, with most agreeing that ROI has declined sharply for many of these sources. The core frustration centers on low-intent, low-quality leads, with participants urging dealers to prioritize their own website traffic first and use third-party leads only as a supplement. A recurring insight is that driving customers back to the dealer's own site — through email campaigns, TV, and print — yields better returns than relying on outside lead generators.

Dealers share successful strategies for generating sales through Craigslist, with one dealer reporting 43 sales over 4 months and conversion rates exceeding their main website. Key tactics include targeting budget-conscious buyers (vehicles under $25K), using compelling titles to drive clicks, keeping ads simple text-based rather than HTML, and maintaining 50+ rotating ads in the local market through daily deletion and reposting. The consensus is that Craigslist can be highly effective when executed strategically, though effectiveness varies by region (less popular in Canada where Kijiji dominates).

Dealers and vendors share strategies for sourcing and maximizing third-party automotive leads, with recommendations ranging from KBB Direct's banner program to incentivizing showroom visits with gift cards and implementing lead-scoring tools like HookLogic. A critical consensus emerges around quality control: dealers warn against purchasing recycled leads or leads sold to multiple dealers simultaneously, with several contributors reporting vendors unknowingly reselling their own old leads to recoup costs.

A dealer questions whether a website vendor's claim to double showroom foot traffic through popups and promotional offers is credible, given the lack of hard evidence linking web design to in-showroom visits. Respondents agree that while websites can generate leads or conversions, the real challenge is dealer follow-up and sales capability—the vendor's promise conflates web traffic with actual showroom visits and car sales, which depend heavily on staff execution and lead quality, not just website features.

SlickRick asks how to track Vehicle Detail Pages (VDPs) and Search Results Pages (SRPs) within Google Analytics using his custom CMS. The thread provides multiple approaches: using URL pattern recognition and custom segments in GA, implementing Event Tracking with JavaScript code, or leveraging third-party inventory management tools and external platforms like AutoTrader and Cars.com that offer native SRP/VDP reporting. The key insight is that Google Analytics Event Tracking is the most flexible native solution for dealers building custom sites, while those using major third-party platforms should utilize their built-in reporting tools.

A dealer named sharpcars seeks marketing advice on pitching an automated in-house photography studio system to dealerships and auctions, highlighting its ease of use and quick turnaround times. Respondents identify key concerns including technology reliability, photo delivery speed to feed providers, and—notably—poor lead follow-up, with one prospect criticizing sharpcars for not responding to inquiry attempts. The discussion reveals that while the technology itself may be viable, the company's sales and customer service execution may be the real obstacle to adoption rather than market disinterest.