- Feb 11, 2015
- First Name
JFC, never let it be said that I didn't warn you. What did I tell you about their inability to SCALE!? Please son...
Certainly not defending the person who wrote the rant, but what I took away was "change fatigue." My gut says that this person and probably the people with whom she/he normally interacts don't know which end is up; over the last 5 years at DDTrox there has been a constantly-spinning revolving door of strategies driven by short-timers. As soon as one thinks he/she is getting a handle on the new people and process, here comes another. 5 years of that would have Mother Theresa F-bombing orphans... I shudder to consider the mindset at more entry-level positions.
As far as the account structure itself, my very limited understanding is that it's loosely based on the V-Auto model; arguably the best in the business. Of course, what makes V-Auto so special is the talent on the end of the line. While I'm certain that the new model will not include routine 6-figure paychecks for account reps (or DS's or DSC's... or whatever), the rant did mention more money. Unless I'm mistaken (and I could be), VIN is now supported by the model being rolled-out as well, so VIN clients theoretically already have a taste of this model. Talent can make-up for an awful lot... I guess we'll see.
Laughable at their lack of being able to scale with THAT much money thrown at them. What a joke!
Looks like they are unable to scale this properly from a resource standpoint, as well.They scaled up to 13,000 dealership websites and thousands of daily ad campaigns over a 20 year run. That doesn't sound laughable to me. Technology changes and I know one of their biggest initiatives has been to move off of old server systems into a bigger cloud-based world. It is the nature of how technology works.
If you're referring to my comments on "scaling," I've talked to countless dealerships that are completely unhappy with their specific level of service and have been for a while (it's what I do as a consultant, listen and then make recommendations).Is the reality that on scale dealers want a very simple program and often a single point to manage? Do they care enough to sign a long term agreement, or pay more for someone that is handling less accounts?
There isn't as much margin as you might think after the intermediary agencies, OEM, and technology companies take their fees. And, conversely, how many great digital folks do you know that want to work the 12+ hour, 6 day work weeks that dealers do (and often demand)?
I'm a huge advocate of dealer groups taking as much as possible in-house and working with boutique agencies (like us) to drive big incremental results while most around them do the digital shuffle with "scalable" solutions. But also think that perhaps the issue isn't quite as simple as you imagine.
When I left, there were 15,000 DDC sites managed by 150 people, which gives you an average of 100 website.
You are both right. There was a time when the energy was vibrant on 1 Howard Street. But there was also a time when the products weren't as complex and the dealers weren't as knowledgeable.Why? Your main POC at DDC was also your sales rep. They had a vested interest in making sure you were happy or else you would not buy our product. They made sure your website was rocking and built trust and report with the key decision makers.
That's on them. What, did they think FAR SMARTER competition and dealer knowledge wouldn't flourish? Too bad... and I get that this is an internal gripe post, but the number of complaints and fuck ups are starting to stack, so there's something to this. When will the OEMs wakeup, that's the question???You are both right. There was a time when the energy was vibrant on 1 Howard Street. But there was also a time when the products weren't as complex and the dealers weren't as knowledgeable.