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DjSec

4 Pounder
Mar 17, 2025
78
23
Awards
1
First Name
Gregg
They played you for a fool.

It’s cruel, but since no one else’s is going to school you, I will.

The scandal isn’t that they built you a slow bloated website with no flow or goal.

The scandal is that YOU trusted them to build a website that wasn’t a cluttered up, rusted up, hunk of junk. You trusted that had your best interest in mind. That they were building you a quality website, that would convert users into customers, secure your data, and defend your business.

But these aren’t competent companies. These are the dumbest, most self-serving business to ever hold power over the dealership.

They’re not just betting you’re uninformed, they’re betting you’ll stay that way!

Their websites aren’t just costing you money, they could get you fined and sued, because 99% of dealership websites fail Google performance standards, aren't ADA compliant, and don't have valid code.

Your website is designed to burn through money like a wildfire in a cornfield!

Then they denied it. Lied. Engineered for Speed. Accessibility First. Inclusive by Design. And the dealerships blame Google, Facebook, and all the other platforms for leads not converting but never, the developer.

And they want you to believe it isn’t a big deal.

But it is.

This wasn’t a mistake by your web developer. This was a top down decision to put their profits over yours.

And the dealership can’t replace them because they’re protected.

Why?

Because neither the OEMs or the website providers are looking out for what’s in your best interest.

Your website provider has how many dealerships signed up for their services?

Go look at your competitor’s website and see who is hosting their dealership. Are you both using the same vendor? Do you really think the vendor is going to put your interests over everyone else?

No.

Their plan is to provide an even level of exposure and leads for everyone. Even if they did find something that worked well for your dealership, they certainly wouldn’t keep it exclusive to you, it would be spread to everyone overnight along with an email explaining how lucky everyone is to have this new feature.

But poor websites are just the tip of the iceberg. Your struggles are compounded by a fractured relationship with manufacturers.

It’s especially important to understand this concept when you are evaluating the relationship you have with the manufacturer.

To an even greater degree your interests and the OEM’s do not align.

Yes, they want you to make more sales and move more inventory, but they don’t want you to swallow the other fish in the pond because it is not beneficial to them.

Which is better for a manufacturer, to have one dealer in a large DMA who is number one in the U.S. or 4 average dealers doing the same volume as the one?

They make more money, have a bigger footprint, more diversity, and more control over four smaller dealership than one big dealership, especially if that dealership runs into financial difficulty.

Your customers are shopping online!

The CRM system and customer data is a key component to successful sales but with today’s tools and the ability to mine that data your customer information is extremely valuable.

The manufacturer wants it, they want to know where it came from and how you got it.​

They want to use it themselves, but just as importantly they want to understand and copy your successful marketing strategies for their other dealers and their own marketing goals.

And in addition to that OEM’s are seriously exploring bypassing the traditional dealership model for EV sales.

1. High Distribution and Operating Costs​

Ford CEO Jim Farley explicitly stated that "the auto manufacturer's distribution and advertising costs are up to $2,000 per vehicle in its current business model", a significant expense that direct sales could reduce. This financial burden represents a major pain point for manufacturers seeking to streamline operations.

2. Dealer Price Gouging​

Multiple manufacturers have expressed frustration with dealerships applying excessive markups on popular EV models. Ford faced numerous "complaints of dealer price gouging on the Ford Lightning" despite "many warnings from the manufacturer to stop". This behavior damages brand reputation and consumer trust.

3. Lack of Control Over Customer Experience​

OEMs increasingly view the traditional model as problematic because it means "handing off this important relationship to independent dealers early on". Manufacturers want to ensure quality sales experiences that "align fully with the brand message".

4. Misaligned Incentive Structures​

Dealerships are "incentivized to sell gas cars and trucks instead of EVs due to future service needs and the requirements of gasoline vehicles". This fundamental misalignment makes dealers less enthusiastic about promoting electric vehicles.

The Dealership OEM Relationship​

And at best they are not interested in helping you become the top selling dealership, they are interested in making ALL their dealers top sellers.

It’s important to understand the game your playing and that includes the dealer manufacturer relationship, so you can leverage it where you can, protect yourself when necessary, and use everything you can to beat your competition.
 
Last edited:
I think the biggest problem is the often-arbitrary certification system that plays kingmaker with gigantic VC funded vendors, who are gifted hundreds and thousands of clients, and who in turn don't really feel a need or responsibility to provide the best results they possibly can for the end user. Why bother? Until dealers have equal access to a free market for their marketing, advertising, and technology solutions, we all have to live with the extreme inefficiencies.
 
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Its like the US government!

When they limited how many companies could bid on a contract it created a bloated system where federal contractors, like Boeing and Raytheon, have histories of price-gouging, largely because they faced little or no competition.

And in the current dealership atmosphere it would be almost impossible to compete with the current dominate 3rd party players.

Competing against established dealership service providers (like Dealer eProcess, Dealer Spike, DX1, etc.) and becoming a recommended OEM developer presents whole set of challenges.

I’m not even sure it could be done!

You would first have to win over dealerships with superior tools!

1. Challenges in Competing with Existing Providers

  • Market Saturation:
    The dealership technology space is crowded, with incumbents offering integrated solutions for websites, inventory management, and customer relationship tools. Displacing them would require superior technology, pricing, or unique features (e.g., AI-driven analytics or hybrid eCommerce models).
  • Dealer Consolidation:
    Large dealership groups (e.g., Lithia Motors, AutoNation) dominate the market, often favoring established partners. For example, the top 10 dealership groups control ~9% of U.S. franchised dealerships. Breaking into those networks would require proven reliability and scalability.
  • OEM Program Requirements:
    Becoming a recommended OEM developer demands compliance with strict standards for integration, security, and brand alignment. Many OEMs already partner with providers like RevolutionParts for turnkey solutions, raising the barrier to entry.
  • Resource Intensity:
    Developing competitive software requires significant R&D investment. For example, RevolutionParts highlights that building custom eCommerce programs internally can take 1–3 years, while startups may lack the capital or expertise.
  • Incumbent strengths: Companies like Dealer Spike and Dealer eProcess have:
  • Long-term relationships with thousands of dealerships.
  • Deep integrations with OEM systems (e.g., Honda, Ford), dealer management systems (DMS), and third-party tools (e.g., Reynolds & Reynolds).
  • Specialized expertise in dealership workflows (inventory, CRM, digital retailing).
  • Market saturation: The space is crowded with niche players, but few dominate at scale. Differentiation is critical.
  • High switching costs: Dealerships are locked into multi-year contracts with existing providers. Convincing them to switch requires:
    • Cost savings: Undercutting competitors on pricing (e.g., subscription models).
    • Superior technology: Offering AI-driven tools, better UX, or unique features (e.g., integrated video marketing, predictive inventory analytics).
    • Proven ROI: Demonstrating measurable improvements in lead generation, sales, or operational efficiency.
  • Niche focus: Target underserved segments (e.g., small independent dealers, or some kind of Vehicle specialists).
  • OEM approval is gatekept: Automakers (e.g., Toyota, GM) have strict certification processes for recommended vendors. Requirements include:
    • Compliance with OEM standards (e.g., data security, API integrations).
    • Proven track record of reliability and scalability.
    • Partnerships with dealer associations (e.g., NADA, AutoSuccess).
  • Long sales cycles: OEMs move slowly; becoming a recommended vendor could take 2–5 years of lobbying, pilot programs, and trust-building.

2.. Opportunities for Differentiation

To compete, you’d have to focus on unmet needs in the dealership tech stack:
  • AI/ML tools: Predictive inventory sourcing, personalized customer chatbots, or dynamic pricing.
  • Unified platforms: Combine website design, CRM, digital retailing, and service tools into one dashboard (reducing vendor fragmentation).
  • Transparent pricing: Subscription models instead of opaque, tiered pricing.
  • Social commerce: Integrate TikTok/Instagram shoppable inventories or virtual test drives.
  1. Niche eCommerce Solutions:
    Focus on gaps in dealer-OEM collaboration, such as parts eCommerce. Over 50% of dealers report insufficient OEM support for online sales. A hybrid Tier 1/Tier 3 model (combining national OEM platforms with dealer-specific stores) could attract both dealers and manufacturers
  • Leverage Emerging Technologies:
    Integrate AI for personalized marketing or blockchain for supply-chain transparency. For example, RevolutionParts uses AI to drive an 8.75X return on ad spend for dealers.
  • Target Smaller Dealerships:
    While large groups are consolidating, smaller dealers may lack access to affordable, modern tools. A cost-effective, modular platform could capture this segment.
  • Hybrid Partnerships:
    Collaborate with OEMs to co-develop solutions. For instance, RevolutionParts partners with manufacturers to launch dealer eCommerce programs in months rather than years.

Path to Becoming a Recommended OEM Developer

StepChallengeStrategy
1. Prove ValueGaining trust from dealerships in a competitive market.Offer free trials, ROI guarantees, or performance-based pricing.
2. OEM ComplianceMeeting technical and branding standards set by automakers.Partner with compliance experts or acquire certifications early.
3. ScalabilityHandling demand from large dealer networks (e.g., AutoNation’s 271 stores)Cloud-based infrastructure and API-first design for seamless integration.
4. DifferentiationStanding out against entrenched competitors.Focus on underserved niches (e.g., EV-focused tools or subscription models).

Key Risks

  • Dealer Loyalty: 42% of top 150 dealership groups fell in rankings in 2023 , indicating volatility, but long-term contracts with incumbents may limit churn.
  • OEM Inertia: Manufacturers prefer partners with proven track records. Startups may struggle to meet scalability demands without OEM backing.

3. Steps to Build Relationships with Dealerships

  1. Start small: Target independent dealerships or regional chains (lower barriers to entry).
  2. Freemium model: Offer basic website/CRM tools for free, then upsell advanced features.
  3. Leverage partnerships:
    • Collaborate with DMS providers (e.g., CDK Global) for integrations.
    • Partner with marketing agencies serving auto dealers.
  4. Data-driven storytelling: Use case studies to show how your tools increase leads/sales (e.g., "Dealer X saw a 30% boost in conversions").

4. Path to Becoming an OEM-Recommended Developer

  • Phase 1: Prove value to dealers
    Build a critical mass of dealership clients (100+), focusing on a specific OEM’s network (e.g., Ford dealers).
  • Phase 2: Engage OEMs
    • Attend OEM dealer council meetings and conferences.
    • Participate in OEM developer programs (e.g., Ford Developer Portal, GM’s API Marketplace).
    • Highlight compliance with OEM data standards (e.g., SOC 2, GDPR).
  • Phase 3: Pilot programs
    Partner with OEMs to test your platform in a controlled group of dealers.

7. Monetization and Revenue

  • Subscription SaaS: Tiered pricing for website hosting, CRM, and analytics.
  • Transaction fees: Charge for digital retailing tools (e.g., online financing approvals).

8. Risks and Barriers

  • High upfront costs: Developing enterprise-grade tools requires $1M+ in initial engineering investment.
  • Regulatory compliance: Handling sensitive customer data (e.g., credit applications) demands robust cybersecurity.
  • Incumbent retaliation: Competitors may undercut pricing or bundle services to retain clients.

9. Strategic Advantages

  • Dealer relationships: Once integrated, dealerships are sticky clients. This creates a moat for future expansion (e.g., launching a consumer-facing marketplace).
  • OEM alignment: Becoming a recommended vendor locks in long-term revenue and credibility.

Opportunities for Differentiation

  1. Niche eCommerce Solutions:
    Focus on gaps in dealer-OEM collaboration, such as parts eCommerce. Over 50% of dealers report insufficient OEM support for online sales. A hybrid Tier 1/Tier 3 model (combining national OEM platforms with dealer-specific stores) could attract both dealers and manufacturers
  • Leverage Emerging Technologies:
    Integrate AI for personalized marketing or blockchain for supply-chain transparency. For example, RevolutionParts uses AI to drive an 8.75X return on ad spend for dealers.
  • Target Smaller Dealerships:
    While large groups are consolidating, smaller dealers may lack access to affordable, modern tools. A cost-effective, modular platform could capture this segment.
  • Hybrid Partnerships:
    Collaborate with OEMs to co-develop solutions. For instance, RevolutionParts partners with manufacturers to launch dealer eCommerce programs in months rather than years.

Verdict: Hard but Achievable

  • Competing with Dealer eProcess/Dealer Spike:
    Difficulty: 7/10 (possible with differentiation and aggressive sales).
  • Becoming an OEM-recommended developer:
    Difficulty: 9/10 (requires years of lobbying, flawless execution, and luck).

Thoughts on How to Do It!

  1. Start with a niche: Focus on a specific niche or OEM’s network.
  2. Clone and improve: Replicate Dealer Spike’s core features but add AI/ML tools or better UX.


Overall Outlook​

While entering the market is possible, it demands significant investment in technology, marketing, and relationship-building. To be competitive and become an OEM-recommended developer, your solution must not only match current industry standards but also offer unique value that differentiates it from established players.

Success would hinge on demonstrating technical excellence, reliability, and an innovative approach that meets the evolving needs of both dealers and OEMs.
 
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They played you for a fool.

It’s cruel, but since no one else’s is going to school you, I will.

The scandal isn’t that they built you a slow bloated website with no flow or goal.

The scandal is that YOU trusted them to build a website that wasn’t a cluttered up, rusted up, hunk of junk. You trusted that had your best interest in mind. That they were building you a quality website, that would convert users into customers, secure your data, and defend your business.

But these aren’t competent companies. These are the dumbest, most self-serving business to ever hold power over the dealership.

They’re not just betting you’re uninformed, they’re betting you’ll stay that way!

Their websites aren’t just costing you money, they could get you fined and sued, because 99% of dealership websites fail Google performance standards, aren't ADA compliant, and don't have valid code.

Your website is designed to burn through money like a wildfire in a cornfield!

Then they denied it. Lied. Engineered for Speed. Accessibility First. Inclusive by Design. And the dealerships blame Google, Facebook, and all the other platforms for leads not converting but never, the developer.

And they want you to believe it isn’t a big deal.

But it is.

This wasn’t a mistake by your web developer. This was a top down decision to put their profits over yours.

And the dealership can’t replace them because they’re protected.

Why?

Because neither the OEMs or the website providers are looking out for what’s in your best interest.

Your website provider has how many dealerships signed up for their services?

Go look at your competitor’s website and see who is hosting their dealership. Are you both using the same vendor? Do you really think the vendor is going to put your interests over everyone else?

No.

Their plan is to provide an even level of exposure and leads for everyone. Even if they did find something that worked well for your dealership, they certainly wouldn’t keep it exclusive to you, it would be spread to everyone overnight along with an email explaining how lucky everyone is to have this new feature.

But poor websites are just the tip of the iceberg. Your struggles are compounded by a fractured relationship with manufacturers.

It’s especially important to understand this concept when you are evaluating the relationship you have with the manufacturer.

To an even greater degree your interests and the OEM’s do not align.

Yes, they want you to make more sales and move more inventory, but they don’t want you to swallow the other fish in the pond because it is not beneficial to them.

Which is better for a manufacturer, to have one dealer in a large DMA who is number one in the U.S. or 4 average dealers doing the same volume as the one?

They make more money, have a bigger footprint, more diversity, and more control over four smaller dealership than one big dealership, especially if that dealership runs into financial difficulty.

Your customers are shopping online!

The CRM system and customer data is a key component to successful sales but with today’s tools and the ability to mine that data your customer information is extremely valuable.

The manufacturer wants it, they want to know where it came from and how you got it.​

They want to use it themselves, but just as importantly they want to understand and copy your successful marketing strategies for their other dealers and their own marketing goals.

And in addition to that OEM’s are seriously exploring bypassing the traditional dealership model for EV sales.

1. High Distribution and Operating Costs​

Ford CEO Jim Farley explicitly stated that "the auto manufacturer's distribution and advertising costs are up to $2,000 per vehicle in its current business model", a significant expense that direct sales could reduce. This financial burden represents a major pain point for manufacturers seeking to streamline operations.

2. Dealer Price Gouging​

Multiple manufacturers have expressed frustration with dealerships applying excessive markups on popular EV models. Ford faced numerous "complaints of dealer price gouging on the Ford Lightning" despite "many warnings from the manufacturer to stop". This behavior damages brand reputation and consumer trust.

3. Lack of Control Over Customer Experience​

OEMs increasingly view the traditional model as problematic because it means "handing off this important relationship to independent dealers early on". Manufacturers want to ensure quality sales experiences that "align fully with the brand message".

4. Misaligned Incentive Structures​

Dealerships are "incentivized to sell gas cars and trucks instead of EVs due to future service needs and the requirements of gasoline vehicles". This fundamental misalignment makes dealers less enthusiastic about promoting electric vehicles.

The Dealership OEM Relationship​

And at best they are not interested in helping you become the top selling dealership, they are interested in making ALL their dealers top sellers.

It’s important to understand the game your playing and that includes the dealer manufacturer relationship, so you can leverage it where you can, protect yourself when necessary, and use everything you can to beat your competition.
This was an excellent breakdown! After working for some more household name vendors in the space and moving over to an established vendor in the European market that was coming into the US market we have been tackling a lot of these problems.
Its like the US government!

When they limited how many companies could bid on a contract it created a bloated system where federal contractors, like Boeing and Raytheon, have histories of price-gouging, largely because they faced little or no competition.

And in the current dealership atmosphere it would be almost impossible to compete with the current dominate 3rd party players.

Competing against established dealership service providers (like Dealer eProcess, Dealer Spike, DX1, etc.) and becoming a recommended OEM developer presents whole set of challenges.

I’m not even sure it could be done!

You would first have to win over dealerships with superior tools!

1. Challenges in Competing with Existing Providers

  • Market Saturation:
    The dealership technology space is crowded, with incumbents offering integrated solutions for websites, inventory management, and customer relationship tools. Displacing them would require superior technology, pricing, or unique features (e.g., AI-driven analytics or hybrid eCommerce models).
  • Dealer Consolidation:
    Large dealership groups (e.g., Lithia Motors, AutoNation) dominate the market, often favoring established partners. For example, the top 10 dealership groups control ~9% of U.S. franchised dealerships. Breaking into those networks would require proven reliability and scalability.
  • OEM Program Requirements:
    Becoming a recommended OEM developer demands compliance with strict standards for integration, security, and brand alignment. Many OEMs already partner with providers like RevolutionParts for turnkey solutions, raising the barrier to entry.
  • Resource Intensity:
    Developing competitive software requires significant R&D investment. For example, RevolutionParts highlights that building custom eCommerce programs internally can take 1–3 years, while startups may lack the capital or expertise.
  • Incumbent strengths: Companies like Dealer Spike and Dealer eProcess have:
  • Long-term relationships with thousands of dealerships.
  • Deep integrations with OEM systems (e.g., Honda, Ford), dealer management systems (DMS), and third-party tools (e.g., Reynolds & Reynolds).
  • Specialized expertise in dealership workflows (inventory, CRM, digital retailing).
  • Market saturation: The space is crowded with niche players, but few dominate at scale. Differentiation is critical.
  • High switching costs: Dealerships are locked into multi-year contracts with existing providers. Convincing them to switch requires:
    • Cost savings: Undercutting competitors on pricing (e.g., subscription models).
    • Superior technology: Offering AI-driven tools, better UX, or unique features (e.g., integrated video marketing, predictive inventory analytics).
    • Proven ROI: Demonstrating measurable improvements in lead generation, sales, or operational efficiency.
  • Niche focus: Target underserved segments (e.g., small independent dealers, or some kind of Vehicle specialists).
  • OEM approval is gatekept: Automakers (e.g., Toyota, GM) have strict certification processes for recommended vendors. Requirements include:
    • Compliance with OEM standards (e.g., data security, API integrations).
    • Proven track record of reliability and scalability.
    • Partnerships with dealer associations (e.g., NADA, AutoSuccess).
  • Long sales cycles: OEMs move slowly; becoming a recommended vendor could take 2–5 years of lobbying, pilot programs, and trust-building.

2.. Opportunities for Differentiation

To compete, you’d have to focus on unmet needs in the dealership tech stack:
  • AI/ML tools: Predictive inventory sourcing, personalized customer chatbots, or dynamic pricing.
  • Unified platforms: Combine website design, CRM, digital retailing, and service tools into one dashboard (reducing vendor fragmentation).
  • Transparent pricing: Subscription models instead of opaque, tiered pricing.
  • Social commerce: Integrate TikTok/Instagram shoppable inventories or virtual test drives.
  1. Niche eCommerce Solutions:
    Focus on gaps in dealer-OEM collaboration, such as parts eCommerce. Over 50% of dealers report insufficient OEM support for online sales. A hybrid Tier 1/Tier 3 model (combining national OEM platforms with dealer-specific stores) could attract both dealers and manufacturers
  • Leverage Emerging Technologies:
    Integrate AI for personalized marketing or blockchain for supply-chain transparency. For example, RevolutionParts uses AI to drive an 8.75X return on ad spend for dealers.
  • Target Smaller Dealerships:
    While large groups are consolidating, smaller dealers may lack access to affordable, modern tools. A cost-effective, modular platform could capture this segment.
  • Hybrid Partnerships:
    Collaborate with OEMs to co-develop solutions. For instance, RevolutionParts partners with manufacturers to launch dealer eCommerce programs in months rather than years.

Path to Becoming a Recommended OEM Developer

StepChallengeStrategy
1. Prove ValueGaining trust from dealerships in a competitive market.Offer free trials, ROI guarantees, or performance-based pricing.
2. OEM ComplianceMeeting technical and branding standards set by automakers.Partner with compliance experts or acquire certifications early.
3. ScalabilityHandling demand from large dealer networks (e.g., AutoNation’s 271 stores)Cloud-based infrastructure and API-first design for seamless integration.
4. DifferentiationStanding out against entrenched competitors.Focus on underserved niches (e.g., EV-focused tools or subscription models).

Key Risks

  • Dealer Loyalty: 42% of top 150 dealership groups fell in rankings in 2023 , indicating volatility, but long-term contracts with incumbents may limit churn.
  • OEM Inertia: Manufacturers prefer partners with proven track records. Startups may struggle to meet scalability demands without OEM backing.

3. Steps to Build Relationships with Dealerships

  1. Start small: Target independent dealerships or regional chains (lower barriers to entry).
  2. Freemium model: Offer basic website/CRM tools for free, then upsell advanced features.
  3. Leverage partnerships:
    • Collaborate with DMS providers (e.g., CDK Global) for integrations.
    • Partner with marketing agencies serving auto dealers.
  4. Data-driven storytelling: Use case studies to show how your tools increase leads/sales (e.g., "Dealer X saw a 30% boost in conversions").

4. Path to Becoming an OEM-Recommended Developer

  • Phase 1: Prove value to dealers
    Build a critical mass of dealership clients (100+), focusing on a specific OEM’s network (e.g., Ford dealers).
  • Phase 2: Engage OEMs
    • Attend OEM dealer council meetings and conferences.
    • Participate in OEM developer programs (e.g., Ford Developer Portal, GM’s API Marketplace).
    • Highlight compliance with OEM data standards (e.g., SOC 2, GDPR).
  • Phase 3: Pilot programs
    Partner with OEMs to test your platform in a controlled group of dealers.

7. Monetization and Revenue

  • Subscription SaaS: Tiered pricing for website hosting, CRM, and analytics.
  • Transaction fees: Charge for digital retailing tools (e.g., online financing approvals).

8. Risks and Barriers

  • High upfront costs: Developing enterprise-grade tools requires $1M+ in initial engineering investment.
  • Regulatory compliance: Handling sensitive customer data (e.g., credit applications) demands robust cybersecurity.
  • Incumbent retaliation: Competitors may undercut pricing or bundle services to retain clients.

9. Strategic Advantages

  • Dealer relationships: Once integrated, dealerships are sticky clients. This creates a moat for future expansion (e.g., launching a consumer-facing marketplace).
  • OEM alignment: Becoming a recommended vendor locks in long-term revenue and credibility.

Opportunities for Differentiation

  1. Niche eCommerce Solutions:
    Focus on gaps in dealer-OEM collaboration, such as parts eCommerce. Over 50% of dealers report insufficient OEM support for online sales. A hybrid Tier 1/Tier 3 model (combining national OEM platforms with dealer-specific stores) could attract both dealers and manufacturers
  • Leverage Emerging Technologies:
    Integrate AI for personalized marketing or blockchain for supply-chain transparency. For example, RevolutionParts uses AI to drive an 8.75X return on ad spend for dealers.
  • Target Smaller Dealerships:
    While large groups are consolidating, smaller dealers may lack access to affordable, modern tools. A cost-effective, modular platform could capture this segment.
  • Hybrid Partnerships:
    Collaborate with OEMs to co-develop solutions. For instance, RevolutionParts partners with manufacturers to launch dealer eCommerce programs in months rather than years.

Verdict: Hard but Achievable

  • Competing with Dealer eProcess/Dealer Spike:
    Difficulty: 7/10 (possible with differentiation and aggressive sales).
  • Becoming an OEM-recommended developer:
    Difficulty: 9/10 (requires years of lobbying, flawless execution, and luck).

Thoughts on How to Do It!

  1. Start with a niche: Focus on a specific niche or OEM’s network.
  2. Clone and improve: Replicate Dealer Spike’s core features but add AI/ML tools or better UX.


Overall Outlook​

While entering the market is possible, it demands significant investment in technology, marketing, and relationship-building. To be competitive and become an OEM-recommended developer, your solution must not only match current industry standards but also offer unique value that differentiates it from established players.

Success would hinge on demonstrating technical excellence, reliability, and an innovative approach that meets the evolving needs of both dealers and OEMs.
This was an excellent breakdown! After working for some more household name vendors in the space and moving over to an established vendor in the European market that was coming into the US market we have been tackling a lot of these problems.

We have jumped through the hoops for DMS integrations thus far, but nothing beats being a coveted "certified vendor". We have a handful of dealer partners thus far Top 20 groups down to single point stores so are next step is proving the value and then working on scalability.

It has been a great learning experience coming in on the Sales side where a majority of that process has been more so focused on GTM integrations and getting buy-in on the dealer level.
 
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This was an excellent breakdown! After working for some more household name vendors in the space and moving over to an established vendor in the European market that was coming into the US market we have been tackling a lot of these problems.

This was an excellent breakdown! After working for some more household name vendors in the space and moving over to an established vendor in the European market that was coming into the US market we have been tackling a lot of these problems.

We have jumped through the hoops for DMS integrations thus far, but nothing beats being a coveted "certified vendor". We have a handful of dealer partners thus far Top 20 groups down to single point stores so are next step is proving the value and then working on scalability.

It has been a great learning experience coming in on the Sales side where a majority of that process has been more so focused on GTM integrations and getting buy-in on the dealer level.
Which company are you with? Have dealerships been open to GTM integrations, or has it been a struggle to get buy-in?
 
Which company are you with? Have dealerships been open to GTM integrations, or has it been a struggle to get buy-in?
Sorry I should have clarified I was referencing GTM as primary go to market integrations not Google Tag Manager :)

Targit Automotive, we are a BI/reporting tool for auto dealers consolidating all group wide data sources. More or less putting all of the necessary operational data all in one place to give better line of sight to operational analysis and forecasting. In Europe we work with something like 7 of the Top 10 dealer groups as hundreds of others - in some cases we have dealer groups there using 6-7 different DMSs across dealer groups that don't speak with one another so it results in a lot of data extraction and manual report consolidation. For additional clarity, Targit also operates in other retail dealer models in the US such as heavy equipment dealers, truck & trailer, etc.

Here in the US auto market we have been able to get dealer buy-in , but getting some stamps of approval from DMSs and other dealer data slowed things down quite a bit. Should be an interesting first half of the year as we roll things out with a handful of well known groups in the US.
 
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Sorry I should have clarified I was referencing GTM as primary go to market integrations not Google Tag Manager :)

Targit Automotive, we are a BI/reporting tool for auto dealers consolidating all group wide data sources. More or less putting all of the necessary operational data all in one place to give better line of sight to operational analysis and forecasting. In Europe we work with something like 7 of the Top 10 dealer groups as hundreds of others - in some cases we have dealer groups there using 6-7 different DMSs across dealer groups that don't speak with one another so it results in a lot of data extraction and manual report consolidation. For additional clarity, Targit also operates in other retail dealer models in the US such as heavy equipment dealers, truck & trailer, etc.

Here in the US auto market we have been able to get dealer buy-in , but getting some stamps of approval from DMSs and other dealer data slowed things down quite a bit. Should be an interesting first half of the year as we roll things out with a handful of well known groups in the US.
So the problem is even bigger than I described it. I focused on the challenge of getting dealerships and OEMs to let you in the door, but it sounds like there's an additional hurdle with third-party providers that are already embedded in the system.

However if someone was trying to get their foot in the door it sounds like rather than selling directly to individual dealerships, it would be more effective to target dealer groups first?

Or do you still need buy-in from both?
 
@DjSec definitely a pain getting passed the old guard of 3rd party vendors, but that is typically settled via paying form of integration fee or certification fee.

For effectiveness it depends on the vendor decision process on a dealer group by dealer group level. Some groups leave those decisions up to individual store operators, others operate on group wide vendor decisions. Personally buy-in from individual dealers + group wide will result in stickiness, better adoption, more champions, etc.

You make great points in your initial post about focusing initially on independent dealers or smaller dealer groups as there are less decision makers and an easier process for getting foot in the door for proof of concepts prior to larger dealer body adoption.
 
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Mind if I jump in w/ how DealerSync fits into this?

Franchise dealers know they’re boxed into OEM-mandated website providers... slow, bloated, & shared across thousands of rooftops. Your site ends up looking like a digital DMV - standard issue, slow service, and nobody’s happy.

Enter DealerSync - we’re not trying to replace your OEM site... we’re your escape hatch. Think of it as your Dealership Branded site or secondary site - but built to actually convert traffic, not just check a box.
  • Lightning-fast load times (GTMetrix scores? We eat 'em for breakfast.)
  • ADA compliance baked in – no excuses, no lawsuits, just peace of mind.
  • Custom UX and content – no cookie-cutter clones here, this is your brand's digital fingerprint.
  • Integration with nearly all DMS & CRM systems – we play nice with your current stack so you don’t have to babysit data.
  • Intelligent syndication and inventory feeds – fully automated, zero manual work.
  • SEO that actually works – rank, don’t tank.
And before someone says, “but it’s an extra cost…”

Let’s reframe that: It’s not an expense. It’s an investment - Your OEM site is your showroom’s front door - fine, whatever. But your DealerSync site? That’s your VIP entrance! Built to pull in higher-quality leads, drive repeat traffic, & keep your digital equity where it belongs: with you, not your OEM or some vendor w/ no incentive to improve their platform.

If you’re tired of being treated like just another rooftop in a database, maybe it’s time to stop playing their game - & start building your own.

Let’s chat if you’re ready to stand out.

—LeeZa from DealerSync
(Sales Director / website freedom fighter)
 
Mind if I jump in w/ how DealerSync fits into this?
Not at all
Franchise dealers know they’re boxed into OEM-mandated website providers... slow, bloated, & shared across thousands of rooftops. Your site ends up looking like a digital DMV - standard issue, slow service, and nobody’s happy.
It seems like OEM's would wake up to the fact that they are hurting their own business and get out of the way!
  • Lightning-fast load times (GTMetrix scores? We eat 'em for breakfast.)
I use Google Lighthouse for checking this stuff, after all it is about trying to rank on Google and it is there tool, so it just seems like this is would be the closes thing to what Google is using for ranking and while I would love to see some of your dealership websites I'd guess your own website would be the best example of what you build.

The First Content Paint has to be in under one second in order not to get a penalty, your is 2.5 seconds this is outside Google's performance guidelines.

In order NOT to get a ranking penalty your LCP has to be under 2.5 seconds, yours is at 5.1 seconds!

Screenshot from 2025-04-01 14-00-18.png

Everything in Red is where your own website fails, do you have examples of your dealerships that do not fail?

Google's own studies show that at three seconds you lose 53% of your traffic.
  • ADA compliance baked in – no excuses, no lawsuits, just peace of mind.
If ADA compliance is baked in then why do you use a third party add on to make it compliant?

Do accessibility overlays make a website compliant?

No!

Overlays give a false sense of security.

Accessibility issues with overlays.

An overlay gives the impression of fixing your site without actually fixing your site. You've still got bad code on your site but now it's hidden behind more options and more confusion.

And the reason for the law is to give everyone equal access to your services and products.

However, since this code is on a third party site and needs some type of input from the user to be activated ... the user is already not being treated the same as the people who access your site without a disability.

Creating a good web experience means fixing the code, validating it, and making it ADA compliant.

And even with the overlay your site isn't ADA compliant

And even with the overlay it is still not ADA compliant, it is missing form labels, has empty buttons, and 14 contrast errors, orphaned form labels, redundant links, and redundant title text.

Screenshot from 2025-04-01 14-16-11.png


  • SEO that actually works – rank, don’t tank.

The SEO can't work because of the load times.

The single most important thing when it comes to ranking a site is site speed and your website doesn't meet any of the performance standards that are setup by Google.

These standards (that your main company website doesn't pass) prevent and limit Google's ability to spider them and puts a ranking penalty on them coming out of the gate.
Let’s reframe that: It’s not an expense. It’s an investment - Your OEM site is your showroom’s front door - fine, whatever. But your DealerSync site? That’s your VIP entrance! Built to pull in higher-quality leads, drive repeat traffic, & keep your digital equity where it belongs: with you, not your OEM or some vendor w/ no incentive to improve their platform.

A dealership website is the center hub for all their marking, and just saying it doesn't this and that when you can't pass the standards on your own website seems a bit dishonest.

If you’re tired of being treated like just another rooftop in a database, maybe it’s time to stop playing their game - & start building your own.
Exactly what I'm saying, if the web developers aren't able to build a website that at the very least meets the standards needed to prevent them from being sued, fined, and bleed users...they should look at building there own.

If I'm wrong then post some links to dealership websites that you've built that do everything you claim they do but if you read my article what you just tried to do is exactly what the article is talking about.
 


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