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Good People Are The Key To Any Good Organization

ddavis

Boss
Jun 28, 2011
1,491
496
First Name
Doug
There is no surprise in that statement. I managed to get a lot of good people, into my department, from the floor. We sold the majority of the cars and most people asked to join the team.

What might raise some eyebrows, is that when I left a dealership, I took many of the good people with me. If you found that offensive, I also recruited top salespeople from other stores. Wonder how you know who their top salespeople are? They post it on their sales board. Normally, it is hung at the desk. Usually, it is broken down by new and used and even internet. Just remember the three names, with the most "X"s, and call them the next day.

Yes, I stole people from other stores and I am totally unrepentant. No, I wasn't afraid that they would come after my people. If they could recruit them away from me ...more power to them.

If you are looking to steal some floor salespeople, look to the larger automotive groups. They will have spent money on training but they usually don't pay well and often treat their people poorly.
 
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✨ AI Highlights

  • A dealer manager shares his strategy for building a high-performing department by recruiting talented salespeople—both internally from the dealership floor and by poaching top performers from competitor stores using their public sales boards as a recruiting tool.
  • He defends this aggressive talent acquisition approach as legitimate business practice, arguing that if competitors couldn't retain their people against his offers, that reflected their own weakness rather than his wrongdoing.
  • The core insight is that competitive advantage comes from attracting and retaining the best people, even if it means being aggressive in recruitment tactics.

A dealer manager shares his strategy for building a high-performing department by recruiting talented salespeople—both internally from the dealership floor and by poaching top performers from competitor stores using their public sales boards as a recruiting tool. He defends this aggressive talent acquisition approach as legitimate business practice, arguing that if competitors couldn't retain their people against his offers, that reflected their own weakness rather than his wrongdoing. The core insight is that competitive advantage comes from attracting and retaining the best people, even if it means being aggressive in recruitment tactics.

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