Two myths undercut the long-term profitability of dealerships.
Myth #1: That which is good for the customer is bad for profit.
Myth #2: That which is good for one department is bad for others.
Rather than advancing profitability, these myths—both of which feed upon the common yet counterproductive, zero-sum mentality of competition over collaboration — drive behaviors and decision making that undercut both the health and wealth of dealerships.
For example, imagine a service manager and a salesperson compete to greet a customer. The service manager accuses the salesperson of stealing work from the service department.
Then, when the customer asks for a ride back to their office, the service manager asks the sales manager if a member of the sales team could make the run. The sales manager tells him no way, adding that he can't risk a customer walking in while his guy is out running errands for the dealership.
Examples like these point to a widespread and persistent problem in the industry: failure to work collaboratively across departments to meet customers' needs. Poor collaboration within the dealership leads to dissatisfied and disloyal customers. This, in turn, leads to less profitability over the long term.