Latest / CBT Live / Is Your Mindset Holding Your Dealership Back? Beyond Belief, Benstock, Abraham (10.28.26)

Transcript

Is Your Mindset Holding Your Dealership Back? Beyond Belief, Benstock, Abraham (10.28.26) · CBT Live

0:01
SPEAKER_04: Hey everyone, Jim Fitzpatrick.
0:03
SPEAKER_04: Welcome to another edition of CBT Live, right here at the CBT Automotive Network.
0:08
SPEAKER_04: I'm joined by my partner in crime, Bridget Fitzpatrick.
0:11
SPEAKER_00: Thank you for joining us, everyone.
0:12
SPEAKER_04: Sure.
0:12
SPEAKER_04: Today we have a special edition of CBT Live, and we're excited to introduce a brand new series coming to CBT News called Beyond Belief.
0:20
SPEAKER_04: The show takes a different approach to business growth, leadership, and what it takes to achieve extraordinary results.
0:27
SPEAKER_00: That's right.
0:28
SPEAKER_00: And what makes the series so interesting is that it combines real stories from inside the dealership with business strategies that can help dealers think differently about their operations.
0:38
SPEAKER_00: It's about challenging what you believe is possible and putting those ideas into action.
0:43
SPEAKER_00: Joining us today, we have Brian Benstok and Jay Abraham.
0:45
SPEAKER_00: Gentlemen, thank you so much for joining us today.
0:48
SPEAKER_02: Yeah, it's great to it's great to be here.
0:50
SPEAKER_04: Sure.
0:51
SPEAKER_04: It's uh it's it's great to have you here.
0:53
SPEAKER_04: Um we've just been shooting some of the series here today, and uh we will be tomorrow.
0:58
SPEAKER_04: But what a good start.
0:59
SPEAKER_04: What's that?
0:59
SPEAKER_04: What a good start.
1:00
SPEAKER_04: What a good start.
1:01
SPEAKER_04: And now here we are.
1:02
SPEAKER_04: Thank you for joining us on live.
1:03
SPEAKER_04: You're talking to a lot of dealers and uh managers out there right now as they enjoy their lunch or breakfast on the West Coast.
1:10
SPEAKER_04: We appreciate you coming in from California, Jay, to be with us.
1:13
SPEAKER_04: It's quite a trek.
1:14
SPEAKER_04: But uh if you could, Brian, uh start start us off.
1:17
SPEAKER_04: Tell us a little bit about the series and uh what what you want the viewer to to leave with.
1:22
SPEAKER_02: Well, the first couple episodes are really setting the baseline, right?
1:24
SPEAKER_02: What what why this, why now?
1:27
SPEAKER_02: And and I I think it's you know, asking better questions gives you better outcomes.
1:31
SPEAKER_02: Um, what if your current best is your baseline?
1:35
SPEAKER_02: Yeah.
1:35
SPEAKER_02: And we start out there.
1:36
SPEAKER_02: What if the best you've ever ever been able to accomplish as a manager or dealer uh uh or reporter is is just the baseline of where you could go.
1:44
SPEAKER_02: And imagine going beyond what you currently believe.
1:46
SPEAKER_02: And we start talking about uh uh some of the things we've done from the insights that we've gained, and we've we've been able to be pretty successful.
1:54
SPEAKER_02: Then I take those things, those KPIs, that we I think we've over-indexed, and I I throw them to Jay.
2:00
SPEAKER_02: And then Jay introduces us to these new things, these OPIs, and you'll talk about that from a completely different perspective.
2:09
SPEAKER_02: And and so if we can bring that to automotive, is it possible that we can leverage technology methodologies from other industries to help us do things we never did before?
2:17
SPEAKER_02: Yeah, without a doubt.
2:18
SPEAKER_02: Jay, uh let me just jump in real quick.
2:21
SPEAKER_03: Jump right in.
2:24
SPEAKER_04: I love live communication.
2:25
SPEAKER_04: Yeah, it's great.
2:26
SPEAKER_04: No, but I think it's important.
2:28
SPEAKER_04: Jay's relatively new to our audience, although um, you know, you you you've been working with us now for a little over a year, and uh there's some dealers out there that are we you know wanting to learn more about Jay Abraham because they've gotten kind of a taste and said, wow, this guy's world-renowned uh business coach, strategist, worked with Tony Robbins, still works with him today.
2:47
SPEAKER_04: Yes.
2:48
SPEAKER_04: Um before you jump into OPIs, talk to us a little bit about your background.
2:53
SPEAKER_00: That's what I was gonna ask you to.
2:54
SPEAKER_00: No, my origin story is very interesting.
2:56
SPEAKER_01: And and um uh it's it's it's interesting.
3:00
SPEAKER_01: I'm an accidental tourist.
3:02
SPEAKER_01: So I got married the first time at age 18.
3:06
SPEAKER_01: Two kids at 20, no education, nobody cared about it, nobody would give me a salary.
3:11
SPEAKER_01: The only people that give me opportunity were intense entrepreneurs that would let me eat what you killed.
3:17
SPEAKER_01: Yeah.
3:17
SPEAKER_01: So you make money, you make a piece, you don't, you don't.
3:20
SPEAKER_01: But nobody cared about how much time I spent.
3:22
SPEAKER_01: Could spend a minute, could spend 12 hours.
3:24
SPEAKER_01: I always did five to ten things at a time because I had to eat.
3:28
SPEAKER_01: I had two kids.
3:29
SPEAKER_01: And as lucky.
3:30
SPEAKER_01: Yep, and as luck would have it, they were never in the same industry.
3:33
SPEAKER_01: After about 20 different industries, I made a distinction that has changed my life and it's been very beneficial to clients all over the world.
3:42
SPEAKER_01: I realized that people in one industry don't have a clue how people in other industries think, act, sell, transact, source, monetize, reactivate, resell.
3:54
SPEAKER_01: And I was able to take common as dirt principles from industries I'd been in, combine them into hybrids, apply them to industries I was in, and we did icy hot and it exploded.
4:06
SPEAKER_01: We did entrepreneur and it exploded.
4:08
SPEAKER_01: And since I've affected a founder of FedEx and the guy that created Planet Fitness and all kinds of people, but it's really borrowing success approaches that are much higher performing, much safer, much faster, much less risky, much, much higher impacting from outside an industry and borrowing.
4:28
SPEAKER_01: And when I realized how powerful it was, I got on a mission.
4:33
SPEAKER_01: So fast forward from then, I've done a thousand industries around the world, which is very significant because I understand a whole broad scope.
4:42
SPEAKER_01: But probably as important as I've advised over 250 of the world's top A-level experts.
4:51
SPEAKER_01: None came to me for help with their methodology.
4:53
SPEAKER_01: They wanted to get more uh distinction, more preeminence, more profitability, but I had to learn the essence of their methodology.
5:01
SPEAKER_01: So I understand as a wildly integrated sort of a polymath, such a multitude of higher, better, safer, faster, more impactful, more profitable, more residual ways to use time, effort, opportunity, access, that's probably a good start.
5:18
SPEAKER_02: I I want to interrupt.
5:20
SPEAKER_02: What we're going to do, I'm going to be an arbitrage here.
5:22
SPEAKER_02: I'm going to be able to see between the cracks of his experience and hopefully take that for our industry, but more importantly for my store, to be able to leverage that experience.
5:33
SPEAKER_02: And that that's really, I think, the key here is to be able to take that uh and see something that other people help other people see what they don't see in front of them.
5:42
SPEAKER_01: And I think it's important.
5:43
SPEAKER_01: Brian has enough, I think, understanding of my uh mad scientist ADD personality, and also to bring it to lowest common denominator understanding to the audience that it should be really, it should be epic if this engineers the way we are anticipating.
6:00
SPEAKER_02: He doesn't know that he might not remember.
6:02
SPEAKER_02: In the 80s, he was making cassette tapes, and I saw him speak at the Huntington Townhouse in the 80s, and he was talking about how uh these phones, these new things called cell phones, that they cost like three, four, five thousand dollars.
6:15
SPEAKER_02: And he said, the phone bill itself is a thousand dollars a month.
6:19
SPEAKER_02: Why don't you just give away the phone?
6:21
SPEAKER_02: And so as a young manager, we decided, hey, we're gonna give you a free cell phone if you buy a car.
6:26
SPEAKER_02: And it wasn't a cell phone, it was a bag phone that was god-awful.
6:30
SPEAKER_02: But we we gave them away and they had to sign up a two-year contract uh with the provider, uh, which I guess got them a certain revenue, and we were packed, and so it was my my first experience with Che.
6:41
SPEAKER_02: I I I I read his books and I followed him, uh, but but then I lost track of him.
6:46
SPEAKER_02: And uh during COVID, he was on what what was that uh Clubhouse.
6:50
SPEAKER_02: Okay.
6:50
SPEAKER_02: And he was speaking on Clubhouse, and I said, Hey, you made me a lot of money years ago.
6:55
SPEAKER_02: And and and we we got together and now we're we're I think we're doing some really interesting things.
7:02
SPEAKER_02: No doubt.
7:02
SPEAKER_02: Right.
7:02
SPEAKER_02: No doubt.
7:03
SPEAKER_00: So I love how it combines real world experience with the genius strategic mind of Jay Abraham in the first real world experiences, in other words, the mistakes.
7:15
SPEAKER_02: And I've made them I think I've made them all.
7:18
SPEAKER_02: I don't want to say I've made them all because God'll prove me wrong, and we'll have more mistakes, but really to take those experiences and to say, hey, you know, what what what's the what how do we optimize?
7:28
SPEAKER_02: Yes, and then and then Jay's gonna take that from optimization to another level.
7:32
SPEAKER_02: How do we really uh compound exponentially on the outcomes that you can get?
7:37
SPEAKER_00: Yeah, the education that you have received in the form of mistakes over the years is incredible.
7:42
SPEAKER_00: And one of the series you do talk about when you're 23 years old and you meet Joe Girard, who's selling an extraordinary amount of vehicles.
7:50
SPEAKER_00: Talk to us about that.
7:51
SPEAKER_02: You know, I'm I'm a 23-year-old kid, and uh Paul Singer and John Rosotti get their stores together collectively and they have Joe Girard speak.
7:58
SPEAKER_02: And and Mr.
7:58
SPEAKER_02: Rosotti, Mr.
7:59
SPEAKER_02: Singer, should understand the amount of outcome that they got uh from just from one person.
8:04
SPEAKER_02: I was transformed when I heard Joe say he sells six cars a day.
8:09
SPEAKER_02: Uh we were told that the KPI was 10 and your average.
8:13
SPEAKER_02: And I was selling more than 10, I don't remember 20 cars, and I thought I was a world beater.
8:17
SPEAKER_02: This guy was selling six cars a day.
8:19
SPEAKER_02: Most importantly, I remember when he mentioned his income, and some doctor was bragging that he's a doctor, and Joe Gerard says, Yeah, you're a doctor, I sell cars, and the guy gave me that look, like, well, you sell cars?
8:29
SPEAKER_02: Yeah, I and it ended up Joe Gerard had made$200 or more thousand dollars a year.
8:34
SPEAKER_02: But when he hit said the number, like$500,000 or$600,000, I'm 24, it's 1984.
8:39
SPEAKER_02: I couldn't comprehend.
8:41
SPEAKER_02: And he's in the same industry, doing arguably the same thing I'm doing, having such a different outcome.
8:48
SPEAKER_02: It changed, it it made me decide to I thought I was all in.
8:51
SPEAKER_03: Yeah.
8:51
SPEAKER_02: And you know, I've got guys tell me I'm all in.
8:54
SPEAKER_02: I became all in and really uh obsessed with the opportunities that our industry has.
8:59
SPEAKER_02: Right.
8:59
SPEAKER_02: And and and so what what are the learnings from that?
9:02
SPEAKER_02: And how do we continue to stretch ourselves even at advanced levels?
9:05
SPEAKER_02: Somebody says, Oh, you're doing really well, yeah, until I compare myself to Mr.
9:08
SPEAKER_02: Penske.
9:09
SPEAKER_02: You know, and I'm not doing you know, there's a lot of opportunity.
9:12
SPEAKER_02: So we're gonna look at those gaps and try and close the gaps for for for ourselves and for other dealers.
9:18
SPEAKER_04: Right, right.
9:19
SPEAKER_04: For sure.
9:20
SPEAKER_04: Um one of the episodes focuses on the importance of writing down your goals uh that that practice uh has shaped both uh your business and personal life.
9:29
SPEAKER_04: Talk to us about that.
9:31
SPEAKER_01: So my uh insight and goal setting is probably unique.
9:37
SPEAKER_01: It's it's Stephen uh Covey, the the Seven Habits Man, used to say basically, start with the end in mind.
9:44
SPEAKER_01: So if you're gonna have a goal, it's one thing for me to say, I want to quadruple my income.
9:51
SPEAKER_01: I want to sell, whatever, 38 cars a month.
9:54
SPEAKER_01: But unless you have a mechanism to hold yourself accountable and a strategy that is viable, then a goal can be it can be basically a Pyrrhic victory.
10:04
SPEAKER_01: You can say, I got my goal.
10:05
SPEAKER_01: I'm of a world that says, okay, you let's figure out how we're gonna make this goal a reality.
10:10
SPEAKER_01: Let's go back.
10:11
SPEAKER_01: What are you gonna do today?
10:11
SPEAKER_01: What are you gonna do tomorrow?
10:13
SPEAKER_01: If you're off, how are you gonna adjust it?
10:14
SPEAKER_01: If you if you do better, how are you gonna raise your goal?
10:17
SPEAKER_01: What is the mechanism, what is the strategy, what are the tactical elements?
10:22
SPEAKER_01: And I don't know how that I think that conforms with you, Brian.
10:25
SPEAKER_02: You know, goal goal setting is such a key uh part of the success strategy.
10:29
SPEAKER_02: You know, I tell the story, we're gonna tell the story.
10:31
SPEAKER_02: Jay Cremens was giving a fixed ops room uh presentation, and he asked us dealers how many uh of you have uh goals, and everyone raised their hand.
10:40
SPEAKER_02: He said, How many of you have written goals and half the room raised their hand?
10:44
SPEAKER_02: He said, For a hundred dollars, who could show me their written goals right now?
10:47
SPEAKER_02: Oh boy.
10:48
SPEAKER_02: I raised my hand.
10:49
SPEAKER_03: Really?
10:49
SPEAKER_02: And he walked over and said, Okay, with a microphone, let me see them.
10:52
SPEAKER_02: And I said, Do you want the one year, the three year, or the five year there?
10:56
SPEAKER_02: You know, so goal goal setting, something magic happens when you write it down.
11:00
SPEAKER_02: I I'm afraid of goals these days because it they really have a way of coming true.
11:05
SPEAKER_02: You know, something gets written down.
11:07
SPEAKER_02: And we we we made a goal a number of years ago to double business in 24 months.
11:11
SPEAKER_02: Okay.
11:11
SPEAKER_02: Double business in 24 months.
11:12
SPEAKER_02: We're in a mature store.
11:14
SPEAKER_02: And uh, you know, a couple over uh a year later, a couple of guys said, Hey, I looked at your numbers, Ben Stock.
11:19
SPEAKER_02: They they didn't double.
11:20
SPEAKER_02: And I said, Well, where are you looking, brother?
11:22
SPEAKER_02: Where are you looking?
11:23
SPEAKER_02: Take a look at the fixed ops.
11:24
SPEAKER_02: Yeah.
11:24
SPEAKER_02: Take a look at the fixed ops.
11:25
SPEAKER_02: We we we literally doubled our total output for fixed ops in less than 24 months.
11:31
SPEAKER_02: That's incredible.
11:32
SPEAKER_02: And and now we're still picking up a whole other dealership.
11:34
SPEAKER_02: It it it was.
11:35
SPEAKER_02: And we did it with the same men and women.
11:38
SPEAKER_02: We didn't increase, we didn't spend any more on CapEx.
11:41
SPEAKER_02: And you know, when you start, you set that target, that you know, uh uh that Ray Dalio, that audacious goal, yeah.
11:47
SPEAKER_02: That's the first step, set the goal.
11:48
SPEAKER_02: The second step is fail.
11:50
SPEAKER_02: Yeah, the third step is learn, the fourth step is improve, right?
11:54
SPEAKER_02: And and eventually it's set another audacious goal.
11:57
SPEAKER_02: So, you know, I think that's that's a key for us.
11:59
SPEAKER_02: And then when I get around this cat, uh, and he starts saying, well, there's a hundred, how many KPIs are uh do you have in your industry?
12:06
SPEAKER_02: And I had to give that terrible answer.
12:08
SPEAKER_02: I don't know.
12:09
SPEAKER_02: Well, could you identify them?
12:10
SPEAKER_02: So we did.
12:11
SPEAKER_02: Yeah.
12:11
SPEAKER_02: And it's 182 or 187, I forget.
12:14
SPEAKER_02: Now, um now we're looking at, and he's saying, what if we take those and we look at those as levers and we increase each one of those KPIs by two, three, four percent?
12:23
SPEAKER_02: What will the cumulative impact be?
12:25
SPEAKER_02: And I'm sitting and I don't know, but it it compounds.
12:29
SPEAKER_02: Yeah.
12:30
SPEAKER_02: And and so we looked at Paragon delivers about 15,000 cars, the the group, a year.
12:35
SPEAKER_02: And what what's a hundred dollar increase in gross?
12:38
SPEAKER_02: That's 1.5 million dollars.
12:39
SPEAKER_02: Right.
12:39
SPEAKER_02: What's a hundred dollar savings expense?
12:41
SPEAKER_02: Right.
12:42
SPEAKER_02: That's three million dollars.
12:43
SPEAKER_02: We we've touched two of the hundred K KPS.
12:48
SPEAKER_02: We just picked up three million dollars a year.
12:50
SPEAKER_02: Right.
12:50
SPEAKER_02: You know, after a while that starts to end up.
12:55
SPEAKER_02: Yeah.
12:55
SPEAKER_02: And so that's we want to explore it together.
12:58
SPEAKER_02: Uh and and and then take what Jay's got and take what m the experience I've got, and now let's mix in the technology today of AI.
13:07
SPEAKER_02: Right.
13:07
SPEAKER_02: And and that's a whole different, that's exponential on top of exponential.
13:11
SPEAKER_02: Yeah.
13:11
SPEAKER_02: And you know, we we want to think bigger.
13:14
SPEAKER_02: We want to ask that question.
13:15
SPEAKER_02: What if your current best is only the baseline?
13:18
SPEAKER_02: Right.
13:18
SPEAKER_00: So, Jay, you have worked with some of the most successful people all over the world from Sweden to Tokyo.
13:23
SPEAKER_00: We were just talking about this.
13:25
unknown: I have.
13:25
SPEAKER_00: Right.
13:26
SPEAKER_00: So, what separates those individuals that might have the same opportunities as someone else, but the others just aren't quite getting it?
13:33
SPEAKER_01: Well, I think they have a much deeper sense, not of curiosity, but of investigative uh expansiveness.
13:43
SPEAKER_01: They want to know who has figured out a better way to do something, who sees a bigger opportunity in an action or an activity or an opportunity or a market.
13:58
SPEAKER_01: And they're constantly questioning, and they're really good at adapting and adopting other things from outside their industry.
14:06
SPEAKER_01: We had one of our sessions we talked about, I said that I realized when I started realizing you could take all these ideas from other industries and apply them, that most of the breakthroughs in the world do not come from inside the industry.
14:20
SPEAKER_01: And I gave a litany and I'll do it really quickly.
14:24
SPEAKER_01: The uh telecommunication market was transformed by fiber optics, but it did not come from telecommunication.
14:30
SPEAKER_01: It was aerospace and borrowed.
14:32
SPEAKER_01: FedEx borrowed the Hub and Spoke check clearing process the Federal Reserve Bank uses so people don't cat uh don't bounce checks.
14:40
SPEAKER_01: And they created an industry ballpoint pen or Roland Deodorant borrowed it.
14:46
SPEAKER_01: And the point is breakthroughs are most significant, come most often from outside an industry, and best practices are really admirable, but they're standing operating procedure.
14:58
SPEAKER_01: Everybody does.
14:58
SPEAKER_01: There's no advantage in everyone doing the same thing the same way.
15:02
SPEAKER_01: The advantage is being able to see potential, see higher, better, safer, bigger performing alternatives to what everybody else does.
15:10
SPEAKER_01: Yeah, for sure.
15:11
SPEAKER_04: And I think we do, as you would agree, suffer from that in this industry where we do things because that's the way our parents ran the dealership, and that's the way their parents ran the dealership.
15:21
SPEAKER_04: And we're a little bit closed on uh breakthrough type of thinking.
15:29
SPEAKER_02: And and you you you owe it to them though to to say, hey, how can we do even better?
15:33
SPEAKER_02: You know, they did what they did with the technology that they had.
15:36
SPEAKER_02: Right.
15:36
SPEAKER_02: And look at athletes today with the technology, the sports medicine, the the peptides and drugs and things, the ability to take things even further.
15:44
SPEAKER_02: You know, again, that doesn't mean you disrespect the Mickey Mantles in the Bay Ruth of the day, but you know, you look at some of the people today or prize fighting or running or any endeavor, things advance and they constantly advance.
15:55
SPEAKER_02: And I think um uh I I have an obligation to my founders to to do even better, right?
16:01
SPEAKER_02: To to leave the place better than I found it.
16:04
SPEAKER_02: And that's that's uh a a challenge and also an obligation.
16:07
SPEAKER_02: Yeah.
16:08
SPEAKER_02: And I think you know, hopefully we we'll be able to to do some pretty uh special things here.
16:12
SPEAKER_04: That's right.
16:13
SPEAKER_04: That's right.
16:20
SPEAKER_04: Is that what you point out in companies and working with companies is that you find these additional profit centers and these revenue streams without, in this case in the auto industry, without selling another car, or without servicing another car, or without hiring another associate.
16:38
SPEAKER_04: And uh talk to us about that.
16:39
SPEAKER_04: Because I think there's so many businesses out there that that have that potential, but you've got a unique way of looking at the auto industry that way.
16:47
SPEAKER_01: And thank you.
16:47
SPEAKER_01: And and I think it's just a universal discipline that I've been impacted.
16:51
SPEAKER_01: So a little background is is probably appropriate, but I'll start by saying I I am known for something called yield amplification.
17:01
SPEAKER_01: The normal way somebody thinks about increasing results, revenue, profit is spending more money, yeah, throwing more resources.
17:09
SPEAKER_01: The way I look at it is spending no more money, no more resources, but demanding and commanding a lot more yield out of what you're doing, who's doing it, how you're doing it, where you're doing it, time, effort, money that you're putting into it.
17:23
SPEAKER_01: So the basis of that is not conjecture.
17:27
SPEAKER_01: To understand my background, it will help everybody appreciate hopefully what we're gonna try to bring together.
17:33
SPEAKER_01: So I got trained on science.
17:36
SPEAKER_01: First thing I came from was the mail order world that measures everything.
17:40
SPEAKER_01: And you can change a variable in an ad or a sales presentation, and that one change can add 25, 50, 100, 500% difference.
17:50
SPEAKER_01: You can change how you take risk away.
17:53
SPEAKER_01: You can change how you present something.
17:55
SPEAKER_01: I then studied with the Deming organization, the man that transformed the Japanese auto industry, and he basically was the first person that broke out all these subprocesses in any kind of a system and said, you know, if you only increase 10 processes 10%, it's not 10%, it's hundreds of percent.
18:16
SPEAKER_03: Yeah.
18:16
SPEAKER_01: Then I worked with the the largest multivariable testing organization in the world, and it was profound.
18:22
SPEAKER_01: I got to look at billions of dollars of research.
18:25
SPEAKER_01: You can change, they would say, okay, in retailing, when you have cans on a shelf or you have products where you put them, or how many SKUs, what is the change?
18:34
SPEAKER_01: When you're communicating, how many different communications will change a result?
18:38
SPEAKER_01: When you say something one way and it's profound, you could change a price.
18:43
SPEAKER_01: I've seen 400, 4,999 output 5,000 by 30%.
18:48
SPEAKER_01: When you have that kind of variability and you never question it, it's amazing.
18:55
SPEAKER_01: But the most important thing I would say is that people think breakthroughs have to come from complex, very technologically difficult and expensive, and it's not true.
19:05
SPEAKER_01: The majority of breakthroughs are they they are cost-free and risk-free.
19:11
SPEAKER_01: They come from challenging how you do something, where you do something, why you do something, when you do something, and who does it.
19:18
SPEAKER_02: Yeah.
19:19
SPEAKER_02: For sure.
19:20
SPEAKER_01: Not happenstance.
19:21
SPEAKER_02: You know, I I think one of the profound changes that you you brought to me in my thinking was it's easier to increase the bottom line than the top line.
19:30
SPEAKER_02: Absolutely.
19:31
SPEAKER_02: And I said that and I challenged that.
19:33
SPEAKER_02: But you know, isn't that isn't that empowering?
19:35
SPEAKER_02: Yeah.
19:35
SPEAKER_02: Well, I wait, I can have a bigger impact on the bottom line, not by concentrating on the top.
19:40
SPEAKER_02: And you know, I think Paragon has been great at shoveling coal into the furnace and and fuel.
19:45
SPEAKER_02: But it's so hard to do.
19:46
SPEAKER_02: You shovel a ton of coal to get this this small output.
19:50
SPEAKER_02: Yeah, and and really some of the things of increasing, you know, it's it's like diet and exercise.
19:54
SPEAKER_02: So get you there quicker.
19:55
SPEAKER_02: It's really increasing growth and reducing margin in a specific manner.
19:59
SPEAKER_02: Uh you you talk about yield and getting the value out of the uh out of the some cost that you already have, I think is brilliant also.
20:06
SPEAKER_02: You've already spent the money to get the customer, so how do you increase the yield?
20:11
SPEAKER_02: And that's those principles uh are at the base of what we're talking about here.
20:16
SPEAKER_02: Yeah.
20:16
SPEAKER_02: They're really really great.
20:18
SPEAKER_00: Brian, you're a very progressive dealer.
20:20
SPEAKER_00: The industry knows this.
20:21
SPEAKER_00: So uh the pickup and delivery service comes to mind years ago.
20:25
SPEAKER_00: Talk to us about how you get your team on board with something that they can't really see results for yet.
20:31
SPEAKER_02: You know, that that's uh the funny thing.
20:32
SPEAKER_02: Anything that we've built, um, it starts someplace in your head first, right?
20:36
SPEAKER_02: And we we talked about the problem was how do we service cars in Manhattan.
20:41
SPEAKER_02: Uh, and we came up with all these ideas that were horrible.
20:43
SPEAKER_02: Most of the horrible ideas were mine.
20:44
SPEAKER_02: They're gonna drop the cars off at the garage.
20:47
SPEAKER_02: And and and but you when you're whiteboarding those things, you you vet them out.
20:51
SPEAKER_02: And there was this company, Redcap, that was doing some work for for Link and Mercury, and I don't know that they were doing that great.
20:57
SPEAKER_02: Um, and we we said, hey, could we do this service?
21:01
SPEAKER_02: And then we had a round table meeting, uh and we invited Jeff Bezos in in in imagination only.
21:07
SPEAKER_02: We put a chair there.
21:08
SPEAKER_02: We actually put an empty chair there, and we said, How much should we charge for the service?
21:11
SPEAKER_02: And when we got to Bezos, the imaginary Jeff Bezos said, I'm pretty I'm doing pretty good with Prime and I don't charge anything.
21:17
SPEAKER_02: So I made an executive decision, we're not gonna charge for pickup and delivery.
21:21
SPEAKER_02: And a couple of things happened.
21:22
SPEAKER_02: We started out in March of 2017, we had zero in pickups in February.
21:27
SPEAKER_02: March we did a little, and each month it started growing on top of uh the month before.
21:32
SPEAKER_02: And within a year's time we were doing as much business in Manhattan as the prior dealer was doing when they had a dealer when they had a dealership in Manhattan.
21:40
SPEAKER_02: Wow.
21:41
SPEAKER_02: The growth was um was unbelievable.
21:43
SPEAKER_02: The average repair order was double.
21:45
SPEAKER_02: And American Honda told us that's because those customers were laps customers, but it wasn't true.
21:50
SPEAKER_02: You know, they had a a pr prejudice, uh a a a predetermined belief.
21:55
SPEAKER_02: The reality was that if you make better use of customers' time, they're uh happy to spend more money.
22:00
SPEAKER_02: When you keep them there, captured in your service department two, three, four hours, they like any of us, just get it.
22:06
SPEAKER_02: They don't want to do anything extra.
22:08
SPEAKER_02: Bridget, since that time, we've picked up over 200,000 cars, serviced them and put them back in customers' driveways.
22:14
SPEAKER_02: We open the shop up 24 hours a day, like the other businesses that Jay said, hey, come take a look at the companies you admire.
22:21
SPEAKER_02: What do they do?
22:22
SPEAKER_02: What are their hours?
22:23
SPEAKER_02: And you have to ask the hard questions.
22:25
SPEAKER_02: What are Google's hours?
22:26
SPEAKER_02: 24-7.
22:27
SPEAKER_02: What are Amazon's hours?
22:28
SPEAKER_02: 24-7.
22:29
SPEAKER_02: What are Facebook's hours?
22:30
SPEAKER_02: 24-7.
22:31
SPEAKER_02: And so what are your hours?
22:32
SPEAKER_02: Well, on Tuesdays, we're well so we we opened the shop up uh five days a week.
22:37
SPEAKER_02: Uh we're open seven days a week, but we opened the shop up 24 hours to better accommodate the customers.
22:43
SPEAKER_02: And sure enough, uh it was another uh blind spot that we opened.
22:47
SPEAKER_02: We're open 24 hours for pickup and delivery.
22:50
SPEAKER_02: We now pick up customers' cars after they're done using them at night, bring them back and put them in their driveway before they need them in the morning.
22:56
SPEAKER_02: And it it's it's been kind of great.
22:58
SPEAKER_02: That's incredible.
22:58
SPEAKER_02: Really great.
22:59
SPEAKER_02: It's that kind of thinking though, right?
23:00
SPEAKER_02: Yeah, there's a concept.
23:01
SPEAKER_01: Dealers need it.
23:02
SPEAKER_01: Uh uh I it's not original to me, but I'm gonna take uh a secondary ownership of it.
23:08
SPEAKER_01: It's called utility value optimization.
23:11
SPEAKER_01: How much more utility can you get out of some cost, whether it's a facility, whether it's a person, whether it's a past buyer, whether it's a uh team member, whether it's an activity, whether it's an ad, whether it's a lead.
23:24
SPEAKER_01: And when you start realizing that what you know is only what everybody else in your industry usually knows, and even the best practices come usually from within.
23:36
SPEAKER_01: And there's no negative, but there are people outside your industry that have taken the same transactional concept to sublime.
23:44
SPEAKER_01: They figured better ways, more profitable ways, faster ways, safer ways, less expensive ways, more yield ways, and and you want to look at those and say, is there any reason you can't apply it?
23:55
SPEAKER_01: Well, Brian, I mean, you're not even giving yourself credit.
23:58
SPEAKER_01: I believe you also decided that you wanted to make the process so pain-free that you created an app for them to give them the progression, too, didn't you?
24:06
SPEAKER_02: Yeah, it's simple.
24:08
SPEAKER_02: And we leveraged the existing technology of Uber.
24:10
SPEAKER_02: We we made the original app for pickup and delivery for the dealership, and we fashioned it after Uber.
24:15
SPEAKER_02: Uber um makes better use of the customer's time and the driver's time.
24:19
SPEAKER_02: So you know when the driver's on his way, he's five minutes out, you know he's there, you know that we've taken the car, you know that it's back at the shop, you know that it's up in the air.
24:27
SPEAKER_02: We were actually able to provide better transparency without the customer being in the dealership than when they are at the dealership.
24:33
SPEAKER_02: Because we show them here here are your brakes, here are new brakes, want to buy some, you know, and give the customers more choice.
24:39
SPEAKER_02: And you know, customers can make a better decision with more information.
24:42
SPEAKER_02: So we were providing a better level, and but I I think the challenge for us is how to go from good to great.
24:48
SPEAKER_02: And and we've got to keep improving on on those services.
24:51
SPEAKER_02: And and so we bring Jay in to say, hey, how do we do this with each of those hundred plus, 180 plus KPIs?
25:00
SPEAKER_02: I I I so it's it's it's a learning journey for for us at Paragon and and hopefully for other people too.
25:07
SPEAKER_02: I don't mind sharing, because if your dealership across town does a better job with your existing customers, that that doesn't hurt me at all.
25:13
SPEAKER_02: And I I think we've got to keep the barbarians at the gate.
25:16
SPEAKER_02: The people that want to get into our industry at the gate.
25:19
SPEAKER_02: This is our game to win.
25:20
SPEAKER_02: Right.
25:20
SPEAKER_02: And the more I look, the more I realize we've given up some of these profit centers to the independents and to the outside.
25:27
SPEAKER_02: Uh we want to take that back.
25:28
SPEAKER_02: That's right, that's right.
25:29
SPEAKER_02: Fully 80% of our fixed operations business goes to uh the independence.
25:35
SPEAKER_02: 80% of an eight hundred billion dollar industry.
25:39
SPEAKER_02: 800 billion.
25:40
SPEAKER_02: Right.
25:40
SPEAKER_02: The projections are by 2032, that'll be a$2.3 trillion industry as as the cars age out.
25:47
SPEAKER_02: Right.
25:48
SPEAKER_02: So Jay and I and others, and Mike, Mike Saul, we're we're setting up the fishing nets now during low tide.
25:54
SPEAKER_02: Yeah.
25:54
SPEAKER_02: So when the tide comes in, we catch a disproportionate amount of the fish that are there.
25:59
SPEAKER_02: And it is ours to take back.
26:01
SPEAKER_04: That's right, that's right.
26:02
SPEAKER_04: Um in the in the last, you know, you look at the last uh 20 years in the industry, um, you know, you you you look at companies like Tesla, a total outsider to the to the auto industry.
26:13
SPEAKER_04: We all kind of chuckled and said, well, we'll see how long that's gonna last, you know.
26:16
SPEAKER_04: Are people gonna want to buy directly online?
26:18
SPEAKER_04: Do they people want to kick the tires?
26:20
SPEAKER_04: They want to go to the showrooms.
26:21
SPEAKER_04: And then we see Carvana coming along, and now they're into the new car uh business as well.
26:26
SPEAKER_04: They're buying Stellanis dealerships, doing very, very well with them.
26:30
SPEAKER_04: Um, you know, we've saw 30 years ago CarMax come in, and we all chuckled at that and said, You're gonna sell used cars for sticker price or an asking price and not negotiate.
26:39
SPEAKER_04: And there's a lot we can learn by people that have had breakthrough thinking before us in the industry.
26:45
SPEAKER_02: Success leaves clues.
26:46
SPEAKER_02: Yeah, the the Carvana uh advertises online and and you you can see what they're doing.
26:50
SPEAKER_02: It's brilliant.
26:50
SPEAKER_02: The the the Garcia family, they did what a great job they've done.
26:54
SPEAKER_02: And and they started from humble beginnings.
26:56
SPEAKER_02: I mean, Ernie Garcia Sr.
26:58
SPEAKER_02: Uh, he bought Ugly Dunkling.
27:01
SPEAKER_02: Yeah, out of bankruptcy, from what I understand.
27:04
SPEAKER_02: And look what he's been able to do with that.
27:06
SPEAKER_02: So that's right.
27:06
SPEAKER_02: Uh Elon Musk, you know, I always say, uh the richest person on the planet's a car dealer.
27:11
SPEAKER_02: It's Elon Musk.
27:11
SPEAKER_02: And people say, Elon, he's a car dealer.
27:15
SPEAKER_02: And the second richest one would be the burst your hat the way.
27:17
SPEAKER_02: So yeah, that's exactly right.
27:19
SPEAKER_02: So I don't mind, you know, let's stretch ourselves to say, hey, what what's possible?
27:23
SPEAKER_02: And I think the great equalizer can be some of the technology that's out there.
27:27
SPEAKER_02: The AI can help us.
27:29
SPEAKER_02: And we're gonna get into that and how to leverage that to outmaneuver, outthink your competition.
27:36
SPEAKER_02: Your competition's not the Honda Dealer across the street.
27:38
SPEAKER_02: I love my brothers and sisters that are Honda Dealers.
27:41
SPEAKER_02: It's those that would encroach upon our business from the outside.
27:44
SPEAKER_02: That's right.
27:44
SPEAKER_02: I want to make sure.
27:45
SPEAKER_02: And I love free trade, but let's outmaneuver them.
27:47
SPEAKER_02: It's our game to win.
27:48
SPEAKER_04: Hey, listen, you you talk about free trade, but uh we're all threatened in the industry by the Chinese.
27:54
SPEAKER_04: Uh no, I mean free trade.
27:56
SPEAKER_04: And fair trade.
27:57
SPEAKER_02: And fair trade.
27:57
SPEAKER_04: But I but I'm saying this is something that's decimated the auto industry around the world, and we don't know when they're gonna hit the shores or if they're gonna or what's gonna happen.
28:05
SPEAKER_02: And I respect the uh Senator Moreno for understanding that nuance, right?
28:10
SPEAKER_02: That that you're free we're we're free traders, but we want fair trade.
28:14
SPEAKER_02: They have the equivalent of slave trade labor over there, and and we're not gonna take away the rights that our UAW employees and workers have earned over decades of of years by bringing these cars in and putting those workers at risk.
28:27
SPEAKER_02: I I I applaud that.
28:28
SPEAKER_02: Yeah.
28:29
SPEAKER_02: They've done an incredible job on this.
28:33
SPEAKER_04: That's right.
28:34
SPEAKER_04: That's right.
28:34
SPEAKER_04: And lo and behold, look at what happened.
28:36
SPEAKER_04: We see uh a company like Audi that says, oh, okay, on the tariff side, yeah, we're gonna go ahead and build a factory here, right?
28:43
SPEAKER_04: Nothing wrong with that.
28:43
SPEAKER_04: Yeah.
28:44
SPEAKER_02: No, I think American Honda started that in 1982.
28:47
SPEAKER_02: You know, I was selling Honda's and I remember the the concerns about can American workers build the same quality car?
28:54
SPEAKER_02: And they they they absolutely, we absolutely can.
28:57
SPEAKER_02: Yeah, that's been a magic story for American industry.
29:00
SPEAKER_02: That's right, is what American Honda was able to do.
29:02
SPEAKER_02: Really great.
29:03
SPEAKER_00: So, Jay, if you walked into a dealership today, what's the first place you would examine to see where there was untapped revenue?
29:14
SPEAKER_03: It's a great question.
29:16
SPEAKER_01: I would probably look at how they deal with prospects in both ways, in person and online.
29:26
SPEAKER_01: And I would question first well, I would probably question the whole I mean most people don't realize that there's so much greater optimization and maximization you can get from a selling system.
29:37
SPEAKER_01: Everyone's got a uh a revenue generating system, but most people don't look at all the interrelated factors and they don't have enough context to know how many ways you can make it better.
29:48
SPEAKER_01: So let me give you just an example.
29:51
SPEAKER_01: I think I'm right, Brian, and and and Jim and Bridget, if I'm wrong, change me.
29:55
SPEAKER_01: So everybody in the industry looks at lead cost as an aggregate.
30:01
SPEAKER_01: And that makes no sense because different leads are worth different values, different types of leads, different sources of leads, different uh ad-generated leads.
30:15
SPEAKER_01: Some are basically going to make you almost no profit, some are gonna make you a lot of profit front end, some are gonna basically buy a lot of repeat stuff.
30:24
SPEAKER_01: Some are and if you don't analyze the different values, you're you're basically diluting yourself to say, oh wow, my lead cost came down to$100 because those leads might be the least strategically valuable.
30:37
SPEAKER_01: I have no problem paying twice as much for a lead if it's worth four times more profit today and six times more profit and service.
30:45
SPEAKER_01: So you put those in different buckets.
30:47
SPEAKER_01: Yeah.
30:47
SPEAKER_02: You know, I I love I had the opportunity to meet David Rubin's team uh two weeks ago.
30:52
SPEAKER_02: And I love he bought the Baltimore Orioles.
30:54
SPEAKER_02: And you know what he did as a as a billionaire?
30:56
SPEAKER_02: He uh put on the outfit and he started serving hot dogs uh and Soda Pop in the audience, in in the crowd, to get to know the fans, to get to know the customers.
31:07
SPEAKER_02: And Chip Perry, when when he was uh with uh True Car came to the dealership, the first thing he wanted to see, let me see the surveys.
31:15
SPEAKER_02: And so I I think it really starts with the customers, getting that understanding of the customers, start there.
31:20
SPEAKER_02: They'll tell you what to do, they'll tell you what needs to be fixed.
31:23
SPEAKER_04: That's right.
31:24
SPEAKER_04: That's our real boss in the industry, as well.
31:26
SPEAKER_04: You better believe it.
31:26
SPEAKER_04: Yeah, there's no question.
31:27
SPEAKER_04: Right now, uh I think the series is very timely because as you know, Brian, with uh margin compression back again, you know, and we had great years during COVID and everybody was selling cars, maybe in spite of themselves.
31:39
SPEAKER_04: They in some cases they forgot how to sell and take good care of the customer.
31:43
SPEAKER_04: They would sell everything in stock.
31:44
SPEAKER_04: We're n we're no longer there.
31:46
SPEAKER_04: But now it is a question of how uh efficient you can run that dealership, but yet still have a breakthrough thinking to be innovative enough to do 24-hour service, to do pick-up and delivery.
32:00
SPEAKER_02: I think breakthrough thinking is a requirement today.
32:02
SPEAKER_02: I mean, there's gonna be more change in the next five years than there's been in the last 50 years.
32:05
SPEAKER_02: And especially AI is gonna accelerate all that.
32:08
SPEAKER_02: So, you know, you described it great before today.
32:11
SPEAKER_02: You said, you know, business is like managing a a kaleidoscope.
32:15
SPEAKER_02: Yeah, there's so many variables coming in, and you've got to be able to slow things down mentally to understand where you need to put your priorities, you know, that old win, what's important now, yeah, and make sure that you set those things up in advance.
32:29
SPEAKER_02: And that's what we're looking to do and looking, what we're looking to share with everybody.
32:33
SPEAKER_01: Right, right.
32:34
SPEAKER_01: I I have a very interesting distinction.
32:37
SPEAKER_01: Somebody that I uh really like uh came out with a book and it said, you are paid to think.
32:43
SPEAKER_01: And I thought about that for a long time, and I thought, that's not true.
32:47
SPEAKER_01: You're paid to outthink.
32:49
SPEAKER_01: You're paid to out-strategize, you're paid to out-optimize, you're paid to out-maximize.
32:57
SPEAKER_01: We told there's no off-button.
32:59
SPEAKER_01: Yeah, no, but I think you have to decide that you want to basically embrace what I would call higher order thinking, but a point that uh Brian started uh making and I want to pick up on.
33:12
SPEAKER_01: Breakthrough thinking is not dangerous.
33:16
SPEAKER_01: It is not expensive.
33:18
SPEAKER_01: I came from a world, uh, a scientific world, a mathematic world, an analytical world, where you can test any hypothesis very inexpensively or for zero.
33:29
SPEAKER_01: You can test one hypothesis, one approach against another, one sales opening against another.
33:36
SPEAKER_01: I think I may have told you off camera, Brian knows this.
33:38
SPEAKER_01: We tested one time 35 different ways to start a relationship at the front door of a very large furniture store, and one of them tripled closes.
33:49
SPEAKER_01: Same amount of traffic, same amount of salespeople, different message to start the relationship.
33:55
SPEAKER_01: Sure.
33:56
SPEAKER_01: We've tested different risk reversals, and it has double closes.
34:01
SPEAKER_01: We've tested different ways of proving our positioning, and it's 30, 40 percent.
34:07
SPEAKER_01: Well, all these aggregate, that's what I said when, maybe I didn't say it here, when multiple variables combine, the result is exponential, but that exponentiality comes to the bottom line.
34:20
SPEAKER_01: But you can be breakthrough-oriented because most of the breakthroughs don't have to be expensive and technological.
34:27
SPEAKER_01: They're breakthroughs in how you market, they're breakthroughs in what you do with your relationships with prospects, with with buyers.
34:36
SPEAKER_01: It's how you cross-sell, how you basically follow up.
34:39
SPEAKER_01: It's breakthroughs in how differently you communicate or train.
34:43
SPEAKER_01: They don't cost anything, but they produce monumental amounts more on the bottom line.
34:50
SPEAKER_02: Yeah.
34:50
SPEAKER_02: You know, Jim Jim, I I look forward to uh and I'm discussing this for the first time with you right here.
34:56
SPEAKER_02: I look forward to having guests on the show that that can help us with AI and to see patterns that we don't see, right?
35:03
SPEAKER_02: And to say, hey, you know, because you uh tragically I'll use this example, but cancer, there's stage one, two, three, and four.
35:09
SPEAKER_02: Uh but really there's a stage zero.
35:12
SPEAKER_02: And what if we could recognize that pattern before stage one?
35:16
SPEAKER_02: I think in in customer behavior, there's the customer we we know at the end of their lease uh certain things happen.
35:24
SPEAKER_02: But what about the lookalike audiences?
35:25
SPEAKER_02: Think there's a there's a something that happens before you get to that stage.
35:29
SPEAKER_02: That's right.
35:30
SPEAKER_02: If we can recognize, or if we can use technology to recognize those patterns, we can outthink, outperform, outmaneuver, outmanage anybody, right?
35:38
SPEAKER_02: And and and we're using intelligence.
35:39
SPEAKER_02: I had somebody give me a hard time.
35:41
SPEAKER_02: Oh you you're using that AI.
35:43
SPEAKER_02: Uh-huh.
35:43
SPEAKER_02: I'm using that you are you you have a problem with me using intelligence to make better decisions.
35:48
SPEAKER_02: I also use cutting-edge technology like electricity and cowers to help us to see things that we can't see.
35:57
SPEAKER_02: And I think that's if this is successful, we're going to help people see beyond what's right in front of them.
36:03
SPEAKER_02: To see, you know, you see what you already believe.
36:05
SPEAKER_02: You don't necessarily see what's possible.
36:08
SPEAKER_02: And I want us to be able, myself included, to see beyond what's in front of me, to see what's possible.
36:14
SPEAKER_02: That's right.
36:14
SPEAKER_04: That's right.
36:15
SPEAKER_04: Yeah, and and as I said, this series couldn't come at a better time because the industry needs it and it needs a new way of thinking.
36:22
SPEAKER_04: Um there's there's uh pressure out there uh to dealers.
36:27
SPEAKER_04: I it's almost like today's uh uh retail dealer is under attack from so many different areas.
36:33
SPEAKER_02: We've got to resist the the hibernation, we've got to res r resist going to the old playbook.
36:39
SPEAKER_02: Right.
36:39
SPEAKER_02: Uh you know, we've got to look at what what's happening.
36:41
SPEAKER_02: Um money doesn't disappear, it shifts.
36:44
SPEAKER_02: Right.
36:44
SPEAKER_02: It goes, you know, the stock market goes down, right but somebody sold.
36:48
SPEAKER_02: That money goes someplace, that opportunity is going someplace else.
36:51
SPEAKER_02: So so where is the opportunity going and how do we get out ahead of it and to be a part of it?
36:55
SPEAKER_02: And you know, I I understand we're in many this industry is made up of many different industries.
37:00
SPEAKER_02: You know, some something that may be appropriate for a Chrysler dealer is not necessarily true for a Honda deal.
37:05
SPEAKER_02: We're experiencing wonderful times with American Honda.
37:08
SPEAKER_02: They're doing a fabulous job.
37:10
SPEAKER_02: But I understand some of our brothers and sisters out there are struggling.
37:13
SPEAKER_02: There's answers out there for that.
37:15
SPEAKER_02: And I think um the more we look and we we expand our thinking, the better the solutions we're gonna come up with.
37:22
SPEAKER_02: Yeah, yeah, there's no question.
37:23
SPEAKER_02: Together.
37:23
SPEAKER_01: Yeah, that's right.
37:24
SPEAKER_04: That's right.
37:25
SPEAKER_01: B Brian just uh he just hit on something that is fascinating.
37:30
SPEAKER_01: When you really understand how money moves in an organization, it's fascinating.
37:34
SPEAKER_01: How it comes in, how it grows, how it stays, how it turns, because turns have a lot to do with your your annualized yields, and most people don't look at all the ways it comes in, at how to make it stay, how to make it grow, how to make it multiply.
37:52
SPEAKER_02: You said there's only three ways to grow a business, right?
37:54
SPEAKER_02: And you made it really simple, right?
37:55
SPEAKER_02: Increase sales, increase dollar per transaction per sale.
37:59
SPEAKER_02: My favorite's your third, frequency.
38:01
SPEAKER_02: Yep.
38:02
SPEAKER_02: So we're we're looking at trade cycle acceleration and how to take the typical trade cycle that may now be 60 days uh or uh 60 months, excuse me, or 70 months, and how to take that trade cycle down to a hundred days.
38:15
SPEAKER_02: A hundred days.
38:16
SPEAKER_02: And we've got a way to create a new car, put it through the cycle, get multiple bites of the apple, and then have that car back out on the road with a different customer in in in in a hundred days.
38:26
SPEAKER_02: Trade cycle acceleration, manufacturing used cars and selling new cars.
38:31
SPEAKER_02: And that's later on, I think that's the 10th or 11th module of the trade cycle acceleration.
38:37
SPEAKER_02: But that's that's the frequency, uh, the frequency aspect of it.
38:41
SPEAKER_02: And and I I can't wait to share that with you.
38:43
SPEAKER_02: Yeah.
38:43
SPEAKER_02: Wow.
38:44
SPEAKER_02: That's really exciting.
38:45
SPEAKER_04: Hundred days.
38:45
SPEAKER_04: 100 days.
38:46
SPEAKER_04: That's incredible.
38:47
SPEAKER_04: Yeah.
38:47
SPEAKER_04: Wow.
38:48
SPEAKER_04: Well, gentlemen, thank you so much.
38:49
SPEAKER_04: Brian Benstock and Mr.
38:51
SPEAKER_04: Jay Abraham.
38:52
SPEAKER_04: This is going to be.
38:53
SPEAKER_04: Thank you guys.
38:54
SPEAKER_02: Your platform does a real service to the industry.
38:56
SPEAKER_02: Well, thank you for that.
38:57
SPEAKER_04: We're so excited to have uh you know the exclusivity on this series.
39:01
SPEAKER_04: And uh there'll be a podcast for it as well.
39:03
SPEAKER_04: So any place that you get your podcast, you can uh they're gonna be guests here.
39:07
SPEAKER_02: We're gonna get Tim Grover, we want Timmy here, we want we want Senator Marino here.
39:12
SPEAKER_02: Right, he's uh he's uh such an advocate.
39:15
SPEAKER_02: He's a real car dealer, too.
39:17
SPEAKER_02: He really gets a great car guy, isn't that great?
39:19
SPEAKER_02: So you know, and and and and to bring uh bring this to life with other perspectives, because that different perspective gives you a different outcome.
39:26
SPEAKER_02: That's right for sure.
39:26
SPEAKER_02: That's right.
39:27
SPEAKER_02: Thank you.
39:27
SPEAKER_04: Beyond belief is the series, so stay tuned to cbtnews.com.
39:31
SPEAKER_04: Yep.
39:32
SPEAKER_00: Thank you.
39:32
SPEAKER_00: We'll see you right back here tomorrow.
39:34
SPEAKER_04: Thanks.
39:36
SPEAKER_00: Thank you.
39:37
SPEAKER_04: Awesome.
39:37
SPEAKER_04: That was the first time we ever did that.
39:38
SPEAKER_04: I I think I stepped on your lines a couple of years.