Happy Holidays to all. Enjoy these words.

By Brian Tracy

The turning point in my life came when I discovered the law of cause and effect, the great law of the universe, and human destiny. I learned that everything happens for a reason. I discovered that success is not an accident. Failure is not an accident, either. I also discovered that people who are successful in any area usually are those who have learned the cause-and-effect relationship between what they want and how to get it.

Determine Your Personal Growth and Development Values
To realize your full potential for personal and professional growth and development, begin with your values as they apply to your own abilities. As you know, your values are expressed in your words and actions.

You can tell what your values are by looking at what you do and how you respond to the world around you. Your values are the root causes of your motivations and your behaviors.

Clarify Your Personal Growth and Development Vision
Create a long-term vision for yourself in the area of personal growth. Project forward five or ten years and imagine that you are developed fully in every important part of your life. Idealize and see yourself as outstanding in every respect. Refuse to compromise on your personal dreams.
Set Goals for Your Personal Growth and Development
Now take your vision and crystallize it into specific goals. Here is a good way to start. Take out a piece of paper and write down ten goals that you would like to achieve in the area of personal and professional development in the months and years ahead. Write in the present tense, exactly as if you were already the person you intend to be.

Determine exactly what you want to be able to do. Decide who you want to become. Describe exactly what you will look like when you become truly excellent in your field and in your personal life.

Upgrade Your Personal Knowledge and Skills
Set specific measures for each of your goals. If your goal is to excel in your field, determine how you will know when you have achieved it. Decide how you can measure your progress and evaluate your success.

Perhaps you can use as a measure the number of hours you study in your field each week. Perhaps you can measure the number of books you read or the number of audio programs you listen to. Perhaps you could measure your progress by the number of sales you make as the result of your growing skills.

Develop Winning Personal Growth and Development Habits
Select the specific habits and behaviors you will need to practice every day to become the person you want to become. These could be the habits of clarity, planning, thoroughness, studiousness, hard work, determination, and persistence.

Action Exercise
Decide today to develop yourself to the point where you can achieve every financial and personal goal you ever set and become everything you are capable of becoming. Write down your goals and make sure to look at them every day, then ponder ways you possibly achieve these goals.

Become Everything You Are Capable of Becoming


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Business Development Manager for Florida

The Florida Business Development Manager will be responsible for increasing sales revenue and transactions per management objectives and forecast.  This position contributes to the company’s success by developing and implementing sales plans to maximize sales performance in an assigned territory.  In addition, this position implements, services, and maintains dealership accounts as well as opens new accounts and plans marketing strategies to secure new business and increase revenue.

Great opportunity for the right person who loves selling to top-level decision-makers

  • ·         Do you have experience in selling to automotive dealerships?
  • ·         Do you know how to sell “intangibles” like recruitment and training services?
  • ·         Are you comfortable with “pull” versus “push marketing?”  Do you know how to listen actively and analyze customers’ needs, rather than just selling products and services?
  • ·         Do you enjoy making cold calls?  Do you have a high presentation/negotiating/closing ratio?
  • ·         Do you have a lot of contacts at the decision making level?

Automotive Training & Development is looking for a creative, highly motivated self-starter who is eager to grow this business and earn a great income.  We offer an extremely generous compensation plan, so your income is limited only by your level of commitment and hard work.

There is a HUGE need for our services! Fact: over 80% of the people coming to a dealership are there to buy, yet the national closing average is 20%!  Even worse, nine out of 10 sales people do not know or use the key steps in the sales process. Our training programs, teach the psychology of sales, how to building trusting relationships, the 11 steps in the sales process, and the importance of continuous learning and personal development

Our recruitment and training programs represent the least expensive way for dealers to increase their sales and profits by 15 to 25%. Unlike advertising and other recurring expenses, training is the gift that keeps on giving. Fully one-third of the buying decision is based on the sales person. Hiring, training, and retaining high-performing sales associates are a sure-fire way to increase customer satisfaction, ensure repeat business, and generate referrals.  .

Be part of the winning team. This is a fantastic opportunity to assist automotive dealers and their sales personnel, achieve their goals, assisting people who are in need of a career or rejuvenating their current production, while enjoying a very rewarding compensation plan. An additional benefit–you don’t have to work nights and weekends!

We are a sales training company, we understand what it takes to be great, therefore full complete training is provided. Outstanding high commission package available for a results oriented individual!  Send your resume to resumes@automotivetraining.us


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New Florida Office!

We are very excited to announce the opening of our new Florida office! We will be able to work very closely with the Florida automobile dealerships to create a strong trained sales staff.

1.    Mind conditioning. Top-performing sales professionals train their minds, not just their bodies. You can train your mind to achieve success. Learn how you can take control, develop a positive self-image, and accept full responsibility for your actions.

2.     Yes, you can! You can sell 20-25-30 units a month. The only thing stopping you is your own self-limiting beliefs. Change your beliefs and change your performance.

3.     The enthusiasm curve. Success is directly related to the degree of enthusiasm you have for your product, your customer, and your work. Wouldn’t you rather be with someone who is positive and upbeat than someone who is down and discouraged?  Well the same goes for customers. Learn how to be that upbeat person in good times and bad!

4.     Relationships matter. One-third of the buying decision rests with the salesperson. Learn how you can develop immediate rapport and then build long-lasting relationships with your customers.

5.     The secrets of success. Attitude, appearance, and perseverance are crucial. Good salespeople also know their product really well, and they follow the key steps to a sale. What really separates top sales professionals from their peers, however, is their commitment to continuous learning and development. Discover how you can learn and grow each and every day.

If you would like more information please contact Fred Slabine at fgslabine@automotivetraining.us and you may also visit us online at AutomotiveTraining.us

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Dealer Marketing Magazine Publishes my Article “How You Can Transform Your Sales Team from Good to Great”

What defines a great sales professional?

Great sales professionals consistently meet or exceed their sales targets, generate substantial profits, and develop a huge customer following. Great sales professionals believe in themselves and act in a confident manner, thereby instilling confidence in their customers. They know how to build immediate rapport with prospective buyers, qualify them, and make a great presentation after discovering their needs, desires, and financial constraints. They understand the importance of taking the customer out on a test drive, so they can strengthen their relationship and address the customer’s “hot buttons.” They are very good at negotiating and closing deals, but they also know that selling doesn’t end with the sale. They take great pains to ensure a perfect delivery, and they follow-up frequently with their buyers to ensure customer satisfaction, generate repeat business, and solicit referrals.

You know these sales professionals when you see them. They are the ones that are highly motivated and never stop learning, even after they reach the top. They sell not only the product, but the dealership and themselves. They don’t sit around waiting for their “ups,” but are always prospecting for new customers. They are the people you can’t afford to lose because they not only sell 20, 25, or 30 vehicles a month, but also take their customers with them when they go.

Great sales professionals are not just born, they can be developed

A common assumption is that all it takes is a great personality and basic product knowledge. Yet, most great sales performers like Joe Verde and Brian Tracy didn’t just emerge full-blown—they perfected their craft through years of training, self-improvement, and practice. With the right training, ongoing monitoring and development, and a positive and supportive work environment, the “Average Joe” can become a good sales person, and a good sales person can go from good to great.

Take George, for example, a great sales professional at a large, successful dealership. George consistently sells 30 vehicles a month, and his office displays many sales awards and glowing testimonials from customers. To become a top performer, George has completed many sales training programs over the years, yet he continues to attend every seminar he can. And, every morning as he drives to work, he listens to top motivational and sales experts like Brian Tracy, Anthony Robins, and Dale Carnegie. He understands that staying on top of his game requires continuous learning and hard work.

Three strategies for developing great sales people

Most dealerships are too busy dealing with the day-to-day business of selling vehicles to invest in the initial and long-term development of their greatest resource—their sales professionals. Yet, this investment is the most cost-effective way to develop great sales people—period. Even if each of your sales people increased sales by just two to four units a month, how many more units you would sell over the course of a year? Now what if each salesperson were to increase his or her productivity from eight or ten vehicles a month to 15, 20, or 25? Your sales and profits would grow exponentially. This is very doable. Here are three basic strategies for hiring, training, and developing great sales people like George.

Strategy 1: Eliminate “hit-or-miss” hiring practices.

Hiring is a complex process that requires a lot of skill and time to get right. Most automotive dealerships are extremely busy, so they often take short-cuts, but making mistakes can be costly. In the long run, outsourcing advertising, screening, and reference checking can save you a lot of time and money. It can help you find the right people and stop the revolving door in your dealership. The increased productivity and longevity of your new hires will provide a quick return on investment—even with the first couple of sales. If you do your own hiring, here are a few tips to avoid wasting time, hiring weak performers, or mistaking “professional interviewers” for the real deal: Create attention-grabbing adds and post them on-line to attract strong candidates; set up formal screening criteria and have a couple of staff members review them to identify promising individuals and frame follow-up questions; use 20-minute phone calls to refine the candidate pool (if they don’t impress over the phone, they won’t in person); make sure you control the interview by asking effective questions and listening at least 20 percent of the time; and be sure to check out references as looks can be deceiving.

Strategy 2: Step up training for new hires.

Too many dealerships hire someone new, tell them to read the manufacturer’s product manual or view their video-tapes, give them a couple of hours of training, and send them out on the floor. “Newbies” need intensive training before they are ready to meet their first customer and represent your dealership. A few hours of training simply won’t prepare a new automotive sales person for the demands of the being on the floor. They need at least three days of intensive training before they are ready to meet prospective buyers, and this is above and beyond product knowledge. For the training to be effective, it should cover the psychology of sales, building personal relationships, the key steps to a sale, how to add value throughout the sales process, and strategies and resources for continuous learning and improvement.

Strategy 3: Provide advanced training for your seasoned sales personnel.

Most dealerships assume that their existing sales professionals have the knowledge, skills, and motivation they need to do a good job. According to market research, however, nine out of ten sales people don’t follow the key steps to a sale. That means even experienced sales people can benefit from additional training. Although most sales managers run weekly sales meetings aimed at improving productivity, few were trained as sales trainers, and even fewer have the time it takes to provide intensive and ongoing training and support. Sports teams have multiple coaches on staff, and even Fortune 500 companies bring in outside management consultants to enhance profitability. Don’t your sales managers deserve a TO as well? An outside trainer can offer new ideas, see things from a different angle, present a different face, and offer a distinctive point of view. What’s more, the right trainer can motivate and inspire your sales team, helping them boost their performance so that they dramatically improve your bottom line.

These three strategies will help you unleash the potential of your sales force, but they won’t necessarily prevent your great sales people from “jumping ship.” To further support and retain members of your sales team, you need to set up innovative performance management systems that reward excellent performance, encourage those who are making progress, and provide positive and constructive feedback to those who still need improvement. You also need to create a positive work environment in which employees feel respected and valued and collaboration, not competition, is the norm. By following all these strategies, you’ll avoid costly hiring mistakes, accelerate sales and profits, and stop the revolving door at your dealership

You can download our free guide “How You Can Develop a GREAT Sales Team, Avoid Costly Turnover, and Accelerate Sales and Profits” at www.automotivetraining.us.

You can read more articles in this series at www.DealerMarketing.com.

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Free Downloadable Guide Available to Help Your Sales Staff Succeed

Auto Dealerships Find Customer Satisfaction is Linked to Better Trained Sales Staff
By Automotive Training and Development
Press Release Dated: Nov 29, 2010

According to a recently released J.D. Powers and Associates 2010 U. S. Sales Satisfaction Index Study, the manner in which a customer is treated by the dealership is more important to overall new vehicle buyer satisfaction than the actual transaction price.

Automotive Training & Development is proud to announce it’s free downloadable guide: How You Can Develop a Great Sales Team, Avoid Costly Turnover, and Accelerate Sales and Profits.

The guide provides five core strategies for unleashing the potential of your sales force:

(1) eliminating “hit or miss” hiring practices;
(2) stepping up training for new hires;
(3) providing advanced training for your existing personnel;
(4) using non-traditional measures of sales performance;
(5) creating a positive work environment that can motivate your sales team and minimize the revolving door at your dealership.

For each strategy, the guide includes a number of useful tips. For example, too many sales managers fallinto the trap of hiring someone who has mastered Job Interviewing 101, but doesn’t know the first thing about selling vehicles. Others wind up hiring someone who has poisoned relationships in prior work settings and is likely to do so again. To avoid these hiring pitfalls, the guide provides specific recommendations such as developing clear job specifications and criteria; carefully screening applicants’resumes and finding any gaps in performance history; making 20-minute follow-up phone calls to check out those gaps; using the “80-20” rule to interview candidates (20 percent talking and 80% listening); having at least two people conduct the interviews; and carefully checking references.

Another strategy involves non-traditional performance measurement. Virtually every dealership tracks the performance of their sales professionals on key indicators such as the closing ratio, sales per month, profit per sale, and customer satisfaction (CSI). How many look at critical statistics like the number of customerswho walk out the door before they even select or test drive a vehicle, the number who never get to a TO, or the number who don’t receive a follow-up call after they leave the showroom without making a purchase?These performance measures can tell you a lot about your sales force and areas in need of improvement.

To learn more about these and the other strategies, simply go to www.automotivetraining.us and download your free copy.

At Automotive Training and Development, we specialize in motivating and inspiring sales professionals tobe great through our carefully designed and proven training methods. Unlike most other training companiesthat focus solely on “the 10 steps to a sale,” we focus on three things: the psychology of sales, adding valuethroughout the sales process, and the importance of continuous learning and improvement. ATD offersthree professional development services depending on your needs—recruitment and training for new hires,advanced training for seasoned professionals, and management training for sales managers. Each isdesigned to significantly increase your sales, profits, and CSI. For more information, check out our web siteat http://www.automotivetraining.us, call 888-717- 2010, or email fgslabine@automotivetraining.usCategory

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New J.D. Powers & Associates Study: Customer Satisfaction Trumps Price in Overall Customer Satisfaction

Training is the most cost effective way to increase sales and profits.

Automotive Training & Development offers sales training programs that assist automotive salespeople Increase their sales and profits. Our approaches focus on creating motivated and inspired sales professionals who enjoy their work and are eager to serve their clients. Our methods incorporate the latest ideas in automotive training, sales effectiveness and human development.

This valuable training helps give the customers an overall pleasurable experience when purchasing a vehicle from your dealership. According to a recently released J.D. Powers and Associates 2010 U. S. Sales Satisfaction Index Study, the manner in which a customer is treated by the dealership is more important to overall new vehicle buyer satisfaction than the actual transaction price. You can see the full report here.

This is why it is important to train your sales staff well and you may find more information on our program at: http://www.AutomotiveTraining.us.

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2012 Fiat 500 Priced at $15,500, Dealerships Announced

Fiat’s subcompact Mini Cooper competitor, the 2012 Fiat 500 (Cinquecento), was priced today at $15,500, excluding an undisclosed destination fee. The Fiat 500 will come in three trim configurations: Pop, Sport and Lounge.

The Fiat 500 can be ordered later this year and should be available at dealerships early in 2011. A Fiat 500C (cabrio) model will be available in spring 2011. Fiat also announced the dealerships where the 500 will be sold. We list them below:

Dealership name (dealership owner)


  • Fiat of Birmingham (Terry Spitzer) Arkansas
  • Fiat of Little Rock (Steve Landers Jr.)


  • Fiat of Tucson (John Grant and Doug Moreland)
  • Fiat of North Phoenix (AutoNation)
  • Fiat of Avondale (John Grant and Doug Moreland)
  • Fiat of Scottsdale (Larry Van Tuyl and Coye Pointer)
  • Fiat of Chandler (Don Luke)


  • Fiat of Irvine (Robert H. Tuttle and Jim Click)
  • Fiat of Costa Mesa (Jonathan Gray)
  • Fiat of Ontario (R.J. Romero)
  • Fiat of San Diego (Joe C. Gardon)
  • Fiat of Thousand Oaks (Andrew P. Shaver)
  • Fiat of Carlsbad (Christopher Baker)
  • Fiat of Roseville (AutoNation)
  • Fiat of Concord (Lithia Motors)
  • Fiat of North Sacramento (Carlos Hidalgo)
  • Fiat of Downey (Paul Antepara)
  • Fiat of Long Beach (Bob Davis)
  • Fiat of Palm Springs (Jorge L. Velarde)
  • Fiat of Fremont (Carlos Hidalgo)
  • Fiat of San Francisco (Kent Putnam)
  • Fiat of Puente Hills (Alexander Hwang)
  • Fiat of Torrance (AutoNation)
  • Motor Village of L.A. (Howard Drake)


  • Fiat of Westminster (AutoNation)
  • Fiat of Denver (Doug Moreland)


  • Fiat of Hartford (E. Clayton Gengras Jr.)
  • Fiat of Branford (John Lavallee and Robert Lavallee)


  • Fiat of Wilmington (Larry Giacchino)


  • Fiat of Daytona Beach (Randall Dye)
  • Fiat of Sarasota (Donald Osborne and R.W. Geyer)
  • Fiat of West Palm Beach (Jim Arrigo)
  • Fiat of Winter Haven (Ralph Mahalak)
  • Fiat of East Orlando (Frank Rodriguez)
  • Fiat of Sawgrass (Jim Arrigo)
  • Fiat of Clearwater (Alfred Andrews)
  • Fiat of Fort Myers (Frank Galeana Jr.)
  • Fiat of West Miami (Robert Potamkin, Alan Potamkin and Walter Ritter)
  • Fiat of Winter Park (John Fields)


  • Fiat of Morrow (Don Jackson)
  • Fiat of Newnan (Don Jackson)
  • Fiat of Buford (AutoNation)
  • Fiat of Marietta (Fred Brillanti)


  • Fiat of Honolulu (Marc J. Cutter)


  • Fiat of Highland Park (John Fields)
  • Fiat of Schaumburg (Aaron Zeigler)
  • Fiat of Orland Park (Michael Bettenhausen)


  • Fiat of Greenwood (Tom Miller)
  • Fiat of Carmel (Fernando Falcon)
  • Fiat of Gary (Cary Bosak and Skip Bosak)


  • Fiat of Olathe (Steve Landers)


  • Fiat of Louisville (Winston Pittman)


  • Fiat of New Orleans (Raymond Brandt)
  • Fiat of Shreveport (Steve Landers and Denny Rogers)


  • Fiat of Norwood (Peter Catanese)
  • Fiat of Peabody (Brian Kelly)
  • Fiat of Cape Cod (Joe Laham)
  • Fiat of Worcester (Herb Chambers)


  • Fiat of Owings Mills (Jerome Fader)
  • Fiat of Glen Burnie (Creston Tate)
  • Fiat of Gaithersburg (Harry Criswell)
  • Fiat of Frederick (Creston Tate)
  • Fiat of College Park (John Darvish)


  • Fiat of Portland (John J. Quirk)


  • Fiat of Clinton Township (Carl Galeana)
  • Fiat of Novi (David Fischer)
  • Fiat of Bloomfield (Bill Golling)


  • Fiat of Inver Grove Heights (Peter Hasselquist and Jack Shimota)
  • Fiat of Brooklyn Center (David Luther)


  • Fiat of Creve Coeur (Louis Fusz Jr.)

North Carolina

  • Fiat of Cary (Rick Hendrick and Gerald Desmond)


  • Fiat of Omaha (Mickey Anderson)

New Jersey

  • Fiat of Cherry Hill (Charles Foulke Jr.)
  • Fiat of Dover (Eric Nielsen)
  • Fiat of Somerville (Albert DiFiore)
  • Fiat of Ramsey (Ray Van Duren)

New Mexico

  • Fiat of Albuquerque (Patrick Melloy)


  • Fiat of Las Vegas (Carolynn Towbin and Josh Towbin)

New York

  • Fiat of Westbury (Joel Sporn)
  • Fiat of Rochester (Ray Helfrich)
  • Fiat of Orchard Park (Bill Loecher and Scott Biehler)
  • Fiat of Albany (Stanley Metzner and Donald Metzner)
  • Fiat of Patchogue (Gary Brown)
  • Fiat of Manhattan (John Monninger)
  • Fiat of Albany (Stanley Metzner and Donald Metzner)
  • Fiat of Staten Island (Joe Manfredi and Nick Manfredi)
  • Fiat of Larchmont (Alfredo Gulla)
  • Fiat of Brooklyn (John Giuffre Sr.)


  • Fiat of Toledo (Jim Yark)
  • Fiat of Akron (Adam Huff)
  • Fiat of Cincinnati (Robert Reichert)
  • Fiat of Bexley (Bobby and Bill Dawes)
  • Fiat of Youngstown (Bob and Chuck Eddy)
  • Fiat of Strongsville (Gary Panteck and Paul Hrnchar)
  • Fiat of Dublin (Dwayne Hawkins)
  • Fiat of Mentor (James Brown)


  • Fiat of Oklahoma City (Bob Nouri)
  • Fiat of Tulsa (Group 1 Automotive)


  • Fiat of Beaverton (Brad Tonkin and Ed Tonkin)


  • Fiat of Allentown (Frank Gerenser III)
  • Fiat of Greensburg (Paul Schimizzi)
  • Fiat of Downingtown (Jeff D’Ambrosio)
  • Fiat of Wexford (Corina Diehl)
  • Fiat of Langhorne (Bruce Toll)

Rhode Island

  • Fiat of Providence (Michael Grieco)

South Carolina

  • Fiat of South Charlotte (Damian Mills)


  • Fiat of Nashville (Gary Mathews)
  • Fiat of Memphis (Al Gossett)


  • Fiat of San Antonio (Ernesto Ancira Jr.)
  • Fiat of El Paso (Mack Massey)
  • Fiat of Houston (Jack Helfman)
  • Fiat of Clear Lake (John Garff)
  • Fiat of Austin (Nyle Maxwell)
  • Fiat of the Woodlands (Alfred Flores and Bruce Glascock)
  • Fiat of Fort Worth (Hershell Hunter)
  • Fiat of Plano (Ray Huffines)
  • Fiat of Sugar Land (Group 1 Automotive)
  • Fiat of Hurst (Conrad Holt)


  • Fiat of Salt Lake City (John Garff)


  • Fiat of Newport News (S. Rick Gallaer Jr.)
  • Fiat of South Richmond (James Whitten)
  • Fiat of Fredericksburg (James Gramm)
  • Fiat of Norfolk (Bill Shepherd)
  • Fiat of North Richmond (Frank Pearson)
  • Fiat of Sterling (AutoNation)


  • Fiat of Seattle (AutoNation)
  • Fiat of Vancouver (Richard W. Hannah)
  • Fiat of Tacoma (Phillip W. Bivens)
  • Fiat of Kirkland (Greg Rairdon)


  • Fiat of Milwaukee (John Bergstrom)
  • Fiat of Kenosha (Andy Palmen)


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