Tag Archive | "providers"

Trading Rate for Product (and Why It’s a Very Bad Idea)


Your company may design excellent and appealing coverages, properly price and reserve, and perform exquisite claim administration. But at the end of the day, none of that matters if the F&I manager facing the customer can’t make the sale. Frustrating, huh?

To help F&I managers get over the hump and make the sale, providers and administrators offer onsite or home office training, technology tools such as menus and desking software, and advice. It is everyone’s interest that any advice given is actually legal. Sometimes that’s tricky.

The Nuisance Is in the Nuances

The reason lawyers can cost so much is their training and experience with “Depends.” No, I don’t mean the adult diaper (though there may be some overlap). Rather, whether something is legal or not depends on many different variables, not all of which are obvious. So even if an F&I manager knows a basic legal principle, the nuances can get him in trouble.

Case in point: I was recently asked by a TPA employee (responsible for keeping their representatives in the field out of trouble) if it was OK for a dealer to “trade rate for product.” Trading rate for product means offering a customer a lower interest rate if the customer will agree to purchase an F&I product, such as a vehicle service contract. The general legal principle is freedom of contract, right? Except in certain states (I’m looking at you, Florida), the retail cost of F&I products is not regulated, so dealerships may negotiate their price. APR is negotiable, too. So trading rate for product should be perfectly fine.

And it is … except when it’s not.

Here’s one variable to consider: does the product price become a finance charge? This is a very, very big issue, and the leading reason I don’t recommend dealers trade rate for product. The Truth in Lending Act (TILA) defines “finance charge” as “the sum of all charges, payable directly or indirectly by the person to whom the credit is extended, and imposed directly or indirectly by the creditor as an incident to the extension of credit. The finance charge does not include charges of a type payable in a comparable cash transaction.”

So let’s say a customer has been offered an APR of 4.5% on his financing and the dealer offers to drop the APR to 4.0% if the customer buys a $2,000 service contract. This could be a method of “hiding” rate within the cost of the VSC. In Florida, where there is a presumption every customer pays the same amount for the same VSC, this might not be a problem. Everywhere else, it might be. Say the finance customer pays $2,000 for the VSC that drops his APR, but a cash customer paid $1,500. A court could easily find that the $500 difference was, in fact, a finance charge.

“So what?” you ask. Here’s what: All finance charges must be accurately and conspicuously disclosed in the “TILA box” on the Retail Installment Sale Contract. If part of the finance charge is buried in the cost of the VSC, the disclosures in the TILA box will be inaccurate and misleading.

“So what?” you ask again. Here’s what, again: If the violation was (1) intentional, (2) grossly negligent or (3) part of a clear pattern, all affected customers are entitled to restitution. In most dealerships that trade rate for product on a daily basis, both factors (1) and (3) will be present. That is not good for the dealership. And it only goes downhill from there.

Regulatory fines are the least of the dealership’s worries. Because trading rate for product is often a standard sales tactic at the dealerships who indulge the practice, it now sets up a class action. And since it is a violation of federal law to understate APR or finance charge, punitive damages enter the picture.

The CFPB’s Mandate

But wait, there’s more. Remember the Consumer Financial Protection Bureau? When a dealership reduces the rate for customers that buy a product, it triggers a deviation from its standard dealer participation rate. The CFPB recognizes seven legitimate nondiscriminatory reasons for deviating from the standard rate. Purchasing an F&I product is not one of them. (If the dealership does not have a fair credit policy and program such as NADA offers, it has a whole other set of problems that we’ll address in a future article.)

And we’re not done yet — not by a long shot. If a dealership routinely trades rate for product, can it prove the initial APR was not artificially inflated to make room for the “discount”? This requires an analysis of the desking process and timing of when a credit report is pulled. In short, any dealership trading rate for product had better have a bulletproof and consistent desking process that can demonstrate the APR is appropriate for the customer’s credit risk, and has a consistent mark-up, like the standard dealer participation rate discussed above.

On top of that, to protect the process of trading rate for product, there should be a standard markup on products as well. If the profit margins on products are all over the board from deal to deal, proving a legally compliant deal is difficult at best.

And another thing: When a deal jacket is audited, one of the things auditors look for is variation in APR and amount financed from the first pencil to the menu to the buyer’s order and RISC. Any variation requires an explanation. Is there a process in place to memorialize the negotiations and create a clear paper trail?

Think this is confusing? Imagine how confusing it could be for the customer. And in the eyes of the FTC, if it’s confusing, it’s deceptive. Another potential whammy.

Does the dealer trade rate for product more often with women and minorities than white dorks in bow ties? Add potential discrimination to your list of worries.

Going back to the original question, is it OK to trade rate for product? Of course it is — as long as you dodge all of the landmines that come with the practice. Do you trust your client dealerships’ personnel to consistently do so? Neither do I. And that’s why I never recommend it.

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Mechanical Breakdown Protection, Inc. (MBPI) Celebrates 35th Anniversary


Since 1981, MBPI has been recognized as one of the top administrators in the nation. May marked the 35th anniversary for this employee-owned company, which began from James Orr’s vision of what a truly great F&I provider could and should be. Currently under the leadership of Mr. Orr’s son, Kevin, MBPI continues to offer new and exciting ways for dealers to satisfy their customers and increase F&I income.

In the words of Kevin Orr, MBPI President:

“I just wanted to take a moment and make a special recognition of a tremendous milestone in our company’s history. 35 years ago yesterday, MBPI was born. As Dad would say, he had a trunk full of forms and a list of Dealers to go visit. He did just that.  He did it well. 

Although 35 years is something special to be part of, we look to the future and what the next 35 years holds. We continually strive to not only maintain our level of service, but to constantly improve it. 

I am proud of what my Father started.  I am beyond excited about the future of this company. While we have some lofty goals to achieve, I know that we have the right people in place to take us to the next level.”

The purpose of MBPI has always been to design, market and administrate F&I products to the automobile industry. Much of MBPI’s success can be attributed to our original philosophy: to seek out quality partnerships, and provide the highest possible level of service. MBPI encourages prospective agents and dealers to call 1-800-325-7484 to find out more.

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RoadVantage Wins Platinum Dealers’ Choice Award


AUSTIN – RoadVantage, the fastest-growing provider of F&I programs for the automotive industry, has won a Platinum Dealers’ Choice Award in the F&I Products category, marking the second year in a row for RoadVantage to win an award in this category.

“We want to thank dealers nationwide for voting once more for RoadVantage, and we also want to acknowledge the RoadVantage team for providing superior service,” said Garret Lacour, RoadVantage CEO. “For us, it all starts with a top-notch team who are dedicated to providing a better customer experience, and this award tells me that our approach is working.”

Elected exclusively by automotive dealers and dealership personnel, the Dealers’ Choice Awards recognize the industry’s best providers. In 2015, RoadVantage won a gold Dealers’ Choice Award in the F&I Products category.

“I’ve not had one complaint from any of our customers about RoadVantage’s programs since we started working with them,” said Matt Johnson, owner of Holiday Auto Group, based in north Texas. “The RoadVantage team acts with integrity, and they deliver what they promise.”

To qualify for an award, a company must be among those that scored above the group average score in each category. Providers were rated in four areas: the product/service provided, customer support and service, overall value, and whether the dealer would recommend the provider.

“It is both a privilege and an honor to receive the dealers’ votes in this category two years in a row,” said Randy Ross, Senior Vice President of Sales for RoadVantage. “RoadVantage continues to grow at a rapid pace while maintaining excellent service levels – 97 percent of our claims are approved in eight minutes or less – and this commitment to service is what matters most to our customers.”

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The Bundled Products Value Proposition


When it comes to F&I products, the buzzword of the day is “bundling.” Spurred in part by the advent of the electronic menu, providers have been experimenting with different combinations of ancillary products as well as vehicle service contracts and GAP coverage.

To learn more, P&A spoke with six experts: Bob Corbin of IAS, Allstate Dealer Services’ Doug Frey, RoadVantage’s Garret Lacour, John Luckett of Resource Agent Group (div. The Warranty Group), Kelly Price of National Automotive Experts (NAE)/NWAN and National Auto Care’s Tony Wanderon.

With their help, we will take a closer look at the reasons why providers are so passionate about this approach, how they feel it affects the F&I manager’s presentation, the administration of the products and what the future might hold for this sales model.

A Closer Look: The Components

When talking about bundles, the most important piece of the conversation is what goes into them. In general, providers are finding that the best approach is to have a standard package, but then give dealers and consumers the flexibility to customize them to increase the potential value. Experimentation is an ongoing process, but the typical bundle will offer some combination of tire-and-wheel, dent-and-ding, windshield repair, key replacement and roadside assistance.

At IAS, President and CEO Bob Corbin says the Austin, Texas-based company offers ready-made bundles with the standard range of products such as tire-and-wheel road hazard, dent-and-ding, windshield repair protection and key protection, but notes that there is wiggle room. Consumers and dealers can mix and match various interior and exterior protection products to create a bundle that works for them. “The combinations are limitless,” he says.

Garret Lacour is the founder and CEO of RoadVantage, which is also based in Austin. His company offers a “Preferred” family of customizable bundles that include sets of products designed specifically for lease or retail, including tire-and-wheel, cosmetic wheel, dent-and-ding, windshield repair and replacement, key replacement and roadside service, as well as interior and exterior repair. By going with a tiered approach, Lacour says, they increase the odds that one of the already-created bundles will work well in most situations. Like Corbin, Lacour notes that the actual products included can vary based on state and local regulations.

Meanwhile, Strongsville, Ohio-based NAE/NWAN takes a slightly different approach to bundling. According to company president Kelly Price, as long as the bundled products are compliant with the relevant laws, they will tailor the package to meet whatever needs the dealer might have. “We really customize,” she says, citing examples where a dealer might want to combine products that aren’t typically thought of as a set, such as dent-and-ding and key replacement. Another option that has proven popular is a bundle of multiple appearance protection products.

National Auto Care’s Tony Wanderon says the menu presentation is a key reference point. As president and CEO of the Ponte Vedra Beach, Fla.-based company, he has focused on bundling products that are strong when they stand alone but can offer more efficient and compelling menu presentations as a group. NAC combines tire-and-wheel with a “curb cosmetic” product, paintless dent repair, windshield repair, key replacement and roadside assistance in their “Complete Protection” offering.

To that end, our experts agreed that, while bundling is a great way to add value and make the menu presentation shorter, it’s not a great idea to get bundle-happy. Service contracts, in particular, are better left as standalone products, or bundled with just a prepaid maintenance plan, as opposed to making them part of a larger bundle.

Doug Frey, president and COO of Northbrook, Ill.-based Allstate Dealer Services, put it best when he noted that, when done correctly, bundling can increase the perceived value of most ancillary products, but service contracts don’t need that boost — consumers already view this product as valuable. Instead, he notes, a better option is to use modern menu technologies to present a service contract paired with a strong ancillary product bundle.

“This gives the F&I manager the ability to still sell a service contract even if the customer does not desire the additional ancillary coverages,” Frey says. His company offers “Allstate Complete Protection,” which includes roadside assistance, key replacement, tire-and-wheel, paintless dent repair, windshield repair and interior repair.

And it’s not just the inherent value that makes bundling service contracts with other products problematic. It can be done, but as John Luckett, who serves as senior vice president of sales and marketing for Resource Agent Group in Chicago — whose company typically bundles tire-and-wheel, windshield repair and paintless dent repair — notes, this is where those state and local regulations often come into play. Even in states where it’s not illegal, bundling these types of products can actually make it more confusing to consumers, not less. He also cited GAP protection as another product that can be difficult to combine with other products.

Service contracts and GAP aside, Corbin says that trying to combine interior and exterior products into a single bundle can be a tough sell as well. Consumers see them as separate and may have a hard time making sense of bundles that include both types.

Frey pointed out that trying to combine products with overlapping coverages is another red flag for consumers, and can work against F&I managers. One example he gave was roadside assistance: If the service contract includes that benefit, trying to include a roadside product in another bundle would only cause confusion.

That said, he adds, Allstate has yet to launch an unsuccessful product combination. “The launch of our bundled products a few years ago has provided very favorable growth and customer acceptance.”

A Closer Look: The Sale

Once a dealer has found a product bundle that meets state regulations and promises broad appeal to their market, it’s time to make the sale. There are a number of articles dedicated to the best way to present F&I products; for our purposes, we’ll only be looking at the ease of selling a bundle versus selling a standalone product.

Lacour pointed out that selling a bundle offers several key benefits at first glance: The value proposition is far more easily defined for the consumer, it is much easier for F&I managers to demonstrate when they are showing how a set of products can offer complete protection, and because bundles are often condensed to a single form, it makes them far easier to administer.

Selling a bundle, Wanderon notes, really does benefit everyone in the product’s chain, which is, he believes, one of the reasons for their growing popularity. A few of the additional benefits he pointed out include reduced paperwork for the F&I manager, consumer and administrator; increased profits when combining high and low-use products together; a single admin fee for agents; a more complete product portfolio; and streamlined product presentations that get the consumer in and out faster.

And these benefits aren’t just true for finance deals, either. As Luckett notes, lease customers are usually more resistant to service contracts, but offering a bundled set of products designed to ensure there are no surprises at the end of the lease is a great way to increase penetration in a segment where VSC sales can be a more difficult sell.

The presentation, in particular, is one benefit that F&I managers, providers and consumers can all agree is better when it gets to the point and makes a case for the value quickly. Corbin points out that studies have proven that the less time a consumer spends in the F&I office, the more products they are likely to purchase. It might seem counterintuitive, but consumers will listen when an F&I manager makes a great case for the value of the product. But if they feel they are being pressured into a sale, they are more likely to shut down and may even back out of purchasing products they do see value in.

One way that works is that bundles allow the F&I manager to present a much wider range of benefits in a much shorter period of time — and it allows them to focus on the discount the consumer will receive for purchasing the bundle over those same products as standalone items, which just increases the value proposition further, says Frey. When F&I managers are freed from having to go over the benefits and value of each individual product in the menu, they can save a considerable amount of time.

“Bundling simplifies, streamlines and strengthens the presentation by taking it from a piecemeal presentation of several individual products, prices and contracts to a single presentation for a single price,” Lacour says. “As a result, bundling also improves penetrations over standalone products.”

But popularity doesn’t keep the dealership afloat, and at the end of the day, profit is what both dealers and providers need to be concerned with. Presented correctly, Lacour adds, bundles can help boost the dealership’s bottom line. He notes that consumers today are already familiar with the concept of bundling. They see it in their everyday lives in everything from the fast-food value menu to packages offered by their phone, cable and Internet providers. They already perceive greater value in bundles, making the job of the F&I manager that much easier.

But Frey cautions that is not always a good thing. He notes that the perception will be that the price of the bundle will be significantly less than the cost of the individual products would be. So while the dealership will see greater penetration, and will see some increase in profits from sales and reduced administration costs, it might not be as much of a boost as the dealer might be hoping for.

Overall, Price notes, the profit gains outweigh the potential pitfalls.

“If it’s all on one contract, that can save the dealer a little money, and the agent has the ability to make a little more commission than if they were trying to get the F&I manager to sell it separately,” she says. “And you’re only paying for one administration fee to process one piece of paper.”

A Closer Look: The Future

Are F&I product bundles here to stay? Kelly believes they are, and when considering the future of bundling, it’s important to recognize the fact that it’s not a completely new concept. She notes that her company has been packaging products this way for more than 10 years, although it wasn’t necessarily a popular option a decade ago.

So what changed? Kelly notes that they tried to bundle things too tightly in the past, making it a lost sale if a consumer only wanted some of the package, but not all of it. And when you add in the sheer volume of F&I products today versus 10 years ago, it’s much easier to make the case for bundles now and in the foreseeable future.

Wanderon agrees, noting that F&I menus are, by their very nature, a form of bundling, and that sales method isn’t going away anytime soon. He believes the concept of selling bundles will only gain in popularity as they continue to make it easier for F&I managers to demonstrate value and streamline the entire selling process. He notes that, bundling, like any F&I product or process, really comes down to profit: If the consumers give their approval by spending their dollars, the dealers will continue to use and expand upon the concept.

However, several of our experts note that it’s not an unlimited opportunity either. Corbin, in particular, says that he believes there is a tipping point where it will simply be trying to cram too many coverages onto a single form. At that point, bundling could become more of a problem than a solution.

Luckett notes that interest from federal regulators in the sale and pricing of F&I products could change the way bundles are created and presented. However, he adds, “As the industry, regulators and lenders grow and mature with this product, we may see some advancements that allow combinations of products we have not seen to date.”

Bundles will continue to grow and evolve as the products — and the F&I industry as a whole — continue to change. Regulations, pricing and the perceived value of bundled products are all factors that can have a lasting impact. But there is no denying the value bundling brings to the F&I office, or the selling power it can put in the hands of F&I managers.

“We do believe that product bundling will continue to gain favor as administrators strive to find ways to increase value and make F&I products easier to sell at the local level,” Wanderon notes. “Bundles initially saw slow adoption as dealers were concerned that the sale of one product instead of five would yield a lower F&I gross. However, the consumer popularity of the bundled products helped increase F&I penetration, so profits remained steady.”

By all accounts, as long as they continue to promote a strong bottom line and remain attractive to dealers, providers and administrators, F&I product bundles are here to stay.

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Industry Trends for 2016


With record vehicle sales in 2015 and gas prices and unemployment on the decline, the automotive retail and finance industry is poised for another big year in 2016. To better understand all the factors at play and how they will affect the sale and administration of F&I products, P&A asked leading executives and experts to answer a series of questions relating to the U.S. economy, the auto industry and new trends to look for.

The Economy

All indications point to a continued recovery from the Great Recession, which created unprecedented pent-up demand among consumers who have kept their old cars on the road far longer than anyone expected. As of press time, the seasonally adjusted annual rate (SAAR) for new-vehicle sales had reached the 17.2 million-unit mark and showed no signs of slowing.

“Let’s all take a deep breath and enjoy the good times that our industry is in right now!” said Jim Maxim Jr., president of MaximTrak Technologies. “With SAAR projected to approach 18 million units, more impressive vehicles to sell across all franchises and lenders getting more aggressive to take share, the automotive industry is poised for impressive and sustained growth over the next few years.”

All our experts agreed, with most noting that leading economic indicators such as interest rates, the price of oil and unemployment figures are all pointing in the right direction.

  • Interest Rates

Conventional wisdom dictates that lower interest rates mean more sales, more financing and more F&I products. So in December, when Janet Yellen, chairwoman of the Federal Reserve Bank, announced the first increase in short-term interest rates since 2006, one might expect some level of anxiety to creep into any discussion of the nation’s economic health.

Not so, said our experts, many of whom agreed with Yellen’s contention that the interest-rate hike was in fact a vote of confidence in the recovery.

“The increase is being justified as proof of an ever-strengthening economy,” said Mark Thorpe, president of The Impact Group Inc. “That, combined with low energy costs and low inflation, bodes very well for 2016.”

“The recent lift of the federal funds rate may cause slight headwinds, but that shouldn’t be a strong deterrent for motor vehicle sales and financing,” said attorney Aaron Lunt, who serves as assistant general counsel and head of regulatory affairs for The Warranty Group Inc./Virginia Surety Company Inc. Lunt added that, regardless of the economic climate, the ability to secure their vehicle purchase with protection products remains a “critical option” for car buyers.

Michael Tuno, president of World Class Dealer Services Inc., predicted that the modest increase in short-term interest rates will be offset by falling gas prices. “I see the economy at large remaining strong, especially the auto sector,” he said. “Interest rates will inch up and the price of fuel will remain low.”

“Most current indications suggest a strong 2016 for car sales,” said David Trinder, CEO of F&I Administration Solutions LLC. “However, it goes without saying that this is an incredibly competitive industry, and an administrator’s growth is just as dependent on their ability to meet dealer and customer demands as on the market itself. I believe that supporting all dealer compliance initiatives as well as having the right technology and product will be the main focus of administrators in the coming year.”

  • Oil Prices

Indeed, the cost of oil continued to freefall in the second half of 2015, plummeting to $38/barrel in December. The principal cause is an abundance of supply.

“OPEC is not cutting production in their effort to drive tar-sand extraction out of business,” Thorpe said, predicting that we won’t see per-barrel prices approach $50 again in the foreseeable future.

Thomas Elliott, executive vice president of StoneEagle, said he expects oil and gas prices to remain stable throughout the year. Brent Griggs, president and CEO of Portfolio, said gas prices — along with interest rates and inflation — could be “a bit higher” in 2016, but still low by historical standards.

“I expect the U.S. economy to perform quite well in 2016,” Griggs said.

  • Unemployment

Griggs’ prediction is further bolstered by a steadily improving job market. The U.S. economy added 292,000 jobs in December, capping a year that saw unemployment fall to 5% nationwide — a nine-year low, as Griggs pointed out.

“The healthy job growth at the end of 2015 reflected strength across many sectors of the economy, and we expect unemployment to drop from its current 5% to around 4.6% by the end of 2016,” Elliott added.

Thorpe noted that the job gains are reflected in the auto industry’s workforce, which employs 937,000 Americans in vehicle and parts manufacturing alone. “Every domestic auto manufacturer is adding to their workforce,” he said. “Auto sector ‘hours worked’ is much greater than any other manufacturing sector.”

  • New-Vehicle Sales

All the factors listed above should continue to spur new-vehicle sales, which reached a 15-year high in 2015. Americans spent about $570 billion on their 17.5 million new cars and light trucks, which is a 5.7% increase over the prior year.

“I see another strong year for new-vehicle sales,” said John Braganini, president of Great Lakes Companies. “Low oil prices will buoy consumer spending, and much of that will find its way into the retail auto channel. The stock market will adjust to the planned changes to monetary policy, the election will usher in new leadership and the economy will forge ahead.”

2015 was a big year for mergers and acquisitions in the dealer space. Berkshire Hathaway set the high-water mark when the investment group’s directors finalized its purchase of the former Van Tuyl Group in February, reportedly for somewhere around $4 billion.

“Already profitable dealers will continue to benefit from the strength of the auto market, and dealership acquisition by public and private auto groups will continue at a steady pace,” Griggs predicted.

Braganini agreed, adding that dealers should take a note from other industries, such as furniture stores, grocery stores and restaurants, that have seen an uptick in consolidation. “Dealers with disciplined processes and accountable business models will absorb those that choose to stand still,” he said. “2016 will usher in the business conditions that will drive that trend.”

The Industry

There was a time when a healthy economy and correspondingly strong sales would be all a dealer (or product provider) needed to feel secure about the future of their business. But the automotive industry is changing around them, and the driving forces behind those changes can be distilled into two categories: compliance and technology.

  • Compliance

The main regulator on our experts’ minds is the Consumer Financial Protection Bureau. The CFPB failed in its bid to exert direct regulatory control over dealers, but its directors have gone after the banks and finance companies those dealers rely on to keep the metal moving over the curb. Many of our experts expressed concern that the agency could target F&I products next.

“The pressure on lenders from the CFPB will result in more stringent guidelines on what products are sold for, how they are sold and their respective profit margins,” said Brian Reed, president and CEO of F&I Express, who singled out credit-related products such as GAP and credit life and disability as potential targets. Reed also predicted that more dealers will begin “self-policing” markups on all products to establish some sort of consistency, a move many of our experts would applaud.

“We encourage our dealers to be transparent and fair with consumers to avoid giving the CFPB any reason to be concerned about the F&I sales process,” Griggs said, adding that “unacceptable pressure” from manufacturers pushing dealers to sell OEM products also demands scrutiny.

Mike Burgiss, vice president and general manager of MakeMyDeal, a Cox Automotive company, believes prices should be consistent and easy to find. “As an industry, when we embrace the idea that we must price the product, not the customer, we stand to not only stay ahead of the trend toward more transparent pricing rules, but the research shows we can grow sales and profits as well,” he said.

Maxim reported that he has seen a push for “product margin controls and standardization” from multiple fronts, including dealer groups and product providers. “We have seen major groups standardize product markups and develop processes and business rules to systematically prevent products from being sold that exceed those standards,” he said. “We have also seen independent product providers implement suggested retail pricing rules that recommend retail rates to dealers.”

Joel Kansanback, president of Automotive Development Group (ADG), doesn’t expect any new regulations to materialize in 2016, but that shouldn’t stop the industry from being proactive to head them off.

“If a product costs $250 and is sold by a rogue dealer for $4,000, then we should all be making an effort to stop that behavior,” Kansanback said. “It is indefensible and, unfortunately, would probably happen to a consumer who is part of a protected class.” He added that he would encourage agents to work with dealers to establish a minimum and maximum markup and help them monitor it. “Our protection products do a lot of great things for a lot of consumers and, as a byproduct, there are a lot of people making a handsome living selling them. I would hate to see a few bad apples ruin it for everyone. We can either regulate ourselves or get regulated by a government agency.”

Tuno said he felt encouraged by recent scrutiny of disparate impact, the much-maligned theory the CFPB has relied on to prove lenders have engaged in discriminatory behavior, intentionally or otherwise. But he agreed that self-regulation on the part of dealers, agents and providers could be beneficial for several reasons.

“Having a workforce that’s more in tune with compliance makes for a better overall customer experience by building trust with the customer and promoting transparency in the process,” Tuno said, adding that guaranteeing the security of each customer’s personally identifiable information also should be a priority for dealers. “Consumers will want all their privacy protected at all levels of the dealership experience,” he warned.

Finally, Lunt noted that ancillary products and services are regulated by the states, so there will always be changes afoot. “I don’t foresee anything monumental at the state level, however, although 2016 will be a more active legislative season as more state legislatures are scheduled to convene,” he said, “the most significant influence will result from changed practices stemming from CFPB enforcement actions.”

  • Technology

The consensus among our experts is that the increased digitization of marketing, sales and F&I processes is being driven by consumer demand. The Millennial generation continues to gain power and influence as its members come of age and enter the new-vehicle marketplace in force. Maxim used the word “techspectations” to describe the shift.

“In 2016, drivers want to communicate fluidly and stay socially connected,” he said. “That tech-driven lifestyle will need to be effortlessly integrated into their vehicle functionality.”

“It is quite clear that the Millennial generation arrives armed with a breadth and depth of information that is unparalleled,” said Elliott. “They expect the dealership representatives to add to this knowledge by serving as an expert prepared to provide additional information.”

If they’re successful, he added, they will leave Millennial car buyers with the feeling that an “informed decision” has been made. Maxim backed Elliott’s contention, noting that people tend to remember more about how they felt about an experience than what was said during it.

“Intelligent processes that identify consumer needs based on crucial deal variables and their ownership profile will change the way we sell and interact with customers,” Maxim said.

“The Internet will continue to extract new efficiencies from the retail channel, and I expect to see continued pressure on both new- and used-vehicle gross margins,” Braganini said, adding that the “ongoing deterioration” of profit margins will force dealers to find revenue elsewhere. “Dealers will be going to F&I and service to remain relevant.”

Reed believes a “new age” for F&I is on the horizon and the days of the 10-foot by 10-foot office may be numbered. “More dealers will shift to a salesperson owning the customer through the sales process, including F&I, even though the total number of dealers who change to this new process will still be rather small,” he said.

“We can no longer operate in fear of changing our sales and F&I processes. In 2016, early adapters will begin to win by having better more transparent Web strategies,” Kansanback noted. He believes consumers’ need for speed throughout the car-buying process will force everyone from manufacturers and dealers to agents and product providers to find new ways to share transaction information — minus a stubborn few. “Another set of dealers and their partners will cling to the way they have always done business and hope that change really isn’t happening.”

Thorpe sees no reason to fight it. “I’m expecting to see continued rapid innovation supporting a more efficient and effective sales process. Providers are finally catching on to the fact that the average customer doesn’t like the approach they’ve been subjected to for so long,” he said, adding that F&I managers must be willing to facilitate, rather than control, the transaction. “Speedy, direct, easy-to-understand, customer-centric capabilities will guide and inform the process and be the great equalizers for our F&I users.”

Trinder agreed but stressed that administrators must have the ability to support the way dealers want to show their products on their websites or in the F&I office. While a few dealers will embrace these new trends, he added, many are not taking them seriously.

“Administrators and their agents — this year more than any other — need to help dealers see the need to adapt to the new demands from buyers and the expectation they have from technology,” Trinder said. “Those who are at the front end of this move will not only solidify their relationships with their dealers but will undoubtedly see the positive effect on the bottom line.”

Putting customers in control will allow them to move further down the sales channel on their own, Tuno added, arming themselves with information that was, in the past, only available from sales and F&I professionals. He also identified the “antiquated” dealer management system (DMS) as a “barrier” to the success of this shift.

“Technology that can optimize data will make the entire retail experience faster, better and cheaper for the dealer and the customer,” Tuno said.

Burgiss believes 2016 will prove to be a watershed year in this regard. He predicted that pricing and monthly payment amounts for F&I products will begin to appear on many more dealer websites. All the better, he said, to satisfy the 83% of car buyers who, in response to a MakeMyDeal survey, said they would prefer to learn about F&I products on their own time. The same research showed that the same respondents would be more likely to buy F&I products if that were the case.

“The growth of digital retailing will continue to accelerate,” Burgiss stressed. “Throughout 2015, we saw a shift in dealers’ view of digital retailing from ‘That’s where the market is going someday’ to ‘I’m ready to start selling cars online. I just need to know the right way to get started.’”

Trends to Look for

If you think that’s all we have to look forward to in 2016, think again. Our experts identified a number of additional trends they believe providers and administrators should keep an eye on in the year ahead, including which F&I products will perform best and sweeping changes coming to the F&I process.

  • F&I Products

Most of our experts agreed that VSCs will remain at the top of dealers’ menus in 2016.

“Vehicle service contracts will continue to grow and consumers will see increasing value in purchasing coverage,” Maxim said. The value should become increasingly evident, he added, as in-vehicle technology continues to advance and retail labor rates continue to rise. “Frankly, you can’t go to any major retailer without being asked to buy the ‘extended protection,’” he added. “And with vehicles, everyone knows the costs are real.”

Griggs agreed, noting that VSCs are “understood and accepted” by consumers and generate “substantial profits” for dealers. “I expect extended service contracts to continue to be the strongest selling product in the F&I suite, followed by GAP and prepaid maintenance,” he said, adding that the recent surge in products designed to meet the needs of lease customers could soon begin to level off. “As interest rates begin to rise and leases become more costly, I expect the leasing trend to reverse again.”

Tuno, however, believes lease products will remain a “growth segment” for as long as the cost of repairing vehicles continues to grow, but said service contracts will remain the top seller, noting that their utility increases as the average loan term continues to stretch.

“VSCs hold the most profit for dealers and bring the most value for the consumer who has a longer and longer finance term,” he noted.

Thorpe also holds out hope for lease products and said the interest-rate hike could spur higher penetration rates on an F&I product that came under fire in some states in 2015.

“I actually believe biweekly payment services are going to rebound in a big way,” Thorpe said. “A couple of the providers who recently got themselves in trouble look to have resolved their issues. The others have taken the experience as a teachable moment and have made changes in a number of ways to strengthen their offerings. With interest rates gradually rising, I think we’ll see these services return to a higher level of awareness and acceptability for dealers.”

“VSCs and GAP will remain the primary products, but we have seen significant growth in prepaid maintenance and appearance protection products, and there is no reason why this should not continue,” added Trinder. “We also expect to see a continued focus on packaged products as administrators work to reduce the number of products being displayed on menus.”

Kansanback predicted that dealers who currently offer six or seven products on their menus will have more success if they pare their offerings down to four. Burgiss added that the performance of individual products will depend more upon their appeal to customers, which he believes could be augmented by moving the initial selection process to the Web.

“With an online self-discovery process, consumers can explore and self-select those products that resonate most to their individual needs; for example, tire and wheel, key replacement or prepaid maintenance,” Burgiss said. “I expect we could see some modest shifts in sales volumes across the range of products. More importantly, the opportunity for greater consumer education of product benefits leads to overall higher sales.”

  • The F&I Process

Kansanback pulled no punches when describing his vision of the F&I office of the future.

“If you want to continue to say F&I can’t be done successfully without a traditional F&I manager, then you are like the traditional cab driver who believes Uber is a fad,” Kansanback said. Like Burgiss, he predicted the selection process will soon move online. “We are going to see more F&I processes and technologies built around getting customers more information sooner.”

Griggs sees the changing F&I process as proof that dealers have begun to recognize the need to allow car buyers to steer the transaction.

“This trend will only continue,” he said. “F&I providers have to be prepared to be a part of these technological changes to ensure that consumers continue to have the opportunity to purchase their valuable products and services.”

As a former F&I manager and director, Thorpe worries that digitizing the selection process could create more objections and barriers than it knocks down.

“As I’ve said repeatedly, our first principle should always be to ‘do no harm’ to our F&I managers or users,” Thorpe said. “I haven’t seen any hard data yet that indicates F&I product production increases by exposing the customers to an online digital product presentation before they’ve even bought the car.”

“I am very supportive of any intelligent and productive way to share more information about F&I products,” Trinder said. “So much has been made of the Millennial generation and their perceived lack of interest in the current processes. If administrators are confident in the value of their products, they need not fear a tech-savvy, well-researched car buyer. They could prove to be their very best customers.”

Reed has been a vocal advocate of erating and econtracting. “The industry will continue its march away from the five-ply and progress ahead to an electronic process,” he said, predicting that the adoption rate of electronic signatures will increase from 5% to 25% by year’s end.

Tuno joined Reed’s side, describing the technology as “faster, better and cheaper.”

“That means that the dealer will continue to embrace erating and econtracting in an effort to speed the transaction along,” Tuno said, “and customers will continue to embrace the whole spectrum of technology throughout the buying and servicing process.”

Maxim noted that the drive to add more technology to the F&I process extends beyond that department as well. “What started as an iPad movement in sales has morphed into dealers redesigning showrooms and processes to leverage touchscreens and interactive technologies,” he said. “Dealers are paying attention to their retail sales environment and many are ditching the old school set-ups of the tradition negotiating desks —me on one side vs. you on the other — in favor of creating collaborative delivery centers. We are starting to see more one-price and one-person sales models today than we have ever seen before.”

Burgiss said that, among the dealers with whom he works, the sweeping changes described above have already begun to pay off.

“Dealers who have begun the journey to a digitally enabled sales process have already started to see more satisfied customers, a more efficient sales process and higher profits,” Burgiss said, noting that those dealers see technology not as a way to replace personnel — or the dealership itself — but an opportunity to improve the things they already do well. “Embracing change is never easy, but the sooner we get going, the more competitive we will be in 2016 and beyond.”

It is worth noting that, despite doubts surrounding the global economy, terrorist threats and the upcoming presidential election, none of our experts found any reason to believe the automotive industry — and the F&I segment in particular — would not remain strong for at least the next several years. Interest rates and gas prices may one day rise to uncomfortable levels and new technology could prove to be disruptive. But Americans need F&I products just as surely as they need cars, and sales of both should remain strong for the foreseeable future.

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Autosoft, Inc. Certifies StoneEagle Technology Solutions For Integration with FLEX DMS


WEST MIDDLESEX, Penn. – Autosoft, Inc., a leading national dealer management systems (DMS) provider, announced that StoneEagle has completed the certification process for integration with the FLEX DMS as part of Autosoft’s FLEX Connect program.

StoneEagle offers fully supported web-based applications that help dealers manage performance, accountability and production across their F&I and service operations. These solutions are designed to automate manual tasks, deliver accurate information to drive performance improvements, increase profitability, and maximize customer satisfaction:

  • SEcureMetrics: Tracks F&I, sales and service profitability by individual dealer, dealer group and dealer personnel. SEcureMetrics generates powerful reports, accessible by authorized users, to accurately gauge trends, develop clear forecasts and identify performance issues that require immediate attention.
  • SEcureMenu: Enables F&I managers to deliver a simplified, consistent and compliant F&I product presentation to every customer on any type of PC or mobile device. SEcureMenu includes auto eRating, eContracting and eRemittance functionality, configurable presentation templates, dynamic sales tools, and robust reporting to monitor all usage statistics and transaction details.

“StoneEagle is pleased to forge a partnership with Autosoft and obtain FLEX Connect certification for our SEcureMetrics and SEcureMenu applications,” said Jason Gillette, Vice President of Sales and Marketing for StoneEagle. “The FLEX Connect program facilitates secure and reliable data integration to our applications that increases efficiency and enhances the overall user experience for dealers using the Autosoft FLEX DMS platform and the fee structure is both reasonable and straightforward for the value provided.”

“We’re pleased to add StoneEagle to our growing list of FLEX Connect partners. Our dealers now can seamlessly integrate with applications from another industry leader,” said Christopher Morris, Senior Vice President of Autosoft.

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