Tag Archive | "Safe-Guard Products International"

The Big, Scary World of F&I

The first panel discussion of this year’s P&A Leadership Summit began at 2:05 p.m. on Tuesday, Aug. 30. Helmed by Jimmy Atkinson, senior vice president and COO of AUL Corp., “Threats Facing the F&I Industry” promised to tackle the various forces working against dealers, agents, product providers and third-party administrators (TPAs) today and in the near future.

Atkinson was joined by a diverse panel of experts that included David Pryor, CMO of Safe-Guard Products International, Mike Saint, lead risk analyst for Assurant Risk Management, and Tony Wanderon, CEO of National Auto Care, David Neuenschwander, vice president of National Automotive Experts (NAE)/NWAN, was unable to appear but did contribute questions to the panel.

Anticipating a Downturn

The discussion started off with a warning: Don’t get complacent. The panelists agreed that the automotive industry as a whole has been strong for the last few years, leading many to take success for granted and forget to ensure the basics are all covered.

“The challenging thing for me right now is a lot of companies seem to have forgotten the bad times,” Wanderon said. “Things have been good for so many years that they don’t really have a disaster recovery [plan] in place. I always get scared a little bit when things are so good — you forget the little things. Disaster recovery is figuring out your expenses, having all the right people in place and figuring out which business might be at risk.”

Pryor agreed, noting that new-vehicle sales have likely plateaued after passing the 17 million-unit mark in 2015.

“I think we’re looking at that and saying, ‘What’s next?’” Pryor said. “Dealers are resilient. They’re going to continue to look at ways to drive their bottom line and drive their profitability. As an administrator, there’s sometimes a silver lining when we do face a downturn, or at least an era of stagnant growth. Dealers start to look at other parts of their business.”

Specifically, Pryor noted, dealers will refocus on F&I and fixed operations, both of which are susceptible to inertia when times are good and cars are flying over the curb. He urged providers to offer a wide range of proven products that will maximize profits and customer satisfaction in any economic climate.

Virtual Reality

The subject then turned to the digitization of F&I, beginning with information about products on provider and dealer sites and evolving to an Amazon-like experience that would allow car buyers to select and price protection products the same way they spec the vehicle.

Whether the industry likes it or not, Pryor said, the virtual space is going to play a large role in the future of F&I.

“We know it’s coming. We can look at what has happened on the vehicle sales side,” Pryor said. “Customers are doing their shopping online. They’re only visiting 1.2 dealerships before making the decision to buy. The sales process is happening in the digital space.”

Atkinson reminded the panel that information about F&I products is already out there, but the typical source is a dissatisfied customer. “When a customer hits their phone and Googles an F&I product, the first thing they see is something negative.”

Wanderon agreed, noting that bad reviews are spreading faster than ever. “Social media is changing things for us in a lot of different ways,” he said. “I think it’s time for us as an industry to start talking about what we do and how we do it and how we take care of customers.”

As an example, Wanderon told a story of a working F&I manager who purchased a service contract he had sold to his own customers. When a strut had to be replaced, his claim was denied, and he took to social media to vent his frustrations — before contacting the provider. If he had, he would have learned that part wasn’t covered.

“To get a negative response, you don’t ever have to ask your customer to post that,” Wanderon pointed out. “They’re going to post it. But to get a positive response, you should be asking your customers to go out there and post for you the same way, especially when you’re doing things that are outside the coverage provisions of your contract and you’re making an exception for them.”

Saint agreed, saying that dealers and providers need to get more proactive. “I think anybody in F&I should be very prepared to offer instances where there was a positive [experience] for the customer. I think we all need to pick it up as far as having educational items on websites. Just like they spec out the car before they buy it, well, they should be able to spec out the products we have as well. Because the customers are more and more educated. That’s the avenue I think we can expand into.”

“It doesn’t have to be just the administrator,” Pryor said. “Ask your dealers to go out and put those things out there.” Using GAP coverage as an example, Pryor noted that finance sources are stretching terms and loan-to-value ratios, leaving car buyers underwater for historically long periods. “Here’s a great product that protects them. We see $20,000 and $30,000 checks going out. That makes a huge difference to someone. … So how do we get them to go online and push that message out there? ‘This is a great product, I had a great experience with it.’”

Turning the discussion back to putting information about products on dealer sites, Wanderon cautioned that could cause complacency to rear its ugly head in the finance office.

“It’s easy for the F&I manager to think it’s a shortcut,” Wanderon said. “‘It’s online, so I don’t have to present it.’ The biggest reason they don’t sell products is that they don’t present them. We don’t want to let that be a crutch.”

A Captive Audience

To the likely surprise of some attendees, Wanderon raised the specter of a rarely mentioned threat to the F&I industry: captive reinsurance companies. They can be a great source of revenue for some dealers — particularly high-volume dealers — but they can lead to disaster for others.

“Dealers think that because they sell five cars a month, they should own their own company and make all the money,” Wanderon said. “Everybody wants to be someone else in this business. The problem that then comes into play is the agent or our distribution channel partners maybe aren’t educated enough to say, ‘Maybe that’s not right for you.’ Our job in the industry is to educate them on where the best option is — not where we make the most money, but where the best option is.”

“I think it’s amazing how much misinformation is out there,” Pryor added. “We still hear from dealers, ‘What do you mean it could go the other way?’ They don’t understand that they might have to write a check if the underlying products don’t perform. And good luck collecting on that if the dealer is in a cash crunch. They need to understand the economics of it and they need to understand the risk of it.”

“The dealer obviously has to be aware they’re on the hook until the tails of those contracts go away,” Saint said. “And you know some of the rewards don’t outweigh it. It has to be managed very well, but much more than that, it’s a risk that’s not for everyone.”

Part of what is fueling this trend, the panel agreed, is that dealers want more cash, and they want more of it upfront. So agents and providers are scrambling to write deals that, ultimately, aren’t a great fit for anyone.

“I’ve seen some crazy stuff, from dealer advances, from fee structures, and for the dealers who have cash-flow issues,” Wanderon said. “I saw one dealer who had $100,000 in the bank and a net worth of $22 million, and he wanted $4.5 million for 250 contracts. That’s a lot of money for 250 contracts at a $95 admin deal. Sometimes I think we hurt ourselves by competing to some of the levels that we do to get a deal, and ultimately that deal goes bad.”

Pricing the Future

Atkinson then brought up the subject of rapidly advancing in-vehicle technology and the pricing challenges it brings. “We’re pricing products that are going to have three-, five-, seven-year lifetime tails,” he said. “And we’re pricing to replace parts in that vehicle that we don’t really have a clue what it’s going to cost in three, five or seven years to repair.”

Complicating the situation, Saint added, are services such as “Vehicle Manager,” a new feature that allows OnStar users to self-initiate a diagnostic check.

“Does the claim qualify for coverage if the on-board system is telling the consumer you’re possibly going to have a problem or you have a problem?” asked Saint. “It still has to go to a technician to confirm whether it qualifies for coverage or not. That’s going to stay the same until the software gets so elaborate that there’s very [few] people who can use it.”

Adding to that uncertainty is that some systems are designed to alert drivers before a part fails — a great selling point, but one that can add both cost and frustration to an already complex situation.

“If the alternator fails, is it covered? Yes. If your OnStar says your alternator will fail within 1,000 miles, and the customer takes it to the dealership, and it’s still functioning at the dealership, is that covered?” Atkinson asked.

“We’ve seen the same thing,” Pryor said. “The frequencies are going up and that’s what’s driving it. … Under our terms and conditions, an OnStar alert would not be covered. The customer has probably become accustomed to that.”

“Everybody keeps saying the car business is the car business. No, it’s not,” Wanderon said in response. “Look at the total losses on GAP. There are more total losses now because of all the sensors and bumpers and airbags and it puts the car over the 50% limit. So it becomes more expensive to change, and we don’t know how much it costs when you don’t price it.”

A Sharing Economy

The discussion closed with the subject of commercial use of private vehicles, specifically among drivers for ride-hailing services such as Uber and Lyft. The panel agreed that vehicles used for livery were a grade above a privately owned pickup truck a construction worker uses to drive to job sites or a sedan a Realtor uses to drive from property to property. Should those vehicles be excluded, Atkinson asked?

“I have to believe, with how those companies have expanded worldwide, that we have to have thousands of them on the books right now that we don’t even know about,” Saint pointed out. “Traditionally, we haven’t covered taxis. Ride-sharing is a little different. This customer owns their car. They have a certain amount of maintenance and upkeep they have to have to be an Uber driver. … I don’t think we’re seeing a negative impact from it. There’s a lot of miles [on those units] and they drive out of their warranty really quickly.”

“I think it’s really a definition of what ‘commercial’ is,” said Wanderon. “Are we going to change that within our policy provisions? The challenge becomes, could you put a surcharge on it to say commercial is in there? Yeah, but you know who’s paying the surcharge? It’s the dealer, because they’re not charging them any more to buy that contract, they’re just eating up their profits. And then, ultimately, you have to deal with it when you have a claim. We need to start looking at pricing. You’re going to have a percentage of the cars that are going to have commercial utilization.”

Pryor agreed, noting he knows his company and others are covering vehicles in the “gray area” of commercial use.

“We know we’re paying claims on Uber vehicles,” Pryor said. “Every so often, you send an inspector out and you’ll get the picture back with the big Uber sticker in the window. We know those are happening. I think it does come down to the mileage and the usage.” As more U.S. vehicles enter the ride-hailing fleet, Pryor added, more drivers will rely on them as a direct source of income. “It starts to change the dynamic with the customer. We have to think about that.”

Noting that Uber is already offering new-vehicle financing options to new drivers, Wanderon said the real threat lies in the company’s foray into the F&I segment.

“I expect that they would have a service contract and a maintenance program out there at some point,” he said. “Their customer program is based on having a nice car and having it available. So that model is going to have some impact on us at some point.”

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Atkinson to Pull Double Duty at PALS 2016

LAS VEGAS — Organizers of the annual P&A Leadership Summit have announced that Jimmy Atkinson, COO of AUL Corp., will serve as a panel moderator and closing keynote speaker at the 2016 event, which will be held Aug. 30–31 at Paris Las Vegas.

Atkinson’s panel, “Threats Facing the F&I Industry,” will begin at 2:05 p.m. on Tuesday, Aug. 30. He will be joined by National Automotive Experts’ David Neuenschwander, David Pryor of Safe-Guard Products International, Mike Saint of Assurant Risk Management, and National Auto Care’s Tony Wanderon.

“TPAs today are facing multiple threats, from moving our products into a dealer’s digital marketplace to adapting and adjusting to rapidly changing technology in the vehicles we cover,” Atkinson said. “How to make the leap in a profitable way is a big challenge, and I’m excited to lead a panel of some of the most successful folks in our industry to address these issues.”

At 3:15 p.m. on Wednesday afternoon, Atkinson will deliver “The Pre-Owned Correction and F&I’s Big Opportunity,” the closing keynote address for P&A Leadership Summit as well as the co-located Industry Summit. He is expected to discuss the imminent correction that will inject large numbers of high-mileage vehicles into the used-car market and how, with proper planning, product providers, agents and dealers can take full advantage.

“With decades of experience and a track record of success, Jimmy is precisely the type of executive and leader our event was designed to showcase and serve,” said David Gesualdo, show chair and publisher of P&A magazine. “We have nothing but the highest of expectations for both sessions.”

To register for the 2016 P&A Leadership Summit, click here. To inquire about sponsorship and exhibition opportunities, contact David Gesualdo via email hidden; JavaScript is required or at 727-947-4027.

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The Warranty Group, Safe-Guard Extend Underwriting Agreement

Chicago — The Warranty Group announced the extension of a multi-year agreement with Safe-Guard Products International. Under the agreement, The Warranty Group, through its wholly-owned subsidiary Virginia Surety Company Inc., will provide underwriting and actuarial services for the F&I products Safe-Guard Products provides to its strategic partners in the United States and Canada. These accounts include the most recognized automobile brands in the world, as well as several of the Top 125 national dealer groups in the United States, according to officials

“Safe-Guard Products is a long-standing partner of The Warranty Group,” explained Justin Thomas, senior vice president for The Warranty Group. “This contract extension further strengthens the relationship between two industry leaders. We’re pleased to continue supporting Safe-Guard Products’ commitment to providing unparalleled service and the highest quality F&I products in the industry.”

The Warranty Group has been providing underwriting and actuarial services to Safe-Guard Products in the United States and Canada for nearly 10 years.

“Extending our contract with The Warranty Group was an important part of our growth plan,” said Randy Barkowitz, CEO, Safe-Guard Products International. “Our shared commitment to comprehensive protection solutions and exceptional customer service make The Warranty Group a preferred partner for our underwriting needs.”

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Safe-Guard Partners with Toyota Financial Services

Atlanta – Safe-Guard announced a new partnership with Toyota Financial Services and Lexus Financial Services. Tire & Wheel Protection plans administered by Safe-Guard will now be available to Toyota and Lexus buyers and lessees in dealer showrooms beginning December 9.

Developed through a partnership with Toyota Financial Services and in collaboration with Toyota and Lexus dealers, plans include:

  • Full tire replacement (no plugs or patches; customers receive a new tire with a qualified claim, including for run-flat and aftermarket tires)
  • Wheel replacement (when damage to the wheel prevents a seal between the tire and wheel)
  • No limit to the number of claims; no aggregate dollar limit
  • Towing Reimbursement (up to $100 when road hazard damage to the tire or wheel)
  • Related costs for labor and fees
  • One time transferability of benefits should the Toyota or Lexus vehicle be sold to a private party

Through this plan, dealers will also have an option to offer cosmetic wheel repair for wheel scuffs and dings1, as well as an option to offer Paintless Dent Repair and Windshield Repair.

“We’re pleased to have partnered with Toyota Financial Services to build and offer this whole new level of customer care,” said Dave Duncan, president, Safe-Guard. “Americans are spending more time on the road; average commute time is over 25 minutes with over 10 million people commuting an hour or more to work each day, and tire and wheel replacement can be a substantial out of pocket expense. Safe-Guard’s Tire & Wheel products add safety, security and peace of mind for Toyota and Lexus customers in the event their tires or wheels become damaged as a result of a road hazard. And it’s a greater opportunity for dealers to increase sales, customer retention, and build Toyota brand advocates.”

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A Roundup of Lease Product Providers

In talking to executives from within the industry, there is one trend that is growing – leasing. All agree that it is becoming a larger segment of automobile deals being done across the country. Many in the industry are predicting the trend will continue into 2014 (catch our January issue for a more in-depth look at this and other industry trends). This trend likely means that it is a good time for F&I departments across the country to either reexamine their lease customer offerings, or add them to their lineup.

This month, P&A went to many of the providers around the industry, and discovered an interesting fact – there just are not many options in the Excess Wear and Tear (EWT) product category. There are a few large providers that offer it, and they sell via agents, as well as private label agreements. We wanted to find out what sets each of them apart, and where they see this product category going – across the board, they are all very confident about the future of EWT products.

Technology, in particular, is one area they all agree will impact the success of lease products. The first impact is in the cars themselves – as more lease vehicles are outfitted with expensive technology, such as navigation and touch-screen infotainment systems, consumers will be responsible for paying for anything that is not in perfect working condition at lease turn-in. Many of the EWT programs now cover these items, and they all see EWT as being even more crucial for dealers and consumers alike in the future as the prevalence and cost to replace these systems only continues to increase.

The second impact of technology is in how the product itself is managed. Traditionally, many programs required consumers to pay the fees, and then submit a claim through their EWT provider to be reimbursed. Many providers are looking for ways to simplify that process, with options such as mobile apps for dealers that will allow them to verify coverage and apply it right at the time of turn-in, with no further action required by the consumer. This ease of use, they hope, will make it even more attractive across the board, and lead to greater adoption and product category growth.

EWT is not a new product category, but it is one that, in previous years, was pushed to the back of the F&I product line. With the consumer market moving again toward leasing as an attractive option, dealers, agents and providers should take another look at the category, and if it is not there already, consider adding it to their lineup for 2014. This look at the major players who offer it, and how they set themselves apart, should give every provider a great place to start.

Lease Product Roundup

Allstate Dealer Services (ADS)

Allstate Dealer Services (ADS)
Tara Webb, National Sales Director & James Dean, Director Product Operations

How did you become involved in the Lease Return/Excess Wear & Tear category?

ADS launched the Excess Wear and Tear (EWT) program in July 2011, in response to the ADS Agent Advisory Council requesting a full suite of F&I products. Since the initial launch, the product was refreshed in July 2012, to simplify the offering to the consumer (i.e., one option for coverage that has a $0 deductible, coverage for tires, missing parts and electronics).

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American Auto Guardian Inc. (AAGI)

American Auto Guardian Inc. (AAGI)
Kristen Gruber, VP, Product Development

How did you become involved in the Lease Return/Excess Wear & Tear category?

AAGI was the first TPA to introduce an Excess Wear & Tear (EWT) product back in 1997. We wanted a product designed for lease customers, and there wasn’t much to offer at the time. The product was a natural fit because most customers are familiar with the excess wear and tear provision in their lease agreement, and they understand their accountability for damages at lease end. Customer satisfaction at lease termination is key to brand loyalty and Excess Wear & Tear is a great way to improve CSI and increase retention.

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Safe-Guard Products International

Safe-Guard Products International
Dave Duncan, President

How did you become involved in the Lease Return/Excess Wear & Tear category?

We recognize that products are sold three ways: cash, lease and finance. And there are different dynamics to leasing, such as shorter terms of ownership, and consumers who are looking for gas-and-go type options. We build products to help protect customers against cost of ownership, and for leases, that includes what happens at the end of the lease and what are they responsible for. It all started with asking ourselves, “What if we build a product that can protect consumers against excess wear and tear charges?”

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Safe-Guard Products International

Dave Duncan, President

How did you become involved in the Lease Return/Excess Wear & Tear category?
We recognize that products are sold three ways: cash, lease and finance. And there are different dynamics to leasing, such as shorter terms of ownership, and consumers who are looking for gas-and-go type options. We build products to help protect customers against cost of ownership, and for leases, that includes what happens at the end of the lease and what are they responsible for. It all started with asking ourselves, “What if we build a product that can protect consumers against excess wear and tear charges?”

What makes your product different from others on the market? How do you differentiate it?
The differences may be seemingly minor, but they are important. To start, our product covers lost items. We also cover up to $5,000 of excess wear and tear charges, where many others cover $2,500 or less, and we have a product that has zero deductible as an option, which most companies don’t offer.

Finally, we have a program that allows a customer to turn their vehicle in 12 months before or after the expiration date of lease. A lot of others are 90 days before or 90 days after; for some customers, it’s time to turn the car in, but they want to wait for next year model. A lot of finance companies will offer to extend the lease 6 months, so the customer does that, turns the car in, and discovers that excess wear and tear is not covered because it expired. These are options, but we make it available so customers can enhance their coverage.

For example, if I’m at a GM store, they have an aggressive pull-ahead program, to get people out of their leases earlier. They tell customers to come into the dealership and turn in the vehicle and they can put them in a new one for x-amount per month. If a dealer has this pull-ahead program, and sold a lease wear & tear product that only has a 90-day window, it won’t cover excess wear and tear charges so customers can’t take advantage of the offer. That dealer can choose to offer all lease customers the 12 month window, because they know in advance they want to get their customers out of the lease early.

The $5,000 benefit is also an advantage – if most dealers only have $2,500 max benefit, that’s a selling point for leasing with that dealer. And there are no piece-of-mind issues – we are owned by Goldman Sachs, and we have a process to help with claims, as well as a mobile technology solution. These are all benefits that add up to why choose Safe-Guard over someone else.

What is your primary sales channel? How do you market to that channel?
We have three sales channels, almost equal in size. One is the agent channel, which is very robust, and offers income development expertise others cannot. Second is direct to dealers, but only if they’re above a certain size – at least 20 rooftops in certain states. Third is our OEM channel. We provide the administrative services for lease wear and tear for a number of OEMs. And we have client services teams for each channel that support each of our partners on a day to day basis.

Safe-Guard has built our reputation and built our business on great customer service. When you deliver strong products with great service, people talk about it. And this is a small industry. The OEMs, agents and national dealers talk to each other. At the end of the day, our best source of referrals are our current customers – don’t ask Safe-Guard, ask our customers!

When I look at our ad budget, most of it goes to print or trade shows such as NADA, Agent Summit and Industry Summit . But when I think about how we market from a B to B perspective, a lot of it is just word of mouth. People in our industry talk to each other, ask about products, experiences and partners. I’m not bragging when I tell you we do 95 different OEM products for a dozen OEMs; if you take everyone else, it doesn’t add up to what we do. And we didn’t get that business with a fancy ad. It was really about our second OEM calling the first, and they said we were great, and then third called the first two, and so on – it was like a big snowball rolling down the hill. We will continue doing the things we’re doing to get these types of referrals and references.

How has technology impacted Lease Return/Excess Wear & Tear in the last year, if at all? Do you see it having an impact in the future? Why or why not?
There are differences in turn-in policy; for example, Mercedes-Benz has gone to an iPad turn in policy when you turn in your lease, but I don’t know that it’s affected the Lease Wear & Tear product. It does allow for a better customer experience at time of turn in, which is what we’re really striving for. Another benefit is that some product charges were integrated with OEM, so it’s a seamless transaction – customers don’t have to wait to get a bill and then we reimburse them – with some OEMs, it’s integrated, so they tell the customer that the charges would have been XYZ, but because you purchased the excess use program, those have been waived. No earth-shaking technology that’s changed our product though.

When you think through what’s in a car, and what you can get charged for, that has changed. Things like bi-xenon headlights or a radio and navigation system that could be $3,000-$5,000 to replace; if a customer turns in a car with a navigation system that’s not working and out of warranty, that’s a customer charge, and that’s expensive. So some of the tech embedded in cars today is very expensive, and on leases, dealers have to make sure everything is working and if not will charge the customer. Our program covers those items; it covers anything that’s an excess use charge with exception of mileage.

I definitely do think technology will impact us in the future, however. There are mobile apps we’re developing now that will allow for a lease excess wear and use claim to be submitted much faster. For example, sometimes inspection is required; we get a $4,000 claim, we want to send an inspector, and that can take days. But there can be a mobile app on an iPad or iPhone or Android device whereby which you can verify coverage, scan the VIN to populate the information, then say submit claim, take a few pictures of the damage and mileage, and submit it. In the remote instances that we ask for an inspector – which is less than 5% of the time – we can eliminate needing to have an inspector come out by use of a smart phone. We have those apps for tire and wheel and prepaid maintenance, and we are building them for other products, including excess wear and tear.

In your opinion, where is the greatest growth potential for the Lease Return/Excess Wear & Tear category?
We’ve doubled leasing in last few years; it’s up to 28% of transactions, and I don’t see that number doing anything except getting larger. When you think of some of the challenges of car sales in the future, one of them is that our youngest generations aren’t as excited about buying an automobile as past generations. They are either foregoing autos altogether, or keeping cars much longer. OEMs have the incentive to put more people in short-term leases to turn over customers into new vehicles in shorter timespans. So OEMs will continue to offer more incentives for customers to lease, and we as an F&I product company need to continue to build products specifically designed for leasing customers.

Is there anything you would like to add?
Most importantly, Safe-Guard has different products for different buyers. When we think about leasing from an F&I perspective, most leases are short term, and most autos come with 3-4 year factory warranties. So right away, it is extremely difficult for an F&I manager to sell extended vehicle service contracts (VSC) to lease customers. We see average penetration of VSCs on finance of more than 50%. That drops to under 10% on lease deals. So there is a significant amount of potential revenue now not available on lease customers. In addition, almost every captive finance company offers free GAP on a lease, which means the F&I manager doesn’t have ability to sell and profit from a GAP product, either. Take those two into question, and F&I manager is really at a disadvantage – they can’t sell their number one or two products. So we have to look at other products to offer to this lease customer to maintain same profit levels.

The concentration needs to be on other products like excess wear and tear, prepaid maintenance, tire and wheel and bundled products that have appearance protection, etc. in them. These are all products F&I managers can be focused on with lease customers sitting in front of them. There are certain perils of ownership, and F&I managers should offer products to help protect them. The perils aren’t the same for a lease customer, who won’t be out of warranty when they turn the car in so they don’t need a VSC, and the peril isn’t GAP, but they still have perils, such as if they hit a pothole, or when they turn it in and have $3,000 of excess wear, or get a door ding in the parking lot, or a rock hits the windshield, etc. These all apply to lease customers, and those are products a finance manager should be offering.

The dynamics of a lease customer are different, so F&I managers have got to be flexible and customize offerings to this customer. There are some manufacturers already at 50% or better lease penetration, and some parts of the country where penetrations are as high as 75-80%. So it is very possible it will be up to a 40% national average, I think as soon as in the next 2-3 years. I want Safe-Guard to be prepared it if happens, and be ahead of the curve.

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