MMG Magazine Jan-Feb 2016

Jan - Feb 2016

Leaders in the sale of quality Mopar Parts.

Sharing Information Through Mopar Masters Guild Leads to Business Success and Lifelong Friendships Wri en by Stacey Phillips (told by Mopar Masters Guild members)

In 1989, Chuck Hartle met Bart Cooper at a 20 group mee ng in Dallas, Texas. Over the next four years the two developed a great friendship that changed their lives as parts managers forever.

Also In This Issue Sharing Information Through MMG Leads to Business Sucess and Lifelong Friendships ............................. 1-5 NADA 2016 Itinerary .......................... 6-7 Never Attended a Mopar Masters Guild Meeting? .......................................... 8 Two Great Teams Supported by Two Great MMG Members ................... 9 Five Steps for Filtering Out Bad Customers! ..........................................10-11

During this me, the pair developed the idea of forming a Na onal Mopar Parts Managers Guild. In 1992, the tandem became a trio with the introduc on of Cy Yates. The three managers con nued to conceptualize the idea of developing a Na onal Parts Managers Guild. This was the beginning of the Mopar Masters Guild, as we know it today.

MMG Supporting Vendors .............12-13

In February of 1993, the first annual Mopar Masters Guild mee ng was held in New Orleans, Louisiana. The small group met in conjunc on with the Na onal Automobile Dealers Associa on (NADA) annual conven on. This tradi on s ll con nues today and gives managers a pla orm to tackle business challenges together as well as interact with Mopar.

Autobody News........................................20

Realizing how important guild, vendor and brand interac on is, the Mopar Masters Guild has expanded its communica on throughout the years. The Mopar Masters Guild Magazine, website, vendor mee ngs and Mopar events all contribute to the sharing of knowledge – knowledge that is beneficial to all Chrysler brand dealers.

CDK Global ........................................14-15 FenderBender/Ratchet+Wrench.........16 UPS .............................................................17 Reynolds & Reynolds........................18-19 Rousseau Storage.....................................21 “The View from My Office” ............25-26 Where Will You Be in 10 Years? ...27-29 The Lost Art of Apprenticeship....30-31 2016 MMG Committee..........................32

Since the first mee ng in 1993, the guild has been ac ve in the development of many factory programs. Members say that not a day goes by that a Chrysler brand dealership does not use a program that the guild has played a role in.

Continued on Page 2 The exchange of information by like size dealers in a non-competitive environment.

Mopar Masters Guild

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Over the past 24 years, some members have moved on to new adventures. Likewise, many Mopar employees have also come and gone. Members say the most important thing however, remains the concept started with the three guild founders – the concept of sharing informa on with others has made many members, be er managers and people. Today with the addi on of a forum available to all Chrysler brand dealership employees, the Mopar Masters Guild’s future connues to look bright. The guild is governed by its own bylaws established that same year and are led by elected officers serving two-year terms. The guild was founded on the principles of sharing ideas and best prac ces with like-size dealers in a non-compe ve environment. The ini al membership was invited from Chrysler’s Mopar Masters Club, which was a dealer group represen ng the top 100 distributors of Mopar parts in the country. The group has evolved into an established collec ve voice with Chrysler as well as a proven sounding board, helping vendors be er their product offering to the automo ve industry. From its incep on, MMG has funded its mee ngs, interac ons with vendors, the website and newsle er through suppor ng vendor’s membership dues. Today, Mopar Masters Guild’s mission statement is: The exchange of informa on by like-size dealers in a non-compe environment.

ve

Autobody News asked the following six MMG members about their experience with the guild over the years. Paul Allred, parts director for Stateline Chrysler Jeep Dodge Ram, in South Carolina. Allred has been part of the guild since 1992 a er hearing about a couple of parts managers forming the guild at NADA in New Orleans. A er being part of a local guild for many years he said, “I wanted to be exposed to these other larger dealers from across the country to learn how they conducted business.” Rick Cutaia, president of MMG and parts manager for Rick Hendrick Dodge Jeep Chrysler Ram, in South Carolina Cutaia said he joined the MMG in 2005 by mistake. “I had signed up for a Performance group and as it turns out it was the MMG mee ng that year in Orlando – best mistake I have ever made!” Susan McDaniel, secretary-treasurer for the MMG and parts director at Bill Luke Dealerships in Phoenix, Arizona McDaniel has been involved with the MMG since 2002. She said Gerry Oakes and Marvin Windham walked up to her and introduced themselves right away. “They already knew all about my dealership [Bill Luke] and made me feel very welcome as did all of the other members,” said McDaniel. “We always try to pay close a en on to the new members and make it a point to go up and talk with them so that they feel part of the group instantly. That is very important to us.” She said a lot of members have known each other for many years and speak to each other on a daily basis but they are always anxious to welcome new members. “Right before my predecessor re red he said to me, ‘make sure you get as involved with Mopar Masters as you can; you will learn so much and it will be well worth it. If you don’t do anything else, do this.’ He was right.” Gerry Oakes, parts director for Baxter Chrysler Dodge Jeep Ram, in Nebraska. Oakes is a charter member of the Mopar Masters Guild. When he received a call in 1992 from Chuck Hartle, who described his vision of the MMG, Oakes said he decided that it was a must to be involved. “Since 1993, I’ve been fortunate enough to be involved with this great group of parts managers,” he said.

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Continued from Page 2 Andy Reed, vice president of the MMG and parts director for Allen Samuels DCJ/Hyundai, in Waco, Texas Reed has been a member of the MMG for seven years as a parts director. His store has been a member since day one. “The reason that we con nue to be a part of the MMG is because the wealth of knowledge from the mee ngs is endless,” he said. Marvin Windham, parts director for Benchmark Chrysler Dodge Jeep Ram, in Birmingham, Alabama Windham’s first MMG mee ng was in 1998 a er being invited by another parts manager. “I had no idea of what to expect but was blown away at that first mee ng,” he said. “I’ve been fortunate to have not missed a mee ng since.” Autobody News asked these MMG members about the organiza on that has become so important to them over the years. Q: What are some of the long-term benefits that you have found from being part of the MMG? Allred: It has played a huge role in my success. I would say 80 percent of the way we conduct business goes back to some conversa on with our group. Probably the greatest reward has been the development of life me friends. Cutaia: Over the last 10 years, I have been able to learn so much from the experience of so many very talented people. I have been able to take my parts department to not just the next level but to the next stratosphere. Any me I had any ques on there was always someone willing to answer. McDaniel: Learning new ideas. We all pre y much have the same goals (to grow our business and prosper!) and the same problems even though each store is different. You can take away a li le something different from each individual. These conversa ons really get the ‘wheels’ spinning. I can guarantee you, you will go back to your store with a different mind-set, more posi ve than before, excited to take on new challenges and make the necessary changes to do so. Not to men on the rela onships you will build along with the support you will receive from your new friends. Oakes: The benefits are endless. A new member could a end our mee ng and not say one word and he/she would be able to walk away with ideas that would pay for the trip expenses tenfold. Of course, we want all members to par cipate and share their thoughts and ideas. Sharing our ideas is the cornerstone of the MMG. The MMG has really become a resource of knowledge for me over the past 23 years. Whenever I have a concern or an idea about my DMS, a business strategy, or my department employees, I always search out members of the guild for guidance. In every case, I receive their thoughts and ideas the same day. Reed: You have a large group of friends that don’t feel threatened to share ideas and sugges ons. All of the members are very knowledgeable and helpful! Windham: I credit most of my personal success to ideas, processes and a tudes that I picked up in my associa on with the MMG. It is one of the two most important decisions I’ve ever made in business. Q: What goals do you hope to accomplish in the future as part of the MMG? Allred: To con nue to discuss and overcome the challenges of our changing business! Cutaia: Having now served as president of the guild, I have accomplished most of my goals. Keeping the guild going for the next genera on of parts managers is something I hope we can keep moving forward and to keep making us all be er managers. Continued on Page 4

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Continued from Page 3 McDaniel: To create an even larger membership spectrum so that we can con nue to grow stronger as a team and help each other to grow our businesses based on the knowledge we all share through our conversa ons as a group. Also, to con nue to maintain our strong rela onship with Mopar so that together we can ALL make this happen. Oakes: Recently, I re red as parts director for my dealer group. However, I intend to do whatever possible to help the MMG con nue to grow. I want all qualifying parts managers to experience what has been available to me through the MMG since 1993. Reed: I hope to con nue to gain knowledge and grow our business. With the MMG, I am able to learn different processes that work at different dealerships and I am able to implement them in my store. Being ac ve in the MMG helps to keep us ac ve and not allow our business to grow stagnant. Windham: The business is changing rapidly and I believe only those that keep up and adapt will succeed. Our challenges are many but so are our opportuni es. I hope to conquer the challenges and take full benefit of the opportuni es with the help of my MMG associa on. Q: Is there anything else you would like to share about the MMG? Allred: It is the best thing I could have ever done for my career and personal life. Our group has become a fraternal organiza on that has much to offer anyone that will pursue and become ac ve in it. Cutaia: I can truly say that being a part of such a group of talented people who are willing to share has made me such a be er manager. I honestly believe I would not have been as successful of a manager had I not accidently joined this marvelous group that challenged me to become be er and think outside the box. I have also made some friendships that have become an important part of my life and I feel blessed to have met some not only very intelligent but also genuine people that I am proud to call my friends. McDaniel: Please join today, if you have not already. We welcome new members and new ideas. Each and every one of us who have con nued our membership throughout the years can honestly say that we would not be as successful and open-minded as we are today without our involvement in the Mopar Masters Guild. Oakes: Without a doubt the friendships that have been made through the MMG are priceless. My wife and I consider many among our closest friends. Reed: From the very beginning of my membership of the MMG all of the members welcomed me and embraced me. I have always felt comfortable talking and sharing ideas at the mee ngs and training classes. It really is a great group of people that are open to sharing and listening to new people and ideas. Windham: My wife and I have developed many lifelong friends with whom we will remain close, even when we get to that distant future with golf courses providing us with all our challenges. These people are an important part of our lives now and into the future. For more informa on about the Mopar Masters Guild and to join, contact Susan McDaniel (602) 336-1557; Rick Cutaia (843) 402-6782; Andy Reed (888) 250-1852; Paul Allred (803)578-8099; Marvin Windham (205) 458-4598; or Gerry Oakes (800) 642-1524. Chrysler, Dodge, Jeep, Ram, Mopar and SRT are registered trademarks of FCA US LLC. Reprinted with permission from Autobody News - www.autobodynews.com

Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

L to R: Laura Windham (Marvin Windham’s wife); Dan Hu on (Indianapolis, IN long- me member); Rick Monteiro (Escondido, CA long- me member); Alan Yancey (Lawrenceville, GA long- me member); JD Ipsen (Salt Lake City, Utah newer member), Paul Allred (Charlo e, North Carolina long- me member ); Susan McDaniel (Phoenix, AZ current Secretary/Treasurer); Rick Cutaia (Charleston, South Carolina current President); Marvin Windham (Birmingham, AL long- me member); and Blaine Turner at the NADA recep on in San Francisco, CA in 2015.

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NADA 2016 Itinerary (Tentative) It’s that me of the year again when the Mopar Masters Guild begins its prepara ons for our Annual Mee ngs at NADA 2016 which this year is being held in Las Vegas. You can register for NADA here. The Mopar Masters Guild will reimburse you for 50% of your NADA Registra on.

Our Hotel Choice this year will be Mandalay Bay The MMG has reserved a Room Block and you register using the following link: h ps://resweb.passkey.com/go/xmopar

The following is a tenta ve agenda - All mes subject to change All Mee ngs Will Be Held at Madalay Bay - Forunato Banquet Room Tuesday March 29th

12:00pm - 5:00pm Guild Business - Introduc ons - Commi ee Reports - Guild Nomina ons 6:00pm - 9:00pm Welcome Recep on for Guild Members & Guests Mandalay Bay - Shangri-La Room (Founda on Room) *Breakfast, Lunch & Snack will be provided

Wednesday March 30th 7:00am - 5:00pm Guild Business Con nues Vendor Presenta ons - Vendor Fair *Breakfast, Lunch & Snack will be provided Wednesday Evening - Explore Las Vegas

Thursday March 31st

7:00am - 4:30pm Guild Business Con nues - Elec on of Officers A ernoon Discussion with Execu ves from Mopar *Breakfast, Lunch & Snack will be provided

9:00am - 11:00am Breakfast for Wives, Significant Others & Guests Giada’s Vegas - Private Dining Room - Brunch/Breakfast Event Breakfast & Transpora on Provided to and From Giada’s Vegas MMG Cocktail Recep on for Members, Guests, Vendors & Mopar 1923 Bourbon & Burlesque Speakeasy @ Mandalay Bay “Join us for our annual Apprecia on Event with a “Gangtster” Theme Our Servers will be Dressed as Gangsters & Flappers (Google it!) (You may come dressed in themed a re but it is not required!) Continued on Page 7

Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts Continued from Page 6

Friday April 1st

Time TBD MMG Meets on the NADA Conven on Floor Transporta on Coordinated to Conven on Center from Madalay Bay Hotel

Saturday April 2nd

FCA Service & Parts Managers 20 Group Watch your email for Updates!

Sunday April 3rd

FCA Service & Parts Managers 20 Group Watch your email for Updates! Depart for Home

Updated i nerary will follow as needed! Please watch your email for more up-to-date informa on!

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Never Attended a Mopar Master’s Guild Meeting? The annual mee ng is of great value to every MMG member. Here are some of the benefits:

Presenta ons from top Mopar corporate managers

These are no-bull two-way informa on exchanges that allow you to plan for what’s coming during the year. You will also likely get a chance to talk informally with these same top managers at the opening recep on or another of the guild’s social func ons.

Presenta ons from the guild’s suppor ng vendors

All of the most important vendors to your dealership will have their top brass and technical gurus here to tell you what’s in the pipeline, including new products and so ware modifica ons.

Learn what the top Mopar dealership parts managers are doing

You’re one of the top, too, or you wouldn’t be a member! Come and share your experience.

Input to the annual Detroit mee ng with Mopar Execu ves

Want to put your two cents in? Members assemble a list of “Detroit issues” that the guild execu ve commi ee takes to Detroit for candid discussion. Mopar execs ask us our opinion of possible new programs and explain their business posi ons. These discussions have resulted in many posi ve changes for all dealers. They also give Mopar a be er understanding of our needs.

The NADA conven on floor alone is worth the trip! Mopar has a big exhibit with all the right people and info. Check out all the other vendor exhibits; maybe buy some new equipment for the store! NADA’s educa onal seminars are presented by the top names in all dealership areas and cover a wide variety of useful topics. You also receive a binder with notes from all sessions, including those you could not a end. The FCA Service & Parts Managers 20 Group held in conjunc on with the Guild mee ng earns you

training credits and lets you hear great ideas from managers not in your area. The Dealer Composite lets you compare your numbers to those of every dealer a ending. If you no ce another member’s number in a certain area (GP on re sales, stock order discount, etc.) is where you want your number to be, just make a note and ask him how he does it.

Wearables! Make room in your suitcase – you will receive stylish addi ons to your in-dealership wardrobe, each bearing the MMG logo.

Good food and friendship awaits. Most likely someone you already know will be a ending, and, with the wide variety of ac vi es available, it’s even more likely you will strike up a friendly rela onship with someone you meet. The guild has made it possible for all Mopar Masters to enjoy these benefits, which actually amount to a compe ve advantage for your business. What do you need to bring with you? Just a willingness to par cipate and share your knowledge and perspec ve. If you are a Mopar Master, you have something to offer the guild. Sometimes the simplest idea, the one you were even a little embarrassed to mention, is just what another member needed to hear.

Mopar Masters Guild Magazine

Leaders in the Sale of Quality Mopar Parts

Two Great College Teams Supported by Two Great MMG Members Face Off for College Football’s Biggest Prize! ALABAMA vs. CLEMSON As told and submi ed by Marvin Winham

Paul Allred and I made a pact early in the 2015 football season that if Alabama and Clemson were to meet in the playoffs, we would go to the game together. As everyone is aware, even the good teams require some lucky breaks to make it to those playoff games. Alabama got its unbelievably lucky break when Arkansas defeated Ole Miss (who beat Alabama earlier) in the most unlikely and unforge able 4th down and 25 yard play. New Year’s Eve, as Alabama was playing Michigan State for the chance to advance, I began booking airline ckets for Phoenix during the 4th quarter. Clemson had already taken care of Oklahoma earlier in the evening. A er we picked Paul and his son Davis up at the airport Sunday night, we went to meet Mark Skinner for dinner and spent a couple of hours catching up and talking about the hype. Several observa ons about the game:  The selec on commi ee absolutely got it right this year. Those were the two best teams in the country in my es ma on.  Clemson fans love their football! And I guess it’s a tribute to their Southern heritage, but all the fans I encountered were gracious and polite but avid fans. Even the loudmouths we parked next to (Alabama fans) never got disrespec ul that I saw or heard. At least 60% of the fans there were Clemson Orange based on ESPN’s es mate.  If you ever want to tailgate at a college game, you need to carry Davis or Paul Allred with you to buy supplies and groceries. Watching them pull together what we needed and then later realizing that we had everything we needed was pre y impressive. In conclusion, Laura and I enjoyed spending the day with Paul and Davis, and we obviously enjoyed the game. It was a hard fought game and a razor thin margin of victory but in the end I am proud to be a BAMA fan as we celebrate our 16th Na onal Championship! Don’t be surprised if we don’t see a rematch next year —I just hope the luck follows both teams! Roll Tide!

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Five Steps for Filtering Out Bad Customers How to build and maintain a database that only includes the customers who benefit your business BY ANNA ZECK When it comes to what he refers to as “bo om-feeder customers,” long me industry consultant and president of the Ins tute for Automo ve Business Excellence Cecil Bullard doesn’t mince words. “They will eat you alive,” he says. “They will eat your me, they will eat your profits and they will make it difficult for you to see the world clearly and take care of that client who is ready and willing to come in and pay you as much as you need to be paid.” If you’re spending that me with the bo om-feeder customers, Bullard says, you won’t have the me, the atten on or the proper a tude to deal with the people who are loyal, value-based customers willing to pay. “My thought process is that shops should be chasing away the bo om 5 to 10 percent of their customers every year,” he says. The way to do that is simple, Bullard says, and requires a combina on of raising your prices, crea ng more value in your business and marke ng your shop in a way that naturally eliminates bo om-feeder customers. Bullard and Ron Inchaus —owner of the $5.5-million-per-year Coast Motor Werk in Southern California, who has grown his business to four loca ons by ge ng rid of his bo om- er customers—explain the steps any shop can take to fire its worst customers.

STEP ONE: DEFINE YOUR ‘CARDBOARD CUTOUT’ CUSTOMER Before you can chase away your bad customers, you need to iden fy your best customers. Bullard calls this exercise crea ng your “cardboard cutout” customer. “What that is, is the client that I want to work with in my business that is going to come in here and pay me and allow me to be successful,” he says. “Every business owner should sit down annually and say, these are the kind of people that are going to make my business successful and this is who I’m going to market to.” When Inchaus took over an exis ng shop in 2005, it wasn’t the BMW-specialized, four-loca on business that Coast Motor Werk is today. Defining the cardboard cutout customer, he says, not only changed his philosophy on marke ng, it has also been instrumental in the growth of his business. “When you’re a shop owner, it sounds sort of alien to market to one individual person. It makes you think you’re going to alienate everyone else,” says Inchaus . “The reality is, you work smarter and not harder. You realize that the person you’re marke ng to is truly your clientele. That’s the person who is the easiest and most iden fiable when it comes to what you do.” Inchaus iden fied his ideal client by spending an a ernoon going through every lis ng in his database and classifying each as an A, B or C customer. “We started with, are all BMW owners good enough? Well, no, we don’t want the tuners, we don’t want the backyard mechanics, we don’t want the racers. We want the people who want to come in and get the service and repairs done,” he says. “Is Mr. Smith an A customer? He’s kind of tricky and problema c and doesn’t make his appointment. You realize pre y quickly that the A customers are the ones that fit your cardboard cutout.” If you don’t currently track your customers, Bullard says to start doing this now and evaluate as you go along. Continued on Page 11

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Continued from Page 10 Through the exercise, Inchaus started to no ce a trend and realized that his cardboard cutout was a wife who makes a lot of the buying decisions, drives a BMW 5-series, works part- me and has a couple of children.

STEP TWO: RAISE YOUR PRICES Most shops don’t charge enough, says Bullard, and it only takes raising your prices 10 percent for the bo omer customers to get the hint that your shop isn’t the place for them. “I can mathema cally show any shop in the world that I can chase away your bo om 10 percent of customers by raising your prices 10 percent,” he says. “You will come out ahead by six miles.” Take, for example, a shop that does $1 million in sales per year. If the bo om 10 percent of customers leave, Bullard says, that’s going to cut the shop’s sales to $900,000 (assuming the bo om 10 percent have equal average repair orders as the other 90 percent, which isn’t always the case). However, if prices are raised 10 percent at that point, the shop will do $990,000 in business with 10 percent less customers. “That $90,000 is going to drop straight to the bo om line in [gross] profit,” he says. “Even though we may need $10,000 of that to pay fixed expenses, I’m s ll going to make $80,000 more on 10 percent less customers.” In addi on, Bullard says not to be scared of raising your labor rate. In fact, he says it’s the simplest way to make more money. And, he guarantees there will be no discernable loss of clients. “If you ask any shop owner, they would tell that there’s no measurable loss of clients,” he says. “Maybe they lost one or two clients who were the cheap ones, but really, they couldn’t tell you which clients they lost. In every single instance, those businesses were more financially prosperous.”

STEP THREE: MARKET TO YOUR CARDBOARD CUTOUT A quick dis nc on between marke ng and adver sing: Marke ng is a big-picture item, Bullard notes, while adver sing is the specific ads you run to get the message across. “Marke ng is pricing, the way the shop looks, what we wear, how we talk to people, what we charge, how we pay our people,” he says. “Once we know the kind of clients that make us successful, our marke ng is designed to a ract that person.” This is when you need to be especially cognizant of the way your shop looks and how your staff interacts with and treats the customer. Raise your deliverable to provide complimentary loaners cars; a three-year, 36,000mile warranty; and complimentary car washes. The bo om line, he says, is that you need to show why your shop is worth the price, beyond just repairing the car properly. For Inchaus , he knew that he needed to make his shop an environment where women felt comfortable. He renovated his building with that in mind and included numerous touches, such as making sure the bathrooms are clean and stocked with hand lo on and diffusers. He added magazines in the lounge that are varied and current. The repair orders are wri en in a specific way now, and the service writers are trained to speak to the customers. The effect, Inchaus says, was that the non-cardboard cutout customers naturally started leaving on their own. “When we remodeled our customer lounge, we made it really nice. I could see the look on certain customers’ faces who weren’t our A customer. They would walk in and the first thing on their mind was, ‘This is going to be expensive,’ because they would take that impression of the customer lounge and apply that to the cost of the repair,” he says. “But when our cardboard cutout would walk in, they would say, ‘It smells so nice in here.’ Continued on Page 24

The exchange of information by like sized dealers in a non-competitive environment.

Our Supporting Vendors: Support those who support you.

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Mopar Masters Guild Magazine

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Our Supporting Vendors: Support those who support you. The exchange of information by like sized dealers in a non-competitive environment.

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Excellence Motors www.excellencemotors 4.7

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Mopar Masters Guild Magazine

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The exchange of information by like sized dealers in a non-competitive environment.

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Jan - Feb 2016

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Our average accessories sale is

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Mopar Masters Guild Magazine

Chris Cady Managing Partner Scott Clark Toyota Matthews, NC

Leaders in the Sale of Quality Mopar Parts

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Accessories

Made Easy

Experience Accessories 9 out of 10 drivers buy some kind of accessory and most do so within 90 days of the vehicle purchase. 75% of consumers prefer to buy those accessories at the dealership and 60% spend more than $1,500.1

Current Reality 0U [OL H]LYHNL NYVZZ WYVÄ [ VM H UL^ JHY ZHSL ^HZ HIV\[ Today, it is less than 4%2 7YVÄ [ WV[LU[PHS JVU[PU\LZ [V KLJSPUL THRPUN UV^ [OL [PTL MVY KLHSLYZOPWZ [V PTWSLTLU[ H UL^ WYVÄ [ center. Auto accessories is a $40 billion industry. Currently dealerships only represent about 5% of the market. Isn’t it time you grabbed a bigger piece of the pie?

Market Pressures 4VZ[ JVUZ\TLYZ HYL \UH^HYL KLHSLYZOPWZ ZLSS HJJLZZVYPLZ ZPUJL they are usually not presented at the time of vehicle purchase. Most WLVWSL KV UV[ L]LU RUV^ ^OH[ VW[PVUZ HYL H]HPSHISL MVY [OLPY ]LOPJSL Accessory manufacturers lack the ability or the market access to THRL JVUZ\TLYZ H^HYL 0UMVYTH[PVU ZOHYLK IL[^LLU Z\WWSPLYZ distributors, and dealers is minimal or non-existent leaving dealers

PU [OL KHYR VU ^OH[ [VVSZ HUK WYVJLZZLZ [OL` ULLK [V PUJVYWVYH[L accessories into their business. Yet, over 90% of drivers buy accessories for their vehicles, and most do so within 90 days. This three-month period is crucial and could mean 50% more WYVÄ [ for the parts department.

The Future of Accessories - AddOnAuto Dealerships using AddOnAuto are experiencing an average of $475 additional revenue per vehicle sale. AddOnAuto uses a ]PZ\HS JVUÄ N\YH[VY LUHISPUN J\Z[VTLYZ [V ]PY[\HSS` HKK VY YLTV]L HJJLZZVYPLZ HUK PUZ[HU[S` ]PL^ [OLT VU [OLPY ]LOPJSL 0U HKKP[PVU AddOnAuto connects dealers to a vast, constantly updated vendor KH[HIHZL VM HJJLZZVYPLZ NP]PUN [OLT [OL ZHSLZ WV^LY ^P[OV\[ [OL L_WLUZL (KK6U(\[V PZ [OL ^VYSK»Z Ä YZ[ KPNP[HS KLHSLY Z\WWSPLY UL[^VYR MVY YLHS [PTL JH[HSVN WYPJPUN HUK WYVK\J[ \WKH[LZ HSS VU one platform. Accessories are no longer an afterthought. They are an integral PUJVTL NLULYH[PUN I\ZPULZZ MVY [OL KLHSLYZOPW ^P[OV\[ JH\ZPUN the parts department any additional headaches of maintaining a physical inventory.

888.781.3020 | reyrey.com/addonauto www.reyrey.com

© 2016 The Reynolds and Reynolds Company. 1SEMA 2NADA. All rights reserved. Printed in the U.S.A. 1056957 2/16

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The exchange of information by like sized dealers in a non-competitive environment.

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Jan - Feb 2016 Doo Do or Handle Ac Acti tion Craash Front Left - Driver Sidee 05-10 Door Hand dle Mot o ive 4-piece Rocker Panel Acc c ent Trrim Kit it 300 0 Rad adiator Supp porrt Ac Action n Cra rash sh h Radi Ra diat ator o Sup uppo port rt 20009 20 2 08 Qua uarter Pan nel Acttion Crash h Front Left - Driver Sidee 01-077 Quarter Pane n l Fend der Action Cr C ash Fr Fron o t Righ ght - Pa Passsen enge gerr Si Side dee 111-14 Fe Fender e 13 20133 Door Hand dle l Action Crash Fr F ont Le L ft - Driver Side 05-10 Door Handle Motive 4-piece Rockeer Panel Ac A cent Trim m Ki Kit 30 3000 Ra Radi diat ator orr Suppor Su o t Accti tion o Crash Radiator Support 20 2009 2008 Quarter Panel Acti t on Craash Front Left - Driver Side 01-07 Quarter Panel Fender Acctiion Cra rash h Fro ontt Righ ghtt - Paass gh s en enger Siide d 111-144 Fende der 13 1 201 013 Door o Han ndle Ac Action Crash Front Left e - Driver Side 05-10 Door Handle Motive 4-piece Ro Rockerr Pan anel Accen entt Trim im Kit 300 Radiaato tor Support Action Crash Rad diator Supp p or o t 2009 2008 Quarrteer Panel Action Crash Front Left - Driiver Si S de 01-07 Qua u rter Panell Fen endeer Acti t on Crash Fro r ntt Rigght h - Passeng n er Side 11-144 Feender er 13 2013 Doo o r Handle Act c ion Cr Crash Front Left - Dr D iver Side 05-110 Door o Han ndl dlee Mo M tive v 4-p piece cee Rocker Panel Acc c ent Trim Kitt 300 Radiaato tor Supp p ort Acti tion n Crash h Rad adia iator Su Supp p or ort 20099 2008 Qu Quarter Pa P nel Action Crash Front Left - Dri r ver Si S de 01-077 Quarter Panel Fender Action Crash Front Righ ght - Paassen nge ger Sidee 111 144 Fender 133 201 0 3 Do Door o Handle Ac A tion n Crash Front n Left - Driver Side d 055 100 Doorr H ndle Motive 4-piecce Rocker Paneel Accent Trim Kitt 300 Rad Ha adiato torr Su Supp p or ortt Ac Action o Crash sh Rad adia iato tor Su S pport 2009 0 2008 Qu uarrteer Pane n l Ac Action Crash s Frontt Left - Driver Side 01-077 Quarter Paane n l Fe Fend der e Act c io ion n Cr C as a h Fr Fron o t Ri R gh ht - Pa Passen nge gerr Si Side de 111 14 Fen e de der 13 2013 Door Handle Accti tion on Crash s Fro r nt Left eft Driver Sid ide 05-10 Door Handle Mo M tiive 4-p pie i ce Roc ocke ker Pa Pane nell Ac Acce c nt Trim m Ki Kit 30 3000 Ra Radi diat a orr Sup uppo ortt Actio i n Crash h Radiator Sup pport 2009 2008 Qua u rterr Panel Actiion o Crash Front n Left - Driveer Sidee 01-07 07 Qua uart rter e Pan anel el Fen ende derr Ac Acti tion o Crash sh Fro ront nt Rig ight - Passenger Sid de 11-114 Fender 133 20013 Doorr Handlee A tion Crash Front Left Ac ft - Driiver Si Side de 055-10 10 Doo or Ha Hand ndle le Mot otiv ivee 44 pi piecce Ro Rock c er Pan nel Acc ccentt Tr Trim i Kitt 300 Radiato or Supp port Action Crash Radiator Su S p-port 2009 20008 Quaarter Pan nel Act ctio ion n Cr C as ash h Fr Fron nt Le Left ft - Dr Driv iver er Sid idee 01 01-0 -077 Qu Quar arte terr Pa Pane nel el Fe Fend nder e Acttio i n Cras ash Fr Front Right - Passen nger Side 11-14 Fenderr 1 2013 Door Handle Ac 13 Acti tion o Craash Fro ront Left - Dri rive verr Si Side de 055-10 10 Doo oorr Ha Hand ndlee Mot otiv ivee 44 pi p ec ece Ro Rock cker er Panel Acccen ent Tr T im m Kitt 3000 Radiatorr Supp p ort Ac A tion n Crash Raadiat ator or Sup ppo ort 200 0099 20 20008 Qua uart rter er Pan anel el Act ctio ion n Cr Cras ash h Fr Fron ontt Le Left ft - Dr Driv iver er Sid idee 01 01-0 -077 Qu Quar arte ter Pa Pane n l Fe Fend nder Action n Cras a h Fron nt Righ ght - Pa P ssengeer Side 111 14 Fen nde d r 13 201 0 3 Do Doorr Han andl d e Ac Acti tion on Cra rash h Fro ront nt Left - Dri rive verr Si Side de 055-10 10 Doo oorr Ha Hand ndle le Mot otiv ive 4-pi piec ecee Ro Rocker Pan a el Accent Tr T im Kit 300 Ra-diiator Sup uppo port rt Act ctio ion n Cr Cras ash Ra Radi diat ator or Sup uppo port rt 200 0099 20 2008 08 Qua uart rter er Pan anel el Act ctio ion n Cr Craash h Fr Fron ontt Le Left ft - Dr Driv iverr Sid idee 01 01-0 -077 Qu Quar arte t r Panel Fe F nder Action Cr C ash h F on Fr nt Ri Rightt - Pa Pass ssen enge gerr Si Side d 111 144 Fen ende derr 13 201 0133 Do Door or Han andl dlee Ac Acti tion on Cra rash sh Fro ront nt Left - Dri rive verr Si Side de 055 10 Door Ha Hand n lee Motivve 4-piece Rocker Panell Accent Trim m Ki K t 30 3 0 Ra Radi diat ator or Sup uppo port rt Act ctio ion n Cr Cras ash h Ra Radi diat ator or Sup uppo port rt 200 0099 20 2008 08 Qua uart rter er Pan anel el Act ctio ion n Cr Crash h Fr Fron o t Le Left - Dr Driv iver iv e Sid de 01-0 -077 Quarteer Panell Fender e Actio ion n Cr Cras a h Fr Fron ontt Ri Righ ghtt - Pa Pass ssen enge gerr Si Side de 111-14 14 Fen ende derr 13 201 0133 Do Door or Han andl dlee Ac Acttion on Cra rash sh Fro ront nt Left - Dri rive ver Side 05-10 Door Handle l Motivee 4-pi piec iece Ro Rock ckerr Pan anel el A ceent Trim Ki Ac K t 3000 R diat Ra atorr Sup uppo port rt Act on ti n Crash h Rad adia i torr Su upp p ort 20 2009 09 200 0088 Quarter Panel Action Qu n C ash Cr h Frontt Le Left ft - Dr Driv iver Sid i e 01-007 Qu uarte t r Panell Fe Fend nder er Act ctio ion n Crash Fr Frontt Right - Pa Pas-s ng se nger er Sid ide 11 11-1 -144 Fe Fend nder 13 2013 Doorr Ha Handlee A tion Ac tiion Craash Fro ront nt Leeft - Driverr Sid idee 05-100 D or Do o Han andl dlee Mo Moti tive ve 4-p -pie iece ce Roc o ke kerr Pa Pane nell Ac A ce cent nt Tri rim m Ki Kit 3000 Ra Radi diat ator or Sup uppo port rt Act c io ion n Cr Cras ash h Ra Radi d at di ator or Sup uppo port rt 200 0099 20 2008 08 Qua uart rterr Pan anel Action n Cr C ash h Fron Fr o t Le Left ft - Dr Driv iver er Sid idee 01 01-0 -077 Qu Quar arte terr Pa Pane nell Fe Fend nder er Acttio ion n Cr C as ash h Fron nt Righ Riightt - Pa P ss ssen enge gerr Si Side de 111-14 14 Fen ende d r 13 201 de 0133 Do Door or Han andl dlee Ac Acti tion o Cra r sh h Front n Left ft - Dr Driv iver er Sid idee 05 05-1 -100 Do Door or Han andl d e Mo dl Moti tive ve 4-p -pie iece ce Roc ocke kerr Pa Pane nel Ac A ce c nt n Tri rim m Ki Kitt 30 3000 Ra R di d at ator or Sup uppo port rt Act ctio ion n Cr Cras ash h Ra Radi diat ator or Sup uppo port rt 200 0 9 20 2008 08 Qua uarterr Pane Pa nell Ac Acti tion on Cra rash sh Fro ront nt Left - Dri rive verr Si Side d 01--07 Quart de rter er Pan nel Fen nde d r Ac A ti t on n Crash raash Fro ront ntt Rig i ht - Pas asse seng nger er Sid idee 11 11-1 -144 Fe Fend nder er 13 20 2013 13 Doo oorr Ha Handlee Acti Ac tion on Cra rash sh Fro ront nt Left - Dri rive ver Si Side de 055-10 10 Doo oorr Haand n lee Mottiv ive 44 pi piec ecce Ro Rock ckker Pan a ell Acc c en nt Tr Trim im Kit i 300 Rad a ia iato torr Su Supp ppor ortt Ac Acti tion o Cra on rash sh Rad adia iato torr Su S pport po rt 200 0099 20 2008 08 Qua uart rter er Pan anel el Act ctio ion n Cr C assh Fr Fron ont nt Leeft - Dr Driv iver Sid iv de 01 0 --007 Qu Q arte teer Pa P ne nell Fend nder Act nd ctio ion n Cr Cras ash h Fr Fron ontt Ri R gh ghtt - Pa Pass ssen enge gerr Si S de 11--14 Fende d r 13 201 0133 Do Door or Han andl dlee Ac Acti tiion Cra rash sh Fro ront n Left nt ft - Dri rive verr Si Side d 05de 5-10 1100 Doo oor Ha Hand n lee Mot nd o iv ivee 44 pi p ece Ro Rock ckker Pan anel el Acc ccen nt Tr Trim im Kit 300 Rad adia iato torr Su Supp ppor ortt Actiion n Cras Cr ash h Ra Radi diat ator or Sup uppo port r 200 rt 0099 20 2008 08 Qua uart r err Pan rt anel el Act ctio ion on Cr C as a h Fr Fron on nt Le Left ft - Dr D iv i er Sid id de 01 0 -007 Qu Q arrte terr Pa Pane nell Fe Fend nder er Act ctio ion n Crras ash h Fr Fron ontt Ri Righ ghtt - Pa Pass ssen engeer Side Si de 111-14 14 Fen ende derr 133 201 013 Do D or o Han andl dle Ac A tiion Crash sh Fro r ntt Left ft - Dri rive vveer Si Side d 055-10 5100 Doo oorr Ha Hand nd dle le Mot otiv ivee 44-pi p ecce Ro pi Rock cker er Pan anel el Acc ccen entt Tr Trim im Kit 300 Ra-diat di ator or Sup uppo port rt Act ctio ion n Crras ash h Ra Radi d at ator or Suppo up ppo port rt 200 0099 20 2008 08 Qua u rtter e Panel an nel Acttio on Cr C ash Fr Fron o t Le on Left ft - Dr Driv ivver Siid de 01 01-0 -077 Qu Quar arte teer Pa Pane nell Fe F nd nder er Act ctio on Cr Crash h Fron Fr ontt Riigh ghtt - Pa Pass ssen enge gerr Si Side de 111 14 Fen ende d r 13 20113 Do de Door or Han andl dle Ac A tion tiion Cra rash h Fron ro ont nt Left - Dri rive v r Si ve S de 055-10 100 Doo oorr Ha Hand ndle le Mot o ivve 44-pi piec ecee Ro Rock cker er Pan anel ell Acce Ac cent nt Tri rim m Ki Kitt 30 3000 Ra R di diat ator or Sup u po port rt Act ctio on Cr C assh Ra Radi diat diat a orr Sup ppo p rtt 2009 000 200088 Qua uart rter ter Pan neell Acttio ion n Cr Cras ash h Fr Fron ontt Le Left ft - Dr Driv iver er Sid idee 01 01-0 -077 Qu Quar arte terr Pa Pane nell F nd Fe nder er Act ctio ion n Cr Cras a h Fr as F on ontt Ri R gh g t - Pa Passsenge gerr Siidee 111 144 Fen ende derr 13 de 1 201 0 3 Do Door o Han ndl dlee Ac Action o Craash Fro on ro ontt Left - Dri rive verr Si Side de 055-10 10 Doo oorr Ha Hand ndle le Mot otiv i e 4-pi piec ecee Ro Rock cker er Pan anel el Acccen nt Tr Trim m Kit 300 00 Rad adia diato or Su S pp ppor ortt A or Acctiion n Craassh h Rad adia iato tor Su to Supp ppor pp port 20 2 09 0 2008 08 Qu Quar arrter teer Pa Pane nell Ac Acti tion on Cra rash sh Fro ront nt Left - Dri rive verr Si Side dee 01-0 01 -077 Qu Quar arte terr Pa P ne nell Feend nderr Act c io ion n Cras ash h Fr Fron ont nt Ri Righ gh ht - Pa Pass s en e ge g r Si S de de 11-14 1 Fen ende d r 13 de 1 201 0133 Do Doo or Han andl dle le Accti tion on Cra rash sh h Fro ront nt Left - Dri rive verr Si Side de 055-10 100 Door Do or Han andl dlee Mo Moti tive ve 4-p -pie iece ce Roccke kerr Paaneel Accceent n Tri rim m Ki Kit 30 3 0 Raadi diat ator at o Sup or ppo port rt Actio on Cr C as ash h Ra R d diiattor o Sup pp po ortt 200 0099 20008 Qua uart rter er Pan anel el Act ctio ion n Cr Cras ash h Fron Fr ontt Le Left ft - Dr Driv iver er Sid idee 01 01-0 -007 Quar Qu uar a teer Paane nell Fend n er Act nd ctio ion n Cr Cras assh Fr Fron o t Riigh on ghtt - Pa Passen en nge g r Si Side dee 111--14 14 Fen ende der 13 201 0133 Do oor Han andl dlee Ac Acti tion on Cra rash sh Fro ront nt Left ft - Dr Driv iver err Sid idee 05 05-1 -100 Do oor o Han andl dlle Mo Moti t ve 4-p pie iece c Roc ce o ke kerr Pa Panel neel Acce Accce c nt n Triim Kit 3000 Ra R diiat a or o Sup u po up port Actio cttion n Cr Cras ash h Ra Radi diiat ator orr Sup uppo p rt 200 po 0099 20 2008 08 Quart rter err Pane Pa nell Ac Acti tion on Cra rash sh Fro ront nt Left - Dri rive verr Si S de 011-07 07 Qua uart rtter Pan a el e Fen ende der Ac de Acti t on n Craash h Fro ront n Rigght nt ht - Pas a se s ng ngerr Sid de 111-1 -144 Fe F nd nder er 13 20 2013 13 Doo oorr Haand ndle lee Acti Ac tion on Cra rash sh Fro ront nt Left - Dri rive ver Si Side de 055 10 Door oo Ha Hand nd dlee Mot o iv ivee 4--pi piec ecce Ro Rock cker ck e Pan a eell Accen cccen ent nt Tr T im Kitt 300 Rad adia iato t r Su S pp p or ortt Ac A ti tion on Cra rash sh Rad adia iato torr Su Sup-port po rt 200 0099 20 2008 08 Qua uart rtter e Pan nel e Act ctio ion Cr Cras a h Fron ontt Le Left - Dr Driv i er er Sid ide 01 01-0 -007 Qu Quar arte ar ter er Pa P ne n l Feend derr Accttio on Cr Cras ash as h Frront ont Ri on Righ ghtt - Pa Pass ssen enge gerr Si Side de 111-14 14 Fen ende derr 13 20113 Do Door or Han andl dlee Ac Acti tio on Cra rash sh Fro r nt n Left e - Dri r ver Si Side dee 055 10 1 Doo o rH Haand ndle le Mottiv i e 44 pi piec ecce Ro ock cker Pan anel e Acccen entt Tr Trim im m Kit 300 Rad a ia i to torr Su Supp ppor ortt Ac Acti tion on n Cras Cr ash h Ra Radi diat ator or Sup uppo port rt 20009 20 2008 088 Qua uart r err Pan nel Act ction ion Cr C assh Fr F on nt Leeft - Drriv iver ver Sid de 01 0 -007 Qu Quaarte ter Pa ter Pane n l Fe ne Fend nderr Act ctiion ion Cr C as ash h Fr Fron ontt Ri Righ ghtt - Pa Pass ssen enge gerr Side Si de 111-14 14 Fen ende derr 13 201 0 3 Do D or Han andl dle Ac dl A ti t on Cra rash sh h Front ro ont nt Left - Driive verr Si Side de 055 10 1 Doo oor Ha Han ndlee Mot ndle o ivve 44-pi p ec pi e e Ro ocker ckkerr Pan nel Acccen entt Tr Trim im m Kit 300 Ra-diat di ator or Sup uppo port rt Act ctio ion n Cr Cras ash h Ra R di diat a or Sup at ppo ort r 200 0099 20 2008 088 Qua uart r err Pan rt nel e Act ctio ion n Cr C ash h Fr Fron o t Le L ft - Dr Driv iver iv er Sid de 01 01-0 -07 07 Q Qu uar arte terr Pa Pane nell Fe Fend nder er Act ctio ion n Cr Cras ash h Fron Fr ontt Ri Righ ghtt - Pa Pass ssen enge gerr Si Side de 111-14 14 Fen ende d r 133 201 0133 Do Door orr Han a dl dlee Ac Acti tion ti on n Cra r sh h Fro ont Left ft - Driiveer Side Siide 055-10 100 Doo oorr Ha H nd dle Mot otiv ivee 44-pi piec ecee Ro R ck cker er Pan anel el A ceent Ac n Tri rim m Ki Kitt 30 3000 Ra Radi diat ator o Sup or u po ort Act ctio on Cr Cras ash h Ra Radi diiat ator o Sup or uppo ortt 200 0099 20 2 088 Quaarter Pan nel e Act ctio i n Cr io C as ash h Fr Fron nt Le Left ft - Dr Driv iver er Sid idee 01 01-0 -077 Qu Quar arte terr Pa Pane nell Fend Fe nder er Act ctio ion n Cr C as ash h Fr Fron ontt Ri Righ g t - Pa gh Pass ssen ss enge gerr Si S de 111-14 1 Fen 14 ende nde derr 1133 201 0133 Do D or Handl an ndl d e Accti t on o Cra r sh h Fro ront nt Left ft - Driive verr Siide 055-10 10 Doo oorr Haand ndle le Mot otiv ivee 4 pi 4piec ecee Ro ock cker er Pan anel el Acc ccen entt Trrim Kit i 3000 Rad adia iato ia ato or Su Supp ppor orrt Ac Acti tion ti on Craassh h Rad adia diaato or SSu upp p or o t 2200099 200 008 Qu Quar arte ter Pa Pan ne Ac nel ne Acti tion o Cra on rash sh h Fro ront nt Left e - Dri rive verr Si S dee 01-0 01 -077 Qu Quar arte terr Pa Pane nell Fe Fend nd der Act ctio ion n Cr Cras ash h Fr Fron on nt Riigh ghtt - Pa P ss s en e geer Si S de de 111 144 Fen nde der er 13 201 013 Do D orr Han andl dlee Ac A ti tion on Craash h Front n Left - Dri nt rive v r Si ve Side de 055 100

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Leaders in the Sale of Quality Mopar Parts

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Door Handl Door d e Ac A tion on Crash h Fro ront Left ft - Driver Side 055 10 Door Hand n le Motive 4-piece Rocker Panel Accen nt Trim Kit 300 00 Radiaator Supp ppor o t Ac Acti tion on Cra rash sh Radi Ra diattor o Sup uppo ort 2009 20 2 08 Quaart rter Pan a el Action Crash Front Left - Driver Side 0011-07 Qu Q arter Panel Fender Action Cras a h Frron nt Riigh ght - Passen enge gerr Si Side de 111-114 Fe F nderr 13 2013 1 Door Handle Actio i n Cr C ash Frront Left - Dr D iver Side 05-10 Doorr Han a dle Motive ve 4-piece Rockeer Pa Paneel Acce cent Trim Ki Kit 30 3000 Ra Radi diat atorr Su upp porrt Ac Action o Crash h Radia iato t r Supp port 2009 2008 Quarter Paneel Acction Crash h Front Left eft - Driver Side 01-07 Qua u rter Panel Fendeer Action Crash h Fro ront nt R gh Ri ht - Pa P ssen enger Side 11-14 14 Fende deer 13 2013 Door Handlee Acction o Crash Front Left - Driver Siide 05-10 Door Ha H ndle Motive 44 pi p ece Ro ockerr Panel e Acccent n Tri r m Ki K t 3000 Radi diat a or Support Acttio i n Crash Ra R diat ator Support 200 0 9 2008 Quarterr Pan nel Actio on Crash Front Leeft - Driver Sidee 01-0 011 07 Qu Quarter Panel Fender Act c ion n Crash Front Ri R ght - Pa Passenge g r Si S de 11-14 Fen e derr 133 20133 Door Han ndl dle A Acction o Crash Front Left ft - Driver Siide 05-10 Door Handle Mot otiv ivee 4-pi p ec e e Ro ocker Panell Accentt Tr T im Kit 300 Radiaator Supp p ort Action Cra r sh Rad adiaato tor Supp por o t 20 2 09 200 0 8 Qu Q arter Pa Panell Action on Crash Fro r nt Left - Driver Sidee 011-077 Quarter Panel Fender A tiion Crash Fro Ac r nt Rigght h - Pass nger Side 11-14 Fender 13 se 2013 Doo or Handle Actio on Crash Front Left - Driver e Side 05-10 Door Han a dlle Moti t ve 4-piece Rock cker Pan nel Accent Trim m Kitt 300 Radiaator Supp pport Action Crash Radiato tor Supp porrt 20099 2008 Quarter Panel Action Craash Front Left ft - Dri rive v r Side 01-077 Quarter Panel FendSi e Action Crassh Front Ri er R ght - Pa Pass s en e ger Si S de 11-14 Fender 13 20133 Door Handlle Ac Acti tion on Crrassh Fr F on nt Left - Driver Sid i e 05-10 Door Handl d e Mo M ti t ve 4 piecee Ro 4Rocker Panel Accen e t Trim Kit 300 00 Rad adiatorr Su Supp ppor ortt Action Cra r sh Radiator Supp port 2009 20008 Qu Q arrte terr Pa Panell Ac Ation ti o Cra r sh Fro r nt Left - Driver Side 011 07 0 Quaart rterr Pan anel el Fen nderr Action ctt C ash Front Ri Cr R gh g t - Passen e ge ger Si Side de 111-14 1 Fen ende derr 13 20113 Do D or Handlee Action Crassh Fron nt Le Left ft - Dr Driv iver er Sid idee 055-10 Doorr Han ndle Mo otive 4-piece Ro Rockker Pan anell Acc ccen entt Trim Tr im Kit 300 Radiatorr Su upportt A tion Cra Ac rash s Rad adia iato t r Su Supp ppor ortt 2009 20 0 20008 Qu Quar arte t r Panel Ac Actiion o Crash h Fro ont Left - Dri rive verr Side Si de 011-07 07 Qua u rter Panel el Fende Action Cr er Cras a h Fr Fron ontt Ri Righ ghtt - Pa Passsen e ge ger Side de 111 14 Fende d r 1 20133 Do 13 D or Han andl dlee Ac Acti tion on Cras Cr ash h Fr Fron nt Le L ft - Driver Side 05-100 Do 05 Door or Han andl dlee Mo Moti tive ve 4-pi 4piec ece Ro R ckkerr Pan a el Acc ccen e t Trim i Kit i 300 Rad adia iato torr Su S pp ppor ortt Acti Ac tio on Crash sh Rad a iato tor Su S pp p orrt 2009 20 09 200 0088 Qu Quar arte terr Paane n l Ac Ac-tion ti on Cra rash sh Fro ront nt Left ft - Drive v r Sidee 011-07 07 Qua uart rter er Pan anel el Fen end der Act ctio ion n Cr Cras a h Fr F ont Ri R gh ghtt - Pa Pass s en enge gerr Si Side de 111-14 14 Fen ende derr 13 201 0 3 Do Door or Handl dlee Ac A tiion Crassh Fr Cr Fron ontt Le Left ft - Dr Driv iver er Sid idee 05-1 05 -100 Do Door or Han andl dlee Mo Moti tivee 4-pi 4piec ecee Ro Rock cker er Pan anel el Acc ccen entt Trim Tr im Kit 300 Rad adiato torr Su Supp p or pp ot Acti Ac t on Cra rash sh Rad adia iato to or Su Supp ppor ortt 2009 20 09 200 0088 Qu Quar arte terr Pa Pane nell Ac Ation ti on Cra rash sh Fro ront nt Left - Dri rive verr Side Si de 011-07 07 Qua uart rter er Pan anel el Fen end der Act ctio ion n Cr Cras ash h Fr Fron ontt Ri Righ g t gh - Pa Pass ssen enge gerr Si Side de 111-14 14 Fen ende der 13 201 0133 Do Door or Han andl dlee Ac Acti tion on Cras Cr ash h Fr Fron ontt Le Left ft - Dr Driv iver Sid ide 055-1 -100 Do Door or Han andl dlle Mo M ti tive ve 4-pi 4piec ecce Ro Rock cker er Pan anel el Acccen entt Trim Tr im Kit 300 Rad adia iato torr Su Supp ppor ortt Acti Ac tion on Cra rash sh Rad adia iato torr Su Supp pporrt 2009 20 09 200 0088 Qu Quar arte terr Pa P neel Ac Ac-tion ti on Cra rash sh Fro ront nt Left - Dri rive verr Sd Si dee 011-07 07 Quaart rter er Pan a el Fen end der Act ctio ion n Cr Cras ash h Fr Fron ontt Ri Righ g t gh - Pa Pass ssen enge gerr Si Side de 111-144 Fen ende derr 13 201 0133 Do Door or Han andl dlee Ac Acti tion on Cras Cr ash h Fr Fron ontt Le Left ft - Dr D ivver e Sid de 05-110 Do 05 oor Han andl dlee Mo Moti tive 4 pi 4piec ecee Ro Rock cker er Pan nel Acc ccen e t Trim Tr im Kit 300 Rad adia iato torr Su Supp p or pp ortt Acti Ac tion on Cra rash sh Rad adia iato torr Su S pp ppor ortt 2009 20 09 200 0088 Qu Quar arte terr Pa Pane nell Ac Action ti on Cra rash sh Fro ront nt Left - Dri rive veer Side Si de 011-07 077 Qua u rt rter er Pan anel el Fen enderr Act ctio ion n Cr Cras ash h Fr Fron ontt Ri R gh ghtt - Pa Pass ssen enge gerr Si Side d 11de 1-14 14 Fen ende derr de 13 201 0133 Do D or Han andl dlle Ac A tiion o Cras Cr ash h Fr Fron ontt Leeft - Dr Driv iver er Sid de 05-110 Do 05 Door or Han andl dlee Mo Moti tiive 4 pi 4piec ecee Ro Rock cker er Pan a el Acc ccen entt Trim Tr im Kit 300 Rad adia iato torr Su Supp ppor ortt Acti Ac tion o Cra on rash s Rad sh adia iato torr Su Supp ppor ortt 2009 20 09 200 0088 Qu Quar arte terr Pa Pane nell Ac Action ti on Cra on rash sh Fro ront nt Left - 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Continued from Page 11 Having the things that really meant something to the customer were the kind of thing that really reaffirmed the cardboard cutout staying and the not-so-cardboard cutout leaving.”

STEP FOUR: ADVERTISE WITHOUT GIVING AWAY YOUR SERVICES Bullard frequently cites an industry sta s c that 18 percent of your shop’s clients are going to leave every year. One percent may pass away, another percent will move, but of that 18 percent, he says more than half will leave your shop because of indifference. “In other words, the customer wasn’t treated as if they were important,” he says. “Now that you know that, I need a marke ng plan that’s going to give me those new customers. We’ve got our cardboard cutout, we’ve determined who we want. We’ve gone out and we’ve done just about everything we can to figure out where those people are and what will a ract them.” The biggest mistake for adver sing to new customers? Offering discounts. It’s a one-way cket to a rac ng the cheap, disloyal customers you’re trying to chase away, Bullard says. “If you’re running a discount model, you’re going to spend a lot of money adver sing to bring new customers in every day because the customers that are coming in are only coming in for the discount. You’re going to con nually spend that money and they’re not loyal,” he says. “You may find a loyal customer, but that’s going to be the excep on, not the rule.” For Inchaus , adver sing to new clients means online sites like Angie’s List or accumula ng Google reviews, as well as adver sing in magazines that the cardboard cutout might read. Bullard recommends reevalua ng your marke ng plan quarterly, looking at the numbers to determine who came from what sources, what they spent and the ROI. If something isn’t working, consider whether it’s the ad or the loca on of the ad, and adjust accordingly.

STEP FIVE: TELL BAD CUSTOMERS TO LEAVE Chances are, steps one through four will be enough to chase away the bo om- er customers naturally. But if not, Bullard says you might need to be more explicit. “The third me they come in and they won’t let me fix something and they’ve already had some other guy fix it, I need to tell them, ‘Hey wait a minute,’” he says. “I need to teach my people to be verbally able to tell them, ‘This is not how it works here. And frankly, if you’re going to come in for the discount oil change, then you need to allow me to fix your car or you need to go to whoever you’ve allowed to fix your car and let them do your oil changes, too.’” This should be done in a polite way, of course, and Bullard says that you should include a recommenda on for a shop in town that is less expensive. Be prepared to respond to a poten al nega ve online review, he says, but don’t get defensive. “I need to constantly be thinking of my best customers and not my worst customers,” he says. “When I determine that you’re a cheap person and you want everything done cheap, I’m going to send you to that guy. Why would I bring you into my business, which isn’t the cheapest but is going to be the best, and argue over price when I could send you down to Joe’s Garage down the street who’s really cheap and willing to give his stuff away?” Source: www.ratchetandwrench.com - Wri en by Anna Zeck

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Happy New Year! I hope all of you had the opportunity to spend me with family and friends over the holidays and will spend this new year doing what it is that makes you happy! A er over 20 years of spending a week in January or February with our Mopar friends, it was very strange this year not having plans. But March will be here before you know it and we will be seeing each other in Las Vegas baby! I don’t know about any of you but I am already ge ng excited about NADA being back in New Orleans in 2017! My favorite city to visit and explore. The holidays at Jack Powell Chrysler Jeep Dodge are always an exci ng me. I just love seeing the dealership all decorated and shining like the star it is. It all starts at Thanksgiving when the Powells hand out turkeys to all the employees. Turkey day is always a good day, everyone is happy and smiling more. Our Service Director Gary Block takes home any le over turkeys, usually between 8 to 12, and keeps them in his freezer ll December when he cooks them all up and brings them to our annual Dealership Banquet! Gary and his wife Lindsey deserve major kudos for cooking and cu ng up all those turkeys! Plus somehow he s ll found me to cook up a batch of his famous homemade Gumbo and rice! Yum! On banquet day tables are set up in the show room with tables also set up for the food, drinks, and of course dessert. Everything is set up and decorated so nice. Its a chance for employees to bring in a favorite dish to share. It’s always fun to try different family recipes. Jason Powell gets up and recognizes the employees and their hard work, he talks about each department and their accomplishments, then he will usually give us some info on the auto industry and what the future looks like for us, Then Jasmine Powell draws names out of the hat and hands out prizes. The prizes range from Starbucks gi cards all the way up to TVs and GoPro cameras! It is a fun lunch, si ng with different people then just the people you work with in your own department. The dealership owners si ng with us and talking to us about our families or a recent vaca on. Everyone just being happy and enjoying each others company. That is what the holidays are all about a er all. And with the business of our days it is nice to take a break and relax even if just for an hour. Things in the Parts department have been a li le crazy! At the end of the year one of our long me wholesale advisors and Mopar enthusiast Chuck Fenley re red. So star ng the new year and not seeing him in his chair every day has been really strange. Then at the end of January another long me advisor Manny also re red! Manny worked our back counter and serviced the mechanics. Both are missed by workers and customers alike. But this also opened doors for some of our other employees! So we have people in training and it is always exci ng to be learning new du es and though it is me consuming and adjustments have to be made, it is the passing of the torch to the next genera on of advisors and Mopar enthusiast! Continued on Page 26

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Continued from Page 25 In this issue I would like to introduce you to our Service Department. Our Service Director, Gary Block, has really brought our Service Department to the next level these last few years. He has been working hard and it is paying off. We are the “Go To” Dealer in San Diego County. So when no other dealer can fix a customer’s car, the factory reps send them to us. We are in the high 90s at FFV - Fixed First Visit. We were one of the pilot dealers for Quick Service. Gaty saw what was coming and made sure we were prepared. We are one of the leaders in the Quick Service program. We are an early adopter of the CTP - Customer Transporta on Program. It is off to a great start and our customers are happy with the ease and convenience of being able to get a rental car right here and now if needed. Working together with the parts department is key to success. We are the only dealer in town that has a driver from the parts department that drives to the Mopar Depot every day to pick up parts that we do not have in stock, helping the mechanics fix a customer’s car the same day. Customer service is number one. It’s what we all strive for. I could go on and on with facts and numbers but there is more than that to our service department. It’s a place of second chances, everyone has a past but your past does not define your future. People who have paid their dues and are willing to work hard and be willing to learn are given a chance to change their lives. We have many success stories. Some are s ll here others have moved on in a more posi ve direc on. We have many employees that have spent their whole career here at JPCJD. Gary himself started off as a mechanic over 35 years ago! He moved into the Service Manager spot 10 years ago. Many of you know Gary. He has a ended many of the Mopar Masters mee ngs these last few years. His only wish is that more service managers would a end. He believes that it would greatly benefit the rela onships between parts and service. How can you not learn when stuck in a room with the Best of the Best! When parts and service work together instead of against each other great things happen. Gary is also dedicated to growing his mechanics, giving people a chance to be er themselves with schooling and support. We have many front line mechanics that started out as lube techs. I would like to recognize a few of our service department employees. John Depauw 45 years - spent most of these years turning wrenches as one of our most knowledgeable mechanics. He could fix anything! He is now a manager/shop foreman. Ray Neighbors over 35 years, Dave Widner over 30 years, Garre Fish over 30 years. These are just a few that have been here the longest, but we have others that have been here for 10 years or more. This gives our new learners many mentors to look up to and to learn from. For these reasons and many more I would like to say that I am proud of our service department and their accomplishments. If you are ever in our area please stop by and say hello! With the new year I am looking forward to con nuing to write about the View From My Office. See you all in Vegas!!

Kat Mopar Masters Guild Magazine

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Where Will You Be In 10 Years? People that know me, know that I am about the most posi ve person they ever met. Throw me a curve ball and I’ll reach out and hit it. Dump some bad stuff on me and I’ll figure out a way to make the bad stuff good. Jump up with a surprise and I will tell you that I actually liked it and appreciated the reality check – that I was ge ng a li le too complacent and probably needed the wakeup call. I believe, turning nega ves into posi ves makes us stronger. And I know a lot of you are like me – you love the challenges the car business brings to the table every day. With that said, the challenge I put before you today is an important one – in fact, probably the most important one you will ever take on. The challenge I am talking about is to really do some serious thinking about how the market has changed, what the compe on is doing, what you are doing and what you need to do to keep up, keep customers and keep growing. This challenge has always been there, but it is o en overlooked and not talked about because in our business we some mes get so wrapped up in the day to day stuff that we forget to look out into the future – to see where we are going. Kind of like driving down the road in a car with the door open looking straight down at the road – and not in front of us. That li le exercise will most o en end up in a crash – and if we don’t open our eyes and look out through the windshield and over the hood, we will all crash too. You could say that this challenge is nega ve – and it could be if you let it – but as I said earlier – challenges make us stronger and give us the chance to turn nega ves into posi ves. We have to realize that our market is changing at an alarming pace and that we need to change with it or we will get passed by and eventually fade out.

CHALLENGE 1: Cars today need less maintenance. We used to have to change oil every 3,000 miles, spark plugs every 12,000 miles and coolant every 24,000 – but today we all know those and many other maintenance services are stretched beyond belief and that means less service revenue. It also means less service visits and that means less of a chance to start and build a rela onship with service customers. It’s hard to really grow a rela onship when you only meet face to face once or twice a year and everyone knows that long distance rela onships o en fail. And when we talk about maintenance, we have to realize that the future includes the electric and hybrid vehicles on the horizon that have less moving parts, no oil change requirements, no other fluid services to speak of and other than servicing ba eries (at who knows what intervals) will require almost no maintenance at all except maybe re rota ons, but how long before they figure out how to avoid that with different rubber compounds. Let’s face it guys – we live in a fast-paced world that wants everything to be as maintenance free as possible – and they have just about done it with cars.

CHALLENGE 2: Cars don’t break as often as they used to. It’s true when you think about the past. Remember when you had to have your muffler and exhaust system replaced about every 2 years because they rusted out. Remember when water pumps and alternators went bad – or when front end parts got worn out. And remember when brakes went about 20,000 miles before having to be replaced – and when the old wheel cylinders would leak and have to be replaced or repaired with new boots. Remember when CV boots cracked, valve covers leaked, AC compressors failed and carburetors had to be overhauled to get rid of the gummed up gasoline residue? Ah, the good old days of service – that are gone forever. Today, cars s ll break but not as o en thanks to be er engineering and technology – but it put a dent in the service business big me. Continued from Page 28

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Continued from Page 27 Now we have check engine lights that come on when parts fail, that set codes and sensors and computers have to be replaced – but these solid state parts are much more reliable than the old mechanical parts of the past.

CHALLENGE 3: Dealerships are not competitive or convenient for service. At least consumers are keeping cars longer and longer and eventually they do need maintenance and repairs – but most drivers of cars over a year old don’t even consider dealership service departments for service for several reasons. The first thing they tell us is that we are not compe ve enough – they believe and have had the percepon forever that dealer service is over priced. It doesn’t ma er if you are more expensive or not – if they think you are, then you are. Percep on is reality. They also tell us that dealer service departments are just not as convenient as the compe on. We aren’t open nights and weekends and we aren’t open when they need us. They also note that since dealerships started moving out to the interstate to a ract new car buyers – they also alienated service customers. Most locals (the real service customers) don’t like to get on the interstate and make a trip or go out of their way to go to a dealer that’s located off exit 21. They end up going to the more compe ve, more convenient franchised chains that are located near where they live, work or shop. Think about that for a minute – it makes sense.

CHALLENGE 4: Dealer service customers are turning grey. The number of consumers that follow their owners manual, trust a certain service advisor with their credit card and do whatever they are told are going away. We live in a much more technical, informed world than we used to. Today’s service buyers shop the internet for service and like choices when it comes to brands, warran es and incen ves that stores offer to reward them for their loyalty. They have grown up in a “walmart world” that gave them all of the products they wanted in one place at low prices – and they apply that same approach to auto service. The X and Y genera on is here folks, and we need to cater to them and change our image if we expect to survive and thrive in the future.

THE FIX: DO WHAT THE FRANCHISED CHAINS DID The auto service business in our country is s ll an awesome $215 Billion industry. Consumers are keeping their cars longer than ever before and they eventually break and need serviced and that is good news for us. But, the compeon for these valuable customers has never been stronger. Franchised chains are quickly “ge ng in and growing in” the business and they are smart and well financed and they adver se like crazy. They are most o en located near malls or other high traffic areas and they are very compe ve. They are a serious threat and they are strong – but the one thing they really have on us, in my opinion, can be overcome. They listen to consumers and they act. I have to say that again, they listen to consumers and they act. We, in the dealership service business are notoriously guilty of not listening and not ac ng. We just keep on doing what we always did, expec ng to get what we always got – and guys, it just doesn’t work like that anymore. Here are some sugges ons to salvage and grow our service business – and I will tell you some are radical, some are expensive and some are down right not fun to think about – but we have to get in or we will be put out. First, you have to get more convenient – really convenient. Franchised chains figured this out a long me ago. They become a part of a des na on while we try to be a des na on. Let me explain – there are only 3 reasons for people to go to a dealership: to buy a car, to fix a car, to buy a part.

Continued on Page 29

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Continued from Page 28 Franchised auto service chains, at least the smart ones, are located across the street from Walmart, or next to a shopping center or mall; they become a part of the des na on and that folks, makes it a lot easier to a ract customers. People go there to get their hair done, to buy groceries, to shop for clothes, to eat or to go to a movie. They have a lot more than 3 reasons to come there. They pay more for the property, but they save a ton in adversing. So be near shopping centers and high traffic areas if you can and if you can’t move, build shopping areas or personal service areas around or in your store. Put a hair salon, nail shop, restaurants or other traffic builders near your store: build it and rent them out and reap off the traffic. Give customers more than 3 reasons to come to your store. And make sure it is easy to get in and out of your store – make sure there is ample parking. Be open nights and weekends – and adver se the day lights out of it. Don’t be the best kept secret in town. And how about this - put satellite service centers in bedroom communi es – I know, the factory won’t let you do that now, but if you lobby enough for it and show them a business model that works you can get this through – I know you can. Have really, really nice wai ng areas, super clean restrooms and have free wi-fi and i-pads to loan out. Play into the X and Y genera on – have a friggin’ theater or arcade in your store if you have to – you have to remember, you have to give consumers some real reasons to visit your store – give them something to brag about! Next, you have to get more compe ve – and not just on oil changes. You have to get more compe ve on all of the services that consumers can shop. I’m not saying give the store away – I’m just saying get more price compe ve on oil changes, rota ons, alignments, check engine lights, res...all of those things that customers can easily shop and already have an idea of what a good deal is. Prove you are priced right and make sure you fix the car right the first me. And last, I believe you have to be more a en ve and friendly. Nobody wants to do business with people that don’t act like they want to do business. You are the Ritz Carlton of the car business – so don’t act like Motel 6. Make sure your people are excep onal customer service team members that greet customers with enthusiasm and energy. Make sure they answer the phone, give shoppers reasons to visit and make sure they always ask when the customer would like to bring the car in. Adver se that you don’t require an appointment but you would be happy to make one if they want. We have to start seriously giving customers more reasons to want to visit our stores. So what does the future hold for the auto service industry and your dealership? Where will you be in 5, 10 or 20 years? Well the answer I think is up to you. Are you willing to engage and go a er more customers? Are you willing to invest in your service business? Are you willing to go to bat and fight for what you believe in and need to survive? Are you willing to think like a customer and listen and act on what you hear? Are you serious about your future? As a side note to the Mopar Masters Guild, let me know if any of you want to learn how our mul -media marke ng programs can recapture lost customers, a ract brand new customers they could never reach before and keep them from ever going anywhere else. It only takes 15 minutes and we can do it on the phone or online! Sincerely, Randy Johnson - Rjohnson@carpeoplemarke ng.com Randy Johnson is the Founder and President of Car People Marketing

386.846.2430

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The Lost Art of Apprenticeship: A Few Tips for a Resurging Practice By Jared Brox on January 4, 2016 in Execu ve Insights, Teamwork and Communica on According to a 2012 study by the McKinsey Global Ins tute, a management consul ng firm, we may face a shortage of about 40 million high-skilled workers and 45 million medium-skilled workers by 2020. At the same me, analysts predict that there will be a surplus of 95 million workers who do not have the training to fill most vacant jobs. It’s a bleak assessment of the ever-widening skills gap in today’s workforce. Business leaders are scrambling to find solu ons to address the skilled worker shor all and secure the top talent needed to ensure the future success of their companies. Bridging the Skills Gap In light of the current situa on, one long-held prac ce of building the next genera on of skilled workers has seen resurgence in recent years. Appren ceship has a long history, with roots going back to the Middle Ages and earlier. Cra smen o en employed young people as laborers who, in addi on to living arrangements, received training in their cra . Starting as young as 10, appren ces would live with their master cra smen teachers for years, learning their trade and honing their skills before eventually striking out on their own, and con nuing the cycle by taking on an appren ce of their own. Today, driven by factors like the skills gap, the rising cost of higher educa on, and an increased emphasis placed on STEM educa on in schools, many young workers are finding appren ceships to be an aordable and rewarding path toward meaningful careers. Developing appren ceship programs makes great business sense. Instead of spending me wading through the talent pool looking for workers who already have the skills you need, it may make more sense to find people who are less qualified, but willing to learn. So, what makes a good appren ceship? Just as all businesses have their own individual characteris cs, no two appren ceships will be exactly alike. However, there are some broader core concepts and prac ces that will help set the stage for success. 1. Set expecta ons Before taking on an appren ce, you must first and foremost set expecta ons. From outlining the training you will provide to se ng a framework for what you expect from your appren ce and establishing milestones, both master and appren ce have to be prepared to make a commitment to each other. Continued on Page 31

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Continued from Page 30 2. Lead by example Anyone who’s been in a profession long enough has undoubtedly picked up a few shortcuts along the way. However, in an appren ceship, it’s important to stay away from “do as I say, not as I do.” It’s hard to know where you’re going if you don’t know where you’ve been. Being me culous about the process, every step of the way, builds greater understanding and respect for the cra and helps develop a more well-rounded appren ce who will be more capable of one day becoming a master. 3. Let them fail Hands on experience is impera ve to a successful appren ceship, but the hands of a novice are especially prone to failure. Although it’s inevitable that appren ces will have their fair share of failure, the key is to help ensure they always fail forward, understand their mistakes, and use the knowledge of what went wrong to more confidently get back on the horse. 4. Don’t sugar coat it Be upfront about the good, the bad, and the ugly of the job. Pain ng too rosy of a picture about the work they’re banking their career on can create false expecta ons. If an appren ce is going to have a successful career, they have to be willing to deal with poten al pi alls and be confident that they’ll be able to work through them while looking at the bigger picture and understanding that some mes you have to suffer for your cra . 5. Don’t lose touch Although an appren ceship will eventually come to an end, it doesn’t mean the rela onship should. Stay in contact with your appren ce and be ac ve in following their career. Let them know you are there if they need help along the way. There may even come a point when the student becomes the master and returns the favor by teaching you a thing or two. This is by no means a defini ve list. Rather, it’s intended to be a star ng point for building an effec ve apprenceship program. The U.S. Department of Labor has a variety of resources available for businesses that want to develop programs of their own, including this informa ve Quick-Start Toolkit. If you’re invested in taking a hands-on approach to building the future of your company, appren ceships may be the answer to bridging the skills gap. And, in many ways, may be an incredibly rewarding endeavor for everyone involved. Have you ever taken on an appren ce? What advice can you offer? Were you an appren ce yourself? How did it affect your career? Let us know in the comments sec on below. Submi ed by Marvin Windham

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2016 M MMG MG C Com o m m itte i t t ees es Officers: President Vice President Treasurer Secretary

Rick Cutaia Andy Reed Susan McDaniel Susan McDaniel

Rick Hendrick DCJR - Charleston, SC Allen Samuels DCJ – North Richland Hills, TX Bill Luke CJD – Phoenix, AZ Bill Luke CJD – Phoenix, AZ

Execu ve Commi ee All of the above as well as: Marvin Windham Rick Monteiro Joe McBeth Paul Allred

Benchmark CJD – Birmingham, AL Jack Powell CJD – Escondido, CA Dallas DCJ – Dallas, TX Stateline CJD – Fort Mill, SC

Commi ees: Vendor Chairman

Paul Allred

Stateline CJD - Fort Mill, SC

Newsle er

Don Cushing

Bald Hill DCJ – Warwick, RI

Nada 2016 Planning

Susan McDaniel

Bill Luke CJD - Phoenix, AZ Gerry Oaks - Baxter CJD – Omaha, NE

Membership

TBA

Finance Commi ee

Susan McDaniel Rick Cutaia

Bill Luke CJD – Phoenix, AZ Rick Hendrick DCJR - Charleston, SC

CDK Global

Gerry Oaks Paul Allred Andy Reed Rick Monteiro

Baxter CJD – Omaha, NE Stateline CJD – Fort Mill, SC Allen Samuels DCJ – North Richland Hills, TX Jack Powell CJD – Escondido, CA

Reynolds & Reynolds

Rick Cutaia Susan McDaniel Marvin Windham

Rick Hendrick DCJR – Charleston, SC Bill Luke CJD – Phoenix, AZ Benchmark CJD – Birmingham, AL

Dan Hu on Paul Allred Steve Hofer

Tom O’Brien CJD – Greenwood, IN Stateline CJD – Fort Mill, SC Park CJ – Burnsville, MN

Dealer Tire

Susan McDaniel Marvin Windham Joe McBeth

Bill Luke CJD – Phoenix, AZ Benchmark CJD – Birmingham, AL Dallas DCJ – Dallas, TX

UPS

Glen Hojnacki

Milosch’s Palace CJD – Lake Orion, MI

Tracy Industries

Mike Mulkins

Go Chrysler Jeep West - Golden, CO

Katzkin

Mike Gerber

Rairdon CDJ - Kirkland, WA

Vendor Commi ees

OEConnec on Snap-On

Mopar Masters Guild Magazine

MMG Officers and Commi ees are Tenta ve Un l a er our Annual Mee ng & Elec ons at NADA 2016