Blog

Are you ready to elevate your career in the automotive industry? Adam Marburger, best-selling author, serial entrepreneur, and CEO/Founder of Ascent Dealer Services, has something special on the horizon: his upcoming book, “The Servant Leading F&I Manager”.

In today’s dealership environment, every penny counts. Literally. Whether it’s saving a few cents on paperwork or adding an extra dollar to a financing deal, those small amounts quickly add up. As dealership owner-principals and F&I department managers, understanding the true value of every penny can be the difference between just getting by and thriving in this competitive industry. 

As an F&I manager, you’ve likely encountered a range of objections from customers. Addressing these concerns effectively can significantly improve your dealership's finance and insurance (F&I) department’s performance. Let’s explore the top three objections and how to overcome them. 

Whether you’re an automotive, marine, powersport, commercial truck, commercial bus, or recreational vehicle dealer principal, chances are you’re constantly seeking ways to enhance not only gross profit but customer satisfaction and loyalty too. One way to do this is to ensure that your F&I team always adds GAP coverage to every deal.

For those of you that have followed my journey, you know I’m an avid Martial Artist. I’ve been fighting in rings, cages, and on the mats my entire adult life. Martial Arts has not only changed my personal life but my business life as well. For that reason, I use many analogies in my coaching sessions related to my experience with martial Arts.

Most stories have a clear introduction, middle, and conclusion. This makes the story straightforward and easy to follow. Also, your story must focus on your customer. Create a scenario and put the customer in it.

For years, we have been coaching our sales and F&I departments by telling them, “When value exceeds price, your customer will purchase from you”. Is that really the case? I have always believed that, but lately I have put my own spin on it.

For years, F&I managers have been successful at payment manipulation and repair scare. We have learned how to extend the term and use fancy closing techniques to close down the payment buyer...

The relationship between the sales manager and the finance manager is directly tied to the profitability of the finance department. The sales manager is the architect of the deal, and it is the finance manager’s responsibility to get involved as early as possible to help facilitate the transaction.