Holdcroft Group, the winner of the AM Award for Best Fleet Dealer, explains how it has built a successful and standalone corporate sales business.
Daily targets and a focus on every individual have driven Rybrook Warwick BMW, the AM Awards winner for Excellence in Aftersales, to global success.
Marshall Motor Group's focus is on the customer experience now its expansion drive is over, says chief exeutive Daksh Gupta.
Fed up with “ridiculous” volume demands, Williams Automobiles abandoned its franchised dealerships and is carving a future with Morgan sports cars.
Hatfields managing director Gareth Williams won’t let customer experience suffer as his dealer group ramps up sales.
Managing director David Stenning says attention to detail and an emphasis on serving all market sectors is giving Arbury Motor Group a competitive edge
Under managing director Keith Brock, the Wessex Garages dealer group has embraced video to build customer trust and show transparency.
Chris Hayden, Group 1 Automotive CEO of UK operations, plans to use his UK experience and lessons from the US to steer this growing dealer group
How the high-achieving Honda and Suzuki dealer, John Banks Group, is fitter post-recession
For CEM Day, Wales's largest franchised dealer group, growing the rental and contract hire sides of the business has brought record returns
For the past three years Cheshire-based Swansway Garages has appeared in the Sunday Times’ Best Companies to Work For list, becoming only the third dealer group to do so and its position in the chart of businesses finding favour with the humble employee rather than investors or City bean counters is rising.
The strength of a business can usually be measured by the strength of its relationships and this has been essential to Meridian Motor Group, which trades as Vantage.
Joe Doyle, HR Owen's third CEO in as many years, is uniting the group through values and systems to ensure a smoother course for the future.
Walking past supermodels on the way to a dealer interview is not a regular occurrence on AM. The fact Kate Moss was out shopping 50 paces from HR Owen’s Jack Barclay showroom highlights how different this group is from any other in the UK.
In 2006, Vertu Motors was started by Robert Forrester with the aim to acquire and consolidate motor retail companies. Today, those aims remain unchanged and its managing director sees no reason to stop growing the company and the brands it represents, with the Germans firmly in the expansion plan.
Macrae & Dick has appointed Derek Presly as general manager of its Jaguar and Land Rover dealerships.
David Peel is the first to admit that it will take more than smarter operating processes, upgraded premises and a £30 million investment plan to steer a major British car business back to profit.
Jon Mathers is not your ordinary dealer group managing director. While most would agree this industry encourages competitive spirit, Mathers embraces that quality as a former global jet ski racing champion and time trial racing car driver.
The car market collapse, warranty hysteria and supply issues after Japan’s tsunami were a triple whammy for RRG Group in the North West of England. Yet it made it through intact, and bounced back fast. Now its Japanese owners have given its management clear instructions: acquire, expand and spread the risk.
Vertu Motors’ year end results, published today, reveal turnover up year-on-year 8.9% and above the one billion mark for the first time, at £1.09 billion (2011: £999m).
Two decades have seen Essex Auto Group grow from a single outlet to selling different marques through its five showrooms. But despite the changes it’s still Ford – its original franchise – that sits at the heart of its business.
“In five years’ time all this will be gone.” That’s a pretty powerful statement, by anyone’s standards. What makes it even more weighty is that it was delivered by the head of the UK’s largest franchised dealer group, Pendragon.
How to stay in business for 100-plus years.
Arnold Clark Automobiles sells more used cars than any other retailer, consistently posting return on sales of around 3%.
James Alpe plays the diversification game, effectively comprising of seven separate businesses, it can turn its hand to almost anything.
