AM Awards: Most Improved Company, Now Motor Retailing

Most Improved Company sponsored by Gard X Protection

Now Motor Retailing (NMR) took over Lance Owen through a joint venture with Vauxhall in 2006 and has managed to turn round a five-year trading-loss into profit in 2007.

The business has five locations across south-west London which were all underperforming – it lost almost £500,000 in 2005.

Jon Taylor, NMR managing director, bought the business with help from Vauxhall.

It was his first venture into business ownership.
Despite doing mystery shops before the business was purchased, Taylor was still shocked by the state of some of the dealerships.

Bosses at NMR identified that the portfolio they had inherited
was lacking in leadership and investment.

Most sites required corporate identity upgrades and substantial refurbishments.

A turnaround strategy was devised within the first six weeks to take the company back to profit by reducing costs, improving facilities and driving up sales.

Some sales and aftersales man-agers were replaced. The company accountant was also made redundant.

NMR revised its central administration and parts processes to improve efficiency.

It developed a performance-based culture of shared budgets, monthly manager reviews, and mystery shops to help bump up CSI scores.

A clear focus was put on additional product sales such as GAP and paint protection within its sales process.

Taylor implemented a shift of responsibility for teams managing their own departments with full autonomy, which was the catalyst for turning the company into a profitable business.

He believes good process is the key to performing within the automotive retail industry and NMR runs continuous development programmes across sales and aftersales in order to keep on top of how the business is run.

“Good process is the key to performing within the automotive retail industry”

The improvements continued into 2008 with the business remaining in profit and all sites brought up-to-date with CI standards.

NMR is continuing its “can do” attitude and, by his own admission, Taylor said the company was not frightened to make mistakes or change going forward.

He said: “This approach is what will keep us ahead of our competitors and will ensure that the business continues to strengthen.”

NMR is developing its own service plans and is aiming for 30% penetration through 2009.

It is also moving forward with centralised service booking and
follow up.

Finalists