Pub. 4 Issue 3

21 Issue 3 2018 management position for many years, is that they become stale, complacent and resistant to change. I cannot remember looking back at a termination and saying I did it too soon. I remember, all too often, looking back and saying that I waited far too long. Most importantly, I have always loved our employees. I care for them a great deal. But I always say what keeps the relationship alive is performance, both on our part and on the employee’s part. 6. Tell us about your best day? I would have to say that the best day ever was the daywe purchased the property in Calabasas. We were in Canoga Park for thirty years. I knew we needed to relocate to the Woodland Hills/ Calabasas area, where our customers lived and where there was ready access to the 101. Property in Woodland Hills was almost prohibitive pricewise. That was the single most important development in the history of Bob Smith BMW. At the time, there were people on the Calabasas City Council who did not like or trust us. Now we’re like family. 7. What about the bad days? What’s a coping strategy? Probably the most difficult situation for me is watching an impossible customer abuse our employees, who are doing their best to please that customer. Our policy is always to do the right thing, no matter what the cost. When we make a mistake, we own the mistake. At times, we have to give the customer more than what he or she is entitled to. But, on rare occasions, we have asked customers to leave and never come back. Our business has a lot of moving parts: employees with varying talents and personalities and customers with high expectations. You cope with that by being patient, smart and positive. A dealer I know once told his very demanding customer, “I wish I had ten customers just like you. The problem is I have 50 just like you.” Many years ago, I had a service manager tell a surgeon who was being especially difficult, “Doctor, you’re lucky. You get to bury your mistakes. I have to live with mine.” That comment didn’t go over very well. 8. What makes a family business unique? Family businesses vary depending on the talents, personalities, and aptitudes of the family members in the business. For four generations, our family has gotten along extremely well. We have always put the highest priority on keeping our family together, even though many family members are not involved in the business. It is crucial that those who are in the business are competent, respect one another, and share the same personal values. I have often said that when family members in the business are good at it, it is the best. When they are not good at it, it is the worst. From the perspective of the employees, there is comfort in the culture of a family business. They see a consistent pattern in how we operate the business. No new boss is going to come in and turn their world upside down. And, they enjoy seeing and interacting with the family members. 9. What are your thoughts about the future of the car industry? I’m optimistic. I think we have an opportunity to continually evolve in our role as dealers – that belief may come frombeing part of a multi-generational business and working in an organization that actually has evolved for over a hundred years. I think that’s howwe do business, the hospitality we provide, our sales process, our communication modes and, quite frankly, how we remain relevant is the challenge that has always been there. People will need transportation. They will need cars. If we adapt, we will remain active players in this game. 10. How has membership in GLANCDA added to your business success? During my tenure on this board, I have worked with some of the best minds and people in our industry. Most every meeting is a learning experience. They know the challenges all our dealers face. So, in cooperation with CNCDA and NADA, we are able to address issues very effectively. We are a bit like the Fire Department. When needed, our association reacts. My dad, who was the founding President of this association, was a believer in dealers working together to solve problems. Dealers face regulatory issues, legal attacks, and franchise challenges. GLANCDA is an invaluable resource in protecting our franchises, our communities, and our industry. 