One of the unexpected upsides of writing my newsletter is that inspiration tends to sneak up on me in the most ridiculous places, like the grocery store on a Saturday afternoon. If you’re like me, you probably approach grocery shopping with the same enthusiasm you reserve for flossing or assembling furniture: it’s necessary, mildly perilous, and involves more bending than you’d prefer.
On this particular weekend, I found myself in what can only be described as a full-contact supermarket experience. Picture rush hour on the 405, but with carts, coupons, and a surprising number of people frozen in existential contemplation in front of the almond milk. As if that wasn’t challenging enough, the store had also chosen this exact moment to dispatch an entire battalion of employees armed with pallet jacks the size of RVs.
And these weren’t your friendly banana restockers. This was a coordinated maneuver—an industrial ballet of box-laden trolleys and silent gliding employees who moved like they’d taken a vow of invisibility. No eye contact. No polite “excuse me.” Just the soft squeak of rubber wheels and the occasional near-collision that made me reconsider my life insurance coverage.
I’m not saying I expect fanfare when I reach for my yogurt. But I did find myself wondering when civility slipped off the shopping list. A simple nod. A warm “hi.” Even the grocery store version of small talk – “those strawberries are actually sweet this week” – would’ve gone a long way.
The Necessary Evil We All Endure
Because let’s be honest: grocery shopping isn’t anyone’s idea of a raucous good time. It’s the chore we all do because we eventually run out of coffee and toilet paper, but must it feel like a stealth mission every time?
Now, I’m not lobbying for string quartets in the frozen foods or baristas in the bread aisle—although I wouldn’t say no. I’m talking about something smaller: a little thoughtfulness in the layout, a bit of spatial awareness, and employees who occasionally acknowledge that we, too, exist in this fluorescent universe.
A Wild, Radical Idea: Pleasant Shopping
Call me radical, but I believe shopping could actually be…pleasant. Maybe even, dare I say, enjoyable. Imagine people smiling at one another in the cereal aisle, bonding over an oddly-shaped zucchini, or discovering the joy of free cheese samples at 3 p.m. on a Tuesday.
And the wildest part? If customers didn’t feel like they were dodging forklifts and phantom employees every time they came in for eggs, they might just stay longer. They might even spend more. Who knows, maybe kindness and sales can coexist.
I know. Crazy talk. But a person can dream.
Redefining the Car-Buying Experience with Hospitality
One of the best pieces of advice I ever received came from Carl Sewell, a dealership legend who said:
Treat customers like guests in your home.
It sounds simple, but when you actually do it—when you make people feel welcome, seen, and appreciated—it changes everything. Not just for them, but for you.
The whole grocery store episode got me thinking: how often do dealerships fall into the same trap? A customer walks in with a simple goal—test drive a car, maybe ask a few questions—and instead finds themselves navigating a maze of awkward interactions, invisible staff, and the near-certainty of spending at least five hours in the store. Less hospitality, more hostage situation.
What if shopping for a car could feel more like being a guest in someone’s home?
What if walking into a dealership felt like arriving at a friend’s house for dinner? Someone greets you, takes your coat, and doesn’t immediately ask how you plan to finance dessert. They offer help if you want it, or space if you don’t. And they actually listen to your answer.
And here’s the twist…
Treating customers this way isn’t just nice, it’s good for business. Because if there’s one thing people love more than a great deal, it’s feeling valued. And when customers feel like they’re being treated as guests, they’re more likely to say, “You know what? I’ll take the car. And yes, I do want the extended warranty.” They might even tell their friends, who might tell their friends, and suddenly, you’ve got a reputation as the place to buy a car without needing a shot of whiskey and a support group afterward.
It’s not a radical idea. It’s just the simple art of making people feel welcome.
If it can work for dinner parties and grocery stores (well, in theory), it can absolutely transform the car-buying experience.
When you treat customers like actual human beings rather than transactions, something magical happens: they relax. And just like that, treating customers like guests doesn’t just make them happier; it makes them buy more.
It’s at this point where the dealership CFO would want to pay closer attention.
6 Reasons Dealership CFOs Shouldn’t Ignore Customer Experience
Customer experience might not show up on a balance sheet, but its effects do. From top-line revenue to bottom-line profitability, the way customers feel when they interact with the store directly impacts the financials. A dealership CFO may not be managing the showroom floor, but they are managing the outcomes.
Here are six reasons a dealership CFO should care deeply about customer experience—because what customers experience on the floor ultimately shows up in the financials.
1. Increased Revenue and Profitability: Happy Customers Spend More
It’s simple math: customers who feel valued tend to stick around and spend more. Studies show that even a one-point increase in customer satisfaction can generate over $140,000 in additional annual revenue. Stretch that across a loyal customer base and multiple service visits, and the long-term financial impact climbs into the millions.
Meanwhile, every frustrated customer you lose becomes someone else’s loyal service customer—usually to the scrappy shop down the street with questionable torque wrenches and zero overhead. Prioritizing customer experience isn’t just a feel-good move; it’s a high-ROI growth strategy.
2. Customer Retention and Lifetime Value: Loyalty Pays Dividends
Acquiring a new customer costs significantly more than keeping one—but you likely already know that. The real opportunity lies in maximizing the lifetime value of each customer. When someone has a positive experience with the dealership, they don’t just come back for an oil change—they return for their next car, refer their friends, and choose your service drive over the quick-lube place with the inflatable gorilla.
Retention isn’t just a marketing metric—it’s a long-term profit lever. And poor experiences? They’re the fastest way to drive revenue out the door.
3. Competitive Advantage: A Better Experience Is the Differentiator
Let’s be honest, customer expectations in automotive retail are notoriously low. Therein lies the opportunity.
If your store offers a smoother, more respectful experience than the dealer down the street, you’re not just “nicer”—you’re winning. Customers will pay more for less friction, better service, and a dealership that doesn’t make them dread the process. That’s not theory, it’s margin expansion in action.
Customer experience is no longer a soft differentiator. It’s a strategic edge that lets you charge premium prices without guilt or discounts.
4. Reduced Operational Costs: Efficiency Is the Unsung Hero
Improving customer experience isn’t just about making people feel good, it’s also a smart way to trim expenses. Digital retailing, online service scheduling, and streamlined payment systems reduce wait times, complaints, and the number of hours the team spends putting out fires.
Fewer friction points mean fewer escalations, less rework, and lower payroll costs. When processes run smoothly, customer satisfaction improves—and so does your expense line.
5. Brand Loyalty and Reputation: Because Word of Mouth Now Lives Online
In today’s world, a single bad customer experience doesn’t quietly fade away—it gets posted, shared, reviewed, and embedded into your store’s digital reputation. Whether it’s Yelp, Google, or the neighborhood Facebook group, unhappy customers are loud and permanent.
On the flip side, delighted customers become unpaid brand ambassadors. Their five-star reviews, social posts, and referrals are a powerful, cost-effective marketing engine. And when someone says, “I actually enjoyed buying a car there,” that’s a competitive advantage money can’t buy.
6. Meeting Modern Expectations: Today’s Buyers Want It Their Way
It’s not 2015 anymore. Today’s customers expect convenience, speed, and a seamless digital-to-in-store experience. They want to book service online, receive real-time updates by text, and yes, and maybe get their new car delivered without signing away their Saturday.
Meeting these expectations isn’t optional, it’s the baseline. And when you fall short, customers won’t complain, they’ll just disappear to the dealership that does get it (probably the one with cappuccino and a charging station).
Investing in experience isn’t chasing a trend, it’s catching up to reality.
It All Adds Up
Customer experience touches every part of the car business. It drives revenue and retention. It lowers costs and raises reputation. It gives you a true competitive edge, not by being flashy, but by being thoughtful.
Modern consumers expect more, and when you deliver, the payoff is real: higher margins, better reviews, longer relationships, and fewer headaches. The six reasons aren’t standalone, they work together. Happy customers spend more, stay longer, cost less, and tell others.
In the end, treating people well isn’t just the right thing to do, it’s the smart thing to do. And the results show up exactly where it matters most.
There is another way to get senior-level financial leadership — and it doesn’t start with adding headcount. Curious to know more? Click below and I’ll personally follow up within 24 hours.