Q: I didn't think I would ever want to buy into auto retailing but you make a compeliing case for the company. Two followup questions. First, how much should be made of Mr. Landry being hired? It would seem to be quite a coup to retain the former head of Chrysler Canada to run what is a much smaller business. Do you know Mr. Landry? I don't mean this to sound mean spirited or indelicate but do you think this is a case of him needing a job or do you think he sees this a fabulous opportunity?
Second, you note parts and service account for 13% of revenues but what percentage of profits do they account for and is that number within or greater than industry norms? I would think that the greatest impact ACQ could have on a dealership is how this area is run. I am assuming that owning several dealerships would lead to greater buying power (thereby lowering costs) for certain parts (not OEM) like tires, wipers and consumables, lower advertising costs ect. in addition to providing state of the art management and IT infrastructure. However, given that they own various name plates, I assume their ability to improve margins via volume purchasing on new car sales would be minimal.
Appreciate your insight and again, apologies to Mr. Landry.
Paul F.
Second, you note parts and service account for 13% of revenues but what percentage of profits do they account for and is that number within or greater than industry norms? I would think that the greatest impact ACQ could have on a dealership is how this area is run. I am assuming that owning several dealerships would lead to greater buying power (thereby lowering costs) for certain parts (not OEM) like tires, wipers and consumables, lower advertising costs ect. in addition to providing state of the art management and IT infrastructure. However, given that they own various name plates, I assume their ability to improve margins via volume purchasing on new car sales would be minimal.
Appreciate your insight and again, apologies to Mr. Landry.
Paul F.
