Dealer profiles - Page 5

Jennings Group managing director Nas Khan has his eyes on expansion, but is also planning for succession.

Harratts Group managing director Shaun Harratt on how shrinking his group put it on the road to recovery.

Delgarth managing director Steve Turney explains how a family-owned regional dealer group handled rapid expansion.

Vertu chief executive Robert Forrester and commercial director David Crane explain how they manage business data at one of the UK’s largest motor retailers.

Motorline Group has avoided chaos in the rapid acquisition of sites and staff with an internal team and a disciplined process, says chairman Glen Obee.

Skoda and Suzuki car dealer Progress was named 'a company to inspire Britain'. Managing director Terence Byrne credits the 'can-do' attitude of his staff.

Managing director Steve Hodgson believes organic growth, not loan-backed acquisition, is the right route for Hodgson Newcastle.

Norfolk Motor Group managing director Grant Long explains how the car dealer group used customer service to build loyalty and stamp its authority on the area.

London Morgan has turned its small size to its advantage with highly focused customer service and imaginative promotions.

Glyn Hopkin managing director Fraser Cohen on how the car dealer group's staff training delivers a loyal customer base and a thriving business.

Managing director Mark Robinson explains Meridian Motor Group’s rapid recent growth and how he and his staff will unite the business under the Vantage brand.

Lookers' chief executive, Andy Bruce, and managing director, Nigel McMinn, give their predictions for the car market, and talk about how Lookers increases customer satisfction, the benefits of blended retailing and new remuneration models for salespeople.

Every month, AM profiles at least one dealer in depth, exploring different aspects of the motor retail industry. These are the 13 dealers we interviewed in 2014.

Macrae & Dick managing director Andrew Grzesinski explains how a site with a territory the size of Switzerland ‘does deals on the day’ for used cars.

Michael Edwards Group, the most successful MG dealer in the UK, illustrates the benefits of a low-tech approach.

Ridgeway Oxford Audi head of business Alex Matschy on keeping a focus on people in his sparkling, new ‘terminal’ site.

Chairman John Clark talks about his motor group’s pragmatic approach to upselling and why, despite record financial results, he won’t let himself be carried away by the current strength of the car markets.

Knights Group aftersales director Ian Dow explains why he has extended working hours, up to 2am for some departments, and why the motor trade needs to follow the lead of other retail sectors on customer convenience.

HR Owen marketing director Chris Harris explains how the UK’s largest luxury and supercar dealer mixes events, email and CRM software to entice and analyse potential customers.

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