Toyota Australia’s Dealership Careers dials in to the Autopeople Job Network

Toyota Institute Australia this week welcomes the Autopeople job network to the suite of resources it currently makes available to its Dealer network.  This confirms their commitment to ensuring Toyota Australia’s Retail Dealerships have access to the best possible candidate resources.

Tony Bottacin, Corporate Manager Toyota Institute Australia, also shares this vision. “Autopeople’s inclusion within the resources we make available to our Dealers provides them with direct access to the largest industry dedicated candidate resource in Australia. We see this as a great way to further their competitive advantage as the market shrinks and more candidates become available”.

Autopeople is Australia’s largest automotive job network, connecting industry based candidates and companies directly. Its integrated job board and auto blog provides timely and relevant industry news to the network. Autopeople makes connection between employers and jobseekers easy.

For further information contact: 

Heidi Peat
Autopeople
Marketing & Communications Manager
03 9614 6000
heidi@autopeople.com.au
www.autopeople.com.au

What is the history of Lane Anderson Motors?

I am the current owner of Lane Toyota which I purchased from my family in 2002, who had previously owned the business since 1985.  Prior to that, the Anderson family had owned the company for many years.

The Lane family has been involved in various dealerships since 1914 and I am the third generation to carry-on the family name within the industry.  My grandfather started as a mechanic when he was a young kid and then started his own company with another prominent family in the area who took on a partnership with him.  He knew about the automotive side of things, he was a bicycle mechanic at the time actually.  Two years later they opened another company called Lanes Motors in the city of Melbourne and over the course of 1914 through the 1st and 2nd World Wars they had several brands including Berwick.

My father, who is still alive, is 82 and started in the business just after the war around 1948-1949.  He worked through the company and became a managing director at about 35 and retired at 50 odd.  So I am 3rd generation and I am very proud of that.

We came here to Glen Waverly in 1985 after my father left Lanes Motors and sold out his shares as it was a public company. That was a very emotional time for him as he was saying to his sons, okay you are on your own now, off you go and get a job.

How have you spent your time in the industry?

 I started in the motor industry at 18 as a service adviser with Collins Mitsubishi and then went on to do a cadetship at LAPCO (Lances Auto Parts Company).  I then went on to Lanes Motors doing pretty menial tasks, sweeping floors and screwing on number plates.  Starting at the bottom was always going to be part of the deal and I didn’t have a problem with that.  I continued to work my way through the ranks for about three or four years until eventually that led to Lanes Motors Mercedes.  A fellow called Peter Marshal who has just recently retired said he wanted me to do a formal Cadetship and from there he took me under his wing. He trained, disciplined and mentored me for the next 12 years.

I eventually become an area manager for a couple of states in Australia.  Then, in the last recession we were struggling here and my brother who was working here asked me to come out and give him a hand.  Even though I was enjoying Mercedes, I agreed to come over.  My brother subsequently left two years later and my father came in and took over the company and in 1994 I took on the role as the Dealer Principal.

Looking back it was definitely a worthwhile learning experience.  In 2002 after two years of negotiating with my family around the dinner table, I bought the business from my family.  I bought the freehold and the business and backed myself to keep the business going and growing into what it is today.

Although we are entering uncertain times now, we have just finished building a new show room, although that took a long time to get the capital to do that.  Recently we just settled on our new workshop in Mulgrave which we have purchased and I will spend the next 15 or so years paying that off.

So I guess Toyota will eventually say ‘thank you very much, it’s time you had a succession plan’ which I don’t have at the moment as I am only 45!

How would you describe the culture Lanes?

Our philosophy as a family business is believing that things have to be handled in the right way – firmly, fairly and with respect.  It has been instilled in me if you treat people with respect you receive respect in return and we apply this theory in all areas, including with our employees and consumers.

We are lucky to have had many loyal employees here over the years.  I recently gave our car cleaner his gold watch for 21 years of service and I would have another five or six people who have been here for over 10 years.  I also have one fellow who has been with us for 30 years, having come straight from school.  He was actually here before we bought the business.  Not sure what sort of watch to give him, but we certainly look forward to celebrating his milestone as well.

I believe there is a good culture here.  People who have been here a long time are valued and what they say is respected as they have witnessed the changes in our industry over the years.

We are not complicated people, we just believe in working together to get the job done.

What do you look for in a person when you are hiring someone?

I am looking for people with similar values to us who understand a team environment and how to work within a family unit.  We don’t suffer the “fringe dweller” type of sales person who flitters between jobs.  We are looking for someone who is ready to make a commitment to the business, otherwise it is just a waste of time for all involved.

We don’t want to hire a super star either because they come with a lot of emotional baggage.  We are really just looking for your solid family type of person who can fit in with the rest of the staff.  We don’t need someone who has plenty to say but can’t back it up.  Those people generally do not last here.  Most people we hire you would be happy to have home for dinner and that contributes to the underlying culture here.

Many of our staff socialize together in a healthy way and that is nice to see.  We try to create a friendly environment because spending eight hours of your day at work is a significant amount of time and we have got to make sure that people fit in and enjoy it.

While we like to see a long term commitment from our people, we also understand that for some to reach their full potential they need to leave to pursue other things and that’s fine too.  We certainly can’t put up with the ‘what’s in it for me’ attitude, which is associated with Generation Y.  It’s got to be ‘what’s in it for us, the employee and the employer’.  We also like people who have hobbies and have other interest because we like them to be able to converse with the staff and customers on all levels and in a more worldly way.

How do you retain you staff?

We have two-way performance review meetings, where the employee also has the opportunity to tell us what they think and what their personal aspirations are.  Open and honest communication helps build a trusting relationship which leads to loyal employees. 

Why would people want to work at Lane Toyota?

Hopefully people find that it is a more communicative place where your ideas are listened to and valued.  I treat all my employees with respect and if there is an issue my door is always open.  I have had people come to me over the years and tell me how much they loved working here and that is always flattering to hear.

Do you have any suggestions for people wanting to work in a place like Lane Toyota?

We certainly don’t put up with any rubbish.  If they have the ticker for it and want to have a shot, that is good enough for us.  We will give them a go; you just have to see it in their eyes. 

It is a great job for a young person in their mid 20’s to 30.  What we are trying to do here is give them some life skills so if they are younger and they apply themselves with us, we will support and train them.  It is a great career for anyone who is driven as you can earn great money.  There can be pressures and the hours can be long but once you get to a certain level you can make a good living from it.

You also need to be able to convince rather then coerce.  I am a big believer that people buy a car rather than be sold a car.  It is the kind of job that the more you put in the more you get out of it, as with life.  We believe there are people out there who deserve an opportunity and we will be looking out for them in the coming weeks.

Get on the internet and put your details forward or better yet, come in and say hello. Some of the best people we have ever hired have just walked in here and asked for a job. That shows a certain determination and you only get half a story via a resume.

The changes are as a result of the findings of a CAMS Panel of Inquiry and subsequent stakeholder consultation, with a revised corner configuration for the Turn 8 section of the circuit unveiled in Adelaide, South Australia today.

In March this year, CAMS announced that a Panel of Inquiry would examine the incident that occurred at Turn 8 during a Fujitsu V8 Supercar Series race at the 2008 Clipsal 500 event, which took the life of driver Ashley Cooper, an experienced competitor from Ulladulla, New South Wales.

Cooper, 27, passed away in the Royal Adelaide Hospital on 25 February 2008 and is survived by his wife Casey, his two children and parents Alan and Maree.

Following the completion of the investigation, the CAMS Panel of Inquiry delivered its recommendations to a group of key stakeholders, who then set about examining all feasible options for modifications to the Turn 8 section of the circuit.

The stakeholder consultation unanimously decided on the final option, revealed today, which was then accepted by the SAMSB, to be fully implemented for the 2009 event, during which further evaluation of the benefits of the design will be undertaken.

The stakeholder consultation included representatives from CAMS, V8 Supercars Australia, the SAMSB and its engineering contractor KBR, and senior V8 Supercar drivers.

CAMS Chief Executive Officer Graham Fountain and SAMSB Chief Executive Jason Allen announced the changes to the circuit in Adelaide today.

THE CHANGES EXPLAINED:

There will be a realignment of the left-hand barrier on the outside of the Turn 8 section of the Adelaide Parklands street circuit.

The changes are designed to minimise the likelihood of a similar incident occurring, as well as minimising the consequences should a car make contact with the left-hand barrier.

A REDUCTION IN CAR SPEED AT TURN 8:

A decrease in the radius of the racing line through Turn 8, due to the realignment of the left-hand barrier, reduces the corner speed through Turn 8 by around 5-8 percent (reduced to about 189-195km/h in a V8 Supercar).

Due to the revised alignment of the left-hand barrier, the track width will be narrower, therefore decreasing the radius of the racing line through Turn 8 and resulting in the reduced speed.

MINIMISING THE EFFECT OF A CAR MAKING CONTACT WITH THE LEFT-HAND BARRIER AT TURN 8:

The realignment of the left-hand barrier at Turn 8 has resulted in a reduction of the angle where the cars approach the left-hand, or outside, barrier on the exit of the corner.

The left-hand-side barrier is now parallel to the racing line. This will minimise the effect of a car making contact with the left-hand barrier.

Formerly, the outside barrier ran parallel to the inside barrier on the right-hand side of the circuit, rather than the racing line of the cars themselves.

Source: CAMS

GM could need the $30bn for debtor-in-possession loans to pay operating expenses under bankruptcy protection restructuring, Bank of America analysts said in a report cited by Reuters.

The bank calculated the $30bn as twice GM’s working capital plus another $10bn for further earnings hits and to fund suppliers, the report said.

The bank reckons the government would need to lend funds to support the company in bankruptcy rather than out of bankruptcy, as that was the only way to ensure the government had the most senior claim on the automaker’s assets, the news agency said.

Bank of America suggested money from the Troubled Asset Relief Program, or TARP, could be combined with funds from section 13 of the Federal Reserve Act, which allows the Fed to lend to companies on a secured basis under “unusual and exigent conditions”, Reuters added.

Bank of America said a GM failure could drag suppliers and others down.

The Rising Stars program gives 15 of the company’s parts and services staff to gain a nationally recognised Diploma of Management from the Australian Institute of Management.

The 18-month long course, fully funded by Mercedes Benz, will begin January 2009. It is designed to give participants the skills and knowledge to gain internal promotions, in turn retaining qualified staff by mentoring to management positions.

“It’s a professional development program aimed, for example, at someone who might have always been assistant parts manager but never been able to quantify and validate their skills into a formal qualification so they could apply for a parts manager job,” says Mercedes-Benz Australia-Pacific General Manager, Vince King.

In light of the high turnover in retail sectors, Mercedes Benz says it saw the need to develop the program.

The company says Rising Stars will also help dealerships implement effective succession planning methods because they will be able to promote staff from within.

The course includes training modules focused on a range of areas including managing people and performance, communication and teamwork, problem solving, harnessing new technology and leadership in the workplace.

The training will use case studies relevant to Mercedes Benz and the transport industry to give participants the necessary information to implement in their workplace.

Source: Skillsone

“I’m terribly disappointed that we are not able to arrive at a conclusion,” Senate Majority Leader Harry Reid said late Thursday in Washington after politicians spent hours trying to hammer out a compromise over proposed federal loans for the Detroit automakers.

“We have tried very, very hard to arrive at a point where we could legislate for the automobile industry.” 

Earlier in the evening, Read had been more upbeat, saying negotiators had reached tentative agreement on an emergency $US14 billion ($20.8 billion) bail-out.
 
He said the lead Republican architect of the deal was briefing colleagues on the compromise, and Democrats were prepared to move forward on it quickly.

“We’re ready to go,” Reid said.

Marathon talks

The failure to reach a deal came after hours of marathon talks in Washington between labour, lawmakers and the auto industry to salvage the rescue. The talks centered on possible wage and benefit concessions from the United Auto Workers union as well as large-scale debt restructuring by General Motors, Ford Motor and Chrysler.

Progress in the negotiations were the latest development in a long-running debate over bailing out the beleaguered auto industry. The issue gained urgency last week when the government reported the economy had lost more than a half-million jobs in November, the most in any month for more than 30 years.

It was unclear how far the participants were willing to go to seal the federal aid that General Motors and Chrysler said was essential to keep them from bankruptcy. Ford is in better financial shape than its rivals, although its survival is not assured, either.

The developments unfolded after Senate Republican leader Mitch McConnell joined other party lawmakers in announcing his opposition to a White House-backed rescue bill that was approved by the House a day earlier.

Calls for alternative

He called for an alternative that would reduce the wages and benefits of US autoworkers to bring them in line with those paid by Japanese carmakers Nissan, Toyota and Honda in the United States.

Sen. Bob Corker of Tennessee took a leading role in the closed-door talks for Republicans.

“The meetings have gone very well,” he said as he ducked out at one point. “We’ve got some issues to work out.”

When he re-entered the talks a short while later, industry representatives had departed, leaving only the autoworker union and lawmakers.

The negotiations marked the latest development in a long-running debate over bailing out the beleaguered auto industry.

The issue gained urgency last week when the government reported the economy had lost more than a half-million jobs in November, the most in any month for more than 30 years.

The White House monitored the talks but was not directly participating. Administration officials had been deeply involved in recent days in drafting a compromise with House and Senate Democrats - the measure that McConnell and other Senate Republicans promptly repudiated.

Bush and Obama support plan

A growing number of Republicans and Democrats were turning against the House-passed bill - despite increasingly urgent expressions of support from the White House and president-elect Barack Obama for quick action to spare the economy the added pain of a potential automaker collapse.

The White House said Bush was calling Republican lawmakers, while Obama told reporters at a news conference in Chicago an industry shutdown would have a “devastating ripple effect” on the already ragged economy.”

The bill, which has already passed the House of Representatives, would create a Bush-appointed overseer to dole out the money.

At the same time, carmakers would be compelled to return the aid if the “car czar” decided the carmakers hadn’t done enough to restructure by spring.

McConnell said that measure “isn’t nearly tough enough.”
 
Pushing to convert skeptics in both parties, Democrats agreed to drop at least one unrelated provision that threatened to sink the measure, a congressional official said.

They were eliminating a pay raise for federal judges after Democratic Sen. Claire McCaskill of Missouri, who represents an automobile manufacturing state, announced she would oppose the carmaker aid unless that provision was removed.

Supporters had an uphill battle pressing the rescue package on a bailout-fatigued Congress - particularly a measure designed to span the administrations of a lame-duck president and his successor. Forced together by growing economic turmoil, the incoming and outgoing presidents were united in pressing hard for swift approval.

Republicans were directly challenging Bush, arguing that any support for the domestic auto industry should carry significant, specific concessions from autoworkers and creditors.

They are also bitterly opposed to tougher environmental rules carmakers would have to meet as part of the House-passed version of the rescue package - something that also faces some Democratic opposition.

A Senate version of the bill omits the environmental provision.

The House approved its plan late Wednesday on a vote of 237-170.

Supporters cited dire warnings from GM and Chrysler executives, who have said they could run out of cash within weeks.

A pair of polls released Thursday indicated that the public is dubious about the rescue plan.

Just 39% said it would be right to spend billions in loans to keep GM, Ford and Chrysler in business, according to a poll by the nonpartisan Pew Research Center.

Just 45% of Democrats and 31% of Republicans supported the idea.

Source: The Age

The biggest change is at the entry level to the range. The new entry point is the 320i Executive, complete with Dakota leather trim, power front seats, light alloy wheels, active front headrests and standard six-speed automatic transmission.

It is priced from $54,500 plus dealer delivery and statutory charges.

A unique feature BMW offers as standard on all 3 Series Sedan and Touring models is the exterior lights package that illuminates the door handles when the unlock button on the key fob is pressed. It also includes puddle, footwell and ambient interior lighting.

Standard equipment also includes USB/audio interface, automatic climate control air conditioning, on board computer, preparation for Bluetooth mobiles and a multi-function sport steering wheel.

The new BMW 3 Series Sedan and Touring ranges are available with an optional Innovations Package (not 335i) and / or M Sport Package.

 The BMW Innovations Package comprises Adaptive Bi-Xenon headlamps, High Beam Assist, 6.5-inch colour monitor and Business Navigation (8.8-inch control display for 325i with BMW Professional Navigation including TV and Voice Recognition).

The BMW M Sport Package includes the M Aerodynamic Package, 17 inch-light alloy wheels, Sport seats, M Sport suspension, M Multi-function Sport steering wheel, Individual high gloss shadowline, Individual anthracite headlining, M door sills and Aluminium Glacier Silver interior trim.

The Professional Navigation System, standard on the 335i, has been given a new iDrive Controller and a completely new menu structure. It now comes with an 8.8-inch high resolution colour monitor offering full screen mode for viewing maps; three-dimensional relief maps, DVD drive, and an integrated 80 GB hard disc drive. This allows the storage of up to 8 GB of audio files from CD or USB devices.

The Business Navigation System (standard on 325i) remains unchanged apart from adding the new iDrive Controller.

The full range of new BMW 3 Series models comprises the 320i Executive Sedan and Touring, 320d Executive Sedan, 323i Sedan and Touring, 325i Sedan, 335i Sedan and Touring. All bar the 320d and 335i models are available with manual transmission (as a no cost option).

Likely to be popular will be the BMW 320d Executive, which escapes the Luxury Car Tax net courtesy of its fuel economy. Its four-cylinder engine boasts 130 kW of power and 350 Nm of torque.

The key features of the new BMW 3 Series Sedan and Touring range are a redesigned front facia panel, new bonnet with power bulge, redesigned side profile and door mirrors, new tail light cluster and a wider track (up to 24 mm depending on models).

Since the introduction of the E90 generation in May 2005, more than 25,000 cars have been delivered in Australia, more than the previous generation over a similar time frame.

“The BMW 3 Series is the most successful luxury compact sport sedan in the world and we have further improved the offering to the market with the new cars,” says Tom Noble, general manager, marketing, BMW Group Australia.

“The range is extremely well equipped from the start, at a very attractive price point below the Luxury Car Tax threshold.

“The high-performing 320d Executive resists LCT thanks to its super efficient diesel engine that is the most powerful in its class and the fastest accelerating.

“With the new BMW 3 Series Sedan and Touring we will continue to deliver our customers the ultimate driving machine,” Noble says.

Pricing for the sedan range starts with the 320i Executive at  $54,500, the
320d Executive at $57,500, the
323i at $63,200,
the 325i at $75,900 and the
335i is $107,300.

The Touring
320i Executive is $57,700, the
323i is $67,400 and the
335i $111,700.

Industry welcomes ‘creative solution’

The $2 billion dollar bailout package for dealership finance will not save all dealerships admits the Treasurer of the Commonwealth.

Wayne Swan has made it clear only qualifying viable dealerships will be eligible for the assistance.

“The SPV will be designed to support viable businesses,” Swan warns. “It will not seek to provide an artificial lifeline to unviable dealerships.

“The eligibility criteria that will apply will be fair and transparent.”

Wayne says transitional arrangement only and will remain in place until viable dealers establish new funding arrangements. Financiers who have refinanced GE or GMAC financed dealerships since those companies announced their withdrawal from the market will be eligible for SPV funding provided they meet the SPV’s eligibility criteria.

The SPV will operate with Government support, refinancing dealerships for a period of 12 months, after which its funding level will run down

“It is therefore possible that in light of the overall economic climate, some unviable dealerships will leave the industry,” he says.

The SPV will be established with the support of leading Australian banks to provide liquidity to car dealer financiers who have encountered financing difficulties as a result of the global financial crisis.

The SPV - which will be established as a financing trust - is a private sector solution which will provide liquidity to car dealer financiers through the securitisation of eligible loans provided to car dealers. The SPV will be implemented by 1 January 2009.

This announcement follows a further meeting today with the Chief Executive Officers of ANZ, the Commonwealth Bank of Australia, the National Australia Bank, and Westpac. At this meeting an agreement was reached to provide critical liquidity support to car dealerships that have up until now been financed by GE Money Motor Solutions and GMAC.

The overall size of the SPV will need to be around $2 billion. The Government will provide support to the SPV in the form of a guarantee expected to cover a minor proportion of the securities issued.

Credit Suisse is providing the necessary technical support to develop the SPV. Treasury will continue to work closely with the major banks, Credit Suisse and its advisers over the next three weeks to finalise the details of the SPV and to put it into effect.

The SPV will be available to both new vehicle and mixed vehicle dealerships that trade cars, trucks, motorbikes, boats, caravans and other commercial vehicles as long as they are currently financed by GE Money Motor Solutions or GMAC.

The financing that will be available under the SPV will be for wholesale floorplan financing only. Retail financing will continue to be available through banks, building societies, credit unions and finance companies.

Swan thanked those involved in pulling the SPV together. “I would like to take this opportunity to thank the CEOs of ANZ, the Commonwealth Bank of Australia, the National Australia Bank, and Westpac, along with representatives of the automotive industry, in particular the MTAA, for the overall co-operation and support they have provided to allow this proposal to proceed.

“Today’s announcement will help ensure the long-term viability of the automotive industry and forms part of the Government’s commitment to protect jobs in this vital industry and right across the Australian economy.”

VACC executive director David Purchase, “This is most welcome news for new car dealers, in particular, and the Australian economy as a whole.”

“Today’s outcome is a creative solution to the problem, and the Federal Government and banks involved are to be commended.

“The 60 day notice period provided by GMAC and GE Money was too short, and VACC was among the many voices calling for a deadline extension,” Purchase added.

The Motor Trade Association of South Australia MTA directorJohn Chapman pointed out the position GE and GMAC had left dealers in.

“The decision by GE and GMAC finance companies to pull out of Australia with two months notice put their client dealers in a diabolical situation.”

“From a national perspective, there was a real concern from the industry that the number of dealers who hadn’t been able to secure alternative finance before the end of the year would be left with no option but to close their doors,” he said.

“The package announced by the Federal Treasurer Wayne Swan will mean that many car dealers across the nation will be able to continue business,”
FCAI Chief Executive Andrew McKellar joined in welcoming the package.

“These are complex issues but the Government has acted quickly and effectively in an effort to head off a potential crisis,” he said.

“The bottom line is; this response will save jobs in the industry,” McKellar said.

“Our objective now is to ensure a managed transition for those seeking new sources of finance; to stabilize the market and prevent the unnecessary withdrawal of any other credit providers,” he said.

Source: Autofile

Introducing Melbourne’s “Mr. Bentley”, Bill Upfield

Having left school at the age of 14 with a passion for cars and an appetite for the finer things in life, Bill Upfield has through years of hard work and dedication, established himself as one of Australia’s leading, high end prestige car salesman.

How long have you been working in the industry?

I have been in the motor industry about 40 years now.  I have taken sabbaticals during this time which has allowed me to experience different opportunities along the way.  This includes serving with the Australian Federal Police; owning a small gardening business and going into a small retail shop with my wife.  I believe having had a varied career has allowed me to have a balance in dealing with people from all walks of life. Sometimes you can loose a sense of proportion in what you want and what you can achieve.

How did you transition to selling prestige cars?

After leaving school I started at Myer and trained as a window dresser and then went on to serve in the Royal Australian Navy.  I started as a sales cadet in 1969 with Neal’s Automobiles selling Hillman and Humber cars.  I quickly found my feet and moved over to Holden into fleet sales and I loved it.  I had just married and with our first child on the way and I needed extra money.  From there I moved to Volvo when they were in the early stages of establishing a presence in Australia.  Then around 1972 I was given a great opportunity to work at Bryson Industries selling Jaguar cars which were very exclusive in those days.  Back then there was really only Rolls-Royce, Mercedes- Benz, Jaguar and Cadillac at the top end.  I enjoyed working with Jaguar and I found I did extremely well with prestige cars and the people who bought them.  Overall, I have spent most of my career with Mercedes-Benz which was from 1978-1992. The eighties were good years. You could make $200,000.00 in prestige cars a year and spend $500 on a meal and you didn’t think twice. Things have changed.  The bubble burst in 1991 and everyone came back to reality very quickly just like it has again this year, although I believe it is a lot worse today.

Why have you committed most of your career to the industry?

I like the control of the income.  I would like to think I can do well at whatever I do and if I want to make more money   I can.  I love that feeling of being involved in the industry,   I love the prestige that comes with it and I like the people who I meet.  In the niche industry I am in, I meet the who’s who of Melbourne.  I enjoy a good lifestyle and this career allows that as I earn good money and I love the product.  As I have matured, my taste in vehicles has matured and so I have grown with the industry.  I think it is a shame when people pigeon hole themselves in a job for 20 to 30 years.  Admittedly, in the past it was different.  You worked in a job for 30 years and got your gold watch.  But times have changed and there are so many opportunities today.  I think people should expose themselves to as many different scenarios through life as possible as this contributes not only to your professional development, but also to your personal development.

Was becoming a prestige car salesman an ambition of yours?

I probably landed in it by accident originally.  When I went to Jaguar at the age of 23 my company car was a new XJ6 Jaguar. I remember it as if it was yesterday: my first house cost $14,000.00 the Jaguar cost $11,000.00.

What is the history of Lance Dixon and Bentley?

Lance has been associated with the industry for over 40 years.  He took control of his own destiny and started his own business all those years ago.  He was always into buying and selling used cars, even as a young boy he was bit of a wheeler and dealer.  Lance started a yard in Eltham and then Doncaster and from there it has grown into what it is today.  He is a real car man. I think to be successful in anything you have to have it in your blood and Lance has it in his blood.  I have seen accountants buy dealerships and they think they can run it and I guess they can from the back office.  However it is the people on the front line who have the passion that really make it work.  In saying that, while you do need to be mad about cars, you also need the people in the back office helping you fulfill those dreams.

In relation to Lance Dixon Bentley specifically, it has been in operation since 2000 when we took over the franchise.  I have been with Lance for eight years.  I originally came on board for Ferrari then shortly after that we were offered the Bentley franchise and Lance asked me if I would like to run it, which I of course said ‘yes’ to.  I am a one man show here in Melbourne - Mr. Bentley they call me and that’s great!

Have you always had a passion for prestige cars?

I have always loved clothes and appreciate the finer things in life, I guess a more flamboyant sort of lifestyle. Opportunities along the way have completed the puzzle and as such working in this industry gave me the niche I was looking for.

Do you think you need that type of personality?

You need a personality and pride in appearance to sell successfully and to be number one in your field.  You have to be a bit of a show person and you also need to be sincere.  I try to make it a pleasant experience for people.  I think I am successful because I am down to earth and people see that - what you see is what you get.  You have to be honest and you have to be yourself.  Product knowledge is also imperative as you need to know what you are talking about as well as be reliable and punctual and you won’t have a problem. I deal with people such as Lindsay Fox and Solomon Lew and these gentlemen are sharp, but also wonderful people to deal with.

Do you find that your clients are more demanding given you are selling ‘prestige’?

I would have to say no they are not.  I think in this market they know what they want. The car unquestionably has got everything in it.  So to say they are demanding - I would have to say I don’t think so.  When it comes to service they expect their car to be picked up, but that is because of our location, although we will be moving back into the city in the near future as our biggest market is in Toorak, Brighton and Mount Eliza.  These cars are not hard to sell as it is all about the presentation and representation.  When people buy exclusive/luxury products it is generally the pride of ownership, quality and the sales experience they are looking for.  For example, people would be reluctant to ask for a discount if they were buying a Rolex as it would potentially tarnish the experience that comes with buying a quality and prestigious item which is why they are buying it in the first place.  I believe most buyers are not only looking for a great car but a great experience.  I focus on providing an experience and knowing the product inside and out. For these people it is pretty cut and dry as they are very busy people. Car is there, presentation and experience, thank you Bill, money is in the bank, done.  Follow up is also important after the sale and from then on as a relationship is formed increasing the likelihood of further sales through referrals.

Do your customers come from a similar background?

Our customers are generally all self made people – a few from very humble beginnings. Some customers are happy to tell you how it all started for them and there are some great stories which have always been an inspiration and have taught me from early on in the industry never to judge a book by its cover.

What is the price range for a Bentley?

$400,000 to $800,000

Do you drive a Bentley?

I do when it is required, tools of trade as they say…

Has the current economic situation affected your business?

Absolutely, I am thinking positively but next year could be worse, the market is changing daily and there are so many factors beyond our control that can influence our market.

Do you have more male than female cliental?

Traditionally we did, I think that has changed especially with the new convertibles. Women are buying Bentleys independently.  They are not cars that have been bought by their husbands necessarily, these woman are business women.  So this is a new era for Bentley.

How many Bentleys would you sell a year?

Last year I sold 42 cars, this year I would be lucky to get 20.

How many clients would you see each week?

In a normal week, around five.

How long do you spend with most clients?

It varies one hour to one day.  I have had people who have come in and bought a $400,000 car in 30 minutes.

How long does it take to get a Bentley?

If you want one custom built - six months.

Any odd requests?

I had someone once who wanted rubies and diamonds around the clock face.

What would you suggest to people wanting to get into the prestige car industry?

You need to be absolutely passionate about cars and acknowledge that this is a professional job; it’s not just a car job.  You have to be a people person with interpersonal skills.  You need to be well versed not only in the prestige car market, but also in a general sense of the lifestyle of the people who buy these cars as you are often dealing with some very smart and articulate people.  You may need to have travelled at the front end of a plane on the odd occasion; you may need to know what Dom Perignon tastes like. It is helpful to know this, because the people buying this product know and you do not want to be totally ignorant of their lifestyle. You have to be relatively thick skinned otherwise customers at this end of the market will chew you up and spit you out. You must have time management skills as with the prestige industry there is not a steady flow of customers coming through the door everyday so there can be days when you will see no one.  Having good networking skills will most definitely be a bonus.

If money wasn’t a limitation, what would you buy?

I would probably buy several cars, but one would be the Bentley GT for sure.

Last but not least.

I HAVE HAD A GREAT WOMAN BESIDE ME ALL THE WAY AND THAT HAS HELPED.

The economic crunch might have pushed more people into the job market, but that hasn’t stopped recruiters and businesses from going to extraordinary lengths to secure the cream of the crop.

One recruitment company is even offering people who apply for a job the chance to win a trip to Phuket, Thailand, in an effort to ensure it retains the top talent on its books.

Other organisations are using the time-honoured tradition of headhunting high performers to cannibalise business from their competitors while the market remains flat.

Firms are asking Futurestep Asia Pacific consulting director Matthew Dale to “map’’ industries to try to identify potential talent.

While the downturn has allowed companies to be more selective in the people they hire, competition for the best remains red hot.

“It is just a shift in the theatre of battle, so to speak,’’ Dale says. “The talented people and stars in the company are still going to be sought after and there are still skill sets that are really high in demand.’’

Engineering, tourism and parts of the IT industry are all expected to remain strong through the downturn, he says.

While some businesses are looking to stockpile the best people now, other companies are only identifying the top candidates so they can hire them as soon as market conditions begin to improve.

“The opportunity is there for organisations to build their capabilities and look longer term,’’ Dale says.

While the economy remains flat, companies are looking to grow market share by aggressively taking it from competitors.

“Revenue generators are always in demand,’’ Dale says.

“If I was a sales manager I would want to know who [my staff] are losing the deals to and who they’re scared of. Then you can track them down so when they come on to the market you can pick them up.’’

Hart Recruitment director Brad Hart says the chance to win a trip to Phuket was just one way the company was ensuring it attracted high performers.

“In times like this you generally only place the high-demand people,’’ Hart says. “No matter what the economic conditions are in the world crisis, if you have the best people you’re always going to have jobs for them.’’

While there are more people looking for jobs now than in recent times, Hart’s firm is more interested in picking up quality candidates over quantity because each recruiter at the company is only allowed to have 100 people on their books at any one time.

“There are probably not going to be as many jobs out there, but if we stick to our guns and continually update our books with candidates, even if we are not placing them, then after 18 months when the world recession is over it will pay us back,’’ he says.

Hart says the give-away is in its infancy, but the plan is to offer one flight each month.

Valuing leadership

Employees are changing what they look for in bosses, says Futurestep Asia Pacific consulting director Matthew Dale.

Bonuses and perks will not make candidates leave a secure role.

“Twelve to 24 months ago there was an expectation that the market would grow, so people were willing to put a proportion of the earnings at risk for a chance at a bigger bonus,’’ he says of the changed job climate.

“Employees are looking for security.’’

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