It was a brilliant strategy and we have stuck with it. Why did you set it up this way? Was that how your father designed it? Or has it evolved through the years since his passing in 1998?ĭad set it up this way. I don’t micro-manage our teams, I give them the freedom to get the job done. We structure our pay plans to reflect and reward for performance and customer care. With good communication and common core values, I am blessed with teams that know what to do and do it well. While most dealers have very high turnover, our executive management team have all been with us for over 25 years – some for 38 years! Our department head average tenure is over 14 years. We have a wonderful, long-tenured team that helps define who we are as a dealer group. My Mom, Mary Ann Wilde, also has years of expertise in the auto industry and offers a unique perspective. In Florida, our partner, Dean Palmer and I work closely with our excellent team, along with my sisters, Tracie Pierce and Kathy Wilde. Jorge Hidalgo has been a strong new partner in Madison. They handle all of the day-to-day operations. In Wisconsin, Pat Donahue and Sharon Bloom have been with the family almost from the start. Our personnel expense is usually above benchmark, but so is our CSI, employee retention and customer loyalty.ĭescribe the management structure and how you manage dealerships in two states? It is a long-term strategy that has paid off for us. Our philosophy is to plan ahead by enhancing our team in anticipation of reaching our growth goals. We work together closely and plan our growth carefully to ensure that customer care remains our primary focus. How did you prepare or manage the growth? We are working on a few possibilities right now. We want to expand doing what we can truly excel in. But yes, we are very interested in carefully expanding our group but only by adhering to our philosophy of excellence. In 2013, Wilde partnered with Jorge Hidalgo and opened a new Honda store in Madison, WI – Wilde East Towne Honda. Our analysis of every opportunity is underscored by the fundamental question, “can we do this with excellence?” We have since started new acquisitions, but very strategically. Although we have shrunk our footprint of franchises, the Wilde Automotive Group has grown substantially in total sales volume.
It was amazing to see the plan come to fruition. We felt that if we spent our time and efforts on what we were already really good at - providing a superior customer sales and ownership experience - we could make more improvements than in any other way. After he passed away in 1998, we crafted and put in place a complex plan to trade and sell franchises to get our desired setup. Hard work, perseverance and keeping family first were major elements in his life, and these elements continue to influence the organization today. Dad’s career began in 1945 in Michigan where, after returning from World War II as a pilot, he opened a two-man used vehicle sales operation. Wilde, and is still a family-owned and operated business. The Wilde Automotive Family was founded by my dad, Harold L. Was the growth through acquisition or adding new points? Walk us through the history of how the Wilde organization got to its current size.
Wilde also partners in a dealership in Madison, WI (2013) – Wilde East Towne Honda.
We have eight franchises in the Milwaukee, WI area – Wilde Honda (1973) Wilde Toyota-Scion (1977) Wilde Chrysler (2003) Jeep (2008) Dodge (1984) Ram, and Wilde Subaru (2009). We have four stores in Sarasota, Florida – Wilde Honda (est. Today, you’re in Milwaukee, WI and Sarasota, FL with how many stores?Ĭurrently, the Wilde Automotive Family has a total of 13 franchises in seven locations. He sold it in 1966 and purchased a Pontiac dealership in the Milwaukee Market. His first new car franchise was Lincoln in Muskegon, MI in the 60’s. Mark, your father, Harold, began the Wilde Automotive Group in 1945 in Muskegon, MI with a used car dealership. Mark recently talked with Dealer magazine about the legacy his father created and how the group is continuing in his footsteps. They approach every new opportunity asking the question, “Can we do this with excellence?” The group continues to grow strategically without sacrificing operational excellence, and recently added a new Honda and Maserati point. Through the years, the group has reduced the number of stores but has increased its overall sales volume. Mark, along with his partners, have built on the legacy selling 12,597 new and 12,015 used vehicles while generating $745,782,978 in total revenue in 2014.
0 kommentar(er)
