to cash flow. That could result from better procurement, lower utility usage, more efficient staffing, reduced overtime, fewer manual errors or process automation. The point of the Power of One is that management does not need to solve everything at once; one small, focused improvement can create momentum and immediate financial relief. Another area often overlooked is capital expenditure and financing strategy. Timing matters. Delaying a non-essential purchase, choosing leasing over buying or negotiating better financing terms can preserve cash during tighter periods. For dealerships, financing tools such as floor plan arrangements, holdbacks, rebates and incentive structures can significantly affect liquidity. Good fiscal management means understanding not only profit on paper but also the timing of cash inflows and outflows. YOU KNOW ALL OF THIS, BUT DO YOUR MANAGERS? I would expect that dealers, CFOs and controllers already have a significant grasp on the points covered so far. But what about every operating manager in your dealership? In my experience, the further away from senior management one gets, the more opportunities there are for fiscal management education. There is no time like the present to help your operational managers develop their potential in finance and cash management. One way to do it is to, during one of your regularly scheduled management meetings, ask each person to suggest: 1. Ways to improve your sales cycle (in any/every department). 2. Ways to improve your production/ inventory cycle. 3. Ways to improve your delivery cycle. 4. Ways to improve your billing and payment cycle. Be sure to implement suggestions such as shortening the cycle, eliminating mistakes and changing the process/ model. Whatever the suggestions are, be sure to follow through and be specific about: • What is to be done • How to execute it • When it should be done • Who will be accountable for it I recently led this exercise with a single-point domestic dealer client. At the end of the meeting, the team presented many suggestions that had never been discussed before, worth tens of thousands of dollars. These ideas align strongly with the themes emphasized in the Finances chapter of “The Dealership Manifesto.” That chapter underscores the reality that cash is king and that disciplined fiscal management is essential for long-term success. It highlights the need to measure what matters, manage working capital tightly and understand where cash is won or lost in everyday operations. In dealership environments, this means watching inventory levels, controlling expense creep, improving service and parts profitability, and maintaining reliable cash flow forecasts. The book’s broader message is that strong financial performance does not happen by accident; it comes from consistent attention to the operational details that drive cash. CONCLUSION The Power of One is powerful because it is practical. It does not require dramatic restructuring or unrealistic targets. It asks leaders to identify one measurable financial driver, improve it slightly and track the result. Reduce receivables by one day. Cut inventory by one day. Improve margins by one point. Lower expenses by 1%. Each action creates cash. Once one gain is secured, the organization can move to the next level. This mindset creates a culture of discipline and accountability. Small wins build confidence, improve financial visibility and strengthen resilience. Over time, these improvements compound into a healthier balance sheet, reduced borrowing needs and greater freedom to invest in growth. That is the real Power of One: a single operational improvement that leads to stronger cash, better decisions and a more durable business. The point of the Power of One is that management does not need to solve everything at once; one small, focused improvement can create momentum and immediate financial relief. 25
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