2025 WVADA VIP Charity Gala Register Now for the WVADA Dealer Family Convention
304-624-5564 www.tetrickbartlett.com Driving excellence in all we do. Tetrick & Bartlett, PLLC Certified Public Accountants Consultants Tetrick & Bartlett, PLLC is an accounting and consulting firm serving clients throughout West Virginia. We are dedicated to providing our automobile dealer clients with professional, personalized services and guidance in a wide range of financial and business needs.
DILIGENT DECISIVE DETERMINED More than 35 years of dedicated service! Our nationally recognized automotive dealership attorney group specializes in West Virginia’s franchise law and regulatory compliance. Areas of expertise: • Consumer Litigation • Advertising • Employment • Manufacturer Disputes • Buy-Sell Transactions • Dealership Industry Compliance CALL TODAY! 304.344.0100 Or scan the QR code for more information. We will help YOU through any legal, regulatory and legislative challenge. JOHNNIE BROWN jbrown@pffwv.com
©2025 West Virginia Automobile Dealers Association (WVADA) | The newsLINK Group LLC. All rights reserved. WVADA News is published four times per year by The newsLINK Group LLC for WVADA and is the official publication for this association. The information contained in this publication is intended to provide general information for review, consideration and education. The contents do not constitute legal advice and should not be relied on as such. If you need legal advice or assistance, it is strongly recommended that you contact an attorney as to your circumstances. The statements and opinions expressed in this publication are those of the individual authors and do not necessarily represent the views of WVADA, its board of directors or the publisher. Likewise, the appearance of advertisements within this publication does not constitute an endorsement or recommendation of any product or service advertised. WVADA News is a collective work, and as such, some articles are submitted by authors who are independent of WVADA. While a first-print policy is encouraged, in cases where this is not possible, every effort has been made to comply with any known reprint guidelines or restrictions. Content may not be reproduced or reprinted without prior written permission. For further information, please contact the publisher at (855) 747-4003. Contents PRESIDENT’S MESSAGE 6 LEGISLATIVE UPDATE By Jared Wyrick, President, WVADA 8 THANK YOU 2025 WVADA GALA SPONSORS 9 2025 WVADA VIP CHARITY GALA 12 THANK YOU TO OUR GALA SPONSORS WHO PARTICIPATED IN OUR “TALK TO THE DEALERS” SPONSORSHIP OPPORTUNITY! REGISTER NOW! 14 92ND DEALER FAMILY CONVENTION June 8-11, 2025 BY THE NUMBERS 16 HELPFUL TIPS FOR USING THE DEALERSHIP FINANCIAL STATEMENT AS A MANAGEMENT TOOL By Tasha R. Sinclair, CPA/ABV, Tetrick & Bartlett PLLC NADA COMPLIANCE ALERT 18 PRICE ADVERTISING IN THE CURRENT TARIFF ENVIRONMENT COUNSELOR’S CORNER 20 EVALUATING YOUR INTERNAL COMPLIANCE PROCESSES TO LESSEN YOUR LEGAL EXPOSURE By Johnnie Brown, Esq., Pullin, Fowler, Flanagan, Brown & Poe PLLC 22 ARE “MAIN STREET” BUSINESSES IN LOCAL ECONOMIES DEAD? The Role of Franchised Auto Dealerships 24 WORKPLACE VIOLENCE AND THE RISK TO DEALERSHIPS GUEST EDITORIAL 26 BRIDGING THE GAP Successfully Managing a Multi‑Generational Workforce 28 IN THE COMMUNITY 32 WVADA PREFERRED PARTNER PROGRAMS 34 EXECUTIVE COMMITTEE, BOARD OF DIRECTORS AND DIRECTORS AT LARGE 2025 ISSUE 1 9 20 JARED WYRICK President HALEY JUSTICE Communications & Events Director WEST VIRGINIA AUTOMOBILE DEALERS ASSOCIATION 1618 Kanawha Blvd. E. Charleston, WV 25311 Phone: (304) 343-4158 wvcar.com MEET OUR TEAM ELAINE JUSTICE Office Administrator JO BARKER Office Administrator WVADA NEWS 4
Anticipate every turn In an industry that’s always evolving, your dealership can rely on our Dealer Financial Services team’s 90 years of experience to see what’s around the corner, forward-thinking insights to prepare you, and technology to keep you ahead of the curve. What would you like the power to do?® Diana Zamudio, diana.zamudio@bofa.com business.bofa.com/dealer ©2024 Bank of America Corporation. All rights reserved. DFS-699-AD 6942528 Investment products offered by Investment Banking Affiliates: Are Not FDIC Insured Are Not Bank Guaranteed May Lose Value “Bank of America” and “BofA Securities” are the marketing names used by the Global Banking and Global Markets divisions of Bank of America Corporation. Lending, derivatives, other commercial banking activities, and trading in certain financial instruments are performed globally by banking affiliates of Bank of America Corporation, including Bank of America, N.A., Member FDIC. Trading in securities and financial instruments, and strategic advisory, and other investment banking activities, are performed globally by investment banking affiliates of Bank of America Corporation (“Investment Banking Affiliates”), including, in the United States, BofA Securities, Inc., which is a registered broker-dealer and Member of SIPC, and, in other jurisdictions, by locally registered entities. BofA Securities, Inc. is a registered futures commission merchant with the CFTC and a member of the NFA.
PRESIDENT’S MESSAGE Legislative Update This year is off to a promising start, marked by the success of our recent legislative session and the VIP Charity Gala. WVADA closely monitored several bills, and we are pleased to report that HB 3391 — allowing Tesla and other OEMs to operate as a new car dealer to sell directly did NOT pass. In fact, every bill that WVADA believed had a negative impact on West Virginia dealers shared the same fate and died. • HB 2178/SB 679: Eliminating the state inspection program — Died. • SB 577: Amending West Virginia franchise law prohibiting post-sale software — Died. • SB 748: Allowing counties to levy an additional 1% tax — Died. • HB 2373/SB 242: Right to Repair Act — Died. Our organization continues to uphold one of the strongest franchise laws nationwide, and we remain vigilant in tracking any potential harmful legislation. We extend our gratitude to our dealer sponsors, listed below, who participated in our weekly Tuesday night receptions for members of the Senate, House and their staff. These receptions have proven to be an effective networking opportunity for both WVADA and our dealer members. • Bill Cole Automall • Thornhill Auto Group • Moses Auto Group • McClinton Auto Group • Harry Green 7 Acres & Jenkins Auto Group • Midstate/Northside Auto Group Jared Wyrick President, WVADA In addition to a productive session, we also enjoyed a successful turnout at our VIP Charity Gala, despite the inclement weather. We raised over $30,000 for Good News Mountaineer Garage, and we are immensely grateful for the support from all sponsors and attendees. As we look ahead, WVADA has many more exciting events planned. Please remember to register for our Dealer Family Convention, scheduled for June 8-11 at the Greenbrier Resort, as well as our DMV Seminars and Board Retreat in the fall. We deeply appreciate the engagement of all our members; WVADA’s success is a testament to your participation and support. I look forward to seeing each of you at our upcoming events and appreciate the opportunity to serve this great association. WVADA NEWS 6
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Thank You 2025 WVADA Gala Sponsors JACKPOT United Bank ROYAL FLUSH Capital Automotive Capital City Auto Auction Mountain State Auto Auction HIGH ROLLER Audi Charleston • CHAMP Titles • DDI • Five Star Chevrolet Ford • King Cut Rate/CJ’s • Pullin, Fowler, Flanagan, Brown & Poe Toyota • Tyler Technologies HOLD’EM LOUNGE Brightline Dealer Advisors • ComplyAuto • Huntington Bank • Integrum Reynolds & Reynolds • Spilman Thomas & Battle PLLC • TrueCar CARD SHARK Ally • Crystal Clean • Drive Auto WCHS • Jackson Kelly PLLC People’s Bank • Protective • Tito’s • WSAZ ACES Cox Automotive • Dealer Merchant Services • Delta Defense • EasyCare • Finance Concepts JM&A Group • Kasper Group at Morgan Stanley • Performance Brokerage Services Specialty Underwriters Group • Terick & Bartlett • Zurich WVADA NEWS 8
2025 WVADA VIP Charity Gala WVADA’s VIP Charity Gala, Casino Royale, was a remarkable evening, raising over $30,000 for Good News Mountaineer Garage! This event could not have happened without the generous support of our sponsors, who traveled from afar to join us. A heartfelt thank you goes out to our dealers, who consistently show up and assist whenever needed. We are truly grateful for the support from all our sponsors, dealers, their guests, legislators and everyone who worked tirelessly to create this unforgettable event! 9 WVADA NEWS
2025 WVADA VIP CHARITY GALA 10 WVADA NEWS
2025 WVADA VIP CHARITY GALA VIEW ALL THE GALA PHOTOS https://www.dropbox.com/scl/fo/ act0bx2focz9ep005ihxk/ AImMz6B31elvBNLjoc2dNEw? rlkey=fj6hvzf6mwdrmc7qx4c0r8xsy &e=1&st=2vv24gsa&dl=0 11 WVADA NEWS
Thank You to Our Gala Sponsors Who Participated in Our “Talk to the Dealers” Sponsorship Opportunity! DELTA DEFENSE and USI Richard Tilson and Jill Gruetzmacher REYNOLDS & REYNOLDS Shawn Leibold PROTECTIVE ASSET PROTECTION Rob Johnson DEALER MERCHANT SERVICES (DMS) Laura Sherman LISTEN TO OUR SPONSORS’ BEST ADVICE EVER! https://youtu.be/YqhRdUE3lVw https://youtu.be/gWtZaQmVOKU https://youtu.be/KVLS3U3FtvE https://youtu.be/HeAZawbqmtY WVADA NEWS 12
DDI TECHNOLOGY Ben Thames PEOPLES BANK Chuck Massa BRIGHTLINE DEALER ADVISORS Chris Feucht COX AUTOMOTIVE Steve Wheatley and Noah Lee BRIGHTLINE DEALER ADVISORS Damian Marchitello EASYCARE John Hensley https://youtu.be/IFFCKeCsrF0 https://youtu.be/3Zns4FSjKVs https://youtu.be/2XTiAgtIku4 https://youtu.be/yR-0gKfYTGw https://youtu.be/rxiFMR-Kb1U https://youtu.be/ B1SOexA-29g?si=vnlghzVXJ7D6h41i WVADA NEWS 13
92nd DCe aolne vr eFn tai omni l y Register Now! JUNE 8-11, 2025 THE GREENBRIER White Sulphur Spring, West Virginia SCAN THE QR CODE TO REGISTER TODAY! https://wvcar.com/2025-convention/ wvada-convention/
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BY THE NUMBERS Helpful Tips for Using the Dealership Financial Statement as a Management Tool By Tasha R. Sinclair, CPA/ABV Tetrick & Bartlett PLLC In today’s data-driven world, dealership financial statements can initially appear overwhelming. However, by concentrating on key areas, you can extract valuable insights into your business’ financial performance and health. LOOK BEYOND THE INCOME STATEMENT Many general managers and dealers focus primarily on the income statement and departmental gross profit. While these are important, the balance sheet holds equally critical information that often goes underutilized. INVESTIGATE NEGATIVE BALANCES Start by checking for any negative balances on the balance sheet. A negative balance typically indicates that an account is showing the opposite of its expected value and is often the result of a recording error. For example, a negative liability may suggest an overpayment or a missed expense entry. These discrepancies can distort your financial picture, as errors on the balance sheet frequently translate to errors in net income. Always seek clarification from your office manager if a negative balance appears. MONITOR TRENDS IN KEY ASSET ACCOUNTS Next, compare the balances in receivables, inventory and prepaid expenses to the prior month and the same period in the previous year. Developing a baseline for these accounts allows you to identify unusual variances that may warrant further investigation. For instance, if receivables and inventory are increasing more rapidly than sales, a cash flow issue could be on the horizon. You might also discover expenses incorrectly categorized as assets. A common example is overstated labor-in-process due to payroll posting errors. If this goes unnoticed, it can accumulate month over month, leading to a major adjustment at year-end when reconciled by your tax accountant. This type of misclassification can falsely inflate service department gross profits over time. LEVERAGE KEY RATIOS FOR PERFORMANCE EVALUATION Use financial ratios and metrics to gauge operational efficiency and identify areas for improvement. • Net Profit as a Percentage of Sales: Compare this metric internally over time and with your 20 Group to benchmark performance. • Personnel Expense as a Percentage of Gross: Labor is the largest controllable expense. Monitoring this ratio can help determine whether staffing adjustments are needed. • Total Expenses as a Percentage of Gross: Review this regularly against the previous month and the same month last year. An increasing trend may indicate weakening expense discipline. 16 WVADA NEWS
A comprehensive, rather than compartmentalized, review provides a clearer view of your dealership’s financial position and supports better-informed decision-making. FINAL THOUGHTS Understanding your dealership’s financial statement doesn’t have to be daunting. By focusing on crucial components — like spotting negative balances, analyzing asset trends and consistently reviewing key ratios — you can transform your financial statement into a strategic management tool. A comprehensive, rather than compartmentalized, review provides a clearer view of your dealership’s financial position and supports better-informed decision-making. Tasha Sinclair, CPA/ABV, is a principal of Tetrick & Bartlett PLLC, and has been providing accounting, tax, valuation and consulting services to automobile dealers since 2002. Tetrick & Bartlett PLLC currently serves over 50 dealers in West Virginia, Virginia, Ohio and Pennsylvania and is a member of the AutoCPA Group, a nationwide organization of CPA firms specializing in services to automobile dealers. Tasha can be reached at tsinclair@tb.cpa or (304) 624-5564. It's easy to donate your car, truck, van, or fleet vehicles and help a West Virginia family get back on the road to work. GOOD NEWS MOUNTAINEER GARAGE GoodNewsMountaineerGarage.com 304.344.8445 1.866.Givecar The program is being presented with financial assistance as a grant from the West Virginia Department of Health and Human Resources registered with the West Virginia Secretary of State's Office. GOOD NEWS MOUNTAINEER GARAGE GoodNewsMountaineerGarage.com 304.344.8445 . .GIVECAR 1.866.448.3227 The program is being presented with financial assistance as a grant from the West Virginia Department of Health and Human Resources registered with the West Virginia Secretary of State’s Office. CHARLESTON I MASONTOWN WVADA NEWS 17
NADA COMPLIANCE ALERT Price Advertising in the Current Tariff Environment WHAT’S NEW The new and used automotive market could soon experience market conditions not seen since the COVID pandemic. It has been widely reported that the recent imposition of tariffs on imported automobiles will likely produce upward market pressure on prices, whether because of direct OEM pricing actions, increased demand for non-affected vehicles, or a reduction of the supply of vehicles at pre-tariff MSRPs. There can be potential legal and regulatory pitfalls when higher vehicle prices are advertised to consumers, particularly if an advertisement attributes the higher prices to specific causes, such as the government’s imposition of tariffs. This does not mean that dealers cannot adjust the prices of their vehicles in response to market conditions and advertise their new prices — but they should be cautious when advertising new prices and, if they chose, when attributing price increases to specific causes. The Federal Trade Commission Chairman recently stated that the agency will be watching companies closely if there is any price fixing among competitors or unlawful behavior on pricing due to tariffs. WHY IT MATTERS Dealers are free to set and advertise prices for new or used vehicles at whatever level they believe the market dictates, provided that such pricing complies with applicable law as well as any contractual obligations and restrictions. Dealers should consult an attorney familiar with federal, state and local law to ensure all advertisements are legally sufficient. And, of course, competing dealers should always set their prices independently and not through coordination with other dealers. TELL ME MORE The FTC considers the definition of “advertisement” to be very broad and includes commercial messages in any medium. This definition encompasses much more than print, website or online advertisements; indeed, social media, text messages, emails and other forms of communication could all be considered advertisements. As a result, dealers should exercise caution in communicating a price for a vehicle in any format or circumstance that links that price to the imposition of tariffs. For example, a dealer should not state that a particular portion of a vehicle’s price is attributable to a tariff paid on that vehicle unless that fact is known by the dealer to be true. A related issue that the FTC has focused on in recent enforcement actions is misrepresenting vehicle prices in advertisements by advertising a low vehicle price and later adding previously undisclosed fees as a customer goes through the buying process. Dealers are also reminded to not coordinate with each other regarding any aspect of how they price the vehicles they offer for sale and should not agree either (1) to add a standard price increase to vehicles due to tariffs or (2) to include a standard gross profit on vehicle sales. These actions are anticompetitive practices prohibited by law. WHAT’S NEXT NADA presented a webinar on Complying with Federal Advertising Laws at Your Dealership on April 22, 2025. To learn more about the webinar and about protecting your dealership and pricing vehicles fairly and accurately, visit nada.org. GO DEEPER NADA offers a variety of compliance resources to dealers, including a Dealer Guide to Federal Advertising Requirements. Visit nada.org to learn more. This memorandum is offered for informational purposes only and is not intended as legal advice. Consult an attorney who is familiar with federal, state and local law addressing these topics and your operations for guidance on the legal sufficiency of your pricing, advertising and disclosure practices. The presentation of this information is not intended to encourage concerted action among competitors or any other action on the part of dealers that would in any manner fix or stabilize the price or any element of the price of any good or service. 18 WVADA NEWS
COUNSELOR’S CORNER Evaluating Your Internal Compliance Processes To Lessen Your Legal Exposure By Johnnie Brown, Esq. Pullin, Fowler, Flanagan, Brown & Poe PLLC I hope everyone is doing well and enjoying this beautiful West Virginia spring. While spring normally brings increased customer traffic, increased interest rates and the uncertainty of tariffs are causing unpredictability in our markets. Despite these challenges, there is good news to report. The industry has fought back the Federal Trade Commission’s Vehicle Shopping Rule administrative regulations, and there is a good chance that the current administration will not seek to revive this extremely misguided administrative rule, which would have dramatically and negatively changed the vehicle shopping experience for millions of customers. On the other hand, please be aware that states are developing their own versions of the Vehicle Shopping Rule, currently California and Massachusetts. Furthermore, the Federal Trade Commission has been attempting to impose the Vehicle Shopping Rule’s requirements and mandates through consent orders even though the administrative rule has been rejected by the federal courts. Congratulations to the West Virginia Dealers Association for their legislative success this year! No negative legislation was passed. On the positive side, the Department of Motor Vehicles passed legislation clarifying the path forward on electronic titling, which will greatly assist your internal operations and assist the consumers with a more efficient means of ownership transfer with the safe operating confides of the Department of Motor Vehicles system. West Virginia has been a leader on electronic titling — kudos and thanks to both the West Virginia Department of Motor Vehicles and the West Virginia Automobile Dealer Association. Just three things I wish to mention, and hopefully, you will evaluate your internal compliance processes to lessen your legal exposure. I have seen issues arising over the recent hailstorms that impacted West Virginia, increased legal complaints about voluntary protection products, and questions about how to handle the increased number of vehicles with recalls. HAIL DAMAGE Can we sell a motor vehicle that has received hail damage? What are our disclosure requirements? The short answer is yes, you can, but let’s use a compliant disclosure. Over 15 years ago, I prepared and provided the association with a Hailstorm Damage Disclosure and Release. If you have misplaced your disclosure, please contact me or the association and we will be happy to provide another copy. I encourage all dealers to disclose as much information as possible to the consumer, disclosing the areas of the motor vehicle that were damaged, and perhaps including a report prepared by the vendor who inspected the particular motor vehicle, along with any photos you may have. 20 WVADA NEWS
The disclosure form expressly allows the consumer to select whether they will accept the vehicle with or without repair, and what discount they will receive, or whether they select to receive the insurance company’s payment for the hail damage. Finally, there is language releasing the dealer from any liability because of hail damage based upon your disclosure of this information. This clearly allows a consumer to make an informed decision and protects the dealer from legal liability. VOLUNTARY PROTECTION PRODUCTS DISCLOSURES We continue to face complaints in which a consumer alleges that they were not informed that they purchased a particular voluntary protection product, that they were required to purchase a voluntary protection product, or that the product was “worthless” and therefore, “unconscionable,” under our consumer laws. Your written disclosure documentation becomes so important to defend yourself. If you are using a menu selling system, screenshots can be printed, and the customer initializes those items that they wish to purchase. We should have systems and training in place in which any voluntary protection product is clearly disclosed on the bill of sale and the retail installment contract. I discourage preloading voluntary protection products on a bill of sale. There should also be a separate document within the retail file specifically disclosing the voluntary protection product, its terms and conditions, pricing and language reflecting that the purchase of the product is not required to obtain credit. We certainly wish every customer to have an excellent buying experience and do not wish them to go away from the dealership thinking that they purchased something that they were unaware of or were somehow misled. It is so important to have proper signatures and proper disclosure procedures in place. As stated above, although we do not have to face the express legal requirements of the now-rejected Vehicle Shopping Rule, this will not stop consumers and their attorneys from alleging fraud and violations of the West Virginia Consumer Credit and Protection Act. Also, we always have to be concerned about the Federal Trade Commission and its extremely burdensome and heavy-handed consent orders. RECALLS Recalls are becoming more and more common in the automotive industry. I wish to reiterate and emphasize our responsibility as it relates to the sale of new and used motor vehicles with an open recall. A new car may not be sold with an open recall. While this can create expense as it sits on your floor plan, there is federal law that allows a dealer to recover the floor plan interest on the motor vehicle due to an open recall that the manufacturer simply cannot resolve or provide the needed part. There is no prohibition on selling a used car with an open recall. However, I encourage sound judgment and common sense to be used in this situation. If the used car is one of the same line make of new motor vehicles that you sell, then strong consideration has to be given to not selling that used motor vehicle until the recall is completed. However, every recall is not the same. Some relate to simple items, and others are much more safety-sensitive. Recalls that relate to safety-sensitive issues should not be sold if they endanger any consumer or the public. When we have used cars that are not of the line-make for which we hold our sales and service agreement, these can become more difficult. Fortunately, there are governmental websites that clearly show if a vehicle has an open recall. Again, judgment must be used. If the recall is a safety-sensitive issue, then we need to exercise caution and err on the side of not selling. Otherwise, pre-owned motor vehicles with a minor recall issue can be sold, but I would encourage it to be done with a proper disclosure form. The West Virginia Dealer’s Association does have a disclosure form for selling a used car with an open recall, and if you have not previously received it, do not hesitate to contact the association or me, and we will provide it to you. I cannot stress the importance of a robust compliance training program, with written policies and procedures and consistent training and reinforcement of your compliance procedures. As always, the association and I are able to assist your efforts on these types of programs. Please reach out if any guidance is needed or if questions arise. Hope to see everyone at the WVADA Dealer Family Convention. WVADA NEWS 21
Are “Main Street” Businesses in Local Economies Dead? THE ROLE OF FRANCHISED AUTO DEALERSHIPS The U.S. Chamber of Commerce reports that small businesses account for 99.9% of all U.S. businesses and employ 46% of the private sector workforce. According to the SBA’s “small business” definition, the majority of local franchised auto dealerships are part of the 33.2 million small businesses that form the foundation of our nation’s economy. At the heart of many communities are “main street” businesses. They are often locally owned brick-and-mortar stores that offer essential goods and services. These “main street” businesses serve as a hub for social interaction while fostering a sense of place and hometown pride. Franchised auto dealerships are the last true “main street” businesses. With deep community ties, many of these businesses are family-owned and have been passed down from generation to generation. When it comes to local franchised auto dealerships, an estimated 85% of the 16,000+ are family-owned and some even have a fourth generation getting ready to take over the reins. These dealerships are known for their accessibility, a place where customers can often interact personally with the owner, thus fostering strong community relationships. Additionally, dealers are inherently ingrained and deeply invested in their communities, giving back as much, if not more, than they bring in. Across the board, dealers directly invest in their neighborhoods through car donations, Little League sponsorships, volunteer hours and so much more. And this is just the start of what dealerships bring to the local table. Employees of dealerships are often involved in chambers of commerce and other local business associations, playing a direct role in keeping the local business community vibrant and healthy. This level of community commitment is not easily replicated. It’s not hard to see how franchised dealerships have become an integral piece of the local economy and we haven’t even mentioned economic activity. According to Auto Outlook Inc., in 2023, West Virginia dealerships employed 14,800 people, that’s 19% of total retail employment and a whopping $545 million in payroll. What’s more, those employed in the automotive industry don’t have just another low-paying job. Whether it be in retail or as a service technician, the automotive industry offers one of the few work opportunities where those who don’t see a four-year college degree as an option, can find a path to the middle class and higher. All that is needed is a healthy dose of work ethic, a willingness to learn and on-the-job experience. The benefits of these jobs to the community are immediate because employees and customers are the community. The profits feed right back into the local area. Really, the only people the franchise model isn’t good for are Wall Street billionaires. Yet another staggering number is the $8.2 billion in total sales that West Virginia’s franchised auto dealers made in 2023. That equates to $484 million in state and local taxes collected and almost $129 million in federal taxes. Those are impressive numbers, and though there are certainly outliers, most franchised dealerships, fit into the “main street” business mold. They are not what one would classify as a mom-and-pop WVADA NEWS 22
shop nor are they considered a billionaire class. Simply put, they are affluent “main street” community businesses. While not immune to consolidation by larger corporations, for the most part, dealerships remain a fundamentally local small business that lives and dies by their community, selling person to person to their neighbors. The recent efforts of new tech manufacturers to disrupt the franchised dealership system — which has thrived for over 100 years — have not succeeded. What leaders from new tech companies fail to realize is how expensive it is to get a storefront, customize and brand it, fill it with inventory, hire staff and train them on the intricacies of the car make and model so the customer relationship can be built, nurtured and live well beyond the initial purchase of the vehicle. This carefully developed relationship happens over time and includes regular oil changes, service and repair, warranty work, and if all goes to plan, selling the customer their next new car when the time is right. Over the last decade, we’ve heard a lot of talking points about the usefulness of physical dealership stores. The talking heads spoke from one extreme to another, especially with Tesla and their internet model of selling cars. In statehouses across the nation, bills were filed, hearings were held, and legislation was passed in an effort to protect the franchised system. As the dust settles, the evidence is clear, the integration of a physical store with an online shopping option is the optimal retail model. Not because we said so, it’s because car buyers prefer a combination of physical and digital channels, and their money does the talking. The “bricks and clicks” model of selling cars is here to stay. While younger generations may prefer a digitally enhanced car buying experience, they still value physical touchpoints, choosing to gather information and make decisions based on a combination of online and physical channels. At the same time, older generations prefer an in-store car-buying experience but are increasingly engaging in online shopping options. The benefits of the franchised dealer model are the wide distribution network, personalized customer service, the ability IMPACT STUDY ECONOMIC ECONOMIC IMPACT OF FRANCHISED NEW VEHICLE RETAILERS ON THE WEST VIRGINIA ECONOMY 2024 Study sponsored by West Virginia Automobile Dealers Association Confidential 2024 Report Compiled from 2023 Data to manage inventory and financing while providing a physical space for test drives and the final purchase experience. It also supports the car sales process and provides a deeply human interaction, one that can be facilitated, but not replaced, by technology, making the franchised auto dealership the epitome of “main street.” Scan the QR code to read the full report. https://wvada-news.thenewslinkgroup.org/ wp-content/uploads/2025/05/ 2024-Economic-Impact-Study-3.pdf WVADA NEWS 23
Workplace Violence and the Risk to Dealerships The effects of workplace violence are profound, including physical and emotional suffering, destroyed careers and harm to companies and communities. And it comes at a staggering economic price. Although estimates differ, researchers have put the cost of workplace violence at as much as $56 billion annually — and that figure is likely significantly low. No industry is free of violence, but the problem is particularly prevalent in the retail sector. With incidents ranging from verbal abuse to physical assaults, it can have a serious impact on employees, customers and the retailer’s reputation. A poll conducted by Liberty Mutual showed that, on average, for every $1 invested in improving workplace safety, approximately $3, or more, is saved. Yet, according to the OSHA, only 30% of businesses currently have formal safety and health programs in place. Given the considerable number of individuals in today’s workforce, this percentage is concerning and highlights the need for improvement. Employers who prioritize safety not only protect their employees but also foster a more productive and engaged workforce. Organizations should take violence prevention and overall safety seriously. Initiative-taking measures are essential to ensuring both the well-being of employees and the long-term success of the company. In a workplace environment, such as a dealership, employees regularly interact with individuals who have diverse personalities and working styles. Under the pressure of meeting goals and deadlines, conflicts can naturally arise. If employees lack the skills to manage these conflicts effectively, situations can escalate into workplace violence. Additionally, employees in retail operations often encounter abusive customers, which may range from verbally abusive to in rare cases, physical harm. While active shooter incidents in workplaces are statistically rare, they are a serious and sadly growing threat. Being prepared is crucial. POTENTIAL RISKS AND COSTS TO EMPLOYEES When workplace violence occurs, it can bring an organization’s operations to an immediate halt. Employees are often left in shock by the disruption and chaos, unsure whether to intervene or prioritize their own safety. If the violence results in injury, medical insurance claims are likely to follow, and in more severe cases, legal action may be pursued. According to the National Safety Council, the average cost for one small business to mitigate one incident of workplace violence can SCAN THE QR CODE TO LISTEN TO THE AUDIO! https://wvada-news.thenewslinkgroup.org/ workplace-violence-and-the-risk-to-dealerships WVADA NEWS 24
your company are a good fit and uphold the organization’s values. Implementing a comprehensive screening process is a proactive measure that can play a critical role in maintaining a safe and secure environment for all employees. 2. Have Clear Violence Prevention Policies in Place: Establish clear policies and procedures specifically designed to address and prevent violent behavior. Well-defined rules create structure and accountability within an organization. Most companies adopt a zero-tolerance approach to violence, making it clear that any form of physical altercation or inappropriate conduct will result in immediate termination and may lead to further legal action. It is essential that all employees are fully informed of these policies and understand the consequences of violating them. 3. Training: Provide regular training for all employees. It is crucial that staff are equipped with the knowledge to recognize and respond to potential threats. Employees should be trained to identify early warning signs of escalating behavior, including verbal aggression, noticeable changes in body language, social withdrawal and signs of agitation. In addition, organizations should have a clearly defined emergency response plan in place, outlining procedures for where to go and what actions to take if violence occurs. Supervisors and managers should receive specialized training on conflict resolution and de-escalation techniques to help defuse potentially violent situations before they escalate. 4. Offer Employee Assistant Programs (EAPs): Acts of workplace violence often stem from underlying personal or professional stressors that build up over time. By providing support services such as counseling, therapy and stress management resources, organizations can help employees address their concerns in a healthy and constructive manner. Offering access to EAPs demonstrates a company’s commitment to employee well-being and can be a cost-effective strategy for reducing the risk of workplace violence. 5. Create a Positive Work Culture: Foster a welcoming environment that promotes respect, inclusivity and open communication. Establishing an open-door policy encourages employees to voice their concerns and report issues without fear of retaliation. Additionally, employees should feel confident that any reports or concerns they bring forward will be managed confidentially and addressed appropriately. The well-known phrase, “If you see something, say something,” should be actively promoted within the organization to create a culture of vigilance and shared responsibility for workplace safety. 6. Employee Recognition: Implement recognition and reward programs that encourage employees to actively contribute to a safe work environment. Acknowledging and praising employees for consistently upholding safety standards, following policies and procedures and promoting a culture of respect reinforces positive behaviors. Recognitions can be as simple as verbal appreciation or more formal, such as the “Safety Employee of the Month” award for outstanding commitment to workplace safety. Incentive programs not only boost morale but also foster a shared sense of responsibility among staff to maintain a secure and supportive environment. Sadly, with so much at stake, too many companies are not ready — but preparedness can make all the difference. While threats may be unavoidable, preparedness offers a much more positive outlook. Not only can it help protect employees and company assets from harm, but statistics show that the cost of prevention is 100 times less than the cost of managing the aftermath of a tragedy. escalate as high as $1.3 million and that does not address any impact on work productivity. STEPS THAT DEALERSHIPS CAN TAKE TO CONTROL WORKPLACE VIOLENCE Managers and owners must recognize the critical importance of ensuring a safe and secure workplace. Every employee has the right to feel protected and confident in their work environment. Consider this: Every year in America, more than 2 million workers become victims of workplace violence, and according to a survey from the Society of Human Resource Management (SHRM), 1 in 7 workers feel unsafe at work. The steps to forming a workplace safety program include: 1. Background Checks: It is essential to ensure that those who represent WVADA NEWS 25
GUEST EDITORIAL Bridging the Gap SUCCESSFULLY MANAGING A MULTI‑GENERATIONAL WORKFORCE For the first time in history, we have five generations in the workplace, which also means dealerships are juggling the interests, needs and communication styles of members whose ages span over a half-century. Each of these groups has been influenced by the socio-cultural events that took place during the formative years of their lifetimes, including how each generation views its financial needs, goals and communication preferences. A generation is defined as “a group of people born around the same time and raised around the same place. People in this birth cohort exhibit similar characteristics, preferences and values over their lifetimes.” This generational melting pot presents an interesting puzzle for both owners and management teams because a one-size-fits-all approach is no longer an effective way to engage all employees. In order for employees to be fully engaged and participate, more and more, the feedback is to communicate with them how they want to be communicated with. Generations have differences in the values, beliefs and opinions of different groups of people. While some believe strongly in the differences, others believe they are a myth. Those believing in the differences assert they are important to recognize and accommodate, especially in settings with multiple generations in today’s workforce. • Traditionalists value workplaces that are conservative and hierarchical and have a clear chain of command and top-down management. • Baby boomers value workplaces that have flat hierarchies, democratic cultures, humane values, equal opportunities and warm and friendly environments. • Generation X values workplaces that are positive, fun, efficient, fast-paced, flexible, informal and have access to leadership and information. • Millennials value workplaces that are collaborative, achievement-oriented, highly creative, positive, diverse, fun, flexible and continuously providing feedback. • Generation Z value workplaces that offer security, are competitive and offer independence where they can multi-task and communicate face-to-face in an entrepreneurial environment. They are digital natives who want to be catered to. Leaders need to be adaptable and willing to negotiate compromises to effectively serve all generations. While it may not always be possible to find a middle ground, making an effort can create significant positive change. It’s important to work on bridging the generation gap without exacerbating it. Achieving this requires thoughtful conversations conducted in good faith, as well as effective negotiation. Let’s examine where intergenerational conflict may arise and the potential consequences if leaders fail to establish an inclusive path forward. COMMUNICATION Setting expectations upfront can help avoid any confusion while reaching business goals. • Set clear guidelines and expectations for communication channels and response times. • Offer training on effective communication strategies for leaders, focusing on bridging generational gaps. WVADA NEWS 26
• Promote collaboration and communication across generations through group projects that develop intergenerational skills. • Provide cheat sheets during onboarding that include team communication preferences. Add personal details (pets, hobbies, etc.) to facilitate quicker interpersonal connections. • Train employees on scheduling emails for later to respect communication preferences, and not pressure them to respond outside of regular business hours, even if their colleagues are working during those times. THE WORK/LIFE BALANCE Different generations have unique expectations regarding work hours, flexibility and time off. However, preventing burnout is crucial for all age groups. Research indicates that an imbalance between work and personal life greatly contributes to burnout, leading to higher turnover rates and lower job satisfaction. To enhance work/life balance across generations while maintaining high productivity and morale, consider the following strategies: • Provide flexible work arrangements, including options for hybrid, remote or adjustable schedules. • Encourage employees to prioritize self-care and well-being by implementing wellness initiatives. • Establish policies and guidelines that encourage work/life balance and clearly define expectations for all employees. • Offer resources and support for effectively managing stress and achieving a healthy work-life balance. EMBRACING TECHNOLOGY Different rates of technology adoption can hinder team collaboration and engagement. Training and effective communication are essential to bridge the gap between these varying adoption rates. Consider the following steps to help your employees embrace technology: • Implement training programs to enhance digital skills across all generations, including opportunities for cross-skilling. • Foster a culture of questioning where individuals from any generation feel comfortable raising their hand and saying something like, “I’m having difficulty understanding the new process. I know I’ve asked before, but could someone please help me?” • Develop a technology adoption roadmap that includes ongoing support and clearly outlines training expectations. • Engage employees in the decision-making process and address their concerns about changes in technology. BENEFIT OFFERINGS Each generation requires different benefits, however, it’s crucial not to make assumptions based solely on someone’s birth year. Instead, employers should ask employees about their specific needs and then offer them a range of options. This can make a huge difference in employee retention. Additionally, providing a wide variety of choices and benefits can distinguish employers in the competitive job market, helping them resonate with and attract talent from all generations. Failing to provide complete information about benefits or not communicating them clearly can hinder your ability to attract new talent. Job postings that explicitly mention various benefits, such as workplace wellness programs and flexible work arrangements, tend to receive significantly higher engagement rates from job seekers compared to postings that do not include these details. To enhance benefit participation, consider the following: • Regularly assess and revise benefit offerings to reflect changing demographics and incorporate employee feedback. • Clearly communicate the value and purpose of each benefit to ensure transparency and understanding. • Consider cafeteria-style benefit plans where employees can select the benefits that suit them best. • Ask the right questions to avoid overpaying for unnecessary benefits. For example, while some employees may express a desire for fully remote work, you might find that, upon further inquiry, they are actually comfortable coming into the office two days a week. CONCLUSION To maintain an up-to-date understanding of your workforce, establish feedback channels throughout the employee experience. Consider conducting stay interviews to gain insight into why employees choose to remain with the company and why others leave, rather than waiting for exit interviews after someone has departed. By approaching it this way, you can gather valuable insights that may influence your workplace strategy, lead to changes in policies and benefits, and help shape your plans for attracting and retaining talent. Remember, work cultures are dynamic and must evolve alongside your workforce. The suggestions in this article are not one-time fixes; instead, they offer ways to collaborate with your employees to find timely solutions tailored to your team’s needs. As you adapt and are transparent about your actions, the strategies you implement can go a long way in helping your business’s growth and success. After all, happy employees lead to happy customers. And isn’t that what selling cars is all about? WVADA NEWS 27
COMMUNITY In the JENKINS SUBARU To celebrate Earth Day 2025, Jenkins Subaru set up an event table in their service department to “Share the Love” with their customers. #SubaruLovestheEarth ASTORG AUTO OF CHARLESTON The Maddox Potter Foundation was established to honor the legacy of a young golfer who battled cancer with courage. Astorg Auto of Charleston proudly supports this organization. A brave mama kitty showed up asking for help and led us to one of our vehicles, where five of her kittens were stuck in the engine! Thanks to the quick action of our employees, the Charleston, WV Police Department, the Kanawha-Charleston Humane Association, and the Fire Department, four out of the five kittens were safely rescued. Mom and her kittens are in good hands while they find their forever home. As proud sponsors of the Marshall University Quarterback Club of Charleston, Audi of Charleston threw a fun beach party to kick off the season! WVADA NEWS 28
COLE CHEVROLET GMC This past April, Cole Chevrolet GMC and WVVA recognized Dr. Riddle for his outstanding dedication, passion and hard work in the classroom. His commitment to his students and his profession is truly inspiring. Thank you, Dr. Riddle, for going above and beyond every day — you’re making a difference that lasts a lifetime! MATHENY MOTORS The Matheny Motors team brought smiles to many faces with the Hino Truck bunny they created for the Easter Parade. JACK GARRETT FORD Supporting the next generation of athletes and team players as an official sponsor of Roane County Minor League Baseball, Jack Garrett Ford loves supporting the Spencer community. Congratulations to Mrs. Patterson from Tazewell Primary School, the Cole Chevrolet GMC and WVVA Teacher Feature Winner for February! Your passion, dedication and impact in the classroom truly make a difference. We’re so proud to celebrate you! WVADA NEWS 29
GOLDY CHRYSLER DODGE JEEP RAM TRUCKS AND MITSUBISHI The Goldy team treated the residents at Recovery Point Huntington to a delicious Chick-fil-A dinner in March, bringing smiles to the thankful residents. MOSES AUTO GROUP This past March, the Moses Auto Group sponsored the WVADA Tuesday Night Reception. Everyone welcomed the staunch supporter of local business, Delegate Walter Hall. STEPHENS CHEVROLET Congratulations to the team at Stephens Chevrolet for being the 2024 Top Volume Chevrolet Dealer in Southern West Virginia! Also, a big congratulations to Matt Burke for being the Top-Selling Chevrolet Sales Consultant. LOUIS THOMAS SUBARU In an effort to help the community during winter months, the team at Louis Thomas Subaru provided new shoes and socks to the Salvation Army of Parkersburg to distribute to those in need. Way to give back and show the love! WVADA NEWS 30
TENPOINT PREOWNED AUTO SALES A huge congratulations to the Tenpoint Preowned Auto Sales team for being the No. 1 Preowned Dealer in Berkeley County. They have held this title for two months in a row! COLE SUBARU Partnering with Bluefield Intermediate School, Cole Subaru set up a toy donation table that served as Christmas gifts for the school’s hard-working students. DAN CAVA TOYOTA WORLD Showing appreciation for all of the loyal customers, Dan Canva Toyota World held a giveaway. The Grand Prize winner was long-time customer Donna McDonald. Congratulations Donna! THORNHILL TOYOTA Wally Thornhill and Sydney Thornhill-Brown presented the new CEO of Chief Logan Recreational Center, Chad Akers, with a check for $10,000.00 from the Thornhill Toyota family. Thank you, Wally, Sydney and the entire Thornhill team for giving back and supporting the community. WVADA NEWS 31
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