Dave Cantin, President and CEO of the Dave Cantin Group, shares insights on the current state of automotive buy-sell activity and how dealers are approaching strategic acquisitions. Despite macroeconomic headwinds, the dealership M&A market remains incredibly strong with valuations holding firm and even climbing for certain franchises in prime locations.

• DCG has closed multiple deals recently, including a highly sought-after Subaru dealership in Northern California
• Most franchises have strong demand when they're in good locations with solid performance metrics
• Toyota, BMW, and Land Rover remain hot franchises despite challenges like tariffs
• Today's buyers are making more sophisticated, strategic acquisition decisions
• Jump IQ platform provides comprehensive data analysis of all 18,000 new car dealership rooftops
• The tool offers benchmarking capabilities across 40 KPIs and detailed valuation assessments
• Stellantis shows promise for recovery under new leadership, while Nissan remains challenging
• The best time to sell depends on individual circumstances, not just market conditions
• Underperforming stores often distract dealers from their better-performing assets
• Dealers excel at reacting to challenges but could benefit from more proactive planning

If you're considering buying or selling a dealership, contact the Dave Cantin Group to learn how their data-driven approach and market intelligence can help you make strategic decisions that align with your long-term goals.

Brian Benstock and Jay Abraham explore how automotive retailers can leverage artificial intelligence and strategic thinking to transform their businesses and thrive amidst industry disruption.

• Origins of Benstock and Abraham's professional relationship dating back to the 1980s when Benstock attended Abraham's seminar on "how to sell anything to anybody"
• Three fundamental ways to increase sales: increase volume of transactions, increase amount per transaction, and increase frequency
• The danger of becoming "successfully stuck" in comfortable but limiting business practices
• Looking outside the automotive industry for innovative business models and customer experience approaches
• How incremental improvements across multiple business processes can yield exponential growth
• Why time has become more valuable than money for today's consumers, and how service pickup/delivery models capitalize on this shift
• Viewing AI as a tool for business expansion rather than merely cost reduction
• The importance of "funnel vision" - borrowing success approaches from outside the industry
• How to empower every team member with AI tools to create cumulative impact
• Starting with small AI implementations that generate revenue to fund larger innovation

For more insights on thriving in today's automotive retail environment, watch the full series of Thriving in Chaos with Brian Benstock and Jay Abraham exclusively on CBT News.

The president has signed resolutions blocking California's EV mandate, marking a major legislative win for the auto industry nationwide. Brian Maas, President of the California New Car Dealers Association, discusses how this development impacts dealers, OEMs, and consumers in California and other states following California's emissions standards.

• California's Advanced Clean Cars 2 regulation required 100% zero-emission vehicles by 2035
• The Congressional Review Act process was used to eliminate California's special emissions waiver
• CARB agreed to pause enforcement for the 2026 model year even while their lawsuit is pending
• California EVs comprise 20% of new vehicle sales—triple the national rate but far below the mandated 35%
• California currently has 170,000 public chargers but needs 2.1 million by 2035
• Tesla's market share has dropped six consecutive quarters in California
• Dealers in California are now collectively selling more EVs than Tesla
• Current business climate shows dealer concern about tariffs, high interest rates, and political uncertainty
• Market uncertainty most significantly impacts consumer willingness to purchase new vehicles

April's automotive sales numbers have stunned industry observers, with the market achieving its second consecutive month above a 17 million unit SAAR – performance levels not seen since the early pandemic era of 2021. NADA Chief Economist Patrick Monzi reveals this surge likely stems from savvy consumers making strategic "pull-ahead purchases" to beat impending tariffs, creating what could be one of the strongest second quarters in recent memory.

The domino effect is already hitting the used vehicle market, where prices are climbing amid tightening inventory. With used vehicle day supply at just 43 days – the lowest in years – dealers are dusting off their COVID playbooks for creative inventory acquisition. The perfect storm of fewer off-lease vehicles (thanks to reduced leasing penetration falling from 30% to 15% three years ago) coupled with rising demand has created significant pressure on used inventory availability.

Looking beyond this immediate surge, Monzi identifies several economic headwinds facing the industry: persistently high interest rates with no relief in sight, rising vehicle prices, and skyrocketing insurance costs (up a staggering 55% since pre-pandemic). Meanwhile, the EV landscape continues evolving with franchise dealers now controlling over half the battery electric vehicle market, though consumer preference is clearly shifting toward hybrids, which are seeing 40% year-over-year growth monthly. With California's Advanced Clean Cars II regulation likely disappearing, manufacturers gain flexibility to align production with actual consumer demand rather than regulatory targets.

The forecast for 2025 has been adjusted downward to approximately 15.3-15.4 million units from the original projection exceeding 16 million, though Monzi believes the full impact of tariffs won't materialize until 2026. As industry stakeholders navigate this complex landscape, they remain vigilant about upcoming policy announcements that could dramatically alter market trajectory. Subscribe to hear more expert analysis on how these factors will shape automotive retail throughout 2025 and beyond.

The ability to maintain optimism during uncertainty separates thriving dealerships from those merely surviving. In this compelling conversation, Virginia Automobile Dealers Association President Don Hall delivers powerful insights on leadership during challenging market conditions.

"No matter what's going on in the economy, we're still selling cars and trucks," Hall reminds us with characteristic enthusiasm. While media narratives focus on tariffs, market fluctuations, and consumer hesitation, successful dealers recognize the fundamental resilience of automotive retail. The question isn't whether people are buying—over a million Americans purchased new vehicles last month alone—but whether your dealership is getting its fair share by adapting to evolving customer preferences.

Virginia's market provides a fascinating snapshot of current trends, with plug-in hybrid sales rising while Tesla experiences decline. Hall, who drives an EV himself, notes that hybrids particularly appeal to consumers by eliminating range anxiety while offering technological advancement. This diversity of powertrain preferences demonstrates why dealers must remain nimble and customer-focused. As Chinese manufacturers prepare to enter the market following recent trade developments, Hall emphasizes the proven value of the franchise system: "When the Chinese come here, they need to understand that the best way for well over 100 years is to sell through the franchise automobile dealer network."

Perhaps most valuable is Hall's perspective on the disconnect between OEMs and dealers. Having met with nine different automotive manufacturer CEOs throughout his career, he observes that many come from engineering backgrounds without fully understanding retail operations. This knowledge gap creates both challenges and opportunities for strengthening these crucial partnerships. As Hall powerfully concludes, echoing former Senator John Warner: "Your home is your castle, your automobile is your freedom." This fundamental truth about personal mobility explains why automotive retail continues to thrive regardless of temporary economic headwinds.

Have you considered how your leadership mindset impacts your team's performance during challenging times? Listen now and transform how you approach uncertainty in your dealership.

What does it take to revitalize an iconic automotive brand? Vinay Shahani, Senior Vice President of US Marketing and Sales for Nissan North America, takes us behind the curtain in this candid conversation about Nissan's journey back to prominence.

Shahani's story is compelling – after ten formative years at Nissan, followed by successful stints at Volkswagen and Toyota, he's returned to his first automotive love with a mission. "I was a little sad to see what was happening at Nissan over the last couple of years," he admits. Now he's determined to restore what he calls "that irreverent, cool underdog Japanese brand" that once captured America's imagination.

The discussion reveals how Nissan lost its way – too many dealer KPIs, complicated programs, and organizational silos that made doing business unnecessarily difficult. Shahani's approach starts with simplification and transparency. Under his leadership, Nissan evaluated every dealer-facing program with just three questions: Does it help sell cars? Does it help take care of customers? Does it help make money? This process led to eliminating roughly a third of existing programs, freeing resources for initiatives that truly drive success.

Perhaps most revealing is Nissan's nuanced approach to electrification. While committed to a sustainable future, Shahani acknowledges the market isn't ready to "go from zero to 100 on battery electric vehicles." Accordingly, Nissan is diversifying its powertrain strategy, bringing its e-power hybrid technology to America starting with the Rogue, while also launching plug-in hybrid versions of key models. This pragmatic strategy addresses the reality that different customers have different needs.

Equally significant is Nissan's commitment to revitalizing Infiniti. Shahani made this a condition of his return: "If Nissan is not serious about Infiniti as a brand, then I'm not going to rejoin the company." The strategy centers on increased platform sharing between brands and accelerated product development cycles, reduced from over 50 months to just 30.

Looking to the future, Shahani envisions "stability of the network, where throughput is drastically improved, along with return on sales," for both Nissan and Infiniti. It's a vision built on strong products, simplified operations, and above all, what he calls the "relentless care of the customer."

Ready to dive deeper into automotive brand strategy? Listen now and discover what it takes to restore an iconic brand in today's challenging market.