Business View - August 2015 47
says Carmichael. “Our record of problem resolution is
testament to that. We will side, every time, with cus-
tomer satisfaction — even over fairness.”
At Summit, this positive, can-do philosophy has been
boiled down to two words that, more than any others,
define the company’s customer-centric culture: “yes”
and “easy.” “We believe in the power of ‘yes,’” Carmi-
chael explains. “If we can’t say yes to something a cus-
tomer wants, we’ll work with them to offer alternatives.
We’ll never say ‘no.’” “Easy,” then, describes what cus-
tomers can expect when they buy a car from Summit:
easygoing sales associates, a smooth and hassle-free
shopping experience, and no hard sells.
But this approach of empowering customers through
an easy car-buying experience isn’t the only secret to
Summit’s success. The company strives to empower
its employees in a similar way, giving them a degree
of autonomy that Carmichael repeatedly sees inspire
increased ambition and productivity. “We’ve worked to
create a culture with values that our employees want
to be a part of, because they see it’s the right way to
do business,” he says. “People often say that, but they
betray it in their management style and end up with
employees who are resentful and lack passion. We
want to be the opposite of that.”
One sign that Summit has, in fact, been the opposite
of that is the 90% retention rate they’ve enjoyed fol-
lowing acquisitions in new markets — an impressive
statistic given how disruptive the transition can be
for employees. “When we acquire a new dealership,
we’re on the ground, telling employees what to expect
and trying to provide the same level of transparency
we deliver to customers,” says Carmichael. “That way,
they know where we stand, as a company, on certain
things. They understand that we’re committed to both
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