Business View Magazine | Volume 8, Issue 12

57 BUSINESS VIEW MAGAZINE VOLUME 8, ISSUE 12 EMI CH AUTOMOT I VE service and parts, which contributes around 20 percent of the revenues. Emich Automotive also sells other brands, such as Chevy, Ford, and Nissan. This breadth of stock is part of the secret ingredients that contribute to the company’s success. According to Colt, finding vehicles all over the country that meet their criteria has carved out a niche for the company, with customers finding unique, high-quality vehicles at competitive prices. He notes, “Customers come to us because they know we have what they cannot find at other dealerships. While others mostly focus on trade-ins, end-of-lease, and rental cars, we go out and find used cars sold by individuals, companies, and even other dealerships – making our stock truly unique.” Emich Automotive currently has nearly 40 employees, with numbers split between sales, service, and the main office. Although getting office staff and salespeople is relatively easy recruiting service people is more of a challenge. Colt admits, “Getting salespeople is easy for us because our wide range of top-quality cars means our salespeople have some great options to offer potential customers. We also don’t require that they go through manufacturer training, which branded dealerships put their salespeople through. Where we face some challenges in hiring is on the service side because of the work we require our service department to do. In branded dealerships, service people master one brand like BMW, and that’s all they work on. Here, a service person needs to know how to work on multiple brands, especially German ones, making it more difficult to master. On the flip side, it does make our service people extremely competent in fixing more challenging cases.” Having a great team makes up just half of the winning formula that Emich Automotive employs to stay ahead of the competition. The other half has to do with how it sources its vehicles, which