ABM Q4 - Flipbook - Page 37
MEE T THE DEALER
PINKSTONES TOYOTA
Toyota has adapted tremendously. It
has introduced new learning techniques.
We used to do a lot of e-learning, but
now it is more involved, so it makes sure
that the sales team and the service team
have taken that information on board,
rather than trying to find the fastest way
to skip to the test.
There are occasions where we have to
correct information that ahas given the
customer. We have had quite a few times
with our plug-in hybrid product where
people have been given information from
a source that said they need to plug the
vehicle in, for example, when in reality
they do not need to unless it works
for them.
What is the balance between
new and used retail for your
dealership?
I think used is driven by the availability
of the stock for us. We have gone from
660 cars a year, to this year being nearly
1,200 cars a year. The more stock we
have, the more used vehicles we can sell,
whereas with new cars, that demand is
relatively stable.
Really, this year versus last, we do
have to work a bit harder with new
cars because that market is really
competitive, with lots of people chasing
market share. However, some of our cars
do not have competitors – such as the
Aygo Hybrid, the Yaris Hybrid, or even the
Yaris Cross Hybrid.
But they are there in the other sectors
of our range, and we are aware of them,
and we have to work with them.
What is the realistic level
of interest in EVs at the
moment?
We have gone from one electric vehicle
to four, and had some really positive
demand for all of those products. The
C-HR+ is probably the one with the most
retail demand of all of them.
Now we have got more product, we
are naturally seeing more demand,
more inquiries, more interest in
those vehicles, and they are nearly
all conquest opportunities for us from
other brands.
How do you navigate
conversations about
finances?
Openly and honestly. The easiest way
to have these conversations is when
someone comes in and they know what →
Q2 2026
Q4
AUTOMOTIVE BUSINESS
37
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