Ep. 639 - Stop Selling Cars, Start Creating Experiences, With Bob Welby, INFINITI USA
In this episode, I’m sitting down with Bob Welby, Senior Director of Operations at INFINITI USA, to break down how small, thoughtful touches can make a massive impact. (Spoiler: It’s not about throwing money at the problem—it’s about paying attention.)
Let’s be real: Customer experience gets tossed around at every conference like it’s some big, shiny secret. But what does it actually mean to deliver an experience that turns a one-time buyer into a lifelong fan?
Here’s what we dive into:
Why dealerships spend way too much trying to overcompensate for operational inefficiencies—and how to fix it.
INFINITI’s new My INFINITI Expert initiative—sending someone to your house after purchase to walk you through the car again.
The magic of thoughtful hospitality: Why anticipating your customer’s unspoken needs can set you apart—and no, it doesn’t require a “big” budget.
Episode Brought To You By AUTOFI
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Transcript
MC: 0:00
(Sponsor Ad) This episode is brought to you by Autofi.
Bob: 0:03
(Episode Hook) One of the things we saw that we didn't expect is we saw employee satisfaction starting to go up when they start executing like something, for that is then for the benefit of the client. It had nothing to do with the actual transaction of the vehicle. We saw excitement growing there. Now you're talking about you've got an operational decision, a leader playing their role, making a decision in the organization to inspire others, and now it is affecting the culture.
MC: 0:28
(Intro) Hey there, welcome to this episode of the Dealer Playbook Podcast. Sitting down with Bob Welby he's the Senior Director of Operations at Infinity US we're going to be talking about how do we actually how do we actually gang deliver on the customer experience? Stay tuned. We actually gang deliver on the customer experience Stay tuned. The car business is rapidly changing and modern car dealers are meeting the demand. I'm Michael Cirillo and together we'll explore the best strategies, ideas and tools to create a thriving life in and out of the business. This is the Dealer Playbook.
MC: 1:07
(Episode start) Bob, thanks so much for joining me on the Dealer Playbook.
Bob: 1:09
Bob, thanks so much for joining me on the Dealer Playbook. Hi, mc, good to be here.
MC: 1:11
We were talking pre-show and you brought up customer experience and I was like, here we go, this is it. We've got to dig into customer experience and all of the implications. You know, part of my business outside of the podcast universe is we have a marketing agency and we learned pretty early on that a dealer could spend all of their hard-earned dollars on marketing to overcompensate for operational inefficiency. But really, where the magic happens is when you take a marketing and operation plan and put them together and say, hey, let's align all the individuals, all the key stakeholders, all of the let's call it where the rubber meets the road individuals and bring this plan to life that way.
MC: 1:51
Otherwise we're going to be stuck in what we see, I think a lot in our industry which is the silo of hey, we're not selling more cars, oh, it must be marketing's fault. So I want to turn this over to you from your perspective at the OEM level. So I want to turn this over to you from your perspective at the OEM level, looking across your dealer network. What's your take on this idea of operational inefficiency? Is it impacting marketing efficiency? Is it causing dealers to spend more than they need to? I mean, where do you sit in the mix?
Bob: 2:21
Wow, that's a great topic. Do we have three hours? I think part of where I start MC is that, yeah, there's so much opportunity is probably the way I'd say it, and I like the way you talked about the alignment. A phrase we use all the time is connecting the dots. How do we help what's happening in marketing tie up with what's in operations, tie up with how we're setting up our retailers for success, which to me, from from an OE perspective, is probably the biggest theme? I call it our opportunity, if not responsibility, as an OE, to set our retailer partners up for success, whether that is marketing, whether it is client experience, which I'm a huge fan of, it starts right there. So, based on where our conversation goes, we're going to talk about some details on how we're trying to set up the Infinity Retail Network for better success.
MC: 3:07
Dare, I get a little controversial, and every time I say this and then I say something that's not very controversial at all.
MC: 3:14
But in my mind it kind of is, because there's always this debate which is the OEM needs to just stay building the car, we will deal on dealing the car and selling the car. But I mean, from your perspective, when it comes to customer experience in particular, what are some of the things that the OEM is considering or looking at? What kind of data are you seeing that's going to be beneficial as you roll it out to dealer network and say, dealer in rural market, you need to think this way and dealer in metro market, you need to think this way? Are you guys seeing all of this just miscellany of data pouring in at the OEM level?
Bob: 3:54
Yeah, we are, and that's probably one of the benefits of an OE right is our access to information, our investment in research. There's a level of access that we have that generally the average individual retailer wouldn't. So that's our opportunity to use our superpower, if you will, to help them. Now, that's probably one of the more dangerous phrases in the industry the way you've heard OEM to help a retailer but that's really where the magic can be for us In terms of the client experience. There's a couple of great examples. So we just rolled out our own new QX80, and we know instinctively from our years of research the type of client that's going to be interested in this the profile, if you will and along with that some of the things that they're going to need, and we're able to bring some investment that can help our retailers deliver on that. And I'll pick out one example just as a case in point.
Bob: 4:43
We launched an initiative called my Infinity Expert. It's essentially a process where, after a client buys the vehicle, we will send somebody to your home or your office to take you through the vehicle again at a deeper layer of detail, once you've integrated the vehicle into your life. The reason we did something like this QX80, like most vehicles, they're getting more and more technologically advanced, more connected. How do I support our retailers that have to deliver a car after a sales process and have a client integrated into their life? So it's a process that can help the retailer take client satisfaction to a new level and integrate the vehicle into their life. It's something that's meant to complement the retailer's efforts, not replace it. So it's something where we had the intel we chose to make the investment that an individual retailer on their own probably wouldn't or couldn't do, designed to help that client experience land on a new QX80.
MC: 5:38
What I love about this, as I'm taking copious notes, I wrote down the word retention as you were speaking, because, to me, what it tells me is that, as an OEM, you're sitting there saying, well, hold on a minute, we need to think long-term. You actually even use the word investment, which ties perfectly to retention. For me. We're looking ahead. We want these individuals in this customer profile to fall madly in love with this vehicle and, in so doing, here's how we're going to complement the dealer network to ensure that they, I guess, in an age where brand loyalty is diminishing, to put a stake in the ground and say well, here's one strategy for us that we're going to actually try and help Infinity Brand loyalty. Is that tracking for you, or is it? Was it much easier?
Bob: 6:31
I love it. You actually just took me back in time to like to the core right. So the I think what you're talking about, retention it is. I consider that, if I understand you right, that key step towards loyalty. Right I'd go. I'd say the precursor to retention is an authentic experience and the reason it connects you. Go back to Infiniti's brand heritage 35 years ago. Once upon a time, right Eons ago, in the mission statement of the brand, was where the experience for the client was as important as the vehicle itself. Right, and the insight underneath that is knowing. That is the key to the step of retention, which is eventual brand loyalty. So it's got to start back from truly centered on the client Easiest thing in the world to say, a bit harder to actually execute on.
MC: 7:17
Yeah, it's one of those things that we hear about at all of the conferences. There's always a panelist talking about customer experience. But from your perspective, as you work with the dealer network, what are some of the wins, what are some of the maybe small steps that they could be taking that, across the board we just know, will help with that customer experience?
Bob: 7:39
Yeah, there's two percent, so many, there's probably one I'd start with and I'd say that, like our and you touched on this earlier Our retail network, they are the ones that are doing it day in and day out Sales consultants, service advisors. There's so much inherent knowledge on what works well and what doesn't. So the first step is that true engagement and listening to what makes sense. So the big part of the ecosystem is we'll come up with these ideas, but you have to collaborate on what's actually going to stick at retail. So, okay, we got that piece. Imagine that it's got to be part of your culture and that's one you really got to commit to, because when we come up with these bright ideas like my infinity expert, if we come up with them in an office like this, they're rarely going to succeed out there. So I'd say an element of that is true engagement with the retailers, and we have a lot of them that are doing it right inherently and man jeepers, I can pick out processes like commitment to training of their folks, because there's always a high degree of turnover.
Bob: 8:33
There's one I like to highlight that's been going on recently. We phrase it as thoughtful hospitality, right, and it's this practice of anticipating a client's needs, and we're working with some of our retailers and I would say more specifically, they are developing this culture inside their stores to pay closer attention to a client experience and what they need, and we're seeing some really cool stories. That's not always about the dollars, it's about the experience. We're hearing stories of retailers going the extra mile, doing something special for a client that just lost a loved one and doing something that matches with their life, with a grandson that comes into the store with the grandparent and they get a tour of the service department that just lights up the child's day. There's this attention to truly a hospitality-oriented experience being more than just the transaction itself. So there's even examples like that where, culturally, it's starting to show up more in some of our stores.
MC: 9:28
You said thoughtful hospitality and my body volunteered the sound, because I don't think we often believe or even recognize that we are actually in the hospitality business, because we use the word retail so often, not perhaps connecting the two and realizing, yes, but a foundational element of retail is hospitality. And you used a word I feel like I use it several times a day with my 15 and 13 year old sons, which is pay attention. You said pay closer attention, and I can only imagine the cascading ripple effect of paying closer attention to the unspoken elements of a deal. And it might be small. I heard just the other day, bob.
MC: 10:19
I heard somebody say I can't believe the dealership rented an Uber for us. It's such a small thing as everybody has the Uber app on their phone. It was probably a $10, probably a $7 car ride, but that was the thing that got them talking. And I think sometimes, especially this day and age where everything's about going viral and social media this, that we think everything has to be so big when a small gesture you know, oh, I heard them saying they needed the QX80 because it's the perfect vehicle to get, you know, six kids to soccer practice. Oh, they play soccer.
MC: 10:57
Oh, you know what we should do is we should go to Dollar Tree and get a bunch of $1.25 soccer balls and load up the back of this thing. It's just stuff like that. You are speaking a language here that we need to shout it louder for the individuals in the back. But then obviously I think, operationally, how do you roll that out? Because I understand the engagement with dealers. I'm sure it's a lot of conversations with the dealer network, but inevitably it's also going to come down to like oh so did you just say I have to open up another budget to be hospitable? So what does that actually? What does it look like in application?
Bob: 11:33
Yeah, it goes back to probably where we started and I think it's first engagement with your trusted retailers. Right, like, you have to collaborate and develop. You can't develop it on your own. This work from my Infinity expert. We had collaboration with our retailers giving us feedback in this concept, same type of thing where we sit down. Usually we would call it a proof of concept. We'll gather, invite five or so retailers, we'll go through it and we'll test it and test an initiative and see what it looks like in the marketplace. Where are the challenges coming up that we didn't expect? And we find things that we need to adjust, find things that work really well. It was that way on my Infinity Expert. It's like down on several other initiatives that we've been rolling out that make sense, and it's been true in even the earlier phases of what we're trying to do and spread this concept of what thoughtful hospitality can look like in a in each different retail environments Cause not two stores are not created equal and how they run and operate.
MC: 12:25
Yeah, I love that you said that. I mean especially Ooh, I'm going to get smacked on the back of the hand for this one. But it's like you know, we go to our 20 groups and it's always about a digital composite and it's always about the you know some other thing, and we're all pitted against one another because, well, we're all infinity dealers or we're all insert OEM here dealers. Therefore it must be the same. But something you just said I think is so key, which is that no two dealers are created equal, and that doesn't mean one's got an upper hand or an underhand. It just means that each are dealing with such different nuanced circumstances, aren't they?
Bob: 13:04
You just came up with a new concept You're going to develop a client experience 20 group. I think you went on gold there, man.
MC: 13:11
Oh, you heard it here first, folks, you heard it here first a client experience 20 group. You know that's Joe. Take a note of that, joe, our producer, then that might be something. And you'll be the first. You'll be the first presenter. How about that?
Bob: 13:27
I'm probably listening as much as I'd be presenting, but I'd be happy to do both.
MC: 13:30
Don't you feel that way? Sometimes you're like perpetual student of this industry that gets asked to stand up and speak every now and again. But really, from the lens of I just feel so grateful to be a student. There's so much to learn. It is a balance of both.
MC: 13:48
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MC: 15:10
All right, let's hop back into this episode. I want to go a little bit deeper into the hospitality concept. This is going to sound so cockamamie to some, forgive me. You know I love you. Define hospitality from infinity's perspective, like when you think hospitality because it's nuanced, because no two dealers are created equal and because infinity dealers have their initiatives and their things to focus on. And what is your idea, or infinity's idea, of hospitality?
Bob: 15:43
Yeah, it's. I tell you. There's a couple of keywords that pop one you'll hear all over the place. It's client centricity. Right, it's a. It's gotta be hospitality, has gotta be centered around the client. Well, in this case, let's imagine it in terms of a retail outlet, right, welcoming them into your facility or, these days, welcoming into relationship with your business If you're on the digital showroom via the website. So there's that element there where you're welcoming them in. But then there's absolutely this element we talked about thoughtful.
Bob: 16:12
There's a word anticipatory, right, where, where that shows up as well, where it really. These are emblematic things of paying attention to the client's needs. Another way to phrase it is meeting a client where they're at. So those are probably three fluffy phrases, nice ambiguous words. Okay, what the heck do those actually look like on delivering them? I'd probably use the example when I bumped into the digital showroom.
Bob: 16:34
We're seeing more and more vehicles being transacted or most of the decision being made before the client ever steps in the showroom. So what's it look like that in your digital process, in ours as a company or in individual retailers, that when a client shows up, you already know what they've done and experienced online? Oh, wow, I can see you've already researched this. You're honed in on this car, this color, this. Here's your situation. You have this vehicle trade. Will you know this somehow before you're engaging with the client? That's to me just one micro example of real thoughtful, you know hospitality. If you will welcome them into a transaction, it's not just treating every client like they're a warm up first. Interaction starts the same way with everybody.
MC: 17:23
Right, it's the word that comes to my mind. You might've actually used it earlier on is changing it from this being a guest to this being a, or sorry, from this being a customer or a client or a transaction. This is now actually I'm a, I am a guest, you are a guest, right. Guest and hospitality go very well together and I think of that first interaction that the customer has with you is probably digital and does it match the first physical interaction that they have with you.
MC: 17:55
I always think about walking into a hotel and what is that experience? And we all know that there are of the miscellany of hotel chains. There are different experiences that you could expect. You go to a Motel 6 and you walk up to the counter. It's going to be a very different experience than if you walk into a Marriott or if you walk into the Ritz Carlton or a Vegas hotel or something like that. And in my mind's eye, that, or really in my mind the question for those listening who are saying what can I do to improve my experiences? What hotel do you desire to be like? Yeah, sure, and PS, if you're an infinity dealer, then there's already some assumptions here about the type of hotel you want to be like and, therefore, what kind of experience you're going to invite people into. What is your guest experience? I even think about this. Let me hear your take on this. You know you're not a BDC coordinator, you're a guest experience coordinator.
Bob: 18:58
That's exactly right. We have another similar type of effort like that, particularly where we have another initiative we've rolled up. Is client experience coordinators right? There are an element. So I very much line up with what you're saying of how do we, what are the ways that we can reframe what the job is? The execution still needs to happen, the operation that still needs to happen, but the philosophy and the approach to it can vary.
MC: 19:22
What are some of the key things that individual in that role should be doing?
Bob: 19:26
So, in this case, client experience coordinators. It's something relatively new for us that we've brought in with the advent of the QX80 launch. Most organizations have what they would call a consumer affairs organization. We've taken a version of this concept and have dedicated individuals, and the way we've operationally set it up internally is they are assigned to a QX80 owner, and so every QX80 that's been sold there is a client experience coordinator. It's a small team of them that are dedicated to this individual and their charge, if you will, is to help that individual get settled into their ownership experience Everything from getting that car linked into their Google iMotive services or get them set up with their MyInfinity expert appointment, or connecting them back with the retailer if something wasn't quite how it should have been in the transaction. So they're really designed as that single point of contact that can help connect them, if you will, and, from a client's perspective, make it a bit more seamless for them to get what they need taken care of for their vehicle.
MC: 20:26
It's like having a dedicated account manager for a vehicle purchase.
Bob: 20:29
It felt like the right execution for this client, this brand and supporting our retail network and what they're trying to do. It felt like the right match for us.
MC: 20:37
I don't know if I'm off base here, but I feel like my first question would be can you please make sure that Sirius XM doesn't call me 700 times over the next 90 days?
Bob: 20:51
That could be on the list.
MC: 20:55
That's the first thing I'd have my client experience coordinator do for me. That's the first thing I'd have my client experience coordinator do for me. I'd be like get me off the list. Ask SiriusXM if they've ever heard of Apple Music or Google Play Music or Spotify. That would be my first thing. Isn't that a unique? I know there's consumer affairs organizations, but the spin on this, I feel like this is a slightly unique spin on that concept.
Bob: 21:21
You know it might be MC, I don't know. I don't know that I'd want to go shop on the rooftops, that it feels like we have the next big silver bullet, because one of my other deeper beliefs is there aren't many silver bullets. I imagine others may have tried this. For me, the magic is really going to be like where you started was. You know you said the alignment. You know I'll use integration, I'll use connect the dots. Those are the type of things where it's great we've established this position. But if we don't have this one well integrated with our retailers, such as in partnership, if it's not well integrated with our sales operations effort there, it's really just going to be in another initiative that's going to under the client right and potentially put our retailers in a tough spot. So to me, the more of the secret sauce is how you have the called the strength of culture and operations behind it to make it effective.
MC: 22:07
Yeah, you know there's been a lot of discussion about culture, in particular at the dealership level, at an organization level. Some have struggled to quantify it, like, how do you quantify culture? And so, from your perspective, I mean, what are some of the things that you're thinking about as hey curious, hey, dealer ABC infinity, who's concerned that your organization is off the rail? We think culture is the answer. How do you have that conversation? What do you share with them? What are some ways that you make culture a real living, breathing thing that'll help an organization.
Bob: 22:45
Man, that's a good one. It's probably like master's degrees on this topic there, I guess. Probably the way I'd start is that I think when you get to the topic of culture, I'm not sure it's something that you go initiate or you create. When I start to think about culture, every dealership already has a culture of sorts. I think it's much more journey about understanding what a culture of that store is, or in this case, roe.
Bob: 23:06
Right, we'll pick your entity, what is your culture? How do you describe? And then you can push that into how do we behave? How do we operate? What are our policies, what are our processes? And because, while culture is ambiguous word that you have to find a way to authentically move to that kind of level, to something that you can't, because you can't recommend to somebody have a better culture, right, you can recommend to somebody is okay. Hey, what are your management practices? Right? How do you compensate and hold your people accountable? How do you empower them? There are things that you can get to that eventually get you towards building trust, which is a word that everyone wants to have present in their culture. So I got a bit maybe off to the side with you right there, but generally, I find a way to boil this down to what is the retailer trying to achieve and how are they trying to achieve it, and when you can get to the how, now you start getting into some of the culture and the opportunities there.
MC: 24:02
I think it's interesting, you know, as you look at how most dealerships are set up, it's well, who's responsible for this? You know, and there's a lot of talk in the dealer network of like, oh, it's got to be top down, it's leadership down, and I agree with that. Work of like, oh, it's got to be top down, it's leadership down, and I agree with that. But leadership down implies that leader is not solely responsible for it, that in order for it to make its way through the organization, that there will be other individuals who have specific key responsibilities to honor the and safeguard the culture. And often what we see is typically, you know, two layers down from the senior executive, and everyone blames the senior executive.
MC: 24:43
And I just think, fundamentally, that's a flawed way to think as well. That whole organization requires a paradigm shift, because I know that for myself as an individual, speaking as Michael Cirillo, I cannot suppose to be a good leader of my organization if I am also not first a good leader of myself, if I have no discipline, if I don't have a good mindset, et cetera, et cetera. And in that context, myself as a leader and an entry-level employee are on an even playing field because they have as much ability and authority and right to be a leader of themselves, which will have a compounding ripple effect through the organization as does the top level senior executive in the org chart for rippling it down the other way. It's kind of a pendulum, isn't it? I love it.
Bob: 25:37
I love that and I love the way you frame that. It is so, man, so many levels. I appreciate that from a leadership philosophy perspective. Right, I'd bring it back to what we're talking about that I love the role of leader. I think you're right in that it's not just up to the leader, but I do think it's the opportunity of the leader. You know we use the word empowerment a lot in cultures when it matters of client experience. I like talking about inspiring. Right, it's the leader's opportunity to inspire in others, whether it's their self-leadership or others.
Bob: 26:04
Going back to this initiative where we're trying to get energy by thoughtful hospitality, one of the things we've learned from our retailers is when they've brought this back to their store and had a discussion with their teams, what we found is, while there's a role for them to lead and inspire, most of the activity and their true energy behind it is coming from the team. Once they understand the vision, they know they have safety to spend money if they need to at a certain amount. They know there's certain things that a leader certainly would unlock, because it's their job to unlock those things. We're finding that the people are getting energized. One of the things we saw that we didn't expect is we saw employee satisfaction starting to go up when they start executing something that is then for the benefit of the client. It had nothing to do with the actual transaction of the vehicle. We saw excitement growing there. Now you're talking about you've got an operational decision, a leader playing their role, making a decision in the organization to inspire others, and now it is affecting the culture.
MC: 27:08
It's like a hybrid engine, it kind of is, though the leader is the ICE-powered engine and, the way you said, the the team, it's powered by the team. They're the battery, like they are a power source as well, sure, sure power sources that can feed one another. If an organization is toxic, the leader is discouraged. If the leader is happy, the employee satisfaction, employee satisfaction, goes like it. I love this idea of equal accountability.
Bob: 27:43
I think this is a reality of. I think you're right, it's a reality of cultures, whether folks intentionally know it or it's accidentally happening. This is that currency is taking place out there.
MC: 27:53
Wow. Years ago I interviewed amazing woman, chris Bosch, and her whole organization is about employee satisfaction, happy employees. We had a brief discussion about culture. I thought for those senior leaders that are listening and wondering, well, what's the implication of a happy culture? She said in all of their studies they identified that unhappy employees. There is a 2x multiple on an unhappy employee's salary. So think, if you're paying them $30,000, an unhappy employee is actually costing you $60,000. Versus, a happy employee will actually do 2x on the productivity side. You're getting a 2x return out of them.
MC: 28:38
And she said something you made me just think of. She said it is not the leader's responsibility to make employees happy. It is the leader's responsibility to create an environment with which happiness can exist. And you basically just said the same thing and it's all coming full circle to me. I think it's tremendous that someone in your position at an OEM level is so deeply considering and examining all of these aspects and the customer experience. It's cool how you guys are integrating this with the launch of the QX80. I think that's really cool. As we wind down here, one last question for you, which is how can those listening and watching connect with you?
Bob: 29:19
Oh wow, jeepers, they connect with me, so you'll find me on LinkedIn. So I'm out there having to connect with folks and encourage more Cause. The fun part about this topic is it's not this secret right, it's a.
MC: 29:30
You know, there's not some trade secret intellectual property More often. We need to have the conversation more often.
Bob: 29:33
I think Well, next time we do, we're actually going to get into the barriers to progressing on this, because there's thousands of them that show up every day. Right, that's the real topic is how you move through that. But yeah, I'm out there on LinkedIn and usually I'm easy to access.
MC: 29:48
Bob Welby. Thanks so much for joining me on the Dealer Playbook Podcast.
Bob: 29:51
My pleasure, man, good being with you.
MC: 29:54
(Outro) Hey, thanks for listening to the Dealer Playbook Podcast. If you enjoyed tuning in, please subscribe, share and hit that like button. You can also join us and the DPB community on social media. Check back next week for a new Dealer Playbook episode. Thanks so much for joining.
