Jean-Pierre Lacroix: The Most Underrated Tool For Selling More Cars | Car Sales | Ep 680
Selling more cars isn't for the faint of heart. It requires daily commitment, discipline, and genuine human connection.
In this episode, my guest is Jean-Pierre Lacroix, president and founder of SLD, a global branding firm that’s spent more than 30 years helping businesses win customers by tapping into what really drives decisions: emotion. He’s the author of Think Blink Manifesto, a book that lays out seven powerful ways brands can create lasting connections in an instant.
We get into some big questions: Why do people buy cars the way they do? What makes one automotive brand feel worth a premium while another has to compete on price? How can dealerships go beyond features and functions to deliver experiences that customers actually remember?
Layer on how quickly technology is evolving with artificial intelligence. What are the implications and will car buyers want more technology assisted experiences or more genuine human connection experiences during the car sales process? We get into this and so much more during this episode of The Dealer Playbook.
Jean-Pierre Lacroix shares surprising insights about major automotive brands like Volvo, BMW, and Jeep and reveals the most underrated sales tool in the entire retail automotive industry. He shares why this one tweak will help with customer retention, lifetime value, and brand loyalty.
If you’ve ever wondered why car shoppers say one thing but choose another, this episode will change the way you think about the entire buying experience.
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Episode Transcript
(Preview Intro)
So in a business like the auto or automotive retail, for example, where specs and price dominate conversations, what does that look like to to be able to lead with emotion?
I believe that all auto brands are anchored in strong emotional cues.
0:16
Given an example.
When you think of Volvo, what is the emotional equity they own?
It's safety, right?
BMW, it's about performance, right?
And it's not about the features.
What are some of the common sources of complexity that you see when it comes to providing an emotionally connected, positive customer experience?
0:36
We call that noise and a lot of it is anchored and functional.
You know, we're talking about the features, we're talking about the resale value of the car.
Those are the critical factors and when you start clouding the consumer's brain with functional things, you're asking them to use their left brain.
0:55
And, and here's the insight, the brain doesn't like to work.
We call it mental shortcuts, right?
So you're actually anti selling the customer when you start talking about features of benefits?
(Intro)
One of the things that I enjoy most about producing the Dealer Playbook is hearing from you, the messages that I get of people who are getting so much value out of the podcast, applying it to their day-to-day workflows and finding a thriving career right here in the retail auto industry.
1:23
It means the world to me.
And you know, one of the ways that we make doing this possible is through my agency, Flex Dealer.
And of course, in the spirit of providing value, I think this is a perfect time to head over to triplew.flexdealer.com to show even further support for you, my beloved DPB gang.
1:41
Right now, if you go to my website, flexstealer.com, you can get a full free PDF of my #1 best selling book, Don't Wait Dominate.
And the reason I think it's so special is that a lot of the topics that are discussed in this book are even more relevant today than ever with this surgeon, popularized AI and people wondering, well, what can I do next?
2:03
How can I have a competitive advantage?
Well, that's all here in this book.
And so I'd love to be able to offer you a free copy of this if you go to flexstealer.com.
It would mean the world to me because that is how we continue to produce this show for you.
2:30
(Episode Begins)
JP Lacroix is the president and founder of SLDA, global branding firm that helps businesses create strong emotional connections with customers.
With more than three decades as a designer, strategist, and futurist, he is known for championing the Blink Factor, a design LED approach that anchors brand choice in emotions.
2:50
Lerqua has authored several books on design and customer experience, and his latest work, Think Blink Manifesto, distills his philosophy into 7 tenets that help brands build lasting connections in an instant.
JP, thanks so much for joining me on the Dealer Playbook Podcast.
3:06
Well, thank you, Michael.
It's going to be a lot of fun.
I'm looking forward to sharing some of our insights.
I mean, anytime I can connect with a fellow Canadian, I feel like it.
It's just going to be a good conversation, yeah.
We're not going to be talking about hockey, though.
There's so many things that I want to dig into here, especially as a marketer myself.
3:23
Understanding the the effectiveness of tying into people's emotions.
You, you often say people decide emotionally and then validate rationally.
So in a business like the auto or automotive retail, for example, where specs and price dominate conversations, what does that what does that look like to to be able to lead with emotion?
3:45
And can you maybe share an example of a dealer or a brand that made the shift and saw results?
I think the beginning with Joe, I believe that all auto brands are anchored in strong emotional cues through their advertising, through how they engage with customers.
4:03
Yeah, at the end of the day, there was a, you know, a functional, rational decision.
Do I want all these features or not?
But a lot of those decisions are done in the subconscious and they're done emotionally.
Give an example.
And brands that have done a really good job.
4:18
When you think of Volvo, what is the emotional equity they own?
It's safety, right?
BMW, it's about performance, right?
It's not.
It's not about the features and benefits.
It's about how that car makes me feel or how that car makes my family feel safe or how that car is reliable, gets me where I need to go, or how that car, like Tesla makes a statement about my commitment to the environment.
4:47
You know, the car itself is has functional needs.
And obviously, if these cars have high recalls and they're not working properly, you know that emotional connection is going to break because you need to anchor the emotional connections with very functional, frictionless experience.
5:07
And so once those are met, what differentiates one car from the other is the emotional connection.
You know, why is BMW being able to charge a premium over, let's say, a Cadillac or a Cadillac or a, we'll use Cadillac because they're also a luxury brand, but, you know, an Oldsmobile.
5:27
You know what, what is the what is the rationale why you would pay more?
Oh, yeah, it's German engineering.
Yeah.
It's not about that.
It's about that car makes me look sexy.
It makes me look smart.
It made me look above the crowd.
And that's really what's driving that purchase decision.
5:45
It make it makes me think of a couple of things.
The, the, the five levels of marketplace sophistication, which always ends up in an emotional place.
And we see that I'm thinking about years ago, the Ford F-150 commercials as an example.
6:01
It was, I mean, not only did they know their target demo, right, they, they got Kevin Leary, I think the guy's name.
He had a raspy, gritty kind of voice and, and, and, and I remember the narrative.
It was like, want to know the next truck you should buy, look over the fence at your nearest construction site.
6:20
Boom, there it and it, and it was like, wait, this is an emotional experience for anybody who works in that or, or is in that target audience to be like, I want to feel manly and gritty and rough and tumble and, and you know, that sort of a thing.
6:37
And, and I mean, gosh, Ford did an excellent campaign with those things because for the longest time it was like F-150 after F-150.
Yeah, I think Range Rover and Jeep have done a similar thing.
If you think of who the target group of Jeep and Range Rover there are, people really enjoy the outdoors.
6:57
You don't want to connect with nature.
And if you look at their commercials, it's all about connection with nature.
It's about driving in the woods, being reliable, Yeah, all of those functional things.
But the end of the day, it's allowing that segment of the customers to have access to nature in a comfortable way, right?
7:15
And so they're really queuing in on what are the emotional needs that that target group is looking for and how do we amplify that in how we communicate to them.
And it's not about the features, right?
Because range over a Ford Explorer, a Jeep, you know, at the end of the day, other than the price tag, there's a lot of similarities in the sense of performance and reliability.
7:39
Yeah, it's it's, it's interesting to kind of track because we talk so much in the auto industry about the end user experience, the customer experience.
And I know that's something that weaves a thread throughout your literature.
7:57
You talk about simplicity wins the blank and I could I could come up with a whole list of ways that we over complicate experience and emotional connection and human connection in the auto industry.
But I'm curious, just from your experience, from your vantage point, what are some of the common sources of complexity that you see when it comes to providing an emotionally connected positive customer experience?
8:26
You know, we call that noise, and a lot of it is anchored and functional.
You know, we're talking about the features, we're talking about the resale value of the car.
I mean, these are all foundational things.
Yeah, they're important, but they're not the driver of the decision.
8:42
And so they cloud the the messaging.
You know, it should to your point, it should start with what experience will this car give you, right?
And then why are you looking for this type of experience?
And then you can amplify some of the features, but it has to start with what is the experience you're looking for in this vehicle?
9:04
Is it safety?
Is it discovering adventure?
Is it ruggedness like the F-150?
You know what is or is it cachet that you want to be above the crowd?
Those, those are the critical factors.
9:20
And when you start clouding the consumer's brain with functional things, you're asking them to use your left brain.
And, and here's the insight.
The brain doesn't like to work.
Call it mental shortcuts, right?
9:36
That's why a visual is going to be more effective than a bunch of words.
They're going to remember a visual more than you know a word.
And by adding words you're complicating and you're asking the user left brain and and they don't like that.
And so you're actually not you're actually anti selling the customer.
9:56
When you start talking about features and benefits, you're actually making it harder for them to make that buying decision.
It doesn't sound what you know, logical, right?
If you're a left brain thinker, Hey, listen, we spent billions of dollars developing this car features and benefits, and it's better than the competitors.
10:16
And we need to flog that and reinforce that with the target group.
Yeah.
But if you don't get the feeling right, if you don't create that, that visual experience that they're going to expect purchasing that car, the rest is it's, you know, it's, it's just an afterthought.
10:35
Yeah.
I didn't think about this as deeply as I thought I could until I went to the Toronto auto show.
Oh yeah, it's amazing.
And I want to say it was Audi's presentation.
Now that I think of it, I actually interviewed Omar Gandhi, who is the architect of that display.
10:55
To realize even the depth of of the environment in shaping a customer's experience that shapes their buying decision because it, it creates a much more elevated feeling than like what you're talking about.
Just Oh yeah, it's got AC, you know, it's got a power third row.
11:13
You know, it's like all the boring stuff that I can find out online, but nothing really validating why I should choose this business to do to to transact with or to do business with.
Yeah.
You know, it's interesting.
When we launched the Lexus dealership program in Canada, you know, we, we, we face the challenge that, you know, Nissan had launched their luxury car and had failed.
11:37
They were actually the deals were going bankrupt.
And so, you know, Toyota being astute car makers and marketers said, you know, we need to launch Lexus with dual dealerships.
But there was a hidden agenda there.
And that was, you know, Toyota was losing car sales to BMW to, to the foreign, European foreign luxury cars.
12:03
You know, as the consumer traded up from their first car, the second car, their van, and they were looking at a luxury car as they got older, they weren't considering Toyota as that, you know, that luxury van, that luxury vehicle.
And that's when Lexus filled that gap.
12:19
And so now the consumer had come to a Toyota dealership with a Lexus Sidalong store and they could aspire now emotionally to look as they're considering their next car.
You know, it could be a Corolla.
They're, they're going, well, let me take a look at, you know, Lexus, What, what, what, what kind of style that they have and then that allow the consumer to aspire so that when they were considering that luxury car, they're considering that luxury car within the Toyota franchise.
12:48
And so Lexus experience was very unique.
It was curated, you know, expensive woods, you know, marble floors, a lot of key elements that were distinct and very separate from the Toyota dealership, which is stark white colors, you know, a little bit more pristine if you like, a little bit less sophisticated.
13:07
So they created this contrast that allowed the customer to aspire to the Lexus.
I think about all of the hidden things that we just don't think of like as you're saying this, I, I go, yeah, I never thought of that.
13:25
Yeah.
That that certainly doesn't come to view.
These are all touch points.
I feel for the customer experience but also the dealer experience.
We don't.
Absolutely.
I don't think we do a great job inside the industry sharing with our teams the people that are actually going to be responsible for providing a good customer experience.
13:45
All of the I don't have a better word, the tangible intent, intangible tangibles that go into shaping what that customer feels, what they believe about you, and how they're going to feel when they drive away in their new vehicle.
14:02
Yeah, you know it's a great point.
We call that sales choreography and that's part of a sense of belonging that we have written in the in the book.
The interesting thing is if you remember Saturn, Saturn I think if I'm not mistaken was AGM sister brand and they wanted to reinvent car buying that you wouldn't barter, you wouldn't discuss the price.
14:22
There was 1 price.
It was all inclusive.
There's no surprises.
It wasn't tiered with all the additional features that come back to haunt you when you you sign the check.
But they didn't do well, right?
They failed.
And why do they fail?
They failed because it was focused on functional.
14:41
It was anchored not on what the car, how the car made you feel.
It was anchored on, you know, the anti car buying process.
It was anchored on the process of buying a car, not on the benefit of the car from an emotional standpoint.
And so guess what, it tanked and, and I think it's a lesson learned, but like I, I drive a BMWI have a great dealership I go to for my servicing.
15:08
My, my BMW is now 7 years old, but it's just like brand new.
But when I bought the car, the experience was no different than if I'd gone to, you know, AGM dealership or, or Chrysler dealership.
It was all very transactional.
15:25
Is this the car you want?
Here's the features you're trying.
Let me try and upsell you on all these additional features.
There's no differentiation.
And an interesting thought was I used to drive Cadillac and I gave up buying Cadillac Escalades.
15:40
I had three Cadillac Escalades, but I stopped buying them and and the dealer called me and said, you know, Mr. Lequan noticed that you you're not, you're not coming back over what what's going on?
He said, what, I'm not buying your car anymore and they said why?
It's because you treat me the same way as a customer comes in and buys a Chevette.
15:59
We're at the same level of experience.
I'm spending $140,000 in a car and you're treating the same way as somebody coming in and spending $20,000 in a car.
How does that make sense?
Like how do I feel special, privileged?
How does that reflect the contribution I'm giving to your organization?
16:18
And that I left and I and I think Cadillac has struggled, but I mean, they're coming back now.
They're realizing that the experience is really important.
It's it's more than the car.
It's more than the car features and the style.
It's about what the car does for them and the experience of the car.
16:34
So I'm seeing that revitalization, but they really missed the mark.
Does your marketing agency suck?
Listen, before we hop back into this episode, I know you know me as the host of the Dealer Playbook, but did you also know that I'm the CEO of Flexdealer, an agency that's helping dealers capture better quality leads from local SEO and hyper targeted ads that convert.
16:58
So if you want to sell more cars and finally have a partner that's in it with you that doesn't suck, visit flexdealer.com.
Let's hop back into this episode that reminds me of what you were saying, you know, the sense of belonging.
I think about this from a tech perspective, but I'm I'm thinking about it now currently through the customer experience perspective.
17:18
But you know, my thesis, especially with AI, everybody's talking AI this and that.
And I probably shouldn't approach it with that tone because I'm developing AI tool.
But, but, but my thesis is that we're going to get so deep in this technology conversation that it's actually going to amplify our base human desire for connection, deeper connection, human to human connection, which a dealer or any brick and mortar business for that that matter, has the ability to provide you.
17:51
You talked about belonging and how belonging can drive growth and, and, and this sense of, you know, this crave, this innate desire that I have, this craving I have to, to belong in, in an industry like retail automotive, where a repeat sale is often months, if not years down the road, right.
18:17
How do you recommend businesses in that situation where dealers really create a sense of belonging or a sense of connection?
Well, I think BMW and Porsche do a really good job.
I have to give them kudos.
They have, you know, the BMW performance course and same with Porsche.
18:36
And if I'm not mistaken, Range Rover also does it, the Off road challenge.
And so they invite their members to go off road with their vehicles and they're training them how to go deep in the woods without getting stuck in that sense of camaraderie, in that sense of belonging.
18:53
You're part of a club.
I think that's brilliant.
So again, they're selling an experience, they're not selling a car and they're amplifying that experience through these networking clubs, activities that that anchor the brand on the values and the experience the customers are looking for.
19:11
And I think that's brilliant.
I think more of them need to do that.
I think you need to go beyond.
We have an office in Shanghai and and Mercedes-Benz has Mercedes-Benz cafes, the M cafes there, a whole experience.
It's part dealership, part museum, part performance center.
19:29
And they had Formula One cars there that you could virtually Dr. and create that whole experience that it went beyond selling the car.
And I think you're going to see more and more of these immersive experience because transactional selling more cars, that's so important.
19:47
But if the consumer doesn't see the emotional value, then it's an uphill battle and you're going to be starting to compete on price.
And we know where that leads at least a commoditized category.
This is so interesting to me.
I mean, validators for me about what you're, you're sharing with us.
20:05
Gosh, I mean, whether it's a a luxury vehicle, a mid, you know, a mid tiered vehicle or, or an entry vehicle, a backpack, a camera, whatever it is, it's interesting how how much we want to be connected.
To also whatever source introduced us to the thing that we like.
20:25
So I think about you know, there's actually a famous photographer Peter McKinnon that based out of Toronto area, maybe Grimsby or one of those, you know surrounding market.
I can't tell you how many products he and he's not even selling them, but he is selling them.
20:43
You know what I mean?
Like how many products I have bought simply because I liked the way I felt when he showed them to me.
And I can only imagine to your point, if I then am part of I'm really excited to buy my, you know, my my BMW.
21:03
And then I learned that there's a community of BMW owners and an experience that they offer it.
It just deepens my buy into that brand at a degree that I'm with you.
I, I don't think enough dealers are thinking about it.
Gosh, if I was a Ford dealer, I would be having Mustang meetups at my dealership every Saturday morning because you know, there's Mustang enthusiasts or Bronco off roading enthusiasts or whatever it might be Jeep, I mean Jeep that's low hanging fruit.
21:33
We all know.
I mean, I would be having duck, duck and dash ducks meetups, but but it just I I guess the point JP that that I come around to is that it makes complete and perfect sense.
Marrying this, this sense of belonging to a community that elevates my experience of ownership and actually, like you had mentioned earlier, makes me feel the the right amount of special for what I've bought into.
22:02
Yeah, and the other one is storytelling.
I mean, the the car car industry has done a really poor job of telling storytelling.
You know, what is the timeless challenge?
You're the you, the customer of the hero.
They're there to help you.
They're the support to the hero.
You know, how do you overcome and what's the opportunity?
22:18
I mean, they're really not telling a compelling story and and storytelling is how we learn.
It's how we absorb information.
It's how we remember information.
That's how we grew up.
That's how we learned about, you know, safety is through storytelling, but they're not doing, you know, it's all about, you know, a sexy hero shot of the car maybe a little, you know, 32nd or 62nd commercial of the car driving on the highway.
22:45
I mean, we're we're also going to drive a a car if it's not on the highway or on the road.
Come on, guys like get more creative than that.
You know, like at the end of the day, some of the startup car, like the beginner cars talk about, you know, the music in the car, the speakers, the idea that it's a social vehicle.
23:05
I think they're on the right thing.
I mean, the, a starter car really is giving the buyer freedom to explore or freedom to travel this independence, but it's so nuanced.
You really got to dig through a lot of features and and the functional messaging to get through it.
23:24
But they just got to get back to how do we want that customer, the feel when they buy that car or what projected experience do we want to communicate when they're considering buying our car?
23:40
And right now it's all features and benefits.
It's a bunch of highways, you know, side roads, you know.
It, it makes me think about the, the, another challenge we have, which is how to measure our efforts.
24:01
And, and often, I mean, gosh, you know, one of our companies is a marketing agency and I can't make this up getting on a call with one of the big, you know, oversight companies out there that, you know, is supposed to have the dealer's best interests at heart, saying that the work wasn't done well enough using, I can't make this up using data from 4 1/2 months ago.
24:28
And I think about what you just said, what do we want the customer to feel?
Well, in a similar regard, the there, there's a danger because we keep looking historically, we keep looking back.
How do you, how do you recommend measuring what matters with more accurate information?
24:46
I mean, you know, we talked all about big data.
The the industry, gosh, was big data.
Craze.
Yeah, hasn't changed that.
Crazy hasn't.
Changed and and it was all we could talk about for a year.
Not being a scientist, yeah.
How do you how do you recommend navigating that so that we are we are measuring what matters and and that we can do it with a measure of accuracy?
25:09
Well, you know, what gets measured gets done, what gets rewarded gets repeated and and right now the metrics that the car industry is looking at are really functional left brain metrics in surprise, surprise, who's running the companies, bunch of engineers.
So why wouldn't they have left brain thinking it's it's comfort zone, it's biases, it's historical data.
25:32
Luckily, with emergence of new technologies, your phone is no longer a phone, it's a computer.
It's no longer a computer.
It's actually a sentiment analysis.
You know, it actually measures.
It hasn't.
It's there, it's enabled, it's just not activated to to sense your sentiment.
25:53
The banks have been doing it for the last five years.
When you call their phone line, right in the background of that attendant that you're talking to is AI listening to the conversation and giving that associate clues on your sentiment, your level of frustration, your anger level, all of these things that are important when you're engaging and providing empathy to your audience.
26:19
And so the nice thing is that there are metrics or there are tools and there are metrics.
I mean, just read, read my book.
I mean, tenant number six is all about measurements and the tools and metrics that you should be considering.
Interesting points.
26:35
So we did a study in 2020 on that whole thing about measuring what matters.
We, we measured the retail industry, the banking industry and the healthcare industry.
And, and it's interesting how shallow those metrics, for example, employee engagement, you know, a car salesman is critical in, in creating that experience, that buying experience.
27:05
But what are the metrics they're measuring?
They're all about sales customer, you know, employee retention.
They're not anything to do with how did that, you know, how are they feeling about selling the car?
You know, what are the pain points that they have, these anxiety levels pain points.
27:23
It could be about new features that were introduced or maybe it's a new buying plan that's confusing.
All of these things lead to anxiety, but companies don't measure those, right?
They measure sales, upsells, number of transactions, you repeat customers, depth of customer loyalty, all these things.
27:44
Don't get me wrong, they're important, but they're the, they're the, they're not the leading indicators, they're the tailwind.
They're after the fact, they're not before the fact and emotional metrics are before the fact.
They're the they're the indicators of how that consumer is going to respond, but they're not being measured.
28:05
I mean, and I find maybe it's dark comedy, maybe it's not, but I can't help but think that we have, we are surrounded by all of this intelligent technology and we're we're, we're slowly forgetting the intelligence that rests between our ears because we're not using that at all.
28:29
Well, it's becoming a crutch, right?
I mean, The thing is that it's doing, the good news is doing a lot of low value processing that that really we shouldn't, we shouldn't have to do.
It's also allowing to consolidate a lot of data points, which was and and being able to respond on those data points very quickly.
28:49
So it's a lot of positive things that are happening with technology, not just AI, but robotics, you know, miniaturization, micro technologies that are going to revolutionize the phone industry.
So there's lots of positive things, but they're human enablers.
29:08
They're not human replacers.
So understanding how they get used by people and a great example, the banking industry.
So the banking industry gets all excited about launching their mobile apps and their online banking to make it more convenient for customers.
And listen, we're going to use the branches to educate the customers and they use these platforms.
29:29
It's not working.
Then you go back and find out why aren't you training customers on using the mobile app?
Why are they?
Why are they constantly calling the assistant channels, the phone lines to get help?
Why aren't you helping them?
Well, simple.
29:45
They're going to replace my job.
So why would I promote those technologies?
I'm going to become obsolete.
Wrong.
That's not true.
You're, we're actually going to elevate your level of knowledge to become experts and we're going to remove those low value transactions so that you can spend more time with your customers building relationships.
30:07
But because it's packaged in a negative way and that and there's a fear factor involved in that learning doesn't happen.
And I think that's what AI has done.
It's created a fear factor.
It's a pro, you know It's a good and bad scenario.
Yeah.
30:22
I mean, it's, it's great for the people that are looking to adopt and scale with it and who understand what you just said, that it can scale me, not replace me.
It's, it's a fear factor for people who are being honest with themselves and realize they have 0 desire to get involved or learn about it.
30:42
I want to ask you this as we wind down attached to this topic.
You know, looking at all of the advancements in text, you brought up robotics, there's EV technology, battery tech, all those sorts of things.
AI, of course.
What do you recommend to businesses or dealerships in this case to I don't want to say future proof, but to future enable around these things?
31:08
Well, you know, the EV platform created a lot of opportunity, but also a lot of conflicts in the industry.
And we can see that there's a bit of a pullback on EV, EV sales.
Maybe it's the infrastructure.
31:24
So it's, we call it scenario planning.
Listen, if you're a, a dealer, you know, you don't have a marketing department, you have a sales department, you don't have strategic foresight consultants like us to help you kind of create the vision.
That's where the manufacturers should be providing those insights and creating those scenarios and saying, you know, if this happens, here's a strategy for your dealership to be able to respond if this happens.
31:52
Like if we have trade barriers, which we knew was coming 10 years ago, what's the scenario to deal with trade barriers if you're a dealer or anti European purchases or anti American purchases or anti something, what are the scenarios?
32:09
How do you deal with that?
What do you communicate to to your customers?
How do you respond?
And the reality none of that is happening.
So really it needs to be elevated from the dealer to the manufacturer and they need to take a more active role.
32:24
And they do it by the way, they all do strategic foresight because it's part of their value chain strategy, their sourcing strategy.
But they're not applying it to the consumer side of their business.
They're applying it to the manufacturing and sourcing.
32:40
So they need to wake up and say what does it look like to be customer centric and be future proofing the customer experience.
What does that look like and how do we activate the dealers to respond to that?
Powerful.
Well, I don't know.
I I mean, I probably have at least 10 more questions, but we'll, we'll have to save that for when you come back.
33:02
In the meantime, JP, how can those listening and watching get a copy of your book?
Simple, just go to our website.
That's www.sldthatssamlovedog.com.
I love it man.
Thank you so much for joining me on the Dealer Playbook Podcast.
33:19
Thank you, Michael.
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