Welcome to another edition of the Car Dealership Guy Podcast Recap, a rundown of key lessons from top operators, founders, and execs shaping the future of auto retail.
Today’s guest is Alexi Venneri, Co-founder and CEO of DAS Technology.
Together, we dig into how AI search is shifting power from SEO to reviews-driven GEO and why “conversion” now matters more than attraction.
Online reviews are the number one driver of getting found in AI search.
Based on ongoing testing, consumer reviews and ratings appear to be the strongest driver of being recommended in AI-powered search, especially when paired with relevant, up-to-date content on your own site.
"We're testing all the time. There's other factors. By far though, it feels like having online content that's relevant from consumers, their ratings and reviews and actually also relevant content on your site."
This mirrors what happened with traditional SEO and social media years ago. Consumer-generated content consistently drives visibility more than any other factor
Most dealers are adjusting their spending without a real plan.
When asked how dealers are shifting their technology investments right now, the observation was blunt: many are making changes without strategic direction.
"To be honest, I think they're just oftentimes adjusting without a plan."
She added, though, that the most effective approach is to ask consumers directly about their preferences and experiences, rather than relying on assumptions or copying what competitors are doing.
Conversion matters more than acquisition for most dealerships today.
Most dealerships already have unconverted leads, service customers, and a database full of opportunity, and improving conversion tends to beat chasing incremental new traffic.
"Of all of those solutions we just named, the one that I think people shouldn't start with or care about is attract. Yet, that seems to be where OEMs put their co-op money and dealers are always like, 'What's the new way to advertise?' Forget it."
Every dealership already has a database of unconverted leads and service customers; maximizing those opportunities just delivers better ROI than chasing new traffic.
Technology should replicate your best performers, not try to change everyone.
Dealers often waste time trying to train every team member to perform like their top salesperson or service advisor, when the real solution is different.
"How do we find technology to sort of replicate what's hopefully a great in-person experience when people walk into your showroom or the service lane? How do we leverage technology to be more personal to give those consumers a better experience where it's not just you trying to train that perfect salesperson or that perfect service adviser?"
As Venneri sees it, the focus should be on tools that enable teams to deliver excellent experiences, rather than forcing behavioral change that may never stick.
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The industry has a serious dashboard and vendor overload problem.
Dealers are increasingly frustrated by the sheer number of solutions claiming to help them sell more, each requiring another login and another meeting.
"I also find that they're really exhausted with a lot of dashboards. They're exhausted by a lot of vendors."
What dealers actually need are simple ways to measure what's working for their specific market without adding more complexity.
Having strong ratings isn't enough—you need to actively communicate them.
Most forward-thinking dealers already have strong online ratings, which means the competitive advantage now comes from how you talk about that credibility.
"I think the dealers are not talking about their rating enough. So, even if you show up in search or GEO or call it AI search, and there's a couple of you up there, you should be talking about that, because chances are the guy or gal down the street is not."
Once found, the message delivered to consumers and how dealerships validate their reputation becomes the real differentiator.
What works for the dealer down the street probably won't work for you.
Every market is different, and blindly copying another dealer's strategy, even a successful one nearby, is a common mistake.
"Don't assume that what works for another market, even the guy or gal down the street is going to work for you, ‘cause it won't. So, really be on top of your metrics and numbers. Always be sharpening your pencil."
Success requires measuring your own performance data and being willing to adjust based on what actually moves the needle in your specific situation.
Successful leadership requires balancing high-level vision with operational details.
Leading effectively means knowing when to zoom out and when to dive deep into the specifics of what's happening in the business.
"I like to call it being bifocal. I do it here at our company. I don't know our team always loves it, but every Monday everybody, director and above, has to tell me their priorities and what they did last week. 15 minutes send me an email."
This approach applies to vendor relationships, too. Delegate the day-to-day, but reserve the right to jump into strategy calls and review performance whenever needed.
Vendor performance should be measured quarterly, not set and forgotten.
Rather than worrying about macroeconomic conditions outside their control, successful operators focus on what they can manage.
"We're never going to set and forget with a vendor or a plan. You've got to be on top of it."
Don’t “set and forget” vendors or process changes. Stay on top of what’s working, keep measuring, and be willing to adjust quickly as conditions shift.
You learn more during hard times than when business is easy.
Whether it was the 2008 recession or COVID, the toughest market conditions create the most valuable lessons for operators.
"So many dealers when we had both the recession and COVID, they really sharpened their pencils and really took a look. And you learn way more when times are hard than when they're easy. I think we all know that."
The dealers who embrace that philosophy and stay disciplined about measuring performance during slower periods are the ones who come out stronger on the other side.
