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Tuesday, December 31, 2019

Which US States to Lose or Gain Congressional Seats Due to Census

Monday's population estimates also preview which states could gain or lose congressional seats from next year's apportionment process using figures from the 2020 census. The process divvies up the 435 seats in the House of Representatives among the 50 states based on population...
Several forecasts predict that California, the nation's most populous state, with 39.5 million residents, will lose a seat for the first time. Texas, the nation's second-most populous state, with 28.9 million residents, is expected to gain as many as three seats, the most of any state.
According to Frey's projections on Monday, Florida stands to gain two seats, while Arizona, Colorado, Montana, North Carolina and Oregon stand to gain a seat apiece.
Besides California, other states that will likely lose a seat are Alabama, Illinois, Michigan, Minnesota, New York, Ohio, Pennsylvania, Rhode Island, and West Virginia.

Friday, December 20, 2019

New Book Reference

Ralph Paglia
InstaGram @RalphPaglia

Wednesday, October 9, 2019

Taycan – the first all-electric Porsche.

Taycan – the first all-electric Porsche.

Pure emotion and maximum driving pleasure.

Porsche News

Issue 09/2019

Puristic, expressive, timeless. Three attributes that describe every Porsche – especially the new Taycan. From the outside, it is instantly clear that this car is a Porsche: thanks to its flat, dynamic flyline and pronounced fenders.

Even after you climb in, a familiar feeling emerges. Then you put your foot on the pedal – and the Porsche soul of the Taycan is revealed: For the first few moments, the first all-electric Porsche accelerates faster than a skydiver.

The new Taycan. Soul, electrified.

Your Porsche Team
Discover the future

Shaped by performance.
The new Cayenne Coupe.

It's been around for years. Everyone knows it, everyone recognizes it. This shape stands for everything we are.
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Coke® is It!

Two iconic brands. One racing history. Porsche to Run Hometown Retro Livery at Petit Le Mans.
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News! Porsche Track Experience.
Barber Motorsports Park.

Plenty to get excited about at PTX; the transition to new 911 models (gen 992) has started; a completely new track surface AND our full 2020 schedule to be released October 3.
Click here to drive!

Porsche Impact.
Roadway to Sustainability.

A solution that enables you to measure the carbon emissions from driving your vehicle and compensate with the CO2 footprint with a simple click. Choose a more sustainable future by selecting between internationally certified projects.
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Porsche x Coca-Cola.
IMSA Petit Le Mans 2019.

The world's fastest Coke® machine.
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Porsche live. Events and dates.

Motul Petit Le Mans, GA (USA)
10/9/2019 - 10/12/2019

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Wednesday, July 17, 2019

Automotive Managers: Which Of The 12 Emotional Intelligence Skills Do You Need to Work On?

Automotive Managers: Which Of The 12 Emotional Intelligence Skills Do You Need to Work On?

Esther is the well-liked manager of a dealership's BDC team. Kind and respectful, she is sensitive to the needs of others. She is a problem solver; she tends to see setbacks as opportunities. She’s always engaged and is a source of calm to her colleagues. Her general manager feels lucky to have such an easy direct report to work with and often compliments Esther on her high levels of emotional intelligence, or EI. And Esther indeed counts EI as one of her strengths; she’s grateful for at least one thing she doesn’t have to work on as part of her leadership development. It’s strange, though — even with her positive outlook, Esther is starting to feel stuck in her career at the dealership. She just hasn’t been able to demonstrate the kind of performance and results that her dealer principal and general manager are looking for. So much for emotional intelligence, she’s starting to think.
The trap that has ensnared Esther and her managers is a common one: They are defining emotional intelligence much too narrowly. Because they’re focusing only on Esther’s sociability, sensitivity, and likability, they’re missing critical elements of emotional intelligence that could make her a stronger, more effective leader. This HBR article highlights the skills that a kind, positive manager like Esther might lack: the ability to deliver difficult feedback to employees, the courage to ruffle feathers and drive change, the creativity to think outside the box. But these gaps aren’t a result of Esther’s emotional intelligence; they’re simply evidence that her EI skills are uneven. In the model of EI and leadership excellence that we have developed over 30 years of studying the strengths of outstanding leaders, we’ve found that having a well-balanced array of specific EI capabilities actually prepares a leader for exactly these kinds of tough challenges.
There are many models of emotional intelligence, each with its own set of abilities; they are often lumped together as “EQ” in the popular vernacular. We prefer “EI,” which we define as comprising four domains: self-awareness, self-management, social awareness, and relationship management. Nested within each domain are twelve EI competencies, learned and learnable capabilities that allow outstanding performance at work or as a leader (see the image below). These include areas in which Esther is clearly strong: empathy, positive outlook, and self-control. But they also include crucial abilities such as achievement, influence, conflict management, teamwork and inspirational leadership. These skills require just as much engagement with emotions as the first set, and should be just as much a part of any aspiring leader’s development priorities.
For example, if Esther had strength in conflict management, she would be skilled in giving people unpleasant feedback. And if she were more inclined to influence, she would want to provide that difficult feedback as a way to lead her direct reports in the BDC and help them grow. Say, for example, that Esther has a peer who is overbearing and abrasive. Rather than smoothing over every interaction, with a broader balance of EI skills she could bring up the issue to her colleague directly, drawing on emotional self-control to keep her own reactivity at bay while telling him what, specifically, does not work in his style. Bringing simmering issues to the surface goes to the core of conflict management. Esther could also draw on influence strategy to explain to her colleague that she wants to see him succeed, and that if he monitored how his style impacted those around him he would understand how a change would help everyone.

Similarly, if Esther had developed her inspirational leadership competence, she would be more successful at driving change. A leader with this strength can articulate a vision or mission that resonates emotionally with both themselves and those they lead, which is a key ingredient in marshaling the motivation essential for going in a new direction. Indeed, several studies have found a strong association between EI, driving change, and visionary leadership within the auto industry.

In order to excel, automotive managers and leaders need to develop a balance of strengths across the suite of EI competencies. When they do that, excellent business results follow.

How can you tell where your EI needs improvement — especially if you feel that it’s strong in some areas?

Simply reviewing the 12 competencies in your mind can give you a sense of where you might need some development. There are a number of formal models of EI, and many of them come with their own assessment tools. When choosing a tool to use, consider how well it predicts leadership outcomes. Some assess how you see yourself; these correlate highly with personality tests, which also tap into a person’s “self-schema.” Others, like that of Yale University president Peter Salovey and his colleagues, define EI as an ability; their test, the MSCEIT (a commercially available product), correlates more highly with IQ than any other EI test.
We recommend comprehensive 360-degree assessments, which collect both self-ratings and the views of others who know you well. This external feedback is particularly helpful for evaluating all areas of EI, including self-awareness (how would you know that you are not self-aware?). You can get a rough gauge of where your strengths and weaknesses lie by asking those who work with you to give you feedback. The more people you ask, the better a picture you get.
Formal 360-degree assessments, which incorporate systematic, anonymous observations of your behavior by people in the dealership who work with you, have been found to not correlate well with IQ or personality, but they are the best predictors of a leader’s effectiveness, actual business performance, engagement, and job (and life) satisfaction.
Into this category fall our own model and the Emotional and Social Competency Inventory, or ESCI 360, a commercially available assessment we developed with Korn Ferry Hay Group to gauge the 12 EI competencies, which rely on how others rate observable behaviors in evaluating a leader. The larger the gap between a leader’s self-ratings and how others see them, research finds, the fewer EI strengths the leader actually shows, and the poorer the business results.

These assessments are critical to a full evaluation of your EI, but even understanding that these 12 competencies are all a part of your emotional intelligence is an important first step in addressing areas where your EI is at its weakest. Coaching is the most effective method for improving in areas of EI deficit. Having expert support during your ups and downs as you practice operating in a new way is invaluable.
Even dealership managers with many apparent leadership strengths can stand to better understand those areas of EI where we have room to grow. Don’t shortchange your development as a leader by assuming that EI is all about being sweet and chipper, or that your EI is perfect if you are — or, even worse, assume that EI can’t help you excel in your career.

Wednesday, April 17, 2019

Are You Guilty Of Review Gating?


In recent months, the topic of "review gating" has been in the public eye, especially after Google updated its guidelines to prohibit businesses from filtering reviews. As Google noted explicitly, "Don't discourage or prohibit negative reviews or selectively solicit positive reviews from customers." Businesses found to be gating, or filtering, customer reviews, risk having all their reviews removed from their Google My Business pages[i]

Reposted from article Written by Jamie Oldershaw

We've received occasional requests 

from businesses asking for clarification on review gating – what it is and how we feel about the practice. Here are answers to the most common questions:

1. What exactly is review gating?

Review gating is the practice of screening customers before asking them to leave a review. For example, a business might use a platform that asks customers whether their experience was positive or negative and directs only the positive responses to a review site. If the customer says they had a bad experience, the business does not send them an option to leave a public review.

2. Does DealerRater permit review gating?

DealerRater prohibits review gating.  We have always been firmly against the practice. Dealers enrolled on DealerRater Connections Plus have no ability to screen for only positive reviews. ReviewBuilder requests go to every closed sale or service transaction as marked in their DMS.

3. Is review gating the same thing as asking customers to review your business?

No. Asking customers to review your business does not constitute review gating. We encourage dealerships to solicit customer reviews. We even provide tools such as LotShot to make it easier to do so. Review gating occurs when the business filters requests to eliminate negative reviews.

4. Is it OK to approach my customers privately before asking them to leave a public review?

It's OK to approach customers privately before asking them to leave a public review. In fact, approaching a customer privately gives you a chance to address a problem before the customer posts a review.  But you need to give them the option to review you publicly no matter what kind of feedback they give you, positive or negative.

5.  What should I do if a customer leaves a negative review?

You should always respond, without exception. Responding to negative reviews demonstrates customer empathy and responsiveness, as we noted on this blog post. But do follow some best practices. 

For instance, although you want to provide a timely reply, don't provide a knee-jerk, emotional response to a negative review, even if the customer's comment upsets you.  Demonstrate empathy and resolve. Let the customer know you are sorry they had a bad experience and indicate that you are taking follow-up action. For more on responding to reviews, check out the following blog post, "Why You Should Always Respond to Customer Reviews."

If you have further questions about review gating, don't hesitate to contact DealerRater.

[i] Sterling Sky, "Review Gating Is Now Against the Google My Business Guidelines," April 13, 2018.

Tuesday, February 26, 2019

Using Social Media For Car Dealer MarCom Strategy


Social media changed the way we receive information, and while a few can debate that there really is no need for a press release, the press release is still the best way to get your message out. Now, how can you utilize Twitter, Facebook and other social media platforms for your press release needs? 

Keep these factors in mind.

  • Know Your Audience: Remember that social media platforms have a broad audience, so you want to make sure you are focusing on bloggers and influencers.

  • Showcase Your Website: Make sure you are prompting readers to head over to your company's website, that way they will learn more about your product.

  • Make Sure Your Content is Shareable: Social media is all about shareable conversations. Make sure you steer away from marketing lingo that only a selective few will understand.

Ready to get your press release out there? Use code FEBUARY10 for 10% off your first PRWeb release.