it's not necessary to change. survival is not mandatory. - Media ...

A Publication of the Illinois Automobile Dealers Association Vol. 20 No. 4 

IT’S NOT NECESSARY TO 

CHANGE. SURVIVAL IS NOT 

MANDATORY. 

By changing nothing, nothing changes. In today’s increasingly transparent world, 

dealers must be proacve in looking for ways to increase prot margins.

• Training offi ce managers 

• 401K Audits

CONTENTS Vol. 20 No. 4 

Illinois Automobile 

Dealers Association 

300 West Edwards Street 

Springfi eld, Illinois 62704 

T 217.753.0220 

F 217.753.3424 

www.IllinoisDealers.com 

6 IADA Chairman’s Letter 

9 It’s Not Necessary to Change. Survival Is Not Mandatory. 

14 Getting the Jump on Financial Statement and Tax Filing Preparation 

19 Annual “Checkups” for Your Business 

The ILLINOIS AUTOMOBILE DEALER NEWS is published 

by Media Communications Group, Inc. and is the official publication 

of the Illinois Automobile Dealers Association. The ILLINOIS 

AUTOMOBILE DEALER NEWS is published 4 times per year. 

The statements and opinions expressed herein are those of the individual 

authors and do not necessarily represent the views of ILLINOIS 

AUTOMOBILE DEALER NEWS, or its publisher Media 

Communications Group, Inc. Any legal advice should be regarded as 

general information. It is strongly recommended that one contact an 

attorney for counsel regarding specific circumstances. Likewise, the 

appearance of advertisers does not constitute an endorsement of the 

products or services featured by Media Communications Group, Inc. 

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IADACHAIRMAN’SLetter | BY JIM LOMBARDI 

IADA, an Infl uential Voice 

Supporting Franchised Dealers 

With the fall general election fast approaching, the 

future of our country and state could be riding on 

the outcome. With that in mind, I would like to 

take this opportunity to encourage all of the members 

and employees to be politically active, and get 

involved. Let your employees know what the election of business 

friendly candidates means for your dealership and for them. 

Throughout the year, IADA has strongly promoted both 

CAR of Illinois at the state level and DEAC at the national level. 

Both play an important role and are vitally important to promote 

dealer interest at both the state and national levels. We encourage 

you to be involved at the state level, and invite state legislators 

to dealership visits. It is so important to support candidates that 

are positive and supportive of the automotive industry. 

With their support, IADA can continue promoting beneficial 

legislation on behalf of Illinois’ franchised car dealers. A 

primary responsibility of IADA is to represent automobile and 

truck dealers in the Illinois General Assembly and before the 

various state regulatory agencies. The Association is the dealers` 

voice in defending the industry against adverse legislation, 

as well as initiating and supporting favorable legislation in the 

Illinois Legislature. Please VOTE this fall, and be supportive of 

the candidates who are going to make a difference in our industry, 

and have a voice for our well-being. 

On behalf of IADA and the Board of Directors, I would like 

to thank all of our dealers who contributed to CAR of Illinois 

and DEAC throughout the year, and communicated with their 

legislators. With your support and continued generous contributions, 

IADA will remain an influential voice at the state level, 

supporting Illinois’ franchised car dealers. Lastly, I would like 

to thank our IADA Vice Chairman, Gary Knight, Treasurer, 

Mike Mangold and Secretary, Dave Taylor for their assistance 

in making my term as Chairman so rewarding. 

Sincerely, 

Jim Lombardi 

Lombardi Chevrolet Buick 

2012 IADA Chairman 

2012 Officers 

Chairman 

Mr. Jim Lombardi / 815.476.2826 

Lombardi Chevrolet Buick 

901 E. Baltimore St., Wilmington, IL 60481 

Vice Chairman 

Mr. Gary Knight / 217.443.6803 

Carmack Car Capitol 

3724 N. Vermilion, Danville, IL 61832 

Treasurer 

Mr. Mike Mangold / 309.467.2344 

Mangold Ford Mercury, Inc. 

1100 West Center St., Eureka, IL 61530 

Secretary 

Mr. Dave Taylor / 815.935.7900 

Taylor Chrysler Dodge, Inc. 

1497 N. Route 50, Bourbonnais, IL 60914 

President 

Peter J. Sander / 217.753.0220 

Illinois Automobile Dealers Association 

300 W. Edwards, P.O. Box 3045, Springfi eld, IL 62708 


300 West Edwards Street, Springfi eld, Illinois 62708 

T 217.753.0220 • F 217.753.3424 




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It’s Not Necessary to Change. 

Survival Is Not Mandatory. 

BY MIKE ESPOSITO 

The title of this article is a quote by W. Edward Demming. 

Regardless of what industry you’re in, sometimes there is a 

divide between what’s good for a business and what’s good 

for the employees of that business. 

In retail automotive, this means what’s good for the 

dealer may not always be perceived as being good for 

the employees. Take change, for instance. 

Dr. Demming understood completely that change is 

necessary to survive. Change can be difficult, but necessary 

if dealerships are going to stay competitive in this 

market. Even though the volume of sales has picked up 

this year, the Internet has made pricing so transparent 

that dealerships all over are being forced into pricematching 

wars. Continued, downward pressure on 

pricing means lower margins, and unfortunately for 

dealers it looks like this trend is here to stay. In order to 

be profitable in today’s world and in the future, dealers 

must look for ways to stay lean and improve processes. 

They must continue to test new technologies that can 

either save them money or make more money. 

But often when a dealer or GM attempts to introduce 

a new process or technology, they are met with 

stone-cold resistance from employees. As a DMS 

provider, I often hear from dealers who would love to 

implement a new system, but decided not to because 

when the idea was presented to the dealerships’ employees, 

there was such an uproar that you’d think they 

had proposed a permanent ban on all coffee consumption 

within the dealership. 

I don’t blame the employees, however. Implementing 

a new process or learning a new technology can be 

difficult. If a major change is being considered in your 

dealership, here are a few things to keep in mind: 

survival is not mandatory — continued on page 10 

9

survival is not mandatory — continued 

Most employees are tuned into that old radio 

station WII – FM (What’s In It – For Me) 

A new process or technology may indeed add thousands of 

dollars per month to a dealership’s bottom line. That’s great for 

the dealer, but what do the employees get out of it? 

Take the service manager, for example. Switching to a new 

DMS would definitely be a pain for him because he probably 

gets paid a bonus based on the amount of gross profits he generates 

in the service department. If a new system is implemented, 

it’s going to take a lot of time to learn it, which takes time away 

from other activities that generate profits. 

Office managers are notorious for objecting to a DMS 

switch. Their life can be pretty miserable throughout the entire 

process, and is their pay changing for the better? Probably not. 

So where’s the incentive to change and learn a new system? 

Extrapolate these examples out to everyone else in the dealership; 

the parts manager who is used to the inventory system, 

the salespeople who are used to and like their CRM, etc. No 

wonder there’s an uproar, and no wonder dealers throw up their 

hands and say they can’t change. 

Yet, wouldn’t a more profitable dealership ultimately benefit 

all the employees too? 

By Changing Nothing, Nothing Changes 

Dealers, your name is on the sign and you are the decision 

maker. Yet you are also part of a team. You want to do what’s 

best for you and your bottom line, but you don’t want to upset 

everyone else on the team. Is it possible to do both? 

Of course, but the trick is to find and offer something unique 

to each team member that will help them accept the change. 

Tell them what is in it for them. For service managers, the extra 

savings or revenue could be used to purchase more lifts and hire 

more technicians. For parts, it could be extra cash to stock more 

inventory; for sales, it could be more money spent on advertising; 

for the office manager, it could be a bonus. 

One thing’s for sure. By changing nothing, nothing changes. 

In today’s increasingly transparent world, dealers must be 

proactive in looking for ways to increase profit margins. More 

efficient processes and new technologies are the way to do it; 

but buy-in from the team is necessary to make them—and your 

dealership—successful. 

Mike Esposito is President and CEO of Auto/Mate Dealership Systems, a 

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or follow him on Twitter at @AutoMateDMS. Auto/Mate is a DMS “designed 

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Getting 

the Jump 

on Financial Statement 

and Tax Filing Preparation 

BY JOHN COMUNALE, CPA 

Proactive auto dealers meet with their CPAs in 

late summer or early fall to plan for the next 

year’s financial reporting and tax filing. This 

helps them anticipate requests for audit or review 

workpapers, streamline financial statement and 

tax return preparation, and minimize taxes. Here is some 

food for thought as your tax year winds down. 

Have you bought fixed assets? 

Sizable tax incentives to buy fixed assets still exist in 

2012, but the potential savings are lower than in 2010 and 

2011. Under Section 179, you can immediately deduct up 

to $139,000 of new and used capital equipment purchases 

placed in service on or before December 31, 2012. If you 

purchase more than $560,000 of equipment, Section 179 

deductions begin to phase out. 

There are no threshold limits for bonus depreciation 

in 2012. This year, bonus depreciation allows dealers to 

depreciate half of the purchase price of qualifying new 

assets placed in service before year end, plus regular 

depreciation on the remaining half. 

If you’re thinking about replacing, say, a service lift 


or refreshing your signage, do it before December 31st. 

Section 179 is slated to return to normal levels in 2013, 

and bonus depreciation is scheduled to end. 

Is your fixed asset ledger in order? 

One of the most time-consuming parts of an audit 

or review is fixed assets. So, get your records together 

before your CPA arrives. Prepare a detailed listing of 

fixed asset purchases, new equipment loans, and retired 

or sold fixed assets. If old property will be replaced, 

consider a Section 1031 “like-kind” exchange to defer 

capital gains. 

Look through the ledger for smaller items that were 

capitalized but should actually be expensed. For example, 

if you recorded a large order of tools as one combined 

fixed asset, consider reclassifying each individual item 

as a supply expense, not a fixed asset. Screwdrivers and 

wrenches aren’t worth capitalizing. 

Establish a formal policy for capitalizing fixed assets 

that considers the asset’s value and useful life. You might, 

for instance, write off items that cost less than $100 or 

are likely to wear out within one year. 


Planning and adjusting your balance sheet and 

income statement accounts before December 

31st, you’ll save time and frustration when 

it’s time to prepare your annual financial 

statements and income tax returns. 

Also reverse entries in the fixed asset journal for repairs. 

Repairs should be expensed as long as they don’t materially add 

value to a fixed asset, appreciably prolonging an asset’s life, or 

adapt an asset to a new or different use. 

What about inventory? 

Book LIFO adjustment to cost of sales before year end, if 

possible. If you still have cars and trucks in separate LIFO pools, 

analyze whether it would be advantageous to combine them into 

one pool. 

For inventory that’s not on LIFO – parts, accessories, and 

perhaps used cars – adjust to the lower of recorded cost or current 

wholesale value. Write off obsolete and damaged parts. 

Donate or scrap write-offs before year end, if they can’t be 

returned for credit. 

Perform physical counts of miscellaneous inventory items, 

such as body shop materials, and adjust them to observed levels. 

Match work-in-process inventory to the amounts shown on your 

open repair orders and body shop tickets. 

If owners or salespeople use demos, review IRS Revenue Procedure 

2001-56 to determine the amount taxable to employees. 

There are a variety of methods you can use for demos, including 

the simplified full extension, simplified in/out, partial exclusion, 

getting the jump — continued on page 16 

15

getting the jump — continued 

and simplified full inclusion methods. Ask your CPA which 

method is appropriate for your dealership. 

How many AJEs can you avoid? 

Adjusting journal entries (AJEs) muddy the waters when 

your CPA does his or her fieldwork. A long list of CPA-imposed 

changes could suggest that your CFO isn’t doing his or her job – 

and cause owners, franchisors and lenders to wonder what else 

might have fallen through the cracks. Plus, the fewer discrepancies 

between your controller’s year end statement and the CPA’s 

audited (or reviewed) financial statements, the fewer questions 

your franchisors and lenders will ask. 

Review last year’s list of AJEs and see which year end adjustments 

you can handle in-house. Consider making adjustments for 

bad debt write-offs; prepaid expenses; benefit plan contributions; 

and accruals for wages, commissions, interest and taxes. Generally, 

accruals should tie to the payments paid in the following 

month (January) or shortly thereafter. 

Ask your CPA what was recorded for last year’s book-to-tax 

adjustments. This will help you anticipate document requests and 

estimate probable tax adjustments. Book and tax income usually 

differ, sometimes quite markedly. So, don’t make tax estimates 

based on pretax income shown on your income statement. 

Are you really ready? 

Year end is often the most stressful time for a dealer’s accounting 

department. But by planning and adjusting your balance sheet 

and income statement accounts before December 31st, you’ll 

save time and frustration when it’s time to prepare your annual 

financial statements and income tax returns. 

Map out owner transactions 

Decide on the payments you want to make to owners before 

December 31st, such as salaries, bonuses, benefits and perks. 

Payments to owners, including interest on loans to S-corporation 

shareholders or to C-corporation shareholders (those owning 

more than 50% of the dealership’s stock), will be deductible only 

if they’re paid before year end. This includes expenses owed to 

related parties. 

Also determine the appropriate tax treatment for retirement 

and insurance benefits paid to owners. S-corporation, LLC and 

partnership owners may have to report these as taxable fringe 

benefits, rather than deduct them as an expense. 

For more information please contact John Comunale, CPA at Councilor, 

Buchanan and Mitchell, P.C. certified public accountants at (301)986-0600 

or jcomunale@cbmcpa.com. 



Stair-step programs create too 

Stair-step programs... 

many negatives to justify their 

use. And they are not necessary 

for success in the marketplace. 

Just look at the manufacturers 

that have stopped using them. 

Harm brand credibility. 

Hurt dealers of all sizes. 

Undermine relationships between dealers 

and their customers. 

Have an adverse effect on CSI scores. 

Destroy consumer confidence in dealers – 

and in manufacturers’ brands. 

There are better ways to structure incentives. 

Tell us what you think about stair-step programs and other manufacturer intrusions into dealers’ businesses. Send an email to stairsteps@nada.org. 

All messages will be kept strictly confidential.

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Annual 

“Checkups” 

for Your 

Business 

Many of us make it a point to see our 

doctor for an annual medical checkup. 

This is an important opportunity to 

have a medical professional assess the 

current condition of our health. 

It also allows us to ask questions of our doctor about medical 

issues or concerns, and it is a chance to consider making 

changes to accommodate a healthier lifestyle. 

When was the last time you turned to your insurance provider 

for a similar checkup of your business insurance and risk 

management programs? 

Get an insurance “physical” 

As your business changes and grows, so do your business 

insurance needs. It is a good idea to consult your insurance 

advisor, at least annually, to review your insurance coverage in 

light of changes your business may undergo from year to year. 

For example: 

• You may have purchased or sold buildings, personal property, 

or vehicles. 

• You may have experienced fluctuations in payroll or sales 

receipts as business conditions change. 

• You may have undertaken new operations or developed new 

products or services. 

• You may need to respond to new legal or regulatory issues. 

An annual review—or “physical exam”—of your insurance 

coverages helps ensure that coverage purchased last year adequately 

protects you today. Annual reviews are a good time to 

consider, for example, whether your policy limits are sufficient to 

replace damaged property. They provide you and your insurance 

representative an opportunity to discuss insured and self-insured 

exposures, as well as consider any new exposures that can impact 

your current insurance program. 

Annual insurance reviews are also a good time for you to 

assess the performance of your current insurance provider. Are 

claims paid according to your expectations? Is the insurer still 

financially sound and stable? Are you receiving the promised 

level of policy service and loss control support? Answers to these 

questions can have a huge impact on your business and may influence 

your decision to continue to do business with your current 

insurance provider. 

Give your risk management program a 

“checkup” 

In addition to an annual review of your insurance program, 

you should also expect your insurance professional to review your 

business risk management strategies on a yearly basis. 

A thorough review of your risk management plans can help 

you and your insurance representative identify new exposures or 

business “checkup” — continued on page 20 

19

usiness “checkup” — continued 

operations that were not contemplated by your current programs. 

It provides you an opportunity to gauge the effectiveness of your 

current risk management plans and also uncover patterns in your 

loss experience that suggest the need for additional risk control 

• Assist in creating a safer, more favorable work environment to 

attract and retain high-quality employees. 

Your recommended insurance carrier, Federated Insurance, 

provides an Annual Client Review SM and a Risk Control Review 

SM for each insured business each year. These reviews are 

part of the Company’s Major Client Service Standards. 

An annual review can help you determine if you are appropriately 

targeting resources to risk control programs that have the greatest 

impact on your bottom line. 

attention. Finally, an annual review can help you determine if 

you are appropriately targeting resources to risk control programs 

that have the greatest impact on your bottom line. 

An annual risk management review may have other indirect 

benefits as well: 

• Help protect your future insurability by controlling losses and 

reducing claims. 

• Provide cost savings through reduced insurance premiums. 

• Trim expenses by reducing the hidden costs associated with 

claims—such as lost productivity, additional costs for hiring 

and training, and lost goodwill. 

You should expect your insurance agent or company to visit 

with you annually for a check-up of your insurance and risk 

management programs. You may find annual reviews are the 

best prescription for maintaining the health of your business. 

This publication is intended to provide general recommendations 

regarding risk prevention. It is not intended to include all steps or 

processes necessary to adequately protect you, your business, or 

your customers. You should always consult your personal attorney and 

insurance advisor for advice unique to you and your business. For more 

information, contact www.federatedinsurance.com. 

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Accounting 

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CliftonLarsonAllen ............................................................. Page 4 

WIPFLi .............................................................................. Page 16 

Banking/Finance 

Harris N.A. ......................................................................... Page 7 

Customer Relationship Management 

The Higher Gear Group ....................................................Page 11 

Dealership Buy/Sells 

Woodward & Associates, Inc. ............................................ Page 2 

Dealership Compliance 

Reynolds & Reynolds ....................................................... Page 21 

Dealer Management Computer Systems 

AutoSoft ............................................................................Page 11 

Dealer Management Systems 

Auto/Mate Dealership Systems ....................................... Page 20 

Dealer ship Marketing & Sales Solutions 

ADP .................................................................................... Page 5 

Energy Supplier 

AEP Energy ...................................................................... Page 24 

F&I Training/Products 

Foresight Services Group ................................................ Page 12 

Insurance 

Federated Insurance Companies .................................... Page 18 

Protective ........................................................................... Page 3 

Zurich American Insurance Co. ....................................... Page 10 

Internet 

Call One ........................................................................... Page 15 

New/Used Car Advertising 

AutoTrader.com ................................................................ Page 23 

Parts Department Services/Equipment 

AutoSoft ............................................................................Page 11 

Rec ond it ionin g Ser v ic e s/ L o t M an a gement 

Illinois Auto Group .............................................................. Page 8 

Telecommunications 

Call One ........................................................................... Page 15 

Transportation/Internet 

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GREEN REPORT ELECTRIC SALES 

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member of the Illinois Automobile Dealers Association. 

AEP Energy is a competitive retail electric service 

provider affiliated with American Electric Power 

Company, Inc. AEP Energy is not soliciting on 

behalf of and is not an agent for any AEP utility. 

866-258-3782 

AEPenergy.com 

363 West Erie Street, Suite 700 

Chicago, IL 60654 

Copyright © AEP Energy, Inc. All Rights Reserved.

it's not necessary to change. survival is not mandatory. - Media ...

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