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Case Study – Misaligned vision between Owner and Management Creating Low Business Performance

Industry: Automotive 

Location: Midwest United States 

Company Overview: Family-Owned Group of Auto Dealerships 

Succession Matrix® Issues: Business Performance, Management Synergy & Teamwork


Challenge: While the owner’s measure of success for each store was based on net return, the store managers were solely focused on gross sales. This misalignment was causing the stores to perform below the planned level of net to sales. Dealerships were also under-performing when it came to gross sales and were receiving only 60% of the manufacturer incentive opportunities.  

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Case Study – Strained Family Relationships Impacting Potential for Successful Succession Plan

Industry: Automotive 

Location: Northeast United States

Company Overview: Family-Owned Group of Auto Dealerships 

Succession Matrix® Issues: Family Dynamics, Management Synergy & Teamwork


Challenge: First generation car dealer looking to pass the business on to the second generation, yet no clear successor. Environment for children full of sibling competition fueled by dad as well as fear of the impression their father has created of them with the other managers and employees. The active son in the business was at odds with the CFO who he felt was his biggest threat for becoming the successor. The daughter was a stay-at-home mom who wasn’t sure where she would fit in if she did decide to come into the car business. The younger son was unhappy and floundering without a clearly defined role (but still taking home a paycheck).

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Case Study - Management Synergy and Teamwork's Impact on Business Performance and Succession Goals

Industry: Automotive 

Location: Southeast United States 

Company Overview: Family-Owned Group of Auto Dealerships 

Succession Matrix® Issues: Business Performance, Management Synergy & Teamwork 


Challenge: The General Manager of one of the dealerships was making decisions solely based on what was best for him and his store which was proving to be counterproductive to the overall interest of the company. Dealership was not performing at the level it was capable of.

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