Luke Lunkenheimer

Okay.

True. I see where you're going with that. True. The sales manager wants to say, no, screw you. Finance manager wants to get to that part.

True. I see where you're going with that. True. The sales manager wants to say, no, screw you. Finance manager wants to get to that part.

True. I see where you're going with that. True. The sales manager wants to say, no, screw you. Finance manager wants to get to that part.

Yeah, you're not going to get the full menu on that day. You're going to get maybe a warranty and that's it.

Yeah, you're not going to get the full menu on that day. You're going to get maybe a warranty and that's it.

Yeah, you're not going to get the full menu on that day. You're going to get maybe a warranty and that's it.

He's going to say, sure, no problem. We'll start his truck and go.

He's going to say, sure, no problem. We'll start his truck and go.

He's going to say, sure, no problem. We'll start his truck and go.

Advice validated.

Advice validated.

Advice validated.

It's really simple how it became. I realized eventually after several years of doing it that I was not a good car dealer. I was a mediocre car dealer, but I was incredibly effective at training salespeople. People would come into my store, vendors, and they would be like, bro, where did you find these people? I'm like, what are you talking about? Your sales staff, they're assassins.

It's really simple how it became. I realized eventually after several years of doing it that I was not a good car dealer. I was a mediocre car dealer, but I was incredibly effective at training salespeople. People would come into my store, vendors, and they would be like, bro, where did you find these people? I'm like, what are you talking about? Your sales staff, they're assassins.

It's really simple how it became. I realized eventually after several years of doing it that I was not a good car dealer. I was a mediocre car dealer, but I was incredibly effective at training salespeople. People would come into my store, vendors, and they would be like, bro, where did you find these people? I'm like, what are you talking about? Your sales staff, they're assassins.

Well, that guy came from Securitas. He was a mall security guard. That guy worked for Fryhoffers. He drove a bread truck. This girl over here was a stripper, oddly enough. Some synchronicity there. But there was no rhyme or reason to where these people came from.

Well, that guy came from Securitas. He was a mall security guard. That guy worked for Fryhoffers. He drove a bread truck. This girl over here was a stripper, oddly enough. Some synchronicity there. But there was no rhyme or reason to where these people came from.

Well, that guy came from Securitas. He was a mall security guard. That guy worked for Fryhoffers. He drove a bread truck. This girl over here was a stripper, oddly enough. Some synchronicity there. But there was no rhyme or reason to where these people came from.

I taught them a process that I call compassionate interrogation. And I teach them a process called the big three framework, which not to get into coin phrases and things like that, but very simply, it just means that you don't show a product and sell the product and then ask someone to buy the product and then overcome objections and then close the deal. The sale is not showcasing the product.