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Since 2019, over 175 million vehicles have been recalled. (Read that again!) That’s a staggering number—but also a massive opportunity. Take BizzyCar, an automotive recall management company, which just secured an impressive $15M investment round led by Dealer Tire to expand its automotive service platform. Ryan Maher, BizzyCar's Founder and CEO is a life-long car dealer and has built a phenomenal team to tackle this issue. Here’s one reason why I’m excited about what he’s building: BizzyCar’s newest product, Recall Scout, scans upcoming service appointments, identifies vehicles with open recalls, and automatically notifies owners, scheduling the recall service alongside their existing visit—minimizing disruptions and maximizing dealership revenue. With 70 million vehicles on the road with unaddressed recalls—and 34 million recalls issued just last year—BizzyCar’s platform is one of those rare examples of a true “win-win” for both dealers and customers by enabling timely, free vehicle repairs. Teaming up with Dealer Tire will bring BizzyCar to a staggering new operational level – Dealer Tire already serves nearly 9,000 dealerships and has over 20 OEM relationships. Ryan–congrats dude—you’re solving a huge problem in the industry and building something special. Onwards and upwards. Read the full investment announcement here: https://lnkd.in/gMq4k4Yg (Data via CDG partner: BizzyCar)

The 1987 Plymouth Duster was part of the Chrysler Corporation’s product line, specifically the Plymouth division. It’s possible that your car’s need for parts from two different manufacturers could have stemmed from a few reasons related to the way cars were built and the auto industry at the time. Here are a few potential reasons why your Duster might have needed parts from multiple manufacturers: 1. Supplier Networks: Car manufacturers, including Chrysler, would often source parts from various suppliers to reduce costs and streamline production. While the car itself was assembled by Plymouth (Chrysler), many of the components could have been made by different companies. For example: • Engines: Chrysler might have sourced engines from other companies or subsidiaries. • Electrical Components: Companies like Delco or Motorola provided electrical components. • Transmission and Suspension Parts: These could come from various manufacturers to meet performance and cost requirements. 2. Rebranding and Cross-Manufacturing: Often, auto parts were made by third-party manufacturers and then branded or rebranded by Chrysler for use in their vehicles. For example, some Chrysler cars in the 1980s used transmissions made by Aisin (a Japanese company), or engines made by Chrysler, but other parts might come from different suppliers. 3. Parts and Repairs: If your car had been repaired or modified, parts from different manufacturers could have been used during the repair process. For example, some aftermarket parts might not have been made by Chrysler, and sometimes local mechanics or auto shops used whatever was available or affordable. 4. Joint Ventures and Mergers: The 1980s saw several automotive companies and suppliers in partnerships or joint ventures. Chrysler itself was part of a larger conglomerate and had deals with various foreign and domestic manufacturers. If a part was not readily available from Chrysler, it could have been sourced from other manufacturers involved in their supply chain. Conclusion: It’s possible that due to the widespread use of third-party suppliers and the nature of vehicle manufacturing during the 1980s, your 1987 Plymouth Duster could have had parts from other manufacturers, even though it was primarily a Chrysler-built car. 🤖 Wish I knew that when buying parts. Always picked wrong part for car now it makes sense to me. Perfect timing

Mullen Automotive's (@mullenusa) subsidiary, Bollinger Motors, has forged a partnership with St. Louis-based Broadway Ford Truck Center, solidifying its presence in the Midwest region. This move aligns with Bollinger's commitment to delivering sustainable and innovative commercial vehicles, exemplified by its all-electric Class 4 B4 Chassis Cab truck, which commenced deliveries in October. 'Dennis Phillips, President of Broadway Ford Truck Center, emphasized the shared vision of sustainability and innovation between the two companies, operating in the commercial vehicle industry. Bollinger has achieved significant milestones, including regulatory compliance, vehicle agreements, and partnerships with multiple dealers and service providers. 'As Mullen continues to expand its commercial dealer network, this strategic partnership with Broadway Ford Truck Center strengthens its reach in the Midwest market, providing sales and service support for its electric commercial vehicles.' #ElectricVehicles #CommercialVehicles #Sustainability

Great read. We tend to place less emphasis on the turn rate of new vehicles and assume because they are New it is normal to leave them in the showroom until they are sold. This is not the same way we treat pre owned inventory. If we know the vehicles at price points that are typically slow moving why not get aggressive and maximize the turn to prevent them from aging slowly only to have to do so when that same new vehicle approaches its 1 year anniversary. Certainly a strategy worth exploring and working on with your teams across the board to prevent “old stock” in new cars no differently than in our used car departments. @toyotanorthwestedmonton National Automobile Dealers Association (NADA) anyone with any knowledge on “daily storage charges” could prove this to be a vital operational practice. Dominic Ammar

Is the Automotive Industry Collapsing? Recent events suggest that the automotive industry might be already facing a crisis. The largest car seat manufacturer has just filed for bankruptcy, and a renowned wheel manufacturer has declared insolvency. The industry is facing numerous challenges, including supply chain disruptions, rising utility costs, stringent regulations, the Green Deal, electromobility, and inflation. The EU's green policy, implemented without a thorough economic analysis, is significantly impacting OEMs and their suppliers. The ripple effects will appear to be hitting suppliers first, with Tier 1, 2, and 3 companies beginning to collapse. These troubling signs indicate that the fall of the automotive industry could be underway. #automotive #futureofautomotive #greendeal

Nissan’s Road to Recovery: Navigating Short-Term Challenges, Building Long-Term Success - A Haig Partners Perspective Vinay Shahani is Nissan’s sales and marketing boss for the U.S., and he seems to have the right attitude and experience to help turn around this struggling brand today. He worked at Nissan previously but has more recently been leading marketing at Lexus. We hope his beliefs, like “the car is the star,” which has worked so well at Toyota/Lexus for many years, will bring more customers to Nissan showrooms. And we like his transparency with dealers and the media. It’s time for Nissan to underpromise and overdeliver. Looking ahead, we believe a merger with another brand—likely Honda —is essential to gain the scale necessary to compete with giants like Toyota (11.2M vehicles worldwide) and Hyundai/Kia (7.3M vehicles worldwide). Such a partnership would initially produce around 7 million vehicles worldwide. Read more https://hubs.la/Q02WsVDb0

I've been fortunate to learn from one of the industry greats at Motorlease, Joe Pelehach. With years of experience and a keen eye for trends, Joe recently shared his insights on the 2025 predictions and strategies for navigating the changing vehicle marketplace. Click below for his valuable insights! #FleetIndustry #2025Predictions #AutomobileIndustry #Motorlease #WhateverItTakes

TATA MOTORS DEMERGER Some of the understandable pointers as a viewer. Tata Motors undergoes a demerger separating its commercial vehicle and passenger vehicle segments, there would likely be several implications for each entity ✨ COMMERCIAL VEHICLE 🔸Focus on Core Business: The commercial vehicle entity would have a more concentrated focus on designing, manufacturing, and marketing trucks, buses, and other commercial vehicles. This would allow the entity to allocate resources more efficiently to meet the specific needs of its target market. 🔸Market Leadership: Tata Motors is a significant player in the commercial vehicle market, especially in India. With a dedicated focus on this segment, the commercial vehicle entity could strengthen its position as a market leader, potentially leading to increased market share and profitability. 🔸Innovation and R&D: With a separate identity, the commercial vehicle entity could prioritize research and development efforts tailored to the commercial vehicle sector. This might lead to the development of innovative products and technologies specifically designed for commercial applications, enhancing competitiveness in the market. 🔸Strategic Partnerships: The commercial vehicle entity might explore strategic partnerships or alliances with other players in the industry to further strengthen its market position, expand into new markets, or collaborate on technological advancements. ✨ PASSENGER VEHICLE 🔸Strategic Independence: The passenger vehicle entity would have the autonomy to focus solely on designing, manufacturing, and marketing passenger cars and SUVs. This strategic independence could enable the entity to respond more swiftly to market trends and customer preferences in the passenger vehicle segment. 🔸Brand Enhancement: With a dedicated focus on passenger vehicles, the entity could invest in brand-building initiatives and marketing campaigns tailored to enhance its brand image and customer appeal in the passenger vehicle market. 🔸Product Portfolio Diversification: The passenger vehicle entity might explore diversification of its product portfolio by introducing new models, variants, and technologies to cater to a broader range of customer segments and preferences. 🔸International Expansion: With a sharper focus and dedicated resources, the passenger vehicle entity could potentially explore opportunities for international expansion, targeting markets beyond India and leveraging Tata Motors' existing global presence and distribution networks. The demerger of Tata Motors' commercial vehicle and passenger vehicle segments would create two separate entities with distinct strategic priorities, allowing each to focus more effectively on meeting the specific needs of their respective markets. However, the success of this strategic move would depend on effective execution, operational efficiency, and market acceptance of the newly formed entities. Source: LiveMint ✨Do share your views

The main challenge is introducing new vehicles to a tiny lineup. Two year wait seems to be too long considering the Outlander is their last new vehicle from 2022. Sale are steady for the Outlander so this may help tremendously with the waiting period. Plus if the first new products offer a hybrid powertrain, this will open their sales to a new market where hybrid options are scarce for consumers. We’ll see how this plays out.

Stocking proficiency will be key for dealers in used vehicles, according to vAuto founder and Cox Automotive Inc. executive vice president Dale Pollak, whose new book, Invested, launches at NADA 2025. https://bit.ly/3ZJJqJW #UsedVehicles #NADA2025 #CarDealership #AutomotiveIndustry #CarBusiness #CarSales #AutoIndustry