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Grip : GRIP July 2012
WHO’S WHO AT SUBARU GRIP WELCOME BACK TIM TIM Hore has recently taken up the position of Sales Operations Manager at Subaru Australia, rejoining the company after a six- year stint with Inchcape Automotive Retail. During his time in retail, Tim was the brand manager for Subaru sales for the group and was the Dealer Principal for Denlo Subaru during 2012. Of course, Tim spent many years during the early par t of this century as the Sydney region business manager for Subaru Australia. Despite that making him sound old, he is actually still a young man and, as GRIP found out, enthused about the future of Subaru, and keen to let his recent experiences make a difference. GRIP: Tim, how does it feel to be back with Subaru? Tim: I am very pleased to be back. There are still many aspects that I remember from my first time here, and the most important of these are the familiar faces. I have always felt that one of the great brand strengths were the passionate and committed staff that makes up Subaru Australia and the dealer network. There are also many changes, which I think highlight the Subaru A4TD journey - always looking to improve, to maintain a strong relevance and front position in the automotive market in Australia. GRIP: You were managing the sales operations for Inchcape Automotive Retail - what did you learn that you have brought to your new job? Tim: My almost six years back in retail provided a massive learning experience. Some of the experiences and learning I hope to bring back include maximising the effectiveness of Subaru activities within the retailer network. Being able to understand how these activities translate at the coalface, we can better ensure what we have designed is implemented accordingly. Another important lesson is that if you can see a problem looming, plan and address it as soon as possible and put your best foot forward, as these issues rarely, if ever, solve themselves. And finally, understand and be clear about what the key drivers of the business are, set appropriate levels of performance that are clearly measurable, spend the right amount of focus (and budget) on them, and hold the right people accountable and work with them to achieve the required result. GRIP: Having seen life through the eyes of a retail GM, what did you learn? Tim: The experience was enjoyable and reconfirmed to me the most important factor in a dealership’s success is people. The quality of people and the disciplines and motivation they bring each day has the greatest impact on performance. Celebrate successes and wins in the business. Success does breed success, and spend time on understanding what were the key inputs that delivered the result. Especially because, unfortunately, it can change very quickly and often only minor changes can impact the result. GRIP: What is the focus for you over the next 12 months? Tim: I want to utilise my retail experience and make a strong contribution to further strengthen an already very capable sales team at Subaru. The first 12 months include a number of important events; one of the most critical is ensuring a successful run out of current Forester, and making sure we hit the ground running even before the release of the new car, which promises to be the best we’ve ever had. Forester has been a class- leading vehicle for Subaru for many years and is a pillar of the brand. With the SUV market continuing to grow, new Forester is shaping up to be yet another great success. GRIP: Everyone has a personal management style - what’s yours? Tim: I get the most reward from working collaboratively with people to get the best results with buy in and commitment by all. One of the most enjoyable aspects of running the sales operation was the ability to do this with skilled, motivated and passionate retail centre managers. As a GM you quickly work out that you need a variety of management styles to get the required results from different staff. Some you work collaboratively with, while others generate their best performance from higher levels of supervision and direction. I found a very important part oftheGMrolewasa phrase I called “checking the checkers”, to ensure processes, activities and disciplines were being done right and were being driven and checked by departmental managers. Working out the best way to manage a variety of different people at a dealership level is one of the great challenges, and it gives you great satisfaction when you get it right. INSIDE GRIP HOME PAGE FHI NEWS DEALERSHIPS BRZ - ORIGIN BRZ - MARKETING WHAT’S IN THE PRESS BRZ - ACCESSORIES CLUB SPEC WRX NEWS WHO’S WHO AT SUBARU DEALER STATS
GRIP June 2012
GRIP August 2012