At the Haig Partners Maximizing Value Conference, Rita Case, President and CEO of Rick Case Automotive Group, joined Alan Haig for a candid and energetic discussion on what it truly takes to build and sustain a number one volume dealership in the United States.
Rick Case Automotive Group generates more than $2 billion in annual revenue across 10 automotive franchises and one powersports franchise. Its Honda dealership sold approximately 8,700 new vehicles last year, finishing roughly 1,200 units ahead of the second-place dealer nationally. The group’s Volkswagen store sold approximately 2,700 new vehicles, also ranking at the top of the brand.
The conversation made one principle unmistakably clear: becoming number one is not accidental. It is intentional, cultural, and sustained over decades.
Number One Is a Mindset Before It Is a Metric
The Rick Case organization was built around a singular philosophy: be number one.
That goal is not limited to raw volume. It can mean number one in market share, customer satisfaction, service performance, or local reputation. What matters is defining the objective clearly and aligning the entire organization behind it.
The formula is straightforward:
- Set a clear goal
- Build a plan
- Communicate the plan
- Outwork the competition
- Execute consistently
Being number one requires passion from ownership. It cannot be delegated.
Culture: Customers Are Friends, Associates Are Family
The Rick Case culture is built around a long-standing philosophy: “Our customers are our friends, our associates are our family, and our community is our home.”
This philosophy is not a slogan. It drives hiring, training, retention, and marketing.
The organization hires for personality and trains for skill. Experienced automotive salespeople are often avoided in favor of candidates from outside the industry who can be trained in the company’s customer-centric approach.
Turnover is low because associates are developed internally. Every general manager within the group began in a lower-level role and worked upward. Formal five-year career path reviews help employees transition into roles they aspire to, rather than losing them to competitors.
Longevity drives customer retention. Customer retention drives volume.
Marketing as a Competitive Weapon
Marketing has always been a core competency of the organization.
Rather than relying heavily on outside agencies, the Rick Case brand has historically produced its own television and radio campaigns. The family’s visibility in advertising reinforces trust and local brand recognition.
The strategy is rooted in solving customer problems directly.
In the early years of Hyundai, when brand reputation declined dramatically, the dealership group proposed a bold 10-year, 100,000-mile warranty concept to rebuild trust. When the manufacturer declined initially, the dealers implemented it themselves through an insurance-backed program. Sales rebounded sharply, and the concept ultimately became a defining brand attribute for Hyundai nationally.
The lesson is clear: when customers hesitate, remove the risk.
More recently, the group launched a 60-minute purchase guarantee. Customers who complete the online buying process in advance can complete their transaction in-store in 60 minutes or less, or their first payment is covered. This addresses one of the most common dealership complaints: time spent in-store.
Marketing is most effective when it directly eliminates friction.
Facilities as a Strategic Differentiator
The organization has consistently invested aggressively in facilities, often ahead of conventional wisdom.
The Honda store built near the Everglades became one of the largest open points in Honda history at the time. To support ambitious volume targets, the team sourced additional allocation from fellow dealers and sold 736 vehicles in its first month.
The Volkswagen store features an eight-story parking structure, one of the largest of its kind for the brand, with vertical inventory display and internal elevator access directly from the showroom.
The philosophy is simple: facilities signal permanence and commitment. They elevate associate pride and enhance customer experience.
Overinvestment in facilities is viewed as long-term positioning rather than excess.
Relentless Work Ethic
Volume leadership is supported by intensity.
At launch, the Honda store operated until midnight nightly. The organization routinely rallies staff around specific, measurable volume goals and celebrates achievement collectively.
The discipline is to start early, plan the day, and work the plan.
Consistency, not short bursts of inspiration, drives sustained performance.
Community Impact as Brand Strategy
Philanthropy has become a defining pillar of the Rick Case brand.
What began as a bicycle donation initiative evolved into the Rick Case Bikes for Kids program, which has provided more than 150,000 bicycles to children in need.
The organization also supports Boys and Girls Clubs, educational scholarships, healthcare initiatives, Habitat for Humanity, and shoe programs for homeless students.
While philanthropy was not initiated as a sales strategy, its impact on brand loyalty is tangible. Consumers increasingly choose businesses aligned with causes they value, and the Rick Case brand visibly integrates its community partnerships into dealership messaging.
Community investment reinforces trust, retention, and associate engagement.
The Core Principle
The path to number one is not mysterious.
It requires:
- Passion from leadership
- Clear goal setting
- Consistent execution
- Distinct marketing
- Investment in people
- Investment in facilities
- Deep community engagement
Most importantly, it requires deciding that number one is the objective.
Every dealership can define what “number one” means within its own market. It may not always be national volume leadership. It may be market share, CSI, retention, or profitability.
Once defined, the organization must align around it.
Dealers who combine strategic clarity with disciplined execution over time can create sustained volume leadership and brand dominance within their markets.
Whether you are planning growth, partnership, or an eventual sale, your dealership’s market position matters. Contact us to discuss how today’s buy-sell dynamics affect your options.
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