When Nick Anderson isn't working as general manager of Chuck Anderson Ford, he's often at a nearby track racing his Dodge Viper Competition Coupe.
In both roles, he's learned speed is key.
Anderson knew he could squeeze more profit out of the Excelsior Springs, Mo., store's used-vehicle operations if he could quicken the pace at which the cars move from acquisition to customer purchase. That meant convincing his service, sales and marketing teams to move faster.
"Our sales were strong, but the bottleneck in the whole operation was the time it took to get our used cars front-line ready," he told Automotive News. "It's not that [employees] don't care; it's just not necessarily their job to think about the big picture. Incentivizing them to buy into the big picture makes everybody more money."
He started paying service techs at the retail rates used for customer repairs if they could move used vehicles through the syst…