By Jacob Berry Co-Founder of MotoHunt / Host of the Dealership Fixit Podcast
Artificial Intelligence (AI) is no longer a futuristic idea — it’s one of the most practical tools powersports and motorcycle dealers can use to save time, streamline operations, and deliver a better customer experience.
In a recent episode of the Dealership Fixit Podcast, I sat down with Brent Wees, certified AI trainer, marketing strategist, and founder of IdeaMeetPlan. Wees has been helping dealers and vendors adopt AI in simple, realistic ways. His advice shows how any dealership can use AI to work smarter, not harder.
Wees says one of the biggest mistakes dealers make with AI is trying to use it for everything at once. “Dealers ask AI to ‘fix everything,’” he says. “That’s too big of a question to ask. You’ll get overwhelmed.”
Instead, pick one department or task that eats up time daily — writing follow-up emails, drafting blog posts, updating inventory, or creating training outlines. The goal is to earn quick, repeatable wins that free up hours every week.
Small improvements compound fast. Once you see the time savings, you’ll be ready to expand AI into other parts of the store.
When dealers ask whether AI is truly intelligent, Wees has a simple answer: treat it like a new employee.
AI doesn’t automatically understand your tone, brand, or customer base. It has to be trained — just like a new team member. That means feeding it your dealership’s brochures, About Us page, product descriptions, and examples of your preferred writing style.
“The more you give it, the better it works,” says Wees.
Veteran staff often make the best AI trainers because they understand what works with customers. If they can translate that expertise into AI prompts, the results are remarkably accurate.
For example, asking AI to “write a blog about the 2020 Street Glide” will give you something generic. But prompting it with: “You are a Harley-Davidson copywriter. Write in our brand voice, highlight performance features, keep it under 600 words, and avoid filler,” produces content that feels authentic to your store.
To make AI easier to manage, Wees teaches a simple formula called RIPE:
Role – Tell AI what job it’s performing (writer, trainer, adviser).
Instructions – Be specific about what you want.
Parameters – Set rules like tone, word count, or style.
Example – Provide a sample of your brand’s voice or previous work.
This framework transforms vague commands into dealership-ready content and ensures consistency across departments.
Wees also encourages dealers to build AI “agents” — reusable digital assistants that handle repetitive tasks. You can have one for follow-up emails, another for inventory descriptions, and one that writes your monthly blog or social posts.
Over time, these agents form a small “AI workforce” that takes on routine work so staff can focus on customers and sales. Some dealers are already using custom agents for HR, payroll, and parts ordering.
“It’s not about replacing people,” Wees emphasizes. “It’s about giving them back time to do the important stuff.”
According to Wees, three dealership departments can see almost immediate benefits:
BDC/Internet sales – Use AI for follow-ups and lead handling. It boosts consistency and accountability.
Marketing – Generate ad copy, social posts, and blogs faster while maintaining brand voice.
Inventory – Clean up data files, write better product descriptions, and use insights to forecast demand.
Each area gains efficiency without losing the human touch.
Dealers who ignore AI risk falling behind fast. “If you sit out a year while your competitor adopts AI, they’ll be miles ahead,” said Wees. “They’ll reach more customers, create more content, and run leaner operations.”
The good news? The learning curve is short. Start with one task, test results, and grow from there. As Wees summed it up: “Start somewhere. Get your reps in. Small wins turn into big wins.”
AI isn’t replacing people — it’s removing repetitive, time-consuming work so your team can do what they do best: sell bikes and build relationships.
To hear the full conversation with Brent Wees, check out the Dealership Fixit Podcast on YouTube, Spotify, or Apple Podcasts.
Jacob Berry is co-founder and vice president of growth at MotoHunt, host of the Dealership Fixit Podcast, and adviser to powersports and motorcycle dealerships nationwide.
Industry recruiting expert Jan Plessner of Action Recruiting shares practical strategies for powersports dealers navigating today’s tightening labor market — and how creativity, smart technology, and realistic hiring expectations can help attract and retain top talent.
As the post-election economy levels out and consumer spending slows, most dealers are holding staffing levels steady. This mirrors recent Motorcycle Industry Council (MIC) data — but it doesn’t mean hiring should pause. Now is the time to refine your team, strengthen retention, and sharpen your recruiting strategy.
When traditional recruiting methods stop producing results, creativity becomes your competitive edge.
Some clients facing cash-flow challenges have implemented flexible, interest-free payment plans through the year-end. While we can’t change the economy, small, innovative steps like these can ease pressure and build long-term loyalty.
Relocating experienced technicians remains one of the toughest challenges in today’s job market. One of our clients in the Southeast recently hired a certified A-level powersports technician from Alaska — thanks to an open-minded HR director willing to explore new options.
Ask yourself: How long would it take to recover an extra $5,000 in relocation or signing bonus costs once that new technician is producing revenue?
If your local talent pool is limited, be ready to go the extra mile. Consider offering:
Relocation or signing bonuses
A paid visit for the candidate’s spouse or family
Temporary housing or moving support
Additional paid time off
Professional development or mentorship opportunities
Team-based perks such as ride days or monthly lunches
If a master-level technician isn’t available, it may be time to expand your search. Many capable B- and C-level technicians are willing to relocate and eager to advance. Upskilling mid-level talent can improve retention, reduce costs, and strengthen your service department for the long term.
Key question: Are you including motivated mid-level talent with growth potential in your hiring strategy?
Artificial intelligence can be an effective tool for repetitive or administrative tasks — but it should never replace human judgment.
We use AI to maintain accurate job postings and match candidates efficiently based on preferences gathered during onboarding. It saves time and streamlines the process, but human touch remains essential for quality results.
Ask yourself: How can automation free your team to focus on higher-value recruiting activities?
Technology upgrades can quickly improve productivity. This summer, we transitioned to a new applicant tracking system with a simpler interface and better integration. The switch required training and adjustment, but the time savings were immediate.
Action item: Identify one outdated system or tool you can replace this quarter to save time or improve hiring results.
Every operational efficiency adds up. Audit one outdated process. Add one new perk to attract stronger candidates. Explore one software upgrade that saves time.
Incremental improvements can deliver measurable gains in recruiting effectiveness and employee quality — both critical advantages in a competitive labor market.
After a 23-year career with Kawasaki Motors Corp., USA, Jan Plessner launched her motorcycle and powersports recruiting career in 2012. Action’s client roster includes small and large individual powersports and motorcycle dealerships, as well as large multilocation dealership groups and networks. The firm also caters to aftermarket companies, service and support-oriented agencies and select manufacturers from coast to coast.
September was different. When we finished August’s books — the math was clear: we’d already done it. The challenge was to bring this store from bleeding out to break-even in 90 days. Most people told me it was impossible. But we pulled it off in 60.
And here’s the thing: we didn’t do it with a silver bullet. We did it by studying every moving piece, creating a plan, building a vision, and executing it with the team. We cut where we had to, sure. But more importantly, we inspired people to lean in again: under-performers to find better fits somewhere else, good team members to become great, partners to invest in us again, and customers to give us another chance.
That’s the real heartbeat of a turnaround. It’s not about one person at the top. It’s about a team deciding that change is worth it.
Early on, I realized something important: you can’t “turn around” an operation by just shrinking expenses until it limps along. Anyone can cut a store into submission. But all that does is slow the inevitable demise.
A true turnaround isn’t just about survival — it’s about rebuilding strength. It’s like recovering from an illness: cutting expenses is triage, keeping the body alive. But if you stop there, you’re still weak. To really thrive, you have to build the muscles back. You have to create momentum. You have to grow. That became our focus in September.
We marked the milestone the only way that made sense — with a party. Not as a finish line. Not as a surrender. But as a starter pistol — the signal that the real work was just beginning.
The biggest turning point came when the dealership’s owner saw a light at the end of the tunnel. For the first time in a long time, there was a clear plan, measurable progress, and a vision that made sense. That clarity brought confidence — and that confidence brought inspiration. He could finally see a future worth investing in. So, he did. He reinvested in the business, doubled down on the team, and funded the next chapter of growth.
And yes — growth takes financial commitment. It takes grit. It takes showing up day after day when the results haven’t caught up yet. But when you’ve got a vision, a plan, and partners who know the way up — partners who can share the weight — the climb stops feeling impossible. It starts feeling like progress.
So, we got to work on the changes our riders asked for:
Hosting more events and group rides
Communicating more directly and more often
Renovating the service department
Growing and training the team
Dropping the labor rate by $20/hour
We rolled it all out through our new free membership program, because “belonging” changes the relationship. A “customer” gets a transactional email. A “member” gets invited into something they’re part of — something that feels like theirs. That shift matters.
Financially, it worked too. For example, the labor discount applied only to customer-pay work, which meant the department stayed strong while riders saw more value than ever. What started as a turnaround was officially becoming a rebirth.
After working with hundreds of dealerships over the past nine years, I can say without hesitation — this one was in the worst shape of them all. And for me, it wasn’t just a professional challenge; it was a deeply personal one. I had built this place once before. I’d poured two decades of my life into it. So walking back in and seeing it struggling was emotional, humbling, and at times, overwhelming. But it also made for one hell of a story.
To everyone who followed along — cheering us on, sending encouragement, and occasionally serving as my unofficial therapists — thank you. This project was as much yours as it was mine. And that’s what makes it powerful. Because if we could turn this store around, we can help you turn yours around too.
That’s what my team and I are here for: to give dealerships the clarity, tools, and insight to move from chaos to cohesion — from merely surviving to truly leading. Because in this business, you don’t just need a quick fix. You need a roadmap.
As far as our commitment to this dealership, this isn’t the end of the story — it’s the beginning of the next chapter. The “turnaround” phase is complete, and now comes the part I’m most excited about: transforming this store into what we believe is the dealership of the future. Every system, process, role, and piece of software will be restructured with that single focus in mind — ultimately extending and enriching the customer lifecycle.
And for the benefit of the entire dealer network, I’ll keep sharing our journey — not as The Turn Around Project — but as something new: The Dealer Lab. A space to test real strategies in real time and share what truly moves the needle.
We’re selecting six dealerships to go through this same process — to rebuild, evolve, and come out stronger and more profitable on the other side. You should come be a part of it!
As the year winds down, many powersports dealers slow their pace. The best, however, use November and December to strengthen customer relationships, clean up operations, and build momentum for a fast start to the new year.
The most valuable thing you can do in the final stretch of the year is nurture customer loyalty. Your customers may not be buying new units in November, but they are thinking about next year — new rides, new accessories, new adventures.
Dealer tip: Host a “Winterization & Whiskey” night where customers bring their machines in for service while enjoying a casual event. Offer VIP service packages or pre-sell maintenance plans for next season. Even an end-of-year meet-up keeps your brand top-of-mind through the off-season. Every touchpoint now is a deposit into your 2026 sales pipeline.
The temptation is to blow out old models with fire-sale pricing — but that can erode your brand and margins. Instead, position inventory movement strategically:
Bundle aged units with high-margin accessories (“Buy this ATV and get $500 in gear credit”).
Promote value-driven trade-ins that bring customers back when new models drop.
Move stale apparel or gear through “12 Days of Deals” countdowns that create urgency and fun.
Marketing move: Be deliberate — clear space without training customers to wait for discounts.
November and December are gift-buying months — lean into that psychology. Market accessories, apparel, parts, and prepaid services as gift ideas. Promote 0% financing or “buy now, pay in spring” offers to soften price resistance. Your e-commerce platform and holiday ad creative should reflect this shift — consumers are already shopping online, even for powersports. Dealers who package affordability, convenience, and creativity together win holiday dollars that competitors overlook.
It’s tempting to cut marketing budgets in Q4. Don’t. When others go quiet, your voice carries further.
Keep paid social and search ads running, but pivot messaging toward community, gifting, and next-season excitement.
Push email marketing hard: holiday promos, service reminders, and thank-you notes to customers and vendors.
Audit your Google Business profile and review strategy — fresh reviews and photos now improve your Q1 search rank.
Dealer tip: Visibility now equals momentum later.
Survival isn’t just about selling — it’s about being ready to sprint in January. Use this window to tighten processes and set up a clean slate for the new season. This is the quiet moment before the storm — use it to sharpen your tools.
Review staffing plans — who’s staying, who needs development, who’s overextended.
Evaluate vendor partnerships and renegotiate terms for next season.
Clean up your CRM data so every lead and service record is accurate.
Build your 2026 marketing calendar now, not in the middle of show season.
The end of the year can make or break team morale. Recognize effort, celebrate small wins, and set the tone for a strong close. Employees mirror leadership energy — if management treats Q4 like a slog, the floor staff will too.
Culture cue: Simple gestures — a team breakfast, handwritten notes, or early holiday closures— build loyalty that translates to better customer service and retention.
December is a time to reflect and project. Pull your metrics: Gross profit per unit retailed (GPPUR), service department efficiency, lead response time, conversion rates (digital and in-store). Then, set next year’s targets with clarity. Don’t just plan to “do better” — define how. Maybe it’s digital retailing, a new ride program, or partnerships with influencers who authentically ride your brand.
Final thought: Every slow day is a chance to build systems, relationships, and energy that make the next busy season explosive. Finish the year like you started it: with purpose, creativity, and the mindset that even in December, opportunity is everywhere. The final two months aren’t the end — they’re the setup for your next great chapter.
Till next time, shiny side up and checkered flags!
Melissa Coffey is a two-time PSB “Women With Spark” award winner and a powersports & motorsports industry veteran with more than 25 years of experience in sales and marketing leadership. She has excelled at building brands, developing teams and impacting sales and marketing at the highest levels. She currently oversees Catch, her consulting firm which provides fractional sales and marketing support to companies in the powersports, motorsports, marine and EV industries.