14 • September 2025 • Powersports Business

BY MARK SHEFFIELD CONTRIBUTING WRITER

I was about eight years into my role as a dealership GM when I hit my breaking point. I walked in one day and told Mark Woods that I needed some time off and that I was going to Scotland. He asked when I wanted to take my break, and I let him know I’ d be leaving the following week and wouldn’ t be back for 30 days.

The trip was incredible. Seeing old-world craftsmen hand-making barrels for storing Glenfiddich whiskey. Visiting Lockerbie and standing in the spot where the major fuselage pieces of Pan Am Flight 103 came down. Visiting Alnwick Castle, where multiple scenes from Harry Potter were filmed, and getting to spend some time with my father’ s twin, who passed away a few months after I saw him.

Ultimately, 30 days might have been a little too much— but when I got back to work, I was rejuvenated and ready to hit the ground running. I stepped down from my GM role in 2016 and said I’ d take a little time off. It didn’ t take long for me to get bored, and before I knew it, I had more projects going on than I could count. Over the last nine years, I traveled more than a half-million miles, and in most years, I spent over 100 nights in hotel rooms. I had multiple email addresses, and my inbox became a war zone— one where there never seemed to be any options for declaring a truce.

Many times over the last decade, I’ d wake up in a hotel and forget what city I was in. I’ d shuffle to the window, look out, and play a quick game of“ guess the skyline.” Conference rooms started to blur together. Dealerships began to feel the same. But I kept pushing. Those are the traits I developed during my time in the Army, and it’ s what we do in this business. We hustle, we grind, and we tell ourselves it’ s all for the greater good.

However, somewhere along the way, I stopped noticing the wins. A dealer would have a record month, and I’ d nod, reply with a quick“ nice work,” and jump to the next fire. Another OEM would announce some bloated initiative that wouldn’ t sell any more machines, but would make life harder for the dealer, and I’ d shrug and say,“ par for the course.” I wasn’ t mad. I wasn’ t bitter. I was just … tired.

That’ s the thing about apathy— it doesn’ t show up all at once. It creeps in. Quietly. You start accepting average. You stop questioning broken systems. You tolerate vendors that add no value. You nod through meetings that go nowhere( and man, were there a lot of meetings). And the worst part? You don’ t even realize it’ s happening until you catch yourself going through the motions.

Recently, I parted ways with my employer of the last few years. The day it happened, the wife and I celebrated by popping the cork on a nice bottle of champagne. And while that day was a good one, every day since has been better. I’ m happier, healthier, and excited about all of the recent opportunities that have found me.

What I don’ t understand is— back in 2012, I recognized when things weren’ t right. It became clear that I needed to perform a personal Ctrl-Alt-Delete. That trip to Scotland saved me. Stepping away gave me perspective. However, for whatever reason, I wasn’ t able to identify a similar issue the second time around. Aren’ t we supposed to get wiser as we get older?

Regardless of how things played out, maybe my personal failings can help someone else. If you’ ve been doing the same thing for a decade or more, maybe it’ s time to take a step back. If you’ re no longer waking up and looking forward to the day, it’ s possible you need to reset and recalibrate.

Being honest with yourself and taking a break is not the same as giving up. It’ s about recognizing that you’ re human— and that from time to time, we all need a change of scenery.

Apathy is like a Trojan Horse. It slips in with a hidden payload, and it’ s possible it won’ t attack the next day or the next month— but it will happen at some point. And apathy is great at wearing disguises. Sometimes, it looks like just another Tuesday.

If going to work isn’ t as fun as it used to be, then say something. Do something. Call a friend. Take a walk. Book a damn flight to Scotland and tell your co-workers you’ re pulling a Sheffield( bagpipes are great for the soul). Just don’ t sit there and let the slow leak turn into a flat tire. Because in this business, passion is our fuel. And once you’ re running on empty, it’ s almost impossible to pass the competition when there isn’ t any fuel in the tank.

The powersports industry has weathered plenty of cycles— from boom years where inventory flew off the floor to lean seasons where every sale felt like a dogfight. We’ re MELISSA COFFEY entering one of those more challenging stretches now.

Pricing across most segments is softening, inventory turns are slowing, and consumers are taking longer to pull the trigger on big-ticket purchases. At the same time, there’ s a silver lining: brand loyalty in U. S. powersports has rebounded to its highest level since before the pandemic, topping 57 % in early 2024. Riders are still passionate about the brands they love— they’ re just being more careful with their wallets.

For dealers, that means opportunity is still there, but it requires sharper execution, a stronger value proposition, and a tighter focus on the long game. Here’ s your playbook for thriving in an uncertain economy.

Shift from transactional sales to lifetime value: When money’ s tight, discounting your way to volume is a fast road to eroding margins and brand perception. Instead, focus on customer lifetime value( CLV)— the total revenue you can generate from each rider over the years they’ re in your ecosystem. That starts with:

• Post-sale engagement: Make the first service appointment before the customer leaves the showroom.

• Accessory bundling: Package helmets, riding gear, and tech upgrades with financing.

• Events and community building: Group rides, track days, or demo weekends that deepen loyalty and keep customers returning.

A customer who buys one machine and nothing else is a missed opportunity. A customer who buys multiple units, outfits them with accessories, gets them serviced inhouse, and brings friends to events is the one who keeps your lights on in a slow quarter.

• To diversify revenue streams beyond unit sales in a slower market, your profit centers have to pull more weight. Service, parts, apparel, storage, and rentals all play a role in keeping revenue steady.

• Service: Invest in tech training to keep labor hours in-house. Proactively reach out to customers for seasonal maintenance.

• Parts and accessories: Use your CRM to target accessory promotions by vehicle type and purchase history.

• Rentals and experiences: For some customers, trying before buying is the push they need— and rentals bring in off-season revenue.

Dealers who treat P & A and service as afterthoughts are leaving significant profit untapped. Use loyalty as a competitive weapon: The rebound in brand loyalty is a signal you can leverage— especially against non-OEM competitors and big-box disruptors.

• Highlight OEM exclusivity in marketing. Make it clear why buying from an authorized dealer means better service, warranty, and resale value.

• Create VIP programs: Points systems, early-access sales, or free seasonal checkups for repeat customers.

• Follow up personally: Handwritten notes, anniversary calls(“ One year since your ride— ready for an upgrade?”) and targeted offers based on past purchases. Loyalty is fragile in tough times— protect it fiercely.

Strengthen financing partnerships: In 2025’ s environment, finance often makes or breaks a deal. Work closely with OEM finance programs, local banks, and credit unions to offer competitive rates and flexible terms.

• Pre-approve buyers before they step onto the sales floor.

• Offer creative packages that combine units, accessories, and service into one payment.

• Promote low-interest or deferred-payment offers heavily in your digital ads and showroom signage.

A buyer who thinks they can’ t afford a new machine may say yes when you present the right finance solution.

Double down on digital targeting: In a cautious market, you can’ t afford to sprayand-pray with your marketing budget. Use the data you already have to target highvalue prospects.

• Segment email campaigns by riding style( off-road, touring, sport, PWC, snow).

• Retarget website visitors with ads that match the unit they viewed.

• Use social media to showcase lifestyle and community— not just inventory photos.

Digital targeting doesn’ t replace grassroots efforts— it amplifies them by making sure every dollar you spend is aimed at the right riders.

Train for the times: Your team is your frontline defense in a slow economy. Salespeople, service advisers, and managers all need to sharpen skills in the following:

• Objection handling without resorting to deep discounts.

• Presenting finance options confidently.

• Selling accessories and service as part of the ownership experience.

Run role-plays, set measurable goals, and make training part of the culture— not a one-time event.

The Bottom Line: An uncertain economy doesn’ t have to mean a shrinking dealership. The dealers who come out ahead will be the ones who focus on CLV, maximize every profit center, lean into loyalty, partner with finance to remove barriers to purchase, and get sharper and more targeted in their marketing.

We may not be in a boom cycle right now, but history shows the dealers who adapt in down markets gain market share, build stronger relationships, and set themselves up for exponential growth when the economy rebounds.

Till next time, shiny side up and checkered flags.

Melissa Coffey is a 2x PSB“ Women With Spark” award winner and a powersports & motorsports industry veteran with over 25 years of experience in sales and marketing leadership. She currently serves as a full-time executive recruiter with Action Recruiting and oversees her consulting firm Catch, where her team provides sales and marketing support to companies in the powersports industry.

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through Chester River Consulting and our own Ownex tools. And behind the scenes, we began building the foundation for the next general manager role: clear responsibilities, defined expectations, shared tools, and a transition strategy that can outlast our involvement.

Yes— July’ s P & L still showed a $ 65,329 loss, and we sold only eight units. That part stings. But this month wasn’ t about profits— it was about proving we could stop the bleeding and find a pulse again. Next month isn’ t about more bandages— it’ s about stability. Defining what“ normal” should feel like. Building rhythms the team can rely on. Rebuilding culture. And continuing to course-correct while keeping our eye on the horizon.

Because once the bleeding stops, and the vitals stabilize … That’ s when the real work begins.

Next: Episode 4— Cultural Shifts: Stability or Storm?