Creating a comfortable environment ensures success for Ed Morse Automotive Group

Using its resources to support the community is part of the growth strategy at Ed Morse Automotive Group.
Using its resources to support the community is part of the growth strategy at Ed Morse Automotive Group. | Contributed photo

Ed Morse Auto Group credits its success with the effort the staff puts into creating the right vibe and atmosphere.

“From its beginnings through the present day, the Ed Morse Automotive Group has successfully employed a business strategy that has served the interests of its customers and its employees well,” the Florida-based dealership states on its website. “That is – having the right product, in the right location, with the right people to sell in volume enabling the company to sell for less.”

It’s a strategy that’s working wonders for the dealership, now boasting over 900 employees and annual sales topping $1 billion at its nine locations and 17 franchises.

Vice President Randy Hoffman intimates that the company is always looking for ways to keep its workers fully engaged and prepared for ultimate success.

“We spearhead a lot of third-party training,” he told Mega Dealer News. “We’re partnering with people developing user friendly training web based practices. We got into the 21st century.”

It all paints the picture of a bright future for the 70-year-old, third-generation, family-owned business, which regularly rates as one of the most respected dealership groups across the country.

“Our dealerships just completed a refinancing of all our Florida properties that will enable future growth,” Hoffman said. “We’re always in growth mold. We plan to leave a legacy and make a lot of people happy while doing it.”

At the heart of it all is Hoffman, now with the company for more than 23 years after joining the operation straight out of college. In that time, his responsibilities have ranged from choosing which Finance and Insurance (F&I) products the group will offer to directing training initiatives and tracking levels of performance.

“When I first started, we had just started Morse University and did everything in house,” Hoffman said. “Since then, we’ve outsourced some things to experts and developed more-user friendly training practices.”