Adapting and succeeding: The shift of sales in the auto care industry
The auto care industry is undergoing a significant shift, and so is the sales aspect of it all. Suppliers and businesses must navigate a landscape increasingly defined by price competition and service excellence. Understanding customer expectations, refining sales strategies, and fostering true partnerships are now essential for sustainable growth and long-term success in today’s market.
Matthew Benson, major account manager at Canusa Automotive Warehousing – APC, dives into how sales in the auto care industry have shifted over the years and how it will continue to do so in years to come with emerging technologies and the ever-changing industry.
What trends are you seeing in how value is delivered in the auto care industry today?
Today, we are seeing two clear trends in how value is delivered in the auto care industry. On one side, there is a strong focus on price, with some suppliers competing purely to be the cheapest option. On the other hand, value-based suppliers offer fair or slightly higher pricing but back it up with better service, inventory availability, and secondary programs.
Shops that cater to quality-conscious customers tend to work with these value suppliers, while price-driven shops prioritize cost above all. Over time, these differences have become more defined, not necessarily changed. The key now is for businesses to be strategic, knowing their target customer and aligning their offering accordingly, whether emphasizing low cost or delivering a higher service experience.
How have customer expectations shifted among auto care businesses?
Customer expectations among auto care businesses have really split into two camps. Dealers typically look for reliable, mid-tier products to be installed during used vehicle reconditioning that are price sensitive to help maintain margins, while offering piece of mind for the end user. They value consistency, minimal service needs, and simple rebate programs. On the independent side, some shops prioritize premium products and strong service to deliver higher margins and fewer customer problems, while others still chase low prices and quick turnaround, often at the expense of quality.
There is also a growing group stuck in the middle, where they want top-tier service and inventory support but at bargain prices, which is not always realistic. Helping these businesses adjust their expectations, even if it means losing some lower-margin customers, is a major focus today.
How do you adjust your approach when working with traditional shops versus larger corporate accounts?
My approach is similar to both traditional shops and corporate accounts—it is about truly understanding their needs and uncovering areas of opportunity. With traditional shops, it is important to be down to earth and listen carefully. These shop owners are often closest to market trends, even if they do not always realize it, so building trust through genuine conversations is key.
When working with larger corporate accounts, the approach becomes more data-driven. They expect insights on local buying trends, product performance, and partner programs that benefit both the corporation and its franchisees. Maintaining consistent, value-based communication is critical, rather than just surface-level check-ins.
I also value spending time in the field with local teams to gather feedback directly, so I can bring real insights back to corporate partners, ultimately helping them stay connected to what is happening on the ground.
What makes a sales program truly effective and valuable in today’s market, especially compared to a decade ago?
Today, an effective and valuable sales program is much more than just offering a rebate, which used to be the standard approach a decade ago. Rebates are still important, but now it is about truly understanding a partner’s long-term goals and building layered programs that support growth for everyone involved—the corporation, the franchisees, and the end users. Creativity and collaboration are key.
Instead of just sending a rebate check once a year, successful programs today often incorporate elements like strategic inventory allocation, manufacturer partner programs, and tailored support. The best results come when both sides are open to working together, thinking regionally or locally when needed, and staying flexible to create solutions that drive real, mutual value.
What are the biggest challenges you see sales teams facing right now—and how do you think they can improve?
Today’s sales teams have a tremendous opportunity thanks to a wealth of experience among veteran professionals and the exciting evolution of new technologies. While many seasoned salespeople are approaching retirement, their deep knowledge and passion for the industry are invaluable assets. At the same time, the market is ready for fresh energy and diverse perspectives that can drive innovation.
The key to success is focusing on mentoring and training the next generation—welcoming young talent, even from outside industries, and connecting them with experienced veterans who can share their insights and love for the automotive world. By helping new sales professionals combine the strengths of traditional relationship-building with modern, data-driven strategies, we can create even stronger, more adaptable teams ready to meet the needs of both long-established and emerging businesses.
What skills or qualities will define our industry’s next generation of successful sales professionals?
The next generation of successful sales professionals will be defined by a few key qualities. First, they need a genuine love for the automotive industry—passion will carry them through the challenges. They must also have a strong understanding of technology and how to use it to help their customers thrive, not just themselves.
Listening skills are critical: talk less, listen more, and focus on what customers say instead of thinking about your next point. Another important trait is the ability to be comfortable when uncomfortable and confidently adapt to challenging or unfamiliar situations. And finally, it comes down to being humble, honest, and genuinely focused on helping others succeed. When you care about your customers’ success down to the end consumer, your own success naturally follows.
About the Young Professionals in the Auto care sector Community
The Young Professionals in the Auto care sector (YPA) Community is an Automotive Industries Association of Canada (AIA Canada) community comprising of young executives, of 45 years or younger, in the Canadian auto care sector. They support the career growth of young professionals by expanding their network and assisting them in becoming a thought leader in Canada’s auto care industry.