Traylor compared today’s AI moment to the shift from faxed leads, newspaper ads, and paper inventory grids to dealership websites, arguing the adoption window is moving much faster this time.

Adomitis said Mia’s early dealer users have not seen the widespread hallucination problems some in the industry fear, while acknowledging that edge cases will always exist and need to be resolved.

Both emphasized the value of early adoption for data collection and training. Adomitis said, “The cool part of AI is you only have to train it one time.”

Traylor said Mia’s best-performing stores have strong top-down buy-in and position the technology as an “ultimate employee” that helps cover customer traffic humans are leaving untouched, while freeing support staff for other work.

Traylor on the pace of adoption: “You don't have that long. This is hitting different.”

Chandarana says Curbee is currently in conversations with roughly 15–16 OEMs, up from an estimated two or three a year ago, ranging from early pilots to planning next-level programs for 2027.

Some Dealers are adopting mobile service because of immediate operational needs. He cited stores facing months of construction that want to keep serving customers while their facilities are disrupted.

He says mobile service can be up and running in roughly four to six weeks for about one-tenth the cost of adding new service bays, while involving fewer people and delivering higher customer satisfaction.

Chandarana says OEM conversations are increasingly focused on how to measure and support mobile service, including incentives, co-op, op codes, and customer surveys built specifically around the mobile experience.

On the biggest obstacle for Dealers, Chandarana said: “Change management, right? OEMs and dealerships have not had [change management] courses in their global system.”

Douglas says the first half of the year brought roughly 100,000 EV lease returns, with another 200,000 expected in the second half—making the next several months a bigger test for used-EV values.

Plug is working with more dealers than ever, and Douglas said its expected biggest sale day to date had at least three dealers bidding on each unique vehicle on average. Plug’s most common transport route is currently California to Texas.

Douglas says appraising software-defined EVs requires understanding what the vehicle can do today, not simply how it left the factory.

His advice for dealers who want EVs to become a meaningful part of their business: build expertise across the entire team and commit to enough volume that shoppers can compare models and drivetrains. He also says not every dealer needs to sell used EVs because they remain a small portion of the used market.

Douglas: “Every customer touchpoint on the lot needs to be one that injects confidence in the mind of the EV shopper.”

The hospital’s Child Life Zone was transformed into Arendelle, complete with a Frozen screening, capes and crowns, and Bell performing a cappella songs from the movie as children sang along.

Bell also joined Musicians On Call’s Bedside program, visiting pediatric oncology patients who couldn’t attend the event for one-on-one conversation and songs.

Hyundai Hope on Wheels presented the hospital with a $100,000 Impact Award supporting pediatric cancer research.

Musicians On Call and Hyundai Hope on Wheels are now three years into a partnership bringing music to pediatric cancer patients nationwide.

Musicians On Call CEO Pete Griffin said, “Music has an incredible ability to comfort, distract, and heal, and seeing the kids’ faces light up as they sang along with Kristen is exactly why these visits matter so much.”

Dunne called Stellantis “the canary,” pointing to its relationship with Leapmotor after its Jeep manufacturing joint venture in China went bankrupt. He says Stellantis executives told him, “We have come to the conclusion that we cannot compete against the Chinese. Our best bet is to basically join the Chinese.”

Dunne pushed back on comparisons between China’s arrival and earlier waves of Japanese and Korean automakers, arguing China brings a different “scale and magnitude and ambition.” He pointed to more than 1 million Chinese vehicles headed to Europe this year, alongside growing presence in markets including Mexico.

China’s manufacturing cost advantage remains formidable: Dunne said vehicles made there cost roughly 25–30% less than those made anywhere else. He highlighted Lexus’ decision to manufacture in Shanghai for China and global exports as a “monumental decision.”

For dealers considering Chinese brands, Dunne sees great products and attractive prices—but warns them to think beyond the initial opportunity. He says China’s domestic market has already seen dealers, suppliers and manufacturers struggle to make money as companies tolerate little or no profit for extended periods.

Dunne: “When you engage with the Chinese, understand what kind of tango you're getting into. Terrific product, but what happens to margins?”

Connect with Michael Dunne: https://www.linkedin.com/in/michael-dunne-a696901a/

Dunne Insights: https://www.dunneinsights.com/

Overall satisfaction slipped from 82% last year to 80%, but 91% of employees say they’re motivated and 73% said they’re proud of their job.

Work-life balance became a much bigger stress factor, rising from 21% to 32%, while difficult customers were cited by 48% of Gen Z employees.

Benefits are becoming a bigger retention issue: 43% called them inadequate, up from 32%, and 95% of employees considering leaving the industry said benefits were a factor.

64% of employees say they have no plans to leave auto retail, but Gen Z has the highest likelihood of leaving at 47%.

Despite that flight risk, Gen Z is also the generation most likely to recommend a career in the industry.

Ford plans to begin taking orders early next year, with the Fathom built on a new assembly line in Louisville using fewer components and an overhauled manufacturing process to keep costs down.

For scale, Tesla sold about 357,000 Model Ys and more than 190,000 Model 3s in the U.S. last year; GM sold nearly 170,000 EVs in 2025, but spread across three brands.

EVs were 5.7% of U.S. sales in August, down from 10.3% a year earlier, while overall EV sales fell 48% year over year, according to Motor Intelligence.

Ford says the Fathom’s roughly $30,000 price, passenger space exceeding a Toyota RAV4, Apple Maps integration and BlueCruise are designed to appeal beyond current EV buyers.

Ford executive Andrew Frick said, “Our total addressable market is much bigger than just the EV under $40,000.”

The previous cost was $150 for football and cheerleading and $110 for soccer, basketball, softball, baseball and T-ball.

The $25 registration begins this fall with no residency limits or eligibility restrictions, and the dealership intends the Drive to Play program to continue beyond the upcoming year.

The program started after Sand Mountain Park & Amphitheater asked area businesses about ways to lower sports costs; dealer principal Taylor Bentley Conner agreed to fund the investment needed.

Conner said, “Our family has been blessed by this community for nearly 40 years, and this is simply one way we can meaningfully give back. Youth sports teach lessons that extend far beyond the game — they build confidence, character, teamwork and lifelong friendships. If together we can help more children experience everything youth sports have to offer, then we’ll know we’ve made a real difference.”

Bozard now has 47 mobile service units on the road, servicing more vehicles outside the dealership each month than Roberts says many dealers service inside their stores.

The store moved its mobile service tech stack to Curbee, giving customers an Uber-like experience where they can see who’s coming, how far away they are, and get more visibility into the appointment.

Roberts says change management starts long before a change: leaders need to make regular “deposits” of trust with employees so they have credibility when they eventually need to make a “withdrawal” and ask the team to follow.

His efficiency test is simple: look for duplicate work and multiple data entries. The store’s BDC once operated across 32 screens; changes this year have reduced that to nine, and Roberts still thinks that’s about twice as many as necessary.

Roberts on technology’s role: “It enhances what we do. It doesn't replace anything that we do. It just enhances what we do.”

Salespeople who raise a red flag and help stop a deal still receive their $125 base commission; Cherokee Mitsubishi rejects roughly three to five questionable deals a month.

The stakes are growing: Point Predictive estimated the auto finance industry faced $10.4 billion in fraud risk in 2025, up 13% year over year and 79% from 2015.

Dealer principal Jonathan Dawson said the store commonly encounters suspected straw buyers and customer documents that appear phony.

Pay-plan consultants Scott Woodward and Kevin Cohan said they had never encountered another plan that specifically pays employees for reporting suspected fraud; penalties and commission clawbacks after chargebacks are more common.

Dawson: “I’m not going to penalize you for being honest or catching something that could have hurt the store.”

The 2026 study surveyed over 68K owners of new 2026-model-year vehicles after 90 days, covering 40 technologies across convenience, connectivity, driver assistance, EVs, and smart vehicle features.

Smart ignition delivered the highest overall satisfaction with just 2.4 problems per 100 vehicles, while smart climate control also scored well with relatively few complaints.

Passenger screens struggled with adoption: 35% of owners who had one said they had never used it, while just 6% said they used it every time they drove.

More advanced didn’t automatically mean more satisfying: conventional hands-on Level 2 driver-assistance systems scored better for execution and overall experience than Level 2+ hands-free systems.

JD Power’s Doron Hikry: “The technology customers value most is often the technology they barely notice because it simply works.”

ChatGPT Ads reached the $1 billion annualized run-rate mark in less than 200 days, with tens of thousands of advertisers now using the platform.

OpenAI shared early performance examples: one ecommerce advertiser reportedly generated 3x ROAS over 28 days, while a technology partner said more than 80% of ad-driven ChatGPT traffic came from new customers.

Meanwhile, The Information reports OpenAI has purchased tens of thousands of Mac minis and Mac Studios for reinforcement learning and training computer-use agents.

The Macs are reportedly being used as dedicated machines without displays or keyboards, taking advantage of Apple silicon’s unified memory and ability to run sustained, isolated computer environments.

The purchases are not replacing Nvidia-scale training clusters; the reported use case is narrower, focused on agents that need to interact repeatedly with operating systems and software.

Carvana now owns seven Stellantis stores, with locations in Arizona and Texas already ranking among the automaker’s highest-volume stores.

In July, an Arizona Carvana store sold 29 vehicles into a Pennsylvania market more than 2,000 miles away, compared with 24 sales from the local Dealer.

One Dealer said a sales manager called a Carvana store posing as a customer with a check-engine light and was told to take the vehicle to an independent mechanic.

Dealers worry remote buyers will eventually show up at local stores for warranty, recall, and repair work without an existing relationship.

Stellantis Dealer Council Chair Sean Hogan said, “We need to ensure that [customers] have the ability to get their car serviced after the sale at a convenient location for them.”

Nissan and Honda will standardize electronic control units, vehicle architecture, middleware, and vehicle-control software.

The goal is to share development costs, engineering resources, and scale as both companies try to close the technology gap with Tesla and Chinese automakers.

The technology is now expected in vehicles beginning in fiscal 2029, about two years later than originally envisioned.

The partnership has also explored sharing EV components, batteries, and parts procurement.

The companies said the collaboration is driven by “the need to strengthen competitiveness through faster development cycles and more efficient investment.”

Robots surpassed human records in the 100-meter sprint and high jump, showing major improvements in whole-body control since last year’s games.

The limitations were just as visible. Some sprinting robots couldn’t stop after the finish line, crashing into barriers, breaking apart, or even catching fire.

More practical events tested laundry, room cleaning, hotel service, library shelving, firefighting, and basic hand dexterity. Only three of 12 teams completed the full firefighting challenge.

Many competitors still relied on human operators, while more autonomous robots often depended on cloud computing rather than processing everything onboard.

Purdue researcher Dipam Patel put the challenge in perspective: “You can simulate something like 100,000 scenarios for hammering a nail, but that’s just one task from millions of tasks in the world.”