The Nation’s Biggest Car Scam

May 4: In what police say is the biggest auto scam going on right now, crooks are taking advantage of people who are buying used cars. NBC’s Jeff Rossen reports.

http://today.msnbc.msn.com/id/26184891/vp/30557788#30557788

And Then There Were ....

Just posted on AppOne's credit portal:

"Due to current market conditions, AmeriCredit will no longer be accepting credit applications after April 30th. Any AmeriCredit approvals issued through April 30th will be funded as usual."

One by one, sub prime lenders are falling by the wayside. It's like a sub prime pandemic; the only question left to ask is "Who's next?".

This morning I was talking to my sales force and asked them if anyone was afraid of catching swine flu. They all agreed that the risk here in south Florida was minimal, at worst, and none of them was concerned about getting sick. But if you watched the news this morning, we're all doomed! Vice President Biden said he would NOT travel by plane or subway, and recommended staying away from crowded places! CDC official tell us not to travel to Mexico, and countries and states, cities and counties are shutting down public places to avoid a swine flu pandemic.

Let's all duct tape our doors and windows and not venture outside until we get the all clear!

No, don't get me wrong. There is always a concern for health and well being. We should all take precautions against getting ill, as well as spreading anything around. But perception is the reality in our society, and if the news tells us it's a pandemic, we believe it with the utmost enthusiasm. The news tells American consumers that the auto industry is going bankkrupt, and they stop buying cars. They tell us that there's not money to lend, so banks stop lending. The tell us that things are bad, and they just get worse. Maybe it's time to find some good news to report?

I'm sure this is an oversimplification of things, but then again, it's just my opinion.

Why Banks (Still) Aren't Lending

Taxpayers want bailed-out banks to make loans and goose the economy. But given the depths of the economic mess, that's the last thing the banks should do.

By David Weidner, MarketWatch

Banks need to stop the charade, ignore the political and public pressure and admit they're not lending. It's not because they don't want to, but because it's bad business.

Don't think so? Take this pop quiz. Bank of America posted smashing first-quarter profits and its chief executive, Ken Lewis, said the Charlotte, N.C., company is lending as if the good times never ended. So, in the bank's conference call, which of the following statements did Lewis make?
A. "Credit is bad, and we believe credit is going to get worse before it will eventually stabilize and improve."
B. "Even our internal economists are a little at odds as to the timing (of the recovery), with some seeing recovery earlier (than year's-end)."
C. "We believe unemployment won't peak until next year at somewhere in the high single digits."
D. All of the above.
E. None of the above.

For a CEO whose bank is lending as if it's 2006, you might be surprised that the Lewis who proclaims to be bullish on loans is bearish on the economy. The answer is D.

There's only one problem. No bank CEO can reconcile more lending with a deteriorating economy -- especially one in which economic conditions are the worst they've been in generations. But that's exactly the claim the bank chief is making.

Lewis described a deep recession that's going to be here for months. Still, Bank of America touts that it's "helping" homeowners and small businesses with new loans. It claims to have added 45,000 customers and provided them credit. The reality, however, is less impressive: Bank of America loaned $183 billion during the quarter, up just 1.6% from the last quarter of 2008, when lending took a big dive industry wide.

This isn't to single out Bank of America. All of the major big banks, including Wells Fargo, JPMorgan Chase and Citigroup have been doing the credit double-talk that goes something like this: These are terrible conditions to be lending in, but we're lending in them without risk.

If those claims sound a little too good to be true, it's because they are. Almost all the big banks that have taken cash from the Troubled Asset Relief Program have curtailed lending, according to The Wall Street Journal.

One of the intentions behind TARP was for it to be a kind of stimulus program made through the banks. After plugging holes on each bank's balance sheet, the TARP cash was supposed to flow into new mortgages, auto loans, credit card lines and corporate lending. Six months later, it's fair to say TARP money has helped prop up some banks, but it hasn't flowed into the consumer credit markets the way the framers intended.

Now, critics have argued that the banks should be loaning this money to help stimulate the economy. Companies need credit to expand and hire, they say, and consumers need credit to buy products and help feed the economy.

In almost any other economy, this would be true, but not at a time when an overextension of credit created the recession we are fighting. Credit cycles, by definition, are periods where banks overextend credit and then pull back to correct the imbalance. If the government forces banks to lend to at-risk borrowers, we're going to aggravate an already dire credit picture and require more government intervention.

You can easily see how lending to home buyers not worthy of credit would fuel the nation's housing woes and create more housing problems, but what about the loans most people assume are helpful to the economy: small-business loans?

It turns out that existing small-business loans are defaulting at an alarming rate. More than 4.4% of small-business loans were in 30-day default, up from 3.48% a year ago. And 1.29% were delinquent 90 days, up from 1.04% a year earlier, while 0.63% were 180 days delinquent, double the rate a year ago, according to PayNet, a small-business payment network.

It doesn't matter what type of loan; lending into an economic downturn is an invitation to trouble.
Some of the biggest US banks posted first-quarter profits that skeptics assert are based more on accounting gimmicks than healthy operations.

The steep rise in defaults and nonperforming loans suggests that the economy will make it hard for banks to simultaneously set aside reserves and lend more money out. Small businesses will lay off workers before they start missing loan payments, and the unemployed can't pay off their credit cards and car loan payments.

Taxpayers fuming about the banks' unwillingness to loan government money into the system might reconsider, given that the banks are actually being prudent with taxpayer cash. Now that banks have been backstopped by the Federal Reserve and Treasury Department, they have less incentive to scrutinize credit. The risk of bad loans has been shouldered by Washington.

Banks have made a lot of missteps in the financial crisis -- overreaching with credit, misusing taxpayer cash, imposing punitive interest costs on consumers, being insensitive -- but reining in credit is not one of them.

So, when Lewis and his counterparts at competing banks brag about how much lending they're doing, take it with a grain of salt. In most cases, this is posturing by CEOs looking to fend off criticism they're not doing enough to help the economy.

What critics fail to acknowledge is that we all benefit from banks adhering to lending standards. When that doesn't happen, we get financial collapses that compare to the darkest times in our history.

10 Hints to Give Your Customers to Help Them Get a Car Loan

1.Know your credit score. - Get a copy of your credit report. Don't act surprised at your credit issues, or deny them.

2. Have an explanation for your credit issues. - Don’t be apologetic. Bad things happen to good people. Be specific about any problems or crisis that caused your problem. Let the bank know about any major upheaval in your life that may have led to your problems such as an illness or a natural disaster, like Katrina, or 9-11.Make sure that you can substantiate your claim

3. Don’t lie about anything on the credit app. - Lenders will turn reject your loan if they find you lied to them

4. Know your income. - Make sure you can prove what you make. Have your proof readily available. Make sure you know your GROSS income, before taxes, that you can prove.

5. Save your down payment. - More down payment means more car. Larger down payments can sometimes get a lender to view your application more favorably

6. Know what your payoff is. - If you are trading in a car with a payoff, get a ten day payoff from the lender. If you have a warranty or additional policies bought with the vehicle, find out if you can cancel them. This will lower your payoff or entitle you to a refund after the vehicle is paid off

7. Buy what you need, not what you want. - Set realistic expectations. Don’t buy more payment than you can truly afford. Rebuild your credit first, than rebuild your image later.

8. Don’t be argumentative. - Nice people get better deals than people who give sales reps a hard time

9. Don’t go from dealer to dealer. - We all deal with pretty much the same lenders, so excessive inquiries can be a reason a lender declines your application

10. Don't believe everything you hear on the news or read in the paper. - Yes, the auto industry is hurting, and some dealers are having a tough time, but that doesn't mean we're going to do anything stupid or illegal to get you a loan, nor does mean we'll take any offer you make, no matter how ridiculous it is.

Another One Bites The Dust

So, today's news is that Fireside Bank is going out of the auto loan business. After 50 years in the auto finance game, Fireside, like so many others recently, could not withstand the losses they had incurred over the last few years.

I can't help but wonder who's next. AmerCredit has run into problems lately, but has managed to work through them, albeit at closing many of their offices and laying off staff. Both CitiFinancial and Capital One have laid off their local reps recently, and many other lenders have consolidated offices in an effort to cut costs. Others have cut back their expansion plans, in order to concentrate on the markets they have already entered.

As business gets more difficult, lenders become scarcer. Those that are left are looking at the business they are doing with a deliberate eye, and have become much more selective in the applications they approve, as well as considerably more conservative in the terms they offer. The old models are gone, and it sometimes seems like lenders are just as confused as we are.

Callbacks continue to amaze me, with approvals and declines making no sense. I had a customer yesterday putting down $6000, and an LTV at less than 70%, yet an "equity" lender I do business with turned down the loan because of "insufficient down payment"! Yet this morning, I get a first time buyer approved for a $350 payment, with only $2000 down. Remember the old days when a rate sheet made sense?

Entering a Brave New World

Well, it’s been a month since I’ve been here, and it seems to be pretty good so far. Let me give you an update on what’s been going on lately.

Back in January, the Toyota dealership that ASKED me to come down and run their special finance department decided to undergo a “workforce reduction”. For those of you who aren’t familiar with that phraseology, what it means is “ we decided that your assistant, who we can pay less than we’re paying you, can do your job, so don’t go away mad, just go away!” Needless to say, business is off these days, but to cut personnel that don’t cost you anything because they only get paid on what they produce, well, that never made sense to me. The dealership eliminated my position as well as the special finance manager in the new car showroom. We were offered the “opportunity” to go on the floor as sales reps. He took the job. I didn’t!

So here I am, at an independent lot, as Sales/Finance Manager. We do about 30 cars a month and we’re growing, and we make nothing but money. Our average PAYABLE gross is over $2500 per unit, and while we do a good deal of buy-here-pay-here, I’ve brought on a number of new lenders, and our finance business is growing nicely. This gives me an opportunity to learn about BHPH first hand, since it’s been a good 25 year since I had my lot and things have definitely changed!

BHPH is definitely not your typical auto sales. As a manager here, I have to treat every deal as if it’s my own money. There’s a lot more to rolling a unit than collecting the down payment and watching the taillights hit the curb.

When we determine a customer is a BHPH candidate, things change in how we approach the deal. First of all, we need a minimum of 30% of the sale price down. No pick up payments, no promissory notes…its cash or dash. Down payments have to cash or certified funds, no credit cards or checks. Our terms run between 24 and 30 months, the shorter the better. Interest rate is 17% add-on, which is roughly 29.9% APR. We use rule of 78’s contracts, but there is no prepayment penalty. If the customer pays off the loan early, better for us, so we encourage this by eliminating a prepayment penalty,

Payments are setup bi-weekly, beginning 14 days from delivery. Each vehicle is equipped with a GPS device, either pre-installed before delivery, or we make an appointment for the customer to come back and have it installed. All standard stips are collected up front, POI, proof of residence in the form of a bill, as well as 3 pieces of junk mail addressed to the buyer. As dumb as that sounds, it verifies their address in a way that can’t be manufactured. Bring me the sealed envelope and we’re good to go! Phone bills as well as ten complete references are required, and insurance must be verified and faxed to us with the dealership as lien holder and loss payee before the vehicle leaves our lot.

We typically steer customers to older units in inventory. BHPH has come a long way from $1000 ACV’s that sell for $4995 with $1000 down. We stock BMW’s. Mercedes, Lexus, Jaguars, Volvos, Hondas and Toyotas to name some of the inventory we keep on hand. Yes, I have some older units, like the 97 Ford Explorer, or the 96 Cavalier, but these are for the customer who just needs wheels, and has limited down payments, typically $1000. Most of our customers can come up with $4000 or more as a down payment on the right unit.

Every deal is desked at maximum selling price, typically $3000 profit, plus all the interest that we collect. Our default rate runs pretty low, in that we have someone who calls the customer constantly to collect late payments. Yes we have a few scoundrels, but for the most part our customers seem to pay pretty well. Right now, out of 56 units in inventory, only 4 are repo’s. I try to be careful what I put out on the road BHPH wise, and I avoid problem units, like the F350 dually diesel with 100K plus miles. High risk loans shouldn’t be done on high risk vehicles, since the likelihood of payment declines as the likelihood of mechanical problems increases.

BHPH is typically the last resort in my lender portfolio. We’ll take a shorter deal if we can get a deal funded outside. After all, I’d rather let someone else handle the collections so we can concentrate on selling cars. Obviously, while we may be primarily in the collection business, we still have to sell cars.

I’m sure this is nothing new to a lot of you reading my blog. However, for you folks at franchise dealerships, as lenders tighten up or fall out of business, it’s going to be harder to do deals as time goes on. We’ve already seen it happen; I can say with a great deal of confidence that business will become a lot harder in the next 12 months. We’ve been through it before, and we’ll get through this slow down as well, but the lender landscape is going to be littered with the casualties of this crisis, and new lenders are becoming reluctant to expand into markets like Florida and Nevada, where credit seems to be taking the hardest hit.

BHPH can be a very profitable business, if done properly and with restraint. Not every customer can drive off with a vehicle. Some risks are just not worth taking. New relocated customers, unverifiable jobs or references are some of the things that disqualify a customer in my mind. If it smells fishy, best to pass the risk to someone else. This dealership has been here for 30+ years doing business the right way, and we’d like to be here 30 more!

Lessons I’ve Learned So Far in 2009:

1. There is no such thing in a dealership as a “job well done”. You’re only as good as the last deal you delivered.
2. A GM can loose $250K in the used car department and still keep his job as long as he gets the sales force to sell all the old age units on the lot!
3. Sales people will complain about costs and packs until the GM puts a ridiculous bonus on those units, then they’ll sell every one of them.
4. Lowest prices on the internet bring lots of customers who buy lots of cars at lots of losses. They’ll all pay cash, and never come back to your dealership, because they typically live too far away to have ever considered your dealership before, but felt it was worth the drive to steal a unit from you. Nothing like loosing money and never getting any residual business from a customer.
5. Customers believe you’ll do anything, and take any offer, because the news shows keep telling them how bad our business is.
6. Sales Managers never want to hear they’re doing anything wrong, ethically or legally, until they’re about to get caught.
7. Sales people will stand and stare at you when you say no, hoping that if they look long and hard enough, the answer will change!
8. Never believe a GM who tells you to get to work and he’ll get you a pay plan, and never believe a GM who says, “Don’t worry, I’ll take care of you!”
9. It’s never a good sign when the GM calls a management meeting for 8PM on a Sunday night.
10. A finance director who puts all his eggs in the captive’s basket will soon find himself unable to make an omelet after so many of the marginal deals he forced on them go bad. It’s tough to build relationships with lenders these days when they know they were never the first choice, or even a top 3, for a dealership.
11. A GM will always choose to keep the guy who makes the least amount of money when business gets bad.
12. A “workforce reduction” is just a fancy way of saying “Don’t go away made, just go away!”