Evolution To Revolution
30 years ago if you, as a customer, decided your GM product wasn't what you expected, you might try one of the other two competitors; Ford or Chrysler. Eventually, you might come back to GM since the average age of a vehicle was around 4 years old. Today, when the customer leaves GM, there are so many other manufacturers of cars and trucks that the likely hood of your return is minimal, coupled with the average age of a vehicle being 7 years old.
In 1955, GM put some fins on their fenders, and by 1957 everyone had fins on their fenders. You will never have a long term advantage in price or product. Your competition will match whatever you do on the product and the price. Your ability to recognize your customer and satisfy their transportation needs (not just sell cars and trucks) will be the distinguishing element that will bring them back to you again. That is lead management.
You can no longer afford to work with integration between your sales and service groups and you need better integration between your business and I/T groups, cross-pollination if you will. Your people are your most important asset and if nurtured, you will find they will operate as an entrepreneur-type; someone that works as if they owned the company. They will have the values of empathy, expertise, and problem-solving skills. Positioning themselves within the organization as a sustained resource; someone who can be drawn upon for the values explained above.