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Welcome to the Millionaire Car Salesman Podcast, where we bring you inspirational stories, tips, and insights from some of the most successful automotive professionals and entrepreneurs! In this episode, your host Sean V. Bradley, is joined by a true automotive leader, Nicholaos Gouvouniotis, the man behind the curtain of a billion-dollar dealer group. Nicholaos shares his incredible journey of turning around underperforming dealerships and achieving record-breaking sales numbers! He emphasizes the significance of fostering an exciting and motivating environment for the sales team and the importance of aligning everyone with the same goals and processes.During the conversation, Sean and Nicholaos delve into the profound changes they've witnessed in the automotive industry over the past 25 years and the critical role of team building! They highlight on the need for process integrity and underscore the value of comprehensive training in all dealership departments. Nick offers valuable advice to sales managers, encouraging them to maintain open communication with their superiors and explore rehashing declined deals and missed opportunities as a means to sell more cars.Throughout this episode, listen as they passionately emphasize the significance of setting clear objectives and cultivating a positive and productive work environment. Tune in to gain profound insights from a seasoned industry leader who has consistently driven success through his unwavering dedication to excellence! Key TakeawaysCreating an exciting and motivating environment for the sales team is crucial for successProcess integrity is essential for achieving consistent resultsTraining should encompass all aspects of the sales process and include product knowledge, communication skills, time management, and marketing strategiesReverse engineering desired results and aligning everyone with the same goals is key to achieving successOwners and managers need to lead by example and be actively involved in the training and development of their teams \"Perception is everything. Change the way people perceive things and you can change their actions and results.\"  - Sean V. Bradley \"Not all training is the 'right' training. Dealerships need to train on all aspects of the sales process and provide ongoing support and development.\"  - Sean V. Bradley  About Nicholaos GouvouniotisNicholaos Gouvouniotis, is a distinguished figure in the automotive industry, boasting an extensive career that has seen them excel in pivotal leadership roles. He has held high management roles within the dealership, such as the Chief Operations Officer at Antwerpen Automotive Group, they oversee operations across an impressive 12 franchise brands, including major names like Toyota, Hyundai, and Chevrolet. Additionally, his experience as the Regional Director of Operations at Camping World involved spearheading the development of new locations, staff recruitment, and training. Nicholas's multi-faceted expertise is exemplified by his time spent as the Multi-Store General Manager at Gateway Kia Auto Group, where they masterminded substantial sales growth and positioned the group as one of the nation's top dealerships, and as Vice President of Operations at Action Auto Group, Nicholas's visionary leadership revitalized the organization and contributed to its success. Throughout their career, their dedication to fostering excellence and driving results has been a consistent hallmark!   The Evolution of the Automotive Industry: Insights from a Billion Dollar Dealer Group COOThe automotive industry has undergone significant changes over the past quarter century. From the reputation of car dealerships to the advancements in technology and the increase in gross margins, the industry has evolved in many ways. To gain insights into these changes and understand how dealerships can succeed in the current landscape, I had the opportunity to interview Nicholaos Gouvouniotis, the Chief Operating Officer of a billion-dollar dealer group with extensive experience in operations and variable ops.?The Changing Reputation of Car DealershipsOne of the most notable changes in the automotive industry is the improvement in the reputation of car dealerships. In the past, there was a negative stigma associated with car salespeople, but that perception has significantly improved over the years. Gouvouniotis shared his experience of witnessing this change, stating, \"I'm offended now when people have a negative connotation or a negative stigma of the automotive industry because there are more priests and police that have drama chaos and you don't see Geraldo Rivera jumping out of the bushes doing an expose on car dealers nowadays.\"This shift in perception is a result of the industry's efforts to improve transparency and customer service. Dealerships have become more educated and aware of the importance of providing a positive buying experience. Gouvouniotis emphasized the need for transparency and building trust with customers, stating, \"The consumer was a different animal coming in the door, and trust and building that rapport was a completely different world.\"?The Importance of Team and CultureGouvouniotis highlighted the significance of building a strong team and creating an exciting and motivating work environment. He shared his experience of turning around a dealership with 130 car salespeople and transforming it into the number one dealership in the nation, averaging 700-800 new car sales per month. He attributed this success to the team's unity and shared mission.To create an exciting work environment, Gouvouniotis emphasized the importance of celebrating individual and team achievements. He mentioned the practice of recognizing top performers and sharing their success stories with the entire team. By doing so, he created a sense of camaraderie and motivation among the salespeople.?The Role of Process and TrainingGouvouniotis stressed the importance of having a well-defined process and providing comprehensive training to dealership staff. He mentioned that many dealerships lack process integrity, which leads to high attrition rates and inconsistent results. He advised dealerships to focus on training their staff on the dealership's specific process and holding them accountable to it.He also emphasized the need for ongoing training and development, not just for salespeople but also for managers and executives. Gouvouniotis mentioned the importance of training on various aspects, including customer service, time management, marketing, and communication skills. He highlighted the need for dealerships to invest in comprehensive training programs that cover all aspects of the business.?Leveraging Opportunities for Immediate Results?When it comes to generating immediate results, Gouvouniotis suggested focusing on three key areas: the sales floor, the business development center (BDC), and the finance department. He advised salespeople to revisit declined deals and explore opportunities for co-signers or alternative financing options. He also recommended reviewing old leads and missed opportunities in the BDC to identify potential sales. Additionally, he suggested leveraging the finance department to identify potential deals that were declined due to financing issues.?Conclusion and Future OutlookThe automotive industry has evolved significantly over the past quarter century, with improvements in reputation, technology, and gross margins. To succeed in this changing landscape, dealerships must focus on building strong teams, creating an exciting work environment, and implementing well-defined processes. Ongoing training and development are crucial for all dealership staff, from salespeople to managers and executives.Looking ahead, Gouvouniotis emphasized the importance of staying adaptable and embracing new technologies and strategies. He encouraged dealerships to continue investing in training and development to keep up with the evolving industry. By doing so, dealerships can position themselves for long-term success and maintain a positive reputation in the eyes of customers.In conclusion, the automotive industry has come a long way, and dealerships have the opportunity to thrive by prioritizing team development, process integrity, and ongoing training. By embracing these principles, dealerships can navigate the ever-changing landscape and achieve sustainable success in the automotive industry.  Resources:Dealer Synergy & Bradley On Demand: The automotive industry's #1 training, tracking, testing, and certification platform and consulting & accountability firm.The Millionaire Car Salesman Podcast: is the #1 resource for automotive sales professionals, managers, and owners.  Also, join The Millionaire Car Salesman Facebook Group today!The Against All Odds Radio Show: Hosting guests that have started from the bottom and rose to the top.  Also, join The Against All Odds Radio Show Guests & Listeners Facebook Group for the podcasted episodes.For more interactivity, join The Millionaire Car Salesman Club on Clubhouse. Win the Game of Googleopoly: Unlocking the secret strategy of search engines. The Millionaire Car Salesman Podcast is Proudly Sponsored By: Dealer Synergy: The #1 Automotive Sales Training, Consulting, and Accountability Firm in the Automotive Industry! We have been building Internet Departments and BDCs for over two decades! It is this experience that has allowed us to develop the absolute best automotive Internet Sales, BDC, and CRM solutions for car dealerships. We have created the most effective training programs and processes. Phone scripts and rebuttals are our specialties, while CRM action plans, strategies, and templates are our expertise! Dealer Synergy will take both your tools and your people to the next level.Bradley On Demand: Automotive Sales Industry's #1 Interactive Training, Tracking, Testing and Certification Platform. With over 7,500 training modules, our platform has everything you and your dealership need to sell more cars, more often and more profitably!Money Mind Mapp (M3): Visit MoneyMindMapp.com for help in revolutionizing your business to help you sell more cars by tracking, projecting, and forecasting your personal sales goals!

Dr. Khouja explains why he's inspired by the diversity of ideas and experiences in the classroom.

This document specifies Operations, Administration, and Maintenance (OAM) messages to indicate service disruptive conditions for MPLS-based transport network Label Switched Paths. The notification mechanism employs a generic method for a service disruptive condition to be communicated to a Maintenance Entity Group End Point. This document defines an MPLS OAM channel, along with messages to communicate various types of service disruptive conditions. [STANDARDS-TRACK]

This document specifies Operations, Administration, and Maintenance (OAM) messages to indicate service disruptive conditions for MPLS-based transport network Label Switched Paths. The notification mechanism employs a generic method for a service disruptive condition to be communicated to a Maintenance Entity Group End Point. This document defines an MPLS OAM channel, along with messages to communicate various types of service disruptive conditions. [STANDARDS-TRACK]

This document specifies Operations, Administration, and Maintenance (OAM) messages to indicate service disruptive conditions for MPLS-based transport network Label Switched Paths. The notification mechanism employs a generic method for a service disruptive condition to be communicated to a Maintenance Entity Group End Point. This document defines an MPLS OAM channel, along with messages to communicate various types of service disruptive conditions. [STANDARDS-TRACK]

Includes bibliographical references

Includes bibliographical references

Includes index

276 p. ; 19 cm

276 p. ; 19 cm

This document provides a framework for the operation and management of Layer 3 Virtual Private Networks (L3VPNs). This framework intends to produce a coherent description of the significant technical issues that are important in the design of L3VPN management solutions. The selection of specific approaches, and making choices among information models and protocols are outside the scope of this document. This memo provides information for the Internet community.

Multi-Protocol Label Switching (MPLS) has been extended to encompass point-to-multipoint (P2MP) Label Switched Paths (LSPs). As with point-to-point MPLS LSPs, the requirement to detect, handle, and diagnose control and data plane defects is critical.

Multi-Protocol Label Switching (MPLS) has been extended to encompass point-to-multipoint (P2MP) Label Switched Paths (LSPs). As with point-to-point MPLS LSPs, the requirement to detect, handle, and diagnose control and data plane defects is critical.

Multi-Protocol Label Switching (MPLS) has been extended to encompass point-to-multipoint (P2MP) Label Switched Paths (LSPs). As with point-to-point MPLS LSPs, the requirement to detect, handle, and diagnose control and data plane defects is critical.

Multi-Protocol Label Switching (MPLS) has been extended to encompass point-to-multipoint (P2MP) Label Switched Paths (LSPs). As with point-to-point MPLS LSPs, the requirement to detect, handle, and diagnose control and data plane defects is critical.

Multi-Protocol Label Switching (MPLS) has been extended to encompass point-to-multipoint (P2MP) Label Switched Paths (LSPs). As with point-to-point MPLS LSPs, the requirement to detect, handle, and diagnose control and data plane defects is critical.

Multi-Protocol Label Switching (MPLS) has been extended to encompass point-to-multipoint (P2MP) Label Switched Paths (LSPs). As with point-to-point MPLS LSPs, the requirement to detect, handle, and diagnose control and data plane defects is critical.

428 p. +

To date, little progress has been made toward the establishment of scientific procedures by which a military manager can evaluate complex cybernetic systems such as management information systems. To provide a methodology yielding quantitative results which may assist a commander and his staff in this analysis, it is proposed thai: management information systems be evaluated as a whole by a technique defined as the semantic differential. Each characteristic of the system evaluated is compared to a standard or reference characteristic desired in a well designed system and a value is assigned based on the closeness of the comparison.

Journal of Operations Management 1991: Volume 10 , Issue Index. Digitized from IA1513826-04 . Previous issue: sim_journal-of-operations-management_1990-10_9_4 . Next issue: sim_journal-of-operations-management_1991-01_10_1 .

Journal of Operations Management 1994 - 1995: Volume 12 , Issue CONTENTS. Digitized from IA1652806-01 . Previous issue: sim_journal-of-operations-management_1994-1995_12_index . Next issue: sim_journal-of-operations-management_1994-10_12_1 .

Journal of Operations Management 1995: Volume 13 , Issue CONTENTS. Digitized from IA1652806-01 . Previous issue: sim_journal-of-operations-management_1995_13_index . Next issue: sim_journal-of-operations-management_1995-07_13_1 .

Journal of Operations Management 1994 - 1995: Volume 12 , Issue Index. Digitized from IA1652806-01 . Previous issue: sim_journal-of-operations-management_1994-03_11_4 . Next issue: sim_journal-of-operations-management_1994-1995_12_contents .

Journal of Operations Management 1995: Volume 13 , Issue Index. Digitized from IA1652806-01 . Previous issue: sim_journal-of-operations-management_1995-06_12_3-4 . Next issue: sim_journal-of-operations-management_1995_13_contents .

Journal of Operations Management 1995: Volume 13 , Issue Index. Digitized from IA1652806-01 . Previous issue: sim_journal-of-operations-management_1995-06_12_3-4 . Next issue: sim_journal-of-operations-management_1995_13_contents .

Journal of Manufacturing and Operations Management is an active peer-reviewed academic journal covering the interface between engineering and managerial problem areas. It was established in 1976 and is published 12 times a year by Elsevier BV. The journal provides a platform for researchers, scientists, and professionals in the field to publish original research articles, case studies, reviews, and perspectives that cover a wide range of topics related to the management of manufacturing processes, supply chain management, logistics, quality management, and operational efficiency. It publishes research on improving production systems, optimising resource allocation, and enhancing operational performance, exploring innovative manufacturing technologies, process optimization techniques, and strategies for sustainable manufacturing. The Internet Archive Collection contains microfilm published between 1988 and 1990 Journal of Manufacturing and Operations Management can be found online at: www.sciencedirect.com/journal/international-journal-of-production-economics The ISSN is: 0890-2577 Publication History Engineering and Process Economics 0377-841X NLD Netherlands | Engineering Costs and Production Economics 0167-188X Former titles (until 1991) NLD Netherlands | Journal of Manufacturing and Operations Management 0890-2577 Incorporates (1988-1992) USA United States | Maintenance Management International (1978-1986) | Material Flow 0167-1936 (1981-1987) NLD Netherlands | Terotechnica 0378-5947 Which was formerly

Journal of Manufacturing and Operations Management is an active peer-reviewed academic journal covering the interface between engineering and managerial problem areas. It was established in 1976 and is published 12 times a year by Elsevier BV. The journal provides a platform for researchers, scientists, and professionals in the field to publish original research articles, case studies, reviews, and perspectives that cover a wide range of topics related to the management of manufacturing processes, supply chain management, logistics, quality management, and operational efficiency. It publishes research on improving production systems, optimising resource allocation, and enhancing operational performance, exploring innovative manufacturing technologies, process optimization techniques, and strategies for sustainable manufacturing. The Internet Archive Collection contains microfilm published between 1988 and 1990 Journal of Manufacturing and Operations Management can be found online at: www.sciencedirect.com/journal/international-journal-of-production-economics The ISSN is: 0890-2577 Publication History Engineering and Process Economics 0377-841X NLD Netherlands | Engineering Costs and Production Economics 0167-188X Former titles (until 1991) NLD Netherlands | Journal of Manufacturing and Operations Management 0890-2577 Incorporates (1988-1992) USA United States | Maintenance Management International (1978-1986) | Material Flow 0167-1936 (1981-1987) NLD Netherlands | Terotechnica 0378-5947 Which was formerly

To meet the new AACSB International standards regarding retention assessment and adequately determine "if and what students are learning," this research presents a framework within which expected learning outcomes and specific learning are assessed. This paper presents the framework and describes how the process can be implemented with an application to retention assessment for the core operations management (OM) topics. Assessing core OM topics partially fulfills the AACSB International mandate of topical coverage and outcome assessment in the area of analytical decision making, which includes business statistics, financial analysis, and operations management. The study is of value to those who desire to better understand and implement assurance of learning or assessment in their programs.

Motivational effects during a simulated educational game should be studied because a general concern of lecturers is motivating students and increasing their knowledge. Given advances in internet technology, traditional short in-class games are being substituted with long web-based games. To maximize the benefits of web-based simulation games, a game should instill intrinsic motivation in students and encourage them to adopt deep-learning strategies. We have conducted a quasi-experimental study of 53 students, divided into game and no-game groups, as part of an operations management course. During the course, the game group played a web-based simulation game lasting 7 days; the no-game group did not play this game at all. The findings revealed that students who played the game experienced a deeper level of learning. However, students who did not play the game felt more competent and exerted greater efforts. These results are useful for challenging the assumed benefits of educational games at motivating students. Furthermore, our findings open up opportunities for finding more factors that affect the motivation and behavior of individual students.

Motivational effects during a simulated educational game should be studied because a general concern of lecturers is motivating students and increasing their knowledge. Given advances in internet technology, traditional short in-class games are being substituted with long web-based games. To maximize the benefits of web-based simulation games, a game should instill intrinsic motivation in students and encourage them to adopt deep-learning strategies. We have conducted a quasi-experimental study of 53 students, divided into game and no-game groups, as part of an operations management course. During the course, the game group played a web-based simulation game lasting 7 days; the no-game group did not play this game at all. The findings revealed that students who played the game experienced a deeper level of learning. However, students who did not play the game felt more competent and exerted greater efforts. These results are useful for challenging the assumed benefits of educational games at motivating students. Furthermore, our findings open up opportunities for finding more factors that affect the motivation and behavior of individual students.

Motivational effects during a simulated educational game should be studied because a general concern of lecturers is motivating students and increasing their knowledge. Given advances in internet technology, traditional short in-class games are being substituted with long web-based games. To maximize the benefits of web-based simulation games, a game should instill intrinsic motivation in students and encourage them to adopt deep-learning strategies. We have conducted a quasi-experimental study of 53 students, divided into game and no-game groups, as part of an operations management course. During the course, the game group played a web-based simulation game lasting 7 days; the no-game group did not play this game at all. The findings revealed that students who played the game experienced a deeper level of learning. However, students who did not play the game felt more competent and exerted greater efforts. These results are useful for challenging the assumed benefits of educational games at motivating students. Furthermore, our findings open up opportunities for finding more factors that affect the motivation and behavior of individual students.

Coalition operations pose clear challenges for information sharing and for the integration of disparate information processes. ISX Corporation has been investigating the combined use of agent-based approaches to implement Information Management Agents(Trademark) operating on a semantically organized Semantic Object Web(Trademark) to provide highly flexible means of delivering information services within a large, distributed and diverse enterprise. The techniques described demonstrate their particular suitability to rapidly standing up a 'come as you are' organization of coalition partners whose information protocols, requirements, and processes might vary widely. The use of a Semantic Object Web provides an agent-navigable information substrate which can be used by service-provider agents to discovery relevant information or services, to map their own content into a shareable semantic space, and to exploit available content and services. Using agent-based techniques the approaches described provide the ability to deconstruct information requirements to guide matching of source/consumer relationships within the enterprise, and then to compose, aggregate, and transform information from various sources to meet those requirements. In this vein, the techniques provide services registration, matching and brokerage, agent facilitation and control, and semantic matching and transformation necessary to compose the right information for the coalition force member. In addition, this work also addresses the dissemination and delivery of information. Information Management Agents provide the means to constrain and guide information access and delivery within the coalition means to implement selective information management business rules and policy server-imposed access and publication restriction.

Online learning is growing rapidly as states and districts are creating new online schools, and existing programs are adding new courses and students. The growth reflects the spreading understanding that online courses and programs can serve a wide variety of students and needs. These include: (1) Creating opportunities for small and rural school districts to offer varied course subjects and highly qualified teachers to their students; (2) Allowing students to blend high school and post-secondary learning options; (3) Reducing class size; (4) Helping students recover credits in an alternative learning environment; (5) Providing individualized instruction and unique learning options; (6) Allowing students the opportunity to interact with students far beyond their school or town boundaries; and (7) Meeting the needs and expectations of today's millennial students. Many school leaders are excited about the possibilities of online learning. When they start an online school, however, they quickly confront all the challenges of managing a high-quality, successful online program: creating online courses; finding, hiring, and managing teachers; supporting students; managing technology; and evaluating their programs to determine if they are successful. Fortunately, many online schools have years of operating experience, have developed and revised formal operations and management structures, and provide examples of successful management. This paper explores emerging practices in online program management and operations that can be used by many people working with an online learning program, from executive-level school leaders to department managers to teachers trying to find ways to improve their effectiveness with online students. Although it does not address state or district policy issues, legislators and policymakers will find it useful to understand the varied approaches that online schools are embracing to ensure quality as they determine the best ways to create oversight while allowing innovation to meet the needs of students and schools. Appendices include: (1) Online Learning: The Opportunities It Can Provide; The Problems It Can Solve; and (2) Resources. (Contains 5 footnotes and 9 resources.)

Tri 3 2021/2022

TRI 1 2016/2017

TRI 1 2016/2017

TRI 1 2016/2017

TRI 1 2016/2017

TRI 1 2016/2017

TRI 1 2016/2017

Thesis (MBA)--George Washington University, 1971

Thesis (MBA)--George Washington University, 1971

ix, 674 p. : 24 cm

Includes bibliographical references

Includes bibliographical references

Bibliography: p. 709-715

UPenn - Wharton - Course Materials - Operations & Information Management 101 - Spring 1996

Caption title

Flight deck based Interval Management (FIM) applications using ADS-B are being developed to improve both the safety and capacity of the National Airspace System (NAS). FIM is expected to improve the safety and efficiency of the NAS by giving pilots the technology and procedures to precisely achieve an interval behind the preceding aircraft by a specific point. Concurrently but independently, Optimized Profile Descents (OPD) are being developed to help reduce fuel consumption and noise, however, the range of speeds available when flying an OPD results in a decrease in the delivery precision of aircraft to the runway. This requires the addition of a spacing buffer between aircraft, reducing system throughput. FIM addresses this problem by providing pilots with speed guidance to achieve a precise interval behind another aircraft, even while flying optimized descents. The Interval Management with Spacing to Parallel Dependent Runways (IMSPiDR) human-in-the-loop experiment employed 24 commercial pilots to explore the use of FIM equipment to conduct spacing operations behind two aircraft arriving to parallel runways, while flying an OPD during high-density operations. This paper describes the impact of variations in pilot operations; in particular configuring the aircraft, their compliance with FIM operating procedures, and their response to changes of the FIM speed. An example of the displayed FIM speeds used incorrectly by a pilot is also discussed. Finally, this paper examines the relationship between achieving airline operational goals for individual aircraft and the need for ATC to deliver aircraft to the runway with greater precision. The results show that aircraft can fly an OPD and conduct FIM operations to dependent parallel runways, enabling operational goals to be achieved efficiently while maintaining system throughput.

Flexibility where possible, and structure where necessary. Consider the needs of national security, safe airspace operations, economic opportunities, and emerging technologies. Risk-based approach based on population density, assets on the ground, density of operations, etc. Digital, virtual, dynamic, and as needed UTM services to manage operations.