One on One with AutoNation CEO Mike Jackson

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Why? Gasoline is more expensive, so fuel economy moves up on the demand list of consumers.

MB: Since you sell both Detroit brands and international brands, are you concerned about a consumer or political backlash against the international brands?
MJ: I think there is relatively little chance of that today because such a large percent of the foreign manufacturers manufacture significant numbers of vehicles in the United States and it is U.S. citizens producing those vehicles. People talk about how America has lost its manufacturing might. I will observe we are producing more vehicles in the United States than ever!

MB: And at the retail store level, what are you experiencing?
MJ: When it comes to the consumer and you're reaching into their pocket to spend $28,000 for a vehicle, I don't care what the bumper sticker is on the car they are trading in, they are going to be in the marketplace looking for the product that best meets their needs regardless of where it was produced. That's how consumers behave. The foreign manufacturers have done the responsible thing and built plants in the U.S. and employ significant numbers of Americans to produce the cars.

MB: With such a widespread retail organization, politics must be important. How does AutoNation deal with this?
MJ: We take that responsibility on right here. In all our states we are very active politically and have a responsibility to do so. There's a certain advantage being the biggest. We have excellent relationships with the various state governments in which we operate.

Ending on a Personal Note

MB: What are you most proud of in your association with AutoNation?
MJ: The accomplishment of our associates, the culture that's been created that's enabled us to attract talented people because they see the opportunity to develop careers for themselves that lead to more responsibility than they've every imagined and a spirit that celebrates success. But we get up every day trying to figure out how to do it better, smarter, faster than its ever been done—How do we win for the customer? How do we win for our associates? How do win for the company?

MB: How did you bring about this change?
MJ: Today, there's an understanding that collectively we are far smarter than we ever were or are individually. By having a culture where we are constantly discussing and debating between smart people how to do it smarter, better and faster, from that great ideas come and good decisions are made that we execute. Creating that dynamic within the company—that's what I take the most satisfaction in having shepherded—the creation of that culture. Culture is difficult to talk about, let alone create. But we have done it here and I take great satisfaction in that.

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