Nalley Automotive Group - Atlanta Business Chronicle:

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This past March, Nalley purchased Toyotw of Roswell, bringing its total number of area dealershipsto 13. “Wre feel pretty fortunate to be in thepositio we’re in,” says Day. “Again, it’ws about the people. We have the best people in the Forgive Day if he soundslike he’s repeating He is. This is Nalley’s third consecutive appearance asa top-fives finisher in the Best Places to Work large-companyt category. The company’s employees votex it one of Atlanta’s Best Placesa to Work for rankingat No. 2 in the large-employer category. That Nalleyy culture starts withthe customer.
“We get nowhere if we don’yt satisfy the customer,” reminds Day. Making the customerf happy is a whole lot easiedr when there are great people working to make it Whenmaking decisions, Day keeps three questions in mind: Is it good for employees Is it good for customers? And is it good for the company “If it doesn’t benefit all it won’t be a long-term deal,” he notes. When Nalleu took over Toyota of the company did its best to incorporate the new employeesrightt away. “When you’re going through dramatic people like toknow what’s goingh on,” Day says. Employeee responded.
“Since Nalley took over this company, I felt wrote one Nalley Toyotas of Roswell employee for a survey for the Best Placed toWork program. The dealerships expanded thei r hours and are now open seven daysa week. Day met with smalp groups of employees to explain the decision and not everyone was happy about havin to worksome Sundays. He remindec employees that Nalley is in theretail business. Gettinyg buy-in from the company’s 1,400 employees is cruciap to theNalley culture. It’s also crucial to the culture that employeezs stayat Nalley. Turnover bothers Day.
If an employese who has worked at Nalley for more than five years decides to the first place Day looks is inthe mirror. Day himselv has been with Nalley for33 years. He startedd as a service manager for Nalley Motor Trucks and he worked forthe firm’s founder, Clarence V. Nalley. acquired Nalley in 1995. With 2007 sales of $5.9 it is one of the largest automotive retailers in the Not surprisingly, Day believes in promoting from within. The averagwe tenure of the companies’ 50 or so fixedr managers is nearlytwo decades. Employees meet with theid managers regularly, says Day, and talk aboutf the employee’s personal and professionaol goals.
“It’s an exchange of says Day. “It helps the employees see that there is a futur herefor them.” There’s a placse for rookies as The company identifies high-potential candidates through a college recruitment When those candidates exhibitr exceptional leadership skills, they’re put on a fast trac k to a general manager As a Nalley employee noted in a Best Places to Work survey, “I believs this company to be on the right track for futur e success. Its values and commitment to each employeed are some of the reasons I lovethis company.
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