Flynn Audio has made previous attempts to build referral relationships with local car dealerships, with limited success. This article documents the challenges identified in the February 2026 strategy review and outlines directions for a renewed approach. A formal strategy doc was assigned to Karly Oykhman as a next step.
Related client: [1]
Meeting source: [2]
Sam Flynn has pursued dealer partnerships on and off, with a small number of dealers actively sending referrals. The general model has been:
Despite these advantages, the channel has underperformed. Sam noted that referral volume from existing dealer contacts has dropped off in recent months.
Most dealers see no direct benefit in referring customers to a third-party installer. Unless a salesperson genuinely cares about the customer experience, there is little incentive to add steps to the sales process.
"A lot of dealers are like, why would I waste my time? Like, they're going to buy the car, so what do I care?" — Sam Flynn
Attempts to offer incentives (e.g., a free remote start for the salesperson's own vehicle) yielded mixed results. Some salespeople explicitly said they'd refer customers out of goodwill, not for rewards.
Some dealerships are reluctant to involve outside vendors because any post-sale issues — even unrelated to the install — may be attributed to the dealer by the customer. This creates support headaches and reputational risk for the dealer.
"When 80-year-old Gladys can't get the remote start working, she doesn't know I even did it. She thinks the dealer did it." — Sam Flynn
The most productive dealer relationships have been personal — built on trust and rapport rather than formal programs. This makes the channel difficult to scale systematically.
Sam identified the following dealers in the Madison area:
| Dealer | Status |
|---|---|
| Unnamed dealer (Derek's former employer) | Active relationship; Derek's personal connection is the key driver |
| Shep Motors | Potential, but described as difficult to work with |
| Gobin | Not a good fit; dismissive in past interactions |
The following approaches were flagged for the strategy doc Karly is drafting. These are directional, not finalized.
Move away from incentive-based pitches and focus on what dealers actually care about: customer satisfaction scores, fewer post-sale complaints, and differentiation from competing lots. Position Flynn Audio as a service that reduces dealer headaches, not adds to them.
Focus outreach on dealers with strong service reputations and high CSI (Customer Satisfaction Index) scores, rather than high-volume lots. These dealers are more likely to value the customer experience angle.
Leverage Derek's existing relationship at his former dealership as a model. Identify other personal connections or mutual contacts who can make warm introductions at target dealers.
Create a simple one-page document for dealers that:
- Explains exactly what Flynn Audio installs and warrants
- Provides a direct contact number for customer support questions
- Clarifies that Flynn Audio — not the dealer — is responsible for the work
This removes the "it'll create headaches" objection by making the handoff explicit and documented.
Rather than a broad incentive program, pilot a simple, low-friction referral arrangement with one or two willing dealers:
- No complex tracking required
- Periodic check-ins (quarterly visit or call) to maintain the relationship
- Focus on volume consistency over time rather than one-off transactions