Helms Bros. Mercedes-Benz, a name synonymous with luxury and exceptional service in Long Island, New York, boasts a rich history and a forward-thinking approach to the automotive industry. From its humble beginnings as a Studebaker franchise in 1934 to its current status as one of the nation’s most successful Mercedes-Benz dealerships, Helms Bros. has consistently demonstrated a commitment to both its customers and employees. This article delves into the remarkable journey of Helms Bros. Mercedes dealer, exploring its evolution, adaptation to industry shifts, and dedication to fostering a thriving business environment.
The story of Helms Bros. Mercedes dealer is deeply intertwined with the Callahan family. Doug Callahan, the current owner, grew up immersed in the dealership world. He recounts, “It was started in 1934 by two brothers, Charlie and Frank Helms. Originally, it was a Studebaker dealership. For a while, Studebaker was the importer for Mercedes.” This early connection to Mercedes-Benz, even through Studebaker, laid the foundation for the dealership’s future direction. Doug’s father, who served as a general manager for the Helms brothers, further cemented the family’s ties to the business. Doug himself started at the ground level, washing cars at the age of 14, learning every facet of the operation from the ground up.
Image alt: Doug Callahan of Helms Bros Mercedes dealer discussing the dealership’s long history.
In a pivotal moment in 1977, Doug and his father seized the opportunity to acquire Helms Brothers. Doug explains, “We talked with Charlie – Frank had retired by then. But he flew up the next morning and they told instead of going through with moving to another store, we could buy them out. So that’s what we did. We completed the deal in 1977.” This acquisition marked a turning point, transitioning Helms Bros. from its original founders to the Callahan family’s stewardship. The transition was facilitated by the Helms brothers themselves, who provided crucial financing, demonstrating their faith in Doug and his father’s capabilities. Doug later bought out his father in 1984, taking full ownership and steering the dealership into its modern era.
A strategic decision in the early 1980s further solidified Helms Bros.’ commitment to luxury. Doug recalls, “At the time, we could see Mercedes was gaining ground as a brand. So by 1980, we had gotten rid of both Dodge and Volvo.” This focused approach on Mercedes-Benz proved prescient, allowing Helms Bros. Mercedes dealer to capitalize on the brand’s growing prominence and establish itself as a premier destination for luxury vehicles in Long Island.
Suzanne Cochrane, the General Manager since 2000, provides valuable insight into the dealership’s internal evolution. Joining Helms Bros. in 1982 in the billing department, Suzanne has witnessed firsthand the significant transformations within the automotive industry and at Helms Bros. Mercedes dealer.
Image alt: Suzanne Cochrane, General Manager of Helms Bros. Mercedes dealer, elaborates on employee focused programs.
Adapting to a Changing Automotive Landscape
The rapid advancement of technology has profoundly reshaped the car business. Doug notes, “Aside from the product, which obviously is so much better today, the technology has changed the business the most over the last 10 years. The Internet, the customer relationship management software, data – it’s changed the way we do business.” Helms Bros. Mercedes dealer has embraced these technological shifts, recognizing the need to adapt to evolving customer expectations and operational efficiencies. Customer Relationship Management (CRM) software, data analytics, and online platforms have become integral tools, enabling more personalized customer interactions and streamlined processes.
However, technology is not the only area of significant change. Suzanne emphasizes the importance of the human element, stating, “The focus and redirection on the employees and the human side of the business is the biggest change for me.” Helms Bros. Mercedes dealer has actively cultivated a supportive and engaging work environment. This shift towards prioritizing employee well-being and development is partly attributed to initiatives introduced by Mercedes-Benz, but also reflects a genuine commitment from Doug and Suzanne to create a positive workplace culture.
Employee Engagement: A Cornerstone of Success
Recognizing the vital link between employee satisfaction and customer satisfaction, Helms Bros. Mercedes dealer has invested heavily in employee engagement initiatives. Suzanne explains, “In 2012, Mercedes conducted an employee engagement survey that took a progressive approach in evaluating how strong its dealers were in employee relationships. It was a real eye opener for Doug and me.” The survey results served as a catalyst for change, prompting Helms Bros. to implement various programs aimed at improving employee morale and fostering a sense of ownership.
These initiatives include:
- Enhanced Benefits: Reducing employee healthcare premiums and creating employee incentives.
- Employee Advocacy Group: Establishing a platform for employee feedback and suggestions.
- Team Building Activities: Organizing charitable events, summer picnics, and sports teams to promote camaraderie and teamwork.
- Regular Communication: Implementing quarterly meetings to keep employees informed about dealership performance and encourage open dialogue.
- Management Development: Empowering leaders to take responsibility for employee growth and development.
- Technician Engagement: Creating opportunities for management to connect with technicians at a separate facility, such as regular dinners.
The results of these efforts have been significant. Employee engagement scores have increased dramatically, and importantly, customer satisfaction has also reached new heights. Doug proudly states, “Our CSI currently is one of the highest in the country. We’ve been able to create a culture that gives our employees ownership and that is reflected in our customer relationships.”
Growth and Market Leadership
Helms Bros. Mercedes dealer has experienced substantial growth over the years, reflecting its strong market position and effective management. When Suzanne joined, the dealership had only 35 employees; today, it employs over 180. This expansion necessitated investments in infrastructure, including a 52,000 sq. ft. off-site service facility and a two-acre vehicle storage lot. These expansions allowed for the showroom to be significantly enlarged, showcasing a wider selection of vehicles.
Despite operating in one of the most competitive and diverse markets in the country – Long Island, with 11 Mercedes stores in close proximity – Helms Bros. Mercedes dealer has thrived. Suzanne acknowledges the diversity of the market as an asset, stating, “It’s also one of the most diverse markets in the country. But you can’t be afraid of that. You have to embrace it.” This embrace of diversity is reflected in the dealership’s workforce, which includes a wide range of backgrounds and perspectives.
Navigating the Future of the Automotive Industry
Looking ahead, Helms Bros. Mercedes dealer is keenly aware of the evolving automotive landscape, particularly the rise of electric vehicles (EVs). Doug expresses, “My biggest concern is where the industry is going with electric vehicles. It’s not going to happen overnight, and no one really knows how it will play out. But if they take off, we’ll have to change a lot of what we’re doing.” The dealership is proactively considering the implications of EVs on service, infrastructure, and customer preferences.
While preparing for future shifts, Helms Bros. Mercedes dealer remains focused on its core values: customer experience and profitability. Suzanne emphasizes the importance of value, “You have to believe in your value story. You can have the profitability if you’re building the value of what you offer. And we control that story.” By focusing on the overall customer experience, investing in employee development, and adapting to market changes, Helms Bros. Mercedes dealer is well-positioned to maintain its legacy of excellence and continue serving the Long Island community for years to come.
Conclusion
Helms Bros. Mercedes-Benz stands as a testament to the enduring success of family-owned dealerships that prioritize both people and progress. From its early days as a Studebaker franchise to its current leadership in the luxury automotive market, Helms Bros. Mercedes dealer has consistently adapted, innovated, and invested in its employees and customers. Their story serves as an inspiring example of how a dealership can thrive in a competitive environment by embracing change, fostering a positive culture, and focusing on delivering exceptional value. As the automotive industry continues to evolve, Helms Bros. Mercedes dealer is poised to navigate the future with the same dedication and vision that has defined its remarkable past.
