Houston restaurant gift certificate

The popularity of oversized SUVs is attributable to the proliferation of big-box retailers. How else is a person supposed to carry home a year's supply of toilet paper for a family of five? As symbiotic as the two are, both SUVs and big-box retailers are a matter of contention. SUVs are often frowned upon as polluting, gas-guzzling superfluous vehicles. And although big-box chain stores save consumers money, they are frequently accused of eradicating the small town retailer.

So what happens in the powersports industry when what was once a diminutive mom-and-pop shop flourishes to the point of expanding into the discarded edifice of a defunct big-box retailer? Does the family-owned business become a powersports Godzilla, stomping on smaller dealerships while rampaging its way to more profits?

In this case, absolutely not.

When Renton Motorcycles (RMC) moved into its 120,000 sq. ft. structure in Renton, Washington, last year, there was uncertainty about how to utilize the cavernous location. The ultimate decision to "support the sport" was not only a righteous one, but also more advantageous when compared to the other choices.

"Our first idea was to put motorcycles in about half and sublease the other portion of the building," recalls co-owner Bob Lanphere Jr. "We had a bowling alley that wanted to come in, we had a basketball deal that wanted to come in, and I thought, 'Other than the rent they're going to be paying, it's not going to boost our business with our customers.'

"So then, through the process of negotiations, we decided not to do that, and instead built a racetrack and restaurant, which helps our motorcycle store in the winter when we're slow," he says.

MXers, Ovals & Eats

The dealership's Wide Open Indoor Sports Arena occupies 50,000 sq. ft. of the RMC building. Actual riding area measures 285 feet long by 135 feet wide by 38 feet high.

"It was designed to promote the sport of motorcycle racing, and to help sell motorcycles in the dealership next door," says arena manager/promoter Mickey Fay.

As a factory rider for American Honda from '79 to '83, Fay won his first flat track national at the Houston Astrodome in '79. He also raced for Honda in the original Superbikers of the early '80s. So Fay himself is a walking motorcycle racing promotion. He's also an obvious choice for designing and switching the track from a motocross layout to a flat track oval every two weeks.

"There's lots of dozer work," says Fay, via cell phone from the seat of a front loader. "It usually takes about 16 hours to switch tracks."

The arena is open seven days a week, eight hours a day. All-day practice sessions cost $25. Race admission is $25 for the first class and $15 for each extra class. Spectators, for their part, pay nothing to watch practices and $10 for race events.

The arena is equipped with air conditioning and vented for exhausting spent gases.

"It's a real nice place," says Fay. "You can see everything from the bleachers. It was a real brainstorm on Bob Jr.'s part; he put his heart and soul into it." The bleachers seat 1,000.

At the first pro minibike race last winter a $6,000 purse was offered and the event sold out.

"We get a variety of riders--not just the wannabe Supercross heroes, but a lot of average Joes who just want to come in and have a good time and still get up and go to work the next day," says Fay.

Summertime weather slows activities around the arena, but the cold wet Washington winter creates more than just arena admission proceeds.

"Last winter I witnessed several guys come in here and ride, bust their motorcycle or get frustrated, push it next door, and 40 minutes later come back with a brand-new one," says Fay.

Another revenue source for the dealership is the Full Throttle Cafe & Lounge, which separates the business from the racetrack. From one end of the cafe patrons can sit and watch goings-on in the showroom, and from the other end catch who's practicing their double-jumps.

The 180-person-capacity cafe features diamond plate decor, Honda Shadow 1100 bar stools, a tasty menu, a full service bar, VIP and conference rooms, and satellite television.

"On the weekends, when people bring their bikes in for service, I have a big banner downstairs inviting people in for breakfast so they can eat while their bike is getting fixed," says restaurant manager Ken Lebeck.

Lebeck also gives new bike purchasers a $20 gift certificate as incentive to return, and hopefully bring a few friends.

Automotive Persuasion

In addition to RMC, Bob Jr. and his father, Bob Sr. (see "Bob 'The TrailBlazer' Lanphere"), own a handful of car dealerships. They have applied their automotive expertise to their powersports business.

"We took our car experience and the systems we've generated in the car business in how we take care of our customers, and moved it into the motorcycle industry. Now we have the space that gives us the luxury to spread out everything like a shopping mall experience," says Lanphere Jr.

"The customers really love the attention they get, and we don't leave anything unturned," he continues. "We take them through the process from write-up to delivery while giving them the opportunity to make decisions along the way of the purchase, which makes it easier when they get to F&I because the paperwork is done. And when they get through with F&I, the bike's outside, clean, full of gas and ready to go."

RMC's interior is distinctly motorcycle, but its design and customer flow also has an automotive influence.

"We built an 'in only' and 'out only' in our parts department so customers have to go by the cashier/ reception area. That's part of the reason why we put in the helmet and coat check-in, because if they come out of the parts department with a helmet, we want to make sure it's ours and that it's paid for. If it's theirs, we want to give customers the ability to check it in and not lug it around," says Lanphere Jr.

So which does he prefer: cars or bikes?

"Bikes are actually easier because most cars are purchased on a need basis, and it's not a very good experience for them because they have to buy a car. Whereas when they go in to buy a boat or motorcycle it's because they want to," says Lanphere Jr.

With an indoor racetrack, a restaurant and a Wal-Mart-sized showroom, Bob Lanphere's Renton Motorcycles will have Seattle area motorcyclists wanting to visit it for a long time coming. Wonder if they'll be driving SUVs when they do.

Sales Training Boot Camp

Earlier this year the managerial staff of Renton Motorcycles traveled to Wildwood, Georgia, and subjected themselves to four days of home-cooked Southern cuisine, a rigorous schedule of self-improvement and a good amount of sleep deprivation.

"We take a very nonconventional approach to our leadership program," says Paul Cummings. Cummings is president of World Wide Enterprises, which provided the training camp.

"The entire purpose of the program," says Cummings, "is to create a bonded team through leadership principles to have a more positive effect on their employees as well as their customers. It's a pretty unbridled program. I've had people describe it as boot camp with a smile."

Renton Motorcycles co-owner Bob Lanphere Jr. purchased the University Partnership program that allows any of his employees to visit the 550-acre campus as often as necessary for a three-year period. The program also includes on-site consulting and training, advanced closing workshops, new-hire training, telephone skills enhancement and a slew of other workshops and tools.

"I think what most people get out of our program is reclaiming that spirit of fun, excitement, energy, intensity and enthusiasm. So many of the people we are training get caught up in the structure of the business format that they forget to have a good time, and that's where most of the turnover comes from because people aren't enjoying their work," says Cummings.

Renton Motorcycles general manager Terry Stallcop was one of the first to attend the training camp. "Because in our dealership every department has a manager, and every department is responsible for the profit and loss in their department, the training created continuity between the departments. They are working more as a team now," he says.

According to Cummings, there's a significant difference between his training and that of his competitors. "So many times the training stops three days after the event because people don't implement it," he says. "That's why our program is called Sustaining Excellence. We're the only company in the industry that is dedicated to teaching management people how to implement the process."