In a recent LinkedIn post, Ed Ewer shares a frustrating personal experience detailing a significant breakdown in customer service and sales continuity, using his attempt to purchase a car as a case study. Ewer uses the anecdote to highlight critical issues within sales processes that he believes are costing businesses potential sales and damaging their reputation.
The ordeal began when Ewer found a car advertised online by Penton Motor Group. His initial interactions with the sales team quickly revealed a lack of product knowledge and poor follow-up.
“Salesman 1: couldn’t tell me much about it. Owners, history, service….didnt know a thing. Took my number, said he’d call the next day”
This initial lack of information and a missed follow-up call set the stage for a protracted and confusing experience. As Ewer recounts, when he finally re-engaged, he encountered further organizational challenges.
The Challenge of Sales Continuity
Ewer’s narrative underscores the importance of consistent customer experience. He describes being “poached” by a second salesman from his colleague, who was then unavailable due to leave. This internal handover, coupled with a misunderstanding about the vehicle’s availability, further complicated the situation.
“Salesman 2: takes my details, can’t find me on his system, informs me he’s poaching me from his colleague and that he’ll get me some answers but that he’s on leave for a couple of days.”
The situation continued to deteriorate over the following week, with Ewer eventually being informed that the vehicle required significant service and paint work, explaining its extended “prep” time. However, this delay was compounded by further staff changes and a persistent refusal to take a deposit, despite Ewer’s clear intention to purchase.
Staff Turnover and Communication Gaps
A key point Ewer makes is the impact of staff turnover and poor internal communication on the customer journey. He notes the surreal situation of dealing with multiple salespeople, including a permanent transfer within the group, while still being apparently managed by the original salesperson and potentially another.
“apparently since Tuesday my salesman has transferred to another dealership in the group permanently and so I’m now dealing with salesman 3, but also apparently with salesman 1 again”
This constant shifting of responsibility and lack of a single point of contact created a labyrinthine process for the potential buyer. Ewer, drawing on his own experience in the auto trade, expresses bewilderment at the apparent disorganization.
Rethinking Sales Engagement
Ewer explicitly questions the current sales approach he encountered, contrasting it with his past experiences.
“Having worked in the auto trade before I remember doing everything I could to secure a deposit on a vehicle and to generate a sale…what’s changed?”
He concludes his post with a direct critique of Penton Motor Group, identifying them as an example of disorganization and disinterest. Ewer argues that businesses must prioritize continuity, clear feedback, and proactive communication to secure sales.
In Ewer’s view, every inquiry represents a potential sale, and sales teams should operate with that urgency and professionalism. His experience serves as a stark reminder for businesses about the detrimental effects of fragmented customer journeys and the critical need for efficient, well-managed sales processes.
📝 About This Content
This article is based on insights shared by Ed Ewer on LinkedIn.
📅 Originally posted on August 14, 2026 | View original post on LinkedIn →