Larson Ford’s 70-year run in New Jersey is uncommon in an industry dominated by consolidation. The dealership has maintained its independence despite the rise of internet sales, AI-driven transactions, economic obstacles, and increasing competition from direct-to-consumer brands and unauthorized brokers.
Rob Larson, President of Larson Ford, joins us on today’s Inside Automotive episode to discuss how his family’s business adapted to these challenges by adopting new technologies, expanding mobile services, and fostering a staff culture with high retention rates. He believes this strategy will continue to steer the dealership’s growth into the future.
Adapting to technology shifts
Larson says two major technology shifts have defined his time running the dealership:
- The first was the internet: Having grown up around technology, Larson says the dealership adapted quickly, building an internet sales department early on, and learning how to communicate with customers online.
- The second shift is AI: it’s already underway and working its way into nearly every part of the operation. Larson says his managers use AI as a daily, built-in advisor. Meanwhile, more customers are using AI to research their next vehicle purchase. Rather than resist the trend, Larson’s approach is to lean into it.
AI now handles recall outreach and other routine messages at the dealership, but Larson says his team still prefers a live conversation for scheduling to keep customer relationships personal.
Mobile service and pickup and delivery
Currently, Larson Ford operates five mobile service vehicles, each equipped slightly differently to handle a range of repairs. Larson said the fleet covers the dealership’s market for now, though he expects to keep growing it as demand increases.
"You have to offer your customers more convenience if you want to survive and grow."
Customers scheduling service can choose between mobile service or bringing their vehicle in. Larson notes that mobile service has now become the dealership’s most popular option. Additionally, he notes that pickup and delivery have also performed well. Beyond convenience, Larson said the mobile trucks double as a marketing tool, which draws neighbors’ attention when they arrive to make a repair at a customer’s home.
Facing pressures head-on
Rising vehicle prices remain one of the biggest challenges Larson sees across the industry, with the average transaction price now sitting near $50,000. As a Ford dealer, he said the discontinuation of cars and smaller SUVs has made it especially difficult to serve first-time buyers under 30, a demographic he sees increasingly priced out of the new-car market.
Larson said he anticipates relief shortly, as he intends to travel to Las Vegas for a Ford product unveiling. He said while there, he expects new vehicles designed to attract entry-level buyers again. As previously reported by CBT News, Ford has indicated a wider focus on affordability throughout its range, including a midsize electric pickup expected to launch around 2027 at approximately $30,000.
“There’s going to be a lot of different factors that are going to have to come into play to help change that,” Larson said, “but I’m confident it will.”
The pricing squeeze has also reshaped what customers are willing to consider. Larson said shoppers priced out of new vehicles are looking harder at used inventory, though tight supply is limiting those options too.
Beyond affordability, Larson pointed to a handful of factors he’s watching closely heading into the back half of 2026. Interest rates and product availability top the list, along with the broader economy and consumer buying power, all of which he said carry real weight for a dealership’s bottom line.
Direct-sales startups and brokers also continue to challenge the franchise system. Larson says he stays closely involved with his state trade association (NJCAR) to help protect it. The fight against unauthorized brokering will require a unified response from dealers, he says, as automakers have warned dealers against violating franchise agreements by working with brokers. Larson said the stakes go beyond his own store, pointing to the tax revenue and community investment dealerships bring to the communities they serve.
Building toward the next generation
Growth is on Larson’s mind, both in terms of expanding the business and potentially passing it on. He has two sons, ages five and seven. For now, Larson wants them focused on school and sports rather than the family business. Acquiring additional stores is also part of his thinking, as he said scale will matter if his sons eventually want to join the business. Nonetheless, he expects to look seriously at expansion in the next few years.
Running a successful dealership, Larson says, comes down to a willingness to adapt without losing sight of what built the business in the first place. He credits that mindset for carrying Larson Ford through 70 years and three generations, and into the future.
