Connect with us

Case Studies

Drug Detectives: Dr Andrew Nathaniel And Andreas Roussos

Two partners use innovative new technology to develop and market a unique world-first drug detection product.

Juliet Pitman



Dr Andrew Nathaniel And Andreas Roussos of Drug Detectives

It was while working as a forensic expertin the South African police force that Dr Andrew Nathaniel first conceptualisedthe idea for a product that is now taking the international market by storm.Drawing on his extensive experience in criminal forensic medicine he saw a gapin the market for a quicker, more effective drug test than the traditionalurine test used during police investigations.“In those days we used to take urinesamples from the body and send these to the lab to see if there was anythingdrug related to the crime that the police were investigating, but it took anawfully long time waiting for the results to come back. This delayedinvestigations considerably. In addition, we had to tell the lab which drugs tolook for because testing for drugs is very expensive. All we had to go on wasthe crime scene itself and the victim’s history,” he explained.

Using the ‘rape kit’ model, Nathanielformulated a product called Drug Detective in 1996. The first of its kind inthe world, Drug Detective is an over-the-counter kit that is easy to use anddelivers an instant reliable result in a matter of minutes. “What’s great aboutit is that it doesn’t use urine, blood or saliva samples – all you need is toswab an area using the special tools provided in the kit and they will detectthe most miniscule traces of drugs (nano grams) – all that’s required is tenbillionth of a gram,” he explains. This unique feature has opened up a worldof opportunities for the product. “It means you don’t need to get someone’spermission to take a blood, saliva or urine sample in order to test for drugs.You can test surfaces, eating utensils, cell phones, steering wheels, computerkeyboards, solids, tablets, liquids, powders, resins and clothes – the list isendless,” Nathaniel explains. “Because it’s so simple and so reliable,anyone who can read and follow instructions can use it,” he says. Drug Detective is set apart from othertesting methods because it eliminates the need for special equipment,same-gender sample collectors and complicated training involved in urine andoral testing methods. “The test is also very difficult to adulterate,” explainsNathaniel, “so it provides extremely reliable results.”

Product development

With financial investment and input frombusiness partner Andreas Roussos, Nathaniel has been developing Drug Detectivefor the past five years, fine tuning the kit to ensure that it meets, and canadapt to, changing market needs. “I got together with other biotechnologistsand we developed the basic kit which has remained pretty much the same but overtime it has been improved,” says Nathaniel, adding, “We invested a lot of timeand money into the final stages of research and patented the methodology.”

The Drug Detective kit comes with fourcomponents – a tube filled with a special chemical composition that extractsthe drug, a collection tube, a swiper and the device that shows the result.“Drugs obviously come in different forms and the way you use the kit’scomponents differs depending on the form the drug or suspected drug is in. Soyou can conduct surface testing for invisible drugs, or test actual pills,plants, powder or paste to see if they are illegal drugs. A spatula can be usedfor pastes and a swiper sponge for surfaces. Then you apply the chemicalcomposition which extracts the drug and strain the fluid into the collectiontube. The collection tube becomes a dropper and you drop some of the fluid ontothe testing strip. A positive result will show no lines next to the drug,”explains Nathaniel. Each testing strip has a control line toensure that the test has been properly conducted, and can be used to test forcocaine, marijuana, methamphetamine, methodone, opiates and amphetamines.Nathaniel adds that research and development is ongoing: “We can modify the kitto test for different drugs, depending on which ones are most prevalent at aparticular point in time. This means that we can tailor it to the needs ofspecific countries. In South Africa for example marijuana and mandrax arethe big drugs, in other countries the drugs used may be different.”

Accessing& educating the market

Although the product was initiallydeveloped with the law enforcement market in mind, Nathaniel explains that itquickly became clear that other markets existed as well. “The market is massivebecause of the different avenues it can be used in. There are markets inprivate individuals, employers, schools, law enforcement agencies, drugrehabilitation centres, probation centres, airport officials and club and barowners.”

Compared with urine testing, the producthas unique advantages, as Nathaniel explains. “There are many shortfalls inurine testing. It’s easy to falsify a urine test which means that when you takea sample, you have to have an official physically present while the person isurinating. Also, urine testing can’t test for the small amounts of drugs thatDrug Detective can. The product is more sensitive than laboratory machines thatcost millions. In addition, if you are a first time user your body metabolisesdrugs differently to if you are a habitual user – first time users won’texcrete as much of a drug as habitual users, so it might not show a positiveresult in a urine test.” To many, having a unique product might seemlike a recipe for landslide success, but as Nathaniel and Roussos explain, thecompany has had its fair share of challenges when it comes to accessing themarket. “It was precisely because the product wasso new and unique, that we struggled at first. The public didn’t know thatsomething like this existed so they didn’t know to ask for it, even though itis sold over the counter and listed in pharmacies,” says Nathaniel.

Getting endorsement

Roussos adds: “Urine testing has been usedfor a long time in law enforcement. It’s what people know and initially wefound that there was some resistance to change. But all that meant was that wehad to invest time and energy educating people about the product and getting itendorsed by external independent experts.” An important endorsement is the onerecently received from the Department of Education. “Drugs are becoming anincreasing problem in schools and educators need to try and stem not only theuse but the dealing of drugs as well,” says Roussos. The Department ofEducation was so interested in the product and how it can be used to achievethis goal that the Minister of Education recently gazetted it for use in SouthAfrican schools.” Nathaniel explains, “We also had to keepdriving home the reasons why the product was unique and better than traditionalurine testing methods – that it was non-invasive, didn’t need a sample from aperson and could be used to test surfaces, not just people, which means you cantarget drug dealers who don’t use, as well as drug users themselves.”

Gettinga distributor

There have been distribution challenges aswell. “Initially we got a distributor in Cape Town but that didn’t work as we’dhoped. There were problems with promotion and where the product was pitched, sowe looked abroad. The market for this product is enormous in the US so it madesense for us to partner with a distributor there,” says Roussos. By a stroke of good fortune, Drug Detectivewas approached by just such a distributor in 2007 who had seen the product onthe internet. “Our US distributor is signed up to distribute to the entireNorth America and most of Europe. We supply him with the product but eventuallythe idea is to produce it in the United States. “Based on the market research conducted bythis distributor, he indicates that he expects to do millions of dollars worthof turnover selling this product,” says Roussos. The distributor recentlyreturned from a trip promoting Drug Detective to the US military where itreceived a very positive reception. “The US departments have huge budgets whichopen up many more opportunities than those that exist locally,” he says. On the point of the local market, he adds,“Back in South Africa it’s been more difficult to break into the market but theproduct is currently being used by the police, the metro police, dog units andSars, amongst others. And we’ve had enquiries from various courier companieswho want to know if people are using their services to send sealed parcels ofnarcotics.”

Lookingto the future

The reception in the United States has beenvery promising and Drug Detective has tapped into a lucrative overseas exportmarket. Nathaniel and Roussos point out that the US market for Point-Of-Care‘drugs of abuse’ screening products, including the hospital and industrialsegments, totalled $110 million in 2000 and is forecasted to grow to $146million by 2006. “We’ve also had enquiries from many Arabcountries which can open up opportunities in the Middle East and possiblyAfrica as well,” says Roussos. “Ultimately we want to sell theintellectual property but that’s only down the line once we’ve established themarket,” he says.

Howto protect your invention

Who should register a patent? Anyone whohas created something new, inventive and useful. A patent should only be registered when the invention has been researched andconceptualised. The procedure to register a patent is: Filea provisional application for a patent, valid for 12 months in South Africa andover 160 foreign countries. Then, file a complete patent application within 12months of the provisional application in South Africa. Apply for patents ineach country where you wish to obtain patent protection. What is the timeframe from application toregistration? Up to 10 months. You need to publish the patent in the PatentsJournal. If after three months there are no objections, the Patents Registrarwill issue a Patent Certificate.What does it cost? A provisional patentapplication costs between R7 000 and R15 000. A complete application costs fromR10 000 to R20 000. Protection is usually granted for 20 years.

For more information, or email

Juliet Pitman is a features writer at Entrepreneur Magazine.

Click to comment

You must be logged in to post a comment Login

Leave a Reply

Case Studies

Starbucks Coffee Is All About Culture… For A Reason

CEO Howard Schultz reveals how Starbucks does it.

GG van Rooyen




Vital Stats

  • Player: Howard Schultz
  • Company: Starbucks
  • Market cap: $85 bn
  • Established: 1971 (Schultz purchased the brand in 1987)
  • Website:

When Howard Schultz was raising money for his first coffee shop called Il Giornale (later to be renamed Starbucks) he was finding it hard to land investors. The reason was simple: Schultz was trying to create a coffee culture where none existed.

The idea that the man on the street would pay a premium price for a cup of Italian coffee with a name he couldn’t pronounce seemed nothing short of preposterous. But that wasn’t the only reason people weren’t willing to buy into his idea. Schultz, you see, refused to talk like a proper capitalist. He kept emphasising the fact that he wanted ‘to do good’.

Related: How tashas Built A Recession Proof Business

Schultz recounted the trouble he had finding investors during a recent visit to South Africa for the local launch of Starbucks. He spoke at a Q&A session hosted by the Wits Business School.

“My wife was eight months pregnant at the time,” says Schultz. “Her father actually sat me down and said: ‘My daughter is pregnant, and she’s working. You have a hobby. You need to get a job.”’

But, as is so typical of entrepreneurs, Schultz persevered and eventually got the funding he needed.

“The first time someone gave me $100 000, I couldn’t believe it,” he recalls.

Since those early days (the shop opened in the mid-1980s), Starbucks has grown rather prodigiously. Consider the following: By the late 1980s there were 11 Starbucks stores that employed about 100 people. A few years later, in 1992, the company went public with a market cap of $270 million. Today, it has around 24 000 stores in more than 70 countries. And its market cap? A cool $85 billion.

While growth is good, it has a tendency to birth a ravenous monster that is impossible to satiate.

“We have to add $2,5 billion in revenue every year for the next five years just to maintain our current growth rate and satisfy Wall Street,” says Schultz. “And to do this, we will need to add 80 000 employees over the next 12 months. Essentially, we’re launching a new massive company every year.”

Yet, despite this, Starbucks manages to maintain its unique culture. Just as when Starbucks was a far smaller operation, it is known for stores manned by high-energy individuals who have a clear love for the brand. How has the brand managed this? Schultz attributes it to the following seven core principles.


1. Partners not employees

Howard Schultz’s father worked as a truck driver, delivering and picking up cloth diapers in the days before Pampers. When he slipped and seriously injured himself, he was summarily retrenched. Schultz wanted to create a very different company.

One of the reasons he didn’t adopt a franchise model was that he wanted to be able to offer each employee at least some stake in Starbucks.

When the company went public, each employee became entitled to a portion of their annual salary in the form of stock options. That is still the case today, which is why Starbucks employees are called ‘partners’.

“Success is best when it’s shared,” says Schultz. “At Starbucks, we always ask: What’s in it for our people? Starbucks is accused of being great at marketing, but it spends very little on marketing. It’s all about the experience we offer in the stores.

Managers and leaders must do everything to exceed the expectations of our people so that they can exceed the expectations of our customers.

Related: Howard Blake Stays Hungry With His Innovation Strategy

2. Regular interaction

The management of Starbucks does everything in its power to engage with employees regularly.

“We travel extensively, and the amount of face-time management has with employees across the globe is really unusual for a company of Starbucks’s size,” says Schultz.

Schultz himself, for instance, sat down with each and every new Starbucks employee in South Africa during his recent visit.

Starbucks also has what it calls ‘Town Hall Meetings’ all over the world, during which management interacts with employees in an open and informal manner.

“We tell employees that they are free to speak up during these meetings without fear of retribution. We want honest opinions,” says Schultz.


3. Respecting (and cherishing) employees

Howard Schultz is a humanist at heart, and this is reflected in the culture of the company that he created.

“The universal language of Starbucks is a deep sense of humanity,” says Schultz. “Building a company is a lot like raising children. You are imprinting a company with a culture and a set of values. Now, if a child falls, what do you do? You pick it up and comfort it. You don’t scold it. You need to take the same approach in business.”

4. Protecting the culture

Being tolerant of failure, however, does not mean the same thing as indulging bad behaviour. In fact, Starbucks is fiercely protective of its culture, and it doesn’t tolerate bad behaviour.

“We teach employees that they have a voice, and that they should speak up when they see someone doing something wrong. You can’t enable bad behaviour because it will erode a company’s culture.”

Related: Don’t Let Expansion Ruin A Great Company Culture

5. Spending money on employees

According to Schultz, the management teams of most large companies would be horrified to discover the amount of time and money spent on Starbucks employees.

“We have been very innovative with technology, and we have created a massive digital eco-system. Interestingly, though, we spent as much time and money focusing on the things that were employee-facing as the ones that were customer-facing.”


6. Rewarding the right things

Schultz famously stepped away from the role of Starbucks CEO for around five years, and during that time the culture of the company quickly deteriorated.

“The company lost its way. The people who were managing the company — who were all good people — were measuring and rewarding the wrong things. Things such as profit and stock price became the focus. In any business, you need to continuously ask: What is our core purpose for being? Otherwise you lose your way.”

Schultz believes that his big mistake was not selecting a successor from within the culture. When he eventually retires, he intends to choose someone from within the operation who is in touch with the culture of the brand.

7. Being human

The film Fight Club famously depicted Starbucks as the epitome of the faceless corporation taking over the globe, but the company is actually quite unique in its willingness to speak out and engage with people on a social (and even political) level.

“We are very outspoken as a company. We feel that we live in a time where the rules of engagement have changed. What I mean by this is that we need to do more for the communities that we serve. The question we ask ourselves is: What is the role of a for-profit public company? Looking at this question has resulted in us taking on social issues such as same-sex marriage, gay rights, gun control and racism.”

For example, Starbucks recently unveiled its first store in Ferguson, Missouri (which has been plagued by racial unrest) as part of a plan to support efforts to rebuild and revitalise communities.

Read next: 5 Inexpensive Ways to Create a Company Culture Like Google’s

Continue Reading

Case Studies

How Merchant Capital And Retroviral Were Built To Sell

Entrepreneur chats to Dov Girnun of Merchant Capital and Mike Sharman of Retroviral. We explore why their companies attracted funders, and how the relationship can be used to grow their businesses.

Nadine Todd



Prev1 of 2

The Tech Based Business

Know your business’s numbers inside out, and don’t try to bluff your way through any questions that relate to numbers.


Vital Stats

  • Player: Dov Girnun
  • Company: Merchant Capital
  • What they do: Lending solutions for SMEs
  • Est: 2013
  • Investor: Rand Merchant Investment Holdings
  • Shareholding: 25%
  • Visit:

Less than two years into his business, Dov Girnun attracted the attention of Rand Merchant Investment Holdings (RMIH), a financial services investment company that includes the founders of FirstRand, Laurie Diepenaar, Paul Harris and GT Ferreira. These are no small industry players. On an investment level, they’re the funders who backed Adrian Gore when he launched Discovery and Willem Roos when he started OUTsurance.

How had Girnun found himself in the position to pitch to investors at this level? Months earlier, RMIH had launched a fintech incubator called Alpha Code. The idea was to find pre-revenue start-ups that would be the next game-changers. Their research brought them to Merchant Capital.

“We didn’t exactly fit their mandate because we were already operational and profitable,” says Girnun, “but they still really loved the business. They’d been researching the fintech space, and had recognised the potential in SME lending, which is our focus. They really wanted to invest, but at the time I was unsure if I wanted to dilute my shares further.”

Girnun already had an investor, the Capricorn Group, whose investments include Hollard, Nandos and Clientèle, and until this point he’d been careful to maintain his shareholding. His relationship with Capricorn was excellent, as the investment team added huge strategic value to the business over and above capital, and so he hadn’t been actively seeking additional funding.

And then a new opportunity presented itself. “We realised we have golden data on the SME space. How could we cross-sell to our base and monetise that data? We started chatting to RMIH, who were aligned to our thinking.

“Once I realised the value RMIH could add to our business, my whole perspective shifted. Here was an investor that could potentially help me to build a billion dollar business. I’d be diluting shares, but building a much bigger pie.”

Related: Funding Growth with Dov Girnun

The price of equity

Girnun is referring to the investment lesson that equity is cheap early on, and very expensive later, when a funder holds more shares of your business than you do. If you look for funding later, your valuation is higher, you’ve got a proven track record, and the same amount of money secures fewer shares. Sell too early, and the exact opposite happens.

This had always been Girnun’s view, but an understanding of how far the business could potentially go with RMIH’s backing was changing his mind.

There was just one challenge. While RMIH’s investment team loved Merchant Capital’s business model, investments need to be signed off by the board, which meant Girnun and his co-founder Daniel Moritz, needed to pitch to them in person, so that they could see their energy, passion and vision for Merchant Capital.

Serious, seasoned investors don’t make this easy. They need to see your passion, and how well you understand your business. They’re not there to make the experience easy.

“Even though I knew they were interested in my business, I still found the experience extremely daunting. There were very few introductions, handshakes or jokes. I was expected to launch into my pitch, and I knew that even though I had been given 20 minutes, the first two minutes would be the deciding factor. If I didn’t grab their attention in that time frame, they wouldn’t be investing in me and my business.”

Tapping into investor concerns

“I had just returned from the Endeavour international selection panel in San Francisco, and I think this played a major role in the success of my pitch,” says Girnun.

“One of my judges, a hugely successful venture capitalist from Sillicon Valley, really explained the significance of the elevator pitch to me. Imagine you’ve gotten into an elevator with the CEO of Goldman Sachs, he said. If you’re lucky, you’ve got seven floors to get them interested enough in your business to want your card, and maybe even a meeting. They can’t possibly learn everything about your business there and then — they just need enough for their interest to be piqued.

“Because you don’t know how much time you have, or who you’ll be talking to and what their area of expertise is, you can’t just learn a pitch off by heart, and you certainly shouldn’t have a power point deck that you rely on. Both are very bad ideas. Instead, you need to know your business so well, inside and out, that you can tailor your pitch to the person you’re talking to, based on what they care about.

“Because of this piece of advice, I was able to tailor the first two minutes of my pitch to the RMIH board and what they care about. If I grabbed their attention, I’d be able to hold it for the next 20 minutes, which actually ended up being close on two hours. If I hadn’t, we would have politely shaken hands after 20 minutes (if not earlier), and been on our way.”

It’s a simple, but incredibly important lesson: Know your business’s numbers inside out, and don’t try to bluff your way through any questions that relate to numbers.

“You have to know your unit economics — are you able to distill the essence of your business economics on the back of a napkin? You need to know the high level stuff and the minute details, and they all have to be at your fingertips. If they aren’t, you have no business trying to sell your company or attract investors.”

Related: Bootstrapping Is Much More Fun Than Investors

Prev1 of 2

Continue Reading

Case Studies

How AutoTrader Anticipated Change

AutoTrader South Africa is an online behemoth, boasting more than three million visitors each month. Not that long ago, though, the brand faced the very real possibility of extinction.

GG van Rooyen




Vital Stats

  • Player: George Mienie
  • Company: AutoTrader South Africa
  • Established: 1992
  • Visit:

Key learnings

  • Trends are out there to be identified. Being caught unprepared is unacceptable.
  • Change needs to be tracked through the use of a measurable KPI.
  • Don’t be afraid to act pre-emptively.
  • Do research. Know your customer.
  • Create an unprecedented user experience.

By the mid-2000s, it was becoming clear that the world was changing. The internet was going mainstream, placing massive pressure on industries that only a few years earlier had seemed untouchable.

The print industry in particular was coming under threat, with readers moving to the internet for information. Things didn’t change overnight, though. The general decline in readership was steady but quite slow.

Like a frog sitting in a slowly-heated pot of water, it was all too easy to ignore the evidence. AutoTrader South Africa, however, was not willing to accept death by attrition.

Related: Fake It ‘Til You Make It: How These 10 Entrepreneurs Did Just That

Measuring change


“When it comes to the digital realm, you can never complain that some development impacted you unexpectedly. The writing is always on the wall, provided you’re taking notice,” says AutoTrader CEO George Mienie.

Long before the global shift to digital mediums started to affect AutoTrader in a real way, the company began to prepare for the inevitable.

“We knew it was coming. The shift to digital was already starting in places such as the US and Europe,” says Mienie.

“We also knew that we needed to measure this shift in a reliable way. When it comes to managing difficult change, you need a KPI that you can reliably measure.”

Comparing unique users of a website to the circulation of the magazine wasn’t reliable enough, since it was impossible to truly know how many people had used any given copy as a reference when shopping for a vehicle. Some other KPI was needed.

“We settled on leads to dealers. We wanted to track how many people had actually contacted vehicle dealers thanks to the magazine, versus how many had contacted a dealer because of the website,” says Mienie.

Finding a KPI

Tracking website leads and comparing them to magazine leads sounds like a simple idea, until you actually start to think about it. If it’s hard to know how many people used a single copy of AutoTrader as a reference, how do you figure out how many leads the mag has generated? It was a conundrum.

Tracking leads on the website would be easier, provided you were willing to harm the user-friendliness of the site. AutoTrader wasn’t willing to do this.

“We could track website leads by forcing every user to fill in some kind of form before gaining access to a dealer’s details, but we weren’t willing to do this,” says Mienie.

“Today, the average user spends a phenomenal amount of time on our site. A typical visit lasts 12 minutes, and we believe this is because our site is easy to use. While KPIs are important, they shouldn’t come at the expense of the user. Everything should be done to make the experience for the client or user as pleasant as possible.

“With this in mind, we give our software engineers a lot of freedom. They don’t need to seek permission to improve the site. If they’ve been working on something that they think will improve the website, they can run with it. You never want bureaucracy to stand in the way of improvement.”

Related: 11 SA Entrepreneurs on What They’ve Learnt About Managing Staff

An innovative solution


In order to effectively measure leads from both AutoTrader magazine and the website, the company came up with a very elegant solution called Call Tracker.

The solution was so elegant and transparent that even regular consumers of AutoTrader probably wouldn’t have noticed its existence.

How does it work? The number that you find for any given dealer in the AutoTrader magazine or on the website was not the same as the regular number of that dealer, although, the number was dedicated to a dealer.

Instead, it is a technology that redirected the call through the company to the dealer. Thus, giving AutoTrader the ability to measure leads via phone to the dealer, which was the most-used way in which consumers got in touch with dealers in those years.

Importantly, the company regularly placed a different number for specific dealers on the website and in the magazine, meaning AutoTrader could track exactly which platform a lead was generated from, and give the dealers useful insights into his/her dealership’s response.

AutoTrader had in essence created a reliable but simple KPI, using sophisticated technology at the time, that could be used to track consumers’ migration from print to digital.

The watershed

As mentioned, the migration of users was fairly slow. AutoTrader had started monitoring the trend in 2007, but it wasn’t until 2013 that the website took over from the magazine as the core focus of the business.

In the mid-2000s, the company had printed around 230 000 magazines each month, and managed to sell 55% of those on a regular basis.

Today, it sells about 30 000 magazines a month. However, as magazine sales have declined, the number of visitors to the website has skyrocketed, with more than three million visitors to the website every month, opening more than 40 million pages.

Related: 5 Wrongheaded Attitudes Stunting Your Growth As An Entrepreneur

New competition

The migration of AutoTrader magazine advertisers (sellers) and consumers (buyers) to the website wasn’t guaranteed. Getting buyers and sellers of the magazine to embrace the AutoTrader website required hard work.

“As a magazine, we had a big advantage: Potential competitors were faced with very high barriers to entry. We had the capability to compile a 600-page magazine, print it and distribute it weekly. Any new competitor would have found it hard to match us,” says Mienie. “The internet, however, obliterated those barriers. Suddenly it was much easier to compete with AutoTrader.”

AutoTrader wasn’t afraid to pre-empt the digital shift. “You need to be willing to eat yourself. One of the things we did was to place the website prominently in the magazine, knowing that it would eat into sales. We had to take a short-term hit, but we knew that we would benefit from it in the long term.” The company also placed a huge emphasis on the user experience.

“You need to be the best,” says Mienie. “You need to lead the charge and be first to market with every new development. You also need to know and respect your consumer and dealer. We believe in creating a site that is easy to use and offers more content than you’ll find anywhere else. We also make it a priority to know the consumer’s car-buying journey and car sellers’ needs.

“But, the game is changing again, fewer and fewer consumers are using the phone, and to an even lesser degree email, to get in touch with dealers. Our research over the last year shows that more than 52% of car-buying consumers don’t phone or email a car dealer, but simply take the address and visit the dealer directly.

“When it comes to managing great change within a company, research is incredibly important. But just doing research isn’t enough you need to use it effectively. The temptation exists to hog research because you don’t want competitors to get hold of it. That doesn’t work. We know exactly how much time the average consumer spends studying vehicles before buying a new car. We also know how much of that time is spent online (15 hours), and how much is spent in the physical world visiting dealers (14 hours), and this trend is shifting rapidly toward less time in the physical world and more time searching online, which means the consumer has pretty much made his choice before he leaves his screen. We give that info to our salespeople, who in turn give it to our clients (car sellers). Information needs to be disseminated.”

Continue Reading



Recent Posts

Follow Us

We respect your privacy. 
* indicates required.