Anglers and Boaters Call on Youngkin to Move Menhaden Reduction Fishing out of the Chesapeake Bay

• National and regional groups launch effort to protect the health of the Bay and coastal economy

RICHMOND, VA, June, 14, 2022— The Marine Retailers Association of the Americas and a coalition of 10 national and 10 Virginia-based groups is urging Governor Glenn Youngkin to move menhaden reduction fishing out of the Chesapeake Bay. The recreational fishing community is concerned that years of localized depletion from the annual harvest of over 100 million pounds of menhaden in the Bay has deprived gamefish like striped bass, bluefish, and weakfish of a critical food source.

Organizations including the Theodore Roosevelt Conservation Partnership (TRCP), American Sportfishing Association, Coastal Conservation Association, Marine Retailers Association of the Americas, and the Virginia Saltwater Sportfishing Association (VSSA) are dedicated to maintaining the health of the Bay, the region’s economy, and the broader marine ecosystem in the Atlantic. The coalition, which represents thousands of anglers and conservationists from Virginia and beyond, sent a letter to Governor Youngkin today asking that reduction fishing for menhaden be moved out of the Bay until science shows that it isn’t having an impact on fish and habitat.


“Our members have witnessed years of decline in our striped bass, and we believe there is a causal relation to the menhaden reduction industry in the Bay,” says Steve Atkinson, President, VSSA. “Large-scale reduction fishing is outlawed by every other state on the East Coast, so it’s high time that Virginia took action.”

The striped bass fishery is the largest marine recreational fishery in the U.S., driving $166 million in recreational fishing activity in Virginia alone. However, the economic value of striped bass fishing to Virginia has declined by over 50 percent in the past decade.

“Industrial menhaden fishing in the Bay has almost wiped out striped bass fishing charters in the fall and winter,” says Bill Pappas, Owner, Playing Hookey Charters in Virginia Beach. “Nobody will book a trip when striped bass fishing is this bad.”

Science Points to Striped Bass Numbers Decline

According to the latest science, menhaden reduction fishing contributes to a nearly 30-percent decline in striped bass numbers coastwide. Omega Protein, part of Cooke Inc., is responsible for this immense menhaden harvest, which is harming the most important striped bass nursery on the East Coast and undermining the sportfishing economy and small businesses throughout the Commonwealth. It is up to Governor Youngkin and the Virginia Marine Resources Commission (VMRC) to implement commonsense regulations until science demonstrates that menhaden fishing can be allowed without negatively affecting the broader Bay ecosystem.

“Boating and fishing in the Chesapeake Bay are primary drivers of business for boat dealers across Virginia and largely depend on a robust menhaden population and strong striped bass fishery,” says Chad Tokowicz, MRAA Government Relations Manager. “For that reason, the MRAA and our Virginia members hope that Governor Youngkin will support small businesses and the state’s outdoor recreation economy by ending menhaden reduction fishing in the Chesapeake.”

A Call for Change

Local and national groups are calling on their Virginia members, as well as boaters and anglers across the East Coast, to push for change.

“Virginia has an immense responsibility to the Bay ecosystem and anglers up and down the East Coast, where recreational fishing for striped bass is a way of life,” says Whit Fosburgh, President and CEO, TRCP. “We’re making sure that there is national attention on this effort to move menhaden reduction fishing out of the Bay, an iconic fishing destination in its own right, and working closely with fisheries managers in the Atlantic and Gulf to account for the critical role of menhaden in the marine food chain.”

See the petition that fishing and boating groups are circulating now through October, when the VMRC has an opening to change menhaden regulations.

Read the coalition’s letter to Youngkin.


Important Facts for Media:
     • Reduction fishing for menhaden is the industrial harvest of an oily baitfish that is then ground up and “reduced” for use in pet food and other products.
     • This practice contributes to a nearly 30-percent decline in Atlantic striped bass.
     • Virginia is the only East Coast state where reduction fishing for menhaden has not been outlawed.
     • A single foreign-owned company, Omega Protein, removes more than 100 million pounds of menhaden every year from the Chesapeake Bay, the most important striped bass nursery on the East Coast.
     • The striped bass stock has been struggling to recover for over a decade, affecting fishing opportunities and coastal businesses.
     • Anglers are complying with an 18-percent reduction in striped bass harvest, with more cuts expected this year.
     • Omega Protein would still be able to harvest menhaden in state and federal waters.
     • A coalition of 11 national and 10 Virginia-based groups is urging Governor Glenn Youngkin — and the Youngkin-appointed Virginia Marine Resources Commission — to regulate menhaden reduction fishing in the Chesapeake Bay.

About the Marine Retailers Association of the Americas
At the Marine Retailers Association of the Americas, we believe that for the marine industry to thrive, the retail organizations that interact with the boaters in their community must thrive. With that in mind, MRAA works to create a strong and healthy boating industry by uniting those retailers, providing them with opportunities for improvement and growth, and representing them with a powerful voice. For more information, visit MRAA.com or contact us at 763-315-8043.

Wake-Up Call: What’s Next for Marine Retail

“I haven’t sold a new boat since December.”

That’s the raw, unfiltered voice of a dealer from MRAA’s June 2025 Pulse Report — and it’s not an isolated story. Across North America, dealers are sharing similar frustrations. Aged inventory stacking up. Interest payments ballooning. Leads going cold. Promotions not working. Service departments stressed and staff morale slipping.

One dealer called June “the worst month we’ve had since 2008.” Another said, “It’s not just sales that are soft. Customers aren’t even using their boats.” Still another warned, “We might have to lay off techs for the first time in years just to make it through the winter.”

If it feels like everything is harder right now, it’s because it is. And I don’t believe we’re talking enough about the magnitude of what we’re facing.

This isn’t just a typical slowdown. This isn’t just a soft market. This is a convergence of forces that are fundamentally reshaping our industry.

Sales are back at 2012 levels. Consumer expectations have radically changed. From showroom to service, customers expect mobile-first, digital-first, always-on experiences. Meanwhile, the speed of technology is accelerating faster than any of us can keep up with. AI, agents, automation, data, personalization — these aren’t tomorrow’s tools. They’re shaping the buying journey right now.

And here’s the hard part: Many dealers are too busy just trying to get through the day to notice how quickly the ground is shifting beneath them.

That’s not a criticism. It’s an acknowledgment of the brutal pressure you’re under. But it’s also a wake-up call. Because if you keep your head down much longer, you may look up one day to find that your business model, your value proposition, even your relevance, have been left behind.

I say this with great humility and empathy and after talking this through with dozens of dealers and manufacturers who are validating the realities we face. Their request is simple: “Tell me how to respond.”

On the flip side, I wouldn’t be writing this column if I thought the situation was hopeless. When faced with change of this magnitude, the surest path to failure is inaction, and the dealers first to adapt to today’s realities and customer expectations can create a huge competitive advantage.

As your dealer association, it is our job not just to advocate for your business, not just to provide you with programs and services, and not just to offer you education. Our job is to look out over the horizon, identify what’s coming at you and ensure that we set you up so that you’re aware of the trends that will impact your business and so that you can build resilience and adaptability.

Keeping watch on the future of our profession gives us an incredible opportunity to deliver those programs, services, advocacy and education with deep insights from dealers just like you. And what I can tell you is that the pain dealers are experiencing isn’t hypothetical. It’s happening now. And I believe the most important thing I can say in this moment is this:

Dealer Week 2025 is the program your business needs right now — because it was built entirely by and for dealers who are living this disruption.

Let me explain what I mean. When we sat down to design this year’s Dealer Week — which takes place December 7-10 in Tampa — we didn’t start with content ideas. We started by asking dealers one question: What are the most important challenges you’re facing today?

We collected their answers. We listened to their frustrations. We studied MRAA’s Pulse Reports. We mapped the major shifts dealers are trying to navigate. And then, we worked with our team of education advisors, subject matter experts, and curriculum designers to build a dealer-driven playbook that tackles those challenges head-on. Here’s a sampling of what it looks like:

With slow sales and shrinking margins, Dealer Week will teach you how to reverse-engineer your sales process, reconnect with high-quality leads, and negotiate deals based on trust and value — not price cuts. In today’s environment, your sales and marketing must work smarter, and sessions like “Reverse Engineer Your Sales Outcomes,” “Negotiate Win-Win Watercraft Deals” and “Stop Missing Marketing Opportunities” will give your team real tools they can use the moment they get back to the dealership. To accentuate the focus on helping you drive sales, Dealer Week is offering an all-day, pre-conference Boat Show Bootcamp to help you start the model year out on the right foot.

Customers are showing up in your dealership with more knowledge and more skepticism than ever before. They want self-service, instant answers, and seamless online-to-showroom transitions. At Dealer Week, you’ll learn how to build a customer journey that matches today’s expectations, not last decade’s. Sessions like “How to Market and Sell to a Changing Boat Shopper in the AI Era,” “Rethink Dealership Operations for a Loyalty-Driven Future” and “Get WISER: 33 Ways to Improve CX” are designed to help you evolve your approach and build a loyalty machine instead of a leaky funnel. Dealer Week’s Opening Keynote by world-renowned author and retail expert Doug Stephens will lay the foundation, provide insights into the forces threatening your business and offer you practical models for evolving your go-to-market approach.

The stress of the current climate is wearing teams down. Service is slipping. Accountability is unclear. Dealer Week’s Leadership Pathway offers tools for resetting your team’s mindset, culture, and clarity. “See It, Solve It” will help you rebuild ownership and accountability. “7 Levers to Boost Efficiency and Margins” will help you lead your business through uncertainty with confidence.

These are but a few of the key takeaways you’ll gain at Dealer Week. And, importantly, they aren’t just about theory: You’ll gain direct access to real-world tools, templates, worksheets and frameworks — all designed to help you fix what’s broken, sharpen what’s working, and prepare for what’s next.

You’ll also get time: Time to lift your head up, get out of the weeds, and reconnect with people who are walking the same road you are. You’ll meet other dealers who are asking the same questions and find answers you didn’t even know you needed.

This isn’t just another slowdown. And Dealer Week isn’t just another conference.

This is a once-in-a-decade inflection point. And the absolute worst thing you could do in response to it is to go alone. Dealer Week is the one place — the only place! — in this industry where you’ll find the comprehensive strategy, insight and community to help you face it with confidence.

If you want to get ahead of what’s coming … If you want to lead your business through this and not just survive, but grow … You need to be at Dealer Week.

Navigating the Waters of Used Boat Sales

• How Marine Dealers Are Performing in 2025

By Rob Grant, Associate Director of OEM Business Development, Lightspeed, an MRAA Strategic Partner

As the boating industry continues to evolve, marine dealers are finding new ways to stay afloat in a competitive market. A recent study by Lightspeed Data Services sheds light on how used boat sales, specifically for models from 2015 and newer, have shifted between the first half of 2024 and the same period in 2025. The data reveals key trends in dealer performance, unit margins and overall sales volume, offering valuable insights for Original Equipment Manufacturers (OEMs), dealers and industry stakeholders.

Rising Sales, Shifting Margins

One of the most notable trends is the increase in total unit sales. In the first half of 2024, dealers sold 4,769 used boats. That number jumped to 5,560 in the first half of 2025, a 16.6% increase. This growth suggests strong consumer demand and possibly improved inventory availability.

However, while sales volume rose, unit margin percentages saw a slight decline. In 2024, average unit margins ranged from 10.41% to 12.71%, peaking in May. In 2025, margins were slightly lower, ranging from 9.44% to 11.86%, with the highest margin occurring in March.

Used Boat Sales
Image courtesy of Lightspeed

This dip in margins may reflect increased competition among dealers, more aggressive pricing strategies or higher acquisition costs for used inventory. It’s a reminder that volume doesn’t always translate to profitability.

Dealer Count on the Rise

Another key metric is the number of active dealers participating in used boat sales. In January 2024, 213 dealers reported transactions. By June, that number had grown to 431. In 2025, the trend continued upward, starting at 218 dealers in January and reaching 472 by June.

Used Boat Sales
Image courtesy of Lightspeed

This growth in dealer participation could indicate a broader industry shift toward used inventory as a strategic focus. It may also reflect improved access to digital tools and platforms that streamline the sales process, making it easier for more dealers to enter the market.

Deal Count Per Dealer: A Mixed Bag

When examining deal count per dealer, the data shows a more nuanced picture. In early 2024, dealers averaged 1 to 2 deals per month. By mid-year, most dealers were consistently closing 2 deals monthly. In 2025, the pattern was similar, though January and February saw a slight dip to just 1 deal per dealer.

Used Boat Sales
Image courtesy of Lightspeed

This metric is crucial because it reflects dealer efficiency and engagement. While more dealers are entering the market, not all are increasing their transaction volume. This could be due to regional market differences, inventory constraints or varying levels of sales expertise.

What It Means for the Industry

The Lightspeed data paints a picture of a dynamic and growing used boat market. More dealers are participating and total sales are up, but margins are tightening. For OEMs and marine businesses, this means:

  • Inventory strategy matters: Dealers need to balance volume with profitability. Sourcing quality used boats at favorable prices is key.
  • Training and support are essential: As more dealers enter the market, providing sales training and digital tools can help boost deal count per dealer.
  • Market intelligence is a competitive edge: Understanding regional trends and consumer behavior can help dealers tailor their strategies for better results.

Looking Ahead

As we move into the second half of 2025, it will be interesting to see whether these trends continue. Will margins rebound? Will dealer participation plateau or keep growing? And how will consumer preferences shape the market for used boats?

For now, the data suggests that the used boat segment is not just surviving, it’s thriving. Dealers who can adapt to changing conditions and leverage data-driven insights will be best positioned to succeed in this evolving landscape.

For more market data insights visit https://www.lightspeeddms.com/resource-hub/data-services/ or contact us at sales@lightspeeddms.com.


About the Author

Used Boat Sales
Rob Grant

Rob Grant, Associate Director of OEM Business Development, Lightspeed, brings nearly 30 years of hands-on experience in the marine industry, with a deep understanding of both dealership operations and technology innovation. His career with Lightspeed began in 2000, after spending five years working inside two marine dealerships — both of which used Lightspeed software. That foundational experience on the dealership floor gave Rob an operator’s perspective, one that continues to inform his approach to business development and OEM collaboration to this day.

Throughout his 20+ years at Lightspeed, Rob has become a driving force behind efforts to streamline dealership workflows, improve RECT (Repair Event Cycle Time) and strengthen the connections between dealers, OEMs, and technology partners. His work focuses on making dealership operations more efficient, integrated and customer-centric — backed by his strong belief that technology should remove friction, not create it.

Today, Rob serves as a trusted advisor and advocate for marine dealerships across North America. He plays a key role in expanding OEM partnerships and developing smarter tools that help dealers better serve their customers. A frequent contributor to industry conversations, Rob is known for blending practical insights with a forward-thinking mindset — always keeping the dealer experience at the heart of his work.

Based in Utah, Rob enjoys boating with his family on nearby lakes and remains deeply committed to the continued growth and evolution of the marine industry.


Related Dealer Week 2025 Course: “Revitalize a Key Revenue Stream: Pre-Owned Boat Sales” with Jordon Schoolmeester.

Attention Dealers: Discover Boating Marketing Leadership Summit Offers You Exclusive Insights

• Special marketing event created for senior-level leaders at NMMA member manufacturers and MRAA members dealerships

NMMA is hosting a one‑day 2025 Discover Boating Marketing Leadership Summit exclusively for senior-level marketing leads at NMMA manufacturer companies and MRAA member organizations. Scheduled from 9 a.m. to 5 p.m., Monday, October 6, 2025 in Tampa, Fla., this invite-only event — held in conjunction with IBEX — offers attendees a unique opportunity to preview findings from a new consumer research study conducted by Ipsos on behalf of Discover Boating, powered by NMMA and MRAA.

Image provided by NMMA.

As a participant, you will gain access to actionable strategies tailored to today’s evolving marketing landscape, network with industry peers and trendsetters and connect with leading “brand builders, marketing innovators and trend forecasters” in the recreational boating sector.

Space is limited — reserve your spot today. RSVP by Friday, Sept. 19. NMMA and MRAA members can secure their place by contacting the email listed below. More details to come regarding the event schedule, speakers and panel experts.

Discover Boating Marketing Leadership Summit details:

  • Time: 9 a.m. to 5 p.m.
  • Date: Monday, Oct. 6, 2025
  • Place: IBEX, Tampa, Fla.

Read the NMMA’s original announcement, here. Have questions or need specific assistance? Please reach out to DBSummit@nmma.org.

Marine Industry Task Force Launched to Improve Refueling Safety & Education

The National Marine Manufacturers Association (NMMA) announced that it has created a special task force aimed at improving safety during boat refueling and enhancing education around recreational boat fuel systems.

Spearheaded by the Boating Industry Risk Management Council and the Boat and Yacht Certification Committee, the initiative brings together key stakeholders — including the U.S. Coast Guard, Marine Retailers Association of the Americas (MRAA), Tennessee Wildlife Resources Agency and the American Boat and Yacht Council (ABYC) — to evaluate current regulations, analyze field data and develop best practices for consumers, dealers and service technicians.

Refueling safety task force announced
“How To Refuel a Boat” video from the Discover Boating® “Top Safe Boating Tips” series, in partnership with Progressive® Insurance, is a helpful resource and industry tool to educate boaters about refueling safety.

In support of the effort, the NMMA has released a new Marine Fuel Systems Safety brochure, which is available for free download on its website. Experts from NMMA, including Scott Berry (VP of Engineering Standards), affirm that the goal is to bolster boater safety through awareness, regular inspections and preventive maintenance.

Read the NMMA Release

Connect with the MRAA Government Relations Team to learn more about this task force and marine industry advocacy.

Navigating F&I Success

Choosing the Best Financial Services Strategy for Your Marine Dealership

By Dom Zappia, National Area Director, RV and Marine at EasyCare, an MRAA Education Champion

Marine dealerships stand at a crossroads when determining how to handle their financing and insurance operations. This strategic decision significantly influences both revenue generation and customer relationships. By examining three distinct approaches to F&I management, boat dealers can chart a course toward optimal profitability and service excellence.

Navigating F&I Success - financial services strategy
Internal F&I operations deliver superior deal oversight and customer experience while generally producing the strongest profit margins.

Three Pathways to Marine F&I Success:

• Option 1: Customer-Directed Financing

Some marine dealers allow buyers to secure their own boat loans independently. This hands-off approach demands minimal dealer involvement but creates substantial missed opportunities. Dealers forfeit transaction oversight, abandon lucrative income streams and frequently deliver subpar customer experiences. Given that established F&I operations typically generate profit margins ranging from 7-8.5% of vessel selling prices, dealers avoiding F&I services are leaving significant money on the dock.[1]

Dealers currently operating without F&I services aren’t permanently anchored to this approach. Establishing connections with community banks and marine lending specialists can enhance customer approval success while creating revenue-sharing possibilities. A logical progression involves collaborating with an external finance partner for 3-6 months to evaluate the market before committing to a comprehensive F&I strategy.

• Option 2: Third-Party F&I Partnerships

Numerous marine dealers collaborate with Financial Service Providers (FSPs) who manage the complete financing workflow. These arrangements typically involve dealers forwarding purchase agreements to the FSP, who then obtain loan approval and coordinate customer documentation, either digitally or through physical paperwork returned to the dealership.

Third-party partnerships deliver distinct benefits. They reduce personnel needs during slower sales periods, streamline documentation on vessel delivery days and produce greater profits than avoiding F&I altogether. Studies indicate that marine dealerships that consistently utilize outsourced F&I services often experience a 20% improvement in financing approvals. These advantages carry expenses, however, as FSPs generally charge fees that can make this option costlier than internal operations over extended periods.

Marine dealers employing third-party F&I can strengthen their position by negotiating reduced fees, establishing direct lender relationships for enhanced deal transparency and demanding comprehensive protection product portfolios. Successful dealers also develop systems to convert cash buyers into financing customers.

• Option 3: Internal F&I Operations

The most lucrative strategy involves employing dedicated staff members who submit financing applications to lenders and manage customer contract execution during vessel delivery. Sometimes this individual serves dual roles as owner, general manager or sales manager, while larger operations hire specialized business managers.

Internal F&I operations deliver superior deal oversight and customer experience while generally producing the strongest profit margins. However, success requires more than simply hiring qualified personnel — it demands a holistic approach encompassing training, support systems and comprehensive product offerings.

Establishing successful internal F&I operations begins with investing in specialized F&I education programs to maintain staff proficiency in industry regulations, sales methodologies and product expertise. Consistent training ensures regulatory compliance while maximizing profit potential through enhanced presentation abilities and customer relationship development.

Even highly skilled internal teams gain value from collaborating with experienced F&I consultants for regular on-site assistance and performance evaluation. These partnerships deliver crucial insights that internal teams frequently overlook, providing unbiased assessments of deal structuring, pricing approaches and customer satisfaction measurements while identifying improvement opportunities and growth potential.

Equally critical is sustaining a comprehensive F&I product catalog that addresses varied customer requirements while optimizing per-transaction profitability. This complete portfolio should encompass extended warranties, GAP protection, maintenance packages and additional coverage products that deliver authentic customer value while generating substantial dealer income.

The most advanced dealers elevate their internal operations by utilizing professional teams to oversee long-term profit participation reinsurance programs. These sophisticated arrangements enable dealers to share in the extended performance of their F&I products, establishing additional income sources beyond initial commissions and substantially boosting overall F&I profitability.

Charting Your Course

Each F&I approach addresses different dealership requirements and development phases. Smaller marine dealers might begin with outsourced services to gain experience, while established operations frequently benefit from transitioning F&I internally for maximum oversight and profitability. With current market pressures, including elevated interest rates and growing cash transactions, selecting the appropriate F&I strategy has become increasingly vital.

Success in any approach requires partnering with suitable lenders, maintaining a complete range of F&I products and consistently educating team members. Dealers should routinely evaluate their F&I performance and assess whether their current approach continues serving their business goals.

Setting Sail for Success

Whatever your present F&I configuration, possibilities exist to enhance profitability and customer satisfaction. Whether through negotiating improved terms with current partners, advancing staff education or shifting to an alternative approach entirely, the most successful marine dealers regularly review and refine their F&I operations.

The F&I department constitutes one of the most valuable profit generators in any marine dealership. According to the 2024 Boating Industry Dealer Benchmarking Report, marine dealers who actively sell F&I products see, on average, a 15-20% increase in gross profit. By comprehending these three approaches and their respective benefits, dealers can make strategic choices that produce both immediate outcomes and sustained growth. The question isn’t whether F&I impacts your profitability — it’s which method will yield the optimal results for your particular circumstances.

[1] IDS Marine Dealership Industry Trends Report 2024

About the Author

Navigating f&I Success
Dom Zappia, EasyCare

Dom Zappia is the National Area Director, RV and Marine at EasyCare. He has been in the industry for 18 years, beginning his career at a dealership where he was first introduced to Finance & Insurance (F&I) as a Finance Manager. Dom’s passion for F&I led him to develop an extensive training program specifically tailored for marine dealerships. His deep understanding of dealership operations has enabled him to customize training to meet the needs of dealers across the nation. EasyCare, focuses on forward-thinking RV and marine F&I solutions. Dom, who has served as a Dealer Week educator, is recognized for his expertise in training, consulting and creating new fixed operations content to help dealers enhance their operations and profitability.

Customer Interviews: A Game-Changer for Marine Dealers

Dom Zappia, Area Director, Marine & RV, EasyCare, an MRAA Education Champion

As a marine dealer, you know that closing the sale is just the beginning. What happens next can make or break your customer’s experience and your dealership’s reputation. That’s where the customer interview comes in — a powerful tool that can transform your business operations and boost profitability.

Customer Interviews for marine dealers
The “Customer Interview” is a powerful tool that can transform your business operations and boost profitability.

Why Customer Interviews Matter

Your sales team is fantastic, but deals don’t always end up as clean as they should. Sometimes information gets missed, accessories aren’t documented or delivery expectations aren’t clear. The customer interview acts as your safety net, catching these issues before they become problems.

When you conduct a proper customer interview, you take control of the customer experience. You become responsible for bank funding, compliance issues and deal profitability. This is your opportunity to shine.

Perfect Timing

Conduct the interview while the customer is still at your dealership, right after they’ve committed to buying. If they purchased over the phone, call them immediately.

Remember, you’re the professional. You do this multiple times daily, while they might buy a boat every few years. Be confident!

Five Key Goals

1. Build Strong Rapport

Start with enthusiasm — a big smile and firm handshake. Listen for their preferred name and use it throughout your conversation. Congratulate them and thank them for their business.

Ask smart questions:

  • “Is this your first time boating or are you experienced?”
  • “Where’s your favorite boating spot?”
  • “How will you store your boat?”
  • “What vehicle will you use for towing?”

These questions give you valuable information about what products might benefit them most.

2. Verify Customer Information

Go through the credit application line by line. Use their driver’s license to verify details. Make sure everything is signed and dated. If you’ve reviewed their credit, ask for additional documents the bank might need — pay stubs, W-2 forms, proof of residence and references. Getting these upfront makes loan approval faster.

For loans over $150,000, consider getting a personal financial statement. Some lenders will work with stated information rather than requiring hard documents, which can save everyone time.

3. Verify Deal Information

  • Review the purchase agreement line by line. This prevents delivery day surprises and ensures everyone understands the numbers.
  • Check for trade-ins. If there’s a payoff involved, get a signed verification form and confirm details with the lender.
  • Verify accessories. Make sure everything is documented and priced correctly. Adding accessories after bank approval can derail your deal.

4. Set Up the Deal Correctly

Secure a deposit if your sales team hasn’t already. Customers who won’t provide deposits often have weak deals. Set clear delivery expectations. Tell them what to expect and how much time to plan for the dealership visit.

5. Take Control

Make yourself the primary contact for everything related to their deal. You don’t want customers calling sales staff about financing or having delivery dates change without your knowledge.

Managing Payment Expectations

Down payments are important because they lower monthly payments and can improve loan terms.

When discussing payment flexibility, acknowledge their comfort level, then introduce the possibility of better terms. Explain that lenders sometimes offer favorable rates when customers put more money down. Frame this as a money-saving opportunity.

Once they express openness to an additional down payment, don’t accept their first number as final. Most customers have more flexibility than they initially reveal. When they mention an amount, probe for their upper limit. This often uncovers additional room to work with.

The same approach works for monthly payments. Explain that shorter loan terms sometimes come with better rates, then ask about their flexibility. This strategy creates deal flexibility while helping customers understand they might save money through better loan terms.

The Bottom Line

A well-conducted customer interview ensures smooth delivery, creates great customer experiences and protects deal profitability. Customers appreciate the professional approach and you’ll have fewer problems later.

This process isn’t just about paperwork — it’s about building relationships that lead to repeat customers and referrals. When customers feel heard and well-cared-for, they become your best marketing tool.

Master the customer interview process. Your dealership’s reputation, customer satisfaction and bottom line will all benefit from this investment in professional excellence.

About the Author

From Browsers to Buyers: The Power of Urgency Stories
Dom Zappia, EasyCare

Dom Zappia is the National Area Director, RV and Marine at EasyCare. He has been in the industry for 18 years, beginning his career at a dealership where he was first introduced to Finance & Insurance (F&I) as a Finance Manager. Dom’s passion for F&I led him to develop an extensive training program specifically tailored for marine dealerships. His deep understanding of dealership operations has enabled him to customize training to meet the needs of dealers across the nation. EasyCare, focuses on forward-thinking RV and marine F&I solutions. Dom, who has served as a Dealer Week educator, is recognized for his expertise in training, consulting and creating new fixed operations content to help dealers enhance their operations and profitability.

Build Customer Loyalty Through Smart Training in Marine Service

By Erick Jauregui, Fixed Operations Training Specialist, EasyCare, an MRAA Education Champion

The moment a customer brings their boat into your service bay could make or break their relationship with your dealership. After the excitement of buying a new boat fades, the service department becomes the main connection between your business and your customers. This is where loyalty is either built or lost.


Think about it: a single conversation with a service advisor can determine whether a customer comes back for years or takes their business elsewhere. The first few minutes of that interaction set the tone for everything that follows. That’s why preparing your Fixed Ops team before they meet customers isn’t just important — it’s everything.

Building Customer Loyalty in Service
A service department employee reviews customer info and preferences on a tablet to ensure his recommendations align with the customer’s unique situation.


Why Training Makes All the Difference

For years, successful service departments have known that great training creates great results. Traditional face-to-face training has always been the gold standard. Just like professional athletes need coaches on the sidelines, service advisors benefit from hands-on mentoring, real-time feedback and practice in real situations.

This type of training helps advisors improve their communication skills, handle customer concerns better and build the confidence they need to excel. When your team feels prepared and confident, it shows in every customer interaction.

But here’s what’s exciting: technology is now making training even better. Virtual training tools and interactive simulations are giving Fixed Ops departments new ways to develop skills that weren’t possible before. These digital solutions provide consistent, scalable training that ensures every team member can deliver exceptional service.


Revolutionizing the Walk-Around Process

One of the biggest improvements in service training has been updating the traditional walk-around process. Over the past decade, this process has evolved from a rigid 10-step checklist to a more flexible checkpoint system that focuses on building relationships.
This change has been a game-changer for customer relationships. Instead of following a script, advisors can now engage with customers more naturally. They can really listen to what customers need and address their specific concerns. This approach builds confidence in advisors and creates a more personal experience for customers.


The key is incorporating the customer’s “why” into every interaction. Rather than just pointing out what’s wrong with a boat, trained advisors learn to ask the right questions and understand what matters most to each customer. They can then align their recommendations with the customer’s unique situation. This shift has led to significantly better customer trust and higher service retention rates.

How Technology Enhances Training

Technology-driven training solutions are changing how service teams prepare for customer interactions. Virtual training allows team members to practice in simulated service environments where they can handle various customer scenarios without the pressure of real-life situations.

These simulations help people improve their decision-making skills, enhance communication techniques, and learn how to handle difficult situations with confidence. It’s like having a practice field where advisors can make mistakes and learn from them before meeting actual customers.

The more confident and well-trained your team is, the better they’ll handle real customer interactions with professionalism and skill.

— Erick Jauregui


One of the biggest advantages of technology-based training is how it reinforces the power of words and actions. Every interaction your service department has with a customer is a chance to build trust, improve their experience and increase customer retention. Virtual training platforms let advisors role-play different situations, get instant feedback, and continuously improve their approach.


Digital training tools also offer on-demand learning, which means service and parts teams can train at their own pace. This flexibility ensures that training doesn’t disrupt daily operations while still providing ongoing education and development. The more confident and well-trained your team is, the better they’ll handle real customer interactions with professionalism and skill.


The Investment That Pays Off

Customer retention is one of the most important metrics in any business and the service department plays a major role in achieving it. A well-trained team is one of the most valuable assets any dealership or service center can have. Investing in modern training methods that use technology ensures that service advisors are always improving, staying ahead of customer expectations and delivering top-quality service.


As customer expectations continue to change, service departments need to ask themselves some important questions:

  • Are we training our teams with current customer demands in mind?
  • Are we using technology to make training more engaging and effective?
  • Are we providing ongoing training that keeps our advisors sharp and prepared?

The Path Forward


The marine service industry is more competitive than ever and success depends on how well service teams are trained to handle customer interactions. While traditional hands-on training remains essential, technology-driven solutions are enhancing how advisors learn, practice and improve.

Combining hands-on training with virtual learning creates a dynamic, effective approach that prepares service advisors to deliver exceptional customer experiences and build long-term loyalty. This isn’t just about keeping up with the times — it’s about staying ahead of the competition.

The bottom line is simple: invest in training, invest in technology and invest in your team. When you do, the results will speak for themselves through higher customer satisfaction, increased retention and a stronger bottom line.

About the Author

Building Customer Loyalty Through Smart Training in Marine Service
Erick Jauregui, EasyCare

Erick Jauregui, Fixed Operations Training Specialist for EasyCare, brings nearly 20 years of automotive, powersports and marine service department experience. Focused on training, consulting and creating new fixed ops content, he helps dealers supercharge their operations. During his career, Erick was certified by several OEMs, with his service departments exceeding gross profit, parts and CSI. Learn more about EasyCare at www.easycare.com.

Tech at the Helm: Steering Marine Sales Forward

• 7 Ways Tech Can Redefine Your Marine Sales and Customer Connections

By Chris Dominis, Manager of Customer Success and Enterprise Engagement, Motility Software Solutions, an MRAA Platinum Partner

Technology is reshaping the consumer shopping experience through personalization and 24/7 access to online offers. In the marine industry, this digital shift is evident in the growing adoption of dealer management system (DMS) software, which streamlines operations, enhances customer visibility and empowers dealerships to meet modern buyer expectations.

Here’s how tech can redefine the way your marine sales team connects with customers, closes deals faster and drives long-term growth for your business.

1. A Central Hub for Relationship Management

A DMS with a built-in CRM brings all customer data into a single, accessible platform. Your reps can track every interaction, set follow-up reminders and communicate internally across departments. This unification ensures a smooth, consistent customer experience, even when multiple employees are involved in the same deal, while building trust through personalized, timely communication.

2. Data-Driven Decision Making

With instant access to reporting and analytics, your team can count on accurate information to make decisions that align with business goals. For example, sales data helps you identify slow-moving inventory, predict seasonal demand and stock accordingly. Additionally, with a 360-degree view of every customer’s journey, reps can easily deliver customized experiences that turn shoppers into loyal customers.

3. Mobile Sales Capabilities

Consumer expectations surrounding response time continue to grow. In fact, 77% of customers expect to interact with an employee immediately. With mobile technology, your team experiences greater flexibility and can deliver faster, more responsive sales experiences to prospects. On-the-go capabilities also mean your reps don’t have to be tied to a desk at all times. Whether they’re on the lot, at a boat show or responding to inquiries after hours, they can modify customer contact information and push deals forward.

4. Automated Lead Nurturing

Modern dealer management tools allow your reps to schedule automated, personalized emails and texts at specific stages of the buying journey. This ensures your team misses no opportunities, helping them capture and nurture leads through messages about the unit they’re interested in. Your staff can also keep current customers engaged through reminders about their scheduled service, warranty details or special promotions. Automating these repetitive, tedious tasks frees your team to focus on building customer relationships and optimizing deal potential.

5. Real-Time Inventory Feed

With up-to-date inventory information at your fingertips, your team doesn’t waste time double-checking unit availability. They know what’s on the lot and have streamlined access to unit details. In addition, you can push inventory information directly to your website. This helps customers stay engaged and informed while browsing or making a purchase decision virtually.

6. Digital, Paperless Records

Minimizing the amount of paperwork your team manages saves you time and effort. Digital deal files make it simple to store, retrieve and share important documents securely. For your sales team, that means a smoother close. For your customers, it means a modern, hassle-free experience.

7. Performance Dashboards

Sales managers can leverage intuitive dashboards to track individual and team performance, spot trends and set goals with confidence. Having access to visual tools makes it easier to identify opportunities, analyze activity and make strategic adjustments that support operational improvement.

The Right Tech for Marine Dealer Success

Adopting the right technology gives your dealership a competitive edge to meet modern consumer expectations and stay ahead of the marine industry digital curve. Whether your team is selling on the lot or following up after hours, tech empowers your sales reps to build stronger connections, close deals faster and fuel long-term business success.

About the Author

Chis Dominis, Manager of Customer Success and Enterprise Engagement for Motility Software Solutions
Chis Dominis, Manager of Customer Success and Enterprise Engagement for Motility Software Solutions

Chris Dominis is the Manager of Customer Success and Enterprise Engagement for Motility Software Solutions. With more than 20 years of experience in software and support within the RV and automotive industries, Chris brings extensive expertise and valuable insights to the specialty dealer space.

His previous roles include serving as the information technology and national parts manager for a large, multilocation bus dealership and working as an independent IT consultant for multiple dealerships. In his current role, Chris collaborates closely with Motility’s largest dealers. He helps them maximize the capabilities of Motility’s DMS to drive business growth and improvement.

Service Messaging Success

Lining Up Your Ducks: Proactive Boat Storage & Winterization Communication

Do you have all your ducks in a row at your dealership? So often the alignment of your ducks — the process involved in corralling all your customers’ boats for winter service and storage — begins BEFORE it’s time to actually stage them for their frigid naps.

To find service success, you have to have order (service process maps, communication plans, follow-up strategy) before you can create order. And even when you do act in a proactive manner, like my example dealership here today, that certainly doesn’t mean your customers will follow your lead. Hopefully, the majority will take to heart your early messaging and act accordingly and in a timely manner so your service success can contribute to your dealership’s bottom line and profitability.

Create a winning service message strategy for boat storage season
Clear is kind! Make sure your customer touchpoints and email campaigns are clear, balancing direction with kindness so you can find service messaging success.

Your Readiness Makes You More Adaptable

Your team’s flexibility and compassion can then be reserved for handling all those other customers who lag behind or wait until the last minute, hoping to again use your winter storage service. Additionally, your ability to maintain order allows you the space and the flexibility to accommodate new clients — some of whom found you through word of mouth or had a storage situation change and now NEED your services — if your storage program is set up for it. Even though these latter two examples may have your team “quacking” back, your earlier preparation has allowed you to assemble a more controlled order at the finish line.

Premier Effort from Premier Boating

The team at Premier Boating recently sent out its email campaign reminding its customers about its storage program. The whole effort was brilliantly crafted and even arrived on Friday, August 22, about two full months in advance of the dealership’s final pick-up/drop-off date of Friday, October 31.

Customer Psychology — Balancing Needs & Cadence

Before I dig deeper into this great customer communication piece, let’s set the stage. I spoke to Jason Sasso, Marketing Director at Premier Boating. He explained that a recent acquisition of a long-standing dealership located on the same lake has expanded Premier Boating’s customer base and storage capacity. This expansion and customer growth have forced the dealership to better understand and balance its customers’ needs with the cadence of communication.

“Our goal over the last 30-plus years has been to continue to be easier to do business with; and we can’t do that without listening to our customers and figuring out ways to adapt to their needs,” said Sasso. “If our customers are asking for us to move the storage process earlier in the season, we want to respond well. We want to listen to our customers and respond to them with authenticity and make sure our approach for storage communication aligns with what we know about them and their needs.”

Premier received requests for the boat storage form as early as Aug. 1 this year. That surprised Sasso in that the Michigan boating season still offers owners plenty of opportunities to be on the water, but because he understands customer psychology, he knows that some owners will be proactive in their approach to storage season.

Email Assessment

I decided to whip out my verbiage scalpel knife to dissect just what it is this team did well and a few possible opportunities for improvement. Here’s my input on the email campaign.

1. Boating action shot

  • The family pontoon ride on the water in late summer adds action to the message and lets the email recipient envision themselves on the lake.

2. Clear messaging establishes expectations

  • In bold offset white font on a red banner, it reads, “IT’S TIME TO SCHEDULE YOUR OFFSEASON STORAGE.”Again, a clean and easy reminder to boat owners and one they can understand.
  • Call to Action (CTA): The email includes five hyperlinks, including one within the lead photo, to the Premier Boating Fall Storage Form.

3. Listing the final pick-up/drop-off deadline

  • Everyone who received this email understands that space is limited so they need to reserve a spot for winterization and storage services. OCTOBER 31, 2025 is evident. Again, this CTA button takes the customer to the Fall Storage Form.

4. Four important notes to help customers comprehend the storage program

  • Only online storage requests are accepted.Upon form submission, each customer receives a confirmation follow-up message.The promise that a storage team member will confirm through a phone call the storage form submission/request.
  • Direction for the customer to save themselves time and the dealership by awaiting the three-day period BEFORE calling the dealership.

5. Services differentiation

  • Next up is a list of 10 Premier Boating storage benefits. These are the details and services that set them apart from the competition.They are spelled out in an easy-to-digest manner that offers answers to frequently asked questions. Customers can clearly see the value at a glance.
  • The inclusion of their “Premier Promise” (We stand behind our work, ensuring the highest quality and customer satisfaction.) adds credibility and reassurance to both long-standing and new customers.

Under the Microscope — AI

Aside from the email being a tad long, which forces the reader to scroll to read the important notes and brand differences, I believe the Premier Boating team produced an excellent informational reminder email for its storage customers.

Sasso added that he always considers length and frequency (cadence) when sending communications like this one. This one in particular demanded some further guidance because of the addition of new clients and a storage location and needed additional direction. 

To see if I missed anything, I asked AI to analyze the email and offer a few suggestions to improve this already amazing service/storage marketing effort and boat ownership reminder. It had three small tweaks you could consider if you’re doing a similar effort to Premier Boating.

1. Benefit Framing

  • Consider the differentiator list. It may be too long for those who prefer to skim copy, so consider grouping your benefits into broader categories (Expert Service, Quality Products, Extra Protection, Hassle-Free Experience), with supporting details.

2. Emotional Hook

  • Boating is emotional, offering your customers freedom, adventure and healthy benefits when on the water. Your dealership could consider adding short emotive sections to connect with boat owners. Consider adding  expressive phrases, like “Protect your investment, avoid spring headaches and enjoy peace of mind all winter long.”

3. Visual Flow

  • Watch your tone when offering directions or sharing important notes. You want these tips to serve as friendly, helpful guidance more than strict rules. Your goal is to provide clarity, but help your customers feel nurtured, not just lectured. For example, you could replace the polite notice of “please do not call to confirm” with a more sensitive phrase. Try: “no need to call — we’ll contact you within three business days.”
  • The goal is to offer friendly support, but you also have to weigh your team’s customer knowledge and experience with these kinds of communication to get the results YOU need. Premier Boating was direct but also kind, sharing specific guidance (please do not call to confirm) for success.

Continuous Improvement

Premier Boating boat storage communication
Screen grab of Premier Boating’s storage season email campaign.

I applaud Premier Boating for its clean messaging and consider it a golden effort from an MRAA Certified Dealer. In this era of AI — as time allows — consider checking your content to see if you have overlooked anything, can provide clarity to the recipients or can soften your messaging to fit every service customer.

Even Sasso admits that next year’s storage communication will probably be different and that there is no such thing as perfection. “We are constantly trying to improve and ask ‘how do we keep getting better?’ We do that through customer feedback — making sure they are heard and responded to — data and AI,” he explained.

We’ve found that you can’t ‘over-communicate’ processes like storage — customers love their boat and want to protect their summer memories.

He also explained that the direct tone they used this time was not only to provide additional assistance to customers but also to provide relief for his team. He’s done other email campaigns with softer, kinder reminders and says customers weren’t reading them and they chose to call, email and connect with his team, which created more confusion and challenges. So, for 2025’s storage campaign — and due to its dealer and customer acquisition — they chose to balance kindness with more direct management.

“We’ve found that you can’t ‘over-communicate’ processes like storage — customers love their boat and want to protect their summer memories. Ensuring customers get communication that is clear and inspires the proper action while also reducing the time our team has to spend on questions and customer confusion — this is how a busy storage season becomes increasingly manageable for our team,” said Sasso. “In addition, clear communication makes it easier for our customers to do business with us, further entangling them in our dealership and affirming their confidence and loyalty for future purchases.”

What About Your Dealership?

Service Messaging Success
Jerrod Kelley, MRAA Content Manager

How will you use this insight to help polish and customize your customer communication so you can create improved clarity and find more service success? How does your dealership handle customer messaging/marketing like this? Let me know at jerrod@mraa.com.

Navigating Change: MRAA, State Marine Trades Associations Voice Concerns Over Removal of Aids to Navigation in the Northeast

By Chad Tokowicz, MRAA Government Relations Manager

In May the United States Coast Guard announced plans to remove a number of Aids to Navigation (ATONs) across the Northeast. These ATONs — buoys, markers and beacons — are essential tools that guide boaters safely through our nation’s waterways. The Coast Guard cites modernization and shifting resources as the rationale for the removal, stating that the “current buoy constellation predates global navigation satellite systems, electronic navigation charts and electronic charting systems (ECS), which are widely used by today’s mariners.”

Despite this rationale, the Marine Retailers Association of the Americas (MRAA), alongside several state marine trades associations, expressed serious concern about the potential impacts this decision may have on recreational boating, public safety, and local marine economies. This proposal also got the attention of various members of Congress, who worked in tandem with the MRAA and state marine trade associations to highlight these concerns to the United States Coast Guard.

Removal of Aids to Navigation (ATONs)
The MRAA and other state marine trade associations have voice concerns about the removal of Aids to Navigation (ATONs) in the Northeast.


Why ATONs Matter to Boaters

For generations, ATONs have provided boaters with the critical information they need to navigate safely. From warning of hazards to marking channels, these physical markers offer reliability in ways that technology, no matter how advanced, cannot fully replace. GPS, chartplotters, and mobile apps have become important tools, but many boaters, especially those new to the water, still depend on the Coast Guard’s physical markers as their primary source of navigational guidance.

The Northeast is home to some of the most iconic and challenging waterways in the country. From shifting shoals and strong tidal currents to heavy commercial traffic, safe navigation requires every available resource. The removal of ATONs risks creating confusion, increasing the likelihood of accidents, and undermining confidence among recreational boaters.

Safe, accessible waterways fuel the recreational boating industry. Each year, thousands of Northeast families depend on the boating season not only for recreation but also for jobs, tourism and small business growth. When navigational safety declines, marinas, dealers, boatbuilders and service providers — the backbone of coastal economies — feel the ripple effect and impact.

That’s why the MRAA, our partners in state marine trades associations, and members of Congress have submitted formal input to the Coast Guard outlining our concerns. We urged them to carefully weigh the economic and safety consequences of removing ATONs and to seek broader engagement with stakeholders before making final decisions. To read our comment, click here.

Comments

The Coast Guard’s mission to modernize and allocate resources efficiently is understandable, but it cannot come at the expense of safety and accessibility for America’s boaters. Physical ATONs remain an irreplaceable part of the navigational landscape, especially in the Northeast where waters can be unpredictable and unforgiving.

During the comment period, the MRAA led a coalition of state marine trade associations from the Northeast that ultimately provided input to the Coast Guard regarding the proposal. The state marine trades associations also shared the proposal with their members, local harbor masters and other local stakeholders. Ultimately, the comment period resulted in nearly 3,000 comments to the United States Coast Guard, providing input and insights into the proposed removal. In addition to the input from the MRAA, state marine trades associations and other stakeholders, a delegation of senators from the Northeast also expressed concern with the proposal. To read their letter, click here.

Congressional Input Updated Regulatory Timeline

Ultimately, this outreach resulted in Michael D. Emerson, Director of Marine Transportation Systems for the Coast Guard, sending a letter to Senator King outlining the Coast Guard’s updated plans to revise and extend the comment period. The letter states, “I appreciate your concern that the Coast Guard slow down the effort to ensure that the needs of communities and mariners in your states are understood. Accordingly, the Coast Guard will modify and extend the process. The Northeast District will review first round comments, asses feedback and re-advertise with any changes to the current proposal.”

Furthermore, before the Coast Guard issued their response, Representative Seth Moulton put forth an amendment to the Coast Guard reauthorization bill that would require the USCG to conduct a study on the use of buoys before they can be removed. The hope is that the study will provide additional data and insights that can help the Coast Guard as they decide which ATON’s to remove.

Moving Ahead

As the Coast Guard continues their efforts to remove ATON’s the MRAA will continue to monitor this situation and ensure that our members and other recreational boating stakeholders provide important input. We encourage you to stay on the lookout for any updates and comment periods so you can help provide important input as to which aids to navigation are crucial in your area. The MRAA will remain engaged with the Coast Guard to advocate for a solution that prioritizes safety, supports local economies and keeps our waterways navigable for generations to come. If you have any questions about this process, please reach out to Chad Tokowicz, MRAA Government Relations Manager, at Chad@mraa.com.