Ekho spends time on customers' floors rather than on calls about them. This is where the team has been recently, from Las Vegas to Barcelona, and what those visits changed.
You can learn a surprising amount about a dealership from a screen share. You cannot learn how loud the showroom is at eleven on a Saturday, or which member of staff everyone actually asks when the system does something strange.
So we go.
Las Vegas
Two days on the floor with EuroCycle and Used Bikes Direct. One takeaway kept repeating: selling online is how these teams expand their reach and serve buyers across the country, not a threat to the showroom. We left with a page of roadmap notes taken straight from the sales floor. Clearer deal-progress views and faster buyer follow-up were both on it, and both are now in motion.
Austin
Three days with the Bonnell team as they onboard onto the Transaction Engine. We walked their operation, mapped the launch plan, and compared notes over a very Texan dinner. More to share once they are live.
Rancho Mirage and La Quinta
Two days across CartMart stores with their technology lead, general managers and sales managers. Most of what we heard was about the gap between a buyer being ready to pay and the business being ready to take the money. That gap is not a software problem in the abstract. It is a person standing at a desk while somebody waits.
Barcelona
A visit to Stark Future's factory: assembly lines, battery manufacturing in-house, and a long conversation about what a world-class buying experience should look like for their riders in the United States.
Why we keep doing this
Every one of these visits has moved something on the roadmap, and none of the moves were things anybody had asked for by name. People do not file feature requests about the parts of their day they have stopped noticing. They just show you, if you are standing there.
If you would like us on your floor, tell your Ekho contact. We will come.
Frequently asked questions
Yes. The team spends time on site during onboarding and after it, because the parts of an operation that need the most help are usually the parts nobody thinks to describe on a call.
Each visit produces notes taken on the floor rather than in a meeting. Recent examples include clearer deal-progress views and faster buyer follow-up, both of which came out of the Las Vegas visit.
