From the Ground Up: Why Zeigler Honda is the Best Place to Build a Career - Internet Sales Representative Zeigler Auto Group Employee Review

5.0
16 Jun 2025
Recommend
CEO approval
Business outlook

Pros

Clear paths for advancement in sales, service, BDC, and more Promotions based on performance and work ethic, not just tenure Ongoing training and development opportunities Managers and team leads who actually listen Tight-knit team that works hard but keeps things fun Encouragement from leadership to grow within the organization

Cons

It can get intense and fast-moving, especially during peak hours or promotions Not ideal for those who don’t thrive in a go-go-go environment You need to be self-motivated — no one will hold your hand Sometimes policies or expectations shift quickly, which can be frustrating Work/life balance can be tough depending on your role and schedule

Explore other reviews about Zeigler Auto Group

5.0
2 Jun 2026
Recommend
CEO approval
Business outlook

Pros

Great culture and education for their teams. It is life changing for those who do their very best with lots of opportunities to advance in the future. They truly believe in you.

Cons

There needs to be more stores in Indiana.

2.0
3 Jun 2026
Recommend
CEO approval
Business outlook

Pros

Great company for starting your Service Advisor Career. Culture is high tier, most everyone is very friendly and willing to help you learn and succeed regardless if your success is to their benefit. Internal recognition is a huge part of the culture here and feels very rewarding. Although this is a huge dealer group, the feel of each location is very local and tailored, and there is no "corporate bureaucracy" to deal with at any level.

Cons

Upper management/corporate management is woefully profit focused, and that attitude trickles down. Middle management or location management is often spread too thin and/or too entrenched in their ways to address the policies, attitudes, and people that are an anchor to the companies' success. While some areas have incredible managers with a huge capacity to help their departments succeed; other managers can turn a total blind eye to the problems in their department that in turn ruin opportunities for success for their peers. Change is only fast when the effect on the bottom line is obvious. Change to the recurring issues that don't have an immediate effect on the bottom line are ignored, making it impossible to know what the actual standard for performance here really is.

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