Rita Case, President & CEO, Rick Case Automotive Group

May 2026 — Invest: sat down with Rita Case, president and CEO of Rick Case Automotive Group, to discuss the forces shaping auto retail in South Florida, from affordability pressures and changing consumer preferences to the limits of EV adoption and the enduring value of the dealership franchise model. “Affordability is the No. 1 issue for new car auto sales,” Case said.

What changes are shaping automobile retail in South Florida, especially in Fort Lauderdale?

The auto industry has been relatively stable over the last year, which is encouraging given the pressures the broader market is facing. Tariffs, inflation, and higher interest rates are all affecting automobile sales nationally, but South Florida has remained resilient. Fort Lauderdale, Broward County, and the wider region continue to benefit from strong population growth, and that migration is creating sustained demand for vehicles.

Florida remains a major destination for people relocating from other parts of the country, and South Florida captures a significant share of that growth. As more people move into West Palm Beach, Fort Lauderdale and Miami, the need for reliable transportation increases. In this market, that translates directly into continued strength for the auto industry.

The region’s infrastructure also reinforces that demand. Roads and highways are being expanded because there is still no mass transit solution in South Florida that is efficient, successful or economically feasible at scale. People need cars to get around, and that reality continues to support long-term growth for the retail automotive business.

How have customer expectations shifted in terms of vehicle choice and affordability?

Affordability is the No. 1 issue for new car auto sales. Over the last several years, vehicle prices have risen substantially. In 2019, the average price of a car was around $32,000. Today, it is closer to $49,000. When that increase is combined with higher interest rates, monthly payments become much more difficult for consumers to manage.

As a result, we are seeing clear shifts in consumer behavior. More buyers are turning to used vehicles because they are more affordable. We are also seeing more people hold onto their current cars longer and invest in service and maintenance rather than replacing them. Vehicles today are much more durable than they were 20 or 30 years ago. A well-maintained car can last 100,000 or even 200,000 miles, and consumers are responding to that reality.

That has helped strengthen both our used car business and our service business. It has also affected new car purchasing patterns. At Rick Case Automotive Group, many of our dealerships are focused on high-quality, value-oriented brands such as Honda, Hyundai, Kia, and Volkswagen. We are seeing some customers who may previously have purchased a luxury brand now shift into those vehicles because they can save hundreds of dollars a month while still getting safe, reliable transportation.

How has the buying process evolved as more customers begin their search online?

That change has been underway for years. The buying process did not transform dramatically over the last year alone, but over the last decade there has been a clear move toward digital engagement. Customers now routinely search inventory online, compare models, choose colors and trim levels, negotiate pricing and connect with a salesperson before ever stepping into a dealership.

What is interesting is that while much of the process has moved online, most customers still want to come to the dealership to take delivery. They may want to complete the paperwork in advance and streamline the transaction, but they still value the final in-person handoff. We have not seen the level of demand for home delivery that many people once expected.

That is why our marketing has emphasized efficiency. For the last several years, we have promoted a 60 minutes or less message to show customers that if they complete the time-consuming paperwork online, they can come in and finish the process quickly. The length of the transaction is often driven by regulatory requirements tied to title work, trade-ins and financing, not by dealership preference. Technology has helped simplify that experience, and consumers appreciate it.

Our marketing strategy has evolved in parallel. We still use television and sports programming, but we are steadily shifting more of our advertising spend toward digital platforms, where customers are already doing their research and making decisions.

How do you view the relationship between dealers and manufacturers as manufacturers expand digital sales efforts and rethink distribution models?

The franchise model remains fundamental to this industry. Dealers across the country have made major investments in facilities, personnel, customer service, and local communities based on that model, and there are franchise laws in every state designed to protect it. While there has been discussion around direct sales, I do not believe the franchise system is in jeopardy.

You can see that confidence in the investment activity happening across the industry. Large groups are continuing to acquire dealership operations and invest heavily in the retail automotive space. They would not be doing that if they believed the franchise model was about to disappear.

Manufacturers are investing in digital tools and digital marketing, but in most cases they are doing so in partnership with dealers. The dealer network remains central to the customer relationship, the service experience, and the delivery process. That model continues to work, and it continues to provide value for both manufacturers and consumers.

Where are you focusing investment as the industry talks more about electric vehicles, hybrid models, and in-car technology?

We are not preparing for a major shift to electric vehicles because we are not seeing the demand for it in our markets. In both South Florida and Atlanta, the infrastructure is still immature, traffic is severe, and customer demand for fully electric vehicles has not developed at the pace many expected.

Manufacturers invested heavily in EV production in anticipation of mandates and policy targets, but customer demand did not follow in a meaningful way. Without strong incentives, EVs become difficult to justify for many consumers, especially when affordability is already the industry’s biggest challenge, which is wy many manufacturers are now pulling back and reassessing their strategies.

What we are seeing grow measurably is hybrid demand. Hybrid vehicles offer a practical middle ground. Customers like the fuel efficiency and the environmental benefits, but they do not have to worry about charging infrastructure or range anxiety. We are sold out of hybrids, and manufacturers are moving quickly to produce more of them because that is where the consumer demand is today.

On the technology side, connectivity features such as CarPlay and integrated communications continue to improve. As those innovations become more affordable, they are becoming standard expectations. The car is increasingly functioning as a mobile communications and scheduling device, and that trend will continue.

How does community involvement strengthen your position in South Florida?

Community engagement has always been central to our culture. We have been in South Florida for more than 40 years, and our philosophy has never changed. Our customers are our friends, our associates are our family, and our community is our home. That is not just a slogan. It guides how we operate.

In a franchise business, reputation is everything. Dealers sell the same products under the same brand standards, often at the same regulated price structure. What differentiates one dealership from another is reputation. Customers will go out of their way to do business with a company that supports the causes and institutions they care about.

We have always invested our time, people, and resources into the community. Our teams volunteer with organizations such as Habitat for Humanity, the Boys & Girls Clubs, school initiatives, and health-related causes. We support hospitals and civic institutions because we care about the region, not because we expect a direct sales return from it.

Our brand carries our family name, which adds another level of accountability. We do not hide behind a location-based name. Every experience reflects directly on Rick Case, and that means reputation has to be protected every day. Our commitment to the community is a major part of how we build that trust and sustain it over time.

What are your top priorities for Rick Case Automotive Group over the next two to three years?

Our priorities are clear. First, we want to remain a volume leader nationally in the brands where we already perform at the highest level. At the same time, we want to continue operating with excellence. Volume matters, but operational excellence matters just as much.

Every manufacturer has rigorous benchmarks tied to customer satisfaction, associate training, facility standards, and overall execution. Those awards are difficult to achieve, especially at scale, but that is where we have consistently distinguished ourselves. We have built a business that combines high volume with strong operational performance, and maintaining both is the goal.

I do not want to grow for the sake of growth. I am not looking to add more dealerships. I want to continue to be the best with the stores we already have. If we remain operationally excellent, our customers will continue to feel valued, our associates will continue to build long-term careers with us, and our community will continue to respect us. That is the foundation of sustainable success.