It is not only about winning the top accolades but also various other top awards across the dealership spectrum. This ensures the result is not just success, but sustained dominance.

In an interview with Dealerfloor, dealer principal Luke Dreyer unpacked the thinking behind the dealership’s sustained success, the conditions driving its performance and where the business is headed next.

A winning formula built on empowerment:

At the heart of BMW Midrand’s performance is a deliberate shift in how the business is managed. An important change has been Luke’s spending significant time away from the dealership, allowing both strategic focus and operational independence.

“I moved to Paarl in December 2024, so 2025 was the first full calendar year that I spent out of the business,” he explains. “I did 42 trips last year… but I am not here the entire week.”

This approach has created space for forward planning. “It has enabled me to spend time on future planning and high-level strategy when I am not physically in the operation.”

Equally important has been the impact on his management team. “When I am not here, my managers have taken on full responsibility,” he says. “It has enabled them to grow and make their own decisions.”

That empowerment has filtered through the entire operation. Managers now effectively run their departments as standalone units, stepping up in decision making and accountability.

An example of this came during a high value auction. “My Approved Used Car Manager made the call himself, bought five or six really big cars (BMW 8 Series), and we sold them all within five to six weeks,” Luke tells Dealerfloor. “It shows they are making the right decisions.”

Scale, performance and market leadership:

BMW Midrand’s success is underpinned by the scale of its operation. Since moving into its current facility in 2018, workshop volumes have grown significantly.

“From 50 to 60 cars a day, we can now service in excess of 100 cars daily,” he explains. This drives consistent customer traffic and creates ongoing sales opportunities.

The numbers reflect this momentum. The dealership sold almost 2 000 vehicles (new and used) in 2025 and serviced close to 20 000 vehicles. It also contributed around 6.5 percent of BMW’s total national volume, the highest of any retailer in the network.

BMW Midrand also finished 119 units ahead of its closest competitor in new and demo sales, underlining its dominance within the network.

Pushing for the next level:

Despite already operating at a high level, BMW Midrand is not standing still. Luke has set clear targets for the next phase.

“Our highest volume month was 168 cars. I want us to reach a 200-car month,” he says.

On the aftersales side, the ambition is to increase throughput to close to 2 000 vehicles per month. “We have the right process, the right people and the facility to achieve it. While hitting those numbers consistently may be challenging, the belief is that once reached, they can become repeatable,” he adds.

A strong brand in a shifting market:

BMW’s overall strength has played a key role in the dealership’s performance. “BMW owned over 43 percent of the premium segment in 2025,” Luke notes.

However, the competitive landscape is evolving. Chinese brands have made inroads, particularly at entry level and what is the influence on BMW we asked?

“It has had an impact on our entry level cars,” he says. In response, BMW introduced more accessible derivatives through its Pure Design packages, lowering entry price points while maintaining brand appeal.

Navigating uncertainty and new opportunities:

External factors, particularly geopolitical tensions in the Middle East, are influencing customer behaviour.

“It affects disposable income and creates hesitation,” he explains. “The transaction cycle slows down and customers become more cautious.”

For dealerships, this means adapting. “We have to work harder, go back to basics and focus on product value, but without pushing customers,” he tells us.

At the same time, these conditions are creating new opportunities. Speaking to Dealerfloor, Luke highlighted a noticeable shift towards electric vehicles.

“We have sold used electric cars that were previously slow moving,” he says. “Customers who never considered EVs are now looking at them.”

Consistency sets the benchmark:

For Luke, the real achievement is not a single award, but sustained excellence.

“You can win Retailer of the Year if things align, but to consistently deliver on complex KPIs, is the real story,” he says.

As he tells us the dealership’s success ultimately comes down to people, process and consistency. It is a formula that has delivered three consecutive titles and one that BMW Midrand is determined to build on.

• BMW Midrand was the first Black-owned BMW dealership in the country, having achieved that status in the late nineties. Today it is owned and operated by the Dreyer and the Ntsele families with Luke Dreyer the Dealer Principal and Themba Ntsele the Human Resource Manager of this large dealership.