VIEWS: 13 PAGES: 63 POSTED ON: 12/7/2011
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total 2004 Units Actual Units-Goal 2005 Units-Actual 2005 Variance +/- 2004 New Gross Actual 2005 New Gross- Goal 2005 New Gross - Actual 2004 Used Gross Actual 2005 Used Gross-Goal 2005 used Gross-Actual 2004 Finance Gross Actual F&I Gross-Goal F&I Gross-Actual 2004 Special Fin Units 2005 SF Units – Goal 2005 SF Units – Actual 2005 Avg per SF Retail 2004 Service Gross Actual 2005 Service Gross-Goal 2005 Service Gross-Actual 2004 Parts Gross Actual 2005 Parts Gross-Goal 2005 Parts Gross-Actual 2004 Total Gross Actual 2005 Total Gross-Goal 2005 Total Gross-Actual 2004 Expenses - Actual 2005 Expenses-Goal 2005 Expenses-Actual 2004 Net Profit - Actual 2005 Net Profit-Goal 2005 Net Profit-Actual Nember of Employees Gross per employee Boulders P What is the idea/obstacle? What can we do about it? Champion Time Frame Status 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total New Vehicles - Financial 2003 Avg New Cars – Actual 2004 0 New Cars – Goal 2005 0 New Cars – Actual 2005 Percentage of Goal - Current year #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 2005 vs. 2004 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Year to Date Goals New Cars - Goals 2005 0 0 0 0 0 0 0 0 0 0 0 0 Year to Date Goals NewCars - Actual 2005 - - - - - - - - - - - - Percentage of Goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! New Trucks – Actual 2004 0 New Trucks – Goal 2005 0 New Trucks – Actual 2005 Percentage of Goal - Current year #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 2005 vs. 2004 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Year to Date Goals New Trucks - Goals 2005 0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Year to Date Goals New Trucks - Actual 2005 - #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Percentage of Goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Front Gross - 2004 Front Gross - Goal 2005 Front Gross – Actual 2005 Percentage of Goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! F&I Gross - Actual 2004 F&I Gross - Goal 2005 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 F&I Gross - Actual 2005 Percentage of Goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Total Average Gross - Goal 2005 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Average Gross - Actual 2005 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Percentage of Goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Accessories Gross per unit -Goal $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Accessories Gross per unit - Actual Percentage of Goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Total Monthly Gross-Actual 2004 Total Monthly Gross-Goal 2005 #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! Total Monthly Gross-Actual 2005 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Percentage of Goal #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! 2005 vs. 2004 New Vehicles - Inventories Total Inventory Goal Actual % of goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Days supply auto #DIV/0! #DIV/0! #DIV/0! #DIV/0! #VALUE! #VALUE! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Best inventory - Top 10 make/models #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 Total "Top 10 Units" Goal 0 0 0 0 0 0 0 0 0 0 0 0 0 Percent of inventory that is "Top 10" 60% #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! Aging Prior year units 1 New Vehicles - Customers CSI Scores 12 month 3 month Top box Overall sales consultant Recommend dealership Sources of 1st time customers - New Only Newspaper Radio TV Direct Mail Repeat Referral Internet Other Other Total 1st time prospects (unique) Overall closing ratio #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Total be-backs % of unsolds that returned #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Prospect history Showroom prospects 1st time –Actual 2004 Showroom prospects 1st –Actual 2005 New New closing percent - 1st time Used Used closing percent - 1st time Lot 2 Used closing percent - 1st time Total customers Customer conveniences Free coffee Free soda Free water Free snacks/popcorn Internet connections Private sitting areas with tables Free local calls TV - easy to watch Current magazines Sales Process Goals Discovery % 85% Manager “Hi” % 90% Demo ride with sales executive 85% Trade evaluation with the customer 80% Service walk 75% Work numbers - Actual 65% Accessory presentation 90% F&I Presentation at time of sale 80% Manager Good-Bye 100% 1st service appointment made 100% Number of referrals received at time of sale 3 x buyers Point of sale Why buy from us Internet Internet hits - Actual Internet leads-Actual Internet sales-Actual % leads to hits auto #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! % sales to leads auto #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Telephone Incoming sales calls actual Incoming sales calls logged Appointments set Appointments confirmed Appointments that show Sales Percentage appointment to calls #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Percentage of appointments confirmed #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Percentage of appointments set to show #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Percentage of sales to appointments that show #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Customer Loyalty and Defections Percentage of customers that get 1st oil change Percentage of customers that get next oil change Percentage of customers that buy their next car from us New Vehicles - Internal Business Processes A strategic business plan exists and is used Weekly manager meeting #'s and Work plans reviewed and updated GM has 1-1's with all managers weekly Daily variable manager meeting Unsold prospects discussed Ranked 1-5 or Hot, warm and cold Managers call Hot and warm Daily save a deal meeting Managers have 1-1 with all sales executives daily Daily work plans discussed Appointment focNew Key Expenses Guide Sales compensation 30% Advertising - per car new and used $ 175 Interest floor plan 0 New Vehicles - On-going growth and improvement Number of training sessions scheduled each week Number of minutes per session Percentage of roll play in meetings New Vehicles - Personnel Sales Managers Sales Executives Support personnel; admin, porters, etc. Ratios Sales per sales manager #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales per sales executive #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales per support person #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! New Vehicles - Sales Executives Total number of sales executives Average units if on goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Actual units per sales executive #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executives - total commissions paid Percent of front gross #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Percent of total gross #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Number of sales executives 5 or below on a 10 scale Number below 5 #DIV/0! #DIV/0! #DIV/0! #DIV/0! 3 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Total all sales executives Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Sales Executive #1 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executive #2 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executive #3 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executive #4 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executive #5 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executive #6 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executive #7 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executive #8 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executive #9 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executive #10 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executive #11 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executive #12 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executive #13 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Executive #14 (insert name) Centers of influence contacted Businesses contacted Sold customers in database Customers with sales/leases expiring in 6 months? Number contacted Percentage contacted Appointments made Appointments showed Appointments sold Repeats Referrals Discovery percent Demo percent Service walk percent Total Ups auto fill 0 0 0 0 0 0 0 0 0 0 0 0 0 Walk-in's as % of Ups auto fill #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Sales Closing percentage #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Used Vehicles at Main Store - Financial Used Cars – Actual 2004 average Used Cars – Goal 2005 Used Cars – Actual 2005 Percentage of Goal - Current year #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 2005 vs. 2004 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Year to Date Goals Used Cars - Goals 2005 0 0 0 0 0 0 0 0 0 0 0 0 Year to Date Goals Used Cars - Actual 2005 0 0 0 0 0 0 0 0 0 0 0 0 Percentage of Goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #VALUE! Used Trucks – Actual 2004 average Used Trucks – Goal 2005 Used Trucks – Actual 2005 Percentage of Goal - Current year #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! 2005 vs. 2004 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Year to Date Goals Used Trucks - Goals 2005 0 0 0 0 0 0 0 0 0 0 0 0 Year to Date Goals Used Trucks - Actual 2005 0 0 0 0 0 0 0 0 0 0 0 0 Percentage of Goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #VALUE! Front Gross - Actual 2004 Front Gross-Goal 2005 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Front Gross – Actual 2005 Percentage of Goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! F&I Gross - Goal 2005 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - F&I Gross - Actual 2005 Percentage of Goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Total Average Gross - Goal 2005 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Average Gross - Actual 2005 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Percentage of Goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Accessories Gross per unit -Goal $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Accessories Gross per unit - Actual Percentage of Goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! CPOV Sales - Goal CPOV Sales - Actual Total Monthly Gross-Actual 2004 Total Monthly Gross-Goal 2005 #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! $ - Total Monthly Gross-Actual 2005 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Percentage of Goal #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #REF! #DIV/0! 2005 vs. 2004 Gross Profit Analysis on sold and wholesaled units Units with more than $7,000 gross profit Units with more than $6,000 gross profit Units with more than $5,000 gross profit Units with more than $4,000 gross profit Units with more than $3,000 gross profit Units with more than $2,000 gross profit Units losing more than $2,000 gross profit Units losing more than $3,000 gross profit Units losing more than $4,000 gross profit Units losing more than $5,000 gross profit Units losing more than $6,000 gross profit Units losing more than $7,000 gross profit Used Vehicles - Inventories Total Inventory To be wholesaled Net inventory Days supply auto #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Best inventory - Top 10 make/models #1 i.e. 2000-01 Cavalier #2 #3 #4 #5 #6 #7 #8 #9 #10 Total "Top 10 Units" Goal 0 0 0 0 0 0 0 0 0 0 0 0 0 Percent of inventory that is "Top 10" 60% #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Aging Units 60 - 90 days Units over 90 days Appraisal Efficiency Units appraised Units purchased Units lost 0 0 0 0 0 0 0 0 0 0 0 0 0 Deals made by others Percent of deals lost #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Reconditioning Percent that are reconditioned within 72 hours Average reconditioning time Average reconditioning cost Used Vehicles - Customers CSI Scores Sources of 1st time customers - Used Only Newspaper Radio TV Direct Mail Repeat Referral Internet Other Other Total 1st time prospects (unique) Overall closing ratio #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Total be-backs % of unsolds that returned #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Prospect history Showroom prospects 1st –Actual 2004 Showroom prospects 1st –Actual 2003 Expenses Floor plan interest Leasing Units Percentage Work Plans P What is the idea/obstacle? What can we do about it? Champion Time Frame Status Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Service - Financial Cust Pay Gross – Act 04 Cust Pay Gross – Goal Cust Pay Gross – Act 05 Warranty Gross – Act 04 Warranty Gross – Goal Warranty Gross – Act 05 Internal Gross – Act 04 Internal Gross – Goal Internal Gross – Act 05 Total Monthly Gross – Actual 04 Total Monthly Gross – Goal 05 Total Monthly Gross – Actual 05 Y/D Gross – Goal 05 Y/D Gross – Actual 05 Percentage of goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Total Monthly Sales Percentage sales to gross Percent maintenance - 2004 Percent maintenance - 2005 CP Eff Labor rate – A 04 CP Eff Labor rate – Goal 2005 CP Eff Labor rate – A 05 RO count - Actual 2004 RO count - Goal 2005 RO count - Actual 2005 Percent 2005 vs. 2004 - Monthly #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Percent 2005 vs. 2004 - Year to date #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! CPay RO’s – Act 2004 CPay RO’s – Goal 2005 CPay RO’s – Act 2005 CP $'s per R.O. - Actual 2004 CP $'s per R.O. - Actual 2005 Warranty RO’s – A 2004 Warranty RO’s – G 2004 Warranty RO’s – A 2005 Warranty $'s per R.O. 2004 Warranty $'s per R.O. 2005 Internal RO’s – A 2004 Internal RO’s – G 2004 Internal RO’s – A 2005 Internal $'s per R.O. Actual 2004 Internal $'s per R.O. Actual 2005 Hours per RO - Regular Goal 2005 Goal Hours per RO – Reg Actual 2005 Hours per RO with Oil Changes Customer PL - Actual 2004 Customer PL – Goal 2005 Customer PL - Actual 2005 Quick Lube - Goal Quick Lube - Actual 2005 Technician Goal Number of technicians Total gross per technician #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Total hours – Actual 2004 Total potential hours 2005 Total hours Goal 2005 120% 0 0 0 0 0 0 0 0 0 0 0 0 Total hours - Actual 2005 Percent of goal #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Service - Customers Group CSI Service FRFT Goal 1st oil changes 17 month defectors– Act 30% Weekly mailings Service - Internal Business Processes Next appointment percent - Actual % of RO’s w/Insp. – Actual CP Tires sold – Actual Menu's – Goal 2005 Menu's – Actual 2005 First oil change new # - Actual First oil change used # - Actual First oil change new & used % - Actual Service - Growth and Development Fleet accounts Goal Actual Work Plans P What is the idea/obstacle? What can we do about it? Champion Time Frame Status 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Parts Department - Financial Sales - Actual 2004 Sales - Actual 2005 Percentage Gross Profit-Actual 04 Gross Profit-Goal 05 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Gross Profit-Actual 05 Percentage Y/D Gross Profit-Goal 2005 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Y/D Gross Profit-Actual 2005 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Percentage #VALUE! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Gross profit as % of Sales – G Gross profit as % of Sales – A Inventory level – Goal $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Inventory level – Actual True Turn 4.5 Gross Turn % 0-3 months – Actual 20% % 4-6 months – Actual % 7-12 months – Actual % over 12 months – Actual 8% % over 24 months – Actual 2% Accessory sales/cost – Goal Accessory sales/cost – Actual Acc sales/ unit Retail – G #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Acc sales/ unit Retail – Act #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Counter tickets - Goal Counter tickets - Actual Personnel Parts Department - Customers Same day fill rate Parts Department - Internal Business Processes Parts return available $ 12,000 Parts sent $ 5,000 Parts Department - Growth Boulders P What is the idea/obstacle? What can we do about it? Champion Time Frame Status Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Petty Cash A. Take a surprise cash count of each cash drawer and each petty cash fund every month B. Variances should be booked and discussed with the appropriate employee Cash in Bank A. Reconcile or review the reconciliation B. Were there any unidentified reconciling items C. Were all reconciling items posted D. Are there any deposits in transit from last month which did not clear this month Cash Sales – New & Used Vehicles A. Make certain every deal which received cash in excess of $10,000.00 has a form 8300 on file Cash Sales – Parts & Service A. Cash clearing accounts should be reconciled everyday B. Were any cash sales amounts written off or into income during the last month $_____________________ Contracts in Transit A. List all outstanding contracts, which are over 7 days old and discuss with appropriate manager Vehicle Receivables A. List all vehicle receivables, which are over 30 days old (include hold checks) and discuss with appropriate manager. B. Attach a list of all vehicle receivables, which were written off due to a discrepancy and discuss with appropriate manager C. Review all credit balances on the schedules and determine their origin and status D. Attach a list of all related party receivables Parts & Service Receivables A. Attach a list of all account balances over 90 days old and discuss with appropriate manager B. Review all receivable credit balances and determine their origin and status C. Attach a list of all related party receivables Finance Reserve Receivables Reconcile all finance company reserve statements A. Attach a list of all finance reserves unpaid over 30 days old and discuss with appropriate manager B. Determine that all charge backs are posted in the current period C. Determine that all charge backs are reviewed to ascertain that the charge back is legitimate Warranty Claims Receivables A. Review posting of credits to determine that overpayments have not been applied to other claims. Overpayments should go to income while uncollected receivables should be written off with the managers approval B. Review aging of schedule and determine through discussion with appropriate manager the status of aged claims 1. 90 to 120 days $_____________________ 2. 120+ days $_____________________ C. Reconcile or review all factory receivables to manufacturer’s statement 1. Attach list of all factory receivables over 120 days old and discuss with appropriate manager New Vehicle Inventories’ A. Review reconciliation of physical inventory to the proper schedule 1. List all vehicles not found and discuss with appropriate manager B. Compare floor plan flooring to inventory 1. For all units not on floor plan, determine that a management decision was made not to finance these units 2. Determine that all sold units have been paid off in a timely manner 3. Review the schedule for unusual balances C. Compute the number of days supply of new vehicles based on the previous three month sales: Number of units in ending inventory divided by (total number of vehicles sold in previous three months divided by 90) Used Vehicle Inventories A. Review reconciliation of physical inventory to the schedule 1. List all vehicles not found and discuss with appropriate manager B. Review schedule for costing errors and unusual balances C. Compute the number of days supply of used vehicles based on the previous three month sales; Number of units in ending inventory divided by (total number of vehicles sold in previous three months divided by 90) Parts & Accessory Inventories A. Compare month end balance with prior month end balance and discuss any major change with the parts manager. Unexpected increases and decreases should be investigated. Miscellaneous Inventories A. Obtain a copy of physical inventories (include in month end folder) and reconcile all accounts to the general ledger each month Prepaid Accounts A. Review prepaid schedule 1. Determine that all items set up in prepaids have a future value (not a current period expense) 2. Determine that the proper amortization is taken on all prepaids Fixed Assets A. Maintain a fixed asset additions/disposals schedule for year end review B. Maintain a fixed asset file to support the schedule with copies of invoices, checks, sales invoices, etc Accounts Payable A. Reconcile or review reconciliation of the manufacturer’s parts statement B. Determine that each payable account is reconciled to the vendor’s statement C. Review the schedule for any debit balances and determine that the proper action is taken D. Attach a list of all related party payables E. Determine that we have a W-9 on record with the proper ID# (social security or federal identification number) for all vendors. This will be needed for the 1099’s at year end. Vehicle Purchases & Lien Payoffs A. Review schedules for unusual sources and/or unusual balances. Make certain payoffs have been process in a timely manner. B. Attach a list of all balances over 30 days old and discuss with accounts payable clerk Accrued Payroll A. Determine that all commissions, incentives, bonuses, hourly payroll and salaries are accrued that should be at month end. Sales Tax Payable A. Prepare or review the sales tax return and verify payment was made in a timely manner B. Determine that a sales tax exemption form is on file for each sale on which sales tax was not collected. Luxury Tax Payable A. Prepare or review the luxury tax return B. Determine that the luxury tax return is filed and paid in a timely manner Payroll Taxes Payable A. Review payroll tax returns and determine that timely deposits have been made and that the returns are filed by the proper dates. Missing Document Control A. All prenumbered documents should be included in a missing document report, i.e., repair orders, sales invoices, parts tickets, purchase orders, etc. B. Appropriate missing document lists should be provided for department managers and all missing documents resolved General A. Determine that all standard entries have been make B. Compare all equity accounts month end balance to the prior month’s balance and determine that all changes are properly recorded C. Review bank statements to determine the average daily balance. Consider the use of a cash management account or consider paying down floor plan if there is excess cash Boulders P What is the idea/obstacle? What can we do about it? Champion Time Frame Status Jan Feb Mar Apr May Boby Shop - Financial Sales Actual 04 Sales Goal 05 Sales Actual 05 w/parts Gross Profit-Actual 04 $ - $ - $ - $ - Gross Profit-Goal 05 Gross Profit-Actual 05 Gross as a percentage of sales auto Y/D Gross Profit-Goal $0 $0 $0 $0 $0 Y/D Gross Profit-Actual $0 $0 $0 $0 $0 Percentage Y/D Gross Profit #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Receivables Actual over 60 Boby Shop - Customers Estimates written – Actual Estimates on service lane (memo) Estimates sold – Actual Estimates sold %-Actual LOST ESTIMATES Got away Totals Went elsewhere Isn’t going to fix Deductible too high Insurance comp dispute Friend going to do Oldest car in the shop Boby Shop - Internal Business Processes Current DRP's Employees Body men Goal Body men Actual Prospective DRP's Boby Shop - Growth and Development DRP's we are working on Nationwide Farmers SafeCo Major Clients My Imports Jun Jul Aug Sep Oct Nov Dec Total $ - $ - $ - $ - $ - $ - $ - $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! Boulders P What is the idea/obstacle? What can we do about it? Champion Time Frame Status Best Practice A1 Weekly leader meeting A2 Defection measurement A3 1-10 all employees A4 Expenses to guide A5 Weekly advertising and inventory meeting A6 Monthly 1-1’s with all employees Function A7 Strategic plan B1 Recruitment and selection process B2 New employee orientation B3 Monthly celebration lunches B4 Brochure B5 Complaint resolution process B6 Climate survey B7 Retention culture B8 Database communication Function B9 Referral request B10 Complimentary drinks B11 Waiting areas C1 Dealer/GM parking C2 Telephone reception C3 Employee recognition C4 Out of office C4 Out of office C5 Annual planning calendar C6 Prospect sources C7 First impression New vehicles Function A8 A great sales process A9 Inventory management A10 First service appointment scheduled A11 Daily unsold prospect review A12 Daily 1-1’s with work plan review A13 Daily appointment review B12 Accessory sales (same as Parts A22) B12 Accessory sales (same as Parts A22) Function B13 Sales efficiencies tracked individually for all sales executives B14 Contract termination B15 Internet processes B16 Incoming telephone calls B17 F&I process B18 Discovery worksheet Used vehicles Function A14 Top 10 matrix A15 Morning used vehicle walk A16 Measure appraisal that are “no-buys” A16 Measure appraisal that are “no-buys” A17 First service appointment scheduled Service Function A18 Multi-point inspection on all vehicles A19 Walk around on all write- ups A20 Maintenance logs on all vehicles A21 Next appointment on 80% of the database B19 Quick service team B20 Pay advisors mainly on CP labor B21 Quick service Parts Function A22 Accessory sales A23 Tire sales A23 Tire sales A24 Inventory size and mix A25 Less than 10% over 12 months B22 Special order parts Body shop Function A26 Track estimates written vs. sold A27 Morning production meeting B23 Parts ordering B24 Quality control B25 Customer awareness of your body shop Administration Function A28 Monthly checklist B26 Department monitoring B27 Dashboard C8 Supply expense Total of 28 A’s, 27 B’s and 8 C’s for a total of 63 Best Practices. What it is Recommended A weekly meeting, at a set day and time every week. Every manager attends, and updates status of department work plans and progress towards monthly key performance indicators. We measure defections from sales to service, service to service and service to sales. An objective assessment by each department leader for each individual in the department. 10 is outstanding, 5 is average, and 1 is very poor performer. Goal is to have all 7’s or higher. Put key financial numbers on a guidelines spreadsheet. · A regularly scheduled weekly meeting; usually less than an hour in length. · Review all vehicle inventories, i.e. size, age, negative equities. Coordinate with marketing and advertising initiatives. · Advertising portion reviews results of last weeks ad efforts, i.e. cost per prospect/sale for every ad or media or event. · Can be two separate meetings All employees receive a monthly 1-1 with their department manager. Agenda is: · How is your personal life? · How well are you performing against your business goals? · Will you reach your personal financial goals at the current performance level? What it is · The dealership has a strategy for obtaining its goals; annual, quarterly, monthly. · They have specific, measurable goals that they have set, and they measure their progress on a weekly basis. · They have developed work plans that support the strategies, and these are monitored weekly. · The dealership has a documented recruiting and selection process, and all leaders have been trained in the process. · Have a set process for new employees. Frequency would depend on the size of the organization. · Invite everyone who has an employment anniversary that month. Go around the room, talk about each individuals strengths. · Create a brochure that explains the reasons a customer should buy from you instead of the competition. Can be individually printed for each sales executive in small quantities. · Have a consistent process for tracking all customer concerns. · Review every one at the morning manager meeting. · The dealership regularly measures the overall attitudes and happiness of the employees. · Be sure all employees understand the importance of retention · Have a strategy for communicating with your current customer base. · Should include some regular communications with the customer. What it is · Ask all purchasers to give you names of friends that might be in the market for a vehicle. · Have free coffee and soft drinks for all guests – sales and service · Move to round tables in the showroom. · Isolated waiting rooms are not customer friendly. · Park in the rear of the dealership. Walk thru the entire dealership on the way to your office. · Never ask “who’s calling”. The most important call you can take is from a customer – especially an upset one! · Send anniversary and birthday cards or gifts to employees home. · As the dealer or GM, limit the time you spend in your “office” to 1-2 hours a day. · Get out of the “problem-solving” mode. · Spend more time coaching and encouraging your people. · Create a perpetual annual calendar for the business and for you, personally · Remember, free time is NOT what is left over when the work is done. · Have a process that continually evaluates the ROI of all media spending; direct mail, radio, TV and newspaper. · Be sure your dealership give prospects the appropriate first impression What it is · Have a fully documented sales process. Insure that it is followed by all sales executives. · A discovery area – and expect 8 minutes minimum · Managers introduce themselves during discovery · Café is encouraged · Document a tour of the dealership with word tracks at every important dealership feature. · Inventory is managed against what is selling by shelf life and gross. · Keep at the right size and mix · All buyers have a first service appointment scheduled. · They are reminded a few days prior. · They are called if they are no-shows. · Sales manager’s review unsold prospect EVERY morning; same time. All of yesterday’s prospects and any still shopping from prior days. · Every sales executive has a daily work plan that is reviewed with a sales manager at the beginning of every day. · Yesterday’s progress is always discussed. · One appointment is expected. · The dealer/GM will expect an appointment a day from every sales executive. · Create model specific catalogs. · Create order sheets that show installed price; total and monthly payment. · If no-sale, a statement of declination must be in every deal jacket. · Monitor rust-proofing and protective coatings What it is · We know the time in discovery, demo rate, tour rate, write up and closing rate on all guests for each sales executive. · Have processes that track all leases and finance contracts that are expiring. · Contact leases 6 months before maturity – finance contracts 9 months prior. · Track the percentages of customers that are retained. · Track any trends of defectors. · Have measurements and review processes on hits, leads, appointments and sales. · Have measurements and review processes on incoming sales calls, appointments, shows and sales. · Keep measurements as a team and individually. · Have a consistent F&I process for the customer. · Preference is to go to the customer. · Office should be very professional. · Menu selling is generally preferred. · Use with every customer · See that it is in the deal jacket What it is · We know the top 10 models by year, gross and shelf life. · All sales managers, F&I and a senior sales executive review all of yesterday’s purchases, trades, etc. · We know what percentage of the vehicles we appraise – we buy. · Best practice is in the 50%+ range. Will generate about $2-400 of wholesale loss per unit per month. · Will create more overall net profit · Every purchaser has a first service appointment scheduled. What it is · Every RO has an inspection attached to it. · All tires are measured. · Technicians add other measurements, i.e. brakes. · All vehicle are “walked around” by the service advisor · Maintenance log books are updated · Next appointment is scheduled · Every vehicle has a maintenance log, and the next appointment is explained at each visit. · Of all current service customers, over 80% of the active customers have a “next appointment” scheduled.” · 2 techs for jobs under 2 hours. “bring it in!” · Pay plans encourage the sale of CP labor; not warranty sales or gross. · CSI is another good measurement · Overall dealership net profit is also often beneficial. · Create a separate “FAST” brand for routine maintenance. · Measure only Time, not hours or ticket dollars. · · · What it is · $2-500 average per vehicle · Every customer is offered an accessory catalog. · Every deal has a sale or declined sheet in it. · Measuring tires on ALL vehicles; regular service and quick. · Counseling the customer on the current tire tread situation. · No defections to other tire retailers. · The current inventory is turning at least 4 times a year. 4+ true turns · No more than 10% of the current parts inventory is over 12 months old · There is a set process for notifying customers. · All special order parts are installed or sold –none are returned. What it is · We log every estimate on a spreadsheet. We know name, vehicle, insurance company, estimate dollars, etc. · Trend those that don’t leave their vehicles with us. · Why not? · At the same time every morning, all body shop personnel stand in a circle/table and review all work currently in the shop. · What is the promise date? · Are we on target? · There are set processes for tracking parts ordered for damaged vehicles. · Review daily · There are set procedures for monitoring the happiness of customers that have work done. · You know that over 70% of your customers would bring the vehicle to your body shop in the event of an accident. · What it is · We review the monthly NP controller checklist and discuss any non-compliance issues. · Has data for presentation at weekly manager meeting showing current state vs. goal. · Create an on-going dashboard that tells all managers the status of key performance indicators. · Create an annual bidding process for suppliers. Use price, service and reliability as factors for awarding contracts. s and 8 C’s for a total of 63 Best Practices. Actual