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Best Practices - Nickelsen Partners

VIEWS: 13 PAGES: 63

  • pg 1
									                            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
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 5
 6
 7
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10
11
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14
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16
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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

								
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