Management discovery
Start with the view from the top.
What does management believe is happening? We begin with your priorities, concerns, and understanding of the business.
01 Performance Diagnostic
Find the gaps.
See the opportunities.
Identify the gaps holding your dealership back and the opportunities to increase profit. Then put the findings to work with a clear plan of action and implementation support as needed.
Customer experienceDealership economicsBehavioral evidenceClear priorities
02 How we look
Six phases.
One complete picture.
We connect management’s perspective, the numbers, and the customer experience to understand what’s working, where performance falls short, and where greater profit is possible.
Data & economics
Follow the financial story.
What do the numbers actually show? Examine acquisition cost, sales gross, F&I, service revenue, and retention together.
Behavioral evidence
Look at what actually happens.
What are customers and employees doing? Calls, CRM behavior, and customer interactions add context to the numbers.
Mystery shopping + AI
Experience the dealership as a customer.
What does a real customer experience? Compare what you intend to deliver with what a shopper encounters.
Onsite diagnostic
See the process in practice.
Where does intended process differ from reality? Examine people, processes, technology, and the handoffs between teams.
Performance report
Deliver a plan of action.
You receive a practical plan to address performance gaps and pursue the opportunities that matter most to your dealership. It sets out what to do now, what to do next, and what needs a closer look.
03 What you take away
A plan of action.
Support to put it into practice.
Know where to focus, what to change, and why it matters. Your plan connects the findings to specific actions aimed at improving performance and increasing profit.
Act on clear opportunities.
Start with clear, evidence-backed opportunities. Define the action, who will own it, and how to assess its effect on performance and profit.
Plan the next improvements.
Organize improvements that need preparation, coordination, or resources around their economic importance.
Find out what deserves a closer look.
Identify where more evidence is needed before committing time, money, or a change in direction.
Putting the plan to work
You don’t have to
implement it alone.
We work alongside your team, as needed, to put the plan into practice.
From addressing process gaps to pursuing new opportunities, our support is shaped around your dealership. We help your team implement changes, assess progress, and sustain improvements on its own.
Before we begin
Start with the questions
your reports don’t answer.
Our first conversation covers your priorities, the scope of the work, and the people and evidence involved. Timing and fees follow that discussion.
01 / See the whole dealership
One customer journey.
Opportunity at every stage.
We examine all of variable operations, plus service retention and service-to-sales, to identify gaps and prioritize profit opportunities. These nine areas frame the review around your dealership’s needs.
- 01
PMA Strategy & Marketing ROI
Profitable growth starts with a clear strategy for your PMA. We assess market opportunity, competitive position, and acquisition economics to determine whether your investment supports the business you want to build.
- 02
Website & Digital Shopping
When a shopper asks AI where to buy or service a vehicle in your market, how does your dealership stack up against the competition? We assess AI visibility and website friction that can limit qualified opportunities.
- 03
BDC/Internet Sales Engagement
Response speed is only part of the equation. We evaluate whether the quality of customer engagement translates your lead investment into appointments, showroom traffic, and sales.
- 04
Handoff to Sales
The transition from digital sales and BDC to the showroom can affect both conversion and customer confidence. We assess continuity, accountability, and execution across that transition.
- 05
Sales Process & Gross
Variations in closing and gross can reflect opportunity quality, execution, or deal structure. We identify what is driving performance and where greater consistency can improve profitability.
- 06
F&I Performance
F&I potential extends beyond the reported average per vehicle. We assess deal preparation, product and finance penetration, and the customer experience to identify opportunities for stronger profit and CSI.
- 07
Delivery & Service Retention
Delivery influences more than the sales survey. We evaluate its contribution to customer confidence, the service relationship, and the dealership’s ability to retain revenue after the sale.
- 08
Service Revenue & Retention
Convenience, capacity, and customer authorization shape service profitability. We assess where these factors constrain customer-pay growth and retention, and where the dealership has room to capture more business.
- 09
Service-to-Sales & Repeat Business
Your service relationships and owner base represent future sales and trade inventory. We assess service-to-sales, proactive outreach, and repeat-purchase opportunities as part of a coordinated growth strategy.
Some of the biggest opportunities are between departments.
Marketing cost · Sales gross · F&I · Service revenue · Retention · Trade · Replacement sale
Your Questions Answered
The Diagnostic and What Comes Next
Can we engage you for a diagnostic alone?
Yes. The diagnostic can be a standalone engagement or the first phase of broader work. Its scope is tailored to the issues you want addressed. You can engage us for the assessment and action plan alone, or include assistance implementing recommendations and evaluating progress.
What do we receive from the diagnostic?
You receive a report assessing the areas reviewed, identifying gaps and opportunities, and setting out a prioritized plan of action tailored to your dealership’s needs, market, and business objectives. We conduct a thorough review meeting with the appropriate management staff to discuss the findings, recommendations, and next steps.
How long does the diagnostic take?
Diagnostics usually take less than a week once we have access to all necessary data. We confirm the scope and expected timing at the outset. Implementation timing is established based on the findings and the work involved.
Who needs to participate from the dealership?
We involve the managers responsible for the areas being reviewed and, where appropriate, interview staff and observe relevant processes. At the outset, we identify the data, system access, and staff input needed. Management provides context and participates in the findings review. The time required depends on the scope of the engagement.