MANDATE

• Board-quality business plans
• Assessment, not "audit", including detailed process inventory, human capital, other
• Defined objectives, timelines  with detailed proposal
• Recommended solutions with owner identification 
• Execution 
• Follow up and maintenance 

• General usage remains severely underdeveloped
• Assess, execute and communicate daily, weekly, monthly reporting
• Accountability of key metrics including, but not limited to productivity, activity, financial, CSI etc
•  100% utilization 

• Access the leading, comprehensive platform for a 100% online, OMNI-CHANNEL sales  process
• One seamless transaction
• Traditional dealership visit process remains intact as required.

• Time for a complete reboot of how we compensate and responsibilities for given roles
• Salaried consultants?
• One point of contact
• Removal of sales manager and F&I manager positions, other
• All being integrated with great success

• Mobile sales and service is now fundamental 
• Dealerships require efficient, professional, consistent processes
• Appropriate training in place
• No "checking the box"
• No quality mobility, no survival

• Comprehensive, full software solution suite evaluation including appointment, drive thru, multipoint inspection, communications, delivery, pickup. follow-up, marketing 
• 100% utilization target

• Maximize captive finance/lease and internal lease renewal processes
• One owner per dealership
• Eliminate initial  turnover of lease renewals to sales consultants
• Improve closing %, retention
• If customer desires another brand, ASK QUESTIONS as it may be within the group?

• Maximizing performance with the strongest GM leadership team
• True "business people" with the required business acumen, including financial, soft-skills, industry and competitor knowledge, leadership, other
• We have completed hundreds of evaluations

• Pre-Owned operations continue to demand critical attention
• Actual example; Honda dealer with 1.4:1 P.O. to new ratio. Next closest dealer in region at .7:1. Hmmm
• Inventory sourcing, turn policy, marketing, recondition turnover,  centralized vs decentralized group strategy, off-brand, compensation, other 

• Buy/Sell fees are high
• Valuations are not overly complex calculations
• Complete analysis of brand potential, management suitability, asset evaluation
• Intangibles critical

• We have reviewed 100's of open point proposals from dealer prospects, as OEM management
• We provide the required quality and substance, and our insight into decision criteria is well known

• Facility, corporate identity (CI) compliance
• Design-build, renovation
• Bespoke or OEM Mystery Shop services re: facility and processes.
• Housekeeping...dead bugs in your BMW M Performance showroom, pee on the toilet seat....

• How are your internet leads being distributed?
• Forwarding leads to consultants upon receipt must be eliminated
• One owner ensures consistent, quality, timely communication and WILL increase closing ratio dramatically

• Powersport  dealers in general, lag much further behind their automotive counterparts
• Many of their operational and customer-facing processes, initiatives and challenges are analogous to automotive
• Upside opportunity is tremendous

What else is on your mind?