Dealer Principal & Owner Coaching
You're a layer removed from the floor, and every number that reaches you has passed through at least one person who'd rather you felt good about it. Nobody's lying to you. It just works that way.
If any of this sounds familiar.
- 01
You see units and gross weekly and behavior never, so by the time a problem shows up in the numbers it's a quarter old and you're managing history.
- 02
Three of your last vendor decisions got made because something looked broken. You're not certain any of them fixed it, and nobody's gone back to check.
- 03
The only tool you've got for developing your GM is asking about the month, which trains him to manage the month.
What actually happens in the first month.
- 01 / 04
Week one I spend a day in your store and tell you plainly what I saw. Not a deck.
- 02 / 04
Week two we cut the forty things you could be watching down to the four you should be.
- 03 / 04
Week three we change one question you ask your GM.
- 04 / 04
Week four, an honest read on whether your picture of the store got more accurate.
What should a dealer principal look at every week?
A dealer principal should look at a small set of behavior numbers, not just outcome numbers: first human response time on leads, appointment show rate, sold-on-shown, and active lead count per salesperson. Outcome numbers like units and gross tell you what already happened. Behavior numbers tell you what is about to happen, which is the only thing you can still change.
Two numbers that tell you more than units
Service absorption — the share of your total overhead covered by fixed ops gross. Most stores aim at 80%. The national average sits around 64 to 68 percent. It's the number that tells you whether this store survives a bad quarter on the front, and at the average dealership fixed ops is roughly half the total gross on ten to fifteen percent of the sales.
Sales turnover — running near 60% a year industry-wide. Every point you take off that is a person who reaches month twelve knowing your inventory and your process, which is worth more than whoever you'd hire to replace them.
The things you're actually wondering.
Bring me one thingthat's stuck.
Thirty minutes. No deck, no pitch, no follow-up sequence you have to unsubscribe from. If it's useful we'll keep going. If it isn't, you'll know inside thirty minutes and so will I.