These articles recap some of the opportunities uncovered by GSA powersports consultants during actual consulting visits. These are followed by recommended actions that address these opportunities. Our goal is to provide you with ideas to help improve your dealership.
In the first part of a series on this dealership, GSA?consultants provided an analysis on the overall dealership.
The owner recently purchased this dealership and was approved for the two major product lines they carried. The original dealership had no computers and no financials. They were underperforming and held very poor market share for this area. They also had a poor reputation with the local customers. The new owner feels there is a good potential for growth due to the dealership’s past history. Since they acquired this dealership, they have increased the market share by more than 60 percent for one of the lines. However, most of their unit sales have been for very low margins as they have had to clean out noncurrent inventory (some up to six years old). The local town has only about 10,000 people. However, the market area has a population of more than 300,000. They have purchased a new facility with frontage on a major highway. It is currently under remodeling construction. They plan to move in the next few months. They have a lot of work to do in order to make this into a profitable dealership. Their sales volume is small and there are poor margins in nearly all departments. They have no inventory management and no personnel management structure.
This is the second part in a series on this dealership. The first part provided an analysis of their overall operations and this second part reports on their sales and F&I departments.
John is actually the entire sales department, so he will have to perform the sales manager duties. He has had professional sales training, experience in a large dealership and understands what this position requires. He knows what to do and how to do it. With a little help from upper management, he should be quite capable of maintaining the necessary processes.
John follows a structured sales process, completes worksheets on every deal, follows up on prospects and purchasers, etc. However, he needs to be logging prospects and tracking the ratios for write-ups, closes and deliveries. They have a door counter. These numbers can be used as a base for these measurements.
They have to start holding tight on the profitability of each deal. Developing a minimum pricing structure is important. Paying a spiff based on the profitability of the deal will help.
They have no preowned business at all. This is a huge opportunity for income and increased profitability. The important ingredient is someone who knows the market value for the trades and outright used purchases. An appraisal form is required for all trades in order to justify price and provide protection for the dealership and the customer.
They have no F&I person. John understands the basics of F&I, but he is not selling it. He will need some quality F&I training ASAP. There is too much money/profit at stake to not get involved in this business.
Credit applications are not secured. They are in a file cabinet that can be locked, but it is not. They need to take swift action to correct this.
They need to acquire sources for all of the F&I products. Every purchaser must be exposed to F&I products. The rule is 100 percent of the customers, 100 percen of the products, 100 percent of the time.
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