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Learners will access prior knowledge from the “Departmental Accountability Through Financial Statement Analysis” course as they segue into the world of Variable Operations Management. Many of the performance measurements that are not evident from the Financial Statement will be showcased through evaluation formulas which support the “what-to-look-for” theme of this program. Critical sales metrics, KPIs, and real-world best practices are key elements of this course. Learners will contrast deal-desking models, convert CRM data to follow-up strategies, structure sales meetings, and evaluate staffing models. After completing this course, learners will be better prepared for their sales leadership roles, enabling them to add more value to their sales teams and the dealer’s sales operations.

  • OEM Dealer Contact Personnel
  • Dealership Management
  • Historic timeline of the auto retail transaction
  • “Below-the-Line” money revealed
  • F&I Integration into the Modern Sales Department
  • Operating profits and expectations
  • Elements of a car deal
  • Fixed Expense allocation formulas
  • Sales and Gross KPIs
  • Improved used vehicle turn
  • Recognizing impact of staffing models
  • Leveraging CRM data

Departmental Accountability Through Financial Statement Analysis

Dealership Financial Statement, pre-class input sheet, or sample statement provided

  • Choose the potential solution(s) to improve profit based on the current Financial Statement numbers.
  • Determine the department structure and staffing model of a dealership and make recommendations for positive change.
  • Critique different methods of “desking a deal” to be able to suggest positive alternatives.
  • Evaluate sales coaching strategies and effectiveness with correct CRM data.
  • Create an assessment checklist based on the Financial Statement prior to dealership visit.
  • Assess the impact of Reconditioning Cycle Time holistically on the dealership.

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