KPI Interpreting sales department % value of stock for 90 days Adopted Stock Advertising cost per unit sold Annualised Sales Annualised Sales per sales person Cost of Overage stock(Used Vehicles) Days Supply(New Vehicles) Days Supply(Used Vehicles) Departmental Expenses Departmental Profit % Direct Expenses Direct Profit Finance commission per unit Finance penetration Gross Profit- New Vehicles Gross Profit- Used Vehicles Lost Oppurtunity Costs(Used Vehicles) New :Used Retail ratio Operating profit % Reconditioning cost Return on Investment(Used Vehicles) Sales Commission Stock Turn Stock Turn(Days, Used Vehicles) Used Vehicle Stock Ageing Used Vehicle Stocking Plan Used Vehicle Stock Value Used Vehicle Write Down Vehicle Debtors Days
Transcript
KPIInterpreting sales department% value of stock for 90 daysAdopted StockAdvertising cost per unit soldAnnualised SalesAnnualised Sales per sales personCost of Overage stock(Used Vehicles)Days Supply(New Vehicles)Days Supply(Used Vehicles)Departmental ExpensesDepartmental Profit %Direct ExpensesDirect ProfitFinance commission per unitFinance penetrationGross Profit- New VehiclesGross Profit- Used Vehicles
Lost Oppurtunity Costs(Used Vehicles)New :Used Retail ratioOperating profit %Reconditioning costReturn on Investment(Used Vehicles)Sales Commission
Stock TurnStock Turn(Days, Used Vehicles)Used Vehicle Stock AgeingUsed Vehicle Stocking PlanUsed Vehicle Stock ValueUsed Vehicle Write DownVehicle Debtors Days
Description
This statistic measures the profitability of the space that a used vehicle occupies rather than any measurement of theused vehicle itself.
Used vehicle Stock Turn tells you the number of timesthat you turnover your used vehicle stock in 1 year
Formula
Days In Stock/Days stock turn * Gross Profit Per Unit
Annualised Used Unit Sales/Used Units in Stock
Benchmark
<Gross Profit per Unit *2
> 8 times per annum
KPIInterpreting Service DepartmentDepartmental ExpensesDepartmental Profit %Direct ExpensesDirect ProfitDiverted TimeHours AttendedHours per Retail Job cardIdle TimeLabour cost of salesLabour EfficiencyLabour Gross ProfitLabour gross Profit %Labour Sales MixLabour Utilization %Lead TimeLost TimeParts Sales per Labour HourProductive Efficiency %Productivity Staff: Non Productive StaffRecovery rateRepair Orders per technicianService Sales per Parc Unit
Utilization %Work In Progress(Days)
Description
how much of the Technicians Attended time is actuallyspent working productively
Formula
Hours Attended - Hours Worked
Hours Worked/Hours Attended(*100) 85% to 95%
KPIInterpreting Parts DepartmentAnnualized Parts SalesAverage Buying Margin %Emergency Order %Obsolete StockParts Gross ProfitParts Gross Profit %Parts Net Profit per New Unit SoldParts SalesParts Sales MixParts Stock ValueParts Sales per EmployeeRebates and ExpensesTotal Parts Stock Turn
Parts inventory turnover
Gross profit per parts ticket per parts counterperson
Wholesale parts sales as a percentage of total parts salesWholesale parts gross profit percentage
Days supply of parts inventory on hand
Amount of non-stock / special order parts inventory on hand
Percentage of parts aged in excess of 12 months compared to total parts inventory
Parts credit memo refunds initiated per parts counterperson
Total parts department gross profit as percentage of total dealership gross profits Percentage of parts sold with no re-order history
Description
Formula
Invoice Value of Parts Sales - Parts cost of sales
Annualized Parts Purchase/Stock value
KPIInterpreting Parts DepartmentPenetration rate
Average F&I income per vehicle soldF&I chargebacks per F&I manager
Finance per retail unitInsurance per retail unitF&I income per staff per monthUnits retailed per F&I staff per month
F&I contracts handled per F&I manager (e.g. daily, weekly, or monthly)
Number of F&I products sold per F&I manager (e.g. gap, extended warranty, etc.)
Receivables days outstanding (e.g. contracts in-transit, vehicle receivables, etc.)
Number of days deals pending in F&I prior to being received and posted by accounting
Description
Formula
KPIOther KPIsNet income as a percentage of sales,
Employee expenses as a percentage of sales Total gross profit (TGP) per employee per monthTotal advertising expenses as a percentage of TGPFixed expenses as a percentage of TGPTotal expenses as a percentage of TGPNew vehicles sold to used vehicles sold
Average sales priceTotal Revenue generatedProfit per carTotal Incentives per carNumber of cars sold
Average cost of ending new inventoryAverage cost of retail units soldAdvertising expenses per retail unit soldNet Profit % sales
Gross profit per unitTotal gross profit (TGP) per employee per monthUnits per sales staff per monthGross per sales staff per monthDeliveries on time rate Average stock age of dealers unsold inventoryAverage lead timeLost Sales AnalysisGross profit per unit sold before F&I
Gross profit per trade-in vehicleVehicle unit sales per salespersonOverall deal closing ratio per salespersonAverage CSI scores per salespersonNumber of customers contacted per salesperson (e.g. daily, weekly, or monthly)
Vehicles inventory turnoverGains and losses from wholesale dealsFloor plan interest expense per vehicleHours and parts per repair orderEffective labor rate
Number of technicians per service advisor
Revenue generated from sale of vehicles to revenue generated from after sales services
Gross profit per unit sold per salesperson before F&I
Percentage of prospects leaving the dealership without a test drive Days supply of vehicles inventory on hand
Number of repair orders written per service advisor (e.g. daily, weekly, or monthly)
Average number of aged open repair orders per service advisor
Customer pay labor sales per service advisor
Gross profit per technicianGross profit per repair order
Average CSI scores per service advisor
Number of scheduled service appointments per service advisor
Total amount of policy adjustments authorized on a monthly basis and by whom Total flag hours per repair order Total flag hours per technician
Total service department gross profit as percentage of total dealership gross profits
Total shop hours capacity compared to actual total hours produced
Description
number of deliveries on time/total number of deliveries
Number of customers contacted per salesperson (e.g. daily, weekly, or monthly)Percentage of prospects leaving the dealership without a test drive
