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

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

KPI Interpreting Service Department Departmental Expenses Departmental Profit % Direct Expenses Direct Profit Diverted Time Hours Attended Hours per Retail Job card Idle Time Labour cost of sales Labour Efficiency Labour Gross Profit Labour gross Profit % Labour Sales Mix Labour Utilization % Lead Time Lost Time Parts Sales per Labour Hour Productive Efficiency % Productivity Staff: Non Productive Staff Recovery rate Repair Orders per technician Service 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%

KPI Interpreting Parts Department Annualized Parts Sales Average Buying Margin % Emergency Order % Obsolete Stock Parts Gross Profit Parts Gross Profit % Parts Net Profit per New Unit Sold Parts Sales Parts Sales Mix Parts Stock Value Parts Sales per Employee Rebates and Expenses Total Parts Stock Turn Days supply of parts inventory on hand Amount of non-stock / special order parts inventory on hand Parts inventory turnover Percentage of parts aged in excess of 12 months compared to total parts inventory Gross profit per parts ticket per parts counterperson 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 Wholesale parts sales as a percentage of total parts sales Wholesale parts gross profit percentage

Description

Formula

Invoice Value of Parts Sales - Parts cost of sales

Annualized Parts Purchase/Stock value

KPI Interpreting Parts Department Penetration rate F&I contracts handled per F&I manager (e.g. daily, weekly, or monthly) Average F&I income per vehicle sold F&I chargebacks per F&I manager 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 Finance per retail unit Insurance per retail unit F&I income per staff per month Units retailed per F&I staff per month

Description

Formula

KPI Other KPIs Net income as a percentage of sales, Employee expenses as a percentage of sales Total gross profit (TGP) per employee per month Total advertising expenses as a percentage of TGP Fixed expenses as a percentage of TGP Total expenses as a percentage of TGP New vehicles sold to used vehicles sold Revenue generated from sale of vehicles to revenue generated from after sales services Average sales price Total Revenue generated Profit per car Total Incentives per car Number of cars sold Average cost of ending new inventory Average cost of retail units sold Advertising expenses per retail unit sold Net Profit % sales Gross profit per unit Total gross profit (TGP) per employee per month Units per sales staff per month Gross per sales staff per month Deliveries on time rate Average stock age of dealers unsold inventory Average lead time Lost Sales Analysis Gross profit per unit sold before F&I Gross profit per unit sold per salesperson before F&I Gross profit per trade-in vehicle Vehicle unit sales per salesperson Overall deal closing ratio per salesperson Average CSI scores per salesperson Number of customers contacted per salesperson (e.g. daily, weekly, or monthly) Percentage of prospects leaving the dealership without a test drive Days supply of vehicles inventory on hand Vehicles inventory turnover Gains and losses from wholesale deals Floor plan interest expense per vehicle Hours and parts per repair order Effective labor rate Number of repair orders written per service advisor (e.g. daily, weekly, or monthly) Number of technicians per service advisor Average number of aged open repair orders per service advisor

Number of scheduled service appointments per service advisor Customer pay labor sales 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 Gross profit per technician Gross profit per repair order Total service department gross profit as percentage of total dealership gross profits Total shop hours capacity compared to actual total hours produced Average CSI scores per service advisor

Description

number of deliveries on time/total number of deliveries

son (e.g. daily, weekly, or monthly) ip without a test drive

Formula