1.

New customer visits (Out of fold) or courtesy visits or extended service network
opportuni�es.
2. New joiners and organiza�on review/changes/challenges – system setup and training plan
3. Customer feedback review
4. Parts & Service – KPI results or status
5. Service and Parts lead �me and records towards customer sa�sfac�on index
6. Inventory values – to ensure stocking parts /Tools orders as per DOS
7. Credit holds – customer orders affected and delivery delays
8. Dealer to ini�ate new apps or system to capture manpower u�liza�on and SPUiO

1. Welcome and Opening Remarks

o Introductions (if necessary).
o Purpose of the meeting.
2. New Customer Visits and Courtesy Visits
o Out of fold visits or courtesy visits discussion.
o Opportunities identified in the extended service network.
3. New Joiners and Organizational Updates
o Review of recent new hires.
o Changes in organizational structure.
o Challenges faced with system setup and training plan.
4. Customer Feedback Review
o Summary of recent customer feedback.
o Action items based on feedback received.
o Discussion on improving customer satisfaction.
5. Parts & Service KPI Results
o Presentation of key performance indicators for parts and service.
o Analysis of results.
o Strategies for improvement.
6. Service and Parts Lead Time
o Review of lead times for service and parts.
o Analysis of records towards Customer Satisfaction Index (CSI).
o Action plan for reducing lead times and improving CSI.
7. Inventory Management
o Evaluation of current inventory values.
o Ensuring stocking parts and tools orders as per Days of Supply (DOS).
o Discussion on optimizing inventory levels.
8. Credit Holds and Order Management
o Overview of credit holds affecting customer orders.
o Addressing delivery delays and customer satisfaction.
o Strategies for managing credit holds effectively.
9. New Apps or Systems
o Proposal for initiating new applications or systems.
o Discussion on capturing manpower utilization and Service Parts Utilization of
Inventory Optimization (SPUiO).
10. Open Discussion
o Any additional topics or concerns from team members.
 o Suggestions for improvement.
11. Action Items
o Assigning tasks and responsibilities.
o Setting deadlines.
o Clarification on next steps.
12. Closing
o Summary of key points discussed.
o Appreciation for team members' contributions.
o Confirmation of the next meeting date and time.

• Welcome and Introductions

• Brief introduction of the meeting leader and any new team members or guests.

• Review of Previous Month's Performance

• Sales figures: total sales, units sold, revenue generated.

• Key performance indicators (KPIs) analysis.
• Challenges faced and successes achieved.

• Current Market Trends and Analysis

• Overview of market conditions.

• Analysis of customer preferences and buying behaviors.
• Competitor analysis.

• Product Updates and Inventory Status

• Introduction of new products or updates on existing ones.

• Inventory levels and stock availability.
• Any upcoming promotions or special offers.

• Sales and Marketing Strategies

• Review of current sales and marketing initiatives.

• Discussion on strategies for increasing sales and reaching target customers.
• Feedback on recent marketing campaigns.

• Customer Feedback and Satisfaction

• Summary of customer feedback received.

• Actions taken to address any concerns or issues raised.
• Strategies for enhancing customer satisfaction.

• Training and Development

 • Training initiatives implemented or planned.
• Opportunities for skill development and growth within the team.
• Feedback on previous training sessions.

• Operational Updates

• Any operational changes or updates.

• Discussion on improving efficiency and effectiveness.
• Addressing any operational challenges.

• Open Discussion

• Opportunity for team members to raise any questions, concerns, or suggestions.

• Action Items and Next Steps

• Recap of action items discussed during the meeting.

• Assignment of responsibilities and deadlines.
• Confirmation of date and time for the next monthly meeting.

• Closing

• Summary of key points discussed.

• Thank you to all attendees for their participation.

1. Business Development Plan : A detailed overview of Uniwave's business

development plan, including quan�fiable targets and projec�ons.

2. Strategies towards Increasing the sales of Engine and Parts Business: Insights into the
strategies Uniwave intends to use to boost the sales of engine and parts business
within the Karnataka market.

3. Strategies for bringing Out-of-Fold Customers into Fold: discussion on tac�cs,

marke�ng plan and approaches to atract and retain the out-of-fold customers. As
well as exis�ng customers respec�vely, resul�ng in expanding Uniwave's customer
base.

4. Building of 3S Organiza�on (Sales, Spares & Service): Uniwave's plans for establishing
a robust 3S organiza�on encompassing sales, spares, and service opera�ons for
suppor�ng customers across given territory.
Plan towards market/customer mapping, compe��on and poten�al growth opportuni�es
within Karnataka

1. Monthly Sales Growth

A business can survive for only so long without growing its sales. By
tracking this metric in your monthly sales dashboard, leaders can quickly
spot problems and act on trends. Establishing realistic monthly sales
growth targets can motivate a sales team and ensure consistent alignment
of their efforts with an organization’s expectations. The formula for monthly
sales growth is:

Monthly sales growth =

((Sales for the current month - sales for the prior month) / sales for the prior
month) x 100

2. Average Profit Margin

Average profit margin is how much of overall sales revenue results in
profits and is an important financial KPI. It’s calculated by subtracting the
costs associated with producing the company’s goods and services from
sales revenue. Companies can also analyze profit margins generated by
specific products, sales territories and salespeople. Businesses with a wide
range of products or services should monitor profit margins closely, as
should companies that allow their sales reps flexibility in setting prices. This
can be monitored for overall average profit margin or for specific areas. The
formula for average profit margin is:
 Average profit margin = (Net income / net sales ) X 100

3. Monthly Sales Bookings

Sales bookings calculates the value — factoring in associated costs — of a
committed, signed or won sale over a specific period. Software-as-a-
service (SaaS) sales teams often use monthly sales bookings to track the
value of their wins. Leaders also use this metric to develop sales strategy
and prepare forecasts. The formula for monthly sales bookings is:

Monthly sales bookings = Total new bookings sales dollars for the month
- (average cost per transaction x total number of bookings)

4. Sales Opportunities
The sales opportunity metric calculates the estimated sales value of a lead
based on the probability of closing the sale. Prospects are categorized into
stages in your sales opportunity dashboard, such as proposal, qualified or
negotiation, with each stage assigned a weighted value. The formula for
sales opportunity is:

Sales Opportunity = Value of sale x opportunity status

For example, the negotiation stage of a sale may be assigned a weighted

value of 0.5. If a prospect is estimated to make a $10,000 purchase, then
the sales opportunity would be $5,000 ($10,000 x 0.5).

Tracking sales opportunities helps teams forecast sales and identify which
leads are most worth pursuing. Increasing sales opportunities indicate the
potential for generating higher sales, while decreasing opportunities may
signal a need to increase sales efforts.

5. Sales Target Attainment

Will the sales team reach their sales targets, also known as quotas? Is
actual revenue better or worse than forecasted? Which sales rep is trailing
behind and can use some guidance? The sales target attainment KPI can
help answer all these questions. In your dashboard, it compares sales
performance against established targets or previous periods. Sales
leaderboards are an effective way to visualize sales performance against
targets. The formula for sales target attainment is:

Sales target attainment = (Sales for the current period / sales target) x
100

6. Quote-to-Close Ratio
The quote-to close ratio is the number of deals closed and won compared
to the total number of quotes sent to prospects. This conversion ratio
analyzes salesperson effectiveness and is typically compared to historical
trends and current targets to assess performance. The formula for quote-
to-close ratio is:

Quote-to-close ratio = (Number of closed and won deals / number of

quotes) X 100

For example, if a sales rep sends 100 quotes to prospects in a month and
wins 30 deals, the quote-to-close ratio is 30%.

7. Average Purchase Value

Average purchase value is the average amount each customer spends on
a business’s products or services. One of the most cost-effective ways to
boost revenue is to sell more to each customer. Teams use the average
purchase value to develop sales strategies that incent customers to spend
more and to forecast the value of leads. The formula for average purchase
value is:

Average purchase value = Total sales / number of customers or

transactions

8. Monthly Calls (or Emails) Per Sales Rep

Measuring sales activities per rep, such as the number of monthly calls or
emails, is an indication of a rep’s productivity level. Keep in mind that
quality over quantity matters. By reviewing activity rates alongside success
rates, sales teams can focus on activities that generate more sales, faster.
For example, of all the emails sent or calls placed in one month, how many
resulted in a qualified lead, a meeting or ultimately in a sale?

9. Sales Per Rep

A key sales KPI for most businesses is sales generated per rep.
Comparing this measurement to previous periods can help teams assess
sales growth and trends. Sales managers use sales per rep to set sales
targets, identify top-performing and underperforming reps, and improve
individual and team performance. Since sales reps tend to be competitive,
businesses use sales leaderboards to create transparency across the team
and inspire reps to reach their peak performance. The formula for sales per
rep is:

Sales per rep = Total sales / number of sales made by rep

10. Product Performance

Which products are top-selling, and which are behind the pack? This
product performance and inventory KPI answers these questions by
ranking products based on sales.
Product sales volume doesn’t always directly correlate to revenue
performance. Low-price but high-volume products may account for a
significant portion of total sales but may not rank in the top 10 revenue-
generating products. As with most metrics, it’s important to consider other
factors surrounding the product. For example, is a product experiencing a
boost due to a concentrated marketing campaign? Or did a product slip
because the competition rolled out an updated version at a lower price?
Sales leaders can use the rankings to evaluate product market trends,
while sales managers can use product performance to adjust their sales
plans based on these trends.

11. Sales by Contact Method

Tracing a closed deal back to the way it originally began offers some of the
best sales data and insight. By calculating the percentage of sales
generated by each contact method, such as via email or in-person visit,
sales leaders can arm their sales teams with the tools most effective in
generating sales — and know which methods to avoid or use less
frequently.

Pair this KPI with other metrics, such as contact method cost or individual
rep performance metrics, to add further context. For example, a specific rep
may be more successful at generating sales in person rather than sending
emails, even though emails may be the company’s top tool overall. The
formula for sales by contact method is:

Sales by contact method = (Sales per contact method / total revenue) x

100

12. Average New Deal Size/Length

By tracking sales dollars generated by new deals and the related duration
of the sales stream, teams can gauge which offerings are most profitable
for the business. Managers use this metric to compare rep performance, as
well. For example, one rep may have sold 100 month-to-month
subscriptions last month, while another has landed 20 bigger contracts for
annual subscriptions. The formula for average new deal/length size is:
 Average new deal size = Total revenue from new deals / total number of
new deals

Average new deal length = Total number of days to close new deals /
total number of deals

13. Average Sales Cycle Length

Average sales cycle length is the average length of time from an initial
interaction with a prospective customer to closing a sale. Track this metric
in your sales cycle length dashboard to evaluate the efficiency of your sales
process. Once a business sets a sales cycle length benchmark, it can look
for ways to shorten the sales cycle. Sales managers can analyze the
average sales cycle by rep to see who closes sales quickly and who needs
improvement. Like many metrics, it is important to understand context. If a
rep is closing a complex deal, it may take longer than closing a few smaller
deals. The formula for average sales cycle length is:

Average sales cycle length =

Total number of days to close all sales / total number of new deals

14. Lead-to-Sale %
The lead-to-sale percentage, or the lead conversion rate, is the percentage
of leads that convert to actual sales. This KPI measures the sales teams’
effectiveness in converting a prospective customer into a paying customer.
It also identifies which marketing channels work best to generate quality
leads. With a lead-to-sales benchmark in place, sales managers can use
this percentage along with the length of the sales cycle to evaluate the
efficiency of the lead-to-sales process and the strength of the team’s
pipeline. By aligning together, sales and marketing teams can bolster sales
by focusing on top-quality prospects. The formula for lead-to-sale % is:
 Lead to sale % = (Total number of sales / total number of leads) x 100

NetSuite’s Lead Reporting and Analytics dashboard drilldown

15. Average Cost Per Lead

Average cost per lead measures the cost efficiency of marketing
campaigns and provides the marketing team with an amount that is
reasonable to spend on generating new leads. Average cost per lead can
be tracked in aggregate for all marketing efforts or by individual campaigns.
When combined with average new deal size, marketing teams can evaluate
which lead channels generate customers with higher buying power. The
goal is to keep average cost per lead low while generating a high volume of
quality leads. The formula for average cost per lead is:

Average cost per lead = Total cost of campaign / number of leads

generated
16. Retention and Churn Rates
Retention and churn rates have a yin and yang relationship. Retention rate
is the percentage of customers who stay or renew their contracts or
subscriptions for a company’s products or services. This critical sales
metric reflects a sales team’s ability to retain customers and generate
recurring revenue. Rising retention rates indicate a business’s products or
services are well-received in the marketplace and customers are loyal.

On the flip side, churn rate represents the percentage of customers who
cancel or don’t renew their contracts or subscriptions for a company’s
services or products. Rising churn rates could indicate a problem with a
company’s offerings, customer experience or sales approach, as well as
competitive reasons. Since it is more cost-effective to retain existing
customers than it is to find new ones, businesses closely monitor this KPI.
The formulas for retention and churn rates are:

Retention rate = ((Number of customers at the end of period – number of

customers acquired during period) / starting number of customers) x 100

OR

Retention rate = 1 / churn rate

Churn rate = (Number of customers lost / starting number of customers) x

100

17. Customer Lifetime Value

Customer lifetime value (CLV) refers to how much a company expects to
earn over the entire time it conducts business with a customer. Businesses
use this important metric to determine which customer segments generate
the most revenue and how much to spend to acquire new customers. The
calculation for customer lifetime value involves several components. The
formula is:
 Customer lifetime value = Gross margin % x retention rate x average
revenue per customer

For example, if a business has a gross margin of 80% and monthly

customer churn of 5%, and each customer spends an average of $100 per
month, the calculation would be: 80% x ( 1 / 5% ) x $100 = $1,600 of
lifetime value. The goal is to see rising customer lifetime values, which
signal increasing revenue from each customer over a longer period.

18. Average Conversion Time

Average conversion time is the average length of time it takes to convert a
lead to a sale. Sales managers use sales conversion dashboards to
monitor this metric and evaluate the productivity of the sales funnel, which
cycle lengths result in the most won deals and the effectiveness of an
individual rep at closing a deal. The formula to calculate average
conversion time is:

Average conversion time = Total length of time to convert lead to sale /

total number of new deals

19. New and Expansion Monthly Recurring Revenue (MRR)

Monthly recurring revenue (MRR) is the amount of predictable revenue a
company expects to receive on a monthly basis. New MRR is the additional
revenue added for the month from new customers. Expansion MRR is the
additional recurring revenue generated from the existing customer base,
usually due to upgrades or expanded services. These KPIs are critical for
SaaS or subscription-based businesses in forecasting, understanding new
revenue sources and gauging sales growth trends. The formula to calculate
new and expansion monthly recurring revenue is:
Monthly recurring revenue (MRR) = (Average monthly revenue from total
new and expanded accounts / total number of accounts) x total number of
accounts that month

20. Number of Monthly Onboarding and Demo Calls

For some companies, such as SaaS businesses, a trial or demonstration is
a critical part of the sales cycle and can help close the sale. Since leads in
the demo phase have a higher likelihood of converting to sales, this is a
powerful KPI to gauge both the sales funnel and the success of a rep in
winning the deal.

21. Customer Acquisition Cost

Customer acquisition cost (CAC) refers to how much it costs a business to
acquire one new customer. The costs to acquire depend on the business
model, but factoring in all sales and marketing expenses, including salaries
and overhead, can ensure a comprehensive calculation. Growing customer
lifetime value and average revenue per customer, while cutting customer
acquisition costs, can help maintain or increase profitability. The formula to
calculate customer acquisition cost is:

---------------------------------------------------------------------------------------------

AFTERSALES ABSORPTION RATIO

The Aftersales absorption ratio shows a dealership how
much of the company’s fixed costs are covered by aftersales
revenue. In other words, it tells you what is going to happen
when you suddenly stop selling cars or sales slow down.
Let us first examine how a company should determine the
absorption ratio. The KPI is calculated by dividing all
aftersales profits (both parts and labor related) by the costs
they cover, including all fixed and semi-fixed expenses such
as rents, salaries, and IT expenses.
Dealerships often aim for higher than 80% aftersales
absorption ratios, most likely to survive a poor sales period.
A low aftersales absorption ratio indicates that it is time to
start increasing your aftersales revenue by, for example,
upselling on open jobs, campaigns, and packages to keep
the company’s business as stable as possible.

2. UTILIZATION
Utilization refers to the relation between the time a mechanic
spends working on cars and the total time spent in the
workshop.
For example, a mechanic might come to work at 7 a.m. and
return home at 3 p.m., spending eight hours in the workshop.
Further, the mechanic might spend 6.5 hours working on
specific vehicle jobs. The rest of the time may be spent
between service orders and breaks, waiting for parts, or other
internal activities. Therefore, the utilization of this mechanic is
equal to 81% (6.5 divided by 8).
Usually, efficient dealerships aim for a range of 85% to
95%.
Utilization shows us how well we have organized the
workshop processes and how well our mechanics follow
company standards. High utilization percentages indicate a
well-organized team, good cooperation between the
workshop and parts department, and highly efficient
assignment of tasks.
3. PRODUCTIVITY
Productivity is the relation between the time mechanics
spend to perform their jobs and the standard time provided by
the manufacturer or the time the customer has invoiced.
For example, if the standard time for replacing a windshield is
invoiced as 2 hours but the mechanic has completed the job
in 1.5 hours, his efficiency is equal to 133% (2 divided by
1.5).
Dealerships often aim for a range of 110% to 150% to
consider the performance of the mechanic as productive.
Productivity indicates the quality and skill level of the team.
High productivity implies that the mechanics are well trained,
properly equipped, and experienced.
Essentially, the KPIs of utilization and productivity allow
the service manager to understand how much time the
mechanics and the workshop have available to better
plan how much time can be sold to customers coming
for service jobs.

WHY DOES IT MATTER?

Let us take a look at the history of how markets have
developed. Most countries have experienced their “peak of
the golden era.” The economy is improving, and optimism has
encouraged consumption. It is a profitable and easy time for
dealerships’ business. However, there will come a period
when the economy will slow down, and the first thing people
will delay is buying a car.
There are two types of dealers when market conditions are
changing: those who will survive and grow, and those who
will vanish. When a market enters maturity and sales slow, it
is crucial to keep a close eye on the aftersales department
and start upselling there because it becomes a key area of
revenue flow at such times.

------------------------------------------------------------------------

1. Tracking Sales and Revenue

Metrics
When it comes to measuring the success of an automotive dealership, sales
and revenue metrics are the first KPIs that come to mind. These metrics provide
a clear indication of the dealership's financial performance and overall success.
Key sales and revenue metrics include:
 • Total Sales Volume: A measure of how many cars a dealership sells over
a given time frame determining its success, revenue, market position,
and effectiveness of its sales team.
• Average Transaction Value: The average amount of money generated
from each vehicle sale, providing insights into the dealership's pricing
strategies, customer preferences, and revenue generation.
• Gross Profit Per Vehicle: The amount of profit earned by the dealership
from each vehicle sale after subtracting the cost of acquiring or producing
the vehicle, serving as a measure of profitability and efficiency in the
sales process.
• Gross Profit Margin: The percentage of revenue retained as profit after
deducting the cost of goods sold related to vehicle sales, providing
insights into the dealership's profitability, cost management, and pricing
strategies.

2. Monitoring Customer
Satisfaction and Retention
As mentioned earlier, customer satisfaction is a critical KPI for automotive
dealerships. Happy and satisfied customers are more likely to become repeat
customers, refer their friends and family, and leave positive reviews — all of
which contribute to sales growth. Metrics that measure customer satisfaction
include:

• Net Promoter Score (NPS): A metric used to measure customer loyalty

and satisfaction by gauging their willingness to recommend a dealership
to others, indicating the dealership's reputation, customer experience,
and potential for business growth.
• Customer Satisfaction Surveys: A measurement of how happy
customers are with their experience, which helps the dealership
understand how well they are meeting customer expectations and where
they can improve.
 • Online Reviews and Ratings: Monitor and evaluate what customers say
about a dealership online to help understand their satisfaction levels,
reputation, and influence on potential customers.

Discover more secrets for keeping your customers satisfied HERE.

3. Analyzing Website Traffic and

Online Leads
Having a strong online presence is crucial for automotive dealerships. Potential
customers often start their car-buying journey online, researching different
models, comparing prices, and reading reviews. Therefore, dealerships need to
track metrics related to website traffic and online leads, such as:

• Website Traffic Volume: The total number of visitors who visit the
dealership's website, indicating the level of online interest and potential
customer reach.
• Unique Visitors: The number of individual users who visit the
dealership's website, providing insight into the distinct user base and
audience engagement.
• Page Views: The number of times a webpage is loaded or visited on the
dealership's website, helping to assess the popularity and engagement of
specific pages or content.
• Bounce Rates: The percentage of visitors who leave the website after
viewing only one page, indicating the effectiveness of the website's
content, usability, and relevance in keeping visitors engaged.
• Time Spent on Site: The average duration visitors stay on the
dealership's website, providing an understanding of user engagement
and the website's ability to hold visitor interest.
• Conversion Rates: The percentage of website visitors who take a desired
action, such as submitting a lead form or making a purchase, highlighting
 the website's effectiveness in driving desired outcomes and generating
sales or leads.

Learn more about digital merchandising and website traffic HERE.

4. Measuring Advertising and

Marketing Effectiveness
Tracking the effectiveness of advertising and marketing efforts is equally
important for automotive dealerships. By analyzing these metrics, dealerships
can determine which advertising channels or campaigns generate the best
results and allocate their marketing budget accordingly. Measuring the
following KPIs can help optimize advertising and marketing strategies,
maximize ROI, and drive more qualified leads:

• ROI of Advertising Campaigns: A measure of profit the dealership gains

compared to the amount spent on advertising, indicating those
campaigns' effectiveness and financial success.
• Cost per Lead: The average amount of money spent to acquire each
potential customer's contact information, helping the dealership evaluate
the efficiency and affordability of their lead generation efforts.
• Cost per Acquisition: The average expense incurred by the dealership to
acquire a new customer, considering the total costs involved in
marketing, sales, and other activities, providing insights into the
dealership's overall efficiency in acquiring and converting customers.
5. Evaluating Inventory Turnover
and Aging
Effective inventory management is crucial for the success of automotive
dealerships. Excess inventory ties up capital and increases carrying costs, while
insufficient inventory can lead to missed sales opportunities. By analyzing
these metrics, dealerships can identify slow-moving vehicles, optimize their
inventory mix, and implement strategies to reduce holding costs and increase
inventory turnover.

• Average Days To Turn: The average time it takes for a dealership to sell a
vehicle.
• Average Inventory Age: The average length of time vehicles remain in
the dealership's inventory before being sold.
• Inventory Aging Analysis: An evaluation of the distribution of vehicle
ages in the dealership's inventory to show how long cars have been in
stock.

Using Analytics To Engage Today's

Car Shoppers
Tracking and measuring KPIs provide valuable insights that empower
automotive dealerships to evaluate performance. Evaluate your dealership to
see which KPIs you're currently following. Then consider monitoring a few of
the metrics discussed above.

Want to learn more about what today's car shoppers are doing? We've analyzed
consumer engagement behavior across 2,300 vehicles, and the findings were
eye-opening. Download the free report below and use these insights alongside
your KPIs to set and crush sales goals.
KPIs for Business Development Reps
1. Activities
2. Opportunities Created
3. Proposals Sent
4. Deals Won
5. Client Acquisition Rates