1. Dealer Performance Management System
Torque IT Solutions

2. Do dealers always maximize the potential per transaction?
Dealer performance
Most dealers run well-established and successful operations...
...but what would it take to raise the current performance to the next level?
Do dealers always maximize the potential per transaction?
Do dealers always follow strong and consistent processes for each transaction?
Do dealer staff spend a lot of time on manual and erroneous tasks for reporting and commission calculations?
Do DPs actively manage dealership performance on a daily rather than monthly basis?
Processing happening last week of the month

3. DPMS – a holistic dealership performance tool
Target/KPI management
Transaction management
Commission management
Sales
F&I
Parts
Service

4. DPMS – benefitting parties
Effective consolidation of key data into one dashboard
Improve process adherence at dealers
Drive performance culture at dealers
Readily available data for varied analysis purposes
More transparency and
better performance
Finance Company
Dealer
Distributor
Daily performance management , complements monthly in hindsight DMS based reporting.
Transactional transparency (e.g. RoI per transaction)
Sales/F&I process support
No more Excel reporting/consolidation
Automated and controlled commission management
Reduced errors = cost savings
Improve process = profit increase
Add value to dealership
Drive F&I as integrated step in sales process
Overall dealer performance enabler, not F&I isolated approach
Add value to dealer and distributor by supporting total value chain
Create integrated process efficiencies, create convenience, become finance provider of choice

5. DPMS enables you to drive performance on real-time data!
Driving
performance
Gap analysis
Performance tracking
Process support

6. Driving performance Process Monitoring
Ability to detect process inefficiencies and take counter measures
Sales and F&I conversion process support
Tracking of incoming trades for future stock planning
New agreement tracking for accurate sales performance and sales pipeline management
Commission management
Menu selling approach, etc.
Monitoring
In-built target setting module (individual, dealership and benchmark targets)
Detailed and aggregated reporting
Automatic gap analysis displaying lost profits in reporting module
Multi-period comparisons (trend analysis)
Multi-dealership comparisons

7. Driving performance KPIs Performance
Ability to identify under-performance and address pro-actively before month-end
Active performance management on daily/weekly basis
Benchmarking between different dealers
KPIs
Standardized KPI system
Structured KPI approach to allow drill down from high level to detail
More than 150 KPIs available for detailed analysis plus define and track your own KPIs
Flexible comparability of KPIs (individual & dealer level, trend analysis)

8. System interfaces and flexibility
Highly configurable to cater for individual dealer needs
Flexible design allowing application to be embedded into dealer environment
Different levels of data granularity
Configurable report views
User rights can be determined on dealership level
Interfaces with other systems (e.g. POS, DMS)
Limit data inconsistencies and double data entry
Data synchronization with main accounting system after month-end
Cloud based service benefits
DPMS follows the same service orientated logic as laid out for POS suite, i.e. can be integrated into external POS portal.

9. What DPMS does not offer:
Scope of DPMS
Transactional performance management system (flexible level of granularity)
Provides support based on best practice processes
Standardized KPI measurement and tracking
What DPMS offers:
No replacement for a DMS and P&L/BS based reports (i.e. complements rather than competes )
What DPMS does not offer:

10. DPMS - Illustration Example

11. KPI analysis high-level view
Sales
Number of units - total sales
Number of units - counters
Number of units – payers
Number of units - wholesale
Number of units - pre-registrations
Number of units - customer sales
Number of units - standard sales
Number of units - obo
Number of units - manufacturer/lease company sale
Number of New Agreements
Average gross profit from customer sales
Average gross profit ROI from customer sales
Total Gross Profit
F&I
Finance Penetration
Total net amount financed
Total referral rate
Total F&I & other income
Total F&I and Other Income per retail unit sold
Total F&I and other income per unit financed
Service&Parts
Parts Gross Profit
Parts Gross Profit %
Service Gross Profit
Service Gross Profit %

12. DPMS Sales and F&I approach
DPMS follows the road to sales approach and looks at F&I as an integrated step in the sales process
DPMS provides structure in the transition from sales to F&I based on best practice benchmark processes
DPMS allows for a flexible menu-selling approach to maximize dealership opportunities
Process deviations and under-performance can be tracked and addressed to improve results
Meet and greet
Interview customer for needs and wants
Show vehicle selection
Demo of vehicle and test drive
Build value in vehicle
Review customer needs with information received and given
Get commit-ment
Handover to F&I
Complete docs
Delivery of vehicle
Follow up call (CSI)
Possible handover to F&I

13. Gap analysis example
$ 188,500 = Lost opportunity

14. Performance management based on KPIs (F&I example)
Issue: Low F&I income
Handover/referral analysis
Referral point analysis
Performance management based on KPIs (F&I example)
* F&I income per contract financed
** F&I income per retail unit

15. Commission management
Handover quality
Aftersales income breakdown
Performance management based on KPIs (F&I example)
Sales competition
Commission management

16. Comparison analysis example

17. Thank You!