Dealer Performance Management System Torque IT Solutions

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

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

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

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

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

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)

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.

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:

DPMS - Illustration Example

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 %

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

Gap analysis example $ 188,500 = Lost opportunity

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

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

Comparison analysis example

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