1. Improving Loyalty by Improving Dealership Business Operations Raise SSI/CSI Scores Drive Accountability Eliminate Waste Improve Profits Increase Sales Volume

2. Monthly Monthly (At Best) Old Technology Late Information Customer is lost Dealership Unfriendly Format………… MeasurePLUS Improve Dealership Operations Old World New World Measure only Daily Hi Tech - Overnight Live, quick interviews Employee diagnostics Immediate Hot Comments Audio Recordings Saves customers Dealerships Improve! CSI Revolution

3. Monthly Reports Old Technology Late Information Customer is lost Retail Unfriendly Format Not used at retail Old World New World CSI Revolution- Smart Choice Smart Choice! $ OEM CSI Survey Dealer Follow-up Two Two customer contacts Combined OEM CSI and Dealer Follow up One One customer contact!! + Inconsistent Process Minimum Organization Low Accountability Expensive Disconnected No Tracking and Trending Daily Feedback! High Tech - Overnight Live quick interviews Employee diagnostics Immediate Hot comments Audio recordings Saves customers Retail user friendly Dealerships Improve!!

4. Customer Follow up Process Daily Reports Full Transaction Details Easy to Use Focused on Opportunities Recorded Customer Comments Personal Messages Provides Deep insight Unique and Powerful Full Interview Recordings Hear your own customers Irrefutable Record Email to anyone Audit Our Interviewers Hot Comments- Action reports Entered Immediately Emailed to Dealership in 15 mins Closed-loop management process Logs History of Improvement Action Full Accountability for Resolutions Drives Employee Accountability Ranks Service Writers and Technicians Best to Worst Provides Individual Employee Performance Results – 13 Months Performance Appraisal Daily Updates Top Management Oversight Tools Employee Log-In HistoryTracks Dealership Strengths Full Cost ControlTracks Dealership Weaknesses Dealership Performance TrackingDaily Customer Report Card Immediate Customer Contact Next Day Professional Phone Interview US Based – California Spanish Capability Highly Coached and Monitored In –House Interviewers Daily Process Feedback Daily Process Feedback

6. NADA-24 Is Working! – External Validation

7. Large Toyota Distributor Large Toyota Distributor Before and After Analysis - NADA-24 Dealer Usage Jan-July ’06 Vs August-December ‘06 +1.4 +0.1 +1.9 -1.6 NADA-24RaisesScores! NADA-24 Is Working! – External Validation

8. Large Toyota Distributor Large Toyota Distributor Before and After Analysis - NADA-24 Dealer Usage Jan-July ’06 Vs Aug.-December ’06 +2.7 +0.8 +0.5 -0.4 NADA-24Raises Scores ! NADA-24 Is Working! – External Validation

9. National Daily Performance Update

10. Average All Dealers Average top 10%

11. Rank Your Employees - Daily Update Employees 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 Corp Average Dealership Average

12. Employee Performance History - Example

13. Dealership Self-Improvement Process FIND FLAWS FIND FLAWS Customer Feedback EVALUATE EVALUATE Process and People IMPROVE IMPROVE Process and Performance Measures include:  Daily Customer Feedback and Scoring  Customer Audios and Interviews  Dealership Trend analysis  Employee Performance Rankings  Employee Performance History  Management Log-In History  Hot Comments- Open and Closed  Action Reports Continually Communicate

14. Review Customer Feedback Report Log on t daily* Check Hot Comment Report Daily Check Sheet ● Review new Hot Comments received ● Reference Customer Interview and Customer Voicemail for further information ● Take corrective action with customer ● Update Hot Comment with action taken and close Hot Comment as necessary ● Utilize Action Report to track on-going customer issues. ● Listen to “Red” and “Yellow” Customer Interviews & Customer Voicemails [if available] ● Resolve or escalate actionable items to the appropriate staff member ● Utilize the “Action Reports” feature of NADA-24 to track customer communications and resolution Review Action Reports ● Update and close customer issues as necessary ● Follow up with dealership staff members on aging Action Report items * Daily attention is critical to the success in your dealership. The faster you respond to a customer issue, the better chance you have to resolve that issue positively for the customer and your dealership. Process Steps Actions Responsibility Get in early and go to 7 day report to see your dealerships ‘report card’ from yesterday 1 2 3 4

15. “Red” & “Yellow” from Customer Feedback Report Review Login Report Review Hot Comment & Action Report ● Verify that appropriate staff is logging on to NADA-24 daily. ● Verify each department is represented and utilizing appropriately ● Make sure ● Assure staff is aware system is being monitored. ● Check to see that Hot Comments are being closed in a timely manner. ● Verify written solution to assure it was adequately handled. ● Email ageing Hot Comments to your staff – Remind them of the importance of quick and thoughtful resolution ● Review the Action Report for aging customer issues ● Assure your staff is capturing actions and updating logs. ● Listen to sample voicemails and full interviews ● Verify solutions taken are appropriate, and up to dealership standards. ● Verify timeliness of actions ● Don’t wait for a Hot Comment – be proactive ● Look for trends, and reoccurring problems Review “Staff Report” Review “Likes/Dislikes” Report Weekly Process ● Check for positive/negative trends. ● Counsel with employees as needed ● Review number of bad phone numbers ● Congratulate good employees whenever appropriate ● Look for trends – good and bad ● Intervene with employees where necessary ● Consider updating dealer processes to drive prevention Daily Process Process Steps Actions * Daily attention is critical to the success in your dealership. The faster your staff responds to a customer issue, the better chance you have to resolve that issue positively for the customer and your dealership. 1 2 3 1 2

16. Improving Loyalty by Improving Dealership Business Operations Raise SSI/CSI Scores Drive Accountability Eliminate Waste Improve Profits Increase Sales Volume