Intelligence for the modern dealership.

The percentage of leads from a specific source that are currently being worked and have not yet been marked sold or lost. A common calculation is: Active leads from the source ÷ Total leads from the source × 100

See % AS.

The percentage of scheduled appointments that resulted in the customer physically arriving at the dealership. A common calculation is: Appointments shown ÷ Appointments scheduled × 100 This metric may also be referred to as Show Rate.

The percentage of leads from a specific source that are classified as invalid, duplicate, unreachable, incorrect, or otherwise unworkable. A common calculation is: Bad leads from the source ÷ Total leads from the source × 100 The dealership should clearly define which lead statuses qualify as Bad.

The percentage of qualifying customer appointments or opportunities that resulted in a completed sale. A common appointment-based calculation is: Completed sales ÷ Appointments shown × 100 The dealership should identify whether the calculation is based on appointments set, appointments shown, showroom opportunities, write-ups, or another qualifying population.

The percentage of leads from a specific source that did not convert and were marked lost. A common calculation is: Lost leads from the source ÷ Total leads from the source × 100

The percentage of leads from a specific source that resulted in a completed sale. A common calculation is: Sold leads from the source ÷ Total leads from the source × 100

The percentage of an established target that has been achieved. A common calculation is: Current result ÷ Goal × 100 A result below 100% indicates the goal has not yet been reached. A result of 100% indicates the goal has been met. A result above 100% indicates the goal has been exceeded.

The percentage of all dealership leads that came from a specific lead source. A common calculation is: Leads from the source ÷ Total dealership leads × 100 This metric helps dealership leadership understand how much of the overall lead volume is generated by each source.

The percentage of completed vehicle sales that included a customer trade-in. A common calculation is: Sold deals with a trade ÷ Total sold deals × 100

The percentage of qualifying customer visits or vehicle presentations in which a proper vehicle walk-around was completed. A common calculation is: Completed walk-arounds ÷ Qualifying customer visits or demonstrations × 100 The dealership should define what activity qualifies as a completed walk-around.

The percentage of qualifying customer demonstrations or sales opportunities that were formally documented as write-ups in the dealership’s system. A common calculation is: Completed write-ups ÷ Qualifying demonstrations or opportunities × 100

The average performance for a selected metric over the previous 90 days. A 90-Day Average helps leadership evaluate performance over a longer period and reduces the effect of unusually strong or weak individual days.

The dealership’s assessed market value of a customer’s trade-in vehicle before loan payoff, customer equity, negative equity, or trade allowance is applied. ACV is different from the amount shown to the customer as a trade allowance.

A dealership-defined measurement of how effectively a service advisor converts repair-order opportunities into labor hours, service revenue, or gross profit. The exact calculation may differ by dealership. Advisor Efficiency may consider metrics such as: Hours sold per repair order Dollars per repair order Average sales per repair order Average gross per repair order Recommended-service close rate Retail saturation The calculation should be clearly defined before comparing advisors.

The length of time that a vehicle has remained in inventory or that a repair order has remained open. Vehicle Aging is typically measured from the date a vehicle enters inventory. Repair Order Aging is typically measured from the date the repair order is opened. Older inventory or repair orders may require additional management attention.

The average gross profit earned per qualifying vehicle deal, repair order, or transaction. A common calculation is: Total gross profit ÷ Number of qualifying transactions The dealership should identify whether AGM refers to gross dollars, gross percentage, vehicle deals, repair orders, or another transaction type.

The target number of customer appointments expected to be set, confirmed, shown, or completed during a defined reporting period. Reports should clearly state which appointment stage the goal measures.

The percentage of qualifying customer interactions or leads that result in a scheduled appointment. A common calculation is: Appointments set ÷ Qualifying customer interactions or leads × 100 This metric may also be referred to as Set Rate.

A calculated mean used to represent typical performance for a metric during a defined period. A common calculation is: Total value ÷ Number of qualifying records

The average gross profit generated by each qualifying repair order. A common calculation is: Total qualifying gross profit ÷ Qualifying repair orders The report should identify whether the gross includes labor, parts, customer-pay work, warranty work, internal work, or all repair orders.

The average total revenue generated by each qualifying repair order. A common calculation is: Total qualifying service sales ÷ Qualifying repair orders The dealership should identify which sales categories and repair-order types are included.

The gross profit generated primarily through the Finance and Insurance department after the vehicle selling price has been established. Back-End Gross may include profit from: Finance reserve Vehicle service contracts Guaranteed asset protection Maintenance plans Tire and wheel protection Appearance protection Other finance and aftermarket products See also Back-End Gross.

The vehicle manufacturers, franchises, or vehicle makes represented in a dealership’s inventory or sales reporting. Brand reporting may be used to compare: Units sold Gross Inventory Lead activity Salesperson performance Model performance

A solid car icon represents a new vehicle.

A hollow car icon represents a used vehicle.

A car icon containing a dot represents a financed vehicle transaction.

A car icon without a dot represents a delivered vehicle. The exact icon rules should remain consistent across all reports so employees can interpret them correctly.

The monetary value assigned to a vehicle or transaction without including financing terms. In trade reporting, Cash Value may refer to the vehicle’s assessed value before loan payoff, equity, or financing adjustments. Where applicable, the report should distinguish Cash Value from Actual Cash Value, trade allowance, and selling price.

A score used by a manufacturer, dealership, or third-party provider to measure customer satisfaction with the sales or service experience. CSI may evaluate: Communication Employee professionalism Timeliness Facility experience Vehicle delivery Service quality Overall satisfaction Likelihood to recommend

The classification assigned to a vehicle transaction. Common Deal Types include: Cash Finance Lease Retail Fleet Wholesale New vehicle Used vehicle Employee Dealer trade

Vehicles shown, presented, or driven by customers as part of the dealership sales process. A demonstration may include: A vehicle presentation A feature review A vehicle walk-around A test drive Dealerships may compare Demos with Walk-Arounds, Write-Ups, and completed sales to evaluate process completion.

The average revenue generated by each qualifying repair order. A common calculation is: Total qualifying revenue ÷ Qualifying repair orders The dealership should identify whether the calculation includes labor, parts, customer-pay work, warranty work, internal work, or all service revenue.

The average labor revenue generated for each labor hour sold. A common calculation is: Labor sales ÷ Labor hours sold ELR may be influenced by labor pricing, discounts, work mix, warranty rates, internal rates, and advisor selling practices.

The gross profit generated directly from the vehicle transaction before Finance and Insurance income is included. Front-End Gross is generally based on the difference between the vehicle’s selling price and the dealership’s recognized cost, subject to dealership accounting practices. See also Front-End Gross.

The profit generated by a sale, repair, department, or other transaction after the applicable direct costs are deducted from revenue. Depending on the report, Gross may refer to: Front-End Gross Back-End Gross Total Gross Labor Gross Parts Gross Service Gross The report should clearly identify which type of Gross is being displayed.

The amount of gross profit generated per labor hour sold in the service department. A common calculation is: Labor gross profit ÷ Labor hours sold The dealership should confirm whether this metric includes labor only or a combination of labor and parts gross.

The projected number of labor hours expected to be sold by the end of the reporting period based on current performance and the dealership’s established goal. This metric may compare: Current hours sold Required daily pace Projected month-end hours Monthly hours goal

The average number of labor hours billed or sold on each qualifying repair order. A common calculation is: Total labor hours ÷ Qualifying repair orders

A measurement of how much labor work is sold during each qualifying customer visit. A common calculation is: Total hours sold ÷ Repair-order count HR/RO and HRS/RO may be used interchangeably by some dealerships. Reports should use one consistent label and calculation.

Customer-initiated communications received by the dealership. Inbound activity may include: Phone calls Text messages Emails Chats Website forms Digital leads Social media inquiries

A comparative percentage showing an individual employee’s inbound communication contribution relative to the dealership’s total inbound volume. A common calculation is: Individual inbound calls, texts, and emails ÷ Total dealership inbound calls, texts, and emails × 100 The report should identify which communication channels and departments are included.

Customer inquiries or potential sales or service opportunities received by the dealership. Lead sources may include: Dealership website Manufacturer website Third-party automotive websites Phone calls Walk-ins Chat Text Email Social media Advertising campaigns Referrals

Performance recorded during the previous completed calendar month. LM reporting is commonly used to compare current Month-to-Date results with the prior month.

The selected calendar month used as the reporting period.

The projected number of vehicles a salesperson, department, or dealership is expected to sell by the end of the current month based on Month-to-Date performance. The projection may consider: Units sold so far Selling days completed Selling days remaining Current daily average Monthly Pace is an estimate and will change as performance changes.

A comparison between a salesperson’s current projected monthly unit pace and that salesperson’s historical average monthly unit performance. This comparison indicates whether the salesperson is currently trending above, at, or below normal unit production.

A comparison between the current month’s total gross performance and the salesperson’s historical average monthly gross. This comparison indicates whether current gross performance is trending above, at, or below the employee’s typical monthly result.

Performance accumulated from the first day of the current month through the current date. MTD reporting may include: Units Gross Repair orders Labor sales Hours sold Appointments Leads Customer satisfaction

Dealer-initiated communications sent to customers or prospects. Outbound activity may include: Follow-up phone calls Text messages Emails Appointment confirmations Lead responses Service reminders Retention campaigns

A comparative percentage showing an individual employee’s outbound communication contribution relative to the dealership’s total outbound volume. A common calculation is: Individual outbound calls, texts, and emails ÷ Total dealership outbound calls, texts, and emails × 100 The report should identify which communication channels and departments are included.

A fixed operations performance view summarizing revenue, cost, and gross profit generated by parts sales and labor operations. In traditional accounting, P&L commonly means Profit and Loss. When Digital Dealership System uses P&L to mean Parts and Labor, the report should label it clearly to prevent confusion.

A projection of future performance based on current activity, elapsed time, and recent results. Pace may be calculated for: Units Gross Appointments Repair orders Hours sold Revenue Other performance goals Pace is an estimate and not a guaranteed final result.

The remaining balance owed to a lender on a customer’s existing vehicle loan. A payoff may affect: Trade equity Negative equity Deal structure Financing Customer cash requirements

The percentage of qualifying repair orders on which a specific recommended retail service was sold. Retail service categories may include: Tires Brakes Alignments Batteries Fluid services Maintenance flushes Other dealership-selected services A common calculation is: Repair orders containing the selected retail service ÷ Qualifying repair orders × 100 The qualifying repair-order population and selected service categories should be clearly defined.

The official service document used to record vehicle maintenance, diagnosis, repairs, labor, parts, recommendations, approvals, and charges. See also Repair Order.

The total number of qualifying repair orders written from the beginning of the current month through the current date. The report should identify whether it includes: Customer-pay repair orders Warranty repair orders Internal repair orders All repair-order types

The percentage of scheduled appointments that resulted in the customer arriving at the dealership. A common calculation is: Appointments shown ÷ Appointments set × 100 See also % AS — Appointment Shown Percentage.

A vehicle currently held in dealership inventory. Stock reporting may include: Stock number New or used classification Brand Model Age Cost Location Availability status

A measure comparing the labor hours a technician produces with the actual time spent working. A common calculation is: Produced or flagged hours ÷ Actual working hours × 100 Tech Efficiency should be reviewed alongside quality, comebacks, available work, and repair complexity.

The combined gross profit generated from Front-End Gross and Back-End Gross. A common calculation is: Front-End Gross + Back-End Gross Although the abbreviation includes the word Margin, this metric may represent gross dollars rather than a percentage. The report should clearly identify the unit of measurement.

The overall profit generated during a defined reporting period after the applicable costs or expenses included in the report are deducted. Because Total Profit may be calculated differently across reports, the displayed calculation should clearly identify what revenue, costs, and expenses are included.

A customer-owned vehicle offered as part of the purchase or lease of another vehicle. Trade reporting may include: Actual Cash Value Trade allowance Payoff Equity Negative equity Brand Model Age Mileage Retail or wholesale disposition

The total number of qualifying vehicles sold or other items completed during a reporting period. In vehicle sales, Units normally refers to vehicles sold or delivered. In fixed operations, a report may use Units to refer to completed services, retail service categories, tires, alignments, batteries, or other selected items. The report should clearly identify what each Unit represents.

A unique 17-character identifier assigned to a vehicle. The VIN identifies information such as: Manufacturer Vehicle type Model Engine or equipment details Production sequence

Structured vehicle presentations performed by dealership employees to show a customer the vehicle’s features, benefits, technology, condition, and relevant options. Walk-Around activity may be tracked to measure adherence to the dealership’s sales process.

The process of formally documenting a customer, vehicle, opportunity, or proposed transaction in the dealership’s system. A sales write-up may include: Customer information Vehicle of interest Trade information Pricing Payment options Deal structure Manager involvement Write-Up Percentage may be used to measure how consistently demonstrations or customer opportunities progress to this stage.

The projected year-end result based on current Year-to-Date performance. Yearly Pace may be calculated for: Units Gross Repair orders Labor sales Hours sold Appointments Other annual goals The projection may change throughout the year as performance changes.

Performance accumulated from the beginning of the current calendar or fiscal year through the current date. YTD reporting may include: Units Gross Revenue Repair orders Labor sales Hours sold Appointments Customer satisfaction