Drew Adler: I'm going to butt in but hopefully Jake concurs. Managers reports should be inclusive of all standard car sales focused KPI's. Overall MTD/YTD Close/Sold, avg gross per sale, avg retail on vehicle sold, avg down payment, avg monthly payment per vehicle closed, average interest rate on proposal and avg interest rate on actual close for each proposal(this helps the GMs/owners properly assess that managers' effectiveness at using the banks or other resources and can also provide the sales managers themselves with their own justification for other KPI's like overall Close count to allow a accountability for missed opportunities and just pure happenstance on getting a bad batch of customers to work deals on), proposal count per visit, proposal count count per day in respect to visits that day(shows use of TO's or lack of manager engagement based on positive or negative numbers), average loss/change per re-pencil/proposal(this one could be coupled with the previous one to show how effective said manager is at the "meet-in-the-middle/hold-your-ground" negotiations when it comes to conversion), obviously overall sales count(with consideration to halves/ need for additional help or approach tactics by a separate managers), TO count would be extremely helpful too but also understandably difficult to enforce or keep accurate without micromanaging said managers. Shoot even Pivot Count to Close ratio would be interesting though not always accurate because there's a lot of variables that factor into a customer being on different vehicles from pencil to pencil, still the manager should be responsible and always aware of the customer's wants/needs via the salesperson's interactions with them(if they've trained that salesperson correctly) to know how to properly pivot if at all possible. That's just a few of the things off the top of my head.

Madison Beard: wow, thank you for all of the detail! Are you currently tracking any of these metrics by another method outside the CRM - maybe DMS, or otherwise?

Drew Adler: No sir. Came from the cooperate retail sales world and have noticed in the that I've been in car sales industry, at least the company that I'm apart of, our managers don't tend to concern themselves with that as long as cars are getting sold. The problem is that when cars aren't getting sold then everyone wants to point fingers or make up excuses. Numbers, however, never lie. They're impartial and extremely valuable when it comes to evaluating how to maximize conversion, overall production, and well, sales in general.

Madison Beard: great insight, thank you! Down the line, would you mind us reaching out directly to discuss further?

Drew Adler: Yeah man, absolutely! That's perfectly fine with me.

Madison Beard: Perfect, thanks again!

Drew Adler: Yes sir.

Jeff Filiault: interesting. I personally would like to know if I have a sales manager that closes 2 out of 10 and on that is 5 out of 10 regardless of volume- if your a sales manager accountability is key especially in a large store. No report is an end all but this combined with look to book, volume, PVRs would create a report card. If all we do is hope and don't look at pertinent data, then all we have is hope, my two cents. Managing closing ratios IS car deals in my book. Just posting what you posted is not well thought out and frankly is useless commentary. Next time, elaborate and perhaps the other side may have feedback that can help you be better and vice versa.

Also, you don't have to use it. 21 people in 4 days see it differently