industry analysis an analysis of the of the industries best operators. september 2008 quarter v 6...
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Industry Analysis
An analysis of the of the industriesbest operators.
September 2008 quarter V 6 months toJune 2008
![Page 2: Industry Analysis An analysis of the of the industries best operators. September 2008 quarter V 6 months to June 2008](https://reader035.vdocuments.us/reader035/viewer/2022070306/5519e1505503467a178b47bd/html5/thumbnails/2.jpg)
©2008 Deloitte. All rights reserved
You can keep “afloat” in this rough market!
Analysis performed
• We have grouped a selection brands together to keep the study simple yet relevant
– Group 1 volume brands
– Group 2 other non luxury
– Group 3 prestige brands
– Group 4 luxury brands
• Group averages and top 30% performers at the selling gross level for each department have been stated against each other.
• These performances have been compared for the 6 month ended June 2008 to the quarter ended September 2008.
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©2008 Deloitte. All rights reserved
What does this analysis tell us
Issues:
• Pressure on the front end margins due to drop in volumes and inventory levels.
• Selling gross contribution under pressure in new and used vehicles.
Top 30% dealers
• Have managed to keep within benchmark in most
• Drive best practices and are prepared to change to match market conditions.
• Take advantage of opportunities in used cars
• Continue to drive performance in the back end
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©2008 Deloitte. All rights reserved
0.0
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Group 1 Group 2 Group 3 Group 4
1st Half 08
Average 1st Half 08
Sept Qtr 08
Average Sept Qtr 08
2008 BM-Lower
2008 BM Upper
%
Net Profit % Sales Top 30% of Dealers V Average
Group1:Toyota, Holden, Ford Group2:Mitsubishi,Nissan, Hyundai
Group3:Mazda,Honda,Subaru,Peugeot,Volkswagen Group4:MercedesBenz,BMW,Audi,Jaguar
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©2008 Deloitte. All rights reserved
Net Profit % Sales
Issues:
• The average dealer has experienced a significant drop in Net Profit as a % of sales.
• The Top 30% of dealers are still achieving results at or near benchmark levels.
Top 30% dealers
• Engage all managers and staff – this will develop “buy in” and reduce
misunderstanding around required performance and break even levels.
• Ensure department managers are aware of their breakeven point.
• Compare actual expenses to Benchmark as a percentage of gross whilst
maintaining a focus on actual expense $.
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©2008 Deloitte. All rights reserved
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Group 1 Group 2 Group 3 Group 4
1st Half 08
Average 1st Half 08
Sept Qtr 08
Average Sept Qtr 08
2008 BM
%
New Vehicle Selling Gross % Top 30% of Dealers V Avg
Group1:Toyota, Holden, Ford Group2:Mitsubishi,Nissan, Hyundai
Group3:Mazda,Honda,Subaru,Peugeot,Volkswagen Group4:MercedesBenz,BMW,Audi,Jaguar
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©2008 Deloitte. All rights reserved
New Vehicle Selling Gross %
Issues:
• All dealers are experiencing pressure on New Vehicle selling Gross % due to the drop in volume and rising inventory levels.
• The majority of Top 30% dealers are still achieving results at or near benchmark levels on the back of excellent CRM strategies and maintaining gross profit $ per sales people at levels close to benchmark.
Top 30% dealers
• Ensure stock levels are within benchmark limits for both dollars and units – based on projected not historic volumes.
• Ensure stock vehicles are only ordered with the approval of the DP.
• Focus heavily on driving prospect management.
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©2008 Deloitte. All rights reserved
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15
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Group 1 Group 2 Group 3 Group 4
1st Half 08
Average 1st Half 08
Sept Qtr 08
Average Sept Qtr 08
2008 BM
%
Used Vehicle Selling Gross % Top 30% of Dealers V Avg
Group1:Toyota, Holden, Ford Group2:Mitsubishi,Nissan, Hyundai
Group3:Mazda,Honda,Subaru,Peugeot,Volkswagen Group4:MercedesBenz,BMW,Audi,Jaguar
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©2008 Deloitte. All rights reserved
Used Vehicle Selling Gross %
Issues:
• The Top 30% of used vehicle operators are still operating at benchmark levels.
• The current market conditions have seen the gap widen between benchmark and average dealer performance in used vehicles.
Top 30% dealers
• Adopt a dynamic pricing policy to maximise their R.O.I.
• Ensure the utilisation of Stock Provisions
• Drive stock turn and have re-assessed their used car strategy for 2009.
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©2008 Deloitte. All rights reserved
0
510
15
20
2530
35
4045
50
55
6065
70
Group 1 Group 2 Group 3 Group 4
1st Half 08
Average 1st Half 08
Sept Qtr 08
Average Sept Qtr 08
2008 BM
%
Service Selling Gross % Top 30% of Dealers V Avg
Group1:Toyota, Holden, Ford Group2:Mitsubishi,Nissan, Hyundai
Group3:Mazda,Honda,Subaru,Peugeot,Volkswagen Group4:MercedesBenz,BMW,Audi,Jaguar
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©2008 Deloitte. All rights reserved
Service Department Selling Gross %
Issues:
• The current conditions highlight the stability of the dealerships service operations in providing consistent selling gross performance.
• Many benchmark dealers have actually improved their performance.
Top 30% dealers
• Measure and reward individual technician performance.
• Have in place a consistent CRM process that drives customer retention.
• Have strategies in place that encourage the retention of 3 – 5 year old vehicles.
• Understand the financial impact of small improvements in service retention %.
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©2008 Deloitte. All rights reserved
05
101520253035404550556065707580
Group 1 Group 2 Group 3 Group 4
1st Half 08
Average 1st Half 08
Sept Qtr 08
Average Sept Qtr 08
2008 BM
%
Parts Selling Gross % Top 30% of Dealers V Avg
Group1:Toyota, Holden, Ford Group2:Mitsubishi,Nissan, Hyundai
Group3:Mazda,Honda,Subaru,Peugeot,Volkswagen Group4:MercedesBenz,BMW,Audi,Jaguar
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©2008 Deloitte. All rights reserved
Parts Department Selling Gross %
Issues:
• The current conditions highlight the stability of the dealerships parts operations in providing consistent selling gross performance.
Top 30% dealers
• Ensure stock levels are within benchmark limits (maximum 45 days)
• Drive stock levels by movement code e.g. fast movement parts <14 days
• Monitor and drive R.O.I.
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©2008 Deloitte. All rights reserved
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
55,000
Group 1 Group 2 Group 3 Group 4
1st Half 08
Average 1st Half 08
Sept Qtr 08
Average Sept Qtr 08
2008 BM Lower
2008 BM Upper
New Vehicle GP$ Salesperson Per Month Top 30% of Dealers
Group1:Toyota, Holden, Ford Group2:Mitsubishi,Nissan, Hyundai
Group3:Mazda,Honda,Subaru,Peugeot,Volkswagen Group4:MercedesBenz,BMW,Audi,Jaguar
![Page 15: Industry Analysis An analysis of the of the industries best operators. September 2008 quarter V 6 months to June 2008](https://reader035.vdocuments.us/reader035/viewer/2022070306/5519e1505503467a178b47bd/html5/thumbnails/15.jpg)
©2008 Deloitte. All rights reserved
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
Group 1 Group 2 Group 3 Group 4
1st Half 08
Average 1st Half 08
Sept Qtr 08
Average Sept Qtr 08
2008 BM Lower
2008 BM Upper
Used GP Salesperson Per Month Top 30% of Dealers V Avg
Group1:Toyota, Holden, Ford Group2:Mitsubishi,Nissan, Hyundai
Group3:Mazda,Honda,Subaru,Peugeot,Volkswagen Group4:MercedesBenz,BMW,Audi,Jaguar
![Page 16: Industry Analysis An analysis of the of the industries best operators. September 2008 quarter V 6 months to June 2008](https://reader035.vdocuments.us/reader035/viewer/2022070306/5519e1505503467a178b47bd/html5/thumbnails/16.jpg)
©2008 Deloitte. All rights reserved
Gross Profit per Salesperson per Month
Issues:
• Falling volumes are impacting on the productivity of sales staff
• The ability of salespeople to earn sufficient incomes under current department structures is an issue in some Dealerships and may become a bigger issue moving forward.
Top 30% dealers
• Compare sales staff productivity levels to benchmark.
• Have commission schemes that been reviewed in light of changes in the market, they are exponential in nature.
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©2008 Deloitte. All rights reserved