FEATURES	ADVANTAGES	BENEFITS
ASSESSMENT	Determine starting Benchmarks for: Sales, Gross Profit, Expenses Flat Rate Hours Competitive, Maintenance, Repair Work Measure Customer Retention Evaluate current Customer Handling Processes: Appointments Customer Reception Repair Order Write-Up Dispatch Work Flow Control Active Vehicle Delivery Special Order Parts Customer Follow-Up Staffing Analysis ADP System Utilization	1) Document areas that need improvement. 2) Determine Profit Improvement Potential 3) Determine Process Improvement Potential 4) Provide Personnel evaluation consistent with Customer 5) Focus concepts. 6) Develop Action Plan and proposal for improvement.
MANAGEMENT SEMINAR	Instruct Personnel on Management concepts: Customer Retention Financial Analysis Market Driven Pricing Variable Labor Rates Parts Matrixing Service Pricing Setup (if applicable) Factory Maintenance Schedules Multi-Point Inspections Key Operating Processes ADP System Setup Tracking & Monitoring Performance	1) Key Managers develop a partnership to improve Merchandising and Profitability. 2) Managers and the Dealer Principle commit to the goals established and the process to achieve them
FINANCIAL ANALYSIS	Determine current level of profitability.	1) Train the Service Manager on how to perform a Financial Analysis and identify Profit Potential.
IDENTIFY KEY CONTROLLABLE EXPENSE CATEGORIES	Key Expenses are measured as a percent of Total Labor Sales to determine if they are at an acceptable level.	1) Focus attention on those expenses that are under direct control of the Service Manager.
CALCULATE BENCHMARKS	Dealership specific guidelines are provided.	1) Comparison of current Financial Analysis to Benchmarks is the starting point in developing a forecast.
BUDGET FORECASTS	A Forecast is developed to produce an improvement in profitability.	1) Service Manager is able to focus on attaining specific Sales, Gross Profit, and Expense Goals.
CUSTOM MIS REPORTS	The custom Management Information System (MIS) Reports provide all measurements and calculations. Forecasts can be entered and compared to actual figures.	1) Financial Analysis can easily be performed on a daily basis.
CONDUCT MARKET SURVEY	Service Manager is trained on how to perform a Competitive Survey. Identify Competition for Competitive Work. Develop pricing strategy based upon market research.	1) Service Manager performs a Competitive Survey Quarterly to keep current with market trends. 2) Replace specials and coupons with every day low prices.
COMPETITIVE PRICES	Develop special prices for highly competitive items such as: LOFs (Lube-Oil-Filter) Wheel Balance Tire Rotation Alignment Brakes	1) Competitive Survey detail is used to develop a Competitive Pricing Display Board that is posted in the Service Drive. 2) Educate Customers on how your prices compare to the competition. 3) Generate more repeat business as more customers return to your Dealership for all of their vehicle service.

FEATURES	ADVANTAGES	BENEFITS
VARIABLE LABOR RATES	Separate labor rates are developed for Competitive Maintenance and Repair categories. Lower rates are used for Competitive and Maintenance. Higher rates are used for Repair work.	1) Prices are lowered in the areas you must be competitive in 2) Higher prices are charged for those services that are highly skilled and captive. 3) The correct use of Variable Labor Rates will increase the Customer Effective Labor Rate.
PARTS MATRIXING	The ADP Price Break Escalate feature is setup or modified to generate additional parts gross profit per cost range.	1) Additional profit is generated from existing Customer Pay Repair Orders.
SERVICE PRICING SYSTEM	The Service Pricing System is setup or updated (if applicable).	1) Consistent Quotations generate more Service Sales & Gross Profit. 2) Service Advisors are able to prepare consistent quotes in less time. 3) The Service Pricing System facilitates the successful use of Variable Labor Rates.
FACTORY MAINTENANCE SCHEDULES	Develop special prices for each Maintenance Package. Menu Key Sheets are used to establish the Parts and Labor Prices for each Maintenance Schedule package.	1) Menu Brochures are produced for each Manufacturer Franchise. The Menu Packages are presented during Vehicle Delivery Presentation and RO Write-Up. 2) Inform Customer about needed Maintenance during Appointment contacts. 3) Educate Customers on how your Menu prices compare to the competition. 4) Increase your volume of Maintenance work. 5) Generate more repeat business as more customers return to your Dealership for all of their vehicle service.
MULTI-POINT INSPECTIONS	Customers are offered a Multi-Point Inspection for Vehicles over a determined mileage limit Multi-Point Inspections are performed free or for a nominal charge to identify and advise Customers of needed repairs.	1) Service Advisors are able to sell additional work for needed repairs. 2) Service Advisors inform Customers when no service is needed to gain their trust and loyalty. 3) Customers must authorize the Inspection. We have their permission to Inspect and Inform them on the condition of the vehicle.
KEY OPERATING PROCESSES	Review Best Practices for Operating Procedures. Develop & implement Action Plans for improving Operating Processes: Appointments Customer Reception Repair Order Write-Up Dispatch Work Flow Control Active Delivery Special Order Parts Customer Follow-Up Service Reminders	1) Service Personnel focus on changing how they interact with Customers during key Operating Processes to generate more Customer Loyalty. 2) Service Personnel become more Customer Focused and concentrate on Customer Retention. 3) Service Personnel become more Productive and Efficient.

FEATURES	ADVANTAGES		BENEFITS
TRACKING & MONITORING	Establish Benchmarks and Goals. Review Daily Service Advisor Tracking. Perform Quarterly Competitive Survey. Perform Monthly Repair Order Analysis. Perform Monthly Financial Analysis. The Service Advisor Tracking Board keeps personnel focus on improving: Number of Vehicles Written Total Number of Flat Rate Hours Customer Pay Hours per RO Customer Effective Labor Rate Number of Menu Packages The Management Information System (MIS) Reports are used to monitor several categories: Fixed Coverage Work Mix ( Labor Sales Ratio) Cost of Labor ($ and % of Sales) Personnel Costs ($ and % of Sales) Total Expenses ($ and % of Sales) Key Expenses ($ and % of Sales) Net Profit ($ and % of Sales)	1) Service Advisors are given specific goals that are posted on the Tracking Board. 2) Results are posted daily on the board to enable Service Advisors and the Service Manager to examine their performance. 3) Service Manager is able to see how Service Advisors rank compared to each other. 4) Survey competition and modify prices as needed. 5) Monitor service work mix to determine which areas to focus on: Competitive Maintenance Repair 6) Monitor Sales, Gross Profit, Expenses, and Net Profit. 7) Service Manager is trained to take appropriate action when a category is outside the guideline range.
UPDATE ADP SYSTEM SETUPS	The Service Manager is instructed on how to modify the ADP system . Service Managers can update system parameters in future months as needed.		1) Service Manager learns how to keep the ADP system updated as business conditions change.
SERVICE ADVISOR TRAINING	Service Advisors are instructed on the theory and methods needed to implement the program. Additional time is spent with them in the Service Drive to reinforce classroom training.		1) Service Advisors become partners in the implementation of the program. They realize that the program is good for themselves, the Customer, and the Dealership. 2) Service Advisors are able to see the success of the program live in the drive. The ASC Consultant coaches each Service Advisor on the principles covered in class.
TECHNICIAN TRAINING	A meeting is conducted to educate the Technicians concerning the impact of the program being implemented.		1) The Technicians become partners in the successful use of the program. They are provided with direct feedback rather than rumors.
CONTINUOUS IMPROVEMENT	The ASC Consultant performs three follow-up visits (2 days each) to reinforce the goals of the Program. Additional areas are worked on such as facility utilization, production techniques, expense control, and problem solving.		1) The effectiveness of the Program is increased by persistent consulting. 2) Service Personnel receive additional training that helps build good habits.