Do you know the difference between your dealership’s time-to-market and reconditioning time? It may sound weird, but this difference has a lot to do with the active involvement of the General Manager of the dealership. Holding your team accountable to your reconditioning time is a big factor in improving your inventory turn and the bottom line. There is no denying the fact that reconditioning is an integral part of getting a car ready for the frontline. However, it is nothing more than a subset of the time-to-market. There was a time when the General Managers were happy to see the inventory manager, service manager, and UCM going through a spreadsheet for the metrics and accountability. However, now, the Dealer Principal or General Manager has a more direct role to play in time-to-market because of three strategic reasons. It has become much easier for them to remain on top of their metrics without much effort.
- Gross is impacted.
- Exposure to Safety Recall.
- Inventory turns.
- Thoroughly examine what the others have done to get inventory on the front line and use time-to-market.
- Map all the processes into a detailed workflow taking your current staff, vendors, physical constraints, resource limitations, and best practices into account.
- This will create a workflow system that is specific to your dealership. This workflow is built around the flexibility and expectation that people, processes, and responsibilities will change with time.
- Ongoing (30 and 60 days) review of training and launch.
- Along with the Recon Advisor and GM, create Performance Progress Report for 120 days.