Consultation Services
What if your dealership was built for the way customers buy today?
Most dealerships are structured around a model that’s decades old. We help you understand what needs to change, and build the pathway to get there.
The challenge
The traditional model is showing its age
The five-silo dealership structure was designed for a different era, one where customers had no choice but to come to you. That era is over.
Today’s customers research vehicles online, expect price transparency, and want a seamless experience whether they’re on your website, in your showroom, or in your service lane. They don’t experience your dealership as separate departments, they experience it as a single brand.
But most dealerships are still organized in a way that creates friction at every handoff: between new car and used car, between sales and F&I, between variable and fixed. Each silo has its own budget, its own incentives, and its own view of the customer.
The result is a costly, inefficient structure that works against the customer experience you’re trying to create and against the margins you’re trying to protect.
The traditional five-silo model
New Vehicle Sales
Not focused on Net Profitability, driven by delivering exceptional customer experiences that create loyalty, retention, and sustainable profitability.
Used Vehicle Sales
Lacks a sustainable acquisition strategy that drives profitability and inventory quality.
F&I
Disconnected from the sales conversation
Service & Parts
Treated as separate from the customer journey
Back Office
Reactive, not integrated into operations
Omnichannel retailing cannot be layered on top of a siloed structure. It requires a fundamentally different way of organizing your dealership, one built around the customer journey, not the departmental org chart.
Consumer Experience Based Sales Model
Today's customers expect online sales, digital financing, and flexible delivery as standard. This model shows how a dealership organizes around the consumer experience to deliver it.
Customers
Marketing Manager
Create targeted, clear, transparent marketing messages that align to the dealer's vision
Experience
Sales Team Lead
- Owns customer experience
- Responsible for production goals
- Verify dealership processes are adhered to
- 5–8 SPOCs per team lead
- Assist with "tough deals"
- CRM oversight
BDC
Service & long-term follow-up
(SPOCs respond to incoming sales activity)
Finance Center
- Approvals
- Compliance
- Contracts in transit
- eMenu options
Service Team Lead
- Owns customer experience
- Responsible for hours produced by advisors and technicians
and Assets
Inventory Manager(s)
- New & used market-driven — controls pricing
- Optimizes shop load — stall utilization, parts & accessories retail sales, service loaners
- Manages acquisition team — oversees used wholesale
- Parts — shop sales, wholesale, obsolescence
Operations
Office Operations / HR Training Team
The dealership of the future
A four-department model built around your customer
Instead of organizing by vehicle type or transaction stage, the Dealership of the Future organizes around what the customer actually experiences from discovery through ownership and back again.
Why four departments?
The traditional five silos collapse into four cross-functional departments that mirror the customer journey. Each department owns a clear outcome, shares data with the others, and operates with a unified budget aligned to a single marketing message.
Customer Acquisition
Marketing & top-of-funnel
Do your New, Used, Service, and Parts departments each manage their own advertising budget, delivering four different messages to the same customer?”
Unifies marketing across all lines of business into a single department with one budget, one brand voice, and one omnichannel strategy.
- Unified marketing budget across new, used, service & parts
- Consistent brand message supporting an omnichannel journey
- BDC integrated into a single customer acquisition function
- Digital and in-store touchpoints coordinated, not siloed
Customer Experience
Sales, F&I & delivery
“Who in your dealership owns the customer experience at each stage and are they equipped to deliver it consistently?”
Replaces the sales/F&I handoff with a seamless, end-to-end experience. The SPOC model means one person guides the customer from first contact through delivery.
- SPOC staffing model, one advisor, one customer relationship
- Negotiation-free, transparent pricing as the foundation
- F&I integrated into the customer conversation, not bolted on
- Consistent experience across online and in-store channels
Asset & Inventory Management
Vehicle, labor & parts inventory
“Are you managing inventory turns for vehicles but missing the opportunity to optimize your labor hours and parts the same way?”
Treats all three inventory types, vehicles, technician labor hours, and parts, as assets to be actively managed for turn, margin, and availability.
- New and used vehicle inventory turn optimization
- Service capacity managed as a bookable, sellable inventory
- Parts obsolescence reduction and stock optimization
- Pickup, delivery & mobile service integrated into capacity planning
Office Operations & HR
Finance, compliance & people
Elevates the traditional back office into a proactive operational hub managing cash flow, contracts-in-transit, compliance, and talent infrastructure.
- Contracts-in-transit management and funding optimization
- Integrated HR function supporting all four departments
- Financial reporting that drives decisions, not just records them
- Compliance and risk management built into daily operations
Consumer Experience Based Sales Model
Today's customers expect online sales, digital financing, and flexible delivery as standard. This model shows how a dealership organizes around the consumer experience to deliver it.
Customers
Marketing Manager
Create targeted, clear, transparent marketing messages that align to the dealer's vision
Experience
Sales Team Lead
- Owns customer experience
- Responsible for production goals
- Verify dealership processes are adhered to
- 5–8 SPOCs per team lead
- Assist with "tough deals"
- CRM oversight
BDC
Service & long-term follow-up
(SPOCs respond to incoming sales activity)
Finance Center
- Approvals
- Compliance
- Contracts in transit
- eMenu options
Service Team Lead
- Owns customer experience
- Responsible for hours produced by advisors and technicians
and Assets
Inventory Manager(s)
- New & used market-driven — controls pricing
- Optimizes shop load — stall utilization, parts & accessories retail sales, service loaners
- Manages acquisition team — oversees used wholesale
- Parts — shop sales, wholesale, obsolescence
Operations
Office Operations / HR Training Team
The prerequisite
Negotiation-free selling must come first
You cannot build a true omnichannel retail experience on top of a negotiation-based sales model. Here’s why and what has to change before everything else.
An omnichannel experience means the customer can start their journey anywhere: your website, a third-party listing site, a phone call, or a walk-in, and receive a consistent, transparent experience at every touchpoint.
That’s structurally impossible when price is a variable. If a customer can negotiate a different number depending on who they talk to or which channel they use, you don’t have an omnichannel strategy; you have a multichannel problem.
Negotiation-free, price-posted retailing is the foundation. Once price is fixed and transparent, the SPOC model becomes viable, the online-to-in-store handoff becomes seamless, and F&I can be introduced naturally, not defensively.
Price posting & transparency
Move to consistent, market-based pricing posted across all channels. Remove the variable that makes omnichannel impossible.
SPOC staffing model
One advisor guides the customer from inquiry through delivery. The SPOC model only works when price isn’t a negotiation variable.
Online-to-in-store continuity
When price is consistent, the handoff between digital and physical becomes seamless the customer’s online progress is honored in-store.
F&I as part of the conversation
With price transparency established, F&I products can be introduced early and naturally not as a surprise after the deal is done.
How we help
Five disciplines. One transition.
Our consulting services map directly to the structural changes required to build the Dealership of the Future.
Variable Operations
Sales process redesign, omnichannel retailing strategy, negotiation free selling, SPOC staffing model, and BDC performance optimization.
Fixed Operations
Service throughput, stall utilization, net-to-gross improvement, parts obsolescence reduction, and mobile/pickup delivery integration.
F&I Performance
Menu presentation discipline, eMenu adoption, fraud mitigation, per-unit PVR improvement, and DR Specialist development.
Leadership & Team Development
Management coaching, accountability frameworks, organizational restructuring for the four department model, and culture change that sustains performance.
Performance Reporting
Custom trend reporting tools, 12 month benchmark tracking, opportunity worksheets across all departments, and dashboards that drive decisions.
Full Dealership Assessment
Benchmark current performance against industry KPIs across all departments. Co-create a prioritized action plan with clear timelines and measurable milestones.
How an engagement works
A straightforward process,
built around your situation
No boilerplate playbooks. Every engagement starts with where you actually are.
Ready to build the dealership of the future?
The transition starts with an honest conversation about where you are today. Let’s talk.