Front-end gross is shrinking. The growth plan has to come from somewhere else.

Four areas and a plan. Inventory, meaning days in stock, turn, sourcing and pricing discipline; marketing spend, meaning every vendor line reconciled to sold units; process, meaning response, appointment, show and close rates by source and salesperson; and fixed operations, meaning repair order value, capacity, declined work and retention of the customers you already sold. The output is a written plan with named owners, a vendor brief and a monthly scorecard.

No. We are not dealership brokers, we are not an investment bank or valuation firm, and nothing on this page is accounting, tax, legal or investment advice. We do not price blue sky and we do not advise on transactions. We are also not a 20 group: instead of comparing your composite against a peer set, we measure your own store in detail and hand back a plan specific to it. Dealers frequently run this alongside their 20 group and their accountants.

An agency is paid to run and scale campaigns. This engagement is paid to find out where the store actually loses money, and in a dealership that is usually inventory turn, duplicate vendor coverage, lead handling or unused service capacity rather than reach. Because we take no execution work inside the engagement, the plan can recommend cutting two vendors and buying fewer leads. Execution afterwards is scoped separately, and the brief is written so any agency, including your current one, can deliver against it.

Yes, and the mechanics differ enough to matter. Powersports stores live on pre-owned sourcing, parts, garments and accessories attachment, seasonality and payment-sensitive buyers, while franchised auto stores carry allocation, OEM program pressure and a larger fixed operations base. Statistical Surveys reported the powersports industry up 11.65% year over year across new and used models in February 2026, so the recovery is real and unevenly captured.

A fixed fee quoted after a scoping call, with deliverables and dates written down before you commit. It varies with how many rooftops, departments and vendors are in scope and the state of the DMS and CRM data, so publishing a rate would mislead most readers. For budget context, NADA puts average advertising expense per franchised dealership at $586,246 a year. Book a meeting for a scope and a number.

Frequently, and always with the evidence attached. The common finding is duplicate coverage: two listing sites competing for the same shopper, a website provider and an agency both claiming the same sold units, and a data subscription nobody has opened in a year. We inventory every line with its cost, contract term and what it demonstrably produces, then your management team decides. We take no vendor commissions of any kind, which is what makes the recommendation worth reading.

We measure them and specify the standard; your managers enforce it. The plan states target response times by source and hour, contact and appointment rates, show rate, and the follow-up depth expected on unsold traffic, then defines the CRM reporting that proves whether it is happening. Where the CRM itself is the obstacle, the plan scopes the rebuild and marketing operations consulting is the engagement that delivers it.

Because that is where the gross already is. Fixed operations generated 52.8% of total dealership gross profit in the Q2 2026 Presidio-NCM benchmark, and NADA reports average dealership service and parts sales of $9,687,942 across 16,252 repair orders. A plan that only addresses vehicle marketing ignores the majority of the store's gross and most of its repeat customer relationships.

As a constraint to be used rather than complained about. The plan documents which spend is co-op eligible, which funds are going unclaimed, where program requirements force duplicate vendors, and what genuinely remains discretionary. We do not negotiate with your manufacturer and we give no advice on franchise agreements, but we do make the trade-offs explicit so the discretionary budget is spent deliberately.

Yes, as commercial discipline rather than as a pricing tool review. We measure days in stock and turn by model line and price band, what aged units actually cost, how consistently the aged policy is applied and how online pricing correlates with days to sell. With used values roughly 10% above the same point last year on NPA auction data, sourcing and stocking decisions carry more of the year's result than they did in a normal market.

Yes, and it is one of the reasons to run the project. We work from DMS and accounting records first, reconcile CRM and vendor reporting against them, and label clearly which findings are solid and which are directional. Where source attribution is genuinely absent, part of the plan is the minimum tracking and process change that makes next quarter measurable without buying another tool.

A marketing audit examines what is currently running and what it returns. This engagement is wider: inventory and turn, vendor spend, sales process and fixed operations, which is where dealership profit is actually decided, and it ends in a plan rather than findings. Groups wanting brand and positioning work instead should look at marketing strategy consulting.

It changes the questions. With multiple stores the useful findings are usually the spread between rooftops on turn, cost per sold unit and service retention, the vendor contracts duplicated across the group, and which practices from your strongest store are transferable. The plan is written per rooftop and rolled up, with a group-level sequence so the changes do not all land in the same month.

Twelve months of sales by department with gross detail; inventory with days in stock; service and parts performance; CRM lead, appointment and close data by source; and marketing spend by vendor with contract terms. Powersports stores should add parts and accessories attachment. Where records are thin we will work with ranges and label them as ranges rather than presenting them as measured.

Yes. The parent engagement is growth advisory, and the same work runs in other verticals with the mechanics changed, for example franchise growth consulting and ecommerce and DTC growth consulting.

Your team runs it, and every workstream has a named owner on your side. Many dealers book a review at ninety days to re-measure turn, cost per sold unit and service retention, which takes half a day and is optional. Where you want ongoing marketing leadership rather than a project, a fractional CMO or scorecard advisory is the next engagement, quoted separately.