key performance indicators

I started consulting motorcycle dealerships after the recession, living in Albuquerque. The first dealership we consulted cleaned house on some staff that wasn’t behaving well, and uncovered a giant pit of wasted revenue. We fixed the processes there. Then we audited the service department and the “life-cycle of the Repair Order” uncovering more revenue opportunities. Once we killed it with a physical inventory and mitigating obsolescent parts – the hundreds of thousands of dollars were hard to believe.

By then, my book “Service Writing in Black and White” had gotten into the hands of Ducati North America. They reached out and asked me to make them a training program. That led to nearly a decade of working with that iconic brand. Our 2-day Fixed Operation Management Course and Workshop was shown to create a 47% increase in service business (average), for participating dealers. Dealerships like MotoCorsa in Portland reported a 200% increase in the first year!! And guess what? They came back to training three times over – with each session showing even more growth.

Fast forward to the pandemic, and we were working with Suzuki, Polaris, BRP, and others. I have always focused on the Fixed Ops side of the industry as I believe this is where the biggest gains in revenue are to be found. However, I also strongly believe in the benefits of interdepartmental harmony.