72.4%
Overall Network Excellence
0.7pp
65
Standards Assessed
35 Sales · 30 Aftersales
40
Critical Failures
Across 8 standards
11
Dealers Needing Attention
55% of network
71%
Evidence Confidence
Medium
Top Network Strengths
ThemeScorevs Q1Dealers 80%+
Lead Management86%+1pp17/20
Parts Management86%+2pp16/20
Product Knowledge82%+3pp16/20
Sales Process79%+0pp15/20
Quality Control73%+2pp14/20
Top Priority Capability Gaps
ThemeScoreGap to 80%Dealers <60%
Customer Concerns Management45%35pp11
CRM & Follow Up55%25pp9
Continuous Improvement59%21pp8
Measurement & Reporting63%17pp7
Quality Control52%28pp6
Critical Standards Summary
Critical StandardFailuresDealers Affected
C1 · Documented Sales Process99
C2 · Customer Communication Tracking77
C3 · CRM Data Quality66
C4 · Service Check-In Process66
C5 · Technician Quality Control44
C6 · Facility Cleanliness33
C7 · Parts Inventory Accuracy33
C8 · Management Reporting22
Systemic Weaknesses (Across the Network)
Follow-up and CRM practices are inconsistent, impacting lead conversion and retention.
11 (55%)
Handling of customer concerns is a widespread weakness with limited tracking and resolution standards.
9 (45%)
Measurement and reporting capability gaps are limiting performance management maturity.
7 (35%)
Continuous improvement processes are not embedded in most dealerships.
8 (40%)
Suggested Areas of Action
View Action Plan ›
PriorityFocus AreaImpactTimeframe
HIGHImprove follow-up and CRM activity managementHigh0–90 days
HIGHStrengthen customer concern handling and escalationHigh0–90 days
MEDIUMEmbed quality control processes in service operationsMedium0–120 days
MEDIUMEnhance performance measurement and reportingMedium0–120 days
LOWDevelop continuous improvement frameworksMedium90–180 days