Turn more identified work into approved work.
AutomotiveCoaches helps dealerships improve what happens between technician recommendation and customer approval.
- Recommended
- Presented
- Engaged
- Approved
- Completed
- Invoiced
Follow the money.
The work was identified. What happened next?
Illustrative only. Every dealership’s profile is different — the point of the exercise is to find yours.
AutomotiveCoaches helps dealerships identify where revenue disappears between technician recommendation and completed work.
- Recommended value
- Presentation rate
- Customer engagement
- Approval rate
- Approval response time
- Declined work
- Follow-up rate
- Adviser conversion
- Technician participation
- Branch performance
Revenue leakage
There is usually a gap between the work a workshop identifies and the work the business finally invoices. It rarely shows up as a single failure. It accumulates quietly across inspections, conversations and follow-ups that never happened.
Standard reporting shows what was sold, not what was found and lost. Aftersales performance work starts by making that difference visible so it can be managed instead of assumed.
- Identified value against invoiced value
- Where work stops moving through the process
- Reporting gaps in day-to-day systems
- Consistency between branches and shifts
Technician recommendations
Workshop revenue improvement begins at the ramp. If inspections are inconsistent, or the evidence behind a recommendation is thin, the customer is asked to make a decision without the information they need.
We look at whether what the technician finds reaches the customer intact, in the same language and with the same urgency it was written in.
- Inspection completion and consistency
- Quality of photo and video evidence
- How urgency is recorded and interpreted
- Handover between workshop and front counter
Customer presentation
The moment of decision is short. How work is explained, priced and evidenced in that moment decides whether it is approved, deferred or lost.
Service adviser performance is not about pressure. It is about clarity: what the customer needs, what it costs, what happens if it waits.
- Structure and clarity of the presentation
- Pricing transparency at the point of decision
- Use of evidence in the conversation
- Consistency across advisers
Customer engagement
A recommendation that is sent is not the same as a recommendation that is received, opened and understood. Many dealerships cannot tell the difference.
We look at whether anyone in the business can see what the customer actually did with the information they were given.
- Delivery and open behaviour
- Time between sending and response
- Channel choice and customer preference
- Visibility of engagement to the team
Approval conversion
Recommended-to-approved conversion is often quoted as a single figure that cannot be broken down by adviser, technician or branch.
Broken down, it stops being a score and becomes a management tool. It shows where coaching will pay and where the process, not the person, is the constraint.
- Conversion by adviser and technician
- Conversion by branch and by job type
- Variation across days and workloads
- How the figure is calculated today
Declined work
Declined work is real value walking out of the business every day. Most of it is recorded somewhere, and little of it is systematically recovered.
A deferred job is not a lost job. It is a future appointment that needs an owner, a date and a reason to call.
- How declines are captured and coded
- Whether deferred work is scheduled
- Ownership of recontact
- Recovery outcomes over time
Adviser follow-up
Second contact is where many approvals are won, and it is usually the first thing to disappear on a busy day.
Timing, method, ownership and accountability decide whether follow-up happens consistently or only when the diary allows it.
- Time to second contact
- Named ownership for each open recommendation
- Method and tone of follow-up
- How follow-up is measured and reviewed
Management visibility
Most service managers can report on yesterday. Far fewer can see conversion moving while there is still time to influence it.
We look at the gap between what the reporting shows and what a manager would need in order to manage conversion rather than describe it.
- What the daily management view contains
- Live versus retrospective information
- Which decisions the data supports
- Review routines and accountability
Technology adoption
The tools in most workshops are capable of far more than they are asked to do. Value comes from consistent use, not from the licence.
Partial adoption also damages the data. If half the team uses a process, the numbers cannot be trusted enough to act on.
- Consistency of frontline use
- Workflow fit with how the team actually works
- Data quality produced by daily use
- Manager confidence in the reporting
Performance coaching
Behaviour changes at the point of work, not in a classroom. Consulting only creates value when it reaches the ramp and the front counter.
We work alongside advisers, technicians and managers during live business, then review what changed and coach the next step.
- Live observation of customer conversations
- Coaching routines for managers
- Practical standards the team can hold
- Follow-through after the first improvement
