Path 02 โ Existing Dealer Assessment ยท Field Guide
Step 2.5 ยท Pre-Visit Tool
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ImportC
ScorecardD
DetailE
Now WhatF
Field GuidePre-Visit Preparation
Before You Leave the Office
Complete before every development or assessment visit
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Know the Account
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Pull the dealer's current score and tier from the Dealer Scorecard
If score has changed since the last visit, note what moved and in which direction before walking in.
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Identify the single lowest-scoring metric for this dealer
That is the conversation anchor. Not the most interesting metric โ the lowest one.
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Review all active flags on this account
Tenure mismatch or declining trend flags change the nature of the visit. Know before you go.
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Check the dealer's roadmap status โ active, no roadmap, or first visit
If no roadmap, assigning one may be the primary outcome of this visit.
Know the Purpose
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State the visit type in one sentence before you leave
Development visit, joint sales call observation, QBR, roadmap assignment, or Counter conversation. Know which one this is.
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Define the single desired outcome for this visit
One outcome. Not three. The rep who walks out of a visit with a signed commitment to one thing beats the rep who discussed five things and committed to none.
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Know the prior visit outcome and what the dealer committed to
If they committed to trying payment-first on the last visit, the first question on this visit is: "Tell me what happened when you tried it."
Know the Resources
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Know the dealer's current co-op balance and expiration date
Walk in with this number. Most dealers do not know it. Knowing it before they do is a credibility moment.
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Identify the Business Development Framework module relevant to this visit
Match the module to the lowest-scoring metric. Have the key talk track from that module ready before you go.
On-Site Observation
What to Observe โ Sales Floor and Counter
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How does the counter staff greet a walk-in versus a phone inquiry โ different treatment reveals service vs relationship posture
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Are replacement systems stocked visibly or only available on order โ visible stock signals replacement intent
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Does the counter reference financing options without being asked โ or only when the customer hesitates on price Fin %
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What premium brand materials are visible โ or is only base-tier equipment represented at the counter Premium
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How many trucks are in the yard and what is on the service schedule for today โ a full schedule at 8am is capacity-constrained
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Does the owner or manager know their numbers without looking โ if they cannot quote gross margin, PnL coaching applies
What to Listen For โ Conversation Signals
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Owner describes equipment jobs as "getting calls" versus "going after them" โ passive pipeline is a lead gen problem Flag
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Owner refers to a competitor's price first when discussing their own pricing โ this is a confidence problem, not a market problem
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Owner says customers do not want financing โ this is the most common and least accurate belief in the field Fin %
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Owner has no recall of what a maintenance agreement program is or last time they offered one โ program infrastructure gap
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Owner mentions being short-staffed or turning down work โ capacity is the ceiling, not lead gen Flag
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Owner is not present and the counter manager cannot answer business questions โ rep access to the decision-maker is at risk
Conversation Guide by Tier
Opening and Anchoring
Opening โ data first, relationship second
"Before anything else, I want to show you where your numbers are right now. I pulled your most recent data and I want to walk through it โ because there are two things I want to confirm and one thing I want to target together for the next 90 days."
Put the data on the table immediately. A Growth visit that starts with relationship talk takes twice as long and produces half the commitment.
After showing the data โ set the target
"Your systems per week is strong, your financing adoption is moving. The one area I want to focus on today is premium mix โ you are at 38%, and I think 45% is realistic in the next 90 days. I want to talk about what would need to change to get there."
Name the metric, name the target, name the timeframe. Then pause and listen.
Key Questions to Ask
01
When you quote a replacement job, what does your tech present first โ the price or the payment?
02
Walk me through how your last three replacement calls went โ what was the close rate and what objections did you hear?
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Is your co-op deployed for the year? I want to confirm we are not leaving money on the table before the deadline.
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What is keeping you from hitting one level higher in systems per week? Is it leads, is it close rate, or is it capacity?
Commitment Close and Objections
Closing the visit with a specific commitment
"I want to leave today with two things confirmed โ a target for the next 90 days that we both agree to, and a date for our QBR. What does your calendar look like in October?"
Do not leave without both. A Growth dealer without a QBR date is a retention risk.
Objections
They say
"Business is good right now, I don't need to change anything."
You say
"Good is the enemy of great in this business. Let me show you what the top 10% of dealers in this territory are doing differently โ because the gap is closer than you think."
They say
"I'm not interested in any programs right now."
You say
"I'm not here about programs. I'm here about the number I showed you โ premium mix at 38% when your equipment supports 45%. That's a conversation about your business, not mine."
They say
"I don't have time for a QBR."
You say
"60 minutes once per quarter to confirm your business is on track. I'll bring the data. All I need from you is the day and time."
Opening and Coaching Entry
Opening โ anchor to the lowest metric
"I want to share something I noticed in your data before we get into anything else. Your financing percentage is at 14%. When I look at the dealers in this territory who are running 2-plus systems per week, almost all of them are at 28% or above. I think that gap is the single highest-leverage thing we can work on today."
Name the metric and the gap before any program or coaching conversation. The dealer needs to see the problem before they can receive the solution.
After the module โ get the commitment
"I want to ask you to try one thing on your next 10 replacement calls. Lead with the monthly payment โ not the price. Just that one change. Tell me what you notice. I'll come back in 30 days and we can look at the numbers together."
One change, specific timeline, specific follow-up. Not "let me know how it goes."
Key Questions to Ask
01
Tell me about the last replacement job you quoted โ how did you present the price?
Listen for whether they lead with payment or cash price.
02
When a homeowner says it costs too much, what do you usually say next?
The answer reveals whether financing is in the toolkit or not.
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How many maintenance agreements do you have active right now?
Most Developing dealers either have none or lost count.
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What would need to happen in your business for you to be replacing 2 systems per week consistently?
Let the dealer diagnose before you prescribe. Their answer tells you more than your data does.
Handling Resistance and Closing
If they resist the coaching
"I hear you โ you've been doing it this way for a long time and your close rate feels fine. I'm not saying it's wrong. Try it the other way on the next 10 calls and compare. If the number doesn't move, we don't talk about it again."
A trial commitment is smaller than a behavioral change commitment. The bar is lower.
Objections
They say
"My customers don't want financing."
You say
"Your customers don't ask for it because you haven't offered it. The ones who would say yes are walking out the door. Try presenting it on the next 10 calls and count how many say no."
They say
"Business has been slow โ it's the market."
You say
"Slow is when coaching matters most. When the phone is ringing you don't need a system. Tell me what your pipeline looks like right now."
They say
"I don't want to commit to a target."
You say
"Then just tell me what you think is realistic. We can write that down instead. The number belongs to you โ I'm just asking you to name it."
Closing the visit
"Before I leave, I need two things from you: the one thing you will try differently before I come back, and the date I am coming back. That's it."
Two specifics. Non-negotiable. Do not leave the parking lot without both.
The Counter Conversation
Opening โ direct, not apologetic
"I want to be straight with you about something before we talk about anything else. I reviewed your numbers, and based on where your equipment volume and systems per week are right now, the development investment we have been making here is not being returned. I am moving this account to counter service โ which means I will not be making regular development visits, and the program enrollment we have been working on is on hold."
Say it directly. Do not soften with "potential" language or apologize. The data is the rationale. The rep's credibility depends on stating it clearly.
After the announcement โ explain the path back
"This is not permanent. Here is what I need to see before I revisit this classification: systems per week needs to cross 1.0, and your equipment volume needs to show an upward trend over two consecutive periods. If you can show me that, we will have a different conversation. I will rescore in 90 days."
Give them the specific threshold and the specific timeline. This converts a rejection into a challenge with a defined outcome.
Questions to Ask Before Leaving
01
Do you understand which specific metrics are holding the account at counter level?
Confirm they understand the standard โ not that they agree with it.
02
Is there anything operationally that you believe is driving the low systems per week that I should know about?
Listen for a legitimate constraint โ capacity, territory, staffing โ versus habit and behavior.
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Do you have any questions about what counter service means going forward?
Counter is a defined service level, not a punishment. Clarify what it does and does not include.
Handling Pushback
They say
"We've been doing business together for years โ this feels unfair."
You say
"I respect the relationship and I'm not ending it. I'm changing how I allocate my time based on what the data says about return on investment. That is a business decision, not a personal one."
They say
"I'll go to your competitor."
You say
"That is your call. Counter service means you will still have access to our full product line, pricing, and branch support. The only thing changing is the outside development investment. If the numbers move, I'll be back."
They say
"Give me six months and I'll prove you wrong."
You say
"I appreciate that. I am giving you 90 days and a specific metric โ systems per week above 1.0. That is your target. If you hit it, we rescore and have a different conversation."
Before leaving โ confirm the rescore date
"I will reach out in 90 days to review your numbers. If they have moved above the threshold, we will schedule a full re-assessment visit. If not, counter service continues. Does that timeline make sense?"
A confirmed date converts the Counter conversation into a challenge with accountability. Without it, the dealer assumes the classification is final and stops trying.
Visit Close and Documentation
Before You Leave the Parking Lot
Every visit closes with three confirmed items. Non-negotiable.
One Commitment
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Get a specific verbal commitment from the dealer before leaving โ one behavioral change, one metric target, or one decision
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State the commitment back to them out loud: "So you are going to present payment first on your next 10 replacement calls." Then pause.
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If they hesitate, reduce the scope โ not the expectation. Five calls instead of ten. One week instead of a month. Get the commitment.
One Date
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Set the next contact date before leaving. Not "I'll call you." A specific date โ on the calendar, confirmed by both parties.
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For Developing dealers: 30-day check-in after a BDF module delivery, 90-day rescore as the formal milestone
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For Counter dealers: 90-day rescore date, no sooner โ this is the threshold for any re-engagement conversation
Documentation โ Same Day
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Log the visit type, what you observed, what you discussed, and the specific commitment made
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Note any flags you observed on-site that are not captured in the current scorecard data
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Flag the next visit date and the metric you will measure at that visit โ so when you come back, you have a reference point, not just a memory
Field Notes โ This Visit
Visit Notes
Saved to this browser session. Print or copy before closing.
Observations from this visit
Commitment secured
Next contact date
Metric to measure at next visit
Flags observed (not in current data)
Additional notes
Post-Visit โ Before Your Next Call
Same-Day Completion
Complete before your next field call
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Visit notes documented โ commitment, date, and target metric recorded
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Roadmap updated if applicable โ phase or milestone status changed based on what was discussed
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Next contact date entered and confirmed โ not "follow up soon," a specific calendar entry
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Any new flags or behavioral signals noted for the next rescore โ do not wait for the formal cycle to capture a change you observed today
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Sales leader notified if this was a Counter classification conversation โ Counter reclassifications are not rep-only decisions
