Path 02 โ Existing Dealer Assessment ยท Now What
Step 2.4 ยท Action Logic
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Now What ยท Step 2.4 ยท Action Plan
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SCORE
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ImportC
ScorecardD
DetailE
Now WhatF
Field GuideNo Dealer Selected
Return to the Dealer Scorecard, select a dealer, and come back.
Action Plan
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What This Dealer Looks Like
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Replacing 2+ systems per week consistently
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Parts-to-equipment ratio below 0.5 โ leads with replacement, not repair
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Financing on 30%+ of replacement jobs
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Year-over-year growth positive and above market rate
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Premium equipment mix above 40% โ quotes mid-tier and above
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Business is operationally stable โ knows their numbers, runs their books
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What the Data Is Telling You
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This account has earned full investment. Rep time, co-op, program enrollment, and development attention are all justified here.
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The risk is not activation โ it is retention. A competitor is calling on this dealer. Your job is to make switching cost too much.
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Growth dealers compound. Every metric they improve creates a higher floor for next year's assessment. Protect this account.
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If roadmap is not active, that is the first gap to close โ not a program conversation.
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What to Do
1
Enroll at the highest applicable program tier. Pull co-op balance, confirm expiration, and deploy it on something visible before year-end.
2
Set a 90-day target together. One numeric goal โ systems per week, financing percentage, or premium mix. Write it down. Both parties agree.
3
Schedule the QBR. A Growth dealer without a QBR on the calendar is a retention risk. Book Q4 now while access is easy.
4
Identify the Annual Planning session date. December. Growth dealers plan in December. If you do not own that conversation, a competitor will.
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Deploy the Business Development Framework. If systems per week is the ceiling, use the Hiring and Capacity module. If premium mix is below target, use Financing Adoption.
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What Not to Do
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Do not treat this account like a Developing dealer. Growth dealers do not need basic coaching โ they need partnership.
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Do not let co-op expire. Expiring co-op is visible evidence that you are not managing the account.
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Do not skip the QBR because the relationship feels solid. Relationship without data is a one-call cancellation from disappearing.
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Do not bring new programs to every visit. Growth dealers want performance recognition and business value โ not a pitch.
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Do not assume Growth is permanent. One flat year without coaching is a Developing reclassification signal.
90
90-Day cycle: Growth dealers rescore every 90 days. If two consecutive cycles show no metric movement, a tier review conversation is required regardless of relationship quality. The data is the standard.
Decision Fork
Growth โ What Happens Next
Choose the path that matches the current situation
If
Roadmap not active
Start here before any program conversation. A Growth dealer without a roadmap has no structure for the relationship. Open the Field Guide, build the joint call plan, and get a 90-day target on paper at the next visit.
If
Roadmap active, no QBR scheduled
The foundation exists โ now formalize the review cycle. A Growth dealer on a roadmap without a QBR date has no accountability milestone. The next visit should set the QBR date and confirm the 90-day target.
If
Roadmap active, metrics flat two cycles
Two flat cycles on a Growth dealer is an early reclassification signal. Identify which specific metric stopped moving. That is the coaching entry point. Do not let flat results accumulate silently โ address them in the current QBR.
1
What This Dealer Looks Like
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Replacing between 1.0 and 1.9 systems per week โ some replacement activity but below the replacement floor
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Parts ratio between 0.5 and 1.0 โ mixed repair and replacement behavior
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Financing under 30% โ presenting cash price first on replacement jobs
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YoY growth flat to slightly positive โ not declining, but not compounding
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Equipment volume in the $150Kโ$299K range โ mid-tier volume, not yet fully replacement-focused
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Owner is coachable and engaged โ this is the defining characteristic of Developing versus Counter
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What the Data Is Telling You
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There is a specific metric holding this dealer back. It is almost always one. Find it before the next visit.
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The gap between Developing and Growth is behavioral, not structural. These dealers have the volume foundation. They need coaching on how they sell, price, and present โ not more leads.
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If two consecutive 90-day coaching cycles produce no movement, the data is telling you this is a Counter account misclassified by potential. Act on that.
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Financing percentage is the most common Developing bottleneck. If it is under 20%, that is the first module, not the fifth.
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What to Do
1
Identify the lowest-scoring metric. That is the coaching entry point. Not the most interesting one โ the lowest one.
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Match it to the right Business Development Framework module. One module per 90-day cycle. Do not deliver multiple modules in the same visit.
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Conduct a joint sales call observation. The Coaching Playbook protocol applies. Debrief in the truck the same day with one specific behavioral commitment before leaving.
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Assign the 90-day roadmap if not already active. A Developing dealer without a roadmap is a coaching relationship without accountability.
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Rescore in 90 days. Not at the next visit โ on a specific date with specific metrics being measured.
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What Not to Do
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Do not deliver more than one Business Development Framework module per 90-day cycle. This produces surface learning with no behavior change.
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Do not allow a joint call without a mandatory truck debrief. Observation without debrief produces no change.
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Do not confuse a coachable owner with a dealer who is making progress. Engagement is not a metric. Systems per week is a metric.
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Do not skip the rescore date because the relationship feels positive. Set it at the end of each visit.
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Do not extend the Developing classification indefinitely. Two flat cycles means the Counter conversation is required.
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The 90-day rule: One module, one metric, one 90-day cycle. After two consecutive cycles with no measurable movement on the target metric, the Counter conversation is required. Developing is not a permanent classification โ it is a time-limited coaching investment with a defined outcome threshold.
Decision Fork
Developing โ What Happens Next
Choose the path that matches the current situation
If
No roadmap assigned
Assign the roadmap before anything else. Open the Field Guide, identify the primary metric to target, and build the 90-day visit plan. A Developing dealer without a roadmap is receiving coaching with no defined destination.
If
Roadmap active, first cycle
Identify the lowest-scoring metric and the matching Business Development Framework module. Deliver the module on the next visit. Schedule the 90-day rescore date before leaving the parking lot.
If
Two cycles, no metric movement
Two coaching cycles with no measurable change is the Counter signal. This is not a failure โ it is an accurate reclassification. The Counter conversation with the dealer is required at the next visit. See the Counter action plan.
1
What This Dealer Looks Like
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Under 1.0 system per week โ parts and service dominate, not replacement
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Parts ratio above 1.0 โ parts spend exceeds or approaches equipment spend
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Equipment volume under $150K โ below the outside rep investment threshold
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YoY growth flat or negative over two or more periods
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Financing under 15% or not in use โ pricing by gut or competing on cash price
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May be a long-tenured account โ which is how Counter dealers stay invisible in territory reviews
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What the Data Is Telling You
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Counter is not a failure state. It is an accurate classification. Rep time spent developing a Counter dealer is time not spent on a Developing account with actual upside.
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The data says this dealer will not generate a return on development investment at current behavior and volume. That is not a guess โ it is the scoring model output.
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Tenure mismatch flags on Counter accounts are the most expensive misallocations in a territory. Long-tenured Counter dealers consume rep time by habit, not by merit.
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Counter reclassification is the right call. The counter conversation with the dealer does not require an apology โ it requires a clear explanation of the standard.
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What to Do
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Redirect rep time to Developing accounts immediately. The first action on a Counter reclassification is freeing up capacity, not planning the Counter relationship.
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Counter dealers receive counter service. Order fulfillment, parts availability, pricing access. No outside development visits, no roadmap, no program push.
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Deliver the Counter conversation directly. "Based on our metrics, we are moving you to counter service. Here is what that means and what would need to change for that to be revisited."
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Set a 90-day rescore date. Counter is not permanent. If behavior changes โ systems per week increases, financing adoption begins โ the rescore will reflect it. Tell the dealer that.
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What Not to Do
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Do not soften the Counter classification with language about "potential" or "opportunity." That reintroduces the relationship dynamic that produced the misclassification in the first place.
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Do not assign a roadmap to a Counter dealer. A Counter dealer on a roadmap is a Developing dealer by another name.
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Do not continue regular development visits. Counter dealers receive counter service โ periodic check-ins at most.
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Do not apologize for the classification. Counter is what the data says. The rep's job is to communicate it clearly and redirect time to dealers who will respond to it.
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Do not wait for the dealer to change before revisiting the classification. Set the rescore date โ and only change the tier when the metrics change, not when the dealer asks.
90
Counter rescore window: 90 days. If systems per week crosses 1.0 and equipment volume shows upward movement at the rescore, initiate a Developing classification conversation. The metric moves first. The tier changes second. Do not reverse the order.
Decision Fork
Counter โ What Happens Next
Choose the path that matches the current situation
If
Just reclassified
The Counter conversation has not happened yet. Use the Field Guide to prepare for the visit. The conversation must include: what the classification means, what would need to change, and the 90-day rescore date. Do not leave without all three.
If
Counter conversation done, 90-day rescore due
Pull the current metrics and run the rescore. If systems per week and volume show no movement, Counter stands. If both metrics have moved above threshold, initiate a Developing classification review โ not automatic upgrade, a review.
If
Tenure mismatch flag present
A Counter dealer with a tenure mismatch flag is the highest-priority misallocation in the portfolio. Redirect rep time to Developing accounts this week โ not after the next visit, this week. The tenure flag means this account has been consuming time without justification.
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