Path 01 โ Dealer Acquisition ยท Rep Interview Guide
Use before and during the Stage 2 appointment
Field Tool ยท Supports Stage 3 โ Quantitative Scorecard
Rep Interview Guide
01
What this guide is forGetting the 7 data points you need to complete the Quantitative Scorecard. Use it before the appointment to prepare. Keep it open during the conversation.
02
What it is notA script to read out loud or an audit checklist. These are conversation anchors. The rep who sounds like they are reading questions loses the room.
03
How to use itKnow the questions cold. Use the follow-ups when you get a vague answer. Recognize a strong signal versus a deflection. Leave with a number for every metric.
Before you walk in: Pull the Stage 1 qualitative score and review which attributes were low. A dealer with a weak Google presence and no vehicle branding is likely to have weak margin and financing numbers too. The qualitative score gives you a preview of where the financial gaps probably are. Go in with your eyes open.
7 Questions โ One Per Metric
01
Metric 01 ยท Weight: 20%
Total Annual Equipment Purchases
High Weight
Primary Question
"What did you spend on equipment this year โ total dollars, all brands?"
Follow-up if vague
"Ballpark is fine. Are we talking more like $100,000 or closer to $300,000?"
Strong Answer
Gives a specific number without hesitation
References prior year for comparison unprompted
Breaks it down by brand or season naturally
Knows the number because they track it
Weak or Evasive
"I'm not sure โ my accountant handles that"
Gives a range so wide it is not useful ($50Kโ$500K)
Deflects with parts spend or total revenue instead
Why it matters
Equipment spend drives the entire unit volume calculation. This single number determines whether you can even calculate systems per week โ the primary metric in the scoring model. A dealer who does not know their equipment spend either does not track it or is not buying enough to matter.
02
Metric 02 ยท Used in Calculation
Average Equipment Price Per Unit
Calculation Input
Primary Question
"What does an average replacement system run โ what do you pay for a typical unit?"
Follow-up if vague
"What's your most common install โ a standard 3-ton split system? What do you typically pay for that?"
Strong Answer
Gives a specific price per unit or a tight range
References their mix (entry vs premium) naturally
Knows cost vs street price distinction
Weak or Evasive
Can only quote retail price to homeowner, not cost
Has not thought about it in terms of average cost
Very low average price signals base-only purchasing
Why it matters
Average unit price is the divisor that converts total equipment spend into estimated unit count. A dealer buying at $1,800 average is buying base equipment only. A dealer averaging $3,200+ is buying premium and mid-tier systems. This number also signals upsell behavior before you ask the premium mix question directly.
03
Metric 03 ยท Weight: 5% (Parts Ratio)
Total Annual Parts & Supplies Purchases
Low Weight
Primary Question
"Outside of equipment โ parts, refrigerant, supplies โ what's your total spend there in a year?"
Follow-up if vague
"Is it more than your equipment spend, less, or about the same?"
Strong Answer
Parts spend is clearly less than equipment spend
Ratio under 0.5 โ dealer is replacement-focused
Can explain the breakdown without difficulty
Weak or Evasive
Parts spend equals or exceeds equipment spend
"We do a lot of service and repairs" โ that is a repair dealer
Cannot separate parts from equipment in their accounting
Why it matters
The parts-to-equipment ratio is the clearest signal of whether this is a replacement business or a repair business. A dealer spending more on parts than equipment is fixing units, not replacing them. That dealer will buy parts at your counter but will not drive system volume regardless of the program you put in front of them.
04
Metric 04 ยท Weight: 3%
Gross Margin Percentage
Supporting Indicator
Primary Question
"What does your gross margin look like on your HVAC work โ roughly what percentage are you running?"
Follow-up if vague
"Is it closer to 20 percent, 30 percent, or higher? A rough number works."
Strong Answer
Knows their margin without hesitation โ 35%+ is healthy
Differentiates margin by service type vs equipment
Uses flat rate pricing โ margin is consistent and controlled
Weak or Evasive
"I don't really track that" โ flying blind, margin is probably low
Margin under 25% indicates price-driven selling or T&M pricing
Confuses gross margin with markup or net profit
Why it matters
Gross margin is a business health indicator, not a high-weight scoring metric. A dealer who does not know their margin is pricing by gut and hoping it works out. That dealer will resist coaching, resist premium pricing, and undervalue the programs you bring them. Low margin is a symptom โ the cause is usually T&M pricing and no flat rate discipline.
05
Metric 05 ยท Weight: 20%
Financed Transaction Percentage
High Weight
Primary Question
"When you replace a system, how often does the homeowner finance it โ what percentage of your replacement jobs are financed?"
Follow-up if vague
"Out of your last 10 replacement jobs, how many did the homeowner put on financing? One? Five? More?"
Strong Answer
30%+ of replacements financed โ leads with payment, not price
Has a specific financing partner and presents it on every call
Can name the monthly payment on a common replacement
Weak or Evasive
"Customers don't want financing" โ they do, the dealer just does not present it
Under 10% โ presenting cash price first and killing the close
Has financing available but never uses it actively
Why it matters
Financing percentage is the second-highest-weight metric in the scoring model and the single highest-ROI development opportunity for a Developing dealer. A dealer at 8% financed is presenting the cash price first and losing deals they would have won if they led with the monthly payment. This metric tells you more about selling behavior than almost anything else.
06
Metric 06 ยท Weight: 15%
Premium Equipment Mix Percentage
Mid Weight
Primary Question
"When you install a replacement system, what does your mix look like โ are you mostly running base equipment or are you selling a lot of mid-tier and premium?"
Follow-up if vague
"Out of every 10 systems you install, how many would you say are entry-level versus mid or premium?"
Strong Answer
40%+ premium or mid-tier โ dealer presents options and upsells
Talks about efficiency ratings and value bridge naturally
Knows the difference between what the homeowner asks for and what they buy after a good presentation
Weak or Evasive
"Customers always want the cheapest" โ dealer is not presenting the upgrade
Under 20% premium โ pure price shopper behavior
Does not know the difference between their entry and mid-tier product
Why it matters
Premium mix reveals whether the dealer presents options or just quotes the cheapest system. A dealer who installs 90% base equipment is either not presenting the upgrade or is losing to price before the conversation even starts. Premium mix directly predicts average ticket and co-op program participation โ dealers who upsell benefit most from tier program incentives.
07
Metric 07 ยท Weight: 12% (YoY Growth)
Prior Year Equipment Purchases
Mid Weight
Primary Question
"Was this year better or worse than last year for equipment โ did your volume go up, stay flat, or come down?"
Follow-up if vague
"Roughly how much did it change? Ten percent more? Twenty percent less? I'm trying to understand your trajectory."
Strong Answer
10%+ growth year over year โ business is expanding
Can explain why growth happened โ more techs, new market, referrals
Knows both years without checking notes
Weak or Evasive
Flat or declining volume โ stagnation before it shows in parts
Blames external factors (market, weather) without owning the result
"About the same" with no specifics โ dealer is not tracking growth
Why it matters
Year-over-year growth is the trajectory indicator. A dealer flat for two years is not a stagnant market problem โ it is a business development problem. A dealer growing 20% year over year is doing something right that the program should reinforce. Growth rate is the early warning signal that volume alone will not show until the damage is already done.
Opening the Financial Conversation
How to Frame It
The Setup Before the First Question
This conversation is not an audit. Frame it as you helping them understand their own business numbers so you can figure out which programs actually apply to them.
Most dealers have never had a rep ask these questions. The ones who have had a bad experience will be guarded. The ones who have never been asked will be curious.
Lead with value: "I want to make sure I'm bringing you programs that actually make sense for your operation โ not just handing you a brochure."
Opening Script
Say this to open
"Before I get into the programs, I want to ask you a few questions about your business so I'm not wasting your time on things that don't fit. Some of these are financial โ is that alright?"
If they hesitate
"Nothing I'm asking leaves this conversation. I'm trying to figure out where you are so I know what's actually going to move the needle for you."
Handling Evasive Answers
When they deflect
Common Evasions and Responses
01
"My accountant handles all that."
Response: "Totally fine โ just give me your best guess. Ballpark is enough to know which tier you'd fall into."
Response: "Totally fine โ just give me your best guess. Ballpark is enough to know which tier you'd fall into."
02
"I don't really track that number."
Response: "That's actually really useful to know. That's usually something we can help with โ but let me ask it differently..."
Response: "That's actually really useful to know. That's usually something we can help with โ but let me ask it differently..."
03
"Why do you need to know that?"
Response: "The program tiers are built around real business metrics. If I don't know your numbers, I can't tell you which tier actually benefits you."
Response: "The program tiers are built around real business metrics. If I don't know your numbers, I can't tell you which tier actually benefits you."
04
"We had a tough year."
Response: "Understood. What does a normal year look like for you? I want to work off what's typical, not an outlier."
Response: "Understood. What does a normal year look like for you? I want to work off what's typical, not an outlier."
What evasion tells you
Reading Between the Answers
01
Evasion on equipment spend usually means it is lower than they want to admit. Most dealers who buy $400K+ know the number.
02
Evasion on margin almost always means they do not track it โ which means it is low and they are flying blind. That is a coaching opportunity, not a disqualifier.
03
Evasion on financing usually means they do not use it. "Customers don't want financing" is the most common objection โ and the most incorrect one in the industry.
04
Evasion on growth means it is flat or declining. A dealer who grew 20% year over year does not hesitate to say so.
Closing the Appointment
If the numbers are strong โ Growth or Developing signals
"Based on what you've told me, I think there's a real fit here. I want to put together a recommendation for you that's based on your actual numbers โ not a generic program pitch. Can I come back to you next week with something specific?"
This creates a second appointment with a defined purpose. The rep leaves with a commitment, not an open-ended "I'll be in touch."
If the numbers are weak โ Counter signals
"I appreciate your time. The programs I work with are built for dealers doing a specific volume of replacement work โ I want to be honest that right now I'm not sure we're there yet. What I'd like to do is stay in touch at the counter and revisit this when the volume builds."
This is not a rejection. It is a positioning conversation that keeps the relationship intact without making promises the rep cannot keep.
If key numbers were missing โ Hold signals
"There are a couple of things I wasn't able to get clear numbers on today. Can I follow up in the next week or two once you've had a chance to pull those together? I want to make sure my recommendation is based on real numbers."
This keeps the door open without advancing the prospect on incomplete data. Set a specific callback date before leaving.
Leave With These Commitments
Before You Leave the Appointment โ Check Each One
Equipment spend numberExact or estimated annual equipment purchases
Average unit priceWhat they typically pay per unit
Parts and supplies spendRough annual total on non-equipment
Gross margin estimateRough percentage โ even a range
Financing percentageHow often they finance replacement jobs
Premium mixShare of mid-tier and premium equipment
Prior year comparisonWas last year better, worse, or the same
Next step commitmentDate, purpose, and who will be present
