This is a Car Sales Metric Dashboard (Diamond) Report, it is one of reports that Balanced Scorecard Designer can generate for Car Sales KPI. With this software you can also design your own scorecards, KPIs and metrics.

Car Sales Point Balanced Scorecard

Report includes: 2 day(s), from 30.12.2008 to 31.12.2008

Name

Start value

End value

Dynamic

Contains

Car Sales Point Balanced Scorecard

46,72 %

40,21 %

-6,51 %

Financial Perspective	(44,2%, -35,06%)
Internal operations Perspective	(32,2%, -1,26%)
Customer Focus Perspective	(34,9%, 7,38%)
Employee Performance and Training Perspective	(51,6%, 14,52%)

Graph for Car Sales Point Balanced Scorecard

Data for Car Sales Point Balanced Scorecard

Dates	Value
30.12.2008	46,72
31.12.2008	40,21

Financial Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Financial Perspective

79,26 %

44,2 %

-35,06%

Car Sales Point Balanced Scorecard

Indicators

Profit Margins Earned by Car Sales Outlets

% drop in operating costs

% increase in sales

% increase in earnings from tie-ups and co branding opportunities *

* - Information for this metric is limited in sample report Description This perspective provides an overview of the financial performance of the car dealership agency.

Graph for Financial Perspective

Data for Financial Perspective

Dates	Value	Weight
30.12.2008	79,26	3
31.12.2008	44,2	3

Profit Margins Earned by Car Sales Outlets

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Profit Margins Earned by Car Sales Outlets	4,596	3,764	-0,832	%	Maximize	Financial Perspective

Description It refers to the profit margins at which the car sales outlets sell out the cars to the customers. It is generally based on the invoice cost of cars.

Graph for Profit Margins Earned by Car Sales Outlets

Data for Profit Margins Earned by Car Sales Outlets

Dates	Weight	Min	Max	Value
30.12.2008	3	1	5	4,596
31.12.2008	3	1	5	3,764

% drop in operating costs

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% drop in operating costs	31,1	29,9	-1,2	%	Maximize	Financial Perspective

Description It refers to % drop in operating costs of the car sales outlet over the last 1 year.

Graph for % drop in operating costs

Data for % drop in operating costs

Dates	Weight	Min	Max	Value
30.12.2008	2	10	60	31,1
31.12.2008	2	10	60	29,9

% increase in sales

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% increase in sales	98,39	57,23	-41,16	%	Maximize	Financial Perspective

Description It indicates % increase in car sales revenues of the agency over the last 1 year.

Graph for % increase in sales

Data for % increase in sales

Dates	Weight	Min	Max	Value
30.12.2008	3	30	100	98,39
31.12.2008	3	30	100	57,23

Internal operations Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Internal operations Perspective

33,43 %

32,17 %

-1,26%

Car Sales Point Balanced Scorecard

Indicators

Number of Financial tie-ups

Hold Back Margins Received from Manufacturers

Level of transaction transparency

% increase in maintenance agreements *

* - Information for this metric is limited in sample report Description This group of KPIs takes into account the internal operations and activities of car dealership agency.

Graph for Internal operations Perspective

Data for Internal operations Perspective

Dates	Value	Weight
30.12.2008	33,43	3
31.12.2008	32,17	3

Number of Financial tie-ups

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of Financial tie-ups	1,153	5,941	+ 4,788	#	Maximize	Internal operations Perspective

Description This is equal to the number of Finance Companies with which the concerned organization has tie-ups like insurance companies. Such arrangements facilitate the buying of vehicle by the customers.

Graph for Number of Financial tie-ups

Data for Number of Financial tie-ups

Dates	Weight	Min	Max	Value
30.12.2008	3	1	10	1,153
31.12.2008	3	1	10	5,941

Hold Back Margins Received from Manufacturers

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Hold Back Margins Received from Manufacturers	2,32	1,84	-0,48	%	Maximize	Internal operations Perspective

Description It refers to hold back margins offered by the manufacturers to the car dealers. Hold Back margins are generally based on the wholesale price of the cars.

Graph for Hold Back Margins Received from Manufacturers

Data for Hold Back Margins Received from Manufacturers

Dates	Weight	Min	Max	Value
30.12.2008	3	1	5	2,32
31.12.2008	3	1	5	1,84

Level of transaction transparency

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Level of transaction transparency	6,031	3,592	-2,439	Score	Maximize	Internal operations Perspective

Description It indicates the level of transaction transparency achieved by a car sales outlet especially in financial transactions. The outlet should aim to increase the transparency level on a continuous basis (on a scale of 1 to 10).

Graph for Level of transaction transparency

Data for Level of transaction transparency

Dates	Weight	Min	Max	Value
30.12.2008	2	1	10	6,031
31.12.2008	2	1	10	3,592

Customer Focus Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Customer Focus Perspective

27,49 %

34,87 %

+ 7,38%

Car Sales Point Balanced Scorecard

Indicators

% reduction in the number of customer complaints

Response Level

Customer oriented product schemes developed

Quality level of aftermarket accessories offered *

* - Information for this metric is limited in sample report Description This perspective talks about the customer focus aspect opted by a car sales point.

Graph for Customer Focus Perspective

Data for Customer Focus Perspective

Dates	Value	Weight
30.12.2008	27,49	2
31.12.2008	34,87	2

% reduction in the number of customer complaints

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	% reduction in the number of customer complaints	68,32	62,32	-6	%	Maximize	Customer Focus Perspective

Description It implies % reduction in the number of customer complaints received over the last 3 months regarding inadequate service provided by the car sales outlet.

Graph for % reduction in the number of customer complaints

Data for % reduction in the number of customer complaints

Dates	Weight	Min	Max	Value
30.12.2008	3	60	100	68,32
31.12.2008	3	60	100	62,32

Response Level

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Response Level	3,583	9,055	+ 5,472	Score	Maximize	Customer Focus Perspective

Description It indicates the response level maintained by the sales staff of the car dealership company to develop long term relationship with the customers (on a scale of 1 to 10).

Graph for Response Level

Data for Response Level

Dates	Weight	Min	Max	Value
30.12.2008	2	1	10	3,583
31.12.2008	2	1	10	9,055

Customer oriented product schemes developed

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Customer oriented product schemes developed	7,213	2,691	-4,522	#	Maximize	Customer Focus Perspective

Description It refers to number of customer oriented product schemes (including festive discount schemes) developed to boost up the car sales.

Graph for Customer oriented product schemes developed

Data for Customer oriented product schemes developed

Dates	Weight	Min	Max	Value
30.12.2008	3	1	20	7,213
31.12.2008	3	1	20	2,691

Employee Performance and Training Perspective

Name

Start value

End value

Dynamic

Parent

Contains

Employee Performance and Training Perspective

37,1 %

51,62 %

+ 14,52%

Car Sales Point Balanced Scorecard

Indicators

Target meeting fraction

Conversion Rate

Number of instances of striking more than average price

Number of training programs conducted *

* - Information for this metric is limited in sample report Description This perspective takes into consideration the performance of the employees and sales staff of the car dealer agency and their training initiatives.

Graph for Employee Performance and Training Perspective

Data for Employee Performance and Training Perspective

Dates	Value	Weight
30.12.2008	37,1	2
31.12.2008	51,62	2

Target meeting fraction

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Target meeting fraction	94,36	96,4	+ 2,04	%	Maximize	Employee Performance and Training Perspective

Description This can be expressed as '% of sales force that met the targets assigned'. It will help in discovering the flaws on part of employees, if there is any.

Graph for Target meeting fraction

$Graph for Target meeting fraction$

Data for Target meeting fraction

Dates	Weight	Min	Max	Value
30.12.2008	2	80	100	94,36
31.12.2008	2	80	100	96,4

Conversion Rate

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Conversion Rate	47,15	71,37	+ 24,22	%	Maximize	Employee Performance and Training Perspective

Description This is the fraction of number of visitors who are turned into customers.

Graph for Conversion Rate

Data for Conversion Rate

Dates	Weight	Min	Max	Value
30.12.2008	3	30	100	47,15
31.12.2008	3	30	100	71,37

Number of instances of striking more than average price

	Name	Start value	End value	Dynamic	Measure units	Optimization method	Parent
	Number of instances of striking more than average price	3,835	4,069	+ 0,234	#	Maximize	Employee Performance and Training Perspective

Description It refers to number of instances of striking a price that is well above average, per week. The price that is finalized is a function of the salesperson's 'capabilities' and 'knowledge' about the product. In this regard, the mean sales price will help in knowing the efficiency and interest people take in the sales act.

Graph for Number of instances of striking more than average price

Data for Number of instances of striking more than average price

Dates	Weight	Min	Max	Value
30.12.2008	3	1	10	3,835
31.12.2008	3	1	10	4,069

Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 26.12.2008 19:39:58