Connect activity to commercial outcomes
Build one visible funnel from source through inquiry, contact, appointment, visit, test drive, proposal, sale, and ownership follow-up.
Executive summary
Purpose and approach
The plan establishes a measurable path from market attention to dealership revenue. It begins by validating the current state, then repairs priority conversion paths, and finally scales only programs that produce qualified appointments, showroom activity, test drives, pipeline progression, and sold units.
Measure before changing investments
Use existing reports first. Where tracking is incomplete, document manual counts and limitations rather than presenting false precision.
Protect what is already working
Preserve brand presentation, social content, staff relationships, and showroom experience while improving lead capture and accountability.
Use a distinct approach by marque
Apply one shared measurement system while adapting acquisition, clienteling, communication, and ownership programs to each marque.
Primary outcome by day ninety
A functioning and measured conversion system, documented operating standards, recommended budget allocation, marque-specific programs, an event and partnership playbook, and a six-month roadmap with accountable owners and KPIs.
Plan architecture
Assess, implement, then optimize
Each phase supplies the next. No later initiative begins without a finding, deliverable, or approved priority from the phase before it.
Listen and Measure
Understand people, process, systems, channels, customer journeys, brand requirements, and data quality.
Handoff
Priorities brief, scorecard, journey map, funnel gaps, segments, test briefs, and ranked fixes.
Decision test
Is the current state understood?
Build and Test
Repair priority conversion paths, define response ownership, activate selected audiences, and launch controlled pilots.
Handoff
Live funnel, response protocol, campaign results, channel costs, event results, and content standards.
Decision test
Are the selected programs operating?
Prove and Scale
Compare pilots with the baseline, stop weak activity, expand proven programs, and formalize operating playbooks.
Handoff
Investment recommendations, playbooks, reporting cadence, six-month roadmap, and accountable KPIs.
Decision test
Has performance earned investment?
Days one–thirty
Workstreams and outputs
Meet leadership, sales, F&I, service, social, and CRM owners; define a qualified inquiry.
Priorities brief · stakeholder map · lead definitionMap source through ownership follow-up and measure funnel progression.
KPI scorecard · journey map · data-gap listReview every social link, form, DM path, call route, and CRM handoff.
Funnel map · broken-asset log · capture-pilot briefAudit paid channels, geography, budgets, destinations, tracking, waste, and co-op funds.
Channel audit · test list · co-op reportReview mobile journeys, friction, routing, speed, visibility, profiles, reviews, and inventory content.
Ranked fixes · local opportunities · content standardAssess permissions and deliverability; segment prospects, owners, service clients, and lease-end customers.
Health summary · segments · editorial calendar · mail testShadow the sales process, document buyer objections and timelines, and benchmark regional dealers.
Competitive snapshot · differentiation opportunitiesReview event history, identify suitable partners, scope one measurable pilot, and assess venue potential.
Partner shortlist · pilot brief · venue kitMeasurement framework
One scoreboard by marque and channel
Response and contact
Inquiry volume, first-response time, contact rate, ownership, follow-up completion, and unresolved leads.
Appointments and visits
Qualified appointments, source, show rate, showroom visits, cancellations, and rescheduling.
Sales progression
Test drives, proposals, active opportunities, pipeline stage, stage duration, and time to decision.
Commercial return
Sold units, available gross contribution, costs, cost per appointment, and marketing cost per sold unit.
Initial operating targetFirst contact within fifteen minutes
Validate against operating hours, staffing, lead quality, current service levels, and brand expectations.
Phase-two controlled tests
Mobile-first pages, one primary action, source tagging, confirmation, and CRM routing.
Standards, escalation, daily monitoring, and exception review.
Permission-based outreach with clear sales handoffs.
Fix tracking first; test only approved, high-intent activity.
Document photography, video, specifications, copy, and inquiry standards.
Connect service, lease-end, trade-in, referral, and next-purchase opportunities.
One invitation-only pilot with audience, budget, approvals, follow-up, and tracking set before launch.
Stop, revise and retest, maintain, or prepare to scale.
Marque strategy
Match the marketing model to the purchase model
Bentley
Qualified demand and ownership cycle- Priority-model and campaign conversion pages
- Lease-end and trade-in outreach
- Owner, service, and retention marketing
- High-intent search and inventory retargeting
- Broader qualified appointment volume
- Manufacturer program and co-op alignment
Aston Martin
Selective acquisition and experience- Priority-model campaigns and clienteling
- Owner stories and delivery content
- Private partner-led experiences
- Inventory presentation and structured follow-up
- Selective high-intent acquisition
- Owner, service, and referral development
Koenigsegg
Allocation and private relationships- Direct relationship management
- Discreet owner communication
- Referral and private-network access
- Allocation-appropriate client rhythm
- No volume paid-media approach
- Personal follow-up and confidentiality
Reporting and governance
Definitions, cadence, and accountability
MeasureFrequencyPrimary owner
First-response time and contact rateDailySales operations
Qualified inquiries and appointmentsDaily / weeklyMarketing and sales
Appointment show rate and test drivesWeeklySales leadership
Campaign and source performanceWeeklyMarketing
Pipeline value and stage movementWeekly / monthlySales leadership
Sold units and marketing cost per sold unitMonthlyLeadership and finance
Owner, service, trade-in, and referral resultsMonthlyMarketing, sales, service
Event and venue performancePer event / monthlyMarketing and operations
Data-quality actionsWeekly until stableCRM owner
Day-ninety leadership readout
What leadership receives
Performance evidence
- Baseline compared with day-ninety results
- Results by marque, channel, campaign, and source
- Funnel and sold-unit trends
- Pipeline movement and marketing cost per sold unit
- Data-quality improvements and remaining limits
Operating system
- Prioritized programs and recommended budgets
- Funnel and response standards
- Campaign and landing-page requirements
- Database, event, partner, and venue playbooks
- Reporting and governance cadence
Six-month roadmap
- Programs to scale, maintain, revise, or stop
- Required technology or process improvements
- Marque-specific priorities
- Retention and referral development
- Event calendar and venue-revenue development
Accountability
- Named owners
- Dependencies and approvals
- Budget and resource assumptions
- Target and decision dates
- KPIs, risks, and mitigation steps
Completion standard
The plan is complete when leadership can see how marketing activity becomes qualified appointments and sold units, decide where to invest next, and assign responsibility for operating the system consistently.
Working Style and Team Contribution
I do my best work when expectations are clear, feedback is direct and honest, and goals are specific and measurable. I value targets I can strive to exceed and a team environment where I can take full ownership of my role while supporting others in theirs. In return, I bring accountability, openness to feedback, and a willingness to contribute beyond my immediate responsibilities when the team needs it.