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BMW of North America, LLC BSC Key Performance Indicator Metrics Guide

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Page 1: BSC Key Performance Indicator Metrics Guide · PDF fileTotal Parts Purchase ... Second Level Key Performance Indicator Metrics ... BSC Key Performance Indicator Metrics Guide:

BMW of North America, LLC

BSC Key Performance Indicator Metrics Guide

Page 2: BSC Key Performance Indicator Metrics Guide · PDF fileTotal Parts Purchase ... Second Level Key Performance Indicator Metrics ... BSC Key Performance Indicator Metrics Guide:

Page 2 of 76

Table of Contents Change document for February 2017 .......................................................................................................... 6

BSC Index ........................................................................................................................................................................... 8

BSC Index - Sample Calculation ......................................................................................................................................... 9

Key Performance Indicator Metrics .......................................................................................................... 10 Annual Volume Target Achievement .............................................................................................................................. 11

Dealer Effectiveness ........................................................................................................................................................ 12

Dealer Sales Loyalty – Full ............................................................................................................................................... 13

Lead Conversion .............................................................................................................................................................. 14

Market Share Premium ................................................................................................................................................... 16

MPU Take Rate ................................................................................................................................................................ 17

Service Effectiveness ....................................................................................................................................................... 18

Total Parts Purchase ........................................................................................................................................................ 19

Used Volume ................................................................................................................................................................... 21

Second Level Key Performance Indicator Metrics ...................................................................................... 23 Service Overall Satisfaction (Unadjusted YTD) ................................................................................................................ 24

Service Premium Score .................................................................................................................................................... 24

Service Retention Growth ............................................................................................................................................... 25

Tires PNVR ....................................................................................................................................................................... 27

Fixed Absorption ............................................................................................................................................................. 27

New Vehicle Customer Satisfaction-Non Issue Rate (Unadjusted YTD) .......................................................................... 28

New Vehicle Sales Satisfaction (Unadjusted YTD) ........................................................................................................... 29

Personnel Retention ........................................................................................................................................................ 30

Retail Hours Growth ........................................................................................................................................................ 31

Retail to Total Hours% ..................................................................................................................................................... 32

RoS (Return on Sales) ...................................................................................................................................................... 34

Sales Premium Score ....................................................................................................................................................... 34

Service Customer Satisfaction-Non Issue Rate (Unadjusted YTD) .................................................................................. 35

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Brand Effectiveness ......................................................................................................................................................... 36

Customer Satisfaction-Non Issue Rate (Unadjusted YTD) ............................................................................................... 36

CPO Overall Satisfaction (Unadjusted YTD) ..................................................................................................................... 37

Accessory PNVR ............................................................................................................................................................... 38

Market Share ................................................................................................................................................................... 38

Accessories Purchase....................................................................................................................................................... 39

CPO Premium Score (Unadjusted YTD) ........................................................................................................................... 40

Dealer Sales Loyalty - BMW ............................................................................................................................................. 41

Auto Gap to Competitor .................................................................................................................................................. 43

Client Advisor Detail-Retail Volume, Used Volume ......................................................................................................... 43

Client Advisor New Prod Rate (LM201) ........................................................................................................................... 43

Client Advisor Total Prod (LM201) .................................................................................................................................. 44

Client Advisor Used Prod (LM201) .................................................................................................................................. 44

Conquest-Dealer Sales Loyalty ........................................................................................................................................ 44

CPO CSI Email Capture Performance-CPO Non-Issue Rate ............................................................................................. 44

CPO CSI Resolution Rate-CPO Non Issue Rate ................................................................................................................. 45

CPO Lead Conversion-Used Volume ................................................................................................................................ 45

CPO Loss Count-Used Volume ......................................................................................................................................... 45

CPO Sales Growth-Used Volume ..................................................................................................................................... 45

Days to Close-Lead Conversion, Used Volume ................................................................................................................ 45

Dealer Sales Loyalty Loss Count-Dealer Sales Loyalty ..................................................................................................... 45

Dealer Sales Loyalty Year over Year-Dealer Sales Loyalty ............................................................................................... 45

Gross Profit per Vehicle Retailed-Retail Volume, Used Volume ..................................................................................... 46

Gross Profit per Vehicle Series Detail-Retail Volume ...................................................................................................... 46

Gross Profit per Vehicle Yearly Comparison-Retail Volume, Used Volume .................................................................... 46

Hot Accessories-Accessory PNVR, Total Parts Purchase ................................................................................................. 46

Hot Lifestyle Groups-Accessory PNVR, Total Parts Purchase .......................................................................................... 47

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Lead Source Detail-Lead Conversion, Used Volume ....................................................................................................... 47

LM201 Sales per CA-Retail Volume ................................................................................................................................. 47

LM204 Sales per CA-Used Volume .................................................................................................................................. 47

Longevity by Position-Personnel Retention .................................................................................................................... 47

Misc. Accessory Calcs-Accessory PNVR, Total Parts Purchase ........................................................................................ 47

New CSI Email Capture Performance-New Vehicle Non Issue Rate ................................................................................ 48

New CSI Resolution Rate-New Vehicle Non Issue Rate ................................................................................................... 48

New Hire Retention Rate ................................................................................................................................................. 48

New Sales Growth-Retail Volume ................................................................................................................................... 48

New Vehicle Loss Count-Lead Conversion ...................................................................................................................... 49

New Vehicle Series Detail-Retail Volume, Market Share, Market Share Premium......................................................... 49

Parts Comparison-Retail Hours Growth, Retail to Total Hours% .................................................................................... 49

Parts Labor Mix Repair Order Year-to-Date Comparison ............................................................................................ 49

Parts Gross Profit Year-to-Date Comparison ............................................................................................................... 49

Personnel Count by Position-Personnel Retention ......................................................................................................... 49

Personnel Roster by Name-Personnel Retention ............................................................................................................ 49

Personnel Turnover-Personnel Retention ....................................................................................................................... 49

Retail Hours per Technician-Retail Hours Growth, Retail to Total Hours% .................................................................... 50

Retained Margin-Service Retention Growth ................................................................................................................... 50

SAV Gap to Competitor ................................................................................................................................................... 50

Service Advisor Analysis-Retail Hours Growth, Retail to Total Hours% .......................................................................... 50

Hours per Service Advisor Year-to-Date ...................................................................................................................... 50

Gross Profit per Service Advisor Year-to-Date ............................................................................................................ 50

Parts Gross Profit per Service Advisor Year-to-Date ................................................................................................... 51

Total Labor and Parts Gross Profit per Service Advisor Year-to-Date ......................................................................... 51

Service Advisor Productivity Rate .................................................................................................................................... 51

Service CSI Email Capture Performance-Service Non Issue Rate .................................................................................... 51

Service CSI Resolution Rate-Service Non Issue Rate ....................................................................................................... 51

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Service Efficiency-Service Retention Growth .................................................................................................................. 52

Technician Analysis-Retail Hours Growth, Retail to Total Hours% .................................................................................. 52

Hours per Technician Year-to-Date ............................................................................................................................. 52

Gross Profit per Technician Year-to-Date .................................................................................................................... 52

Parts Gross Profit per Technician Year-to-Date .......................................................................................................... 52

Total Labor and Parts Gross Profit per Technician Year-to-Date ................................................................................ 52

Terminations, Hiring, Movement by Associates-Personnel Retention ........................................................................... 53

Top New Vehicle Competitors-Retail Volume, Market Share, Market Share Premium ................................................. 53

Total Gap to Competitor ................................................................................................................................................. 53

Used Vehicle Lead Conversion-Used Volume.................................................................................................................. 53

Work Stall Analysis-Service Retention Growth ............................................................................................................... 53

Yearly Comparison-Accessory PNVR, Total Parts Purchase ............................................................................................ 53

Appendix .............................................................................................................................................. 55 Appendix .......................................................................................................................................................................... 55

Lead Conversation, Dealer Sales Loyalty-Full, Dealer Sales Loyalty, and Service Effectiveness– Regional Level Cross Sell

Peer Groups ........................................................................................................................................................................... 56

COE Groupings ................................................................................................................................................................. 66

Contact Information ........................................................................................................................................................ 76

Page 6: BSC Key Performance Indicator Metrics Guide · PDF fileTotal Parts Purchase ... Second Level Key Performance Indicator Metrics ... BSC Key Performance Indicator Metrics Guide:

BSC Key Performance Indicator Metrics Guide: BSC Index Overview

February 2017 Back to the top of the document Page 6 of 76

Change document for February 2017 Changes in the BSC for 2017

BSC Index KPI Changes

I. Weightage Changes: Metric 2016 Weight 2017 Weight Annual Volume Target Achievement 15% 20% Market Share Premium 5% 0% +Lead Conversion 12% 10% *Dealer Sales Loyalty - Full 0% 15% *Dealer Effectiveness 0% 10% Used Volume 14% 5% Total Parts Purchase 14% 20% MPU Take Rate 0% 5% Service Effectiveness 0% 15%

II. Metrics taken off the 2017 BSC Index:

• Dealer Sales Loyalty-BMW was taken off the BSC Index for 2017

• Accessories Purchase was taken off the BSC Index for 2017

• Tires Purchase was taken off the BSC Index for 2017

: III. New Metrics for 2017:

• In Q2, Tires Quantity vs. Target will be added as a second level metric

• In Q3, Overall OSAT will be added to the BSC Index with a 0% weightage

Changes to be completed by Q2 2017

• MPU Take Rate calculation will update in Q2 to match the bonus system calculation

• Tires Quantity vs. Target metric will be added as a second level metric to match the aftersales bonus system

• Overall OSAT will be added to the BSC Index in Q3 with a 0% weightage

Yearly Changes

• BSC Index: Weighted Measures and Targets

• Dealer Sales Loyalty: Peer Groups and Targets

• Lead Conversion: Peer Groups and Targets

• Center of Excellence: COE Groupings

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BSC Key Performance Indicator Metrics Guide: BSC Index Overview

February 2017 Back to the top of the document Page 7 of 76

BMW of North America, LLC

BSC Key Performance Indicator Metrics Guide: BSC Index Overview

Page 8: BSC Key Performance Indicator Metrics Guide · PDF fileTotal Parts Purchase ... Second Level Key Performance Indicator Metrics ... BSC Key Performance Indicator Metrics Guide:

BSC Key Performance Indicator Metrics Guide: BSC Index Overview

February 2017 Back to the top of the document Page 8 of 76

BSC Index The BSC Index is a way of comparing Dealers by weighting Metrics and determining a single score which is a measure

of the Dealer. All the Metrics have a BSC Index weight which determines how much influence they have on the BSC Index score. The BSC Index is the score that is used to help determine COE winners. BSC Key Performance Indicators and the weights which comprise the 2017 BSC Index.

BSC Index Weight

Annual Volume Target Achievement 20%

Market Share Premium 0%

Lead Conversion 10%

Dealer Sales Loyalty – FULL 15%

Dealer Effectiveness 10%

Used Volume 5%

Total Parts Purchase 20%

MPU Take Rate 5%

Service Effectiveness 15%

Note: The BSC has important non-weighted measures under the Trends tab of the BSC. These non-weighted measures demonstrate trends and health of the dealership’s operation. Balanced Score Card Index:

Adding all the weighted scores from the Metrics and dividing by 10 will give the final BSC Index percentage. The BSC Index is calculated using a color coded weighted value of each Key Performance Indicator (KPI), using a

“traffic light” pattern and scored using a 10 point scale as follows:

Green Yellow* Red Benchmark 10 5-9 0

*Yellow points are awarded on a scale of 1 point for every 1/5 closer you get to the Green light, except in Market Share Premium where there is no sliding scale for yellow.

The color on the BSC Index is determined as follows:

Green Yellow Red

Benchmark >=73.0% <=72.9% and >=64.1% <=64.0%

*Note: For All Metric Values, Standard Rounding Rules Apply. All Values are rounded to the First Decimal Place or

Nearest Dollar. Exceptions: Accessory Purchase which is rounded to an Integer. When is it updated - The BSC Index is updated after Month End Close, generally between the 1st and 5th of the

month.

Page 9: BSC Key Performance Indicator Metrics Guide · PDF fileTotal Parts Purchase ... Second Level Key Performance Indicator Metrics ... BSC Key Performance Indicator Metrics Guide:

BSC Key Performance Indicator Metrics Guide: BSC Index Overview

February 2017 Back to the top of the document Page 9 of 76

BSC Index - Sample Calculation

Metric Value Color Points Weight Weighted Point Value

Annual Volume Target Achievement 97.9% Yellow 6 20% 1.2

Market Share Premium 23.2% Yellow 7 0% 0

Lead Conversion* 18.5% Green 10 10% 1

Dealer Sales Loyalty – Full* 39.2% Red 0 15% 0

Dealer Effectiveness 84.9% Yellow 7 10% 0.7

Used Volume 85.1% Red 0 5% 0

Total Parts Purchase 119.4% Green 10 20% 2

MPU Take Rate 36.0% Green 10 5% 0.5

Service Effectiveness* 39.4% Red 0 15% 0 Total 5.4

BSC Index 54.0%

For this example, since the total weighted point value is 5.4 out of 10 points, the BSC Index is 5.4/10 or 54%

*W-Lo Peer Group

**COE Grouping D

Page 10: BSC Key Performance Indicator Metrics Guide · PDF fileTotal Parts Purchase ... Second Level Key Performance Indicator Metrics ... BSC Key Performance Indicator Metrics Guide:

Key Performance Indicator Metrics

BMW of North America, LLC

BSC Key Performance Indicator Metrics Guide: Key Performance Indicator Metrics

Page 11: BSC Key Performance Indicator Metrics Guide · PDF fileTotal Parts Purchase ... Second Level Key Performance Indicator Metrics ... BSC Key Performance Indicator Metrics Guide:

BSC Key Performance Indicator Metrics Guide: Key Performance Indicator Metrics

March 2017 Back to the top of the document Page 11 of 76

Annual Volume Target Achievement The Center’s YTD New Vehicle Sales will be measured against their monthly Annual Volume Target as provided by New Vehicle Sales. The Retail Vehicles will be all New Vehicle Sales excluding retail types categories “i”, “9” or Daily Rentals, BMWNA Company Cars. The calculation for the score is:

𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑉𝑉𝑉𝑉𝐴𝐴𝐴𝐴𝑉𝑉𝑅𝑅 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴

On Target 100.0% Off Target 97.0%

Green Yellow Red

Benchmark >=100.0% <=99.9% and >=97.1% <=97.0% Points 10 5-9 0

When is it updated - Retail Volume is updated the day after Month End Close. This generally occurs between the 1st

and the 5th of the subsequent month. BSC Index Weight - 20% Retail Volume - Trends Tab Retail Volume on the Trends tab displays and graphs both Monthly and YTD data. The Targets are the same for both Monthly and YTD data. The detail data shows:

• Monthly and YTD Net Retail Sales

• Monthly and YTD New Retail Sales Objective for the Dealer

• Monthly and YTD percentage of Objective achieved which is Net New Retail Sales divided by New Retail Sales Objective

Second Level Metrics include: New Sales Growth, New Vehicle Series Detail, Top New Vehicle Competitors, LM201 Sales Per CA, Client Advisor Detail, Gross Profit Per Vehicle Retailed, Gross Profit Per Vehicle Yearly Comparison, Gross Profit Per Vehicle Series Detail

Retail Volume - Opportunity Tab Note: The opportunities are only approximations and are to be used to help to determine where the largest

opportunities might be within the Dealership. Objective - The opportunity for objective for retail volume is based on meeting the Dealers YTD Objective. It is

defined as:

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BSC Key Performance Indicator Metrics Guide: Key Performance Indicator Metrics

March 2017 Back to the top of the document Page 12 of 76

�(𝑌𝑌𝑌𝑌𝑌𝑌 𝑁𝑁𝑅𝑅𝑁𝑁 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑂𝑂𝑂𝑂𝑂𝑂𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅)− (𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆)� × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇’𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

Market - The opportunity for Market is based on if the Dealer met the same percentage of Target achieved as the

Market. It is defined as:

�(𝑀𝑀𝐴𝐴𝑇𝑇𝑀𝑀𝑅𝑅𝐴𝐴 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑉𝑉𝑉𝑉𝐴𝐴𝐴𝐴𝑉𝑉𝑅𝑅 % 𝑉𝑉𝑃𝑃 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴) − (𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆)�× (𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆) × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇’𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

Peer Grp - The opportunity for Peer Group is based on the Dealer making it into the top 10% of Dealers in their Peer

Group. For Retail Volume the Peer Group is based on Size and is the same as COE Peer Groups. Please see the Peer Group Sections in the Appendix for more information. It is defined as: �( 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑉𝑉𝑉𝑉𝐴𝐴𝐴𝐴𝑉𝑉𝑅𝑅 % 𝑉𝑉𝑃𝑃 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴 𝐴𝐴𝑉𝑉 𝑉𝑉𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝑃𝑃𝑅𝑅𝑅𝑅𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝐴𝐴𝑝𝑝) − (𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆)�

× (𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆) × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇’𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

Top 10% - The opportunity for Top 10% is based on the Dealer making it into the top 10% of All Dealers. It is defined

as: �( 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑉𝑉𝑉𝑉𝐴𝐴𝐴𝐴𝑉𝑉𝑅𝑅 % 𝑉𝑉𝑃𝑃 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴 𝐴𝐴𝑉𝑉 𝑉𝑉𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇𝑆𝑆)− (𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆)�

× (𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆) × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇’𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

Dealer Effectiveness Dealer Effectiveness is the same measure on the Flash Reports using rolling 12 month data. This measure compares a dealer’s performance in registrations compared to the expected number of BMW registrations based upon competitive registrations in the dealer’s PMA.

Dealer Effectiveness is the number of National Registrations by the Dealer made anywhere in the US over a rolling 12 month period divided by the expected BMW registrations in the Dealer’s PMA over the same 12 month period. Expected BMW Registrations in PMA is the number of new BMW retail registrations expected in a PMA. It is

calculated by multiplying the ICG registrations in each segment by an expected market share for each of those segments. The total expectation for the PMA is the sum of the expectations within each segment. The expected market share is selected from regional average.

The expectation is calculated this way in order to account for local segment popularity. For example, if there are no large luxury sedans sold in a PMA by any brand, no BMW 7-series sales would be expected in that PMA. Conversely, if 2-door roadsters are the most popular in the PMA, the expectation for BMW Z-series sales will be weighted higher.

𝑁𝑁𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑇𝑇𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑂𝑂𝑏𝑏 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇 (𝐴𝐴𝐴𝐴𝑏𝑏𝑁𝑁ℎ𝑅𝑅𝑇𝑇𝑅𝑅)𝐸𝐸𝐸𝐸𝑝𝑝𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑅𝑅 𝐵𝐵𝑀𝑀𝐵𝐵 𝑅𝑅𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑅𝑅𝐴𝐴 𝑃𝑃𝑀𝑀𝐴𝐴

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Green Yellow Red Benchmark >=100% <=99.9% and >=70.1% <=70%

Points 10 5-9 0

When is it updated - Dealer Effectiveness is updated after Month End Close, generally between the 15th and 17th of

the month. BSC Index Weight - 10%

Dealer Effectiveness - Trends Tab Dealer Effectiveness on the Trends tab displays and graphs rolling 12 months data. The detail data shows:

• Rolling 12 Months Dealer National Sales

• Rolling 12 Months Dealer Expected Sales

• Rolling 12 Months Dealer Effectiveness

Dealer Sales Loyalty – Full Dealer Sales Loyalty is the rate defined by the number of loyal events divided by the number of return to market (RTM) events over the past rolling 12 months.

𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇𝑆𝑆𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑅𝑅𝑌𝑌𝑀𝑀

• RTM event = all registration events (loyal and defection) for a given dealer within a rolling 12 month period where there is still a vehicle in the garage or sold within the last 90 days

• Loyal Sale = RTM event where dealer loyalty exists

• Previous and current vehicle must be registered by the same household

Peer Group Green Yellow Red

C-Lo >=53.6% <=53.5% and >=43.9% <=43.8% C-Med >=54.6% <=54.5% and >=41.4% <=41.3% C-Hi >=49.6% <= 49.5% and >=38.4% <=38.3%

E-Lo >=56.8% <=56.7% and >=40.5% <=40.4% E-Med >=50.7% <=50.6% and >=39.4% <=39.3% E-Hi >=44.9% <=44.8% and >=34.1% <=34% S-Lo >=53.4% <=53.3% and >=43.5% <=43.4% S-Med >=52.9% <=52.8% and >=42.9% <=42.8% S-Hi >=52.7% <=52.6% and >=43.2% <=43.1%

W-Lo >=54.4% <=54.3% and >=45.5% <=45.4% W-Med >=43.2% <=43.1% and >=32.7% <=32.6% W-Hi >=35.2% <=35.1% and >=27.4% <=27.3% Points 10 5-9 0

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When is it updated - Dealer Sales Loyalty-Full is updated monthly, generally around the 15th of the month.

BSC Index Weight - 15%

Dealer Sales Loyalty – Full - Trends Tab

Dealer Sales Loyalty - Full on the Trends tab displays and graphs rolling 12 months data. The detail data shows:

• Rolling 12 Months Dealer Loyal Customers

• Rolling 12 Months Customers that Returned to Market

• Rolling 12 Months Dealer Sales Loyalty - Full

Lead Conversion The New Vehicle Lead Conversion measurement is based on a Rolling 6 Month pool of Leads. The utilization of a 6 Month pool of Leads means that the final Center of Excellence standings will be based on leads from July through

December of the given Year. The traffic lights were developed using the following method. Centers are grouped into seven categories based on clustering Cross Sell Centers; where a Center is responsible for a minimum of 2% of another PMA’s sales. Lead Conversion consists of number of Performance Leads (BMWUSA.com, Regional Sites) received in the Last 6 Months by the Dealer and of those Leads the number converted by the Dealer. The Metric Value is:

6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑅𝑅𝑉𝑉𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝐶𝐶𝑉𝑉𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑅𝑅𝑅𝑅6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑅𝑅𝑉𝑉𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅𝑂𝑂𝑅𝑅𝑅𝑅

Peer Group Green Yellow Red

C-Lo >=22.6% <=22.5% and >=10.4% <=10.3% C-Med >=15.7% <=15.6% and >=7.9% <=7.8% C-Hi >=11.1% <=11% and >=6.6% <=6.5%

E-Lo >=15.7% <=15.6% and >=10.2% <=10.1% E-Med >=15.1% <=15% and >=8.9% <=8.8% E-Hi >=14.5% <=14.4% and >=8.7% <=8.6% S-Lo >=17.6% <=17.5% and >=11.4% <=11.3% S-Med >=14.9% <=14.8% and >=8.7% <=8.6% S-Hi >=14.5% <=14.4% and >=8.7% <=8.6%

W-Lo >=17.6% <=17.5% and >=10.5% <=10.4% W-Med >=12.6% <=12.5% and >=6.6% <=6.5% W-Hi >=10.6% <=10.5% and >=7.9% <=7.8% Points 10 5-9 0

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*The Top DMA’s based on 2014 New and CPO sales reported and number of Centers in DMA: New York, NY / Los Angeles, CA / SanFran.-Oakland-San Jose, CA / Philadelphia, PA

When is it updated - Lead Conversion is updated after Month End Close; the CRM team does a pass to manually

reconcile anomalies. Generally, Lead Conversion is posted by the 19th of the month.

BSC Index Weight - 10%

Lead Conversion - Trends Tab

Lead Conversion on the Trends tab displays and graphs only Rolling 6 Month data. The detail data shows:

• Total Performance Leads Converted in the Last 6 Months

• Total Performance Leads Received in the Last 6 Months

• The percentage of Total Performance Leads Converted in the Last 6 Months divided by Total PerformanceLeads Received in the Last 6 Months

Second Level Metrics include: New Vehicle Lead Source Detail, New Vehicle Loss Count, and New Vehicle Days to

Close Lead Conversion - Opportunity Tab

Note: The opportunities are only approximations and are to be used to help to determine where the largest

opportunities might be within the Dealership.

Objective - The opportunity for objective for Lead Conversion is based on meeting the Dealers Lead Conversion

Objective. It is defined as:

�(𝑂𝑂𝐴𝐴 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴 𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅)− (𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅 𝐶𝐶𝑉𝑉𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝑆𝑆𝑅𝑅𝑉𝑉𝐴𝐴 % )�× (𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅𝑂𝑂𝑅𝑅𝑅𝑅 𝑅𝑅𝐴𝐴 6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑃𝑃𝑅𝑅𝑇𝑇𝑅𝑅𝑉𝑉𝑅𝑅)× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

Market - The opportunity for Market is based on if the Dealer achieved the Market Average for Lead Conversion. It is

defined as:

�(𝑀𝑀𝐴𝐴𝑇𝑇𝑀𝑀𝑅𝑅𝐴𝐴 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅 𝐶𝐶𝑉𝑉𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝑆𝑆𝑅𝑅𝑉𝑉𝐴𝐴 %) − (𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅 𝐶𝐶𝑉𝑉𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝑆𝑆𝑅𝑅𝑉𝑉𝐴𝐴 % )�× (𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅𝑂𝑂𝑅𝑅𝑅𝑅 𝑅𝑅𝐴𝐴 6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑃𝑃𝑅𝑅𝑇𝑇𝑅𝑅𝑉𝑉𝑅𝑅)× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

Peer Grp - The opportunity for Peer Group is based on the Dealer making it into the top 10% of Dealers in their Peer

Group. For Lead Conversion the Peer Group is based on Number of Cross Sell Centers. Please see the Peer Group Sections in the Appendix for more information. It is defined as:

�(𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅 𝐶𝐶𝑉𝑉𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝑆𝑆𝑅𝑅𝑉𝑉𝐴𝐴 % 𝐴𝐴𝑉𝑉 𝑀𝑀𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝑃𝑃𝑅𝑅𝑅𝑅𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝐴𝐴𝑝𝑝)− (𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅 𝐶𝐶𝑉𝑉𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝑆𝑆𝑅𝑅𝑉𝑉𝐴𝐴 % )�× (𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅𝑂𝑂𝑅𝑅𝑅𝑅 𝑅𝑅𝐴𝐴 6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑃𝑃𝑅𝑅𝑇𝑇𝑅𝑅𝑉𝑉𝑅𝑅)× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

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Top 10% - The opportunity for Top 10% is based on the Dealer making it into the top 10% of All Dealers. It is defined

as:

�(𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅 𝐶𝐶𝑉𝑉𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝑆𝑆𝑅𝑅𝑉𝑉𝐴𝐴 % 𝐴𝐴𝑉𝑉 𝑀𝑀𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇𝑆𝑆)− (𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅 𝐶𝐶𝑉𝑉𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝑆𝑆𝑅𝑅𝑉𝑉𝐴𝐴 % )�× (𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅𝑂𝑂𝑅𝑅𝑅𝑅 𝑅𝑅𝐴𝐴 6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑃𝑃𝑅𝑅𝑇𝑇𝑅𝑅𝑉𝑉𝑅𝑅)× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

Market Share Premium It is important for a Center to have a strong BMW representation in their PMA (Primary Market Area) with our top Competitors of Mercedes Benz, Audi, and Lexus. Centers will be measured YTD by the percentage of new BMW vehicles registered in their PMA to the total new Premium Competitive Group vehicles registered in their PMA. This information is sourced from RL Polk. Market Share Premium consists of YTD Total BMW New Vehicle Registrations in the Dealer’s PMA and YTD Total Registrations from BMW, Mercedes Benz, Audi, and Lexus in the Dealer’s PMA. The

Metric Value is:

𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐵𝐵𝑀𝑀𝐵𝐵 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑅𝑅𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑃𝑃𝑀𝑀𝐴𝐴𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐵𝐵𝑀𝑀𝐵𝐵,𝑀𝑀𝑅𝑅𝑇𝑇𝐴𝐴𝑅𝑅𝑅𝑅𝑅𝑅𝑆𝑆 𝐵𝐵𝑅𝑅𝐴𝐴𝐵𝐵,𝐴𝐴𝐴𝐴𝑅𝑅𝑅𝑅,𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝑅𝑅𝐸𝐸𝐴𝐴𝑆𝑆 𝑅𝑅𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑅𝑅𝐴𝐴 𝐴𝐴ℎ𝑅𝑅 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑃𝑃𝑀𝑀𝐴𝐴

The Target for Market Share Premium differs for each Dealer. The Baseline Target is Previous 2 yr. average for

Market Share Premium for the Dealer and Year End. This Target is then unadjusted up or down based on whether or not nationally we hit the national target of 31.5%. The amount that we are off nationally positive or negative is used to adjust each Dealer’s Market Share Target. The amount that each Dealer is unadjusted is based on their previous 2 Yr. share of National Sales %. The Percentage of the Dealers Share of National Sales times the Number of Total Vehicle

Difference is used to calculate a new Market Share Target.

National Target 31.5%

Market Share Target 31.5% BMW Market Share in PMA Points

Green >=31.5% BMW is #1 in Market Share in PMA 10 Yellow <=31.4% BMW is #2 in Market Share in PMA 7

Red <=31.4% BMW is #3 OR 4 in Market Share in PMA 0

Green Light - Centers must reach our Premium Market Share National target of 31.5% or BMW must rank #1 in Market Shares against the other competitive luxury brands in the center’s PMA. There is no sliding scale for a Yellow Light in this measure. See matrix for exact details.

Note: Registration data is 1 month old. The data showing in January BSC is December Registration information from

Polk.

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When is it updated - Market Share Premium is updated between the 12th and 15th of the subsequent month with

data that is from the previous month to the selected month.

BSC Index Weight - 0%

Market Share Premium - Trends Tab

Market Share Premium on the Trends tab displays and graphs only YTD data. The detail data shows:

• YTD Total BMW Registrations in the Dealer’s PMA

• YTD Total Registrations in the Dealer’s PMA for BMW, Mercedes Benz, Audi, and Lexus

• YTD percentage of Total BMW Registrations in the PMA divided by Total Registrations in the PMA for BMW,Mercedes Benz, Audi, and Lexus

Second Level Metrics include: New Vehicle Series Detail, Top New Vehicle Competitors

Market Share Premium - Opportunity Tab

Not Applicable for Market Share Premium.

MPU Take Rate

The number of maintenance plan upgrades sold as a % of gross retails (New and Used). The Measure consists of the

total number MPUs sold versus the total number of New and Used Vehicles sold. The Metric value is:

𝑌𝑌𝑌𝑌𝑌𝑌 𝑀𝑀𝑃𝑃𝑀𝑀𝑆𝑆 𝑆𝑆𝑉𝑉𝐴𝐴𝑅𝑅𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝐴𝐴𝐴𝐴𝑅𝑅 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑆𝑆𝑉𝑉𝐴𝐴𝑅𝑅

Peer Group Green Yellow Red A >=16.9% <=16.8% and >=30.1% <=30% B >=17.9% <=17.8% and >=30.1% <=30% C >=18.9% <=18.8% and >=30.1% <=30% D >=19.9% <=19.8% and >=30.1% <=30% E >=20.9% <=20.8% and >=30.1% <=30% F >=21.9% <=21.8% and >=30.1% <=30% G >=22.9% <=22.8% and >=30.1% <=30% H >=23.9% <=23.8% and >=30.1% <=30% I >=24.9% <=24.8% and >=30.1% <=30%

Points 10 5-9 0

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When is it updated - MPU Take Rate is updated the day after Month End Close. This generally occurs between the

1st and the 5th of the month.

Note: MPU numbers may fluctuate in the beginning of the Month due to various systems. After several days into the

month, the numbers will reflect the final numbers and will not change.

BSC Index Weight - 5%

MPU Take Rate - Trends Tab

MPU Take Rate on the Trends tab displays and graphs both Monthly and YTD data. The Targets are the same for both Monthly and YTD data. The detail data shows:

• Monthly and YTD MPU Sales

• Monthly and YTD Total Retail Sales (New and Used Combined)

• Monthly and YTD percentage of MPU Sales divided by Total Retail Sales (New and Used Combined)

Second Level Metrics include: There are no Second Level Metrics for MPU Sales.

MPU Take Rate - Opportunity Tab

Not Applicable for MPU Sales.

Service Effectiveness Service Effectiveness measures how well the Dealer is servicing the Customers in their PMA. The measure is the

count of active service customers against the number of Units in Operations (20 Year UIO) in PMA plus active service customer not in PMA in a rolling 15 month period.

An active service customer is a unique VIN with at least one service visit within the past 15 months.

𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇𝑆𝑆 𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑀𝑀𝐴𝐴𝑅𝑅𝐴𝐴𝑆𝑆 𝑅𝑅𝐴𝐴 𝑂𝑂𝑝𝑝𝑅𝑅𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑅𝑅𝐴𝐴 𝑃𝑃𝑀𝑀𝐴𝐴 + 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇𝑆𝑆 𝐴𝐴𝑉𝑉𝐴𝐴 𝑅𝑅𝐴𝐴 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇𝑆𝑆′ 𝑃𝑃𝑀𝑀𝐴𝐴

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Peer Group Green Yellow Red

C-Lo >=52.5% <=52.4% and >=42.6% <=42.5% C-Med >=55.2% <=55.1% and >=43.0% <=42.9% C-Hi >=55.2% <=55.1% and >=38.0% <=37.9% E-Lo >=56.4% <=56.3% and >=44.7% <=44.6% E-Med >=58.7% <=58.6% and >=46.6% <=46.5% E-Hi >=54.4% <=54.3% and >=39.5% <=39.4% S-Lo >=57.1% <=57.0% and >=46.7% <=46.6% S-Med >=56.9% <=56.8% and >=43.8% <=43.7% S-Hi >=52.0% <=51.9% and >=41.4% <=41.3%

W-Lo >=51.3% <=51.2% and >=40.0% <=39.9% W-Med >=48.3% <=48.2% and >=33.9% <=33.8% W-Hi >=49.3% <=49.2% and >=40.3% <=40.2% Points 10 5-9 0

When is it updated – Service Effectiveness is updated around the 20th of the month.

BSC Index Weight - 15%

Service Effectiveness - Trends Tab

Service Effectiveness tab displays 13 months of Rolling 15 month data. The detail data shows:

• Number of Active Customers over 15 months

• Total UIOs added to the Number of Active Customers outside of the PMA

• Rolling 15 month Service Effectiveness

Second Level Metrics include: There are no Second Level Metrics for Service Effectiveness.

Service Effectiveness - Opportunity Tab

Not Applicable for Service Effectiveness.

Total Parts Purchase The Center’s YTD Parts Purchases will be measured against their YTD Parts Purchase Objectives, as provided by the Area Manager. Note: Parts purchases include accessory and lifestyle purchases. The Measure consists of Monthly

Total Parts Purchases and the Monthly Total Parts Purchases Objective rolled up to YTD. The Metric Value is:

𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆 𝑂𝑂𝑂𝑂𝑂𝑂𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆

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On Target 100.0% Off Target 95.0%

Green Yellow Red Benchmark >=100.0% <=99.9% and >=95.1% <=95.0%

Points 10 5-9 0

Note: A Center meeting the Aftersales Performance Bonus criteria does not mean this measure will be green on the

BSC Index.

When is it updated - Total Parts Purchase is updated after Month End Close, generally between the 1st and 5th of the

month.

BSC Index Weight - 20%

Total Parts Purchase - Trends Tab

Total Parts Purchases on the Trends tab displays and graphs both Monthly and YTD data. The Targets are the same for both Monthly and YTD data. The detail data shows:

• Monthly and YTD Total Net Parts Purchase

• Monthly and YTD Total Parts Purchase Objective

• Monthly and YTD percentage of Total Net Parts Purchase divided by Total Parts Purchase Objective

Second Level Metrics include: Yearly Comparison, Hot Accessories, Hot Lifestyle Groups, and Misc. Accessory Calcs

Total Parts Purchase - Opportunity Tab

Note: The opportunities are only approximations and are to be used to help to determine where the largest

opportunities might be within the Dealership.

Objective - The opportunity for objective for Totals Parts Purchase is based on meeting the Dealers Parts Objective.

It is defined as:

�(𝑂𝑂𝐴𝐴 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴 𝑂𝑂𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅)− (𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆 % )� × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴)

× �𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑉𝑉𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆

𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴�

Market - The opportunity for Market is based on if the Dealer achieved the Market Average for YTD Total Parts

Purchase as % of Objective. It is defined as:

�(𝑀𝑀𝐴𝐴𝑇𝑇𝑀𝑀𝑅𝑅𝐴𝐴 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅 %) − (𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆 % )�

× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴) × �𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑉𝑉𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆

𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴�

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Peer Grp - The opportunity for Peer Group is based on the Dealer making it into the top 10% of Dealers in their Peer

Group. For Total Parts Purchase the Peer Group is based on the Dealers size and is the same as the COE Peer Groups. Please see the Peer Group Sections in the Appendix for more information. It is defined as:

�(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅 % 𝐴𝐴𝑉𝑉 𝑉𝑉𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝑃𝑃𝑅𝑅𝑅𝑅𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝐴𝐴𝑝𝑝) − (𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆 % )�

× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴) × �𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑉𝑉𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆

𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴�

Top 10% - The opportunity for Top 10% is based on the Dealer making it into the top 10% of All Dealers. It is defined

as:

�(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅 % 𝐴𝐴𝑉𝑉 𝑉𝑉𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇𝑆𝑆)− (𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆 % )�

× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴) × �𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑉𝑉𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆

𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝐴𝐴 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴�

Used Volume The Center’s YTD Used Vehicle Sales will be measured against their Yearly Used Vehicle Sales Objective, as provided by the BMW Pre-Owned Department. The Measure consists of Monthly Used Vehicle Sales and Monthly Used Vehicle Sales Objectives that are rolled up to YTD values. Retail Type 7-Sales Demo is excluded from the Used

Vehicle Sales Totals. The Metric value is:

𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑂𝑂𝑂𝑂𝑂𝑂𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅

On Target 100.0% Off Target 97.0%

Green Yellow Red Benchmark >=100.0% <=99.9% and >=97.1% <=97.0%

Points 10 5-9 0

When is it updated - Used Volume is updated the day after Month End Close. This generally occurs between the 1st

and the 5th of the month.

BSC Index Weight - 5%

Used Volume - Trends Tab

Used Volume on the Trends tab displays and graphs both Monthly and YTD data. The Targets are the same for both Monthly and YTD data. The detail data shows:

• Monthly and YTD Net Used Vehicle Retail Sales

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• Monthly and YTD Used Vehicle Sales Objective for the Dealer

• Monthly and YTD percentage of Objective achieved which is Net Used Vehicles Retail Sales divided by UsedVehicle Sales Objective

Second Level Metrics include: CPO Sales Growth, LM204 Sales Per CA, Client Advisor Detail, Gross Profit Per Vehicle Retailed, Gross Profit Per Vehicle Yearly Comparison, CPO Lead Conversion, Used Vehicle Lead Conversion, Lead Source Detail, CPO Loss Count, Days to Close

Used Volume - Opportunity Tab

Note: The opportunities are only approximations and are to be used to help to determine where the largest

opportunities might be within the Dealership.

Objective - The opportunity for objective for used volume is based on meeting the Dealers YTD Used Vehicle Sales

Objective. It is defined as:

�(𝑌𝑌𝑌𝑌𝑌𝑌 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑂𝑂𝑂𝑂𝑂𝑂𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅)− (𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆)� × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇’𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑃𝑃𝑇𝑇𝑅𝑅 − 𝑂𝑂𝑁𝑁𝐴𝐴𝑅𝑅𝑅𝑅 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

Market - The opportunity for Market is based on if the Dealer met the same percentage of Target achieved as the

Market. It is defined as:

�(𝑀𝑀𝐴𝐴𝑇𝑇𝑀𝑀𝑅𝑅𝐴𝐴 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝑉𝑉𝑉𝑉𝐴𝐴𝐴𝐴𝑉𝑉𝑅𝑅 % 𝑉𝑉𝑃𝑃 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴) − (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝑉𝑉𝑉𝑉𝐴𝐴𝐴𝐴𝑉𝑉𝑅𝑅 % 𝑉𝑉𝑃𝑃 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴 )�× (𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆)× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇’𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑃𝑃𝑇𝑇𝑅𝑅 − 𝑂𝑂𝑁𝑁𝐴𝐴𝑅𝑅𝑅𝑅 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

Peer Grp - The opportunity for Peer Group is based on the Dealer making it into the top 10% of Dealers in their Peer

Group. For Used Volume the Peer Group is based on Size and is the same as COE Peer Groups. Please see the Peer Group Sections in the Appendix for more information. It is defined as:

�(𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 % 𝑉𝑉𝑃𝑃 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴 𝐴𝐴𝑉𝑉 𝑉𝑉𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝑃𝑃𝑅𝑅𝑅𝑅𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝐴𝐴𝑝𝑝)− (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝑉𝑉𝑉𝑉𝐴𝐴𝐴𝐴𝑉𝑉𝑅𝑅 % 𝑉𝑉𝑃𝑃 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴 )� × (𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆)× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇’𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑃𝑃𝑇𝑇𝑅𝑅 − 𝑂𝑂𝑁𝑁𝐴𝐴𝑅𝑅𝑅𝑅 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

Top 10% - The opportunity for Top 10% is based on the Dealer making it into the top 10% of All Dealers. It is defined

as:

�(𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 % 𝑉𝑉𝑃𝑃 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴 𝐴𝐴𝑉𝑉 𝑉𝑉𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇𝑆𝑆)− (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝑉𝑉𝑉𝑉𝐴𝐴𝐴𝐴𝑉𝑉𝑅𝑅 % 𝑉𝑉𝑃𝑃 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴 )� × (𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆)× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇’𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑃𝑃𝑇𝑇𝑅𝑅 − 𝑂𝑂𝑁𝑁𝐴𝐴𝑅𝑅𝑅𝑅 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

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Second Level Key Performance Indicator Metrics

BMW of North America, LLC

BSC Key Performance Indicator Metrics Guide: Second Level Key Performance Indicator Metrics

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Service Overall Satisfaction (Unadjusted YTD) This measure is based on the unadjusted YTD OSAT Rating from question #1 on the Service Premium Customer

Satisfaction Surveys. “Overall, please rate your satisfaction with your recent service experience at Insert Dealership Name”. The Metric Value is:

(𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝐴𝐴𝑉𝑉 𝑉𝑉𝑃𝑃 𝑀𝑀𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝐴𝐴𝑆𝑆𝐴𝐴𝑅𝑅𝑅𝑅 𝑄𝑄1 𝑅𝑅𝑅𝑅𝑆𝑆𝑝𝑝𝑉𝑉𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆 )(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑅𝑅𝑅𝑅𝑆𝑆𝑝𝑝𝑉𝑉𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆)

On Target 4.8 Off Target 4.4

Green Yellow Red White Benchmark >=4.8 <=4.7 and >=4.5 <=4.4 No Survey Responses

Points 10 5-9 0 Weight redistributed

When is it updated - Service Overall Satisfaction (Unadjusted YTD) is updated once a month. It is generally updated

by the 19th of the month.

BSC Index Weight - 0%

Service Overall Satisfaction (Unadjusted YTD) - Trends Tab

Service Overall Satisfaction (Unadjusted YTD) on the Trends tab displays and graphs both Monthly and YTD data. The

detail data shows:

• Monthly and YTD Total Number of Responses from the Service Premium Customer Satisfaction Surveys

• Monthly and YTD Service Overall Satisfaction Values

Second Level Metrics include: There are no Second Level Metrics for Service Overall Satisfaction (Unadjusted YTD).

Service Overall Satisfaction (Unadjusted YTD) - Opportunity Tab

Not Applicable for Service Overall Satisfaction (Unadjusted YTD).

Service Premium Score This measure is based on the unadjusted YTD Service Premium Score from Foresight. This measure takes into account all the questions marked as premium for Service in calculating the score.

On Target 96.8% Off Target 95.5%

Green Yellow Red White Benchmark >=96.8 <=96.7 and >=95.6 <=95.5 No Survey Responses Points 10 5-9 0 Weight redistributed

When is it updated - Service Premium Score (Unadjusted YTD) is updated once a month. It is generally updated by

the 19th of the month.

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BSC Index Weight - 0%

Sales Premium Score (Unadjusted YTD) - Trends Tab

Service Premium Score (Unadjusted YTD) on the Trends tab displays and graphs both Monthly and YTD data. The

detail data shows:

• Monthly and YTD Total Number of Responses from the Service Satisfaction Surveys

• Monthly and YTD Service Premium Score Values

Second Level Metrics include: There are no Second Level Metrics for Service Premium Score (Unadjusted YTD).

Service Premium Score (Unadjusted YTD) - Opportunity Tab

Not Applicable for Service Premium Score (Unadjusted YTD)

Service Retention Growth Service Retention Growth is the Growth from the previous to current year in active service customers, as a percentage of total Units In Operation (UIO) in your PMA. Any Dealer with a YTD Service Retention of 80% or more will earn a Green light. Service Retention Growth consists of Previous Year’s YTD Active Customers divided by Previous Year’s

UIO and Current Year’s YTD Active Customers divided by Current Year’s UIO. The Metric Value is:

�𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇’𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇𝑆𝑆𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇’𝑆𝑆 𝑀𝑀𝑈𝑈𝑂𝑂 � − �𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇’𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇𝑆𝑆

𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇’𝑆𝑆 𝑀𝑀𝑈𝑈𝑂𝑂 �

�𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇’𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇𝑆𝑆𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇’𝑆𝑆 𝑀𝑀𝑈𝑈𝑂𝑂 �

On Target 5.0% Off Target -1.0%

Green Yellow Red Benchmark >=5.0% or YTD Value >=80% <=4.9% and >=-0.9% <=-1.0%

Missing Data - If the workshop report is not submitted on time, the Metric will show a - - (double dash) showing that

the data is missing for the given month. If the data is submitted by the time that the subsequent month runs, the data will be shown and the index will be recalculated based on the updated values.

When is it updated - Service Retention Growth is updated after the financial statements and workshop reports are

processed. This generally occurs between the 21st and the 25th of the month.

BSC Index Weight - 0%

Service Retention Growth - Trends Tab

Service Retention Growth on the Trends tab displays and graphs only YTD data. The detail data shows:

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• Current Years YTD percentage of Active Customers to Current Year UIO – Previous Years YTD % of ActiveCustomers to Previous Year UIO

• YTD percentage of Active Customers to Previous Year UIO

• The percentage Growth of (Current Years YTD % of Active Customers to Current Year UIO – Previous Years

YTD percentage of Active Customers to Previous Year UIO) divided by Previous Years YTD percentage ofActive Customers to Previous Year UIO

Second Level Metrics include: Service Efficiency, Workstall Analysis, and Retained Margin

Service Retention Growth – Opportunity Tab

Note: The opportunities are only approximations and are to be used to help to determine where the largest

opportunities might be within the Dealership.

Objective - The opportunity for objective for Service Retention Growth is based on meeting the Dealer’s Service

Retention Growth target. It is defined as:

�(𝑂𝑂𝐴𝐴 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴 𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅) − (𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴 𝐺𝐺𝑇𝑇𝑉𝑉𝑁𝑁𝐴𝐴ℎ % )� × (𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴) × (𝑅𝑅𝑅𝑅𝑝𝑝𝐴𝐴𝑅𝑅𝑇𝑇 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝑝𝑝𝑅𝑅𝑇𝑇 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑌𝑌ℎ𝑇𝑇𝑉𝑉𝐴𝐴𝑇𝑇ℎ𝑝𝑝𝐴𝐴𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇) × (𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑃𝑃𝐴𝐴𝑏𝑏 𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)

Market - The opportunity for Market is based on if the Dealer achieved the Market Average for YTD Service Retention

Growth. It is defined as:

�(𝑌𝑌𝑌𝑌𝑌𝑌 𝑀𝑀𝐴𝐴𝑇𝑇𝑀𝑀𝑅𝑅𝐴𝐴 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴 𝐺𝐺𝑇𝑇𝑉𝑉𝑇𝑇𝐴𝐴ℎ %) − (𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴 𝐺𝐺𝑇𝑇𝑉𝑉𝑁𝑁𝐴𝐴ℎ % )�× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴) × (𝑅𝑅𝑅𝑅𝑝𝑝𝐴𝐴𝑅𝑅𝑇𝑇 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝑝𝑝𝑅𝑅𝑇𝑇 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑌𝑌ℎ𝑇𝑇𝑉𝑉𝐴𝐴𝑇𝑇ℎ𝑝𝑝𝐴𝐴𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇) × (𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑃𝑃𝐴𝐴𝑏𝑏 𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)

Peer Grp - The opportunity for Peer Group is based on the Dealer making it into the top 10% of Dealers in their Peer

Group. For Service Retention Growth the Peer Group is based on all the Dealers in the Region. Please see the Peer

Group Sections in the Appendix for more information. It is defined as:

�(𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴 𝐺𝐺𝑇𝑇𝑉𝑉𝑇𝑇𝐴𝐴ℎ % 𝐴𝐴𝑉𝑉 𝑉𝑉𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝐴𝐴𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝑃𝑃𝑅𝑅𝑅𝑅𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝐴𝐴𝑝𝑝)− (𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴 𝐺𝐺𝑇𝑇𝑉𝑉𝑁𝑁𝐴𝐴ℎ % )�× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴) × (𝑅𝑅𝑅𝑅𝑝𝑝𝐴𝐴𝑅𝑅𝑇𝑇 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝑝𝑝𝑅𝑅𝑇𝑇 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑌𝑌ℎ𝑇𝑇𝑉𝑉𝐴𝐴𝑇𝑇ℎ𝑝𝑝𝐴𝐴𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇) × (𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑃𝑃𝐴𝐴𝑏𝑏 𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)

Top 10% - The opportunity for Top 10% is based on the Dealer making it into the top 10% of All Dealers. It is defined

as:

�(𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴 𝐺𝐺𝑇𝑇𝑉𝑉𝑇𝑇𝐴𝐴ℎ % 𝐴𝐴𝑉𝑉 𝑉𝑉𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝐴𝐴𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇𝑆𝑆) − (𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴 𝐺𝐺𝑇𝑇𝑉𝑉𝑁𝑁𝐴𝐴ℎ % )�× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴) × (𝑅𝑅𝑅𝑅𝑝𝑝𝐴𝐴𝑅𝑅𝑇𝑇 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝑝𝑝𝑅𝑅𝑇𝑇 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑌𝑌ℎ𝑇𝑇𝑉𝑉𝐴𝐴𝑇𝑇ℎ𝑝𝑝𝐴𝐴𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇) × (𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑃𝑃𝐴𝐴𝑏𝑏 𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)

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Tires PNVR The Center's YTD Tires Sales Per New Vehicles Retailed will be measured. The New Vehicle Retails will include all

New Vehicle Sales Excluding Retail Types: 4-Fleet, 6-Service Loaner, 7-Sales Demo, 8-Specialty Demo, 9-NA

Company Vehicle, and I-Daily Rentals.

(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑅𝑅𝑇𝑇𝑅𝑅 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 )(𝑌𝑌𝑌𝑌𝑌𝑌 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆)

On Target $1200 Off Target $799

Green Yellow Red Benchmark >=$1200 <=$1199 and >=$800 <=-$799

When is it updated - Tires PNVR is updated at the beginning of the month. It is generally updated between the 1st

and the 4th of the month.

BSC Index Weight - 0%

Tires PNVR - Trends Tab

Tires PNVR on the Trends tab displays and graphs both Monthly and YTD data. The detail data shows:

• Monthly and YTD Total Tire Sales

• Monthly and YTD Total New Vehicle Sales

• Monthly and YTD dollar amount for Tires sold per New Vehicle Retailed. This amount is Total Tire Salesdivided by Total New Vehicle Sales.

Second Level Metrics include: There are no Second Level Metrics for Tires PNVR.

Tires PNVR - Opportunity Tab

Not Applicable for Tires PNVR.

Fixed Absorption One of the signs that a dealership can weather difficult economic times, where the sale of new and pre-owned vehicles

slows, is their ability to absorb fixed operating expenses with the gross profit from the fixed operations (service, parts, body shop). Fixed Absorption consists of YTD Fixed Operations Gross Profit divided by YTD Fixed Overhead, as a percentage. Both values are from the Financial Statement. The Metric Value is:

𝑌𝑌𝑌𝑌𝑌𝑌 𝐹𝐹𝑅𝑅𝐸𝐸𝑅𝑅𝑅𝑅 𝑂𝑂𝑝𝑝𝑅𝑅𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴𝑌𝑌𝑌𝑌𝑌𝑌 𝐹𝐹𝑅𝑅𝐸𝐸𝑅𝑅𝑅𝑅 𝑂𝑂𝑂𝑂𝑅𝑅𝑇𝑇ℎ𝑅𝑅𝐴𝐴𝑅𝑅

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Volume Peer Group Green Yellow Red A >=85.0% <=84.9% and >=70.1% <=70.0% B >=85.0% <=84.9% and >=70.1% <=70.0% C >=85.0% <=84.9% and >=70.1% <=70.0% D >=85.0% <=84.9% and >=70.1% <=70.0% E >=85.0% <=84.9% and >=70.1% <=70.0% F >=85.0% <=84.9% and >=70.1% <=70.0%

Missing Data - If the financial statement is not submitted on time, the Metric will show a - - (double dash) showing

that the data is missing for the given month. If the data is submitted by the time that the subsequent month runs, the data will be shown and the index will be recalculated based on the updated values.

When is it updated - Fixed absorption is updated after the financial statements and workshop reports are processed.

This generally occurs between the 21st and the 25th of the month.

BSC Index Weight - 0%

Fixed Absorption - Trends Tab

Fixed Absorption on the Trends tab displays and graphs YTD data. The detail data shows:

• YTD Fixed Operations Gross Profit

• YTD Fixed Overhead

• YTD percentage of Fixed Operations Gross Profit divided by Fixed Overhead

Second Level Metrics include: There are no Second Level Metrics for Fixed Absorption.

Fixed Absorption - Opportunity Tab

Not Applicable for Fixed Absorption.

New Vehicle Customer Satisfaction-Non Issue Rate (Unadjusted YTD) New Vehicle Customer Satisfaction-Non Issue Rate (Unadjusted YTD) is the YTD Unadjusted Non Issue Rate. It consists of the YTD Sum of New Vehicle Customer Surveys without Issues versus the YTD Total Number of New Vehicle Customer Survey Responses. The Metric Value is:

𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝐴𝐴𝑉𝑉 𝑉𝑉𝑃𝑃 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑆𝑆𝐴𝐴𝑇𝑇𝑂𝑂𝑅𝑅𝑏𝑏𝑆𝑆 𝐵𝐵𝑅𝑅𝐴𝐴ℎ𝑉𝑉𝐴𝐴𝐴𝐴 𝑈𝑈𝑆𝑆𝑆𝑆𝐴𝐴𝑅𝑅𝑆𝑆 (𝑀𝑀𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝐴𝐴𝑆𝑆𝐴𝐴𝑅𝑅𝑅𝑅)𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑆𝑆𝐴𝐴𝑇𝑇𝑂𝑂𝑅𝑅𝑏𝑏 𝑅𝑅𝑅𝑅𝑆𝑆𝑝𝑝𝑉𝑉𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆 (𝑀𝑀𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝐴𝐴𝑆𝑆𝐴𝐴𝑅𝑅𝑅𝑅)

On Target 97.5% Off Target 94.0%

Green Yellow Red White Benchmark >=97.5% <=97.4% and >=94.1% <=94.0% No Survey Responses

When is it updated - New Vehicle Customer Satisfaction–Non Issue Rate (Unadjusted YTD) is updated after mid-

month. This generally occurs between the 18th and the 21st of the month.

BSC Index Weight - 0%

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New Vehicle Customer Satisfaction-Non Issue Rate (Unadjusted YTD) - Trends Tab

New Vehicle Customer Satisfaction-Non Issue Rate (Unadjusted YTD) on the Trends tab displays and graphs both

Monthly and YTD data. The detail data shows:

• Monthly and YTD Number of New Vehicle Customer Survey Responses w/o an Issue for Premium Questions(Unadjusted)

• Monthly and YTD Total Number of New Vehicle Customer Survey Reponses (Unadjusted)

• Monthly and YTD percentage of New Vehicle Customer Survey Responses w/o an Issue for PremiumQuestions (Unadjusted) divided by the Total Number of New Vehicle Customer Survey Responses(Unadjusted)

Second Level Metrics include: New CSI Resolution Rate, New CSI Resolution Analysis, New CSI Email Capture Performance, and New CSI Key Questions

New Vehicle Customer Satisfaction-Non Issue Rate (Unadjusted YTD) - Opportunity Tab

Not Applicable for New Vehicle Customer Satisfaction-Non Issue Rate (Unadjusted YTD).

New Vehicle Sales Satisfaction (Unadjusted YTD) This measure is based on the unadjusted YTD OSAT Rating from question #1 for New Vehicle Customer Satisfaction Surveys. “Please rate your overall satisfaction with your purchase experience at Insert Dealership Name”. The Metric Value is:

(𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝐴𝐴𝑉𝑉 𝑉𝑉𝑃𝑃 𝑀𝑀𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝐴𝐴𝑆𝑆𝐴𝐴𝑅𝑅𝑅𝑅 𝑄𝑄1 𝑅𝑅𝑅𝑅𝑆𝑆𝑝𝑝𝑉𝑉𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆)(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑅𝑅𝑅𝑅𝑆𝑆𝑝𝑝𝑉𝑉𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆)

On Target 4.9 Off Target 4.7

Green Yellow Red White Benchmark >=4.9 4.8 <=4.7 No Survey Responses

Points 10 7 0 Weight redistributed

When is it updated - New Vehicle Sales Overall Satisfaction (Unadjusted YTD) is updated once a month. It is

generally updated by the 19th of the month.

BSC Index Weight - 0%

New Vehicle Sales Overall Satisfaction (Unadjusted YTD) - Trends Tab

New Vehicle Sales Overall Satisfaction (Unadjusted YTD) on the Trends tab displays and graphs both Monthly and

YTD data. The detail data shows:

• Monthly and YTD Total Number of Responses from the New Vehicle Customer Satisfaction Surveys

• Monthly and YTD New Vehicle Sales Overall Satisfaction Values

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Second Level Metrics include: There are no Second Level Metrics for New Vehicle Sales Overall Satisfaction (Unadjusted YTD).

New Vehicle Sales Overall Satisfaction (Unadjusted YTD) - Opportunity Tab

Not Applicable for New Vehicle Sales Overall Satisfaction (Unadjusted YTD).

Personnel Retention Personnel Retention shows if there is a problem with Dealer Employee Retention. It looks at employees that left and are being replaced at the Dealer. It is defined as: In a rolling 12 month period the lesser of the number of people Hired or Terminated divided by the average number of active employees over the 12 month period. Personnel Retention consists of the Number of Employees Hired in the 12 Month Period, the Number of Employees Terminated in the 12

Month Period, the Number of Active Employees at the beginning of the 12 Month Period, the number of Active Employees at the end of the 12 Month Period. The Metric Value is:

(𝑌𝑌ℎ𝑅𝑅 𝐿𝐿𝑅𝑅𝑆𝑆𝑆𝑆𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑌𝑌𝑅𝑅𝑇𝑇𝑉𝑉𝑅𝑅𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑅𝑅 𝐴𝐴𝐴𝐴𝑅𝑅 𝐻𝐻𝑅𝑅𝑇𝑇𝑅𝑅𝑅𝑅 𝐸𝐸𝑉𝑉𝑝𝑝𝐴𝐴𝑉𝑉𝑏𝑏𝑅𝑅𝑅𝑅𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝐴𝐴ℎ𝑅𝑅 12 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑝𝑝𝑅𝑅𝑇𝑇𝑅𝑅𝑉𝑉𝑅𝑅 )

��𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝐸𝐸𝑉𝑉𝑝𝑝𝐴𝐴𝑉𝑉𝑏𝑏𝑅𝑅𝑅𝑅𝑆𝑆 𝐴𝐴𝐴𝐴 𝑂𝑂𝑅𝑅𝑇𝑇𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝑇𝑇 𝑉𝑉𝑃𝑃 12 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑃𝑃𝑅𝑅𝑇𝑇𝑅𝑅𝑉𝑉𝑅𝑅� + �

𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝐸𝐸𝑉𝑉𝑝𝑝𝐴𝐴𝑉𝑉𝑏𝑏𝑅𝑅𝑅𝑅𝑆𝑆𝐴𝐴𝐴𝐴 𝑅𝑅𝐴𝐴𝑅𝑅 𝑉𝑉𝑃𝑃 12 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑃𝑃𝑅𝑅𝑇𝑇𝑅𝑅𝑉𝑉𝑅𝑅 �

2 �

Note: For Personnel retention smaller numbers are better.

On Target 15.0% Off Target 40.0%

Green Yellow Red Benchmark <=15.0% >=15.1% and <=39.9% >=40.0%

When is it updated - Personnel Retention is updated at the beginning of the month. It is generally updated between

the 1st and the 5th of the month.

BSC Index Weight - 0%

Personnel Retention - Trends Tab

Personnel Retention on the Trends tab displays and graphs only 12 Month Rolling data. The detail data shows:

• Rolling 12 Month lesser number of Active and Terminated Employees

• Rolling 12 Month Average of Active Employees

• Rolling 12 Month Personnel Retention Value

Second Level Metrics include: Personnel Turnover, Personnel Count by Position, Longevity by Position, Terminations, Hiring, Movement by Associates

Personnel Retention - Opportunity Tab

Not Applicable for Personnel Retention.

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Retail Hours Growth Retail Hours Growth measures growth in Service Retail hours over the previous year. The Measure consists of Monthly Retail Hours for the current year and the previous rolled up to YTD Numbers. The Metric value is:

� 𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐵𝐵𝑉𝑉𝑇𝑇𝑀𝑀𝑆𝑆ℎ𝑉𝑉𝑝𝑝 𝑅𝑅𝑅𝑅𝑝𝑝𝑉𝑉𝑇𝑇𝐴𝐴𝑆𝑆 𝑆𝑆𝐴𝐴𝑂𝑂𝑉𝑉𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑅𝑅 𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝑌𝑌𝑌𝑌𝑌𝑌� − � 𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇

𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐵𝐵𝑉𝑉𝑇𝑇𝑀𝑀𝑆𝑆ℎ𝑉𝑉𝑝𝑝 𝑅𝑅𝑅𝑅𝑝𝑝𝑉𝑉𝑇𝑇𝐴𝐴𝑆𝑆 𝑆𝑆𝐴𝐴𝑂𝑂𝑉𝑉𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑅𝑅 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝑌𝑌𝑌𝑌𝑌𝑌�

� 𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐵𝐵𝑉𝑉𝑇𝑇𝑀𝑀𝑆𝑆ℎ𝑉𝑉𝑝𝑝 𝑅𝑅𝑅𝑅𝑝𝑝𝑉𝑉𝑇𝑇𝐴𝐴𝑆𝑆 𝑆𝑆𝐴𝐴𝑂𝑂𝑉𝑉𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑅𝑅 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝑌𝑌𝑌𝑌𝑌𝑌�

On Target 0.0% Off Target -0.1%

Green Yellow Red Benchmark >=0.0% N/A <=-0.1%

Missing Data - If the workshop report is not submitted on time, the Metric will show a - - (double dash) showing that

the data is missing for the given month. If the data is submitted by the time that the subsequent month runs, the data

will be shown and the index will be recalculated based on the updated values.

Note: If a Dealer fails to submit a workshop report in the current year, all subsequent months will be Red until the

missed workshop report is submitted.

When is it updated - Retail Hours Growth is updated after the financial statements and workshop reports are

processed. This generally occurs between the 21st and the 25th of the month.

BSC Index Weight - 0%

Retail Hours Growth - Trends Tab

Retail Hours growth on the Trends tab displays and graphs both Monthly and YTD data. The Targets are the same for

both Monthly and YTD data. The detail data shows:

• Monthly and YTD Difference between Retail Hours for Current Year and Previous Year

• Monthly and YTD Retail Hours Previous Year

• Monthly and YTD percentage Growth of Retail Hours which is the Difference between Retail Hours CurrentYear and Previous Year divided by Retail Hours Previous Year

Second Level Metrics include: Retail Hours per Technician, Technician Analysis, Service Advisor Analysis, and Parts Comparison

Retail Hours Growth - Opportunity Tab

Note: The opportunities are only approximations and are to be used to help to determine where the largest

opportunities might be within the Dealership.

Objective - The opportunity for objective for Retail Hours Growth is based on meeting the Dealers “On Target” Value.

It is defined as:

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�(𝑂𝑂𝐴𝐴 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴 𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅)− (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑁𝑁𝐴𝐴ℎ)� × (𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇)× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑃𝑃𝐴𝐴𝑏𝑏 𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)

Market - The opportunity for Market is based on if the Dealer achieved the Market Average for YTD Retail Hours

Growth. It is defined as:

�(𝑀𝑀𝐴𝐴𝑇𝑇𝑀𝑀𝑅𝑅𝐴𝐴 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑁𝑁𝐴𝐴ℎ)− (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑁𝑁𝐴𝐴ℎ)�× (𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇) × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑃𝑃𝐴𝐴𝑏𝑏 𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)

Peer Group - The opportunity for Peer Group is based on the Dealer making it into the top 10% of Dealers in their

Peer Group. For Retail Hours the Peer Group is based on Size and is the same as COE Peer Groups. Please see the Peer Group Sections in the Appendix for more information. It is defined as:

�(𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑁𝑁𝐴𝐴ℎ 𝐴𝐴𝑉𝑉 𝑉𝑉𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝑃𝑃𝑅𝑅𝑅𝑅𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝐴𝐴𝑝𝑝)− (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑁𝑁𝐴𝐴ℎ)�× (𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇) × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑃𝑃𝐴𝐴𝑏𝑏 𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)

Top 10% - The opportunity for Top 10% is based on the Dealer making it into the top 10% of All Dealers. It is defined

as:

�(𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑁𝑁𝐴𝐴ℎ 𝐴𝐴𝑉𝑉 𝑉𝑉𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇𝑆𝑆) − (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑁𝑁𝐴𝐴ℎ)�× (𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇) × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑃𝑃𝐴𝐴𝑏𝑏 𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)

Retail to Total Hours% Retail to Total Hours% is the percentage of Service Retail Hours Sold to the Total Service Hours Sold (Retail, Warranty and Internal). The Measure consists of Monthly Retail Hours for the Current Year rolled up to YTD Numbers

and the Total of Retail, Warranty and Internal Hours Rolled up to YTD Numbers. The Metric value is:

𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆(𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆) + (𝑌𝑌𝑌𝑌𝑌𝑌 𝐵𝐵𝐴𝐴𝑇𝑇𝑇𝑇𝐴𝐴𝐴𝐴𝐴𝐴𝑏𝑏 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆) − (𝑌𝑌𝑌𝑌𝑌𝑌 𝑈𝑈𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇𝐴𝐴𝐴𝐴𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆)

On Target 47.0% Off Target 39.0%

Green Yellow Red Benchmark >=47.0% <=46.9% and >=39.1% <=39.0%

Missing Data - If the workshop report is not submitted on time, the Metric will show a - - (double dash) showing that

the data is missing for the given month. If the data is submitted by the time that the subsequent month runs, the data will be shown and the index will be recalculated based on the updated values.

Note: If a Dealer fails to submit a workshop report in the current year, all subsequent months will be Red until the

missed workshop report is submitted.

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When is it updated - Retail to Total Hours% is updated after the financial statements and workshop reports are

processed. This generally occurs between the 21st and the 25th of the month.

BSC Index Weight - 0%

Retail to Total Hours% - Trends Tab

Retail Hours to Total Hours% on the Trends tab displays and graphs both Monthly and YTD data. The Targets are the same for both Monthly and YTD data. The detail data shows:

• Monthly and YTD Retail Hours for both

• Monthly and YTD Total of Retail Hours, Warranty Hours, and Internal Hours

• Monthly and YTD percentage of Retail Hours divided by the Total of Retail Hours, Warranty Hours, and InternalHours.

Second Level Metrics include: Retail Hours per Technician, Technician Analysis, Service Advisor Analysis, and Parts

Comparison

Retail to Total Hours% - Opportunity Tab

Note: The opportunities are only approximations and are to be used to help to determine where the largest

opportunities might be within the Dealership.

Objective - The opportunity for objective for Retail Hours to Total Hours% is based on meeting the Dealers “On

Target” Value. It is defined as:

�(𝑂𝑂𝐴𝐴 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴 𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅)− (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆%)�× (𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇) × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑃𝑃𝐴𝐴𝑏𝑏 𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)

Market - The opportunity for Market is based on if the Dealer achieved the Market Average for YTD Retail to Total

Hours%. It is defined as:

�(𝑀𝑀𝐴𝐴𝑇𝑇𝑀𝑀𝑅𝑅𝐴𝐴 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆%)− (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆%)�× (𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇) × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑃𝑃𝐴𝐴𝑏𝑏 𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)

Peer Grp - The opportunity for Peer Group is based on the Dealer making it into the top 10% of Dealers in their Peer

Group. For Retail Hours the Peer Group is based on all the Dealers within the Region. It is defined as:

�(𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 % 𝐴𝐴𝑉𝑉 𝑉𝑉𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝑃𝑃𝑅𝑅𝑅𝑅𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝐴𝐴𝑝𝑝)− (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆%)�× (𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇) × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑃𝑃𝐴𝐴𝑏𝑏 𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)

Top 10% - The opportunity for Top 10% is based on the Dealer making it into the top 10% of All Dealers. It is defined

as:

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�(𝒀𝒀𝒀𝒀𝒀𝒀 𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹 𝑹𝑹𝒕𝒕 𝒀𝒀𝒕𝒕𝑹𝑹𝑹𝑹𝑹𝑹 𝑯𝑯𝒕𝒕𝑯𝑯𝑯𝑯𝑯𝑯 % 𝑹𝑹𝒕𝒕 𝒎𝒎𝑹𝑹𝒎𝒎𝑹𝑹 𝑹𝑹𝑹𝑹 𝑹𝑹𝒊𝒊𝑹𝑹𝒕𝒕 𝒀𝒀𝒕𝒕𝑻𝑻 𝟏𝟏𝟏𝟏% 𝒕𝒕𝒐𝒐 𝑨𝑨𝑹𝑹𝑹𝑹 𝒀𝒀𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑯𝑯𝑯𝑯)− (𝒀𝒀𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑯𝑯′𝑯𝑯 𝒀𝒀𝒀𝒀𝒀𝒀 𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹 𝑯𝑯𝒕𝒕𝑯𝑯𝑯𝑯𝑯𝑯 𝑹𝑹𝒕𝒕 𝒀𝒀𝒕𝒕𝑹𝑹𝑹𝑹𝑹𝑹 𝑯𝑯𝒕𝒕𝑯𝑯𝑯𝑯𝑯𝑯%)�× (𝒀𝒀𝒀𝒀𝒀𝒀 𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹 𝑯𝑯𝒕𝒕𝑯𝑯𝑯𝑯𝑯𝑯 𝒐𝒐𝒕𝒕𝑯𝑯 𝑪𝑪𝑯𝑯𝑯𝑯𝑯𝑯𝑹𝑹𝒊𝒊𝑹𝑹 𝒀𝒀𝑹𝑹𝑹𝑹𝑯𝑯)× (𝒀𝒀𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑯𝑯′𝑯𝑯 𝑨𝑨𝑨𝑨𝑹𝑹𝑯𝑯𝑹𝑹𝑨𝑨𝑹𝑹 𝑪𝑪𝑯𝑯𝑯𝑯𝑹𝑹𝒕𝒕𝒎𝒎𝑹𝑹𝑯𝑯 𝑷𝑷𝑹𝑹𝑷𝑷 𝑹𝑹𝑹𝑹𝑹𝑹𝑹𝑹)

RoS (Return on Sales) True operational excellence means more than hitting sales targets. First and foremost, it means having a profitable

operation that is sustainable, even in difficult economic times. RoS consists of YTD Total Net Profits divided by YTD Total Sales as a percentage. Both values are from the Financial Statement. The Metric Vale is:

𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝐴𝐴 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝐵𝐵𝑅𝑅𝑃𝑃𝑉𝑉𝑇𝑇𝑅𝑅 𝑌𝑌𝐴𝐴𝐸𝐸𝑅𝑅𝑆𝑆𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆

Volume Peer Group Green Yellow Red A >=2.5% <=2.4% and >=1.1% <=1.0% B >=2.5% <=2.4% and >=1.1% <=1.0% C >=2.5% <=2.4% and >=1.1% <=1.0% D >=2.5% <=2.4% and >=1.7% <=1.6% E >=2.5% <=2.4% and >=1.7% <=1.6% F >=2.5% <=2.4% and >=1.7% <=1.6%

Missing Data - If the financial statement is not submitted on time, the Metric will show a - - (double dash) showing

that the data is missing for the given month. If the data is submitted by the time that the subsequent month runs, the data will be shown and the index will be recalculated based on the updated values.

When is it updated - RoS is updated after the financial statements and workshop reports are processed. This

generally occurs between the 21st and the 25th of the month.

BSC Index Weight - 0%

RoS - Trends Tab

RoS on the Trends tab displays and graphs YTD data. The detail data shows:

• YTD Total Net Profit or Loss Before Taxes in Dollars

• YTD Total of Vehicle, Parts, and Service Sales in Dollars

• YTD percentage of Net Profit or Loss Before Taxes divided by Total Vehicle, Parts, and Service Sales

Second Level Metrics include: There are no Second Level Metrics for RoS. RoS - Opportunity Tab

Not Applicable for RoS

Sales Premium Score This measure is based on the unadjusted YTD New Vehicle Sales Premium Score from Foresight. This measure takes into account all the questions marked as premium for New Vehicle Sales in calculating the score.

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On Target 98.5% Off Target 97.5%

Green Yellow Red White Benchmark >=98.5 <=98.4 and >=97.6 <=97.5 No Survey Responses Points 10 5-9 0 Weight redistributed

When is it updated - Sales Premium Score (Unadjusted YTD) is updated once a month. It is generally updated by the

19th of the month. BSC Index Weight – 0% Sales Premium Score (Unadjusted YTD) - Trends Tab

Sales Premium Score (Unadjusted YTD) on the Trends tab displays and graphs both Monthly and YTD data. The detail data shows:

• Monthly and YTD Total Number of Responses from the Sales Satisfaction Surveys

• Monthly and YTD Sales Premium Score Values

Second Level Metrics include: There are no Second Level Metrics for Sales Premium Score (Unadjusted YTD).

Sales Premium Score (Unadjusted YTD) - Opportunity Tab

Not Applicable for Sales Premium Score (Unadjusted YTD)

Service Customer Satisfaction-Non Issue Rate (Unadjusted YTD) Service Customer Satisfaction-Non Issue Rate (Unadjusted YTD) is the YTD Unadjusted Non Issue Rate. It consists of the YTD Sum of Service Customer Surveys without Issues versus the YTD Total Number of Service Customer Survey Responses. The Metric Value is:

𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝐴𝐴𝑉𝑉 𝑉𝑉𝑃𝑃 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑆𝑆𝐴𝐴𝑇𝑇𝑂𝑂𝑅𝑅𝑏𝑏𝑆𝑆 𝐵𝐵𝑅𝑅𝐴𝐴ℎ𝑉𝑉𝐴𝐴𝐴𝐴 𝑈𝑈𝑆𝑆𝑆𝑆𝐴𝐴𝑅𝑅𝑆𝑆 (𝑀𝑀𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝐴𝐴𝑆𝑆𝐴𝐴𝑅𝑅𝑅𝑅)𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑆𝑆𝐴𝐴𝑇𝑇𝑂𝑂𝑅𝑅𝑏𝑏 𝑅𝑅𝑅𝑅𝑆𝑆𝑝𝑝𝑉𝑉𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆 (𝑀𝑀𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝐴𝐴𝑆𝑆𝐴𝐴𝑅𝑅𝑅𝑅)

On Target 95.0% Off Target 91.5%

Green Yellow Red White Benchmark >=95.0% <=94.9% and >=91.6% <=91.5% No Survey Responses

When is it updated - Service Customer Satisfaction–Non Issue Rate (Unadjusted YTD) is updated after mid-month.

This generally occurs between the 18th and the 21st of the month.

BSC Index Weight - 0%

Service Customer Satisfaction-Non Issue Rate (Unadjusted YTD) - Trends Tab

Service Customer Satisfaction-Non Issue Rate (Unadjusted YTD) on the Trends tab displays and graphs both Monthly and YTD data. The detail data shows:

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• Monthly and YTD Number of Customer Service Survey Responses w/o an Issue for Premium Questions(Unadjusted)

• Monthly and YTD Total Number of Customer Service Survey Reponses (Unadjusted)

• Monthly and YTD percentage of Customer Service Survey Responses w/o an Issue for Premium Questions

(Unadjusted) divided by the Total Number of Customer Service Survey Responses (Unadjusted)

Second Level Metrics include: Service CSI Resolution Rate, Service CSI Resolution Analysis, Service CSI Email Capture Performance, and Service CSI Key Questions

Service Customer Satisfaction-Non Issue Rate (Unadjusted YTD) - Opportunity Tab

Not Applicable for Service Customer Satisfaction-Non Issue Rate (Unadjusted YTD).

Brand EffectivenessBrand Effectiveness uses rolling 12 month data. This is the number of BMW registrations in a PMA divided by the number of expected BMW registrations in the PMA displayed as a percentage. This is a measure of how the BMW brand is performing in a PMA.

In order to better understand who is taking care of the customers in the PMA, PMA performance is broken down into two pieces: 1) Registrations in the center’s PMA attributed to that center2) Registrations in the PMA attributed to any other center.

𝐵𝐵𝑀𝑀𝐵𝐵 𝑇𝑇𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑅𝑅𝐴𝐴 𝑃𝑃𝑀𝑀𝐴𝐴𝐸𝐸𝐸𝐸𝑝𝑝𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑅𝑅 𝐵𝐵𝑀𝑀𝐵𝐵𝑇𝑇𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑅𝑅𝐴𝐴 𝑃𝑃𝑀𝑀𝐴𝐴

BSC Index Weight - 0%

Customer Satisfaction-Non Issue Rate (Unadjusted YTD) CPO Vehicle Customer Satisfaction-Non Issue Rate (Unadjusted YTD) is the YTD Unadjusted Non-Issue Rate. It consists of the YTD Sum of CPO Vehicle Customer Surveys without Issues versus the YTD Total Number of CPO

Vehicle Customer Survey Responses. The Metric Value is:

𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝐴𝐴𝑉𝑉 𝑉𝑉𝑃𝑃 𝐶𝐶𝑃𝑃𝑂𝑂 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑆𝑆𝐴𝐴𝑇𝑇𝑂𝑂𝑅𝑅𝑏𝑏𝑆𝑆 𝐵𝐵𝑅𝑅𝐴𝐴ℎ𝑉𝑉𝐴𝐴𝐴𝐴 𝑈𝑈𝑆𝑆𝑆𝑆𝐴𝐴𝑅𝑅𝑆𝑆 (𝑀𝑀𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝐴𝐴𝑆𝑆𝐴𝐴𝑅𝑅𝑅𝑅)𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐶𝐶𝑃𝑃𝑂𝑂 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇 𝑆𝑆𝐴𝐴𝑇𝑇𝑂𝑂𝑅𝑅𝑏𝑏 𝑅𝑅𝑅𝑅𝑆𝑆𝑝𝑝𝑉𝑉𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆 (𝑀𝑀𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝐴𝐴𝑆𝑆𝐴𝐴𝑅𝑅𝑅𝑅)

On Target 96.0% Off Target 90.0%

Green Yellow Red White Benchmark >=96.0% <=95.9% and >=90.1% <=90.0% No Survey Responses

When is it updated - CPO Vehicle Customer Satisfaction-Non Issue Rate (Unadjusted YTD) is updated after mid

month. This generally occurs between the 18th and the 21st of the month.

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BSC Index Weight - 0%

CPO Vehicle Customer Satisfaction-Non Issue Rate (Unadjusted YTD) - Trends Tab

CPO Vehicle Customer Satisfaction-Non Issue Rate (Unadjusted YTD) on the Trends tab displays and graphs both Monthly and YTD data. The detail data shows:

• Monthly and YTD CPO Vehicle Customer Surveys Reponses w/o an Issue for Premium Questions(Unadjusted)

• Monthly and YTD Total Number of CPO Vehicle Customer Surveys (Unadjusted)

• Monthly and YTD percentage of the CPO Vehicle Customer Surveys w/o an Issue for Premium Questions(Unadjusted) divided by the Total Number CPO Vehicle Customer Survey Responses (Unadjusted)

Second Level Metrics include: CPO CSI Resolution Rate, CPO CSI Resolution Analysis, CPO CSI Email Capture Performance, and CPO CSI Key Questions

CPO Vehicle Customer Satisfaction-Non Issue Rate (Unadjusted YTD) - Opportunity Tab

Not Applicable for CPO Vehicle Customer Satisfaction-Non Issue Rate (Unadjusted YTD).

CPO Overall Satisfaction (Unadjusted YTD) This measure is based on the unadjusted YTD OSAT Rating from question #1 from the CPO Customer Satisfaction Surveys. “Please rate your overall satisfaction with your purchase experience at Insert Dealership Name”. The Metric

Value is:

(𝑌𝑌𝑌𝑌𝑌𝑌 𝑆𝑆𝐴𝐴𝑉𝑉 𝑉𝑉𝑃𝑃 𝑀𝑀𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝐴𝐴𝑆𝑆𝐴𝐴𝑅𝑅𝑅𝑅 𝑄𝑄1 𝑅𝑅𝑅𝑅𝑆𝑆𝑝𝑝𝑉𝑉𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆 )(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑅𝑅𝑅𝑅𝑆𝑆𝑝𝑝𝑉𝑉𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆)

On Target 4.9 Off Target 4.6

Green Yellow Red White Benchmark >=4.9 <=4.8 and >=4.7 <=4.6 No Survey Responses

Points 10 5-9 0 Weight redistributed

When is it updated - CPO Overall Satisfaction (Unadjusted YTD) is updated once a month. It is generally updated by

the 19th of the month. BSC Index Weight - 0%

CPO Overall Satisfaction (Unadjusted YTD) - Trends Tab

CPO Overall Satisfaction (Unadjusted YTD) on the Trends tab displays and graphs both Monthly and YTD data. The detail data shows:

• Monthly and YTD Total Number of Responses from the CPO Customer Satisfaction Surveys

• Monthly and YTD CPO Overall Satisfaction Values

Second Level Metrics include: There are no Second Level Metrics for CPO Overall Satisfaction (Unadjusted YTD).

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CPO Overall Satisfaction (Unadjusted YTD) - Opportunity Tab

Not Applicable for CPO Overall Satisfaction (Unadjusted YTD).

Accessory PNVR The Center’s YTD Accessory sales Per New Vehicles Retailed will be measured. The Accessory amounts exclude Oil,

Tires and Antifreeze. The New Vehicle Retails will include all New Vehicle Sales Excluding Retail Types: 4-Fleet, 6 – Service Loaner, 7-Sales Demo, 8-Specialty Demo, 9-NA Company Vehicle, and I-Daily Rentals. The Metric Value

is:

𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆𝑆𝑆𝑉𝑉𝑇𝑇𝑏𝑏 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆 𝐸𝐸𝐸𝐸𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑅𝑅𝐴𝐴𝑇𝑇 𝑌𝑌𝑅𝑅𝑇𝑇𝑅𝑅,𝑂𝑂𝑅𝑅𝐴𝐴 𝐴𝐴𝐴𝐴𝑅𝑅 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑃𝑃𝑇𝑇𝑅𝑅𝑅𝑅𝐵𝐵𝑅𝑅 𝑌𝑌𝑌𝑌𝑌𝑌 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆

On Target $750 Off Target $549

Green Yellow Red

Benchmark >=$750 <=$749 and >=$550 <=$549

When is it updated - Accessory PNVR is updated after Month End Close, generally between the 1st and 5th of the

month. Note: Accessory PNVR numbers may fluctuate in the beginning of the Month due to various systems. After several

days into the month, the numbers will reflect the final numbers and will not change. BSC Index Weight - 0% Accessory PNVR - Trends Tab Accessory PNVR on the Trends tab displays and graphs both Monthly and YTD data. The “On and Off Targets” are the same for both Monthly and YTD data. The detail data shows:

• Monthly and YTD Total Accessory Sales w/o Tire, Oil and Antifreeze

• Monthly and YTD Total New Vehicle Sales

• Monthly and YTD dollar amount of Accessories sold per New Vehicle Retailed which is Total Accessory Sales w/o Tire, Oil and Antifreeze divided by Total New Vehicle Sales.

Second Level Metrics include: Yearly Comparison, Hot Accessories, Hot Lifestyle Groups, and Misc. Accessory Calcs

Accessory PNVR - Opportunity Tab

Not Applicable for Accessory PNVR.

Market Share It is important for a Center to have a strong BMW representation in their PMA (Primary Market Area). Centers will be measured YTD by the percentage of new BMW vehicles registered in their PMA to the total new Import Competitive

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Group (ICG) vehicles registered in their PMA. This information is sourced from RL Polk. Note: Market Share data is

from the previous month that is selected i.e. when February is selected, the Market Share data displayed is January’s data. This is done because Market Share data lags the rest of the data by a month, and therefore it is pulled forward 1 month so that the BSC Index can be created in a timely manner.

Market Share consists of YTD Total BMW New Vehicle Registrations in the Dealer’s PMA and YTD Total Registrations from Import Competitive Group (ICG) in the Dealer’s PMA. The Metric Value is:

𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐵𝐵𝑀𝑀𝐵𝐵 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑅𝑅𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑃𝑃𝑀𝑀𝐴𝐴𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑅𝑅𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑉𝑉 𝑈𝑈𝑉𝑉𝑝𝑝𝑉𝑉𝑇𝑇𝐴𝐴 𝐶𝐶𝑉𝑉𝑉𝑉𝑝𝑝𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝑂𝑂𝑅𝑅 𝐺𝐺𝑇𝑇𝑉𝑉𝐴𝐴𝑝𝑝 (𝑈𝑈𝐶𝐶𝐺𝐺) 𝑅𝑅𝐴𝐴 𝐴𝐴ℎ𝑅𝑅 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝑃𝑃𝑀𝑀𝐴𝐴

To earn a Green light, Centers will be responsible for hitting both our National Target of 16.4% and BMW being one of the Top 3 brands in their PMA by Market Share. See the matrix below for additional light criteria. There is no sliding scale for a Yellow light.

National Target 16.4%

Market Share Target 16.4% BMW is Top 3 Market Share in PMA

Green >=16.4% Yes Yellow >=16.4% No Yellow <=16.4% Yes

Red <=16.4% No

When is it updated - Market Share is updated around the 15th of the subsequent month with data that is from the

previous month to the selected month. BSC Index Weight - 0% Market Share - Trends Tab Market Share on the Trends tab displays and graphs only YTD data. The detail data shows:

• YTD Total BMW New Vehicle Registrations in the Dealer’s PMA

• YTD Total Import Competitive Group (ICG) Registrations in the Dealer’s PMA

• YTD percentage of Total BMW New Vehicle Registrations in the Dealer’s PMA divided by Total Import Competitive Group (ICG) Registrations in the Dealer’s PMA

Second Level Metrics include: New Vehicle Series Detail, Top New Vehicle Competitors

Market Share - Opportunity Tab

Not Applicable for Market Share.

Accessories Purchase The Center’s YTD BMW Accessories Purchases are measured against their initial YTD Accessories Purchase Objectives. Accessory Purchase amounts exclude Oil and Antifreeze. The Metric Value is:

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(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆𝑆𝑆𝑉𝑉𝑇𝑇𝑏𝑏 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅𝑆𝑆 𝐸𝐸𝐸𝐸𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑅𝑅𝐴𝐴𝑇𝑇 𝑂𝑂𝑅𝑅𝐴𝐴 𝐴𝐴𝐴𝐴𝑅𝑅 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑃𝑃𝑇𝑇𝑅𝑅𝑅𝑅𝐵𝐵𝑅𝑅 )(𝑌𝑌𝑌𝑌𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆𝑆𝑆𝑉𝑉𝑇𝑇𝑏𝑏 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅 𝑂𝑂𝑂𝑂𝑂𝑂𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆)

On Target 100.0% Off Target 95.0%

Green Yellow Red

Benchmark >=100.0% <=99.0% and >=96.0% <=95.0% Points 10 5-9 0

Note: A Center meeting the Aftersales Performance Bonus criteria does not mean this measure will be green on the

BSC Index. Please note that the Accessories Purchase metric is rounded to the nearest Integer.

When is it updated - Accessories Purchase is updated at the beginning of the month, generally between the 1st and

the 4th of the month. BSC Index Weight - 0%

Accessories Purchase - Trends Tab Accessories Purchase on the Trends tab displays and graphs both Monthly and YTD data. The detail data shows:

• Monthly and YTD Accessory Purchases w/o Oil and Antifreeze

• Monthly and YTD Accessory Purchase Objectives for the Dealer

• Monthly and YTD percentage of Objective achieved which is Actual Accessory Purchases divided by Accessory Purchase Objective

Second Level Metrics include: There are no Second Level Metrics for Accessories Purchase.

Accessories Purchase - Opportunity Tab

Not Applicable for Accessories Purchase.

CPO Premium Score (Unadjusted YTD) This measure is based on the unadjusted YTD CPO Premium Score from Foresight. This measure takes into account all the questions marked as premium for CPO in calculating the score.

On Target 97.8% Off Target 96.1%

Green Yellow Red White

Benchmark >=97.8 <=97.7 and >=96.2 <=96.1 No Survey Responses Points 10 5-9 0 Weight redistributed

When is it updated - CPO Premium Score (Unadjusted YTD) is updated once a month. It is generally updated by the

19th of the month.

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BSC Index Weight - 0%

CPO Premium Score (Unadjusted YTD) - Trends Tab CPO Overall Satisfaction (Unadjusted YTD) on the Trends tab displays and graphs both Monthly and YTD data. The detail data shows:

• Monthly and YTD Total Number of Responses from the CPO Customer Satisfaction Surveys

• Monthly and YTD CPO Premium Score Values

CPO Premium Score (Unadjusted YTD) - Opportunity Tab

Not Applicable for CPO Premium Score (Unadjusted YTD).

Dealer Sales Loyalty - BMW The purpose of Dealer Sales Loyalty is to evaluate repeat purchases from your existing portfolio of clients. Centers are grouped into seven categories based on clustering Cross Sell Centers; where a Center is responsible for a minimum of

2% of another PMA’s sales. Dealer Sales Loyalty consists of the Number of Customers that have purchased from you in the past seven (7) years that have returned to market this year and bought a BMW from any Dealer, and of those that returned to market the number that purchased a BMW from your Dealer. The Metric Value is (YTD Number of your previous customers from the past seven years to return to market this year and purchase a BMW from you) / (YTD Number of your previous customers from the past seven years to return to market this year and purchase from

any BMW Dealer).

� 𝑌𝑌𝑌𝑌𝑌𝑌 𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑏𝑏𝑉𝑉𝐴𝐴𝑇𝑇 𝑝𝑝𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝐴𝐴𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑉𝑉 𝐴𝐴ℎ𝑅𝑅 𝑝𝑝𝐴𝐴𝑆𝑆𝐴𝐴 𝑆𝑆𝑅𝑅𝑂𝑂𝑅𝑅𝐴𝐴 𝑏𝑏𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝐴𝐴𝑉𝑉 𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴𝑇𝑇𝐴𝐴 𝐴𝐴𝑉𝑉 𝑉𝑉𝐴𝐴𝑇𝑇𝑀𝑀𝑅𝑅𝐴𝐴 𝐴𝐴ℎ𝑅𝑅𝑆𝑆 𝑏𝑏𝑅𝑅𝐴𝐴𝑇𝑇 𝐴𝐴𝐴𝐴𝑅𝑅 𝑝𝑝𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅 𝐴𝐴 𝐵𝐵𝑀𝑀𝐵𝐵 𝑃𝑃𝑇𝑇𝑉𝑉𝑉𝑉 𝑏𝑏𝑉𝑉𝐴𝐴𝑇𝑇 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇�

�𝑌𝑌𝑌𝑌𝑌𝑌 𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑏𝑏𝑉𝑉𝐴𝐴𝑇𝑇 𝑝𝑝𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝐴𝐴𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑉𝑉 𝐴𝐴ℎ𝑅𝑅 𝑝𝑝𝐴𝐴𝑆𝑆𝐴𝐴 𝑆𝑆𝑅𝑅𝑂𝑂𝑅𝑅𝐴𝐴

𝑏𝑏𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝐴𝐴𝑉𝑉 𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴𝑇𝑇𝐴𝐴 𝐴𝐴𝑉𝑉 𝑉𝑉𝐴𝐴𝑇𝑇𝑀𝑀𝑅𝑅𝐴𝐴 𝐴𝐴ℎ𝑅𝑅𝑆𝑆 𝑏𝑏𝑅𝑅𝐴𝐴𝑇𝑇 𝐴𝐴𝐴𝐴𝑅𝑅 𝑝𝑝𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅 𝑃𝑃𝑇𝑇𝑉𝑉𝑉𝑉 𝐴𝐴𝐴𝐴𝑏𝑏 𝐵𝐵𝑀𝑀𝐵𝐵 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇�

Mid-Year update for Dealer Sales Loyalty benchmarks due to the addition of the following new Retail Types

to be considered Loyal Sales: 1-Personal, B-Customer Update Spec8 (new), G-Executive Allowance (new), H-

Corporate Fleet (new), and J-USAA (new). Retail Types used in Calculating Dealer Sales Loyalty 1 – Personal purchase 2 – Personal lease 3 – Corporate purchase 5 – Corporate lease B – Customer Update Spec 8 purchase C – Customer Update Spec 8 lease G – Executive Allowance H – Corporate Fleet J – USAA

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Peer Group Green Yellow Red C-Lo >=77.5% <=77.4% and >=65.7% <= 65.6% C-Med >=76.8% <=76.7% and >=66.3% <=66.2% C-Hi >=71.0% <= 69.9% and >=61.4% <=61.3% E-Lo >=76.9% <=76.8% and >=69.6% <=69.5% E-Med >=73.9% <=73.8% and >=65.8% <=65.7%

E-Hi >=68.1% <=68.0% and >=57.8% <=57.7% S-Lo >=81.5% <=81.4% and >=71.7% <=71.6% S-Med >=78.9% <=78.8% and >=67.9% <=67.8% S-Hi >=76.4% <=76.3% and >=65.5% <=65.4% W-Lo >=80.6% <=80.5% and >=68.0% <=67.9% W-Med >=64.6% <=64.5% and >=54.6% <=54.5% W-Hi >=59.1% <=59.0% and >=53.4% <=53.3% Points 10 5-9 0

When is it updated - Dealer Sales Loyalty is updated after Month End Close, generally between the 1st and 5th of the

month. BSC Index Weight - 0%

Dealer Sales Loyalty - Trends Tab

Dealer Sales Loyalty on the Trends tab displays and graphs only YTD data. The detail data shows:

• YTD Number of Dealer’s Previous Customers from the last 7 years that have returned to Market andRepurchased a BMW from the Dealer this Year

• YTD Number of Dealer’s Previous Customers from the last 7 years that have returned to Market andRepurchased from any BMW Dealer this Year

• YTD percentage of Total Performance Number of Dealer’s Previous Customers from the last 7 years that havereturned to Market and Repurchased a BMW from the Dealer this Year divided by Number of Dealer’s Previous

Customers from the last 7 years that have returned to Market and Repurchased from any BMW Dealer thisYear

Second Level Metrics include: Dealer Sales Loyalty Year over Year, Dealer Sales Loyalty Loss Count, and Conquest

Dealer Sales Loyalty - Opportunity Tab

Note: The opportunities are only approximations and are to be used to help to determine where the largest

opportunities might be within the Dealership. Objective - The opportunity for objective for YTD Dealer Sales Loyalty is based on meeting the Dealers “On Target” Value. It is defined as:

�(𝑂𝑂𝐴𝐴 𝑌𝑌𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴 𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅)− ( 𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴𝐴𝐴𝑏𝑏 % )� × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑌𝑌𝑌𝑌𝑌𝑌 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 )× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

Market - The opportunity for Market is based on if the Dealer achieved the Market Average for YTD Dealer Sales

Loyalty. It is defined as:

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�(𝑌𝑌𝑌𝑌𝑌𝑌 𝑀𝑀𝐴𝐴𝑇𝑇𝑀𝑀𝑅𝑅𝐴𝐴 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴𝐴𝐴𝑏𝑏 %) − ( 𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴𝐴𝐴𝑏𝑏 % )�× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑌𝑌𝑌𝑌𝑌𝑌 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 ) × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

Peer Grp - The opportunity for Peer Group is based on the Dealer making it into the top 10% of Dealers in their Peer

Group. For Dealer Sales Loyalty the Peer Group is based on the Number of Cross Sell Centers. Please see the Peer Group Sections in the Appendix for more information. It is defined as: �(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴𝐴𝐴𝑏𝑏 % 𝐴𝐴𝑉𝑉 𝑀𝑀𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝑃𝑃𝑅𝑅𝑅𝑅𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝐴𝐴𝑝𝑝) − ( 𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴𝐴𝐴𝑏𝑏 % )�

× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑌𝑌𝑌𝑌𝑌𝑌 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 ) × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅) Top 10% - The opportunity for Top 10% is based on the Dealer making it into the top 10% of All Dealers. It is defined

as: �(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴𝐴𝐴𝑏𝑏 % 𝐴𝐴𝑉𝑉 𝑀𝑀𝐴𝐴𝑀𝑀𝑅𝑅 𝑅𝑅𝐴𝐴 𝑅𝑅𝐴𝐴𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 10% 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇𝑆𝑆) − ( 𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴𝐴𝐴𝑏𝑏 % )�

× (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝑌𝑌𝑌𝑌𝑌𝑌 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 ) × (𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇′𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑝𝑝𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅)

Auto Gap to Competitor Auto gap to competitor is measured by subtracting BMW registrations from registrations of top competitors.

(𝑅𝑅𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝐵𝐵𝑀𝑀𝐵𝐵 𝐴𝐴𝐴𝐴𝐴𝐴𝑉𝑉) − 𝑅𝑅𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝑌𝑌𝑉𝑉𝑝𝑝 𝐶𝐶𝑉𝑉𝑉𝑉𝑝𝑝𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝑉𝑉𝑇𝑇)

On Target 3 Off Target 1

Green Yellow Red

Benchmark >=3 =2 =1

Client Advisor Detail-Retail Volume, Used Volume Details the Center’s Average Monthly Sales for each New (LM201) and Pre-Owned (LM204) Vehicle Client Advisor.

(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑂𝑂𝑏𝑏 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴 𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆𝑉𝑉𝑇𝑇𝑆𝑆)

(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ𝑆𝑆 𝑃𝑃𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴 𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆𝑉𝑉𝑇𝑇𝑆𝑆)

(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑂𝑂𝑏𝑏 𝑃𝑃𝑇𝑇𝑅𝑅 − 𝑂𝑂𝑁𝑁𝐴𝐴𝑅𝑅𝑅𝑅 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴 𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆𝑉𝑉𝑇𝑇𝑆𝑆)

(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ𝑆𝑆 𝑝𝑝𝑅𝑅𝑇𝑇 𝑃𝑃𝑇𝑇𝑅𝑅 − 𝑂𝑂𝑁𝑁𝐴𝐴𝑅𝑅𝑅𝑅 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴 𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆𝑉𝑉𝑇𝑇𝑆𝑆)

Client Advisor New Prod Rate (LM201) Future Retail HR – Client Advisor Productivity Rate. Purpose is to analyze and manage the productivity of the client advisor staff selling New Cars. Rolling 12 metric.

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(𝑅𝑅 12 𝑀𝑀𝑉𝑉 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑉𝑉𝑃𝑃 𝑁𝑁𝑅𝑅𝑁𝑁 𝐶𝐶𝐴𝐴𝑇𝑇𝑆𝑆 𝑆𝑆𝑉𝑉𝐴𝐴𝑅𝑅)(𝑅𝑅 12 𝑀𝑀𝑉𝑉 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝐴𝐴𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐶𝐶𝐴𝐴𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴 𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆𝑉𝑉𝑇𝑇𝑆𝑆 (𝐿𝐿𝑀𝑀201))

On Target 65.0 Off Target 37.0

Green Yellow Red

Benchmark >=65.0 <=64.9 and >=37.1 <=37.0

Client Advisor Total Prod (LM201) Future Retail HR – Client Advisor Productivity Rate. Purpose is to analyze and manage the productivity of the client advisor staff selling New and Used cars. Rolling 12 metric.

(𝑅𝑅 12 𝑀𝑀𝑉𝑉 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑉𝑉𝑃𝑃 𝐶𝐶𝐴𝐴𝑇𝑇𝑆𝑆 𝑆𝑆𝑉𝑉𝐴𝐴𝑅𝑅)(𝑅𝑅 12 𝑀𝑀𝑉𝑉 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝐴𝐴𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐶𝐶𝐴𝐴𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴 𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆𝑉𝑉𝑇𝑇𝑆𝑆 (𝐿𝐿𝑀𝑀201))

On Target 112.0 Off Target 77.0

Green Yellow Red

Benchmark >=112.0 <=111.9 and >=77.1 <=77.0

Client Advisor Used Prod (LM201) Future Retail HR – Client Advisor Productivity Rate. Purpose is to analyze and manage the productivity of the client advisor staff selling Used (Pre-owned and CPO) cars. Rolling 12 metric.

(𝑅𝑅 12 𝑀𝑀𝑉𝑉 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑉𝑉𝑃𝑃 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 (𝑃𝑃𝑇𝑇𝑅𝑅 − 𝑂𝑂𝑁𝑁𝐴𝐴𝑅𝑅𝑅𝑅 𝐴𝐴𝐴𝐴𝑅𝑅 𝐶𝐶𝑃𝑃𝑂𝑂)𝐶𝐶𝐴𝐴𝑇𝑇𝑆𝑆 𝑆𝑆𝑉𝑉𝐴𝐴𝑅𝑅)(𝑅𝑅 12 𝑀𝑀𝑉𝑉 𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝐴𝐴𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐶𝐶𝐴𝐴𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴 𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆𝑉𝑉𝑇𝑇𝑆𝑆 (𝐿𝐿𝑀𝑀201))

On Target 51.0 Off Target 29.0

Green Yellow Red

Benchmark >=51.0 <=50.9 and >=29.1 <=29.0

Conquest-Dealer Sales Loyalty The Comparison of "Conquest Households" as a percentage of your centers YTD sales. Whereas a "Conquest Household" that is a household that has not previously purchased from your center in the past 7 Years.

(𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐶𝐶𝑉𝑉𝐴𝐴𝐶𝐶𝐴𝐴𝑅𝑅𝑆𝑆𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆)

(𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆) CPO CSI Email Capture Performance-CPO Non-Issue Rate

Details the email capture rate at the center. Charted on a YTD basis.

(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑌𝑌𝑅𝑅𝑉𝑉𝑅𝑅𝑆𝑆 𝐸𝐸𝑉𝑉𝐴𝐴𝑅𝑅𝐴𝐴 𝐶𝐶𝐴𝐴𝑝𝑝𝐴𝐴𝐴𝐴𝑇𝑇𝑅𝑅𝑅𝑅)(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐸𝐸𝑂𝑂𝑅𝑅𝐴𝐴𝐴𝐴𝑆𝑆)

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CPO CSI Resolution Rate-CPO Non Issue Rate Highlights unadjusted measure of how quickly and accurately survey issues were resolved, charted on a YTD basis.

(𝐶𝐶𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑉𝑉𝑃𝑃 𝑈𝑈𝑆𝑆𝑆𝑆𝐴𝐴𝑅𝑅𝑆𝑆 𝐶𝐶𝐴𝐴𝑉𝑉𝑆𝑆𝑅𝑅𝑅𝑅 𝐵𝐵𝑅𝑅𝐴𝐴ℎ𝑅𝑅𝐴𝐴 𝐴𝐴 𝑅𝑅𝑅𝑅𝑆𝑆𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇𝑅𝑅𝑉𝑉𝑅𝑅)

(𝐶𝐶𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑉𝑉𝑃𝑃 𝑈𝑈𝑆𝑆𝑆𝑆𝐴𝐴𝑅𝑅𝑆𝑆 𝑅𝑅𝑅𝑅𝑝𝑝𝑉𝑉𝑇𝑇𝐴𝐴𝑅𝑅𝑅𝑅)

CPO Lead Conversion-Used Volume The Center’s 6-month CPO Lead Conversion percentage evaluates Performance Leads (BMWUSA.com, Regional sites) converted to Sales, and will be measured against yearly targets.

(6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝐶𝐶𝑃𝑃𝑂𝑂 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝐶𝐶𝑉𝑉𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑅𝑅𝑅𝑅)(6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝐶𝐶𝑃𝑃𝑂𝑂 𝑅𝑅𝑉𝑉𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅𝑂𝑂𝑅𝑅𝑅𝑅)

CPO Loss Count-Used Volume

Details of CPO Vehicle Sales by Center in the Last 6 Months vs. CPO Vehicle Sales made by other Centers. Listing of

Dealers who sold cars to the leads in your center. This is a Center’s "Opportunity Loss"

(Count of converted CPO Leads lost to another Center) CPO Sales Growth-Used Volume

YTD Sales Growth or decline of CPO vehicles over previous years CPO sales YTD.

(𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑀𝑀𝐴𝐴𝑅𝑅𝐴𝐴𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 (−) 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐶𝐶𝑃𝑃𝑂𝑂 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑀𝑀𝐴𝐴𝑅𝑅𝐴𝐴𝑆𝑆)(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐶𝐶𝑃𝑃𝑂𝑂 𝑀𝑀𝐴𝐴𝑅𝑅𝐴𝐴𝑆𝑆)

Days to Close-Lead Conversion, Used Volume

Total number of days in a percentage it takes to close a New, CPO or Used Vehicle Lead: 30 Days or Less, 31-60 Days, 91-180 Days and the average days to close for leads received.

(Total number of days in taken to close a New, CPO or Used Vehicle Lead)

Dealer Sales Loyalty Loss Count-Dealer Sales Loyalty

Total number of lost previous customers to competing dealer.

(Total number of Lost Previous Customers to Competing Dealer)

Dealer Sales Loyalty Year over Year-Dealer Sales Loyalty

A Brand Loyal customer is a Dealer’s Customer from the past 7 yrs. that returned to market this year and purchased a

BMW from any Dealer. A Dealer Loyal customer is a Dealer’s Customer from the past 7 yrs. that returned to market this year and purchased a BMW from them.

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(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇𝑆𝑆)(𝑌𝑌𝑌𝑌𝑌𝑌 𝐵𝐵𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝑉𝑉𝑏𝑏𝐴𝐴𝐴𝐴 𝐶𝐶𝐴𝐴𝑆𝑆𝐴𝐴𝑉𝑉𝑉𝑉𝑅𝑅𝑇𝑇𝑆𝑆)

Gross Profit per Vehicle Retailed-Retail Volume, Used Volume YTD Gross Profit (Excluding F&I) on a per vehicle basis for both New and CPO sales that are reported via the center's financial statement.

(𝑌𝑌𝑌𝑌𝑌𝑌 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴)

(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆)

(𝑌𝑌𝑌𝑌𝑌𝑌 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴)(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐶𝐶𝑃𝑃𝑂𝑂 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆)

Gross Profit per Vehicle Series Detail-Retail Volume

YTD Gross Profit (Excluding F&I) per new vehicle by Series.

(𝑌𝑌𝑌𝑌𝑌𝑌 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴)(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑂𝑂𝑏𝑏 𝑆𝑆𝑅𝑅𝑇𝑇𝑅𝑅𝑅𝑅𝑆𝑆)

Gross Profit per Vehicle Yearly Comparison-Retail Volume, Used Volume

YTD change in New Car and SAV Gross Profit (Excluding F&I) on a per unit basis.

(𝑌𝑌𝑌𝑌𝑌𝑌 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 − 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)

YTD change in CPO Gross Profit (excluding F&I) on a per unit basis. Also provided is key pre-owned financial management data.

(𝑌𝑌𝑌𝑌𝑌𝑌 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇 𝐶𝐶𝑃𝑃𝑂𝑂 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 − 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇 𝐶𝐶𝑃𝑃𝑂𝑂 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇 𝐶𝐶𝑃𝑃𝑂𝑂 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅)

Hot Accessories-Accessory PNVR, Total Parts Purchase

This list represents high potential accessories. These are popular, quick turning items, same for all centers and

established based on purchase history and feedback. Penetration is calculated by taking Unit quantity of the "Hot Accessory" purchased by the center and dividing that number by the sales of applicable series in which the accessory can be installed.

(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐻𝐻𝑅𝑅𝑇𝑇ℎ 𝑃𝑃𝑉𝑉𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆𝑆𝑆𝑉𝑉𝑇𝑇𝑅𝑅𝑅𝑅𝑆𝑆 𝑆𝑆𝑉𝑉𝐴𝐴𝑅𝑅)(𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝐴𝐴ℎ𝑅𝑅 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆𝑆𝑆𝑉𝑉𝑇𝑇𝑏𝑏 𝑅𝑅𝑆𝑆 𝐴𝐴𝑂𝑂𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑂𝑂𝐴𝐴𝑅𝑅 𝐹𝐹𝑉𝑉𝑇𝑇)

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Hot Lifestyle Groups-Accessory PNVR, Total Parts Purchase This list represents high potential lifestyle groups. These are popular, quick turning items, same for all centers and established based on purchase history and feedback. Opportunities are calculated based on the number of "Hot

Lifestyle Items" based on vehicles sold YTD.

(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 "𝐻𝐻𝑉𝑉𝐴𝐴 𝐿𝐿𝑅𝑅𝑃𝑃𝑅𝑅𝑆𝑆𝐴𝐴𝑏𝑏𝐴𝐴𝑅𝑅 𝐺𝐺𝑇𝑇𝑉𝑉𝐴𝐴𝑝𝑝𝑆𝑆" 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆𝑆𝑆𝑉𝑉𝑇𝑇𝑅𝑅𝑅𝑅𝑆𝑆 𝑆𝑆𝑉𝑉𝐴𝐴𝑅𝑅 𝑂𝑂𝑏𝑏 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇𝑉𝑉𝑇𝑇𝑏𝑏)(𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑆𝑆𝑉𝑉𝐴𝐴𝑅𝑅 𝑂𝑂𝑏𝑏 𝐴𝐴ℎ𝑅𝑅 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇 𝑌𝑌𝑌𝑌𝑌𝑌)

Lead Source Detail-Lead Conversion, Used Volume

Lead conversion rate broken down by lead source for a dealer. Detail of New, CPO and Used Vehicle Lead Conversion

Activity in the last six months, showing sources measured for KPI performance and other lead sources.

(6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑅𝑅𝑉𝑉𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝐶𝐶𝑉𝑉𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑅𝑅𝑅𝑅)(6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑅𝑅𝑉𝑉𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅𝑂𝑂𝑅𝑅𝑅𝑅)

(6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑅𝑅𝑉𝑉𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝐶𝐶𝑃𝑃𝑂𝑂 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝐶𝐶𝑉𝑉𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑅𝑅𝑅𝑅)(6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑅𝑅𝑉𝑉𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝐶𝐶𝑃𝑃𝑂𝑂 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅𝑂𝑂𝑅𝑅𝑅𝑅)

(6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑅𝑅𝑉𝑉𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝑀𝑀𝑆𝑆𝐸𝐸𝑌𝑌 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝐶𝐶𝑉𝑉𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑅𝑅𝑅𝑅)(6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑅𝑅𝑉𝑉𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝑀𝑀𝑆𝑆𝐸𝐸𝑌𝑌 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅𝑂𝑂𝑅𝑅𝑅𝑅)

LM201 Sales per CA-Retail Volume

Details the Center’s Average Monthly Sales per New Vehicle Client Advisor.

(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑂𝑂𝑏𝑏 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴 𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆𝑉𝑉𝑇𝑇)(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝑁𝑁𝑅𝑅𝑁𝑁 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝐶𝐶𝐴𝐴𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴 𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆𝑉𝑉𝑇𝑇)

LM204 Sales per CA-Used Volume

Details the centers average monthly sales per Pre-Owned Client Advisor.

(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑂𝑂𝑏𝑏 𝑃𝑃𝑇𝑇𝑅𝑅 − 𝑂𝑂𝑁𝑁𝐴𝐴𝑅𝑅𝑅𝑅 𝐶𝐶𝐴𝐴𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴 𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆𝑉𝑉𝑇𝑇)(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝑃𝑃𝑇𝑇𝑅𝑅 − 𝑂𝑂𝑁𝑁𝐴𝐴𝑅𝑅𝑅𝑅 𝐶𝐶𝐴𝐴𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴 𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆𝑉𝑉𝑇𝑇𝑆𝑆)

Longevity by Position-Personnel Retention

Average Months of Service broken out by Number of Personnel in Same Position.

(𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐿𝐿𝑅𝑅𝐴𝐴𝑇𝑇𝐴𝐴ℎ 𝑉𝑉𝑃𝑃 𝑌𝑌𝑅𝑅𝑉𝑉𝑅𝑅 𝑅𝑅𝐴𝐴 𝑃𝑃𝑉𝑉𝑆𝑆𝑅𝑅𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴)(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝑃𝑃𝑉𝑉𝑇𝑇 𝑃𝑃𝑉𝑉𝑆𝑆𝑅𝑅𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴)

Misc. Accessory Calcs-Accessory PNVR, Total Parts Purchase

This Second Level Metric is composed of “NET Accessory and Lifestyle Purchase PNVR: Accessory and Lifestyle Bonus Period Comparison” and “NET Accessory and Lifestyle Purchase PNVR: Tire Purchase Yearly Comparison”.

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NET Accessory and Lifestyle Purchase PNVR: Accessory and Lifestyle Bonus Period Comparison Details the Parts Bonus Calculation for accessory and lifestyle purchases. Compares current NET Accessory PNVR to previous Bonus Period NET Accessory PNVR.

(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑁𝑁𝐸𝐸𝑌𝑌 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆𝑆𝑆𝑉𝑉𝑇𝑇𝑅𝑅𝑅𝑅𝑆𝑆 𝑆𝑆𝑉𝑉𝐴𝐴𝑅𝑅 𝑂𝑂𝑏𝑏 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇𝑉𝑉𝑇𝑇𝑏𝑏)(𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑆𝑆𝑉𝑉𝐴𝐴𝑅𝑅 𝑂𝑂𝑏𝑏 𝐴𝐴ℎ𝑅𝑅 𝑌𝑌𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇 𝑌𝑌𝑌𝑌𝑌𝑌)

NET Accessory and Lifestyle Purchase PNVR: Tire Purchase Yearly Comparison Highlights YTD change in tire purchases on both a total and a per unit basis.

(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑌𝑌𝑅𝑅𝑇𝑇𝑅𝑅 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅 𝑃𝑃𝑁𝑁𝑉𝑉𝑅𝑅 𝑌𝑌𝑌𝑌𝑌𝑌 (−) 𝑃𝑃𝑇𝑇𝑅𝑅𝑉𝑉𝑇𝑇 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝑌𝑌𝑅𝑅𝑇𝑇𝑅𝑅 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅 𝑃𝑃𝑁𝑁𝑉𝑉𝑅𝑅)(𝑃𝑃𝑇𝑇𝑅𝑅𝑉𝑉𝑇𝑇 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝑌𝑌𝑅𝑅𝑇𝑇𝑅𝑅 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴ℎ𝐴𝐴𝑆𝑆𝑅𝑅 𝑃𝑃𝑁𝑁𝑉𝑉𝑅𝑅)

New CSI Email Capture Performance-New Vehicle Non Issue Rate

Details the email capture rate at the center, charted on a YTD basis.

(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑌𝑌𝑅𝑅𝑉𝑉𝑅𝑅𝑆𝑆 𝐸𝐸𝑉𝑉𝐴𝐴𝑅𝑅𝐴𝐴 𝐶𝐶𝐴𝐴𝑝𝑝𝐴𝐴𝐴𝐴𝑇𝑇𝑅𝑅𝑅𝑅)(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐸𝐸𝑂𝑂𝑅𝑅𝐴𝐴𝐴𝐴𝑆𝑆)

New CSI Resolution Rate-New Vehicle Non Issue Rate

Highlights unadjusted measure of how quickly and accurately survey issues were resolved, charted on a YTD basis.

(𝐶𝐶𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑉𝑉𝑃𝑃 𝑈𝑈𝑆𝑆𝑆𝑆𝐴𝐴𝑅𝑅𝑆𝑆 𝐶𝐶𝐴𝐴𝑉𝑉𝑆𝑆𝑅𝑅𝑅𝑅 𝐵𝐵𝑅𝑅𝐴𝐴ℎ𝑅𝑅𝐴𝐴 𝐴𝐴 𝑅𝑅𝑅𝑅𝑆𝑆𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇𝑅𝑅𝑉𝑉𝑅𝑅)(𝐶𝐶𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑉𝑉𝑃𝑃 𝑈𝑈𝑆𝑆𝑆𝑆𝐴𝐴𝑅𝑅𝑆𝑆 𝑅𝑅𝑅𝑅𝑝𝑝𝑉𝑉𝑇𝑇𝐴𝐴𝑅𝑅𝑅𝑅)

New Hire Retention Rate Future Retail HR - Monitor and manage hiring and ramp up success of all external hires taken on board during the last 12 months, which percentage is still there. Data source is DEMS.

(𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴𝐴𝐴𝑏𝑏 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝑅𝑅𝑉𝑉𝑝𝑝𝐴𝐴𝑉𝑉𝑏𝑏𝑅𝑅𝑅𝑅𝑆𝑆 ℎ𝑅𝑅𝑇𝑇𝑅𝑅𝑅𝑅 𝑅𝑅𝐴𝐴 𝑝𝑝𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 12 𝑉𝑉𝑉𝑉𝐴𝐴𝐴𝐴ℎ𝑆𝑆)(𝐸𝐸𝑉𝑉𝑝𝑝𝐴𝐴𝑉𝑉𝑏𝑏𝑅𝑅𝑅𝑅𝑆𝑆 ℎ𝑅𝑅𝑇𝑇𝑅𝑅𝑅𝑅 𝑅𝑅𝐴𝐴 𝑝𝑝𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 12 𝑉𝑉𝑉𝑉𝐴𝐴𝐴𝐴ℎ𝑆𝑆)

On Target 87.0% Off Target 71.0%

Green Yellow Red

Benchmark >=87.0% <=86.9% and >=71.1% <=71.0%

New Sales Growth-Retail Volume YTD Sales Growth or decline of new vehicles over previous year’s sales YTD.

(𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑀𝑀𝐴𝐴𝑅𝑅𝐴𝐴𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 (−) 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑀𝑀𝐴𝐴𝑅𝑅𝐴𝐴𝑆𝑆 )

(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑀𝑀𝐴𝐴𝑅𝑅𝐴𝐴𝑆𝑆)

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New Vehicle Loss Count-Lead Conversion Details of New Vehicle Sales by a Center in the Last 6 months vs. New Vehicle Sales made by other Centers. Listing of Dealers who sold cars to the leads in your Center. This is a Center’s "Opportunity Loss"

(Count of converted leads lost to another Center)

New Vehicle Series Detail-Retail Volume, Market Share, Market Share Premium

YTD percentage change in New Vehicle Sales by Series and Market Share.

(𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑀𝑀𝐴𝐴𝑅𝑅𝐴𝐴𝑆𝑆 𝑂𝑂𝑏𝑏 𝑆𝑆𝑅𝑅𝑇𝑇𝑅𝑅𝑅𝑅𝑆𝑆 𝑌𝑌𝑌𝑌𝑌𝑌 (−) 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑂𝑂𝑏𝑏 𝑆𝑆𝑅𝑅𝑇𝑇𝑅𝑅𝑅𝑅𝑆𝑆 𝑀𝑀𝐴𝐴𝑅𝑅𝐴𝐴𝑆𝑆)(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝑅𝑅𝑁𝑁 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆 𝑂𝑂𝑏𝑏 𝑆𝑆𝑅𝑅𝑇𝑇𝑅𝑅𝑅𝑅𝑆𝑆 𝑀𝑀𝐴𝐴𝑅𝑅𝐴𝐴𝑆𝑆)

Parts Comparison-Retail Hours Growth, Retail to Total Hours%

This Second Level Metric is composed of “Parts Labor Mix Repair Order Year-to-Date Comparison”, and “Parts Gross

Profit Year-to-Date Comparison”.

Parts Labor Mix Repair Order Year-to-Date Comparison Highlights the mix of Parts Repair Orders.

(CY % Total Repair Orders Written (-) % Previous Year Total Repair Orders Written)

Parts Gross Profit Year-to-Date Comparison This chart details the average Gross Profit generated on a Parts Repair Order basis.

(𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇 𝑅𝑅𝑅𝑅𝑝𝑝𝐴𝐴𝑅𝑅𝑇𝑇 𝑂𝑂𝑇𝑇𝑅𝑅𝑅𝑅𝑇𝑇 (– ) 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇 𝑅𝑅𝑅𝑅𝑝𝑝𝐴𝐴𝑅𝑅𝑇𝑇 𝑂𝑂𝑇𝑇𝑅𝑅𝑅𝑅𝑇𝑇)

(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇 𝑅𝑅𝑅𝑅𝑝𝑝𝐴𝐴𝑅𝑅𝑇𝑇 𝑂𝑂𝑇𝑇𝑅𝑅𝑅𝑅𝑇𝑇)

Personnel Count by Position-Personnel Retention Details by job position of employee activity.

(Number of Employees per Center by: Active, Hired, Terminated, Moved In, Moved Out) Personnel Roster by Name-Personnel Retention

(List of Active Personnel with Months of Service and Position Start Date)

Personnel Turnover-Personnel Retention The percentage of total BMW Center Employees that are no longer employed by the BMW Center (YTD).

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(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑉𝑉𝑃𝑃 𝑌𝑌𝑅𝑅𝑇𝑇𝑉𝑉𝑅𝑅𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑅𝑅 𝐵𝐵𝑀𝑀𝐵𝐵 𝐶𝐶𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇 𝐸𝐸𝑉𝑉𝑝𝑝𝐴𝐴𝑉𝑉𝑏𝑏𝑅𝑅𝑅𝑅𝑆𝑆)(𝑌𝑌𝑌𝑌𝑌𝑌 𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅 𝐵𝐵𝑀𝑀𝐵𝐵 𝐶𝐶𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇 𝐸𝐸𝑉𝑉𝑝𝑝𝐴𝐴𝑉𝑉𝑏𝑏𝑅𝑅𝑅𝑅𝑆𝑆)

Retail Hours per Technician-Retail Hours Growth, Retail to Total Hours%

Measures the average number of retail hours being generated by the technicians.

(𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆)

(𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑌𝑌𝑅𝑅𝐴𝐴ℎ𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴𝑆𝑆 𝑅𝑅𝐴𝐴 𝐶𝐶𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑇𝑇) Retained Margin-Service Retention Growth

The retained margin is measured by calculating labor gross profit as a percentage of labor sales.

(𝐿𝐿𝐴𝐴𝑂𝑂𝑉𝑉𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴)(𝐿𝐿𝐴𝐴𝑂𝑂𝑉𝑉𝑇𝑇 𝑆𝑆𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆)

SAV Gap to Competitor SAV gap to competitor is measured by subtracting SAV registrations from SAV registrations of top competitors.

(𝑅𝑅𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝑆𝑆𝐴𝐴𝑉𝑉)− 𝑅𝑅𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝑆𝑆𝐴𝐴𝑉𝑉 𝑌𝑌𝑉𝑉𝑝𝑝 𝐶𝐶𝑉𝑉𝑉𝑉𝑝𝑝𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝑉𝑉𝑇𝑇)

On Target 3 Off Target 1

Green Yellow Red

Benchmark >=3 =2 =1

Service Advisor Analysis-Retail Hours Growth, Retail to Total Hours% This Second Level Metric is composed of “Hours per Service Advisor Year-to-Date”, “Gross Profit per Service Advisor Year-to-Date”, “Parts Gross Profit per Service Advisor Year-to-Date” and “Total Labor and Parts Gross Profit per Service Advisor Year-to-Date”.

Hours per Service Advisor Year-to-Date On a Service Advisor basis, this chart details the YTD totals and corresponding change for Retail, Warranty/Maintenance and Internal labor hours

(𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 (−) 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆)

(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆)

Gross Profit per Service Advisor Year-to-Date

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On a Service Advisor basis, this chart details the YTD totals and corresponding change for Retail, Warranty/Maintenance and Internal Gross Profit.

(𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑉𝑉𝑇𝑇 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑌𝑌𝑏𝑏𝑝𝑝𝑅𝑅 (−) 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑉𝑉𝑇𝑇 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑌𝑌𝑏𝑏𝑝𝑝𝑅𝑅)(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑉𝑉𝑇𝑇 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑌𝑌𝑏𝑏𝑝𝑝𝑅𝑅)

Parts Gross Profit per Service Advisor Year-to-Date Parts Gross Profit generated on a Service Advisor basis.

(𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑌𝑌𝑌𝑌 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 (– ) 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴)

(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴)

Total Labor and Parts Gross Profit per Service Advisor Year-to-Date Total Labor and Parts Gross Profit generated on a Service Advisor basis.

(𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑌𝑌𝑌𝑌 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝐴𝐴𝑂𝑂𝑉𝑉𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 (−) 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝐴𝐴𝑂𝑂𝑉𝑉𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴)

(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝐴𝐴𝑂𝑂𝑉𝑉𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴)

Service Advisor Productivity Rate

Future Retail HR – Average Flat Rate Unit per Service Advisor. Purpose is to analyze and manage the productivity of the service advisor staff. Related to New Car Sales Staff Productivity Rate. Number of service advisor staff over the last 12 months divisional by overall Flat Rate Units sold over the last 12 months before reporting date.

(𝑌𝑌𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝐴𝐴𝐴𝐴𝑅𝑅 𝐵𝐵𝐴𝐴𝑇𝑇𝑇𝑇𝐴𝐴𝐴𝐴𝐴𝐴𝑏𝑏 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆)(𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑇𝑇𝑅𝑅 𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑆𝑆𝑅𝑅𝑇𝑇𝑂𝑂𝑅𝑅𝐴𝐴𝑅𝑅 𝐴𝐴𝑅𝑅𝑂𝑂𝑅𝑅𝑆𝑆𝑉𝑉𝑇𝑇𝑆𝑆 (𝑆𝑆𝑀𝑀103))

On Target 6,750.0 Off Target 4,700.0

Green Yellow Red

Benchmark >=6,750.0 <=6,749.9 and >=4,700.1 <=4,700.0

Service CSI Email Capture Performance-Service Non Issue Rate Details the email capture rate at the center. Charted on a YTD basis.

(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝑌𝑌𝑅𝑅𝑉𝑉𝑅𝑅𝑆𝑆 𝐸𝐸𝑉𝑉𝐴𝐴𝑅𝑅𝐴𝐴 𝐶𝐶𝐴𝐴𝑝𝑝𝐴𝐴𝐴𝐴𝑇𝑇𝑅𝑅𝑅𝑅)(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐸𝐸𝑂𝑂𝑅𝑅𝐴𝐴𝐴𝐴𝑆𝑆)

Service CSI Resolution Rate-Service Non Issue Rate

Highlights unadjusted measure of how quickly and accurately survey issues were resolved, charted on a YTD basis.

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(𝐶𝐶𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑉𝑉𝑃𝑃 𝑈𝑈𝑆𝑆𝑆𝑆𝐴𝐴𝑅𝑅𝑆𝑆 𝐶𝐶𝐴𝐴𝑉𝑉𝑆𝑆𝑅𝑅𝑅𝑅 𝐵𝐵𝑅𝑅𝐴𝐴ℎ𝑅𝑅𝐴𝐴 𝐴𝐴 𝑅𝑅𝑅𝑅𝑆𝑆𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴 𝑃𝑃𝑅𝑅𝑇𝑇𝑅𝑅𝑉𝑉𝑅𝑅)(𝐶𝐶𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴 𝑉𝑉𝑃𝑃 𝑈𝑈𝑆𝑆𝑆𝑆𝐴𝐴𝑅𝑅𝑆𝑆 𝑅𝑅𝑅𝑅𝑝𝑝𝑉𝑉𝑇𝑇𝐴𝐴𝑅𝑅𝑅𝑅)

Service Efficiency-Service Retention Growth The percent of time Technicians actually worked compared to the number of hours billed.

(𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝑝𝑝𝐴𝐴𝑅𝑅𝑇𝑇 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝐵𝐵𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝑅𝑅)(𝑌𝑌𝑅𝑅𝐴𝐴ℎ𝐴𝐴𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝐴𝐴 𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆)

Technician Analysis-Retail Hours Growth, Retail to Total Hours% This Second Level Metric is composed of “Hours per Technician Year-to-Date”, “Gross Profit per Technician Year-to-Date”, “Parts Gross Profit per Technician Year-to-Date” and “Total Labor and Parts Gross Profit per Technician Year-to-Date”.

Hours per Technician Year-to-Date On a technician basis, this chart details the YTD totals and corresponding change for Retail, Warranty/Maintenance and Internal labor hours

(𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 (−) 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆)

(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆)

Gross Profit per Technician Year-to-Date On a technician basis, this chart details the YTD totals and corresponding change for Retail,

Warranty/Maintenance and Internal Gross Profit. (𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑉𝑉𝑇𝑇 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑌𝑌𝑏𝑏𝑝𝑝𝑅𝑅 (−) 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑉𝑉𝑇𝑇 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑌𝑌𝑏𝑏𝑝𝑝𝑅𝑅)

(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑃𝑃𝑉𝑉𝑇𝑇 𝑅𝑅𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴 𝑌𝑌𝑏𝑏𝑝𝑝𝑅𝑅)

Parts Gross Profit per Technician Year-to-Date Parts gross profit generated on a technician basis.

(𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑌𝑌𝑌𝑌𝑌𝑌 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 (−) 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴)

(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇𝑆𝑆 𝑃𝑃𝐴𝐴𝑇𝑇𝐴𝐴𝑆𝑆 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴)

Total Labor and Parts Gross Profit per Technician Year-to-Date Total Labor and Parts Gross Profit generated on a Technician basis.

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(𝑪𝑪𝑯𝑯𝑯𝑯𝑯𝑯𝑹𝑹𝒊𝒊𝑹𝑹 𝒀𝒀𝒀𝒀𝒀𝒀 𝑷𝑷𝑹𝑹𝑯𝑯𝑹𝑹𝑯𝑯 𝑹𝑹𝒊𝒊𝒂𝒂 𝑳𝑳𝑹𝑹𝑳𝑳𝒕𝒕𝑯𝑯 𝑮𝑮𝑯𝑯𝒕𝒕𝑯𝑯𝑯𝑯 𝑷𝑷𝑯𝑯𝒕𝒕𝒐𝒐𝑹𝑹𝑹𝑹 (−) 𝑷𝑷𝑯𝑯𝑹𝑹𝑨𝑨𝑹𝑹𝒕𝒕𝑯𝑯𝑯𝑯 𝒀𝒀𝑹𝑹𝑹𝑹𝑯𝑯 𝑷𝑷𝑹𝑹𝑯𝑯𝑹𝑹𝑯𝑯 𝑹𝑹𝒊𝒊𝒂𝒂 𝑳𝑳𝑹𝑹𝑳𝑳𝒕𝒕𝑯𝑯 𝑮𝑮𝑯𝑯𝒕𝒕𝑯𝑯𝑯𝑯 𝑷𝑷𝑯𝑯𝒕𝒕𝒐𝒐𝑹𝑹𝑹𝑹)

(𝑷𝑷𝑯𝑯𝑹𝑹𝑨𝑨𝑹𝑹𝒕𝒕𝑯𝑯𝑯𝑯 𝒀𝒀𝑹𝑹𝑹𝑹𝑯𝑯𝑯𝑯 𝑷𝑷𝑹𝑹𝑯𝑯𝑹𝑹𝑯𝑯 𝑹𝑹𝒊𝒊𝒂𝒂 𝑳𝑳𝑹𝑹𝑳𝑳𝒕𝒕𝑯𝑯 𝑮𝑮𝑯𝑯𝒕𝒕𝑯𝑯𝑯𝑯 𝑷𝑷𝑯𝑯𝒕𝒕𝒐𝒐𝑹𝑹𝑹𝑹)

Terminations, Hiring, Movement by Associates-Personnel Retention Lists Hire Date, Terminated and Move YTD.

(List of Activity by Personnel)

Top New Vehicle Competitors-Retail Volume, Market Share, Market Share Premium Top 3 Competitors in the Center’s PMA by Market Share (YTD).

(𝑌𝑌𝑌𝑌𝑌𝑌 𝐶𝐶𝑉𝑉𝑉𝑉𝑝𝑝𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝑉𝑉𝑇𝑇 𝑅𝑅𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑅𝑅𝐴𝐴 𝑃𝑃𝑀𝑀𝐴𝐴 )(𝑌𝑌𝑌𝑌𝑌𝑌 𝑅𝑅𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑉𝑉 𝑈𝑈𝑉𝑉𝑝𝑝𝑉𝑉𝑇𝑇𝐴𝐴 𝐶𝐶𝑉𝑉𝑉𝑉𝑝𝑝𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝑉𝑉𝑇𝑇)

Total Gap to Competitor Total gap to competitor is measured by subtracting BMW registrations from registrations of top competitors.

(𝑅𝑅𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝐵𝐵𝑀𝑀𝐵𝐵) − 𝑅𝑅𝑅𝑅𝑇𝑇𝑅𝑅𝑆𝑆𝐴𝐴𝑇𝑇𝐴𝐴𝐴𝐴𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑃𝑃𝑉𝑉𝑇𝑇 𝑌𝑌𝑉𝑉𝑝𝑝 𝐶𝐶𝑉𝑉𝑉𝑉𝑝𝑝𝑅𝑅𝐴𝐴𝑅𝑅𝐴𝐴𝑉𝑉𝑇𝑇)

On Target 3 Off Target 1

Green Yellow Red

Benchmark >=3 =2 =1

Used Vehicle Lead Conversion-Used Volume The Center’s 6-month Used Lead Conversion percentage evaluates performance leads (BMWUSA.com, Regional sites) converted to sales, and will be measured against yearly targets.

(6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑅𝑅𝑉𝑉𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝑉𝑉𝑅𝑅ℎ𝑅𝑅𝐴𝐴𝐴𝐴𝑅𝑅 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝐶𝐶𝑉𝑉𝐴𝐴𝑂𝑂𝑅𝑅𝑇𝑇𝐴𝐴𝑅𝑅𝑅𝑅)(6 𝑀𝑀𝑉𝑉𝐴𝐴𝐴𝐴ℎ 𝑅𝑅𝑉𝑉𝐴𝐴𝐴𝐴𝑅𝑅𝐴𝐴𝑇𝑇 𝑃𝑃𝑅𝑅𝑇𝑇𝑃𝑃𝑉𝑉𝑇𝑇𝑉𝑉𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅 𝑀𝑀𝑆𝑆𝑅𝑅𝑅𝑅 𝐿𝐿𝑅𝑅𝐴𝐴𝑅𝑅𝑆𝑆 𝑅𝑅𝑅𝑅𝐴𝐴𝑅𝑅𝑅𝑅𝑂𝑂𝑅𝑅𝑅𝑅)

Work Stall Analysis-Service Retention Growth

Provides the YTD Gross Profit generated for retail, warranty and internal on a Work Stall basis.

(𝑌𝑌𝑌𝑌𝑌𝑌 𝐺𝐺𝑇𝑇𝑉𝑉𝑆𝑆𝑆𝑆 𝑃𝑃𝑇𝑇𝑉𝑉𝑃𝑃𝑅𝑅𝐴𝐴 𝑉𝑉𝑃𝑃 𝐻𝐻𝑉𝑉𝐴𝐴𝑇𝑇𝑆𝑆 𝐵𝐵𝑉𝑉𝑇𝑇𝑀𝑀𝑅𝑅𝑅𝑅)(𝑁𝑁𝐴𝐴𝑉𝑉𝑂𝑂𝑅𝑅𝑇𝑇 𝑉𝑉𝑃𝑃 𝐵𝐵𝑉𝑉𝑇𝑇𝑀𝑀 𝑆𝑆𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝐴𝑆𝑆)

Yearly Comparison-Accessory PNVR, Total Parts Purchase

Highlight the change in net accessory and lifestyle purchases on both a total $ and a per-unit (New Vehicle) basis.

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BSC Key Performance Indicator Metrics Guide: Second Level Key Performance Indicator Metrics

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(𝐶𝐶𝐴𝐴𝑇𝑇𝑇𝑇𝑅𝑅𝐴𝐴𝐴𝐴 𝑏𝑏𝑅𝑅𝐴𝐴𝑇𝑇 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆𝑆𝑆𝑉𝑉𝑇𝑇𝑏𝑏 𝑃𝑃𝑁𝑁𝑉𝑉𝑅𝑅 (−) 𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆𝑆𝑆𝑉𝑉𝑇𝑇𝑏𝑏 𝑃𝑃𝑁𝑁𝑉𝑉𝑅𝑅)(𝑃𝑃𝑇𝑇𝑅𝑅𝑂𝑂𝑅𝑅𝑉𝑉𝐴𝐴𝑆𝑆 𝑌𝑌𝑅𝑅𝐴𝐴𝑇𝑇 𝐴𝐴𝐴𝐴𝐴𝐴𝑅𝑅𝑆𝑆𝑆𝑆𝑉𝑉𝑇𝑇𝑏𝑏 𝑃𝑃𝑁𝑁𝑉𝑉𝑅𝑅)

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Appendix

BMW of North America, LLC

BSC Key Performance Indicator Metrics Guide:

Appendix

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Lead Conversation, Dealer Sales Loyalty-Full, Dealer Sales Loyalty, and Service

Effectiveness– Regional Level Cross Sell Peer Groups

BMW NA has recently made changes to the peer groups used to measure dealer performance on the BSC for Lead Conversion, Dealer Sales Loyalty – Full, Dealer Sales Loyalty - BMW, and Service Effectiveness. The new peer groups use a local standard to derive the groupings so that established benchmarks are commensurate with Center’s competitive environment and other market factors, particularly cross-sell rates. One Cross Sell is a Dealer that is Pumping in 2% or more of the total registrations into your PMA. These are summed to determine the number of Cross Sells. The new peer groups organize dealer by region and cross-sell rates. The following table illustrates the groupings.

Region Peer Group Total Dealers # Cross Sells

Central C-Lo 23 1-2 C-Med 31 3-4 C-Hi 25 5-9

Eastern E-Lo 24 0-3 E-Med 38 4-5 E-Hi 32 6-13

Southern S-Lo 30 0-2 S-Med 28 3 S-Hi 33 4-7

Western W-Lo 32 0-3 W-Med 21 4-6 W-Hi 24 7-14

Total 341

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Central Region

Region Market Center ID DBA Name Peer Group

CENTRAL 40 86302 Enterprise BMW C-Lo CENTRAL 42 86862 Sharpe BMW C-Lo CENTRAL 43 20635 Preston BMW C-Lo CENTRAL 43 96644 Cain BMW C-Lo CENTRAL 44 16345 Yark BMW C-Lo CENTRAL 44 21518 Tomkinson Automotive C-Lo CENTRAL 44 25803 MAG BMW of Dublin C-Lo CENTRAL 44 46615 Kelly BMW C-Lo CENTRAL 44 46631 BMW of Cincinnati North C-Lo CENTRAL 44 96717 The BMW Store C-Lo CENTRAL 45 27600 Dreyer & Reinbold, Inc. C-Lo CENTRAL 45 43381 BMW of Louisville C-Lo CENTRAL 46 26273 BMW of Columbia C-Lo CENTRAL 46 31015 Baron BMW C-Lo CENTRAL 46 41274 BMW of Topeka C-Lo CENTRAL 46 44013 BMW of West St. Louis C-Lo CENTRAL 47 23071 BMW of Lincoln C-Lo CENTRAL 47 26865 Kimberly BMW of Davenport C-Lo CENTRAL 47 29672 BMW of Des Moines C-Lo CENTRAL 47 30414 Motorwerks BMW C-Lo CENTRAL 47 30821 BMW of Minnetonka C-Lo CENTRAL 47 35121 BMW of Sioux Falls C-Lo CENTRAL 47 61100 BMW of Omaha C-Lo CENTRAL 40 20133 International Autos C-Med CENTRAL 40 43872 BMW of Milwaukee North C-Med CENTRAL 40 63766 Zimbrick BMW C-Med CENTRAL 41 34883 BMW of Schererville C-Med CENTRAL 42 12300 BMW of Rochester Hills C-Med CENTRAL 42 20973 Erhard BMW of Farmington Hills C-Med CENTRAL 42 30400 Erhard BMW of Bloomfield Hills C-Med CENTRAL 42 33540 BMW of Traverse City C-Med CENTRAL 43 26725 Bobby Rahal BMW of South Hills C-Med CENTRAL 43 34910 P & W BMW C-Med CENTRAL 43 46672 New Motors, Inc. C-Med CENTRAL 43 56357 BMW of Westlake C-Med CENTRAL 43 56632 Dave Walter, Inc. C-Med CENTRAL 43 66390 Laurel BMW C-Med CENTRAL 43 86327 Sewickley BMW C-Med CENTRAL 43 86813 A & L BMW C-Med CENTRAL 43 95801 BMW Cleveland C-Med

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Region Market Center ID DBA Name Peer Group

CENTRAL 43 96499 Classic BMW C-Med CENTRAL 44 66641 Voss Village BMW C-Med CENTRAL 45 36639 D-Patrick Motoplex C-Med CENTRAL 45 56843 Bill DeFouw BMW C-Med CENTRAL 45 86627 Don Jacobs BMW C-Med CENTRAL 46 20416 BMW of Springfield C-Med CENTRAL 46 21181 Plaza Motor Company C-Med CENTRAL 46 24024 Autohaus BMW of Maplewood C-Med CENTRAL 46 36688 Newbold BMW C-Med CENTRAL 46 41681 BMW of Kansas City South C-Med CENTRAL 46 44503 BMW of Wichita C-Med CENTRAL 46 53781 Isringhausen Imports C-Med CENTRAL 47 21359 Park Place BMW C-Med CENTRAL 47 56721 Bob Zimmerman BMW C-Med CENTRAL 40 20415 Bachrodt BMW C-Hi CENTRAL 40 46518 Anderson Motor Company of Crystal Lake C-Hi CENTRAL 40 52800 Karl Knauz Motors C-Hi CENTRAL 40 62900 Motor Werks BMW C-Hi CENTRAL 40 86716 Patrick BMW C-Hi CENTRAL 40 96628 Fields BMW C-Hi CENTRAL 41 23968 BMW of Peoria C-Hi CENTRAL 41 24987 Laurel BMW of Westmont C-Hi CENTRAL 41 26792 Bill Jacobs BMW C-Hi CENTRAL 41 34909 BMW of Bloomington C-Hi CENTRAL 41 39450 BMW of Champaign C-Hi CENTRAL 41 39797 BMW of Orland Park C-Hi CENTRAL 41 46786 Perillo BMW, Inc. C-Hi CENTRAL 41 85200 Elmhurst BMW C-Hi CENTRAL 42 29189 BMW of Okemos C-Hi CENTRAL 42 41275 BMW of Ann Arbor C-Hi CENTRAL 42 87923 Grand Blanc BMW C-Hi CENTRAL 42 96774 Zeigler BMW C-Hi CENTRAL 44 15673 Moses BMW C-Hi CENTRAL 44 31663 BMW of Dayton C-Hi CENTRAL 45 32493 BMW of Bowling Green C-Hi CENTRAL 45 32923 Bluegrass BMW C-Hi CENTRAL 45 46389 Basney BMW C-Hi CENTRAL 47 30461 BMW of Dubuque C-Hi

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Eastern Region

Region Market Center ID DBA Name Peer Group

EASTERN 10 29461 BMW of Stratham E-Lo EASTERN 10 36635 BMW of Cape Cod E-Lo EASTERN 10 76472 BMW of Westbrook E-Lo EASTERN 11 20173 New Country BMW E-Lo EASTERN 11 23200 Continental BMW of Darien E-Lo EASTERN 11 26703 BMW of Warwick E-Lo EASTERN 11 43006 BMW of Newport E-Lo EASTERN 15 21295 BMW of Turnersville E-Lo EASTERN 15 30374 BMW of Atlantic City E-Lo EASTERN 15 40713 BMW of Devon E-Lo EASTERN 17 21608 Richmond BMW E-Lo EASTERN 17 24285 BMW of Charlottesville E-Lo EASTERN 17 25244 Checkered Flag BMW E-Lo EASTERN 17 56592 Casey BMW E-Lo EASTERN 18 16400 Wyoming Valley BMW E-Lo EASTERN 18 16734 Tom Hesser BMW E-Lo EASTERN 18 26700 Sun Motor Cars BMW E-Lo EASTERN 18 43336 BMW of Lancaster E-Lo EASTERN 19 21183 Gault Auto Sport E-Lo EASTERN 19 34520 BMW of Rochester E-Lo EASTERN 19 43383 BMW of South Albany E-Lo EASTERN 19 51200 Keeler BMW E-Lo EASTERN 19 66730 Towne BMW E-Lo EASTERN 19 86854 Burdick BMW E-Lo EASTERN 10 10699 BMW of Peabody E-Med EASTERN 10 16815 Tulley BMW E-Med EASTERN 10 26598 Wagner BMW of Shrewsbury E-Med EASTERN 10 31026 BMW of Sudbury E-Med EASTERN 10 39449 South Shore BMW E-Med EASTERN 11 24618 BMW of Bridgeport E-Med EASTERN 11 32111 BMW of West Springfield E-Med EASTERN 11 40808 BMW of Greenwich E-Med EASTERN 11 43039 BMW of Watertown E-Med EASTERN 11 59127 BMW of North Haven E-Med EASTERN 12 22800 Competition BMW of Smithtown E-Med EASTERN 12 34521 BMW of Southampton E-Med EASTERN 12 40800 Habberstad BMW E-Med EASTERN 13 22227 Paul Miller BMW E-Med EASTERN 13 25770 Wide World BMW E-Med

Region Market Center ID DBA Name Peer Group

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Region Market Center ID DBA Name Peer Group

EASTERN 13 26443 Prestige BMW E-Med EASTERN 13 33326 BMW of Westchester E-Med EASTERN 13 68500 Park Avenue BMW E-Med EASTERN 14 23418 Flemington BMW E-Med EASTERN 14 30462 BMW of Freehold E-Med EASTERN 14 66771 Circle BMW E-Med EASTERN 15 31638 BMW of Mt. Laurel E-Med EASTERN 15 36493 I. G. Burton BMW E-Med EASTERN 15 67600 Otto's BMW E-Med EASTERN 15 81000 Union Park BMW E-Med EASTERN 15 84800 West German BMW E-Med EASTERN 16 20596 Northwest BMW E-Med EASTERN 16 22817 BMW of Towson E-Med EASTERN 17 22006 BMW of Fairfax E-Med EASTERN 17 23276 BMW of Sterling E-Med EASTERN 18 26200 Daniels BMW E-Med EASTERN 18 26713 Apple BMW of York E-Med EASTERN 18 26776 Thompson BMW E-Med EASTERN 18 34753 BMW of Reading E-Med EASTERN 18 86732 Joel Confer BMW E-Med EASTERN 19 16718 The Automaster E-Med EASTERN 19 20989 Orange County BMW E-Med EASTERN 19 44448 Carbone BMW of Utica E-Med EASTERN 10 34400 Herb Chambers BMW E-Hi EASTERN 10 56568 BMW Gallery E-Hi EASTERN 11 32083 BMW of Ridgefield E-Hi EASTERN 11 36582 BMW of New London E-Hi EASTERN 12 10695 BMW of Bayside E-Hi EASTERN 12 34908 BMW of Oyster Bay E-Hi EASTERN 12 41518 BMW of Freeport E-Hi EASTERN 12 56000 Life Quality BMW E-Hi EASTERN 12 69000 Rallye BMW E-Hi EASTERN 13 26717 BMW of Bloomfield E-Hi EASTERN 13 43994 BMW of Mt. Kisco E-Hi EASTERN 13 65775 BMW of Manhattan E-Hi EASTERN 13 76350 BMW of Tenafly E-Hi EASTERN 14 16856 BMW of Morristown E-Hi EASTERN 14 21102 BMW of Bridgewater E-Hi EASTERN 14 26711 BMW of Roxbury E-Hi EASTERN 14 43005 BMW of Springfield E-Hi EASTERN 14 56738 Open Road BMW E-Hi EASTERN 15 36640 BMW of the Main Line E-Hi EASTERN 15 42868 Princeton BMW E-Hi

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Region Market Center ID DBA Name Peer Group

EASTERN 16 32146 BMW of Annapolis E-Hi EASTERN 16 35797 Passport BMW E-Hi EASTERN 16 36641 BMW of Rockville E-Hi EASTERN 16 40305 BMW of Catonsville E-Hi EASTERN 16 79100 BMW of Silver Spring E-Hi EASTERN 17 36771 BMW of Alexandria E-Hi EASTERN 17 39741 BMW of Lynchburg E-Hi EASTERN 17 43382 BMW of Roanoke E-Hi EASTERN 18 23068 Fairfield BMW E-Hi EASTERN 18 34559 BMW of Newton E-Hi EASTERN 19 21614 BMW of the Hudson Valley E-Hi EASTERN 19 76431 Flynn BMW E-Hi

Southern Region

Region Market Center ID DBA Name Peer Group

SOUTHERN 20 36322 Taylor BMW S-Lo SOUTHERN 21 15268 Flow BMW S-Lo SOUTHERN 21 46826 Rick Hendrick BMW Charleston S-Lo SOUTHERN 21 55200 Leith BMW S-Lo SOUTHERN 21 66788 Hendrick BMW S-Lo SOUTHERN 22 10698 Sandy Sansing BMW S-Lo SOUTHERN 22 10742 Autogermana BMW S-Lo SOUTHERN 22 34748 BMW of Gainesville S-Lo SOUTHERN 22 36634 Hilton Head BMW S-Lo SOUTHERN 23 21553 Coggin BMW Treasure Coast S-Lo SOUTHERN 23 22081 BMW of Fort Myers S-Lo SOUTHERN 23 29867 Fields BMW of Daytona S-Lo SOUTHERN 23 48600 Melbourne BMW S-Lo SOUTHERN 23 56779 Germain BMW of Naples S-Lo SOUTHERN 23 96255 Fields BMW S-Lo SOUTHERN 25 25786 BMW of Tulsa S-Lo SOUTHERN 25 35071 Jackie Cooper Imports, LLC S-Lo SOUTHERN 26 21471 BMW of Houston North S-Lo SOUTHERN 27 13761 Bert Ogden BMW S-Lo SOUTHERN 27 26167 BMW of Austin S-Lo SOUTHERN 27 42164 BMW of San Antonio S-Lo SOUTHERN 28 21234 BMW of Nashville S-Lo SOUTHERN 28 21851 BMW of Birmingham S-Lo SOUTHERN 28 56802 Roadshow BMW S-Lo SOUTHERN 29 20721 Peake BMW S-Lo SOUTHERN 29 21611 BMW of Little Rock S-Lo SOUTHERN 29 23055 Herrin-Gear BMW of Jackson S-Lo

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Region Market Center ID DBA Name Peer Group

SOUTHERN 29 43764 Orr BMW S-Lo SOUTHERN 29 46753 Moss Motors, Inc. S-Lo SOUTHERN 29 76504 Brian Harris BMW S-Lo SOUTHERN 20 20648 United BMW of Gwinnett Place S-Med SOUTHERN 20 21470 Century BMW S-Med SOUTHERN 20 21850 Global Imports S-Med SOUTHERN 20 26715 Nalley BMW of Decatur S-Med SOUTHERN 21 16378 Sale BMW S-Med SOUTHERN 21 26338 Performance BMW S-Med SOUTHERN 21 36722 BMW of Florence S-Med SOUTHERN 22 20412 Capital BMW S-Med SOUTHERN 22 34537 BMW of Mobile S-Med SOUTHERN 23 32147 BMW of Sarasota S-Med SOUTHERN 23 49134 Ferman BMW S-Med SOUTHERN 24 46697 Vista Motor Company S-Med SOUTHERN 24 46891 Braman Motorcars S-Med SOUTHERN 25 26731 BMW of Dallas S-Med SOUTHERN 25 31833 BMW of Northwest Arkansas S-Med SOUTHERN 25 40304 BMW of Arlington S-Med SOUTHERN 25 42111 Classic BMW S-Med SOUTHERN 25 47993 Autobahn Motorcars S-Med SOUTHERN 26 26747 Momentum BMW S-Med SOUTHERN 26 28628 Advantage BMW S-Med SOUTHERN 26 36638 BMW of Corpus Christi S-Med SOUTHERN 26 43775 BMW of West Houston S-Med SOUTHERN 27 10022 Cardenas BMW S-Med SOUTHERN 27 36270 BMW of El Paso S-Med SOUTHERN 28 16694 Grayson BMW S-Med SOUTHERN 28 29187 BMW of Montgomery S-Med SOUTHERN 29 41053 BMW of Meridian S-Med SOUTHERN 29 46550 Walker BMW S-Med SOUTHERN 20 22819 BMW of Macon S-Hi SOUTHERN 20 26540 Athens BMW S-Hi SOUTHERN 20 26701 BMW of Columbus S-Hi SOUTHERN 20 30955 BMW of South Atlanta S-Hi SOUTHERN 20 33147 BMW of Asheville S-Hi SOUTHERN 21 21607 Crown BMW S-Hi SOUTHERN 21 31384 BMW of Columbia S-Hi SOUTHERN 21 33462 BMW of Myrtle Beach S-Hi SOUTHERN 21 36752 Valley Auto World, Inc. S-Hi SOUTHERN 21 42766 BMW of Wilmington S-Hi SOUTHERN 22 23805 BMW of Fort Walton Beach S-Hi SOUTHERN 22 25000 Critz BMW S-Hi

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Region Market Center ID DBA Name Peer Group

SOUTHERN 22 26726 BMW of Albany S-Hi SOUTHERN 22 46778 Tom Bush BMW Jacksonville S-Hi SOUTHERN 23 10736 Fields BMW - Lakeland S-Hi SOUTHERN 23 14000 Reeves Import Motorcars, Inc. S-Hi SOUTHERN 23 93777 Bert Smith International S-Hi SOUTHERN 24 20626 Braman BMW S-Hi SOUTHERN 24 75784 Lauderdale BMW of Fort Lauderdale S-Hi SOUTHERN 24 96603 South Motors BMW S-Hi SOUTHERN 25 30035 BMW of Wichita Falls S-Hi SOUTHERN 25 43552 BMW of Tyler S-Hi SOUTHERN 27 26840 Autoplex BMW S-Hi SOUTHERN 27 28991 BMW of the Permian Basin S-Hi SOUTHERN 27 42249 Alderson European Motors S-Hi SOUTHERN 27 42319 Garlyn Shelton Imports S-Hi SOUTHERN 27 43380 BMW of Brazos Valley S-Hi SOUTHERN 28 21233 BMW of Chattanooga S-Hi SOUTHERN 28 56892 Rick Hill BMW S-Hi SOUTHERN 28 86773 Century BMW S-Hi SOUTHERN 28 95275 Townsend BMW S-Hi SOUTHERN 29 17069 Hixson Autoplex S-Hi SOUTHERN 29 21853 BMW of Beaumont S-Hi

Western Region

Region Market Center ID DBA Name Peer Group WESTERN 30 10729 Chapman BMW W-Lo WESTERN 30 16450 Sandia BMW W-Lo WESTERN 30 20741 BMW North Scottsdale W-Lo WESTERN 30 21294 BMW of Las Vegas W-Lo WESTERN 30 32082 BMW of Tucson W-Lo WESTERN 31 35744 BMW of Murrieta W-Lo WESTERN 34 76731 BMW of Honolulu W-Lo WESTERN 35 22820 Coast BMW W-Lo WESTERN 35 24781 BMW of Bakersfield W-Lo WESTERN 35 39315 BMW Fresno W-Lo WESTERN 35 65734 BMW of Santa Maria W-Lo WESTERN 35 86335 BMW of Visalia W-Lo WESTERN 36 4923 BMW of Roseville W-Lo WESTERN 36 26419 Bill Pearce BMW W-Lo WESTERN 38 10732 BMW of Bellevue W-Lo WESTERN 38 21613 BMW of Spokane W-Lo WESTERN 38 24336 BMW Seattle W-Lo WESTERN 38 28786 BMW of Anchorage W-Lo WESTERN 38 36021 Kuni BMW W-Lo

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Region Market Center ID DBA Name Peer Group

WESTERN 38 36459 BMW Portland W-Lo WESTERN 38 36636 Medford BMW W-Lo WESTERN 38 40807 BMW of Bend W-Lo WESTERN 38 42277 BMW of Tri-Cities W-Lo WESTERN 38 46038 BMW Northwest W-Lo WESTERN 39 5042 Schomp BMW of Highlands Ranch W-Lo WESTERN 39 5076 Co's BMW Center W-Lo WESTERN 39 5080 Gebhardt BMW W-Lo WESTERN 39 11010 Peterson BMW of Boise W-Lo WESTERN 39 16418 Winslow BMW of Colorado Springs W-Lo WESTERN 39 21538 BMW of Idaho Falls W-Lo WESTERN 39 39314 BMW of Denver Downtown W-Lo WESTERN 39 55806 BMW of Murray W-Lo WESTERN 31 16483 BMW of Escondido W-Med WESTERN 31 24335 BMW of San Diego W-Med WESTERN 31 32467 BMW of El Cajon W-Med WESTERN 31 40335 BMW of Riverside W-Med WESTERN 31 44427 BMW of Palm Springs W-Med WESTERN 31 44610 BMW of Vista W-Med WESTERN 33 86513 Sterling BMW W-Med WESTERN 35 17990 Steve Thomas BMW W-Med WESTERN 35 26718 BMW Santa Barbara W-Med WESTERN 35 86846 Rusnak BMW W-Med WESTERN 36 4497 BMW Concord W-Med WESTERN 36 4618 Niello BMW Sacramento W-Med WESTERN 36 42367 BMW of Chico W-Med WESTERN 36 42869 BMW of San Rafael W-Med WESTERN 37 4247 BMW of San Francisco W-Med WESTERN 37 21618 BMW of Mountain View W-Med WESTERN 37 23779 Hansel BMW of Santa Rosa W-Med WESTERN 37 29869 BMW of Humboldt Bay W-Med WESTERN 37 30822 BMW of Monterey W-Med WESTERN 38 32812 BMW of Eugene W-Med WESTERN 38 39668 BMW of Salem W-Med WESTERN 31 30956 BMW Encinitas W-Hi WESTERN 31 34821 BMW of Ontario W-Hi WESTERN 32 4660 Santa Monica BMW W-Hi WESTERN 32 4942 Nick Alexander Imports W-Hi WESTERN 32 17966 New Century BMW W-Hi WESTERN 32 21390 Beverly Hills BMW W-Hi WESTERN 32 41903 South Bay BMW W-Hi WESTERN 32 96733 McKenna BMW W-Hi WESTERN 33 21188 Irvine BMW W-Hi

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Region Market Center ID DBA Name Peer Group

WESTERN 33 31643 Long Beach BMW W-Hi WESTERN 33 36721 Crevier BMW W-Hi WESTERN 33 65256 Shelly BMW W-Hi WESTERN 34 4355 Center BMW W-Hi WESTERN 34 20268 Century West BMW W-Hi WESTERN 34 22180 Valencia BMW W-Hi WESTERN 34 31642 BMW of Monrovia W-Hi WESTERN 34 76837 Pacific BMW W-Hi WESTERN 35 4637 Bob Smith BMW W-Hi WESTERN 36 4514 Weatherford BMW W-Hi WESTERN 36 10731 East Bay BMW W-Hi WESTERN 36 21616 Valley BMW W-Hi WESTERN 37 22083 Stevens Creek BMW W-Hi WESTERN 37 24856 BMW of Fremont (AutoNation BMW of Fremont) W-Hi WESTERN 37 32652 Peter Pan BMW W-Hi

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COE Groupings

2018 COE Winner Selection

The winning centers will be selected using the dealers’ SPG as of January 1st 2017.

COE Groupings

2017 Retail Target Winners

A COE Grouping A (0 - 269) 2

B COE Grouping B (270 - 419) 2

C COE Grouping C (420 - 599) 3

D COE Grouping D (600 – 879) 5

E COE Grouping E (880 - 1479) 8

F COE Grouping F (1480+) 12

Total 32

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COE Grouping A

Region Market Center ID DBA Name COE Grouping CENTRAL 40 20415 Bachrodt BMW A

CENTRAL 40 46518 Anderson Motor Company of Crystal Lake A

CENTRAL 41 39450 BMW of Champaign A CENTRAL 41 34909 BMW of Bloomington A CENTRAL 41 23968 BMW of Peoria A CENTRAL 42 33540 BMW of Traverse City A CENTRAL 42 29189 BMW of Okemos A CENTRAL 42 96774 Zeigler BMW A CENTRAL 42 87923 Grand Blanc BMW A CENTRAL 43 66390 Laurel BMW A CENTRAL 43 46672 New Motors, Inc. A CENTRAL 43 96644 Cain BMW A CENTRAL 43 20635 Preston BMW A CENTRAL 44 31663 BMW of Dayton A CENTRAL 44 15673 Moses BMW A CENTRAL 44 66641 Voss Village BMW A CENTRAL 44 21518 Tomkinson Automotive A CENTRAL 45 32493 BMW of Bowling Green A CENTRAL 45 36639 D-Patrick Motoplex A CENTRAL 45 56843 Bill DeFouw BMW A CENTRAL 45 46389 Basney BMW A CENTRAL 45 32923 Bluegrass BMW A CENTRAL 46 41274 BMW of Topeka A CENTRAL 46 44503 BMW of Wichita A CENTRAL 46 26273 Joe Machens BMW A CENTRAL 46 20416 BMW of Springfield A CENTRAL 46 36688 Newbold BMW A CENTRAL 46 53781 Isringhausen Imports A CENTRAL 46 41681 BMW of Kansas City South A CENTRAL 47 36469 T. Dinsdale BMW of Grand Island A CENTRAL 47 30461 BMW of Dubuque A CENTRAL 47 56721 Bob Zimmerman BMW A CENTRAL 47 21359 Park Place BMW A CENTRAL 47 26865 Kimberly BMW of Davenport A CENTRAL 47 35121 BMW of Sioux Falls A EASTERN 11 36582 BMW of New London A EASTERN 11 43039 BMW of Watertown A EASTERN 17 39741 BMW of Lynchburg A EASTERN 17 43382 BMW of Roanoke A EASTERN 17 56592 Casey BMW A EASTERN 18 23068 Fairfield BMW A

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Region Market Center ID DBA Name COE Grouping EASTERN 18 16734 Tom Hesser BMW A EASTERN 18 86732 Joel Confer BMW A EASTERN 19 76431 Flynn BMW A EASTERN 19 44448 BMW of Utica A EASTERN 19 21183 Gault Auto Sport A

SOUTHERN 21 36722 BMW of Florence A SOUTHERN 21 16378 Sale BMW A SOUTHERN 22 26726 BMW of Albany A SOUTHERN 22 23805 BMW of Fort Walton Beach A SOUTHERN 22 10698 Sandy Sansing BMW A SOUTHERN 25 30035 BMW of Wichita Falls A SOUTHERN 27 10022 Cardenas BMW A SOUTHERN 27 26840 Autoplex BMW A SOUTHERN 27 43380 BMW of Brazos Valley A SOUTHERN 27 42319 Garlyn Shelton Imports A SOUTHERN 27 42249 Alderson European Motors A SOUTHERN 27 28991 BMW of the Permian Basin A SOUTHERN 28 95275 Townsend BMW A SOUTHERN 28 56892 Rick Hill BMW A SOUTHERN 29 17069 Hixson Autoplex A SOUTHERN 29 46550 Walker BMW A SOUTHERN 29 41053 BMW of Meridian A SOUTHERN 29 21853 BMW of Beaumont A WESTERN 35 86335 BMW of Visalia A WESTERN 36 42367 BMW of Chico A WESTERN 37 29869 BMW of Humboldt Bay A WESTERN 38 32812 BMW of Eugene A WESTERN 38 40807 BMW of Bend A WESTERN 38 42277 BMW of Tri-Cities A WESTERN 38 36636 Medford BMW A WESTERN 39 21538 BMW of Idaho Falls A WESTERN 39 11010 Peterson BMW of Boise A

COE Grouping B

Region Market Center ID DBA Name COE Grouping CENTRAL 40 86302 Enterprise BMW B CENTRAL 40 63766 Zimbrick BMW B CENTRAL 42 86862 Sharpe BMW B CENTRAL 42 41275 BMW of Ann Arbor B CENTRAL 43 86327 Sewickley BMW B CENTRAL 43 96499 Classic BMW B CENTRAL 44 16345 Yark BMW B

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Region Market Center ID DBA Name COE Grouping CENTRAL 45 86627 Don Jacobs BMW B CENTRAL 46 44013 BMW of West St. Louis B CENTRAL 47 23071 BMW of Lincoln B CENTRAL 47 61100 BMW of Omaha B EASTERN 10 76472 BMW of Westbrook B EASTERN 14 26711 BMW of Roxbury B EASTERN 15 36493 I. G. Burton BMW B EASTERN 15 81000 Union Park BMW B EASTERN 17 24285 BMW of Charlottesville B EASTERN 18 26713 Apple BMW of York B EASTERN 18 16400 Wyoming Valley BMW B EASTERN 18 34753 BMW of Reading B EASTERN 19 16718 The Automaster B EASTERN 19 86854 Burdick BMW B

SOUTHERN 20 33147 BMW of Asheville B SOUTHERN 20 26540 Athens BMW B SOUTHERN 20 26701 BMW of Columbus B SOUTHERN 20 21470 Century BMW B SOUTHERN 20 36322 Taylor BMW B SOUTHERN 21 36752 Valley Auto World, Inc. B SOUTHERN 21 42766 BMW of Wilmington B SOUTHERN 21 33462 BMW of Myrtle Beach B SOUTHERN 22 20412 Capital BMW B SOUTHERN 22 25000 Critz BMW B SOUTHERN 22 34537 BMW of Mobile B SOUTHERN 23 48600 Melbourne BMW B SOUTHERN 23 29867 Fields BMW of Daytona B SOUTHERN 23 10736 Fields BMW - Lakeland B SOUTHERN 25 43552 BMW of Tyler B SOUTHERN 26 36638 BMW of Corpus Christi B SOUTHERN 28 29187 BMW of Montgomery B SOUTHERN 28 21233 BMW of Chattanooga B SOUTHERN 29 43764 Orr BMW B SOUTHERN 29 46753 Moss Motors, Inc. B SOUTHERN 29 23055 Herrin-Gear BMW of Jackson B SOUTHERN 29 21611 BMW of Little Rock B WESTERN 35 22820 Coast BMW B WESTERN 36 26419 Bill Pearce BMW B WESTERN 36 21616 Valley BMW B WESTERN 38 21613 BMW of Spokane B WESTERN 38 39668 BMW of Salem B WESTERN 38 28786 BMW of Anchorage B

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COE Grouping C

Region Market Center ID DBA Name COE Grouping CENTRAL 40 43872 BMW of Milwaukee North C CENTRAL 40 20133 International Autos C CENTRAL 41 34883 BMW of Schererville C CENTRAL 41 85200 Elmhurst BMW C CENTRAL 42 20973 Erhard BMW of Farmington Hills C CENTRAL 42 12300 BMW of Rochester Hills C CENTRAL 43 34910 P & W BMW C CENTRAL 43 86813 A & L BMW C CENTRAL 44 25803 MAG BMW of Dublin C CENTRAL 44 46615 Kelly BMW C CENTRAL 46 21181 Plaza Motor Company C CENTRAL 47 29672 BMW of Des Moines C EASTERN 10 36635 BMW of Cape Cod C EASTERN 10 29461 BMW of Stratham C EASTERN 11 43006 BMW of Newport C EASTERN 11 32111 BMW of West Springfield C EASTERN 11 59127 BMW of North Haven C EASTERN 12 34521 BMW of Southampton C EASTERN 15 30374 BMW of Atlantic City C EASTERN 15 21295 BMW of Turnersville C EASTERN 16 20596 Northwest BMW C EASTERN 17 25244 Checkered Flag BMW C EASTERN 18 26200 Daniels BMW C EASTERN 18 43336 BMW of Lancaster C EASTERN 18 26700 Sun Motor Cars BMW C EASTERN 19 43383 BMW of South Albany C

SOUTHERN 20 22819 BMW of Macon C SOUTHERN 21 21607 Crown BMW C SOUTHERN 21 15268 Flow BMW C SOUTHERN 21 31384 BMW of Columbia C SOUTHERN 22 36634 Hilton Head BMW C SOUTHERN 23 93777 Bert Smith International C SOUTHERN 25 31833 BMW of Northwest Arkansas C SOUTHERN 25 25786 BMW of Tulsa C SOUTHERN 27 36270 BMW of El Paso C SOUTHERN 28 16694 Grayson BMW C WESTERN 30 32082 BMW of Tucson C WESTERN 35 26718 BMW Santa Barbara C WESTERN 37 30822 BMW of Monterey C WESTERN 37 23779 Hansel BMW of Santa Rosa C

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Region Market Center ID DBA Name COE Grouping WESTERN 39 16418 Winslow BMW of Colorado Springs C WESTERN 39 5076 Co's BMW Center C

COE Grouping D

Region Market Center ID DBA Name COE Grouping CENTRAL 40 86716 Patrick BMW D CENTRAL 40 62900 Motor Werks BMW D CENTRAL 40 52800 Karl Knauz Motors D CENTRAL 41 39797 BMW of Orland Park D CENTRAL 42 30400 Erhard BMW of Bloomfield Hills D CENTRAL 43 56357 BMW of Westlake D CENTRAL 43 56632 Dave Walter, Inc. D CENTRAL 43 95801 BMW Cleveland D CENTRAL 44 96717 The BMW Store D CENTRAL 44 46631 BMW of Cincinnati North D CENTRAL 45 43381 BMW of Louisville D CENTRAL 45 27600 Dreyer & Reinbold, Inc. D CENTRAL 46 24024 Autohaus BMW of Maplewood D EASTERN 10 39449 South Shore BMW D EASTERN 10 26598 Wagner BMW of Shrewsbury D EASTERN 11 24618 BMW of Bridgeport D EASTERN 14 21102 BMW of Bridgewater D EASTERN 15 67600 Otto's BMW D EASTERN 16 32146 BMW of Annapolis D EASTERN 16 22817 BMW of Towson D EASTERN 16 40305 BMW of Catonsville D EASTERN 18 34559 BMW of Newton D EASTERN 18 26776 Thompson BMW D EASTERN 19 21614 BMW of the Hudson Valley D EASTERN 19 34520 BMW of Rochester D EASTERN 19 51200 Keeler BMW D

SOUTHERN 20 21470 Century BMW D SOUTHERN 20 30955 BMW of South Atlanta D SOUTHERN 21 26338 Performance BMW D SOUTHERN 22 34748 BMW of Gainesville D SOUTHERN 23 49134 Ferman BMW D SOUTHERN 23 22081 BMW of Fort Myers D SOUTHERN 25 35071 Jackie Cooper Imports, LLC D SOUTHERN 27 13761 Bert Ogden BMW D SOUTHERN 28 56802 Roadshow BMW D SOUTHERN 28 21851 BMW of Birmingham D SOUTHERN 29 20721 Peake BMW D SOUTHERN 29 76504 Brian Harris BMW D

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Region Market Center ID DBA Name COE Grouping WESTERN 30 16450 Sandia BMW D WESTERN 31 44427 BMW of Palm Springs D WESTERN 31 44610 BMW of Vista D WESTERN 31 16483 BMW of Escondido D WESTERN 35 65734 BMW of Santa Maria D WESTERN 35 24781 BMW of Bakersfield D WESTERN 35 17990 Steve Thomas BMW D WESTERN 35 39315 BMW Fresno D WESTERN 36 4923 BMW of Roseville D WESTERN 38 46038 BMW Northwest D WESTERN 39 5080 Gebhardt BMW D

COE Grouping E

Region Market Center ID DBA Name COE Grouping CENTRAL 40 96628 Fields BMW E CENTRAL 41 26792 Bill Jacobs BMW E CENTRAL 41 46786 Perillo BMW, Inc. E CENTRAL 41 24987 Laurel BMW of Westmont E CENTRAL 43 26725 Bobby Rahal BMW of South Hills E CENTRAL 46 31015 Baron BMW E CENTRAL 47 30821 BMW of Minnetonka E CENTRAL 47 30414 Motorwerks BMW E EASTERN 10 56568 BMW Gallery E EASTERN 10 16815 Tulley BMW E EASTERN 10 10699 BMW of Peabody E EASTERN 11 20173 New Country BMW E EASTERN 11 26703 BMW of Warwick E EASTERN 11 32083 BMW of Ridgefield E EASTERN 11 23200 Continental BMW of Darien E EASTERN 12 34908 BMW of Oyster Bay E EASTERN 12 22800 Competition BMW of Smithtown E EASTERN 13 43994 BMW of Mt. Kisco E EASTERN 13 25770 Wide World BMW E EASTERN 13 26717 BMW of Bloomfield E EASTERN 13 76350 BMW of Tenafly E EASTERN 14 23418 Flemington BMW E EASTERN 14 66771 Circle BMW E EASTERN 15 36640 BMW of the Main Line E EASTERN 15 42868 Princeton BMW E EASTERN 15 40713 BMW of Devon E EASTERN 15 84800 West German BMW E EASTERN 15 31638 BMW of Mt. Laurel E

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Region Market Center ID DBA Name COE Grouping EASTERN 16 36641 BMW of Rockville E EASTERN 17 21608 Richmond BMW E EASTERN 17 23276 BMW of Sterling E EASTERN 19 66730 Towne BMW E EASTERN 19 20989 Orange County BMW E

SOUTHERN 20 26715 Nalley BMW of Decatur E SOUTHERN 21 46826 Rick Hendrick BMW Charleston E SOUTHERN 21 55200 Leith BMW E SOUTHERN 22 10742 Autogermana BMW E SOUTHERN 22 46778 Tom Bush BMW Jacksonville E SOUTHERN 23 21553 Coggin BMW Treasure Coast E SOUTHERN 23 56779 Germain BMW of Naples E SOUTHERN 23 32147 BMW of Sarasota E SOUTHERN 23 14000 Reeves Import Motorcars, Inc. E SOUTHERN 25 40304 BMW of Arlington E SOUTHERN 25 47993 Autobahn Motorcars E SOUTHERN 26 43775 BMW of West Houston E SOUTHERN 28 21234 BMW of Nashville E WESTERN 31 32467 BMW of El Cajon E WESTERN 31 30956 BMW Encinitas E WESTERN 31 35744 BMW of Murrieta E WESTERN 31 34821 BMW of Ontario E WESTERN 32 4660 Santa Monica BMW E WESTERN 32 4942 Nick Alexander Imports E WESTERN 33 86513 Sterling BMW E WESTERN 34 20268 Century West BMW E WESTERN 36 4618 Niello BMW Sacramento E WESTERN 36 10731 East Bay BMW E WESTERN 36 42869 BMW of San Rafael E WESTERN 37 24856 BMW of Fremont E WESTERN 38 36459 BMW Portland E WESTERN 38 24336 BMW Seattle E WESTERN 39 55806 BMW of Murray E WESTERN 39 39314 Murray BMW of Denver E

COE Grouping F

Region Market Center ID DBA Name COE Grouping EASTERN 10 31026 BMW of Sudbury F EASTERN 10 34400 Herb Chambers BMW F EASTERN 11 40808 BMW of Greenwich F EASTERN 12 10695 BMW of Bayside F EASTERN 12 40800 Habberstad BMW F

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Region Market Center ID DBA Name COE Grouping EASTERN 12 41518 BMW of Freeport F EASTERN 12 56000 Life Quality BMW F EASTERN 12 69000 Rallye BMW F EASTERN 13 33326 BMW of Westchester F EASTERN 13 22227 Paul Miller BMW F EASTERN 13 26443 Prestige BMW F EASTERN 13 68500 Park Avenue BMW F EASTERN 13 65775 BMW of Manhattan F EASTERN 14 56738 Open Road BMW F EASTERN 14 30462 BMW of Freehold F EASTERN 14 16856 BMW of Morristown F EASTERN 14 43005 BMW of Springfield F EASTERN 16 35797 Passport BMW F EASTERN 16 79100 BMW of Silver Spring F EASTERN 17 22006 BMW of Fairfax F EASTERN 17 36771 BMW of Alexandria F

SOUTHERN 20 21850 Global Imports F SOUTHERN 20 20648 United BMW of Gwinnett Place F SOUTHERN 21 66788 Hendrick BMW F SOUTHERN 23 96255 Fields BMW F SOUTHERN 24 96603 South Motors BMW F SOUTHERN 24 46891 Braman Motorcars F SOUTHERN 24 20626 Braman BMW F SOUTHERN 24 46697 Vista Motor Company F SOUTHERN 24 75784 Lauderdale BMW of Fort Lauderdale F SOUTHERN 25 26731 BMW of Dallas F SOUTHERN 25 42111 Classic BMW F SOUTHERN 26 21471 BMW of Houston North F SOUTHERN 26 26747 Momentum BMW F SOUTHERN 26 28628 Advantage BMW F SOUTHERN 27 26167 BMW of Austin F SOUTHERN 27 42164 BMW of San Antonio F WESTERN 30 20741 BMW North Scottsdale F WESTERN 30 21294 BMW of Las Vegas F WESTERN 30 10729 Chapman BMW F WESTERN 31 40335 BMW of Riverside F WESTERN 31 24335 BMW of San Diego F WESTERN 32 96733 McKenna BMW F WESTERN 32 17966 New Century BMW F WESTERN 32 41903 South Bay BMW F WESTERN 32 21390 Beverly Hills BMW F WESTERN 33 65256 Shelly BMW F WESTERN 33 31643 Long Beach BMW F

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Region Market Center ID DBA Name COE Grouping WESTERN 33 21188 Irvine BMW F WESTERN 33 36721 Crevier BMW F WESTERN 34 76731 BMW of Honolulu F WESTERN 34 4355 Center BMW F WESTERN 34 31642 BMW of Monrovia F WESTERN 34 76837 Pacific BMW F WESTERN 34 22180 Valencia BMW F WESTERN 35 4637 Bob Smith BMW F WESTERN 35 86846 Rusnak BMW F WESTERN 36 4514 Weatherford BMW F WESTERN 36 4497 BMW Concord F WESTERN 37 21618 BMW of Mountain View F WESTERN 37 32652 Peter Pan BMW F WESTERN 37 4247 BMW of San Francisco F WESTERN 37 22083 Stevens Creek BMW F WESTERN 38 36021 Kuni BMW F WESTERN 38 10732 BMW of Bellevue F WESTERN 39 5042 Schomp BMW of Highlands Ranch F

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Contact Information If you have any additional questions or concerns please contact the BSC Help Desk, at [email protected].