Playbook 092012.pptx : louddoc.com

PlaybookOverall Strategy •The goal of Integrity Automotive Group's Playbook is to create clarity in our roles and responsibilities. In addition it lays out the strategy we use in order to successfully execute our processes.•The Playbook is our blueprint designed to deliver consistent processes at every Integrity Automotive Group's dealership.•Keeping this Playbook fresh and relevant will give us a competitive advantage over our competition. Therefore, it will be updated with new benchmark processes as we continue to strive towards perfection. How to Execute the Playbook•Always check the Playbook in order to get the most out of every opportunity . •Our Integrity Automotive Group's “guide to success” delivers the benchmark processes which have proven winning strategies at all Integrity Automotive Group's dealerships. Use them as your compass. Did We Win?Integrity Automotive Group's Executive team will constantly monitor, measure, and rank your performance and execution of the Playbook; green, yellow, red. We will recognize and reward top performers (green) as well as council low performers (red) in order to increase their chances of success. Our goal is for everyone to be green.•Adhering to the Playbook and you understanding your role, directly impacts our financial health and long term customer retention.

Page 7

Page 8

Page 9

Page 10

Page 11

Job Description• The primary role of a General Manager is carry out the Playbook for Integrity Automotive Group's Automotive. • All day to day activities are run by the General Managers. They are ultimately responsible for everything that happens in the dealership. They're also accountable for executing culture and visions of Integrity Automotive Group's. This includes:- Putting customers first- Creating an environment our employees are proud of and can excel in- Executing our vital factors• GM’s must balance all facets of running a dealership which requires a special skill set. • Integrity Automotive Group's sees the needed skill sets in you and is intrusting the execution of the Playbook to you. • GM’s can find themselves missing on our core objectives.• This will not be from a lack of knowledge, it will result in a lack of using this knowledge.• You must have the courage and desire to succeed and consistently lead your team utilizing Integrity Automotive Group's Playbook as your road map.• Successful General Managers are highly engaged and lead by example• Core Values:- Vision- Values- Code of Ethics- Passion- Desire to be excellent- Great attitude- Integrity- Leadership Roles and ResponsibilitiesThe GM’s role requires full comprehension of each detail within our Playbook. The ability to monitor and train each process is fundamental to your role. Being personally involved and inspecting what you expect will lead to a successful outcome.11

Page 12

Page 13

Page 14

Page 15

We are not a traditional Dealership environment, so you don't have to worry about the hard sell in our car buying environment. Product & Customization Specialists work directly with our customers to help them choose a vehicle and accessories that best fits their needs. We have part time schedules that offer day shifts Monday through Friday as well as those looking for evening and weekend schedules. There is an excellent opportunity to earn additional income and work a flexible schedule to meet daily sales goals. The responsibilities include explaining the Peace of Mind buying experience, consulting with our customers to determine their buying needs, presenting vehicles, taking customers on test drives, and a “service tour.”. Every Product & Customization Specialist has the unique opportunity to earn commissions and determine their income based on their customer service skills. This job does not require any previous automotive experience, just the desire to provide exceptional customer service. We provide training to ensure you have the tools and resources to be your best. Our training program allows part-time Product & Design Specialists to quickly come up to speed. Like full-time Product Specialists, part-time Product Specialists are eligible for advancement. Candidates should have strong customer service skills, be energetic, must be self motivated, possess basic computer skills, and have a passion for customer care. A valid driver’s license is required. Specialists are the center of the Peace of Mind process. They create the first impression for our customers, providing information, advice, and help to anyone who walks through our doors. STORE POSITIONS AND CAREER PATH

Page 16

16Product Specialist – “Customer Service Expert!” This critical position requires the ability to present vehicles and accessory options in a friendly, and low-pressure customer environment. Product Specialists spend 95% of their time on the greeting customers, informing them of our services, and creating a match between their needs and our inventory& accessories. Assisting customers in making customization during their buying & ownership experience: “If they can dream it they can have it.” Also focus on follow-up and creating an outstanding buying, delivery, and ownership experience for every customer. Giving each customer our “service” walk and proper active delivery at the store or customers home. Requirements include prior experience in a customer-oriented environment. You report to the Team Leader. Total Brand and Product immersion is vital. STORE POSITIONS AND CAREER PATH continuedCustomization Specialist – “Make your vehicle as unique as you are!”This position is designed to insure our customers are exposed to and have the option to personalize their vehicle at time of sale or “order it my way” for extreme personalization. Most of your time will be spent insuring the proper display of accessories and all merchandise. Exceptional customization will be enhanced with displays from wheels, spoilers, apparel, floor mats, badging, and everything in between. It will be your role to facilitate this flow of information to each guest by assisting and directing the Product Specialist to the best options, Total Product personalization. With i-Showroom displays for our customers to enjoy we expect you to master at delivering a virtual presentation and “test drive” of accessory options. In addition you may assist the BDC Managers in configuring a vehicle online with the customer and delivering it to their home. You will also work with each customer after installation to insure it exceeds their expectations and they understand how to use it. You report to the Team Leader. Total Brand and Product immersion is vital as well as mastering all of the customization options.

Page 17

STORE POSITIONS AND CAREER PATH continuedTeam Leader – “Ambassador of the: People make the difference! belief”Individuals in this position are responsible for training and managing a team of Product and Customization Specialist. You are responsible for implementation and monitoring training and performance of the Specialist. Approximately 95% of each day is spent on the studio floor coaching, developing and mentoring Specialists to achieve maximum throughput and excellent customer service. You will be the “host” of our guests when they visit our studio. Other responsibilities include utilizing our CRM tool, setting sales goals, and conducting team meetings. You report to the Brand Manager. 1. All studio traffic is handled and logged properly into CRM CRM tool.2. Studio and inventory is organized and all critical material is ready and clean.3. Handle product training, certification, and all things customer care.4. Train, implement, and monitor our Active Delivery Process.

Page 18

Business Development Managers – “Creator of Repeat Customers!” The BDC Managers job is to develop leads, appointments, and ultimately sales from the sources and processes below. They do NOT spend their time standing at “the point” worrying about floor traffic like a traditional dealership. They create appointments through all our resources of leads and opportunities. They handle their customer from setting the appointment through the actual transaction process. The Product and Customization Specialist will assist in product presentation, demo drive, service walk, and delivery however you are the customer’s main contact and will handle A-Z with the exception of Finance. You are to maintain a best practice follow up system utilizing CRM to insure maximum repeat and referral business. You report to the GSM or Brand Manager. The Business Development Center (BDC) is a team of Managers working together to maximize the sales from all of our lead sources listed below:• INBOUND PHONE CALLS • INTERNET LEADS• FLOOR TRAFFIC TURNS• REPEAT/REFERRAL• PROSPECTING• UNSOLD SHOWROOM TRAFFIC Each one of these lead sources represents sales opportunities. It is your responsibility to follow our process of maximizing each opportunity throughout the day with the goal of a shown appointment and then ultimately a sale. Customizing a vehicle online with the customer, ordering the unit, and potentially delivering the unit to them without them having to come to our facility is a process you would control. This active controlled showroom environment is designed to have time spent actively mining for leads, appointments, and sales. STORE POSITIONS AND CAREER PATH continued

Page 19

BDC PROCESS MANAGER – “Keeper of the Stats!” Individuals in this position are responsible for helping develop and monitor the successful execution of our Peace of Mind sales process. You will work with the BDM’s and Team Leader to deliver on our promise and production expectations. You report to the GSM or Brand Manager.Phone Pops - inbound sales call.Internet Leads - all inquiries made via the internet.Floor Traffic Turns - (any customer that is a “walk-in”) Opportunities from our Product Specialist team.Repeat/Referral- any repeat buyer or referral.Prospecting- actively mining for business through your own lead generation efforts.Confirming Appointments - make appointment confirmation calls. Print and display Appointment Board Report.Logging- Insure all phone and floor traffic is properly logged into CRM. TO DO List- Manage the To-Do list from CRM insuring everyone stays on top of their work plan.E-Mail Response time- Insure BDM’s make quality contact within 15 minutes of receiving the lead.No Shows- Call all No Show appointments and attempt to set another appt.Unsold showroom traffic- manage the proper NEXT ACTION for all unsold floor traffic. Contact all “I Give Up” 4 day leads. This is floor traffic and missed appointments that did not purchase a vehicle there is no planned “NEXT ACTION” and no longer has a plan with that lead. A CSI call is made by you to see if all questions were handled and if working directly with a manager would be benefit worth considered us.CRM- assist in the perfect execution of all CRM processes. Make sure and the end of your day you get with the Team in a “exit interview” to make today items were handled, the next day is set up, and all CRM logs are 100% done and accurate. Each one of these lead sources represents sales opportunities. It is your responsibility to monitor the BDC process of maximizing each opportunity throughout the day with the goal of a shown appointment and then ultimately a sale. This active controlled showroom environment is designed to have time spent actively mining for leads, appointments, and sales rather than waiting at “the point” for someone to walk in.STORE POSITIONS AND CAREER PATH continued

Page 20

STORE POSITIONS AND CAREER PATH continuedFinance Specialist The Finance Specialist is responsible for finalizing and explaining the terms and conditions of installment sales contracts and leases to our customers. Also handles all aspects of getting the deal funded within 7 days of delivery. Following our Code of Ethics is a job requirement and full disclosure to each customer is required. Insuring the customers time and overall experience is given priority to fulfill our customer care expectations. Working to arrange financing and deal structure for our customers. You report to the GSM or Brand Manager.After Sale Customer Care Manager This position will focus on insuring the after sale experience for our customer is benchmark. Providing customization support, service scheduling, vehicle maintenance and technology, and follow up will be the core of this position. Acting as the “Concierge” to our customer and liaison between the studio, parts department, and the technician to provide a seamless experience while at our store. You will manage the service flow of the customer’s needs when they require maintenance. Ultimately it is your responsibility our customer receive that “wow” whatever/whenever experience which will result in brand loyalty and loyalty to us. You report to the Fixed Operations Manager.

Page 21

Page 22

Page 23

Page 24

Page 25

Page 26

Page 27

Page 28

Page 29

Page 30

PREPARING FOR CUSTOMER DELIVERY PROCESSSOLD(BDM)Get deal ready for financeCongratulate customerCollect any applicable stipulations (e.g. copy of phone bill)Complete “Check-In Sheet”Make copy of drivers license & insuranceDouble check that credit application is completeMake sure Privacy Act is signedCollect Down Payment#1 Get Car Cleaned(Product Specialist)Note if gas is less than ¼ full, if so, get gas ticket from sales manager.Drive car to wash bay. PERSONALLY HAND keys to porter#2Introduction to Finance(BDM)Let customer know you will be checking their vehicle and seeing them again.Introduce customer as they like to be called to finance manager.Get delivery check sheet from finance manager.#3Prepare Car for Delivery(Product Specialist) Pick-up car from wash bay if not already brought upInspect vehicle for dents, scratches and overall cleanlinessWipe clean water spots & gas vehicle if necessaryPark trade-in next to sold car to easily transfer personal items#4Follow Active Delivery Process On Next Page(Product Specialist)

Page 31

NEW CAR ACTIVE DELIVERY PROCESSPromptly greet customer in finance when paged. Congratulate customer again,ALL DELIVERIES ARE DONE AT THE DELIVERY AREA.Introduce Customer to Our Dealership “service Walk”Go over Owner’s Manual, Tire Warranty, Towing Assistance, Maintenance Schedule and Rights of RecessionShow customer Parts and Service hours. Give them a business card from Service Advisor.Help Service Advisor schedule first service for vehicle.Demonstrate hood release, child door locks, fold down seats, trunk latches & spare tire and jack storageWalk customer to Service & Parts Dept. “Get Gift.”Show night drop envelopes.Show customer how to operate all features: mirrors, lights (ext. & int.), memory seats……sunroof, convertible top, UConnect, Navigation, Rear Seat VideoWalk around vehicle with customer one last time to be certain it meets customers satisfaction Ask customer for questions. Sign Five Star customer delivery check sheet with customer and manager.MAKE SURE WE HAVE THEIR EMAIL IN HIGHER GEAR & R&RCall customer 2 days after sale. “Are you happy?”

Page 32

Page 33

1. Introduce Yourself Hello, this is _______ with_____. May I speak with ____? Am I calling at a good time?2. Purpose of the Call I am calling to congratulate you on your purchase of your new ___________ and make sure that everything is fine with your new vehicle.3. General Information (If no Email in the system) How would you like us to let you know about any servicespecials?Email:________Cell Phone:___________4. Interview You will be receiving a phone call from _______ asking you to rate your overall experience at our dealership, how would you rate your experience on a scale from 0-10, 10 being the highest?* If a good response, direct them to Dealerrater.com to write about their experience. IF BAD INQUIRE AND FIX.5. Closing Please remember my name and you can call me anytime with any questions or if you need assistance here at the dealership.6. Thank You Thank you for your time and welcome to the _____ Family.48 HOUR SOLD FOLLOW-UP

Page 34

1. Introduce Yourself Hello, this is _______ with_______. May I speak with ____? Am I interrupting anything?2. Purpose of the Call The reason I am calling is because we missed you for your appointment you had scheduled and I wanted to see if you were still in the market for a vehicle.3. Still In the Market?4. Set New Appointment/Put into CRMAre you still considering a vehicle? (If still in the marketattempt to reschedule Appointment.)**Use GSM Challenge Letter Script** Page _____So we can make it easy and convenient for you to see thevehicle, when would be the best time to meet?Give your name, direct number and directions to the dealership.5. General Information If no Email address in system…How would you like us to let you know about any sales specials?Email______ Cell Phone_____6. Validate Appointment Also, do me a favor, if anything changes on my end, I will contact you by email & phone. If anything changes on your end that would affect your coming in, will you let me know?7. Thank You Thank you for your time and I look forward to meeting you. NO SHOW FOLLOW-UP SCRIPT

Page 35

1. Introduce Yourself Hello, this is _______ with_____. May I speak with ____? Am I calling at a good time? Are you still looking for a vehicle?2. Purpose of the Call The reason I am calling is to review what you wanted so we can keep a look out for it.?3. Questions You were looking for a ______ (year,make,model). Does thatsound right? Is there anything else? What is most important inyour next vehicle?4. Offer Alternatives If there is a similar vehicle with similar equipment that was less expensive, would you consider it?5. Buying Cycle So that we can find you the right vehicle at the right time, is this something you want to do in the next few days, weeks or months?6. Set Appointment/Enter Into CRMSo we can make it easy and convenient for you to see thevehicle, when would be the best time to meet?Give your name, direct number and directions to the dealership.7. Validate Appointment Also, do me a favor, if anything changes on my end, I will contact you by email & phone. If anything changes on your end that would affect your coming in, will you let me know?8. No Appointment/Schedule Next ActionWould you like us to update you on new products and promotions as they become available? Best Number_______ So we don’t interrupt, what is the Best Time_______. Preferred method of contact __Phone __Email __Either When would you like to get your vehicle? __Days __Weeks __Months9. General Information Manager:___________ Sales Consultant:_______ Name entered into CRM:____________ Phone (H) (W) (C):____________ Email template sent to customer:__________________NO APPOINTMENT FOLLOW-UP

Page 36

Challenge LetterDear (Customer name),It has been a few days since you (visited/contacted) us here at (insert Dealership name).OUR INTEREST IN EARNING YOUR BUSINESS HAS NOT DIMINISHED ONE BIT! You will find we re just as persistent in providing service after the sale, insuring your complete satisfaction, as we are in helping you with the selection of the vehicle.I would like to ask a favor of you. Present us with a challenge we need to overcome for you to take delivery of the (vehicle). IT CAN BE ANYTHING: TRADE-IN VALUE, PRICE, TERMS, DOWN PAYMENT, OR PERHAPS A DIFFERENT VEHICLE THAN YOU WERE FIRST CONSIDERING. ALLOW US THE CHANVE AND WE WILL GET THE JOB DONE!**When you bring this letter in, and we find a solution, we will double your owner care package from 1 year free oil changes to 2 years of free oil changes. **To take me up on this challenge, please contact me at (number) or (email).Best Regards,(Your name)General Sales Manager

Page 37

Page 38

BDC “TOUCHPOINTS” AFTER WE SELL VEHICLE1. 24 hours after vehicle is sold: CSI call &Email. (get Email if we did not get it & explain VIP card for service.2. 2 weeks after vehicle is sold: survey reminder call, Email, set first service appt.3. 1 month after purchase: discount offer on extended warranty mail.4. 1 week prior to first service call and confirm as well as email5. 24 hours prior to first service appt: confirmation call and Email.6. Service Advisor schedules next service when they check out. 3 months out on the same day.7. 24 hours after service appt: scantrax and e-mail goes out to see how experience was.8. Missed service appointment: call and Email to reschedule.9. REPEAT ABOVE STEPS DURING ENTIRE OWNERSHIP.10. Any work recommended but declined: service BDC calls to find out why.11. Service BDC notifies service manager of declined reasons and manager determines next action.12. Any customers that haven't come in after 6 months or 12 months: “Haven't seen you” and service discount MYCusotmerData.com process.13. Any repair order with more than 60,000 service BDC notifies sales BDC for possible trade in call.14. At 30,000 miles repair orders: offer extended warranty. Letter and Email with discount coupon.15. Special order parts reminder.16. Anniversary: phone call every anniversary.17. Birthday: phone call to buyer and co-buyer on their birthdays.18. Lease exp: send letter, Email and call at 12-9-6-5-4-3-2-1 months prior to expiration.19. Purchase expiration: send letter, Email and call at 24-12-9-6-5-4-3-2-1 months prior to loan due.UNSOLD PROCESS1. 24 Hours after customer is in: Email, phone call from BDC manager2. Schedule appointment to come back in. Log into CRM and communicate with BDM’s.3. Make appointment confirmation call and Email 24-48 hours prior to appointment.4. Make missed appointment call and Email to reschedule.5. No appointment in 4 days, send GSM Challenge letter, Email, and determine game plan.6. No appointment in 7 days: send “sill in the market” letter, Email, call.7. Still unsuccessful follow “Internet Lead Contact Series.”PHONE POP PROCESS1. 24 hours after phone pop: Thank you from BDC Manger. “did we answer your questions?”2. If appointment was made confirm it.3. If not find out what the objection was and get with GSM to determine next action.4. If no appointment can be set in 4 days/4attempts follow Contact series..HANDLE ANY CUSTOMER CONCERNS WITHIN 24 HOURS!!!

Page 39

Response Type of Follow-UpTiming Purpose/Message Original Lead Received Automated Email Instantly Confirm receipt of request, set expectations. Auto Responder 1st Response Email Day1Less than 17 minutes Introduce yourself, dealership, ask a few questions 2nd Response Phone Day 1Right after 1st response email Introduce yourself, ease of process, and set an appointment. 3rd Response Email Day 2 Give price range depending on trim level 4th Response Phone Day 2Right after day 2 email Have you received the emails? Set an appointment 5th Response Phone Day 3 Verify email is accurate. How can we assist? 6th Response Email Day 3 Price specific from out website 7th Response Automated Email Day 4 Lisa’s CSI 8th Response Phone Day 5 Different Options. Less expensive car or more equipment 9th Response Email Day 5 Pricing on different vehicles. Lower trim level, higher trim level, used car 10th Response Phone Day 6 We’re here to help.11th Response Email Day 7 Still interested? 12th Response Automated Email Day 8 GM. How has my staff been for you? Lead Contact Series

Page 40

Response Type of Follow-UpTiming Purpose/Message 13th Response Phone Day 9 Still interested? 14th Response Automated Email Day 10 Discount coupon 15th Response Email Day 14 Product information. Competitive Comparisons 16th Response Phone Day 21 Busy schedules. Know you haven’t had time to respond 17th Response Email Day 21 Busy schedules. Know you haven’t had time to respond 18th Response Automated email Day 28 Still during research? 19th Response Phone Day 30 Product Specialist looking for hot prospects 20th Response Email Day 45 Current incentives and inventory 21st Response Phone Day 60 Product Specialist. Are you still in the market 22nd Response Email Day 60 Service specials and coupons 23rd Response Phone Day 75 Just touching base 24th Response Email Day 75 Have you bought a vehicle yet? 25th Response Phone Day 90 Customer Service follow up call 26th Response Email Day 90 4 vehicles with pricing27th Response Phone Day 105 Haven’t heard from you since you requested information. This is our last attempt 28th Response Email Day 105 Haven’t heard from you since you requested information. This is our last attempt Lead Contact Series

Page 41

Page 42

Page 43

Page 44

Page 45

Page 46

THE FACTSInternet Leads1. 86% of consumers do Internet research before even contacting a dealer JD Power New Auto Shopper.com2. 89% of Internet users use a search engine as part of their buying process. JD Power New Auto Shopper.com3. 79% of automotive buyers say that the Internet had a big impact on their make/model decision. JD Power New Auto Shopper.com4. Improving response time and quality can double closing ratio Cobalt eMystery shopExisting Customers1. The cost of acquiring a new customer is 5 times the cost of retaining an existing customer Deloitte & Touche2. 50% of in-market prospects are not followed up on Universal Dealer Consultants3. 90% of prospects never hear from their sales consultant after leaving the dealership. Universal Dealer ConsultantsInbound Calls1. 75% of customers who call are never asked for their names NADA Research2. 97% of customers who speak to a salesperson are not asked to set an appointment NADA Research3. 98% of incoming call prospects never show up at the dealership NADA Research4. 80% of unsold prospects will buy somewhere else within 72 hours NADA Research5. Based on call evaluation of 248,000 calls to Chrysler Group dealerships - 21% went to voicemail- 47% were sales opportunities without appointments- 21% were sales customers with appointmentsWho’s Calling Call Evaluation Report

Page 47

Page 48

Chrysler Group LLCCorporate AuditSales Incentive AuditGENERAL PROVISIONSThis Guide details the types of documentation that will be considered and the types of documentation that will not be considered to reverse a chargeback.Dealer Policy Manual - Section 10 - Sales Incentive Requirements: When new programs are announced, Chrysler Group LLC provides your dealership with written instructions and rules regarding those matters which are specific to each program. This supplements the General Program Rules contained in your Chrysler Group LLC Sales Incentive Rules Manual. You are responsible for properly implementing these instructions and all applicable program rules and to assure that all of your employees understand and follow them.Dealer Policy Manual Page A13: All payments we make to you for warranty, sales incentives, and other claims are considered tentative payments, subject to Audit. This includes all payments and allowances to you or your customers for sales incentive programs or fleet payments. It is vital that all the data recorded on your claim form is accurate and complete. Any discrepancies will result in non-payment or chargeback of the claims. Chrysler Group LLC reserves the right to charge you back through your Parts Account or with a direct billing for all or any part of the warranty, sales incentives, fleet program or other claims that we have paid that cannot, upon Audit, be supported by the required evidence. Each set of program rules state under Participating Dealers: All authorized Chrysler Group LLC dealers who agree to abide by these Official Program Rules are eligible to participate-. The dealership's participation indicated their agreement to abide by the program rules.The Chrysler Group LLC Incentive Program Rules Manual page 4: Dealers are-solely responsible for the complete and accurate reporting of their retail sales and claims for payment. Dealers understand and agree that any payment by Chrysler Group LLC that is the result of the inaccurate reporting of vehicle sales and/or payment claims will be charged back to the dealership.The Chrysler Group LLC Incentive Program Rules Manual page 1: Vehicles with New Vehicle Delivery Report (NVDR) information and/or incentive claims submitted resulting in incentive payments) found by audit to be ineligible or unsupported, will not be eligible to claim different incentives for payment under any incentive program(s).The Chrysler Group LLC Incentive Rules Manual page 5: All questions or disputes relating to the eligibility of customers, vehicle payments or other elements of this program shall be disposed of at the sole discretion-of Chrysler Group LLC whose decision in such matters shall be final.

Page 49

Reason Code A - NVDR Sale/Delivery Date Incorrect.Condition Resolution:• A completed buyer's order (signed, dated) and proof of deposit within the program period, with delivery of the vehicle within five days. Delivery may be outside of the program period.• A deal delivered after the program within five days of the X-date and the program had price protection. Include a copy of the shipper delivery receipt.• Deal was not finalized and was reworked after program started. A second buyer's order (completed at time of sale), supporting documents, and payment and delivery documentation would reflect this.The following will not be considered for condition resolution:• A deal started by telephone and not documented until after the program ended.• A deal started within the program but not secured by any deposit and/or delivered greater than five days after the program ended.• Any deal that does not have a completed buyer's order showing that the customer came to the dealership and negotiated the deal prior to the program end date.• Customer came back after deal completed and wanted new incentive.** Does not apply to objective-based dealer cash programs, which are dependent on delivery date.Reason Code C - Ineligible Customer- FleetCondition Resolution:• Sale was incorrectly reported as type 1 or L sale. Fleet Account Number (FAN) was valid at time of sale and proof that the fleet customer held title for over a year is provided. (This does not apply to dealer objective and stair-step programs).The following will not be considered for condition resolution:• An explanation that the customer had at least ten registered units when they do not have a valid Fleet Account Number.Reason Code D - Wholesale/BrokerCondition Resolution:• Proof that none of the following services were performed by the third party: made any portion of payments, delivered vehicle to customer, or had title/certificate of origin assignment.

Page 50

The following will not be considered for condition resolution :• Any documentation on a transaction that involved an independent leasing company, that does not possess a Fleet Account Number.• Documentation of a Fleet Account Number (not available at time of audit) without proof that the fleet account customer or the financial institution held title for at least one year.• Any request for reversal on a sale that involved a third party that made any portion of the payment, delivered the vehicle, or had title assignment.Reason Code E - Ineligible Customer- DealersCondition Resolution:• Proof that the vehicle is being utilized as a parts/service or shuttle vehicle with a copy of the current title and registration.The following will not be considered for condition resolution:• Dealership purchased vehicle for personal use of dealership employees or family members.• Dealership purchased vehicle for resale or lease.Reason Code F - Ineligible Customer- ExportCondition Resolution:• Proof that the vehicle was not exported such as current registration and title work.The following will not be considered for condition resolution:• Claims of lack of knowledge that the vehicle was exported when documentation indicated the dealership did or should have known otherwise. For example, no sales tax collected, shipped out of state or direct to shipper, foreign address, special delivery instructions, no titling or registration performed, or customer was identified on the known exporter list sent out by Chrysler Group LLC in a prior correspondence.

Page 51

Reason Code G - Employee Purchase IneligibleCondition Resolution:• Documentation to prove customer eligibility, that was not availableduring the file review. (It is not acceptable to complete a Pricing & Acknowledgement form after the fact. These have to be completed and signed by the customer at the time of the sale). If the DEPP purchaser is not an employee of the dealership, program rules also require documentation such as Birth Certificates and/or Marriage Licenses to support the eligibility of qualified relatives.The following will not be considered for condition resolution:• Any argument that the chargeback should only be the amount of overcharge and not the full employee purchase incentive.• Any situation where the vehicle is not registered and titled in the name of the employee or eligible purchaser.• Documentation of the options price and installation when the dealership did not itemize and individually price additional options, such as a service contract or dealer installed accessories, on the fully executed Bill of Sale and Employee Purchase Claim Form.• Any situation in which the dealership had knowledge that there was a violation of the 6 month/12 month- minimum retention period.• Any computation of Trade Over Allowance that is not in compliance with the required calculation criteria of: Trade-In Allowance shown on the buyer's order and contract minus the Dealer Wholesale Book Value or (ACV) of the Trade-In unit.Reason Code H - Change In Program AttainmentCondition Resolution:• Proof of any error in calculation of percentage of attainment that shows that the minimum percent was actually attained.• Documentation to prove sale date of specific deals as detailed in Reason Code A.• Documentation to prove eligibility of specific deals as detailed in Reason Codes C, D & E.The following will not be considered for condition resolution:• Explanation and documentation as previously explained under Reason Codes A, C, D & E.• The dealership cannot attempt to qualify a different vehicle that was originally reported sold outside of the program.

Page 52

Reason Code I - Incentive Benefit Not Documented ProperlyCondition Resolution:• Proof that the customer actually paid less than the amount due on the buyer's order or lease contract by the incentive amount.• Copy of a cancelled check (prior to the audit) paying the customer for the incentive. The following will not be considered for condition resolution:• Affidavits from the customer.• Buyer's order with words similar to "price includes rebate".• Claim that the incentive was given in the trade-in allowance.• Any explanation that the incentive was deducted from the sale price before the price was entered on the buyer's order.• Any explanation relative to gross profit or loss on the deal.• A signed Retail Customer Claim Form (rebate form) without the proper disclosure of the incentive on the buyer's order and finance contract/ lease contract.Reason Code J - Partial Benefit of Consumer IncentiveCondition Resolution:• Proof that the customer actually paid less than the amount due on the buyer's order or lease contract by the incentive amount.• Copy of a cancelled check (prior to the audit) paying the customer for the incentive.The following will not be considered for condition resolution:• Affidavits from the customer.• Buyer's order with words similar to "price includes rebate".• Claim that the incentive was given in the trade-in allowance.• Any explanation that the incentive was deducted from the sale price before the price was entered on the buyer's order.• Any explanation relative to gross profit or loss on the deal.• A signed Retail Customer Claim Form (rebate form) without the proper disclosure of the incentive on the buyer's order and finance contract/ lease contract.

Page 53

Reason Code K - Deal File Not LocatedCondition Resolution:• Copies of located file documents.• In lieu of original documents from the missing file, copies of accounting copy of bill of sale, new car sales journal, cash receipts journal, and any other duplicate documents. This will be considered to alleviate dealer cash chargebacks only. Consumer incentives cannot be alleviated withouta copy of the buyer's order, or finance/lease contract.The following will not be considered for condition resolution:• Consumer incentive chargebacks will not be removed without copies of the buyer's order, finance/lease contract and customer payment records.Reason Code L - Vehicle Not Sold/ In InventoryCondition Resolution: NoneReason Code N - Sale Voided/Rolled Back/UnwoundCondition Resolution: NoneReason Code P - Program Eligibility Not EstablishedCondition Resolution: College Graduate• Copy of an accredited college diploma to customer listed on buyer's order, title, and registration, within current or prior two calendar years of sale date.• Letter from college registrar office stating that customer is a fourth year senior graduating from an accredited college within six months from sale date.• Copy of a dated letter from the customer's college stating they are currently enrolled (at time of sale) in a graduate program.Commercial Buyer Certificate• A tax identification number that proves a relationship to the customer and their business. A copy of the actual tax document is required.• A copy of the customer's CDL driver's license (no longer accepted after 08/01/2003).• Income tax documents that prove the customer has a business.• Incorporation documents listing the customer.Farm Bureau• Documentation that verifies a Farm Bureau membership date that is at least 30 days prior to the sale date.

Page 54

Loyalty ProgramsA copy of an original Chrysler Group LLC Certificate/letter to the customer or an immediate family member living in the same household are qualified.A copy of the current vehicle registration (at time of sale) for the required make of vehicle, in the name of the eligible customer or an immediate- • family member living in the same household.The appropriate lease documents to prove the customer has a current lease or is returning from a lease at the time of sale/lease.Note: These are dependant on the specific program rules.The following will not be considered for condition resolution: College Graduate• Undated letter or letter from college prior to sale stating customer is enrolled in graduate program.• Letter from college stating customer will attain associates degree within six months.• A copy of a diploma or letter from a college for a person not listed first on the buyer's order, registration, and title.• A coursework completion certificate.• Any certificate or diploma from an institution that is not accredited.Commercial Buyer Certificate• A tax identification number without proof that it ties to the customer's business.• Individual professional license.Farm Bureau• A completed Farm Bureau certificate that does not verify a membership date at least 30 days prior to the sale date.Loyalty Programs• A certificate with a different name on it, without proof of relation to the customer and that they live at the same address.• A registration with a different name on it, without proof of relation to the customer and that they live at the same address.• A registration that is not current at the time of sale.Note: These are dependant on the specific program-rules.Reason Code Q - Export SurchargeCondition Resolution:• Proof that the vehicle was not exported such as current registration and title work.The following will not be considered for condition resolution:• Claims of lack of knowledge that the vehicle was exported when documentation indicated the dealership did or should have known otherwise. For example, no sales tax collected, shipped out of state or direct to shipper, foreign address, special delivery instructions, no titling or registration performed, or customer was identified on the known exporter list sent out by Chrysler Group LLC in a prior correspondence.

Page 55

Reason Code R - Total Loss/Insurance ClaimCondition Resolution:• Proof that the sale was of a new and undamaged vehicle to an insurance agency for its use.The following will not be considered for condition resolution:• Any explanation related to an insurance claim for a totaled or stolen vehicle, as they are not eligible for any incentives.Reason Code S - NVDR Address InaccurateCondition Resolution:• Proof of an accidental error. This would be a rare instance and possibly would be an address from another deal from the same day.The following will not be considered for condition resolution:• Any explanation related to an incorrect or dealership controlled address inputted into the NVDR system instead of the customer's address.Reason Code T - Ineligible Salesperson/Manager PaymentCondition Resolution:• Clear proof that a deal had the wrong salesperson submitted e.g. clerical error.• Original documents to prove that a salesperson was the person of record who sold the vehicle e.g. buyer's order, bill of sale, commission records.The following will not be considered for condition resolution:• Explanation that the dealership is entitled to the amount regardless of who sold it.• A letter from the customer.• Any explanation that states the salesperson could not get certified.

Page 56

SALES INCENTIVE AUDIT REVIEW FORMFor each incentive on which you seek a chargeback reversal, please provide the following if relevant If this information is representative of more than one claim, list the applicable claims and dollar amounts on an attachment.Vin (Last 8)________________ Name _____________ Chargeback Amount $ ________Program ID_______ Chargeback Reason Code(s)_________ Amount Appealed $ _______________Dealer's Position Statement __________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________List of Documents to support dealer position (Please attach legible copies - Do Not Use Originals)Yes No Other (list) Buyer's order _____ ______ ___________Retail Customer Claim Form _____ ______ ___________Finance Contract _____ ______ ___________Lease Contract _____ ______ ___________Lease Worksheet _____ ______ ___________All Cash Receipts/Copies of checks _____ ______ ___________Bill of Sale _____ ______ ___________Copy of Registration _____ ______ ___________Factory Invoice _____ ______ ___________Eligibility certificates/proof _____ ______ ___________For Audit Department Use OnlyClaim Accepted Yes No Amount Accepted $__________ C/back Remaining $______________Comments ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Page 57

Page 58

Page 59

Page 60

• F&I Director•The Director is responsible for all results, both profit and CIT, in F&I.•The Director most also handle:•F&I staffing and training.•Penetration and profit goals from F&I department•Conduct training with the BDC on all F&I related items such as paperwork, rate questions, payment questions, product knowledge, etc.•Insure all compliance and code of ethics items are trained and executed•Work with the BDC daily to sell more cars, increase gross profit, increase customer retention, and handle any paperwork issues which need correcting.•Develop a good relationship with the Accounting Office andkeep CIT's under our limits (nothing over 15 days old and an avg. days of 7 days).

Page 61

Roles & Responsibilities for:• F&I Managers- Understand Integrity Automotive Group's benchmarks- Complete the F&I Legal compliance and Red Flags certification within 90 days of start date- Integrity Automotive Group's has placed “caps” on the products we offer in F&I. Make sure you are familiar with the benefit of each product we offer and the cap selling price.- We expect you to master our DMS provider, Reynolds & Reynolds. You are to be proficient in applications and forms which pertain to your area of responsibility.- Be familiar with our buyers and the funding rules of each lender.- We expect our CIT to be under 7 days average with NO deals over 15 days old.- Make sure you understand each form, when to use it, and the reason for its use.- Work with BDC to increase gross and help sell more cars- We expect you to understand the benefits for the following products we offer: Nitro Fill, Guidepoint, Total Care and Service Contracts; thus insuring the opportunity to earn a good income and achieve your F&l Goals - Your performance will be measure monthly based on a green-yellow- red criteria. We expect and will help our employees to achieve green. We expect you to do your part to be green.

Page 62

How Our Finance Process WorksBuying and Financing a vehicle from us will be an experience like no other. Your Product Specialist and Team Leader will be with you through the entire process. From picking out the vehicle that best fits YOUR needs to selecting which finance option works best for you. You’ll be “in the loop” every step of the way with total transparency. That’s our promise, The Peace of Mind Promise. In fact if you can find a better financing option, we’ll help you get it!The Peace of Mind Promise is all about making your buying experience fun, easy, and on time. It’s as easy as 1,2 3!!1.You and your Product Specialist pick out a vehicle you like2.You determine what financing options works best for you3.Take delivery right off our showroom floor

Page 63

F&I Process• Work with the BDC to insure a deal is made, it is structured properly, all steps needed are communicated, and the gross profit is maximized.• Review all items needed are in deal jacket (credit app, deal structure, license, insurance, In & Out sheet, etc…)• Review all of these items for accuracy• Prepare the paperwork• Invite customer in and explain our process and your role• Let them know it will take 20-40 minutes to complete your part of the process.• Verify the vehicle on the paperwork is the one the customer choose (sometimes they may drive multiple cars and the wrong VIN# can be used).• Review credit app with customer and all details a vendor may need for approval and funding.• Find out the main driver, main use, and length of anticipated ownership.• Offer out Guidepoint, Total Care package, and extended service contracts.• Explain the benefits of nitro-fill• Have them select the options they choose• Have them initial on after sale form they acknowledge they are buying these items.• Complete paperwork.• Give full 100% disclosure and explanation of each form and answer any questions.• Get e-mail and make sure it is in R&R.• Thank the customer for their purchase• Page Product Specialist and have them prepare for delivery process.

Page 64

CIT Vital FactorsCIT Shared Document• Each morning the F&I Director reviews and updates shared document• You are to call funding and make sure the deals are processing through the lender rapidly• Begin working on the oldest deals first. No deals over 15 days old.• Green is any deal under 15 days old. The goal is an avg of 7 days.• Yellow is any deal 16-19 old. Handle with urgency, decisions must be made.• Red is any deal that reaches 20 days. There is no tolerance for red.Heat Sheet• A Heat Sheet meeting will take place with the COO, CFO, and Finance Director daily at 2:00.•Heat Sheet meeting will include:- An update and decisions on all deals not funded. Plan of action.- Discuss any compliance issues- Avg F&I gross and penetration goals- CFO to bring up if there is any paperwork issues reported from the office or if any of the After Market Caps are not being following

Page 65

Products• Total Care Promise5 year Paint and Fabric protection, discounts of maintenance and accessories and $1,000 additional trade in value guarantee. • Gap InsuranceA policy that will settle the deficiency balance between the value of the car and insurance settlement if the car is totaled or stolen.• Guide PointElectronic vehicle tracking system. • First Extended Service ProtectionFirst Extended is an extended service plan available on every New and Pre-Owned vehicle we carry. There are no secrets, we clearly lay out what is and isn’t covered in each plan and then based on your needs and driving habits we can build a plan together.• Nitro FillImproves steering, handling and braking. Reduces the chance of tire failure and improves fuel economy.

Page 66

Page 67

Page 68

Page 69

Page 70

Page 71

Page 72

Page 73

Page 74

Page 75

Page 76

Frequently Asked QuestionsWhy Inflate with NitroFill™?Compressed air is your tire’s worst enemy. Air is about 78% nitrogen, 21% oxygen, and 1% other. Nitrogen is inert, non combustible and non corrosive. Oxygen, on the other hand, is immensely destructive to rubber and other tire materials. As soon as a tire is manufactured and exposed to air, the effects of “oxidation” begin to deteriorate the rubber. Over time it loses its elasticity and strength, just like an old rubber band you’ve probably found around your home. This same process occurs in tires inflated with air as the oxygen attacks the rubber molecules, working from the inside out, until the oxygen, and its destructive properties, permeates the tire structure and ultimately the tread.Is All Nitrogen Gas Equal?No, the purity of nitrogen available from nitrogen generators generally ranges from 95% (low purity) to 99.9% (high purity). NitroFill™ generators can produce nitrogen in excess of 99.9% purity and provide the procedures to guarantee a minimum of 95% purity in the serviced tire, which is the minimum allowable purity that must be maintained in the tire to enjoy the benefits that nitrogen provides. Few generator manufacturers currently discuss this mandatory 95% threshold, as few are able to consistently provide the required purity to achieve it. But, as the market matures, your customer WILL learn –so don’t take chances with their safety or your reputation- fill them with NitroFill™ !

Page 77

Frequently Asked QuestionsMy Tires are Low! Now What?Low tire pressure is generally due to one of the following three conditions: 1. A leak. Most tire leaks are the result of a hole or puncture, faulty valve, or a porous or corroded wheel. 2. Permeation. Permeation is the normal process by which the air in a tire bleeds through the tire’s body or carcass. It is typical for an "air" filled tire to lose 1-2 psi of pressure every month through normal permeation whereas it can take several months for a NitroFilled tire to lose a single pound of pressure. 3. Temperature Change. All gases expand and contract with temperature. If you live in an area that experiences dramatic temperature changes, you will have to adjust your tire pressure accordingly. Typically you will only have to adjust your tire pressure "up", adding pressure as ambient temperatures decrease. Count on losing about 2% of your total tire pressure for every 10 degrees in temperature reduction. Participating NitroFill™ dealers will always check and correct your tire pressure with NitroFill™ for free during your membership period, and we recommend you have this done every 30 days if possible, or as often as your schedule permits. If you have NitroFill™ in your tires and do not have a leak, you should experience little or no pressure loss from permeation, but may still see pressure loss from seasonal temperature changes. While it is best to visit your NitroFill™ dealer for a free top off, it is fine to correct your tire pressure with regular compressed air for these normal and minor events without diminishing the benefits of NitroFill nitrogen filled tires.If you have a "flat" tire or a situation where most or all of the nitrogen in your tire has been lost, you can also fill it with regular air if necessary, but we encourage you to visit your NitroFill™ dealer as soon as possible to have the tire(s) purged and refilled with NitroFill™ so you can continue to enjoy the benefits this product provides.If you are a member of the NitroFill™ Auto Club most flat tires caused from road hazards, including tires damaged beyond repair, are covered, as is roadside assistance if your flat or damaged tire has left you stranded.

Page 78

Frequently Asked QuestionsWill NitroFill™ improve the performance of the Tire Pressure Monitoring System on my vehicle?Yes. NitroFill™ will help maintain proper inflation in your tires and reduce the number of faults detected by the TPMS. Do I still need to check tire pressure?Yes. But, you will find the tire pressure to be more consistent, even during dramatic temperature changes. Should I put NitroFill™ in my spare tire?Absolutely! Your spare tire is the most neglected tire on your vehicle, and if you need it you certainly want it to be fully inflated. Because NitroFill™ dramatically slows the normal loss of pressure through permeation, your spare tire will hold its proper pressure over a much longer period of time than if it was filled with regular air. Is NitroFill™ compatible with my internal tire balancing product [powder, beads, fluid]?Absolutely, in fact, you couldn't find a better operating environment for an internal tire balancing product than a tire filled with NitroFill™ , due to its dry, inert qualities. Is nitrogen a safety hazard?No. Nitrogen is an inert, noncombustible, nonflammable, non-corrosive gas. In fact, those are big reasons why nitrogen is used to fill the tires of vehicles that push performance limits under extreme conditions, including Formula One racers and heavy machinery.

Page 79

Page 80

Your Credit ScoreCredit reporting agencies score your credit based on several factors. There are some differences between the agencies scoring system, but they are similar overall. Financial institutions use these credit scores to help predict the risk associated with lending for the purchase of (for example) homes, cars, boats, credit cards.The score is a number usually ranging from about 350-850.Typically, the higher the number, the lower the risk.Examples of factors which account for the score are:• The timeliness of your payments, including late payments.• The amount and type of debt you have.• The number and age of your credit accounts.• Inquiries created by applying for credit.•Public records such as liens and judgments. Credit Reporting AgenciesTo get more specific information regarding your credit score, contact any of the three major credit reporting agencies. Each can provide you with a copy of your credit report including your credit score and is required to provide you with one free report annually. There may be a fee for additional requests.• Equifax: Web: www.equifax.com Toll Free Number: 800-685-1111•TransUnion: Web: www.transunion.com Toll Free Number: 877-322-8228•Experian: Web: www.experian.com Toll Free Number: 888-397-3742

Page 81

Financing Tips• Make sure the vehicle you are looking at fits into your budget. Our Product Specialists will help find a car you and your wallet will love.• Down Payment – Consider increasing your down payment which typically results in lowering your monthly payment (depending on term) and generally helps the approval process.• Detailed Application – Providing us with detailed and accurate information on your application will save you time and help with approval process.• Estimate Your Trade – If you are planning on trading in your vehicle, go to our “value Trade-in” link to KBB and get an idea of your vehicles value.Your Monthly BudgetMost financial institutions recommend that you spend no more than 15% of your gross monthly income (GMI) on your monthly vehicle payment. Examples:• $2,500 Gross income per month = $375 or less per month• $4,000 Gross income per month = $750 or less per monthMonthly payments normally range from $20-$25 per $1,000 financed.How Financing Decisions Are MadeAs part of the Peace of Mind Promise we want you to have as much information as possible when making your buying decision. Below are examples of information creditor’s use in making lending decisions.• Vehicle cost• Vehicle age• Vehicle mileage• Your credit application facts• Credit history and score• Down payment• Equity position of down payment and/or trade in.Your Monthly Payment is Determined by the Following Criteria1. Amount financed2. Term or length of contract3. Annual Percentage Rate (APR)For every $1,000 financed your payment will adjust $20-$25 per month.

Page 82

First Extended-Extended Service PlansCongratulations on your vehicle purchase! You’ve made a great decision, so why not take the next step to protect your investment and assure you enjoy your vehicle for many years to come?We pride ourselves in having extended service plans that are affordable and custom to your needs. It is more likely that budgeting a little more a month will be less impactful to your pocket book than the cost of a major repair out of the blue.The manufacturer’s warranty is very comprehensive. It covers virtually every part in your vehicle and will help prevent you from paying expensive repair bills should a repair be required. One problem- it ends. And when it does, you’re exposed to the cost of unexpected auto repair. Doesn’t it make sense to protect your investment and control your monthly cost of ownership?What is First Extended?First Extended is an extended service plan available on every New and Pre-Owned vehicle we carry. There are no secrets, we clearly lay out what is and isn’t covered in each plan and then based on your needs and driving habits we can build a plan together. Why us?• We offer the convenience of nationwide coverage for authorized service and repairs.Payments are made directly to the dealer so you don’t have to get involved and what for reimbursement.• Towing/Roadside assistance: Protects you 24 hours a day, 365 days a year in the U.S. and Canada. Our toll-free Emergency Assistance hotline is always open to provide the following services: Battery jumps, fuel delivery, towing, and flat tire assistance.• Car rental allowance: Provides rental reimbursement any time a covered component fails, covered vehicle is retained by a repair facility overnight and covered repair exceeds 4 hours to fix.• Low deductible per visit, not per repair. • Affordable, flexible payment terms that can be included in your monthly payment. • High Tech coverage for your engine, transmission, front & rear wheel drive, fuel system, steering, suspension, electrical, brakes, factory A/C, and more. Ask our managers for a brochure and contract to review. You get to decide what coverage term and mileage works best for you. The coverage is transferable if you decide to sell your vehicle. (Some restrictions apply. Please see extended service plan's written policy).This is just an outline of highlights to you extended service plans. Please ask management for full details and disclosure of coverage and what is not covered on all our plans.

Page 83

Why take chances with your investment?Now you can protect yourself if your vehicle is totaled as a result of theft or collision!In the event that your vehicle is declared a total loss as a result of an accident or the theft of your vehicle, your insurance company pays the actual cash value of the vehicle at the time of loss, not what you owe on the vehicle!You remain liable for payment of the difference between your insurance company’s settlement and the balance of your loan/lease.This deficiency, added to the amount of your deductible, and other expenses, can easily be thousands of dollars, dollars that come out of your pocket!Benefits•All risk protection! •Protection is provided for the term of your loan/lease, up to 84 months. •Protection is applicable for vehicles valued up to $100,000.00! •Benefits paid up to $50,000.00! •Deductible covered up to $1,000.00! •Minimal monthly cost!

Page 84

Page 85

Page 86

Vision• Operate a Pre-Owned Superstore at benchmark levels in the key metrics:• Quality of the product utilizing a “certification” checklist• Volume and profit goals at or above forecast• Inventory days supply and no great than 45 days.• No aged units over 75 days old. • Sell an average of .75 to 1 used to new ratio• The following are needed to constantly achieve these standards:- Top Pre-Owned staffing and training in the market. Low turnover.- Train and support our CRM BDC process.- Buying strategy which gives us sufficient width and depth- Pricing strategy utilizing V-Auto tool.- Peace of Mind story being told to our customers.- Proper after sales support to insure our customers are happy during ownership

Page 87

Page 88

Page 89

96 HOUR MAXPRE-OWNED RECONDITIONING PROCESS1. SERVICE DOES SAFETY INSPECTION- THAT INCLUDES OIL AND FILTER CHANGE AND COMPLETE SAFETY INSPECTION.1. VEHCICLES ARE DETAILED WITH PAINT AND FABRIC PROTECTION APPLIED.1. EACH VEHICLE GETS NITROGEN FILL AND CAPS APPLIED.1. AES INSPECTION SHEET IS FILLED OUT SIGNED AND DATED.1. ALL LINE ITEMS FOR REPAIRS BEYOND SAFETY INSPECTION ARE ADDED TO REPAIR ORDER.1. RECON MANAGER- INSPECTS AND SIGNS OFF ON ALL ADDED REPAIRS.1. ALL RECON’S WITH THE EXCEPTION OF AS IS STOCK NUMBERS ARE COST AVERAGED AT 1,060.00. 1. RECON MANAGER’S PAY PLAN IS BUILT AROUND CONTROLLING LABOR TO 3.0 HOURS OR LESS, SUBLET AT $170.00 OR LESS, AND PARTS AT $200.00 OR LESS ON AVERAGE FOR THE MONTH.1. ALL VEHICLES ARE COMPLETE AND READY FOR SALE WHEN THEY LEAVE RECON, INCLUDING PAINT ,DENT AND GLASS REPAIR. ALL REPAIRS AFTER RECON ARE CONSIDED LOT DAMAGE AND ADDED TO THE VEHICLE.1. FOLLOW GUIDEPOINT INSTALLATION PROCESS.

Page 90

AES Pre-Owned CERTIFICATION PROCESS1. SERVICE DOES A SAFETY, DETAIL, ETC. FOR ($1,060)2. SERVICE HAS THE VEHICLE DETAILED. 3. SERVICE DOES AN OIL CHANGE. 4. ANY INTERNAL PARTS MARK UP WILL BE AT :• 40% FROM 0-99• 30% FROM 100-199• 20% FROM 200-299• 15% FROM 300 AND UP.• $500 MAX INTERNAL MARK UP.5. INTERNAL TECH AND U/C MANAGER REVIEW INSPECTION REPORT TO DETERMINE ADDITONAL WORK NEEDED. ANY ADDITIONAL WORK WILL BE CHARGED AT RETAIL HOWEVER IT MUST BE PRE-APPROVED BY THE U/C MANAGER.6. SERVICE COMPLETES AES INSPECTION REPORT AND GVIES COPIES TO:• ORIGINAL COPY GOES IN GLOVE BOX• BUSINESS OFFICE GETS A COPY (2 COPIES)• AUTO EXTENDEED IS GIVEN A COPY FROM BUSIENSS OFFICE.7. COPY OF VEHICLE HISTORY REPORT (CARFAX/AUTOCHECK) GOES IN GLOVE BOX AND USED CAR BOOK AT THE DESK. COPY IN GLOVE BOX IS FOR THE CUSTOMER. IF VEHICLE IS A FORMER RENTAL, (a) BUYER’S GUIDE IS TO BE STAMPED “PRIOR RENTAL” AND “PREVIA RENTA” ON SPANISH LANGUAGE VERSION; AND (b) STOCK NUMBER IS TO BE DESIGNATED WITH AN “R”. 8. THE STORE WILL PAY FOR THE FIRST 30 DAYS OF ANY REPAIRS AND AEF WILL PAY FOR 100% OF ALL “HIGH TECH” PARTS AND LABOR ITEMS FOR THE NEXT FIRST 2 MONTHS OR 2,000 MILES FROM DELIVERY DATE AND MILES.9. AFTER 3 MONTHS OR 3,000 THE POWERTRAIN ONLY PORTION AS STATED IN THE BUYERS GUIDE WILL BE FOLLOWED IF APPLICABLE.

Page 91

AES Pre-Owned CERTIFICATION PROCESS10. KEEP IT MIND THAT THE 3 MONTHS 3,000 IS AN INTERNAL GOODWILL POLICY AND NOT PART OF THE BUYERS GUIDE OR PROMISE TO CUSTOMERS. THE 12/12,000 IS WHAT GOES ON THE BUYERS GUIDE AND ANY OTHER DOCUMENTS ATTACHED TO THE VEHICLE OR GIVEN TO THE CUSTOMER.11. ELIGIBLE VEHICLES.• ALL VEHICLES WITH LESS THAN 65,000 MILES.• SEE AEF ON VEHICLES WITH MORE THAN 65,000 MILES.• VEHICLES WITH THE FACTORY WARRANY STILL ACTIVE.12. EXCLUDED VEHICLES• ALL HIGHLINE AND SPECIALTY VEHICLES. • LIFT KITS AND MODIFICATIONS WILL NOT BE COVERED BY AES.• OC MOTORSPORTS WILL BE RESPONSIBLE FOR LIFT KITS AND MODIFICATIONS THEY INSTALL FOR 12/12,000.13. COVERAGE INCLUDES• 3 MONTHS/3,000 MILES HIGH TECH COVERAGE. NORMAL WEAR AND TEAR ITEMS ARE NOT COVERED NOR IS ANY SCHEDULED OR NON-SCHEDULED MAINTENANCE. ANY ITEMS THAT SHOULD HAVE BEEN HANDLED DURING SAFETY AND SMOG ARE NOT COVERED.• THE 12/12,000 PORTION COVERS POWERTRAIN AS LAID OUT ON THE BUYERS GUIDE.14. EXTENDED COVERAGE FOR WARRANTY AND OWNER CARE WILL BE SOLD IN F & I.• EXTENDED SERVICE CONTRACTS WILL BE EXCLUSIVELY FIRST EXTENDED CONTRACTS.

Page 92

Peace of Mind• Low, common sense based pricingWe use 3rd party site like Edmunds and KBB to determine what a fair deal is for our customers rather than negotiate back and forth for hours. We want you to be happy with your buying experience so you will never want to buy a vehicle anywhere else again!• We have Product Specialists, not salesmenIt starts with finding the right vehicle and you should expect to speak with someone who can answer your questions honestly, clearly, patiently, and without pressure. This is why we staff a team of Product Specialist whose job is to assist you in finding the vehicle you desire in a manner you deserve. We even incentivize them for the level of service they provide, not commission. • Free Carfax and Auto-Bio report for your Peace of Mind All our Pre-Owned vehicles history is guaranteed. You deserve to know the background of the vehicle you want to purchase. Just ask for a copy of the Carfax or check it on line at www.ocauto.com. • Certified Inspection ProcessWe select only the best Pre-Owned vehicles to sell - that's when the work starts. We first put them through a rigorous 100+ point inspection, guarantee the vehicle's history with CARFAX, and run all checks to ensure a clean title. Then, our management team personally takes each one on a road test to verify it's a vehicle we are willing to certify and stand behind. The result is that only finest quality vehicles make it to the front line! You will have peace of mind knowing the vehicle you are purchasing has earned it! And because no one has a crystal ball, we also put a 3 month 3000 mile powertrain warranty on each of our Pre-Owned vehicles as well as offer value priced extended service contracts designed to meet your needs. Our technicians put every vehicle through a rigorous Certified Quality Inspection, checking more than 125 points to meet our high quality standards. • 5-Day Money Back GuaranteeWe know not every car is perfect for every person, so all Pre-Owned vehicles come with an optional 5-Day Money-Back Guarantee. While most competitors only give you 72 hours to see if the vehicle you choose fits your needs you can return any vehicle for any reason within a 5-day period. Simply bring it back in the condition in which it was purchased, and you will get a full refund.

Page 93

Page 94

Number of LoginsThe number of vAuto user logins during the reporting period.Number of VehiclesNumber of vehicles in stock.Red Car CountNumber of vehicles not appraised or booked through vAuto.Total InvestmentTotal dollar investment in the inventory.Avg InvestmentAverage dollar investment per unit.Avg Days in InventoryAverage age of units in inventory.Water %Water is the negative equity in the inventory (Wholesale value minus investment). Water % is the percentage of investment that is negative equity.Avg Whsl ScoreComparing investment to the wholesale value, this number represents the likelihood that this vehicle will attain the dealership’s gross profit objectives.

Page 95

vAuto Training NotesStocking ObjectivesExpand Vision – Expand Opportunity = Look HorizontallyCars are destination purchases. Consumers will come to you if you have what they want. The internet is :the Business” for uses, period.Each car that you own needs to be unique. Look for attributes that make it special and flaunt it!CPOV may not add value in pricing to market, but may be used as a marketing tool to enhance value to your car (unique).As with new, low to medium day supply units can be priced #1 in market to drive traffic to the store. You can have 1 or 2 units in each segment with the #1 price as part of your marketing strategy so that you are continuously popping up on searches. This will give the impression that you have a large selection of vehicles at great prices. Over time, you will be known for this in the market.

Page 96

Stocking ProcessGo the segments that you are weak and “feel uncomfortable”.If you are in a growth mode, adjust your target units available upward in order to get a good look and proper supply in each segment.LAY BASELINE INVENTORY OBJECTIVES – write them down and hard coat it and follow it rigorously.Identify segments:• Can add/delete segments.• Do not base on price only.• Set stocking range to reasonable data-natural reach and realize that the demographics will change as you go out in range.• Look at those segments where you are long (check for price gaps within) and ask yourself if maybe you are very comfortable in those segments. For every segment that you are long in, you are short in another and narrowing your opportunities within the total market.• Place zero relevance on historical data. If you do, vertical inventory will occur. The data only reflects what inventory we had – what we don’t know is the problem – OPPORTUNITY!!!!!• Look at those segments where you are long for the “turn” average – are you getting the ROI that you could want and if not, look to the other segments where you are “uncomfortable”.• Where are my best and easiest upsides.• The goal is to get more visibility in the market – focus on segments; units, prices within units, spread within units, spread within units price bands –YOU WILL GET MORE LOOKS WITH A VERTICAL INVENTORY.• Stop the vertical stacking not only on units but in price ranges within the segment.• Look for units that are “high hit” units for traffic creation and more sales volume.•Make best probability decisions: price bands-spread them for maximum view/more sales. You need to occupy ALL PRICE BANDS!• Never buy any unit without a Playbook.

Page 97

Heat Sheet and Buy ListBuy off of statistics and probability and stop with the “gut” buys. TO DO: LOOK AT THE DATA! (Side note-buy and read “Money Ball”).What unit is going to do better by probability? Create house rules that you live by. You need to employee a few “whiz kids”. Opportunity is to huge to continue current approach unless you feel you are where you want to be.Implement a process where every trade and purchase has an exit strategy printed and copied to inventory jacket and binder. Use binder at weekly pricing meeting to assist in pricing plan per unit. The data will assist with reminders of days supply, cost to market, days to turn.Again-no price gaps within segment price bands-spread it wide-stop the stacking!When looking at unit for inventory, look at market day supply plus target audience-how large is market (units for sale) play in medium to large markets-if market audience is large enough, you can always get out by lowering the price. Pay attention to cost to market spread also. Higher days with higher margin is okay too.The goal should include robust sales with reasonable margin.vAuto recommends determining an average transportation cost and assessing to each unit in order to buy further away and not being worried about the cost to the unit.Each unit considered for purchase needs the following identification:• What can unit be sold for• What is the exit strategy for this unit• What is the most I will pay for this unit• How much will I spend for reconditioning, transportation and buy feesOnce the unit year, make and model has been determined, you need to find. Who has it, where is it located and how am I going to get it.****vAuto states that buy list can be imported into Manheim workbookResources for units:• eBay• Auto Trader• All Auctions• Craig’s list• Hank’s Helper.com• GoogleAnother source is the creation of “We Buy Car”. Create a marketing plan that embraces the idea of the dealership purchasing cars and put it on all media outlets and internal forms.

Page 98

Page 99

Customer with concern is directed by receptionist to appropriate employee or manager.CUSTOMER CONCERN RESOLUTIONEmployee addresses concern within 1 business day and resolves to customers satisfaction within 3 business daysManager files copy of completed CFR in Concern Resolution BinderEmployee documents concern and resolution on CFR form and provides confirmation of concern resolution and copy of CFR to immediate ManagerBDC Director or Manager addresses concern within 1 business day and resolves to Customers satisfaction within 3 business daysIf manager or employee is not available Customer Concern is given to designated backup (BDC Director)Customer Concern and resolution is documented on CFR and copy filed in Concern Resolution BinderOR

Page 100

Page 101

Page 102

Page 103

Page 104

Page 105

Page 106

Page 107

Page 108

Page 109

Page 110

Page 111

Page 112

Page 113

Customer Care Vital Factors1. Escort customer to final destination2. Greet sales, service, and parts customers within 60 seconds of arrival3. Follow up after every sales and service visit to increase loyalty4. Perform thorough walk around with every service customer5. Contact all missed sales/service appointments and reschedule6. Ensure proper training with all employees on revenue streams and CSI7. Stay in touch with customer through out their ownership cycle8. Ensure all employees are aware of our concern resolution process9. Ensure service customers vehicle is ready and clean at agreed upon time10. Confirm inquires by asking “Did I answer all your questions?”

Page 114

Page 115

Page 116

Page 117

Page 118

Parts DepartmentOur parts department functions to support the service department in its customer retention and profitability goals as well as support customers we wish to purchase direct from the department.• The support can be broken down into 4 areas:- Working with Service on Customer and Warranty repair orders.- Working with the retail customer who visits your counter face to face or by phone/internet.- Working with body shops and other sources to increase our wholesale parts business.- OCM Motorsports to provide customization and accessory options to our new and pre-owned departments as well as retail customers.Keep the following in mind:1: We are creating a culture in our stores where customer retention and loyalty are key 2. The way you answer the phones (in 3 rings), the way you listen, order the correct part the first time, help service become more efficient are all performance priorities we expect to be executed well.3. The way you greet a customer and listen starts the process off correctly.4. Listening will allow you to suggest the solution the customer is searching for.5. Make sure you properly explain how and why this part you are suggesting is the right one to fill their needs.5. Expose them to other products which may add additional benefits.6. Make sure you do the paper work correctly and handle payment.7. Insure the customer understands how the parts work, how to install it, etc. Selling the part is only the first part, making sure the customer uses it correctly and is happy is the second.Vital Factors in Managing Your Inventory• Having a proper days supply and availability will allow the Service Department to be more efficient.• Your responsibilities include developing, executing, and monitoring the following:- Do you have the correct parts in stock? (Level of service).- What does your lost sales report look like. What is the solution?- Making sure we are turning our inventory properly with no parts over 12 months old.- Pricing Matrix - is it set up to be competitive, but with a proper margins?- Maximize factory programs for stock order discounts and return reserve.- Insuring our yearly physical inventory goes smoothly

Page 119

Parts Department Management Measures• The vital factors for a Parts Manager are:- No more than a 55 days supply of parts and how many turns per year.- No parts over 12 months old- Level of service provided the shop. Do you have what they need?- Stock order and protected inventory at high levels- Gross margin of 35%- Net margin of 62%• We expect our parts manager to lead and excel in all these areas. Your performance will be measured based on these responsibilities.Getting the Word Out:- Keep our online specials up to date and relevant- E-Blast - utilize customer base to communicate specials offers- In store displays - make sure customers can see displays and vehicles we have accessorized and different options for them to upgrade their vehicle.- Wholesale - go knock on some doors (body shops, etc..) to make your parts department the one they call.

Page 120

Page 121

Declined Sales ProcessService Advisors to follow the process below when a customer declines their repairs/up sales.A. Find out what “NO” means, when a customer Declines repair/service1. “Too expensive” a. Use Point of sale (Gift Card) b. 30 Day Hold check2. “No Time” a. Offer FREE rental b. Shuttle ride home3. “Customer does not understand” (call spouse) a. “Show and tell” a picture tells it all. b. Offer to Email Pictures of failure c. Have customer come to his car and show him them the repairs needed.B. Have another writer or Service Manager give a try at the up sale.C. If all else fails then the service advisor is to add the “00JEZDECLINE” opcode to the repair orderD. Call Command to pick up the declined opcode and do an automated phone call from the service manager talking about the importance of getting the declined work done.E. Service BDC will do a follow up call “a soft sale” making sure the customer knows about the declined service and asks if they would like the service advisor to call to answer any questions.

Page 122

Service BDC• Appointments • Calls- All incoming Service appointment calls transferred to the SBDC- Appointment is made in 3010 under the SBDC person’s name (these appointments are fair game for service advisors).- Use correct customer care standards when talking in the phone. • Internet- All Internet appointments are to be answered within one hour using current customer care standards.- Appointments are entered in 3010• Confirm Appointment • All - Monitor that all appointments are being confirmed using Call Command. - Make sure confirmation is being done using the customers preferred method of contact.• Greeting• All- A friendly and courteous greeting is to take place within 1 minute of customer entering drive.- Determine why customer is here: - Repair- Oil Change- Waiter- Need Shuttle- Appointment - with what advisor- Perform walk around noting damage and tire condition and depth.- Have customer wait at car while a Service Advisor is notified- Introduce Customer to advisor.• Write up- Service Writer to perform write up using Moc Tablet and adhering to company policy.- Contract with customer a “promise time” for next contact.- Customer is entered in TECH CHECK queue.• Promise Time- SBDC to monitor this promise time and work with advisor and technician to update this new time in TECH CHECK.- SBDC is to contact customer 30 mins prior to promise time to give status and a new promise time as needed. (working with the Service Advisors)

Page 123

Service BDC continued• Inspection- SBDC to monitor status thru TECH CHECK-Technician is too due through vehicle inspection using TECH CHECK.• Follow up- SBDC is to call customer thru out the day ( 10 2 4 ) and each day even if no new information is available.• Parts- SBDC to monitor status thru TECH CHECK- Parts department to monitor TECH CHECK and enter P&A info in a timely manner.• Repair/QC- SBDC to monitor status thru TECH CHECK- Techs repair vehicle per Service Dept. Policy Hand Book.- Technician Quality check their work per Service Policy- Service Advisor spot check work as needed• Promise Time- SBDC with the help of the writers and TECH CHECK contact and update customer and promise time.• Clean Vehicle- When vehicle is finished and Q.C.’d vehicle is washed for customer delivery- This is Monitored by the SBDC• Active Delivery- SBDC helps as needed with cashiering• Make Next Appt.- Service Advisor asks for and makes next service appointment• Follow up- SBDC calls customer after repair to gather information about repair visit.• Marketing - SBDC performed the follow Marketing campaign’s - Call customers who decline up sells/repairs- Load Call Command with recalls and specials- Monitors input to Mycustomerdata- Call Chrysler Lost souls customer report

Page 124

LAX CJD TechCheck Process/RolesService Advisors1. TechCheck is created through WSA. If not Service Advisor will have to manually add an Inspection. No exceptions except belowa. Rechecks that just had an inspectionb. Warranty repair orders (not LOF) under 12,000 miles2. Advisors will have to assign Inspection to Technicians. (exception waiters that are dispatched by someone else. Then this person will tell the writer who it was dispatched to.) 3. Service Advisors monitors TechCheck Queue.Technicians1. Technician monitors TechCheck Queue.2. Technician will verify Inspection assignment according to RO. If not assigned to inspection will assign themselves to inspection. 3. Technician performs Complete TechCheck Inspection.4. When the Inspection is complete; technician changes status to “Estimating” and adds repairs and hours only.5. Any concern that is on repair order Tech will write diagnosis on both repair order and tech check6. Additional recommendations will be written up in TechCheck only 7. Once Estimating is complete Technician changes status to “Waiting for P&A”.8. Walks RO to Service Advisor.Parts1. Monitors TechCheck Queue2. Completes TechCheck P&A 3. Once complete Parts puts Inspection into “Waiting for Review” status.Service Advisor1. Monitor TechCheck Queue for “Waiting for Reviews”.2. “Review” status, verify Inspection/Estimate.3. Email & Print Report attach to repair order and give customer their copy.4. If customer was contacted, but waiting for customer to approve put in status “Waiting for Approval”.5. Accept & Decline Inspection at “Review” status6. When receiving approval/decline change status to “Complete”.7. Advisor gives RO back to Technician for completion of work.

Page 125

Subject: Service Department Policies and ProceduresHousekeepingThe Service Manager will be responsible for acting as the “Facility Maintenance Manager”. As such, he will,A. Every Friday, inspect the entire facility and review maintenance requirements with the Owners and Five Star coordinator. Also establish a correction timetable and delegate corrective actions.B. Secure competitive bids on any outside maintenance service to be employed.C. Act as the liaison between the dealership and outside cleaning service.D. Be familiar with and ensure compliance with OSHA and insurance company regulations and recommendations.E. Handle Five Star quarterly facility checklist. Lot DamageIn the event of damage to a customer’s vehicle take place, the customer must be promptly notified. It will be the customer’s decision as to where repairs will be performed.It is the Service Managers responsibility to train and monitor dealership employees regarding safe driving practices so that lot damage will be minimized. Employees driving customer or dealership vehicles must have a valid drivers license at all times.Mechanic ProductivityThe Service Manager is responsible for maintaining individual technician efficiency reports on a daily basis. These reports will be summarized on a weekly and monthly basis. A copy of the weekly and monthly summaries will be provided to the Owners.Mechanic Time CardsThe Service Manager is responsible for ensuring that technicians properly punch in/out their time cards, including lunch breaks.

Page 126

Subject: Service Department Policies and ProceduresMissing/Open Repair OrdersOn or before the 3rd of the month the Business Office will supply the Service Manager with a list of Open repair orders. Within 48 hours the Manager will return the report with an analysis of all open items.Release of Customer VehiclesNo customer service vehicles will be released after the regularly posted business hours unless prior arrangements have been made. No Exceptions.Repair Order Close OutNo repair order of any nature may be held for any reason. If the repair is completed, the R.O. should be immediately closed. If the vehicle leaves the premises or is returned to the new or used vehicle inventory, close out the repair order that day. This policy includes employee repair orders.Hazardous Waste ManagementIt is dealership policy to comply with all Federal, State and local regulations regarding the storing and disposing of hazardous wastes. Employee training to ensure compliance is provided. See our Safety Policies and Procedures Manual for specific information in this regard.Voided Repair OrdersThe Service Manager will date and sign all voided orders (with all copies attached), and with the reason for voidance noted before acceptance by the Business Office for filing.Vehicle TrackingMake sure that there is a hat number on every vehicle at all times. No vehicle should ever be in the back without one. The open RO report should match the vehicles on the lot.Also there is to be no storing of employees vehicles at any time.

Page 127

REPAIR ORDER START TO FINISHCOMEBACK PROCEDURECOMEBACK DEFINITIONAny Vehicle that returns to service for any reason within 90 days of the last visit.When a repeat repair is dispatched to the technician it must be acted upon immediately. The technician must verify the concern and come up with a solution. If the technician can not come up with a resolution, and/or the Service Manager must be involved immediately. If the concern can not be resolved in house, steps must be taken to involve Chrysler (District manager, S.T.A.R., tech fax, etc.). Once the vehicle has been repaired, Service Manager will sign off the repair and the R.O. can be closed. It would be highly recommended that when the customer comes in to pick up their vehicle that the Service Advisor or Service Manager demonstrates the repair with the customer to verify that the concern is resolved.1. Service Advisor determines if customer has been in service in the last 90 days for any reason a. Running customer historyb. During the customer interview etc.c. Run a V.I.P.2. If the Repair is the 3rd attempt, it is mandatory that you inform the Service Director immediately. The Service Director will review the file and contact DaimlerChrysler’s district manager if vehicle is under warranty.3. Have customer demonstrate concern, it is possible Customer does not know how something operates or was not communicated to about a related recommendation.4. Email Service Director of comeback.5. Repair order hard copy is marked “comeback”.6. Repair order is given to the Service Manager immediately.7. Service Manager is to dispatch the comeback to the original technician.a. If the original technician is out sick or out for training, comeback is to be dispatched to another technician immediately.

Page 128

REPAIR ORDER START TO FINISHCOMEBACK PROCEDUREContinued1. Comebacks are to be worked on above any other repairsa. Only the waiter the technician is working on at the moment will take precedence over the comeback.b. If necessary re-dispatch the come back technicians repair orders to free him up to work on the come back.2. Technician is to confirm diagnosis with the Service Manager and make necessary repairs.3. Verify repairs, road testing as needed.4. If the concern can not be resolved in house, steps must be taken to involve Chrysler (District manager, S.T.A.R., tech fax, etc.).5. NOTE MILEAGE OUT.6. Report findings to the Service Manager.7. Service Manager is to determine if the customers concern is really a comeback or not.8. Service Manager is to fill out a comeback form and review with technician.9. Comebacks are tracked and trended for any procedural updates or disciplinary action.10. Service Advisor is updated with comeback and notifies customer. Reviewing repair order completely.11. Service advisor is to demonstrate repair as needed to the customer. NOTE:1. Service Manager will determine the amount to pay (if any) to the original repairing technician.2. At the discretion of the Service Manager, If other then the original repairing technician repaired the concern, the original technician may be BACK FLAGGED, to pay the repairing technician.

Page 129

REPAIR ORDER START TO FINISHSERVICE ADVISOR1. Greeting the Customera. Customers must be greeted in a prompt and friendly manner.b. Greet customers as if you know them personally, and that you have been expecting them. This can be done by reviewing the daily appointment log, or entering the license plate or reception into R&R to identify and obtain the customer’s name as they drive in.c. Ascertain why the customer is here, and communicate to the customer what to expect. d. Treat all customers as members of the LAX family.2. Gathering Information (interview)a. Use a MOC Tablet.b. Address all the customer’s concerns by asking enough questions that both the writer and the customer know what the concern(s) are and understand what will happen during the repair or diagnosis.c. Walk around the car and note any vehicle damage with the customer, note any damage on the MOC tablet. This would also be a good time to look at the tires and take tire readings then recommend replacement as needed. Perform under hood inspection.d. Have the customer demonstrate their concerns to you, if this involves a road test, DO IT. If the concerns can not be duplicated by the customer, make sure they know that if the vehicle is left for repair, we will try, but may not be able to repair vehicle if the tech cannot verify their concern.e. Before writing a customer’s repair order, it is the service consultants responsibility to understand what the customer’s concern is. The Service Advisor must go over the customer’s concern to verify that it is a viable issue and that it is not a normal characteristic of the vehicle. A normal condition can only be written-up after you have explained to the customer that this is normal condition and you cannot over come the customer’s objective.

Page 130

f. Make sure you ask enough open-ended questions of what, when, where, and how to duplicate their concern(s). What do our technicians have to do to duplicate their concern(s)? BE EXACT. Include questions like: Has it been worked on before? and How long has it been like this?3. Writing the Repair order:a. When displaying the customer information in Service Reception WSA, confirm the customer’s address and phone numbers, making any necessary corrections. MAKE SURE TO GET E-MAIL ADDRESS!b. Write the repair order using the customer’s own words; add any additional information gathered during the interview stage.c. All concerns must begin with either “Customer States” or “Customer Requests”. Once all of the concerns are listed, you must determine who is responsible for the repair payment; the customer, the Factory or the Sales or Service department.d. THE CUSTOMERS PRIMARY CONCERN IS TO BE WRITTEN FIRST ON THE REPAIR ORDER.e. Run a V.I.P. prior to completing the R.O to verify coverage, recalls and current owner, on ALL Repair Orders, NO EXCEPTIONS!f. Go over any outstanding recalls with the customer and get their permission to perform the recall. g. Note on the repair order and have the customer sign if they do not want (for any reason) any outstanding recall(s) performed. (See Recall section)h. Review customer’s history for any past recommendations and or needed maintenance.i, Identify if a comeback and follow procedure.j. Add the Tech Check inspection op-code to the repair order so it is authorized by the customer.

Page 131

m. Go over with the customer all repair lines and add any additional information.n. Contract with the customer, taking into consideration their time and request, a completion time or a time YOU will be contacting them with further diagnosis and or information. MAKE SURE YOU HAVE A GOOD PHONE NUMBER. Try and get cell number as well (you can text updates).o. Enter the original estimate into the computer and print repair order(s).p. If you are unsure about the customer’s concern, always’ write the R.O. as Customer Pay with check out-time. Note: it is easier to change a line to warranty then it is from warranty to C.P.q. There must always be an estimate on the R.O. and in the computer of at least $1.00 on all pay types. Once the customer agrees with what is stated on the R.O., circle the estimate printed on the repair order and have the customer sign both signature lines on the shop and customer copies.r. Make sure the customer receives their copy and reassuring them you will meet or exceed their expectations. Deliver what you say.4. Dispatching repair ordera. Attach all documents to the repair order shop copy. 1. V.I.P. 3. night envelope 4. Diagnostic sheets (a/c, trans etc.) 6. Any other documents gathered from the write up.c. Repair order is stamped “WAITER” or “FIRST OIL CHANGE.”d. Come backs are to be dispatched immediately to the original technician and take priority in the shop.e. Service Manager is to be notified by email immediately of a come back (follow come back procedure).f. Log all repair orders on log sheet. g. Log sheets are to be turned in daily, with notations of “why” carried over.

Page 132

5. Servicing vehicle and recommending maintenancea. Customers are to be contacted throughout the day at 10-2-4, in a timely manner and often enough that the customer does not have to call and find out about their vehicle status.b. Customers are always to be contacted at the original contracted time, EVEN IF NO INFORMATION KNOWN. Set up a new contact time AND CALL AT THAT TIME.c. Call the customer with our diagnosis or up sell(s) as soon as you are notified.d. Always know the status of your customer’s car, working with the shop foreman to meet your promise time. If not possible contact your customers BEFORE THEY CONTACT YOU. COMMUNICATE TO YOUR CUSTOMER AT ALL TIMES; this will cut down on 50% or more of incoming calls giving you more time to inspect vehicle and offer additional repairs needed.e. Go into the shop and verify the recommendation(s), if the recommendation does not make senses to you, how are you going to sell it? This will help in the up sell process, when the customers have questions about the sell! Ask questions of the technician until you both are in agreement and understand what is to be sold.f. It is much easier and you have much more credibility in up selling, if the customer’s primary concern is addressed first.g. You must write on the shop copy and in the computer all up sell revisions with date, time, (in person) or phone number called, who you talked to, up sell amount, total amount and items sold. NO EXCEPTIONS

Page 133

6. Finishing repair ordera. When all repairs are completed you must verify customers concerns are completed as discussed with the customer, this may included looking at vehicle to confirm repairs are done.b. Enter all technician stories, labor, tech times, comments and unsold recommendations for each line in R&R.c. On brake inspections state % or 32nd with the word “remaining”, i.e. “40% remaining on rear brakes.” Use Op codes to print out on Repair Order the remaining brakes.d. On brake inspections state % or 32nd with the word “remaining”, i.e. “40% remaining on rear brakes.” Use Op codes to print out on Repair Order the remaining brakes.e. ENTER MILEAGE OUT that agrees with technician’s story.f. Use “Operates as like vehicle”, “could not verify customer concern.” Do not use “NPF” or “no problem found”. h. Review all parts, misc. and GOG charges. Correct as neededi. Make sure all sublets including rental charges are correct.j. Make sure all supporting documents are attached to the hard copy, VIP, battery test sheet, sublet bills, transmission sheet, insurance billing information, completed Tech Check inspection etc.k. Confirm copy of parts requisition is attached (if parts were used)l. Confirm Parts return stamp and parts signature is on hard copy (if parts were used).m. Tech does quality control of their work.n. Confirm technician time stamp is on back of repair order.o. Note all declined recommendations in WSA, including billing information on line “19” of 3651. Make a copy of declined work and give to Service Manager.p. When everything is done including car washed, CALL your customer and go over all charges and repairs, calling after everything is done including wash, will shorten the customer delivery time.q. Invoice repair order(s) and hold for customer arrival.

Page 134

Page 135

REPAIR ORDER START TO FINISHDISPATCHINGBefore dispatching a R.O. to a technician you must verify that the following items are addressed on all R.O.’s:1) A properly written concern that is easy to understand in the customer own words.2) A V.I.P. is attached.3) A transmission questionnaire sheet is attached (if required).4) Any supporting documentation (MOPAR, past R.O.(s), customer notes or supplied invoices, etc.).5) All required B.A.R. information completed (signatures, estimates, etc.).6) Any managers signatures that may be required (add on concerns, S.O.P. parts are in, etc.).7) Rental/Sublet line has been added.8) Tech Check labor OP added to RO.Once all of these checks have been accomplished, the R.O. can be dispatched. if any of the items are not attached, the repair order is to be returned to the service Advisor for correction. No repair order will be dispatched unless it is completed properly.

Page 136

REPEAT REPAIR VISITS (review Comeback section)When a repeat repair is dispatched to the technician it must be acted upon immediately. The technician must verify the concern and come up with a solution. If the technician can not come up with a resolution, the Shop Forman, and/or the Service Manager must be involved immediately. If the concern can not be resolved in house, steps must be taken to involve Chrysler (District manager, S.T.A.R., tech fax, etc.). Once the vehicle has been repaired, the Shop Foreman or Service Manager will sign off the repair and the R.O. can be closed. It would be highly recommended that when the customer comes in to pick up their vehicle that the Service Advisor or Service Manager demonstrates the repair with the customer to verify that the concern is resolved.

Page 137

REPAIR ORDER START TO FINISH“Operates as like vehicle” (NPF)The purpose of this policy is to better identify the source of a customer’s concern and to have the customer know in advance to his or her picking up the vehicle whether or not a root cause of a concern was determined and if any repair attempt was or will be made. It is imperative that we avoid the situation where a customer comes in to pick up his or her vehicle and then finds out that no problem with the vehicle was found. That in itself is a major source of customer dissatisfaction and low Fixed First Visit (FFV).It is important that every involved employee follow this procedure so that this problem can be eliminated and that our goal of complete customer satisfaction in regard to this matter is achieved.1. If a technician cannot duplicate a concern or if he determines that the condition is, “like another same vehicle” normal, the technician will seek the assistance of the Service Manger.2. The technician and Service Manager are to check for related TSB’s and the vehicle is to be road tested if applicable.3. If the concern still cannot be duplicated the technician will report to the Service Manager. The Service Advisor will call the customer and explain the situation with the assistance of the technician and attempt to gain further information.4. If all avenues to duplicate the problem have been exhausted, the Service Advisor will call the customer and explain the situation and arrange for the customer to drive the vehicle with the technician or him/her self in an attempt to either duplicate the concern or make the determination that the condition is normal.5. If the concern is duplicated, arrangements to address the concern will be made immediately.6. If it is determined that the condition is normal, the Service Advisor, technician, Service Manager will advise the customer that no repair attempt will be made at this time.7. The Hard Copy will state the findings and be signed off by the Service Manager.

Page 138

REPAIR ORDER START TO FINISHTHE TECHNICIAN WORKING ON THE VEHICLE1. When a technician is given a job, the first thing that he must do is verify that a punch time has been started on the specific repair order for that specific job. He will then begin to work on that vehicle. If the technician is having difficulties diagnosing the concern or cannot duplicate it, he must contact the shop foreman or advisor for assistance. 2. If the repair is one that is restricted by the manufacturer and requires a signature from the Service Manager, the technician must acquire the signature prior to pulling parts or the parts department will not give any parts to the technician.3. The electronic “Tech Check” is to be filled out after the technician looks over the complete vehicle for any recommendations, and return the repair order to the Service Advisor.4. All repairs must be verified before and after, with a road test as needed.5. After the technician diagnoses the vehicle and requires the Service Advisor talk to the customer, the technician must clock off the repair order and bring the ticket back to the Service Advisor prior to receiving or starting another job. The technician will then notify the Service Advisor of the required recommendations. 6. When a come back repair is dispatched to the technician it must be acted upon immediately as per the come back procedure. The technician must verify the concern and come up with a solution. If the technician cannot come up with a resolution the Shop Foreman must become involved immediately. If the concern cannot be resolved in-house, steps must be taken to involve the manufacturer (District manager, S.T.A.R., tech fax, etc.). Once the vehicle has been repaired, the Shop Foremen and Service director will sign off the repair.7. If the repair is a “Operates as like vehicle (NPF) , the technician must get the Service Advisor and Service Manager involved as per procedure.8. Proper manufacturer repair procedures and Diagnostic procedures must be adhered to.

Page 139

9. When the technician is returned the job by the Service Advisor, the first thing that must be done is to be punched “ON” for that specific repair order again. Technician is to complete the repairs.10. When receiving or ordering parts from the parts department, it is vital that they receive the proper information from the technician. It would expedite parts being pulled and charged out if the parts department knew the following bit of information prior to requesting the parts needed:a. R.O. numberb. Line Numberc. Vehicle Make and Modeld. Yeare. Trim Code (if necessary)f. Transmission typeg. Engine sizeh. V.I.P.i. Warranty, service contract, customer pay or internal repair11. A Duplicate Parts Requisition must be properly filled out, with one copy being attached to the repair order hard copy.12. If at the time that you attempt to receive parts and they need to be ordered, it is the technician’s responsibility to check with the Service Advisor on how the parts should be ordered:a. Car down – Vehicle is staying until it is repairedb. Stock Order - Vehicle is leaving and will return when parts availablec. Locate – Vehicle needs to be completed A.S.A.P. and parts must be picked up.13. Once the order type has been determined, if the vehicle has to be held over the repair order must be returned to Service Advisor and the computer up dated “Holding Parts”. The parts depart must also inform the technician and Service Advisor of the parts E.T.A. by using the “Parts Ordered” stamp on the hard copy with all of the pertinent information.14. The parts department will inform the Service Advisor that the parts on hold over vehicle has arrived. The Service Advisor will then inform the technician the parts have arrived so that the technician can schedule his workload around the arrival of the part(s).

Page 140

16. When completing a Customer Pay, Warranty or Internal Repair Order The story must be legible, clear and precise. It must answer the 3 “C’s” questions of Cause and Correction. The miles out must be on the repair order. (Whenever a technician completes a repair on a repair order they must update the mileage out). All used Parts must be placed in the original container and immediately returned to the Parts Dept. Hard copy must be stamped and signed with the parts return stamp on the hard copy.17. Technicians cannot look up their own labor operations. The story(ies) must be clear and precise for the warranty clerk to understand the repairs that were made. The technician must list all pertinent information about the car so that the warranty clerk can look up the correct information like engine size, type of transmission, etc.18. Write all technician stories on the back of the repair order, next to the corresponding line number.19. All Repairs must be time punched, using the electronic time punch daily. Warranties however must be physically punched on with a manual time clock.20. “00” straight time must have the Service Managers signature.21. If there was a T.S.B. used to perform a specific repair, it must be listed on the hard copy with a copy of the T.S.B. attached.22. Dealer Connect must be used to search for any TSB’s23. Only use the description like—“operates as like vehicle”. Do not use no problem found (NPF).24. Note on repair order hard copy any bulk oils used25.26. Make sure the duplicate parts requisition is attached to the hard copy27. Make sure that all required signatures are on the ticket (example: restricted repairs, straight time, etc.). Make sure that all supporting documentation is attached such as a battery sheets, transmission check sheets, etc28. Look over the exterior and interior for any signs of accidental grease and finger prints, CLEAN IT UP. 29. Once this has been accomplished, the repair order can be given to the Service Advisor.30. Start on next job or report to service drive for next job.

Page 141

REPAIR ORDER START TO FINISHPRE DELIVERY INSPECTION (“PDI”) PROCEDURE1. When Manufacturer delivers vehicles to the Dealership they will be inspected by a Dealership employee, designated by the Service Manager.2. Per Manufacturer we can hold the driver for one hour to inspect delivered vehicles.3. Vehicles are to be inspected thoroughly for all loose equipment and damages.a. Any paint scratches.b. Any body damage, including underneath vehicle.c. Damaged tires.d. Look for all loose items, such as extra remotes and keys, owners manual, navigation CD’s, floor mats, radio antenna, nets, roof rack rails etc.e. Monroney sticker on door glass.4. Note any damage or missing items on the delivery receipt.5. Any damage is to be coded on delivery receipt by driver and reported to Service Manager immediately.6. Sign and date Delivery receipt and obtain dealer copy, do not sign if you are not sure of something, get the Service Manager or General Sales Manager.7. Add and secure the following items to the vehicle:a. Put extra key and remote in the owner’s manual.b. Place the navigation CD in the owner’s manual.c. Floor mats, antenna and cargo net in the trunk.d. Secure plastic colored key tag to one key and remote.e. Print and apply stock number label to vehicle and key tag.f. Print Vehicle Stock Number label and apply to upper left corner of windshield, STRAIGHT.g. Print and apply first oil change sticker at 3000 miles and to apply to inside upper left of windshield.h. Apply Total Care label to the right side door glass next to the Monroney sticker.

Page 142

8. Make a copy of the delivery receipt and give to the service Advisor assigned to internals, the original to the business office.9. Service Advisor assigned to internals is to immediately write repair orders for the following items, and give the repair orders to the proper assigned technician for repair.a. PDIb. Guidepointc. Detail- Paint & Fabric protectiond. Nitro-Fill10. Vehicles are to be PDI’d per Manufacturer procedure and using Manufacturer PDI inspection form, complete with battery check print out and time punch.11. All PDI vehicles are to be road tested, NO EXCEPTIONS.12. Include mileage “out” after road test.13. Cars are to be parked in the back detail area to be detailed immediately.14. When completed, vehicles are to be parked on front line and keys on proper key board in sales office.

Page 143

LAX CJD96 HOUR MAXPRE-OWNED RECONDITIONING PROCESS1. SERVICE DOES SAFETY INSPECTION- THAT INCLUDES OIL AND FILTER CHANGE AND COMPLETE SAFETY INSPECTION.2. VEHCICLES ARE DETAILED WITH PAINT AND FABRIC PROTECTION APPLIED.3. EACH VEHICLE GETS NITROGEN FILL AND CAPS APPLIED.4. AES INSPECTION SHEET IS FILLED OUT SIGNED AND DATED.5. ALL LINE ITEMS FOR REPAIRS BEYOND SAFETY INSPECTION ARE ADDED TO REPAIR ORDER.6. RECON MANAGER- INSPECTS AND SIGNS OFF ON ALL ADDED REPAIRS.7. ALL RECON’S WITH THE EXCEPTION OF AS IS STOCK NUMBERS ARE COST AVERAGED AT 1,060.00. 8. RECON MANAGER’S PAY PLAN IS BUILT AROUND CONTROLLING LABOR TO 3.0 HOURS OR LESS, SUBLET AT $170.00 OR LESS, AND PARTS AT $200.00 OR LESS ON AVERAGE FOR THE MONTH.9. ALL VEHICLES ARE COMPLETE AND READY FOR SALE WHEN THEY LEAVE RECON, INCLUDING PAINT ,DENT AND GLASS REPAIR. ALL REPAIRS AFTER RECON ARE CONSIDED LOT DAMAGE AND ADDED TO THE VEHICLE.10. FOLLOW GUIDE POINT INSTALLATION PROCESS

Page 144

Page 145

BENCHMARK PROCESSES FOR THE SERVICE DEPARTMENT1. GREET THE CUSTOMER IN A SWIFT, COURTEOUS, AND PROFESSIONAL MANNER.2. LISTEN TO THE CUSTOMER’S PRIMARY CONCERN-THE REASON HE OR SHE ORIGINALLY CAME IN TO YOUR SERVICE DEPARTMENT.3. REVIEW THE SERVICE HISTORY AND CHECK FOR RECALLS.4. CONDUCT A THOROUGH WALK AROUND INSPECTION THAT STARTS WITH THE LIGHTS ON, CHECKING THE TIRE TREAD DEPTH, AND ENDING UNDER THE HOOD, INSPECTING VITAL FLUID LEVELS AND CONDITION. UPON PULLING SAMPLES, ILLUSTRATE THE FINDINGS WITH THE CUSTOMER.5. PROVIDE A SERVICE MENU TO EVERY CUSTOMER WITH MOC PROCESS6. RECEOMMEND MAINTENANCE SERVICES ACCORDING TO THE CURRENT MILEAGE READING, TIME INTERVAL SINCE PREVIOUS SERVICE, AND FLUID CONDITION.7. PROVIDE A QUALITY MOC TECH CHEQUE INSPECTION ON EVERY VEHICLE BY A QUALIFIED CERTIFIED TECH.8. INFORM CUSTOMERS OF THEIR VEHICLES STATUS THROUGHOUT THE DAY, REMEMBER THE 10/2/4 RULE AND RECOMMEND EVERY ADDITIONAL ITEM FOUND.9. PROFESSIONALLY DELIVER THE VEHICLE BACK TO THE CUSTOMER ENSURING A “PROPER ACTIVE DELIVERY.”10. REVIEW THE MOC INSPECTION SHEET WITH EVERY CUSTOMER AT TIME OF PICK UP.11. MAKE CERTAIN THAT THE VEHICLE IS FREE OF GREASE STAINS FROM SERVICE, AND HAVE ALL SERVICE VEHICLES CLEANED AND VACUUMED PRIOR TO CUSTOMERS ARRIVAL.12. MAKE CERTAIN TO SCHEDULE THE CUSTOMERS NEXT APPPOINTMENT.

Page 146

Peace of Mind Promise: Service & Parts Departments Factory scheduled maintenance and service is critical to your vehicles health. We want your vehicle operating at peak performance and regularly schedule service is key, not too mention keeping the factory warranty valid. We've made owner care easy with our Peace of Mind Promise!! Customer Control:With the Peace of Mind Promise we want you to control your schedule, not us. You can make an appointment or just come by, either way we'll get your vehicle taken care of ASAP. We're not like the cable company who makes you choose between 9-12 or 12-5, we work on your schedule not ours. In fact if you're not updated during the day and we don't have your vehicle done when promised we'll give you $100 in Store Credit to use towards any service, repair, or purchase. Fix it Right the First TimeWe stand behind every repair we make for a full 1 year and 12,000 miles.You don't have to pay for the same repair twice under our warranty period of 12 months or 12000 miles. It doesn't happen often but if it does we want you to have the peace of mind that our wallet will be affected, not yours. Menu Pricing With the Peace of Mind Promise, you'll never get a bill that's a surprise. There's nothing worse than getting a bill that doesn't match the quote. Here you'll have a menu to choose from and the price we quote is the price you'll pay, with no "add on" surprises. And since your service advisor will also be your cashier there's no room for error!

Page 147

Due Bill Process • 2 Copies of the Due Bill are to be delivered to the Service Manager each morning, from the previous day sales for review, and then given to the SBDC call center.- Every Sale must have a Due Bill - Hand written due bills are returned to Finance to have printed, (keep orig. for customers signature.)- Complete information on Due bill including part number, OCM package number,vendor info, color etc. - Verbiage "After Hours sale, needs Sales to Service intro" if need.• SBDC call center to deliver a copy of Due bill to and work with the designated Parts department Employee to gather information on parts availability and arrival date, and work with the SBDC drive coordinator on the best days and length of time to complete work.• SBDC call center to call the customer same day due bill is delivered- Introduce yourself and tell the customer the service department has receivedthe after sale work order. "Due bill". - Review with the customer what is on the due bill compared to the customer'sexpectation. Work with the Sales Manager if there is a concern with what thecustomer expects compared to what is on the due bill. - Inform the customer when the parts(s) will be in stock and what days Service isavailable to perform the work, and Make an appointment that is convenient forthe customer to perform the Due Bill work. - Follow the "1st oil change" process call at this time.• Tell the customer their contact person and appointment is with the Service Drive Coordinator • Ask Customer if they are satisfied with all their after sale "due bill" requests and is there any other concerns you can help them with.• Use DUE BILL concerns form to note any customer concerns for Management trending.• Call the parts Department designated Due Bill employee and order the part(s) on a counter ticket for tracking purposes.• Give the Due Bill form to the SBDC Coordinator to file until the customer arrives for their appointment and attach to the repair order.• SBDC Coordinator is to handle the due bill work including writing the repair order, dispatching the work and delivering the completed vehicle back to the customer.• Remind customer of the reminder call they will receive in 2.5 months for their 1st "on the house" free oil change.

Page 148

First Oil Change Process• The SBDC Service drive Coordinator is to handle all first oil changes from write up to delivery.• At the time of the Sales to Service Introduction, Customer is informed they will receive a first oil change reminder appointment call 2.5 months after purchase. If this appointment is not convenient they will receive a call the day after to reschedule.• SBDC call center will schedule a first oil change appointment in Reynolds on all customers that received Sales to Service introduction.- Spread appointments thru out the day using the DMS appointment control.• The Business office will email a daily sales report to identify customers who did and did not receive sales to service introduction and due bills with no " after hours sale - no intro performed" verbiage on the due bill. Including, Fleet sales.• SBDC to call all customers, who were not introduced to Service and Parts.- Introduce yourself and welcome the customer to the Integrity Automotive Group's Automotive family.- Remind the customer they are to receive their first oil change free and ask to setup an appointment 2.5 months from now. - Inform the customer they will receive a reminder call the day before the scheduled appointment and if they missed the appointment will get a follow up call to reschedule.- If the customer does not want to set up a appointment ask them if it will be ok toset up a reminder call 2.5 months from now. - Enter all appointments in The DMS system. - Oil changes will take 45 min. or less. - Follow all CPS and LAX policies. - Offer to Email the Service info Flyer.• Add to comments in the DMS, when making the appointment the customer has not received the Sales to Service introduction.• Run Dealer Connect V.I.P. report to get Fleet Buyers name and phone number- Introduce yourself and let the customer know you know they purchased their carfrom a Broker, ARI etc. and inform them Integrity Automotive Group's Automotive will be here for all their service needs and offer then their first oil change for free. - Enter the driver owner in the DMS making the appointment.• SBDC Service Drive Coordinator is to perform the complete Sales to Service Introduction with all customers Identified in the DMS comment section "no intro was performed".

Page 149

Page 150

SERVICE MANAGER JOB DUTIESDaily1. Review all warranty repair orders, T-time, tech story and parts return Etc…2. Review all internal repair orders and close3. Check all flag sheets for proper punch time and flag time4. Update “Daily Operating Control Sheet” 5. Check comeback log and update6. Check for any open CPS alerts7. Check for E-mail and open “CAIR” from Dial8. Update all TSB’s and Recalls9. Walk the back service lot for unauthorized vehicles and cleanness10. Check Technician attendance 11. Check customer lounge for cleanness12. Check all service invoices and sort out “CSI” customersWeekly1. Run Production report and update progress sheet for advisors and techs. 2. Close out “ZERO” tickets3. Check Cashiers drawer for outstanding repair orders4. Walk the lot for Cleanliness and weeds, also check for broken items5. Check all Equipments for damage and operations, sales and service6. Check all detail and cleaning supplies for the dealershipMonthly1. Run “work in process report” 2. Run “Open RO” list and close out the ones finished3. Run final production report when all internals and warranties are close for payroll4. Check all expenses with business manager5. Do G.O.G. count for business manager (first day of the month)6. Close daily operating sheet for the month7. POPP’s report for the month and do “CAP”8. Run Technician Performance Report9. Check all fire extinguisher and update tag10. Check and Schedule technicians/advisor training for the month11. Update Service Process Map if necessary12. Run warranty schedule and check on past due items13. Run parts and service receivable schedule and collect past due items14. Forecast for next month15. Check all Permits and Licenses for the dealership16. Do payroll for service department and give to business manager

Page 151

Warranty Procedures & Processes Repair ProcessAppointment SystemThe dealer utilizes an online appointment system available to customers at their website. The on-line appointment process is coordinated through Time Highway and links directly to the dealership Reynolds and Reynolds system. The process is coordinated through the dealership Business Development Center. Customers can also call in to the dealership and are routed to the BDC, where an appointment is established for them. The appointment process allows scheduling for Due Bills, service department introduction for new customers who took delivery of their vehicles at night or on weekends, 1st scheduled oil changes, pre-written R.O.’s, service history review, scheduled maintenance due, etc. Currently, R.O’s are not pre-written due to the use of the wireless tablet. Service Advisors do review service history and scheduled maintenance due prior to the appointment. If a comeback is identified, it is logged by the Service Advisor and management becomes involved in the process to re-check, repair, and quality test the vehicle. In most cases the vehicle is dispatched to the original technician that performed the work.

Page 152

Warranty Procedures & Processes Repair Process Continued Service Reception and Write-upUpon arrival at the dealership, customers with appointments are identified by the Service Drive Coordinator and expedited when at all possible. Customers are given ample time to make sure all their concerns are thoroughly addressed. The Service Advisors have offices located adjacent to the service drive and are equipped with wireless tablet computers. As customers arrive, they are greeted by a Service Drive Coordinator and assigned to an advisor. The advisor will meet the customer, initiate the repair order, and perform a service drive inspection as part of the walk-around with the customer. Data entry is accomplished on the drive with the tablet computer. The write-up process can be completed in the service advisor’s office area. If all of the service advisors are busy, the Drive Coordinator will establish contact with the customer and keep them informed when an advisor will be available.A VIP is run for each customer and attached to the repair order for all warranty and Chrysler Service Contract repairs. Service history is reviewed to verify if the vehicle has returned as a shop comeback. If so, the Service Advisor fills out a repeat repair form (re-check form) and attaches it to the repair order as well. Comeback logs are being utilized and tracked by the Service Manager. Management needs to strengthen this process and ensure that appropriate resolution and follow-up occurs. Identification and documentation must begin on the service drive and the process must have some “teeth” to ensure accountability and resolution, including verification by management.The dealership employs one full-time shuttle van driver and utilizes a Sprinter shuttle van to provide customers with transportation in the local area. Each shuttle vehicle will operate in a radius of 15 miles (sometimes more due to fewer dealerships) from the dealership. There are no specific run routes and the shuttle is available throughout the day. Due to local traffic conditions, customers are informed that it may not be possible to pick them up for return to the dealership in late afternoon/evening. Rental vehicles are available through Enterprise and control is maintained by the Service Manager. There is no on-line tracking of rental vehicles at the present time. The Enterprise ARMS system is not available from the local franchise.

Page 153

Warranty Procedures & Processes Repair Process Continued DispatchThe dealership does not use a dispatcher and relies on dispatching by the Service Advisors. R.O.’s are generally dispatched by the oldest first, unless there is some override for special circumstances, and assigned to the next available technician based on training skill level. There are Service Advisors writing service plus a Service Drive Coordinator dedicated to facilitating the drive and shop through-put. Management oversight might be necessary to correct deficiencies in this process and strive to reduce work assigned to technicians not qualified by appropriate skill level training (TASC Report). Increased technical training to bring each technician to Level IV in all Skill Categories will further reduce TASC and allow for improved shop productivity and efficiency.Technicians are assigned only one repair order at a time. If necessary, the technician may punch off the current repair and attend to another repair. Customers returning to have a special order part installed, that was previously diagnosed, will generally be returned to the original technician. Shop comebacks are identified in the service drive and also assigned to the technician that carried out the original repair, and given high priority to preserve customer satisfaction.The technicians work closely with the Service Advisors to keep them aware of any changes to vehicles in the shop such as add-on repairs or promise times.

Page 154

Warranty Procedures & Processes Repair Process Continued RepairThe Technicians are not always following the proper diagnostic procedures. Diagnostic procedures, as set forth by the manufacturer, must be adhered to. Technicians must make the diagnosis using proper service information, equipment, essential tools, and perform the repair as described in the repair manuals. The diagnostic process must be performed properly to avoid excess diagnostic time and the temptation to abuse actual (00) time to cover the Technician’s time.Integral parts of the repair process are the 3C’s and time punch accountability. Proper description of the 3C’s (Concern, Cause and Correction) must be documented by the Service Advisor and the technician. A full accounting of time expended on warranty and non-warranty is mandatory. Technicians must time punch for warranty, service contract, customer pay, internal, and oil changes (exception if Chrysler Express Lane is installed at dealership). Multi-point inspections should also be time punched to validate the time spent on the vehicle vs. just checking the boxes on a form. Technicians must document the diagnostic process that leads to the root cause of the vehicle’s issue. Technicians must also document the repair process (correction) and any related collateral damage/repair. Documentation of the 3C’s is a concern and provides exposure in the event of an audit. Some technicians generally do very well with documentation, but others require coaching and/or one-on-one evaluation to bring their documentation into compliance. A typical example of a good 3 C’s documentation is presented below:Complaint: Customer states Check Engine Light is on, but vehicle runs OK.Cause:Verified customer complaint. Performed vehicle module scan and found active DTC P0128 – “Thermostat Rationality” in the PCM. Global Good Trips equal zero. No other DTC’s present in any of the vehicle modules. Checked pinion factor and it was correct. Coolant level and condition OK. Monitored coolant temperature from a cold engine start. Coolant temperature does not rise above 160 degrees F. (Spec. is 185 degrees F. minimum).Correction: Removed and installed a new thermostat. Coolant filtered, replaced, and testedfor freeze protection to -20 degrees F. DTC erased and repair verified as coolant temperature now reaches 185 degrees F. Road tested vehicle for 5 miles and DTC did not return.

Page 155

Warranty Procedures & Processes Repair Process Continued RepairThe technicians must follow the repair procedures as described in the repair manual in order to be paid for the repair. Likewise, additional operations cannot be claimed separately if they are part of the primary repair. An example would be claiming alignment separately when replacing a lower control arm. Resetting the front end specifications is part of the primary repair. Labor operations are assigned in the warranty office, not by the technicians, although the technicians are encouraged to familiarize themselves with labor operation time. The repair orders should be inspected at this point for authorizations by the Service Manager, for “add-on” warranty lines, and “00” time repairs. These may not be authorized after the repair has been completed. The Warranty Administrator is also verifying the time punches for a separate punch if “00” is authorized.The Vehicle Warranty and Chrysler Service Contract is intended for the repair of defects in materials and workmanship. It is not intended to be a process for reconditioning or rebuilding a vehicle’s components; especially just prior to the expiration of warranty or contract coverage.Action Items:∙ Technicians must be made aware of the latest repair techniques, bulletins, and warranty procedures on a regular basis. Weekly shop meetings can be very useful to keep everyone informed and up-to-date. ∙ Technicians must be made aware it is imperative the proper diagnostic and repair procedures are adhered to. No shot-gunning with part replacement and then performing additional diagnosis with more parts replaced. ∙ Review repairs on a daily basis to ensure Technicians notes properly include the 3C’s (Concern, Cause, Correction) and support all vehicle repairs.∙ Review repairs on a daily basis to ensure Technicians are properly punching on and off jobs at the correct times.∙ Review repairs on a daily basis to ensure Technicians are attaching all necessary documentation and diagnostic sheets to the repair orders.∙ Develop a process to ensure a Technician does not over-repair a vehicle; warranty is to address defects in material and workmanship, not refurbish the vehicle.∙ Review and establish repair practices that meet the dealership’s standards (vs. technician standards) and hold technicians accountable. (Example: use of on-car brake lathes for all rotor machining; washing rotors with soap and water after the machining process.)

Page 156

Warranty Procedures & ProcessesPartsThe parts department collects all warranty parts and maintains a system for retaining warranty material return. The dealership utilizes a 10-bin system for warranty material returns – located outside, adjacent to the parts/service department. Warranty materials are currently collected daily, consolidated, and returned two to three days a week. All parts not required to be returned are scrapped weekly, if not more often. Purchase documentation must be kept for all Mopar parts used for warranty repairs whether purchased from Chrysler or another authorized source. Special handling charges should be determined at the end of each month from the statement and referred to the Warranty Administrator for claiming. Likewise all claims for delays resulting from backordered parts must have the backorder documentation attached. A physical inventory has been completed on an annual basis – most recent was December, 2010, and the count sheets are retained in bin location order. The dealership runs a counter pad, which is in part number sequence and retains that as well. It is required that these count sheets be retained for two years. Chrysler recommends that these sheets be in part number sequence. It is also a good idea to print a monthly pad in part number sequence and retain these until the next physical inventory. Currently, the dealership has not found it necessary to print a monthly pad.The current process to notify customers when their special ordered parts are in, is communicated to the Parts Advisors who contact Customer Pay or over-the-counter customers via phone to advise their parts have arrived. For Service Department SOP’s, the parts department communicates the information to the Service Advisors, who either dispatch the vehicle back to the appropriate technician if the vehicle is still at the dealership, or the Advisor will contact the customer via the customer preferred method to advise the part is in and schedule an appointment. If the customer pickup does not occur for 30 days, the BDC will again contact the customer and attempt to make an appointment. In the case of customer pay parts orders, the dealership tries to obtain pre-payment for special order parts to reduce the number of no-shows requiring return of the part. Special Order parts are put into a special bin location, tagged for the appropriate customer, and tracked for time on shelf. Parts are usually held for a maximum of 60 days prior to disposition – either return or add to inventory. The parts department also maintains Lost Sale and Demand Logs, continuously encouraging the Parts Advisors to input the information into the Reynolds & Reynolds system as it occurs.

Page 157

Warranty Procedures & ProcessesOwner CommunicationService Advisors maintain a list of customers, repair descriptions, estimates and promise times for follow-up throughout the day.If the answers to any of the following questions change, the customers are informed immediately via telephone or email:1. What will be done?2. How much will it cost?3. When will it be completed?After repairs are completed the customer is notified by the Service Advisor and all repairs are reviewed. When the vehicle is picked up the customer receives a copy of the repair order that includes all the repairs/services performed. Customers who wait for their vehicles to be repaired are routinely updated as to the repair progress; if the vehicle should take longer than anticipated to repair, the appropriate arrangements are made so the customer is not inconvenienced.It is ultimately the Service Advisor's responsibility to communicate with the customer.Service DeliveryService Advisors perform an active delivery when the customer arrives to pick up the vehicle and also handle the cashier duties. The service experience from write-up through exiting the dealership is handled by the Service Advisors with a direct customer involvement.Follow-upCustomer follow-up is initiated through phone contact from the Business Development Center and patterned after requirements established by Dealer Standards. Any negative comments from the customer are routed to the Service Manager for handling and resolution. A reporting system tracks results and any progress toward goals, as well as response times by managers. If a customer responds with negative comments or was not happy with their service visit in any way, it is addressed by the Service Manager.

Page 158

Warranty Procedures & ProcessesWarranty AdministrationThe Warranty Processor makes certain all warranty claims are coded, checked for accuracy, and entered into Dealer Connect for payment. The Service Manager examines all claims prior to submission, especially for repair areas appearing on the POPPS report. This is a Daily Claims Analysis Process and helps maintain control of the warranty repair process. A concern for over repairing of vehicles in general was addressed with management and with the technicians. This item alone, occurring across the board on a daily basis, is the cause for excessive DAZE expense above and beyond that of the top 5 POPPS concerns. The small, but numerous, occurrences still have an effect. As an example, Liberty window regulators were being replaced well beyond the policy change to repair with lift plate assemblies (a much less expensive repair). While window regulators are not in the Top 5, the additional expense of repair added to parts cost and overall DAZE expense. The dealership has been placed on a digital imaging requirement for prior approval before any future window regulator replacement. The window regulator issue has been addressed with service management and process change is being implemented to prevent future similar occurrences. It is important to note that the POPPS report is a management report allowing oversight of the warranty performance of the dealership against their peer group. It is possible that all potential problems will NOT be found in the top 5 categories. It is possible that the repairs being performed in the top 5 areas are being done correctly, LOP’d correctly, and failure coded correctly, but are due to market issues (servicing an unusually high volume of rental fleet vehicles, for example) or other factors. In these cases, a “deeper dive” will be required to identify the “root cause” of high DAZE.

Page 159

Warranty Procedures & ProcessesNew Vehicle ReceiptThere are two primary designated individuals responsible for checking in new vehicles and the service manager acts as a backup and also oversees the process. If there is any damage or if there are discrepancies, it is immediately brought to the attention of the service manager. Vehicle inspections are thoroughly done in the driver's presence. The Carriers Delivery Receipt is filled out and signed by the carrier's driver and the dealership employee. After hours deliveries are not scheduled or accepted.Vehicles are not normally dropped off at a time when there are no inspectors present. If conditions such as heavy rain or other elements make an immediate inspection impossible, or if the dealer must inspect locked compartments of a vehicle that weren't accessible at original inspection, the dealer carries out the inspection within two working days after the vehicle's delivery. The carrier will leave a completed and signed delivery receipt along with the vehicle. If no transportation loss or damage is found, the inspector dates and signs the carrier's delivery receipt, files the receipt, and processes the vehicle through the New Vehicle Preparation procedure. If any transportation loss or damage is found, it is handled as hidden damage.Concealed or hidden damage is defined as damage that cannot be identified by visual inspection, such as a damaged component that would require the use of a hoist to inspect and detect. Damage such as a scratched or cracked windshield, a damaged bumper or a scratch that is undetected because the vehicle is dirty, is not considered hidden damage. If there is any hidden transportation damage or loss, within two working days, the carrier's nearest administrative office is notified by certified mail, on dealership letterhead of the following: • The delivery receipt number• A copy of the delivery receipt• Vehicle Identification Number (VIN)• Complete description of the hidden/concealed damage or loss.• Vehicles that sustain "Major" transportation damage are reported to the In-Transit Vehicle Support Center, MAJDMG@chrysler.com

Page 160

Warranty Procedures & ProcessesNew Vehicle PrepPrepping is done “on site” by internal technicians and vehicles are promptly prepped upon receipt. The New Vehicle Preparation Inspection and Road Test Form is completed for each new vehicle (new form is now being utilized). The Technician then signs and dates the form and it is retained in the VIN file.The vehicle preps are completed as soon as possible after receipt. All “repairs”, if necessary, are routed through the service department where an R.O. is completed. New Vehicle Prep paper work is typically in order with all punch time documented. All vehicles are stored on site with I.O.D. connectors disconnected. It was observed that the protective wheel film was being removed during prep, rather than leaving it on the wheels to protect the brake rotors prior to sale. This was brought to the Service Manager’s attention and a corrective action will be considered – if required for local weather conditions.

Page 161

Warranty Procedures & ProcessesEssential ToolsEssential tools should be stored in a way that ensures easy access for the Technician, promotes use by the technicians, and provides for maximum shop efficiency. Proper diagnostic and repair tools are a substantial investment to the dealership and should be treated as such.It is recommended that the dealership consider revising/updating the Essential Tool Inventory System. The current “tote box” system is not “user friendly” for the technicians and provides a poor inventory system at best. Tool storage in the plastic tote boxes is unfriendly because the tools are provided by model year, not the component or repair area being serviced. When revising/updating the tool inventory system, please consider the technician as “user” of the tools and the necessity to obtain the needed tools quickly. To encourage use of Essential Tools, the technician needs to have direct access to the tools and must be able to locate, procure, and return to his work area in a minimal amount of time – the “grab-and-go” mentality. To support this efficiency, a tool system can be set up utilizing heavy duty parts-type shelving (24” depth preferred”) arranged by service manual group (2, 5, 8, 14, 21, etc.). Essential Tools should be located in metal bin boxes (or plastic tote box if it consists of a true tool “kit”) appropriately identified for the component or component group serviced (i.e. 5.7/6.1 L Hemi Engine Tools, WA580 Transmission Tools, 41TE Transmission Tools). Tools can be “inventoried” to each bin box utilizing a relational database such as Microsoft Access. A laminated copy of the inventory for each component box can be included in the bin box for spot checking. Any individual tool that may be required – per TSB or other requirement – can be queried via Microsoft Access to determine the exact location in the dealership inventory (Group 21, Shelf C, Bin Box 6 – 5.7/6.1L Hemi Engine Tools). The benefits of this type inventory system allow the technician to obtain the necessary tools in a minimal amount of time, resulting in improved utilization of the Essential Tools, and improved repair quality. The technicians are not required to “look up tool numbers” and, they do not have to locate multiple tools by individual tool number from multiple locations. The “Kit by Component Serviced” tool system also improves the ability of dealership management to maintain control of the Essential Tool Inventory, update the inventory when necessary, and remove obsolete tools from the inventory as required to control space utilization and overall efficiency of the system. More importantly, a functional Tool Inventory System allows dealership management the ability to hold technicians accountable for “Doing the Job Right the First Time”. Customers benefit, the Dealership benefits, Chrysler benefits, and we collectively have a greater opportunity to sell another new vehicle.

Page 162

Warranty Procedures & ProcessesOrganizational CultureThe dealership staff and management organization appears professional, motivated, and highly functional. Technicians are concerned and very willing to discuss improvements to technician notes, diagnostic routines, utilization of diagnostic worksheets, etc. Many discussions were held regarding service and repair processes as they relate to the quality of repair, establishing a higher standard of professionalism with dealership service vs. independent service centers, customer retention & loyalty, maintenance repairs, etc. etc.The dealership has been very active in trying to improve their internal processes, especially those that are “visible” to the customer or directly impact the customer handling process. They have been willing to try a different approach which keeps the Service Advisor involved with the customer from entry to exit (including cashiering and active delivery). We have established a Business Development Center which handles service appointments and customer follow-up. A goal is to provide service customers with timely information without the usual “hold” times or inability to connect with the desired party. Video cameras allow BDC personnel to “see” if an advisor is on the phone or busy with another customer and allow an alternative offer of assistance without placing the customer on hold or simply transferring the call to a queue with an unknown wait time. The dealership has addressed many issues that affect customer handling and has a focused goal to improve customer retention and loyalty. Encouragement is provided to continue in this direction with more emphasis being placed on improving the service department appearance, functionality, and organization in the near future. Care must be taken to be able to deliver what was promised and that has to be tempered by a realization that facility, organization, and equipment play a huge role in the repair process.

Page 163

Page 164

Vision• At Integrity Automotive Group's Automotive we take hiring someone into our family very seriously. We want to hire the best people, train them properly, coach them to be “green”, and have them part of the team for a long period of time.• Exposing new hires and reminding current team players that our vision centers around creating a culture where customer loyalty and retention are job 1 and employee satisfaction is a top priority.• In order for a company to have sustainable success a group of individuals working together as a team towards a common objective is essential.• In order to make this a reality we have outlines our best hiring and screening practices as well as orientation in order to make sure we hire the right people for the culture we are creating.

Page 165

Page 166

Hiring/Orientation Process1. Step one:∙ Candidate submits resume to www.ocauto.com under Careers. Fills out application. ∙ Candidate completes the Online personality assessment – MBS∙ Hiring Manager reviews resumes for appropriate knowledge, skills, abilities and experience∙ Hiring Manager schedules an in-person interview∙ Follow interview outline sheet for guidance∙ HR to run DMV background - we need a copy of their Drivers license and sales license (when applicable) at this time.∙ Online permission to do a background screen∙ Final candidate receives a conditional offer of employment subject to their successful completion of the pre-employment criteria (see #2)2. Handle all pre-employment items:∙ Drivers license & Sales License as applicable (must have before starting).∙ Drug and background screening (try to handle before 11 a.m.)∙ DMV records3. HR will be available at 3:00pm daily for managers to schedule HR orientation (give 24 hours notice).∙ HR will give manager a checklist of all HR items the new hire will need in order to start work. Make sure they bring 100% of the items (don’t forget social security card). Job descriptions and pay plans must be ready as well.∙ New hire to meet HR representative and handle all HR items before starting to work.∙ Once they are done with HR they are eligible to begin work that same day.4. HR will focus on:∙ Employee Handbook∙ HR & compliance items∙ Passwords, phone set up, etc…∙ service facility tour∙ Hand out of policies and procedures for specific department∙ Hand out “this is who we are” facts sheet ∙ Schedule time for monthly orientation5. Executive Team Orientation will be scheduled once per month, generally mid month. New hires will get date, location, and time during their HR orientation. Member of Executive team will focus on:∙ Mission statement - Integrity Automotive Group's and how it all flows∙ Culture - vision and values, Code of Ethics∙ Background & History∙ Our expectations∙ Performance Standards & Performance Reviews166

Page 167

Management By Strengths (MBS)• To assist in the interview process, Integrity Automotive Group's Automotive uses Management By Strengths (MBS) it is a program designed to help companies increase productivity, improve customer satisfaction and employee morale through an improved understanding of how to work more effectively together. MBS skills enhance team building throughout an• All applicants considered for employment shall complete MBS prior to an in-person interview• MBS teaches that through a better understanding of a person's communication style ... their temperament, we are equipped to work more effectively with that person. The most current data states that "luck of the draw" hiring has a 50/50 chance of being successful* A careful interviewer can increase likelihood of success 11%* A comprehensive interview and investigative process can increase likelihood of success 38%- The disciplined incorporation of the Management By Strengths can increase likelihood of success by 61% (that is, raise the 50% likelihood of success to slightly over 80%)- Improving Integrity Automotive Group's retention directly results in it’s ability to successfully execute its business plan consistently.

Page 168

Candidate screening:• Having a candidate fill out or on line application and take the MBS evaluation will help you make decisions on who best to interview.• Asking candidates questions on specifically what they have accomplished and the type of culture they are happy in will help you make a decision if they fit here.How to interview:• You want to be clear on the role & responsibility of the position, how their performance will be measured, and what type of culture we have.• You want to have at least two managers speak with every candidate. This will help assess and compare their qualifications.• The head of any department, provided a candidate has passed all HR compliance, has the freedom to hire.Describe past performance and responsibilities.Explain impact and accomplishments that resulted in improvement.Personal performance and accomplishments on a team.Ultimately you want to find out if a candidate has the skill sets necessary toe excel in the position and personality to work within our culture. Do they fit?• What processes have they come up with and what were the results.• Utilize the results of the MBS personality test to assess their behavioral traits and ask specific questions.• Sample questions:- “How have you improved a team?”-“Describe a typical work day.”- “What are your career expectations?”- Always ask open ended questions.• Make sure the candidate describes specific scenarios not hypothetical's. We need details.• What specifically have they accomplished and what value did they add?

Page 169

The interview processAt the Start of the Interview- Give yourself ample time for a proper interview. - Make sure you have enough privacy to conduct a proper interview.- Describe to the candidate how our process work. - Be prepared. Have your game plan and questions already outlined out.. See Interview Guide.The interview has started- Be on point. Do not chat about personal things and try and make a friend. This is business, act accordingly.- Give them an opportunity to share with you what their past roles were, how their performance was measure, and value they added.- We need them to be detailed so do not be afraid to press them for specifics.- We need to know in a relatively short period of time if they fit and if they can make an impact. Do not let them get away with rehearsed answers or being vague. Press them to be more specific.Make sure you give them a copy of the job description they are interviewing for.Wrapping it up:- Give them a final opportunity to speak or ask questions- Give the candidate an expectation of when they will hear from us next- Ask if this opportunity is something they are interested in and could see themselves doing daily.- If you do hire someone make sure HR notifies them properly.

Page 170

Questions not to ask:The following can not be discussed during the interview process. See HR for more details. How old he/she is.  When a female applicant is expecting, even if the pregnancy is obvious.  Where an applicant is from even if they have an obvious foreign accent.  What happened if an applicant is obviously disabled in some way.  What is his/her date of birth.  What church he/she attends or the name of his/her priest, rabbi or minister.  What is his/her father's surname.  What is a female applicant’s maiden name.  Whether he/she is married, divorced, separated, widowed, or single.  Who resides with the applicant.  How many children he/she has or anything about the children.  If he/she owns or rents a place of residence.  Whether he/she has ever had wages garnished and/or has declared bankruptcy.  Whether he/she has ever been arrested.  Whether he/she has ever served in the armed services of another country, unless such training is relevant to the position applied for.  What clubs he/she is a member of.  Whether he/she has ever had or been treated for any illnesses or diseases.  If the applicant is taking any prescribed drugs.  If the applicant has ever been treated for drug addiction or alcoholism.

Page 171

Interview Guide Ask open-ended questions and allow time for the applicant to talk. Questions that solicit information about the applicant’s work ethics and general attitude are important to proper hiring decisions. Work Experience• How do you feel about your present job? What are your major responsibilities? Why are you looking?• What frustrates you the most? Why? How did you resolve it?• What would you list as your major accomplishments?• What would your last supervisor say about your work performance and about your work ethic if we gave him/her a call? • What did you think about your supervisor and co-workers? Self Image• How would you describe yourself? What is your greatest strength? What is your greatest weakness? • How do you rank among your peers?Communication • Did you feel comfortable speaking to your supervisor about any problem or concern? • At your previous jobs, how were your problems or grievances resolved? Teamwork • What skills are required for getting along with and working cooperatively with others? • Explain your role as a member of a work team. Did that team ever fall apart or disagree?Time Management/Willingness• How do you organize yourself for day to day activities?• What do you consider a good day’s effort?• Do you ever take work home or stay late?Job Motivation• Why are you pursuing a position as __________?• Why here?

Page 172

Instructions: Document the date of completion of each item and sign below. NEW HIRE CHECKLISTEMPLOYEE NAME: ______________________________________________________POSITION: _____________________________________________________________ 1. Employment Application DATEEmployment Applications are checked for completeness and signed at the beginning of applicant’s interview. It should now be placed in the personnel file. If another copy for signature and filing is needed, print it from Hiring. ________2. Background Report (if required) Background Reports are provided by the contracted Background Reporting Agency. ________3. Drug Test Results The contracted Drug Screening Service reports Drug Test Results. ________4. Employee Driver's License File photocopy in personnel file. ________5. Photocopy of Sales License (if applicable) File photocopy in personnel file. ________6. Employee Handbook Acknowledgment New hire should complete Employee Handbook Training in Training. Employee Handbook Acknowledgment and Agreement is printed upon finishing the training and a copy should be placed in the personnel file. ________7. Group Medical Benefits Election Form (if applicable) The company’s Medical Insurance Provider provides Group Medical Benefits Election Forms. Store completed form in personnel file. ________8. Compensation Plan (if applicable) File completed and signed Compensation Plan provided by company in personnel file. Note: this is required for all commissioned positions. ________9. Anti-Harassment Training New hire should complete either Employee Anti-Harassment Training or Management Anti-Harassment Training in Training. Certificate of completion is printed upon finishing the training and a copy should be placed in the personnel file. ________10. Sexual Harassment Prevention Training (managers only) New hire manager should complete all three sections of the Sexual Harassment Prevention Training in Training. Certificate of completion is printed upon finishingthe training and a copy should be placed in the personnel file. ________11. Customer Information Security Training New hire should complete either Customer Information Security Training or Manager Customer Information Security Training in Training. Certificate of completion is printed upon finishing the training and a copy should be placed in the personnel file. ________I affirm that the above documents are complete and that the dates are accurate. ___________________________________________Authorized Manager's Signature 172

Page 173

Planning for termination:• Review all reasons for considering termination with an Executive Team Member.• You should first review their employee file to make sure there is proper documentation if the termination is for attitude or performance. W here they ever warned before? Is it documented? Did others with similar issues have a write up as well?• In the event there is a major issue, notify someone from the Executive team immediately. In these instances there may be no need to review files.• Make sure either the HR manger or CFO is present during a termination. Never terminate alone.Things to consider:• Ask yourself if you did everything to make the employee successful. Was it us or them?• Were they aware they were breaking company policy and/or processes?•Were they aware their performance was below our standards? Did we help them improve?•“Everyone is painted with the same brush.”• Make sure any complaints or issues they may have had were fully handled.• Termination has been approved by a member of the Executive Team.• HR has completed all termination paperwork.• A plan has been made for informing the employee and a meeting in HR has been scheduled.• Make sure the CFO and HR change all passwords, collect keys, and handle all such items so they are “locked out” of our computers and building.•After termination, HR verifies all paperwork was done correctly.

Page 174

Instructions: Document the date of completion of each item and sign below. EXIT INTERVIEW CHECKLIST Disciplinary Action EMPLOYEE NAME: ____________________________________________________________1. Explain reason for involuntary termination Date Verify that there is a properly filed, signed copy of the Employee Action Report completed by the person who disciplined the employee. Review the Employee Action Report and verify that the employee has a copy of the Employee Action Report. _______2. Deliver and explain final paycheck Pay vacation accrued but unused at the employee’s final rate of pay. Pay all final wages due, including commissions or wages that are earned and calculable. Note: If there are any wages (e.g., commissions or monthly performance overrides that cannot be calculated at the time of separation, those amounts should be paid as soon as they are earned and calculable to avoid penalties, interest and attorney fees.) Obtain signature on Acknowledgment of Receipt of All Wages Owed. _______3. Return of company property Assure that all company property is returned and accounted for. _______4. Obtain acknowledgment of proprietary rights and confidentiality agreements Review proprietary rights and confidentiality agreements with employee. Collect and file the signed acknowledgment. Confirm that employee returned confidential information such as customer lists, etc.. Identify and resolve potential disputes with employee over ownership of Company property:(e.g., client/customer list, trade secrets, confidential and proprietary information, and/or commissions/wage disputes). _______5. Explain benefits _______Give employee a copy of the COBRA Rights and Notices and collect signature of receipt. Give employee copy of 401(k) Plan notices and/or other retirement benefits and plans. _______ 6. Notify employee of eligibility for re-hire Check one: Eligible for re-hire • Not eligible for re-hire _______7. Explain Company’s policy regarding references Note: All inquiries should be directed only to the person designated by the company to handle employee references. This designated company representative should only provide confirmation of employment, position and dates of employment. _______8. Discuss unemployment benefits Discuss with the employee the potential for unemployment benefits. _______9. Termination Document Checklist Review and complete all documents listed in the Termination Document Checklist. Make sure that all required signatures are obtained on the Termination Signature Sheet or the documents as instructed. _______10. Follow-up Follow up regarding any problems disclosed during interview. _______I affirm that the above activities are complete and that the dates are accurate. _____________________________________Authorized Manager's Signature 174

Page 175

Instructions: Document the date of completion of each item and sign below. EXIT INTERVIEW CHECKLIST Layoff, Reduction in Force or Job Elimination EMPLOYEE NAME: _____________________________________________________________________1. Explain reason for involuntary termination DateType: (check one) • Layoff or Reduction in Force • Job Elimination Duration: • Temporary-Subject to Recall • Indefinite or Permanent _______2. Deliver and explain final paycheck Pay vacation accrued but unused at the employee’s final rate of pay. Pay all final wages due, including commissions or wages that are earned and calculable. Note: If there are any wages (e.g., commissions or monthly performance overrides that cannot be calculated at the time of separation, those amounts should be paid as soon as they are earned and calculable to avoid penalties, interest and attorney fees.) Obtain signature on Acknowledgment of Receipt of All Wages Owed. _______3. Return of company property Assure that all company property is returned and accounted for. _______4. Obtain acknowledgment of proprietary rights and confidentiality agreements Review proprietary rights and confidentiality agreements with employee. Collect and file the signed acknowledgment. Confirm that employee returned confidential information such as customer lists, etc.. Identify and resolve potential disputes with employee over ownership of Company property (e.g., client/customer list, trade secrets, confidential and proprietary information, and/or commissions/wage disputes). _______5. Explain benefits Give employee a copy of the COBRA Rights and Notices and collect signature of receipt. Give employee copy of 401(k) Plan notices and/or other retirement benefits and plans, as applicable. _______6. Notify employee of eligibility for re-hire Check one: Eligible for re-hire [ ] Not eligible for re-hire [ ] _______7. Explain Company’s policy regarding references Note: All inquiries should be directed only to the person designated by the company to handle employee references. This designated company representative should only provide confirmation of employment, position and dates of employment. _______8. Discuss unemployment benefits Discuss with the employee the potential for unemployment benefits. _______9. Termination Document Checklist Review and complete all documents listed in the Termination Document Checklist. Make sure that all required signatures are obtained on the Termination Signature Sheet or the documents as instructed. _______10. Follow-up Follow up regarding any problems disclosed during interview. _______I affirm that the above activities are complete and that the dates are accurate. ____________________________________Authorized Manager's Signature 175

Page 176

Instructions: Document the date of completion of each item and sign below. EXIT INTERVIEW CHECKLIST Voluntary (Resign/Quit) Termination EMPLOYEE NAME: ___________________________________________________ Date 1. Explain reason for voluntary termination ________2. Deliver and explain final paycheck Pay vacation accrued but unused at the employee’s final rate of pay. Pay all final wages due, including commissions or wages that are earned and calculable. Note: If there are any wages (e.g., commissions or monthly performance overrides that cannot be calculated at the time of separation, those amounts should be paid as soon as they are earned and calculable to avoid penalties, interest and attorney fees.) Obtain signature on Acknowledgment of Receipt of All Wages Owed. ________3. Return of company property Assure that all company property is returned and accounted for. ________4. Obtain acknowledgment of proprietary rights and confidentiality agreements Review proprietary rights and confidentiality agreements with employee. Collect and file the signed acknowledgement. Confirm that employee returned confidential information such as customer lists, etc.. Identify and resolve potential disputes with employee over ownership of Company property (e.g., client/customer list, trade secrets, confidential and proprietary information, and/or commissions/wage disputes). _______5. Explain benefits Give employee a copy of the COBRA Rights and Notices and collect signature of receipt. Give employee copy of 401(k) Plan notices and/or other retirement benefits and plans._______ 6. Notify employee of eligibility for re-hire Check one: Eligible for re-hire Not eligible for re-hire _______7. Explain Company’s policy regarding references Note: All inquiries should be directed only to the person designated by the company to handle employee references. This designated company representative should only provide confirmation of employment, position and dates of employment. _______8. Discuss unemployment benefits Discuss with the employee the potential for unemployment benefits._______ 9. Termination Document Checklist Review and complete all documents listed in the Termination Document Checklist. Make sure that all required signatures are obtained on the Termination Signature Sheet or the documents as instructed. _______10. Follow-up Follow up regarding any problems disclosed during interview. _______I affirm that the above activities are complete and that the dates are accurate. ___________________________________________________Authorized Manager's Signature 176

Page 177

Page 178

Employee Relations PhilosophyWe at Integrity Automotive Group's Automotive are dedicated to continuing what we believe to be an excellent employee relations program. We attempt to maintain good working conditions, competitive wages and benefits, open communications, and employee involvement.Please tell us if you have a problem. We think you'll find our Dealership is receptive to your concerns. We are always looking for ways to make this a better place to work.If You Have A ProblemIf you have any questions concerning your job or if encounter any work-related problems, we encourage you to discuss your questions or problems with us. We cannot address any of your questions, concerns or problems unless we know about them.If you have a problem, please talk with your immediate supervisor as soon as possible. Your immediate supervisor is the person responsible for what goes on in your immediate work area and may be in the best position to help you.If you prefer not to speak with your immediate supervisor, or if you feel your immediate supervisor cannot or has not satisfactorily resolved the problem, please ask to speak with the General Manager. The General Manager is available to assist you and work on solving your problem at any time. Finally, if you still feel the need to speak to other members of the management, we encourage you to speak to the President.Integrity Automotive Group's Automotive takes all concerns and problems brought to its attention seriously. We will work to address your concern or resolve your problem as soon as possible under the circumstances. You are encouraged to utilize this procedure without fear of reprisal.Please note that Integrity Automotive Group's Automotive utilizes a system of binding arbitration for disputes with employees which cannot be resolved by other means, and which would otherwise be subject to resolution in court.

Page 179

Page 180

JOB DESCRIPTIONACCOUNTS PAYABLE and RECEIVABLE CLERKPurpose of Position∙ Compiles and maintains verified accounts payable records. Reconciles statements and issues payment to vendors. ∙ Records payments to customer accounts and maintains accounts receivable records. Takes appropriate collection action on accounts more than 30 days old. Reconciles and deposits all monies received by the dealership.Responsibilities (other duties may be assigned)∙ Checks all vouchers and obtains appropriate payment approval.∙ Prepares accounts payable checks.∙ Posts all open items in accounts payable on a daily basis.∙ Prints all accounts payable reports and maintains all accounts payable files.∙ Reconciles statement and the ledger making sure that payments are consistent with dealership schedules.∙ Reconciles cash schedule.∙ Maintains petty cash system.∙ Communicates cash requirements for payable dates to the Business Manager.∙Analyzes vendor accounts.∙ Answers all vendor inquiries.∙ Assists in monthly closings.∙ Prepares analysis of accounts, as required.∙ Reconciles and deposits service and parts receipts, including charge cards, on a daily basis.∙ Receipts all monies received from vehicle sales, checks for money due, and provides drafts for dealer signature.∙ Enters finalized cash receipts and updates accounts receivable ledger by customer.

Page 181

JOB DESCRIPTIONACCOUNTS PAYABLE and RECEIVEABLE CLERKResponsibilities (other duties may be assigned) continued…∙ Reconciles statements and follows up collections as necessary.∙ Prepares accounts receivable statements monthly.∙ Performs background checks on credit applications. Gives approvals for current charges.∙ Processes daily credit card deposits.∙ Researches and processes charge backs, returns, and bad checks.∙ Answers accounts receivable phone calls and follows up on inquiries.∙ Updates customers' account information.∙ Cross-trains others for this position as directed by Business Manager.∙ Fills in for other administrative positions as needed and directed by Business Manager.∙ Assists with related special projects as required.∙ Maintains a professional appearance and neat work area.

Page 182

JOB DESCRIPTIONINVENTORY CLERKPurpose of Position∙ Records Purchases and dealer trades of new and used vehicles and maintains receivable records for inventory. Takes appropriate collection action on accounts more than 30 days old. ∙ Reconciles new and used car physical inventory weekly.Responsibilities (other duties may be assigned)∙ Inputs new vehicles into the computer system as directed by the office manager.∙ Inputs used vehicles into the computer system as directed by the office manager∙ Processes all dealer trades into the computer system as directed by the office manager∙ Processes checks for Used car and Dealer trade purchases∙ Inputs Courtesy Delivery transactions into computer system as directed by the office manager∙ Answers dealer trade phone calls and follows up on inquiries.∙ Updates 4006 screen from in transit to in stock when the new cars are arrive.∙ Maintains monthly Inventory schedules for office manager.∙ Reports dealer trades units through the factory reporting system. Maintains accurate delivery records.∙ Floors new cars when directed by Business Manager∙ Cross-trains others for this position as directed by Business Manager.∙ Fills in for other administrative positions as needed and directed by Business Manager.∙ Assists with related special projects as required.∙ Maintains a professional appearance and neat work area.

Page 183

Page 184

JOB DESCRIPTIONGENERAL SALES MANAGER – PRE-OWNEDPurpose of PositionEnsures customer retention and the profitability of the Department by recruiting qualified sales personnel. Assume responsibility for appraising, purchasing, reconditioning, displaying and merchandising pre-owned inventory.Responsibilities (other duties may be assigned)∙ Forecasts goals and objectives for gross and key expenses on a monthly basis.∙ Hires, motivates, counsels, and monitors the performance of all used-vehicle sales employees.∙ Understands, keeps abreast of, and complies with federal, state, and local regulations that affect used-vehicle sales.∙ Directs and schedules the activities of all department employees, ensuring proper staffing at all times.∙ Assists BDM in setting aggressive yet realistic monthly goals and objectives and provides them with the support to meet these goals.∙ Ensures proper follow up of all potential buyers by working our CRM BDC process.∙ Utilizes V-Auto for all inventory management, appraising, internet pricing ∙ Maintains pre-owned vehicle inventory. Monitors customers’ likes and dislikes, lost sales, and dealership sales history and conducts local market analyses to determine which vehicles to stock.∙ Conducts daily and weekly sales and sales training meetings.∙ Establishes and enforces product-knowledge standards.∙ Oversees the efforts of Product Specialist and BDM to enhance the image and customer satisfaction ratings of the dealership.∙ Helps staff close deals.∙ Follow AEF Pre-Owned Certification process∙ Communicates daily with the new-vehicle sales manager regarding units needed for used-vehicle inventory∙ Enforces 45 day supply of inventory and money.

Page 185

JOB DESCRIPTIONGENERAL SALES MANAGER – PRE-OWNEDResponsibilities (other duties may be assigned) continued…∙ No 75 day units at month end. ∙ ABSOLUTELY NO TRADES (BOOK FOR BOOK, ETC...) ∙ Appraises all incoming used vehicles and has 24 hours (or Monday after a weekend) to adjust ACV.∙ Ensures that cosmetic and mechanical reconditioning is performed within the dealership's cost and time limitations.∙ Plans and controls the display of used vehicles.∙ Establishes and controls wholesaling activities.∙ Establishes delivery procedures and ensures that delivery includes an introduction to the service department and scheduling of the first service appointment.∙ Assists in the development of advertising campaigns and other promotions.∙ Keeps abreast of auto auction activity and prices and attends auctions on a regular basis.∙ Approves all paperwork from auctions and provides proper documentation to the office for purchases.∙ Develops and maintains outside sources (wholesalers and retailers) for both buying and selling units.∙ Handles customer complaints immediately and according to dealership's guidelines.∙ Attends managers meetings.∙ Maintains professional appearance. * YOUR COMPENSATION AND EMPLOYMENT MAY BE TERMINATED AT ANYTIME. Integrity Automotive Group's AUTOMOTIVE PRACTICES THE “AT-WILL” POLICY. YOU MAY BE TERMINATED AT ANYTIME WITHOUT NOTICE. YOU HAVE 30 DAYS AFTER YOU RECEIVE YOUR PAY TO HAVE ALL QUESTIONS ANSWERED. IF NOTHING IS BROUGHT UP DURING THAT PERIOD IT WILL BE ASSUMED THAT YOUR PAY IS CORRECT AND FINAL.

Page 186

JOB DESCRIPTIONBUSINESS DEVELOPMENT MANAGER – PRE-OWNED Purpose of PositionTo develop leads, appointments, and ultimately sales from the sources and processes below. Create appointments through all our resources of leads and opportunities. Handle the customer from appointment through the negotiation process. The Pre-Owned Product Specialist will assist in product presentation, demo drive, service walk, and delivery. You are to maintain a best practice follow up system utilizing CRM to insure maximum repeat and referral business. Work with your BDC Manager and GSM to maximize sales from the following lead sources:1. PHONE POPS: inbound sales call. Goal is 10% closing ratio.2. INTERNET LEADS: inquiries made via the internet. Goal is 12% closing ratio.3. FLOOR TRAFFIC TURNS: opportunities from our walk-in traffic. Goal is 20% closing ratio.4. REPEAT/REFERRAL: any repeat buyer or referral. Goal is 1 a month.5. PROSPECTING: actively mining for business through your own lead generation efforts. Goal is 1 a month.6. Unsold showroom traffic: floor traffic and missed appointments that did not purchase a vehicle. A CSI call is made by you to see if all questions were handled and if working directly with you, the manager, will be benefit worth considered us. Goal is to get back and sell 10% of the unsold traffic.Each one of these lead sources represents sales opportunities. It is your responsibility to follow our process of maximizing each opportunity throughout the day with the goal of a shown appointment and then ultimately a sale. This active controlled environment is designed to have time spent actively mining for leads, appointments, and sales rather than waiting at “the point” for someone to walk in.Responsibilities (other duties may be assigned)Prospecting∙ Maintain a system consistent with the dealership program for prospects∙ Follow through on all leads provided by the dealership.∙ Become known in the community as a pre-owned BDM of this dealership.∙ Develop prospects through the service and parts departments, and other prospecting programs recommended by management.∙ Maintain contact with individuals who have purchased vehicles from the dealership in past years.∙ Ask for referrals from established customers.

Page 187

JOB DESCRIPTIONBUSINESS DEVELOPMENT MANAGER – PRE-OWNED Responsibilities (other duties may be assigned) continued…Selling∙ Understand and follow the department policies and procedures.∙ Handle each prospect in a professional manner in keeping with the dealership image and selling process.∙ Follow training on “Road to the Sale” stepso MEET AND GREETo EARLY MANAGEMENT INTERVENTIONo FACT FINDINGo PRESENTATIONo DEMOo TRANSITIONo service WALKo BUYING OPTIONS WITH MANAGEMENTo DELIVERY o FIVE STARo FOLLOW UPo REFERALLSCustomer Follow-Up∙ Maintain contact with each vehicle owner in accordance with management procedures.∙ Help customers with their appointments for service.∙ Introduce each new customer to the managers and key personnel in parts, service, and administration.∙ Maintain a contact program with each customer over the life of their vehicle.

Page 188

JOB DESCRIPTIONBUSINESS DEVELOPMENT MANAGER – PRE-OWNED Responsibilities (other duties may be assigned) continued…Self-Management∙Know and support the dealership policies and practices.∙Maintain a disciplined time management program to ensure punctuality, number of hours worked, sales meeting attendance, and training programs.∙Establish plan for hitting 120% of your minimum standard.∙Create and manage a personal development program.∙Dress in good taste and maintain a professional working environment at all times.* THIS DOCUMENT IS FOR THE PURPOSE OF ESTABLISHING A PAY PLAN. THIS STATEMENT OF FACT IN NO WAY REPRESENTS AN EMPLOYMENT CONTRACT. Integrity Automotive Group's AUTOMOTIVE GROUP MAINTAINS THE “AT-WILL” RELATIONSHIP. YOUR EMPLOYMENT AND COMPENSATION MAY BE TERMINATED AT ANY TIME WITHOUT NOTICE. IF YOU ARE TERMINATED OR RESIGN PRIOR TO THE END OF THE MONTH THEN YOU ARE NOT ELIGIBLE FOR ANY MONTH END BONUSES NO MATTER HOW MANY UNITS YOU HAVE OUT. UNWINDS WILL COUNT IN THE MONTH THE DEAL WAS UNWOUND AND BE SUBTRACTED FROM YOUR TOTAL. ANY DEAL THE MANAGERS DECIDE TO HOLD OUT OF MONTH FOR ANY REASON WILL NOT COUNT TOWARDS THE BONUS. WHATEVER THE COUNT IS IN COMPUTER WILL COUNT AS YOUR FINAL VOLUME AMOUNT. IF YOU HAVE LESS THAN 30 LOGGED AND VERIFIED CUSTOMERS YOU ARE NOT ELIGIBLE FOR BONUSES. IF YOU’RE SENT HOME OR SUSPENDED DURING THE MONTH FOR CONDUCT YOU WILL BE OFF BONUSES FOR THE MONTH.

Page 189

JOB DESCRIPTIONFINANCE MANAGER - PRE OWNED Purpose Of PositionThe Finance Manager is responsible for finalizing and explaining the terms and conditions of installment sales contracts and leases to our customers and producing additional revenue for the dealership by selling finance and other appropriate after-sale items to new and used vehicle customers.Responsibilities (other duties may be assigned)∙ Sells financing, extended service contracts and other products to our customers.∙ Provides customers with thorough explanation of aftermarket products and extended service contracts.∙ Establishes and maintains good working relationships with several finance sources, including the manufacturer.∙ Processes finance and lease deals accurately and fairly through financial sources to secure approval.∙ Conducts business in an ethical and professional manner.∙ Understands and complies with federal, state, and local regulations that affect the new and used vehicle and finance departments.∙ Completes paperwork necessary for vehicle sales and leases in a timely and efficient manner, verifying VIN, prior rental status, etc.∙ Checks all paperwork for correct title, lien information, taxes, etc., before forwarding to accounting.∙ Provides customers with complete explanation of manufacturer and dealership service procedures and policies.∙ Seeks new lending institutions to secure competitive interest rates and finance programs continually.∙ Manages the alternative finance source program to ensure that several sources are available.

Page 190

JOB DESCRIPTIONFINANCE MANAGER - PRE OWNED Responsibilities (other duties may be assigned) continued…∙Works with sales managers to secure a reasonable profit from every sale.∙ Ensures collection or funding of all contracts.• Prepares weekly (Friday Morning) reports on finance penetration.∙Ensures that all leases and sales contracts have all required disclosures and requisite forms.∙Maintains an adequate and current supply of all required contracts and paperwork needed for completion and finalization of car deals.∙Maintains a professional appearance.∙Maintains a clean and professional work environment.∙Helps the GSM with sales department as instructed

Page 191

JOB DESCRIPTIONTEAM LEADER – PRE-OWNEDYou are responsible for training and managing a team of Product Specialist producing within the BDC and our Peace of Mind sales process. Spend time on the sales floor coaching, developing and mentoring Product Specialist to achieve maximum sales and excellent customer service. Other responsibilities include managing our CRM tool, setting sales goals, and conducting team meetings. You are responsible for generating incremental sales and gross profit within the BDC through the following sources:1. FLOOR TRAFFIC TURNS - opportunities from our Product Specialist team of Floor Traffic (any customer that is a “walk-in”).2. REPEAT/REFERRAL - any repeat buyer or referral.3. PROSPECTING - actively mining for business through your own lead generation efforts.4. BDM appointmentsEach one of these lead sources represents sales opportunities. It is your responsibility to follow our process of maximizing each opportunity throughout the day with the goal of a shown appointment and then ultimately a sale. This active controlled showroom environment is designed to have time spent actively mining for leads, appointments, and sales rather than waiting at “the point” for someone to walk in.Responsibilities (other duties may be assigned) 1. INSURE ALL PRE-OWNED PRODUCT SPECIALIST ARE THE BEST TRAINED TO THE HIGHEST LEVEL ON PRODUCT, CUSTOMER HANDLING, AND OUR PEACE OF MIND SALES PROCESS.2. INSURE LOT IS ORGANZIED AND ALL CRITICAL UNITS ARE ACCOUNTED FOR, UP FRONT, CLEAN, AND EVERYONE IS AWARE OF THEM.3. TRAIN ON service WALK AND INSURE 100% OF OUR CUSTOMERS RECEIVE ONE.4. TRAIN ON PROPER DELIVERY AND INSURE 100% OF OUR CUSTOMERS RECEIVE ONE.5. MAKE SURE OUR HIGHER GEAR PROCESS IS BEING UTILIZED AND MAXIMIZED.6. PRODUCE SALES AND GROSS PROFIT BY FOLLOWING OUR SALES PROCESSES.

Page 192

JOB DESCRIPTIONPRODUCT SPECIALIST - PRE-OWNEDPurpose of PositionWe are not a traditional Dealership environment, so you don't have to worry about the hard sell in our car buying environment. Product Specialist works directly with our customers to help them choose a vehicle that best fits their needs. We have part time schedules that offer day shifts Monday through Friday as well as those looking for evening and weekend schedules. There is an excellent opportunity to earn additional income and work a flexible schedule to meet daily sales goals. The responsibilities include explaining the Peace of Mind buying experience, consulting with our customers to determine their buying needs, presenting vehicles, taking customers on test drives, processing credit applications along with other business transactions, and supporting our online customers via the Internet office. Every Product Specialist has the unique opportunity to earn commissions and determine their income based on their customer service skills. This job does not require any previous automotive experience, just the desire to provide exceptional customer service. We provided training to ensure you have the tools and resources to be your best. Our training and program allows part-time Product Specialist to quickly come up to speed. Like full-time Product Specialist, part-time Product Specialists are eligible for advancement. Candidates should have strong customer service skills, must be self motivated, possess basic computer skills, and enjoy working outdoors throughout the day. A valid driver’s license is required. Product Specialists are at the center of the Peace of Mind sales process. They create the first impression for our customers, providing information, advice, and help to anyone who walks through our doors. LAX has created a professional career path for that Product Specialist who works hard to be successful.Product SpecialistThis critical position requires the ability to sell vehicles in a friendly and low-pressure customer environment. Product Specialist spend 95% of their time on the sales floor greeting customers, informing them of our services, and creating a match between their needs and our inventory. This includes follow-up and creating an outstanding buying, delivery, and ownership experience for every customer. Giving each customer our “service” walks and proper active delivery. Requirements include prior experience in a customer-oriented environment. You report to your Team Leader.

Page 193

JOB DESCRIPTIONPRODUCT SPECIALIST - PRE-OWNEDResponsibilities• Help sell vehicles utilizing the Peace of Mind sales process.• Deliver pre-owned vehicles to customers. Ensure the customer understands the vehicle’s operating features, warranty, and paperwork• Prospect on a day-to-day basis by phone, mail, and person to person – maintain a prospect development system• Maintain an owner follow-up system that encourages repeat and referral business and contributes to customer satisfaction• Forecast goals at the beginning of each month• Understand the dealerships inventory on a daily basis• Introduce customers to the Service Department and OC Motorsports emphasizing to customers the quality and efficiency of the dealership’s service operations• Attend sales meetings and training sessions as scheduled• Understand the terminology of the automobile business and keep abreast of technological changes in the product• Demonstrates behaviors consistent with the Company’s Vision, Mission, and Values in all interactions with customers, co-workers, and suppliers• Adheres to all company policies, procedures and safety standards1. INSURE YOU ARE THE BEST TRAINED TO THE HIGHEST LEVEL ON PRODUCT, CUSTOMER HANDLING, AND OUR PEACE OF MIND SALES PROCESS.2. INSURE LOT IS ORGANZIED AND ALL CRITICAL UNITS ARE ACCOUNTED FOR, UP FRONT, CLEAN, AND EVERYONE IS AWARE OF THEM.3. KNOW OUR service WALK AND INSURE 100% OF OUR CUSTOMERS RECEIVE ONE.4. KNOW OUR PROPER DELIVERY AND INSURE 100% OF OUR CUSTOMERS RECEIVE ONE.5. MAKE SURE OUR HIGHER GEAR PROCESS IS BEING UTILIZED AND MAXIMIZED.6. PRODUCE SALES AND GROSS PROFIT BY FOLLOWING OUR SALES PROCESSES.

Page 194

JOB DESCRIPTIONPRODUCT SPECIALIST - PRE-OWNEDResponsibilities (other duties may be assigned) continued…Selling∙Understand and follow the department’s policies and procedures.∙ Handle each prospect in a professional manner in keeping with the dealership image and Peace of Mind selling process.∙Follow training on “Road to the Sale” steps∙MEET AND GREET∙EARLY MANAGEMENT INTERVENTION∙FACT FINDING∙PRESENTATION∙DEMO∙TRANSITION∙service WALK∙BUYING OPTIONS WITH MANAGEMENT∙DELIVERY∙FIVE STAR∙FOLLOW UP∙REFERALLSCustomer Follow-Up∙Maintain contact with each new vehicle owner in accordance with management procedures.∙Help customers with their appointments for service.∙Introduce each new customer to the managers and key personnel in parts, service, and administration.∙Maintain a contact program with each customer over the life of their vehicle.

Page 195

Page 196

JOB DESCRIPTIONINTERNAL ADVISOR- PRE-OWNEDPurpose of PositionInsures that all needed work performed, schedules it accordingly and dispatches that work for all pre-owned inventory in shop to have out within 96 hours.Responsibilities (other duties may be assigned)∙ Direct technician to do safety inspection that includes oil and filter change plus each item listed on Safety Inspection form.∙ Direct detail to level of detail to be done in addition insuring that all have paint and fabric applied.∙ Insure that all vehicles have Nitrogen put in tires and that the Nitro Fill caps are installed.∙ Insure that an AES Certified Inspection Form is filled out by the technician, signed and dated.∙ Insure that any work that exceeds “normal” reconditioning is approved and signed by UCM.∙ Insure that all vehicles completed are ready for sale when the leave the shop: all paint, body, dent and glass must be completed.∙ Schedules service appointments when BDC unable to and when customer communicates directly. Obtains customer and vehicle data prior to arrival when possible if taking appointment, otherwise BDC responsible.∙ Does a thorough walk-around on incoming pre-owned and notes any damage or additional work that might be needed and gets confirmation from UCM on repairs.∙ Establishes "promised time" at daily recon meeting∙ Notifies Technicians of incoming work and dispatches said work accordingly.∙ Checks on progress of repairs throughout the day. Communicates regarding any changes in the estimate or promised time∙

Page 197

JOB DESCRIPTIONINTERNAL ADVISOR - PRE-OWNEDResponsibilities (other duties may be assigned) continued…∙ Explains completed work and all charges to customers IF REQUESTED.∙ Implements a quality control process to eliminate comebacks.∙ Handles telephone inquiries regarding appointments and due bill work in process when SALES BDC/BDM is overrun or customer bypasses BDC/BDM and goes directly to service.∙ Understands and keeps abreast of all federal, state and local laws pertaining to the job.∙ Maintains a professional appearance.∙ Keeps work area clean. I fully understand my job description and minimum standards. I recognize that a failure to perform these will result in suspension and/or termination. This is a pay plan and not an employment contract. Your employment and compensation may be terminated at any time without notice.Physical Demands:∙ The employee must regularly lift and/or move up to 10 pounds and occasionally lift and/or move up to 50 pounds.

Page 198

JOB DESCRIPTIONPRE-OWNED BUYERPurpose of PositionIt is your responsibility to purchase the required amount of pre-owned vehicles to meet the needs of the Pre-owned Department as set forth by the Used Car Manager/General Manager.Responsibilities (other duties may be assigned)On The 1st of every month, you will be given an objective to meet as it relates to how many units you will need to buy. As the month progresses, each Monday, you will be given an adjusted figure that speaks to the need based on trades and sales volumes.The Dealership will expect you to be able to buy the required amount weekly to keep the reconditioning process steady and lot filled with units. You are required to create a workbook for all auctions in Southern California and be as ready and prepared to attend the online sales via simulcast with UCM. You will be expected to utilize all sources of vehicles i.e. auctions, wholesalers, classifieds, private party, Craig’s List, Auto Trader, etc. You are required to conduct a physical inventory every Sunday and turn into office Monday morning.

Page 199

JOB DESCRIPTIONPRE-OWNED INVENTORY ASSISTANTPurpose of PositionIt is your responsibility to manage the inventory’s information, reconditioning and pre-lot merchandising.Responsibilities (other duties may be assigned)∙ Review the trade log contained in Google Shared Documents and insure that each field is completely filled out with accurate information∙ Review the reconditioning log contained in Google Shared Documents and insure that each field is filled in that pertains to the UC Department∙ Attend the recon meeting each scheduled day and be ready to participate∙ Create all required print outs for each vehicle acquired daily that includes rbook, KKB, Carfax, KSR and insure their accuracy by verifying the equipment physically on each vehicle∙ Update 4008 all fields that are not filled per company guidelines∙ Update vAuto appraisals for accuracy∙ Write the repair orders on all vehicles designated for reconditioning through the shop∙ Manage all required stickers for each retail unit by receiving units from service once completed and installing them and then, walk the lot daily to replace old, torn and missing.∙ Do a physical inventory weekly-Monday after the recon meeting∙ Handle all wholesale through ABS∙ Create “the packet”∙ Turn in all documents the same day as purchase to Contract Clerk.

Page 200

Page 201

JOB DESCRIPTIONGENERAL SALES MANAGER - NEWPurpose of PositionAssist the General Manager/Owner(s) in the operation of the new vehicle department. This position manages the overall new vehicle sales operation. Responsibilities include driving sales, full P & L accountability, managing 15-25 sales dept personnel, process management, hiring/training/development of sales personnel, and inventory control. You are ultimately responsible for all new dept sales positions and the execution of their job duties. Being #1 in CA and an overall leader in the industry and community is a job expectation.Responsibilities (other duties may be assigned)• Establish department objectives and pursue them through planning, organizing, controlling and measuring performance. • Work with the General Manager in discussing areas to lower expenses.• Comprehend, keep current, and comply with federal, provincial and local laws that affect new and used car sales. • Advise the General Manager of inventory to be carried by color, model and options based on customer research and market analyses.• Aid in the development of advertising campaigns and other promotions, and monitor their effectiveness. • Hire, educate, motivate, guide, and evaluate the performance of staff. • Direct BDC AND Product Specialist in setting their objectives on a short/long range basis. • Communicate dealership policies and procedures to sales dept to ensure they are understood and followed. Conduct daily and weekly sales training• Ensure that all salespeople are licensed according to government regulations before they sell vehicles, and that they possess a valid driver's license. • Monitor the efforts of Product Specialist to improve the image and customer satisfaction ratings of the dealership. Assist BDC in closing deals when necessary. • Insure a shift change meeting takes place daily with the BDC• Insure the BDC or you follow up on all phone pops daily and the receptionist is logging them properly.• Insure a manager is involved with every single floor up.

Page 202

JOB DESCRIPTIONGENERAL SALES MANAGER - NEWResponsibilities (other duties may be assigned) continued…• Conduct weekly training on Road to the sale (see attached).• Make sure BDC software is utilized and updated daily. CRM.• Insure sales department is properly certified• Insure sales department is Gold in all Customer Care Standards.• Do a performance review of all new department employees monthly. Formulate plan for improvement with those below their minimum standard.• Follow Orientation process (see attached).• Handle all customer satisfaction issues immediately.• Accept your role as a top executive in our company and be a leader at the dealership and in the community.The Business Development Center (BDC) is a team of Managers working together to maximize the sales from all of our lead sources listed below: 1.PHONE POPS - inbound sales call.2.INTERNET LEADS - all inquiries made via the internet.3.FLOOR TRAFFIC TURNS - opportunities from our Product Specialist team of Floor Traffic (any customer that is a “walk-in”)4.REPEAT/REFERRAL - any repeat buyer or referral.5.PROSPECTING - actively mining for business through your own lead generation efforts.6.Lease/Purchase Returns - anyone coming off term on a lease or purchase that will be back in the buying cycle.7.Service Drive - Opportunities from our Service drive of customers who made need or wish to consider purchasing another vehicle based on their current vehicles age or miles.8.Galley List - Opportunities supplied to us from Chrysler of customers they’ve identified as being in the market based on a program or criteria.9.Unsold showroom traffic-floor traffic and missed appointments that did not purchase a vehicle. A CSI call is made by you to see if all questions were handled and if working directly with you, the manager, will be benefit worth considered us.

Page 203

JOB DESCRIPTIONGENERAL SALES MANAGER - NEWResponsibilities (other duties may be assigned) continued…Each one of these lead sources represents sales opportunities. It is your responsibility to follow our process of maximizing each opportunity throughout the day with the goal of a shown appointment and then ultimately a sale. This active controlled showroom environment is designed to have time spent actively mining for leads, appointments, and sales rather than waiting at “the point” for someone to walk in.JOB RESPONSIBILITIES1. INSURE SAVE A DEAL MEETING TAKES PLACE EVERYDAY WITH BDC.2. CHECK ALL DEALS BEFORE LOGOFF AT THE END OF YOUR SHIFT.3. MAKE SURE SOMEONE IS COVERING THE POINT AT ALL TIMES.4. INSURE TEAM LEADER OR MANAGER IS INVOLVED WITH EVERY FLOOR UP.5. CONDUCT WEEKLY SALES TRAINING FOCUSING ON THE FOLLOWING:∙ DEALERSHIP ORIENTATION FOR NEW HIRES.∙ PROPER COMPLETION OF REQUIRED PAPERWORK.∙ PROPER T.O. TECHNIQUES TO A MANAGER.∙ PRE-NEGOTIATION DEAL STRUCTURE.∙ WORD TRACKS ON ROAD TO THE SALE.∙ NEGOTIATION SKILLS.∙ service WALK.∙ EXPLANATION OF FIVE STAR PROCESSES.∙ VEHICLE DELIVERY PROCESS∙ FOLLOW UP AFTER THE SALE PROCESS∙ PROSPECTING

Page 204

JOB DESCRIPTIONGENERAL SALES MANAGER - NEWJOB RESPONSIBILITIES continued…6. NOBODY LEAVES THE STORE WITHOUT UPDATING HIGHER GEAR AND FINISHING THEIR TO-DO LIST.7. MAKE CERTAIN ALL SALES PERSONNEL ARE FACTORY CERTIFIED.8. MAKE SURE YOU ARE FACTORY CERTIFIED AS THE MANAGER.9. REVIEW PERFORMANCE OF ALL SALES REPS DAILY/WEEKLY/MONTHLY AND COMPLETE THE PERFORMANCE REVIEW AT THE END OF THE MONTH. FORMULATE PLAN TO MAKE IMPROVEMENTS.10. FOLLOW THE LETTER OF THE LAW AND CODE OF ETHICS.11. CORRECT ANY CFR ISSUES IMMEDIATELY* Integrity Automotive Group's AUTOMOTIVE GROUP MAINTAINS THE “AT-WILL” RELATIONSHIP. YOUR COMPENSATION AND EMPLOYMENT MAY BE TERMINATED AT ANY TIME.

Page 205

JOB DESCRIPTIONBUSINESS DEVELOPMENT MANAGERS - NEWBDC Managers job is to develop leads, appointments, and ultimately sales from the sources and processes above. They do NOT spend their time standing at “the point” worrying about floor traffic. They create appointments through all our resources of leads and opportunities. They handle their customer from appointment through the negotiation process. The Product Specialist will assist in product presentation, demo drive, service walk, and Five Star delivery however you are the customers’ main contact and will handle A-Z with the exception of Finance. You are to maintain a best practice follow up system utilizing CRM to insure maximum repeat and referral business.The Business Development Center (BDC) is a team of Managers working together to maximize the sales from all of our lead sources listed below:1. PHONE POPS - inbound sales call.2. INTERNET LEADS -all inquiries made via the internet.3. FLOOR TRAFFIC TURNS - opportunities from our Product Specialist team of Floor Traffic (any customer that is a “walk-in”).4. REPEAT/REFERRAL - any repeat buyer or referral.5. PROSPECTING - actively mining for business through your own lead generation efforts.6. Lease/Purchase Returns - anyone coming off term on a lease or purchase that will be back in the buying cycle7. Service Drive - Opportunities from our Service drive of customers who made need or wish to consider purchasing another vehicle based on their current vehicles age or miles.8. Galley List - Opportunities supplied to us from Chrysler of customers they’ve identified as being in the market based on a program or criteria.9. Unsold showroom traffic - floor traffic and missed appointments that did not purchase a vehicle. A CSI call is made by you to see if all questions were handled and if working directly with you, the manager, will benefit worth considered us. Each one of these lead sources represents sales opportunities. It is your responsibility to follow our process of maximizing each opportunity throughout the day with the goal of a shown appointment and then ultimately a sale. This active controlled showroom environment is designed to have time spent actively mining for leads, appointments, and sales rather than waiting at “the point” for someone to walk in.

Page 206

JOB DESCRIPTIONBUSINESS DEVELOPMENT MANAGERS - NEWIF YOU ARE TERMINATED OR RESIGN PRIOR TO THE END OF THE MONTH THEN YOU ARE NOT ELIGIBLE FOR ANY MONTH END BONUSES NO MATTER HOW MANY UNITS YOU HAVE OUT. UNWINDS WILL COUNT IN THE MONTH THE DEAL WAS UNWOUND AND BE SUBTRACTED FROM YOUR TOTAL. ANY DEAL THE MANAGERS DECIDE TO HOLD OUT OF MONTH FOR ANY REASON WILL NOT COUNT TOWARDS THE BONUS.WHATEVER THE COUNT IS IN COMPUTER WILL COUNT AS YOUR FINAL VOLUME AMOUNT. IF YOU HAVE LESS THAN 30 LOGGED AND VERIFIED CUSTOMERS YOU ARE NOT ELIGIBLE FOR BONUSES. IF YOU’RE SENT HOME OR SUSPENDED DURING THE MONTH FOR CONDUCT YOU WILL BE OFF BONUSES FOR THE MONTH. THIS IS A PAY PLAN AND NOT AN EMPLOYMENT CONTRACT. Integrity Automotive Group's AUTOMOTIVE MAINTAINS THE “AT-WILL” POLICY. YOUR EMPLOYMENT AND COMPENSATION MAY BE TERMINATED AT ANY TIME. YOU HAVE 30 DAYS AFTER YOU RECEIVE YOUR CHECK TO HAVE ANY QUESTIONS ANSWEREDAFTER 30 DAYS WE WILL ASSUME THAT YOU ARE IN AGREEMENT WITH THE CALCULATIONS ON YOUR CHECK.

Page 207

JOB DESCRIPTION TEAM LEADERIndividuals in this position are responsible for training and managing a team of Product and Customization Specialist. You are responsible for implementation and monitoring training and performance of the these Specialist. Approximately 95% of each day is spent on the studio floor coaching, developing and mentoring Specialist to achieve maximum throughput and excellent customer service. You will be the “host” of our guest when they visit our studio. Other responsibilities include utilizing our CRM tool, setting sales goals, and conducting team meetings. You report to the GSM. 1.FLOOR TRAFFIC TURNS - opportunities from our Product Specialist team of Floor Traffic (any customer that is a “walk-in”).2.REPEAT/REFERRAL - any repeat buyer or referral.3.PROSPECTING - actively mining for business through your own lead generation efforts.4.SERVICE DRIVE - Opportunities from our Service drive of customers who made need or wish to consider purchasing another vehicle based on their current vehicles age or miles.Each one of these lead sources represents sales opportunities. It is your responsibility to follow our process of maximizing each opportunity throughout the day with the goal of a shown appointment and then ultimately a sale. This active controlled showroom environment is designed to have time spent actively mining for leads, appointments, and sales rather than waiting at “the point” for someone to walk in.Responsibilities (other duties may be assigned)1. INSURE ALL PRODUCT SPECIALIST ARE THE BEST TRAINED FACTORY CERTIFIED TO THE HIGHEST LEVEL ON PRODUCT AND CUSTOMER HANDLING AROUND.2. INSURE LOT IS ORGANZIED AND ALL CRITICAL UNITS ARE ACCOUNTED FOR, UP FRONT, CLEAN, AND EVERYOEN IS AWARE OF THEM.3. TRAIN ON service WALK AND INSURE 100% OF OUR CUSTOMERS RECEIVE ONE.4. TRAIN ON PROPER DELIVERY AND INSURE 100% OF OUR CUSTOMERS RECEIVE ONE.5. MAKE SURE OUR HIGHER GEAR PROCESS IS BEING UTILIZED AND MAXIMIZED.6. PRODUCE SALES AND GROSS PROFIT BY FOLLOWING THE BDC MANAGER PROCESSES.

Page 208

JOB DESCRIPTION TEAM LEADERThe position of Team Leader is vital to the success of the company and meeting sales forecast. As a Team Leader your job is to develop, train, and motivate a team Product Specialist to become experts in the Chrysler product. Each of the Product Specialist must be capable of performing a world renowned vehicle presentation and demonstration for each model we offer. You are required to maintain a minimum of 6 Product Specialist that are Chrysler Rewards Eligible. This means that they have completed all required training from Chrysler and these needs to be competed within 90 days of initial employment.Your position ensures that the Total Promise Sales Process is adhered to 100% of the time. As the Team Leader you perform early manager introductions and assist in processing customers through the sales process in a non pressure manner. Your responsibility is not to close the sale but assist the Product Specialist in providing a purchase experience that is unequaled.Merchandising of the lot is your responsibility. This includes having the oldest vehicles displayed on the front lot, displaying specialty vehicles such as OCM accessorized vehicles and rotating the lot on a regular basis. All vehicles on the front lot should be clean, have gas and ready to be presented to a customer that visits the store. All empty spots in the front lot need to be filled before the close of business so we are fully operational first thing the following morning

Page 209

JOB DESCRIPTIONPRODUCT SPECIALIST - NEWPurpose of PositionProduct Specialist: This critical position requires the ability to present vehicles and accessory options in a friendly, and low-pressure customer environment. Product Specialist spend 95% of their time on the greeting customers, informing them of our services, and creating a match between their needs and our inventory& accessories. Assist customers in making customization during their buying & ownership experience: “If they can dream it they can have it.” Also focus on follow-up and creating an outstanding buying, delivery, and ownership experience for every customer. Giving each customer our “service” walk and proper active delivery at the store or customers home. Requirements include prior experience in a customer-oriented environment. You report to the Team Leader. Total Brand and Product immersion is vital.Customization Specialist:This position is designed to insure our customers are exposed to and have the option to personalize their vehicle at time of sale or “order it my way” for extreme personalization Most of your time will be spent insuring the proper display of accessories and all merchandise. Exceptional customization will be enhanced with displays from wheels, spoilers, apparel, floor mats, badging, and everything in between. It will be your role to facilitate this flow of information to each guest by assisting and directing the Product Specialist to the best options, Total Product personalization. With iShowroom displays for our customers to enjoy we expect you to master at delivering a virtual presentation and “test drive” of accessory options. In addition you may assist the BDC Managers in configuring a vehicle on line with the customer and delivering it to their home. You will also work with each customer after installation to insure it exceeds their expectations and they understand how to use it. You report to the Team Leader. Total Brand and Product immersion is vital as well as mastering all of the customization options.Requirements include prior experience in a customer-oriented environment. A PRODUCT SPECIALIST is responsible for knowledge of every product we offer, becoming Elite status certified by Chrysler; maintain a CPS score above Five Star levels, making sure each guest is handling in a Five Star manner, and the delivery of new product.Responsibilities (others may be assigned)• Help sell vehicles utilizing the LAX Total Promise process• Deliver new vehicles to customers. Ensure the customer understands the vehicle’s operating features, warranty, and paperwork• Prospect on a day-to-day basis by phone, mail, and person to person – maintain a prospect development system• Maintain an owner follow-up system that encourages repeat and referral business and contributes to customer satisfaction• Forecast goals at the beginning of each month• Understand the dealerships inventory on a daily basis• Introduce customers to the Service Department emphasizing to customers the quality and efficiency of the dealership’s service operations• Attend sales meetings and training sessions as scheduled• Understand the terminology of the automobile business and keep abreast of technological changes in the product• Demonstrates behaviors consistent with the Company’s Vision, Mission, and Values in all interactions with customers, co-workers, and suppliers• Adheres to all company policies, procedures and safety standards

Page 210

JOB DESCRIPTIONPRODUCT SPECIALIST - NEWResponsibilities (others may be assigned) continued…Prospecting∙ Maintain a system consistent with the dealership program for prospects.∙ Follow through on all leads provided by the dealership.∙ Become known in the community as a Product Specialist of this dealership.∙ Develop prospects through the service and parts departments, and other prospecting programs recommended by management.∙ Maintain contact with individuals who have purchased vehicles from the dealership in past years.∙ Ask for referrals from established customers.Selling∙ Understand and follow the department’s policies and procedures.∙ Handle each prospect in a professional manner in keeping with the dealership image and selling process.∙ Follow training on “Road to the Sale” steps∙ MEET AND GREET∙ EARLY MANAGEMENT INTERVENTION∙ FACT FINDING∙ PRESENTATION∙ DEMO∙ TRANSITION∙ service WALK∙ BUYING OPTIONS WITH MANAGEMENT∙ DELIVERY∙ FIVE STAR∙ FOLLOW UP∙ REFERALS

Page 211

JOB DESCRIPTIONPRODUCT SPECIALIST - NEWResponsibilities (others may be assigned) continued…Customer Follow-Up∙ Maintain contact with each new vehicle owner in accordance with management procedures.∙ Help customers with their appointments for service.∙ Introduce each new customer to the managers and key personnel in parts, service, and administration.∙ Maintain a contact program with each customer over the life of their vehicle.Self-Management∙ Know and support the dealership policies and practices.∙ Maintain a disciplined time management program to ensure punctuality, number of hours worked, sales meeting attendance, and training programs.∙ Establish plan for hitting 120% of your minimum standard.∙ Create and manage a personal development program.∙ Dress in good taste and maintain a professional working environment at all times.

Page 212

JOB DESCRIPTIONFINANCE MANAGER - NEW Purpose Of PositionThe Finance Manager is responsible for finalizing and explaining the terms and conditions of installment sales contracts and leases to our customers and producing additional revenue for the dealership by selling finance and other appropriate after-sale items to new and used vehicle customers.Responsibilities (other duties may be assigned)∙ Sells financing, extended service contracts and other products to our customers.∙ Provides customers with thorough explanation of aftermarket products and extended service contracts.∙ Establishes and maintains good working relationships with several finance sources, including the manufacturer.∙ Processes finance and lease deals accurately and fairly through financial sources to secure approval.∙ Conducts business in an ethical and professional manner.∙ Understands and complies with federal, state, and local regulations that affect the new and used vehicle and finance departments.∙ Completes paperwork necessary for vehicle sales and leases in a timely and efficient manner, verifying VIN, prior rental status, etc.∙ Checks all paperwork for correct title, lien information, taxes, etc., before forwarding to accounting.∙ Provides customers with complete explanation of manufacturer and dealership service procedures and policies.∙ Seeks new lending institutions to secure competitive interest rates and finance programs continually.∙ Manages the alternative finance source program to ensure that several sources are available.∙ Works with sales managers to secure a reasonable profit from every sale.∙ Ensures collection or funding of all contracts.

Page 213

Page 214

Page 215

JOB DESCRIPTIONDIRECTOR OF FIXED OPERATIONSPurpose of PositionManages the efficient and profitable operation of the Service, OCM & Parts Departments. Responsibilities (other duties may be assigned)∙Develops implements and follows Service, OCM & Parts Department Policies and Procedures Manual and insures that it is followed to the letter by entire staff.∙ Forecasts objectives for the department.∙ Hire, train, motivate, and monitor the performance of all employees within Fixed Operations∙ Prepares and administers a monthly operating budget for Service, OCM and Parts∙ Maintains reporting systems required by general management and the manufacturer.∙ Attends managers meetings.∙ Monitors the performance of the Service, OCM and Part Departments.∙ Strives for harmony and teamwork within the department and with all other departments.∙ Understands, keeps abreast of, and complies with federal, state, and local regulations that affect repair operations, such as Bureau of Automotive Repairs rules and regulations, hazardous waste disposal, OSHA Right-to-Know, etc.∙ Understands and ensures compliance with manufacturer warranty and policy procedures.∙ Holds weekly department meetings to review progress towards forecast.∙ Establishes and maintains good working relationships with customers to encourage repeat and referral business.∙ Fosters professional employee development and coordinates with Department Managers to determine need for advanced training.

Page 216

JOB DESCRIPTIONDIRECTOR OF FIXED OPERATIONSResponsibilities (other duties may be assigned) continued…∙ Maintains high-quality service repairs and minimizes comebacks. Conducts periodic spot checks of completed jobs for thoroughness and quality.∙ Makes customer satisfaction a department priority, ensuring that service personnel are courteous and respectful in their interaction with customers.∙ Handles customer complaints immediately and according to dealership's guidelines.∙ Administers warranty claims, reviews warranty policy adjustments, understands and applies warranty guidelines, ensures correct processing of claims, and communicates warranty information to customers.∙ Develops Dealership Service, OCM and Parts pricing plans and recommends to Dealer or General Manager.∙ Works with Service, OCM and Parts Manager to find ways to improve the overall profitability of the dealership.∙ Keeps abreast of new equipment and tools available and recommends purchases.∙ Serves as liaison with factory representatives. I fully understand my job description and minimum standards. I recognize that a failure to perform these will result in suspension and/or termination. This is a pay plan and not an employment contract. Your employment and compensation may be terminated at any time without notice.

Page 217

JOB DESCRIPTIONOC MOTORSPORTS STORE MANAGERPurpose of PositionTo return a satisfactory profit on capital invested in parts inventory and service equipment through the use of proper purchasing procedures, inventory control, staff utilization, security, pricing, merchandising, displaying, and advertising.Responsibilities (other duties may be assigned) continued…∙ Forecasts objectives for the department.∙ Hires, trains, motivates, counsels, and monitors the performance of all staff.∙ Prepares a monthly operating budget for the Store.∙ Maintains a balanced inventory consistent with the requirements of the demand and display needs.∙ Keep our parts inventory organized and at low levels.∙ No parts aged over 6 months∙ Establishes pricing parameters which generates sufficient gross profit to produce a satisfactory profit while maintaining customer loyalty.∙ Monitors and adjusts inventory to minimize obsolescence.∙ Ensures that all parts are properly tagged so that the dealership recovers full credit from the vendors.∙ Supervises order procedures.∙ Analyzes sales, expenses, and inventory monthly to maintain profit goals.∙ Develops and administers an aggressive outside sales and internal program to produce profit.∙ Ensures that the same high quality level of service provided to outside customers is also provided to internal dealership customers.∙ Works with the Lead Tech to ensure a timely turnaround of parts needed for jobs.∙ Develops service pricing plans that maximize gross per hour and total hours.∙ Insure quality work is getting done through our installation process.∙ Attends managers meetings.∙ Holds daily department meetings to review progress towards forecast.

Page 218

JOB DESCRIPTIONOC MOTORSPORTS STORE MANAGERResponsibilities (other duties may be assigned) continued…∙Provides assistance to parts sales department employees.∙ Monitors department employees' payroll records.∙ Coordinates a prompt, efficient, and timely flow of paperwork.∙ Directs shipping and receiving efforts to ensure timely processing.∙ Develops sales promotions.∙ Develops, enforces, and monitors guidelines for working with customers to ensure maximum customer satisfaction.∙ Handles customer complaints immediately and according to the guidelines.∙ Ensures that all dealership purchases are properly accounted for before payment is made.∙ Assists in the collection of past-due accounts.∙ Enforces safety requirements, including but not limited to processing of MSDS sheets on all products carried, and OSHA Right-to-Know.∙ Understands, keeps abreast of, and complies with federal, state, and local regulations that may affect parts sales.∙ Maintains professional appearance.∙ Monitors daily reports such as DOC and sales productivity.VITAL FACTORS∙60K IN GROSS MONTHLY∙USE ALL USE IT OR LOSE IT∙VENDOR RELATIONS AND DISCOUNTS GREEN: 60K GROSS OR BETTERYELLOW: 5K OFFRED 10K OFF

Page 219

JOB DESCRIPTIONSERVICE MANAGER Purpose of PositionManages the efficient and profitable operation of the Service Department. Responsibilities (other duties may be assigned)∙ Develop, implement and follow Service Department Policies and Procedures Manual and follow it to the letter.∙ Forecast objectives for the department.∙ Hire, train, motivate, and monitor the performance of all Service Employees.∙ Prepares and administers a monthly operating budget for the Service Department.∙ Maintain reporting systems required by Management and the Manufacturer.∙ Attend managers meetings.∙ Monitor the performance of the Service Department.∙ Strives for harmony and teamwork within the department and with all other departments.∙ Understands, keeps abreast of, and complies with federal, state, and local regulations that affect repair operations, such as Bureau of Automotive Repairs rules and regulations, hazardous waste disposal, OSHA Right-to-Know, etc.∙ Understands and ensures compliance with manufacturer warranty and policy procedures.∙ Holds weekly department meetings to review progress towards forecast.∙ Establishes and maintains good working relationships with customers to encourage repeat and referral business.∙ Fosters professional employee development and coordinates with Department Managers to determine need for advanced training.∙ Maintains high-quality service repairs and minimizes comebacks. Conducts periodic spot checks of completed jobs for thoroughness and quality.∙ Makes customer satisfaction a department priority, ensuring that service personnel are courteous and respectful in their interaction with customers.∙ Handles customer complaints immediately and according to dealership's guidelines.

Page 220

JOB DESCRIPTIONSERVICE MANAGERResponsibilities (other duties may be assigned) continued…∙Administers warranty claims, reviews warranty policy adjustments, understands and applies warranty guidelines, ensures correct processing of claims, and communicates warranty information to customers.∙ Develops Dealership Service pricing plans and recommends to Dealer or General Manager.∙ Works with Parts Manager to find ways to improve the overall profitability of the dealership.∙ Keeps abreast of new equipment and tools available and recommends purchases.∙ Serves as liaison with factory representatives. I fully understand my job description and minimum standards. I recognize that a failure to perform these will result in suspension and/or termination. This is a pay plan and not an employment contract. Your employment and compensation may be terminated at any time without notice.

Page 221

JOB DESCRIPTIONSERVICE ADVISORPurpose of PositionSells needed work, schedules it accordingly and dispatches that work for customers.Responsibilities (other duties may be assigned)∙ Schedules service appointments when BDC unable to and when customer communicates directly. Obtains customer and vehicle data prior to arrival when possible if taking appointment, otherwise BDC responsible.∙ Greets customers in a timely, friendly manner and obtains vehicle information.∙ Writes up customer's vehicle problems accurately and clearly utilizing MOC Selling Systems.∙ Writes up Internal Repairs as directed by the Service Manager.∙ Test drives the vehicle with customer as needed to confirm the problem.∙ Refers to service history, inspects vehicle, and recommends additional needed service.∙ Advises customers on the care of their cars and the value of maintaining their vehicles in accordance with manufacturers' specifications.∙ Does a thorough walk-around on incoming customers cars and notes any damage or additional work that might be needed and gets confirmation from customer.∙ Provides a complete and accurate written cost estimate for labor and parts.∙ Establishes "promised time."∙ Obtains customer's signature on repair order; provides customer with a copy.∙ Notifies Technicians of incoming work and dispatches said work accordingly.∙ Checks on progress of repairs throughout the day. Contacts customers regarding any changes in the estimate or promised time, explains cost and time requirements in detail, and gets proper authorization before any additional repairs are performed.∙ Works with management to implement and maintain a service marketing program.∙ Reviews repair orders to ensure that work is performed and additional work and authorization is noted. Closes repair order as appropriate.∙ Ensures that vehicles are parked in assigned areas. Makes sure they are locked and all keys are marked and put away correctly.

Page 222

JOB DESCRIPTIONSERVICE ADVISORResponsibilities (other duties may be assigned) continued…∙Keeps service department forms, menus and pricing guides up-to-date.∙Explains completed work and all charges to customers.∙Implements a quality control process to eliminate comebacks.∙Maintains high customer satisfaction standards.∙Handles telephone inquiries regarding appointments and work in process when BDC is overrun or customer bypasses BDC and goes directly to writer.∙Understands and keeps abreast of all federal, state and local laws pertaining to the job.∙Maintains a professional appearance.∙Keeps work area clean. I fully understand my job description and minimum standards. I recognize that a failure to perform these will result in suspension and/or termination. This is a pay plan and not an employment contract. Your employment and compensation may be terminated at any time without notice.Physical Demands:∙The employee must regularly lift and/or move up to 10 pounds and occasionally lift and/or move up to 50 pounds.

Page 223

JOB DESCRIPTIONSERVICE DRIVE COORDINATORService Drive Coordinator is to direct and maintain the flow and experience of the service customer’s visit, from start to finish (be the conductor). Helping the Service advisors, give our Customers an excellent service experience. With Retention and convenience our primary goal, while they are here. The WOW factor.∙ To be the conduit between the Service Call center and Advisors. ∙ Helping with the BDC call center on✔Decline Service calls ✔Scheduling and shop load✔S.O.P parts calls∙ Keep track of the shuttle bus and maintain a customer sign in sheet∙ Will do all of the sales to service introductions∙ Will do all the 1st oil change write up and perform missed sales to service introductions, including parts introduction.∙ Will handle the write up of all DUE BILLS∙ Greet all customers, meeting or exceeding current CPS and LAX policies.✔Identify customers wants and needs✔Verify appointments✔Confirming correct customer information, including Emails and preferred method of contact. And correct as needed✔Get a Service advisor to write up the Customer in a timely manner∙ Helping to get all oil changes done in 45 mins. Or less∙ Monitor Tech Check✔Status✔Promise time✔Utilization - techs and writers

Page 224

JOB DESCRIPTIONSERVICE DRIVE COORDINATOR∙ Keeping the flow of the exit lane∙ Having the porters keep the drive clear and clean.∙ Sell Maintenance contracts on customer 1st oil change visit∙ Introduction to OCM and the “OCM packages” available.∙ Give the Service Manager feedback on all and any issue with anyone not promoting convenience and retention and following CPS, Mopar Elite and LAX standards.∙ Try not to do anything that will keep you from the service drive any more than a few minutes.∙ Monitor Service Advisor’s performance in re guards to vehicle walk around, active delivery and customers wants and needs in accordance to LAX Standards, reporting to Service ManagerVital Factors1) Customer greeting in one minute or less.2) Oil changes done in 45 minutes or less3) Help maintain shop flow and customer satisfaction.GREEN: OIL CHANGES DONE UNDER 45 MINUTESYELLOW: 1 MISS ED LOF TIMERED: MORE THEN ONE MISSED LOF TIME.

Page 225

JOB DESCRIPTIONTECHNICIANPurpose of PositionTo perform diagnoses and repairs to new and used motor vehicles as outlined on repair order with efficiency and accuracy, in accordance with dealership and factory standards.Responsibilities (other duties may be assigned)∙ Diagnoses cause of any malfunction and performs repair.∙ Communicates with parts department to obtain needed parts.∙ Saves and tags parts of the job if under warranty and returns all parts to parts department.∙ Examines assigned vehicle to determine if further safety or service work is required or recommended.∙ Communicates with service Advisor immediately if additional work is needed, if work outlined is not needed, or if repairs cannot be completed within the promised time.∙ Documents all work performed and recommended on the repair order.∙ Road tests vehicles when work is completed.∙ Participates in manufacturer-sponsored training programs, schools, and events.∙ Keeps abreast of manufacturer technical bulletins.∙ Supervises work of any apprentice technicians as assigned.∙ Reports machinery defects or malfunctions to Service Manager.∙ Ensures that customers' cars are kept clean. Notifies Service Manager immediately of anything that has happened to change the appearance or condition of the vehicle.∙ Keeps shop area neat and clean.∙ Maintains and is accountable for all dealership-owned tools and manuals. Returns them to the proper place and in the same condition as they were received.∙ Understands, keeps abreast of, and complies with federal, state, and local regulations, such as Bureau of Automotive Repair rules and regulations, hazardous waste disposal, etc.∙ Operates all tools and equipment in a safe manner.∙ Reports any safety issues immediately to Service Director.

Page 226

Page 227

JOB DESCRIPTIONPARTS MANAGERPurpose of PositionTo return a satisfactory profit on dealer capital invested in parts inventory through the use of proper purchasing procedures, inventory control, staff utilization, security, pricing, merchandising, displaying, and advertising.Responsibilities (other duties may be assigned)∙ Forecasts objectives for the department.∙ Hires, trains, motivates, counsels, and monitors the performance of all parts department staff.∙ Prepares and administers a monthly operating budget for the parts department.∙ Maintains a balanced inventory consistent with the requirements of the service department, wholesale accounts, and the do-it-yourself public.∙ Maintain no more than a 55 day supply of parts∙ No parts aged over 12 months∙ Establishes pricing parameters in each customer category that generate sufficient gross profit to produce a satisfactory profit while maintaining customer loyalty.∙ Establishes individual parts inventory levels and balances them for maximum turnover.∙ Monitors and adjusts inventory to minimize obsolescence.∙ Ensures that all parts are properly tagged so that the dealership recovers full credit from the factory.∙ Supervises stock order procedures.∙ Sets and enforces a policy on the special ordering of parts. Ensures that stock orders represent at least 80 percent of all orders.∙ Analyzes sales, expenses, and inventory monthly to maintain profit goals.∙ Develops and administers an aggressive wholesale parts program to produce profit.∙ Ensures that the same high quality level of service provided to outside customers is also provided to internal dealership customers.∙ Works with the Service Managers to ensure a timely turnaround of parts needed for internal jobs.∙ Attends managers meetings.

Page 228

JOB DESCRIPTIONPARTS MANAGERResponsibilities (other duties may be assigned) continued…∙ Holds weekly department meetings to review progress towards forecast.∙ Analyzes departmental operations and storage layout and revises as needed for maximum effectiveness.∙ Provides technical assistance to parts department employees.∙ Monitors parts department employees' payroll records.∙ Coordinates a prompt, efficient, and timely flow of paperwork.∙ Directs shipping and receiving efforts to ensure timely processing.∙ Directs outside parts and counter sales efforts, including a telemarketing program to keep in contact with customers.∙ Develops sales promotions.∙ Takes advantage of all manufacturers' inventory co-op advertising.∙ Develops, enforces, and monitors guidelines for working with customers to ensure maximum customer satisfaction.∙ Handles customer complaints immediately and according to the dealership's guidelines.∙ Ensures that all dealership purchases are properly accounted for before payment is made.∙ Assists in the collection of past-due accounts.∙ Enforces safety requirements, including but not limited to processing of MSDS sheets on all products carried, and OSHA Right-to-Know.∙ Understands, keeps abreast of, and complies with federal, state, and local regulations that may affect parts sales.∙ Maintains professional appearance.∙ Monitors daily reports such as DOC and sales productivity.∙ Develops and utilizes a lost sales tracking report.

Page 229

JOB DESCRIPTIONPARTS MANAGERResponsibilities (other duties may be assigned) continued…∙ Track sold parts through dealer to dealer on dealer connect.∙ Obsolescence is considered 10 months or more. MINIMUM STARDARDS∙ RO Mechanical - 40% gross to sales∙ RO Warranty - 28% gross to sales∙ RO Retail - 40% gross to sales∙ RO Wholesale - 25% gross to sales∙ RO Internal - 23% gross to sales∙ Overall - 35% gross to sales∙ Net - 62% net to gross∙ Track lost sales∙ No more than 55 days supply of parts ∙ KEEP SPECIAL ORDERS INVENTORY CLEAN∙ MAXIMIZE DEALER REWARDS RPOGRAM. I fully understand my job description and minimum standards. I recognize that a failure to perform these will result in suspension and/or termination. This is a pay plan and not an employment contract. Your employment and compensation may be terminated at any time without notice.

Page 230

JOB DESCRIPTIONPARTS SALES REP - OCM & FIATPurpose of PositionTo sell parts to all customers, over the counter, through the shop, or on the phone.Responsibilities (other duties may be assigned)∙Assists all customers (retail and shop) in selecting required parts in a friendly, professional, and efficient manner.∙Informs customers of companion part requirements and specials, and ensures that the customer is exposed to the full product line.∙Answers phone calls, providing price quotes and other information.∙Reviews repair orders to be sure the parts that are ordered are correct and all pricing is in line with the estimate.∙Provides high level of service to internal and external customers.∙Notifies Store Manager of out-of-stock parts or shop materials that need immediate attention.∙Locates out-of-stock parts from outside source and submits an emergency order, if necessary.∙Notifies the Lead Tech and the customer when special ordered parts have been received and work is to begin.∙Follows up on back-ordered parts.∙Makes sure all internal requests for parts are billed on service repair order.∙Keeps orderly records of all repair orders, invoices, , and special order parts.∙Sets up orders for daily shipment, delivery, or pick-up.∙Keeps front and rear counter areas clean and uncluttered.∙Cleans computer terminals and printers daily.∙Participates in all training programs that are made available.∙Keeps current on new products and product updates.∙Maintains professional appearance.

Page 231

Page 232

JOB DESCRIPTIONPARTS COUNTERPERSONPurpose of PositionTo sell parts to all customers, over the counter, through the shop, or on the phone.Responsibilities (other duties may be assigned)∙ Assists all customers (retail and shop) in selecting required parts in a friendly, professional, and efficient manner.∙ Informs customers of companion part requirements and specials, and ensures that the customer is exposed to the full product line.∙ Answers phone calls, providing price quotes and other information.∙ Reviews repair orders to be sure the parts that are ordered are correct and all pricing is in line with the estimate.∙ Provides high level of service to internal and external customers.∙ Pulls and fills orders from stock.∙ Notifies Parts Manager or Parts Director of out-of-stock parts or shop materials that need immediate attention.∙ Locates out-of-stock parts from outside source and submits an emergency order, if necessary.∙ Notifies the service advisor and the customer when special ordered parts have been received. ∙ Follows up on back-ordered parts.∙ Replenishes assigned inventory daily.∙ Makes sure all internal requests for parts are billed on service repair order.∙ Keeps orderly records of all repair orders, invoices, insurance estimates, and special order parts.∙ Sets up orders for daily shipment, delivery, or pick-up.∙ Keeps front and rear counter areas clean and uncluttered.∙ Cleans computer terminals and printers daily.

Page 233

Page 234

JOB DESCRIPTIONPARTS DRIVERPurpose of PositionTo deliver and pick up parts and equipment for the dealership.Responsibilities (other duties may be assigned)∙ Picks up and delivers parts and equipment to customers, satellite stores, wholesale accounts, and vendors.∙ Checks with the parts department personnel before leaving to coordinate any last minute pick-ups or deliveries.∙ Verifies that invoice matches purchase order for each pick-up.∙ Checks payments received with the invoices for each delivery.∙ Keeps an accurate log of daily deliveries and pick-ups. Requests recipient's signature on each delivery entry.∙ Unloads truck each night. Turns in all paperwork and undelivered parts.∙ Handles basic maintenance of the truck including filling tank with gas, checking oil, keeping it clean, and making sure required inspections are performed.∙ Advises Parts Director if delivery trucks need major repairs and maintenance.∙ Helps maintain the professional appearance of the parts department.∙ Helps with stocking and posting orders when they arrive to expedite delivery to shop technicians and wholesale accounts.∙ Maintains professional appearance.

Page 235

Page 236

JOB DESCRIPTIONPARTS SHIPPING AND RECEIVING Purpose of Position To sell parts to all customers, over the counter, through the shop, or on the phone.Responsibilities (other duties may be assigned)∙ Assists all customers (retail and shop) in selecting required parts in a friendly, professional, and efficient manner.∙ Informs customers of companion part requirements and specials, and ensures that the customer is exposed to the full product line.∙ Answers phone calls, providing price quotes and other information.∙ Reviews repair orders to be sure the parts that are ordered are correct and all pricing is in line with the estimate.∙ Provides high level of service to internal and external customers.∙ Pulls and fills orders from stock.∙ Notifies Parts Manager or Parts Director of out-of-stock parts or shop materials that need immediate attention.∙ Locates out-of-stock parts from outside source and submits an emergency order, if necessary.∙ Notifies the service advisor and the customer when special ordered parts have been received. ∙ Follows up on back-ordered parts.∙ Replenishes assigned inventory daily.∙ Makes sure all internal requests for parts are billed on service repair order.∙ Keeps orderly records of all repair orders, invoices, insurance estimates, and special order parts.∙ Sets up orders for daily shipment, delivery, or pick-up.∙ Keeps front and rear counter areas clean and uncluttered.∙ Cleans computer terminals and printers daily.

Page 237

Page 238

JOB DESCRIPTIONGUIDE POINT INSTALLERPurpose of Position∙Install Guide Point Alarms on complete New and Used inventory and be available to remove if vehicle is sold without alarm purchase. Maintain extra key inventory. Be available when sales is open with service closed.Responsibilities (other duties may be assigned)∙ Install Guide Point Tracking Devices on complete New and Used vehicle inventory.∙ Removes Guide Point on vehicles sold that due not purchase guide point.∙ Keep enough Guide Point Inventory on hand when the parts dept. is closed, to install as needed after hours.∙ Maintain and keep in good shape all loaned tools.∙ Follow Guide Point installation procedure.∙ Write repair orders to install and remove Guide Point.∙ Make sure parts dept. receives removed Guide Point and owner’s manual∙ Maintain New Vehicle extra key and owner’s packet inventory, keeping items locked up and not giving access to anyone.∙ Cleans patio, service drive, walkway to parts and any other areas seen by customers.∙ Maintains new and used-vehicle inventory appearance and performance by cleaning interior and exterior of vehicles. Including showroom vehicles.∙ Install missing buyer guides and other dealer stickers in vehicles.∙ Keeps new and used vehicle lots neat, full and orderly, moving cars as directed by the General Sales Manager and in accordance with dealership display standards.

Page 239

JOB DESCRIPTIONGUIDE POINT INSTALLERResponsibilities (other duties may be assigned) continued…∙ Cleans driveway and sidewalks, removing debris as necessary.∙ Performs other duties as assigned.∙ Keeps area clean from trash, and debris.∙ Reports all damage immediately to Service Director.∙ Reports any equipment failures to Service Director.∙ Maintains a professional attitude and appearance.∙ Empty trash and clean service mop buckets∙ Clean oil spills immediately∙ Help clean shop equipment∙ Help Close and open dealership∙ Keep showroom and showroom vehicles clean∙ Perform new car delivery check-in per Dealer and Factory procedures.

Page 240

JOB DESCRIPTIONLOT ATTENDANTPurpose of Position∙Moves and cleans vehicles. Helps Department Managers as requested. Support for sale and service customers.Responsibilities (other duties may be assigned)∙ Maintains new and used-vehicle inventory appearance and performance by cleaning interior and exterior of vehicles.∙ Places buyer guides and other dealer stickers in vehicles.∙ Keeps new and used vehicle lots neat, full and orderly, moving cars as directed by the General Sales Manager and in accordance with dealership display standards. ∙ Cleans driveway and sidewalks, removing debris as necessary.∙ Drives vehicles to and from service lane, service stalls, and parking lot as needed.∙ Performs other duties as assigned.∙ Keeps all chemicals locked up at night. And fully stocked∙ Keeps all chemicals in properly labeled containers∙ All service cars get washed, vacuumed, windows cleaned and tires dressed.∙ Keeps area clean from trash, and debris.∙ Inspects all vehicles prior to detail for damage, new, used and customers.∙ Reports all damage immediately to Service Director.∙ Keeps detail equipment and bay locked up at end of shift.

Page 241

Page 242

Page 243

JOB DESCRIPTIONBDC PROCESS MANAGERPurpose of Position (other duties may be assigned)Individuals in this position are responsible for helping develop and monitor the successful execution of our unique sales process. You will manage the BDM’s and be the main contact point of the Team Leader. 1. PHONE POPS - inbound sales call.2. INTERNET LEADS - all inquiries made via the internet.3. FLOOR TRAFFIC TURNS - opportunities from our Product Specialist team of Floor Traffic (any customer that is a “walk-in”).4. REPEAT/REFERRAL - any repeat buyer or referral.5. PROSPECTING - actively mining for business through your own lead generation efforts.6. Unsold showroom traffic - floor traffic and missed appointments that did not purchase a vehicle. A CSI call is made by you to see if all questions were handled and if working directly with you, the manager, will be benefit worth considered us. Each one of these lead sources represents sales opportunities. It is your responsibility to monitor the BDC process of maximizing each opportunity throughout the day with the goal of a shown appointment and then ultimately a sale. This active controlled showroom environment is designed to have time spent actively mining for leads, appointments, and sales rather than waiting at “the point” for someone to walk in.PRODUCTION EXPECTATIONS STANDARD CLOSING %1. PHONE POPS = 15% SALES2. UNSOLD = 10% SALES3. INTERNET = 12% SALES4. FLOOR TRAFFIC = 20% SALES

Page 244

JOB DESCRIPTIONBDC PROCESS MANAGERJob Responsibilities• Help sell vehicles utilizing the Peace of Mind process• Monitor all BDC Processes and owner follow-up system that encourages repeat and referral business and contributes to customer satisfaction• Insures everyone is properly trained • Attend sales meetings and training sessions as scheduled•Understand the terminology of the automobile business • Demonstrates behaviors consistent with the Company’s Vision, Mission, and Values in all interactions with customers, co-workers, and suppliers• Adheres to all company policies, procedures and safety standardsConfirming Appointments - make appointment confirmation calls. Print and display Appointment Board Report.Logging- Insure all phone and floor traffic is properly logged into CRM. TO DO List- Manage the Pre-Owned Specialist To-Do list from CRM insuring they stay on top of their work plan.E-Mail Response Time - Insure Pre-Owned Specialist make quality contact within 17 minutes of receiving the lead.No Shows - Call all No Show appointments and attempt to set another appt.Unsold Showroom Traffic-manage the proper NEXT ACTION for all unsold floor traffic. Contact all “I Give Up” before the 4 day call from Pre-Owned store. This is floor traffic and missed appointments that did not purchase a vehicle and a Pre-Owned Specialist has no planned “NEXT ACTION” and no longer has a plan with that lead. A CSI call is made by you to see if all questions were handled and if working directly with a manager would be benefit worth considered us. CRM-assist in the perfect execution of all CRM processes. Make sure and the end of your day you get with Pre-Owned Specialist in a “exit interview” to make sure all things handled today were handled, the next day is set up, and all CRM logs are 100% done and accurate.Integrity Automotive Group's AUTOMOTIVE MAINTAINS THE “AT-WILL” POLICY. YOUR EMPLOYEMENT AND COMPENSATION MAY BE TERMINATED AT ANYTIME.

Page 245

JOB DESCRIPTIONSERVICE BDC CALL CENTER OPERATORPurpose of PositionAnswer phone, make appointment, log call and facilitate all related customer needs that pertain the Fixed Operations and LAX CJD customers.Responsibilities (other duties may be assigned)∙ Answer phones in 3 rings or less-no exceptions in a pleasant voice∙ Follow CPS and LAX Policies and Procedures pertaining to transportation, hours and confirmation of answering all concerns∙ Log all calls on log book provided∙ Transfer calls to requested advisor∙ Make appointments∙ Make first oil change appointment∙ Make due bill appointment∙ Use business sale to service intro email∙ Call all missed appointments∙ Call all customers that have not been in service since purchase∙ Call all SOP customers∙ Monitor twice a day Dealer Connect Service “Hit Alerts” and report any to Service ∙ Understands and keeps abreast of all federal, state and local laws pertaining to the job.∙ Maintains a professional appearance.∙ Keeps work area clean. I fully understand my job description and minimum standards. I recognize that a failure to perform these will result in suspension and/or termination. Your employment and compensation may be terminated at any time without notice.

Page 246

Page 247

VisionWe know over 80% (and closer to 90%) of all customers use the internet when car searching• Customers will spend days and hours researching for their next vehicle• Over 70% of our customer visited our website prior to purchasing• We need to be relevant 24/7 on-line in order for us to give the customer a reason to contact us. If we aren't they will contact someone else.• We take the philosophy that all we do derives from the internet. In “In store Ups” certainly must have been on-line at some point.•We have build a process which puts our best people where are customers are, •on-line and on the phone. This is at the hear of all our BDC processes. Be relevant, have what they want, and make it easy to business with us.• If we keep our website up to date with relevant information, have the product they want, price aggressively, and have quality contact with them when they contact us we are and do sell more cars than our competition.

Page 248

Page 249

Page 250

Page 251

How does it all work?Search Engine Optimization (SEO)How do we rank organically when someone searches for us? Having a comprehensive SEO strategy will insure we rank high.• Based on the “key words” a customer searches for (“Jeep in Orange County”) Google and other search engines will search for the most relevant sites and rank them for the user accordingly. Keeping our site up to date with info that will index well in the search engines and that they find relevant will cause our site to list high on searches.Search Engine Marketing (SEM)These are the listings during a search that are at the top in the shaded area or along the side. Someone has paid to be place at the top based on certain key word phrases.We come up with specific key words by department that our data indicates are the most likely search terms being used, then we come up with a budget, and “bid” for the placement at the top of these searches. It is important to know only have an amble marketing strategy for SEM but that we also show up organically (SEO) during searches.

Page 252

Why buy from us• You have to give a customer a reason to contact you.• We have what you want (huge inventory), at an aggressive price point, and ease of doing business message. Bottom line is this, if we have what they want, at a price that is better than our competition, and we make it easy to buy from us……….THEY WILL!• Make sure your specials page are up to date. For Pre-Owned you need to have at least 7 with the oldest inventory listed, for new have the best specials or aged inventory units listed, and for Parts & Service have services and accessories specials listed. We must have this done 24/7. • We want to tell our story. Awards we have won, our great team of employees, history of the company, etc.. The more they know about us the more likely they are to contact us.• Having certain messages will help their Peace of Mind:• AES Certified (and a copy of the checklist so they know what we do).• Offer a Free CarFax•Testimonials are the best

Page 253

Page 254

How people contact us• “Kicking tires” and coming in to a dealership without doing any on-line research is almost non existent.• We need to offer the same quality contact to our on-line (and phone) contact as if they were here live. You wouldn’t wait an hour to say hi to someone on your showroom floor so why would you make them wait on-line?• Our BDC process allows for the best people properly trained and supported to offer this quality contact and follow up. There are five key factors driving success in the Floor Traffic Management area:• They will find us on-line, our site will be relevant, we will have the product they want at the best price, so the only thing we have to do is follow the BDC process, make a friend then a customer.-15% of all phone traffic will be sold-12% of all internet traffic will be sold.-Responses must be made within 17 minutes- Responses must be QUALITY Contact. - Following our Internet Lead Contact Series Follow up - be persistent!- Use Lead Contact Series process in CRM - The BDC is to make 4 contact attempts in 4 days to all leads.-Best Practice email templates are set-up in CRM. Use these templates for daily email contact for non-responding customers- After 4 days get BDC manager involved and work Lead Contact Series workflow. If an internet prospect does not respond to either emails or phone calls after the 10 day IFP Performance Standards: Traffic Results Report in CRMLead response time of 17 minutes or lessAppointment set of 30%Appointment show 65%Appointment sold 50%Closing 12%Follow our process in the BDC section of the Playbook on how to handle Phone and Internet leads.

Page 255

Phone Pop Lead1.Answer all calls within 3 rings and use script as a guide. The goal of the call is for the customer to want to do business with the store and with you. 2.Make sure you get follow up contact info and you log it into CRM with detailed notes and next plan of action. Find out how they found us and log accordingly.3.The next goal should be to set an appointment.1. We have the selection2. We have the best price3. It is easy to business with usBDC Manager Role1. BDC manager should listen to all calls which do not end in an appointment being set.2. BDC manager to work with BDM on next course of action.3. BDC manager confirms all appointments (24 hours before appt) and calls all missed appointments the next day.4. End of the month- check traffic results report for stats- check with Call source on stats- check the number of logged phone calls and sales per BDM.- check each BDM’s phone closing percentagePhone - Key Performance MetricsAppointment set 35%Appointment show 60% Appointment sold 50% Close 15%