F&I provider conversion / Mercedes-Benz store C of a three-rooftop luxury group
Volume dipped 5%. The desk converted its cash buyers and held every dollar.
The Mercedes-Benz rooftop converted its F&I product panel to Kairos in the same period its retail volume slipped 77 units and its desk absorbed the heaviest roster change in the group. F&I PVR still rose 5.2% to $2,800, because finance penetration jumped nearly eight points and the store wrote 58 more financed contracts on fewer cars.
+7.8 points of finance penetration
F&I gross PVR
$2,800.38
+$138.28 from $2,662.10
Finance penetration
73.8%
+7.8 pts from 66.0%
Gross per product
$1,307.96
+8.4% from $1,206.09
VSC per 100 units
43.4
+6.7 from 36.7
What the numbers actually say
Per-deal performance contributed $192,481 in a period when the rooftop retailed 77 fewer units.
That per-deal gain is what held back-end gross essentially level through the volume dip. Without it, the store would have given back roughly $205,000.
Program contribution
Volume headwind
Back-end gross held level within 0.3%
Where the lift came from
Conversion. This store historically ran the group's heaviest cash mix, and it moved the most: finance penetration rose 66.0% to 73.8%, worth 58 additional financed contracts despite the smaller unit count.
Each financed deal opens the menu, and the menu delivered: gross per product sold rose 8.4% to $1,308.
The signature of the conversion
Bundled coverage went from 0.2 per hundred to 12.2, a product the prior panel effectively never sold here. GAP, the classic Mercedes-Benz anchor product, rose three and a half points to 33.8, the highest GAP production in the group, even as the mix shifted nine points toward new vehicles.
Unusually for a store in transition, the protection lines all moved up together: service contracts 36.7 to 43.4 per hundred, GAP 30.3 to 33.8, tire and wheel more than doubled to 11.7.
The desk itself
The returning finance manager posted the group's biggest per-copy improvement at scale: $2,689 to $3,490, up $801 on 542 units.
Around her, the desk went from three managers to five, with two new hires and one transfer, and the store still improved its PVR while training them. A store losing volume and rebuilding its desk usually gives back F&I performance. This one did not.
The families that grew
Product units per 100 retail units, weighted across all F&I managers at this rooftop.
Rooftop
Mercedes-Benz
Units retailed
1,392 / period
New / used
40 / 60%
F&I desks
5
Finance penetration
73.8%
Financed deals
+58
Methodology
Figures are drawn from the F&I Managers tab of the group's own DMS exports for two matched 10-month windows, pulled at the same time. Per-deal and penetration figures are weighted by unit count rather than averaged across managers. Front-end gross is excluded throughout, as it falls outside the F&I program's scope. Product families map the prior and current product panels onto a common basis; figures are product units per 100 retail units. What this comparison does not isolate: the desk went from three finance managers to five between the periods, with two new hires and one transfer in, so a single-store comparison cannot fully separate a program change from a personnel change. Retail volume fell 77 units and total back-end gross was level, within 0.3%, rather than up; the gains reported here are per-deal and penetration measures, stated as such. Store identity withheld. Figures available for verification under NDA.
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