The benchmarks we use
Every dollar figure in your result is one of your own numbers multiplied by one of these ranges. If you disagree with a range, the report tells you which figure to change.
| What it estimates | Range we use | Where it comes from | Which findings it drives |
|---|---|---|---|
| Weeks in a month (monthly conversion for any weekly figure) | 4.33 weeks | [SOURCE — TO FILL] | No-shows · Hours quoted from memory · Calls that hit voicemail · Reclaimable-hours dollar value |
| Default days open per week when not answered | 6 days | [SOURCE — TO FILL] | The after-hours tax · The parts runaround |
| Share of daily paperwork removable, by the system you run today | Pen & paper / spreadsheets: 35–65% · Older shop software: 22–48% · Modern system: 5–25% | [SOURCE — TO FILL] | The after-hours tax |
| Hours per day lost to parts chasing, by how often it happens | Rarely 0 · Sometimes 0.75 · Often 1.5 · Constantly 2.5 hrs/day | [SOURCE — TO FILL] | The parts runaround |
| Share of parts-chasing hours recoverable with single-lookup ordering | 45–75% | [SOURCE — TO FILL] | The parts runaround |
| No-shows per week, derived from a two-week count | count ÷ 2 | [SOURCE — TO FILL] | No-shows |
| Share of no-shows savable, by how you handle appointments today | Nothing / manual: 45–70% · Manual reminders: 32–58% · Automated reminders only: 25–45% · Full sequence: 10–20% | [SOURCE — TO FILL] | No-shows |
| Unbilled hours per week when hours are quoted without a labor guide | From memory: 1.5–3.5 hrs/wk · Mixed / sometimes: 0.5–2.5 hrs/wk · Labor guide every time: 0 | [SOURCE — TO FILL] | Hours quoted from memory |
| Share of voicemails that would have converted to a booking | 1 in 10 to 1 in 6 (10.0–16.7%) | [SOURCE — TO FILL] | Calls that hit voicemail |
| Cap on bookings credited to missed calls, per week | 4 bookings/wk maximum | [SOURCE — TO FILL] | Calls that hit voicemail |
| Share of those convertible calls a capture system actually recovers | 50% | [SOURCE — TO FILL] | Calls that hit voicemail |
| Additional approvals per month when customers see photo inspections | Never / verbal only: 1–3 approvals/mo · Sometimes: 0.5–1.5 · Every car: 0 | [SOURCE — TO FILL] | How customers see recommended work |
| New customers per month tied to rating and review cadence | Weakest tier: 2.8–5.2 customers/mo · Next: 1.75–3.25 · Next: 0.7–1.3 · Strongest tier: 0 | [SOURCE — TO FILL] | Reviews & Google presence |
| Parts cost share of an average ticket, used to model money kept per recovered dollar | 40% of ticket | [SOURCE — TO FILL] | Revenue recovered vs. money kept |
| Letter-grade cut points on the per-area score average | A ≥ 1.7 · B ≥ 1.2 · C ≥ 0.7 · D below | [SOURCE — TO FILL] | The six area grades |
| Cars per bay per month that reads as room vs. near capacity | Under 40 = room · 40–65 = healthy load · Over 65 = near capacity | [SOURCE — TO FILL] | Capacity check |
| Billed revenue per tech per month below which workflow is the suspect | $12,000/mo | [SOURCE — TO FILL] | Billed revenue per tech |
| Billed hours per tech per week, and the paid-hours baseline compared against | Under 30 billed hrs/wk flags · compared to ~40 paid hrs/wk | [SOURCE — TO FILL] | Tech billed-hour capacity |
| Parts margin considered healthy | 40–50%+ (under 40% flags) | [SOURCE — TO FILL] | Parts margin |
| Monthly software spend above which the stack is worth auditing | $400/mo | [SOURCE — TO FILL] | The software stack |
| Fixed priority weights used to rank plan modules against the money leaks | Delegation: 3 / 1 / 0 · Scorecard: 2 / 0.8 / 0 | [SOURCE — TO FILL] | Which three modules the 60-day plan opens with |
| Length of each plan module window | 20 days per module (Days 1–20, 21–40, 41–60) | [SOURCE — TO FILL] | The 60-day plan sequence |