Start with a shared metric dictionary
Before comparing outlets, define the event, source, period, and branch attribution for each measure. A booking-based count and a delivery-based count are not interchangeable. A financial-year view and a rolling twelve-month view can both be valid, but they answer different questions.
For groups using an April–March financial year, make that context visible in the review. Compare equivalent elapsed periods when assessing progress. A full prior year against an incomplete current year can create an artificial decline.
A scorecard you can adapt
| Measure | Suggested context | Review action |
|---|---|---|
| Sales volume | Chosen event, cancellations, period | Investigate the gap to an agreed target |
| In-house finance penetration | In-house and total financed counts | Review mix and classification quality |
| Expected vs received commission | Eligibility and settlement timing | Assign unresolved reconciliation items |
| Receivables | Due-date rule and dispute status | Prioritize actionable follow-ups |
| Inventory ageing | Defined ageing clock and unit count | Assign a unit-level action |
| Team performance | Assignment and comparable workload | Identify support or process needs |
Treat this as a starting structure, not a universal list of targets. Branch size, product mix, and local operating conditions can change what a fair comparison looks like.
Why averaging percentages can mislead
Suppose Branch A has nine in-house finance cases out of ten financed vehicles: 90%. Branch B has 20 out of 40: 50%. A simple average is 70%, but the group rate is 29 out of 50, or 58%.
The 58% result answers the question “What share of the group’s financed vehicles were in-house?” The 70% result answers a different question about the average of two branch rates. This illustrative example shows why a scorecard should retain the underlying counts.
Use the finance mix calculator to verify a combined count. The finance penetration guide explains cash and unknown classifications.
Make the weekly review actionable
Give each exception a short explanation, an owner, and a next review date. Separate a data issue from a business issue. A sudden change caused by a delayed refresh needs a different response from a verified fall in sales.
Avoid ranking every person or branch from a single small-period percentage. Review the trend and underlying volume. An apparent improvement can reflect a change in classification or a handful of transactions rather than a lasting operating change.
Where DealerPulse fits
GrepEye DealerPulse supports branch and group views across dealership sales, finance, receivables, inventory, people, and operations on iOS and Android. Its period filters include the Indian financial-year context. Confirm the source definitions and permissions needed for your scorecard during setup.
Download the dealership review checklist. If your team is deciding how this relates to an existing DMS, read DealerPulse versus DMS reporting.