The Solomon Coyle Dealer Self-Assessment Worksheet isolates the
functions and activities involved in operating a contract furniture
dealership and provides a method for rating your effectiveness in
each one.
By completing the worksheet, you will gain: a clear—and perhaps
more objective—understanding of your dealership’s strengths and
weaknesses; a basis for setting goals and planning improvement
activities; and a baseline for measuring progress.
Improving a dealership’s effectiveness is by nature a collaborative
process. Therefore, we encourage you to have each key member of
your organization—principal(s), department managers, etc.—
independently complete the pertinent parts of the worksheet. Then,
through team discussion, develop a composite or consensus rating
for each item.
The rating system offers six possible choices: Do Not Have, Do or
Use; Below Average; Average; Above Average; Best Practice; and
Not Applicable. In rating each item on the worksheet, consider all
the relevant factors, including processes, forms, use of technology,
quality of staff, management, reporting, measurements, training
and overall satisfaction.
© 2006 Solomon Coyle, LLC
Version 11/06
If you are using the worksheet as part of a Solomon Coyle dealereffectiveness project, please e-mail your completed worksheet at
the requested time to dsolomon@solomoncoyle.com or fax to
703.370.2770.
DEALER SELF-ASSESSMENT WORKSHEET
Company Name:
Prepared By:
Date Prepared:
Not Applicable
Best Practice
Above Average
Average
Below Average
Functional
Activities/Processes
Do Not Have,
Do, or Use
Rating
Comments
Function: Order Implementation
Pre-Order (after lead generation)
Qualify Customer – Credit Check/Business System Set-up
Quote/Proposal Development
Quote/Proposal Request, Design Request, WDI Service
Request/Estimating/Quoting (Proposal Coversheet,
Job/Proposal Numbers, Quick Turnaround, Etc. )
Solution Development & Accurate Specifications
Quote/T&C Reviewed with Customer
Proposal Acceptance (Client P.O.)/Deposits
Order Management
Sales Order Management
Efficient Process – Order Entry through Invoicing
Effective Use of Business System and System Reports/Data
Management
Job Files/Job Packet
Work Order Management
Installation Packet for Operations
Scheduling Process
Project Closeout
Corrective Actions (Punch List) Process
Invoicing Process
Customer Satisfaction Measures
© 2006 Solomon Coyle, LLC
Page 1 of 8
DEALER SELF-ASSESSMENT WORKSHEET
Not Applicable
Best Practice
Above Average
Average
Below Average
Functional
Activities/Processes
Do Not Have,
Do, or Use
Rating
Comments
Function: Sales & Marketing
Selling
Business Development
New Business Development - Systematic Lead Generation
Rainmaking
Maximizing Existing Account Sales
Senior Sales Team
Selling Services
Architectural Interior Sales (Walls, Floors, Carpet, etc.)
Use of Automation by Sales – CRM, Specifier, Business System
Marketing
Story to Tell/Differentiation
Professional Presentation Materials/RFP Response Information
Marketing/Branding Program – Market Perception
Competitive Market Analysis
Attractive & Affordable Facilities
Sales Management
Sales Plan – Documented, Tied to Business Plan
Forecasting and Reporting/Productivity & Activity
Measures/Proposal Success/Win-Loss Measures
Sales Meetings
Coaching/Strategizing
Sales Team Orientation – A&D, Vertical Markets, Etc.
Personnel
Skill Levels/Competency/Training
Sales Organizational Structure Works
Teamwork and Communications within the Department and the
Dealership
Sales Compensation Program – Documented, Affordable, Effective
© 2006 Solomon Coyle, LLC
Page 2 of 8
DEALER SELF-ASSESSMENT WORKSHEET
Not Applicable
Best Practice
Above Average
Average
Below Average
Functional
Activities/Processes
Do Not Have,
Do, or Use
Rating
Comments
Function: Design
Job Management
Design Request Process, Job/Proposal Numbers, Quick Turnaround,
Etc.
Job Costing/Estimating Hours
Have & Use Design Contracts
Processes
Error Management/Measurement/Double Checks
Revision and Change Management
Installation Drawings
Drawing Standards
Personnel
Design Organizational Structure Works
Skill Levels/Competency/Training
Teamwork and Communications within the Department and the
Dealership
NICDQ/LEED Certification
Compensation
Function: Project Management
Processes
Project Management Scope
Job Management – Structured Assignment of Jobs, Job Numbers,
etc.
Time Tracking/Job Costing
Personnel
Project Mgmt Organizational Structure Works
Skill Levels/Competency/Training
Teamwork and Communications within the Department and the
Dealership
Compensation
© 2006 Solomon Coyle, LLC
Page 3 of 8
DEALER SELF-ASSESSMENT WORKSHEET
Not Applicable
Best Practice
Above Average
Average
Below Average
Functional
Activities/Processes
Do Not Have,
Do, or Use
Rating
Comments
Function: Customer Service
Processes
Sales Support
Customer Service
Personnel
Customer Service Organizational Structure Works
Skill Levels/Competency/Training
Teamwork and Communications within the Department and the
Dealership
Compensation
Function: Warehouse, Delivery and Installation
Economics
Time Tracking/Job Costing
Average Hourly Cost Known & at Market Rate
Storage Income Covers Warehouse Occupancy
Warehouse
Organization - Neat, Clean, Organized (Returns, Small Parcels, New,
Client Inventory, Stock, etc.)
Client Inventory Management/Software
Receiving Process
Delivery/Installation
Packet/Paperwork Review (Before Job Starts)
Accurate/Detailed Labor Quoting
Good Soft & Hard Scheduling
Delivery/Installation Performance
Trucks and Equipment
Delivery/Trucks
Furniture Dollies and Panel Carts
Tools
© 2006 Solomon Coyle, LLC
Page 4 of 8
DEALER SELF-ASSESSMENT WORKSHEET
Not Applicable
Best Practice
Above Average
Average
Below Average
Functional
Activities/Processes
Do Not Have,
Do, or Use
Rating
Comments
Personnel
Skill Levels/Competency/Training
Motivated, Appreciated and Effective
Measured Against Industry Benchmarks
WD&I Organizational Structure Works
Teamwork and Communications within the Department and the
Dealership
Compensation
Function: Automation
Hardware/Software/Processes
Hardware – Annual Budget, Quality/Up-to-Datge Equipment
Software is Current: Business System, Design, Sales
Automation/CRM, Inventory Management, Service Management, etc.
Backup/Disaster Recovery Plan
IT Support/Personnel
Automation Utilization/Staff Training
Automation – Fully Utilized
Training, Computer Literacy, Training Budget
Function: Human Resources
Administrative
Employee Handbook
Job Descriptions
Safety Program
Recruiting - Best Person in Every Position/Minorities & Diversity
Driven
Staff Communications - Info about Policies, Activities, Biz
Opportunity, Results, Industry Trends, Finances
Personnel Development
Training Budget - Sales, Design, Project Management, Customer
Service, Operations, Administration, IT, Management, Leadership
© 2006 Solomon Coyle, LLC
Page 5 of 8
DEALER SELF-ASSESSMENT WORKSHEET
Not Applicable
Best Practice
Above Average
Average
Below Average
Functional
Activities/Processes
Do Not Have,
Do, or Use
Rating
Comments
Great Place to Work - Fun, Challenging, Personal Growth,
Recognition, Convenience, Security, Communication, Incentives
Employee Feedback Solicited & Accepted
Performance Evaluations Done Annually
Individual Employee Development Plan
In-Place Compensation/Reward Programs – Staff are Motivated,
Appreciated, Effective, Rewarded
Function: Finance
Dealer Economics
Understand Dealer Economics
Processes
Departmental Accounting/Chart of Accounts
Detailed Budget
Month End Close - Timely
Clean Balance Sheet – Errors/Mistakes/Returns Written Off
Good Cash Flow – WIP, A/R, Deposits, A/P, Working Capital
Accounting Procedures – A/R, A/P, Credit, Collections, etc.
Month End Scorecard – Financial and Internal Benchmarks
Review Account Profitability Regularly
Personnel
Accounting Organizational Structure Works
Skill Levels/Competency/Training
Teamwork and Communications within the Department and the
Dealership
Compensation
© 2006 Solomon Coyle, LLC
Page 6 of 8
DEALER SELF-ASSESSMENT WORKSHEET
Not Applicable
Best Practice
Above Average
Average
Below Average
Functional
Activities/Processes
Do Not Have,
Do, or Use
Rating
Comments
Function: General Management
Planning
(Establishing goals and standards; developing rules and procedures; developing plans and forecasting.)
Vision – Articulated to Staff
Long-Term Strategic Plan
Short-Term Business Plan
Dealer Best Practice – Understood
Succession Plan in Place
Organizing
Giving each subordinate a specific task; establishing departments; delegating authority to subordinates; establishing channels of authority and communication; coordinating the work of
subordinates.)
Logical/Efficient Organizational Structure
Organization’s Strengths/Weaknesses
Management Team’s Strengths/Weaknesses
Senior Management Has the Skills to Manage the Three Specialty
Areas in the Dealership—Selling Process, Purchasing (Cash-To-Order
Cycle) and Services
Leadership
(Getting others to get the job done; maintaining morale; motivating subordinates.)
Strong Leadership w/Clear Vision & Strategy
Leadership Style – Open and Collaborative but Decisive
Community Involvement – Civic, Corporate, Social, Charities
Staff Motivation/Accountability
Controlling
(Setting standards such as sales quotas, quality standards, or production levels: checking to see how actual performance compares with these standards; taking corrective actions as needed.)
Business Scorecard – Dealer Metrics
Continuous Improvement Program
Budget for Improvement—Facilities/Equipment, Personnel, Training,
IT
© 2006 Solomon Coyle, LLC
Page 7 of 8
DEALER SELF-ASSESSMENT WORKSHEET
Questions for Principals
What 5 things does your organization do best?
1.
2.
3.
4.
5.
What 5 things does your organization do worst?
1.
2.
3.
4.
5.
What performance measures do you use and report on?
1.
2.
3.
4.
5.
6.
7.
8.
9.
10
.
What is the vision that you have for your dealership five years from now?
© 2006 Solomon Coyle, LLC
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DEALER SELF-ASSESSMENT WORKSHEET
© 2006 Solomon Coyle, LLC
Page 9 of 8