For Dealer Groups

One name on the building. A different company inside each one.

A customer calls two of your stores on the same afternoon. They get two greetings, two answers on availability, and two different prices on the same unit. They notice. You find out from a review, or you never find out at all.

Every store runs the way its sales manager runs it, and sales managers move.
Your best salesperson gets promoted and handed a title instead of a system.
Two of your stores share a market, and the same customer shops both.

You can write the standard and train the standard. Until it is measured on every call and every showroom conversation, in every store, it is a suggestion. Callsistance and Livesistance measure every store against one standard your leadership defines, and shows your regional and executive team exactly who is holding it.

Start a group conversation → See It Live →

Or call direct: 817-900-0695

Group view

Every rooftop, every category, one screen.

What your regional and executive team opens on a Monday morning: how every store is actually selling against the standard your leadership set. It is measured every week, so a store that drifts shows up in week two, not in the quarterly review.

Summit Motor Group · standard set at 80

Standard compliance by store

Store	Opening Value	Discovery / Curiosity	Trust Building	Product / Service Expertise	Client Differentiation	Price Defense	Clear Next Step	Overall
Ridgeway PowersportsNorth	88	84	86	91	82	79	85	85
Valley PowersportsSouth	86	82	88	89	80	81	87	85
Summit Cycle CenterSouth	83	80	84	88	77	75	82	81
Lakeside MotorsportsNorth	81	77	83	86	74	72	80	79
Harbor Marine and PowersportsSouth	79	71	80	83	68	64	73	74
Crosstown CycleNorth	74	63	78	84	61	58	66	69
Group average	82	76	83	87	74	72	79	79

One store. Every category, scored against the standard your leadership set.

Every rooftop. The same standard, side by side, on one screen.

A store problem. Crosstown Cycle is under the standard in six of seven categories.

A group problem. Price Defense and Client Differentiation are soft in almost every store.

Sample view. Fictional group, invented data.

Read the row: that is a store problem.
Crosstown Cycle is under the standard in six of seven categories. Something is wrong with how that floor is run, and now you can point to exactly what, with the calls to back it up.
Read the column: that is a group problem.
Price Defense and Client Differentiation are soft in almost every store. That is not six manager problems. It is one group problem, solved once, from the top.

A fair comparison

Unit volume was never a fair way to compare your stores.

Different markets, brands and headcount. Ranking rooftops by units sold tells you which store is biggest, not which one is being run well.

Store A

Units retailed
47

Group rank on volume
2 of 6

Standard compliance
71
Store B

Units retailed
19

Group rank on volume
6 of 6

Standard compliance
88

Store A is winning on traffic, not on execution. Store B is running your process better than your best store, in a smaller market, with a smaller team.

Sample view. Two stores in the same month, invented data.

Manager alignment

The reps are the easy part. The bigger win is seeing your sales managers.

Every group knows which stores are selling. Almost none can see whether the person running that floor is coaching the way the group wants, or coaching at all.

Dana Whitfield
Ridgeway Powersports
On standard

Reps reviewed this month
11 of 11

Coaching sessions logged
14

Team score, 30 days
+6

Weakest team category
Price Defense

Coaching happened, and the scores moved with it.
Renee Alvarado
Valley Powersports
On standard

Reps reviewed this month
7 of 7

Coaching sessions logged
11

Team score, 30 days
+4

Weakest team category
Client Differentiation

Smallest team in the group, highest coverage. Worth studying, not just rewarding.
Marcus Hale
Crosstown Cycle
Needs support

Reps reviewed this month
3 of 9

Coaching sessions logged
2

Team score, 30 days
−7

Weakest team category
Price Defense

Promoted off the sales floor in March. The reps did not quit trying. Nobody has shown this manager how to run a floor.

Ask a store manager if they are coaching their team and the answer is always yes. With the coaching log, you can see what was coached, to whom, and whether the team score moved afterward.

Sample view. Fictional managers, invented data.

Who sees what

One standard. Four levels of visibility.

Everybody sees the same standard, measured the same way. What changes is how far up the view goes.

Sales rep

Their own calls
- Their evaluations, on the same seven categories as everybody else in the group
- One clear thing to work on next, instead of a vague talk about effort
Store sales manager

Their floor
- Every rep on the floor side by side, with the calls attached
- A place to log what was coached, so the next conversation picks up where the last one ended
Store GM

Their rooftop
- The whole store against the group standard, week over week
- Whether coaching is actually happening on their sales floor
Group leadership

Every rooftop
- All stores on one screen, by region, on one fair measure
- Any store, manager, rep or call, without asking anybody to pull it

When the manager changes, the standard doesn't.

A rep knows what good looks like on day one. A manager who moves stores walks into the same system. A new store or acquisition gets the group standard from the start, instead of whatever the last owner was doing.

We are not going to put a retention percentage on this page. Nobody can promise you that number and mean it.

The rollout

What installing this across a group actually looks like.

The standard is yours. Our job is to capture it, measure it on every call, and put it in front of the people who need to act on it.

01

The Standards Interview

We sit down with your group leadership and capture how a call should be handled: what gets asked, what never gets quoted, and how every call ends.
02

The Callsistance Blueprint

Your standard, written down in the words your leadership actually uses. Every call and showroom conversation in every store is measured against it, and it belongs to you.
03

Pilot, then expand

Start with a region or a handful of rooftops. Prove the standard holds and that managers use what comes back, then roll it across the group.
04

Group visibility

Every store, manager and rep on the same seven categories, every week, without anybody building a report.

A marine store and a metric cruiser store do not sell the same way. Each store can sound like itself inside the group standard, while the expectations stay the same everywhere.

Common questions

What dealer groups ask before they start.

Do we have to send you call recordings to get started?

No. Nothing is asked of your stores before you are a client. We start with a conversation with your leadership about what you are seeing across your rooftops and how you want calls handled. Then, with your permission, we call your locations the way a customer would and show you how each store answered.

How do you keep the sales process consistent across multiple locations?

Every store is measured against one standard that your group leadership defines, not a generic scorecard. The same seven categories apply to every call and showroom conversation in every rooftop, so consistency stops being a policy in a binder and becomes something you can see weekly, store by store.

How can you compare stores that are different sizes, brands, and markets?

By measuring how your people sell rather than how much they sold. Unit volume tells you which store is biggest. Standard compliance tells you which store is being run well, and that is the one thing a six person store and a flagship both control.

Can we see whether our sales managers are actually coaching their teams?

Yes, and for most groups that matters more than the rep scores. You can see which reps a manager reviewed, what was coached and when, and whether the team scores moved afterward. Coaching stops being something a manager claims in a meeting.

Do our stores have to change the way they sell?

Only to match your own standard. It comes out of your leadership in The Standards Interview and gets written down as your Callsistance Blueprint. Store level differences live inside that standard, so a marine store and a metric cruiser store can sound like themselves while the expectations stay the same everywhere.

Let's look at your group before you decide anything.

Tell us what you are seeing across your rooftops and how you wish your reps handled those calls. With your permission, we call your locations, ask what your customers ask, and show you how each store answered.