Delwood Motor Group
Vehicle sales, F&I, service and parts, and inventory aging
About Delwood Motor Group
Industry
Auto dealership group
Company size
Multi-rooftop dealer group, roughly $950M to $1.1B annual revenue
Operating scale represented
9 dealership rooftops with 600 employees, 60 fictional vehicle models, 1,200 parts, 12 finance lenders, 40,000 customers, 60,000 vehicle sales, 95,000 F&I products, 38,918 finance contracts (one per financed deal), 300,000 service repair orders, 130,000 parts counter sales, and 12,960 monthly inventory snapshots covering every rooftop and model in every month
Planning note
Professional-tier BI kit focused on variable sales gross, F&I and finance performance, fixed-operations service and parts, and inventory aging
Delwood Motor Group is a fictional multi-rooftop auto dealer group built for BI teams that want a believable retail-automotive dataset spanning the front end (new and used vehicle sales, F&I, and financing) and the back end (service repair orders, parts, and inventory) without exposing any real customers, employees, lenders, or vehicle identification numbers. Every brand, model, lender, and customer in the kit is invented. The group is shaped like a mid-to-large metro dealer group so analysts can model deal gross, F&I penetration, fixed-operations throughput, and used-inventory aging in one coherent operating story.
Operating Profile
- Runs nine dealership rooftops across several metros, each franchising one primary fictional brand and also retailing used vehicles.
- Sells new and used vehicles through retail, lease, and fleet deals, attaches F&I products, and arranges retail financing through a panel of fictional lenders.
- Runs fixed operations at every rooftop, with service writing repair orders and parts selling counter, wholesale, and internal.
- Keeps the scope on dealership retail and fixed operations rather than incentive accounting, ledger depth, or warranty adjudication.
Recent Business Events
- 1The F&I office moved to per-product administrator pricing, so product margin now runs from about 37% on prepaid maintenance to 78% on GAP.
- 2Used-vehicle accounting moved used stock off new-vehicle money to segment residual value, cutting reported inventory value about 11%.
- 3The finance desk now books reserve as rate participation, from about 0.7% of the amount financed at credit unions to 2.7% at subprime specialists.
- 4The group tightened aging targets, drawing stock down about 3% and pulling average days in inventory down through the second year.
- 5The parts department repriced by category instead of one blanket markup, so margin now runs from about 11% on tires to 45% on filters.
These are the operating questions this kit is optimized to answer first.
New and used units, front gross, and trade-in activity by rooftop and deal type
F&I penetration, product mix, per-deal gross, APR, term, and lender mix
Repair-order volume, labor hours, effective labor rate, and parts-to-labor mix
Parts counter, wholesale, and internal sales volume and margin by category
Units in stock, days in inventory, aged-over-90 exposure, and carrying value, new against used
Embedded Analytical Stories
Deal to gross
Follow sales from cost into front gross by rooftop, segment, make, condition, deal type, and acquisition channel.
F&I and finance penetration
Connect deals to F&I products and finance contracts for product mix, per-deal gross, APR, term, and lender share by credit tier.
Fixed operations
Track repair-order volume, labor, and parts by operation alongside counter and wholesale sales to show the back-end revenue base.
Parts margin discipline
Compare parts revenue against margin by category and channel, where the biggest revenue categories carry the thinnest margin.
Inventory aging
Use the monthly snapshot for units in stock, days in inventory, aged-over-90 exposure, and carrying value by rooftop and condition.
People performance
Attribute deals, F&I products, repair orders, and parts lines to their people and compare throughput per person against tenure.