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I N SI D E T HI S I S SU E :

C HR Y SL ER PG. 1 GR OUP LLC F IV E YE A R ST RA TE GI C PLAN & RA M B RA N D NOV EM B E R I NC EN TI V E S

PG. 2

OC T OB E R SA L E S HIG HLI G HT S

PG. 3

M IN ORI T Y DEA LE R P E RF O RM A NC E

PG. 5

DEA LE R TIP ’ S F O R TH E BUS IN E S S OFFI C E

P G .1 0

RETAIL SERVICE DEALERSHSHIP ASSESSMENT

P G .1 2

L EA D E R SH I P C OM M I TM E N T TO D I V E R SI TY

P G .1 4

S P EC I AL PO I N TS O F I N T ER E S T:

• How to check the efficiency of your Accounting Office • Contracts-In-Transit: Test Check • Balanced Operations Guides (BOP Cards) • Business Center Contacts

CC H HR R YY SS LL EE R R G GR RO O UU PP LL LL CC BB UU SS II N E S N E S SS PP LL AA N N

FF II VV EE YY EE AA R R SS TT R R AA TT EE G G II CC AA N N O U N C E M E N T N NOU NCEME NT

Chrysler Group LLC recently presented it’s five (5) year strategic business plan to financial analyst, media journalists and other stakeholders, including your National Dealer Council and DAA Executive Council Presidents. Now it’s time to communicate this vital corporate information to you. The key Senior Executives will embark on an eight-city BC tour to personally provide a face-to-face overview of the Company’s strategic plans. At this important meeting, you will have the opportunity to learn more about each brand and the plans to make them successful. Each brand has beefed up it's advertising with the Ram brand launching it’s all-new ad titled “My Name is Ram”. It debuted during the World Series and will get much more media weight in the coming weeks to drive traffic to your dealerships. It’s an emotional ad that captures the soul of the Ram brand. We are confident that people will identify with and want to be a part of the new Ram brand when they see it. Together, as dealers and corporate employees, we are Ram, Our tank is full, We will carry a full payload, the loyalty of our owners, the accolades of our industry and the envy of our peers.

The Detroit News: Ram pickups show some big improvements. Posted on Tuesday, November 3rd, 2009 at 4:50 PM EST. The Ram 2500 and 3500 pickups are all business, the Detroit News columnist wrote. They are the pair of vehicles that feel more like trucks and less like pickups, he said. But for the 2010 model year, these big rigs-in all five trim levels– finally offer interiors and exteriors that are executive worthy, though the truck has blue collar roots, columnist Scott Burgess said. But now architects can finally arrive on job sites in the same vehicle the crews they hire use, he added. Following the successful launch of the 2009 Dodge Ram 1500, it was only a matter of time before the brand’s heavy-duty trucks adopted the same looks, which are stunningly better, Burgess said. Fortunately for Dodge, that time came sooner, he added. These trucks look great, he wrote. The big grille is canted to make the top stick out a little farther than the bottom. It’s a bull ready to charge, Burgess said. Despite what you may have heard, in the pickup world, size does matter, he wrote. And these new Rams are big enough to hang with even the biggest competition, the story said. (The Detroit News)

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CC H HR R YY SS LL EE R R G GR RO OU UP P LL LL CC N NO O VV EE M M BB EE R R II N N CC EE N N TT II VV EE SS

New consumer incentives for November 2009 Chrysler Group LLC announced it was furthering its “Invest in America” par tnership with more than 2,000 credit unions in the United States by offering preferred pricing on eligible Chrysler, Jeep Dodge and Ram Truck vehicles through November 30, to the more than 90 million credit union members. In addition, Chr ysler Group LLC announced the following incentives, valid through November 30, 2009.

2010 Model Year Vehicles Chrysler Brand Chrysler offers attractive financing rates, including 0% interest for up to 48 months along with a no-cost service/ maintenance program for three years/36,000 miles. The no-cost maintenance program has a retail value of over $800. Qualified consumers can also choose low APR financing, including 0% for up to 48 months, on select 2010 model year vehicles through GMAC Financial Services, or consumer cash of up to $2,500.

Jeep Brand Jeep offers attractive financing rates, including 0% interest for up to 48 months, along with a no-cost service/ maintenance program for three years/36,000 miles. The no-cost maintenance program has a retail value of over $800. Qualified consumers can choose a low APR financing, including 0% for up to 60 months or consumer cash of up to $4,000. Current Jeep vehicle owners also are e ligible for $500 Owner Loyalty Bonus Cash.

Dodge Brand Dodge is offering consumers a combination of attractive financing rates as low as 0% for up to 48 months and consumer cash of up to $1,000. Qualified customers can also choose between 0% financing for up to 48 months or consumer cash of up to $2,000.

Ram Brand Ram is offering consumers a combination of attractive financing rates as low as 0% for up to 48 months and consumer cash of up to $1,000. Low financing rates are available to qualified customers, including 0% financing for up to 48 months or consumer cash of up to $3,500.

N N AA TT II O ON N AA LL SS AA LL EE SS PP R RO O FF EE SS SS II O ON N AA LL P PR RO OG GR R AA M M SS FF O OR R N NO O VV EE M MB B EE R R Nat ional Sales Professional Programs for November The November Nat ional Spin and Super Spin Pay Programs are only applicable on eligible 2009 & 2010 model year vehicles and are additive to all Regional Sales Professionals Rewards Programs. Eligible Sales Professionals will receive a Spin Pay payment ranging from $100 to $500 or $50 to $500 for the retail sale or retail lease (type 1 or L) of every eligible 2009 and 2010 vehicle sold and delivered during the program.

Sales Managers Eligible designated Sales Managers can earn a 20% override pay ment, ranging from $10 to $200, on all November National Spin and Super Spin Pay pay me nts for managing the retail sale or retail lease of ever y eligible 2009 and 2010 model sold and delivered during the program period, based on the Sales Professionals payment level.

New Requirements for November Go to www. Rewardingexcellencecard.com to win your award! Sales Consultants will play an online game—”Spin and Win” - to claim their award amount. Sell an eligible vehicle. Report the NVDR. Wait 24 to 48 hours, then log-on to www.RewardingExcellenceCard.com to redeem your award amount! All games must be played by December 4, 2009.

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"LEADERS OF THE PACK" OCTOBER (MTD) 2009

Dealer Code

Minority Dealers Retail Sales

October

1.

60201

SPRING CHRYSLER JEEP DODGE, INC.

149

2.

60379

LANDERS McLARTY DCJ

107

3.

60255

MISSION CJ

100

4.

45290

OLATHE DODGE CHRYSLER JEEP

84

5.

44963

FOLSOM LAKE DODGE CHRYSLER JEEP

84

6.

23867

ANICIRA CHRYSLER JEEP DODGE

75

7.

67753

TYSON MTR CORP

73

8.

68807

PERFORMANCE CHRYSLER JEEP DODGE

66

“Do not go where the path may lead, go instead where there is no path and leave a trail.”

9.

45160

LANDERS CHRYSLER JEEP DODGE

66

-Ralph Waldo Emerson

GALEANA CHRYSLER JEEP DODGE

65

10. 67753

OOCCTTOOBBEERR SSAALLEESS HHI IGGHHLLI IGGHHTTSS

October Highlights •

Chrysler Group LLC sales increase 6% compared with September 2009

•

Dodge Grand Caravan sales increase 8% compared with same time period last year

•

Chrysler Brand, led by the Chrysler Sebring, saw total sales increase 42% versus September 2009. CC H HR R YY SS LL EE R R G GR RO O UU PP LL LL CC — —O O CC TT O O BB EE R R II N N R R EE VV II EE W W

Chrysler Group LLC reported a 6% increase in total U.S Sales compared with September 2009. Chrysler and Dodge brands reported month-over-month increases.

Motivational Message “WE HAVE ONE AND ONLY ONE AMBITION, TO BE THE BEST, WHAT ELSE IS THERE ?”

- Lee Iacocca

Chrysler Group reported total U.S. sales for October of 65,803 units, an increase of 6% compared with September and a decrease of 30% compared with the same time period in 2008. The company finished the month with 159,428 units in inventory, representing a 68-day supply. Inventory is down 60% versus October 2008 when it totaled 395,996 units. Overall industry figures for October are projected to come in at an estimated 10.4 million SAAR. “The industry showed signs of improvement this month with increasing sales, which is a trend we expect to continue for the remainder of the year,” said Fred Diaz, President and Chief Executive Officer—Ram Brand and Lead Executive for the sales Organization, Chrysler Group LLC. Chrysler Group expects to get its fair share of the increases as November and December traditionally are two of the best months for SUV sales, and the Jeep brand offers customers the best SUV’s in the marketplace.“

Marcus A. Foreman Netw ork Diversity & Dealer Development Chrysler Group LLC CIMS: 485-03-71 1000 Chrysler Drive Auburn Hills, MI 48326 248.512.1990

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““ LL EE AA D D EE R R SS O O FF TT H H EE PP AA CC K K ”” CC YY TT D D (( O O CC TT O O BB EE R R ))

Dealer Code

Minority Dealers Retail Sales

October

1.

60201

SPRING CHRYSLER JEEP DODGE, INC.

1,936

2.

60379

LANDERS McLARTY DCJ

1, 273

3.

60255

MISSION CJ

1,269

4.

23867

ANCIRA CHRY SLER JEEP DODGE

1,092

5. 44963

FOLSOM LAKE DODGE C HRYSLER JEEP

1,085

6. 67753

TYSON MTR. CORP

1,015

7. 45290

OLATHE DODGE CHRY SLER JEEP

949

8. 57081

GALEANA’S VAN DYKE DODGE

942

9. 45091

GREENWAY C HRYSLER JEEP DODGE

916

10. 60333

ROYAL GATE DCJ OF COLUMBIA

888

R M EE N N TT R EE TT AA II LL SS AA LL EE SS II M M PP R RO O VV EE M — O CC TT O O BB EE R R CC YY 00 99 VV SS .. O O CC TT O O BB EE R R CC YY 00 88 —O

Dealer Code 1.

Minority Dealers

Percent % vs. Last Year

TOWN CHRYSLER DODGE, INC.

1173%

2. 45443

US 1 CHRYS LER JEEP DODGE, INC.

1086%

3. 45442

OVIEDO CHRYSLER JEEP DODGEP

1067%

4. 60393

495 CHRY SLER JEEP DODGE, INC.

203%

5. 60395

TRI LAKES CDJ

195%

6. 60390

NAYLOR CJ OF ANN ARBOR

93 %

7. 63566

BILLION M OTORS

70%

8. 45407

COUN TRY CJD

65%

9. 60379

LAN DERS McLARTY DCJ

60%

10. 56904

DADELAN D DODGE CHRY SLER JEEP

41%

60403

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Balanced Operations Productivity, (BOP) Card 2009 Profitable Dealer Guide Business Management Sales Groups: 1 and 2 Planning Potential Range: 1 - 399 Sales - Merchandising NEW VEHICLE 100% Objective Fleet Sales 8% of Objective

USED VEHICLE 100% Objective 1.7 to 1 Retail Used to New Ratio 70% Retail 30 DS Units & Dollars

SERVICE 100% Objective 2065 Man Hours x Labor Rate x Number of Mechanics

PARTS 100% Objective $ .87 for Each Dollar of Customer Labor Sold

Gross Productivity GROSS 7% SALES

F & I Penetration 56%

GROSS 12.5% SALES

GROSS 55-60% SALES

GROSS 30% SALES

F & I Penetration 47%

Cust. Labor - Mech.* Svc. Cont. - Mech.** Warr. Labor - Mech.** R.R. Labor - Mech. Int. Labor - Mech.** Gross Profit Should Be In *55 - 60% Range **65 - 70% Range

P&A RO.M P&A S.C.M. P&A Warr. P&A Counter P&A Ctr. Whls. P&A Int. M P&A RO B&P P&A Warr. B&P P&A Int. B&P Tires & Tubes

10 New and Used Retail Units Per Salesperson Service Contracts Penetration: 26% on New Vehicles Retailed 30% on Used Vehicles Retailed

36% 31% 28% 29% 17% 25 30 34% 24% 17

DEPARTMENTAL GROSS PROFIT AS A PERCENT OF TOTAL DEALERSHIP GROSS PROFIT 23% 39% 22% 16%

Department Net Retention - Management DEPARTMENT NET

DEPARTMENT NET

DEPARTMENT NET

35%

50%

44%

Compensation Salespeople 17.0% Gross

Compensation Salespeople 18.5% Gross

Compensation Sales Manager 12.5% Gross

Compensation Sales Manager 8.0% Gross

Policy Service 1.0% Gross

Policy & Warranty 1.4% Gross

Advertising 12.0% Gross

Advertising 10.0% Gross

Sales Training 2.5% Gross

Reconditioning Cost $200 PUUR

Compensation - Mech. 38% Gross Training - Mech. 3.4% Gross Advertising - Mech. 3.4% Gross Supplies Tools - Mech. 4.5% Gross Policy Adj. - Mech. 2.8% Gross Compensation - B&P 32.0% Gross Training - B&P 1.0% Gross Advertising - B&P 1.4% Gross Supplies Tools - B&P 8.0% Gross Policy Adj. - B&P 1.5% Gross

DEPARTMENT NET 63% Compensation 31.0% Gross Training & Adv. 2.5% Gross Supplies, Tools 1.4% Gross Freight 1.0% Gross Policy Adj. 0.5% Gross

Inventory 2.0 Months Supply 4.8 Turns

Fixed Expenses 37% of Total Gross Profit Rent Factor 7.5% of Total Gross Profit Net Earnings 1.6% of Total Dollar Sales

Real Estate Maintenance 1.0% of Total Gross Profit Total Expenses 95% of Total Gross Profit

Employee Benefits 4.5% of Total Gross Profit Absorption - 65%

Balanced Operations Productivity, (BOP) Card 2009 Profitable Dealer Guide Business Management Sales Groups: 3 Planning Potential Range: 400 - 749 Sales - Merchandising NEW VEHICLE 100% Objective Fleet Sales 8% of Objective

USED VEHICLE 100% Objective 1 .2 to 1 Retail Used to New Ratio 64% Retail 30 DS Units & Dollars

SERVICE 100% Objective 2065 Man Hours x Labor Rate x Number of Mechanics

PARTS 100% Objective $ .87 for Each Dollar of Customer Labor Sold

Gross Productivity GROSS 7% SALES

F & I Penetration

GROSS 13% SALES

F & I Penetration

65%

57%

10 New and Used Retail Units Per Salesperson Service Contracts Penetration: 36% on New Vehicles Retailed 40% on Used Vehicles Retailed

GROSS 58-63% SALES

GROSS 28-33% SALES

Cust. Labor - Mech.* Svc. Cont. - Mech.* Warr. Labor - Mech.* R.R. Labor - Mech.* * Int. Labor - Mech.* Gross Profit Should Be In * 65 - 70% Range * * 70 - 75% Range

P&A RO.M P&A S.C.M. P&A Warr. P&A Counter P&A Ctr. Whls. P&A Int. M P&A RO B&P P&A Warr B&P P&A Int. B&P Tires & Tubes

35-40% 30% 29% 30-35% 17% 23-28% 30% 30% 19% 17%

DEPARTMENTAL GROSS PROFIT AS A PERCENT OF TOTAL DEALERSHIP GROSS PROFIT 26%

32%

25%

17%

DEPARTMENT NET

DEPARTMENT NET

DEPARTMENT NET

45%

45%

Compensation Salespeople 18.0% Gross

Compensation Salespeople 21.0% Gross

Compensation Sales Manager 14.0% Gross

Compensation Sales Manager 10.5% Gross

Policy Service 0.9% Gross

Policy & Warranty 1.2% Gross

Advertising 15.0% Gross

Advertising 11.0% Gross

Sales Training 2% Gross

Reconditioning Cost $290 PUUR

Compensation - Mech. 39.0% Gross Training - Mech. 2.8% Gross Advertising - Mech. 4.2% Gross Supplies Tools - Mech. 2.8% Gross Policy Adj. - Mech. 3.0% Gross Compensation - B&P 35.4% Gross Training - B&P 0.6% Gross Advertising - B&P 1.7% Gross Supplies Tools - B&P 6.9% Gross Policy Adj. - B&P 1.6% Gross

Department Net Retention - Management DEPARTMENT NET

33%

61% Compensation 30.0% Gross Training & Adv. 2.9% Gross Supplies, Tools 1.3% Gross Freight 1.0% Gross Policy Adj. 0.6% Gross

Inventory 2.0 Months Supply 4.8 Turns

Fixed Expenses 39% of Total Gross Profit Rent Factor 8.0% of Total Gross Profit Net Earnings .8% of Total Dollar Sales

Real Estate Maintenance 1.0% of Total Gross Profit Total Expenses 95% of Total Gross Profit

Employee Benefits 4.0% of Total Gross Profit Absorption - 65.6%

Balanced Operations Productivity, (BOP) Card 2009 Profitable Dealer Guide Business Management Sales Groups: 4 and 5 Planning Potential Range: 750 - UP Sales - Merchandising NEW VEHICLE 100% Objective Fleet Sales 8% of Objective

USED VEHICLE

SERVICE

100% Objective .75 to 1 Retail Used to New Ratio 59% Retail 30 DS Units & Dollars

100% Objective 2065 Man Hours x Labor Rate x Number of Mechanics

PARTS 100% Objective $ .87 for Each Dollar of Customer Labor Sold

Gross Productivity GROSS 6.5% SALES

F & I Penetration 67%

GROSS 12% SALES

F & I Penetration 62%

10 New and Used Retail Units Per Salesperson Service Contracts Penetration: 41% on New Vehicles Retailed 47% on Used Vehicles Retailed

GROSS 58-63% SALES

GROSS 28-33% SALES

Cust. Labor - Mech.* Svc. Cont. - Mech.* Warr. Labor - Mech.** R.R. Labor - Mech.* * Int. Labor - Mech.* Gross Profit Should Be In * 65 - 70% Range * * 70 - 75% Range

P&A RO.M P&A S.C.M. P&A Warr. P&A Counter P&A Ctr. Whls. P&A Int. M P&A RO B&P P&A Warr. B&P P&A Int. B&P Tires & Tubes

DEPARTMENTAL GROSS PROFIT AS A PERCENT OF TOTAL DEALERSHIP GROSS PROFIT 30% 25% 27%

35-40% 30% 29% 30-35% 16% 20-25% 30% 37% 21% 15-20%

18%

Department Net Retention - Management DEPARTMENT NET

DEPARTMENT NET

DEPARTMENT NET

31%

39%

48%

Compensation Salespeople 20.0% Gross

Compensation Salespeople 22.0% Gross

Compensation Sales Manager 16.0% Gross

Compensation Sales Manager 14.0% Gross

Policy Service 1.0% Gross

Policy & Warranty 1.2% Gross

Advertising 18.5% Gross

Advertising 14.0% Gross

Sales Training 2.0% Gross

Reconditioning Cost $375 PUUR

Compensation - Mech. 39.0% Gross Training - Mech. 2.2% Gross Advertising - Mech. 4.2% Gross Supplies Tools - Mech. 1.5% Gross Policy Adj. - Mech. 2.7% Gross Compensation - B&P 35.5% Gross Training - B&P 0.5% Gross Advertising - B&P 1.5% Gross Supplies Tools - B&P 6.4% Gross Policy Adj. - B&P 1.8% Gross

DEPARTMENT NET 60% Compensation 31.0% Gross Training & Adv. 2.8% Gross Supplies, Tools 1.2% Gross Freight 1.1% Gross Policy Adj. 0.5% Gross

Inventory 2.0 Months Supply 4.8 Turns

Fixed Expenses 39% of Total Gross Profit Rent Factor 10.0% of Total Gross Profit

Real Estate Maintenance 1.0% of Total Gross Profit

Net Earnings

Total Expenses

1% of Total Dollar Sales

95% of Total Gross Profit

Employee Benefits 3.8% of Total Gross Profit Absorption - 70%

How do I check the efficiency of my Accounting Office? •Typical Goals/Measurements 9Financial Statement completed by the fifth working day after the end of the month. 9Clean supporting schedules 9General Journal log entries, (a.k.a. “G.J.’s”), recorded, reviewed and signed by management on every completed page. 9Accurate and Current D.O.C. 9Monthly reconciliation of the Parts Pad (Parts dept. dollar Inventory amount), with Accounting Office dollar inventory amount. 9Contracts-In-Transit and Vehicle Accts. Rec. current & processed within 3 day guide. (A major cash flow indicator). Slubowski

Tips on… Contracts-In-Transit

Contracts in Transit Test Check

_____ _____ _____

New unit sales (current month) Dealers are always looking for ways to improve their cash flow and make more money. One of the accounts on the financial statement that is purely a cash flow “efficiency” measurement is Contracts-In-Transit. By definition, the Contracts-In-Transit account are monies due from financial institutions for approved retail finance contracts. In effect, CITs are an extremely short term receivable, one that is expected to be collected so quickly, (within an average of three working days), that they are included in the Cash and Equivalent section of the financial statement, and should be as good as cash. Due to the large dollar amounts financed on both new and used vehicles today, it is essential that this account should be as current as possible.

Used unit sales (current month) Total Divide by number of days (avg. = 26)

/_____26

Equals average sales per day

=_______

Multiply avg sales per day by guide figure

x______3

Equals Total Maximum days activity guide

=_______

Multiply by avg contract amount x_$25,500 Equals Dlr Contracts In Transit Guide Amount =_______

Many dealers suffer with excessive uncollected contracts that reduce their cash reserves and most importantly cost the store “Big Bucks” in additional floor plan interest. The ramifications are simple, the longer we wait to process/collect Contracts-In-Transit and vehicle accounts, we burn up healthy doses of floor plan interest.

Compare Actual Dealers amount

One of the benefits of keeping watch on Contracts-InTransit is that it is a financial control process and does not require any new “bricks and mortar” or additional staffing. All that’s required is establishing control procedures to process the contracts from retail sale through collection as quickly as possible.

Usually, high C.I.T. are the result of four basic problems: •Contract processing backlog in the F & I office •Contract processing backlog in the business office •Sending contracts to “slow pay” financial institutions •Processing confusion with multiple F & I managers

The formula is simple:

________

(FS, Pg 1, Line 5)

_____________________________________________ Now that you have done the calculation, what are some of the main causes of high contracts in transit?

Now with the right questions, any Contracts-In-Transit problems can be identified, reduced or resolved, making your dealership more efficient and profitable. Slubowski, Business Management

Retail Service Dealership Assessment Rate your dealership on adherence to the following business practices: x x x

Dealership Always adheres to this practice. (Use 3, being always) Dealership Most of the time adheres to this practice. (Use 2, most of the time) Dealership Never adheres to this practice. (Use 1, for never)

Marketing Dealership effectively markets to current customers (within 6 months) ‰ Does the dealership introduce new car customers to the service department as part of the selling process? ‰ Does the dealership have a process for Maintenance Log customers? ‰ Does the dealership utilize “time of need” marketing to retain current customers (i.e. Smartlink, NewGen, R&R)? ‰ Does the dealership utilize Point of Sale marketing to increase sales, with promotions displayed at the service drive, waiting area, retail parts counter / boutique and cashier?

‰ Does the dealership utilize service menus and/or menu boards that include pricing? ‰ Is the dealership’s pricing competitive (verify with owner loyalty pricing analysis)? Dealership effectively markets to lost customers(not within 6 months) ‰ Does the dealership prospect lost customers (phone, direct mail)? ‰ Does the dealership promote service clinics (free 30-point inspection event) to regain lost customers? ‰ Does the dealership effectively utilize the Owner Loyalty program with competitive pricing? ‰ Does the dealership calculate “break-even” prior to establishing promotion prices? ‰ Does the dealership utilize recalls to “re-connect” with their lost customers (function 53)? Dealership effectively markets to conquest customers (never made purchases at dealership) ‰ Does the dealership utilize direct mail advertising to conquest customers? ‰ Does the dealership utilize print advertising to conquest customers (newspaper, penny saver)? ‰ Does the dealership market through electronic media to conquest customers (Radio, TV, Internet)? ‰ Does the dealership utilize service clinics (free 30-point inspection event) to conquest customers?

Selling System Sales system promotes both parts and service sales ‰ Are service advisors adequately trained on retail sales, customer handling and the product? ‰ Are the service advisors paid for both parts and service sales? ‰ Does management regularly utilize service advisor incentives to promote areas of opportunity and maintain sales excitement?

Service advisors actively sell parts and service ‰ Are service advisors spending adequate time with each customer? ‰ Are the service advisors handling too many / too few customers (< or >20 total R.O.s per day)? ‰ Does the dealership utilize an appointment or first come first served system effectively? ‰ Are R.O.s prepared in advance for customers with an appointment? ‰ Are advisors completing a vehicle walk around with the customer to ensure additional services are offered as needed? ‰ Do service advisors review repair history and VIP on each vehicle to determine maintenance and recall needs?

Selling System

(Continued)

Technicians actively sell parts and service ‰ Does the dealership utilize technician incentives to increase post-write-up sales? ‰ Does the dealership utilize inspection sheets (i.e. 30-point inspection) on all vehicles being serviced? Delivery ‰ Is someone other than the cashier proactively explaining and demonstrating repairs to the customer? ‰ Does the dealership’s cashiering process allow a customer to pay for services in less than 3 minutes? ‰ Does the dealership utilize a delivery process that returns the vehicle to the customer in less than 3 minutes following the cashiering process?

‰ Does the dealership offer an “Express Checkout?”

Support Systems Value Enhancement ‰ Does the dealership use protective coverings for the steering wheel, seats and floor mats? ‰ Does the dealership wash and/or vacuum customer vehicles as part of the service process? ‰ Does the dealership utilize a service follow-up system to identify and improve opportunity areas? Parts Availability ‰ Dealership “Off The Shelf Fill Rate” for parts availability is above 70% (stock & promo order % for maintenance and repair parts >70%)?

‰ Lost Sale and Demand Log is maintained and reviewed, with all unfulfilled parts requests recorded? ‰ Do Technicians, Shop Foreman and Advisors have input regarding potential high demand parts (TSB’s,etc)? ‰ Is the log realistic based on the dealerships Fixed First Visit score, stock order performance, special handling claims and technician input?

Retail Service Strategy ‰ Does the Dealership have a written plan or strategy for developing and maintaining Retail Service business? ‰ Is the Dealer Principal Involved? (Does the strategy align with vehicle sales initiatives) ‰ Is the Parts Department Manager Involved? (Does the strategy align with all departmental goals?) ‰ How often is it revised? (Changes for Seasonal Items, Market Trends, Promotional Items) ‰ How is it communicated to employees? (Employee Strategy Meetings)

‰ Does the Dealership have a pricing strategy for all Parts and Services - including Captive Repairs? ‰ Breakeven Pricing

‰ Matrix Pricing

‰ Menu Pricing

‰ One Price (I.e., Shocks $19.95)

‰ Does the dealership have a process for analyzing their competition – Including the Aftermarket? ‰ Pricing ‰ Facilities

‰ Advertising ‰ Employees

‰ Promotions

‰ Convenience Items

‰ Does the strategy include service advisor training on retail sales, products and customer handling? ‰ Does the strategy include measuring effectiveness of the Dealership’s Retail Strategy?

Doing it Right

Doing a Great Job

Doing Good but

And Making $$

can still improve

need to improve

Call your S & P DM for help.

133 pts.-------------------------110 pts.------------------------95 pts.----------------------75 pts.------------------------41 pts.

SUPPLIERS

|

Sergio Marchionne

DEALERS

|

CUSTOMERS

|

COMMUNITY

|

EMPLOYEES

ONE

UNITED

DIVERSE

TEAM

Chrysler Group LCC and its people have a future with promise. We will reach the full measure of that promise only as one, united diverse team.

Culture is the fabric that holds organizations together. It is not just an ingredient for success; it is the essence of success itself. What will make all of this possible is the culture we are going to build with great teams based on mutual respect and openness. This is why my leadership team and I are committed to creating an atmosphere where all of our people feel respected and valued, because every person plays an important role in shaping our future, including employees, our supply base, our marketing and our dealer network.

Great leaders are those who have the courage to challenge the obvious, to travel uncharted paths, to break away from convention and the old way of doing things, to be unpredictable to the competition and to go beyond the tried and tested – men and women who understand the concepts of service, of community, and respect for others. That’s the kind of behavior we all must expect of each other and of ourselves. It leads to an engaged culture.

That effort starts with leadership.

As CEO of Chrysler Group LCC, I have taken on the role of executive sponsor of the Global Diversity Council to underline the importance of diversity in our company. I personally feel privileged to have the opportunity to lead this company … and to work with all of you to build this company and our great brands into all we know they can and should be.

LEADERSHIP COMMITMENT TO DIVERSITY

Brian Schnurr

Director

248-838-4250

[email protected]

Greg Martin

Field Operations

248-838-4270

[email protected]

Dick Farr

Retail Sales Promotion Manager

248-838-4290

[email protected]

TBD

Service & Parts

Jack Gannon

Dealer Network

248-838-4280

[email protected]

469-374-4010

[email protected]

SOUTHWEST BUSINESS CENTER Todd Stewart

Director

Mike Oliver

Field Operations

469-374-4020

[email protected]

Erika Boss

Retail Sales Promotion Manager

469-374-4014

[email protected]

William Harry

Service & Parts

469-374-4019

[email protected]

Todd Tunic

Dealer Network

469-374-4050

[email protected]

Director

407-826-7021

[email protected] [email protected]

SOUTHEAST BUSINESS CENTER John Plecha Dave Englen

Field Operations

407-826-7023

Craig Bowers

Retail Sales Promotion Manager

407-826-7090

[email protected]

Frank Lasater

Service & Parts

407-826-7049

[email protected]

Phil Langley

Dealer Network

407-826-7012

[email protected]

CONTACTS

GREAT LAKES BUSINESS CENTER

MIDWEST BUSINESS CENTER Lewis C. Scott

Director

630-724-2321

[email protected]

Carlos Jimenez

Field Operations

630-724-2327

[email protected]

Albert J. Perez

Retail Sales Promotion Manager

630-724-2391

[email protected]

Jeffrey Sloan

Service & Parts

630-724-2332

[email protected]

Bruce Velisek

Dealer Network

630-724-2329

[email protected]

[email protected]

MID-ATLANTIC BUSINESS CENTER Hal Wurster

Director

410-567-1801

Steve Zanlungh

Field Operations

410-567-1811

[email protected]

Charlie Glymph

Retail Sales Promotion Manager

410-567-1821

[email protected]

Denny Walker

Service & Parts

410-567-1831

[email protected]

Brett Tunic

Dealer Network

410-567-1852

[email protected]

Phil Scroggin

Director

845-578-2203

[email protected]

Jeff Kommor

Field Operations

845-578-2232

[email protected]

Ed Del Otero

Retail Sales Promotion Manager

845-578-2202

[email protected]

Jeff Conklin

Service & Parts

845-578-2201

[email protected]

Bill Doucette

Dealer Network

845-578-2157

[email protected]

949-450-5112

[email protected]

business center

NORTHEAST BUSINESS CENTER

WEST BUSINESS CENTER Chris Chandler

Director

Shannon Carr

Field Operations Manager

949-450-5175

[email protected]

Jay Weaver

Retail Sales Promotion Manager

949-450-5104

[email protected]

Sunil Lahoti

Service & Parts

949-450-5142

[email protected]

Tod Hartje

Dealer Network

949-450-5180

[email protected]

DENVER BUSINESS CENTER Fred Diaz

Director

303-793-8301

[email protected]

Bill Potter

Field Operations

303-793-8341

[email protected]

Cheryl L. Ansel

Retail Sales Promotion Manager

303-793-8332

[email protected]

Frank Donnelly

Service & Parts

303-793-8306

[email protected]

Gordy Nevers

Dealer Network

303-793-8331

[email protected]

September 2009

©2009 Chrysler Group LLC. All rights reserved.

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