500 words

 

Assignments Questions

1. What misalignment(s) caused channel conflict between manufacturers and dealers in the automotive industry? How was this conflict reflected in the attitudes of GM and its dealers toward the CDK Digital program?
2. How would you characterize CDK Digital’s core competencies as of 2011?
3. Suppose a car shopper’s interests could be known when she visited a dealer website. How would the dealer want to treat her? What about the OEM?
4. How can CDK Digital leverage its core competencies to provide a website solution that both GM and its dealers consider to serve their interests?

 

Please keep in mind the following learning objectives so that the answers efforts are focused within the following topics:

• Explain how franchisors and franchisees have different perspectives on the value of data on retail operations
• Recognize benefits of big data and analytics that reach well beyond the obvious potential improvements to marketing and operational effectiveness
• Articulate the value of data analytics for channel management
• Appraise the benefits of real-time website customization

©2014 by the Kellogg School of Management at Northwestern University. This case was prepared by Greg Merkley ’84 and Professor
Florian Zettelmeyer. Cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements,
sources of primary data, or illustrations of effective or ineffective management. To order copies or request permission to reproduce
materials, call 800-545-7685 (or 617-783-7600 outside the United States or Canada) or e-mail custserv@hbsp.harvard.edu. No part of
this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—
electronic, mechanical, photocopying, recording, or otherwise—without the permission of Kellogg Case Publishing.

FLORIAN ZETTELMEYER KEL894

CDK Digital Marketing:
Addressing Channel Conflict with Data Analytics

Melissa McCann, director of strategic marketing for CDK Digital,1 had never been anxious
about a professional presentation in her life, but she was legitimately nervous on July 14, 2011,
four days before she would present in CDK Digital’s Seattle headquarters. The cause of her
concern was not the number of attendees—other than her CDK Digital colleagues, there would be
only seven people in the room—but their identities and the stakes of the outcome.

On July 18 McCann would present CDK Digital’s justification for renewing its contract to
manage the websites and online advertising of over 4,000 General Motors (GM) automobile
dealers. CDK Digital had been the sole provider of these services since 2007 and was facing
renewal of its contract at the end of 2012. McCann knew that renewing the sole-provider contract
was crucial because GM was CDK Digital’s most significant customer. Losing the contract would
be a serious blow.

McCann would be representing the chief marketing officer, Chris Reed, when she presented
to seven members of the customer relationship management (CRM) subcommittee of the
Chevrolet dealer council. (The eighth member was so negative about CDK Digital that he refused
to attend the meeting.) Although GM dealers, like all auto dealers in the United States, were
independent franchisees, GM saw the decision of whether to renew CDK Digital’s exclusive
contract as a collaborative decision with its dealers.

McCann and a team from development, marketing, and sales had already spent many hours in
soul-searching sessions trying to come up with a proposed program that would, in McCann’s
words, “make the renewal a non-event.”2 So far they had discussed multiple concepts, but none of
them provided a clear solution to the key problem they were facing.

CDK Digital’s original value proposition to GM was greater control of dealer websites to
ensure that all brands and models were presented and marketed consistently. CDK Digital’s
solution clearly delivered on this promise, but dealers felt the solution was inflexible and less
responsive to their needs.

McCann and Reed recognized that CDK Digital was caught squarely in the channel conflict
between GM and its dealers. Was there a CDK Digital offering that would simultaneously satisfy

1 Prior to August 2014 CDK Digital was named “Cobalt.” This case refers to the company as CDK Digital throughout.
2 Melissa McCann, in interview with the authors, November 25, 2013.

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CDK DIGITAL MARKETING KEL894

2 KELLOGG SCHOOL OF MANAGEMENT

dealers’ push for autonomy and GM’s desire for a coordinated solution? They had to find a
solution that was acceptable to both parties. As Reed said, “GM hired CDK Digital, but its
dealers can fire us.”3

Automobile Retailing in the United States

U.S. manufacturers sold their automobiles through franchised dealers that were authorized to
sell and repair a specific brand of car in a defined geographic area. The franchise approach not
only leveraged the capital of local owners to build a nationwide network of retailers, it also
created local owners that had first-hand knowledge of local markets. Although their franchise
agreements set minimum sales and service levels, auto dealers were quite autonomous from their
franchisors compared with other franchised businesses, such as McDonald’s.

In 1949 the number of dealerships in the United States was 49,200, but as the country became
more urbanized the number of dealerships declined significantly (see Table 1). By 2011, dealers
frequently sold multiple brands of cars.

Table 1: Dealerships by Manufacturer, 2011
Manufacturer Number of

Dealerships

General Motors 4,250

Ford 3,456

Chrysler 2,317

Toyota 1,233

Honda 1,034

Nissan 1,057

Other 6,600

Total 19,947

Source: Fellowes Research Group, Inc., “Dealer Count by Franchise Chart,” 2011, http://www.fellowesresearch.com/Charts&Diagrams/
oem_x_dlr_cnt.html.

Selling and servicing cars was a capital-intensive, low-margin business (see Exhibit 1). It
remained highly fragmented even after decades of consolidation: the largest dealer group in the
country, AutoNation, accounted for only 1.5 percent of all auto retail outlets. Dealer locations
varied in size from small businesses that sold two or three cars per month to large operations that
sold hundreds.

Likewise, there was a wide range of management sophistication. A top-tier dealership such as
Sewell in Texas, one of the largest Lexus dealers in the country, was run like a Fortune 500
company and boasted a brand that was as important as the Lexus brand itself in its local market.
A small rural dealer, on the other hand, might not be managed to maximize profit, but rather to be
prominent in the local business and political community.

3 Chris Reed, in interview with the authors, November 25, 2013. D
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KEL894 CDK DIGITAL MARKETING

KELLOGG SCHOOL OF MANAGEMENT 3

Marketing and

Advertising

Auto industry advertising in the United States generally fell into three distinct tiers based on
the entity that was advertising: Tier 1 comprised the manufacturers, Tier 2 the regional dealer
groups (such as Chicagoland GMC dealers), and Tier 3 the individual dealers.

Auto manufacturers (i.e., original equipment manufacturers, or OEMs) traditionally were
responsible for creating awareness. In 2011 OEMs spent over $8 billion in direct advertising and
financed over $4 billion in co-op advertising with dealers.4 According to Ed Vogt, who oversaw
GM’s marketing databases and dealer systems as well as Internet, metrics, and analytics teams,
the dealer’s role in marketing was to “drive the customer the last mile—why buy today and why
buy from me?”5 In total, dealers spent nearly $10 billion on advertising (excluding co-op) in
2011.

An average dealer in 2011 spent over $30,000 per month in advertising (see Table 2).
Spending varied considerably depending on dealer size, but on average dealers spent
approximately 1 percent of their total sales on advertising. Dealers’ advertising spending was
driven by their own objectives, not all of which were aligned with manufacturer advertising and
promotions.

Table 2: Estimated Annual Advertising Expenses per Dealership in 2011 ($)

Medium

Average of
All

Dealerships

Dealerships by Number of New Cars Sold

1–149 150–399 400–749 750 or more

Newspapers 72,599 29,232 38,622 61,989 102,932

Radio 57,670 21,051 24,990 52,133 116,362

TV 72,974 7,572 34,875 81,747 167,307

Direct mail 36,042 7,646 17,171 38,824 75,586

Internet 90,106 23,430 45,105 96,826 164,377

Other 33,775 8,618 16,139 31,774 72,989

Total advertising 363,168 97,548 176,902 363,292 699,553

Total advertising per new car sold 628 788 608 505 418

Total advertising as % of total sales 1.05% 1.07% 1.04% 1.00% 0.95%

Source: NADA Industry Analysis Division, NADA Data 2012.

Total dealer advertising per new car sold was sharply higher in 2011 compared to 2001, but
spending had dropped since 2008. What had changed most dramatically since 2001, however,
was the advertising media: newspapers had dropped from dealers’ top advertising medium to
number three, behind Internet and television (see Figure 1).

4 In co-op advertising, the local dealer purchased advertising that was financed by OEM credits for future purchases, provided the
dealer followed rules for ad content.
5 Ed Vogt, in interview with the authors, February 24, 2014. D
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CDK DIGITAL MARKETING KEL894

4 KELLOGG SCHOOL OF MANAGEMENT

Newspaper, 
53.1

Radio, 13.6

Television, 
14.5

Direct mail, 
6.1

Internet, 4.6
Other, 
8.1

Newspaper, 
20.0

Radio, 15.9

Television, 
20.1

Direct 
mail, 
9.9

Internet, 
24.8

Other, 
9.3

Figure 1: Dealer Advertising Expenditures by Medium

2001 2011

Source: NADA Industry Analysis Division, NADA Data 2012.

Despite the fact that marketing was the dealers’ largest discretionary expense after labor and
that media consumption patterns were changing dramatically in the Digital Age, less than 20
percent of dealers had a full-time marketing person on staff. With little marketing training or
internal expertise, many dealers made marketing and advertising decisions based on traditional
“rules of thumb” rather than up-to-date data.

Consumer Behavior

The consumer behavior model traditionally accepted in the auto industry was as follows: first,
manufacturer advertising created consumer awareness of a car model, which placed the model in
consumers’ consideration set. Next, consumers selected a dealer that helped them develop their
model preference, provided price and inventory information, and finalized the purchase. In other
words, manufacturers were responsible for making sure consumers knew about their cars, and
dealers were responsible for selling them.

However, newer research showed that this clean separation between the roles of manufacturer
and dealer was a myth; consumers did not follow a traditional purchase funnel in which the
manufacturer dominated the top and the dealer dominated the bottom. A Google study showed
that although manufacturer marketing succeeded in getting 63 percent of auto buyers to start their
buying journey with a specific make (or brand, e.g., Honda) or model (e.g., Accord) in mind, less
than one-fourth of these shoppers ultimately bought that make or model.6 Consumers relied
heavily on web-based research, and competing manufacturers and a large industry of independent
research and lead-generation sites aggressively used online advertising to direct consumers to
other brands and models.

6 Millward Brown Digital/Google, “Vehicle Shopper Path to Purchase,” September 2013. D
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KEL894 CDK DIGITAL MARKETING

KELLOGG SCHOOL OF MANAGEMENT 5

As a result, in 2011 both manufacturers and dealers were concerned with reducing online
brand defection during the buying process. Data from CDK Digital and Google suggested that the
best approach to achieving this was to coordinate digital marketing across advertising tiers
because it increased the effectiveness of both the manufacturer and dealer’s marketing spending.
The reality was that local and regional dealership advertising and website content was rarely
aligned with OEM messages due to conflicting goals and a lack of coordination.

Dealer Websites

Manufacturers initially considered dealer websites to be part of franchisee brand compliance
programs, much like store signage and facility design. Dealers were penalized for not using
manufacturer-provided websites or offered financial incentives to encourage their adoption.
However, the dealer had ultimate control: although a manufacturer could force a dealer to have a
website, it could not force the dealer to use it as the dealer’s primary web presence. As a result,
many dealers had multiple websites, some provided by manufacturers and others that were
purchased and managed independently by the dealership. When CDK Digital was tapped to run
GM’s dealer websites in 2007, only 43 percent of dealers used the GM-supplied website as their
primary online presence.

Auto manufacturers used several approaches when providing websites for their U.S. dealers.
The simplest was a compliance program, which Toyota used. Under a compliance program, a
manufacturer created brand standards and required its dealers to conform to those standards when
creating their own websites. However, dealers were free to choose their own website designers
and operators. OEMs regularly audited websites and fined dealers if they were out of compliance.

A manufacturer could also opt for a “single-platform” model in which it engaged a company
to provide a common dealer website platform. (Other vendors could offer complementary
solutions.) CDK Digital and Dealer.com were the main providers under the single-platform
model. CDK Digital had sole-vendor agreements with all four GM brands (Chevrolet, Buick,
GMC, Cadillac), Volkswagen, and Hyundai. Subaru and Audi used Dealer.com. Some
manufacturers, including Lexus, BMW, Kia, and Ford, authorized two or three platform providers
rather than one.

Finally, an OEM could subcontract the entire program to an integrator that managed the
relationships with dealers and all approved vendors. Chrysler used this approach (with Shift
Digital), as did Ford (with its semi-autonomous Ford Direct unit).

General Motors

Founded in 1908, GM had been a major manufacturer of automobiles and automotive and
non-automotive components for over a century. From its inception, the company sold
automobiles under different nameplates (or brands), each of which was targeted to a specific
demographic and socioeconomic market segment. The brands—Chevrolet, Pontiac, Oldsmobile,
Buick, and Cadillac—shared corporate management and some components in order to create
economies of scale, but each developed unique styling and technology. This “ladder of success”
was designed to meet the needs of entry-level buyers with Chevrolet vehicles and then entice
them to move up successively to Pontiac, Oldsmobile, Buick, and ultimately to Cadillac. D
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CDK DIGITAL MARKETING KEL894

6 KELLOGG SCHOOL OF MANAGEMENT

Between 2000 and 2008, GM significantly improved the quality, productivity, and fuel
economy of its cars, and built a profitable business in China, the world’s biggest potential car
market. The company also improved its cost position by reducing its workforce by 143,000
employees and negotiating a historic agreement with the United Auto Workers union that reduced
pay for new employees and benefits for retirees. However, when the worldwide economic crisis
hit in 2008, GM suffered more than most of its competitors: it posted a loss of $30.9 billion in
2008. On June 1, 2009, GM filed for reorganization under Chapter 11 of U.S. bankruptcy law; it
exited bankruptcy proceedings within forty days with the U.S. government owning 60 percent of
the company in return for a $50 billion investment.

Because of its age and scope, GM had a large, unwieldy dealer network. In 2007 it had over
6,000 dealers, which resulted in higher costs for GM and more price competition for dealers. By
comparison, Toyota, which entered the U.S. market in the late 1950s, generated sales in 2011 that
were nearly equal to GM’s with less than one-third the number of dealer franchises. GM tried to
disfranchise several hundred dealers during its 2009 bankruptcy, but court decisions prevented
the manufacturer from paring its network. Later entrants such as Mini and Lexus were able to
build leaner networks with tighter brand standards and more profitable dealers.

CDK Digital

CDK Digital was formed in 1995 as The Cobalt Group by John Holt and Geof Barker, who
believed the Internet would be more efficient than classified advertising at connecting buyers and
sellers of cars. Other Internet start-ups at the time were creating business models that bypassed
the traditional dealer, but Cobalt focused on connecting dealers with both shoppers and
manufacturers.

The next year the company won the endorsement of Lexus to deliver websites for its entire
dealer network. Another year brought additional endorsements from Mitsubishi, Acura, Nissan,
and Volkswagen. In 1999 Cobalt went public but went private again in 2001 during the dot-com
crash after a major investment by investment firm Warburg Pincus. In 2004 GM selected Cobalt
to replace an internally developed web system, and in 2007 awarded Cobalt a five-year single-
platform contract to provide websites to its national network of dealers. ADP Dealer Services
acquired Cobalt in 2010 for approximately $400 million. In 2014 ADP Dealer Services was spun
off from ADP and Cobalt was renamed CDK Digital.

Advertising

Although CDK Digital began as a website company, it had developed sophisticated
capabilities in online advertising. CDK Digital’s key advantage for online advertising was its
ability to track a significant part of a car shopper’s online journey using digital tags (or cookies)
across all CDK Digital dealer websites, all OEM websites provided by CDK Digital, and third-
party websites that allowed CDK Digital to add its digital tags. This allowed it to track, for
example, car brands and models researched, dealer websites visited, ads clicked on, and models
viewed on affiliated third-party automotive information sites. In fact, CDK Digital could even
track which cars a consumer had looked at in a dealer’s inventory. “Our strength with

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KEL894 CDK DIGITAL MARKETING

KELLOGG SCHOOL OF MANAGEMENT 7

manufacturers,” Reed explained, “is that we get closer to answering the question ‘What sells
cars?’ than anyone else.”7

To put this information to use, CDK Digital acquired a company called AdMission in 2008.
AdMission had developed technology that could dynamically (i.e., in real time) show ads to each
shopper based on his or her unique online car-buying journey. For example, if a consumer
browsed a Chevy Cruze on Chevrolet.com, the consumer would see a Chevy Cruze ad during the
next visit to a site where CDK Digital placed ads. By combining data about car shoppers’ online
journey with local dealer content and inventory, CDK Digital could ensure that ads not only
reflected consumer interests but also current dealer needs.

CDK Digital’s capability to target ads enabled it to create a new line of business—placing
OEM and dealer advertising on participating automotive sites. In addition, driven by the insight
that coordinating digital marketing across advertising tiers increased the effectiveness of both the
manufacturer and dealer’s marketing spend, CDK Digital also began coordinating OEM and
dealer bidding on search engine keywords. This ensured that, for example, Cadillac and its
dealers did not increase the cost of the Google keyword “Escalade” by bidding against each other.

Overall, CDK Digital built a sophisticated advertising platform that used analytics to
customize content to individual consumers in real time based on their specific online car-buying
journey. CDK Digital had develop true “big data” capabilities, handling user interaction with over
20 million website visits and 1 billion ad impressions a month across hundreds of thousands of
unique, creative executions. Reed put it simply: “No other company in the automotive space has
this capability.”8

CDK Digital’s 2007 Offering to GM Dealers

In 2007 dealer websites were “the Wild West,” according to GM’s Vogt. “We saw a growing
trend of consumers moving from third-party and OEM sites looking for dealer tie-in in the digital
space, and the media mix was not in congruence with customer behavior. General Motors made a
decision to amplify its brand’s message by having an integrated dealer presence that tied with the
marketing messages of the brand.”9

GM selected CDK Digital as its sole provider of digital marketing services after carefully
analyzing its capabilities and those of its competitors. When it launched its dealer website
program in 2007, GM paid CDK Digital to provide each dealer with a basic website, SEO,10 and,
crucially, a relatively high level of telephone-based digital marketing agency services (web
design, content updates, promotional execution, etc.), to ensure that all its dealers, regardless of
their internal marketing capabilities, would deliver a quality experience to online shoppers.

7 Chris Reed, in interview with the authors, November 25, 2013.
8 Ibid.
9 Ed Vogt, in interview with the authors, February 24, 2014.
10 SEO (search engine optimization) is the process of maximizing the prominence of a website in the unpaid (or organic) results of
search engines in order to increase the number of visitors it received. This is accomplished by editing the content and coding of a
website in relation to the search algorithm, the terms users search for, and the search engines that target audiences prefer. D
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CDK DIGITAL MARKETING KEL894

8 KELLOGG SCHOOL OF MANAGEMENT

GM offered the package to dealers as an optional service, but the vast majority of them used
it. However, many dealers still had their own websites in addition to the GM-provided site—only
43 percent used the GM-provided site as their primary website. According to Vogt, “They all
wanted to be unique, and rightfully so—the dealer’s brand is important. They need to able to
express that brand.”11 The result was confusion among consumers as well as inefficiency in
advertising; the GM sites and dealer sites were often bidding for the same advertising keywords,
which drove up costs for both.

The marketing program powered by CDK Digital received a lot of publicity and resources
from GM, but most of the resources disappeared after the automaker filed for Chapter 11
bankruptcy protection in June 2009. Thereafter most of the marketing and communication with
GM dealers was carried out with a few staff members, most of whom were paid by CDK Digital.
GM and CDK Digital measured the program’s success by the percentage of dealers that used the
CDK Digital website as their primary website: from 2007 to 2011, half the dealers using non-GM
websites cancelled them, increasing that percentage to over 70 percent.

Nonetheless, some GM dealers were dissatisfied with the program; a few vocal dealers airing
complaints—and showing little support for CDK Digital—dominated dealer council meetings.
There were a number of reasons for the dissatisfaction. One was that dealers had a perception
(created by CDK Digital’s competitors) that they were not getting high-quality SEO services.
Another reason was the GM-mandated rules that restricted dealer control of their online presence.
Dealers wanted to make changes to the appearance of their sites so they could differentiate
themselves from other same-brand dealers in their markets. From their perspective, their personal
branding and message was not adequately reflected in the websites created by CDK Digital,
which competitors derided as “cookie cutter.”

CDK Digital’s analysis showed that 30 to 50 percent of visits to dealer websites were made
by “brand intenders,” or consumers who visited in response to GM-paid brand advertising. The
remaining traffic had many sources but was frequently generated by the dealer’s own marketing
spend.

Recontracting with GM

Between 2007 and 2011, the CDK Digital solution for GM had morphed from a website
solution to an Internet media solution, and from a brand compliance program to one focused on
providing sales opportunities for the dealers. Vogt described it as follows:

At the end of the day it was much broader than a website solution—it was a huge
platform to drive traffic to our dealers online. We could actually coordinate media spend
between us, our dealers, and each individual dealer to optimize our presence for our
consumers.12

When it was time to recontract with CDK Digital, Vogt, who oversaw GM’s marketing
databases and dealer systems as well as Internet, metrics, and analytics teams, was implementing

11 Ed Vogt, in interview with the authors, February 24, 2014.
12 Ibid. D
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KEL894 CDK DIGITAL MARKETING

KELLOGG SCHOOL OF MANAGEMENT 9

a new technology strategy that was “trying to drive informed choice with our dealers.”13 Dubbed
the Dealer Technology Assistance Program (DTAP), the approach focused on interfacing with
dealer-chosen technologies rather than providing GM-specific tools. “The dealers’ approach was
‘Let me be independent, I want a solution for myself,’ so we provided choice by certifying
multiple providers of solutions, such as CRM, dealer management systems, and so on.”14 Offering
choice in website and Internet media providers would have been consistent with the DTAP
approach.

However, Vogt saw some major benefits in the sole-supplier arrangement with CDK Digital:

Because we had a coordinated system we were able to drive huge conversion by bringing
the right message to the consumer across the Internet. For example, we could retarget
VIN-level customer searches across search and all the ad networks we did business with,
as well as endemic sites like KBB and Edmonds. We delivered millions of leads and
phone calls to our dealers per year.15

There was just one problem: not all of those benefits were visible to dealers, who were much
more likely to be aware of weaknesses in the current CDK Digital solution. First, the website
template was too restrictive and did not allow the dealers to “be themselves.” Second, the tools
for website administrators were weak. Finally, the solution GM had purchased from CDK Digital
included SEO only for the dealer home page; CDK Digital offered more advanced SEO to dealers
as an optional product, but few had spent the extra money to “plus up” their digital marketing
services.

Ultimately GM decided to work with its dealer councils to evaluate multiple prospective
suppliers based on the following four criteria:

 Ability to manage a complex advertising model

 Analytics capability

 Core website functionality

 Ability to consult with dealers to help them optimize their sites

According to Vogt, if the dealer councils said no, CDK Digital’s contract would not be
renewed.

Finding a Solution

Within the next four days, Melissa McCann needed to develop a compelling concept that
would not only garner the support of the seven dealers she would present to, but also be attractive
to GM. That meant the concept had to address the dealers’ need for autonomy and GM’s need for
a consistent brand experience and analytics visibility into its network to help GM retail sales.

13 Ibid.
14 Ibid.
15 Ibid. D
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CDK DIGITAL MARKETING KEL894

10 KELLOGG SCHOOL OF MANAGEMENT

Balancing those competing needs was challenging enough, but the concept also had to be
something that only CDK Digital could deliver to justify a sole-supplier arrangement. Reed
issued a challenge to McCann and her team: “Find a way for us to use our expertise in real-time
content customization and analytics to solve this age-old conflict between dealers and OEMs.”

McCann turned to her team members, picked up a marker, and walked back to the
whiteboard. “Let’s try another approach,” she said.

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KEL894 CDK DIGITAL MARKETING

KELLOGG SCHOOL OF MANAGEMENT 11

Exhibit 1: Average Dealership Financial Profile ($)
Jan–Oct 2011 Jan–Oct 2010 % Change

Total sales 28,739,459 25,282,693 13.7

Total gross margin 4,192,674 3,731,935 12.3

As % of total sales 14.6% 14.8%

Total expense 3,471,159 3,138,526 10.6

As % of total sales 12.1% 12.4%

Net profit before tax 721,515 593,409 21.6

As % of total sales 2.5% 2.3%

New vehicle dept. sales 15,482,494 13,222,223 17.1

As % of total sales 53.9% 52.3%

Used vehicle dept. sales 9,427,957 8,506,922 10.8

As % of total sales 32.8% 33.6%

Service and parts depts. sales 3,829,008 3,553,549 7.8

As % of total sales 13.3% 14.1%

Advertising expense 298,823 270,239 10.6

As % of total sales 1.04% 1.07%

Per new vehicle retailed $627 $654 -4.2

Rent & equivalent 335,560 314,212 6.8

As % of total sales 1.17% 1.24%

Per new vehicle retailed $704 $760 -7.5

Floor plan interest (20,461) (17,335) 18.0

As % of total sales -0.07% -0.07%

Per new vehicle retailed ($43) ($42) 2.3

New vehicle selling price (retail) $30,401 $29,547 2.9

Gross as % of selling price 4.62% 4.58%

Retail gross profit $1,406 $1,352 4.0

Used vehicle selling price (retail) $17,176 $16,371 4.9

Gross as % of selling price 12.76% 13.71%

Retail gross profit $2,191 $2,245 -2.4

Source: NADA Industry Analysis, http://www.nada.org/Publications/NADADATA/dealership_profile.

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