Customer Opportunity Review · Source Module

Source Material · The 120-Day Strategy

April 30% Retail Lift

Use the 120-day unsold showroom list to create focused appointments, shows, and retail growth.

The strongest opportunities are often not brand-new leads. They are customers who have already been in the store, shown intent, test driven, received numbers, or left without a clear final answer. This module teaches managers how the 30% lift strategy works, why the 120-day list matters, and how the funnel should be inspected daily.

Step 1 · Watch

Start with the 120-day opportunity base

This clip explains why the daily review should not start with every name in the CRM. It should start with recent unsold showroom customers who already showed intent and where the team has enough information to create a real follow-up plan.

★Big Idea

Why This Matters

The highest-value opportunity is already in the store's history

A 30% retail lift does not come from treating every CRM name the same. The strongest opportunities are customers who have already been in the store and already gave the team a reason to follow up. The manager's job is to identify the customers most likely to move, organize the list, assign ownership, and inspect whether customer communication is creating appointments.

The list should start with customers who reached the zero moment of truth: we know why they were shopping, they drove a vehicle, we captured the immediate test-drive response, and we presented payments close to the penny.

Core operating point The daily review should turn recent unsold showroom traffic into assigned customer actions.

Step 2 · 120-Day Opportunity Strategy Map

From the list to the funnel

The lift is an operating sequence: build the 120-day list, segment the strongest opportunities, organize by recency and quality, assign owner and action, track the conversion funnel, and inspect the funnel nightly.

1Build the 120-day list

Pull customers who have been in the store in the last 120 days.

2Segment the strongest opportunities

Start with customers who reached the zero moment of truth.

3Organize by recency and quality

Most recent first, then full information, partial information, and no information.

4Assign owner and action

Every customer needs an owner, contact method, message, and due time.

5Track the conversion funnel

Contacts, two-way conversations, appointments booked, appointments shown, and deals written — driven by the 60 / 60 activity target.

6Inspect the funnel nightly

Read the funnel every night and find the stage that is breaking before it costs the month.

Step 3 · 30% Lift Funnel Math

The 30% lift is a funnel, not a wish

The strategy sets the priority. The math tells the manager whether the activity is on pace. These are the calculations to keep in front of the team: the retail-lift goal, the 60 / 60 activity targets, and the funnel inspection rates — then a worked funnel and the leaderboard emphasis.

1 \cdot Retail Lift Goal Forecast \times 1.30 = 30% Retail Lift Goal Forecast Goal Extra units 4052 +12 5065 +15 100130 +30 Growth % check Growth % = (Actual - Forecast) \div Forecast Forecast Sold Growth 100130 30% 100140 40% 100145 45% 100 sold from a 100 forecast that grows to 145 is 45% growth, not 40%. Use the exact math when inspecting.

Forecast	Goal	Extra units
40	52	+12
50	65	+15
100	130	+30

Forecast	Sold	Growth
100	130	30%
100	140	40%
100	145	45%

2 \cdot 60 / 60 Activity Math The activity chain Qualified \to 60% communicated \to 60% booked \to Showed \to Sold \to 30% lift The formulas Qualified 120-day customers \times 60% = communication target Communication target \times 60% = appointment target Simplified Qualified customers \times 36% = appointment target Because 60% \times 60% = 36%. Worked examples Qualified Communicate (60%) Appointments (60%) 1006036300180108 The appointment target is the number that matters. When the qualified list is large enough, this math is why the strategy expects roughly 85 to 120 appointments per store . Communication without appointments is not on pace.

Qualified	Communicate (60%)	Appointments (60%)
100	60	36
300	180	108

3 \cdot Funnel Inspection Math The operating funnel Qualified \to Contacts \to Two-way \to Booked \to Showed \to Sold The rates to inspect Contact Rate Contacts \div Qualified Conversation Rate Two-way \div Contacts Appointment Rate Booked \div Two-way Show Rate Showed \div Booked Close Rate from Shows Sold \div Showed 552 example — the full walk Stage Count Rate from prior Qualified 120-day 552 — Contacts made 98 17.8% Two-way conversations 45 45.9% Appointments booked 24 53.3% Appointments showed 14 58.3% Sold 5 35.7% Show-rate confirmation 12 showed \div 20 booked = 60% show rate Where is the funnel breaking? Are we contacting enough of the list? Are contacts becoming two-way conversations? Are conversations becoming appointments? Are appointments being confirmed by management? Are appointments showing? Are shown appointments turning into deals? Inspect where the funnel is breaking. Management confirmation matters because appointment quality and confirmation drive the show rate.

Stage	Count	Rate from prior
Qualified 120-day	552	—
Contacts made	98	17.8%
Two-way conversations	45	45.9%
Appointments booked	24	53.3%
Appointments showed	14	58.3%
Sold	5	35.7%

Leaderboard emphasis The exact leaderboard formula should not be invented here, but the operating emphasis is clear: most of the score is driven by appointments booked and appointments showed, with sales growth over forecast also considered, and the store must be over target to qualify. The takeaway for managers is simple — appointments are the controllable activity that creates the lift.

30%Retail lift

Operating Truth

The lift comes from the funnel.

The 30% lift is not created by hoping for more traffic. It comes from identifying the right 120-day unsold showroom customers, communicating with them, booking appointments, confirming shows, and inspecting the funnel every night.

Step 4 · Understand the Opportunity Buckets

What each bucket means

Full opportunity

Customer was in the store, we know why they are shopping, they test drove, received numbers, and left without a final answer.

Partial opportunity

Customer showed intent, but the CRM is missing part of the story: why, vehicle fit, test-drive response, numbers, objection, or next step.

No-info opportunity

Customer is in the history, but the record does not explain the customer story well enough to coach.

Most recent first

Recency matters. Start with customers who were in the store most recently and still have momentum.

Two-way conversation

The first win is not a voicemail. The first win is a real exchange with the customer.

Appointment discipline

Activity only matters if it moves toward a confirmed appointment, showroom return, deal, or clear outcome.

Step 5 · Manager Inspection

Inspect the funnel, not just the activity

A manager is not only checking whether calls, texts, or videos were attempted. The manager is inspecting whether the highest-value customers are being contacted, whether conversations are happening, and whether those conversations are turning into appointments and deals.

120-day pull — did we pull the last 120 days of unsold showroom customers?
Zero moment of truth — did we identify the customers who reached it?
Why shopping — do we know why each customer was in the market?
Vehicle — do we know what vehicle they drove?
Response — do we know the immediate test-drive response?
Numbers — were payments presented close to the penny?
Went home — do we know why they went home?
Organized — is the list organized from strongest opportunity to weakest?
Owner — does every customer have an owner?
Communicate — did we communicate with enough of the list?
Conversation — did we create two-way conversations?
Appointments — did we book appointments?
Confirmed — did management confirm the appointments?
Shows — did the appointments show?
No-shows — did we inspect why appointments did not show?
Deals — did the shown appointments turn into deals?
CRM — did the CRM get updated with the outcome?
Tracker — did the nightly tracker get completed?

Language to preserve

“Do not start with every name.”

“Customers who have been in your store.”

“The last 120 days.”

“Zero moment of truth.”

“We know why they are in the market.”

“Immediate test-drive response.”

“Payments as close to the penny as possible.”

“Sixty percent of those customers we want to communicate with.”

“Sixty percent of those customers we want to book appointments for.”

“How many contacts?”

“How many two-way conversations?”

“How many appointments booked?”

“How many appointments showed?”

“How many deals written?”

“Who is having the most conversations?”

“Who is setting the most appointments?”

Core coaching question Are we applying manager attention to the customers most likely to move, and is the funnel creating appointments, shows, and deals?

Coaching Language

Manager Word Track

Practical language a manager can use when coaching the salesperson — short, direct, and operator-led.

“When I inspect this list, I am not asking whether we touched a bunch of names. I am asking whether we started with the customers most likely to buy and whether the funnel is moving.

Who was in the store in the last 120 days?
Who reached the zero moment of truth?
Who do we know enough about to call with a real reason?
Who owns the next contact, and what is the message?
Did we communicate with enough of the list?
Did we get a two-way conversation?
Did we book the appointment, and did management confirm it?
Did the appointment show, and did it turn into a deal?
If not, where did the funnel break?

The goal is not more activity. The goal is more focused activity on the customers most likely to move.”

What should trigger coaching

List is not segmented by opportunity quality.
Salesperson is working easy names instead of highest-value customers.
Customer reached the zero moment of truth but has no assigned follow-up.
Activity is counted, but two-way conversations are not happening.
Appointments are booked but not confirmed by management.
Appointments are no-showing without diagnosis.
CRM does not show why the customer did not return.
Nightly tracker is incomplete or not reviewed.
Managers cannot tell where the funnel broke.

Step 6 · Practice

Build today's 30% lift list

Choose one day's 120-day unsold showroom list. Segment the customers into opportunity buckets and assign today's follow-up actions. Here is one opportunity worked all the way through.

Example Opportunity

A training example only — not a real CRM record. Nothing is loaded from or saved to any customer system.

Forecast retail units	50
30% lift goal	65
Extra units needed	15
Qualified 120-day customers	300
Communication target at 60%	180
Appointment target at 60%	108

Weak tracker note

Called customer. Left message.

Teaching point

This counts activity, but it does not show a conversation, an appointment, or an outcome. Load the example to see a manager-ready tracker entry.

April 30% Retail Lift

Start with the 120-day opportunity base

The highest-value opportunity is already in the store's history

From the list to the funnel

The 30% lift is a funnel, not a wish

1 · Retail Lift Goal

Growth % check

2 · 60 / 60 Activity Math

The activity chain

The formulas

Simplified

Worked examples

3 · Funnel Inspection Math

The operating funnel

The rates to inspect

552 example — the full walk

Show-rate confirmation

Where is the funnel breaking?