Torque Precision Auto Business Plan — Route to Market
Retail acquisition through search and referral, fleet and corporate accounts, and insurer and warranty-administrator referral work.
Route to Market
Jump to section
- Overview & contents
- i. Important Notice and Basis of Preparation
- 1. Executive Summary
- 2. Market and Opportunity
- 3. How a Workshop Actually Makes Money
- 4. Accreditation and Compliance
- 5. SWOT and Competitive Position
- 6. Operations and the Bay Build
- 7. Route to Market
- 8. Management and Governance
- 9. Financial Plan
- 10. Break-Even and Debt Service
- 11. Investment Analysis
- 12. Sensitivity and Scenario Analysis
- 13. Risk Analysis
- 14. Implementation Roadmap
- 15. Key Performance Indicators
- 16. Key Assumptions
- 17. Conclusion and Recommendation
- A. Appendix A: Consolidated Financial Summary
- B. Appendix B: Capital and Operating Schedules
- C. Appendix C: Funding and Debt Schedules
- D. Appendix D: Risk Register
- E. Appendix E: Glossary
- 7.1 Retail acquisition
- 7.2 Fleet and insurer accounts
- 7.3 Insurer and warranty-administrator referrals
7.1 Retail acquisition
|
Channel |
Role |
Economics |
|---|---|---|
|
Local search and maps presence |
The primary channel. Motorists search by suburb and compare on reviews, accreditation and price |
Low cost per enquiry; conversion depends on the service advisor answering the phone with a date and a quote |
|
Referral and repeat |
The highest-converting channel and near-zero cost |
A vehicle serviced to schedule returns every six to twelve months. Rework destroys the referral |
|
Accreditation visibility |
RMI and MIWA marks on the building, the invoice and the website |
Consumer guidance points motorists to accredited independents. The mark is the reassurance that lets them leave the dealer |
|
The in-warranty conversation |
Service advisors trained to explain that warranty is preserved and how the service book is recorded |
This is the segment the guidelines opened, and most motorists do not yet know it |
|
Fleet referral downstream |
Fleet drivers bringing personal vehicles |
The pipeline running backwards, and it costs nothing |
The plan does not assume paid advertising at scale. In a fragmented local trade the two channels that matter are search visibility and repeat, and repeat is a function of quality and pricing rather than of marketing spend. That is why rework tracked by technician is one of the operating measures reported weekly.
7.2 Fleet and insurer accounts
|
Element |
Design |
|---|---|
|
Who buys |
A fleet manager, a corporate procurement function or an insurer’s claims panel, on published accreditation standards |
|
What they are buying |
Contracted rates, scheduled servicing, turnaround guarantees, consolidated invoicing and warranty-standard documentation |
|
Precondition |
RMI and MIWA standing, tax compliance status, public liability cover and a track record on the three ratios |
|
Contract shape |
Annual, with agreed labour rates and parts terms, repeating as the fleet’s service intervals repeat |
|
Why it matters to the diary |
Contracted work stabilises utilisation through the ramp and lifts it from the mid-fifties into the seventies |
|
Share at maturity |
About 20% fleet and corporate, about 10% insurer and warranty-administrator referrals |
|
The anchor requirement |
Two fleet contracts pursued before opening; the first signed by Month 12 |
7.3 Insurer and warranty-administrator referrals
Insurers must publish accreditation standards, approve repairers case by case and may not run exclusionary contracts beyond five years. Mechanical claims work — as distinct from crash repair on warranty vehicles, which remains with manufacturer-approved body repairers — is referred to accredited independents on those standards. The plan pursues insurer accreditation in Year 2, once RMI and MIWA standing is in place and the workshop has a track record, and targets about 10 per cent of work at maturity from that channel.