Centurion Motor Exchange Business Plan — KPIs and Management Dashboard
The units, gross per unit, days-to-sell and attachment indicators reported weekly, with targets.
Section 24 of 28
KPIs and Management Dashboard
Jump to section
- 1. Executive Summary
- 2. Investment Thesis
- 3. Company Overview
- 4. Problem, Customer Need and Value Proposition
- 5. Products and Services
- 6. Industry Analysis
- 7. Market Analysis
- 8. Customer Analysis
- 9. Competitive Landscape
- 10. Business Model
- 11. Go-to-Market Strategy
- 12. Operating Model
- 13. Management and Organisation
- 14. Strategic Plan
- 15. SWOT Analysis
- 16. Risk Analysis
- 17. ESG and Sustainability
- 18. Implementation Roadmap
- 19. Financial Plan
- 20. Funding Requirement and Structure
- 21. Debt Serviceability
- 22. Investment Case and Valuation
- 23. Sensitivity and Scenario Analysis
- 24. KPIs and Management Dashboard
- 25. Conclusion
- A. Appendix A: Scenario Parameters
- B. Appendix B: Year-1 Monthly Projections
- C. Appendix C: Sources and Glossary
Fifteen KPIs track the plan; five of them explain most of the value
Table 24.1: Executive KPI projections
|
KPI |
FY28 |
FY29 |
FY30 |
FY31 |
FY32 |
|---|---|---|---|---|---|
|
Revenue growth |
– |
40.7% |
80.7% |
22.2% |
9.4% |
|
Retail units per site per month |
43 |
58 |
50 |
58 |
61 |
|
Gross margin |
12.8% |
12.8% |
12.8% |
12.8% |
12.8% |
|
Gross profit per retail unit (R000) |
34.8 |
36.4 |
38.0 |
39.7 |
41.5 |
|
F&I income per retail unit (R000) |
8.9 |
9.3 |
9.7 |
10.1 |
10.6 |
|
EBITDA margin |
(1.8%) |
1.4% |
2.1% |
3.1% |
3.3% |
|
EBITDA per retail unit (R000) |
-4.9 |
3.9 |
6.2 |
9.5 |
10.5 |
|
Net margin |
(3.7%) |
0.0% |
0.8% |
1.7% |
1.8% |
|
Customer acquisition cost per sale (R) |
2,918 |
2,641 |
2,953 |
2,870 |
2,939 |
|
Inventory days (year-end) |
61 |
68 |
54 |
50 |
49 |
|
Cash conversion cycle (days) |
69 |
74 |
61 |
56 |
55 |
|
ROIC (excl. floor-plan) |
(19.2%) |
2.4% |
9.2% |
25.8% |
34.8% |
|
ROE |
(40.6%) |
0.0% |
10.0% |
21.5% |
19.5% |
|
Operating DSCR |
n/t |
3.28x |
1.96x |
3.82x |
4.30x |
|
Net debt / EBITDA |
n/m |
1.23x |
0.42x |
net cash |
net cash |
FY28 customer acquisition cost includes launch marketing only where incurred after opening; pre-opening launch spend is in pre-opening costs. FY28 ROIC and ROE reflect start-up losses.
Table 24.2: Management dashboard
|
KPI |
Target |
Frequency |
Owner |
Strategic relevance |
|---|---|---|---|---|
|
Retail units (per site) |
≥ 60 / 52 per month at maturity |
Daily |
Sales Manager |
Largest value driver |
|
Gross profit per unit |
≥ R36k (FY29) |
Weekly |
MD |
Buying and pricing discipline |
|
Aged stock > 90 days |
≤ 10% of inventory value |
Daily |
Stock Controller |
Margin protection; floor-plan covenant |
|
Stock days |
≤ 45 |
Weekly |
MD |
Working capital |
|
Lead response time |
≤ 10 minutes in trading hours |
Daily |
Marketing Lead |
Conversion |
|
Lead-to-sale conversion |
≥ 7% |
Weekly |
Sales Manager |
Sales productivity |
|
Finance penetration |
≥ 65% |
Weekly |
F&I Manager |
F&I income |
|
Product income per unit |
≥ R3,800 |
Monthly |
F&I Manager |
Gross profit mix |
|
Recon cost and turnaround |
≤ R6,500; ≤ 5 days |
Weekly |
Workshop Foreman |
Cost and speed to market |
|
Customer rating |
≥ 4.6 / 5 |
Monthly |
Sales Manager |
Brand and referrals |
|
Repeat and referral share |
≥ 25% by FY31 |
Quarterly |
Marketing Lead |
Lower acquisition cost |
|
Cash and facility headroom |
Cash ≥ R1.5m; floor-plan headroom ≥ 10% |
Weekly |
FOD |
Liquidity |
|
Operating DSCR |
≥ 1.30x (target ≥ 1.75x) |
Quarterly |
FOD |
Lender covenant |
|
EBITDA vs budget |
≥ 100% |
Monthly |
MD |
Overall performance |