One screen that tells your used car manager
what to do at 8 AM.

The LotWalk view: one card per vehicle

The LotWalk vehicle-card view, recreated with sample data. Vehicles, stock numbers, and scores are fictional.

This is the daily walk, on a desktop instead of on foot. Every unit in stock gets a card with the photo, stock number, year, make, model, and trim, and a LotWalk Score in an orange starburst, 0 to 100. The Score is how the list gets sorted, so the manager starts at the top instead of scrolling.

Each card carries the fields a used car manager actually argues about: Age in days, days since the last price change, Price and markup against the market, Miles, % PTM (price to market), the Predictor score and probability for the next two weeks, Photo Count against the threshold, TODO Date, Agenda, Total and Active lead counts, and the Switch count.

Filter chips run across the top with live counts: Top 5, < 15 Photos, No Leads / Switches, > Predictor, No Leads in 7 Days, Purchase Issue. Click one and the lot shrinks to the cars with that problem. Every card has a worked checkbox, and the screen totals Worked and Ignored, so at 5 PM the manager can see what got touched and what did not.

At Risk: the lot by age bucket and issue

At Risk is the first screen shown above. Segment chips (Total, Franchise, Non-Franchise, Trade, Purchase) show sale Rate and Stock, colored green or red against the monthly Goal % the manager set in Set Monthly Goals. Below that, the inventory splits into age buckets: All Inventory, 0-15, 16-30, 31-45, 46-60, and 61+.

Each bucket shows its Sale Rate and a list of issue rows with a percentage and a count: No Leads in 7 Days, No Leads No Switches, Contact > 2, Less than 15 Photos, > Predictor, Net Loss, Purchase Count, and Non-Franchise count. The footer of every bucket shows Pace, Stock, and Fresh count, with a Show All link and an All Issues toggle. The point is not the percentages. The point is that a manager can look at the 46-60 bucket, see that half of it is priced above the Predictor, and know exactly which nine cars to reprice this morning.

Scoreboard: the trend and the accountability layer

Scoreboard is where the GM and dealer principal live. Trend charts track Total Worked, Total Active, Switch Leads, Leads Per Car, No Leads Total, and Vehicles Worked Yesterday. Tiles cover Percent Sold By Inventory, Inventory In Trades, LotReady %, Cars with Less Than 15 Photos, SRP and VDP totals by source (AutoTrader, Cars.com, CarGurus), Price To Market Up/Down by age bucket, Sold By Age Bucket (First 30 vs 61+), Avg Investment, Inventory Turn (Avg Age Turn, Sold Turn, LotReady Turn), and yesterday's Internet numbers: Total Worked, Total Worked In Stock, Activities Per Car.

A right rail shows days supply by segment with trend arrows: Compact, Intermediate, Luxury, Sport, and Subcompact cars; Compact, Intermediate, Large, and Luxury SUVs; Large and Small Pick-ups; Full Size and Small Vans. That rail is where stocking decisions start.

Then there is the user table, which is the part most dashboards leave out. Fullname, Title, Logins Last 7, Leads Worked Last 7, Vehicles Worked Last 7, Total Walks, Date. It shows how many users logged in today and over the last seven days. This is the accountability layer. A manager can say the team is working the plan. The user table says whether they logged in and what they touched.

Market View: your listings against the competitive set

Market View shows the dealer's market listings, shopper counts, and competitive set on one screen. It is where the pricing conversation moves from "the tool says we are 98% to market" to "here is who we are actually competing against for this shopper." Jasen Rice has a whole live stream on how competitive set data can lie to you, and Market View is the screen he uses to show it.

Walk into most stores at 8 AM and the used car manager is bouncing between the DMS, the CRM, and the pricing tool, trying to build a picture of the lot in their head before the first up walks in. The DMS knows what is in stock and what it cost. The CRM knows which leads came in and who touched them. The pricing tool knows where each unit sits against the market. None of them talks to the others, and none of them tells the team what to do first.

That gap is expensive. A used car that sits costs about $1000 every two weeks in depreciation, floorplan, and gross given back. Half of a dealer's leads land on only 10% of the inventory, and half of the inventory has zero leads. Those are not data problems. Every store already has the data. They are action problems. Nobody looked at the right screen and made the move.

The LotWalk dashboard puts the inventory feed, the CRM activity, the DMS data, and the listing data on one desktop screen, ranked and flagged. That is the software half. The other half is a Performance Engineer who opens that screen with your manager on a schedule, agrees on the moves, and checks them on the next call. Software does not fail. Adoption does. Here is how the coaching side works.

The takeaway

A dashboard is only worth what happens after somebody reads it. The LotWalk dashboard is built so the reading takes minutes: one card per unit ranked by Score, one At Risk screen that names the issue in every age bucket, one Scoreboard that shows who did the work, and one Market View for the pricing conversation. Then a Performance Engineer sits with your manager and turns the screen into commitments. Stop looking at your numbers. Start working them.