Why the Modern F&I Process Requires a Different Approach The job of a finance manager has changed dramatically. Customers arrive informed. Interest rates influence every payment. Terms are longer. Compliance expectations are tighter. At the same time, dealerships depend on the finance office more than ever to drive profitability, customer satisfaction, and retention. Yet in stores across the country, many F&I departments are still operating with habits built for a different era. What worked ten or fifteen years ago will not consistently produce results in today’s environment. When finance managers fail to adapt their interview process, menu presentation, and communication style, performance gaps appear quickly. PVR shrinks. Product penetration drops. Chargebacks increase. Customers hesitate. The good news is the fix is not mysterious. High-performing stores are winning because they are intentional about process, training, and execution. Here are six of the most common finance ...
Dealerships have never lacked options when it comes to F&I Product Providers. What has always been in shorter supply is clarity around which partners truly perform once a product leaves the finance office and enters the real world. For many dealers, the evaluation process still begins and ends with pricing. Which product has the widest spread. Which program delivers the most upfront gross. Which provider promises the fastest path to higher PVR. That approach may feel efficient, but it ignores how F&I products perform after the sale. Increasingly, high-performing dealers are rethinking how they evaluate providers, shifting their focus from short-term profit to long-term performance, customer experience, and sustainable dealer wealth. The Hidden Cost of Choosing F&I Products by Price Alone On paper, aggressive pricing looks attractive. In practice, it often introduces risk that does not surface until months or years later. Low-priced F&I products are frequently ...