Aged inventory never looks like a crisis. It looks like a normal Tuesday.
REVMARQ Tools shows a dealership exactly where its inventory money is going — unit by unit — and what to do about it before the month closes. Built by the industry for the industry.
- Works alongside the systems you already run
- Set up in a morning
- You decide who sees cost and gross
Floorplan interest plus lot cost on 135 aged units · $35,700 a month · $434,000 a year
- Units over 60 days
- 135
- Capital tied up in them
- $3.58M
- Headed to auction (90+)
- 75 units
- Hard cost per year, all-in
- ≈ $720K
A worked example, not a client. 300 units at a $26,500 average cost, 8% floorplan, 1% monthly depreciation — deliberately below published industry holding-cost benchmarks. Assumptions, sources and the math are below.
A 300-unit store with a bad lot is upside down before it sells a car.
Not a client — a modeled independent store built on published industry arithmetic, with the assumptions set on the conservative side so the numbers survive a controller. The kind of lot that looks fine from the tower because every unit has a price on it.
Per-diem floorplan = cost × 8% ÷ 365 (lender fees excluded). Lot, insurance and handling $3/unit/day. Depreciation 1%/month, the low end of the published 0.5–1% “normal market” range. 55% of units past 60 days are assumed to cross 90 and exit at an average $2,400 loss. Published all-in holding-cost benchmarks run $40–$85 per unit per day; this model uses about $17.
Every one of the 135 gets a call.
Not an opinion — a ranked list. Which aged units can still be saved with a small move, which need a real move this week, which should be on a truck before they lose another $2,400. The 90+ list stops being a surprise at month end.
Stop digging.
Nothing gets contracted upside down by accident, and the car the store shouldn’t own doesn’t get bought at the next sale. The hole stops getting deeper while the lot is being fixed.
45% aged becomes 18%.
Same store, same people, a standard instead of a gut. The aged pool shrinks from 135 units to about 54 and the hard cost of holding it drops by roughly 60%.
- Holding cost saved: ≈ $260,000 a year
- Depreciation avoided: ≈ $64,000
- Auction losses cut: ≈ $107,000
About $430,000 a year in hard cost on a 300-unit store — before counting a single additional sale from the $2.1M of capital that comes back to work.
Where the 300 units sit — today vs. the disciplined lot at day 90
Units by days in stock. Today: 90 / 75 / 60 / 75. Day 90: 138 / 108 / 34 / 20. Modeled distributions; the shape — most of the lot under 60 days — is the whole point.
Your lot, your holding cost.
Move the sliders to your store. The math is the same industry arithmetic as the example — floorplan interest, lot cost, depreciation, auction losses — and it stays on this page. Nothing you enter is sent anywhere.
Fixed assumptions: lot, insurance and handling add $3 per unit per day · about 55% of units past 60 days cross 90 and exit at an average $2,400 loss · a disciplined lot holds ~18% over 60 days · lender fees are not counted.
One sign‑in. One standard. Six tools that run the store.
Each one answers a question a manager asks every day — and writes the answer down so the owner can see it later. What they do is on this page. How they do it, you see on your own lot.
REVMARQ IQ
Every unit on the lot with a call on it — and the dollars behind the call. The aged list, the capital tied up in it, and what waiting costs, on one screen the owner and the tower both trust.
REVMARQ Desk
Out‑the‑door to the penny, with Florida tax and fees, and a clear picture of where the deal stands before anyone pencils it. A customer proposal that prints once and files itself.
Sales Log
Working deals, sold deals, split deals, PVR and the scoreboard — and a month close that locks, so the numbers stop moving after the 1st.
RotationFloor
Who is up, who is with a customer, who skipped. A fair line the whole floor can see from a phone, and a manager view that ends the argument.
Compliance Vault
Two‑factor gated. Closed months, deal jackets and signed forms archived with an access trail — the folder you want to hand a regulator. Built for the FTC Safeguards Rule.
Customers & Forms
Every customer, every stage, every rep. Proposals file to the customer on their own; test‑drive, trade‑in, cash and finance packs print with your letterhead in one click.
A Tuesday with the tools on.
The tools don’t add meetings. They make the ones you already have shorter, and the decisions in them defensible.
The huddle has an agenda
What aged overnight, what crosses 60 and 90 this week, what to push. Ten minutes, no debate.
The lot walk has a list
Every aged unit already has a call on it. The walk confirms; it doesn’t decide.
The desk knows the answer
Out-the-door in seconds, a proposal in one print, and no surprise after the customer says yes.
The floor runs itself
An up walks in; the line already knows who is next. The tower can see the floor without leaving the desk.
The buyer has a ceiling
Know the number before the hand goes up. The car the store shouldn’t own never gets bought.
The day closes and stays closed
Sold means sold. Scoreboard updates. At month end, one click closes and archives the month.
Discipline that doesn’t depend on who is in the tower.
Most inventory losses aren’t bad luck. They are a manager guessing at a price, a deal written the wrong way, a car bought because it looked good on the block. The tools replace the guess with a standard the owner set once.
The owner sets the standard. Once.
Margin targets, loss tolerance, what counts as gross. Managers don’t re-decide them every morning; they execute against them.
A ranked list, not an opinion.
A first-year manager makes the same call a twenty-year manager would — and can explain it, because the reason is on the screen.
Everything is written down.
Every price move, every unit reviewed, every deal marked sold, every month closed — logged, locked, archived. Coaching gets specific.
Cost and gross stay where you put them.
Owner numbers are owner-only. Salespeople see their scoreboard; managers see store gross; nobody sees what you don’t hand them.
“The tower is where a store makes or loses its year. The tools make the tower boring — in the way an owner wants it boring.”
Two plans. Both run the whole store.
Annual billing takes two months off. Every plan starts with a live demo on your own inventory, so you see your number before you see an invoice.
Pro
The full operating system for one rooftop
- REVMARQ IQ
- REVMARQ Desk & Sales Log
- Customers, forms and print packs
- RotationFloor
- Compliance Vault with two-factor entry
- 10 seats · 1 rooftop
Enterprise
Multi-rooftop operations
- Everything in Pro, across rooftops
- Lender coverage verified against current dealer programs
- Audit trail and scenario compare
- Unlimited seats
- Priority support and an onboarding visit
See your own lot the way we see it.
We come to the store, or meet online. Bring your current inventory list; during the visit we run it through the tools and you leave with your aged-capital number, your daily holding cost and your first ranked list.
- In person across Central Florida, or online anywhere
- Your inventory is used only for the demo and deleted afterward
- No card, no signup, about forty-five minutes
- We reply within one business day
Do we have to change our systems?
No. REVMARQ Tools works alongside what you already run. Setup is a morning; the demo uses the inventory list you already have.
Who can see cost and gross?
You decide, by role. Owner numbers are owner-only by default; managers see store gross; salespeople see units and their scoreboard. The settings are yours to change.
How long until we see something useful?
Your first view of the lot renders the day you start. Most stores run their first aged-inventory huddle off it the next morning.
Is our data used for anything else?
No. Your inventory and deals live in your own organization, encrypted, visible only to the people you invite. Demo data is deleted after the demo. We never pool, sell or show one dealer’s numbers to another.
Are the numbers on this page a real store?
No. They are a worked example on a modeled 300-unit store, built from published industry benchmarks with the assumptions set low on purpose so the math holds up. Your numbers will differ — that is what the live demo is for.