F&I
All three stores · December 2025 · vs November 2025
Granite Auto Group is fictional. Operating figures are synthetic.· data and methodology
Every warehouse record in this project is synthetic. Granite Auto Group and its three stores are fictional. No real dealership, customer, employee or lending data exists anywhere in the project.
Real-engine validation pending. Neither accepted ADR-0008 path has recorded a result, so nothing on this page may be read as evidence that the Power BI semantic model has been validated. This console renders exported SQL figures; rendering a number in HTML proves nothing about a DAX measure.
Filters and controls1 applied
Every lender, product and provider on this page is invented. Prices, costs and eligibility rules are synthetic analytical rules for a fictional dealer group. No figure here is an industry benchmark, and ARPI models no APR, payment, buy rate, sell rate, rate spread, credit score or lending decision of any kind.
Production
Every per-unit figure divides by 92 retail deliveries, including cash deliveries that cannot earn reserve. A rate with no denominator is stated as such rather than shown as zero.
Every governed production figure, with its basis
Finance reserve
$27,674Deal date
An amount, never a rate. Zero on cash and lease deliveries.
KPI-FNI-001Reserve per retail unit
$301Deal date
Cash deliveries are inside this denominator and cannot earn reserve.
KPI-FNI-002Reserve against product
| Component | Deal-date gross | Share |
|---|---|---|
| Finance reserve | $27,674 | 25.6% |
| Original product gross | $80,604 | 74.4% |
| Other F&I income | $0 | 0.0% |
| Back-end gross | $108,277 | 100.0% |
Produced against retained — why these are two different numbers
Original product gross is what the finance office produced, attributed to the day each deal was struck. It is never rewritten when a cancellation or chargeback posts later. Net product gross is what the store retained as at 2025-12-31, after every adjustment posted on or before that date.
| Original F&I gross (deal date) | $108,277 |
|---|---|
| Cumulative product adjustments through 2025-12-31 | $0 |
| Retained F&I gross (as of 2025-12-31) | $108,277 |
A difference between the two is expected wherever adjustments posted. It is not an error in either figure, and neither is a correction of the other.
Deal structure
How the deliveries were funded
Retail deliveries by finance structure over December 2025. Shares are computed from summed counts, never averaged from store percentages.
Cash 20 deliveries, 21.7%; Retail Finance 59 deliveries, 64.1%; Lease 13 deliveries, 14.1%.
- Cash
- 21.7%20
- Retail Finance
- 64.1%59
- Lease
- 14.1%13
Read finance structure mix as a table
| Structure | Deliveries | Share of retail deliveries |
|---|---|---|
| Cash | 20 | 21.7% |
| Retail Finance | 59 | 64.1% |
| Lease | 13 | 14.1% |
| All retail deliveries | 92 | 100.0% |
Wholesale and dealer-trade disposals are not retail structures and are not part of this mix: a disposal has no consumer, so it carries no finance product and no consumer lender. Shares are computed from summed counts, never averaged from store percentages. KPI-FNI-019
Which date a figure is on
Three bases, never collapsed into one. Every figure on this page carries the one it is measured on.
- Deal date
- What the office produced. Never rewritten by a later event.
- As of 2025-12-31
- What the store retained, after every adjustment posted by that date.
- Adjustment period, December 2025
- Events grouped by the day they posted.
Penetration
What was sold, against what could have been
Distinct deals carrying at least one contract in the category, over the deals eligible for that category. Each bar runs from zero to full eligibility, so lengths compare directly.
Vehicle Service Contract 40.2%, 37 of 92 eligible deals; GAP 44.1%, 26 of 59 eligible deals; Tire & Wheel 30.4%, 28 of 92 eligible deals; Prepaid Maintenance 10.6%, 5 of 47 eligible deals; Appearance Protection 16.3%, 15 of 92 eligible deals; Paintless Dent Protection 16.3%, 15 of 92 eligible deals; Theft or Security Product 14.1%, 13 of 92 eligible deals; Key Replacement 8.7%, 8 of 92 eligible deals; Lease Wear Protection 38.5%, 5 of 13 eligible deals; Other Aftermarket Product 7.6%, 7 of 92 eligible deals.
Vehicle Service Contract40.2%37 of 92
ELIG-VSC All retail deliveries
GAP44.1%26 of 59
ELIG-GAP Financed retail deliveries only
Tire & Wheel30.4%28 of 92
ELIG-TW All retail deliveries
Prepaid Maintenance10.6%5 of 47
ELIG-PPM New and certified retail deliveries only
Appearance Protection16.3%15 of 92
ELIG-OTH All retail deliveries
Paintless Dent Protection16.3%15 of 92
ELIG-OTH All retail deliveries
Theft or Security Product14.1%13 of 92
ELIG-OTH All retail deliveries
Key Replacement8.7%8 of 92
ELIG-OTH All retail deliveries
Lease Wear Protection38.5%5 of 13
ELIG-LWP Lease deliveries only
Other Aftermarket Product7.6%7 of 92
ELIG-OTH All retail deliveries
Read penetration by category as a table
| Category | Contracts | Deals with product | Eligible deals | Penetration | November 2025 | Change |
|---|---|---|---|---|---|---|
| Vehicle Service Contract | 37 | 37 | 92 | 40.2% | 36.7% | +3.5 percentage points |
| GAP | 26 | 26 | 59 | 44.1% | 54.5% | -10.5 percentage points |
| Tire & Wheel | 28 | 28 | 92 | 30.4% | 27.8% | +2.6 percentage points |
| Prepaid Maintenance | 5 | 5 | 47 | 10.6% | 17.1% | -6.4 percentage points |
| Appearance Protection | 15 | 15 | 92 | 16.3% | 11.4% | +4.9 percentage points |
| Paintless Dent Protection | 15 | 15 | 92 | 16.3% | 12.7% | +3.6 percentage points |
| Theft or Security Product | 13 | 13 | 92 | 14.1% | 6.3% | +7.8 percentage points |
| Key Replacement | 8 | 8 | 92 | 8.7% | 6.3% | +2.4 percentage points |
| Lease Wear Protection | 5 | 5 | 13 | 38.5% | 55.6% | -17.1 percentage points |
| Other Aftermarket Product | 7 | 7 | 92 | 7.6% | 11.4% | -3.8 percentage points |
Distinct deals, never contracts: one deal may carry two products in one category.
Adjustments
What came back, and when it posted
Adjustment events grouped by the day they posted, over December 2025. A positive amount reduced retained gross; a negative amount restored it.
Chargeback $2,862 over 7 events; Cancellation $2,669 over 6 events; Reinstatement -$297 over 2 events; Approved Adjustment $94 over 1 events.
Chargeback$2,862reduces retained gross7 events
Cancellation$2,669reduces retained gross6 events
Reinstatement-$297restores retained gross2 events
Approved Adjustment$94reduces retained gross1 events
Adjustment-period basis. These amounts are not deal-date production and are never netted into it: the contracts charged back in a month are mostly not the ones written in it.
Events, contracts affected and the period proxy rate
| Event type | Events | Contracts affected | Amount | Period proxy rate |
|---|---|---|---|---|
| Chargeback | 7 | 7 | $2,862 | 3.55% |
| Cancellation | 6 | 6 | $2,669 | 3.31% |
| Reinstatement | 2 | 2 | -$297 | -0.37% |
| Approved Adjustment | 1 | 1 | $94 | 0.12% |
| Net effect on retained gross | 16 | $5,328 |
A positive amount reduces retained gross; a negative one restores it, which is why reinstatements are negative and the four types sum to a net effect. Events are grouped by the date they posted: a chargeback in August against a contract written in June is an August event here, and the June contract keeps June’s gross.
The period proxy rate is not a loss rate. mixed-basis period proxy, not a contract-cohort loss rate
Adjustments by product category
| Product category | Events | Amount |
|---|---|---|
| Vehicle Service Contract | 5 | $2,739 |
| GAP | 7 | $1,946 |
| Tire & Wheel | 1 | $175 |
| Prepaid Maintenance | 2 | $373 |
| Paintless Dent Protection | 1 | $94 |
What each category earned
| Product category | Contracts | Retail | Dealer cost | Original gross | Adjustments | Net gross | Gross per contract | Share of gross |
|---|---|---|---|---|---|---|---|---|
| Vehicle Service Contract | 37 | $51,866 | $27,283 | $24,583 | None | $24,583 | $664 | 30.5% |
| GAP | 26 | $11,514 | $3,509 | $8,005 | None | $8,005 | $308 | 9.9% |
| Tire & Wheel | 28 | $34,329 | $15,472 | $18,857 | None | $18,857 | $673 | 23.4% |
| Prepaid Maintenance | 5 | $6,963 | $3,953 | $3,009 | None | $3,009 | $602 | 3.7% |
| Appearance Protection | 15 | $15,157 | $5,153 | $10,004 | None | $10,004 | $667 | 12.4% |
| Paintless Dent Protection | 15 | $5,912 | $2,154 | $3,758 | None | $3,758 | $251 | 4.7% |
| Theft or Security Product | 13 | $7,204 | $2,261 | $4,943 | None | $4,943 | $380 | 6.1% |
| Key Replacement | 8 | $3,433 | $1,354 | $2,079 | None | $2,079 | $260 | 2.6% |
| Lease Wear Protection | 5 | $3,040 | $1,224 | $1,817 | None | $1,817 | $363 | 2.3% |
| Other Aftermarket Product | 7 | $5,506 | $1,958 | $3,548 | None | $3,548 | $507 | 4.4% |
Original gross is the deal-date figure; net gross is what remained as at 2025-12-31. Share of gross is each category’s original gross over every category’s, at the same grain and the same basis. Finance reserve and retail units are deliberately absent from this table: both are properties of a deal, and repeating them on ten category rows would multiply them for anything that summed the result. KPI-FNI-020
The same measures, by desk, with their context
| Finance manager | Store | Retail units | Contracts | Reserve PVR | Product gross PVR | Products per unit | Retained F&I PVR |
|---|---|---|---|---|---|---|---|
| EMP-00005 | Granite Chevrolet | 33 | 73 | $250 | $1,129 | 2.21 | $1,379 |
| EMP-00028 | Granite Pre-Owned | 21 | 35 | $347 | $767 | 1.66 | $1,114 |
| EMP-00017 | Granite Subaru | 31 | 47 | $316 | $794 | 1.51 | $1,110 |
| No finance manager creditedInsufficient sample (n = 7) | Granite Chevrolet, Granite Subaru, Granite Pre-Owned | 7 | 4 | — | — | — | — |
Ordered by store and synthetic identifier — never by a metric. These figures inherit each store’s vehicle mix, finance-structure mix and product-eligibility mix, so a difference between two rows is not a difference in skill. Every ratio uses that manager’s own denominator, never the store’s. Below 10 retail units a ratio is withheld and the counts are shown instead. KPI-FNI-021 KPI-FNI-022
How to read this page
The three date bases, and why they are not interchangeable
Deal date. What the finance office produced, attributed to the day the deal was struck. Reserve, original product gross and back-end gross are on this basis and are never rewritten when a later event posts.
As of 2025-12-31. What the store retained: original gross less every adjustment posted on or before that date. The as-of date is the last day anything measured happened in the export, never today’s date.
Adjustment period. Events grouped by the day they posted. The adjustment module is on this basis alone.
Why the period proxy rates are not loss rates
A chargeback rate on this page divides an amount posted in the selected period by the original gross of contracts sold in the selected period. Those are two different populations: the contracts charged back in a month are mostly not the ones written in it. The result is a period proxy, useful for watching the direction of travel, and it is not a contract-cohort loss rate. Computing a true cohort rate would need the full life of each cohort, and the reporting window truncates the tail of the adjustment lag distribution — which is also why the most recent sale months carry structurally fewer adjustments than the earliest ones.
Why each category has its own denominator
Penetration is only meaningful beside the population it was computed over. A GAP rate over all retail deliveries would count cash buyers who have no loan for GAP to cover, and would make every store with a heavier cash mix look worse for a reason that has nothing to do with its finance office. Each category is therefore measured against the deals eligible for it under one governed rule, the rule identifier is on every row, and both sides of the ratio are published. A category with no eligible deals shows “No eligible deals” rather than 0%, because a rate with no denominator is undefined and not zero.
What this page will not tell you
There is no benchmark and no target. ARPI publishes no industry F&I figures, so nothing here is good, bad, healthy or standard. A penetration of 40.7% is stated as 40.7%.
There is no recommendation. Nothing here suggests a product to sell, a price to charge, a customer to approach or a lender to use. ARPI approves nothing, declines nothing and tiers nobody.
There is no menu and no offer history. The model records what was sold, not what was offered and declined, so no closing rate is computable from it.
Manager rows are comparisons, not evaluations. They carry no ranking and no label, and below the governed minimum-deal floor a ratio is withheld: a one-deal penetration of 100% is a number that will be repeated and cannot be defended.