Slide 15 — The Business Case

Your collision revenue
is already in the lane.

Enter your store's weekly repair order volume. The model does the rest — using real industry averages and your own assumptions.

01 — Volume, Assumptions & Capture Rate

Weekly repair orders — service lane

How many repair orders does your service lane write per week?

ROs / wk

Industry average: ~40% of service lane ROs contain light-to-moderate collision damage. At 400 ROs/week, that's 160 conversations you're not having.

Estimate assumptions

Adjust to match your shop

Damage rate 40%

Avg ticket ($) $900

Close rate 20%

GP margin 40%

At your avg ticket, GP per closed job = —. Typical body shop GP: 35–50%.

Capture rate

What % of advisors will run the tool?

Advisor adoption 70%

Weeks / year 50 wks

Conservative adoption starts at 50–60%. Shops with a dedicated estimate runner typically hit 90%+.

Investment inputs

Costs used in ROI model

Per estimate written

Advisor payout per estimate surfaced.

Per estimate closed

Advisor payout per job sold.

eTX platform fee / mo

$ / mo

Monthly subscription per location.

02 — Revenue Opportunity

Opportunity model — per store

Weekly
opportunities

—

estimates surfaced

Weekly
closed jobs

—

at your close rate

Weekly
revenue added

—

body shop

Annual revenue — single store

per store / year

—

Network revenue — 3 stores

—

03 — ROI Summary

Annual P&L — per store

Revenue → GP → Total cost → Net return

Total ROI

—

Annual
Revenue

—

gross body shop

Annual
Gross Profit

—

after parts & labor

Total Annual
Investment

—

platform + incentives

Net Annual
Return

—

GP minus all costs

eTX platform fee / yr

—

Incentive program / yr

—

Total investment / yr

—

Breakeven threshold

—

Minimum closed jobs to fully cover eTX + incentive costs.

Projected annual closed jobs

—

Total jobs projected to close per year at current settings.

Breakeven as % of projected

—

The rest of your projected jobs are pure return.

Network net return — 3 stores

Aggregate GP minus all platform + incentive costs

—

net return / yr

04 — Re-Marketing Pipeline

Unconverted pipeline — re-marketing value

Customers who decline today are leads for tomorrow.

Every estimate run — whether closed or not — creates a damage-qualified customer record. At your current settings, you're building a re-marketing list of — contacts per year.

—

damage-qualified leads / yr

Model assumptions & methodology

+ show

Damage rate sourceeTX field data + industry average (2024–2025)

Average ticket range$400 (minor) – $2,500 (moderate); default $900

Close rate basisCustomer-pay, non-insurance; early client avg 18–22%

Adoption factor% of damaged vehicles that get an estimate run

Revenue modelWeekly opps × adoption × avg ticket × close rate

GP modelGP% × avg ticket = GP per closed job

Incentive cost($ written × annual estimates) + ($ closed × annual closed jobs)

BreakevenTotal annual cost ÷ GP per closed job

ROI %(Net return ÷ Total investment) × 100

Re-marketing listAll estimates run minus closed jobs = unconverted pipeline

Fine-tuning effectNot modeled here — accuracy improves as RO data compounds

Your collision revenueis already in the lane.

Your collision revenue
is already in the lane.