Manager operating standard · Working draft
The 8:00 Meeting
One hour. Four questions. Every open customer leaves the room with a name, a next move, and a time.
What this meeting is answerable to
Cam — that every store is following the same 8:00 AM morning and Save-A-Deal process, and that the information behind it can be trusted.
Blake — see what is actually happening in every store, every day, from one operating picture, without waiting for month-end and without asking anyone for a report.
“The purpose is not to admire a report. The purpose is to decide what customer action needs to happen today.”
Customer Opportunity Review — Step 2, Daily Review FlowThe hour
alone
Walk in knowing the answer
Manager, before anyone sits down
Open your store's board and read the Morning Review card. It already tells you what happened yesterday, what's happened so far today, and who needs a call before 10 AM. Ten minutes here, before anyone sits down, is what lets you run the meeting instead of discovering it — and it is the presenter's own preparation, outside the hour.
Choose your store → Morning Review Why yesterday is the starting point →min
Can we trust yesterday's picture?
Before any number gets discussed
Your store's row on the group reconcile: visits yesterday, sold yesterday, status current. This is a data check, not a performance check — everything said in the next fifty-five minutes stands on this row being right.
If the row looks wrong, that is the first conversation of the day. A wrong number defended at 8 AM becomes a wrong decision by noon.
Visit Tracker → Morning reconcile Why an opportunity that is not in the CRM cannot be inspected →min
How many came in, and what happened?
Question 1 and Question 3 of the forensic review
The floor math, out loud: this many people walked in, this many bought, this many are still on the table. Then the aging — what's fresh, what's cooling, what's gone cold and how many days it has been sitting.
No dollars in this room. The opportunity is the point; the money comes when the opportunity gets taken care of.
Choose your store → Came in, no deal yet The four questions in full →min
Who handled them, and who owns each one now?
Question 2 — the longest block, and the one that changes behaviour
The salesperson table: customers worked, customers bought, customers still open. Go person by person. Every still-open customer gets a name said out loud in the room.
Click the number until a customer's name is on the screen. A count is not a customer, and nobody ever called a count back.
Choose your store → Who is carrying them Pull, sort, assign, inspect — the flow behind this block →min
What specifically happens next, by whom, by when?
Question 4 — the only part of the meeting that changes tomorrow
Every open customer leaves with a name, a specific action and a time, and it gets written down on the board as it is said. Longest unanswered first — anyone still open from a previous morning is the first conversation, and the day count says how long they have been waiting on us. That is the opposite order to the floor list below it, and deliberately so: on the floor, freshest first, because heat decays. Here, a promise we made and have not kept has to get louder, not sink down the page.
What the room assigns becomes the rep's list. It is waiting on the left of the Assistant, longest unanswered first, with the name ready to copy into the CRM — and it is answered for in the same place. The Assistant hands back the ranked gaps, the word-for-word call script, and a note ready to paste, so “reach out to her” becomes an actual sentence somebody says before 10 AM.
Open the Assistant How to coach the next customer contact →Close by reading the commitments back
Names, actions, times — said out loud, in the room, before anyone stands up. If it can't be read back in thirty seconds, it wasn't assigned.
By 10 AM: the gap list is zero, every call on the morning list has been made, and the CRM shows it. Tomorrow's meeting opens by inspecting exactly that.
How the inspection works at the end of the day →The four questions
Every opportunity, every day
- How many?How many opportunities came in by channel?
- Who handled them?Who owns each opportunity today?
- What happened?Was there a visit, call, test drive, presentation, objection, quote, no-show, or lost contact?
- What are we doing next?What specific action happens next, by whom, and by when?
The four rules of the room
- No gross in this meeting.The board doesn't show it and neither do we. Take care of the opportunity and the money follows.
- Names, not counts.Any number that gets discussed gets clicked until a person is on the screen.
- “Follow up” is not an action.An action is a person, a specific next move, and a time.
- The gap list is the scoreboard.Customers never assessed in the Assistant. The target is zero, every day.
What an assignment sounds like
Doesn't count
“Let's stay on the unsolds.”
“Somebody call the Tuesday walk-ins.”
“We need to do better on follow-up.”
“I'll take a look at that one.”
Counts
“Jeremy — the Corrales family, test drove Friday, no numbers presented. Run them through the Assistant and call before 10.”
“Three of yours are past eight days. Read me the next step on each one.”
“I'm calling him myself at 9:15 and I'll tell you what he said at 4.”
Inspecting by channel
A showroom visit, a phone call, and an internet lead are not inspected the same way. When a customer comes up in the meeting and you need the right questions for that kind of opportunity, the review modes are in the training — showroom visit, phone call, internet lead, and prior-day follow-up, each with what the manager inspects.
Customer Opportunity Review → Review modes Video Library → Follow-Up & Unsold Strategy
This is a working draft of the manager operating standard, not yet an approved company
standard — run it, then tell us what the room actually needed.
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