---
title: It’s Time for Goal Setting and a Forward-Thinking Attitude
description: Lou Holtz, the Hall of Fame college football coach, once said, “Your talent determines what you can do. Your motivation determines how much you are...
image: https://blog.vanguarddealerservices.com/hubfs/GettyImages-2185337504-1200.jpg
---

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July 1, 2025

# It’s Time for Goal Setting and a Forward-Thinking Attitude

Topics:

- [F&I](https://blog.vanguarddealerservices.com/topic/fi)
- [F&I Managers](https://blog.vanguarddealerservices.com/topic/fi-managers)
- [Sales Motivation](https://blog.vanguarddealerservices.com/topic/sales-motivation)
- [Sales Department](https://blog.vanguarddealerservices.com/topic/sales-department)

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Lou Holtz, the Hall of Fame college football coach, once said, “Your talent determines what you can do. Your motivation determines how much you are willing to do. Your attitude determines how well you do it.” As we approach 2025-2026, having a clear vision for your F&I department's goals is paramount, and a positive, can-do attitude is crucial for achieving them.

Over the years, I've observed inconsistencies in how dealerships approach F&I annual goal planning and the time they allocate for research and setting these goals. These inconsistencies can impact the overall success and efficiency of the department.

**MAP-PAR-Target Approach**

I had the opportunity to work with an eighty-store dealership group. At the end of each year, the dealer operator would bring in a facilitator for two solid days to review each department’s annual goals. The F&I Manager was required to research their past year’s performance and set goals in three categories:

1. **Minimal Acceptable Performance (MAP)**
2. **PAR** - a stretch goal surpassing the MAP goal
3. **Target** - achieving 'Super Bowl' level numbers for the year

The management team had to reach total agreement on these goals. A traffic light system was used: red meant no consensus, yellow meant partial agreement, and green meant total agreement. The finalized goals covered customer satisfaction, employee satisfaction, market share, financial performance, and continuous improvement.

**F&I Annual Metrics to Measure**

What should we measure each year in the F&I office? Per Vehicle Retail is a key metric. Post-COVID, benchmarks have shifted. While $1500 per car might be acceptable in some regions, most dealerships aim for a MAP goal of $2000-$2500 per vehicle. Additionally, it's important to measure each product's penetration and the average profit from those products. For example, if the F&I department had a 52% penetration rate on Vehicle Service Contracts (VSC) for used cars, what is the goal for 2025? If the average profit per VSC was $1750, what should be the 2025 goal?

**Attitude and Belief**

Once the annual goals are set, the F&I Manager must believe in these goals and take the necessary steps to overcome any challenges and ensure successful achievement. Winston Churchill, a past Prime Minister of Great Britain, who led the nation to victory over Germany during World War II, summed it up best: “You ask, what is our aim? I can answer in one word: It is victory, victory, however long and hard the road may be.” Or, as Coach Holtz would say, “First we must be the best, then we will be first.”

By setting clear goals, measuring key metrics, and maintaining a positive attitude, your F&I department can achieve great success in the coming year.

Want to hear more key F&I insights? Reach out to Mark Anthony at [manthony@ezvds.com](mailto:manthony@ezvds.com) or contact him on his [LinkedIn](https://www.linkedin.com/in/mark-anthony-9353b629/).

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