You cannot improve what you measure loosely. This chapter defines every KPI in the Regen playbook with its exact formula and two targets: a strong store target and a top 1% operator target, each with the reasoning behind it. The metrics are grouped into speed, conversion, cost savings, revival, quality and retention, and they include the two numbers that tell you whether agentic super intelligence is paying its way: cost per shown appointment and revived gross. These are targets, not claims about results; every store sets its own baseline and climbs from there.
Five rules for reading any KPI
- One definition, everywhere. A number means the same thing in the huddle, the one-on-one and the monthly review. Insight calculates every KPI the same way. Do not rebuild them in a spreadsheet with different rules.
- Count people, not records. A unique lead is one person with one buying intent in a 30-day window, however many forms they submit or sites they shop.
- Read in pairs. Every number can be gamed alone. Appointment set rate pairs with show rate. Cost per shown appointment pairs with close rate on shows. Revival reply rate pairs with opt-out rate. Speed pairs with agent quality, because a fast wrong answer is still wrong.
- Trend beats snapshot. One bad Tuesday is noise. Four weeks sliding the same way is a problem.
- Baseline first. Cost metrics compare against the 90 days before launch. Capture that baseline before the agents go live, or you will never prove the savings.
Speed
| KPI | Definition and formula | Strong store target | Top 1% operator target |
|---|---|---|---|
| Speed to first response | Median of (first personal reply time minus lead received time), all hours. Personal means it names the vehicle or answers the question; a generic acknowledgement does not stop the clock. | Under 5 minutes during open hours | Under 60 seconds, 24/7 |
| After-hours coverage | After-hours leads answered personally inside the window, divided by after-hours leads | 95% within 5 minutes | 100% within 60 seconds |
| Call answer rate | Inbound calls answered live by a person or Voice, divided by inbound calls | 95% | 99%+ |
| Hand-off pickup time | Median of (first human action minus agent hand-off), open hours | Under 5 minutes | Under 2 minutes |
Rationale: the first store to answer with something useful usually earns the conversation, and responding within minutes rather than hours matters a great deal. Respond makes 60 seconds the default, so the speed numbers mostly expose setup gaps and slow human pickups.
Conversion
| KPI | Definition and formula | Strong store target | Top 1% operator target |
|---|---|---|---|
| Contact rate | Unique leads with a two-way conversation within 7 days, divided by unique leads | 55% | 70%+ |
| Appointment set rate | Appointments set divided by unique leads, each lead counted once | 30% | 40%+ |
| Show rate | Appointments shown divided by appointments due. An appointment rescheduled before its time is not due; its new time is. | 65% | 75%+ |
| Close rate on shows | Units sold divided by appointments shown | 35% | 45%+ |
| Lead to sale | Units sold from leads divided by unique leads in the same cohort | 8% | 14%+ |
| Sales call to appointment | Sales calls that end with an appointment set, divided by sales opportunity calls | 40% | 55%+ |
| Follow-up compliance | Tasks completed by their due time, divided by tasks due | 90% | 98%+ |
| Unsold showroom follow-up | Unsold visitors with a personal follow-up the same day, divided by unsold visitors | 95% | 100%, with a personal video inside 2 hours |
Rationale: conversion compounds. 40% set times 75% show times 45% close is 13.5% of leads sold, and some customers buy without a formal appointment, which is why the top lead-to-sale target sits at 14%+. Lift each step a few points and the bottom line moves far more than any single step suggests.
Cost savings
| KPI | Definition and formula | Strong store target | Top 1% operator target |
|---|---|---|---|
| Manual touches per appointment | (Human-sent texts and emails plus human-placed calls on leads) divided by appointments set | Down 50% from baseline | Down 70% from baseline |
| Cost per shown appointment | Total lead-handling cost divided by appointments shown | Down 25% from the 90-day baseline | Down 40%+ |
| Lead-handling cost per sale | Total lead-handling cost divided by units sold from leads | Down 20% from baseline | Down 35%+ |
| Overlapping tools retired | Subscriptions cancelled because Regen covers them (texting, chat, after-hours answering, reviews), with their monthly cost | Two retired within 90 days | Every overlapping tool retired within 90 days |
Rationale: agentic super intelligence absorbs first response, follow-up, revival, after-hours coverage and call answering. If manual touches do not fall, the agents are under-used; if tools are not retired, the store is paying twice.
Revival
| KPI | Definition and formula | Strong store target | Top 1% operator target |
|---|---|---|---|
| Revival reply rate | Aged leads that reply (opt-outs excluded), divided by aged leads Revive delivered a message to | 5% | 8%+ |
| Revived replies that book | Revived replies with an appointment set within 30 days, divided by revived replies | 35% | 45%+ |
| Revived gross | Front plus back gross on deals sold within 90 days of a revived reply, weighted by Insight when other sources touched the deal | Reported monthly by segment | Revived gross alone covers the store's full Regen cost every month |
Rationale: these are leads the store had already written off. Every revived deal is revenue that would otherwise not have been worked at all.
Quality
| KPI | Definition and formula | Strong store target | Top 1% operator target |
|---|---|---|---|
| Opt-out rate | Opt-outs divided by unique recipients, per cadence or campaign | Under 2% | Under 1% |
| Agent quality rate | Reviewed agent conversations passing all five checks (correct, compliant, complete, human, handed off right), divided by conversations reviewed | 90% | 97%+ |
| Coach score | Average Coach playbook score (0 to 100) across scored calls and texts | 80 | 90+ |
Rationale: relevance and respect show up as low opt-outs. Quality numbers protect the speed and volume numbers from becoming noise.
Retention
| KPI | Definition and formula | Strong store target | Top 1% operator target |
|---|---|---|---|
| Review conversion | Reviews posted divided by sold customers asked | 30% | 45%+ |
| Declined work recovered | Declined service items approved within 90 days, divided by declined items | 15% | 25%+ |
| Service-to-sales hand-offs | Hand-offs to sales divided by repair orders, times 100 | 3 per 100 | 6+ per 100 |
| Referral share | Units sold to referred customers divided by total units sold | 8% | 15%+ |
Rationale: the cheapest sale is to someone who already trusts you. Retention numbers are where the store stops paying for the same customer twice.
How to read cost per shown appointment
Why shown, not set. Appointments are cheap to set and easy to inflate. Shows are what sell. Measuring cost per shown appointment stops anyone from buying a better number with weaker appointments.
What goes in. Lead-handling cost is everything the store spends to turn a lead into a shown appointment: the fully loaded time of BDC agents, internet managers and salespeople spent on lead work; the lead-handling tools; and the Regen subscription and usage. What stays out: what you pay for the leads and the advertising. Insight reports those separately by source, so you can see both the handling cost and the true all-in cost per source without blurring them.
How it falls. Two ways. The numerator shrinks as agents absorb manual touches and overlapping tools are retired. The denominator grows as the appointment protocol lifts the show rate. Watch both.
Read it with close rate on shows. If cost per shown appointment falls and close rate on shows falls with it, the store is setting weaker appointments. Fix the discovery, not the dashboard.
How to read revival metrics
Count only real sends. The denominator is aged leads Revive delivered a message to, on a channel with valid consent. Records Guardian blocked, numbers that bounced and emails that failed do not count.
Read by segment. The seven segments behave differently. Price gap leads often wake up when prices or programs change. Credit worry leads move slower and need a longer, gentler cadence. Comparing segments tells you where to point the next angle.
Pair replies with opt-outs. A high reply rate with a high opt-out rate means the angle is wrong or the pace is too fast. Slow down before you burn the list.
Attribute honestly. Revived gross counts deals sold within 90 days of the first revived reply. When the same customer also submitted a fresh third-party lead or walked in from a campaign, Insight splits the credit so the gross is never counted twice.
Test what is truly incremental. Some revived customers might have come back anyway. To measure the true lift, hold back a small random sample of aged leads that Revive does not contact for a quarter, then compare their purchase rate with the worked group. The difference is the honest revival story.
Worked example
Illustrative. Every figure below is a Regen calculator default: an editable assumption, not a result. Replace each one with your store's numbers.
Lost leads brought back to life:
- Aged leads in the CRM: 10,000.
- Revival reply rate 6%: 600 replies.
- Revived replies that book 40%: 240 appointments.
- Show rate 65%: 156 shown appointments.
- Close rate on shows 35%: about 55 units.
- Average front plus back gross $3,200: about $174,700 in revived gross from one full pass through the database.
Cost savings:
- Tools a store can retire: texting platform $1,000, chat vendor $900, after-hours answering $600, review tool $400. Total $2,900 a month, or $34,800 a year.
- BDC capacity, with one added assumption of a four-person BDC: 4 times $52,000 fully loaded is $208,000 a year. If agents absorb 70% of BDC touch volume, that is about $145,600 a year of BDC time the store can redeploy to closing work, or choose not to backfill as people move on.
Cost per shown appointment, before launch (two more assumptions: the lead-handling cost is the BDC plus those tools, and the store shows 150 appointments a month):
- Monthly lead-handling cost: $17,333 BDC plus $2,900 tools, about $20,233.
- Divided by 150 shown appointments: about $135 per shown appointment.
- The strong store target (down 25%) is about $101. The top 1% operator target (down 40%) is about $81. After launch, the numerator includes the Regen subscription and usage, so the comparison is all-in against all-in.
The top 1% scorecard
| KPI | Top 1% operator target | Owner | Inspected |
|---|---|---|---|
| Speed to first response | Under 60 seconds, 24/7 | Internet manager | Daily brief, 08:15 |
| After-hours coverage | 100% within 60 seconds | Internet manager | Overnight review, 09:00 |
| Call answer rate | 99%+ | BDC director | Mid-day check, 12:30 |
| Hand-off pickup time | Under 2 minutes | Sales manager | Queue inspection, 08:45 |
| Contact rate | 70%+ | BDC director | Weekly pipeline review |
| Appointment set rate | 40%+ | BDC director | Daily brief |
| Show rate | 75%+ | Sales manager | Appointment board, 10:30 |
| Close rate on shows | 45%+ | Sales manager | Evening wrap, 18:30 |
| Lead to sale | 14%+ | General manager | Monthly business review |
| Cost per shown appointment | Down 40%+ | General manager | Monthly business review |
| Manual touches per appointment | Down 70% from baseline | BDC director | Monthly business review |
| Revival reply rate | 8%+ | Internet manager | Monday Revive review |
| Revived gross | Covers the full Regen cost every month | General manager | Monthly business review |
| Opt-out rate | Under 1% | BDC director | Friday compliance spot-check |
| Agent quality rate | 97%+ | Internet manager | Overnight review, 09:00 |
| Coach score | 90+ | Sales manager | Weekly one-on-ones |
| Review conversion | 45%+ | Sales manager | Monthly business review |
How Regen runs this
Insight calculates every KPI on one set of definitions, writes them into the 08:15 daily brief, and produces the monthly cost-savings and revival reports with weighted attribution. Coach supplies the Coach score; Guardian supplies opt-out and block data; Revive tags every revived reply so revived gross is traceable to the dollar. Managers own the baseline, the decisions and the follow-through. The money is in two lines on every monthly report: cost savings against the baseline, and lost leads brought back to life, by segment, in gross.
What managers inspect
- The baseline was captured for the 90 days before launch, and it has not been quietly changed.
- Every KPI is read in its pair, never alone.
- Cost per shown appointment, by source, with lead cost shown separately.
- Revival by segment: replies, bookings, shows, revived gross and opt-outs.
- The holdout comparison for revival, once a quarter.
- Tools still being paid for that Regen now covers.
Targets
- Speed to first response. Strong store target: under 5 minutes during open hours. Top 1% operator target: under 60 seconds, 24/7. Rationale: the first useful answer usually wins the conversation.
- Show rate. Strong store target: 65%. Top 1% operator target: 75%+. Rationale: shows are the hinge between leads and sold units.
- Cost per shown appointment. Strong store target: down 25% from the 90-day baseline. Top 1% operator target: down 40%+. Rationale: this is the cost-savings story in one number.
- Revived gross. Strong store target: reported monthly by segment. Top 1% operator target: revived gross alone covers the store's full Regen cost every month. Rationale: revival turns written-off leads into gross.