Did you know that Nissan is reviving the stair-step model after years of moving away from it? Starting June 3, the Nissan One program will shift focus from 20 performance metrics to a single metric: new-car sales. This bold move is already sparking conversations across the automotive business.

For dealerships, this change means variable margins will now tie directly to volume goals. While this could drive sales, it also raises concerns about margin compression and the sustainability of this model in today’s market. How will this impact your net profit?

As a dealership owner, you’ll need to carefully forecast how these compensation plan changes affect your bottom line. The stakes are high, and the questions are many. Is this a win for volume-driven growth, or a risk to long-term profitability?

• Nissan is shifting to a single metric: new-car sales.
• Variable margins will now depend on volume goals.
• Dealerships face potential margin compression.
• Sustainability of the stair-step model is uncertain.
• Careful financial forecasting is essential for profitability.

Nissan’s latest strategy marks a significant shift in its approach to sales. The company is eliminating 20 complex metrics, focusing instead on a single, streamlined metric: new-car sales. This change simplifies tracking and aligns with a full-throttle retail focus.

The June 3 launch is timed to align with Q2 sales targets and inventory management cycles. This strategic timing ensures that dealerships can maximize their efforts during a critical sales period.

Industry trends show that 78% of OEMs use hybrid compensation models. Nissan’s move to a single metric sets it apart, offering a unique approach to driving sales. However, this shift also brings challenges, as seen in the Rick Hendrick Chevrolet lawsuit, which highlighted risks tied to compensation plan changes.

One dealer shared, “Simplification cuts admin costs but demands sales floor retraining.” This testimonial underscores the dual-edged nature of the new plan. While it reduces complexity, it requires significant effort to adapt.

Management faces the challenge of transitioning teams from a multi-metric mindset to a volume-focused approach. This shift demands clear communication and effective training to ensure success.

Nissan’s new program is reshaping how sales performance is measured. The Nissan One Program shifts focus from multiple metrics to a single, volume-driven approach. This simplifies tracking and aligns with a retail-first strategy.

Unlike traditional models, Nissan’s program eliminates 20 complex metrics. Instead, it focuses solely on new-car sales. This change reduces administrative burdens but requires teams to adapt to a volume-centric mindset.

For example, Ziegler’s multi-level pay plan contrasts sharply with Nissan’s approach. While Ziegler uses layered incentives, Nissan opts for simplicity. This shift could streamline operations but may also introduce new challenges.

The program launches on June 3, aligning with Q2 sales targets. Here’s what you need to know about the rollout:

• Variable Margin Formula: Margins now tie directly to volume goals, calculated as (Sales Volume x Bonus Rate) – Compliance Costs.
• Hidden Costs: Dealers report $15k-$45k in CRM/DMS integration fees, a significant upfront investment.
• Timeline: Staff training starts in April, system updates in May, and dry runs from May 15-31.
• Pack Fees: Nissan eliminates the 3.2% average pack, replacing it with flat volume bonuses.
• Checklist: Audit your CRM, DMS, payroll, inventory, and training systems before June 3.

This streamlined approach aims to boost production and reduce complexity. However, it also demands careful planning to avoid unexpected costs and ensure a smooth transition.

The new pay structure from Nissan brings a fresh perspective to sales strategies. By focusing on retail sales and streamlining operations, this plan aims to boost efficiency and profitability. Let’s explore how these changes can benefit your business.

Nissan’s shift to a single metric—new-car sales—aligns with a retail-first approach. This simplifies tracking and allows teams to concentrate on what matters most: selling cars. For example, Nissan’s Q1 incentives saw an 18% shift toward customer-facing staff, emphasizing the importance of direct sales.

Additionally, the elimination of complex metrics reduces administrative burdens. This means more time and money can be invested in training and supporting your sales team. The result? A more focused and motivated workforce.

Simplifying operations is another key benefit. Pilot programs show that 63% of participants experienced improved inventory turnover. This efficiency translates to better floor plan savings and faster results.

Here’s a breakdown of potential savings:

By integrating F&I processes, the plan ensures synergy across departments. This protects your finance team’s earnings while maintaining overall efficiency.

Finally, the 90-day implementation ROI calculator helps you forecast financial outcomes. Whether you run a small or large operation, this tool provides clarity on how the new plan impacts your bottom line.

The return of the stair-step model brings both opportunities and hurdles for businesses. While Nissan’s streamlined approach aims to boost sales, it also introduces challenges that require careful navigation. From workforce risks to hidden costs, dealerships must prepare for potential roadblocks.

Shifting to a single metric—new-car sales—demands significant adaptation. Employees accustomed to multi-metric tracking may struggle with the new system. For example, 68% of sales staff require CRM re-education to effectively track volume. This training gap can slow initial progress and increase costs.

Additionally, the Parks-Michael Automotive lawsuit highlights disputes over fee structures. Similar risks could arise if teams aren’t fully aligned with the new plan. Clear communication and thorough training are essential to minimize confusion and ensure smooth transitions.

Smaller operations face unique challenges under the new model. Without volume bonuses, these businesses may see a 7.8% increase in floor plan interest. This added financial strain can be particularly tough for rural dealerships selling fewer than 100 units monthly.

Here’s a survival checklist for smaller operations:

• Audit your CRM and DMS systems for compatibility.
• Invest in targeted training for employees.
• Monitor floor plan costs closely.
• Leverage local marketing to boost sales volume.
• Stay updated on regulatory requirements in your state.

Regulatory alerts are another concern. In 23 states, written plan updates must be provided within 30 days of changes. Failure to comply can lead to legal issues, adding another layer of complexity.

While the new model offers potential benefits, it also raises questions about sustainability. Addressing these challenges head-on will be key to long-term success.

How does Nissan’s sales model compare to others in the industry? While Nissan’s focus on a single metric simplifies tracking, other programs take different approaches. Understanding these differences can help you evaluate the strengths and weaknesses of each model.

Traditional stair-step programs, like Ford’s 7-tier model, rely on multiple performance metrics. These types of programs often come with higher administrative costs—up to 14% more than Nissan’s streamlined approach. For example, Ford’s model requires tracking sales, customer satisfaction, and inventory turnover, which can complicate operations.

In contrast, Nissan’s single-metric focus reduces complexity. However, it also shifts the burden to achieving volume goals, which may not suit all dealerships. Smaller operations, in particular, could struggle with this model due to lower sales volumes.

The automotive industry is seeing a shift toward hybrid models. A recent study found that 62% of Asian OEMs now use a mix of commission and flat-rate structures. These models balance volume incentives with profitability, offering a middle ground for dealerships.

Here’s a quick comparison of key trends:

Looking ahead, the integration of EV sales quotas into compensation metrics is expected to shape 2025 trends. Nissan is already offering 2.8% transitional support for Q3 implementations, easing the shift for family-owned businesses.

By staying informed about these trends, you can make better decisions for your dealership’s future. Whether you prefer volume-focused or profit-based structures, understanding the information behind each model is key to success.

As Nissan’s new sales strategy takes effect, the future of its business model raises critical questions. Predictions for Q4 show an 8-15% net profit variance between urban and rural locations. To adapt, focus on three key strategies: optimizing products inventory, streamlining office operations, and leveraging local marketing.

Compliance is another major concern. The Arenson Law Group highlights five common FLSA violations during policy shifts. Avoid these pitfalls by ensuring proper documentation and training. A 12-month roadmap, guided by the “90/180 Day Rule,” can help you optimize under the new plan.

Finally, conduct a thorough legal review. Use a checklist to ensure all packs and sale agreements align with the updated strategy. By staying proactive, you can navigate these changes and secure long-term success.