F&I Menu Presentation 2026: Increase PVR by Fixing This Order

Most F&I managers are running the right menu, but in the wrong order. Same service agreement, same guaranteed asset protection, same appearance protections, same customer base, same market. The sequence changes and the result changes. I've been in over 200 stores across the country and in roughly 70% of underperforming F&I departments, I find the same problem on day one. The menu order is simply wrong. Not wrong like someone made a mistake, wrong like the entire industry built a default that nobody ever questioned. The average PVR lift across AssuraCoach stores when we correct this sequence, it's $759 per vehicle. That's not a cherry-picked number. That's the average across 200+ locations, multiple markets, and multiple brands. The people didn't change. The market didn't change. And the sequence is the only thing that did change. And I'm gonna show you exactly what's wrong with the way most stores run their menu today and exactly how you can fix it. My name's Adrian Anania. This is AssuredOps. Now let's get into it. Before I break this down, I want to be clear about what this is and more importantly, what it isn't. This isn't motivation. This isn't mindset work. This is a process change. It's specific, installable, and measurable for you. Across every store and dealer group the Assure System has touched, we've generated over $200 million in found money. That number doesn't come from elite markets or unusual talent. It comes from correcting structural problems that exist in nearly every F&I department in the country. The menu sequence is one of the biggest structural problems I find, and it's fixable without new products, without a new menu platform, and without replacing your managers. The sequence changes. The penetration changes and your gross changes. Here's exactly why. So why does a traditional menu order fail? It fails simply because we have service agreements first, we have GAP second, and appearance protections at the bottom. That's a default. That's what most managers were trained to do, and that's what most menu platforms are built around. And here's exactly what that does to a customer. You sit them down, they just signed a stack of paperwork, their payment is probably higher than they expected, and their guard is already up. And the first thing you show them is your most expensive protection, a vehicle service agreement that could add another $40 to $50 a month, as you know, and that's okay. But before before you establish any trust, before they know you, before they've heard a single thing from you that's in their interest. So what happens next? Completely predictable. Guard goes up. Do I really need this? They start negotiating or they say no. And the moment a customer says no, even a soft no, a pattern gets established. Everything that comes after gets filtered through skepticism. So GAP's next. Then maybe you have your appearance items. All of it gets evaluated through the lens of someone who is already in a defensive posture because you led with your heaviest ask at the worst possible moment because you didn't do your client survey earlier to make them situationally and problem aware. And that's the failure point one. And here's failure point 2, GAP second. GAP is fear-based. It covers what happens when a car gets totaled and the customer owes more than the insurance pays out. It's an important protection. It's a necessity more than anything, but you're presenting it to someone who already said no to the service agreement in their mind or said yes to a lower version of it while still feeling the cost. You've just stacked anxiety on top of price resistance. 2 minutes in and you presented your 2 most emotionally demanding protections back to back. And then you get to appearance protection, which is actually your easiest, highest penetration protection in the entire menu. And the customer is now exhausted. They already said no to you twice in their head. The conversation has a combative layer on it now all around it. And here's what I want you to hear. That's not a talent problem, okay? That is a structural problem. The manager did exactly what they were trained to do. You did exactly what you were trained to do, and that training is simply wrong. So how do we fix it? We completely change the architecture and we do it through a 3-category menu. And I'm gonna show you exactly how that's done and what it should look like. There's 3 categories, 3 conversations, not 6 protections on a flat list that are disjointed from one another. The mechanical protection stack. You start with your vehicle service agreement first, not vehicle service contract, vehicle service agreement, and then you follow up by their available upgrades. Did you hear me right there? I said available upgrades. No one wants the base of something. You follow up with tire and wheel, the upgraded key replacement, and maintenance if that's applicable to you. That is the complete menu stack. These 4 form 1 complete mechanical protection package. The customer isn't making 4 separate decisions now. They're deciding on 1 thing, the complete mechanical protection for their vehicle. That language shifts completely when you build it this way. Instead of the VSA's $4,200, would you like to add that? In their mind, They're saying no, the service agreement allows you to transfer those common responsibilities for mechanical, electrical breakdowns away from you and simply back onto us. In addition, we cover 100% of parts and 100% labor. So as those increase over time, your protection is going to continually expand to take care of all those increases so you never feel them. Now these next two available upgrades are going to be start with your tires and wheels. It's going to cover your tires and wheels and then road hazard. And a road hazard is anything where it's not supposed to be there. And then you go to avail upgraded key replacement. It's going to cover your keys and then they become damaged, lost, or stolen, specifically damaged. And when that happens, we're going to not only re-laser cut, reprogram that key, reprogram the existing key that had no damage, so it's reprogrammed with your car. So you have two working keys. So every time when you go to trade in your vehicle, they say, do you have two keys a day? When it comes to your appearance— excuse me, when it comes to your resale value, it's there because that's the number one question asked on a pre-owned vehicle. And then maintenance, what does that do? It locks everything in. That makes sure the vehicle service agreement stays intact for them because they're able to maintain their vehicle at their regularly scheduled intervals. So think about that now. How does that sound? Do they want those premium upgrades, the vehicle service agreement? You're now stacking and you're not subtracting. Do you see that difference now in how you can engage with your customer to better connect? And then what do you do? You match it to their ownership. And together these four form the complete mechanical protection for their vehicle. Now the customer's thinking about risk transfer, not about price. Thinking about whether they want to protect the vehicle, not whether the individual line item is worth it. So why does Category 1 go first? Because it's your easiest yes. Mechanical protection benefits every customer. It's the lowest resistance, highest logic conversation on the entire menu. You're starting with their easiest yes at the exact moment when trust is at its highest. And the resistance is at its lowest because the client survey you did earlier to make them situationally and problem aware. Now, Category 2, this is the financial protection stack. You start with Guaranteed Asset Protection, or GAP, first, then you follow with the vehicle replacement benefit, and then lastly, an active theft recovery device. Now watch how this transition works, right? So we have Guaranteed Asset Protection as well as the two available upgrades of your vehicle replacement benefit as well as active theft recovery device. This is what we refer to as our premium GAP. Now, what are we doing here? We're taking that thing that is a necessity that's normally fear-based, and we're laying on these additional protections and upgrades to them to give them the complete premium GAP so they can never go shop that with their credit union. How often do you get shopped at your credit union when it comes to GAP? Well, I can just get through them. It's cheaper. It's not the same, but you have to define it differently for them to understand it's different. If you don't do that, you're not able to connect on one of the most necessary items on our entire menu. And moving from mechanical risk to financial risk isn't a gear shift. It's just a continuation. GAP presented here converts at a dramatically higher rate now because the customer is already in a yes pattern. They've already agreed that transfer risk makes sense. They're not valuing GAP on its own merits anymore. They're deciding whether to extend protection mindset they've had and already adopted earlier. That distinction matters. When GAP is the second thing on a flat menu, it's a cold ask. And when it's a secondary category in a structured sequence, it's the next logical step. Now, category 3, this is the appearance and resale stack. So how does that sound? We start with your interior exterior protection as well as the available upgrades of windshield repair and replacement and window tint. This completes our ultimate, our appearance ultimate, our resale value package. These are your highest volume, lowest resistance protections on the entire menu. Customers want to protect the appearance of a vehicle they just bought. It's the first thing they looked at before they even drove it to decide if they even wanted it. There's almost no adversarial component in this conversation. And here's what most stores miss. The reason appearance protection has low penetration isn't because customers don't want it. It's because it gets presented to an exhausted, skeptical customer who's already said no twice to the traditional menu. So think about that. What do you expect them to do? In the Assura sequence, Category 3 comes last after the customer has already said yes to mechanical protection and financial protection. They've demonstrated twice they make protected purchasing decisions. Disappearance conversation closes at dramatically higher rates in this position because you've now established a buying behavior. You're not convincing them. You're extending a pattern they already started to an outcome they already desire to make. So what actually moves? Here's what I see when the menu sequence is corrected in Coach stores. Every major penetration category moves and moves up dramatically. So your service screen penetration, guarantee asset protection, and aftermarket— not one protection dips. They all go up. Because you've eliminated the moment of early resistance that poisons everything downstream. The national average PVR is $1,995 per vehicle. The top 10% of F&I managers are running over $2,500 a car and above. And the gap between average and the top 10% isn't talent. It's simply process. The top producers don't have better closes. They just have better structures. They lead the customer through a sequence that makes every subsequent yes easier than the last. The $759 average PVR gain we see across AssuraCoach stores, that's what happens when you stop presenting protections as isolated buying decisions and start presenting them as a connected package in the right order. The math on your store is straightforward. Take your monthly unit volume, multiply it by $759. That's the found money sitting inside a structural fix. It's exactly how you install it right now. Step 1, you need to audit your current order. So pull up your menu right now. I want you to write down what goes first. Second, and third. If your service agreement is first and GAP is second, you have the problem I just described. This is the audit, and it only takes 5 minutes. Step 2: restructure into 3 categories. Category 1: your service agreement first, then the upgrades underneath— tire and wheel, key replacement, and maintenance. Category 2: your guaranteed asset protection first, then vehicle replacement benefit, and then your active theft recovery device. And then Category 3: appearance protection, and then windshield repair and replacement upgrade, as well as window tint. That is the architecture. 3 categories, sequential. I want you to do that now. Now, step 3, you need to rebuild the word tracks around category logic. The language has to match the structure. Now, you can't run category-based architecture with protection by protection word tracks. They just simply conflict. The transition from category 1 to category 2 sounds like this. Next is guaranteed asset protection. And this is how we take those common responsibilities when it comes to deficiency balance or out-of-pocket expenses and trust away from you and completely wipes the slate clean. That transition from category 2 to 3 sounds like this. Now, next is our interior exterior protection. Right, as well as the other appearance and ultimately resale value items to help lock that in on your vehicle today. One sentence bridges the entire section. The customer never feels a gap between conversations now. Now, step 4, run the client survey before you open the menu. At a minimum, before you present a single protection, you should know 3 things: how long they plan to keep the car, how many miles they drive, and whether they have additional funds available if something comes up. The survey happens on the showroom floor before the customer ever sits down in your office. That information shapes which protections you emphasize and how you frame the risk for that specific customer. Now, step 5, measure penetration by category, not just total per copy or per unit retail. Total per retail unit tells you the result. Penetration rate by category tells you where the system is working and where it's breaking down. If your vehicle service screen penetration is under 50%, something is creating resistance early. Most of the time it's simply the menu order. If your GAP penetration is higher than your vehicle service screen penetration, That's a signal. Your VSA conversation is harder than your GAP conversation. That should not happen. When the architecture is correct, VSA should be your easiest yes on the menu. It's presented first when the trust is at its ultimate highest and the customer is most open to you and listening. Now run the 3 Category Structure for 30 deals. Track penetration by category, then look at your numbers. Here's what I want you to do after this video. Go look at your menu, write down the order, then look at your penetration by protection. The data will tell you whether the structure is working. You don't need anyone to analyze it for you. Now you made it to the end of this video and I want you to something, you're already in the top 1%. Not because you watched a video, because you stayed in it. Most people won't do that. Most managers consume the first 90 seconds and move on. You stayed in the work long enough to actually understand what's broken and ultimately how to fix it. That's the separation point between managers who improve and managers who don't. It's not talent, it's not market. It's whether you're willing to stay in the work. If you want the full framework, the complete AssureOps system, that's what we built inside AssureCore. Inside CORE, you get the foundational War Room course, the advanced Asura Ops course, and a consistently growing vault of tools, documents, and resources, and a direct connection to a network of tier 1 F&I professionals who are installing the same system in stores across the country. The link is below. And I'm Adrian Anania. This is your Asura Ops. I'll see you in the next one.