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Napleton Auto Group Achieves Record Score in 2025 Dealer Group Study Measuring Response to Website Customers

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Napleton Auto Group Achieves Record Score in 2025 Dealer Group Study Measuring Response to Website Customers
News

News

Napleton Auto Group Achieves Record Score in 2025 Dealer Group Study Measuring Response to Website Customers

2025-05-05 12:02 Last Updated At:12:20

MONTEREY, Calif.--(BUSINESS WIRE)--May 5, 2025--

Napleton Automotive Group dealerships ranked highest in the 2025 Pied Piper PSI ® Internet Lead Effectiveness ® (ILE ® ) Auto Dealer Group Study, which measured responsiveness to internet sales leads coming through dealership websites. Following Napleton were Ciocca Automotive, Herb Chambers Auto Group, and Berkshire Hathaway Automotive.

This press release features multimedia. View the full release here: https://www.businesswire.com/news/home/20250504671700/en/

Pied Piper submitted customer inquiries through 2,105 automobile dealership websites representing 26 of the largest USA auto dealer groups. Each inquiry asked a specific question about a vehicle in inventory and included a new customer name, email address, and local telephone number. Pied Piper then evaluated the speed and quality of dealership responses sent by email, telephone, text, and chat over the next 24 hours. Each group’s overall ILE Score is a combined average of their individual dealership ILE performances. ILE evaluations consist of over 20 differently weighted measurements, based on best practices that are mathematically most likely to generate sales, combining into an overall ILE score ranging from 0 to 100.

Napleton Achieved Highest Score on Record, What Behaviors Drove This Accomplishment?

2025 marks the fourth year in a row that Napleton Automotive Group achieved the top score in the annual ILE Auto Dealer Group study. Napleton improved their average score by four points for 2025, reaching an average ILE score of 91, the highest average ILE score on record and becoming the first brand or group to achieve an average ILE score in the 90s.

How Did the Industry Perform Over the Past Year?

Average dealer group performance increased only slightly – up one point - over last year, but performance has improved substantially over the past three years. Nine groups achieved average ILE scores over 70 in 2025, while three years ago in 2022 only two groups achieved ILE scores over 70.

Despite the improvement, there remains a large 50-point spread in ILE score performance in the 2025 study, with nine dealer groups improving their ILE score over the past year and seven groups declining in overall score.

Dealer Groups that Improved:

Nine of the 26 dealer groups studied in 2025 improved their ILE scores over the past year, on average increasing by 5 points, with two groups improving by 10 points. The most notable improved behaviors of these nine dealer groups were more appointments offered, more questions answered by texting, and answering questions faster on average than last year.

Dealer Groups that Declined:

Seven of the 26 dealer groups in the 2025 study had lower ILE scores than the previous year, with an average decrease of -4 points and two groups declining -8 or more points. Dealer groups that scored lower in 2025 were less likely, compared to 2024, to “do both fast,” less likely to respond by phone, and less likely to use texting to answer questions.

Comparing Top Dealer Groups to the Overall Auto Industry Using the “80/40” Rule:

Compared to the overall auto industry, top performing dealer groups tend to be much quicker and more effective at responding to online customers. In this year’s ILE studies, 73% of the dealerships from the top five highest scoring dealer groups scored above 80 (providing quick and thorough personal responses), compared to only 40% of the dealerships for the auto industry overall. Similarly, only 6% of the dealerships from the top five dealer groups scored under 40 (failing to personally respond to website customers), compared to 19% of the dealerships throughout the total auto industry.

“Identifying a brand or group’s dealerships scoring under 40 and over 80 is an efficient way to determine where improvement efforts should be focused,” said Cameron O’Hagan, Pied Piper’s Vice President of Metrics and Analytics. “Historically, we have found that dealerships that improve their ILE performance from scoring under 40 to scoring over 80 on average sell 50% more units from the same quantity of website customer leads.”

2025 Dealer Group Performance Compared:

Response to customer web inquiries in the 2025 study had large variations by group, as shown by these examples:

Why Was This Study Conducted?

“Modern customers visit dealership websites first, and today’s sales success is driven by how the dealerships respond,” said O’Hagan. “The difficulty is that the website customer experiences are often invisible or distorted by traditional dashboards, which makes this portion of dealership performance easy to overlook.”

For more than 15 years, Pied Piper has independently published annual industry studies that rank the omnichannel performance of brands and dealer groups. These studies track how industry performance changes over time and let clients understand how their own performance compares.

Pied Piper clients order ongoing Prospect Satisfaction Index ® (PSI ® ) measurement and reporting – internet, telephone or in-person – for their dealerships, as tools to improve and maintain omnichannel sales and service effectiveness. Pied Piper clients have found that the key to driving dealership improvement is showing what sales and service customers are really experiencing – which is often a surprise.

About Pied Piper Management Company, LLC

Monterey, California - based Pied Piper helps brands and national retailer groups improve the omnichannel sales & service performance of their retailers.

Pied Piper’s PSI process applies data science analytics to determine the omnichannel sales and service best practices most likely to drive unit sales and loyalty. PSI then uses a combination of artificial intelligence, machine learning and human actors to measure and report how effectively retail locations follow those best practices.

Examples of other recent Pied Piper PSI studies include the 2025 Internet Lead Effectiveness ® (ILE ® ) Auto Industry Study (Subaru was ranked first), the 2024 Service Telephone Effectiveness ® (STE®) Auto Industry Study (Honda’s Acura brand was ranked first), and the 2024 Telephone Lead Effectiveness ™ (TLE ™ ) Pontoon Boat Industry Study (BRP’s Sea-Doo brand ranked first).

For more information about Prospect Satisfaction Index ® study results or to apply ongoing PSI measurement and reporting to improve performance, go to www.piedpiperpsi.com.

 

Source: 2022-2025 Pied Piper Auto Dealer Group Internet Lead Effectiveness Study (USA)

Source: 2022-2025 Pied Piper Auto Dealer Group Internet Lead Effectiveness Study (USA)

Source: 2025 Pied Piper Auto Dealer Group Internet Lead Effectiveness Study (USA)

Source: 2025 Pied Piper Auto Dealer Group Internet Lead Effectiveness Study (USA)

A decision by a Paris labor court in the financial dispute between Kylian Mbappé and his former club Paris Saint-Germain is expected on Tuesday — the latest chapter in a judicial saga involving colossal sums.

Lawyers argued last month before the Conseil de prud’hommes de Paris, with each side demanding hundreds of millions of euros from the other regarding the end of the player’s contract before his move to Real Madrid in the summer of 2024.

Amid accusations of betrayal and harassment surrounding the breakdown of their relationship, Mbappé's lawyers claimed PSG owes him more than 260 million euros ($305 million). They argue his fixed-term contract should be reclassified as a permanent one, triggering compensation for unfair dismissal and unpaid wages. They have also alleged moral harassment and undeclared work.

PSG, meanwhile, is seeking 440 million euros from Mbappé, citing damages and a “loss of opportunity” after he left on a free transfer.

Tuesday's decision can be appealed and is unlikely to end the dispute. The panel may also decide to decline jurisdiction or to adjourn the case to a later hearing, sitting in parity with a tie-breaking judge if no majority emerges.

The ruling may have broader consequences for player contracts and labor law in French soccer, even as PSG maintains that Mbappé’s request to reclassify his contract as a permanent one is without legal basis.

The club argues that professional players’ contracts are a special form of fixed-term agreements regulated by the sports code and validated by the French professional league, in accordance with both French and European Union law. Mbappé’s legal team disagrees, saying the reclassification of a fixed-term contract into a permanent contract is a standard procedure when legal conditions for a fixed-term deal are not fulfilled.

The relationship between the 2018 World Cup winner and the reigning European champion turned bitter when Mbappé decided in 2023 not to extend his contract, which was set to expire in summer 2024.

This deprived the club of a juicy transfer fee despite having offered him the most lucrative contract in club history when he signed a new deal in 2022. He was sidelined from a preseason tour and forced to train with fringe players. He missed the opening league game but returned to the lineup for a final season after discussions with the club — talks that are central to the dispute.

The club accuses Mbappé of backing out of an August 2023 agreement that allegedly included a pay reduction should he leave on a free transfer, an arrangement PSG says was meant to protect its financial stability. PSG claims Mbappé hid his decision not to extend his contract for nearly 11 months, from July 2022 to June 2023, preventing the club from arranging a transfer and causing major financial harm. It accuses him of violating contractual obligations and the principles of good faith and loyalty.

Mbappé’s camp insists PSG has never produced evidence that the striker agreed to forego any payment. His lawyers claim the club failed to pay wages and bonuses for April, May, and June 2024. They are also seeking reclassification of his fixed-term contract into a permanent one, which would trigger compensation. Mbappé also accuses PSG of moral harassment, citing his treatment when sidelined. His total claim exceeds 260 million euros, combining unpaid salary, contractual bonuses, severance, indemnities, and damages for workplace misconduct.

PSG rejects all accusations of harassment, highlighting that Mbappé took part in over 94% of matches in 2023–24 and always worked under conditions compliant with the Professional Football Charter.

PSG is seeking a total of 440 million euros in damages, including 180 million euros for the lost opportunity to transfer Mbappé because he left as a free agent after declining a 300 million euros offer from Saudi club Al-Hilal in July 2023.

Mbappé joined Real Madrid in the summer of 2024 on a free transfer after scoring a club-record 256 goals in seven years at PSG, which won the Champions League this year without him.

FILE - PSG striker Kylian Mbappe, right, and PSG president Nasser Al-Al-Khelaifi attend a press conference Monday, May 23, 2022 at the Paris des Princes stadium in Paris. (AP Photo/Michel Spingler, File)

FILE - PSG striker Kylian Mbappe, right, and PSG president Nasser Al-Al-Khelaifi attend a press conference Monday, May 23, 2022 at the Paris des Princes stadium in Paris. (AP Photo/Michel Spingler, File)

FILE - PSG President Nasser Al-Khelaifi, left, speaks to PSG's Kylian Mbappe as it is announced he has signed a three year extension to his contract, at the Parc des Princes stadium in Paris, France, Saturday, May 21, 2022. (AP Photo/Michel Spingler, File)

FILE - PSG President Nasser Al-Khelaifi, left, speaks to PSG's Kylian Mbappe as it is announced he has signed a three year extension to his contract, at the Parc des Princes stadium in Paris, France, Saturday, May 21, 2022. (AP Photo/Michel Spingler, File)

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