Addressability Levels
Every finding in Lens is classified by how much the dealership can do about it. This classification — addressability — is one of the most important signals in the report, because it tells the Dealer Principal what is within their power to change.
The three levels
Dealer-addressable
The gap is primarily within the dealership’s control. The dealership’s leadership and service management team can close it through deliberate action — process changes, training, technology adoption, or staffing adjustments.
Lens recommends specific 30/60/90-day actions for every dealer-addressable finding.
Example at Santos Body Works, São Paulo: The inspection completion rate is 38%, against a benchmark of 75–80%. This is dealer-addressable: the service manager can implement a mandatory MPI policy, train advisors, and track completion daily. The BRL 290,000/year finding is included in the Total Opportunity.
Partly structural
The gap is partly within the dealership’s control and partly constrained by external factors — market conditions, OEM policy, fleet terms, or supplier agreements. The dealer can improve the situation but cannot fully close it without changes outside their control.
Lens provides partial recommendations for partly structural findings. The finding is included in the Total Opportunity but at the portion attributable to dealer action.
Example at Müller Werkstatt, Berlin: Customer retention is lower than benchmarks, partly because the dealership lacks a loyalty programme and partly because the local market has three competing independents within 2km offering significantly lower labour rates. The process-related portion of the gap — the absence of a follow-up programme and proactive reminder system — is dealer-addressable and included in the Total Opportunity. The market-driven price differential is classified structural and reported separately.
Structural
The gap is primarily driven by factors outside the dealership’s control — market conditions, OEM pricing policy, regional economic factors, or regulatory constraints. Lens reports these findings for transparency and completeness, but does not recommend actions, because the dealer cannot close the gap through their own action.
Structural findings are not included in the Total Opportunity. They appear in the report so the Dealer Principal understands the full picture — including what they cannot fix.
Example at Sharma Motors, Mumbai: EV certification is limited because the OEM has not yet released a certified training programme in the Indian market. The dealership cannot train technicians on a programme that does not exist. The finding is classified structural and reported with context.
How addressability affects the Total Opportunity
The Total Opportunity — the headline figure shown in the Section Rail and the Synthesis stage — includes only dealer-addressable and partly structural findings. Structural findings are excluded.
This makes the Total Opportunity a credible, actionable figure: when you tell a Dealer Principal “the total addressable opportunity is AED 1.8M/year”, you are telling them what they can close, not what exists.
In your sign-off meeting, present the Total Opportunity as the dealer-addressable figure. Then separately present the structural findings as context — factors to be aware of, even though they cannot be actioned directly.