Customer Grading & Metrics Dashboard Development

Weekly Status Call - 11 February 2026
Larry, Joe, Stacey

TASK COMMITMENTS BY PERSON

Larry:

• Will create public-accessible links to grading report pages DONE

(Larry): "I will send you links. I will put these pages up and give you a link to go see them."
Bockmans-Sycamore
Bockmans--DeKalb
Auto DR

• Will add grading scale definitions to the metrics page DONE

(Larry): "I can add those I can add those in to this page. So it just becomes a grading like here in this you know, after I've you know, they're listed, it'll be just grading, and it'll say what the grades are."

• Will add explanation of what drives customer grades (spending percentiles) DONE

(Larry): "When we get off of this, I'll go in and add the grades in and an explanation of what the grade means. So you can see the a, you know, the a a plus, a minus, and the b c d, and what what drives that."

• Will finalize cross-pollinator video scripts and graphics rebuild CANCELED

(Larry): "And we did redo the scripts, and we're rebuilding the graphics for the cross pollinator video."
We came up with a clean, simple page, for explaining the cross-pollinator and getting businesses to sign up The Pitch

• Will convert Shrek green avatar to human skin color with new voice
(Timeline: before next meeting) QUESTION

(Larry): "then obviously get your avatar from Shrek green to human skin colored in and with the new voice too."
Do we want the Avatar to say a few words and then open up this page? The Pitch

• Will present messaging trigger strategy framework next week (customer-based vs vehicle-based)

(Larry): "And then, hopefully, by next week, we'll start finally getting back to what are the messages we should be sending out, what triggers them. And I'll be walking through what have we built, what does Bachman's put together and sent me"

• Will investigate Chrome extension bug (customer type not showing in TechMetric sidebar) DONE

(Larry): "So I will I'll have the team look at the thing. Because where it has that d in front of that d should be Yeah. The text of what kind of customer is to say so so customer or good customer."

Joe & Stacey:

• Will review new grading report pages and email questions/feedback to Larry

(Larry): "The most you'll have is you probably will have emailed me questions."

• Will provide input next week on customer-based vs vehicle-based messaging approach

(Larry): "And the only piece we're still looking at with that is do we do that for the purse for the customer, or do we change our messaging and not address the customer, but address vehicle because those are two different animals... But you'd all have a better input on that than I do of what makes sense."

OVERVIEW OF DISCUSSION

Customer Grading Dashboard Launch: Larry demonstrated new metrics explanation pages showing detailed breakdowns of customer types (VIP, Elite, Steadfast, Great, Good, Loyal, New, At-Risk, Inactive) with real data examples from Bachman Sycamore ($927 avg RO) and Auto Doctor ($1,288 avg RO). System pulls live data in 0.247 seconds showing what defines each customer grade based on visit frequency, recency, and spending patterns.

Grading Logic Foundation: Customer grades (A+ through F) are 100% driven by spending percentiles. VIP customers are top 10% spenders; A+ grade means they're in top 10% x 1.5 (spending even more than typical VIPs). Loyal customers can have A+ grades if they spend like VIPs but don't visit as frequently - grade reveals the "why" behind customer type classifications.

Chrome Extension Display Issue: Joe discovered that customer grade text is missing from TechMetric sidebar - only showing letter grade with bar graph instead of descriptive text ("VIP customer," "good customer"). Settings are enabled correctly; appears to be rendering bug requiring team investigation.

Data Transparency Philosophy: Discussion about how much methodology detail to expose. Larry explained these algorithms typically cost Fortune 100 companies $500K+ to develop. Current approach shows enough for understanding without revealing proprietary "secret sauce" - especially since backtracking the logic from single-shop data would be nearly impossible.

Customer vs Vehicle Messaging Strategy: Upcoming decision on whether automated messages should target customers or individual vehicles. Multi-vehicle households create complexity - addressing per vehicle means more messages but better relevance. Team input requested for next week's strategic discussion.

Meeting Recording Failure Transparency: Larry acknowledged last week's meeting summary was lost because he forgot to plug in headset, resulting in recording that only captured his voice. Demonstrates authentic communication about operational errors rather than making excuses.

AREAS OF AGREEMENT

• Metrics page provides valuable clarity on grade meanings

(Stacey): "Because I don't see it all the time, like, you guys are when you say we're gonna have, you know, an elite customer, VIP customer, how those are all determined makes sense."

• Too much data detail can be counterproductive

(Stacey): "I can't think of a reason why we would need it. I can't personally think of it. And, know, sometimes I think too much data, you know, is is not good."

• Current detail level is sufficient for shop owner needs

(Larry): "I think this is enough information for everyone." [Stacey agreed with assessment]

• Visual demonstration more effective than text explanations

(Larry): "The reality is this if you blink, you won't notice it. I'll click this is how quickly it gathers this data... it just did the data in zero point two four seven seconds." [Joe responded with interest: "Well, that's cool."]

📊 CONFIDENCE-CALIBRATE: 92%

High confidence in commitment extraction. All task items clearly stated with supporting quotes. Minor uncertainty around exact timeline for avatar color correction (implied "before next meeting" based on context of other next-week deliverables). Chrome extension bug investigation is confirmed commitment but no specific timeline given. Grading methodology discussion was philosophical rather than committing to specific changes beyond adding the grade scale definitions.