Balance Sheet Management: The Secret to Profitable Dealerships

By Stephanie Martz

Dealers are under mounting pressure as the auto industry heads into 2026. Margins are tightening, expenses continue to climb, and profitability is becoming increasingly difficult to maintain.

While it’s easy to focus on the income statement, one of the most powerful tools for stability and growth often gets overlooked — the balance sheet.

A well-managed balance sheet isn’t just an accounting formality. It’s the roadmap that shows your dealership’s true financial health, resilience, and ability to grow. Dealers who consistently track and manage their balance sheets are better prepared to handle industry shifts, protect their cash flow, and act quickly when new opportunities arise.

Why your balance sheet deserves more attention

Running an auto dealership is a capital-intensive business. Huge sums of money are tied up in inventory, accounts receivable, and accounts payable. When profits dip or expenses rise, ignoring your balance sheet can lead to bigger problems down the road — especially cash flow shortages or compliance issues that can slow down operations.

Dealers who understand their balance sheet gain early insight into potential liquidity issues and can make more informed decisions about borrowing, spending, and growth. Simply having enough working capital to pay the bills is no longer enough.

A strong, flexible balance sheet provides the cushion you need to weather tough months and the confidence to capitalize on expansion opportunities when the market turns.

When profitability declines, balance sheet discipline becomes even more important. A shrinking bottom line can quickly strain cash reserves and reduce business value. Dealers who stay on top of their financial position are the ones who stay competitive.

3 ways to measure your dealership’s balance sheet health

1. Monitor Net Working Capital (NWC)
Your Net Working Capital — total current assets minus total current liabilities — indicates whether your dealership has sufficient liquidity to operate smoothly. Positive NWC supports growth and day-to-day operations; negative NWC could mean cash flow issues or rising floorplan debt.

• Best practice: Regularly compare your NWC against manufacturer standards and adjust as needed.

2. Track your Working Capital Ratio
Divide current assets by current liabilities. A healthy ratio for dealerships typically falls between 1.2 and 2.0. Ratios under 1.0 indicate potential difficulty in paying short-term debts, whereas ratios over 2.0 could suggest that assets are not being used effectively.

• Best practice: Review this ratio monthly and address any deviations.

3. Watch for Frozen Capital
“Frozen Capital” is money trapped in slow-moving assets—aged inventory, overdue receivables, or old warranty claims. It limits cash flow and flexibility. To free up cash, tighten your receivables process and align inventory with sales forecasts.

• Best practice: Monitor this monthly and set internal goals for reducing Frozen Capital. For example, set a monthly goal to keep aged inventory below 10% of total stock and review it at every management meeting.

Bottom line

Profitability may fluctuate, but a strong balance sheet keeps your dealership stable through the ups and downs of the automotive industry. Dealers with a solid financial footing are better positioned to manage declining profits, maintain cash flow, meet lender and manufacturer expectations, and capitalize on growth opportunities when they arise.

The Boyer & Ritter team can help your dealership navigate the financial complexities inherent in the industry and help you meet your goals and grow your business.

About the Author

Stephanie Martz is a Manager at Boyer & Ritter. She has over 27 years of vast Dealership experience in accounting and operations, having served as Financial Controller, CFO, General Manager, and eventually President of the automotive group.