About the 2012 Dealer FIT Online Survey
We have developed this online survey to make it much easier to participate in Dealer FIT. and to improve the accuracy of the information. It will take appoximately 20 minutes to fill out his survey. If you have any questions about this survey please send and email to:
We strongly recommend that you fill out this survey online. If you would prefer to dowload a paper copy, fill it out and mail it in, that is possible as well by going to
Saving and Continuing Later
We know many of you are busy and may not be able to complete this survey in one sitting. If you need to exit the survey simply press the Save and Continue later button at the bottom of each page. Your progress will be saved and you can pick up next time right where you left off. Make sure to follow the instructions after pressing the save and continue button.
At the top of each page there is a progress bar to show your progress on the survey. How far you have gone and how much left to go.
At the bottom of each page there is a button that will allow you to review your responses to each question in either a PDF or Microsoft Word format, and print them if so desired.
Navigating the Survey
Use the buttons within the survey window to progress through the pages of the suvey, not the forward and back buttons on your browser.
What is Dealer FIT?
What Is Dealer FIT? Dealer FIT is a publication similar to what is often called a “cost of doing business survey”. It is a compilation of financial records and questionnaire responses collected from garage door dealers and distributors throughout North America, and arrayed by ranges of annual sales volume and by business emphasis (customer types). However, Dealer FIT covers more than just costs, indeed “FIT” is an acronym for “Financial Information Techniques”, and the publication is intended to be both instructive as well as informative. The data provide IDA members with dependable industry peer comparisons. Such comparisons provide guidelines for composing annual budgets as well as long-term objectives, and can serve as a basis for referencing performance levels in dealing with lenders, vendors and employees. The weighted mean numbers in each volume category serve as benchmarks. Thus, comparing the characteristics of individual businesses against industry-wide results is known as “benchmarking”. By examining the probable causes of variance from selected benchmarks, management can develop insights into the firm’s strengths and weaknesses, and that is an excellent basis for structuring a comprehensive strategic business plan.
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