F&I managers are among the most incentive-driven professionals in any industry. Their livelihoods are built on commission structure, and every minute they spend in the F&I office is a calculated decision about where to focus attention.

When a new product lands on their desks without a corresponding line in the pay plan, it does not get presented — not out of laziness or bad intent, but out of rational prioritization.

This is the pay plan problem, and it quietly kills more promising F&I products than poor market fit ever will.

Yet the solution is not simply paying F&I managers on every new product that arrives. Dealers today face constant pressure from vendors, agents and OEMs to expand menus and compensation structures. The real challenge is determining which products truly deserve a place in the pay plan and which do not.

The Challenge Dealers Face From Day One

F&I menus are crowded with options — vehicle service contracts, GAP, tire and wheel protection, key replacement, paint sealant and a rotating cast of ancillary products that vendors, agents and even OEMs have persuaded someone in leadership to add.

Every one of those product providers believes their offering belongs in the pay plan. The dealer principal is left to sort out who is right.

That pressure is real and it compounds quickly. According to industry research from NADA, the average F&I office manages multiple product lines simultaneously, each competing for time during a finite customer interaction. When every product provider insists their product is essential, the signal becomes noise. F&I managers default to what pays them the most. Everything else gets a passive mention at best.

The early challenge for any dealer is distinguishing between products that merely fill a menu slot and products that merit a genuine place in the compensation structure.

Too often, dealers evaluate products based on vendor presentations, short-term enthusiasm or perceived customer appeal rather than their long-term contribution to dealership profitability and customer relationships. As a result, strong products with real customer value often underperform simply because they were never given the structural support to succeed.

Penetration Rates Reveal the Truth

Menu penetration data tells the story clearly. JD Power research shows that products tied directly to F&I compensation outperform those that are not by a significant margin. The gap between consistent menu selling and passive mentions maps almost directly to pay plan design — not product value, not customer demand, not the quality of the training provided at launch.

Consider the pattern: You add a new product at the recommendation of an agent or vendor. There is a training session. There may even be a launch meeting. For the first few weeks, curiosity drives some presentations. Then, slowly, the product fades to the bottom of the stack. Six months later, you wonder why adoption never took hold. The answer, almost universally, is that the pay plan never changed.

This is why many otherwise effective products fail to gain traction. Dealers often assume the issue is training, marketing or customer demand when the underlying issue is far simpler: the compensation structure never reflected your stated priorities.

A Self-Audit Every Dealer Principal Should Run

Before adding or evaluating any F&I product, dealer principals should run a simple audit. For every product currently on the menu, ask three questions:

• Is it in the pay plan?
• Is it being actively menu-sold on every deal, or only mentioned situationally?
• Does the F&I manager’s compensation reflect the actual value that product delivers to the dealership?

The answers will almost always reveal a split. A small set of products will be reliably presented because they are tied to compensation. A larger set will be inconsistently presented because they are not. That inconsistency is not a personnel problem. It is a systems problem, and it is one that dealer principals have the authority to solve.

Not Every Product Earns a Pay Plan Line

Here is where the analysis has to be honest. Not every product that a vendor, agent or OEM pushes belongs in the F&I compensation structure. Putting too many products in the pay plan dilutes focus just as surely as putting none of them there does. The question every dealer should be asking is not simply whether a product can be added to the pay plan, but whether it deserves to be.

A core F&I product earns that designation by meeting a higher standard:

• It should generate meaningful and sustainable revenue for the dealership.
• It should contribute to customer retention over time, giving consumers a reason to return to the selling dealer for service or their next purchase.
• For dealers thinking beyond the transactional moment, it should offer a path to long-term wealth creation, ideally through a reinsurance structure that converts product premiums into dealer-owned, tax-advantaged income.

Products that meet all three criteria are worth building a pay plan around. Products that meet only one, or none, belong in a different conversation entirely.

Compensation Design Is a Strategic Decision

The way a dealer structures F&I compensation communicates priorities more clearly than any training session or sales meeting ever will.

When a product is in the pay plan, the F&I manager knows it matters. When it is not, they know it is optional, regardless of what leadership says. Dealers who align F&I compensation around carefully selected core products consistently position themselves for stronger per-vehicle retail performance, improved customer retention and greater long-term profitability.

If a product is not worth putting in the pay plan, it is worth asking whether it belongs on the menu at all. And if it is worth putting in the pay plan, then half-measures around training and encouragement will never replace the clarity that a commission line provides.

The pay plan problem is not new, but it remains one of the most consequential and least examined levers available to dealer principals. Fixing it does not require adding products. It requires deciding, deliberately and honestly, which products have earned their place and building the compensation structure that gives them a real chance to succeed.

Robert Steenbergh is the founder and CEO of AutoPayPlus.