Dealer-facing profile: typical fit, operational expectations, and official resources.
| Parent company | Bank of America |
| Best-fit dealer | Mid-to-large franchise dealers and well-established dealer groups |
| Typical interest rate | Prime + 1–2.5% (competitive for prime dealers) |
| Typical advance rate | Typically 80–100% of invoice for new; 80–95% of book for used |
| Curtailment schedule | Structured by franchise program; typically 90–120 days |
| Typical min. line | Generally $1M+ for new relationships |
| Audit method | Regular on-site audits; large groups may negotiate virtual audit options |
| Best for | High-volume franchise dealers needing large line sizes and competitive pricing; dealer groups with existing BofA banking relationships |
| Not ideal for | Small independents, BHPH, or dealers without strong financial statements |
Dealer note: Bank of America's floor plan is most competitive for dealers who also use its deposit, treasury, or commercial real estate products. The relationship-banking model means getting your best rate often requires bringing total banking wallet to BofA.
Rates and terms are estimates only. Always request a current quote from Bank of America Dealer Floorplan before making decisions.
| Issue | What it triggers | Dealer control |
|---|---|---|
| Title delays | Audit exceptions, reduced advances | Title desk workflow + document SLAs |
| Aging creep | Curtailments, higher carry cost | Aging caps + weekly aged-inventory review |
| Inconsistent reporting | Audit escalation | Daily book updates + reconciliation |
| Repeated late payoffs | Line reductions | Payoff cadence tied to sold log |
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