F&I Menu Presentation Disclosure and Acceptance Form

This form records that an F&I menu was presented, which products were optional, how each item affected the payment, and whether the customer acknowledged the disclosure. It is meant to create a clear record for each deal, not to replace the full retail installment contract or product contract. Use it as the disclosure and acceptance layer in the sales process.

Complete it during the F&I presentation, before the customer signs final product selections. The disclosure notes and product acknowledgments should reflect what was actually shown and discussed at that time. Do not backfill it later from memory if the menu changed or the customer asked follow-up questions.

The F&I manager or other authorized presenter should complete the deal and presentation details, then capture the customer acknowledgment and signature. If your process allows a sales manager or desk manager to present the menu, the form should still identify who presented it. The person completing it should be the one who can verify the disclosure was actually made.

No. This form documents the presentation, disclosure, and customer acceptance of menu items, but it does not replace the actual product agreement, retail installment contract, or lender documents. Keep it alongside the deal jacket or digital audit trail so the disclosure record matches the signed transaction documents. If a product has its own contract, both records should align.

List each menu item separately with clear product names, itemized pricing, and any payment impact that was explained to the customer. Avoid bundling unrelated products into one line if that hides the actual choice being made. If a tiered menu was used, the form should show which tier was presented and which items were selected or declined.

Common mistakes include leaving the optional-products disclosure blank, failing to note the payment impact, and collecting a signature without documenting what was presented. Another frequent issue is using vague notes like "reviewed menu" instead of naming the products and tiers discussed. The form works best when it captures the actual presentation, not a generic summary.

Yes. You can add or remove product lines, adjust tier names, and tailor the disclosure notes to match your store’s menu format. Keep the core fields intact so the form still shows what was presented, what was optional, and what the customer accepted. If you use conditional logic, only show the product fields that apply to the selected menu tier.

It can be used as a digital form with required fields, validation, and an audit trail that stores the presenter, date, and signature. Many teams connect it to a CRM, DMS, or document storage system so the completed form is attached to the deal record. If you automate it, make sure the final version still preserves the exact menu and acceptance details shown to the customer.

A structured form creates a consistent record across deals, which is easier to review, audit, and train against than scattered notes or emails. It also reduces missing details like product pricing, payment impact, or acknowledgment language. For compliance-sensitive transactions, a standardized form is more reliable than relying on memory or informal documentation.