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What have you found to be the best way to sale these services? Do you just explain in some way why the car needs it. Do you have something in your waiting area for them to see and read? Do you have a video to show them that explains the reason why it's needed? Where could I get things to help me educate and sale these services. Remember I'm a one man shop so it's just me trying to do it all. Thanks for your input.

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When a car comes in at 55,000 miles for an oil change suggest that next service is the 60k mile service and will take a few hours and consists of yada yada. This prepares the customer to schedule the appt. and doesn't tie you up doing a major uncheduled service. You could take their owners manual and show them what it says, and you have it open to sign off on the service they are in for. Customers usually really appreciate it. Dont skimp on the services, if the book time is 3 hours charge 3 hours.

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I print out the maintenance table services due at the milestone intervals. With the inspection report I will go through with the customer the things discovered both good and bad. If there is maintenance due, say a coolant flush, and we know the coolant is old and there is no evidence of a coolant flush we make the recommendation. What has been well received is saying "Just like Ford wants you to change the oil every so many miles/months they also have a schedule on other fluids like your coolant. Ford recommends you flush your cooling system every X miles. You're overdue for this service today and having us do this flush will (list benefits). Can we offer you a ride somewhere or would you like to wait while we get this done for you? They'll then ask for price or say sure, go ahead...

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  • Have you checked out Joe's Latest Blog?

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      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
      One last thing; the cost of technician turnover can be financially devastating. It also affects shop morale. Do all you can to create a workplace where technicians feel they are respected, recognized, and know that their work contributes to the overall success of the company. This will lead to improved morale and team spirit. Remember, when you see a technician’s toolbox rolling out of the bay on its way to another shop, the heart was most likely gone long before that.
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