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First post, so long story long... I am a new TIRE shop owner. I started getting the paperwork side of things together at the end of 2015 to be ready on paper by 01/01/16. I was working for a privately owned, 9 store, tire business first as a service manager, then as an outside sales rep. At the beginning of the year, I turned in my notice and began working as a fleet manager for a friend of mine that has a small fleet. (7 trucks). This was so there would still be money coming in and I could finish getting my business together without there being a conflict of interest with the tire company I was working for. Around March I was able to open cash accounts with 2 major tire wholesalers, and an agreement with another that as soon as I had a brick and mortar store they would start selling to me as well. I paid cash for an old service truck and started selling tires and installing them on location. (We push commercial fleet business as a priority). August 2nd, we were able to get a lease on a permanent location with 3 bays and a store front. Rent is cheap. I have one guy that helps me in the shop and I run the service calls. I also still dispatch for my buddy's small fleet so that I don't have to pull a full salary from the business. We have 2 trucks now, transitioning to a newer truck that I picked up from a friend for little to nothing. After being open for 4 months now, the light truck/passenger market has become our main business and we have adapted our commercial sales to accommodate this. We are the only shop within 20 miles of where we are. It's a rural town with a lot of Ag and commercial traffic. With all this being said, our market is REALLY pushing for a lube/detail business.

 

The questions:

How do you affordably maintain bulk oil for all the new synthetic, diesel, and older models?

Stock filters, oil, fuel and air?

Consignment filters?

 

We originally opened with the thought that we were going to be just a tire shop, but the demand is just too great not too entertain the business. Please leave your thoughts and advise. Also, explain your reasoning.

 

Thank You!!!

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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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