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Posted (edited)

I feel like my area is extremely competitive.  My area is a small town with about 8000 households (includes town and rural areas).  We have 6 legitimate 4-8 bay shops, 1 Chevy dealer, and at least 3 hole-in-wall/backyard guys (800 households/shop).  The next town over has 8000 households, 1 legit 8 bay shop, 0 dealers, and 2-3 hole-in-the-wall/backyard guys (2-3000 households/shop).  Just wondering what some of you are dealing with out there so I have some reference point.  Also, for those of you with multiple locations, does this sort of thing impact the success of individual locations?

Edited by jfuhrmad
typo
  • Like 1
Posted

Do you know what the national average is?  We have about 44 bays in a town of 5000 people.  The next town over has less than 20 and the population is 5000 also.

  • 7 months later...
Posted

I do not know what out bay per car is, but I do know people have to drive past 80 shops to get to my little hole in the wall on the outside of town

One good thing is there is another town forming to the east of me so I will be dead center of to very big towns

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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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