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Posted

Hello everyone,

I have a question regarding the categorization of software expenses on financial statements. Specifically, I'm wondering if I should list expenses for computer software like accounting or computer protection separately from the software I use to actually fix cars, such as updates to scan tools and management software.

How do you handle these types of software expenses in your financial statements?

Thanks in advance for your help!

 

Posted

Well then, I'm not classifying the ACDelco and Motorcraft programming correctly. although I don't charge the customer for that just don't do enough to justify the yearly charges. 

Posted

No, I charge 2 hours to program. but on the odd brands (GM & Ford) for me, that I program and have to pay oem websites. I eat the fee. I do a lot of BMWs and programming is included in my tool's yearly subscription. 

Posted

I charge 2 hours for programming, doesn't matter the make or model. The customer pays for time only. There is no line item on the customer's invoice for a subscription fee. Whether I pay for programming software by the hour, day, week, year, VIN, credits or tokens, it is my expense in my head.  Every time I pay for software, I have it as an expense. Software for antivirus, bookkeeping, scan tool updates, repair information, shop management, and programming are all listed as an expense and are all in the same expense category. As you are saying, some of that software is a cost of goods. Yet is it a cost of goods if the customer is not billed for it. And does it matter is not an income so it's an expense all cost of goods are an expense anyway as I have to pay for them. Expense cost money. Income brings in money

  • Like 1
Posted

The GM is a cost, you have to buy each vin per vehicle the subscription is an expense. The Ford is an expense as your only paying for the software yearly subscription

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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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