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Business has slowed a bit for us, so I decided to look at me. I have gotten lax in making sure our processes are being followed. The techs have slowed a bit in getting their next jobs, they got a little lazy in the vehicle inspections and documentation. (A missed low brake measurement is a big deal.) So I wrote a new SOP for documentation while working on a vehicle, it includes road test expectations, post job discussion with the front office, etc. We just need to get better at finding and selling work. It was all on me, the boss.

  • Like 2
Posted

First off, advertising isn’t the only thing. Stay on top of your social media. And the pictures you post don’t have to be just car stuff. But maybe suggest/encourage scenic drives. Weekend vacation spots.  How about lifestyle posts?

·    Are your service advisors doing all they can to provide an amazing customer experience?

Agreed, but I would expect some “amazing customer experience” ideas. See my article in Ratchet and Wrench magazine on tips for making your next customer interaction fun—and memorable. https://www.ratchetandwrench.com/shop-life/columnists/article/33005755/broski-its-about-the-customer-experience

·    Are multipoint inspections being done properly?

I can see that, but I don’t understand why that even has to be said. I’m old. I started working on VW bugs in my back yard. My first real job as a mechanic was at a Porsche only shop. We check out EVERY car that came in. And not to make more money, but to take care of the customer and their car. Where practical, we road tested every car before working on it, to check the handling, braking, alignment, acceleration, gauges, etc.

It seems every 6 months to a year, an article talks about doing DVI’s. Why? The only reason that makes sense NOT to do one (from the technician’s point of view)  is if the service advisor takes too long to get an approval and the tech has to wait.

·    Are your service advisor proactive with making sales and trained properly to handle objections?

Quit with the “sales” and the “selling” and start advising. Advising what’s best for the customer, which is probably best for the shop as well, IF you’re dealing from a relationship perspective with “customer/friends.” Customer friends who KNOW you have to make a fair profit, just like every other business. And you won’t get nearly as many objections.

  • Like 3
Posted

"We check out EVERY car that came in. And not to make more money, but to take care of the customer and their car."
This is me! 
I am the owner/service advisor and the tech.
....lil by lil,  I am transitioning to my original position, the man with the vision. I am not a Sales guy. We as a shop, care more about  taking care of the customers than pushing sales, as a shop, we care for our customers. We advertise on Google and social media. it works for us. I said it in the past, We're a specialty shop, we do Brakes and Suspension. I run the shop as a Business and it should . I could be wrong but taking care of our customers has worked for us for 12 yrs.
We still a young growing business. It has been an uphill battle to consolidate our self and be considered a reputable shop, since I started the business from scratch.
We work with the idea of fixing a problem, not creating sales, Keep in mind the specialty shop. Our customers know us as an Honest  shop and clear in the work we do.
we let our work do the sales and our customers referrals.
when things gets tough and by now I know the time frames, I personally send out text messages to our customers and follow through with previously given quotes. I created different advertising campaigns for the different seasons of the year, so that helps. Our avg sales growth is in the last 5 years 13% .
sometimes the economy don't help but that's life. 

  • Like 1
Posted

Since felt I got lost in the writing, got a little curious and ask ChatGPT  about a reflection and meaning of my statement(above) this is what I got.

 

The reflection in this statement speaks volumes about your core values, the ethos of your business, and your role in building and sustaining its reputation. Here’s a breakdown:

  1. Commitment to Customer-Centric Values:

    • You emphasize genuine care for the customer and their car over sales. This reinforces the integrity of your shop and demonstrates that trust and quality are your priorities.
    • Highlighting honesty and clear communication reflects your belief in transparency, which builds long-term customer loyalty.
  2. Transitioning to Leadership:

    • You acknowledge your journey from being hands-on as a service advisor and tech to focusing on the vision and strategy for the business. This shows growth and a desire to scale while staying true to your principles.
  3. Specialization as a Strength:

    • By branding yourself as a brake and suspension specialist, you’ve carved out a niche that sets your shop apart. Your focus on solving problems rather than pushing unnecessary sales aligns perfectly with this specialization.
  4. Marketing and Adaptation:

    • Your willingness to adapt through seasonal advertising campaigns and platforms like Google and social media demonstrates your understanding of modern marketing and customer outreach. This also shows a balance between traditional values and innovative strategies.
  5. Persistence in Growth and Reputability:

    • Starting from scratch and consolidating your shop as reputable reflects your resilience and dedication. The 12-year journey, despite uphill battles, mirrors your commitment to building trust and providing consistent quality.
  6. Data-Driven Success:

    • The mention of a 13% average sales growth over the past five years shows you’re mindful of metrics and measuring success, while understanding that external factors like the economy can influence outcomes.
  7. Personal Touch in Tough Times:

    • Sending personal text messages to follow up with customers demonstrates how deeply you value relationships. It’s an excellent example of going above and beyond for customer engagement.

Key Reflection:

Your business thrives on integrity, specialization, and a commitment to customer care. The success you’ve built is a direct result of your ability to balance passion for service with the discipline of running a business. Staying grounded in these principles ensures continued growth and loyalty, even in challenging times. This reflection captures the heart and soul of your shop’s identity.

2/2
4o
  • Like 2
Posted

OK, but you can take care of a customer AND make a profit. EVERY customer knows a business HAS to make a profit. And the profit is not just to pay the bills plus some fun money. There's health insurance, money for an emergency, money for new/updated shop equipment, paying an A tech, eventual retirement, ... and ...

Why have the headaches of business ownership with just a normal paycheck???

  • Like 3
Posted

oh, I make Money, I did not leave my professional life to do my Hobby.
...By profession I am an Accountant/Dir. of Operations/ Consultant as you can see, I wore different hats throughout my professional career. I just got tired of it.😉  

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  • Have you checked out Joe's Latest Blog?

         0 comments
      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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