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Scheduling next service

Dr.Dave
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Dr.Dave

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I just sat throughChubby"s tele phone semiar at ATI .One thing ha talked about was looking at everything as a maintance service.Particuraly concentrating on pre schedualling yor next appointment like a dentist.Sound good but what are the logicstics of it.I can,t tell you when my 3k will be do for sure it may be a week or two diff each time.I don,t think if you can get people on a oilchange every 3k that they will come in berore 3k nor should they.Should you know the persons history to guess at it?Should you talk to them and let them guess?would you try to shoot high so that when they do come in the will be over a bit?.Is anybody doing this successfully enough they would give us some hints?

CARMandP Proficient

CARMandP

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You can easily schedule oil changes or tire rotations since they are usually on a recommended time frame not necessarily mileage related but once you see a customer a few times, you will get the feel for how many miles they are driving and the ones that need to be reminded to do their maintenance.

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    • Joe Marconi
      The Toolbox is Last to Leave, First is the Heart
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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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