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Can anybody clear up the mark up on parts issue I'm having?And what about matrix?I,m using Napa and tracs I didn't know what to program the mark up to be.So I'm using lists but I'm seeing I'm having to drop the price to sell the job the list prices are wildly inflated.My book keeper sugested 30% mark up but on the 0-$5.00 I think I can mark it up more?Some input in this area is going to be a load off thanks

Posted

I attended an ATI training class last year and here is what they recommend. A little high for what my overhead is but its a good basis.

 

Dollar amount Multiply by: Parts Margin:

 

0-5 3.25 69.2%

5-10 2.50 60%

10-75 2.25 55%

75-150 2.00 50%

150-750 1.85 46%

750-up 1.54 35%

 

These multipliers are based off a Jobber purchase price.

 

My current numbers which I will be upping soon to help with the margins a little better.

 

Dollar Amount: Markup: Profit Margin:

 

0-5 75% 42.85%

5-10 65% 39.39%

10-75 60% 37.5%

75-150 55% 35.48%

150-750 50% 33.33%

750-up 40% 28.57%

Posted

Using a matrix will allow you to reach your overall profit margin. Let me make a suggestion to speak with your accountant. While the industry standard on part percentage profit falls in the range from 46-52 percentages, every business is different. It’s a delicate balance between being profitable and being competitive. Too high and we can price ourselves out of business, too low and the same thing happens.

 

The main concept for a matrix is to sell parts that have a low acquisition cost at a higher list and parts that cost more will be sold at a lower list. Don’t get too caught up with suggested list from the parts house either, it’s just a guide.

The list price is just a guide ,which way high or low or no telling which way?Do you hope your matrix is higher or lower than list say on parts from cost $35 to $100? Or is there no certainty? And pick a solid matrix

  • 2 months later...

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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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