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Posted

We said we would help a high school friend by accepting payments for a HG on their envoy. It was going to be 1200 and they would put 800 down. Turned out they needed an engine and out of 3100 they put 500 down... I asked the husband 4-5 times to thing of what he can pay and let me know and I also needed at least half down. The wife ended up just showing up with no money and no idea what I had told her husband... Like a sucker I have her the car.

 

The car recently stopped on her and she called me complaint that with her "new engine" it should never break down and wanted to know what i was going to do about it... Being an envoy and being that EVERY time I see the car it's fuel light is on. Can you say GM fuel pump? Anyway it's getting towed in tomorrow and I do not plan on letting it leave unless paid in full.

 

Thoughts?

Posted

I refuse to take any kind of payments anymore. If you approved the work, you can come up with the money to pay for it. If we do the work, who do I say doesn't get paid since the work wasn't paid for when the vehicle left the shop? Been burned too may times because I am a "nice" guy.

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Posted

You know, this is an excellent topic I would like to see discussed.

 

KNOW YOUR CUSTOMER. This is phrase used by the banks, and if you are thinking about taking payments, it would behoove you to know your customer.

 

I have taken payments in the past, and have been burned, but in all honesty after careful review, my instinct had warned me I would get burned.

 

I also have taken payments from people than needed their cars for work, and they paid on time without a glitch.

 

As a rule of thumb, I had taken half the amount for the job and the rest in payments.

Posted

This is a very slippery slope to go down. As a business owner, you want to try and help your customers and also not lose out on the job. The problem is not everyone is ethical and even though you are going out of your way to help this individual, they may not see it in this light. We have only put work on credit one time here at our shop and it did work out in the end but would not do it again if possible.

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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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