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How many of you are franchise owners?

Joe Marconi

By Joe Marconi
in Auto Shop Franchises

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ATLAuto Rising Star

ATLAuto

Posted
Posted

Joe, I thoroughly explored both options in opening our shop and met with top CEO's of two large franchise chains. I will write an extensive article on this in this future, if it helps.

  • Like 1
  • 7 months later...
mikesauto2427 Explorer

mikesauto2427

Posted
Posted

I have been running my shop for 5 years now. I have a part time secretary and part time tech. Business is good. Not afraid to say we did 450 thousand last year. Wondering if I should keep going or if a franchise might help move me into the next level. Goodyear in the next town over is frustrating me. There customers are coming to me when they sell them Kelly Springfield tires at Goodyear prices and they have a shimmy from the tires

ncautoshop Proficient

ncautoshop

Posted
Posted

I have been running my shop for 5 years now. I have a part time secretary and part time tech. Business is good. Not afraid to say we did 450 thousand last year. Wondering if I should keep going or if a franchise might help move me into the next level. Goodyear in the next town over is frustrating me. There customers are coming to me when they sell them Kelly Springfield tires at Goodyear prices and they have a shimmy from the tires

If you don't mind me asking, what's your aro and car count?

Are you a specialty store? I see you do tires, with that few of people has the tire business effected your ability to get big work in and out?

 

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mikesauto2427 Explorer

mikesauto2427

Posted
Posted

I am not a specialty shop. I will pretty much try anything that comes in my door. A couple weeks ago I did head gaskets on a Toyota avalon. This past week I did radiator on a rear engine motor home. I have gotten bit on some jobs. But it has opened me up to a lot more customers. Long hours and a understanding wife. My customers appreciate my honestly. I think that's why they are a little flexible when things may take an extra day. Plus a couple of good loaner cars just in case of emergency

  • 1 month later...
flacvabeach Community Regular

flacvabeach

Posted
Posted

We are a franchisee of The Hybrid Shop. Definitely a profit center, primarily for Prius - not so much for Honda. Margins for Prius battery conditioning are great. THS is a fractional franchise. They don't try to muck around in my business. They trained us and sold us specialized equipment. We pay them fees for the batteries we condition. The batteries have brought us a stream of income for other hybrid maintenance. as a sideline we became a used car dealer specializing in hybrids. Webuyuglyhybrids.com

  • 5 months later...
alfredauto Experienced

alfredauto

Posted
Posted

No franchise here, they wouldn't take me anyway too low of a population. Monro muffler closed down 2 stores in my county, all the coupons in the world can't make up for population density. Plus I feel if I follow someone else's program they win, if I follow my plan I win.

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  • Have you checked out Joe's Latest Blog?

    • Joe Marconi
      The Toolbox is Last to Leave, First is the Heart
      By Joe Marconi in Joe's 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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