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The short answer is absolutely. It's not just the alignments that you will do, it's all the other steering and suspension work that you get that makes you money.

  • Like 2
Posted (edited)

I'm sure most people have seen this on the Hunter website.

Fill in your own numbers and run the calculations yourself and apply them to your shop.

 

Using these numbers, payback on a $63k system would be less then 2 years. Still really good.

Even if you only sold 1 alignment per day instead of 2, you'd pay $63k back in 5 years, and you'd get a 234% ROI on a 10 year life cycle ($147k in net profit). 200% ROI would be the bare minimum to make a good investment.

These numbers even account for 100% depreciation, so after 10 years, you could sell the machine for about $6k (10%) and bank it or put it towards another new machine.

 

This also accounts ONLY for alignments. In reality, alignments also sell a lot of related steering and suspension work on top of the alignments, so your payoff would actually be much higher.
A6439T-12.jpg

Edited by bstewart
  • Like 2
Posted

I am currently in this predicament right now. I actually am getting quoted $54k after everything said and done. Might have to get with you (Framingham) to compare our quotes. I would LOVE to have an alignment machine but need to make sure it is doable....

Posted

Are those $54k and 63k alignment systems the Hawkeye Elite?

There's a 2 year old ProAlign in my area for $13k on kijiji, I'm tempted to make an offer on it even though I don't have a shop yet lol!

  • 4 months later...

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  • Have you checked out Joe's Latest Blog?

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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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