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Stories of you first year.

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mccannable Collaborator

mccannable

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We opened end if January with a soft launch. We were having weekly improvements until last Monday it just died. We are re evaluating out marking plan to try to get some better results.

 

Share some stories to help ease my mind.

Gonzo Grand Master

Gonzo

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Always slow in March and first part of April. I attribute it to the late snow falls that come our area, late for us is March snows...not like you guys up north. The big difference is if there is even an 1/8 of an inch of snow they roll the sidewalks up around here. Which means a lot of people don't get a full paycheck that week. With the credit card bills coming in from Christmas, the snow fall, the lack of a full paycheck everybody is broke.

 

As soon as the 15th rolls around it's like a roller coaster ride of busy slow all the way until Sept. when school starts again.

 

As far as my first year... geez...that was so long ago I've tried to forget it....it wasn't great but after 30+ years I'm still at it, still waiting for that busy season. :)

mccannable Collaborator

mccannable

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Thanks for the input. With starting out the highs and lows can be vary vast and a but uncomfortable at times. We are actively perusing fleet accounts. We have had a great deal of success out of the few we have had and also had owners brings their cars in as well. There is about a dozen companies with a fleet withing a few miles of us. We are not passively waiting for business; that does not allow for easy nights sleep.

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ncsvoboda7 Enthusiast

ncsvoboda7

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Thanks for the input. With starting out the highs and lows can be vary vast and a but uncomfortable at times. We are actively perusing fleet accounts. We have had a great deal of success out of the few we have had and also had owners brings their cars in as well. There is about a dozen companies with a fleet withing a few miles of us. We are not passively waiting for business; that does not allow for easy nights sleep.

I don't mean to hijack this thread but what is the best way to approach fleets to gain their business, do you just cold call and then hopefully set up an appointment to meet with the manager hoping your prices and services are better than whoever they are using now? I have been looking into this lately and would appreciate any advice.

mccannable Collaborator

mccannable

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I don't mean to hijack this thread but what is the best way to approach fleets to gain their business, do you just cold call and then hopefully set up an appointment to meet with the manager hoping your prices and services are better than whoever they are using now? I have been looking into this lately and would appreciate any advice.

 

We have little skill in "fleet service sales" but we both have sales backgrounds. That is what we are counting on to get the accounts. We are stopping by with a flyer we made asking to talk with the decision maker and going from there. So far its been better than any other form of marketing.

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  • Have you checked out Joe's Latest Blog?

    • 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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