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This question is more for owners who are not also mechanics working on the cars. Maybe your the owner/ service writer. When you calculate all the hours you put in are you the highest paid per hour employee of the shop? A lot of times I feel the more money that comes in the more money that goes out. The parts bills, payroll, insurances, taxes, marketing, etc... When the dust settles, figuring all the hours you put in, are you the highest paid per hour employee of the shop?

Edited by insomniac
Posted

There should be a separation between your job in the shop and also as the owner. If you are acting as the manager or service advisor or technician you should be paid a salary or whatever based on your job. Whether you deserve more or less than what you would be paying another person to fill the position is another story however you should pay yourself a fair wage. This may or may not make you the highest paid person in your shop. If you have a rock star SA or Tech and they are pumping out work making the shop money then they should be compensated accordingly. Now the when the dust settles you are the owner and can now reap the benefits of whatever net profits your business makes. For instance you could be taking a salary of say 60k/year for being the manager and you have a SA or Tech making 80k however if your shop is making 200k in net profit (would be awesome right?) thats yours to play with so to speak.

Posted

obviously that would be ideal but lets say under that scenerio, if your taking 60k and still left with 200k in profit at the end of the year what is your gross sales? Which I guess bring up the question as to what % of return on the gross sales is considered the average?

Posted

The target Net Profit you want to reach is around 18-20%. GP on Labor and Parts mix should be close to 60%. These are KPIs that are industry standards for a very well run shop. I think the national average though is somewhere around 5% Net or below. For you to draw a net of 200k you should be doing around 1-1.2mil in Gross Sales a year which should be achievable with around 3-4 techs and 1-2 SAs. Maybe less if you are creative.

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  • 2 weeks later...
Posted

I think of it this way; the employees get their check and that's it. I get my check plus the growing equity in my business and the real estate. So I make more (that's the goal anyway). If a paycheck was the only goal I would work for someone else and make more assuming they paid unlimited overtime.

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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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