newport5

OK, but you can take care of a customer AND make a profit. EVERY customer knows a business HAS to make a profit. And the profit is not just to pay the bills plus some fun money. There's health insurance, money for an emergency, money for new/updated shop equipment, paying an A tech, eventual retirement, ... and ... Why have the headaches of business ownership with just a normal paycheck???

Joe, Thank you for the kind words.

First off, advertising isn’t the only thing. Stay on top of your social media. And the pictures you post don’t have to be just car stuff. But maybe suggest/encourage scenic drives. Weekend vacation spots. How about lifestyle posts? · Are your service advisors doing all they can to provide an amazing customer experience? Agreed, but I would expect some “amazing customer experience” ideas. See my article in Ratchet and Wrench magazine on tips for making your next customer interaction fun—and memorable. https://www.ratchetandwrench.com/shop-life/columnists/article/33005755/broski-its-about-the-customer-experience · Are multipoint inspections being done properly? I can see that, but I don’t understand why that even has to be said. I’m old. I started working on VW bugs in my back yard. My first real job as a mechanic was at a Porsche only shop. We check out EVERY car that came in. And not to make more money, but to take care of the customer and their car. Where practical, we road tested every car before working on it, to check the handling, braking, alignment, acceleration, gauges, etc. It seems every 6 months to a year, an article talks about doing DVI’s. Why? The only reason that makes sense NOT to do one (from the technician’s point of view) is if the service advisor takes too long to get an approval and the tech has to wait. · Are your service advisor proactive with making sales and trained properly to handle objections? Quit with the “sales” and the “selling” and start advising. Advising what’s best for the customer, which is probably best for the shop as well, IF you’re dealing from a relationship perspective with “customer/friends.” Customer friends who KNOW you have to make a fair profit, just like every other business. And you won’t get nearly as many objections.

I would say WOM is just as effective as it was. But that doesn’t mean don’t use Google or social media. Here’s an example that surprised me. I was chatting with a first-time caller who was referred by a good customer. As we were talking, I suggested he check our great reviews. There was a slight pause. He said he’d already checked our reviews. Wow! Even after being referred. So yes, BOTH are valuable.

I still recall a comment from a customer (back in the '90's) re our Porsche repair shop that had a fair location. He said: This place is a "find." We did well, possibly because we specialized in one car brand. That owner also bought the land.

Our program shows recommendations when we make an appointment.

Re: Should we get back to the art of selling, taking care of customers, offering options and making sure we create an amazing experience? Should we get back to the art of selling? NO! Customers don’t need to be "sold." We need to sell ourselves. Google search: “nobody likes to be sold.” More soon taking care of customers: YES ! offering options? Such as? and making sure we create an amazing experience? OK. What makes for an amazing experience? I read online somewhere: “Today’s customers want an exceptional experience, one that puts you and your shop above the competition. Which means: easy scheduling, a fast turnaround, open communication, fair and transparent pricing, and repairs that are done right the first time.” To me, that is NOT an exceptional experience. That is the minimum. That is a routine experience. Thoughts?

Ugh! It may not be actual overselling but it's certainly the perception of overselling. The darn (AAA) survey that said customers "feel" they were overcharged, but they don't explain how the customer decided that. I TRIED to get a copy of the AAA study but to no avail. ESPECIALLY how the actual questions were worded, which is important. And this lame idea about the HUGE value of videos of the needed repairs, the "transparency." I saw a customer's video of cracks in his differential rubber mount, "needing" replacement. but no clunking. And this was part of a $4000 estimate on a $5000 Lexus. It was from a Lexus dealer. I see this (common) stuff as the main problem with the perception of our industry, NOT the alleged unscrupulous shops, which I guess to be about 10% on the shops, if that. AND I heard (an exaggerated?) comment that 3/4 of first time customers don't come back. Jeez, I wonder why? Overselling. QUIT doing if. Suggest half of it and they'll come back. Meaning less money spent on advertising. I could go on. Sorry ...

I thought the video was a bit over the top. BUT makes a good point. Having said that, I don't think we have to "sell" anything - we're not a mattress store or a used car lot who HAS to "sell." The car either needs it or it doesn't. And don't toss out 2 benefits for each service. Now you're trying to persuade and the customer feels that. We're dealing with people, not cars. If you've built up a good relationship and they trust you, I suggest you "tell" them what it needs. I'd LOVE to do a series on that. How do I do that?

I'm not a fan of scheduling the next appointment because "I" don't want to schedule anything 6 months away. I GUESS if it's in their appointments, when 6 months comes around, its a nice reminder.

I agree, but … I often read about “The Customer Experience,” or providing a great customer experience, or exceed customer expectations, but it stops there. I seldom read about what that means or looks like. Jt’s just “go do it.” I have my observations, but I suggest we open this up for discussion as to what that means. And I don’t like what I read recently: Easy appointments, clear explanations minus jargon, quick turnaround and the overused “fixed right the first time.” I think those are routine expectations, not great customer service.

Thank you for the kind words re the reviews. 34 reviews is not many but I’m not after volume. I’d heard years ago that it’s not the (merely) satisfied customers who refer you, it’s the thrilled ones, the delighted ones. I’m interested in joining, but I need to find the correct level. I want to start coaching shop owners and service advisors on how I get approvals the fun, easy way. I know there is a “professional” level, but I don’t have my program together yet, although I’m speaking on that topic at an auto event in Maryland the end of this month. I would enjoy posting more.

I don’t think customers will notice a $10 increase in the hourly rate. Unless they ask. It would just end up in the total. I seldom have a customer ask our hourly rate. If they do, the owner says: “I would LOVE to charge by the hour, then I can slow down!”

To:victorb newportmotorsports.net Thu 1/4/2024 9:55 PM Regarding: I recently spoke to a shop owner who told me his techs give him pushback on performing the multipoint inspection (MPI). After a few questions, I think I revealed the REAL problem. His techs are paid Flat-Rate, and not being compensated to do the MPI. (If so, that seems simple: pay the techs. A half hour? I knew one shop that paid a full hour. How long does it take them? But I can hear the shop owner saying: But it’s more money for the techs. Yes, AND more for the shop owner) When on flat rate, every minute means earned pay. However, is it a flat rate issue or a culture and leadership problem? (pay the techs) Or the wrong employees? (Pay the techs) (OR, other possibilities. Do the techs have two racks each so they can work on another car while the estimate is written and the customer called? Or do they wait? Does the advisor write it up in a timely fashion? Are the advisors getting enough approved?) I realize that time must be compensated on that type of pay system, but what about the customer and their safety? (I think that is more the shop owner's concern, but I would think ANY tech would point out a safety issue. Having said that, I got tired of hearing safety brought up along with “benefits and value” when getting approvals, so I searched how many accidents were caused by faulty vehicles. If I remember correctly, of the 3 or 4 top-ten lists of causes of accidents I found, only one list had mechanical issues and it was 9 or 10 on the list.) And speaking of MPI’s, how does every car NOT get one? Isn’t that a shop’s job? Let the customer know about issues so they can decide to do them now or in the future? Of course, using the advice of the advisor, who’s looking out for the customer’s best interest, not their own. Or is the shop too busy to add another hour or two in the day? If not, then you have to take the time to make another appointment, write them up when they get there, put the car on the rack again, take it off again and road test it again. That sounds like 20 minutes. At only $120 an hour that’s $40. You’ll have to bill $120 to earn that $40. Schedule it lighter? Are the advisors swamped? But that might be for another post.

I totally agree with that. I hadn't thought of a great relationship as (being part of) an amazing experience, but I have to agree with you !!!

that sounds like a "good" experience. I don't see it as amazing. Bad communication makes for a bad experience. I think good communication makes for a good experience, but not amazing.

I keep reading, with business, it’s all about the experience. And I read articles in auto trade magazines that mention a “great experience” and even read “dazzling experience. Now it’s an “amazing experience.” But nobody says what that is, would look like or how to achieve it. And could car repair be amazing? How many store or business interactions can be amazing experiences? I would think a dinner, concert, sporting event, etc. could be amazing. But spending money on your car so that it runs the same as it did a month ago seems far from “amazing.” Maybe amazing compared to other shops. Regarding going to another shop because your shop isn’t amazing, I don’t see it that way. Having said that, we work on high-end German cars and I think those people choose their repair shop carefully. They probably won’t just go to the next shop down the street because it was only a good experience. I think if the customer talks to personable people at your shop, maybe there are some smiles or laughs, gets their car fixed at a fair price in a reasonable amount of time, that’s a “good” experience. I suppose if your customers just have a “regular” car that’s not much more than transportation, and they see repair shops as a commodity, perhaps it’s easy to just go to the next shop. Thoughts?

Re “I knew the value of Wait Customers.” Please elaborate. Because, of the 5 different German car repair shops I’ve worked at in my 40 years, we seldom had waiters. However, I AM in an affluent part of Southern California, Orange County. Maybe they have to get to work. One shop owner thought we lost money on a waiter because EVERYONE at the shop got involved in getting the customer in and out of the shop (instead of working on what they should be working on). Re “You need the time to inspect the vehicle and time to perform the work you want to sell.” Seems to me it takes at least a half hour to inspect the car, then search parts, write the estimate, call the customer, then an hour to get parts, then put them on. How does a customer have 3 hours to sit at a repair shop? Or, do you reschedule them. Then it takes two visits to the shop instead of one. Help me out here ….

Wow! Ya, I hate the "My brother-in-law can do it for ..." Hard lesson for the customer.

I apologize for the confusion. I had read it all. I wasn't blaming. We've all done it and I NEVER thought anything about that until I started brainstorming reasons for our bad rap. And polls have shown overcharging is an issue, even though they don't say HOW those customers decided that!!! As if it FELT high to them??? My point was, when that customer calls a shop that specializes in European cars and they quote a regular price, the customer jumps to the conclusion that you were overcharging. Human nature. Again, I apologize for the confusion. Victor

Regarding “My strategy was to price the (European) work so high, the customer would be the person saying "no" and not me.” While that strategy makes sense to a shop owner, let me add this. I want to encourage a panel discussion at an upcoming auto conference on improving the perception of our industry. I started a list of talking points and overcharging is one of them. And that strategy looks exactly like overcharging. When the customer checks a European repair shop, they obviously decide you are overcharging. And our industry looks bad. I believe we need to fix that. For the benefit of all of us. Thoughts? Side note: we're a German car repair shop in Orange County , California and German cars are EVERYWHERE !!!

I read the post to mean: start the vehicle inspection. But the only mention is tires and wiper blades. And re tires, the tires have to be pretty much turned to see enough of the tires. Unless the advisor gets on his knee to look closer. It seems like saving under 5 minutes. I DO like taking a pic of the dash for warning lights. So many customers “forget” about their check engine light. Re: “And do they begin to discuss what services are due?“ I believe THAT should be done when making the appointment. Get the current mileage when making the appointment then look at the recommendations: spark plugs, brake fluid flush, air filter, etc? Handle that THEN to get it into the quote so the tech can start on those additional things right away.

1. Is EVERYTHING written up at the initial drop off, to limit waiting for additional approvals? Such as, are you adding a line for brake rotors for approval, just in case it’s more than just pads? "If it turns out to be THIS, can I get your approval now?" 2. Is everything in writing for the technician, every time, versus a, “Hey, that car gets a …” 3. Is the technician cleaning his bay versus the lot guy, whose not producing hours? 4. Has the service advisor created a great relationship with the customer to get most things approved?

hhhhmmmm ... I'm not so sure. We have (only) 32 reviews (on Yelp) and all 5's except one. I've heard nothing negative, but naturally I don't know about people who are turned off by that. If we create a great experience with a new customer, I say: "Hey, if you had a great experience, please leave a Yelp review." I've learned that if that customer doesn't have a Yelp account, that brand new review doesn't make it to the front, it ends up behind the scenes (I forget the category name). I know a guy who ASKS for 5 star reviews. He has 41 reviews, all 5-Star on Google. It works for him. He does have a lot of video reviews as well. Viewers feel as if they know him.