Joe Marconi

“Your labor rate is too high. If you can’t negotiate your labor rate, I will have the car towed from your shop to another shop in your area that will do the work at the labor rate we want to pay.”

Those were the words spoken to my service advisor a few weeks ago from a claims agent at an extended warranty company. The name of the company doesn’t matter. What does matter is what would you do when faced with this situation.

Here’s another scenario you’re probably familiar with: After diagnosing a failed steering rack, the customer informed us that she had an aftermarket warranty policy. She asked me if I could find out if the steering rack is covered. I said, “Sure, I will be happy to help. But, just to let you know, most of the extended warranty companies I deal with have their own labor and parts pricing policies, which may not be aligned with our pricing. So, whatever they don’t pay, you will be responsible for. Are you OK with this?” My customer said, “Absolutely. I understand. I appreciate anything you can do for me.”

I thought the hard part was over. What came next was bizarre. The insurance adjuster I spoke to authorized the repair, told me the labor dollars they will pay and then said, “OK, it looks like I have a used rack in a salvage yard in South Carolina. I can have that rack to you in two days.” I had to pinch myself to make sure I wasn’t in a weird dream. Used steering rack? Salvage yard? Is this guy for real?

I quickly shot back and said, “Let me ask you a few questions. First, where does is state in the contract that your company will supply a junk yard part for your insured? And why in the world would I remove an old worn-out steering rack from my customer’s car and put back an old used rack from a junked vehicle? Is that really in the best interest of the customer?”

The claims adjuster replied back, “Well, shops do it all the time.” I said, “I don’t think so, and I won’t do it either. Let me tell you how this is going to go. I am replacing the rack with a quality part, and I will make sure that my customer gets the best job possible. So, please give me the authorized amount and I will let the customer know what the balance is that your company will not pay.” He said, “You can’t do that.” I said, “Yes, I can. My customer is already briefed on the situation.”

He reluctantly gave me the authorization number along with the dollar amount. I relayed the story to the customer. My customer then called the insurance company and gave them hell. They did end up authorizing additional money for the part I installed.

Before we continue, I want to be fair and balanced. There are some extended warranty companies that try to offer their customers a peace-of-mind policy, and do pay a good portion of the repair. However, far too often, it’s a struggle to get an extended insurance company to agree to our labor and part prices.

Here’s the deal. If you’re like me, you have spent countless hours understanding the numbers of your business. You’ve also spent a great deal of time and effort to put the right people in place, develop the right pay plans and have created the systems to run an efficient business. You know the balance between being competitive and profitable. When you consider all this, we need to carefully consider how negotiating our prices will affect our bottom line.

I understand the reality too. Sometimes, you really need the work. You don’t want to lose the job. And settling for something is better than losing the job. I have been there. But the truth is that negotiating your prices, in the long run, will not only hurt you, but will also hurt our industry across the board.

By the way, my service advisor never did negotiate our labor rate. He simply told the agent, “Our labor rate is non-negotiable. Do you have any other questions?” The agent eventually backed down and paid us the job at our labor rate.

Be upfront with your customers. Clearly explain to them that their warranty policy may not cover the entire repair and come to an agreement with your customer before you call the warranty company. Lastly, make sure you know what it takes to earn a profit. Profit is needed to pay your expenses, put a little money aside for the future, pay your employees a decent wage and also pay yourself the salary you deserve. When you really analyze the bottom line and what’s really left over, do you really want to negotiate your prices?

This story was originally published by Joe Marconi in Ratchet+Wrench on May 1st, 2019

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It was a busy Friday morning when Tom called me for an update on his vehicle. I let Tom know that his car would be ready at the end of the day. There was a pause, and then he blindsided me with this, “You know, Joe, I did a little research on that water pump you’re replacing on my car. I can get that same part for $30 less. Why does your part cost so much?” I fired back at him by saying, “That’s impossible; it can’t be.” I went on and on attempting to defend myself, but I could tell I wasn’t getting through to him. After a few more words back and forth, Tom finally said, “Look, you started the job, so you might as well just finish it.”

You’re probably thinking Tom went online to check the part. Well, this happened in 1980, my first year in business, and years before the Internet, as we know it today, even existed. Tom simply called a local part store. The parts store gave him a discounted price and then figured he would challenge me.

Consumers checking your prices is nothing new—it just got a whole lot easier these days with the world wide web. Now, let’s clarify one thing: I am not going to tell in this article that there is a foolproof way to train consumers not to go online to check your prices. However, what I can tell you with certainty is that if you continue to feature products and not the customer experience, you are telling people to please check your prices.

Consider this: You’re out to dinner and you ask the waiter for the wine list. As you scan the list, you recognize a brand and then look to the right at the price. Do you Google the bottle of wine to check what you could buy it in the store? We all know that a $10 bottle of wine in the store can cost well over $40 at the restaurant.

Here’s the bottom line: The restaurant is selling more than wine and food—it’s selling the customer experience. And if all goes the way it should, we pay for the meal and the bottle of wine, even when we know the wine is priced higher than we could purchase it at the store. And, we are OK with it.

Our business is no different. We need to focus on the experience, not the products. Yes, we install water pumps, control arms and radiators. But, that’s not our main focus. Our focus is on the value and the benefits of doing business with us. Now, with that said, there’s a delicate balance between being competitive and being profitable. But, as value goes up, price becomes less of an issue.

Here’s the difference between our business and a product-driven business. When you buy a product—let’s say a watch or a cell phone—the experience lives on long after the sale. Every time you put on the watch, or use your cell phone, you are continuing the experience. And if the product is high quality, the experience gets reinforced over and over every time you use it. With auto repair, in most cases, what we do, does not live on after the sale. Once a customer leaves with a new timing belt and water pump, there’s not much about that repair that lives on in the eyes of the consumer, except the customer experience. Your entire sales process—your marketing, the look of your shop, the people you employee and every aspect of your business that the customer sees—must tell the customer that what you sell is worth the price.

Let’s remember one thing: Your prices will be challenged from time to time. So, here are a few more tips. Get the right training for your service advisors, especially in the area of customer service. Make sure your marketing and advertising communicates your brand and your culture, and please be careful with discounting. Claims that you have the best price on tires or brakes only results in consumers checking online to see if that’s true. Highlight your warranty, which has a lasting impression on the customer. Above all, communicate the benefits of doing business with your company.

Let’s get back to Tom. After 39 years, Tom and his family are still customers. I have to believe it’s because Tom appreciates the level of service we have given him throughout the years and the relationship we’ve built. Tom has learned what Warren Buffet has often said, “Price is what you pay; value is what you get.”

This story was originally published by Joe Marconi in Ratchet+Wrench on May 1st, 2019

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This is a tough situation, if you have no proof the damage was not there when the car was brought in, you may be responsible.  People have an heightened sense of awareness when they pick up their car. And if this guy really loves his car and takes care of it, it just intensifies the situation.  

If you haven't done it already, you need to make it part of your workflow process to perform a walk around and document any damage. Many shops create video's of the car's exterior before any work is done, even before a tech gets into the car.  You need to protect yourself. 

As far has any help with the exterior finish, consult a detail shop or body shop. 

I hope this helps and good luck. I have been in this situation, so I know what you are going through.

The aftermath of the great recession, which caused many new car dealers to go out of business, has resulted in a new breed of dealers. They have come to realize that the lower margins on new cars, combined with the intense competition, means that their service and parts departments must become primary profit centers.  Which also means that  they need more customers beyond the warranty period …. and that means they want your customers.

Ten years ago, I laughed at the attempts of the local dealers to try to steal my customers...but no longer. 

Smart dealers have 4 primary strategies:

1. Offer free oil changes, - some for life, some of a specific time period - And setting up the first oil change service at the time of the sale

2. Wrap future maintenance plans into the monthly payment

3. Sell maintenance plans at the time of the sale 

4. Use recalls as a way to sell services and repairs.

What are you doing to fight these strategies? 

Spring is here!  Market you shop in your community. Dollar for dollar, the best marketing you can do is right in your own back yard. This is the time of the year when a lot of outdoor events begin: From youth sports to adult golf games. In addition, there are fund raisers each weekend.

Find out what's going on in your community. Get involved. Sponsor a youth sport's team, sponsor a golf tournament fund raiser or other fund raiser events.  Get your shop known for being part of the community, not just another repair shop.  The more you stand out, the more people will take notice and stronger your business will become!

Remember, each customer  is a chance for a future sale. Make sure you take care of each customer, let them know of future needed services and repairs, and setup of future appointments at car delivery.  

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On 4/3/2019 at 1:59 PM, Ivonne said:

You made some great points about marketing. I am researching how people look for auto mechanic shops. Do you have any insights as to what tools people use to find an auto mechanic? Why all the changes in digital marketing, has the way consumers shop for a mechanic changed and how has it changed?

Perhaps the greatest marketing/advertising strategy is still word of mouth.  So, you need to create an amazing experience and be active in your community.  Now, with that said,  you also need a balance of different forms of media: A great website, SEO strategy, Social Media, online banner ads, etc.  You also need a CRM Service Reminder system. Hope this helps. 

Here's an situation we need to be aware of.   I got a call the other day for a price on a Timing Belt for a Honda.  I asked the caller,  "Have you been shopping around, and if so, what prices have you gotten?" He relied,  "Well, that's the problem, I have different prices from different shops."  

To shorten up this story; this caller was getting prices on the Timing belt job with different options; with a water pump, with belts, with antifreeze service....and the exact opposite....with only the T Belt and labor, and other combinations.  So, this confuses the consumer.

Bottom line, I am not hear to tell anyone how to conduct business, but just think about this:  We all do business a little different from each other.  If you do decide to give prices, you better be sure the customer is comparing apples to apples, if not, the price you give may be "perceived" as too high, when in reality, it's not.

Food for thought...and your thoughts?

3 hours ago, autoguy said:

What is everyone using for brake pads and rotors these days? 

That is a tough question.  My techs and advisors are very particular when it comes to brake parts, due to quality and noise issues.  They actually make decisions based on the vehicle. For hi-end models, (BMW, Mercedes, Etc.) we prefer World Pac and try to chose OE or as close as possible.  

On 3/22/2019 at 2:59 PM, Joseph Pires said:

We are in both the towing and repair business, so a few things from both views. Never offer an incentive to the tow company for work, any thing is considered a kickback and makes for bad business and may even be illegal depending on where you are located. Most often when our drivers arrive at a tow the customer already has a shop in mind, if they don't the recommendation comes from our dispatcher not the driver. We base the recommendation on the customers needs, convenience to job or home, the issue with the car ( does it just have multiple flats or something more serious,like died while driving) is it under warranty, we recommend nearest dealer. Yes we do tow to our own shop if it fits the customer's needs, we run the two businesses independently. We choose the shop based on it's reputation for honest work and customer service, because the end result is a reflection on us also. Let the customer pay the bill, it's easier and the customer gets a receipt they can send to their insurance company for reimbursement if they have towing coverage. You need to be willing to look at the car fairly quickly if the person is from out of the area so they can check their options and make arrangements for rides etc.

Great points from someone in the towing business, and yet runs a repair business also.  The more dialogue the more we all learn!

I have been in business a long time, and the only tows I am interested in are from our own customers, or when someone calls and asks to be towed to us.  I have arrangements with a few tow companies. I pay them a wholesale rate and I charge the retail rate to the customer. I don't rely on tow companies bringing me work that they recommend.  There aren't many people that breakdown and don't know where to have their car tows.   People  do breakdown on the highway, and we do get tows from that, but it's not a major source of income.  

I remember being at a meeting with my staff where I voiced my opinion on an important issue. When I was finished, I asked if everyone was in agreement. Everyone nodded their heads yes. 

After the meeting, one of my service advisors told me that half of the employees did not agree with me.  When I asked why did they agree, he replied. “You’re the boss, you intimidate others.”

This made me think about my leadership style.  Being unapproachable will prevent you from hearing other opinions; which is important to the success of the company.

When speaking with your employees, ask a lot of questions. Avoid giving your opinion until you have heard from others.  Praise suggestions and the opinions of others, and thank others for speaking up.

The most successful teams are those that build strategies through a collective effort.

Got your attention? Good! Before I start, let’s get something out of the way. Does technician aptitude or attitude affect the productivity of your shop? Absolutely. But this is the exception, not the rule. If your overall production levels are low, that is the sole responsibility of management. Let’s look at a few reasons for low production levels.

The first area I want to address is billing. Many hours of labor go unbilled due to not understanding how to charge. This area is most prevalent with testing and inspecting. If your technicians are handed a work order, with no direction and not a clear process of what to do, or when to stop and ask for labor testing fees, there will be a ton of wasted labor hours, never to be recovered again.

Next is training. Service advisor and technical training is a key component to high production levels. But let’s not forget in-house training. All policies and procedures must be reviewed often and refined if needed. Your team must follow a process. With no road map, labor dollars are lost. By the way, if you don’t have procedures in place, you need to make this top priority. Every successful organization has a detailed set of workflow guidelines.

Let’s look at shop layout. How organized is your shop? Are shop tools and equipment readily accessible? Or do techs tend to wander around looking for the shop scanner or TPMS reset tool. Are stock items such as wiper blades and oil filters fully stocked and cataloged properly? Do technicians have separate access to technical information? Or are techs waiting to use the same computer station? Again, all these things kill labor production, which kills labor dollars.

Next up is scheduling. There should be a structured approach to scheduling where the day is balanced with enough opportunity to make profitable sales. Have a process where vehicle history is reviewed before the customer arrives. Any previous service recommendations or notes is any opportunity to make a sale. But the key ingredient is in preparation. A customer that’s scheduled for an oil change may have forgotten that he or she received a recommendation for tires. Informing the customer at the time of scheduling and preparing for the work ahead of time, greatly improves productivity and overall efficiency.

Another problem area is with service advisors and their workload. The service advisor, in many situations, handles the front counter, the phone, scheduling, helps with dispatch, part procurement and sales. All these tasks are critical to the daily operations. However, nothing happens in the shop until a sale is made. You need to look at your service staff. Are estimates getting processed quickly and upsells getting back to the technicians in a timely manner? If not, this is another area where production suffers. Carefully analyze your staff and run the numbers. More estimates processed means more sales and higher profits. Adding a service advisor or an assistant may be the missing link in a shop’s production problem.

Knowing your numbers is another key component to attaining high production levels. I will refrain from giving you benchmark numbers, since all businesses models are different. With that said, you need to determine your breakeven and establish your labor goal for the week. Then knowing your labor goal, you need to calculate how many labor hours you need per technician. Then, you need to communicate this number to each technician. Having clear expectations and knowing the goals of one’s position is essential for hitting production goals.

With regard to the technician’s responsibility, let’s remember one important fact; the technician has control over his or her efficiency. That’s it. If you dispatch a four-hour ticket to a tech, the ability of the tech to meet or beat that time depends on the technician’s skill, experience and training.

There are a lot of other factors that influence production, such as the right pay plan and hiring the right people. But perhaps the most important influence is leadership. The shop owner or manager must study and look at the entire operations of the shop. Productivity goals must be established and then a system of monitoring production must be put into place. This includes sales goals, as well. Service advisors and technicians must get continuous feedback on their progress. Improvements in sales and in production, no matter how small, must be celebrated.

The bottom line is this: If you’re not happy with your production level, you need to look at every aspect of your company that influences production. Improvements in key areas put technicians in a position to win. When they win, so do you.

This story was originally published by Joe Marconi in Ratchet+Wrench on March 1st, 2019

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If anyone is going the the Vision Conference in Kansas this week, I will be there at the Bolt on Technology booth. Come by and say hello!  For more info, click on the link below.  I will be representing Elite Worldwide. 

I will be there Friday afternoon and Saturday to mid day.  

https://lp.boltontechnology.com/industry-experts-at-vision

January and February have always been a struggle. People are still paying off credit card bills from the holidays, heating bills are an issue, the weather is a problem and the overall mood of the consumer is not as positive as with other times of the years.

The only thing that seems to help somewhat is the make sure you flood your customers with service reminders and recommended repairs during this time and get on the phone and call people who have not done the work you have recommended.  Also, budget for the slow down to ride out those months.

If there is one thing that doctors and dentists do very well, it's that they book the next appointment for their clientele. I have heard every excuse possible why many auto repair shops don’t do this.  But the fact remains that everyone in your shop today will need future service and repairs. And the question is, “Are they coming back to you.”

Another reason for booking the next appointment is that there are times when not all the recommended services were done today. Some were postponed due to budget and prioritizing what’s most important.  So, before that customer leaves, make sure the customer commits to a future date to have the work done. After all, why did you recommend it in the first place?

Car delivery is the time to review all the work done today, continue to build the relationship and to inform your customers of upcoming work and services. But don’t leave it to chance that the customer will remember. Be proactive, discuss future dates and put those dates in your calendar.  

Lastly, call customers a few days before the appointment as a reminder. If the appointment has to be moved, then move it.

A few years ago, some friends and I were having dinner at a local restaurant. There were six of us enjoying the food and having a great time. A few minutes after our waiter served us our coffee and dessert, the owner of the restaurant walked over to us, introduced himself and said, “I have people waiting for this table; how much longer do you think you’ll be?” Shocked by his comment, I hesitated for a second, looked up at him and said, “No worries, we’re done.” With just a few simple words, the owner of the restaurant wiped out the pleasant experience we were all having.

As we were finishing up, we couldn’t help noticing the stares from our waiter and the owner. Their eyes were laser-focused on us. They made it obvious that they wanted our table. We didn’t say anything to our waiter, or the owner. But we told each other, “We’ll think twice about coming back to this restaurant.” None of us ever did go back to that restaurant. And I heard similar complaints from other friends about that restaurant. About a year later, that restaurant closed its doors for the last time.

As a business owner, I fully understand what each table means in terms of profit. The tables at a restaurant are no different than the service bays in our business. The more people you can process through the restaurant, the more profitable the restaurant is. The more cars we can process through our service bays, the more profitable we are.

While I don’t fault the owner of the restaurant for recognizing the need to be profitable, I do fault the owner for not understanding a basic rule in achieving success in business. And that is: You build a business one customer at a time and by developing strong, long-term relationships with those customers. And to maintain that success, a business must continuously cultivate those relationships.

The owner of this restaurant didn’t get it. All of us had dined at his establishment before. The owner didn’t see us as an opportunity to strengthen the relationships. He saw the opposite. By asking for our table, he put the emphasis on his next sale and eliminated any chance of us returning again. Losing customers, and not understanding why, is the kiss of death for any small business.

What the owner determined important was profit per table, per person. The process to get people fed and done became the primary objective, when it should have been ensuring its customers were enjoying a nice meal and having a great time. It was a mistake that eventually led to his failure. Never think that customer quantity ever outweighs the quality of the customer experience. Making a memorable experience is the essence of great customer service.

If we dig a little deeper, we find another mistake made by the restaurant owner: believing that the customer experience was over when the meal was over. The meal was prepared, it was served and we consumed it. Then, at some point during the end of that process, we became an obstacle to his next sale. He failed to comprehend that the sale is not over when the meal is over, and that everything that occurs right up to the moment when a customer drives away from his parking lot will have an influence on whether that customer will return in the future.

The lesson for us is simple: Never lose sight of the importance of creating a customer. Establish a culture in your company that cultivates long-term relationships. Build a process that always strives for world-class customer service during the entire customer experience—and especially at car delivery.

Never think that when the technician completes the repair, your job is done. The customer experience continues right up until the time the customer is picking up their car. The time you spend with the customer after the repair is done is as important as making the sale.

Value each customer. Work on those relationships. Don’t worry about short term profit gain. Remember: building long-term relationships, builds long-term profit.

By the way, that restaurant has recently opened up again. My friends and I went there for dinner last Friday night. We noticed that the new owner was walking around greeting everyone. He eventually made his way to our table, introduced himself and said, “Can I get anyone anything? It’s great to see you here tonight and hope to see you again soon. Thank you.”

Now, you tell me: Do you think we’ll go back?

This story was originally published by Joe Marconi in Ratchet+Wrench on February 1st, 2019

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I think it’s safe to say that few people go to McDonald’s for the fine dining. In fact, McDonald’s struggled a few years back when it introduced healthy choices on its menu. Even with its challenges, McDonald’s is considered one of the most successful business models on the planet. It’s a brand that is so well known for its consistency that it actually promotes comfort in the mind of the consumer—a lesson in marketing that could prove powerful for your business.

Imagine yourself traveling with your family on a highway far from home one night. It’s late, everyone’s hungry, and you’ve been on the road for hours. You’re not familiar with the area but you tell yourself to turn off the next exit and find food. As you drive off the exit, you notice a cluster of stores and bright lights; a good sign for weary travelers. As you approach the stores and bright lights you notice two food establishments: Billy’s Burgers and McDonald’s. The only two restaurants in town. Now you tell me: Which one would you choose? Most would choose McDonald’s.

While there are many reasons why most people would choose McDonald’s over Billy’s Burgers, perhaps the most compelling reason is that McDonald’s has done an amazing job building its brand on the consistency of its service and its products. McDonald’s’ customers know exactly what they are getting, and that communicates comfort. People tend to feel more secure with what they know and what they anticipate.

So, what does McDonald’s have to do with running a repair shop? It’s the marketing lesson of consistency of service. Promoting consistent world-class service with each customer will create an experience that will give customers a compelling reason to return in the future.

Now, most of us are not franchised across the country, and many of us are single location business owners. Our business model is different in that we tend to build relationships over time. While we may not be a national brand, we can still have brand recognition in our community. We can still have a brand that communicates consistency and comfort; a winning marketing strategy.

When a customer walks into your business, it’s not because he or she is hungry and looking to eat a meal. There’s a problem with his or her car, or a service they need to have done. People rely on their cars and leaving their car at your shop can be disrupting to their lives. This causes a level of anxiety within every customer. We need to recognize this and find ways to reduce or eliminate this anxiety. If not, the experience won’t burn a positive impression in their mind, which means they may not be back.

The customer experience is a crucial element to the success of any company. But, do we fully understand the impact of consistency in service at every step of the customer experience? How being consistent can promote a feeling of comfort and security? Your customers must be greeted the same, the phones must be answered the same, car delivery must be the same, and the quality of service and repairs must be consistent. Something as simple as forgetting the lube sticker or not resetting the maintenance light can raise anxiety and make the customer question the quality of your service, which will have a negative effect on the entire experience.

However, the marketing lesson is not only how you define great customer service, but in defining how to deliver consistent, great customer service at every step of the customer experience, time and time again.

This strategy will ease the anxiety within your customer, which will benefit you the next time your customer’s check engine light comes on or when her car needs servicing again. By delivering a consistent, amazing customer experience again and again, you will instill comfort and security in your customer’s mind. This simple strategy increases the odds that the customer will think of you the next time for their automotive needs. And that’s the secret of McDonald’s.

Think about this. A consumer is traveling to work on a Monday morning. She notices that oil change maintenance is on. This consumer has been to your shop, the dealership and the local quick lube in the past. She knows the cars needs servicing. Where will she choose to get her oil change done? Will it be your shop? Will it be the dealership or quick lube? That all depends on what business made the best impression in her mind.

This story was originally published by Joe Marconi in Ratchet+Wrench on January 25th, 2019

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On ‎1‎/‎3‎/‎2019 at 9:02 PM, autorepairuniversity said:

Interesting post. My account told me something once that has always stuck with me. He said “in a way paying taxes is a blessing”. When I looked at him funny he laughed, and said this “if you’re not paying in a pile of money at the end of the year, it means one of two things. Either you’ve had a terrible year, or you are cooking the books”. That gave me new perspective on the way I think about taxes.


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Your accountant is dead on! I have been in business for 39 years. I have to be honest, I hated the years I had to pay a lot of taxes, until I realized they were my best and most profitable years! 

With over 40 years in the auto repair industry, I can write a book on shop production, and I would title it: "The reason why production suffers, and ways to improve it"  But, perhaps the first step in getting production to where you want it is to promote team spirit. Yes, I know about training, workflow processes, making sales, the right tools, quality equipment, shop layout and correct labor billing.  All that counts too. But, none of that means anything if your techs and service advisors work in  an workplace with poor morale. 

As a shop owner, recognize the performance of your employees. Set the right tone and encourage them to exceed their limitations, and also say thank you once in a while. Raise team spirit, and you will raise production.

I know this is a wide-open field for discussion; so what are your thoughts. 

9 hours ago, xrac said:

My problem with BG has always been the price if the products. They seem to be too high for us to make decent money in selling the service. 

I agree Frank.  We keep the margins low for that reason.  We want to be competitive.  What we do is to combine services. For example: When replacing spark plugs, we sell a package - Spark plugs, Oil Change, MOA, Fuel Induction Service.  Or, we combine any brake work with a brake fluid flush.  When we do a timing belt, we will package in a coolant service.  When we do Factory Maintenance Services on vehicles less than 100k, we offer the benefit of the BG Lifetime Protection Plan. There are many other examples. We also so seasonal packages: MPI Safety Check, LOF, MOA, CF5 for $69.95. 

By the way, perhaps our best marketing plan is the Lifetime Protection Plan. A week does not go by when we tell someone, "Good News, Bad News" The bad news is you need a water pump that will cost $600. The good news, you don't pay a dime. It's covered under the BG Protection Plan.

I hope this helps.  

On 1/20/2019 at 10:33 PM, xrac said:

Joe what does a three part fuel treatment kit cost you?

We have a few different three part kits.  GDI, regular fuel injection, etc.  Our rep makes up the kits for whatever we need. 

Below is a link to an article in Ratchet and Wrench Magazine about what Valvoline is doing about the tech shortage.  The aftermarket needs to look at social media and other unconventional ways to bring techs to our industry. 

https://www.ratchetandwrench.com/articles/7471-Valvoline-launches-auto-career-platform

Frank, I have seen this before, and you are right; it hurts us all.  And as you said, we are all in this together.  I don't know if we will ever overcome some of these challenges, but we are making a difference.   I have been in this industry for decades and I see a promising future with bright young techs, service advisors and shop owners that truly care about the work they do and the industry.  As long as we keep communicating and pushing forward, we will continue to make a difference.

In my opinion, competition is actually good for the industry, and good for your repair shop too.  It keeps us focused and forces us to maintain pace with other repair shops.  It drives us to take a look at our own business to see where and how we can make improvements.

Don't worry about the competition.  And never compete on your competition's features. Find what sets you apart; your differentiation factor.  Deliver world class service and promote your culture to your employees.  

So, how do we handle the competition?  Learn from them, but don't copy them.  Become the best you can be.  Promote a culture of customer caring with your employees. The rest will take care of itself.

Your thoughts?