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Selling More MaintenanceService: Fluid Exchanges?


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Our company is interested in researching the purchase of some new equipment for performing fluid exchanges at our shop. Do any of you have any experience with any particular brands of equipment, or can you give a thumbs up for a particular service program? I know some of the manufacturer's of those machines also sell the chemicals directly to professional servicemen.

 

The services we're seeking to sell more of:

 

Cooling System Flush

Air/Induction Decarbonization (Top Engine Cleaning)

Brake Fluid Flush

Power Steering System Flush

Transmission Fluid Drain & Fill / Flush (Advice?)

 

- also -

 

We're seeking a line of retail additives worth selling in our lobby, or to be used during any/all of the services above, including:

 

Engine Oil Stop Leak

Oil Stabilizer (High Mileage Detergent Additive)

Power Steering Pump Conditioner

ATF Fluid / Gasket Conditioner

Cooling System Flush / Chemical Additive

Fuel System Additive

 

Your thoughts on these matters would be appreciated. Currently, maintenance services only represent about 10% of our sales. With the possible addition of new equipment, we're in need of developing a program to encourage the sales of more manufacturer's maintenance items, and fluid exchange service.

 

Thanks in advance!

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We use B-G Products for throttle body/air intake/fuel injection services. It's the best we've used. The primary fluid services we do are brake, power steering, and transmission. For brakes we use a Snap-On machine, for Transmission a T-Tech, and for power steering a "generic" machine. They all work well. The best machine is the one between the service advisor's ears that explains the need to the client. Today on one van we did the power steering, brake, coolant, and fuel/intake service. Helps the vehicle.....raises the ARO......gives the tech satisfaction of doing a thorough job.

 

Hi-Gear

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Our company is interested in researching the purchase of some new equipment for performing fluid exchanges at our shop.

 

Before buying any equipment, first do your research for pricing on the fluids and time involved so you can make a projected income on the return on your investment.

 

OEM fluids are very low margings items, unless you know how to position them, the value is difficult to present to a customer if they have not developed trust in your business, as there are many fraudulent operators out there.

 

OEM Fluids are engineered products and you have to give the customer this knowledge as to the essense of using the correct fluid and product. If you can substiture branded product for aftermaket comparable product with your customer approval your margings can certainly improve. I found a way to educate the customer, get their commitment and to keep them coming back for service maintenance. that was the only way I could justify the upgrade into more expensive service equipment.

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BG Services is one of the top contenders I was looking at. They seem to have a well established program, training videos, and of course, at least from what I've read, quality products/chemcials. Another company, offering hat I think is a "generic" type approach, is called QuickDraw, which seems to have inexpensive machines, but there's not a sense of the congruency of a real "program", with the added training, or even marketing materials to help sell the program.

 

Do you offer the services as a package, or have you considered selling a "Maintenance Program" card as a grouped/discounted rate? I know this topic is something as old as the industry itself, but I'm hoping to really punch out a solid program that we can soon become known for in our community. We've done the same for a brake service program I believe has become valuable, and we've been able to grab that ever-valuable top-of-mind real estate when it comes to brake service, so people think of us first, as they recall the program's benefits.

 

Here's a good question for you all, and one that will surely humble me, as my little company has a long way to go before we're reavhing our shop's potential in our town. What percentage of your overal sales dollars is coming from brake service? How about from maintenance service?

 

As silly as it sounds, I don't include LOF service into maintenance. I realize it's CLEARLY maintenance, but IMHO, someone that let's us perform an oil change service is not necessarily someone who appreciates the real value in spending money on maintenance to avoid breakdowns.

 

This is what we categorize as "Maintenance" in our system: Mfr. 30/60/90 packages, our annual "car care service" package, all fluid exchange services, battery terminal cleaning/protectant, etc.

 

Hey - please help this new guy figure out whether my goals are realistic, or maybe even if I'm not setting the bar high enough. How much brake / maintenance service does YOUR shop do?

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What's to stop you from what BG Services does? Developing your own program is not that hard, albeit you have to give it some brain power.

 

I sell maintenance at 80-90%, I don't do tough intermitten diagnostics if I can help it. I work hard to pull regular maintenance from the dealers and their customers into our stores, I TRY NOT TO MARKET OIL CHANGES.

 

I use nexpart and use their buyer's guide to see the parts I need to craft maintenance programs that I can sell to segment of my customers, then I make them an offer they can get onto my programs to keep coming back to my stores.

 

We are no longer a mechanic shops, we are basically a marketing company that profiles their best customers and see how we can keep them happy and coming back to us, the point being, there are other auto repairs shops but why use them when I can take care of them with no hassles.

 

Having said that, I do not market to nickel and dime customers that are not value generating, I steer those to my competitors.

Edited by HarrytheCarGeek
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I sell maintenance at 80-90%, I don't do tough intermitten diagnostics if I can help it. I work hard to pull regular maintenance from the dealers and their customers into our stores, I TRY NOT TO MARKET OIL CHANGES.

 

Harry,

 

Are you saying that 80-90% of your shop's revenue comes from maintenance services? I don't think we're positioned to becoming just a maintenance shop like that, as we're counted on to be much more than that to our guests, but I know there's a lot more maintenance we should be selling to help them keep their cars on the road longer.

 

What kinds of things do you do to "pull regular maintenance" from dealerships? I'd love to be able to add some marketing dollars to our budget to increase that segment, also.

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Harry,

 

Are you saying that 80-90% of your shop's revenue comes from maintenance services? I don't think we're positioned to becoming just a maintenance shop like that, as we're counted on to be much more than that to our guests, but I know there's a lot more maintenance we should be selling to help them keep their cars on the road longer.

 

What kinds of things do you do to "pull regular maintenance" from dealerships? I'd love to be able to add some marketing dollars to our budget to increase that segment, also.

 

Map out the lifecycle of your typical customer at your store. Check your perspective as to how you view maintenance vs repair, what is the lifecycle of the consumables in today's cars. Would you rather keep the dollars in your store or give them to the towing companies when customers have breakdowns?

 

Let me give you some specifics, I use three wonderful tools, I use Autotracker PLUS and DemandForce by Intuit, and another program for financial profiling of my customers.

 

Check your numbers and see how much it costs you to acquire a customer, I was not pleased with that number to be honest in my case, so I changed my strategy to get more customers in through my doors at a lower cost.

 

I had a partner that did insurance photo inspections, but his people hated doing them. Since I wasn't in the bodyshop business, I hadn't given it any thought in bringing that business in. So I asked his people why they hated doing insurance inspections, and they said it was time consuming and they would never see that customer again. Light bulb went off in my braincell....

 

Think about the wealth of information and opportunity you have when a customer comes in for an insurance photo inspection... I developed a welcome package, offered them a free safety inspection and profiled the customer and car. Input all this data into your systems and map out the possible revenue for the next three years for those customers. If the vehicle is a brand new car, you know they will go to the dealer, but you still have the data and you can still map out services and make offers to them. if there are recalls, let them know, this builds good will and trust with them, if they have other cars, they will bring them to you.

 

Mine your service data, and see at what mileage are you changins alternators, starters, batteries, etc. Then take the manufacturers recommend service maintenance, develop offers from those that information.

 

For example, car has a five year old battery, sell the cables and terminals they most likely are sulfated, and it's a six year or older car, recommend selling the starter before it completely fails. You have the data. Same for brakes, struts, ball joints (suspension), tires, tune up stuff, consumables, wheel bearings... just like a farmer tills the land, you have to be pro-active and start pre-selling the consumables, have your customer budget for those big ticket items...

 

Make them an offer, give them an option to buy in early, take a small deposit to lock them in psychologically, give them value and they will reward you in kind. Then there are the customer that doesn't listen, he is always coming in on the back of the tow truck and he is always broke. Profile him as such and take his business accordingly.

 

My $0.02 cents.

Edited by HarrytheCarGeek
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I did one thing that almost double my PM monthly income. I have no connection or interest in this business or person. He sells cutting edge stuff, it is simple and easy to use. It also holds up under criticism because it is chemistry. It is a bifold product with Fluid test on Chromatography paper. It is low pressure to the customer, I sorta pick and choose who to perform test for. Just check it out . I actually spoke to the guy on the phone in West Palm Beach and he told me the story of how he got into the fluid testing business as a disgruntled customer with a horrible experience at a Repair Facility. He had a good point and has some very cutting edge and quality products. http://www.fluidtesting.com/

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I did one thing that almost double my PM monthly income. I have no connection or interest in this business or person. He sells cutting edge stuff, it is simple and easy to use. It also holds up under criticism because it is chemistry. It is a bifold product with Fluid test on Chromatography paper. It is low pressure to the customer, I sorta pick and choose who to perform test for. Just check it out . I actually spoke to the guy on the phone in West Palm Beach and he told me the story of how he got into the fluid testing business as a disgruntled customer with a horrible experience at a Repair Facility. He had a good point and has some very cutting edge and quality products. http://www.fluidtesting.com/ I sell the BG line to my top tier customer, Some of mine want the less cost. I let them decide. I personally like the BG product, my BG rep actually comes and helps me if I run into a snag. That also helps.

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Map out the lifecycle of your typical customer at your store. Check your perspective as to how you view maintenance vs repair, what is the lifecycle of the consumables in today's cars. Would you rather keep the dollars in your store or give them to the towing companies when customers have breakdowns?

 

Let me give you some specifics, I use three wonderful tools, I use Autotracker PLUS and DemandForce by Intuit, and another program for financial profiling of my customers.

 

Check your numbers and see how much it costs you to acquire a customer, I was not pleased with that number to be honest in my case, so I changed my strategy to get more customers in through my doors at a lower cost.

 

I had a partner that did insurance photo inspections, but his people hated doing them. Since I wasn't in the bodyshop business, I hadn't given it any thought in bringing that business in. So I asked his people why they hated doing insurance inspections, and they said it was time consuming and they would never see that customer again. Light bulb went off in my braincell....

 

Think about the wealth of information and opportunity you have when a customer comes in for an insurance photo inspection... I developed a welcome package, offered them a free safety inspection and profiled the customer and car. Input all this data into your systems and map out the possible revenue for the next three years for those customers. If the vehicle is a brand new car, you know they will go to the dealer, but you still have the data and you can still map out services and make offers to them. if there are recalls, let them know, this builds good will and trust with them, if they have other cars, they will bring them to you.

 

Mine your service data, and see at what mileage are you changins alternators, starters, batteries, etc. Then take the manufacturers recommend service maintenance, develop offers from those that information.

 

For example, car has a five year old battery, sell the cables and terminals they most likely are sulfated, and it's a six year or older car, recommend selling the starter before it completely fails. You have the data. Same for brakes, struts, ball joints (suspension), tires, tune up stuff, consumables, wheel bearings... just like a farmer tills the land, you have to be pro-active and start pre-selling the consumables, have your customer budget for those big ticket items...

 

Make them an offer, give them an option to buy in early, take a small deposit to lock them in psychologically, give them value and they will reward you in kind. Then there are the customer that doesn't listen, he is always coming in on the back of the tow truck and he is always broke. Profile him as such and take his business accordingly.

 

My $0.02 cents.

Harry, that is good stuff. It sounds like me and you are on the same page , thinking and preparing ahead, you are just a bit ahead of me. I am convinced a guy like you will have great days forward.

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There's a fine line between preventative maintenance and unnecessary repairs. Be cautious. As far as the engine stop leak/conditioner/etc its mostly garbage. Ask yourself, are any of the additives approved by the manufacturer? With very few exceptions, notably coolant additives for diesel trucks, the snake oil is detrimental.

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There's a fine line between preventative maintenance and unnecessary repairs.

 

I suspected someone would bring this up, what better source of knowledge in the field of preventive maintenanace that those that run critical systems:

 

"An Introduction to Predictive Maintenance" By R. Keith Mobley

http://www.amazon.com/Introduction-Predictive-Maintenance-Plant-Engineering-ebook/dp/B004N3CN8W/ref=sr_1_1/177-9018369-7711051?s=books&ie=UTF8&qid=1446309546&sr=1-1&keywords=9780080478692

 

 

Analysis of maintenance costs have shown that a repair made in a reactive, i.e. after failure mode will normally be three times greater than the same repair made on a scheduled basis.

http://www.ruylecorp.com/pdf/TheBasicsofPredictivePrevMaint0124.sf.pdf

 

That's why the guy's car that comes on the back of the tow truck is always in financial trouble.

Edited by HarrytheCarGeek
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Map out the lifecycle of your typical customer at your store. Check your perspective as to how you view maintenance vs repair, what is the lifecycle of the consumables in today's cars. Would you rather keep the dollars in your store or give them to the towing companies when customers have breakdowns?

 

Let me give you some specifics, I use three wonderful tools, I use Autotracker PLUS and DemandForce by Intuit, and another program for financial profiling of my customers.

 

My $0.02 cents.

Harry,

 

I think your views are exciting, and I'd love to take you to lunch sometime. I couldn't find your company's website, though, to find out more. How big is your shop - how many bays?

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I suspected someone would bring this up, what better source of knowledge in the field of preventive maintenanace that those that run critical systems:

 

"An Introduction to Predictive Maintenance" By R. Keith Mobley

Harry,

 

While I agree with the "science" behind your views, I think there's a giagantic leap between "Preventative" and "Predictive" maintenance in this context, and it's not genuinely what I'm seeking to do. The moment anyone speaks out in experience about any topic, someone else with more data is likely to speak out against it.

 

I also tend to agree with alfredauto's view: "There's a fine line between preventative maintenance and unnecessary repairs. Be cautious." No one can argue that being cautious is a fool's decision. I'd wager that like many of you, I have some very loyal customers, given our manner of winning/caring for them. Still - I'm not sure there's enough pretty words in the dictionary to effectively say, "Your starter's testing fine, but given that it has xx miles on it, you're likely to need one soon, so we're recommending replacement of the unit"

 

I'm intrigued by the concept of "Predictive Maintenance", and I think I'll pick up some reading on the topic, for sure. I appreciate your input on the topic!

 

Just another guy's 2 cents.

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Still - I'm not sure there's enough pretty words in the dictionary to effectively say, "Your starter's testing fine, but given that it has xx miles on it, you're likely to need one soon, so we're recommending replacement of the unit"

 

You know, like I said, the data now is ready available from your service records to those of OEM parts manufacturers. Clearly a single shop operator does not have the breadth of information available from his records but that information is ready available from other industry sources, namely parts manufacturers.

 

Trucking, aviation, and other industries have been using information like this for decades, and not to mention the insurance industry has been using data like this to make predictive business decisions.

 

Our customers have been practicing "run-to-failure" type of maintenance management, that is to say we only tend to fix things until the vehicle has been put out of service.

 

Do some sampling from your own shops, draw a budget and from the next 100 alternator and 100 starters you replace, inspect them and qualify the reason for failure, you will see some clear patterns emerge, from worn bushings, bearings, carbon brushes, burnt windings, diodes or rectifiers. Compare that to the service data and see what you can extrapolate and then test it.

 

The point is, you can make the recommendation to your customer from facts and let them decide what action to take from your recommendation.

 

Having said that, think about where our industry is heading, and that includes the probability of having driverless cars on the roads in the not too distant future. Who do you think will be servicing those vehicles?

 

I am not too comfortable discussing this things in an open forum, as it eventually leads to discussion of political implication for the industry.

 

 

Edited by HarrytheCarGeek
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For the shops that are using the machines to perform the fluid exchanges/flushes, do they really actually speed up the process versus performing them manually without a machine? I am interested in this topic as well to see if purchasing some of the machines (brake fluid, coolant, etc.) would help speed up the process in performing the services that we are currently doing manually without machines. Also, does BG provide you with marketing material to help promote the products?

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I unknowingly at times practice Harry's approach of predictive maintenance. My whole life I have used that approach with my own personal vehicles. Change it before it breaks, and I have never once experienced an uncomfortable moment with my vehicles outside of a flat on a road trip.

 

Some jobs are harder to sell than others. For example yesterday I finished the day by selling an oil cooler on a 2008 Bluetec. Common nightmare failure for many Bluetec owners. The failure in truth is just the oil cooler seals, but due to the magnitude of the repair, I up-sold a new cooler, intake gaskets, intake cleaning, turbo inlet seal, VCV valve, and turbo feed line seals. This bundled repair is an easy sale because you have to remove the majority of those components to do the fix anyway.

 

Now if a vehicle comes in with a dead battery, unless the terminals are toast, and the alternator is the culprit, it is very difficult to sell the customer a battery, new terminals, and the alternator because they are old and will eventually fail.

 

Perhaps I present it incorrectly, but that seems more to me like a money grab, than preventive maintenance. With the first example I use labor as my leverage. "Hey these things go bad, and I have to do this again if they do. Let's just do it together". Easier sale for me.

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There's a difference, though! We cant say we're suggesting part replacements sell because we're looking out for our customers in these cases. If you're going to suggest that theres a statistical probability that although a starter is working normally, it can be suggested for replacement due to the mileage on the car, and our limited control grouping of data from replacement ts done in the past, I think it's prudent to add (as profoundly) the fact that we stand to profit nicely in this assumption, or as the other gentleman stated, it just looks like a "money grab".

 

If data mining suggests we've replaced starters at 120k miles the last 100 times, its not a slam dunk. First, the act of replacing the unit preemptive to a failure will skew all data gained AFTER the fact. Second, if you change 50 starters this week, but saw 200 cars total with similar mileage, it no more states that those starters were bad, as it does that the remaining 150 were good. In that scenario, WE acted upon the data having made grand assumptions.

 

What happens when we make assumptions, again?

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I recommend fluid services by condition and mileage. I use oem type fluids and make sure that the vehicle leaves with no fitting leaks and full. I road test the vehicle before the service to detect transmission slipping, poor brake feel or engine temp issues. A lot of cars come in with low or overfilled dark/contaminated looking fluid levels, leaking fittings and the customer states that he just had the fluids flushed by xxxx.

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For the shops that are using the machines to perform the fluid exchanges/flushes, do they really actually speed up the process versus performing them manually without a machine? I am interested in this topic as well to see if purchasing some of the machines (brake fluid, coolant, etc.) would help speed up the process in performing the services that we are currently doing manually without machines. Also, does BG provide you with marketing material to help promote the products?

Personally , I think there tranny machine is a good one, the only other machine from BG i have is the air intake cleaner. There are other manufactures who build good stuff also. I have found if you are doing enough volume my BG guys will basically give you some of the equipment. This topic took a turn I was not expecting, I only was insinuating about the fluid changes , I guess you could recommend a fuel pump in GM truck with 150K on it. I personally have not started that although I have some customers that would want me to. That is a fine line as some have mentioned

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I use Wurth, and Wynns products. The Wynns induction service kit is gold. I typically try and sell the induction service at every oil change. Since, the vehicles I service call for oil changes every 10-12k. That's pretty much once a year. I also market it to customers after I do an intake runner cleaning. I use the cost of that repair, as leverage to say, "hey you can prevent this with a top engine cleaning.

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What happens when we make assumptions, again?

 

Cute.

 

How is it a money grab, if you present the facts and the customer gets to make his choice? Do it or not. His choice.

 

We are in the mechanical field, things are engineered by design. That's why manufacturers spend billions on reseach and development.

 

What is the "service life" of the components in cars? Why not ask the manufacturers and follow their recommendations? They know what they engineer them for.

 

When do you think is a better time to have a tensioner and belt replaced, before it breaks or while you are driving out in the open highway or in rush hour traffic?

 

Is it prudent to always drive a part past its useful life that exceeds into the design's marging of error?

 

There is no free lunch in our business, no super natural power, no hocus pocus. Material engineering is a science, we have the data, use it.

 

The difference between poverty and wealth is knowledge and action, the customer may pick me, but I get to choose him. I have no fear of missing out, because I know my business. Likewise, if the customer does not understand what I am doing, I give him the knowledge to make an informed choice, then it becomes his choice to keep picking me if he knows I give him value.

 

Think about all the death traps that come into your shop for lack of proper maintenance that have exceeded the parts useful life; Are you comfortable knowing they are out on the road where your wife and children may come across them?

 

Sell the maintenance, save a life.

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This topic has surely given me a lot to think about. I really appreciate many of the opinions expressed, and I think it's given me a good idea of how I'm going to proceed. Although I'm not convinced that predicitve maintenance is right for us, I'm eagerly looking forward to implementing a much more aggressive approach to offering maintenance service that I TRULY believe will benefit my customers.

 

I recently had the privilege of talking with some manufacturing reps for a few different companies producing fluid exchange equipment, and I think we're going to use BG Products. Their data was thorough, the equipment comes with a really strong warranty, and I believe the training after the sale, and for the life of our relationship with them is going to be well worth the intitial investment.

 

Of course, now I have to compare a cost/index pricing model to the market/competitive data and decide exactly what my company's offering is going to look like on a "menu of services" as far as what I'll charge for them.

 

I haven't seen all the data yet, but I'm going to guess that I'll be able to offer pricing incentives when we're authorized to perform 2 or more services on the same visit.

 

Thanks again, everyone, for your valuable insights. Once again, this community has proven to be a valuable resource for us. I can only hope that over time I'm able to contribute as much help as I've received.

 

Thanks, team!

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  • Have you checked out Joe's Latest Blog?

         5 comments
      I recently spoke with a friend of mine who owns a large general repair shop in the Midwest. His father founded the business in 1975. He was telling me that although he’s busy, he’s also very frustrated. When I probed him more about his frustrations, he said that it’s hard to find qualified technicians. My friend employs four technicians and is looking to hire two more. I then asked him, “How long does a technician last working for you.” He looked puzzled and replied, “I never really thought about that, but I can tell that except for one tech, most technicians don’t last working for me longer than a few years.”
      Judging from personal experience as a shop owner and from what I know about the auto repair industry, I can tell you that other than a few exceptions, the turnover rate for technicians in our industry is too high. This makes me think, do we have a technician shortage or a retention problem? Have we done the best we can over the decades to provide great pay plans, benefits packages, great work environments, and the right culture to ensure that the techs we have stay with us?
      Finding and hiring qualified automotive technicians is not a new phenomenon. This problem has been around for as long as I can remember. While we do need to attract people to our industry and provide the necessary training and mentorship, we also need to focus on retention. Having a revolving door and needing to hire techs every few years or so costs your company money. Big money! And that revolving door may be a sign of an even bigger issue: poor leadership, and poor employee management skills.
      Here’s one more thing to consider, for the most part, technicians don’t leave one job to start a new career, they leave one shop as a technician to become a technician at another shop. The reasons why they leave can be debated, but there is one fact that we cannot deny, people don’t quit the company they work for, they usually leave because of the boss or manager they work for.
      Put yourselves in the shoes of your employees. Do you have a workplace that communicates, “We appreciate you and want you to stay!”
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      Watch Full Video Episode Succession and grooming (00:00:51) Discussion about succession, grooming, and growing young talent in the automotive industry. Training and learning experiences (00:01:34) Rich discusses letting his sons fail and learn while working together in the business. Challenges of being a mobile technology specialist (00:04:10) Zack talks about the challenges of being a mobile technology specialist and learning to interact with customers. Learning from experience (00:05:29) Zack and Tyler discuss their learning experiences and the importance of admitting when they don't know something. Future of the business (00:09:04) Rich discusses the challenges in generating revenue and the potential changes in the industry for mobile work. Working together as a family (00:15:10) Tyler shares his experience of working with his dad and brother, highlighting the dynamics of their working relationship. Learning from Job Experiences (00:16:05) The speakers discuss the continuous learning experience and the value of mistakes in their work. Passion for Working with Hands (00:19:00) Zack expresses his enjoyment of working with hands and the satisfaction in understanding the technical aspects of his work. Diagnostics and Gray Areas (00:19:47) The conversation delves into the complexities of diagnostics, the gray areas in the auto repair industry, and the appeal of clear-cut logic in technical work. Changing the Perception of Technicians (00:22:18) Challenge the traditional perception of technicians and advocate for a shift towards recognizing them as technology specialists. Transition to Advanced Technology (00:23:44) The conversation highlights the transition to advanced technology, including the need for specialized equipment and the future of automotive technology. Business Education and Succession Planning (00:25:40) The importance of business education, succession planning, and the need for understanding the financial aspects of the business are discussed. Client Experience and Problem-Solving (00:29:34) The significance of following up with clients and the emphasis on problem-solving to build strong relationships with customers is highlighted. Succession and Family Business (00:32:39) Discussion about the succession and future of the family business with Rich, Zach, and Tyler Falco. Thanks to our Partners, AAPEX, NAPA TRACS, and Automotive Management Network Set your sights on Las Vegas in 2024. Mark your calendar now … November 5th-7th, 2024. AAPEX - Now more than ever. And don’t miss the next free AAPEX webinar. Register now at http://AAPEXSHOW.COM/WEBINAR NAPA TRACS will move your shop into the SMS fast lane with onsite training and six days a week of support and local representation. Find NAPA TRACS on the Web at http://napatracs.com/ Get ready to grow your business with the Automotive Management Network: Find on the Web at http://AftermarketManagementNetwork.com for information that can help you move your business ahead and for the free and informative http://LaborRateTracker.com Connect with the Podcast: -Follow on Facebook: https://www.facebook.com/RemarkableResultsRadioPodcast/ -Join Our Private Facebook Community: https://www.facebook.com/groups/1734687266778976 -Subscribe on YouTube: https://www.youtube.com/carmcapriotto -Follow on LinkedIn: https://www.linkedin.com/in/carmcapriotto/ -Follow on Instagram: https://www.instagram.com/remarkableresultsradiopodcast/ -Follow on Twitter: https://twitter.com/RResultsBiz -Visit the Website: https://remarkableresults.biz/ -Join our Insider List: https://remarkableresults.biz/insider -All books mentioned on our podcasts: https://remarkableresults.biz/books -Our Classroom page for personal or team learning: https://remarkableresults.biz/classroom -Buy Me a Coffee: https://www.buymeacoffee.com/carm -The Aftermarket Radio Network: https://aftermarketradionetwork.com -Special episode collections: https://remarkableresults.biz/collections            
      Click to go to the Podcast on Remarkable Results Radio
    • By Changing The Industry
      Bonus Episode - Frank Scandura on AutoTechIQ And Enhancing Shop Dynamics
    • By carmcapriotto
      The Weekly Blitz is brought to you by our friends over at Shop Marketing Pros. If you want to take your shop to the next level, you need great marketing. Shop Marketing Pros does top-tier marketing for top-tier shops.
      Click here to learn more about Top Tier Marketing by Shop Marketing Pros and schedule a demo:https://shopmarketingpros.com/chris/
      Check out their podcast here: https://autorepairmarketing.captivate.fm/
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      In this podcast episode, Kimberly and Chris Cotton reflect on Kimberly's kidney donation to her brother. They delve into her recovery, the physical and emotional challenges she faced, and the importance of a compression belt post-surgery. Chris shares his concerns for Kimberly's well-being and discusses the adjustments her brother had to make due to the kidney size difference. They also cover her brother's recovery, the medical procedures he underwent, and the impact on his mental health. The episode concludes with a call to consider organ donation, and Chris thanks Kimberly for sharing her story, highlighting the significance of organ donor registration.
      Chris Cotton (00:00:09) - Are you ready to supercharge your auto repair business? This is coach Chris Cotton from Auto Fix Auto shop coaching. The weekly blitz is where industry expertise and business innovation collide. Revenue engines for the week ahead. Every episode has game changing insights, up to the minute industry updates and practical tips to shift your business into high gear. We're talking about stuff you didn't even know. You didn't know people. Make sure to check out one of the other great podcasts on the aftermarket radio network. Big shout out to our awesome sponsor shop Marketing pros. Top tier marketing for not just any audience, but the right audience. Shop marketing Pros connects your European or diesel repair shop with car enthusiasts who value expertise, the auto repair experience and a great relationship. Go pro with Shop marketing Pros your ticket to top tier results. Find out how they can feel your success at shop marketing pros.com/chris. So here we are. Kimberly, we're. This is episode 160, and the original cut we did was episode 150. So if you haven't gone back and listen and listen to that, you can,, if you want to catch up where we're at.  
       
       
      Chris Cotton (00:01:16) - So we are titling this Loosely Catching Up with Kimberly or follow up, and this is the follow up episode to The Kidney Donation. So in the previous episode, we talked about everything that we did running up to it. We've had the,, actual donation and what are we, six weeks past now? Kimberly Cotton (00:01:41) - It'll be seven weeks on Thursday. Chris Cotton (00:01:43) - Seven weeks on Thursday. I don't even know where all the time went. I don't even know how 1010 episodes elapsed either. But,, but this is amazing. So. Even even people that talked to me last week still ask me this week how she's doing. So who better than than my lovely wife Kimberly, to come in here and talk a little bit, talk about the donation and,, and kind of catch us up. So,, how are you doing? Kimberly Cotton (00:02:14) - I'm doing physically. I'm doing really well. Mentally, I'm doing really well., but I have started to notice,, I do have limitations still., I want to get back. Kimberly Cotton (00:02:28) - I want to be like I was before surgery. I could just go and do anything at the gym I wanted to, and now I have to really be careful on how much weight I'm lifting. I have to be careful the classes I'm taking because I am still feeling throughout the day. In the morning I'm great. It's usually in the afternoon and it's my back and strangely enough, it just starts to ache. It doesn't really hurt, it just takes a little bit. And so I just have to remind myself, you're only, you know, six weeks out of surgery. You have to give yourself some grace., but I all of my incisions from the surgery are healing great., I haven't had any issues with that., a week and a half after the surgery, my doctor released me to get back to normal activities., he did say, you know, don't lift anything over £30 and, you know, don't do any kickboxing classes or, you know, classes like that., but he said, yes, you are looking great. Kimberly Cotton (00:03:35) - You just resume your normal activities. Chris Cotton (00:03:39) - And, and so that's where we're that's where we're at now. And I'm going to rewind here just a little bit and talk about, you know, kind of the run up to surgery and everything. But you know, I, I kind of knew this was how this was going to go because I know you, you're like, you like to push things and they are pretty much everything they've told us, like, okay, this is going to happen here. This is going to happen here., and they said, like, it's going to take six months for you to get back to quote unquote, normal. And I think you forget that sometimes that,,, they told you six months and you're like, I know you're superwoman, but sometimes, you know, you got to slow down. Kimberly Cotton (00:04:15) - I do forget that I've donate a kidney. I literally do forget., because physically you can't tell., it's all like, internal. And if you didn't know me, you wouldn't know that that's what happened. Kimberly Cotton (00:04:31) - , so yes, I do have a problem with containing myself, and I. I'm humbled. Just about every day my body says, okay, that's enough. Stop. So. Yes. Chris Cotton (00:04:43) - Well, and I will tell everybody that's listening. She's like swimming on Tuesdays. She's doing her kickboxing now., she rides her bicycle to the gym. So she's she's pretty much getting after it, maybe not quite as hard, but she's, she's, she's doing great. And and I love you so much for doing this for your brother. And I still think I'm amazed every day, but the fact that you could do it because I know I couldn't. There's no way. So. So last time we talked to people, we were kind of giving them the rundown of the way we thought things were going to happen. And so I kind of wanted to follow up on what actually happened,, like the run up to the surgery, if you can maybe just go back and tell us, like, like you and I drove to Tulsa, we got into the Airbnb and kind of just take it from there a little bit, and we'll just work forward from there. Kimberly Cotton (00:05:35) - So,, two days after we made it to Tulsa, we had a follow up., basically they wanted to retest everything. So,, my brother and I both at the same time, went to the hospital and we did,, an EKG. We had blood tests., we did all kinds of different stuff., at that time, they gave me information that I was going to need for the surgery. Now, knowing that. I may not still be a match. Something else could have gone wrong between that appointment and the donation, which was a week away. So even though we are doing this and they're giving me all instructions for the surgery, it's still not a guarantee. And so we had to keep thinking about that., so we had the appointment pretty much all day, you know, met with, the nephrologist again and the, the kidney center., again, they're saying, you know, you can still back out. This is still your choice., we won't tell your brother any, you know, just, you know, something else happened, and not that you would have pulled out. Kimberly Cotton (00:06:44) - And it never even crossed my mind to not go through with the donation. I mean, it just. It is what it is. I was going to do it no matter what., so then after that Wednesday,, it was pretty much just a waiting game until we heard from my kidney advocate., the next Tuesday. So we did all the testing on that Wednesday. Then we had to wait until the next Monday and I had to have a Covid test., and then after that, it was again, you were just waiting. And then Tuesday afternoon., they finally called and said, okay, all the cross matches are still good. Everybody's healthy. Covid was negative., so we're good to go. So even though we thought we were good to go and the surgery was scheduled, it's never really a done deal till the final. Okay. Everybody's good to go. So then it was just another, you know, let's see. That was Tuesday. So the rest of Tuesday, all day Wednesday I had to not eat or drink anything, but I couldn't eat anything on that Wednesday it was an all liquid diet. Kimberly Cotton (00:07:54) - And then after midnight on that night, I couldn't have anything to eat or drink,, through the surgery. So I'd been fasting. I've been doing some, some of that, so I was comfortable with that. It was still hard., I was still, you know, I still wanted to eat, but I made it just fine., but I was getting very antsy. I just I wanted to get it done. I everything was good. I'm like, why do we have to wait? But that's when we had it scheduled for that Thursday. So it was just a waiting game at that point., so I tried to get out and walk a couple times a day just to get, you know, fresh air,, get my mind off of it. Which helped., and then my mom and dad showed up that Wednesday evening as well. So that helped me take my mind off of it, too. So they come over,. And stayed for another week and a half after that, just to take care of me and make sure I was doing okay, and basically to say, hey, you don't need to be doing that. Kimberly Cotton (00:08:58) - But so anyway,, everything's good to go. We wake up at 4:00 on Thursday morning. My brother and sister in law actually come pick us up. So we don't have too many vehicles at the hospital and we make it to the hospital. We get all checked in., and then they called me back first, and. That was it. That was like, okay. That was the point where I was like, okay, this is real. And for me, until something happens, it's not really real. When they called me back, my brother gave me the biggest hug and said, I want to thank you so much for doing this for me. So he gave me the big hug. It was hard for him to let go, but he let go and they took me back to my room. And so. Chris Cotton (00:09:50) - So I'm going to I'm going to stop you for just a second right there. So if, if anybody out there is listening, never experience this., I knew where we were going and I'd seen the room before. Chris Cotton (00:10:03) - I really didn't know kind of my part in all this, which is not super important other than just support. But,, you know, in hindsight that day. No, I don't think they prepared us for that day or they didn't prepare me., because we walk in there and they're doing, I think, 96 surgeries that same day, everything from kidney transplants to heart transplants to there was a lady there that was there to get her,, leg amputated from diabetes,, pacemakers, everything. And all this is happening at once. Every person individually has their own team the, the, the donor, the recipient. And it was really, really something. It was interesting to watch. And again, like Kimberly said, we got there, you know, 430 in the morning and they were done with all the surgeries. By 530 that afternoon. They had like everybody off to recovery. The, the,, the rooms were empty, but basically we got like a little cubicle for the family to sit in, and they called us every hour,, to update us, the nurse did to let us know that we're okay and or that Kimberly's okay, not us. Chris Cotton (00:11:13) - Okay? We're just fine and kind of keep us apprised of all the situations that's going. So that's kind of what I was doing during the day sitting, waiting, managing family and things like that. So,, so, okay, so you saw your brother,, I think I was back there with you until somewhere around that point, and then the nurse finally says, well, okay, you can't back out at this point. We're a go. We're go for liftoff. So,, I give you a hug and a kiss. Take your glasses or put it in the bag and they wheel you out. So if you want to pick it back up from there, then then that would be great. Kimberly Cotton (00:11:49) - So,, right before she says, okay, we're good to go, the surgeon comes in, he's like, okay, there's you know, he marks the spot, literally marks the spot where, you know, things are going to happen. And so then the two little air ladies come in and they wheeled me down the hall. Kimberly Cotton (00:12:08) - We were supposed to have rooms right next to each other, but,, that didn't happen. So as they were wheeling me back to the E.R.,, or the E.R., the operating room,, I saw my. They'd paused at my brother's door, and that's when it got me. I had been fine. I hadn't cried or anything until that point, and I paused and I said, okay, I'll see you on the other side. And he said, thank you again, I love you. And I'm crying as she's willing me back. I'm fine. Nobody else is with me. It's just the poor ladies listening to me cry with me. Back to the operating room. But once I'm through the doors, it was. It happened so fast.. They killed me in. They got the table ready that I was going to be on. They scooted me over. They laid me on my side. They put the oxygen mask on me, and I didn't even count to ten. And I was out. Kimberly Cotton (00:13:14) - I don't remember anything after that. The only the next time I woke up was in the recovery, and I had lots of blankets on me because I think I was shivering because it was cold., and I just remember I had two nurses continuously checking on me. How are you doing? Do you need this? Do you need that? And the only thing I said was, is where's my husband? Can I see my husband? And so I think that's at the point. They went and got you and brought you back. The problem was, is I had to stay in recovery for quite some time. Our surgery was early and so it lasted, what, four hours, I think something like that. Chris Cotton (00:13:56) - Yeah. They, they told they pretty much told us this is a four hour surgery and, and we're going to have you because of the staging and everything. I guess they give you kind of like they give you like an hour headstart and then and then then they start start on, started on your brother and and then they've got your kidney, which they, the doctor said, hey, it looks pink. Chris Cotton (00:14:20) - It's great. We cleaned it up. And so basically they will you out to recovery and then and then clean up the kidney, get it put into your brother and and then he's off and going. But, yeah we had a trouble. We had trouble getting into the actual,, the room that we that not not not I guess ICU or recovery, but your actual room that we stayed in for two nights. Yeah., so you were done by 11, and I think we had you in your room by five. So we kind of sat around for spent more time sitting around trying to get you into another room than than the operation took. Kimberly Cotton (00:14:59) - Yeah., luckily I slept a lot during that time., so it wasn't too bad for me., it was just. I was just down there for a long time, so. Not a big deal. They got me up into a room., and actually, I, I was hungry,, when we finally did make it up to the room,, so I, I think we had tried to order something through the hospital, but they, the time had passed when they were delivering meals and stuff. Kimberly Cotton (00:15:31) - , I did you bring me something or did I? I don't even remember what I had that I. Chris Cotton (00:15:36) - Think I think we, I think I got you, I was able to get you something that you could eat. Kimberly Cotton (00:15:41) - I don't think I was very hungry, but I wanted something small, so. Chris Cotton (00:15:45) - Well. And and to give everybody like the idea of the recovery room you're in, basically, it's just like a long row of beds with like 10 to 15 slots on either side. And when I first went down there, you didn't have anybody next to you. So then we got you some ice water. I think we got you some pudding then or something. Yeah., but because the HIPAA regulations, they were bringing other people down on either side of you, and they had me leave. Yeah., but so we. So we got you to the room and kind of settled in a little bit., and we were trying to manage your pain, and I think, I think one of the important things, if you're listening and you're going to go through this out there, they talk about this. Chris Cotton (00:16:32) - It's not a phantom pain. But what happens is, is where the kidney was. And they insert these robot fingers inside your body and they blow up your abdomen with nitrogen. And and they do this with a robot. And they try to get all the air out, but they can't. And what happens is, is the air or the nitrogen that's left pushes on your diaphragm. And when that happens, your body thinks your shoulder hurts. So it has this like tremendous pain in your shoulder. And I've seen Kimberly,, give birth. I've seen her do all kinds of stuff in 25 plus years that we've been together. And I've never heard her. Yell in pain or anything like that. And oh, maybe that's what had happened. I'd gone and got you something to eat. And then I went and got me something to eat. And when I was coming back, I heard you hollering down the hallway I had. Kimberly Cotton (00:17:30) - Yeah, you hadn't probably been gone 20, 30 minutes maybe. And the pain all of a sudden hit me so hard. Kimberly Cotton (00:17:38) - So I pushed the nurses button and took them, you know, longer than I wanted to them for them to respond. But they finally responded and they said, can we help you? And I said, I need something for the pain. My I'm absolutely excruciating right now. And they said, what on the scale of what to what I'm like, I am above a ten. I mean, this is awful., and so it took them a little bit and then he could hear me moaning and groaning down the hallway, and I think he sprinted to the room after he could hear me., but it just hurts so bad., and it's the strangest thing I don't get it., but it wasn't just one shoulder. It was across my back, right at my clavicle. And it just so hurt, so bad until the pain medication finally kicked in., initially, I had only wanted to stay one night in the hospital, but everybody was like, just see how you feel. See how you're doing. Kimberly Cotton (00:18:41) - Well, the next day, the doctor,, comes. Another one comes in and takes me over, and he looks at me and he's like, yeah, you're spending another night. He could tell the pain on my face. And it wasn't constant, but it was just enough for him to say, yeah, we're going to up the dosage of your pain medication. And you're saying I'm like, okay, so but after they up the dosage, it was much better and much more manageable. Chris Cotton (00:19:07) - So, so out of all the things that they didn't tell us, this was kind of like the big moment or less and not right then. But,, so they wanted me to get her up and have her walking like at 8 p.m. that night. And so that happened. I think we took you for a walk before this happened. Yeah, but but what nobody told us was, was about 30 minutes before you get up to walk, call a nurse, have them give you the pain medication. That way, when you're sore and hurting after the walk, you've already been medicated and you're good to go. Chris Cotton (00:19:44) - So I think I think we walked you that night. I think we walked you a couple times that next day. And then I think the nurse that came in the following night was the one that was like, hey, you guys should be taking pain medication before you walk. And nobody, nobody told us that up until then. And that's,, that's like some Ron White. That's good information to know, right? Like. Yeah. Like,, that would have been handy. That would have been a little handy tidbit for people to tell us., so I, I think... Click to go to the Podcast on Remarkable Results Radio


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