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Posted

I am getting ready to move into a new building (larger and more overhead). I have been able to work the last few years out of my own garage which has kept my overhead costs way down but my business has become to big for one of my neighbors and someone called the county on me even though I have never had any complaints from the neighbors. Oh well.

 

Of course, with the bigger building comes bigger expenses and overhead. Can anyone give me some good ideas on how to properly set my prices to not kill myself financially.

Posted

The formulas you have gotten so far are going to be a big help. But through all of the congratulatory fluff I noticed no one mentioned the ugly side of all this. What was your labor rate? What will it have to be with the new overhead? How many customers will you lose to Backyard Bob because you are too high? You may not want to believe it but you will lose some when your rates go up, if they have to move too much.

 

I know this first hand. I was a mobile guy, I did side jobs when I had a day job. I had low overhead and low rates. I then went legit, like you are now. A very good friend and good source of leads dropped away because I was too expensive. Of the solid base I had built up and naively was relying on, I kept less than a quarter because of the mandatory higher prices. So if you aren't doning any, or much marketing now, you better figure in some serious coin to get some started, at least for the first year you are legit.

 

And I say you weren't legit because if you were working out of your home garage, in violation of zoning laws, you were no better than the Craigslisters and shadetree grease monkeys. You skirted the law and undercut the competition by not truly being competitive. Think about it, the guy three blocks over working out of his garage or the back of his Astro van will be able to cut your throat on overhead and undercut your labor rates, because he isn't playing on the same level or by the same rules (laws). I can't say I'd be happy if my neighbor started an industrial operation (that's exactly what car repair is) next to my home either.

 

But good luck in your new venture and I hope you can successfully make the transition.

Posted

I'll agree and disagree with the trusted mechanic. I sense a little animosity from him towards you because you were working out of your own garage, even though he admits he did it (mobile) before opening a shop. True, you may have skirted the zoning laws by doing that (we don't know that part of the story), but, you still had overhead. If you were working out of your own garage you still had to pay for electricity and heat, right? You did have insurance, right? You did make tool purchases to stay current, right? If you were doing it "right" you still had overhead, not like the guy working from the back of his Astro van who only took gravy jobs because that's all he had the tools and equipment for. If you are moving into a bigger shop that means more work capability, right? Can you get more cars in and out on a daily basis? If it is still only you and no employees you may not need to raise your labor rate too much. How does your rate stack up against the local shops? You will probably need to be more in line with them. More room also means you can buy in bulk. Maybe before the move you could only store oil in quarts or gallons. Now, after the move you have more room to buy oil in 55 gallon drums or more. These are the things no-one here can tell you. You will have to figure it out by doing the math. You should be able to lower your COGS enough that you won't have to compensate too much with your labor rate. More cars in and out can mean a bigger discount on parts too. Again, these are things that only you can figure out. Take my advice with a grain of salt, as I too am a guy working out of my own garage (actually my inlaws). However, I did get the zoning permits, registered with the state as a repair shop, inspection station, told the neighbors (only 1 within hundreds of yards), etc... Even though my overhead is low, I have a hard time competing with the big shots on general maintenance (oil changes, filters, etc...) because I can't buy those items in bulk because I don't go through enough of them. There are advantages to being in a bigger shop that can get more cars through. If you find those advantages you will prosper. For example, I have a one bay shop. I currently have a 2002 Trailblazer on the lift for a transmission swap. I'm waiting on the transmission to be rebuilt so I can't take any more jobs until I get this beast off of the lift. If I had 2 bays I would be able to accept more work while I wait on the other vehicle. If I had a 3 bay shop I could do oil changes and easy maintenance while the 2 other bays were tied up. That's enough for now, good luck in your new shop.

Posted

Dewayne,

I took the stance I did because of the "Poor me, I'm the victim," mentality of the OP when he wrote, "but my business has become to big for one of my neighbors and someone called the county on me." Clearly he had not followed the rules and did not abide by the law as you have done. You stated you have contacted the county, the neighbors, filed the proper paperwork, registered as a repair facility, have insurance, etc. Your only difference as you stated is that your facility cost is reduced, but then too is your capacity. So if you don't want to play by the rules (operating a business in an approved location) and someone calls you on them (files a complaint with the appropriate governing body) then you have no one to blame but yourself. But the underlying point of my missive was still valid. When he grows and evolves into a legitimate shop he will evolve into something some of his previous "customers" will not want and he won't retain them so don't count on them. So even though I was abrasive I was still providing him advice to be cautious, and offering the benefit of my experience.

 

Yes I too did the shadetree deal. But I too saw the error of my ways and went legit. I filed with the state even as a shadetree so I could legally charge for my services. I even had a sales tax license so I could mark up my parts too. Then after a series of poor dealership jobs taken by necessity I decided to open my own shop. And we can all agree, if we really were honest and took a long hard look, we all have a certain contempt for those shadetree, Backyard Bob, Craigslist grease monkeys. Many of us started there, but we all went legit. Just because we started there does not mean that it was right or just. But on the other hand, many of those (time) consumers that BYB serves aren't good customers for us anyway. Too much time involved for too little money, so in a small way they do help up by taking away many of the bottom feeders. But is still does not make it right.

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  • Have you checked out Joe's Latest Blog?

         0 comments
      The Technician Shortage Is Our Fault, And It's Time We Own It
      Nearly every day, I hear shop owners complain: "There's a technician shortage. We can't find qualified people. There's no one out there." If that's true, then who's to blame?
      The industry? The schools? The government? I don't know how you feel, but who promised us an endless supply of qualified technicians?
      Another common complaint is that young people do not want to work in the trades. Well, if that were true, then why are other trades such as HVAC, electrical, and plumbing growing? What are they doing that the automotive industry is not? 
      Here's the reality we need to face: We do have a problem, but we shouldn't look for someone or any entity to rescue us. Not the government. Not the trade schools. Not the recruiting companies. No one owes us a workforce. If we want great people in our industry, it's up to us. At some point, we need to own up to the truth: Building a pipeline of qualified technicians is our responsibility.
      In this blog article, I will break down the key reasons we are in this situation today and what we, as an industry, can do to solve the technician shortage. Are you ready to look in the mirror?
      Have We Pushed Technicians Away?
      Let's take a look at flat-rate pay. True flat rate, which pays a technician only for the hours they produce, is a controversial pay plan that emphasizes high production levels and creates a competitive work environment that, if not properly controlled, can lead to increased mistakes and a decline in morale and team spirit. Additionally, the stress and physical demands placed on technicians as they age are not favorable to long-term employee retention. What do we do with technicians as they grow older into their fifties and begin to slow down? 
      I have heard all the arguments and pros and cons of flat-rate pay, and I am not going to judge any pay plan. Let the facts speak for themselves. True flat rate has changed in most areas around the country and has evolved into a pay plan that gives technicians some pay guarantee.
      Many shop owners have learned that team morale, along with the opportunity to earn income, is important to technicians and to the company's long-term success. But let me ask you: how many technicians have left or been pushed out over the years because of the old flat-rate pay system?
      Another issue is the workplace environment. I remember being grateful to be hired as a young technician at a local repair shop. While very thankful, the work environment was not ideal. The shop owner kept the bay doors open year-round (I am from New York) unless it rained or snowed. He felt that if the bay doors were closed, customers might think we were closed for business. We had no heat and no hot water. Many of the jobs were done outside, year-round,  in all types of weather. The starting pay was minimum wage, with no benefits, sick days, or vacation pay. 
      Now, again, I need to point out that I was truly grateful for the opportunity this shop owner gave me. I learned a lot working there, and the experience was pivotal in my career. But looking back, I wonder how many people were discouraged by these working conditions?
      While the physical demands of the repair workplace are daunting, perhaps even more critical is the culture. Too many of my generation shop owners preached the mindset of "my way or the highway." We were the business owners, after all. We started our companies, took all the risks, and provided jobs. Why shouldn't we be the ones to set the ground rules our way?   
      Many of us found over the years that the "my way or the highway" mentality was a sure way to isolate employees and make them more likely to look over the fence for greener grass. In other words, it led many technicians to seek employment elsewhere, where they felt they could be appreciated and recognized for their hard work. The issue, however, was that there wasn't much green grass around. Disappointment after disappointment, bouncing from repair to repair shop, eventually led to despair. So, I ask you: were workplace conditions a contributing factor in today's technician shortage?
      Another factor that we are all well aware of is the complexity of the modern automobile. When I started, the work was mostly physical, and you were required to master essentially three vehicle models: General Motors, Ford, and Chrysler. Let's fast-forward to today. The evolution of automotive technology, along with the extensive training and tools required, has outpaced the typical technician's pay compensation, with no clear career path. Again, leading to frustration and insecurity about the future.
      Here is the bottom line: people don't leave their job; they leave their experience. We must do a better job. 
      The News Isn't all Bad; Your Next Steps to Fix the Technician Shortage
      To fix the technician shortage, it will take a combined effort from everyone in the automotive industry, particularly automotive shop owners. Shop owners are in the perfect position to make the greatest impact, not only on their businesses but also on the future automotive workforce.
      First, shop owners must become better leaders and understand that their ultimate success is directly dependent on the people they assemble around them. Any shop owner who mistakenly believes they can build an empire solely on their abilities is destined for serious disappointment. Business owners who think like this will eventually plateau. Without the collective contributions from a team of qualified people, your business will stall; it will not continue to grow.
      Create a workplace that attracts top talent: a clean, professional, well-equipped facility designed to support productivity, teamwork, and a career, not just a job. Build a great reputation in your community by getting involved locally. Become the auto repair shop that people take notice of as "the" place to work.
      Next, shop owners must become more financially knowledgeable. Knowing your numbers and what you need to achieve for a strong bottom-line profit is essential to paying technicians the money they need and deserve. Profit will also allow you to compete with other trade industries by providing a benefits package that has real take-home value and security.
      When it comes to culture, this is where the rubber hits the road. People crave recognition, praise, and a sense of purpose. Despite what you hear, people are not just money-motivated. Once people feel secure in their financial situation, retaining and motivating technicians can only be achieved by connecting with them on an emotional level. You cannot show enough appreciation. Give out praise for a job well done as if your business depended on it, because it does.
      As technicians age, we need to have a place for them. Expecting a 58-year-old to perform like a 35-year-old is unrealistic. We need to be more focused on career pathing. Provide training, skill development, and coaching to develop leaders and mentors within our older workforce. While their bodies may have slowed, the knowledge they have gained is priceless. 
      Our future is dependent on young people entering our industry. We need to give more young people opportunities. Every shop owner across the country should consider hiring an apprentice, then build an apprentice training plan and career path for them. If every shop did this, we could solve the technician shortage within five years. Get involved with the trade schools and high schools in your area. Look into the NAPA Apprenticeship Program. Don't sit on your hands with this one. Do it today.
      Lastly, don't get left behind. Commit to ongoing training for all your employees. Keep up to date with tools and equipment tailored to your business model. Don't try to be all things to all people and all vehicles. Identify your core profile customer and the vehicles they drive, and become an expert on those vehicles and the services you offer.
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