ALANBOYER

Why the move, There is a large amount of registered Subarus in the city I'm in. There does not seem to be anyone focusing on the market in any real way. Great techs are very difficult to hire and keep. Better quality control, efficiency, cost control, and diagnoses. They are relatively simple vehicles. We can bring in solid B guys, which are easier to find and train them in-house. Our main Shop has six small bays the other one has two small bays, big vehicles don't work out well. I have worked some good part deals with Subaru suppliers, I can hold more margin on better parts. Tech efficiency is big. When my guys are on Subarus they run at about 110% on the general repair they are at about 75%. Marketing, I believe it's essential to have a very clear message on who we are and what we do. Is it possible to be to be clear that we do general repair and Subaru? I'm considering doing one marketing campaign for Subaru and one for General. I'm split between focusing on moving both areas forward at the same time. The other thought is to focus on Subaru marketing and development until we have enough volume and then switch. I don't really want to give up that general repair revenue. Thanks for your amazing input.

We are a general repair shop operating in a large mountain West city. The shop has been in business since 1964. Four bay shop soon to be six. We have a second small two-bay shop. Both locations have a high demographic of Subaru owners. We are in the process of moving towards becoming a 100% Subaru service and repair. I welcome all thoughts and ideas on the following questions and them some. 1. Has anyone attempted and or succeeded at converting from general repair to specialty? 2. Best practices in specialty marketing. I must launch this fast? 3. How to handle telling folks we will no longer be servicing their vehicle? 4. Specialty technician recruiting ideas. How do I get guys out of the dealer? 5. Any Subaru specialty shop owners out there willing to get together? I will come to you. Thanks in advance.

“If you do what you’ve always done, you’ll get what you’ve always gotten.” Tony Robbins Revenue = profits = cash flow If your unprofitable your out of business. People rarely ask what our labor rate is, and we don't volunteer it. You are in the Customer service business not the parts and labor business. If you run a great business and you are unprofitable you will long longer be there to help your customers.

RO Writer, I found the learning curve to be a bit steep. Worth the time.

We went through this last year. After a detailed assement we discoverd that he was not mature enough. When folks are handing over thousands of dollars we need to get it right. Elite has really helped us turn our business around. I have one advisor who has been through some great Elite training. He's way better than me on the front.

We just opened a new shop. We are using Mitchell Manager. We got it up and running pretty fast. I'm trying figure out how to enter listed labor times into my estimates ?