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Posted

Anybody here ever been to their seminars or signed up for their consulting? Looking for some insight before I make a decision.

Posted

I know of 2 other shops that have used their consulting services in the past, and attended numerous seminars. Although I haven't personally sought out their service for my shop, I can tell you that,depending on your circumstances, it may be the best or the worst decision you make.

 

From the countless conversations I've had with my shop owner/friends, it depends on your expectations. For example, one person said that their first piece of advice was that if he wanted to make more money, start by raising his prices. That is either genious, or the sillyest, most expensive peiece of advice to get, depending on your own circumstance. Much of the advice, and ongoing accountability you'll experience will be driven by the very expensive nature of the relationship. Both friends of mine admitted that they often tried following their consultant's advice on every point, not because they agreed, but beccause they were paying them a lot of money, and it felt silly to do so and then NOT do everything they suggested.

 

Some of it worked out well for them, but on other points, they found themselves telling their consultant that they would simply NOT continue one practive or another, and the response they got was, "Well if you don't get thte results you're seeking now, it's because you didn't follow ALL of our advice." Again - this is either genius or the silliest notion.

 

Overall, I've seen plenty of the programs and pratices they offer, and although I haven't been privy to their one-on-one phone counseling, I think their MUST be a customized approach to each shop's success, as every shop's challenges must vary in ways that should give a professional consultant concern enough to customize the approach, right?

 

I think information is worth something. However, if you already know you should be selling work to land on a particular gross profit margin, you understand why we charge shop supplies, you have a grasp on the concept of technician efficiency, etc...how much is it worth for them to teach you these things all over again?

 

As the folks at Manageent Success ask often...do you know where the "Black Hole" is in your business? What piece of statistical data represents the biggest challenge to your own growth or sales/profitability goals? Plenty of sales, but your profit margin is too low? Have an ample car count, but find that your average repair order is lacking?

 

We run our own custom report each week we affectionately call our "10 Key Economic Indicators" report. It helps us see a picture of the previous week, and where OUR black hole was. When we see a pattern we don't like, it helps us to target the right department, or effort, and make th correctiong quickly. It's nice when we see 9/10 of our key indicators hitting the target more than a few weeks in a row...but as soon as something starts to slip, we're all over it...

 

-Just one guy's opinions

  • Like 2
Posted

Our family shop is currently on their program. My father in law signed up about six months before I came on in management at the shop. The first course I took at their facilities was "Service Writer School". For the first three days we used L. Ron Hubbard's material to be "calm under pressure". It was terrible.

The teachers were excellent, the student involvement was better than I have been used to, but the material was horrible.

 

The last two days were completely practical. These days were taught by a local shop owner named Mike Proud. He had been through every program MS offered and was extremely knowledgeable. He was matter of fact concerning MS material, what he liked and didn't like, and what worked for him. I ended up being able to eat a few meals with Mike after hours and this helped.

I am skeptical of MS. They have based most of their material off of L. Ron Hubbard's Scientology teachings. Some of the teachers and coaches are substandard. But, a lot of the program works if you work it. Much like everything else you have to devote to it 110%. When I was allowed to partner with my FIL and get involved in the coaching, management, and company leadership, I saw the benefit.

 

We're in the Transmission business. With two years we've raised our average RO $200 to $400 dollars, raised our gross profit percentage to an average of 55% to 60%, and we opened a second location two weeks ago. This is the best growth and prosperity that we've seen since our heyday in the late 90's early 00's.

 

Now my wife is involved and we are looking to grow our shop and customer service to hand down to our children when they get old enough. We're committed in a way we didn't even know was possible and it's exciting!

My advice, go to a meet up and talk to the owners that have been through or are involved in the course. It's good for some and not for others, but it mostly depends on if you're hungry for success and open to working their plan. Eat the meat, spit out the bones and it works.

  • Like 1
Posted

The advice given by the other two shops is great advice, I am on the ms program/ was on their program and it does have some great points and stats to track and does give you some good ways to improve yoyr business. It is however very expensive and on going. I guess it did save my marriage but I coiuld have saved a bunch of money finding and talking to other successful shop owners. Once you are on the program and almost finished with a course $5k plus, each one, they prep you for the next course and the next one, and so on.... There are pluses and minuses to all programs and I have spent tons of money searching out what works and doesn't work. MS will tell you and show you what works and how to do it their way but that gets very expensive. I became a shop owner after watching my bosses make all the money, I was a tech not a business owner so I needed the help to change my mindset, because as you know the owner does not make a ton of money, no matter what the techs think. I don't know if you can post phone #s here, so check out my website and contact me there, autoworksserviceandrepair.com. I'll help anyway I can, thanks

  • Like 1
  • 3 months later...
  • Alex changed the title to Management Success Seminars

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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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      The emailed me a form to sign up to be a "service provider" The company Service Up will send me the client. They will bill the client and pay me after the repair. Look at some of the highlights from the terms:
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