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Great Tire Deal

Basic stuff really... Making customers concerns a priority, addressing them, following up, etc.

We are a small business and I run both of our locations, but Im not able to be at the front desk of both locations, so our techs cover the front as well. They are awesome, just need some training on customer interactions.

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I would suggest you look into hiring a person to exclusively work the front end of your business. You'll see a big increase in technician efficiency without them having to answer phones and attend to customers.

 

Besides that I would look into an in person training course. What has been working very well for us is the Elite Masters Course. If you need more info you can contact me via email at [email protected]. It is not a cheap program, its rather expensive compared to other programs but if you are looking for lasting results and behavior change conducive to customer service then there are few to no substitutes at least in my experience and research.

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Carl Sewell's book 'Customers for Life' is an excellent read and would be a cheap place to start. I have taken a select few courses from Elite, and I would say the customer service aspect of Sewell's book is better (and much cheaper) than what I have seen from Elite. Elite does a great job at teach sales from what I saw, but Sewell literally wrote the book on customer service.

 

If your employees are paid based on commission, Sewell does a great job at explaining how much a customer is worth over their lifetime. That should give your employees a good idea at how much each customer is worth to them in terms of paychecks, and in turn, encourage them to really work for customer satisfaction.

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Carl Sewell's book 'Customers for Life' is an excellent read and would be a cheap place to start. I have taken a select few courses from Elite, and I would say the customer service aspect of Sewell's book is better (and much cheaper) than what I have seen from Elite. Elite does a great job at teach sales from what I saw, but Sewell literally wrote the book on customer service.

 

If your employees are paid based on commission, Sewell does a great job at explaining how much a customer is worth over their lifetime. That should give your employees a good idea at how much each customer is worth to them in terms of paychecks, and in turn, encourage them to really work for customer satisfaction.

 

 

Carl Sewell's book is very good. I am going through it now. Reinforcement is what is needed. Carl Sewell mentions why we go to church is to reinforce our faith, morals and values. The same has to happen with anything you want your employees to constantly stick to. If you want your shop and your people have a culture of premium customer service you have to have constant reinforcement and frequent meetings.

 

My mention of Elite's master course is that it is the only course that I see that sticks to the principles of reinforcement. Other courses, seminars, and classes are great and there is plenty of value there. I just think Elite takes it a step further with their program.

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  • Have you checked out Joe's Latest Blog?

         0 comments
      It always amazes me when I hear about a technician who quits one repair shop to go work at another shop for less money. I know you have heard of this too, and you’ve probably asked yourself, “Can this be true? And Why?” The answer rests within the culture of the company. More specifically, the boss, manager, or a toxic work environment literally pushed the technician out the door.
      While money and benefits tend to attract people to a company, it won’t keep them there. When a technician begins to look over the fence for greener grass, that is usually a sign that something is wrong within the workplace. It also means that his or her heart is probably already gone. If the issue is not resolved, no amount of money will keep that technician for the long term. The heart is always the first to leave. The last thing that leaves is the technician’s toolbox.
      Shop owners: Focus more on employee retention than acquisition. This is not to say that you should not be constantly recruiting. You should. What it does means is that once you hire someone, your job isn’t over, that’s when it begins. Get to know your technicians. Build strong relationships. Have frequent one-on-ones. Engage in meaningful conversation. Find what truly motivates your technicians. You may be surprised that while money is a motivator, it’s usually not the prime motivator.
      One last thing; the cost of technician turnover can be financially devastating. It also affects shop morale. Do all you can to create a workplace where technicians feel they are respected, recognized, and know that their work contributes to the overall success of the company. This will lead to improved morale and team spirit. Remember, when you see a technician’s toolbox rolling out of the bay on its way to another shop, the heart was most likely gone long before that.
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