I hope in these uncertain times that you all stay healthy and continue to thrive with your shops.
Questions/needed guidance from the forum would greatly be appreciated. I currently have 1 mechanic that is salary. This mechanic takes on heavy line work for us. Removing and installing transmissions. Engine replacements. Things of that natue.
I am adding another mechanic to my crew and wanted him to be on a more flag/possible performance pay plan to suit his style of work for daily jobs that would include maintenance work, brakes, tune ups, ETC. I was curious what pay plans you all had out there for a mechanic of this style and possibly pros/cons to it as well
Any and all help would be greatly appreciated.
By Joe Marconi
With so many uncertainties these days, there is one strategy that we can all do that will help to smooth out our overall sales and customer visits throughout the year. Make sure the experience is always amazing during the entire customer visit. And perform the car delivery that gives the customer a reason to return.
Here's the key part before any customer leaves your shop: Make sure you discuss their next service appointment and any other future recommendation. Let them know that they will get a reminder by either post card, email or text. BUT, there is one more thing you can do to boost your customer retention, get permission from your customer to call them a week prior to their next appointment. Yes, give them a phone call. Try it, and give it time to work.
Oh....won't work, you're thinking??? Well, here's list of businesses that do it: Dentists, doctors, nail salons, hair dressers, chimney cleaners, boiler service companies and Successful Auto Repair shops.
By Joe Marconi
We all know the expression, "The Customer is always right." But is that really true?
The other day a customer walked over to my tech and starting to scream at him for failing the NY State annual inspection.
I intervened and told the customer to stop and get away from my employee. I also told him that I would not tolerate anyone yelling and screaming at one of my employees.
Should I have been more "reserved" and try to defuse the situation? Should I have "politely" listened to the customer's issue?
Have you been in this position and what would you do?
By Joe Marconi
I have been contacted by many shop owners about the decision to close or not. In most cases across the nation, Auto Repair Professionals are considered essential workers. Which means that we can stay open for business. However, even though we are essential, I personally will not demand my employees to come to work. If business fails because of this virus, it will fail in the short term. We will all eventually find a way to come back and rebuild our businesses.
Things are changing by the hour, and that makes our decisions as leaders even more difficult. I don’t want to get sucked into panic, but I don’t want to turn a blind eye to the fact that we are in uncharted territories and that we are all learning from this crisis together.
The decision to close your business is yours. There is no wrong or right decision here. The safety and well-being of our families are our number one concern. If it makes it any easier, make your next decisions from the heart, not from a business standpoint. Be strong, be a leader, and know that we will get though this.
When the dust begins to settle, we will have learned a lot about business and even more about who we are are as a culture and a society.
I cannot tell you what I am doing tomorrow. I plan on having a meeting with my staff, and a decision will be made to stay open, cut staff, cut hours or perhaps another scenario will surface. I will keep you updated and try to bring a little sanity to everyone during these crazy times.
You are all leaders; you are automotive shop owners. You are the toughest of the toughest. I know you and I will prevail through these troubling times and I look forward to the future when we can all look back and say…”We may it through, and we’re better off for it.”
I currently employ a mechanic and friend who has been with me for about 20 years. He was formerly a transmission rebuilder, but we have switched to mostly reman units and have no need for a rebuilder. His pay has remained the same despite his value declining. I am currently paying him roughly $100,000 a year. The problem i'm having is that his skill set is not near that pay level anymore. He does light diagnostic and basic managerial work, but I am not confident enough for him to run the shop for more than an hour. With the current state of the industry our numbers have gone down a bit over the last two years. While still being profitable, I can't help but think about the extra income that would be available by terminating this employee, I just dont know how to do it. Any advice on how to do this? I like him as a person and have known him a very long time, but I feel his is paid about twice as much as he is worth. Any help wouldbe greatly appreciated.