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Shop Sales Goal Setting


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I am working on a white board for our shops goals for this coming June. This board will include monthly goals for sales, car count and average repair order amount.

 

As the owner I expect at least a 10% growth. My confusion is 10% over what? Last month or last June?

 

My shop seems to have a life of its own depending on the month. How about your shop?

 

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Okay... here is the story. I actually have 2 companies.

I started as RI Used Tire in 2008. In 2009 I began to add tires to a web site. My customers like it so much that I hired an outside source to help me design a database that I could easily add and subtract my tires online. 1 year later UsedTireShop.net was born. My software company has grown and grown and now we have tires shops all over the world using our software.

 

In 2014 my insurance company sent me a letter stating that I could no longer sell used or aged tires. So I switched from RI Used Tire to RI Tire and Service. At this time I was okay with it because we were under a construction nightmare and there was no way I was getting my usual 80 - 100 cars per week. There is awesome money selling used tires but you have to get at least 80 cars a week.

 

Fast forward to today and I am looking to change from RI Tire and Service to Primary Care Auto Repair. I hate selling new tires because of the low profit margin. I will be glad to get the word TIRES out of my name.

We are currently a value added shop. We pick up and deliver, We wash and vacuum every car and we have an impressive marketing program.

 

An that is my tiring life in a nutshell.

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Okay... here is the story. I actually have 2 companies.

I started as RI Used Tire in 2008. In 2009 I began to add tires to a web site. My customers like it so much that I hired an outside source to help me design a database that I could easily add and subtract my tires online. 1 year later UsedTireShop.net was born. My software company has grown and grown and now we have tires shops all over the world using our software.

 

In 2014 my insurance company sent me a letter stating that I could no longer sell used or aged tires. So I switched from RI Used Tire to RI Tire and Service. At this time I was okay with it because we were under a construction nightmare and there was no way I was getting my usual 80 - 100 cars per week. There is awesome money selling used tires but you have to get at least 80 cars a week.

 

Fast forward to today and I am looking to change from RI Tire and Service to Primary Care Auto Repair. I hate selling new tires because of the low profit margin. I will be glad to get the word TIRES out of my name.

We are currently a value added shop. We pick up and deliver, We wash and vacuum every car and we have an impressive marketing program.

 

An that is my tiring life in a nutshell.

 

I see I was just curious because about 40 percent of my business is used tire sales. I buy them by the truck load.

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I agree with bstewart, you must use the same month from the last year to set the bar. If I may say so, also keep an eye on all the necessary k.p.i.'s. Additional 10% in sales means nothing if the gross profit, cost of goods, etc are out of line. The only victory is in having all your KPI's in line AND a 10% improvement in sales. Just as important is letting your staff know what the company goals are, the plan to achieve them, and the all important WIFM.

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The 10% is what I feel is a minimum growth a shop should have.

 

 

Thanks UTS, I was just curious as to how you made your growth plans and determinations.

 

You know, given the Fed's mandates: http://www.federalreserve.gov/newsevents/speech/brainard20160603a.htm

 

 

 

This is critical for making progress on the Committee's dual mandate objectives of full employment and 2 percent inflation.

 

I was thinking that 10% growth YOY, would be extremely aggressive.

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Gotta agree with Harry. 10% is aggressive. As we get better at what we do, it will get harder to achieve big sales increases unless the plan includes expansion. We had a really great summer last year and our guys are looking at our 8% goal with some nervousness. If we achieve it, 2017 will be even tougher. You have to get buy-in from your staff on whatever goals you set. If they don't think it's possible, it probably won't happen.

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10% is achievable for us because of 2 factors.

 

1. We went from a used tire shop to a complete repair facility.

2. In 2014 and 2015 we were in the middle of a construction zone. The construction crew is still in the area but not in front of our shop. It was hell from July 10, 2014 until mid August 2015.

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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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