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Consumer reports has an excellent report at the link, it points out how much wealth is lost by depreciation, but the debt has to be fully paid and serviced.

 

 

http://www.consumerreports.org/cro/2012/12/what-that-car-really-costs-to-own/index.htm

covo_cost_over_time_chart.png

 

Our cost of ownership Ratings comprise six main factors:

Depreciation is the largest cost factor by far. On average, it accounts for about 48 percent of total ownership costs over five years. Depreciation is a vehicle's loss in value over a defined period. To calculate it, we start with the price of a typically equipped model and factor in the discounts offered off the manufacturer's suggested retail price on some models. The average model depreciates about 65 percent over five years. Some vehicles depreciate faster than others because of oversupply, limited appeal, or rebates on similar new models. When we don't have depreciation data for a new model, we use estimates based on comparable vehicles.

Fuel costs can really add up, especially for SUVs. For example, you could pay more than $15,000 to fill up a Jeep Liberty over five years, while a similar-sized but more-efficient RAV4 V6 could save you $4,000 during that time. To calculate fuel costs, we assume the vehicles are driven 12,000 miles a year, the average reported by respondents to our annual survey. To that we apply the national average price of $4.00 a gallon for regular gas For models that require premium or diesel fuel, we use these costs: $4.20 a gallon for premium, and $4.30 for diesel. On average, fuel is the second-largest cost of vehicle ownership, at 24 percent over five years.

Interest is tied directly to vehicle price, and accounts for about 11 percent of five-year ownership costs. We calculate it based on a five-year loan, with a 15 percent down payment, because that is how many people buy cars. We use the average interest rate of 6.0 percent .

Insurance costs vary depending on many factors, including your age, location, and driving record. And they can dramatically boost the ownership costs of models that otherwise would seem affordable. For example, if you're looking for a fast car on a budget, steer clear of sports cars such as the Subaru Impreza WRX STi. Insurance can run three times as much as the fun and agile but cheaper to own Mini Cooper S. Overall, insurance makes up about 10 percent of total ownership costs over five years. Costs are derived from data from the Highway Loss Data Institute.

Maintenance and repair costs make up 4 percent of ownership costs over five years on average, according to data from Consumer Reports subscribers who responded to the online version of our Annual Car Reliability Survey.

They gave us their estimated costs for the past 12 months-excluding tires-and their responses provided data almost 300 models on vehicles up to eight years old. We used estimates based on similar models when data was unavailable. The majority of the costs are covered by the factory warranty during the first few years. But for some vehicles it can still add up. On average, we found that the Porsche Cayenne SUV is the most expensive vehicle to own for maintenance and repairs, costing more than $4,000 over the first five years. But the Toyota Land Cruiser is also luxurious and very capable off-road and costs just over half that.

Sales tax costs owners about as much as maintenance and repair does. We use the national average of 5.0 percent.

Carrying costs vs. operating costs

Costs can be divided into carrying costs (those tied to the vehicle purchase) and operating costs associated with ongoing driving expenses. Operating costs include fuel, insurance, and maintenance and repair costs. Depreciation, interest, and tax are carrying costs.

Carrying costs diminish significantly over time, while operating costs rise slightly, primarily due to increasing maintenance and repair costs. Still, on average, operating costs are less than carrying costs until a vehicle is about five years old.

Still, we found that some cars are expensive to drive, even though they're affordable to park in your garage. Some small cars, for example, have low prices, but their high insurance costs make them relatively expensive to operate. The Toyota Prius is one of the least-expensive cars to own in our estimation, and most of its costs go into insurance, gas, and maintenance. But small cars are the exception.

On average, carrying costs outweighed operating costs by 20 percent over the first five years for the average model we examined. For example, carrying costs for the BMW 750 Li add up to almost $17,000 a year. But it is relatively inexpensive to drive at just over $4,500 a year.

Even so, operating costs for some vehicles can be surprisingly high. The Cadillac Escalade, for example, costs about $5,300 a year on average for fuel, insurance, and maintenance and repair for the first 5 years.

 

carrying_costs_2012.png

Posted

YourDrivingCosts2015.jpg

 

Here is AAA latest numbers, as you can see maintenance is listed at $766.50 per year per car. Check your shops numbers and see what is your average ticket per customer's car. If you have 1000 cars listed and your gross revenue for the year is less than $766,500 you need to be raising your prices!

 

If you do work for GEICO, check the report and reconsider doubling your labor rates.

  • Like 1
Posted (edited)

Okay, someone asked how can we justify a doubling of prices. Our answer is simple, Geicos tell you that you can have a 25% mark up. $100 + 25% = $125.00 . This only give you a 20% margin $25 / $125 = 20% gross margin, not the way they compute it for you $25 / $100 = 25% gross margin. While on their business side their markup is over 56% for a gross margin of about 36%. They are making over 16% over what they are willing to give our industry 36% - 20% = 16%.

 

So, if you like working for peanuts, struggling to pay your people a fair wage, and working harder not smarter, keep doing what you are doing and don't raise your prices.

Edited by njaba
Posted

Okay, one more thing, if you don't like the numbers, it's up to you to check them, that's why we made them public.

 

Keep this in mind, while you are working on your business or cars, these people are numbers people. Banks and finance companies work on the numbers, that how they know how to make money, the insurance industry works with risk so they also know the numbers as they work with them on a daily basis. Politicians know the numbers because they keep all the statistics to know how government policy is working.

 

I hope this shows you how the banking, finance, insurance, and public employee unions can afford lobbyist and all that advertising on TV and social media. While you are too poor to leave the shop to lobby on your own. Catch 22, really.

 

Raise your rates!

  • Like 1
Posted

Topic moved to Regional Automotive Shop Management Discussions > Northeast Auto Repair Shop Management

Posted

YourDrivingCosts2015.jpg

 

Here is AAA latest numbers, as you can see maintenance is listed at $766.50 per year per car. Check your shops numbers and see what is your average ticket per customer's car. If you have 1000 cars listed and your gross revenue for the year is less than $766,500 you need to be raising your prices!

 

If you do work for GEICO, check the report and reconsider doubling your labor rates.

Well not really. If the yearly maintenance number per vehicle is $766.50 and you're seeing the vehicle twice a year, the average ticket should be $383.25. That's a more realistic number.

Posted

I was thinking there would be more discussion on this topic. As for me, it clearly tells me why my marketing was not working except for the inspection service offers.

 

This is disturbing to say the least.

Posted

Harry, we are finding out people do not understand the numbers. You can show them the numbers but for some reason it does not "click" in their head. We are in crisis, our industry is in crisis, heck many industries are in crisis, the only industries that are not in crisis are banking/finance, insurance, real estate, and health care.

 

We wanted people to speak up, but it seems that no one wants to speak up or admit they are struggling. You can be doing everything right, but your customers don't have the income to patronize your business, even when they like you and trust you, they are not able to afford your services because banking/finance, insurance, real estate, and health care are bleeding them dry.

Posted

Harry, we are finding out people do not understand the numbers.

 

Oh, they do understand the numbers, except they understand them as not having enough money to pay their bills at the end of the months after their employees have been paid.

 

Then, there is the I am too proud to ask for help, I am a big man type of mentality. Thank you for doing a thankless job.

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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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