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Posted

I'm going to start off by saying my major competitor has a nice big building. The kind like big franchises put up, and my building is more like the one the little guy has. My 2 techs that came from my competitor keep telling me that down there they get more of the white collar worker, were we are getting more of the blue collar worker.

 

I have been a blue collar worker all my life and I'm proud that I have the blue collar work coming here. My problem here is this is a big farming, logging and manufacturing area, and many of these guys can fix their own stuff. For example probably 8 out of every 10 alignments has bad parts. We do a quote for the customer and inform them of the bad parts and I would say about 5 out of those 8 with bad parts will take it home or to their buddies and replace them their selves.

 

So I ask you does the building really matter on your customer base? I'm starting to get to the point I believe it.

Posted

"So I ask you does the building really matter on your customer base? I'm starting to get to the point I believe it."

 

Yes it does, but not in the way you think.

 

The shop should be clean, neat, and well organized. The greatest value I have generated was by taking old neglected buildings and giving them a facelift.

 

But it is more than that, I have no artistic ability, so I hired qualified professionals to do the re-designs and color schemes. You would be surprised what fresh paint can do with the right color scheme.

 

Next, it is the vocabulary your people use when dealing with customers. This takes discipline and practice,practice, practice.

 

For example, get them to stop saying "no problem" when they do something for the customer. Always have them say "my pleasure", "glad to", "happy to" etc., you get the idea.

  • Like 1
Posted

I think the cars in the lot dictate what you will see next. If the lot is full of rusted out trailblazers and grand am's you know who the next customer is. I'm not advising turning away ugly cars but park the newer nicer cars in a more prominent place and kind of hide the junk. When people drive by and they see new cars being worked on they feel comfortable bringing in their new car. Junk attracts junk, and usually people that drive junk don't value the same things you might, like your time.

  • Like 3
  • 1 month later...
Posted

I agree with all that has been said above,

 

In addition to that I will say that the building is communicating something that your service writer needs to do his best to communicate when and if he can.

 

When you go to a restaurant that cooks your meal improperly you can tell the instant you put it in your mouth that the service was poor. When you pay a law firm to write the terms to your contracts to protect your business legally you hope that your service wasn't poor; but you will only know if ever there is legal action against you, so in reality you may never know.

 

Most people don't speak the language of auto mechanics and they are screaming for some reason to believe that they are being taken care of. That big fancy building is playing a part in communicating that. If people can be educated that what I have done was the best way to do it or that I found extra problems and fixed them better than the last guy or that I used better parts or something along those lines then they always pay my high rates and say, "thank you for doing it right."

 

If that can be communicated then they will come back forever.

 

If you get a big fancy building then you eliminate your competitive advantage and paint yourself into a corner with high overhead. Just be honest and make sure that your customers feel that honesty every time they come in. Take care of them with a smile when they have warranty issues and they will send all their friends.

 

If I can say one more thing it would be to increase rates if necessary. Often times people believe that if they are paying less then they are getting less and that if they are paying a lot then the service must be good. If you are doing good work you ought to be making good money. People will see those rates and expect good service rather than sub-par service.

Posted

I think the looks of a business do have an impact on the business. We have an older building that doesn't look like its falling apart but also hasn't had new paint, new sign etc in 15+ years. In the last few weeks we have updated our waiting room for the 2nd time in the last 3-4 years. My thoughts were that a nicer inside were a great selling point (obviously customer service, work quality etc are #1). Thursday we had a regular customer for years come in and she commented on how she liked the updates. She also add that some time back she had recommended our shop to a friend of hers who was having car issues. She said she told him to come and that we would fix it, do it right and at a reasonable cost. She said that he drove by our shop and called her back to tell her he would not be taking his car to our shop because the place looked old, outdated and just didn't sit well with him. (To clarify, our shop is not dirty or run down or overloaded with "junk"). Luckily she told him he couldn't judge a book by its cover and that it was the quality of service and the staff that mattered not the look of a building. She said he decided to give it a chance and after the service called her back to tell her how right she was and that he would keep coming back.

 

To me this just confirmed for years what I was wondering and asking myself. We don't own our building and are on a month to month lease (for over 20 years) because the landlord does not want to sign a long term lease so we are hesitant to put money into the outside because we saw no real return and was afraid it could end up being a waste if next month we were asked to leave. However; now I am looking into options to getting a fresh coat of paint and a new sign installed. I think it could be a much needed update and could offer a ROI.

Posted (edited)

I have to say no to this because our place is small amd hidden and we cater to exclusive clientele. It is my advertising and marketing as well as my focus on quality that dictates who comes in. I also vet all my customers and convert price shoppers. I will tell someone if price is their first concern we may not be the place for the. That being said we do keep the place neat and updated and the building while small, and hidden, is less then ten years old.

 

As far as location, people have to drive past 80 repair shops conveniently located in town, through a ton of awful construction out to the middle of no where to get to us. Even with the construction slowing down every business around us we are holding steady. Even the GM dealer next to us is struggling.

 

The most important thing for us has been to make sure every car is perfect before it leaves and if there is ever a problem to write a check and fix it. I had a customer toast an engine we rebuilt once. I asked no questions, bought him an LKQ reman on the spot. He has continued to come back and refer people and I got that investment back 3 fold.

Edited by Handson
  • Like 1
Posted

I have to say no to this because our place is small amd hidden and we cater to exclusive clientele. It is my advertising and marketing as well as my focus on quality that dictates who comes in. I also vet all my customers and convert price shoppers. I will tell someone if price is their first concern we may not be the place for the. That being said we do keep the place neat and updated and the building while small, and hidden, is less then ten years old.

 

As far as location, people have to drive past 80 repair shops conveniently located in town, through a ton of awful construction out to the middle of no where to get to us. Even with the construction slowing down every business around us we are holding steady. Even the GM dealer next to us is struggling.

 

The most important thing for us has been to make sure every car is perfect before it leaves and if there is ever a problem to write a check and fix it. I had a customer toast an engine we rebuilt once. I asked no questions, bought him an LKQ reman on the spot. He has continued to come back and refer people and I got that investment back 3 fold.

 

Congrats! That speaks loud and clear that your customers have found you a very valuable resource, you have managed to master developing productive relationships. Kudos to you!

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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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