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Posted

I am wondering if anyone has any tips for organizing estimates. We use Alldata Manage and I know how to do the estimates in there, but there are many times a day that people call for a quick estimate for something and it doesn't seem worth the time to enter all their info into the system and do an official estimate in the program. But I still like to keep the estimates for a while in case they call back a couple of weeks later and want the work done.

 

Right now I have a folder with handwritten estimates in it, but going through it is a pain. I am thinking I might get a binder and put the estimates in the binder in some type of order. Not sure if it would be better to organize by name so if they tell me their name I can easily find the estimate - or by date of estimate so its easier to go through it every once in a while to clear out old ones that are taking up space.

 

Thoughts or suggestions?

Posted (edited)

I am wondering if anyone has any tips for organizing estimates. We use Alldata Manage and I know how to do the estimates in there, but there are many times a day that people call for a quick estimate for something and it doesn't seem worth the time to enter all their info into the system and do an official estimate in the program. But I still like to keep the estimates for a while in case they call back a couple of weeks later and want the work done.

 

Right now I have a folder with handwritten estimates in it, but going through it is a pain. I am thinking I might get a binder and put the estimates in the binder in some type of order. Not sure if it would be better to organize by name so if they tell me their name I can easily find the estimate - or by date of estimate so its easier to go through it every once in a while to clear out old ones that are taking up space.

 

Thoughts or suggestions?

I would use manage. The use of the matrix is well worth the extra work and results in higher profit. We don't estimate a job over the phone or walk in unless it's very common. We want to inspect the vehicle, provide prioritized estimates that show every single issue the vehicle has! This also allows you to keep up with deferred work. "Mr. Customer, we see last month we recommended *said service*, would you like us to include this work while the vehicle is in for service today?".

 

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Edited by ncautoshop
  • Like 2
Posted

I agree with ncautoshop to limit phone or walk in estimates except for common work. I use our shop management program for all estimates (except common work). The estimate is retained as a quote for that customer, for that car, until the job is completed or I manually clear it. I have the option of giving a customer a printed estimate, emailing the estimate or sending an estimate by text all within my shop management program (BayMaster). This works well, requires no hand written folder of papers and can be recalled in seconds at any time. Another advantage is that we have the occasional person who requests estimates but never has the work completed. Since all estimates remain available they start to accumulate indicating to us that this customer is a "tire kicker" and more than likely will not follow thru with the repairs. I sometimes have customers call and request an estimate and see that I had already completed a quote for the same work the month before. Big time saver at that time since the estimate is already completed, quick review and all done.

Posted

When someone who is not a client calls us for an estimate (other than tires or alignment), we use that opportunity to set an appointment for them to come in. We do not give price estimates over the phone because we have not seen the vehicle, checked, diagnosed, or tested it. If they set an appointment and show up, fine. If they don't set an appointment, that's fine too.

 

If they are a client, the same thing applies with a few exceptions.

Posted

I hand write out the estimate, complete with customer phone number, vin number and all with a date, I then take a picture of it and add it to the notes app on an iPad mini. Then if a customer calls months later it's a couple of key strokes in the search function.

 

 

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Posted

I use Alldata and I understand what you are saying, don't worry getting their adress or last name just get their first name and phone number. Don't worry about their tag number either just get the yeah make ,model and engine size. Work the estimate n save it, you can also ask them if you can call them back with the estimate and do it on your own time so you don't mess up the estimate or feel in a rush since you have the person on the phone.

Posted

I use Alldata and I understand what you are saying, don't worry getting their adress or last name just get their first name and phone number. Don't worry about their tag number either just get the yeah make ,model and engine size. Work the estimate n save it, you can also ask them if you can call them back with the estimate and do it on your own time so you don't mess up the estimate or feel in a rush since you have the person on the phone.

Why not just get the tag number, phone and name? Then you don't need to spend as much time on data entry as it puts the car in by vin.

 

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Posted

For phone shoppers we get their first name and phone #. we use the date as a last name. the last name can always be change later. this way every so often i can delete names of costumes that never come in very easily. if it is a customer that doesn't state that they've been here before than when the come in for that service we just save the job as a shop job and than use that shop job on the existing car. I feel that this makes it easier to root out shopper from customer in our customer list. then just delete the unassigned cars and now we have an accurate list of what make, models we see here.

  • Like 1
Posted

What is the point in wasting your time with a phone estimate? Are they sure they need said repair? Who told them? Did they self diagnose? If they did why don't they fix it themselves? If someone else diag'd why didn't they do the repair with them? How can they trust their diag was correct if they cant trust that person to do the work? What is it they are looking for? Best price? Best quality? How are they determining whether to use your services? Is it based solely on price? Is that they type of customer you want?

 

I can keep going but there goes the reason why we don't give random estimates. It is a colossal waste of time and if you really get down to the soup and nuts most of the people you are giving estimates to you probably wont see and if you are seeing them you are probably charging too little.

  • Like 2
Posted

Estimates are good. Keep it quick, simple, and be sure to state its only an estimate. I'd get name, phone #, and car info. I wouldnt push for tag and vin. How many customers actually know this info upfront?? I don't want them to feel like they have to work just to get a quote... They're already frustrated by having to fix their car. The note pad method works if you don't get that many. Otherwise save it in your manage system as a quote as long as it's searchable by name later. Learning to give a QUICK estimate is the key. Definitely a good idea to try to get the diagnostic appointment to make sure the repair is needed. But nowadays with you tube, many folk try their own diagnostic. That's fine too. Give the estimate, do the work, when it doesn't solve issue, offer paid diagnostic for the 2nd time, and move forward. All in the presentation. Not all price shoppers are bottom feeders. Many have been to shops that have ripped them off so theyre apprehensible. Try for 60 seconds rough estimate and label it as such and keep it moving with a smile

  • Like 1

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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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