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Posted

I have 2 mechanic shops now and I want to implement body work bc the second location has a perfect area for painting.

 

I have no experience with auto body but I hear that the margins are much better.

 

Anyone have any advice on doing body work? What equipment I need and how to price things out. Do you guys think auto body work is worth it?

Posted

If you look at the margins from a percentage aspect then margins are lower in the bodyshop. I realize you don't pay bills with percentages, you pay with dollars. The dollars are higher because the average ticket value is much higher. I have both a mechanic shop and a collision shop. I would choose my mechanic shop over the collision shop any day. I have been in the collision business for about 30 years, the last 16 as an owner. I've had my mechanic shop for 12 years. We repair on average about 70 vehicles per month with an average ticket value of $2400 in the bodyshop. our mechanic shop averages about 420 cars per month with an ARO of $257 (That number includes state inspections for $7 each which impacts ARO. We run our KPI's with inspections and without for tracking).

 

They are two very different business and it seams that its two very different set of employees. The customer transactions are much different as the collision transactions are more of an emotional transaction (someone wrecked into me, my spouse crashed it, my kids crashed it and they are all upset no matter the circumstance) and take much more time. I think some of our challenges have to do with space as we operate out of a total of 7500 Square feet for both businesses. I am currently building a brand new facility for the mechanic shop on a separate property so this should alleviate some of the daily chaos. My mechanic shop has 8 employees and the body shop has 13. I have a part time outside marketing person. My plan is to build another Mechanic shop and continue to leverage the customer database to promote both businesses. We will see many more mechanic shop customers several times per year. The average motorist only has a wreck once every 7 years so its tough to market to someone who only might need your service once every 7 years. Once we have them in our mechanic shop we become their trusted automotive person and they will typically listen to what we recommend. There is a great deal of steering of customers by the insurance carriers through carefully worded word-tracks that attempt to create doubt in the insured's mind if the shop they selected is not on their "approved" list. A shop just cannot be on every ones list. Once we let the customer know what word tracks are used they are more educated to stop the bs by carriers claim staff to steer them to a particular shop. We do participate in some of the networks.

 

It used to be a fun business with much better margins but there is so much insurer control and administrative work that it is not near as much fun. The main thing is that if you are small and you have an employee out it really hampers your production as you typically have an estimator, body tech, paint prepper, painter and detail/buffer person needed to complete one car. If anyone is out your production is severely hampered. If I have a mechanic out someone else can typically do the job and will step up. A painter isn't going to do bodywork unless it's very minor, A bodyman isn't going to paint a car. There used to be combo men that could do both both but typically they weren't that good at either and the finishes are much different today.

 

When it comes to parts procurement, it used to be we would order most parts from a dealer or another vendor so you didn't have to deal with a number of different vendors. Today we might have as much as 15 vendors per car. They general rule of thumb by most insurance carriers when it comes to choosing repair parts is Used parts first, then aftermarket, then alternative OE, then OE. OE parts are a last resort unless the car is in most cases current year model, There are a lot of junk aftermarket parts and most used parts come in damaged so there are numerous delays in the repair process. And every carrier is monitoring your cycle time and have contracted with rental car carriers to get constant updates from you. So you have a customer that you are updating, an insurance company, a rental car company all wanting status updates. Most husbands and wives don't communicate so we also ask who should we update with status. Email and text have helped tremendously as it allows us to keep the customer in the loop when requesting supplemental damage inspections form the carriers. Some are very slow to respond. Today it seems we spend much more time administratively on a claim than we spend actually repairing a car.

 

Both of my businesses have done well but I will tell you that 95% of my challenges are in the bodyshop. Part of the reason for separating the two is to have the ability to market the collision shop should I decide to exit that business. Most mechanic shop buyers want nothing to do with body shops and most bodyshop buyers want nothing to do with mechanic shops. I would be happy to share info with you by phone if you want to send me a private message.

  • Like 3
Posted

If you look at the margins from a percentage aspect then margins are lower in the bodyshop. I realize you don't pay bills with percentages, you pay with dollars. The dollars are higher because the average ticket value is much higher. I have both a mechanic shop and a collision shop. I would choose my mechanic shop over the collision shop any day. I have been in the collision business for about 30 years, the last 16 as an owner. I've had my mechanic shop for 12 years. We repair on average about 70 vehicles per month with an average ticket value of $2400 in the bodyshop. our mechanic shop averages about 420 cars per month with an ARO of $257 (That number includes state inspections for $7 each which impacts ARO. We run our KPI's with inspections and without for tracking).

 

They are two very different business and it seams that its two very different set of employees. The customer transactions are much different as the collision transactions are more of an emotional transaction (someone wrecked into me, my spouse crashed it, my kids crashed it and they are all upset no matter the circumstance) and take much more time. I think some of our challenges have to do with space as we operate out of a total of 7500 Square feet for both businesses. I am currently building a brand new facility for the mechanic shop on a separate property so this should alleviate some of the daily chaos. My mechanic shop has 8 employees and the body shop has 13. I have a part time outside marketing person. My plan is to build another Mechanic shop and continue to leverage the customer database to promote both businesses. We will see many more mechanic shop customers several times per year. The average motorist only has a wreck once every 7 years so its tough to market to someone who only might need your service once every 7 years. Once we have them in our mechanic shop we become their trusted automotive person and they will typically listen to what we recommend. There is a great deal of steering of customers by the insurance carriers through carefully worded word-tracks that attempt to create doubt in the insured's mind if the shop they selected is not on their "approved" list. A shop just cannot be on every ones list. Once we let the customer know what word tracks are used they are more educated to stop the bs by carriers claim staff to steer them to a particular shop. We do participate in some of the networks.

 

It used to be a fun business with much better margins but there is so much insurer control and administrative work that it is not near as much fun. The main thing is that if you are small and you have an employee out it really hampers your production as you typically have an estimator, body tech, paint prepper, painter and detail/buffer person needed to complete one car. If anyone is out your production is severely hampered. If I have a mechanic out someone else can typically do the job and will step up. A painter isn't going to do bodywork unless it's very minor, A bodyman isn't going to paint a car. There used to be combo men that could do both both but typically they weren't that good at either and the finishes are much different today.

 

When it comes to parts procurement, it used to be we would order most parts from a dealer or another vendor so you didn't have to deal with a number of different vendors. Today we might have as much as 15 vendors per car. They general rule of thumb by most insurance carriers when it comes to choosing repair parts is Used parts first, then aftermarket, then alternative OE, then OE. OE parts are a last resort unless the car is in most cases current year model, There are a lot of junk aftermarket parts and most used parts come in damaged so there are numerous delays in the repair process. And every carrier is monitoring your cycle time and have contracted with rental car carriers to get constant updates from you. So you have a customer that you are updating, an insurance company, a rental car company all wanting status updates. Most husbands and wives don't communicate so we also ask who should we update with status. Email and text have helped tremendously as it allows us to keep the customer in the loop when requesting supplemental damage inspections form the carriers. Some are very slow to respond. Today it seems we spend much more time administratively on a claim than we spend actually repairing a car.

 

Both of my businesses have done well but I will tell you that 95% of my challenges are in the bodyshop. Part of the reason for separating the two is to have the ability to market the collision shop should I decide to exit that business. Most mechanic shop buyers want nothing to do with body shops and most bodyshop buyers want nothing to do with mechanic shops. I would be happy to share info with you by phone if you want to send me a private message.

 

 

Great info! I am purchasing a building for my second location that comes with a body shop + paint booth sectioned off from the mechanical side. I'd love to get your opinion on how i should proceed with the business if you have some time Mark.

Posted

 

 

Great info! I am purchasing a building for my second location that comes with a body shop + paint booth sectioned off from the mechanical side. I'd love to get your opinion on how i should proceed with the business if you have some time Mark.

Maybe we should take a trip to Texas :)

  • 3 weeks later...
Posted

I have had numerous opportunities over the years to get involved in the collision repair business but have always begged off.  The horror stories from friends in the business and the fact that numerous well-respected body shops in town are available for purchase for very reasonable sums tells me all I need to know.  Guys I respect and admire are hanging up their spurs because, while the insurance companies have always called the shots, they have now resorted to ruthless tactics in many instances and seasoned veterans are saying "screw it, I don't need this anymore". Forced to choose between knuckling under and accepting margins that are ridiculously unfair, or resorting to cutting corners and committing fraud, they are taking a bow and walking away.

Posted
11 hours ago, FNGJWS said:

I have had numerous opportunities over the years to get involved in the collision repair business but have always begged off.  The horror stories from friends in the business and the fact that numerous well-respected body shops in town are available for purchase for very reasonable sums tells me all I need to know.  Guys I respect and admire are hanging up their spurs because, while the insurance companies have always called the shots, they have now resorted to ruthless tactics in many instances and seasoned veterans are saying "screw it, I don't need this anymore". Forced to choose between knuckling under and accepting margins that are ridiculously unfair, or resorting to cutting corners and committing fraud, they are taking a bow and walking away.

Thanks for your input. Yea if you put it that way, it makes sense. I don't like dealing with insurance companies and to do that on a daily basis would be a nightmare 

  • 4 years later...
Posted

I think one thing should be mentioned in this thread for anyone still considering. The first step for me would be to make sure the town/municipality would allow it. Just because someone built a paint booth once, does not mean it is legal.

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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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