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I've been trying to break into the fleet maintenance/repair business that is close by to my shop but haven't had any luck. My pricing is what seems to be the problem.

Any help would be appreciated. 

Posted

More information would be helpful. How is your pricing the problem? When trying to get into fleets, is your first question to the person in charge is are you unhappy with your current vendor? What would you do differently if you had the chance, what is the biggest pain you have when dealing with fleet maintenance? All these are discussion points to which you should have compelling answers/discussion points. If the only thing that is discussed is price and the value of doing things correctly is not part of that equation I would say move on to another fleet.

  • 3 weeks later...
Posted

I negotiate the hourly labor rate and use Mitchell labor guide for times and prices. Most fleets look at quick turnaround time and not pricing-as long as it’s fair

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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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