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After looking and reading some posts Here are some quick answers to some of them.

Charging for Diagnostic time... Absolutely and is easy done. 

Fleet Customers.. Absolutely if you have the man power and shop to handle them. Be careful , you can loose them if your not equipped to support the amount of work. Do your homework.

Damage and misfortune to a customers vehicle while in your care... If it's your fault just fix it. If not assess and address it quickly, the sooner the better. 

Know your Business not just part of it... Know it inside and out. Knowing your fixed cost is a must. 

Spend Wisely ..It takes money to make money keep it balanced , don't invest without returns.

Advertise Wisely....Quick example : If you are around a large place of business where people work , Hospital, Shopping Mall, Manufacturing Plant Etc there are just a few suggestions of gaining customers for next to nothing cost, to attain those customers. A promotion on a business size card and NO, you don't have to discount a thing. 

Dealing with employees ..On cell phones , drugs etc whatever you don't address you condone!  

Hope this helps  Need help with anything, I am a phone call or email away !

Dan Stevens 

Stevens Automotive Services  


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    • By Joe Marconi
      Can someone truly have two personalities? A real life Dr. Jekyll and Mr. Hyde—the one you see, and the one everyone else sees? I had a Dr. Jekyll and Mr. Hyde employee a number of years ago; we’ll call him Dr. J. He was my shop foreman and helped the manager run the daily operations. Dr. J was employed about five years before things began to change.
      I first learned about Dr. J’s erratic behavior from a few of my employees. According to these employees, his behavior was destructive, disrespectful and rude. He never acted differently in front of me, so I had a hard time understanding what was going on. I talked to Dr. J about what others were saying, and he looked stunned.
      “Joe, I really can’t tell you why anyone would be unhappy with me. I get along with everyone,” he told me.
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      Out of respect, the employees agreed—but not for long. I was away on a business trip when I got a disturbing text message from one of my technicians. The text read, “Joe, if you don’t do something about Dr. J, we’ll deal with it ourselves.” It was late when I got the text, but decided to call the tech anyway. He told me in great detail what Dr. J was saying and how he behaved. I was shocked by what the tech told me. Could this person be a real life Jekyll and Hyde?
      It was early Monday morning, my first day back, when my office manager came into my office, closed the door behind her and said, “Joe, if you don’t do something about Dr. J, people are going to quit.” I knew at this point I had a real problem on my hands.
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      According to Dr. J, the rest of the employees were not pulling their weight and that all he was trying to do was to motivate them. I tried to explain to him that criticism and harsh words are viewed as an attack. And if this strategy is repeated over and over, people will push back and shut down—the exact opposite of any intended good. I could tell by the look on Dr. J’s face that he really didn’t agree with what I was saying, but he told me that he would take my opinion under consideration.
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    • By Joe Marconi
      We allow visitors to read the first post of each topic. To continue reading responses, you must be signed in.
    • By Joe Marconi
      I will never forget the day I met Carlos. It was 13 years ago at a small business conference in New York City. The conference drew business owners from all types of industries throughout the greater New York area. Carlos was sitting next to me at orientation. The day was lined up with guest speakers, workshops and networking opportunities. By the third networking break, Carlos and I were hitting it off. We traded war stories, discussed business challenges and brainstormed new ideas. Carlos owns two Italian restaurants, one in Manhattan and the other in Brooklyn. His first restaurant was founded in 1986 when he was 27 years old. I finally asked Carlos, “What’s your background? Did you go school to become a chef? Did your family own a restaurant? Do you enjoy cooking?” Carlos turned to me, smiled, and said, “Joe, I am going to let you in on a little-known secret: I have never cooked a meal in my life.”
      Unlike Carlos and his business venture, most auto repair businesses are started by technicians and use their technical skills to run their companies. I was one of them. I spent years honing my technical skills from the time I graduated high school in 1973 to my first day in business, Oct. 1, 1980. I worked hard at becoming the absolute best automotive technician I could possibly become. I also spent another decade after starting my business improving those skills. That is, until one day I realized that while I may have used my technical skills to start and initially build my business, it wasn’t enough.
      In the first 10 years, I grew my business primarily with my hands, my strength and my determination. At the end of that decade, I hit a wall. Thankfully, that wall knocked some sense into me. My business was largely dependent on my abilities and what I could produce. After analyzing my business and realizing that it had plateaued for a number of years, I had to make a tough choice. It was time to put down the tools. I had to learn a different set of skills—the skills of running a company. This proved to be the right choice for me.
      I’m not saying I regret what I did in those early years. I didn’t know any other way. I loved the auto industry and I loved working on cars. However, when the day came that I decided to become a business owner, my life changed. And, my awareness of how to build and run a business should have changed with it.
      There are shop owners that were never technicians, and do quite well. It’s argued that they have an advantage over technician-turned-shop-owners. A technician’s brain is wired to look at the problem at hand, create a solution and move on. An entrepreneur looks at business from a different perspective: always looking to the future, at growth and what other greater things can be accomplished.
      I remember many years ago meeting a very successful shop owner from the west coast at a trade show. We were both standing at a booth that displayed emissions-related products. I picked up a sensor, turned to this shop owner and asked what he thought of the new air fuel ratio sensors. He replied, “I wouldn’t know an oxygen sensor from a spark plug.” I kept silent. This shop owner was, and still is, well known in the industry—and very successful.
      Here’s the bottom line: As a business owner, the skills of repairing cars have little to do with the skills needed for long-term business success. For many of you with a technical background, you may have come to the same conclusion. If you have not come to this realization, please take a long hard look at your life and your business. While you may love to be in the bays, your place it a helm of the ship. Use those technical skills, but understand that those skills may have gotten you this far, but they won’t get your business to where it needs to be. It will be your business skills and people skills that builds a sustainable company that continues to grow and becomes a source of enrichment for you, your family, your employees and their families.
      Carlos and I still keep in contact with each other and he still owns and operates his restaurants. Carlos called me the other day and told me that he actually had the opportunity recently to work in the kitchen at one of his restaurants. Perhaps even entrepreneurs can cross over into the world of technicians. I’m betting it did a world of good for Carlos.
      This story was originally published by Joe Marconi in Ratchet+Wrench on November 1st, 2018

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    • By Joe Marconi
      We allow visitors to read the first post of each topic. To continue reading responses, you must be signed in.
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