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[Podcast] Aftermarket Acumen Part 5 – Succession [RR 512]


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Donny Seyfer the executive officer of NASTF (National Automotive Service Task Force) and Partner in Seyfer Automotive in Wheatridge, CO. Listen to Donny’s previous episodes HERE.

Jeremy O’Neal President and lead sales trainer for Advisorfix, began his career as a Service Adviser and moved into Service Management at the dealership level for VW, Audi, and Porsche. He consistently placed in the top 3% of Service Advisors across the nation.

With a passion for helping others, Jeremy started coaching Service Advisers in 2007. Jeremy also owns an independent auto repair shop Freedom Auto Repair in Hesperia, CA. Previous episodes HERE. Link to Advisorfix HERE.

Danny Sanchez is owner and founder, of Auto-shop Solutions and grew up spending countless hours working around his dad’s auto repair shop in California, eventually taking over and running the business himself. Auto-shop Solutions started in 1998 when Danny founded Auto Web Solutions.

The Internet was starting to take off, and Danny took great interest in the powerful marketing benefits it could provide. As a successful shop owner himself, Danny used Auto Web Solutions to consult with other repair shops on their business practices and web presence.

In 2005, when Google launched Ad Words and changed its search engine to favor local businesses, Danny saw a huge opportunity for the automotive industry to draw more clients from the Internet. With just a handful of clients and a few websites, Danny built the foundation of his company – quality, affordable, automotive websites and Internet marketing solutions, designed exclusively for the auto industry. Check Danny’s previous episodes HERE.

Jim Silverman is the Director of National Accounts for ATI Automotive Training Institute. Listen to Jim's previous episodes HERE.

 

Talking Points:

  • Danny SanchezSo many shop owners’ succession plan is to close the doors. It is sad to see
  • There are many shop owners willing to sell that opens up opportunity for growth to a multi-store operation
  • Donny SeyferIf your exit plan is that they are coming to take me away in the ambulance
  • If you don’t plan you’ll lose successors
  • If the business can’t be run by anyone else, then you have to rethink your priority
  • It takes a small workforce to fix big problems.It takes experiential knowledge and the proper tools
  • Own the fleet as a transportation company. Work on your cars
  • Repair vehicles that are in the Touro program
  • ADAS calibration center will need a collision feed, the right location, training and a larger investment in calibration tools/equipment. There is a window of opportunity to get in 
  • Jeremy O’NealFix the car right the first time
  • What are your most profitable jobs? Market to them
  • Jim SilvermanWhen do you want to retire?
  • If you want a premium for your hard work. Look for about 2 to 3 times EBITDA (Earning Before Income Tax Depreciation and Amortization)
  • Have you told your successor that you plan on them taking it over?
  • You need a succession plan for your succession plan
  • Every interview you make should have a successor in mind
  • Standard Operating Procedures must be created and followedAlso, create an SOP to keep the business going. Passwords. Taxes paid. Payroll done etc
  • Hire a successor that is better than you
  • Business model: Rent some bays at an office building parking ramp

Resources:

  • Thanks to Donny Seyfer, Jeremy O'Neal, Jim Silverman and Sara Fraser, and Danny Sanchez for their contribution to the aftermarket’s premier podcast.
  • Link to the ‘BOOKS‘ page highlighting all books discussed in the podcast library HERE. Leaders are readers.
  • Love what we do, buy a cup of coffee HERE.

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Buy Carm a Cup of Coffee 

This episode is brought to you by AAPEX, the Automotive Aftermarket Products Expo. AAPEX represents the $740 billion global automotive aftermarket industry and has everything you need to stay ahead of the curve. With 2,500 exhibiting companies, you’ll see the latest products, parts, and technologies for your business. As a result, the event also offers advanced training for shop owners, technicians, warehouse distributors (WDs) and auto parts retailers, as well as networking opportunities to grow your business. AAPEX 2020 will take place Tuesday, Nov. 3 through Thursday, Nov. 5, at the Sands Expo in Las Vegas. Therefore, more than 48,000 targeted buyers are expected to attend, and approximately 162,000 automotive aftermarket professionals. They will be from 135 countries which are projected to be in Las Vegas during AAPEX 2020. For information, visit aapexshow.com

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  • Have you checked out Joe's Latest Blog?

         1 comment
      Have I got your attention? Great.
      Let me start by saying that I believe in giving praise when deserved and letting employees know when they dropped the ball. However, the truth is that no one enjoys being reprimanded or told they messed up.  
      The question is, what is the appropriate balance between the right amount of praise and the right amount of critical feedback? According to studies done by Harvard Business School, the ratio of praise to critical feedback should be about 6:1 – Six praises for every critical feedback. I am not sure if I agree with that.
      From personal experience, I would recommend a lot more praise. The exact ratio doesn’t matter. What’s important is that before you consider giving critical feedback, ensure you have given that employee a lot of recent praise. If not, whatever you are trying to get through to an employee, will fall on deaf ears.
      When you do have to give critical feedback, remember a few things:
      Focus on the issue or behavior; never attack the person, and remain calm in your actions and words Ask the employee for feedback, their side of the story Speak to the employee in private Address the issue soon after it happens; never wait Don’t rely on second-hand information; it’s always better if you have experienced the situation yourself that you want to correct Have an open discussion and find things that both of you can agree upon Have an action plan moving forward that the employee can take ownership of Use the experience as a learning tool Make sure you bring up positive attributes about them Remember, you don’t want the employee to be angry or upset with you; you want them to reflect on the situation and what can be improved. One last thing. Everyone makes mistakes. We need to be mindful of this.
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