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Managing Family Business Dynamics [THA 218]


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https://www.youtube.com/watch?v=EHXSUyYR6Nc&t=6s

Judy Zimmerman Walter is co-owner with her uncles and the CFO of, this 57-year young service business. Zimmerman’s Automotive, Mechanicsburg, PA is a true blue ‘family enterprise’ with 12 out of a team of 29 team members that are ‘IN THE FAMILY’. Zimmerman’s is a top automotive repair facility along with a quick lube and a used car division.

Among her involvement: Women’s Board of the Car Care Council, AASP-PA Alliance of Automotive Service Providers, and the Auto Care Association. Listen to Judy’s other episodes HERE.

Joe Hanson owns Gordie’s Garage. Joe has attended Management Success, NAPA training, Lawrence Tech University and most recently he is a member of the RLO 20 Group 13. He has earned his ASE C1: Automobile Service Consultant Certification. Under his father’s leadership, he has seen what it really takes to make a business like this work. Listen to Joe’s Episodes HERE.

John Klarkowski

Key Talking Points

  • Growing up in the family business and deciding to work in the family business

    • Judy’s Rule: You have to work 2 years somewhere else first, instead of expecting/assuming them to work in the family business 

    • Finding your own way first then can always circle back to the family business later

    • “I’m here because I have to be here” mentality is a responsibility that will lead to resentment long term

    • Introduce to beginning stages- cleaning shop

  • Team concept and positive culture

    • Treat employees like family

    • Everyone’s treated the same

    • Family dynamics have to be separate

  • Allowing failure

    • No favoritism

    • Failure is learning

    • Giving space- share your own mistakes but don’t try to intervene 

    • “Quarterbacking” instead of forcing a certain way 

  • Regretful or grateful

    • Heightened emotions with family

    • Not giving things time to work out, treating family members with disrespect

    • Experience trumps new ideas

    • Let your family members know your feelings- call them after work

  • Nurturing the following generation

    • Guidance and positive reinforcement, moral support 

    • Put things in perspective about the journey 

  • Advice 

    • Recognize if you work well together or not well together 

    • Recognize your communication style among family members

    • Family issues and business issues are checked at the door- no fighting in front of other employees

    • Keep it simple- find out/analyze whole story first then react after

    • Focus on celebrating it is a family business and working together

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This episode is brought to you by Shop Marketing Pros. Your guides are Kim and Brian Walker with a rich history as shop owners and industry veterans. When someone searches for a shop, who are they finding? Your competitors? It should be you! The good people over at Shop Marketing Pros know how to drive website traffic and make Google work for you! www.shopmarketingpros.com

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  • Have you checked out Joe's Latest Blog?

         13 comments
      Most shop owners would agree that the independent auto repair industry has been too cheap for too long regarding its pricing and labor rates. However, can we keep raising our labor rates and prices until we achieve the profit we desire and need? Is it that simple?
      The first step in achieving your required gross and net profit is understanding your numbers and establishing the correct labor and part margins. The next step is to find your business's inefficiencies that impact high production levels.
      Here are a few things to consider. First, do you have the workflow processes in place that is conducive to high production? What about your shop layout? Do you have all the right tools and equipment? Do you have a continuous training program in place? Are technicians waiting to use a particular scanner or waiting to access information from the shop's workstation computer?
      And lastly, are all the estimates written correctly? Is the labor correct for each job? Are you allowing extra time for rust, older vehicles, labor jobs with no parts included, and the fact that many published labor times are wrong? Let's not forget that perhaps the most significant labor loss is not charging enough labor time for testing, electrical work, and other complicated repairs.  
      Once you have determined the correct labor rate and pricing, review your entire operation. Then, tighten up on all those labor leaks and inefficiencies. Improving production and paying close attention to the labor on each job will add much-needed dollars to your bottom line.
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