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I knew nothing about commercial real estate.  I had never leased or sold any before 2015 when I leased our shop.  When it came time to sell in 2020, I didn’t have a clue.  I was forced to sell when the buyer of my business and leaseholder skipped out on a 10-year lease after only 5 years during the summer of 2020.  Unfortunately, he stripped the building and took all the shop equipment with him.  The only way we found out was after-the-fact when we drove by and there was no sign on the building.

By the time we entered the building, he had been gone more than a month.  Instead of dealing with all the hassle of leasing, we decided to sell the real estate,  It was on the tax rolls for a valuation of ~$1M but I felt it was worth much, much more.  But what did I have to sell?  A pretty much empty building sitting on 0.92 acres of land?  What the hell do I do?  I didn’t even know how much to list it for, let alone how to list it without a commissioned real estate firm getting involved.

We had a high-visible freeway location.  There’s only ONE north-south interstate in Utah and it’s I-15; and we were right on it.  I started researching for comparable real estate that was listed in the past 5 years to see what it went for.  NADA! There was nothing to be found.  Long story made short, I settled on a $3.2M asking price.  Ballsy, huh?

But how do I get the word out?  Then I discovered LoopNet.com.  It’s the biggest internet search engine for commercial property for sale or lease.  I listed there for about $125 and it generated a ton of calls from people interested in the building seeking a tour of the building.  The building was in shambles.

At the same time of the listing, I had a huge 8’X30′ banner made and put on the building.  I purposely list a Dallas phone number that would forward to my cell phone. (see picture below)  I also found out that LoopNet.com also places my ad with several other online search engines sort of like Indeed.com does for employment which generated even more calls.

Of all things old-fashioned, a plumber drove by, saw the sign, and called me for a tour.  It was a couple in their mid-30s with a fleet of 40 plumbing trucks.  They wanted the place to not only work on their own vehicles, but they needed PLENTY of parking. (Which we had)  The sign had only been up for a week and I was surprised.  A few days after the first tour, he called for a second tour.  It was the tour where he gave me an offer of $2.2M.  I was desperate to sell so I negotiated a $2.3M sale price.  It was 3X what paid for the building just 7 years prior and over twice its appraised value.  I had hit a home run.  Lucky me.

So, my advice is to follow just what I did in this story.  The sale could have gone either way; LoopNet or a sign.  I designed the sign myself in Adobe Illustrator anId found a sign guy to make, install, and remove the sign. (Image below)  I had a lot of pictures of both before and after the shop was stripped; mostly after, that I listed online along with a video of back when we were in the building.  Here’s a link to the pictures:…    Certified Transmissions Draper, Utah

I’ve posted this a couple of times before, but here it is again.  The video of the exterior of the building.  Notice it has a double fence on the property.  https://youtu.be/V89FJzM7KCg  1:07  Lastly, follow the 10 Rules For Selling Your Shop which I posted a few days ago.  May you have the same success that I did!

 

Shop For Sale Banner.JPG

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Posted

Like I said earlier, I chose not to use a broker.  We are a transmission repair shop with no G/R.  I contacted my 3 biggest transmission shop competitors in our market area.  The Aamco owner came in and said all I had to sell was 4 walls, a roof, and shop equipment.  He never made an offer.  The other shop owner had 3 locations and just flat out told me he wasn't interested.  The 3rd shop owner was a multi-store owner with 5 locations.  He once had 10 locations but was down to 5.  From the time I let him know we were selling to getting the cash in my hand was an amazingly short 6 weeks.  Lucky me, huh? 🙂

In May of 2015, he signed the paperwork for a 10-year lease.  Unlike you, Joe, I didn't do all the due diligence like you did.  The guy went broke and was consistently late in rent, sometimes getting 2 and 3 months behind.  He skipped out after 5 years, then I sold the real estate.  Believe it or not, it was a blessing in disguise.  If he was still in the building, my wife and I couldn't have really afforded to fully retire until 2025. 😞

 

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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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