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Posted
I recently read a survey in a trade magazine showing the average national price on 4-wheel alignments. The survey contained mostly tire shops. What I surprised (and disappointed) to see was how low priced some shops charged for the average 4-wheel alignment. In some cases as low as $49.99. Don’t we give enough away? We all know that an alignment system with a rack can cost upwards of $50,000.

 

It’s funny, with bodywork, the insurance companies will either pay us a menu price or give us the time from a recognized published labor guide, which for some cars exceed 1.5 hours. Even at a labor rate of $70.00, a labor time of 1.5 is $105.00. Is the alignment service just another commodity doomed to be priced low such as the common oil change?

 

Step one: We bought our JB 3D camera system on Ebay for under $7K.

 

Step two: We bought our Hunter rack and jacks on Ebay for just over $1K.

 

(these deals are about to get even better)

 

Step three: We offer levels (align menu) with 3 options...good, better, best.

 

Alignments are similar to oil changes in that they are one of a dozen or so items that have a fairly well known common price. I believe a shop should survey local shops for alignment prices and make sure they are in the ball park.

 

The bottom line is total GP. Adjust prices of everything as needed to hit the GP targets. Like or not, this is how business is done today and how successful businesses do well.

 

So, don't focus on the price or GP of individual services...instead focus on the end of the month bottom line.

Posted
Tom, I have a problem with this. GP does not always equate to profit dollars. And just because the shop down the block charges $45.00 for an alignment does not mean I need to be in his ballpark. He may not have done the math and arrived at his price because he assumes this should be the price.

 

Getting back to GP. When brake rotors were $50.00 two years and we charged $100.00, we made $50.00.

 

When brake rotors came down to $25.00 and we charged $50.00, we made $25.00 LESS money.

 

But the GP stayed the same. My bills are paid with Dollars not GP.

 

Personally, I focus on each job.

 

You thoughts???

 

I agree that other shops often do not do the math. It's also true that once a shop gets a too high priced reputation it can be deadly. The math does not matter....perception is reality for customers. We learned that lesson many years ago after following the advice of management trainers who preached raising prices to solve every solution in a shop. Ten years later we still have the reputation and will likely have it forever to some extent unless we move to another area.

 

As far as rotors or similar parts go, a shop can offer two levels (both which are decent name brand stuff). The lower cost rotor is a perfect example of where the GP can be adjusted to compensate for the low price alignment.

 

If you use a graduated matrix of some kind then I assume you are not using the same GP on both of the rotors in your example.

 

I agree that bills are paid with dollars, not GP...but attaining proper GP targets puts enough dollars in the check book.

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  • Have you checked out Joe's Latest Blog?

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      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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