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The Extreme Value of a ‘SWOT’ for your Business [THA 283]


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How often are you checking on the overall health of your business with your team members involved? Are you identifying and working on the strengths, weaknesses, opportunities, and threats, known as SWOT? How do you start a SWOT analysis? What are the benefits? How do you find your blindspots? Does knowing your SWOT give you a competitive advantage? My panel takes a deep dive into the value of SWOT and shares their own experiences. Watch the Episode on YouTube Brian Bates, Eagle Automotive Service, Littleton, CO, 9 locations. Brian's previous episodes HERE Michael Smith, Managing Partner, Herzberg Smith and Co, Michael Smith's previous episodes HERE Bill Van Hoose, General Manager, Eagle Automotive Service, Littleton, CO, 5 locations Key Talking Points

  • SWOT Analysis is just one component of a comprehensive approach to continuously reassessing and improving a company's structure, performance & results over time. SWOT is Step #1 in a 5-step value building cycle - As-Is discovery, To-Be future, gap analysis, gap closure, and begin again.
  • Strengths & Weaknesses are INTERNALLY-focused and  Opportunities & Threats are EXTERNALLY-focused.
  • Path to Mastery - Achieving mastery requires continuous assessment & development; SWOT plays a crucial role
  • A comprehensive (breadth) SWOT analysis examines ALL value-levers & business functions.
  • A deep-dive (depth) SWOT analysis includes an alignment-assessment for each lever & function, from vision down through deliverables & success metrics.
  • People do business with people
  • Consider doing a SWOT post Covid
  • Starting- pick 1 problem area first, you will uncover other problem areas naturally. Remove your arrogance during the process. Add humility. Ensure your team is aligned with your culture, business and SWOT. It is a collaborative effort to improve, you are not assigning blame.
  • Implementing SWOT with a qualified moderator to dig deep, unveil blindspots and ask the hard questions
  • “What’s your legacy? What is your exit strategy?” Have the end in mind. What is your value proposition?


Connect with the Podcast Aftermarket Radio Network Subscribe on YouTube Visit us on the Web Follow on Facebook Become an Insider Buy me a coffee Important Books Check out today's partners: More Time. More Profit. Shop-Ware Shop Management getshopware.com ARN-Website-Banner-1200x400-1.png Screenshot_340-1.png

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  • Have you checked out Joe's Latest Blog?

         5 comments
      I recently spoke with a friend of mine who owns a large general repair shop in the Midwest. His father founded the business in 1975. He was telling me that although he’s busy, he’s also very frustrated. When I probed him more about his frustrations, he said that it’s hard to find qualified technicians. My friend employs four technicians and is looking to hire two more. I then asked him, “How long does a technician last working for you.” He looked puzzled and replied, “I never really thought about that, but I can tell that except for one tech, most technicians don’t last working for me longer than a few years.”
      Judging from personal experience as a shop owner and from what I know about the auto repair industry, I can tell you that other than a few exceptions, the turnover rate for technicians in our industry is too high. This makes me think, do we have a technician shortage or a retention problem? Have we done the best we can over the decades to provide great pay plans, benefits packages, great work environments, and the right culture to ensure that the techs we have stay with us?
      Finding and hiring qualified automotive technicians is not a new phenomenon. This problem has been around for as long as I can remember. While we do need to attract people to our industry and provide the necessary training and mentorship, we also need to focus on retention. Having a revolving door and needing to hire techs every few years or so costs your company money. Big money! And that revolving door may be a sign of an even bigger issue: poor leadership, and poor employee management skills.
      Here’s one more thing to consider, for the most part, technicians don’t leave one job to start a new career, they leave one shop as a technician to become a technician at another shop. The reasons why they leave can be debated, but there is one fact that we cannot deny, people don’t quit the company they work for, they usually leave because of the boss or manager they work for.
      Put yourselves in the shoes of your employees. Do you have a workplace that communicates, “We appreciate you and want you to stay!”
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