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Posted

Great questions, Joe.  My answer on both questions would be "it depends."  There's a lot of variables involved before I give a definitive answer.  All I can say is what my experience has been in the past because at different stages of my career, I've asked myself the same questions.  I'll just tell you about one.

I came to the crossroads in my career when in deciding if I wanted to take in European vehicles, specifically, European transmissions.  Every job was like a new adventure in uncharted waters.  They took more time, more money for parts, and a higher percentage of those Euro jobs would turn into a "dead job" sitting in the back parking lot awaiting payment.   I considered myself lucky if we were paid as soon as the work was completed.  To add insult to injury, there was a higher rate of  no-goes (failed the final road test) and warranty claims.  Perplexing to say the lease because I didn't want to turn away work.

Unrelated to this topic, I bought a list of all the vehicles currently licensed in our county from our state's DMV to see where our bread & butter-type jobs were at.  I put the list into a database and would write queries.  Two years after I bought the list, a new question/query came up.  I wanted to see how many European makes are there in our county.  I couldn't believe my eyes at the answer... an infinitesimal 6%!  In my mind, I see way-more than that going down the freeway.  Moreover, I later discovered from AAA that the rate of European vehicles nationwide was only 10%.  Ever buy a particular model and color of a vehicle that you never see on the road?  Then, after you start owning that particular model and color of a vehicle, then they seem to be everywhere!  A similar phenomenon I call "a head-turner" was exactly what was going on with me.  Every time I saw a Euro on the road, it was a "head-turner".  Any other type of car was merely just traffic.

I soon reasoned if I ever chose to not work on European vehicles, I would still have 94% of the market!  After several months of thought, I finally would say "no" to European vehicle owners in a very special way.  My strategy was to price the work so high, the customer would be the person saying "no" and not me.  Anything can be had/done for a price.  Looking back, that was one of the best business decisions I've made in my career.  In the end, we still worked on Euros, just not near as many.  I guesstimate we still had 95-

96% of the market

The lesson I learned was to NEVER say "no" to any customer.  If the customer has the type of car or job you don't want to take on, don't be the person that says "no".   Let the customer say "no".

 

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Posted
4 hours ago, Joe Marconi said:

Larry, you bring up a few things I did not consider. And I guess if there is a strategy that works for one, who is to say it's wrong or right? As always, thank you for your perspective. 

I would be lying if I said nobody ever had something negative to say about my strategy.  I've been told my strategy is unethical.  Another said "You can't get that kind of money for that job."  Another said, "How can you let that customer walk?  Just because you're greedy?" and on, and on.  All complaints were some variation of those 3 objections.  That didn't deter me.

One thing for sure, all the shop owners I did consulting work for and practiced qualifying customers that way, went back to their old ways after I left.  Only one of them are still in business.  My opinion of why they are still in business is because they added full car repair to their formerly 'transmissions only' business.  The biggest problem I see with struggling transmission shops today is they don't cover their costs.  I train them in job costing and I hear objections like "I can't get that much." or "If I charged that much, I'd be the highest priced shop in my area." etc., etc., etc.    

My experience has been that they either follow my training (or any good training) or go out of business.  A great example is my former shop.  I sold my former shop to a multi-shop owner/competitor.  They had 4 shops in total, we were shop #5.  Before the sale, we were doing a consistent $1.2M/yr. in sales for the 3 years prior to the sale.  Their rent was $11K/mo. or 11% of sales.  Within 5 years, sales were down to $400K/yr.  Rent became a whopping 33% of sales.  No shop can survive like that.  They eventually folded, employees left, and they took all the shop equipment with them.  The $85K judgement we got against them wasn't worth the paper it was written on.  Sad, sad, sad state of affairs in the end.  Perhaps I'll write a book about it some day.

  • Like 1
  • 4 months later...
Posted (edited)

I've talked about this before, but it does bear repeating.  Does your shop work on European vehicles?  Here’s some validated facts.  Did you know if you added up all European vehicle makes and models they would add up to less than 10% of the U.S. vehicle population.  When I first saw this in the Automotive News Data Center (https://www.autonews.com/data-lists) I couldn’t believe it.  It seemed like I personally saw more European vehicles than 10%.  After seeing the same results year after year I finally determined why that was.  

It’s because European vehicles are head-turners.  You sit up and take notice.  However, over 90% of the vehicles on the road are mere traffic to me and most people.  These percentages are for the entire U.S.  Some parts of the country have a higher or lower percentage.  Where I live, in Utah, the number is 6%.  However in my suburb of SLC, Draper, the number is 8%.  I don’t have the numbers for other states.

Do you realize if you thought servicing European vehicles was too much of a hassle worth pursuing, and eliminated Euros from your job mix, you would still have over 90% of the market?  Food for thought.

Rethink your business model.  If you are in or near a big city on the coast, you may not want to eliminate Euros.  They seem to be over 10% in those locations.  However, we did not turn Euros completely away.  We are a transmission repair facility and many specialized tools we buy are for a 1 or 2-time use only.  We have to pass those costs on and is why we price European units so high when compared to domestic transmissions.  Because of that, we did few European vehicles.  And without exception, they were always a hassle.

Think about it and determine if European vehicles can fit into your business model.

Edited by Transmission Repair
Correct spelling and add link.
  • Like 1
  • 2 weeks later...
Posted

Regarding “My strategy was to price the (European) work so high, the customer would be the person saying "no" and not me.”

While that strategy makes sense to a shop owner, let me add this.  I want to encourage a panel discussion at an upcoming auto conference on improving the perception of our industry. I started a list of talking points and overcharging is one of them. And that strategy looks exactly like overcharging. When the customer checks a European repair shop, they obviously decide you are overcharging. And our industry looks bad. I believe we need to fix that. For the benefit of all of us.

Thoughts?

Side note: we're a German car repair shop in Orange County , California and German cars are EVERYWHERE !!!

Posted
3 hours ago, newport5 said:

Regarding “My strategy was to price the (European) work so high, the customer would be the person saying "no" and not me.”

While that strategy makes sense to a shop owner, let me add this.  I want to encourage a panel discussion at an upcoming auto conference on improving the perception of our industry. I started a list of talking points and overcharging is one of them. And that strategy looks exactly like overcharging. When the customer checks a European repair shop, they obviously decide you are overcharging. And our industry looks bad. I believe we need to fix that. For the benefit of all of us.

Thoughts?

Side note: we're a German car repair shop in Orange County , California and German cars are EVERYWHERE !!!

You need to go back through this conversation and read ALL of what I said.  Just as an example, I said:

"Rethink your business model.  If you are in or near a big city on the coast, you may not want to eliminate Euros.  They seem to be over 10% in those locations.  However, we did not turn Euros completely away.  We are a transmission repair facility and many specialized tools we buy are for a 1 or 2-time use only.  We have to pass those costs on and is why we price European units so high when compared to domestic transmissions.  Because of that, we did few European vehicles.  And without exception, they were always a hassle."

I agree we need to improve the image of our industry.  However, I don't believe pricing needs to be in the discussion.  In my opinion, the vast majority of automotive shops UNDERCHARGE, not overcharge.  Nobody is holding a customer hostage when giving pricing information.  It's always a negotiation.  Watch a few episodes of TV's Pawn Stars and you'll start to get where I'm coming from.

Posted

I apologize for the confusion. I had read it all. I wasn't blaming. We've all done it and I NEVER thought anything about that until I started brainstorming reasons for our bad rap. And polls have shown overcharging is an issue, even though they don't say HOW those customers decided that!!!

As if it FELT high to them???

My point was, when that customer calls a shop that specializes in European cars and they quote a regular price, the customer jumps to the conclusion that you were overcharging. Human nature.

Again, I apologize for the confusion.

Victor

Posted

No apology needed, Victor.  I have an "overcharging" story for you that might smooth things over.  I had a customer with some bad luck.  His wife's transmission went out and 2 months later, the transmission in his Dodge truck took a dump.  In less than 90 days, he had over $6K in unexpected transmission repairs.  His truck also had a pinion seal leaking in the rear diff.  I called the customer to get the additional authorization for $300 and he declined.  His brother-in-law said he could fix the pinion seal leak for $50 bucks.  So, we did just the transmission and noted on the repair order that the pinion seal was leaking and we wouldn't be responsible for low fluid damage to the rear diff.  He paid the bill and left.

Two weeks later he calls to get his truck towed in.  Our manager took the call and had no idea we had worked on the truck before.  As it turns out, his pinion nut had come loose and slung the rear driveline out of the vehicle.  The damage was extensive.  So much for the "brother-in-law pinion seal job."  Take a peek...

 

Posted

I bet he and his brother-in-law aren't on the best of terms anymore.  His brother-in-law thought we were overcharging.  (If they want too much for a pinion seal, I wonder if they didn't do the same on the transmission?)  So much for the do-it-yourself pinion seal job.

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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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