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  • 3 weeks later...
  • 7 months later...
Posted (edited)

Location, location, location...

Listen or read the following link:

Follow The Sound Of Bulldozers And The Smell Of Fresh Paint

===============RELOCATION STORY ============

When opening a transmission shop, most shop owners look for a suitable building.  For the vast majority of my career, I was the same.  The market location is rarely thought of.  No consideration of a fenced vehicle storage area or even if that area is paved or not.  Not a thought about traffic count.  It’s the building itself and its suitability for transmission repair.  Imagine, if you will, the most affluent area you know of.  Further imagine opening a transmission shop in that same affluent area.

 

After 16 years located in a lower middle-class market in Pleasant Grove, Utah with a median household income of $76,672, we contemplated moving to an affluent upper middle-class market in 2008 with an average household income of $149,514.  The former rent was $1,800/mo. and the new rent would be $9,000/mo.  “How in the hell am I going to afford a 5-fold increase in rent?” I thought.  With an average gross profit of $1,500 per major transmission job, I reasoned it would take 6 major transmission jobs just to pay for rent.  Then there’s payroll.  Ouch!

 

One of my sales trainers, Roy H. Williams in Austin, TX once said, “Expensive rent is the cheapest advertising you can buy.”  The rent amount is often proportional to the amount exposure.  Realtors often say “Location, location, location.”  The location we were looking at was located right on I-15, the only north-south interstate freeway in the state of Utah.  The traffic count of 5K/day on the frontage paled in comparison to the 250K/day of I-15.  After much thought and losing sleep, we relocated to Draper, Utah which is a suburb of Salt Lake City.  

 

After the move, the issue of customers without money for the transmission repair all but evaporated.  In Draper, if a customer didn’t have the readily available cash, they had room on their credit card.  Completed jobs didn’t sit around; customers would pick up their vehicle as soon as the job was completed.  We were suddenly in a world where money was no object but being without transportation was.  This was before Uber of Lyft.  The only substitute transportation was Enterprise Rent-A-Car.  Our sales went from a 16-year high of $500K/yr. To $1.2M/yr. seemingly overnight.

 

I tell this story because it was the first time, I thought like an Aamco business owner and not the transmission builder I was.  As time went on, I eventually came to know my competitors, including the Aamco owners.  I learned so much.  It was nice to have a non-adversarial relationship with other shops.  We eventually sold the business in 2015 and the shop real estate in 2020, and I became fully retired.

=========================================

ATRA story…

I joined ATRA during the winter of 1985 seeking how they could help a fledgling business.  In the beginning, ATRA supported transmission shops in many ways, such as technical training, seminars, trade shows, credit card processing, business insurance, intershop warranties, and management/sales training.

—-------------------------------

ATRA’s revenue streams were varied, but all parts of the revenue stream were very helpful to ATRA’s success.

—--------------------------------

Edited by Transmission Repair
To add a link at the beginning of the post.
  • 2 weeks later...
Posted
On 12/28/2022 at 4:33 PM, Transmission Repair said:

This is Todd Hayes' signature line he closes all correspondence with...

Unlimited Cars Unlimited Technician!
Now Hiring SuperStar Service Writers & Technicians
Call or Email
Todd Hayes 386-547-3682

Read about Todd Hayes' and Perry Adams' success in all of their repair centers.  One of his shops does $1M/mo. (Yes, that's ONE MILLION DOLLARS A MONTH.  The rest of his shops are doing $500K/mo.  Read about his techniques in the article below...

In The Trenches With The Wrenches

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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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