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Roddor

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I just found this website recently. I have recently started my own small specialty business of Alaska Jeep Rage. I buy, sell and customize Jeeps. I run the part time business out of one bay of my two car garage in Fairbanks Alaska. I am a full time state trooper and am looking to work the Jeep business into a full time business when I retire in five years. I aim for mostly build up modifications, fabrications, repairs for off road jeeping. I have been Jeeping off and on over the years as well as doing most of my own mechanical work. I have been doing light mechanical, welding off and on for over the years and decided to start it as a business. I hoped to start small and without borrowing money during this economic depression and be in regular practice in five years. I currently am assembling a 1982 Jeep CJ that a kid took apart and couldn't get put back together as he lost his help. If I'm not on some customer jobs and I look for Jeeps that I can repair or mildly build up and sell for profit. I'm working on a business plan but not sure how the business will steer as it's a special niche. I'm working on keeping the customers at a steady flow and not overflowing for my current part time status. I have worked in shops but have not done estimates or bid jobs. I need to get info and practice in these areas. I am interested in what shops are doing for mark up on parts. Some auto places seem to have crazy variations for list or retail price. I also need to deal with used parts as well. Really looking for some top notch advice and business interactions from folks down in the states.

 

Rod

Alaska Jeep Rage

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  • Have you checked out Joe's Latest Blog?

         0 comments
      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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