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Is anyone servicing fleets using one of the fleet management companies (GE Capital, Kelley, etc)? I would be interested to hear experiences. I am considering looking into it but have heard some negative feedback on the process.

Posted
Is anyone servicing fleets using one of the fleet management companies (GE Capital, Kelley, etc)? I would be interested to hear experiences. I am considering looking into it but have heard some negative feedback on the process.

 

We do work for about 12 different fleet management companies. Most of these are negotiated through our franchisor. The paperwork can be a pain but if you stay on top of stuff there isn't a problem. We will take all the fleet management work we can get. An added advantage is that we have also cultivated some of the drivers into customers for their personal cars.

Posted

We do work for fleets. It's been just ok. The issues I have are calling for approvals on some jobs (it takes too long), the negotiations can be a bit tough and many fleet service companies take a percentage off the top. You need to factor that in your price. We can't afford to give them a 10-12% discount

Posted
We do work for fleets. It's been just ok. The issues I have are calling for approvals on some jobs (it takes too long), the negotiations can be a bit tough and many fleet service companies take a percentage off the top. You need to factor that in your price. We can't afford to give them a 10-12% discount

 

One does have to watch the discounts. You can get hurt unless you factor in what you are really getting paid. Most of our GE stuff has a 20% discount. This forces us to mark things up more than we normally would and to go off book labor for some things that we usually would not (i.e. battery swap or air filter). If your shop has small mark ups and a low labor rate you will get killed after the discount is taken.

Posted
Which companies are you guy's using? Which ones should I avoid? I have applications for GE, Map Inc, and LeasePlan. What are they using as their basis in these negotiations?

 

Most of them get a discount of 10-20% on everything. My franchisor negotiates that out so I have no say in what it is. I just have to live with it. The deepest discount I have seen is 20% and the lowest is 5%. Ofcourse, my situation is different. I turn all invoices into Car-x and they collect the money but my paper work has to be correct. We do GE, MAP, Wheels, LeasePlan, ARI, Donlen, PHH, and some others. If you want this type of work you need to see who has got the most cars locally.

Posted
Most of them get a discount of 10-20% on everything. My franchisor negotiates that out so I have no say in what it is. I just have to live with it. The deepest discount I have seen is 20% and the lowest is 5%. Ofcourse, my situation is different. I turn all invoices into Car-x and they collect the money but my paper work has to be correct. We do GE, MAP, Wheels, LeasePlan, ARI, Donlen, PHH, and some others. If you want this type of work you need to see who has got the most cars locally.

 

 

Well I've had a few inquiries and they have all been GE so far. One was a pretty large company that I would love to have, I just want to make sure it is going to be worth the effort.

Posted

It is worth the effort (most of the time). Just make sure you get paid what you are worth. You need to negotiate pricing that you can live with and watch for the discounts they may take off the top.

 

We do a lot of fleet service work. I don't look for it, it's just there.

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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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