Charging Extra for TPMS and Servicing the TPMS Sensor?
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By carmcapriotto
How do your service advisors close their sales with a customer? Are they pre-scheduling for future maintenance appointments? Brett Beachler’s business has a 40% close rate for pre-scheduled maintenance appointments. He discusses how to make your current customers, your future customers. Grab a pen and paper or head to the show notes on this episode. You don’t want to miss Brett’s closing presentation that can be implemented in your business.
Brett Beachler, Beachler’s Vehicle Care & Repair, Peoria, IL. Listen to Brett’s previous episodes HERE
Key Talking Points
Customer close procedure/presentation Try to understand what the other person sees and not just what your shop wants Factory specified maintenance review on cars- review the history on Carfax, review what the car needs according to the factory maintenance specifications. The system will actually calculate a date when it thinks you'll be due. Ask what are your plans on the car? Is the car paid for? Review with the customer what your technicians did. Solidify them saying “You guys are my guy.” Lay the groundwork for them to say “You know what? You just gave me all the right reasons to make an appointment 4, 5, 6, 7 months in advance” Send a text to them about a week ahead What you don't want to do- run the actual credit card amount and then try to explain it to the customer the factory maintenance and review etc.. As soon as they run that transaction, they're done. You must direct your advisors the best way they will get the highest batting average for pre-scheduling. Don't start with a closed transaction. If you don't capture them at that closed sale then the next thing is the email and the text, if we don't catch 'em there, then they call up three weeks later and say, “Hey, I just wanna schedule an oil change. And we go, oh, whoa, whoa, whoa, wait, wait, wait, wait, wait, you got all this factory maintenance dude. You wanna do it?”
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By carmcapriotto
Motivation- based on relationship, culture, and attributes that empower them. You must be profitable to have financial rewards Your business model needs to be sustainable, growable, and expandable based on labor- you need to be profitable in labor Performance-based pay: pure pay for what they produce, to hourly based with an incentive scale that gets them to $50 to $70 an hour. Interview- paid training, employment programs for career growth, ask about their dreams and their ‘why’ and plan their incentive pay You're not hiring a technician, you’re hiring for a career and lifestyle Employees are looking for security and longevity Bonuses: it’s the cherry on top, monthly/annual hours into training raises base hourly, ASE master raises base hourly, longevity bonuses for tenure, tool bonus based on hours or punctuality, consistency bonus: produced 50 hours or more for 2 to 5 weeks in a row earn up to another $5 an hour, leadership & personal development incentive: be a better version of themselves, Apprentice toolbox they get to keep after 5+ years, etc 74% labor GP on highest-paid tech- take 74%-100% = 26%, $40/.26= labor rate to be at 74% Modifying pay- what is the intent? Can it continue to change? Are there potential negatives by adding to the pay if something goes wrong in the pay plan? You can’t compromise and be a giver and taker. Incentive plans don’t work if the employee doesn’t know how to track themselves. Teach your employees to watch themselves in the simplest way. Give freedom- expand to quarter or every 6-month programs to take into account vacation, sick time, etc. Don’t make it a disincentive plan Critical sick time, health spending account, ‘pay the vacation,’ health benefits plan for families, team bonuses Your incentive plan should build your bench of technicians wanting to come work for you. One pay plan doesn't work for everyone. It also needs to be tied to your vision for the business.
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
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By Joe Marconi
Having been a shop owner for 41 years, I have lived through many economic swings, both good and bad. I can tell you that increases in prices, from gas to food to new car prices, can prove to be a good thing for auto repair shops.
People tend to tighten their belts during tough economic times, but also understand that they need their cars in the best shape they can be to save on fuel and save on costly breakdowns.
How can you help your customers save on fuel costs and focus on preventive maintenance?
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By Joe Marconi
When it comes to advertising, there is an endless list of strategies. And, it appears, that everyone has a different strategy and opinion about what works and what doesn't.
So, the question is: What's Your Most Effective Form of Advertising?
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By Mike DelaCruz
A topic that I’ve become more and more interested in is the future of our industry, specifically when it comes to Technicians. I returned from the Spring Leadership Days in Orlando by Auto Care Association with an entirely new outlook, continuously reminding myself: What can I do to help strengthen our future?
As I scroll through my Facebook feed, reading through various forums and private group comments, I constantly hear about the Technician shortage and have been over the past few years.
Does that raise any concern that we’re still talking about this after several years?
As I read through the comments in hopes to find solutions, regrettably the majority of the comments are not solutions to the problem. So, my hope is to find a solution and identify what action I can personally take to help strengthen our future and do my part. I don’t want to spend anymore time talking about what we already know (tech shortage), and watch our industry reduce to rubble in the years ahead. Not on my watch… and I know a lot of you are with me! Days turn into weeks, weeks turn into months and months turn into years. Let’s not wait!
As I visit shops around the country, which is my favorite thing to do, I notice a common pattern in the workflow. Nearly 70% of the shops that I have visited in the past year have empty bays. For example, a shop in the Bay Area I visited recently had 8 bays, but 4 were empty. They had 2 Technicians, who both told me they’re extremely busy and this has become the “norm” until they hire more Technicians.
Of course, the owners have “tried everything”, but what does that mean? Have they really tried “everything”, or are they looking for a band-aid to fix the short-term problem and not thinking about a long-term solution and preparing for the future?
Shops are busy right now and business is booming for most. So even though they have the Tech shortage issue on their minds, it’s less of a priority right now because they’re busy! It reminds me of what one of my favorite industry coaches (and friend) told me one time about “Panic Marketing”. Business slows down, then we expect our marketing company to step up some SEO or Ads and get cars in today, when in reality you have to plan out your marketing 6-months or a year in advance.
So what do we do when we have empty bays and a Tech shortage? Many will simply place an Ad on Indeed, cross their fingers and hope for immediate applicants! That quick-fix strategy will never work. But what will?
There are shops out there with effective strategies that actually work well. Look at what they’re doing and get some ideas. Joe Marconi has some awesome tips on hiring great people. Having worked directly with Joe, I’ve seen the success firsthand.
But for me personally, I’m more interested in the long-term and getting the “younger generation” interested in our trade. I think this will help shape our future. But how do we do this? Someone once told me, if every shop ran an Apprenticeship program, this would help solve the problem.
Is that the silver bullet? If not, what is?
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