This week, I had a chance to review recent results with a private client (aka Car Count Hacker . You may find this surprising, specially when you find out the size of the shop.
I detail it all in this video.
You can see the entire video here. I welcome your comments or questions.
I welcome your comments or questions.
Hope this helps!
"The Car Count FIxer"
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By Elite Worldwide Inc.
Elite's AMI accredited Online High Impact Course, sponsored by Jasper Engines & Transmissions, starts October 16th!
This industry acclaimed online service advisor training course is delivered by 2019 Ratchet & Wrench All-Star Award winner Jen Monclus, and has been proven to generate both happier customers and higher sales.
Here are a few of the topics that will be covered:
- Selling multiple repairs & big ticket items
- Selling diagnostic testing & maintenance
- Building powerful relationships in 60 seconds
- Overcoming the most challenging sales objections
- Generating more repeat and referral business
- Presenting service recommendations in a way that makes customers want to buy
- Note: Course will come with a workbook, homework assignments and testing to ensure accountability and lasting results
It's only $179 to enroll, and seating is limited, so call 800-204-3548 or visit our Online High Impact page to secure your advisor's spot today!
Our Service writer is paid 8% on all sales. When he is off for 2 days, we have another hourly person that service writes. My question is we pay the SW that was off for 2 days 8% on all sales, but take them as vacation days. The person filling in (he does a great job) pay him the difference if he was service writing and would be commission. Looking to see if somebody has a better solution. If the regular SW is on vacation, I can figure the sales from his last day till he comes back. That is not a problem
By Elite Worldwide Inc.
Let’s say you’re looking to hire a superstar technician. You find one who has a proven track record of success, and put them through a well-constructed interview process. You decide that the person sitting in front of you is the perfect fit, and you make them a formal job offer in hopes that they will agree to join your team. They agree, and for the first time in a while you’re able to sleep throughout the night, because you know you’ve done your due diligence, and have finally found the top tech you’ve so desperately been needing. All good so far, right?
Your new hire comes to work on Monday, and you’re off to a great start. And then…. it happens. Within the first few weeks you start to get the sinking feeling that you may have hired the wrong person. There’s no question that they can fix cars the right way, and they do it quickly. They also show up every day on time, and they keep their workplace clean. The problem is, they don’t follow your procedures very well. Your key employees are telling you that the new guy seems to complain quite a bit about meaningless things, and they’re sad to report that he’s not very social either.
You start to hope that he’ll either “adjust or come around”, or that he’s just dealing with some personal issues that will soon pass. But after a month or two you reach the inevitable conclusion – this guy doesn’t like to follow rules, he has an attitude that doesn’t fit well in your shop, and your other employees are not very pleased that he’s working with you. After many sleepless nights, you decide to let him go, and you start the process all over again.
Unfortunately, many shop owners live in this world of high employee turnover, or end up telling themselves that they’d rather keep someone who’s not a good fit than run the risk of simply swapping out one bad employee for another. If this sounds all too familiar to you, then consider this:
The trap most shop owners fall into is they hire people for what they know, and they end up firing them… for who they are.
To put it another way, shop owners often hire people for their skills, and they fire them for their behavior. So, the best-kept secret to hiring superstar techs and advisors? It’s going a step beyond learning about their skills and experience, and learning more about who they are as a person. As someone who has grown some of the most successful shops in America, I’ve learned over the years that in order to hire top employees that my entire team will really enjoy working with, I have to pay very close attention to their personalities and behaviors during the interview process. I do that to this day with Elite, and it’s been one of the most important keys to my hiring success. However, I also know that my perception of someone’s personality will only take me so far, so I have every applicant complete a 45-minute online behavioral assessment before the first interview. Here’s why.
An assessment can tell us whether an applicant has the propensity to follow rules, how social they are, their level of optimism, how open they are to constructive feedback, and a whole lot more. Not only do these assessments help us conclude whether the applicant is even someone we should interview, but they also give us direction on where we should dig deeper, and the questions we should ask during the interviews. For example, if the assessment suggests they are not very social, then you know you need to ask questions about how they worked with others in the past so you can discover if there were personality conflicts, ego issues, etc. If the assessment suggests they have a propensity to ignore rules and procedures, you can ask them specific questions about how they inspected and repaired cars, and how they interacted with the advisors.
So here’s what I’m going to ask you to do. First, think about the people you’ve fired. Hopefully it hasn’t been many, but I suspect you will discover that with rare exception, the reason you fired them had little to do with their skills, but was because of who they were as a person or how they behaved. Secondly, I’m going to ask that you accept the fact that there are many behaviors (and propensities) that will show up on behavioral assessments that you or I would never be able to detect during an interview, no matter how thorough we may be. And lastly, consider that if you do the math, hiring the wrong person is going to cost you at least $5,000.
If you now agree that you need to dig deep and learn more about who the person really is before you hire them, you need to do what Fortune 500 companies and the top shop owners in America do, and have every applicant complete a behavioral assessment before the first interview. There are many companies that provide such services, such as Predictive Index, Berke, and Myers-Briggs, to name a few. We use Berke, and have been quite pleased.
If you do begin assessing the people you may hire, then you have my promise: You’ll have a much higher probability of hiring the techs and advisors that your other employees will enjoy working with, they’ll follow your rules, and you’ll be able to go to sleep at night knowing you have an incredible team…of superstars.
“Since 1990, Bob Cooper has been the president of Elite (www.EliteWorldwide.com), a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers the industry’s #1 peer group of 90 successful shop owners, training and coaching from top shop owners, service advisor training, along with online and in-class sales, marketing and shop management courses. You can contact Elite at [email protected], or by calling 800-204-3548."
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By BOYDS AUTO SERVICE
Is anyone using 1st mile merchant services for CC processing? They are partners of Mitchell 1 and seem to offer great rates and options. They also provide customer financing. I’m considering switching from my current processor but would like to hear real world experience before hand.