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Posted

I'd like other shops opinion on how they handle pricing. Do you guys display your most common prices in the waiting room? We currently make estimates valid for 30 days, what are your thoughts? Do you give a discount if a customer sets up an appointment that way you know you have a job for the days work?

 

 

Thanks

Posted

Estimates are good for 2 weeks and we don't for discounts for scheduling. We use Mitchell for time and then I add around 15% more time or more if its rusty.

Posted

I don't show prices in the waiting room, except for a bundled package, which is a promotion with value, not a discounted service.


I also try not to make price a main focal point. Even showing prices of standard jobs, in my opinion, can send the wrong message. Promote who you are, not what you charge.

 

Most of us are not discounters either, like Wall Mart or Sears. With companies like Sears, the discount price is the real price. When WE discount services or repairs, we reduce our profit margins. Every discount is paid for by someone, that someone is the shop owner.

 

If discounts are used to increase car counts, you will always need to discount to maintain traffic to your shop. And, profit margins will always suffer.

 

I feel that we should position what makes us different and the value and benefits of doing business with us.

Once you go down the road of promoting discounts, it's like a drug. People look for the discounts and it will be hard to go back to regular pricing or raise prices.

Focus on the quality of the service and repairs. Create packages that have value, rather than discounting services. Identify you prime customers and take of them, they will bring you the greatest return and bring others like them to you.

Just my thoughts.

This is a complicated issue, sorry to get long-winded.

Posted

Good point Joe. I've got some customers "hooked" on dirt cheap oil changes as the result of a promotion we ran. I thought it would be a good way to get new customers in the door and have a chance to look there vehicle over. The bad thing is they would come in and it would be hard to sell them on something as basic as a much needed air filter, belt or even a tire rotation. Then it gets worse. Next time they show up expecting to get that same rock bottom price on an oil change and then act like you're committing highway robbery when they get the standard price. Meanwhile the customers car is falling apart at the seams, you haven't seen them since the last discount oil change, none of the recommended repairs have been done and the oil is about ten billions miles overdue. I mean I try to help these people but when they can't even scrape ten bucks together when I offer a rotation and balance what do you do? How do you offer value to someone who can't even afford to pay attention?

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  • Have you checked out Joe's Latest Blog?

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      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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