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I cannot speak for the northeast, but payment terms in our area are typically between 30 to 60 days. They will want to know your standard pricing on all their PM items (tires, brakes, oil, tune-up, etc), which should not be too difficult to break down for a fleet of similar buses.

 

If I were you, I would try to find out what their current terms and pricing are before making them an offer. It puts you in a better position to negotiate. I would also figure out why they are looking for a new shop to service their fleet. A typical complaint in our area is shops not being able to provide detailed reporting to the fleet managers (example, a fleet manager might want a list of all the service done on his fleet in 2013, broken down by service type and then by VIN). Many shops cannot / won't do this.

 

Let us know how it goes!

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NET30 is pretty typical around here. I also service the Department of Transportation in our area. They WILL NOT accept any late fees and will pay when they get to it. So I basically just bill them they usually pay it pretty quickly and have only once or twice taken 2-3 months to get payment for. This is mostly because there is only one lady who does this job and I have seen her desk.....STACKED with invoices to pay.

 

Agree with Wes but also might want to find out if this is for a school district if THEY have any specific billing requirements. Also don't school systems typically have their own bus mechanics?

 

P.S. Wes, that is the damn fleet manager's job, but with a lot of invoicing systems you can set it up so they can access all of their information.

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P.S. Wes, that is the damn fleet manager's job, but with a lot of invoicing systems you can set it up so they can access all of their information.

 

I agree. However, a lot of the small companies have a "fleet manager" that is just a regular manager with the additional added responsibility of handling the fleet. Many have no experience in handling a fleet and need someone to walk them through the best practices. It's easy enough to do with software and helps build a relationship.

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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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