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Posted

Hi everyone,

I was wondering if anyone here does follow ups if so what is your success with them? What do you talk about, how long do you wait to follow up, are you mentioning recommended service? Also do you call to confirm appointments or just if they are not showing up?

 

 

Thanks

Posted

I do call some customers that are new about 15 days after a repair. I ask them if their vehicle is running good and too make sure they were satisfied with our service. EVERY person I called was totally shocked that I called. They said they have received letters but never a call. They loved the call. I don't turn the call into a hard sell, but do tell them if they need anything or just have a question about their vehicle don't hesitate to call. I will be more than happy to answer any question.

  • Like 1
Posted (edited)

Follow-up calls are a great thing. One more way of showing that you appreciate their business and are concerned about their satisfaction with the service you performed. It also gives them the opportunity to let you know if there is a problem that maybe they would have never otherwise came back for. We keep it short and simple and don't try to sell anything. Anybody that I have talked to about doing this has always given positive results

Edited by Gary A
Posted

Recommended services are the lifeline of my shop. Kinda goes along with Low cost oil changes and people complaining about not doing well off of them.

Do You use a crm ? Send out Recommended services emails and letters to the customers with no email's or did not open your emails?

Posted

I'd like to see some examples of letters everyone's using. We've got all data manage and can use their stock forms but Microsoft no longer sells the older word that all data works with so that part of the program is useless. Considering doing it manually but don't really like their letters.

 

Sent from my SCH-I605 using Tapatalk 2

 

 

Posted
Every ticket has a reminder or recommendation.


Preventive maintenance saves money and extends the life of your car.

Substantial Oil leak at vacuum pump seal car should not be driven .If you must check oil level every trip.

Front brake pads below 3 mm .Rear brake pads are worn below 2 mm and need to be replaced.New brake pads are about 10-12mm and can be used till 5mm of thickness.

Rear brakes pads are low .Replace pads before your brake rotors start scoring and you will save. Brake fluid needs shows too much moisture (6%) and should be changed..

Your strut mounts have play and should be replaced. Worn strut mounts will cause premature accelerated tire wear.

Change oil on 03-01-14 or at * 27,004 miles,whichever comes first
Posted (edited)

ERIC XXXX

Re: 2002 Volkswagen GTI

Dear Valued Customer,

This letter is sent out periodically to remind you of repairs / maintenance needed for your VW or AUDI to insure a

safe, reliable car.

Regarding your 2002 Volkswagen GTI

We recommend the following repairs:

Recommendation made on 12/21/14

Replace- ***Your valve cover gasket is leaking oil which deteriorates plastic and rubber parts on the engine. The

timing belt which is hidden under a cover can skip a couple of teeth and damage the engine, due to engine oil

deteriorating the belt. Low engine oil level can cause serious damage to your engine .Flanges & seals can be

damaged by oil seepage and cause coolant leaks.

Recommendation made on 12/21/13

Replace- ***Front brake pads are worn and need to be replaced to avoid dangerous braking situations.

Recommendation made on 12/21/13

Replace- ***Your strut mounts have play and should be replaced. Worn strut mounts will cause premature

accelerated tire wear.

 

NEED A RIDE? Call for availability.

Our hours of operation are Monday through Saturday 8:00 AM to 5:30 PM.

For after hours pickup or drop off please contact your service advisor.

****LIKE us on Facebook.com/XXXXXXXXXX and receive $10.00 off next service.****

Sincerely,

XXXXX XXXXXXX AND team XXXXXX

 

We print it from mitchell and trifold it with 2 coupons on one side. One of the coupons is a $49.95 low cost synthetic oil change .

Hope this example helps.

Edited by GermanCArDEpot.com

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  • Have you checked out Joe's Latest Blog?

         0 comments
      The Technician Shortage Is Our Fault, And It's Time We Own It
      Nearly every day, I hear shop owners complain: "There's a technician shortage. We can't find qualified people. There's no one out there." If that's true, then who's to blame?
      The industry? The schools? The government? I don't know how you feel, but who promised us an endless supply of qualified technicians?
      Another common complaint is that young people do not want to work in the trades. Well, if that were true, then why are other trades such as HVAC, electrical, and plumbing growing? What are they doing that the automotive industry is not? 
      Here's the reality we need to face: We do have a problem, but we shouldn't look for someone or any entity to rescue us. Not the government. Not the trade schools. Not the recruiting companies. No one owes us a workforce. If we want great people in our industry, it's up to us. At some point, we need to own up to the truth: Building a pipeline of qualified technicians is our responsibility.
      In this blog article, I will break down the key reasons we are in this situation today and what we, as an industry, can do to solve the technician shortage. Are you ready to look in the mirror?
      Have We Pushed Technicians Away?
      Let's take a look at flat-rate pay. True flat rate, which pays a technician only for the hours they produce, is a controversial pay plan that emphasizes high production levels and creates a competitive work environment that, if not properly controlled, can lead to increased mistakes and a decline in morale and team spirit. Additionally, the stress and physical demands placed on technicians as they age are not favorable to long-term employee retention. What do we do with technicians as they grow older into their fifties and begin to slow down? 
      I have heard all the arguments and pros and cons of flat-rate pay, and I am not going to judge any pay plan. Let the facts speak for themselves. True flat rate has changed in most areas around the country and has evolved into a pay plan that gives technicians some pay guarantee.
      Many shop owners have learned that team morale, along with the opportunity to earn income, is important to technicians and to the company's long-term success. But let me ask you: how many technicians have left or been pushed out over the years because of the old flat-rate pay system?
      Another issue is the workplace environment. I remember being grateful to be hired as a young technician at a local repair shop. While very thankful, the work environment was not ideal. The shop owner kept the bay doors open year-round (I am from New York) unless it rained or snowed. He felt that if the bay doors were closed, customers might think we were closed for business. We had no heat and no hot water. Many of the jobs were done outside, year-round,  in all types of weather. The starting pay was minimum wage, with no benefits, sick days, or vacation pay. 
      Now, again, I need to point out that I was truly grateful for the opportunity this shop owner gave me. I learned a lot working there, and the experience was pivotal in my career. But looking back, I wonder how many people were discouraged by these working conditions?
      While the physical demands of the repair workplace are daunting, perhaps even more critical is the culture. Too many of my generation shop owners preached the mindset of "my way or the highway." We were the business owners, after all. We started our companies, took all the risks, and provided jobs. Why shouldn't we be the ones to set the ground rules our way?   
      Many of us found over the years that the "my way or the highway" mentality was a sure way to isolate employees and make them more likely to look over the fence for greener grass. In other words, it led many technicians to seek employment elsewhere, where they felt they could be appreciated and recognized for their hard work. The issue, however, was that there wasn't much green grass around. Disappointment after disappointment, bouncing from repair to repair shop, eventually led to despair. So, I ask you: were workplace conditions a contributing factor in today's technician shortage?
      Another factor that we are all well aware of is the complexity of the modern automobile. When I started, the work was mostly physical, and you were required to master essentially three vehicle models: General Motors, Ford, and Chrysler. Let's fast-forward to today. The evolution of automotive technology, along with the extensive training and tools required, has outpaced the typical technician's pay compensation, with no clear career path. Again, leading to frustration and insecurity about the future.
      Here is the bottom line: people don't leave their job; they leave their experience. We must do a better job. 
      The News Isn't all Bad; Your Next Steps to Fix the Technician Shortage
      To fix the technician shortage, it will take a combined effort from everyone in the automotive industry, particularly automotive shop owners. Shop owners are in the perfect position to make the greatest impact, not only on their businesses but also on the future automotive workforce.
      First, shop owners must become better leaders and understand that their ultimate success is directly dependent on the people they assemble around them. Any shop owner who mistakenly believes they can build an empire solely on their abilities is destined for serious disappointment. Business owners who think like this will eventually plateau. Without the collective contributions from a team of qualified people, your business will stall; it will not continue to grow.
      Create a workplace that attracts top talent: a clean, professional, well-equipped facility designed to support productivity, teamwork, and a career, not just a job. Build a great reputation in your community by getting involved locally. Become the auto repair shop that people take notice of as "the" place to work.
      Next, shop owners must become more financially knowledgeable. Knowing your numbers and what you need to achieve for a strong bottom-line profit is essential to paying technicians the money they need and deserve. Profit will also allow you to compete with other trade industries by providing a benefits package that has real take-home value and security.
      When it comes to culture, this is where the rubber hits the road. People crave recognition, praise, and a sense of purpose. Despite what you hear, people are not just money-motivated. Once people feel secure in their financial situation, retaining and motivating technicians can only be achieved by connecting with them on an emotional level. You cannot show enough appreciation. Give out praise for a job well done as if your business depended on it, because it does.
      As technicians age, we need to have a place for them. Expecting a 58-year-old to perform like a 35-year-old is unrealistic. We need to be more focused on career pathing. Provide training, skill development, and coaching to develop leaders and mentors within our older workforce. While their bodies may have slowed, the knowledge they have gained is priceless. 
      Our future is dependent on young people entering our industry. We need to give more young people opportunities. Every shop owner across the country should consider hiring an apprentice, then build an apprentice training plan and career path for them. If every shop did this, we could solve the technician shortage within five years. Get involved with the trade schools and high schools in your area. Look into the NAPA Apprenticeship Program. Don't sit on your hands with this one. Do it today.
      Lastly, don't get left behind. Commit to ongoing training for all your employees. Keep up to date with tools and equipment tailored to your business model. Don't try to be all things to all people and all vehicles. Identify your core profile customer and the vehicles they drive, and become an expert on those vehicles and the services you offer.
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