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Any one used or heard of this style of sales where you bundle say ten repairs or discounts together and sell them at a one time low price usually good for the year i think. WE have never used this type of marketing to our clients but always looking for new revenue streams and incentives for our customers , in theory i guess you take a hit off the bat , but the goal is it to create loyalty by keeping them coming in and hopefully selling some profitable work along the way . any feedback would be great if someone has used it, did it work ? waist of time? ect ect...

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I've been thinking a lot about loyalty programs as we finish up our renovation and move toward re-opening (lot of down time right now). I've read quite a few white papers on this but am by no means an expert. Here's an example from Stanford: http://www.gsb.stanford.edu/news/research/mktg_viard_rewards.shtml

 

I'll try to summarize it: The purpose of a loyalty program is to change customer habits. For example, setting up a "get your 10th oil change free!" loyalty program would have the goal of getting customers to do oil changes at your shop rather than wherever they felt like going. However, research has shown that the bulk of customers are not swayed by that any more than simply doing a reputable job, good service, and competitive pricing. After all, a "10th oil change free," is only a 10% discount on an already fairly cheap service.

 

Additionally, most loyalty programs reward "loyal customers," which are by definition, customers that are coming back to the shop regularly anyway. This defeats the entire initial goal, which is to change consumer behavior. If they are coming back to the shop anyway, a loyalty program is unnecessary for them. You can still certainly do it for them as a favor, but do not kid yourself that it is what brings them back.

 

In general, the paper summarizes that the loyalty program $$ could be spent much better elsewhere.

 

Again, I am not an expert on this at all ... just something I have been thinking a lot about as we develop our overall marketing plan. There are plenty more research papers out on this.

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excellent points gentleman , and i agree with the price aspect i have never agreed with advertising price this is how i feel we attract the "wrong type of Customer". my thoughts were more toward first timers at the shop or the valued minded consumer, but i can see how it would affect our bottom line if we were not careful. what a tight line we walk > thanks for the insight

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  • 11 months later...

Just got done reading a chapter in a customer service book that touched on 'loyalty/reward programs'. The author mentioned that loyalty programs don't have be tied to discounts. He mentions maybe inviting some of your best customers for an annual dinner party. Or an art show. Or fashion show. Bring in a chef and have him cook for everyone.

 

Just thought I would throw the idea out there

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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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