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Gov fleet accounts?


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We have visited about every small private company in our town for fleet service and have had some success. The local government(law enforcement, mail service, city trucks) has a lot of vehicles that I cannot image are all serviced in house. I don't expect it to be easy to win some accounts but does anyone have any experience dealing in these accounts?

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Great Tire Deal

In Virginia, we had to qualify as SWAM (small, woman owned and minority) business. We qualified as small - under 25 million a year. We also get a lot of business from GSA (federal Government Services Agency). The SWAM thing lets us do the local parks and some police vehicles. Each of these brings unique problems, like right now we have waited 30 days to get paid 7 grand for an engine in a parks vehicle, but they told us up front it would take that long. GSA won't let us do tires and they have some constraints on what they will pay for services. Look at the big businesses in your area. Some of them have a process for becoming a "provider" of goods or services.

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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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