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I have one that says that "Your vehicle was serviced to day with pride by TECHNICIAN" this way the tech can put their name on the job. Personally I have some of these peoples cards that I give out to people who I want to remember me. http://www.mymetalbusinesscard.com/cgi-bin/webstore/shop.cgi?c=start.htm&t=main.index.htm&storeid=1

Edited by John Pearson
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Interesting. I don't want my techs to have a personal relationship with customers. It's not part of their skill set. Our Service Advisors are hired and trained to do customer service. When too many folks are interacting with a broad array of customer personalities there is too much chance of misunderstanding or just botched communication. The next problem is the customer who says "I want Joe to work on my car." No - you don't get to pick your tech. You don't ask who built your new Ford pickup, you just trust in the processes and materials that went into building it. Finally, when that tech moves on, do you want him/her taking a following of customers with him/her? Customers should be loyal to your shop and the value it provides, not to a tech.

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What skill set Flacvabeach? Human interaction is a basic function. If properly managed, your techs should be bringing business INTO your shop. When you hire a tech, you are not only recruiting him/her to join your company, you are bringing along 8-10 FAMILIES of people they know who are going to have their vehicles serviced at your shop.

 

No you don't ask who built your new Ford Pickup, but people do often request a particular barber/cosmetologist, dentist, doctor, waitress/waiter, employee at a landscaping business, etc...

 

Your tech with a business card doesn't have to give a quote. If they are somewhere and somebody mentions they need a vehicle serviced or repaired, it doesn't hurt to say "Hello, I am a technician at (insert business name). Why don't you stop by or give us a call, we can help you with that".

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  • Have you checked out Joe's Latest Blog?

         13 comments
      Most shop owners would agree that the independent auto repair industry has been too cheap for too long regarding its pricing and labor rates. However, can we keep raising our labor rates and prices until we achieve the profit we desire and need? Is it that simple?
      The first step in achieving your required gross and net profit is understanding your numbers and establishing the correct labor and part margins. The next step is to find your business's inefficiencies that impact high production levels.
      Here are a few things to consider. First, do you have the workflow processes in place that is conducive to high production? What about your shop layout? Do you have all the right tools and equipment? Do you have a continuous training program in place? Are technicians waiting to use a particular scanner or waiting to access information from the shop's workstation computer?
      And lastly, are all the estimates written correctly? Is the labor correct for each job? Are you allowing extra time for rust, older vehicles, labor jobs with no parts included, and the fact that many published labor times are wrong? Let's not forget that perhaps the most significant labor loss is not charging enough labor time for testing, electrical work, and other complicated repairs.  
      Once you have determined the correct labor rate and pricing, review your entire operation. Then, tighten up on all those labor leaks and inefficiencies. Improving production and paying close attention to the labor on each job will add much-needed dollars to your bottom line.
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