newport5

Re: Should we get back to the art of selling, taking care of customers, offering options and making sure we create an amazing experience? 

Should we get back to the art of selling? NO! Customers don’t need to be "sold." We need to sell ourselves. Google search: “nobody likes to be sold.” More soon

taking care of customers: YES !

offering options? Such as?

and making sure we create an amazing experience? OK. What makes for an amazing experience? I read online somewhere: “Today’s customers want an exceptional experience, one that puts you and your shop above the competition. Which means: easy scheduling, a fast turnaround, open communication, fair and transparent pricing, and repairs that are done right the first time.”

To me, that is NOT an exceptional experience. That is the minimum. That is a routine experience.

Thoughts?

Ugh! It may not be actual overselling but it's certainly the perception of overselling. The darn (AAA) survey that said customers "feel" they were overcharged, but they don't explain how the customer decided that. I TRIED to get a copy of the AAA study but to no avail. ESPECIALLY how the actual questions were worded, which is important. And this lame idea about the HUGE value of videos of the needed repairs, the "transparency." I saw a customer's video of cracks in his differential rubber mount, "needing" replacement. but no clunking. And this was part of a $4000 estimate on a $5000 Lexus. It was from a Lexus dealer. I see this (common) stuff as the main problem with the perception of our industry, NOT the alleged unscrupulous shops, which I guess to be about 10% on the shops, if that. AND I heard (an exaggerated?) comment that 3/4 of first time customers don't come back. Jeez, I wonder why? Overselling. QUIT doing if. Suggest half of it and they'll come back. Meaning less money spent on advertising.

I could go on. Sorry ...

I thought the video was a bit over the top. BUT makes a good point.  Having said that, I don't think we have to "sell" anything - we're not a mattress store or a used car lot who HAS to "sell."

The car either needs it or it doesn't. And don't toss out 2 benefits for each service. Now you're trying to persuade and the customer feels that. We're dealing with people, not cars.

If you've built up a good relationship and they trust you, I suggest you "tell" them what it needs.  

I'd LOVE to do a series on that. How do I do that?

I'm not a fan of scheduling the next appointment because "I" don't want to schedule anything 6 months away. I GUESS if it's in their appointments, when 6 months comes around, its a nice reminder.

Thank you for the kind words re the reviews.  34 reviews is not many but I’m not after volume. I’d heard years ago that it’s not the (merely) satisfied customers who refer you, it’s the thrilled ones, the delighted ones.

I’m interested in joining, but I need to find the correct level. I want to start coaching shop owners and service advisors on how I get approvals the fun, easy way. I know there is a “professional” level, but I don’t have my program together yet, although I’m speaking on that topic at an auto event in Maryland the end of this month.

I would enjoy posting more.

I don’t think customers will notice a $10 increase in the hourly rate. Unless they ask.

It would just end up in the total.

I seldom have a customer ask our hourly rate. If they do, the owner says: “I would LOVE to charge by the hour, then I can slow down!”

Re “I knew the value of Wait Customers.” Please elaborate. Because, of the 5 different German car repair shops I’ve worked at in my 40 years, we seldom had waiters. However, I AM in an affluent part of Southern California, Orange County. Maybe they have to get to work. One shop owner thought we lost money on a waiter because EVERYONE at the shop got involved in getting the customer in and out of the shop (instead of working on what they should be working on).

Re “You need the time to inspect the vehicle and time to perform the work you want to sell.” Seems to me it takes at least a half hour to inspect the car, then search parts, write the estimate, call the customer, then an hour to get parts, then put them on. How does a customer have 3 hours to sit at a repair shop? Or, do you reschedule them. Then it takes two visits to the shop instead of one. Help me out here ….

Wow!  Ya, I hate the "My brother-in-law can do it for ..."  Hard lesson for the customer.

I apologize for the confusion. I had read it all. I wasn't blaming. We've all done it and I NEVER thought anything about that until I started brainstorming reasons for our bad rap. And polls have shown overcharging is an issue, even though they don't say HOW those customers decided that!!!

As if it FELT high to them???

My point was, when that customer calls a shop that specializes in European cars and they quote a regular price, the customer jumps to the conclusion that you were overcharging. Human nature.

Again, I apologize for the confusion.

Victor

Regarding “My strategy was to price the (European) work so high, the customer would be the person saying "no" and not me.”

While that strategy makes sense to a shop owner, let me add this.  I want to encourage a panel discussion at an upcoming auto conference on improving the perception of our industry. I started a list of talking points and overcharging is one of them. And that strategy looks exactly like overcharging. When the customer checks a European repair shop, they obviously decide you are overcharging. And our industry looks bad. I believe we need to fix that. For the benefit of all of us.

Thoughts?

Side note: we're a German car repair shop in Orange County , California and German cars are EVERYWHERE !!!

I read the post to mean: start the vehicle inspection. But the only mention is tires and wiper blades. And re tires, the tires have to be pretty much turned to see enough of the tires. Unless the advisor gets on his knee to look closer. It seems like saving under 5 minutes.

I DO like taking a pic of the dash for warning lights. So many customers “forget” about their check engine light.

Re: “And do they begin to discuss what services are due?“ I believe THAT should be done when making the appointment. Get the current mileage when making the appointment then look at the recommendations: spark plugs, brake fluid flush, air filter, etc? Handle that THEN to get it into the quote so the tech can start on those additional things right away.

hhhhmmmm ... I'm not so sure.  We have (only) 32 reviews (on Yelp) and all 5's except one.  I've heard nothing negative, but naturally I don't know about people who are turned off by that. 

If we create a great experience with a new customer, I say: "Hey, if you had a great experience, please leave a Yelp review."

I've learned that if that customer doesn't have a Yelp account, that brand new review doesn't make it to the front, it ends up behind the scenes (I forget the category name).

I know a guy who ASKS for 5 star reviews. He has 41 reviews, all 5-Star on Google. It works for him. He does have a lot of video reviews as well. Viewers feel as if they know him.

That's funny. He probably thought he was being helpful, soothing the customer.

Here's what a technician told me years ago about talking to a customer when asked about the cost of a certain repair.

The tech answered like this: "I'm the "how," they are the "how much."

I think the tech has to be careful when the customer asks: "How long does it take to replace it?"

The tech's first thought is to simply answer the question, say one hour, because he/she's done it 10 times. 

But it pays one and a half or two hours. Then it puts the service advisor in a tough spot.

Trust from a long time, loyal customer is almost a given. The trick is to create that trust earlier. I believe it takes a few steps to get there.

First, become a friend of your customers. I don’t mean a beer- or coffee-drinking friend, but that is not out of the question. There’s a general belief that friends don’t take advantage of friends. Find out about their kids, their interests, their vacations. That is, find out about them. It helps if you share something about you.  Seek to learn something new at every phone call.

Second, don’t try to sell every repair recommendation now. If you’re worried about no work, there’s probably a customer coming in tomorrow with work you recommended several months ago. This builds huge trust. It shows you’re looking out for their pocketbook (and their family) and not just yours.

Next, transparency: explain everything. I like this loose template. Put in layman’s terms: here’s what’s wrong, here’s how it’s supposed to work, here’s how this will fix it. You aren’t hiding anything nor hiding behind technology or jargon.

There’s more, but let’s end with: demonstrate customer commitment, integrity, quality, respect for people, teamwork, personal accountability, and the like.

In addition to building the all-important trust, all this makes it much easier for them to refer new customers to you.

I agree we are mostly a trust business. Yet most of the articles for service advisors re calling to get approval for additional work is to be ready with a list of benefits, value and safety. I don’t. I tell them what their car needs and why. Sometimes an explanation of how that system works. Maybe a benefit or two. Then I pause. There’s an implied request to go ahead with the work. My mental outlook is: “of course they are going to say yes. The car needs it.” It’s a bit harder for them to say no since I haven’t asked them to do anything. So there’s nothing to say no to. And yes, they trust that I am looking out for their best interest, all while making a profit.

I’ve only worked at shops that specialized in German cars, especially Porsche. Only one offered a discount. And it was 10% off to new customers. Then I remember a regular customer asking: “Why are you giving discounts to new customers and not your good customers?”  Ouch!

So you're going to recommend the oil service while they are in there for the free tire rotation?

Why not just convince/educate them on the real-world oil change schedule? 

And the value of inspections every 7500 miles instead of ??? miles ...

I agree with the right people, but also shop procedures. It's one thing to run a shop when it's slow; the owner or manager can "touch" everything. But when it gets busy and they can't get involved with everything in the shop, that's when procedures pay off.

That is, a happier staff and happier customers.

If something goes wrong often, create a procedure to lessen the stress.

I don’t think we deliver an expectation, we deliver the experience. The customer has the expectation. I would think their expectations would be: fix their car, at a fair price, a good warranty, with a good explanation of what was done, and kept up to date on the repair and it’s cost. A bonus would be a nice, friendly (maybe fun) interaction with the staff, whether service advisor, owner, manager or receptionist.

Too many people “expect” or are afraid of being ripped off, probably more for first time customers. I can’t remember a customer EVER telling me their expectations.

I’m not a fan of “exceed expectations.” What is that: coffee, donuts, toys for the kids as mom waits? A ride? A rental car? And then, how do you exceed exceeded expectations the next time??? I’ve even read “shatter expectations,” with no hint as to what that would be.

What goes a long way are great 5 Star reviews to put (first time) customers at ease.

I answer the phone cheerfully every time. I had a lady customer say: “When you answer the phone, I know everything is in good hands.” A good start on the customer experience.

One more thing. When I started your article, I was hoping you didn’t say, “Do a complete inspection on every car.”

And sure enough …

It seems vehicle inspections come up every 3 to 6 months in an article somewhere. And I don’t get why. I grew up being a Porsche mechanic (after being a VW mechanic) and every car was given an inspection. If we didn’t, we were in trouble. That was our job: look at the whole car, not just change the oil.

We would road test the car first, if safely drivable, to check the acceleration, shocks, alignment, gauges, braking, noises, etc. Once on the rack, with the oil draining, we check out the car from underneath: tie rods, ball joints, brake pad thickness, leaks, etc.

It seems so normal to me. Are shops afraid what the customer will say when they tell them they will inspect the car? Then don’t say “inspection.” That sounds like you have a magnifying glass, looking for the tiniest thing to fix and charge more.  Instead, something like: “We’ll give your car a once-over.” Or, “We’ll check it out while it’s on the rack.”

What some remember though is the customer seeming upset and says, “NO, just change my oil.” After too many of those, the service writer quits checking the cars because he or she hasn’t been taught how to bring that up or make that call with the additional work (a future post).

But think back, how many times has a customer asked, after an oil change: “So everything else is ok?”

I would like to know why shops don’t check every car.

              Too many cars to work on to do an inspection and find even more work?

                           And wait for approval.

             It would put the shop further behind?

             Uneasy about telling your customer that you are going to do an inspection?

             Don’t like the call to the customer with the additional work (not taught how?)?

I agree and would like to elaborate on a few things.

Re: “Explain what they need now and what to be budgeting for in the near and distant future …”

I so agree. May I add that I see it as roughly, 1/3, 1/3, 1/3.

Their car comes in for a check engine light and their service is due soon, so do it now – first 1/3. You do an inspection and find several things that need attention - second 1/3. You spot things they need in the future – final 1/3.  So … they NEED the first third – very little “selling” (see below for more). The last 1/3 is in the future, so little selling. And the middle 1/3 I say, “Lets come up with a plan.” Again, I’m not selling, I’m explaining and advising.

I think the shop owner should be careful expecting a high closing ratio. It would be too easy for the service advisor to write up less in the last 1/3, the future work. Or, “sell” more of the future work. Either way, it’s not taking care of the customer first.

 

“ … always building that personal relationship CONSTANTLY !”

Agreed. They trust you now. Heck, I’ve told them what not to do now, the last 1/3. Meaning, I’m not after their money. My aim is to take care of them and their car. I then “explain” the middle third and why they need it. Most times they say yes.

 

“I can guarantee if you build this type of business relationship with your customers in a few visits to your shop they will lay there keys on the counter and say fix it.  It happens with every shop I work with and it amazes them.”

Again, agree. It’s based on trust, that personal relationship.

 

“I smile and say, it’s just being a people person and we are in the people business.”

We are taking care of people, not just cars.

 

“Services advisers should be talking to the customer to become their friend and extract information. Put a comment in the customer info on what he or she likes from your conversation and you will be very happy in the return you will receive.”

Agreed. Then, during their next visit, you can ask: How was the camping trip? How was the trip to your son’s/daughter’s future college? How was the big golf tournament?” You are friends talking friend’s stuff. So instead taking time to sell “safety, value and benefits,” you’re talking friend’s stuff and they say yes to the additional work, because they trust their friend.

 

“I have always said a service advisor is NOT a sales person but a problem solver.”

Nobody likes to be sold: it’s almost an automatic defense mechanism.

 

“Solve their problems and be friendly.”

So simply put

Mathew,

Great start to a list of suggestions.

Noah, that was generous of him.

Body work is way different from mechanical repair. Spray booths are an event to make happen.

I've met only one shop owner who was not a former mechanic/technician. Before I knew that, I could tell something was off. I carried that thought to the whole shop, that they were just ok.

Elaborate, and a bit more specific.

I believe we all WISH there was a system that worked!

My suggestions:

Schedule Mondays and Fridays light, for the breakage over the weekend and the need for their cars for the weekend.

When making appointment, look into recommendations: such as, pads at __ % or __ mm.

Check mileage for spark plug replacement. Get tentative approval for the above when they drop off their car to keep your tech busy.

Include extra time for check engine lights for diagnosis and parts replacement time.

Try to get some cars for 2 days so you can juggle.

Is your business down 40 or 50% like many on this forum?  If so, I have an idea to help a bit now, but especially in the future. And even help the impression of our industry.

 

You probably have more time available to spend with your customers. It’s the perfect time to build or cement a great relationship, to create that illusive trust with your customer, that’s mentioned in just about every trade magazine, but they never tell you how. May I suggest “The How” that I’ve been using for years? This will be handy now and in the future when this is over.

 

Learn more about your customers. Become “friends.”  Talk about everything: the lousy situation we’re in, ask about their job, their kids, their past vacation, their future vacations, their weekend jaunts. Exchange good news. Exchange not-so-good news. Listen. Talk about what comes up.

 

I treat our customers like friends, like former high school friends. And these friends know we have to make a profit (EVERYBODY knows that!)

 

For me, it’s a given that we’re going to take care of their car. If they tell me their dad just went into the hospital or nursing home, we’re done talking about their car.  I ask, “How’s dad?”

 

But still do your (digital) inspections. And write down everything, even the stuff that can wait six to nine months. This may affect the service writer or shop’s approval percentage, but so what! Your percentage will be lower, but you will do more work on the car this way. (Notice that I didn’t say you would sell more work. I don’t “sell.”) No decision now on the future stuff, it can wait.

 

If their car came in with a problem, this is what will fix it (there’s no selling: this is the solution). I point out the other thing that needs attention now. There will be some explanation, but no selling: it needs it. No decision for the customer, actually.  Their car needs it.

 

Next I say, “Here are the things that can wait six to nine months, but I want you to be aware so there are fewer surprises.” No selling, no decisions on their part. Plus, I’m the trustworthy guy who’s telling them they don’t need everything now.

 

“Now let’s come up with a plan for these other things I found about your car.” I’m explaining, not selling. “You can do these now or in two or three months.” NOBODY wants to come back in two or three months so they are leaning in that direction, but no pressure from you.  They will probably ask; “What would you do?” I say, “If you hate bringing your car in, do it now.” (this is where you would bring in a little value, benefits and safety) Again, not selling, suggesting; letting them make the decision.  Notice that the first two issues didn’t involve them making a dreaded decision:  It needs this, doesn’t need that.

 

If your inspection has 5 things, they will do 2 to 4. If the inspection has 8 things, they will do 3 to 5 – with no selling. You are their friend, you are advising. List everything!

 

Now think about that phone call. There is only a little selling value or benefits: maybe some safety. So there’s no pressure on you, no bad news. You are the car detective, reading the cars clues and helping your friend thru this.

 

When you take care of the customer in this fashion, you come from a place of trust, like taking care of a high school friend.

 

You will be happier because that call back won’t be stressful, you will have more work, and they are more likely to refer your trustworthy, easy-to-work-with shop, which means even more work.