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Elite Worldwide Inc.

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Blog Entries posted by Elite Worldwide Inc.

  1. Elite Worldwide Inc.
    By Bob Cooper
    Mistake #1. Have your technicians compete against one another. We all can agree that competition among employees is good, but there is a right way, and there’s a wrong way. The wrong way is to tell your techs that you’re going to post the hours they each flag, and at the end of the pay period the winner will receive a reward. Although that sounds good, you’ll inevitably end up with one winner, and no matter how you cut it, the rest of your techs are going to be losers. Now you might think that’s okay because it’s all in fun, and next week they all have another shot at being the winner, right? But the problem is that unless all of your techs have the same experience, the same skills, the same competencies, the same tools, and the same services to perform; over the course of a few months you’ll discover that one or two of your techs will typically come in first, and the rest of your techs will predictably lose.
    Instead, give all of your techs the opportunity to win by having them compete against themselves rather than against one another. Here’s how you do it: let’s say you have tech #1 who has been consistently flagging 40 hours, and you know they have the skill and experience to consistently flag 46 hours. You set their goal at 48 hours. If tech #2 has less skill and less experience than tech #1, and if they typically flag 36 hours a week, then they should be striving to flag 43 hours per week, not 48. If you do this with each of your techs, they can then all be winners at the end of the pay period by reaching their individual goals.
    Mistake #2. Show them how the job should be done. I’m not suggesting that you shouldn’t properly train your employees, and of course there will always be a time for you to help, but when it comes to managing people, sometimes the wrong answer will be the right answer obtained in the wrong way. When managing your techs and service advisors, you need to lead them to the answers rather than providing them with the answers. If you give them the answers, all you’re doing is teaching them to come to you when they have a problem, and validating the things they don’t know. Not only does this ding their confidence, but it’s bad for business too.
    So the next time a tech or service advisor is having a problem, or if they come to you for an answer, the very first thing you should do is ask them what they think. They’ll not only be proud they discovered the solution on their own, but you’ll be doing the single most important thing managers should do: teaching your employees how to solve problems.  Years ago, president Nixon was talking about the welfare system here in America when he said, “If you give a man a crutch long enough you create a cripple.” It’s no different with employee management.
    Mistake #3. Ignore your intuitions about an employee.  When it comes to managing people you need to have a clear understanding of expectations, you need to pay close attention to the facts, and you need to listen closely to that little voice in your head that we call intuition. If you sense you have someone in your company that is not a good fit, or may be a problem down the road, odds are you are correct. Far too many shop owners ignore their intuition, and it eventually costs them a fortune.

    Since 1990, Bob Cooper has been the president of Elite, a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers coaching and training from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses. You learn more about Elite by visiting www.EliteWorldwide.com
  2. Elite Worldwide Inc.
    We all know it’s getting harder and harder to find the superstar techs, but finding those stars is just the beginning. Once found, you need to interview them like a seasoned pro. Here are some interviewing tips that we share with our Elite Coaching clients: 
    #1. Impress the applicant with your professionalism.  When you are interviewing a real superstar, they will be interviewing you at the same time, so you need to really wow them. One way is by being well prepared, and ensuring you have a well-thought-out list of questions that you will ask. In compiling your list, ensure you ask questions about their goals, their interests, and what they feel the hallmarks of a good employer are. The more they realize that you are interested in them, their family, their success and their opinions, the more interest they will have in working with you. 
    #2. The superstars look for opportunities, not jobs. There is no question that the superstars can easily find jobs. As a matter of fact, with rare exception they already have one, and have little interest in moving from one to another. On the other hand, the superstars are always looking to advance their lives and careers. This is why you need to not only offer them an opportunity, but you will need to spell it out in very clear terms. Let them know that they’ll not only have some wonderful growth and income opportunities, but they will be a part of a vibrant, growing company that will be good for the industry, and community, for years to come. 
    #3. Have a key employee participate in your second or third interview. This will allow you to obtain a number of insights from your employee, will send a powerful message to the applicant that you value the opinion of your employees, and will let the applicant know that you want to ensure they are a great fit; not only for the position, but as a part of your entire team. 
    #4. At the conclusion of the second or third interview, ask if you can meet with them again, along with any spouse (partner, better-half, etc.) they may have.  By asking to meet the applicant’s spouse you are sending a powerful message that you care about the family members of all of your employees. Not only will this meeting allow you to learn a lot more about the applicant (and their family), but you will have the opportunity to make a positive impact on someone that will have a strong influence on the applicant’s decision. You should also have a package ready to provide them that contains general information on your compensation and incentive program, your Mission Statement, your team and your company’s accomplishments. This way they will have something concrete to review at home, rather than trying to recall what they may remember from your conversations. If you do your job correctly, you can rest assured that on their drive home the spouse will more than likely be selling the applicant on two things:  You, and the opportunity you are offering. 
    Since 1990, Bob Cooper has been the president of Elite, a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers one-on-one coaching from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses. To learn more about Elite, visit www.EliteWorldwide.com.
     
  3. Elite Worldwide Inc.
    By Bob Cooper
    If you want to increase your shop's sales and customer satisfaction, these 5 service writer training tips are the most important for you to consider...
    #1. In order for people to buy from your service writers, three things need to occur: they need to like your service writers, trust them, and view them as credible experts. Accordingly, the first thing your service writers need to sell to your customers on is themselves. Not your shop, or any repair. The best way to accomplish this goal is by training your service writers to smile, greet the customer with a salutation, provide the customer with their name, then ask a question that invites a response.
    #2. Remember, your service writer's tonality is critical to your success. A study performed at UCLA (University of California Los Angeles), concluded that when it comes to what influences people during a sale, 55% is what the customer sees, 38% is the tonality of the salesperson, and the words used by the salesperson account for only 7% of the sale. Since your customers calling in can't see your service writers, tonality becomes even more important with callers. Regardless of whether the customer is walking in or calling in, your service writers need to slow down, smile, and speak with genuine interest and compassion.
    #3. Your service writers should always take notes, then repeat back the information the customer provides them with. This not only helps your service writers start a relationship with your customer, but it shows the customer that your service writer listening to them, it keeps them engaged, and it causes them to actively listen, rather than formulating more questions. This is one of the best-kept secrets to controlling the conversation with customers.
    #4. As soon as comfortably possible, your service writers need to get on a first-name basis with the customer. By doing so, they will be taking the relationship from one between customer and service writer to one between Bob (service writer) and Mike (customer). It can be trickier to obtain the customer's name if they are calling in, but your service writers should still typically be able to get on a first-name basis after the first two exchanges. An easy way to do so is by providing their name first: “By the way, my name is Bob. May I ask who I am speaking with?"
    #5. Your service writer training should emphasize that your team needs to let go of the age-old belief that your customers, and especially callers, are only interested in price. The reason most people ask for a price is because they don't know the questions they should be asking (how long the shop has been in business, whether or not you employ certified technicians, if you are approved by AAA, etc.). Accordingly, most customers calling in ask for a price to get the conversation started, and customers in your shop stay focused on price because they don't know where else their focus should be.
    Apply these 5 tips to your service writer training, and watch your sales and customer satisfaction soar!
    For help creating more confident and consistent advisors that generate higher sales and happier customers, learn more about Elite’s industry acclaimed Masters Service Advisor Training Program.
  4. Elite Worldwide Inc.
    By Jen Monclus
     1. Make sure your advisors schedule car deliveries with first-time customers whenever possible (The point is to try). If an exact time won't work, provide the customer with a window of time. This is considered an 'active delivery', and will allow your advisors to spend a few minutes with each new customer to personally thank them, go over the paper work and sell them on the next visit.
    2. Ensure you have backup in place so that your advisors are able to take the time needed for an effective vehicle delivery. This is your last chance to make an impression on your customers, so make sure they don't feel your advisors are too busy for them, or that their business is not valued. Backup must be in place to ensure your advisors have enough time to "wow" each customer.
    3. Have your advisors resell the service by telling the customer that they made a really smart decision. Telling the customer that they made a great choice will help reduce buyer's remorse, will reduce their anxiety, and will help your advisors build trust with the customer.
    4. Make sure your advisors talk to your customers about the next steps they will need to take. Your advisors should review the service that was authorized and any post service instructions or maintenance brochures, then build value in the customer's next visit by explaining the benefits. Make sure your advisors schedule the next appointment in your calendar while the customer is still onsite.
    5. Have your advisors provide each customer with their business card, and thank the customer for their trust. A heartfelt "thank you" and handshake are the finishing touches on a successful vehicle delivery.
    This tip was provided by Jen Monclus, one the industry's top sales trainers that heads up Elite's Masters Service Advisor Training Program.
  5. Elite Worldwide Inc.
    In today’s competitive environment every sale counts, so here are 5 easy-to-use tips that will help you drive up your sales, and generate happy customers at the same time.
     
    1. When presenting your recommendations, always sell the recommended service… last
    If the customer doesn’t feel comfortable with you it will be a challenge to sell repairs and services, so you should always sell yourself first. After the customer is sold on you, you then need to sell them on the technician that is working on their vehicle. This is especially true with every first-time customer, because unless you tell them, they have no idea who will be working on their vehicle or how qualified they are, which will often make them anxious, and hesitant to buy. The third sale you need to make is you need to sell the customer on the value of their vehicle. You can do this by reviewing all of the components that are in good shape, as well as drawing their attention to any recent investments that they have made in the vehicle (paint, tires, struts, brakes, etc.). Only when you have completed the first three sales should you start on the fourth, which is the required services.
     
    2. Focus on the benefits, not the parts and labor
    Your customers will have little interest in buying parts and labor, at any cost, but they will be open to paying for the benefits of the service. For example, when selling maintenance, you should explain how the service will help the customer protect their vehicle’s warranty, prevent costly breakdowns, improve their vehicle’s performance, and help them squeeze every mile out of every gallon of gasoline. It will also help them maximize the resale value of their vehicle, and as we all know, a well maintained vehicle is good for the environment, too. Sit down with your techs and create a list of customer benefits for each of your most common services and repairs. If you focus your attention on the benefits of the service, rather than the parts and labor, your sales will go up.
     
    3. Prioritize
    When selling multiple repairs, in many cases the customer will be unable to authorize all the recommended services at the same time. The secret is knowing how to prioritize, and how to do so in a way that builds customer confidence. At Elite we believe you should always put the customer’s initial concerns at the top of the list, right along with any personal safety items. Personal safety items are items like brakes, the driver’s seat belt, headlights, or anything that has to do with the driver’s own safety.
     
    Next on the list would be any items that could have an impact on the safety of others, which include items like brake lights, an exhaust pipe that could fall off and be run over by another vehicle, etc.
     
    Third on the priority list should be items pertaining to the safety of their vehicle, which includes items such as shocks and maintenance.
     
    And the last items you should present to the customer are creature comfort items like air conditioning, and any cosmetic needs. If you use this system to prioritize, you can simply tell the cash-strapped customer something like this: “Well Mary, what’s most important to you is going to be important to me, so let’s take a look at what you brought your vehicle in for, as well as the safety items that Mike discovered. We can help you prioritize the other items, then we can schedule those at a time that’s right for you.” With rare exception, as soon as the customer realizes that you really do understand their financial position, and you have put their safety at the top of your list, you will be on your way to building a better rapport with that customer. With that rapport comes a greater trust in your service recommendations, which makes the selling process go more smoothly and positively impacts your bottom line.
     
    4. Don’t get too technical
    There is an expression that has been around since the beginning of time that simply states, “Confused people don’t buy.” This is why you should always be very careful in describing the technical aspects to a customer. If you don’t get technical enough, they will ask for more info, but if you get even a bit too technical, you run the risk of losing the sale.
     
    5. Know your role and responsibility when you stand in front of a customer
    As a shop owner, manager, or service advisor, your job is to help people make decisions that they would in many cases have a hard time making on their own. At Elite we don’t view selling through financial eyes, but view it as helping people, which is why you should never pre-judge or pre-qualify. Pre-judging is when we tell ourselves that the customer won’t invest in their vehicle, and pre-qualifying is when we tell ourselves that they don’t have the money to authorize the repairs. Both are huge mistakes when it comes to selling, as when you pre-judge or pre-qualify you are not keeping the customer’s best interest at the forefront. You will also need to ensure that you don’t pre-judge the customer’s vehicle either, as just because you may feel investing a few thousand dollars in a particular vehicle wouldn’t be the right choice for you, it doesn’t mean that it wouldn’t be the perfect choice for someone else. If the customer has a vehicle they’ve owned for a while, and if they know it well, they may be hard-pressed to find another vehicle that would be as good as their existing one once they make the added investment. As I’m sure you will agree, the last thing the cash-strapped customer needs is to swap their vehicle that has a few known problems, for a vehicle that may have countless unknown problems.
     
    In closing, Elite has trained tens of thousands of advisors, and countless sales trainers, so this is a promise I can make to you: If you apply these simple tips to your sales procedures, if you believe in your products, your services and your people, and if you live by the principle of never putting money ahead of people, then your sales and your level of customer satisfaction will go straight up.

    Since 1990, Bob Cooper has been the president of Elite, a company that strives to help shop owners reach their goals and live happier lives, while having a positive impact on their employees, customers and communities. The company offers one-on-one coaching from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses. You can learn more about Elite by visiting www.EliteWorldwide.com.
  6. Elite Worldwide Inc.
    By Bob Cooper

    Looking to improve your service business? Here are 5 practices used by many of the most successful shops in America to dominate their market.

    #1. Generating New Customers
    The top shops realize that auto repair and service is a community-based business. With that said, I advise shops to invest at least 50% of their advertising budgets into non-traditional marketing campaigns. This includes involvement in charitable events, fundraisers, car care clinics and social media campaigns. They also realize that the Y and Z Generations are emerging markets, so they will typically invest at least 50% of their non-traditional marketing dollars into campaigns that directly target these demographics. Time and time again I’ve seen the implementation of this grass roots marketing strategy help shop owners achieve considerable gains in their market share, even when operating on a limited budget.

    #2. The Right Service Advisors and the Right Training
    We have found that the top shops embrace our philosophy that when it comes to recruiting, you need to hire for attitude, aptitude, talent and ethics, rather than for product knowledge. They understand that people do business with people, not with companies, so they consciously hire advisors that have remarkable people skills. They’ll also place a heavy emphasis on properly training these advisors upon hiring them, and will have them participate in service advisor sales courses at least once a year. In order to constantly improve their skills, a good percentage of the top service advisors use small digital voice recorders to record their own sales presentations. This way they can self-critique, discover their own weaknesses, and then adjust accordingly.

    #3. Bringing in More First-Time Callers
    The top advisors recognize that the first and most important step is to sell each first-time caller on their credibility as an advisor; not the shop or service. This is why they prefer to take the incoming calls, rather than having them screened by a receptionist or call center. Secondly, they understand that the overwhelming majority of first-time callers that ask for a price do so in order to start a conversation, not necessarily because they are price shoppers. By having this awareness, these advisors don’t fall prey to prejudging or prequalifying the callers, as most of their competitors do. Lastly, the top advisors in America know that one guaranteed way of driving up car counts, and sales, is by providing their customers with the option to bring their vehicle in now, rather than solely offering a future appointment. This is why shops should staff in a way that allows them to at least perform an inspection for a customer that did not have an appointment. Top advisors realize that if they are able to meet the caller face-to-face, they will have a far greater probability of turning them into a customer for life.

    #4. Closing More Service Sales
    There are a number of things we encourage shops to do in order to generate good, ethical sales. Yet where the top shops really shine is in their ability to build strong personal relationships with their customers. They do this by consciously engaging their customers when they first come into the shop, asking several fact-finding questions, and selling the benefits of the service rather than parts and labor. These advisors also realize that although people don’t like to be sold, they love to buy, so whenever possible they’ll offer their customers a choice in services. We have found that when advisors are able to offer options, not only does it allow the customer to feel more in control of their purchasing decision, but it leads to substantially higher ARO’s and higher CSI scores. By following these easy-to-implement procedures, many advisors are able to close over 75% of the services and repairs that have been recommended by their technicians, while still maintaining extraordinarily high CSI scores.

    #5. Car Delivery
    The top shops understand that their customers are going to judge them far more by what happens after the sale than by what happens during the sale, so here is what they will do... First of all, with rare exception, the car delivery process is handled entirely by the advisor. When the customer comes in to pick up their vehicle, the first thing the advisor will do is resell them on the service they chose. This in itself will immediately help quell any buyer’s remorse the customer may have. They will then review the paperwork with the customer, they’ll ask the customer if they have any questions, and they’ll offer the inspection or return of any replaced parts. They will also instruct the customer on how to better care for the service or repair that they just purchased. They will then process the repair order, they’ll use their sales skills to help the customer see the value in scheduling their next appointment while they are still at the service counter, and then they will ask the customer the two questions every customer loves to hear: “Do you have any questions for me?”, and “Is there anything else I can help you with?” These questions not only allow the customer to clear their mind of any lingering questions or concerns they have, but also send a strong message that the advisor genuinely cares about the customer as an individual.

    Before the customer leaves, the top advisors will say something along the lines of, “Tom, before you leave, there’s one other thing I’d like to say. I know there are a lot of well-run shops in the neighborhood, so I just wanted to say thanks so much for your trust in us.” When an advisor says this to a customer, three things will inevitably happen... First of all, it will send a message that the advisor is well aware that the customer has choices, and that in itself sends a strong message of appreciation.

    Secondly, and on a more personal note, the reason I have spent years encouraging business owners and sales staff to thank people for their trust rather than their business, is because decades ago I discovered that if I were to thank someone for their business, in reality all that I’d be doing is thanking them for the economic exchange. Yet what I find to be priceless isn’t the money a customer is passing on to us. What’s truly priceless, is their trust in us. So by thanking a customer for their trust, what we are really doing is reminding them that they made a decision based on their trust in us, not on price, or on convenience.

    And then lastly, and most importantly, a statement such as the one I just shared with you will resonate with the customer, and if it comes from an advisor’s heart, it will resonate beyond just a day or two, but for years to come.

    The way all great companies are built is by delivering extraordinary service to each and every customer. It’s a simple principle, and one that without question is followed by the top shops in America.

    Since 1990, Bob Cooper has been the president of Elite (www.EliteWorldwide.com), a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers one-on-one coaching from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses.
  7. Elite Worldwide Inc.
    By Bob Cooper

    I have found over the years that despite all their good intentions, there are 5 mistakes that most shop owners make not just sometimes, but every single day. The first mistake comes the very moment they walk through their door.

    1. They forget to say two simple words. We all have tough days, and as business owners we have many of the same challenges our employees have. Yet when we come to work, we need to put all of our troubles aside, and smile. We’ve all heard that before, right? But what most shop owners fail to do is walk up to each employee, and while they still have that smile on their face, say; “Good morning!” Regardless of the size of your shop, you should greet every employee in the same heartfelt way you would if you just had one employee. Remember, it’s our responsibility to keep our employees inspired, it’s not their responsibility to inspire us.

    2. They forget Job #1. In order to grow a successful business, you need to have clearly defined goals. This is why the most successful shop owners not only have their goals in place, but they break them down into monthly, weekly and daily goals. They then share those goals with all the relative employees, so that every day their advisors know their daily car count and sales goals, and their technicians know their daily efficiency goals.

    3. They forget to catch their employees doing things right. Most shop owners catch their employees making mistakes, but unfortunately, they fail to catch them when they are doing things right. Regardless of whether it’s saying something as simple as, “Great job, Mike!”, or taking an employee aside to give them a heartfelt thank you for what they have just done, it’s critical to the success of every business. By praising positive performance at the time it occurs you’re reinforcing the behavior, and improving morale. As we all know, when morale improves, so does productivity.

    4. They help… in the wrong ways. It’s the role of a shop owner to help their employees do their job well, but not to do their job for them. If a shop owner has a technical background, and one of their technicians runs into a problem, they will often jump in to help. Although their intentions are good, there is a better approach that’s used by our top clients at Elite. Simply put, they will lead their employees to the answer, rather than providing it to them. If you give a man a fish, he will eat for a day, yet if you teach him how to fish, he will eat for a lifetime. It’s no different in business.

    5. They try to be everything to everybody. Most shop owners have big hearts, and they want to help as many people as they can. Yet what they fail to realize is that they can never be everything to everybody. The top shop owners realize the people that want to supply their own parts, as well as the people that are looking for a discount or the lowest price, are more than likely not their customers. So while most shop owners try to be everything to everybody each and every day, the successful owners understand the value of telling some people that unfortunately, they’re unable to help them with their particular needs.

    Since 1990, Bob Cooper has been the president of Elite (www.EliteWorldwide.com), a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers one-on-one coaching from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses.

  8. Elite Worldwide Inc.
    By Bob Cooper

    In today's competitive environment you need to make the most of every opportunity that you have at your disposal to generate more sales. Follow these 5 tips to convert more first-time callers into happy customers.

    1. While your competitors are trying to sell their first-time callers on the repair, you need to take a different approach, and sell them on you. If the caller doesn’t believe you’re the right person to help them, then regardless of whether or not they believe the repairs need to be done, they’ll go somewhere else.

    How do you sell a first-time caller on you? It’s not that difficult. The first thing you’ll need to do is assure you have the right attitude, because that alone will put a smile on your face, and customers prefer to be engaged with people that enjoy helping people. When you pick up the phone you’ll need to immediately provide your name to begin the rapport building process, you’ll need to ask a lot of questions, you’ll need to be a great listener, and you’ll need to make a point of being courteous at all times. Remember, the reason they’re calling you is because another shop has failed with them in the past. This is why they’re anxious, and it’s why selling the customer on you needs to be your first priority.

    2. There’s no doubt about it; people love to buy, but they hate to be sold. One way of providing a first-time caller with options is by giving them a choice in appointment times. When people are offered choices they feel as though they are in control, and that’s when it becomes much easier for them to say “yes”. So rather than asking a caller; “Would you like to bring your vehicle in at 9:00?” you should ask, “Would you like to bring your vehicle in at 9:00, or would 11:00 be better for you?” Whenever possible, you should provide your customers with options when your are giving your service & repair recommendations as well (Service A, or Service B with a premium warranty, for example).

    3. Don’t be offended when a caller asks you for a price. Far too many service advisors think that these callers are nothing more than price shoppers, when in the majority of cases, this assumption is far from the truth. The reason most customers will ask for a price is to get the conversation started. Since they don’t know what questions they should be asking, they feel that if they ask for a price, most sales people will start talking. When someone asks you for a price you need to be understanding, compassionate and professional.

    4. When you’re providing a price on any repair or service, it’s a cardinal rule that you always need to build interest and value first. For example, if a caller asks how much an oil service will cost, rather than just giving them a price, you should say something like, “Well, an oil service on your Camry, which includes ____,____,____ and ___ is only $____, and I can have that service done for you today. As a matter of fact, I can squeeze you in now, or would 2:00pm be better for you?” Remember; always build interest and value before you give a price.

    5. Now here’s one of the best kept secrets that we teach all of our service advisor training students: simply put, you can never put money ahead of people. If you sell from your heart, and if you apply these tips I’ve shared with you, then your sales, your CSI scores and your profits will all go straight up.

    Since 1990, Bob Cooper has been the president of Elite (www.EliteWorldwide.com), a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers one-on-one coaching from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses.
  9. Elite Worldwide Inc.
    By Doris Barnes of Elite

    We can all agree that generating happy customers is critical to the success of your shop. Below you’ll find 5 tips that are going to help you do just that. Apply them, and you’ll be pleased to see the positive results that come from making just a few simple changes!

    1. Find as many things in common with your customers as possible. Think about your closest friends for a minute. Why do you connect? You connect with them because of the things you share in common, right? As sales professionals, we need to get really good at finding common ground with our customers. When I was an advisor, I would always use conversation starters that were dear to my heart. I love my family, so would bring up the customer’s family at the first available opportunity. Be very careful, however, not to choose a subject that you know nothing about, or that you feel no passion for. For example, if you don’t love kids, it’s not a good idea to start taking about their kids. Your customers will always pick up on flattery vs. true intent.

    2. Listen intently to your customers and take notes. When asking your customers questions at the beginning of the sales process, make sure to listen intently and make mental notes that you can convert into actual written notes. The points and concerns that your customers vocalize are the ones that truly matter to them. So when you call your customers back with information on their vehicle inspection, it is wise to bring up their concerns immediately, before ANYTHING else is mentioned. For example, start the conversation with something like, “Mr. Jones, before I go any further, I know that the most important things we need to address are your brake squeak, and getting your car back to you by 4:00 so that you can pick up your son from practice. Is that right?” We win big when we truly listen to what is important to our customers, and when our customers realize that we genuinely care about their needs and concerns.

    3. Do personal follow-up calls the day after delivery. As an advisor, I would call my customers the day after they picked up their vehicles to make sure that every part of their experience met with their expectations. I realize that you may not be able to do this with every customer, but you should make a habit of reaching out to as many as time allows. You may want to start by just contacting 5 per day, and working up from there. Before starting on your follow-up calls, make notes about any small or large customer issues that you are aware of, and of course, call these customers first. The more personal the service experience, the better! After all, people do business with people, not with businesses.

    4. Follow through with promises…always! It is so important to follow through 100% of the time. I know that we all get busy, but in a world where our success is dependent on customer satisfaction, we need to establish trust. If you tell a customer that you will call them at a certain time, deliver on that promise. If you tell them that you will wash their wheels and windows…deliver. Once your customers see that you always follow through, they will undoubtedly admire your character. An even better tactic is to make a habit of under promising and over delivering! If that wheel and window wash job is the expectation, deliver the car with the interior sparkling clean as well! Big bonus points!

    5. Always set expectations for customer follow up. One thing’s for certain: This will have a huge impact on your level of customer satisfaction. Time and time again I’ve seen advisors get into trouble with this. Our customers’ time is valuable, and if we recognize this, we will hit a home run every time. When I was an advisor, I would be sure to tell each customer something like, “Mr. Jones, you have my promise: I will call you the very instant I have news for you. I wouldn’t bother calling any sooner because I will not have any answers. I can assure you, however, that if you need your vehicle by 5:00, I will make that happen.” This conversation does two things: It frees up your time by helping you avoid repeat phone calls, and lets your customers know what they can expect from you.

    Thank you so much for taking the time to read this article. I truly hope that you are able to apply these tips to improve your CSI scores, and generate happy customers each and every time.

    This article was written by Doris Barnes, Elite's Director of Customer Relations, who is also one of the industry leading sales trainers that helps service advisors through Elite's Masters Service Advisor Training Program.

  10. Elite Worldwide Inc.
    By Bob Cooper
     
    One of the challenges that shop owners have faced for years is finding and hiring qualified technicians. Here are 5 of the most successful techniques that I used to find the superstars when I was still operating shops.
     
    1. Make an offer that is hard to refuse. Go to your local dealerships, introduce yourself to the service manager, and say something like this: “Larry, the reason I wanted to speak with you is I am looking for a superstar technician with ___ experience. Now for the purpose of clarity, I’m not looking to recruit any of your employees; that’s not my interest. What I’d like to do is speak with any of the superstars who have worked with you in the past, and for whatever reason, are no longer working with you here at your dealership. They may have gone on to another shop or dealership, and who knows, at this very moment they may not be very pleased with the company they’re currently working for. Now if you’re able to provide me with their names and contact info, or if you just reach out to them and have them contact me, this is what I’ll do for you… If I hire them, I’ll give you $2,000 on the first day they show up for work, and if they’re still with us after their 90-day probation, I’ll give you another $2,000. In essence, Larry, you can earn up to $4,000 for doing nothing more than putting me in touch with one of the superstar techs who has worked with you in the past, or that you may know of in our community.”
     
    Now before you jump to the conclusion that you’d never pay $4,000 as a referral fee, consider that not only is it an insignificant amount when you consider how much you’ll be paying a top tech, but just think of how much it will cost you if you hire the wrong tech. I have always been intrigued how so many people will not lay down a single dollar for a lottery ticket where they could win ten million dollars, but as soon as that jackpot gets to 100 million, you guessed it: People line up to buy the tickets. Interesting, isn’t it? It’s as though they’re saying “I’m not interested in ten million dollars, but when you offer 100 million, now you are talking real money, so you have my attention!” I have learned over the years that it’s the same with referral fees. The reward you offer has to be large enough to not only capture their attention, but it has to have that wow factor that brings results.
     
    2. Ask every applicant for leads. When you have a tech or advisor filling out an employment application, always ask that they list two great techs they’ve worked with, or presently work with, as references. Not only can those references serve as a good source of info when you are performing your reference checks, but if you build relationships with the references during your calls, they may very well become employment candidates as well.
     
    3. Sponsor a tool raffle. Tell your local tool truck driver that you will sponsor a raffle for a specific tool set, test equipment, etc. that has a value of $500. Now here’s how it works: You pay for the tools, the driver is able to sell raffle tickets at $5 each, and gets to keep all the ticket sales as well. The techs fill out each raffle entry with their contact info, and you get their names, phone numbers and email addresses.
     
    4. Go to where the techs in your community go. Since techs are likely to have a quick lunch somewhere near their shop, consider grabbing a bite to eat at the fast food restaurants that are close to the shops and dealerships in your community. When the techs walk in at lunch time, all that you will need to do is introduce yourself to them, and strike up a casual conversation. Then you’ll just need to tell them you are looking for a superstar tech, hand them a business card, and the process has started.
     
    5. Turn your employees into recruiters. Just like the offer you made to the dealership service managers, make an attractive offer to your employees as well. “Guys, you all know we need another technician, and I’d love to find someone that can not only produce, but someone that all of you enjoy working with. Now as you can imagine, I can invest a good amount of money in a recruiting campaign, but I’d rather see the money go into your pocket than into recruiting campaigns. So here’s what I’ll do: I’m sure you guys know other techs in the community, and I know that you meet them at training courses as well, so if you refer a really great tech to me, and if I hire them, then I’ll give you $2,000 on the first day they show up for work, and if they’re still with us after their 90 day probation, I’ll give you another $2,000. In essence, you can earn up to $4,000 for doing nothing more than helping me find another superstar just like you guys.”
     
    In closing, the superstars are out there. All that you need to do is connect with them, then share your goals, your Mission Statement, the culture of your company, and how you can provide them with what every superstar is looking for: An opportunity to grow with an amazing shop, and help a lot of people along the way.
     
    For additional help finding and recruiting qualified techs, learn how you can team up with one of the top shop owners in the country through the Elite Coaching Program.
  11. Elite Worldwide Inc.
    In the world of auto repair, one thing is for certain: Every shop in your community has their eye on your customers. So in order to keep your customers, there are a number of things you will need to do. Here are 6 tips that will bring you amazing results:

    #1. Make sure that you deliver on the customer’s expectations, and whenever possible, that you exceed those expectations. Simply put, fix the car right the first time, make the experience as pleasant as possible, help your customers see the value in your services, and over-deliver at every opportunity.

    #2. At the point of car delivery, go well beyond what your competitors do. You need to resell the customer on their decision, assure them that their problem has been solved, and review their repair order in detail. During the “sales process” you need to put the focus on the benefits of the service rather than the price, but at time of car delivery you need to ensure that they understand what they bought, and how much they paid for the services. You then need to offer them the opportunity to inspect their old parts (or return their old parts back to them), review the warranty, discuss anything they will need to monitor or do once they leave, schedule their next appointment, and thank them for their trust in you.

    #3. When scheduling the next appointment, rather than asking when they would like to schedule it, be presumptive and tentatively set the date and time for them. If and when they tell you they are unsure if they will be available on that date, just tell them “No worries, Mr. Butitta. We’ll be sending you a reminder card the week before, and we’ll give you a reminder call as well. If you need to reschedule, it’ll be no problem at all - we can simply reschedule the appointment for you at that time. The benefit of doing it this way is that there’s nothing you’ll need to remember, because we’ll remember for you.”

    #4. Sell the benefits of the next service at the time of car delivery. Rather than just telling the customer that they’ll be due for a cooling system service in 6 months, help them see the value by explaining how that service will save them money, time, etc. If they feel the only reason to return is because you told them they need to, you’ll see far fewer returning customers, because they will feel they will be spending money, and getting little, if anything, in return.

    #5. Build relationships. Regardless of how well you build value in their next visit, customers will be far more prone to returning to your shop if they feel there is someone there they will enjoy seeing again. Remember the Elite rule: When people buy a product, they will always remember the product, but when they buy a service, they will always remember the people that provided the service.

    #6. Stay in touch. Beyond a customer follow-up program, you need to ensure your customers are exposed to your brand on a continual basis. This means you need to invest in your brand building campaigns, and be integrated into your community in every way that you can.

    In closing, all the reward programs and slick marketing gimmicks will always pale in comparison to one simple business philosophy: Provide a great service at a competitive price, build relationships with every customer, and live by the principle of never putting money ahead of people.

    Since 1990, Bob Cooper has been the president of Elite (www.EliteWorldwide.com), a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers one-on-one coaching from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses.
  12. Elite Worldwide Inc.
    By Bob Cooper

    Now that we are coming into the holiday season, there are a number of things you can do to drive up productivity, sales, customer satisfaction and profits. Each one of the below tips worked wonders for me when I was still in the auto repair business, and they are still effective today for many of our coaching clients, so I know they can work for you as well.

    1. End of Year Performance Bonuses – All that you need to do is set a sales goal for the end of the year, and then tell your entire staff that if the goal is reached by December 31st, they will be entitled to a really nice bonus. You can also tell your techs that if they reach certain productivity goals, you will give them a predetermined amount of credit that they can use on their favorite tool truck.

    2. Schedule a Holiday Season Charity Drive – Pick a charity (or cause) that is close to your heart, and that will reach the hearts of your ideal customers. Examples would be the US Marine Corps Toy for Tots campaign, food for the homeless, and fundraisers for life-threatening illnesses, local humane societies and the Wounded Warriors Foundation. By raising money for these types of organizations you’ll not only be helping a worthy cause, but you will be connecting with people who may very well be your ideal customers. In my case, we took out full-page ads in local publications notifying our community that we were collecting toys for battered children who were in protected safe houses, and the stream of donors who came through our doors was overwhelming. Nowhere in the ads was there any promotion of our company or services. It was all about the battered children, and how others could help by simply dropping off the much-needed toys.

    3. Send the right greeting cards – Identify your top customers, and then rather than sending them one of the typical pre-printed holiday season cards, send them a nice boutique card with a hand-written message inside. All that you will need to do is go to a local card shop that sells really nice cards that are blank inside, and then find the cards that best reflect the holiday season. Then write a short, handwritten message inside that comes from your heart. You have my promise; your cards will be absolute standouts that will send a powerful message to your customers that you really do care about them.

    4. Make those phone calls – As we all know, there are certain customers in every business that rise well above all others. You should make a list of those people, and then call them to personally wish them a happy holiday season.

    5. Place a ribbon on each computer screen - The reason I did this at the shops I owned was to remind my advisors to wish each and every customer a happy holiday at the point of car delivery. I’m not suggesting a quick “Happy Holidays”, but rather am recommending that your advisors take a minute to pass on a heart-felt message to their customers, and then ask those customers to pass the message on to their families as well.

    6. Gifts to key customers – I am not recommending that you give gifts to everyone, but to those customers who are particularly special in many ways. In those cases, you may want to give them a beautiful book that contains images of wildlife, nature, etc. along with a personalized message from you written inside.

    7. Give to those who serve – Whether it be to the police and fire departments, or to the doctors and nurses who work in the hospital ICU’s during the holiday season, by giving those who serve a beautiful gift basket of fruit, candies, etc., you will be rewarding those who have earned it through their service, while sending a powerful message about the type of person you are.

    If you apply these tips to your business, you have my promise; not only will your sales, customer satisfaction scores and profits go up, but you will be separating yourself from your competitors in ways that will help you build a more profitable, successful business for years to come.

    Since 1990, Bob Cooper has been the president of Elite (www.EliteWorldwide.com), a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers one-on-one coaching from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses.
  13. Elite Worldwide Inc.
    #1. Under promise and over deliver. If you apply this principle to your business, you can often exceed the customer's expectations. As an example, when your competitors are asked how long it will take to do a minor service, they will typically tell the customer something like, “It'll take an hour." Unfortunately, they have now set an expectation in the customer's mind. What they should have done was ask the customer how soon they need the vehicle. If the customer were to then respond by saying, “I need it by noon" (and it's 9:00am), the service advisor now has three hours to complete a one hour job, and can pleasantly surprise the customer by getting it done before noon. It's no different when you put together an estimate. If there is any way you can come in even a few dollars under that estimate, your customers will be thrilled when they come in to pick up their vehicle! Always under promise, and then look for every opportunity to over deliver.
     
    #2. Make sure all of your employees follow the Marriott Rule. This rule states that any time a customer comes within twenty feet of any employee, the employee should smile and make eye contact. If the customer comes within ten feet of an employee, Marriott employees are asked to smile and give a salutation like “good morning." At Elite we encourage you to have your employees not only smile and give a salutation, but also ask the customer, “Have you been helped yet?" Discuss this at your next employee meeting and watch employee morale, and customer satisfaction, go straight up!
     
    #3. Empower your service advisors so they can put out small fires before they turn into more serious issues. All that you need to do is implement a shop management policy similar to the Ritz Carlton. At the Ritz, they empower all of their employees with a predetermined budget they can use for customer satisfaction. You should do the same. Set aside a small budget that your service advisors can use to resolve customer complaints on the spot, and long before you have to get involved. At the end of the quarter, your employees can receive a portion of the unused money!
     
    #4. Be very careful in using the word “free." Most people view something that's free as being of little or no value. What you should do is tell your customer the service is “no charge." This will send a strong message that there's a value to the service, but you are setting the cost aside.
     
    #5. Make a habit if always asking your customer “Is there anything else I can help you with?". Obviously if you ask this question when you're writing up the customer it can lead to additional sales, but beyond that, it's a question you should ask throughout the entire customer experience. You should ask the very same question after the customer has authorized your recommended service, you should ask it at car delivery, and you should ask it when you have completed your customer follow-up call. The value in asking this particular question is that it shows the customer that you genuinely care about them, and that you embrace every opportunity to help them in any way possible.
     
    #6. Always do what you say you are going to do. If you give a customer an estimate, then we all understand it to be just that: an estimate. On the other hand, if you tell a customer that the repair won't run over $500.00, and you find later that it does, then you should pick up the difference. Not only is it the ethical thing to do, but that customer will sing your song for years to come, because people always enjoy dealing with people who make promises … and then deliver.
     
    #7. Never forget. It's what you do after the sale that counts. Follow-up thank you calls that are genuine and from your heart, are priceless.
     
    Since 1990, Bob Cooper has been the president of Elite, a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers one-on-one coaching from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses. To learn more about Elite, visit www.EliteWorldwide.com.
  14. Elite Worldwide Inc.
    By Bob Cooper of Elite
     
    As is true with the top techs, the top service advisors in America need a number of tools in order to succeed. Here’s a list of important tools you can provide to your advisors that will help them maximize sales, customer satisfaction and your shop’s profits.
     
    1. Clearly defined sales goals and car count goals that are broken down into daily goals. Not only will having such goals in place help your advisors stay focused, but they will encourage your advisors to further develop their skills. If you don’t have daily goals in place, how will you and your service advisors know if they were successful that day? Remember, the fact that they were busy doesn’t mean that they were successful. By having daily goals in place, not only will they feel good on the days when they reach the goals, but you will have ample opportunities to congratulate them on their success.
     
    2. Clearly defined systems and policies. As the shop owner, you need to ensure that every vehicle is properly inspected, and that all discoveries are documented, then provided to the advisor. These policies need to be strictly enforced to ensure ongoing compliance.
     
    3. The ability to make decisions. The top advisors in America are empowered by their shop owners to make many decisions on behalf of the company. Not only does this prevent you as the owner from being drawn into every customer concern, but it shows your advisors that you trust their judgement.
     
    4. A budget for price adjustments. We all know that there are times when your advisors need to provide your customers with legitimate discounts, a rental car, etc., so what the top shop owners do is set a monthly budget of X dollars for each advisor, and they’ll tell their advisors that the money is there to be used in any way they would like to ensure customer satisfaction. Whatever is remaining in each advisor’s budget at the end of the month is then split with the advisor. With this approach it’s your advisors’ money to lose, so they’ll think twice before giving unwarranted discounts, refunds, etc.
     
    5. A pay plan that rewards productivity. Regardless of how their pay plan is designed, your advisors need to be rewarded for three things: The sales they are able to generate, the gross profit margins they are able to maintain, and happy customers. Remember, any behavior that isn’t rewarded will cease to exist.
     
    6. Ongoing training. The top shop owners in America realize that an advisor’s job is not an easy one, and that advisors need to keep their skills razor-sharp. This is why they not only enroll their advisors in sales courses at least once a year for a “tune-up”, but also help them develop their other job-related skills by enrolling them in management courses, and asking them to read books like How to Win Friends & Influence People by Dale Carnegie, a great book on people skills.
     
    7. A quality control system that includes customer follow-up calls and the recording of sales calls. Advisors can only learn what they are doing right and where they need to improve by listening to recordings of their sales presentations, and hearing what their customers have to say about their services.
     
    8. Appropriate leadership. Simply put, advisors need employers that make a point of catching their employees doing things right and acknowledging their behavior, that constantly reinforce ethics, and that create a culture of never putting money ahead of people.
     
    For additional help improving your shop’s sales, customer satisfaction and customer retention, learn more about Elite’s Masters Service Advisor Training Course.
     
  15. Elite Worldwide Inc.
    By Bob Cooper
     
    1. Know your customers’ buying habits. You’ll need to know your customers’ buying habits as well as their service histories. You should always request your first-time customers’ service records, and should ask them about their service histories verbally as well. This information can be extremely helpful during any sales process, especially when it comes to selling maintenance. Great doctors are always interested in a patient’s medical history, just as great service advisors are always interested in a customer’s service history. This information not only indicates which maintenance services are due, but will give you valuable insights to your customers’ buying habits as well.
     
    2. Have the right tools available. People believe what they see, so whenever possible, you should get your customers visually involved. At Elite we are big supporters of complete vehicle inspections, proper documentation, and visually showing your customers what was discovered. Since third-party documentation is usually viewed as a credible source, you should use your customers’ owner’s manuals, their service records, and print-outs that show industry recommendations, maintenance brochures, and repair orders that show the high cost of repairs, failed components and fluid samples.
     
    3. Emphasize the benefits. You’ll need to know the key benefits of every service you offer by heart. You’ll need to know, in very specific terms that your customers will understand, how they will win by authorizing the maintenance services that you recommend. You’ll need to make sure they know it can maximize their fuel economies, protect the value of their vehicles, protect their warranties, help them avoid unexpected and costly repairs, and provide them with peace of mind in knowing that they’ll have good, safe transportation. Not only should you know these benefits by heart, but you should write down the benefits of each of your most popular maintenance services, and then review the list of benefits before each and every sales presentation. When it comes to selling maintenance, the overwhelming majority of shop owners and advisors put the focus of their presentations on the parts and labor, and unfortunately, that’s a mistake. As is true with all sales, your customers will be motivated by the benefits they’ll receive, not the parts and labor that go into the job.
     
    4. Be prepared to cost-justify. When it comes to selling maintenance, one of the single greatest mistakes that shop owners and service advisors make is being unprepared to cost-justify the services. You’ll need to be able to quickly explain to your customers, in clear financial terms, why the service is a great investment for them. Here’s an example: If you estimate that a customer is going to invest $600 in maintenance over the course of a year, then you need to break that number down into a daily amount. This way, when you are recommending your services, you can remind him that although he feels that $600 is a good amount of money, he’s going to be able to benefit from the service for a long time. By following your maintenance schedule over the course of a year, the customer’s investment will end up being just $1.65 a day ($600/365). In essence, for less than a couple of dollars a day your customer will protect his warranty, he’ll be protecting the value of his vehicle, he’ll be squeezing every mile out of every gallon of gasoline, he’ll be reducing the risk of costly breakdowns, and he’ll have the peace of mind that he’ll have safe, dependable transportation. If you are not prepared to cost-justify the investment, then you can rest assured that the only number your customers will hear will be the price of the service. This will not only lead to lost sales, but if your customers don’t experience a breakdown within the next few months (that is attributed to the declined service recommendation), then they’ll look at the service you offered as nothing more than an attempt at an unwarranted upsell. At this point, you’ve not only lost the sale, but you’ve lost your credibility as well.
     
    5. Let the customer know you have great news. When you call your customers, make sure you begin your presentation by telling them that you have some really great news. This will not only set the tone for your presentation and put your customers at ease, but it will send a strong message that as a professional, you feel the service you are about to recommend is truly a great value.
     
    6. Use an assumptive close. Instead of asking your customers if they would like you to perform the recommended maintenance services, you should say, “All that I’ll need is your go-ahead, and we’ll get started on it right away.” Assumptive closes send a strong message that there is no logical reason for your customers to decline the services that were recommended.
     
    7. Schedule the next appointment. There is no better time to schedule the next appointment than at the time of car delivery. Your customers are standing in front of you, they feel comfortable with you, and it’s easy for them to say yes. If your customers leave without making an appointment, then they’re going to be fair game for all of your competitors. In addition, taking good care of your customers’ vehicles is a process, not an event, so it stands to reason that you’ll need to see them again to perform the services that will be due at that time, to complete a periodic safety inspection, etc.
     
    8. Never put money ahead of people. Here’s one of the best kept secrets to not only selling maintenance, but to building a great business. Customers are intuitive, and they can quickly tell if a service advisor is interested in their credit card or their well-being. If you sell from your heart, and if you never put money ahead of people, it will show through every single time. Not only will this help you increase your sales, but it will help you generate lifelong customers at the same time.
     
    Since 1990, Bob Cooper has been the president of Elite, a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers one-on-one coaching from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses. You learn more about Elite by visiting www.EliteWorldwide.com.
  16. Elite Worldwide Inc.
    By Bob Cooper of Elite
     
    In the coming years, no component of your business will be more critical to your success than the caliber of the people who work with you. In order to hire and keep superstar employees at your shop, you need to have pay programs in place that ensure they stay motivated and happy to be a part of your team. With that said, here are 8 pay program tips that will help you employ top flight technicians who will contribute to your success for years to come.
     
    1. Without a doubt, the best pay programs for technicians are based on billable hours. If you pay your techs a salary or an hourly rate, you are rewarding them for showing up and clocking in; not for producing. The good technicians love to produce, and as with any employee, they should be rewarded for doing so. Some shop owners argue that the problem with flagged hour programs is that they encourage technicians to recommend services that don't need to be sold, or will lead to poor quality work if they cause your techs to hurry through each job (increasing the probability that they will overlook things, take costly shortcuts, etc.). The truth is, in either of these cases, the problem is that the shop owner has employed the wrong technicians, or has not provided proper training, and neither problem should be attributed to a flagged hour pay program. Not only is there nothing wrong with paying people based on their productivity, but in reality, it's how we should all be rewarded for our contributions.
     
    2. Technicians should be paid a predetermined hourly rate for each billed hour, not a commission based on sales. If you pay your techs a commission on labor sales, then when you have to raise your labor rate to accommodate for any increase in your operating expenses, your technicians will automatically receive a raise, and you will have to raise your labor rate that much higher to compensate.
     
    3. Make sure that you have a tiered compensation program in place. For example, if your techs flag up to 40 hours in a 40-hour week, they’ll earn $22.00 per hour. If they flag over 45 hours in a 40-hour week, they’ll earn $24.00 for each of the 45 hours. You need to consider the possibility that if it’s the end of the week and the tech knows he’s not going to flag 45 hours, he may decide to sand-bag by carrying the almost completed job over to Monday, rather than finishing up the job on Friday. You can avoid this temptation by having a policy in place which states that in order for your techs to be eligible for the performance incentive each week, and earn the higher hourly rate, they need to have flagged at least XX hours in the previous week. Your techs should also know that in order to be eligible for the performance incentive, they need to meet with your pay period requirements for controlling comebacks, and reaching predetermined CSI scores.
     
    4. When it comes to “guarantees,” consider providing your techs with a guaranteed number of vehicles rather than a guaranteed number of hours. If you guarantee a specific number of hours, it’s no different than giving your techs a guaranteed income that they do not have to work for. So I’d recommend first establishing the labor value of your average repair order. If you discover you average two labor hours per vehicle, then rather than giving your techs a guarantee of 30 hours, give them a guarantee of 15 vehicles. It’s then up to them to do their job of properly inspecting the vehicles and performing the authorized services. If during the pay period you are only able to provide them with 13 of the 15 vehicles, you would owe them the four hour difference.
     
    5. At Elite, we have a saying that goes, “When you hire Larry, you get Mary”. This means that you need to make sure your technician’s entire family is happy that he is working at your shop, so you always need to consider how you can reward your technicians in a way that benefits their families. Rather than rewarding them solely through more money in their paychecks, consider movie tickets they can use with their kids, gift certificates to their favorite restaurants, etc. These are the types of gifts that have “take home value”, and the ones that can help turn your technicians’ families into huge fans of you and your shop.
     
    6. Never have your techs compete against one another. Not only do they all have different skills and abilities, but often times patterns develop where one tech wins week after week, and all the rest of your techs begin to view themselves as losers. I highly recommend that you set individual goals for each technician, and motivate them to compete against the one person who they should be competing against: Themselves. This way, all of your technicians have the opportunity to be winners at the end of each pay period.
     
    7. Instead of giving your techs raises based on their tenure, it should always be based on their productivity (with the exception of raises that are based on inflation). Just because someone has been with your company for a year, it doesn’t mean they are now worth more money. You need to provide all of your employees, not just your techs, with the opportunity to earn a higher income by being more productive. If they have produced more in the past year than the prior year, then they have earned that raise. You should also consider having predetermined conditions in place in order to be eligible for raises, such as complying with company policies, completing a certain number of hours of training, and acquiring specific certifications.
     
    8. Never give cash incentives as bonuses. Beyond being illegal, it sends a message to your employees that you are willing to cheat the government, and it gives them good reason to question your ethics. Not only do cash incentives violate the ethics of operating a good business, but it may lead your employees to believe that if you are capable of cheating the government, why should they have confidence that you will always be honest and ethical with them, or your customers? I’d strongly encourage you to stay away from any policy that could cause your employees or customers to question your ethics.
    Follow these 8 tips and you’ll be well on your way to increased productivity, and to instilling the morale that your shop needs to excel.
     
    Since 1990, Bob Cooper has been the president of Elite, a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers one-on-one coaching from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses. To learn more about Elite, visit www.EliteWorldwide.com.
  17. Elite Worldwide Inc.
    Superstar sales trainer Jen Monclus reveals 5 steps that your service advisors need to follow to overcome even the most challenging sales objections shared by your auto repair customers:
     
     
    For additional help generating happier customers and higher sales, learn more about Elite's industry acclaimed Masters Service Advisor Training Course.
  18. Elite Worldwide Inc.
    By Bob Cooper of Elite
    As business owners, our best teachers will always be our employees and our customers. They understand many components of our businesses, and in most cases, they really do care about our success.  Learning from our employees is relatively simple. All that we need to do is pay attention to their passing comments, and engage them during our employee meetings and reviews. What I would like to do with this article is provide you with a step-by-step guide that will help you do what every successful business owner does; learn from your customers.
    1. First and foremost, you need to set customer satisfaction goals, as well as minimum levels of acceptable performance. For example, your goal would be 100%, and the minimum level of acceptable performance would be set at 96%.
    2. Let your employees know how you will measure results. It’s your call, but I would encourage you to categorize any type of customer dissatisfaction as a failure, regardless of the cause.  For example, if the customer says they felt the price of the repair was too high, it would be a failure because the advisor did not do an adequate job of building value in the service. Now I understand that there will be some occurrences (such as a part failure) where the employees would feel they should not be held accountable for the customer being dissatisfied. It’s those rare occurrences that cause us to set a minimum level of acceptable performance. In essence, by setting a minimum level of acceptable performance at 96%, those rare occurrences are taken into consideration.
    3. Implement a company wide reward program that is based on customer satisfaction scores, and make sure all of your employees are able to participate. This will help incentivize the team effort you need.
    4. Conclude who will be making your customer follow-up calls. Although there is tremendous relationship-building value in having your advisors follow up with their customers, the downside is that your customers may not be candid with them. Add to that, your advisors will have a conflict of interest if you are providing them with an economic incentive. I have found that the best person for making the calls is someone with the right personality, and who believes in you, your company and your people. When I was still operating shops I found that the perfect candidates were the customers who loved us, and who were looking to earn a few extra dollars a week.
    5. Conclude how you will compensate the person you hire, and where the calls will be made. Ideally you will pay your representative a flat hourly rate, ensuring that they will invest adequate time on each call. I also believe, when possible, the calls should be made from your shop. Not only will this allow your customers to see your phone number displayed on their caller ID, which adds to your professionalism, but if the customer has a question or concern, they can be transferred to your staff immediately.
    6. Conclude who you will call and when. At Elite we believe that all first-time customers, and all repair and/or warranty customers, should be called within 72 hours. Out of respect for their time, we do not endorse calling repeat customers who had simple maintenance services performed.  Although these calls should never be perceived as “sales” calls, if a customer declined a major safety repair, we do encourage you to have your representative ask the customer if they have had the repair performed, to ensure their safety and well-being.
    7. Ask the right questions. I realize that most shops ask a series of questions about the behavior of their staff, the quality of repair, promised-times, etc. We look at it differently. Our position is that you should say something as simple as, “I just wanted to follow up with you and ask; ‘How did we do?’” Our reasoning for this approach is really pretty simple. Rather than leading the customer with specific questions, it will allow you to learn what is important to your customer. If it is important enough to be at the top of their mind, then without question, it is exactly what you need to hear. This is how we learn, and how we build really great companies at the same time.
    Since 1990, Bob Cooper has been the president of Elite, a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers coaching and training from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses. You can learn more about Elite by visiting www.EliteWorldwide.com.
  19. Elite Worldwide Inc.
    By Bob Cooper

    If you want to build a successful auto repair business, you will need to have a number of things in place, yet nothing is more important than having service advisors who can sell in a professional and ethical way. In today’s competitive environment you’re seeing vehicles less frequently, customers have greater access to information, and they have choices unlike ever before. So here’s a guide to help you hire the superstar advisors who will take your shop to the top:

    1. Look for talent. When you are looking for the superstars, never forget: talent is king. Talent is something that can’t be developed or taught, so you need to make sure that the prospects you are interviewing truly are “people people”, and that they naturally smile. Otherwise, you’ll spend years trying to develop your advisors into something that they may never become.

    2. Look for drive. Every superstar who I have met or hired has been goal-oriented, has had a positive attitude, and has been competitive, quick-witted, persuasive and driven. Similarly to talent, these are all personality traits that can’t be taught, so be sure to look closely during your interviews.

    3. Look for a track-record of success. Henry Ford once said, “Tell me what you have done, not what you can do.” At Elite we take this a step further by saying it’s not just what prospective employees have done, but more importantly, what they have accomplished in their careers. For example, the fact that someone has been an advisor for years isn’t nearly as important as the sales growth they have brought about, records they have set, etc. This is why you need to quiz them on their accomplishments. If they have been in the business for a few years, and they can’t give you any specific sales accomplishments, then there’s a good probability that there won’t be any meaningful accomplishments achieved if they work with you either.

    4. Look for a win/win attitude and ethics. Over the years I have discovered that there are basically three types of salespeople. First, there are the win/lose advisors who care about their own needs, at a cost to the customer. These are the advisors who will drive up your sales, and erode your customer base at the same time. The second category is the lose/win advisors, who are overly sympathetic, and who will give your store away in order to please each and every customer. The real superstars are the advisors who fall into the win/win category, because they have the ability to close sales, will make sure your customers are satisfied and make the right decisions, and will help you build a more profitable auto repair business. Ethics is the hardest trait to judge during the interview process, which is why we are such strong supporters of pre-employment behavioral testing.

    5. Pay close attention to their interests. Although there are always exceptions, service advisors who are looking for an hourly rate, a salary, or a big guarantee, may very well be looking for a job rather than an opportunity. On the other hand, the advisors who are interested in commission-based pay are typically self-motivated, and will help you drive up your sales.

    6. Take them for a test drive. You should hand every applicant an estimate and have them sell you a service. I have discovered over the years that if someone can’t do a good job of selling us during a role-play, they won’t be able to sell our customers either. You should also have them do a role-play where you act like a first-time caller. I can tell you from first-hand experience that I have interviewed many service advisors who aced the interview, and then miserably failed during the role-plays.

    7. Take advantage of pre-employment testing. There are a number of tests you should consider, but the three at the top of our list would be pre-employment physicals, drug screenings and behavioral assessments. At Elite we have found that the behavioral assessments are priceless in that they are inexpensive and quick, they can be taken online, and they reveal many strengths, weaknesses and propensities. In addition to revealing how well your prospective employees work under stress, and with other people, these tests can also detect irregularities in honesty, which could be an indication of questionable ethics.

    Follow these tips, and you’ll have a staff full of service advisors who drive up your sales, while always having your customers’ best interest in mind.

    Since 1990, Bob Cooper has been the president of Elite, a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers one-on-one coaching from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses. You can learn more about Elite by visiting www.EliteWorldwide.com
  20. Elite Worldwide Inc.
    By Bob Cooper
    The top shop owners in America have a number of things in common. They were the first to embrace the incredible value in utilizing exchange rebuilt components, rather than trying to repair all the components themselves. They were also the first to provide their customers with extended warranties on their repairs, and they geared up for selling maintenance service while all of their competitors were still living in the world of repair. You may call them forward thinkers, but one thing for certain is that they embrace the future long before it arrives.
    Today cars are better-built, they are requiring less repair and maintenance, and the dealerships are continuing their attempt to conquer the service business. So the question is: What opportunities will be available for you in the coming years? Well, the services you do offer will certainly be your personal choices, but considering the current state of our industry, and all the indicators of our future, I see a once-in-a-lifetime opportunity for shop owners.
    In the coming years there will be an absolute explosion that will take place in the vehicle infotainment industry. I am referring to the mixture of onboard data such as onboard diagnostics, guidance systems and vehicle control features, and the entertainment/communication features such as Wi-Fi, voice texting and audio/video systems. Just step inside of any new car showroom, or watch any car company ad, and you will clearly see that the car companies are competing in the field of infotainment far more than for anything that is mechanical in nature. What I find interesting is that the world of infotainment is one space that is virtually void of competition among independent shops at this time, and it is wide open to shop owners who are willing to embrace the future.
    There is no doubt in my mind why shop owners have not yet shown any interest in this explosive opportunity. Simply put, they feel they don’t need to offer infotainment services today, and they are fearful of the unknown, which in this case is the complexity of the technology. For those of you who may share these feelings, I would like to remind you that there was a time when shop owners were deathly afraid of automatic transmissions, there was a time when they were afraid of fully electronic ignition systems, and there was even a time when they were afraid of things as simple as disc brakes.  As we all well know, the shop owners who took on those early challenges were able to build remarkable businesses.
    So here are my recommendations. Start the process by exploring how you can better help your current customers by installing and servicing infotainment components. The manufacturers are currently filling the streets with technology-laden vehicles, and beyond the opportunity to install additional equipment in today’s vehicles, the components in all of those new vehicles will inevitably do one thing: They will fail. The question is, who will be performing those repairs, and if not you, why not you?
    In closing, I would like to leave you with this thought:  When speaking of investment strategy, at one time the famed billionaire Warren Buffet said, “First come the innovators… then come the imitators… and then come the idiots.” If you embrace this once-in-a-lifetime opportunity, and if you take the steps to be the innovator in your community, then there is no question in my mind: The world will be yours, and your competitors will become imitators at best. 
    Since 1990, Bob Cooper has been the president of Elite, a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers coaching and training from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses. You can learn more about Elite by visiting www.EliteWorldwide.com.
  23. Elite Worldwide Inc.
    By Bob Cooper
    Regardless of whether you have one or twenty employees, your productivity and profits will both go up if all your employees work together as a team. If you feel that’s not the case in your shop, or if you would like to ensure that you are covering all the bases, I hope that this checklist can help. 
        Hire the right people 
    At Elite we look for people that have the right attitude, the right aptitude and the right ethics. I am sure you will agree that in order to cultivate a team spirit, everyone on your team will need to have these three traits. Not only should you have discussions with your key employees about your hiring intentions, but you need to have them involved in the interviewing and decision-making process as well. They will be working with the new hire every day, so if nothing else, you owe them the opportunity to give their input.
        Educate every new hire on the things that are most important
    During their orientation, you need to educate them on the goals of your company, your Mission Statement, and the culture of your company.  Ideally you’ll not only have a Mission Statement, but you will have the new hire memorize it as well (Not familiar with Mission Statements? See ours on the Elite site). 
        View your entire organization as a family rather than a company 
    Simply put, you should recognize the birthdays of all of your employees, their family happenings, etc. The more you can instill a feeling of family in your employees, the stronger your shop’s team spirit will be.
        Have regularly scheduled team meetings 
    In addition to reviewing your policies, procedures, etc., at your meetings, you need to review your mission and culture as well. This constant reminder will help foster the common cause teamwork you are looking for.
      
        Provide ongoing education 
    In addition to job-related education, you need to provide your employees with ongoing education that fosters your culture and team spirit. At Elite, every new-hire is required to read How to Win Friends and Influence People, and as a team we read (and review) books like John Maxwell’s Ethics 101 and Attitude 101.
        Perform regularly scheduled employee reviews 
    These reviews not only provide you with the opportunity to praise each employee for their team efforts, but you can ask them for their suggestions on how to further improve the team spirit within your company. If you’ve hired the right people, you can rest assured they will provide you with the answers you are looking for.
        Create team incentives 
    Although every employee needs to be compensated for their own productivity, you need to have team incentives in place. In addition to incentives for overall shop productivity, you should consider incentives for 5-star reviews that reflect their team efforts.
        Do away with hierarchies  
    I feel that in today’s world we no longer need hierarchies, which is why no one works “for” me at Elite; everyone works “with” me as a team. This does not mean everyone isn’t accountable, because they are. It just means that I view everyone in our family at Elite as being incredibly important to our mission. I have found over the years that when people know that you care about them, and when they realize just how much you value their role and contributions, they will then move mountains for you.
    Since 1990, Bob Cooper has been the president of Elite, a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers coaching and training from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses. You can learn more about Elite by visiting www.EliteWorldwide.com.
  24. Elite Worldwide Inc.
    One of the most common questions we hear from shop owners is regarding how often they should perform employee reviews. I would like to use this article to not only answer that question, but to provide you with a guide that will enable you to perform reviews that will keep your employees happy and productive.
    Putting first things first, let’s start with new hires. With every new employee, during their orientation you should clearly outline the company goals, their personal goals, the goals of the position, the minimum levels of acceptable performance and the relative deadlines. You will also need to let the employee know how you will monitor and measure their productivity, and how you will be reviewing their performance as well as their compliance with company policies.  With every new employee the most critical period will be the first 90 days; it is during this probationary period when you should be evaluating and making your decision regarding whether they are the right fit for your company. This is why we at Elite feel it is critical to review your employees most frequently within the first 90 days.
    With all new hires, during the first week I strongly encourage you to perform a short 15-minute review at the end of each day. This end-of-the-day review should include a quick discussion about what they have accomplished and learned during the day, you should ask if they have any questions, and you should provide them with an overview of your expectations for the following day. Once the first week has come to an end, you should plan on performing weekly reviews of the employee at the end of each week for the following three weeks. At the end of the first month, you should tell the new hire that you will be performing reviews at the end of each month for the first 90 days. And lastly, at the conclusion of the first 90 days (probationary period), we recommend that you schedule the reviews to occur every 6 months. 
    The secrets to performing great reviews? There are actually a number of them. First of all, you need to monitor and measure everything so you can go into each review well prepared, and in a position where you can speak with certainty rather than just communicating your general feelings about the employee’s performance. Secondly, you should advise all employees of their upcoming reviews one week prior to the review date, and you should provide them with a document that outlines what will be addressed during the review. At a minimum, that document should include their specific job goals, the minimum levels of acceptable performance, and all the relative deadlines. Ideally it will also include their documented productivity and historical performance, points of compliance with your company policies and with their specific job description, their personal goals, and their advancement when it comes to their skill set. Lastly, you should have a list of any specific accomplishments that you can recognize and praise, along with your notes from the employee’s last review, which should include points of agreement and action items.
    In all cases the reviews should be casual, and you need to ensure that you will be uninterrupted. At Elite we employ our 50/25/25 review strategy, which means that the first half of the review is dedicated to reviewing the employee, 25% of the time is dedicated to the employee reviewing our company, and the remaining 25% of the time is dedicated to the employee reviewing whomever is conducting the review. During your reviews you should always draw information out of the employee by asking them how they feel they are performing in each category, and as appropriate, you should ask them how they feel they can best improve. At the conclusion of the review you should go over your understandings and action items with the employee, and then follow up by providing them with a written copy of your agreed upon understandings, your expectations, the relative action items and the deadlines. 
    Does this method take time? It does, but you can rest assured that it doesn’t take nearly the amount of time it takes to deal with employee issues that stem from lack of communication, or to look for new employees when you lose those priceless stars… that you already have.
    Since 1990, Bob Cooper has been the president of Elite, a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers coaching and training from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses. You learn more about Elite by visiting www.EliteWorldwide.com.
  25. Elite Worldwide Inc.
    1. Invest in your most valuable asset: The people who work with you.
    You will need to embrace the fact that every one of your employees undergoes constant training, regardless of whether or not you provide it. Every time a technician diagnoses a vehicle or performs a repair, there is some form of learning taking place. The same is true with your advisors, as they are constantly learning through their exchanges with your customers. Ironically, while many shop owners believe they are saving money by not providing professional training, there is an extraordinary cost to this type of “on the job” training. Your techs learn through their costly misdiagnoses, low productivity and failed repairs. Your advisors learn through costly lost first-time callers, lost sales, and lost customers. By not providing professional training you will inevitably lose employee morale, sales, customers and profits, so rather than having your employees learn in the most costly way, you need to invest in training for all of your employees.
    At Elite we understand that every shop owner will have a different take on who should be paying for the training, but as a general rule, we feel it is the responsibility of the shop owner to do so. We also realize that some shop owners are fearful that if they pay for the training they may lose the employee and the money will be wasted, but the answer to that concern is simple –
    “The only thing worse than training an employee and having them leave, is not training them and having them stay.”
    2. Ensure everyone is properly trained.
    Mandated training is not a new concept. In the U.S. medical doctors and attorneys are required to take continuing education courses for one simple reason; to enable them to take better care of their patients and their clients. We should take the same approach. Only you know how much training your employees will need each year, and it certainly needs to be based on their job, their skill level and their experience. Yet as a starting point I would strongly recommend that you require all of your technicians to complete at least 48 hours of professional “company approved” training each year, and your advisors should complete at least 12 hours each year. The successful completion of the required training each year should be a condition in place for ongoing employment.
    3. Provide training that will help your employees with a number of skill sets.
    Rather than limiting each employee’s training to their specific job, you should consider offering optional courses that will help them in other aspects of their life and career. Some examples would be financial management courses, and personal development courses such as those offered by Dale Carnegie Training. By helping them develop as people, you will be creating better employees.
    4. Practice what you preach.
    As a shop owner, each year you need to participate in ongoing training as well. Your training should include business and employee management courses, marketing courses, and leadership courses. I would also recommended participating in personal development courses, which will set a good example for all of your employees.
    In closing, having a good ongoing training program in place, practicing what you preach as a shop owner, and living by the principle of never putting money ahead of people will help you take your shop to the top.
    Since 1990, Bob Cooper has been the president of Elite, a company that strives to help shop owners reach their goals and live happier lives, while elevating the industry at the same time. The company offers coaching and training from the industry’s top shop owners, service advisor training, peer groups, along with sales, marketing and shop management courses. You can learn more about Elite by visiting www.EliteWorldwide.com.


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