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Joe Marconi

Management
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Joe Marconi last won the day on July 28

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About Joe Marconi

  • Rank
    ASO Staff Member

Business Information

  • Business Address
    44 Route 118, Baldwin Place, New York, 10505
  • Type of Business
    Auto Repair
  • Your Current Position
    Shop Owner
  • Automotive Franchise
    None
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    Tech-Net

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  1. If you are going to the Ratchet and Wrench Conference next week, I will be there to kick things off as the Key Note Speaker on the first day. I will also be making a presentation; Charging for Diagnostics on Friday, Sept 21. If any member is attending the conference, please let me know and hopefully we can meet. Here is the link to the conference: https://www.ratchetandwrench.com/articles/5651-ratchetwrench-announces-details-of-2018-management-conference Thank you, Joe Marconi
  2. Joe Marconi

    Snap-on Tool Distributor Scam?

    It always amazes me why people cross the line of ethics. If these people would only put the same effort in a legal strategy, they would probably make more money, and not get arrested. Plus, we don't need any more black marks against our industry. To be fair, I am sure this is not a representation of all Snap On Tool dealers and other tool companies.
  3. In my 40 plus year career, I have seen many auto related accidents due to poor tire condition. When you think about, what other component on a vehicle is more important than the tires?
  4. Joe Marconi

    New Shop Owner

    Yes, Welcome and give us an update!
  5. There's a time to work, and there's a time to relax a bit. We are in the middle of a three- day weekend; Labor Day. The very name Labor Day should make us all think about how hard we work all year long. We need balance in our lives. We need time with friends and family. So, take a break and recharge your batteries this holiday weekend. It will do you a world of good. Trust me, the business will be there after the weekend is over. Happy Labor Day Weekend!
  6. Roughly a month ago, I went to lunch with a good friend of mine. He works for the YMCA, so we discussed what the YMCA does to attract new members. A few years ago, my friend and his team realized that while they were good at attracting new members each year, they had little to no retention. It was a constant battle to bring in new members to fill the void of lost members. The YMCA realized that it’s easier and less expensive to keep existing members, than to go out and find new ones. They created a new marketing strategy with a focus on keeping existing members. The plan was simple: create an amazing experience for their members and offer new programs to these existing members. The plan worked. Member retention improved. What worked for the YMCA will also work for your business. Before you spend a dime on advertising, you need to understand one crucial component of your business; the customer experience. Without a great customer experience that gives your existing customers a compelling reason to return, you’re simply wasting your money on advertising. Advertising is often aimed at new-customer acquisition. There is nothing wrong with this. Every business loses clientele each year for a number of reasons, and we need to get our name out to our community about who we are and what we do in order to attract new consumers. But, to rely on new customer acquisition alone without a plan to keep existing customers is not a strategy for long-term, sustained growth. Every marketing plan starts with looking at your entire operation and how it relates to the customer experience. Are you doing all you can to create an amazing experience that builds solid relationships? If not, you will be in the same position the YMCA was: using advertising to fill the void of lost customers. While there are many aspects of the customer experience, let’s focus today on the four essential areas: The customer write-up, the sales process, the car delivery and the follow-up. Each of these touch points must be executed with one thing in mind: create an experience so amazing that the customer will have a compelling reason to return your shop again. Customer write-up starts the process. It’s where you begin the relationship or continue to preserve it. It must be performed as if you are welcoming a guest into your home. The sales process must communicate value and benefits to the customer. This gives the customer peace of mind, reduces anxiety and buyer’s remorse. The car delivery is your chance to leave a lasting positive impression of you and your company. It should not be a transaction, but instead the opportunity to resell the job, you and your company. The car delivery should not be rushed. Take the time to review the invoice, ask the customer if they have any questions. Let every customer know how important they are and how much you value his or her confidence and trust in you and your company. The follow-up continues the customer experience. This is where you reach out to the customer with a phone call, email, or thank-you card. It helps with customer retention by making another positive impression in the mind of the customer. Getting back to car delivery: Make sure you review all future service recommendations and let the customer know that they will receive a service reminder. But don’t rely on a postcard or email alone to bring back customers. Think about this: If you had a bad experience at a restaurant, no offer or ad is going to get you back there—only an amazing experience will. The same holds true for your business. By the way, an amazing customer experience is created by the people in your company. Sure, you need to have a clean, well kept facility with nice amenities. But it’s the people in your company that make the difference. Billion dollar stadiums don’t win championships—it’s the quality of the players on the field that win championships. Everyone in your company is part of your marketing plan. A simple smile and hello from a technician when a customer walks past the bays can do more for your business than any ad can. Let me leave you with this thought: Customers will not remember the mass airflow sensor you installed or the exhaust leak you repaired. But they will remember their experience. A positive experience is lasting in the mind of the consumer. It’s the most powerful marketing tool you have—and it’s virtually free. This story was originally published by Joe Marconi in Ratchet+Wrench on September 1st, 2018
  7. Roughly a month ago, I went to lunch with a good friend of mine. He works for the YMCA, so we discussed what the YMCA does to attract new members. A few years ago, my friend and his team realized that while they were good at attracting new members each year, they had little to no retention. It was a constant battle to bring in new members to fill the void of lost members. The YMCA realized that it’s easier and less expensive to keep existing members, than to go out and find new ones. They created a new marketing strategy with a focus on keeping existing members. The plan was simple: create an amazing experience for their members and offer new programs to these existing members. The plan worked. Member retention improved. What worked for the YMCA will also work for your business. Before you spend a dime on advertising, you need to understand one crucial component of your business; the customer experience. Without a great customer experience that gives your existing customers a compelling reason to return, you’re simply wasting your money on advertising. Advertising is often aimed at new-customer acquisition. There is nothing wrong with this. Every business loses clientele each year for a number of reasons, and we need to get our name out to our community about who we are and what we do in order to attract new consumers. But, to rely on new customer acquisition alone without a plan to keep existing customers is not a strategy for long-term, sustained growth. Every marketing plan starts with looking at your entire operation and how it relates to the customer experience. Are you doing all you can to create an amazing experience that builds solid relationships? If not, you will be in the same position the YMCA was: using advertising to fill the void of lost customers. While there are many aspects of the customer experience, let’s focus today on the four essential areas: The customer write-up, the sales process, the car delivery and the follow-up. Each of these touch points must be executed with one thing in mind: create an experience so amazing that the customer will have a compelling reason to return your shop again. Customer write-up starts the process. It’s where you begin the relationship or continue to preserve it. It must be performed as if you are welcoming a guest into your home. The sales process must communicate value and benefits to the customer. This gives the customer peace of mind, reduces anxiety and buyer’s remorse. The car delivery is your chance to leave a lasting positive impression of you and your company. It should not be a transaction, but instead the opportunity to resell the job, you and your company. The car delivery should not be rushed. Take the time to review the invoice, ask the customer if they have any questions. Let every customer know how important they are and how much you value his or her confidence and trust in you and your company. The follow-up continues the customer experience. This is where you reach out to the customer with a phone call, email, or thank-you card. It helps with customer retention by making another positive impression in the mind of the customer. Getting back to car delivery: Make sure you review all future service recommendations and let the customer know that they will receive a service reminder. But don’t rely on a postcard or email alone to bring back customers. Think about this: If you had a bad experience at a restaurant, no offer or ad is going to get you back there—only an amazing experience will. The same holds true for your business. By the way, an amazing customer experience is created by the people in your company. Sure, you need to have a clean, well kept facility with nice amenities. But it’s the people in your company that make the difference. Billion dollar stadiums don’t win championships—it’s the quality of the players on the field that win championships. Everyone in your company is part of your marketing plan. A simple smile and hello from a technician when a customer walks past the bays can do more for your business than any ad can. Let me leave you with this thought: Customers will not remember the mass airflow sensor you installed or the exhaust leak you repaired. But they will remember their experience. A positive experience is lasting in the mind of the consumer. It’s the most powerful marketing tool you have—and it’s virtually free. This story was originally published by Joe Marconi in Ratchet+Wrench on September 1st, 2018 View full article
  8. We know the value of technical and sales training, but what about in-house training. What I am referring to is review policies and procedures. By reviewing in house written procedures gets everyone on the same page, improves production and also improves quality in the repair process. A simple process such as everyone following the same procedure for a cooling system problem will add to the overall shop's production and in the long run procedure a better quality job.
  9. In my 38 year business career, it has always been an issue with summer vacations. We want our employees to enjoy life, but the summer is our busiest time. What are shop owners doing to maintain production, while balancing vacation time?
  10. Carl Ichan is making auto history through aquisitions, but has hit a few finanicial potholes. Below is an interesting article. What are your thoughts on all the aquistions and merges happening these days? http://www.tirebusiness.com/article/20180813/NEWS/180819990/icahn-automotive-in-the-red-in-q2-1st-half
  11. We all have our favorite customers. You know who there are. They’re the ones that throw their keys on the service counter in the morning and say, “Do what you need to do and I’ll see you at 5 p.m.” They never question your price, they trust you and they keep coming back. But does that person define your true profile customer? The answer is probably yes. But it’s not the only criteria. It’s a little more complicated than that. Defining your true profile customer starts with you. It starts with who you are, why you are in business and the culture of your company. By the way, determining your true profile customer has nothing to do with excluding certain people due to their income level. The young 23-year-old college graduate who sets aside part of her paycheck to shop at Whole Foods does so because she believes in the company and for what they stand. It’s not about what she “supposedly” can or cannot afford. She is Whole Foods’ profile customer because she aligns herself with that brand. And Whole Foods welcomes her with open arms. Many of my profile customers endured tough economic times during the Great Recession of 2008. They lost their ability to pay for some of the things they previously could afford. What they didn’t lose was their loyalty to my company. So, what did we do? We helped them through that difficult time. We helped them manage their car care needs better, offering services that would save on fuel, reduce repair costs, and reduce breakdowns. We showed them how to squeeze every mile out of their tires and brakes. We took care of them and we still do to this day. We consider them family and we don’t turn our backs on family. One thing we didn’t do, and will never do, is compromise on price to get a job. That would not be fair to all my customers, my employees or the company. With regard to pricing your services and repairs, it’s a delicate balance between being profitable and competitive. But I don’t know of any shop that prefers a customer walk away or sends someone to another shop because he or she cannot afford a particular price. A smart service advisor will give options, prioritize the work needed, and offer finance options. If you’re a startup company, your doors are wide open to everyone. You need customers and car counts, and you need them right away. But as your business matures, you begin to realize that not everyone is your customer. And there’s nothing wrong with this realization. As you build your customer base, you begin to see that there are customers that respect the work you do, align themselves with your culture and appreciate what you do for them and for the community. They become your profile customers. Let’s say you sponsor a youth baseball team in your area, help out at community events and involved with local fundraisers. You will become known as the business person that cares about the community and children. That’s making your business stand out among the rest. As you define who you are, you also attract those that want to do business with you and support your brand. While I do recommend treating everyone the same, I don’t recommend trying to be everything to everyone. That’s not a sound marketing strategy—that’s a recipe for failure. Defining your customer and targeting your market does not isolate consumers. It actually increases market share. Here’s an important fact: In your geographical area, automotive shops basically do the same thing; they repair and service automobiles. So, how is a consumer going to choose you over another? You need to stand out. You need to be different. You need to build a brand culture and establish a marketing position that will make people take notice. By the way, every successful company, large and small, understands its true profile customer and creates a marketing plan on attracting them. One last thing: When you build a business around your culture, you put the focus on your brand and the value you provide. This strategy is one of your pathways to success. When you combine value with culture, you will have an enduring and profitable company. If you want to build a great company, ask yourself these questions: Why are you in business? What’s your life’s purpose? Your culture? Build a marketing strategy and a brand message around the answers to these questions. Not all people will take notice, but your profile customers will. This story was originally published by Joe Marconi in Ratchet+Wrench on August 3, 2018
  12. We all have our favorite customers. You know who there are. They’re the ones that throw their keys on the service counter in the morning and say, “Do what you need to do and I’ll see you at 5 p.m.” They never question your price, they trust you and they keep coming back. But does that person define your true profile customer? The answer is probably yes. But it’s not the only criteria. It’s a little more complicated than that. Defining your true profile customer starts with you. It starts with who you are, why you are in business and the culture of your company. By the way, determining your true profile customer has nothing to do with excluding certain people due to their income level. The young 23-year-old college graduate who sets aside part of her paycheck to shop at Whole Foods does so because she believes in the company and for what they stand. It’s not about what she “supposedly” can or cannot afford. She is Whole Foods’ profile customer because she aligns herself with that brand. And Whole Foods welcomes her with open arms. Many of my profile customers endured tough economic times during the Great Recession of 2008. They lost their ability to pay for some of the things they previously could afford. What they didn’t lose was their loyalty to my company. So, what did we do? We helped them through that difficult time. We helped them manage their car care needs better, offering services that would save on fuel, reduce repair costs, and reduce breakdowns. We showed them how to squeeze every mile out of their tires and brakes. We took care of them and we still do to this day. We consider them family and we don’t turn our backs on family. One thing we didn’t do, and will never do, is compromise on price to get a job. That would not be fair to all my customers, my employees or the company. With regard to pricing your services and repairs, it’s a delicate balance between being profitable and competitive. But I don’t know of any shop that prefers a customer walk away or sends someone to another shop because he or she cannot afford a particular price. A smart service advisor will give options, prioritize the work needed, and offer finance options. If you’re a startup company, your doors are wide open to everyone. You need customers and car counts, and you need them right away. But as your business matures, you begin to realize that not everyone is your customer. And there’s nothing wrong with this realization. As you build your customer base, you begin to see that there are customers that respect the work you do, align themselves with your culture and appreciate what you do for them and for the community. They become your profile customers. Let’s say you sponsor a youth baseball team in your area, help out at community events and involved with local fundraisers. You will become known as the business person that cares about the community and children. That’s making your business stand out among the rest. As you define who you are, you also attract those that want to do business with you and support your brand. While I do recommend treating everyone the same, I don’t recommend trying to be everything to everyone. That’s not a sound marketing strategy—that’s a recipe for failure. Defining your customer and targeting your market does not isolate consumers. It actually increases market share. Here’s an important fact: In your geographical area, automotive shops basically do the same thing; they repair and service automobiles. So, how is a consumer going to choose you over another? You need to stand out. You need to be different. You need to build a brand culture and establish a marketing position that will make people take notice. By the way, every successful company, large and small, understands its true profile customer and creates a marketing plan on attracting them. One last thing: When you build a business around your culture, you put the focus on your brand and the value you provide. This strategy is one of your pathways to success. When you combine value with culture, you will have an enduring and profitable company. If you want to build a great company, ask yourself these questions: Why are you in business? What’s your life’s purpose? Your culture? Build a marketing strategy and a brand message around the answers to these questions. Not all people will take notice, but your profile customers will. This story was originally published by Joe Marconi in Ratchet+Wrench on August 3, 2018 View full article
  13. As a young tech, there wasn’t anything I couldn’t do. I diagnosed every car with the accuracy and skill of a Greek god. My efficiency week after week was over 150 percent, and with no comebacks. As a shop owner, I sold every job, and at a profit. Each new day was better than the day before. Boy, when I look back, I was amazing. Those were days. OK, OK, perhaps I am stretching the truth a bit. The fact is my past was not a smoothly paved road to success, but rather an obstacle course riddled with emotional and financial potholes, with more ups and downs than the biggest rollercoaster. Was it amazing? Oh, yes. Amazing because of all the mistakes I made along the way. As the years have piled up in my life, I often find myself thinking back to the “old days” and judge people by how “perfect” I thought I was back then. Oh, don’t get me wrong, I was a good technician and somehow evolved into an accomplished businessman. But was I really as good as I remember? I was outside the bays talking with my manager when Nick, one of my techs, began his road test on a Chevy Tahoe. As he passed us I could hear that unique “squeaky” sound a seized, worn out u-joint makes. I yelled to him, “Hey, check the u-joints.” He nodded his head and drove off. About 30 minutes later, I walked over to Nick and asked him what he found on his multipoint inspection. He told me that the wiper blades were torn, there’s a little play in the right side outer tie road and he recommends a four-wheel balance with a wheel alignment. I asked him, “What about the u-joints?” Nick replied, “They’re fine; nice and tight.” I could feel the tension begin to rise when I continued with, “Nick, I asked you to check the u-joints because I could hear that something was wrong. How did you check the u-joints? Do you know how to check u-joints?” Nick was visibly upset, so I suggested another road test—this time with me. During the road test, I told Nick to roll down the windows and listen. I said, “Do you hear that squeaky sound? That’s a seized u-joint.” Nick listened closely and then said, “I never heard that noise before.” To myself, I said, “You must be kidding me! How in the world can this tech not know it’s a seized u-joint?” But, thankfully I paused, and replied with, “Nick, how old are you? He responded proudly, “Twenty-one, boss.” Nick is a recent graduate of a well known tech school. He comes to work on time, works hard, and learns every day. His production improves each month. He has a lot of raw talent and a great attitude. At 21, how in the world could he know what I know at 63? I often forget how young some of my employees are. I also need to remember that people will make mistakes and they need the time to hone their skills through years of experience. They don’t have the gray hair of knowledge that often comes with decades of experience. Allowing people to grow will mean making mistakes. A tech will make the wrong diagnosis. A service advisor will lose a sale or forget to sell the tire rotation. But, did you or I diagnosis every car correctly? Did we make every sale? Were we absolutely perfect in everything we did? Of course not. So let’s be a little more understanding. I am not suggesting we settle for mediocrity. People need to strive for excellence. But even the best home run hitter will strike out at times. As business owners, especially those from my generation, it’s our job to pass the baton, to teach others, to be a mentor and a coach. Don’t be too judgmental. If we are honest with ourselves when we look back on our lives, we will see triumphs mixed with a lot tough days. When you feel yourself losing your temper or getting upset over the mistakes or lack of knowledge from one of your employees, just think back and view your own past. Don’t look back with a skewed memory of your greatness, but with an honest recollection of your struggles and mistakes. And you never know, you just might help others avoid some of the mistakes you made. Oh, by the way, my approach with the way I handled the situation with Nick and the seized u-joint? Another mistake on my part. So even at 63, I am still making mistakes. Kind of humbling, right? This story was originally published by Joe Marconi in Ratchet+Wrench on July 6, 2018 View full article
  14. As a young tech, there wasn’t anything I couldn’t do. I diagnosed every car with the accuracy and skill of a Greek god. My efficiency week after week was over 150 percent, and with no comebacks. As a shop owner, I sold every job, and at a profit. Each new day was better than the day before. Boy, when I look back, I was amazing. Those were days. OK, OK, perhaps I am stretching the truth a bit. The fact is my past was not a smoothly paved road to success, but rather an obstacle course riddled with emotional and financial potholes, with more ups and downs than the biggest rollercoaster. Was it amazing? Oh, yes. Amazing because of all the mistakes I made along the way. As the years have piled up in my life, I often find myself thinking back to the “old days” and judge people by how “perfect” I thought I was back then. Oh, don’t get me wrong, I was a good technician and somehow evolved into an accomplished businessman. But was I really as good as I remember? I was outside the bays talking with my manager when Nick, one of my techs, began his road test on a Chevy Tahoe. As he passed us I could hear that unique “squeaky” sound a seized, worn out u-joint makes. I yelled to him, “Hey, check the u-joints.” He nodded his head and drove off. About 30 minutes later, I walked over to Nick and asked him what he found on his multipoint inspection. He told me that the wiper blades were torn, there’s a little play in the right side outer tie road and he recommends a four-wheel balance with a wheel alignment. I asked him, “What about the u-joints?” Nick replied, “They’re fine; nice and tight.” I could feel the tension begin to rise when I continued with, “Nick, I asked you to check the u-joints because I could hear that something was wrong. How did you check the u-joints? Do you know how to check u-joints?” Nick was visibly upset, so I suggested another road test—this time with me. During the road test, I told Nick to roll down the windows and listen. I said, “Do you hear that squeaky sound? That’s a seized u-joint.” Nick listened closely and then said, “I never heard that noise before.” To myself, I said, “You must be kidding me! How in the world can this tech not know it’s a seized u-joint?” But, thankfully I paused, and replied with, “Nick, how old are you? He responded proudly, “Twenty-one, boss.” Nick is a recent graduate of a well known tech school. He comes to work on time, works hard, and learns every day. His production improves each month. He has a lot of raw talent and a great attitude. At 21, how in the world could he know what I know at 63? I often forget how young some of my employees are. I also need to remember that people will make mistakes and they need the time to hone their skills through years of experience. They don’t have the gray hair of knowledge that often comes with decades of experience. Allowing people to grow will mean making mistakes. A tech will make the wrong diagnosis. A service advisor will lose a sale or forget to sell the tire rotation. But, did you or I diagnosis every car correctly? Did we make every sale? Were we absolutely perfect in everything we did? Of course not. So let’s be a little more understanding. I am not suggesting we settle for mediocrity. People need to strive for excellence. But even the best home run hitter will strike out at times. As business owners, especially those from my generation, it’s our job to pass the baton, to teach others, to be a mentor and a coach. Don’t be too judgmental. If we are honest with ourselves when we look back on our lives, we will see triumphs mixed with a lot tough days. When you feel yourself losing your temper or getting upset over the mistakes or lack of knowledge from one of your employees, just think back and view your own past. Don’t look back with a skewed memory of your greatness, but with an honest recollection of your struggles and mistakes. And you never know, you just might help others avoid some of the mistakes you made. Oh, by the way, my approach with the way I handled the situation with Nick and the seized u-joint? Another mistake on my part. So even at 63, I am still making mistakes. Kind of humbling, right? This story was originally published by Joe Marconi in Ratchet+Wrench on July 6, 2018
  15. Not every shop pays flat rat; for many reasons. So, many techs are on hourly pay. There is nothing wrong with hourly pay, as long as you have an incentive program in place that promotes high production levels to avoid complacency. For hourly paid employees I strongly urge you to have a pay plan that rewards production levels on a sliding scale. As a business coach, I have seen too many times shops with low production levels and high tech payroll due to overtime pay. Overtime pay must not be used to get the jobs done with no regard to labor production. Limit overtime and create a strategy that increases production and rewards techs with production bonuses. By the way, there are many ways to incentivize techs, it's not all about money. Overtime without high levels of production will eat into profits and if not controlled, with kill your business. If your shop is an hourly paid shop, what incentives do you have in place to maintain production levels?


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