Rob
Forum Replies Created
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As an Independent From time to time I either have to run a customer’s vehicle to the dealer for a warranty repair or I pick up parts to get a repair done quicker. I have also visited a few independents whether for training or a personal visit. My experience with dealers is they kind of treat their customers like a number. Quick check-ins, cold & breezy service drives, and everyone seems too busy to take the time to get to really know the customer. Also, as Curt mentioned, their Techs are not any better because they are “dealer” Tech. In my opinion, the Independents do a much better job at slowing it down and taking the time to build relationships. I also find that customer service training of some sort is always ongoing at the Independents I know. Now, there have been some real dumps I have been to as well with a cigarette-smoking Advisor and a customer area that feels greasy and unkept. Those places can really make you feel like you are miles ahead in regard to customer service and overall operation.
I believe we all have a pretty good idea of where we are at and I would personally choose to seek out those shops that I perceive are on our level or do a better job than we do. This is why I think 20 groups and BDGs or so valuable in our business. I always take something away from a good shop visit and bring it back to share with my team.
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I think for the majority it’s either a bad service experience like you stated or a poor sales delivery. For the minority, it’s something they either grew up doing, grew up witnessing, or just enjoy doing. As GenXer I grew up watching my dad and my grandpa perform minor PM on their own vehicles which makes me feel I should do the same. I believe this is the minority but could play a small part in that decision. For most clients, I feel they would rather we do the work and save them time to do the things they prefer to do.
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We currently have teams and we have run them for about two years. I set teams up originally because we struggled with appointment taking and overlapping appointments with the same tech. I was able to assign both service advisors an “A” Tech & a General Tech. This allows both advisors to take appointments in which diagnosis is necessary as well as handle lofs, brakes, susp/steer. When a technician is assigned to a team with one advisor the organization of that tech’s schedule is much easier to manage. Overall communication is improved when there are fewer people involved. Management of tech productivity is also much easier especially when the service advisor is incentivized on hours billed per team per week. Both of my service advisors have a worksheet they keep and can forecast how the week will end as far as hours billed goes for their individual team. As a manager, I found it much easier to manage production and efficiency in the shop when I have teams reporting to me.
The negative would be an advisor putting their team and their individual goals above what’s best for the company. There is also a little bit of a rivalry that is created especially when one advisor struggles to keep up with another advisor who is really making their team produce. Both of these are rare here because it is managed correctly and as a group, we all care for one another which is key. I will say that both advisors need to have a good working relationship to pull it off.
I can go deeper into Teams and management of teams with anyone who has questions. Email me at robs@grmotorcar.com and I will be happy to help you.
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I feel that having the Service Advisor Requested option on the appointment form of the website is a great option to have. Currently, our CSRs ask that question when taking appointments over the phone. I think it is great for our customers and for the business when our customers can make a special connection with an Advisor. I see more smiles and better communication in every one of those interactions. Those relationships eventually make “key throwers” out of customers and make getting the needed repairs done faster and more efficient.
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Based on a recent conversation about ELR with a shop owner I started to audit all invoices from the previous weeks and HOLY SMOKES I found some gems!! Outdated CAN jobs, Multipoint inspections at no charge, Goodwilling labor to be a hero, Wholesale accounts, Warranty work, comebacks, advisors dropping labor charge to make a deal…..
Nothing here I can’t fix with some minor adjustments and conversations. We have had a very good run here and have made huge improvements these last 3yrs and I feel we started to get a little comfortable with that. Our issues will be addressed starting today but I felt it was important to share this with those of you who do not Audit your invoices. I recommend Auditing your invoices and finding that data before making drastic changes to your labor rate.
Have a great fourth of July weekend
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Recently I received this comment from a member of another group I belong to:
“Good morning all! The NAPA AutoCare team is working on pushing information out of TRACS and standing it up on the NAC member site. From there, you will see your information and others around your area. Of course, the business names will be omitted, so it will strictly be numbers and rankings. It’s important to note that this information will only show for NAPA TRACS customers.”
So it sounds like if you are a NAPA Autocare and TRACS user this info will eventually make its way to you. If I learn any more info regarding this question I will post it here. Thanks to all those who have replied.
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Brake pads and rotors are in short supply at our top 3 vendors (NAPA, ACI, Autovalue). It seems we have to buy rotors at one place and pads at another in a lot of cases. Parts delivery times are slacking as well. I’m also noticing when trying to purchase common failed electrical parts from dealers that those parts our now on backorder with no ETA.
We just ran into an issue where we quoted Worldpac pads and Rotors for an Audi a week prior to the appointment. When the Client came in those parts were no longer available. The only option was Audi dealer for parts which raised our quote $300. Not a good situation to be in. I think your idea of honoring estimates 24hrs is a good one. Look forward to seeing other replies on this.
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down 13%
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Great stuff! Thank you Tom
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We have been using Repair Shops Of Tomorrow since May of this year and have been pleased with the results so far. They send out a Monthly newsletter that has been a hit with our customers. It is definitely worth the time to check it out. http://repairshopoftomorrow.com/
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If the #2 Adviser is a newbie then Service Adviser training would help a bunch. We have trained with AdvisorFix and Chris Collins and it definitely made a difference in both our newbie Adviser and Veteran Adviser. As long as the #1 Adviser is keeping the shop productive and moving work in and out successfully then I do not think I would make any changes other than asking #1 to help mentor #2. If you see potential in the Adviser you are concerned with then maybe change up the pay plan and allow him/her to build up more confidence and work on becoming a customer collector.
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We do not add a fee for shop supplies. Depending on repair and supplies used we will add a ” service kit ” as a part which contains a description of lube, cleaner, connectors, door panel clips, bolts, nuts, etc…. Price will vary depending on what the technician has used. Range is between $4.50-$8.99 per task where kits are used.
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Definitely interested in seeing the spreadsheet you are using. I will email you the details today.
Thanks, Rick
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Hi Rick,
We are using NAPATRACS Enterprise. I made a request months ago for TRACS Tech assistance to add ELR to their Profitability Dashboard which has yet to happen. This would allow my Advisors to view ELR, Parts, Labor, and Total GP very quickly before picking up the phone to sell all needed repairs. What I have done since this post is to make sure our advisors our calculating ELR on every repair minus lof, rotates, etc… Since making these changes I have seen an increase in ELR by $15. We are getting there. As a manager a need to do a better job of teaching my advisors about KPIs. They see the KPIs as #s or goals to hit after it’s too late. I need to go deeper with them and show them how these KPIs work together and affect each other and which ones to prioritize. We fully invest in Tech training here, it’s time we do the same for our Advisors.
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Brandon, Both Tom, and Rick responded with great answers. I would reach out to the hiring Dealer and ask to see their Service manager’s pay plan or the plan they have in mind for you. Once you have an idea of what that looks like I would then request to see their current KPIs (YTD) and then ask what are their KPI goals. Also, a good Service Manager does not make progress without the right team so you got know who you are surrounding yourself with. If they are the right shop they will respect and appreciate you doing your due diligence. Good luck.
