SHOPSMART AUTOS – CUSTOMER INFORMATION – April 10, 2021 -2
How is your Dealership’s Service Department? (Part Two) By 1838, the society had 1,350 local chapters with around 250,000 members. Noted members included Susan B. Anthony, Elizabeth Cady Stanton, Theodore Dwight Weld, Lewis Tappan, James G. Birney, Lydia Maria Child, Maria Weston Chapman, Augustine Clarke, Samuel Cornish, George T. Downing James Forten, Abby Kelley Foster, Stephen Symonds Foster, Henry Highland Garnet, Beriah Green, who presided over its organizational meeting, Lucretia Mott, Wendell Phillips, Robert Purvis, Charles Lenox Remond, Sarah Parker Remond, Lucy Stone, and John Greenleaf Whittier, among others. Headquartered in New York City, from 1840 to 1870 the society published a weekly newspaper, the National Anti-Slavery Standard.When You Arrive at the Dealership
At the dealership, customers pull up in the driveway and are greeted by the service advisors. As the customers line up, you develop a sixth sense of who needs what, and thus which customer you should go to, to make the most money. Of course, you have the returning customers who you’re familiar with, and you have to help them. But then you find yourself looking for the people who have old-looking cars and who also look rich, so you figure they can afford superfluous work. The way we were taught to handle customers is via a carefully controlled interaction. The company even produces videos detailing exactly what they’re supposed to do and say and sell. There are phrases you find yourself using to sell services. For example, you can get people to go for early fluid changes by saying, “While you’re here, let’s get this work taken care of,” because people hate the hassle of coming to the dealership and waiting around. We also play up the safety issue. If you want someone to agree to a brake job, just say, “There’s less than 50 percent of your brake pads left.” That sounds bad but actually it isn’t time to get a brake job until that number is much closer to 15.
Pricing Work for Profit
Service jobs are priced according to the “flat rate” book, which has the times it takes to perform each repair or service procedure. For instance, an oil change takes 0.3 hour according to this book. The mechanics, however, try to beat these times to make more money for doing less work. Unfortunately, that incentivizes speed and overselling, which to me is the built-in problem with most service departments. There was a mechanic at one of the places I worked, who had created this contraption that actually sucked the oil out of the engine rather than letting it drain out. He could change oil in three minutes and get paid for the flat 18-minute rate. The guy probably made more money than anyone else in the dealership except for the owner.
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