By
carmcapriotto
Thanks to our Partner, NAPA TRACS and AutoFix Auto Shop Coaching Industry shop owners discuss the challenges and strategies of opening and managing a second location. They explore the motivations behind opening additional shops, touching on wealth building, seeking new challenges, and planning for retirement. Carl Hutchinson emphasizes the importance of providing a growth path and career opportunities to attract and train the next generation of industry professionals. The conversation highlights the complexities of scaling a business and the need for strong leadership, financial planning, and a commitment to developing talent within the industry. Carl Hutchinson, Complete Automotive, 2 locations, Springfield, MO. Listen to Carl’s previous episodes HERE Kim Auernheimer, CS Automotive, 2 locations, TN. Listen to Kim’s Episodes HERE. Jim Fleischman, Automotive Alley, 2 locations, Arcade and Marilla, NY. Listen to Jim’s previous episodes HERE.
Behind the Scenes: New Shop Retrofit/Remodel with Carl Hutchinson [CC 097]: https://remarkableresults.biz/remarkable-results-radio-podcast/cc097/
Store two considerations (00:01:01) Discussion on the importance and reasons for opening a second store, including financing and marketing efforts.
Finding the second location (00:02:52) Panelists share their experiences in finding and choosing the location for their second store.
Preparation and challenges (00:09:33) Challenges and preparations for operating a second location, including policies, procedures, and staffing.
Systemizing and structuring (00:12:29) The importance of systemizing and structuring operations for a second location, as well as the challenges and preparations involved.
Transition and training (00:15:14) Discussion on transitioning and training staff for a new location, including the use of a shop management system.
Reflection and passion (00:17:32) Reflecting on the passion and effort required to start and grow a business, including the challenges of expanding to multiple locations.
Store Number Two Challenges (00:17:56) Challenges of opening a second store, losing customers, ordering parts, and managing separate entities.
Inventory and Supplies (00:20:14) Challenges in stocking inventory and supplies for a new store, unexpected expenses, and the importance of thorough planning.
Financing and Cash Flow (00:24:43) Discussion on financing options, including seller financing, bank loans, and personal investment, and the impact of COVID-19.
People Problems and Leadership (00:29:17) Dealing with turnover, hiring challenges, and the importance of finding the right people for leadership roles.
Grooming and Growing Store Two (00:32:45) Balancing time and effort between store two and store one, empowering vice presidents, and the changing role of the company president.
Building an MSO (00:34:48) Discussion on the motivations for building a multi-shop operation, including retirement planning, challenges, and personal growth.
Creating Career Paths (00:41:26) The importance of creating a career path for the younger generation, fast-tracking growth, and training and educating employees.
Valuing and Acquiring Businesses (00:47:31) Challenges in valuing and acquiring businesses, including the impact of market competition and the importance of assessing profitability.
Equipment and Location Considerations (00:49:29) Discussion on starting from scratch, acquiring equipment, and the significance of location and infrastructure.
Thanks to our Partner, NAPA TRACS NAPA TRACS will move your shop into the SMS fast lane with onsite training and six days a week of support and local representation. Find NAPA TRACS on the Web at http://napatracs.com/ Thanks to our Partner, Auto-Fix Auto Shop Coaching Proven Auto Shop Coaching with Results. Over 61 Million in ROI with an Average ROI of 9x. Find Coach Chris Cotton at AutoFix Auto Shop Coaching on the Web at https://autoshopcoaching.com/ Connect with the Podcast: -Follow on Facebook: https://www.facebook.com/RemarkableResultsRadioPodcast/ -Join Our Private Facebook Community: https://www.facebook.com/groups/1734687266778976 -Subscribe on YouTube: https://www.youtube.com/carmcapriotto -Follow on LinkedIn: https://www.linkedin.com/in/carmcapriotto/ -Follow on Instagram: https://www.instagram.com/remarkableresultsradiopodcast/ -Follow on Twitter: https://twitter.com/RResultsBiz -Visit the Website: https://remarkableresults.biz/ -Join our Insider List: https://remarkableresults.biz/insider -All books mentioned on our podcasts: https://remarkableresults.biz/books -Our Classroom page for personal or team learning: https://remarkableresults.biz/classroom -Buy Me a Coffee: https://www.buymeacoffee.com/carm -The Aftermarket Radio Network: https://aftermarketradionetwork.com -Special episode collections: https://remarkableresults.biz/collections
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bantar
Let's start with the fact that I've never used DVI. I may be uneducated. I've listened to the various pitches. They kind-of make sense, but are they a crutch for poor-performing service advisors? We are calling everyone and explaining what we found. We are overcoming sales objections, but are not "selling". We are not losing business for a lack of DVI.
I've taken many pictures of parts on cars and they are not always true to life. For instance, yesterday, I took two pictures yesterday and when the customer was there to look at it, I could not show the location of the oil leak and I knew where it was. As I was looking at the pictures, the leak was less obvious. And, I made sure to look at these pictures immediately after taking them to verify that I could see what I wanted to see. Similar thing in taking pictures of brakes and other items. Most people when they look at a picture, don't know what they are looking at anyway.
However, I like that ability to store pictures in the SMS.
From memory, the value proposition of the DVI reports is to show a diagram of the system impacted, a picture of the failure and give the person time to digest the information BEFORE you call them. In some cases, they text the report and say call the shop. I guess it depends on you each person process data as to which method is best. If someone sent that to me, I'd be on the phone asking questions. Others may simply text back and say get it done.
More often than not, we talk to people, answer questions, and then send a written Authorization to them to let them digest the data. We generally send a simpler version of the final invoice with just job prices vs a parts and labor breakdown. We write our findings in a PLEASE READ section, which are written prior to calling the customer. Once our thoughts are on paper, the call is essentially repeating the words verbally. Our goal is to not say something that isn't already written down. And secondly make sure that they can comprehend what we've written.
Today, we had a bit of a sales objection on a Volvo with 245K miles over an AC replacement. At 245K miles it's a good decision to ponder.... unless you live in Texas!! If you can't afford the AC, there's no way you will afford that new car that she was thinking of. My read is that she needs to process this a bit more and will return on Monday to do the work. We made it real easy for her to consider and return if so desired. The rubber hits the road when you see that new car sticker. I was reading on another forum that many people are saying YES to big-ticket jobs because of the price of new cars.
IMO, it comes down to the cost of DVI vs the return. With Protractor, I have to have a 3rd party DVI. It's $400-$600 monthly. They are out of their minds at that price! Now, if it was part of my base SMS, I'd probably send the report after we talk to them or just as we start the conversation.
I'll take a tangent and discuss the videoconferencing for a bit. My team developed video conferencing products in the early 90's starting with Black and White and eventually color. We found that video conferencing was a better tool than voice calls, but neither were a substitute for building in-person relationships. You build these in-person and MAINTAIN them with lesser forms of communication. On the other hand, maybe I'm just a boomer.
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