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November/December 2013 Boosting Employee Morale The Paperless Shop Creating Lasting Customer Loyalty Where Customer Service Is A Daily Devotion Steve’s European Automotive

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Shop Owner brings independent repair shop owners a wealth of shop management information to help better run their businesses. Founded: 2010 www.ShopOwnerMag.com

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Page 1: Shop Owner, November-December 2013

November/December 2013

Boosting Employee Morale The Paperless Shop Creating Lasting Customer Loyalty

Where Customer ServiceIs A Daily Devotion

Steve’s European Automotive

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The Paperless Shop

Managers Set The Tone ForEmployee Morale

Shop Profile: Steve’s European Automotive

30

Shop Profile: Japanese Auto Masters

Features

22 Steve’s European Automotive,Waterford, MI

42 Japanese Auto Masters, Virginia Beach, VA

6 Technology:-The Paperless Shop

30 Shop Management:-Managers Set The Tone For Employee Morale

34 Executive Q&A, Part 1:-Up Close With Art Blumenthal, AftermarketBusiness Broker

Sponsored by

Shop Profiles

42

22226

®

November/December 2013

02-04 Contents SO_Nov 12/3/13 2:33 PM Page 2

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03 Mudlick SO 12/3/13 2:33 PM Page 3

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Departments

14 Executive Interview: Carolyn Cook, ACDelco

18 Shop Operations: Selling Multiple Repairs

48 Customer Service: Creating Lasting Customer Loyalty

Shop Owner Staff

Publisher Jim Merle330.670.1234, ext. [email protected]

Editor Mary DellaValle, ext. [email protected]

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Director of eMedia/ Brad Mitchell, ext. 277Audience Development [email protected]

Subscription Services Maryellen Smith, ext. [email protected]

Babcox Media, Inc.3550 Embassy ParkwayAkron, OH 44333-8318

President Bill [email protected]

Vice President/ Greg CiraChief Financial Officer [email protected]

Vice President Jeff [email protected]

Controller Beth [email protected]

In Memoriam

Founder of Edward S. BabcoxBabcox Publications (1885-1970)

Chairman Tom B. Babcox (1919-1995)

4 |Shop Owner|November|December 2013 www.ShopOwnerMag.com

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48

34

®

�2013 by Babcox Media, Inc.

02-04 Contents SO_Nov 12/3/13 2:34 PM Page 4

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05 ACDelco SO 12/3/13 2:32 PM Page 5

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6 |Shop Owner|November|December 2013 www.ShopOwnerMag.com

|Technology| by Uwe Kleinschmidt, CEO, AutoVitals

Customers are impressed by the pro-fessional look of the results presented at thecounter or electronicallyand, believe it or not,would like to be educat-ed by learning more aboutthe inspection results. Thenext step is obvious: Tech-nician worksheets and inspection sheets are nowcombined and available ona tablet, which is the newesttool to be added to the tech’stoolbox. The tablet is not onlyreplacing paper, it also has thepotential to replace computersat fixed locations in the backshop.

I welcome your thoughts at onhow you would like to take thenext step. Provide your comments atwww.AutoVitals.com/EIS_Benefits.

The Paperless BackShopMission Accomplished!

Time flies and here we are again with an update of our mission tomake the back shop completely paperless. Of course we save treesby doing this, but the most exciting benefits are about boostingtechnician productivity, freeing up the service advisor from doingbusy work and focusing on educating the motorist.

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Step #1 – Fast Finger Action Replacesthe Car-Doctor Scribble and Even Typing.

This step is all about leveraging thedigital world.

• One paper sheet can hold only somuch. And most shops try hard to fiteverything onto one page to simplify logistics and processes. So in order toaccommodate all possible scenarios, thedigital world offers plenty of space (infi-nite space, so to speak) for the tech toleave notes, and scribbling is replacedquick tapping — and they’re done.

• A picture speaks more than athousand words. Especially when themotorist is eager to learn what exactlyis wrong with his/her vehicle. Ofcourse, one can take photos of theproblem area with a smartphone or acamera, upload it somewhere and then

attach it to an e-mail to be printed out.Or, one could simply press a button onthe tablet and take the picture. Done.

• Voice recordings, taken with Sirior its Android equivalent, turn spokennotes into text or one can simplyrecord voice notes to which the serviceadvisor can listen. They are very useful,especially when complex repair situa-tions are to be mastered.

• The service advisor traditionallyshows the paper documents to motorists (“pardon the smudges, we area repair shop and not a pharmacy”), orenters them into the shop managementsoftware (SMS) before showing the in-spection results as part of the estimate.

Digital inspections, on the other

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Integrating with your SMS and anOEM catalog of service recommenda-tions adds the nextcategory of benefits.

• As mentionedearlier, canned jobsconfigured as a rec-ommended actioncreate one baselinefor techs and serviceadvisors alike. Re-ports for the shopowner allow unprecedented insight into how welltechs and service ad-visor(s) work togeth-er to create a prof-

itable shop operation, way beyondwhat today’s SMS is able to do.

Step #2 – Bring OEM and SMS Knowledge to the Table(t).

hand, can be modified by the serviceadvisor, augmented with embeddedimages, and, even better, different con-figuration settings on how the inspec-tion results are sent to the service advi-sor can save tons of time. How, youask? Imagine the actions recommendedby the tech are canned jobs alreadyknown to the SMS. Certain SMS cansupport entering jobIDs instead of navigat-ing through a jungleof menu items whenbuilding the estimate.The estimate is built inless than 30% of thetime needed for themanual approach.

• Last, but not least, the electronicinspection sheet is built in such a waythat the tech’s habit doesn’t need tochange much. You can see how easyits operation is in the below image.One tap sets the topic to “Inspectedand Passed.” This is an easy processand there are still measures built in toavoid “pencil-whipping.”

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What if the techdoesn’t need to carrythe technician work-sheet around? What ifthe service advisor onlyneeds to create thework order and assignsit to the tech in the SMS and, a few moments later, both the worksheet andthe inspection sheet(s) show up with thevehicle designation on the tech’s tablet?

Welcome to AutoVitals PaperlessBackshop service. It combines inspec-tion and worksheet into one applica-tion on the tablet. Time clocking ismade super easy, voice notes and images can be taken, the chargedhours can be monitored and, last butnot least, the tech’s individual efficien-cy score is visible and compared withthe shop’s or even to the AutoVitalsnetwork’s best score. Check out thescreenshot above and go to the AppleApp store or Google Play to start your

first inspection with the AutoVitals Paperless BackshopApplication today.SO

10 |Shop Owner|November|December 2013 www.ShopOwnerMag.com

Uwe Kleinschmidt is the CEOand founder of AutoVitals inSanta Barbara, CA. The com-pany’s Web-based servicesfocus on the independentautomotive repair industry.AutoVitals’ products facilitate highly effectiveConcierge Auto Repair services, covering all aspectsof the service advisor’s interaction with prospectiveand existing customers. Highly effective and optimized websites, workflow support in the shop,as well as customer retention and social media services are just a few ingredients. He can bereached by visiting www.autovitals.com or calling1-866-949-2848.

• Mining the data of the SMS data-base allows you to detect jobs andparts, which are performed and or-dered very often for the same vehicletype and can be proposed to the tech.The tech can learn from more experi-enced techs or simply confirm the pro-posal and adjust work hours whenneeded. The service advisor then con-firms or adjusts the tech’s proposal.

• Bringing the vehicle service history

next to the OEM service recommenda-tion on one page allows the tech tocompare data quickly and select the rec-ommended services by tapping the setof jobs or individual services. The imageon page 9 illustrates how easy of a com-parison those two sets of data can be.

• Recalls and TSBs can be lookedup and selected for the service advisorto recommend to the motorist.

Step #3 –Replace theTechnician’sPaperWorksheet.

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11 Wix SO 12/3/13 2:31 PM Page 11

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Direct mail provider MudlickMail has developed theMudlick Analytics Program(MAP), a new tool designedto help automotive repairshop owners better evaluatetheir direct mail campaigns.The new reporting tooltracks the entire process of acampaign — from the mail-ing to customer conversion.

“The Mudlick AnalyticsProgram provides us with aneffective method of showingclients the return on their investment by revealingwhich customers actually visited a shop after re-ceiving a postcard — even if those customersdidn’t redeem an offer,” said Mudlick Mail ProjectManager Ryan Monson, who created the tool.

The Mudlick Analytics Program ties into ashop owner’s Point-of-Sale (POS) system andgathers detailed information on customer visits.The tool can then cross-reference that data todetermine the amount of revenue generatedfrom those customers and whether those customers came from areas where direct mail campaigns were conducted.

The information shows clients the amount ofsales produced by a campaign as well as thepercentage of customers that came in fromwhich zip codes, allowing them to make adjust-ments if certain zip codes or neighborhoodsaren’t generating a strong response rate.

“This tool really gives shop owners an accurate snapshot of their campaigns. It’s about improving their experience and helping them

identify those “great” cus-tomers,” said Mudlick MailPresident Tim Ross.

The tool can also offer operators insight into their retention rates by examiningthe frequency of customer vis-its. Best of all, Mudlick Mail is offering the tool as a supple-ment to its existing services atno additional charge. Although only available to automotive repair industrycustomers, the company

hopes to expand the use of the Mudlick AnalyticsProgram to other markets in the near future.

Mudlick Mail’s campaigns are developed usingin-depth market research, allowing clients to focuson customers by income, geographic area andother key demographic details. Once Mudlick’ssubject matter experts have helped a shop owneridentify his or her target audience, the companythen provides a turn-key suite of direct mail servic-es to reach customers, including postcard design,printing, listing services, postage and delivery forone flat fee. Mudlick Mail also offers customersaccess to an online “learning center,” where theycan find strategies on how to maximize the effectiveness of their direct mail programs.

12 |Shop Owner|November|December 2013 www.ShopOwnerMag.com

Corporate|Spotlight|

Mudlick Mailwww.mudlickmail.com

ADVERTISEMENT

Mudlick Mail Unveils New Tool ToTrack Direct Mail Campaign Results

12 Spotlight_Mudlick Mail 12/3/13 2:30 PM Page 12

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Last month at AAPEX, ACDelco doubled the size of itsbooth to demonstrate the depthand breadth of ACDelco’s line-up and its continued commit-ment to providing professionalsupport to help shops grow theirbusinesses while retaining theirindependence. Shop Ownertalks with Carolyn Cook.

For independent shop own-ers looking for an aftermarketpartner, what distinguishesACDelco from competitors?

First, we have 100-plus yearsof automotive aftermarket expe-rience and a portfolio of 90,000parts for most makes and mod-els, ranging from GM OriginalEquipment to Professional andAdvantage. Our customers havemade it clear: They want tooffer choices to price-consciousconsumers without compromis-ing quality and their reputation.Behind every ACDelco part isworld-class technology, includ-ing longer-lasting, GM-exclusiveFNC (Ferritic Nitro-Carburizing– extended life anti-corrosive)rotors, six-speed automatictransmission control modulesthat shops can reflash, andmore.

Our smart business supportthrough the ACDelco Profes-sional Service Center (PSC) pro-gram helps shops drive growthand efficiency while respecting

14 |Shop Owner|November|December 2013

Executive|Interview|

Carolyn CookACDelco General Director

Carolyn Cook, ACDelco general director since July 2011, has been afield parts representative, regional parts manager, parts processingcenter plant manager and director of aftersales for Chevrolet Europe. Since arriving at ACDelco, Cook has overseen numerous enhance-ments to the brand’s 90,000-part portfolio and Professional ServiceCenter Program, based in part from insight she gathered by meetingwith warehouse distributors and independent service centers.

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their independence and allow-ing them to take careof their employeesand their customers.PSC program partici-pants get great parts;industry-leadingtechnician training;creative point-of-sale materials, e-business and mar-keting support;purchase rewardsthrough easy-to-use promotions;and expandedconsumer assur-ance such as vehi-cle towing andparts and labor reimbursement.

Speaking of products, what newones can you recommend to shopowners?

The team is very excited about ourall-new lineup of ACDelco ProfessionalRemanufactured power steering com-ponents. It includes power-steeringpumps, rack-and-pinion gears andsteering gears that have been subjectedto a very rigorous testing process andoffer great warranties.

At AAPEX last month, we also intro-duced GM Original Equipment trans-mission hydraulic control modules forGM six-speed automatic transmis-sions. Even if the modules don’tneed replacing, shops are going tolove the fact that with a specialweb program and interface tool,they can reprogram the transmis-sions right in their facilities.

We also announced that the in-novative ACDelco Illustrated Cat-alog of replacement components

for millions of GM vehi-cles is available to select

aftermarketwholesalersand retailersthrough the

popular EpicorLaserCat 3 elec-

tronic catalog in-terface. That willspeed the lookupprocess and,hopefully,shops will getthe right partsfaster.

What kind ofmarketing are you

doing?We took a look at

the market and at our-selves, and concluded one of ourgreatest strengths is the trust distributorsand independent service centers havein our products, our history and ourbrand support. We’re leveraging thisbrand equity in the “Trust is Earned”marketing platform we launched earlierin the year.

Trust is Earned speaks to the confi-dence shop owners and their cus-tomers place in the ACDelco brand,and even the trust consumers place in

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themselves to select a servicecenter that deliverscapable, honestservice at a fairprice. We haveProfessional ServiceCenter programparticipants who’veserved multiple gen-erations of the samefamily. Earlier thisyear, the driver of anACDelco BatteryMarketer truck wentout of his way to res-cue the mother of anewborn whose car broke down inrush-hour traffic in Seattle. This iswhat we mean when we say “Trust isEarned.”

We’ve also added a regional servicechain program – such as tire stores –to our roster, because as they’veadded more services, we’re seen agrowing number of consumers turningto them for all-over vehicle mainte-nance and repair. Chains that buy ourparts receive training, a service diag-nostic hotline, discounts on GM Serv-ice Information subscriptions, market-ing support and more.

We’re talking to consumers by tar-geting automotive influencers — thosewho know cars and recommend prod-ucts to friends and family. We’re alsoenergizing the brand for younger pro-fessionals by supporting NATEF (National Automotive Technicians Education Foundation) and GM ASEP (Automotive Service Educational Program). Terrific job opportunitiesawait young, trained technicians, andwe’d like to help them grow their careers with ACDelco.

I’ve also charged our marketing

team with getting theACDelco brand outin front of youngconsumers. Al-though our brand ismore than a hun-dred years old, wemust find creativeand effective waysto reach a genera-tion of customerswho associate uswith their parentsand grandparents.The challenge isthat the paradigm

has changed with this audience: Theydecide what brands are cool, not theother way around, and they don’tspend much time on mass media. Sowe need to be where they spendtime, whether that’s on social mediaor in an experiential way. That will bea big priority in the coming year.

Do you think rising new-car saleswill hurt ACDelco and independentshop owners?

At ACDelco, we have two things inour favor: We’re the only GM OEprovider, yet our portfolio also services most other makes and mod-els. With 90,000 parts, we’re very invested throughout the aftermarket.

I also don’t see a downside for serv-ice centers. Our Professional ServiceCenter Program participants tell usthey’re writing as many repair ordersas ever. Don’t forget, despite theuptick in new car sales, the averagevehicle on the road is still more than10 years old. That’s a lot of vehiclesthat need brakes, A/C replacement,steering and suspension repairs, oilchanges, filters and transmission andengine work. SO

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Unfortunately, most service advisors will do one of twothings: either hold back some ofthe recommendations becausethey’re afraid they’ll scare the

customer away; or they’ll

struggle through their presenta-tions. So, here are six recom-mendations to overcome anyobstacles during this process.

1. With every first-time customer, you’ll need to do alot of fact finding. Beyond thestandard questions you ask,you need to ask them howlong they’ve owned the vehicle and whether theybought it new. You’ll alsoneed to ask when was thelast time the vehicle was in ashop, what it was in for, ifanyone else drives the vehicle, and what their plansare for it. In essence, youneed to discover if they planon keeping it, and, if so, forhow long.

2. Have a conversationwith every first-time cus-tomer about your vehicleinspection process andhow they’ll benefit. Take amoment to tell them aboutthe qualifications of the

18 |Shop Owner|November|December 2013 www.ShopOwnerMag.com

Shop|Operations|

Selling Multiple RepairsGuidelines For Success

In today’s market, service advisors are faced with a number ofchallenges. One of the more complex challenges is when a skepticalfirst-time customer comes in for an LOF service, and the advisordiscovers that this customer needs a long list of repairs. This is whatmost advisors refer to as the proverbial “laundry list.”

by Bob Cooper, president, Elite Worldwide, Inc.

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technician who will be inspectingtheir vehicle, and let them knowthe inspection service is being per-formed for two reasons: to ensurethere are no safety concerns, andto establish a baseline for whatservices may need to be done,and when.

3. When you build your estimate, always bundle all neces-sary repairs and services that arerelative to each system on the vehicle — the brake system, suspension system, cooling sys-tem, etc. This way you’re preparedwith a price for taking care ofeverything that needs to be donein each of the systems.

4. We all know that when westart a sales presentation, and thecustomer senses they will need anumber of repairs, they’ll get anx-ious. They’ll then immediately askfor a price, or they’ll tell you theyjust want the LOF service done.Sales tip: Always ask for permis-sion to talk about the price afteryou’ve reviewed your discoverieswith them. For example…

“First of all, Mr. Smith, when youbrought your car in this morning,you said you were concernedabout a couple of different things,so tell me if I’m missing somethinghere. You said the brake pedal wasgoing down quite a bit, and you alsosaid you needed to have your Mus-tang back by 4 o’clock. If I remembercorrectly, something about an anniver-sary dinner; is that right?

“Well look, I have some really greatnews for you. When it comes to yourbrakes, and being able to have youout of here by 4 o’clock, we’re going

to be able to solve both of those issues for you. As I mentioned thismorning, the person who inspectedyour Mustang is Jim Piraino. He’s anASE Master-certified technician, he’sbeen with us for 12 years now, and, Ihave to tell you, he’s really gifted atwhat he does.

“Now, we’ve taken a look at all ofyour service records, and I’m actually

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looking at a copy ofJim’s inspection re-port, so let me tellyou what we discov-ered. First of all, I’dlike to say congratula-tions on taking goodcare of your vehiclebecause your battery,tires, suspension anddrivetrain all appearto be in good, operable condition.But, in addition to thebrakes, there are acouple of other thingsthat I’d like to chatwith you about.

“So, if it’s OK withyou, let me tell you what Jim’s discov-ered, we’ll have a conversation, thenI’ll be more than happy to answer anyquestions you might have, and we canalso go over the prices at that time.Are you onboard with this approach,Mr. Smith? Terrific!”

5. If they can’t authorize every-thing, and you need to prioritize,

always start with what they broughttheir vehicle in for, followed by any-thing that has to do with their person-al safety, then the safety of others, fol-lowed by vehicle maintenance andcomfort items.

6. Never compromise your ethics.If you do the right things for the rightreasons, and if you never put moneyahead of people, it will resonate withyour customers. Combine your shop’sethics with the above guidelines andyou have my promise: you and yourcustomers will bethrilled with the results. SO

www.ShopOwnerMag.com November|December 2013 |Shop Owner|21

Since 1990, Bob Cooper hasbeen the president of EliteWorldwide Inc.,www.EliteWorldwideStore.com, an ethics-basedcompany that helps both struggling and successfulshop owners take their businesses to new levelsthrough one-on-one coaching from the industry’s topexperts. The company also offers shop owner sales,marketing, and management seminars, along withservice advisor training. You can contact Bob at [email protected], or at 800-204-3548.

Sales tip: Always ask for permission to talk about the price after you’ve reviewed your discoveries with customers.

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“We’re on a first-namebasis with almost all of our

customers. We are bigenough to handle all of our

customers’ service needs,yet small enough to

maintain a personal feel.”–Steve Fowler, Owner

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Steve Fowler has learned a thing or two when it comes to owningand operating a successful independent automotive repair shop.Even though he opened his namesake shop 30 years ago, Fowlersays he’s always working to better not only his business, but his

employees and customer service as well. For Fowler, Steve’sEuropean Automotive is the shop it is today for four main reasons.

“It really comes down to havingthe right people at the servicecounter,” he says, “as well asbuilding relationships with cus-tomers and making them feelthat they are more than just anumber to you. It’s also invest-ing in your staff with top-notchtraining programs. Finally, youhave to provide your employeeswith the tools and equipmentthat they need to properly andefficiently do their jobs.”

Customer Service DoneRightWhile it sounds simple, Fowlerhas had 30 years to get it rightat Steve’s European Automotivein Waterford, MI. Even then,Fowler says he learned the hardway a few years back thatsomething as simple as a phoneconversation can mean the dif-ference between a lost repairjob and a lifelong customer.

“I had signed up for a

Google program that recordednew customer calls, and I real-ized that I had the wrong peo-ple answering the phone,” hesays. “They were actually driv-ing customers away with themanner in which they werehandling the potentially newcustomers on the phone.”

As a result, Fowler says hedecided to invest in a newphone system that recorded all

Shop|Profile|

Steve’s EuropeanAutomotiveDelivers 30 Years of Top-Notch Customer Service

www.ShopOwnerMag.com November|December 2013 |Shop Owner|23

by Debbie Briggs, contributing writer

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phone calls. The new system providedmuch-needed flexibility in program-ming and other helpful features.

“One of the first things I did wasprogram an option in the greeting thatprompted first-time callers to press 1,”he explains. “By doing that it directedmost of the first-time callers to myphone, and if I wasn’t available, itwould roll over to my son’s extension.I found that this was extremely benefi-cial in closing more appointmentswith new customers. Now I answerthe phone much less, and we use thephone system for training our serviceadvisors on how to answer the phoneproperly.”

Customer AppreciationFowler makes it a point to ensure

that each customer’s vehicle repair isas painless as possible by offeringsome helpful customer service pro-grams. Some of those offered to patrons at Steve’s European Automo-tive include complimentary loanervehicles, as well as available low-cost rentals, and an oil change cardthat rewards customers with theirsixth oil change free.

In addition to those programs,Fowler says customers new and oldalike appreciate the welcoming at-mosphere that greets them whendropping their vehicles off for service.What makes the shop unique are thetwo distinct waiting areas decoratedwith care by Fowler’s wife, Teri.

“One is more of a work area with alittle more of a private feel because it’saway from the customer activity that

24 |Shop Owner|November|December 2013

Customers new and old alike appreciate the wthat greets them when d

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goes on at the service counter,”Fowler says, adding that “theFrench doors can be closed foreven more privacy.”

For customers who don’t require the solitude, the otherwaiting area near the front deskis available with a variety ofamenities.

“We have specialty coffee,bottled water, hot chocolate,Wi-Fi, cable television and acomputer that customers canuse,” Fowler says. “We hearcompliments regularly on howcomfortable our customers feel.

My wife really did a great job creatingthe look and feel that it has.”

Top-Notch TrainingWhile the seven techs at Steve’s Euro-pean Automotive service all Europeanmakes and models, Audi and Volk-swagen constitute the largest percent-age of repairs. In addition to tradition-al services such as oil changes andalignments, the shop is also an APRdistributor, installing performance-tuning products on Volkswagen, Audiand Porsche vehicles.

The shop’s status as a Bosch Service

www.ShopOwnerMag.com November|December 2013 |Shop Owner|25

e welcoming atmosphere n dropping their vehicles off for service.

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Center allows technicians totake advantage of the manytraining sessions the partssupplier offers. Classes of-fered by WORLDPAC, Auto-logic and EDR round out training for techs, who arealso ASE- certified as well ascertified by the State of Michigan.

Fowler says staff members attend weekly shop meetings to dis-cuss opportunities to put their traininginto practice and improve processes.

“One of the topics we discuss atour weekly shop meeting is tech timemanagement,” he says. “I feel that ourtechnicians, service advisors and otherrelated personnel have an opportunityto learn and be reminded about the importance of TTM. This also givesthem a chance to share input on waysto improve our processes so that indi-vidually, and as a whole, we can increase our productivity.”

Investing ForThe Future

While Fowlerhas relied onword-of-mouthto attract new employees, low turnovermeans he hasn’t had to do so veryoften in the shop’s history. Just as employees are encouraged to provideinput on shop productivity, they alsoprovide valuable input on everything,from which tools to purchase to choos-ing a new shop logo.

“We run a very transparent business

28 |Shop Owner|November|December 2013

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by keeping the lines ofcommunication open withour employees,” Fowlersays. “I like to involve our employees in the decision-making process when itcomes to tools, equipment

and changes to the shop.“We also offer a very good benefits

package,” he adds. “We have an IRAretirement plan, health, dental, opti-cal, life insurance and AFLAC. Wehave an annual company campoutand Christmas party as well.”

It’s that kind of attentionto detail that not onlyhelps employees feel ap-preciated, but also showscustomers that they’remore than just a number.

“We’re on a first-namebasis with almost all ofour customers,” Fowlersays. “We are big enoughto handle all of our cus-tomers’ service needs, yetsmall enough to maintaina personal feel.”

With that kind of phi-losophy, Steve’s EuropeanAutomotive is sure toenjoy success well intothe future. SO

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The team at Steve’s European Automotive.

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As independent repair shopowners, we all strive to have asuccessful, profitable businessthat secures a great lifestyle forus and our family.

We are in different regions ofthe country and operate shopsthat range from small opera-tions to mega-shops. We servedifferent cultures, demographicsand have a broad spectrum ofcar counts. Albeit, one com-mon thread we have is thateach of us has employees. And,one thing I’ve learned over my26 years as a shop owner is

that thehigher themoraleandbrighterthe shop

environment is, the better thequality of the work that’s pro-duced and the higher the hourseach employee produces.

I solicited the input fromthree successful shop ownersacross the country to get theirinput on employee morale andteam building. While each hasa different business model, Iconsider them to be among thefinest shop owners with whomI’ve been associated. Each hasannual single-store sales in theseven-figure range, and haveoperational efficiencies that arein the top of the industry.

Mirroring The LeaderMike Maloney, owner of Convenience Auto Service, a

single store operation inAnn Arbor, MI, hasbeen in partnership withLou Lippert for 10 yearsnow. Mike and Loustarted out servicingonly Subaru vehicles,but quickly expandedinto a full-line import

30 |Shop Owner|November|December 2013 www.ShopOwnerMag.com

Shop|Management|

Managers Set The ToneFor Employee Morale

Morale as defined in Merriam-Webster is the mental and emotionalcondition (as of enthusiasm, confidence or loyalty) of an individualor group with regard to the function or task at hand.

by Vic Tarasik, owner, Vic’s Precision Automotive

Convenience Auto Service

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shop that has added major domesticvehicle repairs to its service offering.

“I always go out of my way to catchsomeone doing something right! Then,I tell them how proud I am of them,”says Mike.

Many shop owners don’t realizethat compensation is only one com-ponent of employee retention. Employees stay and thrive in a placewhere they feel both challenged andappreciated.

“A business often takes on the per-sonality of the leader,” continues Mike.“If the leader is positive, upbeat andtreats customer right, the employeeswill, too. If the guy at the top iscranky, moody or tough on people,employees often act out the same traitswhen interacting with customers.”

Everyone Is More Secure Witha Big ‘Bank Account’Brian Bates runs a multi-shop opera-tion, Eagle Automotive Service, in Lit-tleton, CO. His philosophy toward hisemployees has helped grow his busi-ness from a small, five-bay shop tobeing able to add a second location(an eight-bay shop), and he now is ac-tively looking for a third location.

Brian’s approach stems from the“emotional bank account”thought process. “If you point outa problem with an employee’sbehavior, you need to point out atleast three things that he/she is

doing correctly in order to keep youraccount balance ‘in the green’ withyour team members,” he explains.

It’s also important to focus on the employee’s behavior, continues Brian,rather than judging the team member,by saying, “This is what you’re doing,”versus “this is what you are.”

Brian focuses on the behavior thatshould be complimented or needs tobe adjusted, while taking into accountthat he’s dealing with a person who isa strong asset. It doesn’t take much toturn around an employee’s tempera-ment when you can demonstrate thatyou value his/her contributions toyour business.

Charting The CourseLast is Casey McGowan of Casey’s Independent Automotive in Vancou-ver, WA. Casey and Kim openedtheir business on Sept. 11, 2001, andbuilt it from a small operation intoone of the nicest facilities I’ve seen asI’ve traveled across the country. Iconsider their shop to fall into the“mega-shop” category.

Casey’s business has grown at atremendous rate since I’ve knownhim; what began as a six-bay business has now expanded into a

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Eagle Automotive Service

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massive 16-bay fa-cility. He and Kimmoved into a newfacility three yearsago and the com-pany’s growth hasbeen amazing. Each year, his businesshas grown by 30%. He has a dragracing background and knows how ahigh-performance culture operates,and he’s created one of his own atCasey’s Independent Automotive.

Casey explains his philosophy thisway. “I feel that as the owner/manag-er/captain of the ship, having andpainting the vision for the businessand being able to give that to youremployees is one of the most impor-tant and difficult tasks we do.

“Beyond that, so is asking them totrust us, empowering them to do andlearn things they may not have thoughtimportant in the past, shining a light ona dimly lit industry, and simply reminding them that what they do

every day is a good, respectable, valuable service.We ask our employees to beprofessional and act profes-sional. Likewise, I feel it is soimportant to treat them assuch, as true professionals.”

As you can see, Mike, Brianand Casey demonstrate top-level leadership traits, and, bydoing so, they set the tone attheir shop and make sure themorale is at a very high level.They model what strong posi-

tive leaders can do in our industry, andthe success of their shops bear this out.

LeadershipEmployees yearn forsound, quality leader-ship where their talentsare recognized and theirshortcomings are notused as a strike againstthem. They want towork for people who

are upbeat and have vision. A survey ofemployees cited in the book Love ’Emor Lose ’Em indicated that compensa-tion was number seven on the list ofwhy people work for a particular com-pany. More than anything, they want tobe valued for their contributions andfeel like they are part of the team.

Your employees are the linchpin ofyour company’s success. Providing asecure workplace where you set apositive tone will ensure you retainthe best people, so they will be withyou as you grow your business andexperience success together.

Resources• Love ’Em or Lose ’Em, $18.73,

Amazon.com.• The Carrot Principle: How the

Best Managers Use Recognition to Engage Their People,Retain Talent and Ac-celerate Performance,$17.59, Amazon.com.SO

www.ShopOwnerMag.com November|December 2013 |Shop Owner|33

Vic Tarasik is the owner of Vic’sPrecision Automotive, TheWoodlands, TX, a 30-year industry veteran and long-time20 Group member. His 10-bay, 7,000 sq.-ft. shop spe-cializes in customer service, in addition to expert vehiclerepairs. Vic can be reached at [email protected].

Casey’s Independent Automotive

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In the first of a two-part series, we delve deep into the process ofselling a business by interviewing Art Blumenthal, nationwide

automotive aftermarket business broker, who provides businessvaluations, exit planning, and buying and selling advisor services.

If you’ve considered the follow-ing topics regarding your ownbusiness, information containedin this interview may be of assistance to you:

• Is reaping the rewards ofselling your business for thehighest cash price, either in theshort term or long term, a prior-ity to you?

• Are you concerned abouthaving to make new invest-ments in inventory and equip-ment to grow the business?

• Do you fear that furtherchanges in tax rates or a reduc-tion in the value of your busi-ness in the future may result inlower net proceeds if you waittoo long to sell?

• Or, are you thinking aboutgrowing your business byadding another shop?

• Or, maybe you just feel excited that the time is right totake it easy and enjoy retirementor pursue a different venture?

Why should a shop ownerconsidering buying or sellingan auto service business use abusiness broker?

The process of buying or sell-ing a business requires dedica-tion and the attention of a pro-fessional with the knowledge ofthe complete flow of a businesstransaction. The process is oftenan “emotional rollercoaster” forboth seller and buyer, as de-scribed in a case study regard-ing the sale of Hermansader’sGarage published in the November/December 2012issue of Shop Owner.

Marketing and facilitating abusiness transfer is a full-timejob! You deserve someone whowill work as hard as you do. Aqualified broker will save busi-ness owners and prospectivebuyers money by helping themavoid costly mistakes, effective-ly marketing the appeal of thebusiness, and maximizing exposure to serious, qualifiedbuyers — all with completeconfidentiality.

Are there questions a sellershould be asking himself when considering using a businessbroker?

If you are interested in selling

Buying|Selling|An Aftermarket Business

Executive Q&A, Part 1Art Blumenthal MBA, CBINationwide Automotive Aftermarket Business Broker

www.ShopOwnerMag.com November|December 2013 |Shop Owner|35

by Mary DellaValle, editor

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your business and don’t know the answer to any of the questions below,you could benefit from the assistanceof a professional broker (and you arenot alone!):

• How do you reach qualified buy-ers without disclosing your intentionsto sell to employees, customers and suppliers?

• How do youevaluate yourbusiness objec-tively to ensureyou receive topdollar for your in-vestment andavoid costly ne-gotiating tactics?

• How do youprepare and pro-vide the information aprospective buyer will require to interest him in pursuing your businessin favor of other options?

• How do you find a cash buyer orassist in securing financing for thebuyer, to avoid giving risky seller fi-nancing, where your payoff is tied tothe competence of the buyer and theeconomic conditions in the market-place?

• How do you market your busi-ness in all of the appropriate markets,databases and media efficiently, cost-effectively and confidentially?

• How do you screen and pre-qual-ify buyers, determine their motiva-tions, managerial capabilities and financial strength?

• How do you effectively sell yourbusiness, devoting significant time, effort and resources to that process,while continuing to manage your ongoing business productively and atmaximum profitability?

• How do you avoid serious mistakes that cost you money or resultin legal battles, even after the sale isconcluded?

Business owners have focused theirentire lives on growing and developingtheir businesses and seldom know howto answer all of the above questions.The sale of your business demands a

professional, just asrunning your busi-ness has demandedyour professional attention. It’s not un-common for a goodbroker to successful-ly exceed your sell-ing price expecta-tions, over andabove the fee that ispaid for his/her pro-fessional services.

Do you have professional tips thata shop owner can use to sell his automotive service business for topdollar?

As a busy automotive service shopowner, the topic of selling your busi-ness may be something you haven’tconsidered at all, or it may be on theback burner, or perhaps it’s front andcenter in your plans right now. Regardless of where you stand, it’snever too early to start planningahead to ensure that when you’reready to make your exit, you willmaximize the sale price of your busi-ness and minimize the potentialheadaches, including the tax conse-quences, involved in the process.

If you’re serious about maximizingthe sale price, perhaps the most impor-tant thing to remember is that sellingyour business should not be viewed asan event, but rather as a “process.”

36 |Shop Owner|November|December 2013 www.ShopOwnerMag.com

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Important elements of the process include:

a) Business Valuation is Tied toCash Flow

To price your shop to sell, makesure that you price your business“right.” You don’t want to price it toolow, but you certainly don’t want toprice it too high either…and bepassed over by a serious buyer with financial resources. Keep inmind that what the business isworth to you — in termsof emotional value —may not match what theenterprise is worth intoday’s market. Unlikeselling a house or other real estate, anautomotive business will be viewedby a buyer in terms of its “cash flow,”and your potential income stream willbe compared by buyers to other in-vestments in the marketplace.

Most business owners, and their accountants, do their best tominimize taxes, not maximizeprofits. Remember that buyers arebuying your cash flow more than anything else. While there are a vari-ety of sophisticated methods of valu-ing a business, the bottom line is thatthe sales price of the business willlikely translate to a multiple of thecash flow, so everything that can bedone to present your business withthe highest cash flow will directly result in a higher sale price.

One of the biggest mistakes that aseller can make is leaving dollars onthe table through an improper “recast-ing” of the financials that does notmaximize the cash flow. Many sellersand brokers simply do not have theskills or don’t exert the time and ener-gy to find legitimate add-backs tocash flow, such as “personal” expens-

es that are run through the business. Abroker who has industry-specific experience will have seen hundreds offinancial statements for automotivebusinesses and, therefore, will knowexactly which expenses to question ashigher than industry norms.

Overpricing or underpricing a busi-ness is a common mistake. It’s fine tobe confident that you can successfullysell your business at a good price, butfar too many business owners go intothe selling process thinking that they

will get top dollar simply becausethey believe that is what it’sworth…or what it was worth inits heyday. In the real world,true value is based on quantifi-able criteria, not the seller’semotional appraisal.

Conversely, it’s also amistake to state a price

before knowing the fullpotential value of yourbusiness. Don’t sellyourself short by set-

ting a price too quickly, even ifyou are burned out and highly moti-vated to retire, downsize or pursueother business interests. Remember,you can always come down, but it’smore difficult to raise your price oncethe marketing process begins.

b) Timing is Critical to Maximizingthe Sale Price

Few business owners are luckyenough to sell their business at theperfect time. Too many owners waituntil the last minute to decide to selltheir business. They wait until businessis down, or they are completelyburned out, or their partnership hassoured, or they have an unfortunatehealth issue, or perhaps their franchiseor lease is close to expiration.

The time to sell is:

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• When business is good;• When you don’t have to sell; and• Before the emergency happens.Talk to other business owners who

have sold and you’ll likely hear re-grets that they did not sell at the mostopportune time. By waiting, they mayhave encountered a new competitor,shrinking market share, a downturn inthe economy, changes in neighbor-hood demographics, or an evolutionin automotive technology that nega-tively impacts the aftermarket.

The best time to sell is not necessari-ly now either. If your business has hada couple of down years and you havenot yet turned the corner to positivesales and profit increases, then you canexpect to see a decline in the value ofyour business and a longer time to finda qualified buyer. If you can muster theenergy to breathe new life and profitsinto your business, retrain your people,increase your advertising and improveyour customer service, then waiting toput your business on the market maybe the path to maximizing your saleprice. If you honestly don’t have thisenergy, then chances are it’s best foryou to sell quickly, as the value of yourbusiness may drop dramatically if thenegative trend continues.

If you decide to hold off on market-ing your business, it’s still smart to

obtain a base-line valuation for yourbusiness today. As mentioned earlier,the simple exercise of going throughthe valuation process teaches a busi-ness owner how a prospective buyerdetermines an offering price. Review-ing your cash flow on at least a quar-terly basis and updating the valuationwill provide you with valuable insightinto whether or not the changes thatyou have instituted are having the desired effect and yielding a quantifi-able and positive return on your investment in time and money.

How does an automotive aftermar-ket shop owner choose the best business broker to suit his needs?

If you choose to sell your business,take your time in selecting a businessbroker who you are comfortable with,one whom you feel will be by yourside every step of the way. A carefuldecision is often made based upon areview of the “pros and cons.” Hereare few of the potential “pros” for selecting Art Blumenthal, LLC to helpyou sell your business:

• I have bought, sold and profitablyoperated several Midas shops and anauto service software company over thepast 30+ years. Being an entrepreneur allows one to become experienced inall facets of a business — from opera-

www.ShopOwnerMag.com November|December 2013 |Shop Owner|39

The time to sell is:• When business is good;• When you don’t have to sell; and• Before the emergency happens.

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tions, to finance, to marketing, to ulti-mately selling the business. Now I canleverage that experience and expertiseto be instrumental in the buying andselling process for tire and auto serviceowners and entrepreneurs.

• I have been involved in the saleof more than 20 auto service busi-nesses in the past year and specializein only this type ofbusiness.

• As a seasonedaftermarket profes-sional representingyou, I can relateto your chal-lenges, targetmarket yourbusiness to anexisting andever-expandingnetwork of po-tential automotiveaftermarket business buyers, and nego-tiate the best possible selling price.

• I represent only a relatively smallnumber of business owners at a timeand provide the best possible level ofdirect communication and service.

• I have the expertise, tools and pro-fessional team to market and sell yourbusiness successfully on a nationalbasis. I’m a member of the Internation-al Business Brokers Association (IBBA)with more than 1,500 members nationally. All of my listings are promoted on the IBBA website.

• I will strictly abide by the writtenstandards regarding ethics and confi-dentiality established by the IBBA.

• I’m a Certified Business Intermedi-ary (CBI), which is the most highly regarded certification within the bro-ker community and business profes-sionals nationwide.

• In many cases, the potential buyer

of your business does not currentlylive in your area. The combination ofmy focus on building a nationwide automotive aftermarket database andthe strength of over 1,500 broker affiliates is most likely going to gener-ate multiple qualified buyers.

• Creating competition among multi-ple buyers, rather than just finding a

single buyer, is my goal. A buyerwithout competi-tion feels free tooffer less than thefull value of abusiness. When abuyer knows thatseveral other buy-ers are looking atthe same business,they are hesitant tooffer less than theprice and termsbeing solicited. SO

Look for Part 2 of this ExecutiveQ&A in the January/February 2014issue of Shop Owner, where we willaddress such topics as what affectsthe selling price, what a seller needsto do to help sell the business, howlong it will take to sell the business,what fees arecharged by a busi-ness broker andmuch more.

40 |Shop Owner|November|December 2013 www.ShopOwnerMag.com

Leveraging more than 30years of experience as bothan aftermarket businessowner and aftermarket technology executive, Art Blumenthal LLC provides business intermediary and advisory services to both buyers and sellers of industry businesses of all sizes. Art is a member of IBBA (International Business Brokers Association, Inc.). For more information, or to initiate a no-obligation confidentialconsultation, visit www.art-blumenthal.com.

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“We strive to build relationships that goabove and beyond just being our

customers’ service and repair shop.”~Tom and Cindi Potter

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Build it and they will come. Or, in the case of Tom andCindi Potter, build it and then have to move again.

Tom and Cindi Potter have hadquite the adventure when itcomes to the location of theirsuccessful import shop, Japan-ese Auto Masters in VirginiaBeach, VA. The husband-and-wife team opened the shop in1982 at a time when few inde-pendent repair shops focusedon Asian vehicles. Originally lo-cated in a small shop near theoceanfront in Virginia Beach,Japanese Auto Masters had out-grown its small beginnings, and,in 1996, the couple started op-erations in a new 7,000-square-foot facility next to OceanaNaval Air Station.

Things were going alongsmoothly until 2005 when Tomand Cindi received a letter fromthe military saying that they werenot in compliance with deededrestrictions on the property.

“In December 2012, we soldthat property and in January2013 purchased an existingbuilding,” Tom says. “We then

had to reconstruct the interiorof the building and added anadditional 66 feet off the back.We now have a 10,000-square-foot building, with a total ofeight working bays plus onealignment bay.”

Customer ConvenienceThe Potters recently held theirgrand opening, with refresh-ments available for customers,with a variety of service andparts specials throughout themonth of November. Cindi saysthe first 100 customers to makean appointment also received agift bag with a T-shirt, savingscoupons, calendar and more.It’s just one more example ofthe Potters’ commitment to theirpatrons — no matter the loca-tion of the shop.

“We strive to build relation-ships that go above and beyondjust being our customers’ service and repair shop,” she

Shop|Profile|

Japanese AutoMastersShop’s Customer Service Philosophy Hinges OnThe ‘Golden Rule’

www.ShopOwnerMag.com November|December 2013 |Shop Owner|43

by Debbie Briggs, contributing writer

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Moving to a new facility has also allowed Tom and Cindi toconsider ways to improve shop efficiency as well as profitabilityat Japanese Auto Masters.

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says. “We work hard to show our customers that we, too, are affectedby the uncertain economy and sharetheir concerns about financial deci-sions, especially where it involvesservice and repair of their vehiclesand the associated cost.”

In fact, the Potters have thought ofeverything when it comes to customerconvenience in their new location.They offer shuttle service, a comfort-able waiting area with free Keurig cof-fee, free Wi-Fi, a children’s play areaand clean, customer-only restrooms.

“We really wanted to make surecustomers felt at home while theywait for their vehicles,” Cindi says.“The colorful and clean interior isanything but institutional and fits thebill nicely. We’re already getting compliments on it.”

Shop EfficiencyMoving to a new facility has also allowed Tom and Cindi to considerways to improve shop efficiency aswell as profitability. Timely parts acquisition has helped improve repairtimes, but so has the installation ofcameras throughout the shop floor.

“Setting up cameras around theshop area has allowed us to see thelocation of a vehicle at any given timeduring the repair process,” Tom ex-plains. “It’s helping to minimize anyroad blocks during service and repair.”

The (ASE Blue Seal of Excellence)shop’s three ASE-certified MasterTechs, two L-1 High-PerformanceTechs, P2-certified parts specialist andP2/C1-certified service consultant alsoappreciate the convenience new lap-tops have afforded, giving them theability to quickly look up repair information right on the spot.

“We also use Skype to communi-cate with each other when parts havearrived,” Tom says, “and for otherdaily needs around the shop. Thatway, we can quickly take care of anysafety items or necessary maintenanceissues with equipment.”

In addition to new laptops, employ-ees also enjoy many benefits at Japan-ese Auto Masters, including paid

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vacation, holidays and sick days, com-plimentary uniforms, after-hours ac-cess to the shop for personal vehiclerepairs, as well as health and dental insurance. Add paid training and testing to the list as well.

“We generally send our employeesto off-site NAPA training through ourassociation as a NAPA Auto Care Center,” Tom says. “We encourage

each employee to participate whenclasses are offered.”

Going GreenTom says recycling efforts began manyyears ago, and they continue at theirnew location. They recycle all paper,cardboard, cans, plastic bottles andplastic bags — pretty much anythingand everything.

“All scrap steel, aluminum and othermetals, as well as catalytic converters,are turned in for recycle scrap,” he explains. “All good waste oil is used forour heating with an EPA-approvedwaste oil heater, and any spoiled orcontaminated oil is hauled out for com-mercial recycling. All used antifreeze isrecycled, and we’re in the process ofpurchasing an oil filter crusher.”

Customer AppreciationAt the end of the day for both Tomand Cindi it comes down to persever-ance, patience and persistence, aswell as treating customers the waythey would want to be treated.

“Our company was founded onthis principle and that is the essen-tial reason we are still growingtoday,” Cindi says. “There are asmany differences in customers andhow each one wants to be cared foras there are similarities. We workvery hard to treat each customer according to his/her needs, but,above all, with respect. Only by offering respect can one expect thesame in return.”

While customer service efforts arealways evolving, the Potters will always come back to that philosophy— and stay put in their newest loca-tion for many years to come. SO

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With visits to repair shops on the decline, building customer loyaltyis more important than ever. Developing a large and stable database

of regular customers can help eliminate the constant need toacquire new customers. Your loyal customers can also serve as a

great referral source for your shop. According to the research firmThe Gartner Group, 20% of a business’ existing customers generate

80% of that business’ profits.

While providing good repairwork is an essential componentof customer satisfaction, perhaps even more important— when it comes to cultivatingloyalty — is delivering excep-tional customer service. Afterall, customers expect us to fixtheir cars. What they don’t expect is a convenient, easyand enjoyable experience.

If you can excel in the cus-tomer service area, you will givecustomers a reason to return.

Making A GoodImpressionYou may not realize that a cus-tomer’s interaction with yourshop starts before they evenwalk in the door. A consumer isgoing to form opinions aboutyour business based on youradvertising materials, website,Yelp reviews and even the

causes you support. Having auser-friendly website that fea-tures testimonials, photos ofyour shop and the benefits youoffer customers is a great wayto build trust with potentialnew customers.

When it comes to advertising,make sure your offers are clear,easy-to-understand and easy toredeem. Your first conversationwith a customer shouldn’t involve you explaining a con-fusing promotion. And don’tforget to monitor your onlinereputation. Addressing bad re-views will show your willing-ness to discuss concerns.

So, what happens when acustomer finally visits yourshop? He or she should encounter a clean facility,staffed by friendly, articulate,well-groomed employees. Ifyour lobby is packed with peo-ple, potential customers may

Customer|Service|

Creating LastingCustomer LoyaltyMeans Separating Your Shop From The Pack

by Tim Ross, president, Mudlick Mail

www.ShopOwnerMag.com November|December 2013 |Shop Owner|49

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fear a long wait and walk out. Avoidthat scenario by processing customersquickly and offering conveniences,such as shuttles, so customers can getback to their busy lives. Remember,you have only a few seconds to pro-vide a perception of integrity and superior service.

Separating Yourself From ThePackServing customers well is tricky because the definition of what is considered excellent customer servicekeeps changing. Benefits that wereonce considered unusual, such as customer shuttles, repair warrantiesand extended hours on weekends, arenow becoming the norm.

To distinguish yourself, you need tofocus on making the car repairprocess as easy as possible. Whencustomers call about making an appointment, ask when the most convenient time is for them to come

in, instead of scheduling appointmentsaround when your technicians thinkthey can squeeze in the repair. If nec-essary, you can move big repair jobsto accommodate less-intensive main-tenance services and keep your shoprunning more efficiently.

Don’t be afraid to tap technology toimprove convenience and communi-cation. You can incorporate an onlinebooking form on your website toallow clients to communicate theirappointment preference without themever picking up the phone. Instead ofhaving customers call you to receive updates on the status of their repairs,keep them informed via text or e-mail.New applications also allow you tosend photos of needed repairs, inspec-tion reports and estimates directly tocustomers’ smartphones and tablets.

Efficiently managing the flow of carsthrough your shop and effectivelycommunicating with customers willhelp you establish a reputation forstrong customer service. But there isalso an array of little things that you

can do to push your shop into the“exceptional” category of

customer service.Opening

the doorfor

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customers is a nice touch, as is greet-ing customers by name (an easy trickfor remembering names is to scan li-cense plates when customers arriveand match plate numbers with namesin your database). Providing free Wi-Fiif a customer chooses to work in yourwaiting room can make a difference.Using your shuttle to accommodatean unscheduled stop for a customerwill allow that person to accomplishessential tasks and build goodwill foryour shop.

Just going above and beyond —whether that means washing cars afterthey have been repaired or sendingthank you notes — will resonate withcustomers who usually have low expectations when it comes to car repair. Above all, don’t forget to saythank you to every customer every day.

Customer-Focused CultureYou can have the best intentions of

delivering unparalleled customerservice, but if you fail to train

your employees on how to treatcustomers, you’ll fall short. Unfortu-

nately, this is where a lot of shopowners drop the ball because they either don’t have the time or don’t

make the time to establish customerservice procedures. Don’t make thatmistake.

Create written standards outlininghow you want your shop to look, howto handle customer inquiries and howto communicate during the repairprocess. Train employees on thosestandards and let them know you’llregularly review their performance.Communicate often about changes inpromotions and policies, so employ-ees have the proper information whentalking to customers.

If you create a customer-focused culture, and then reinforce that culture through training and evalua-tions, you’ll give customers a reasonto stay loyal for life. SO

www.ShopOwnerMag.com November|December 2013 |Shop Owner|51

Tim Ross is president ofMudlick Mail, a leading providerof direct mail campaigns to theautomotive repair industry.Mudlick Mail has worked withclose to 1,000 automotive repair and transmission shops across the U.S. and Canada, helping them improve their car count and increase sales. The company teaches its clients how tounderstand consumer-buying habits and shows them howto create effective systems to maximize the value of theirmarketing campaigns.

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