RV PRO

November '19

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rv-pro.com November 2019 • RV PRO • 121 of the day, how about you spend some time during the active delivery to observe your advisors' review of the "Three C's" with each customer and ensure that the customers vehicle is always brought to them, versus just sending them out the door to find it for themselves. Maybe shaking a few hands and saying, "Thank you for your business" would be a great way to end your day. Showing your employees that you are a "proactive leader" will instill a sense of confidence in them as well as a sense of accountability for their individual performance and your customers will experience the wow factor! Each and every day in fixed operations, you must have a focus on managing sales opportunities that will benefit your customers. This, of course, will increase gross profits and results in more net profit. Technicians must always be looking for sales opportunities by performing a complete and thorough multi-point inspection with every repair order. Service advisors must always walk around the customers' RV looking for sales opportunities and review the RV's repair and maintenance history for other opportunities. Both of these processes result in recommendations for proper maintenance and/or repairs. It's important to note that we never want anyone trying to sell any customer anything that they don't need. Fixed operations directors should, however, ensure that every customer is properly advised of their RV's repair and maintenance needs. Remember, it's the customers RV and it's their money, so let them decide what they think is best for them and make sure your advisors are not making the decision for them by not presenting all of their technicians' recommendations and/or maintenance require- ments. This has to be your company policy – no exceptions! The same holds true for the sales department, right? When you give customers choices, they then have the opportunity to make informed decisions that ultimately result in more sales. By the way, when was the last time you held a shop meeting with your technicians, advisors and parts personnel? Here's a tip on how to start your meeting: Ask the following question: "If there was just one thing I could do for you to make your job more enjoyable and more productive – what would it be?" Now, be prepared to listen and take notes. You might be sur- prised at how much you can learn from your employees! Employee productivity is critical to improving repair event cycle time, so let them know how much you care about improving that time and start showing them how you intend to give them the support they need. Now, I am a firm believer that service managers, body shop managers and parts managers are hardworking individuals and face some tough challenges in our very competitive marketplace. Establish your sales goals for all departments and outline your plan for implementation. Think big, be bold and measure everyone's performance daily. You must Lead-Coach-Train your fixed operations team to remain focused on their goals and processes for achieving them so they can all become top performers. Most importantly, do not tolerate underachievers! You must replace them now with salespeople – not administrators. If you do these things, 100 percent service absorption will start coming into view. It might take a year or two or three, but you will get there. It all starts by becoming a fixed ops sales team. Figure 1 Metrics for Sales vs. Fixed Operations General Sales Manager . . . . . . . . . . . . . . . . . . . . . . . Fixed Operations Director N & U Gross per Retail Unit . . . . . . . . . . . . . . . . . . . Hours per Repair Order Salesperson's Closing Ratio . . . . . . . . . . . . . . . . . . . Service Advisor's Closing Ratio N & U Inventory Turns . . . . . . . . . . . . . . . . . . . . . . . . Parts Inventory Turns N & U Days' Supply . . . . . . . . . . . . . . . . . . . . . . . . . . . Technician Parts Fill Rate F&I Turnover Ratio . . . . . . . . . . . . . . . . . . . . . . . . . . . . Technician Inspection Ratio F&I Finance Penetration . . . . . . . . . . . . . . . . . . . . . . Advisor Menu Penetration F&I Gross per Retail Unit . . . . . . . . . . . . . . . . . . . . . . Dollar Sales per Repair Order F&I ESC Penetration . . . . . . . . . . . . . . . . . . . . . . . . . . Labor & Parts Margin

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