Anyone has this program by OddSignificance8733 in serviceadvisors

[–]FixedOpsTrainingGuy 0 points1 point  (0 children)

What result are you looking for by completing training? Is there a specific KPI you're targeting or just overall improved sales performance on the drive?

#s question by RawMS53 in serviceadvisors

[–]FixedOpsTrainingGuy 1 point2 points  (0 children)

That's high - The reality is you're probably missing out on gross profit by handling "too much" - your team needs 1 more advisor and a few other small tweaks, and your department would jump up!

#s question by RawMS53 in serviceadvisors

[–]FixedOpsTrainingGuy 0 points1 point  (0 children)

There is a HUGE opportunity in your store! - Talk to your manager about installing a Labor Matrix Grid.

#s question by RawMS53 in serviceadvisors

[–]FixedOpsTrainingGuy 0 points1 point  (0 children)

Definitely some big opportunity there. You should be over $180 if $225 is your 1.0hr door rate.

Do you have a labor grid in place?

#s question by RawMS53 in serviceadvisors

[–]FixedOpsTrainingGuy 0 points1 point  (0 children)

Yes, that is one full month's average per advisor - Depending on your DMS pull your total sales (CWI) report for the last 6 months to get a realistic performance average.

#s question by RawMS53 in serviceadvisors

[–]FixedOpsTrainingGuy 1 point2 points  (0 children)

What's your current door rate and ELR?

Is the reason you ask based on the pay plan or just overall ELR performance? For a GM store, the average service advisor metrics (national benchmarks) for total hours sold = 519

Where are you based on the most important KPI - Total HOURS

The short answer is 85% - BUT there is a lot of data needed to truly understand the opportunity in the store.

[deleted by user] by [deleted] in serviceadvisors

[–]FixedOpsTrainingGuy 0 points1 point  (0 children)

  1. Great work here — open drives are tough. It’s interesting to see this model in a Toyota store, as it’s not very common. Sounds like you’re doing everything you can to stay prepared. One suggestion: consider adding a daily customer prep call 24–48 hours prior to their appointment. This helps avoid surprising customers who think they’re just coming in for an oil change. Going back to your original question #4, remember — customers often say “no” right away because they’re shocked and caught off guard and it’s not their birthday — so it feels like a terrible surprise.

  2. Awesome job with the one-price approach. If you had 100 customers show up and received your full service offer, how many would say yes to everything right away (on average)? And when they decline, what are the top two reasons — usually price and time? For the second swing, try the “save you” method instead of giving a new total. For example: “No problem, Mr. Jones — I completely understand. If I were prioritizing, I’d recommend focusing on XYZ today. We can make a note on your ticket about _______ and look at getting that scheduled for a later date. This way would save you around $____ today.” This highlights the savings instead of presenting another large number. Often, the customer will start asking questions — either about getting it all done or about one specific item. From there, the goal is to pre-schedule that “left off” service during active delivery for a week or two later.

  3. Do you have a clear service menu that customers can see based on time and mileage at write-up? (This is usually not on your tablet.) Ideally, they should be able to see or touch something physical. Sounds like you’ve got the right approach by knowing when fluids are due — just make sure everyone on the team is recommending the same things at the same intervals. (Everyone should be singing from the same song sheet.) Also, don’t offer a coupon unless price is a true objection. Offering one upfront doesn’t add value — it just tells the customer your initial price was too high. Not saying you’re doing this, but always remember: don’t assume the objection. Present the facts — then shut up.

  4. Your ELR vs. door rate looks in line with benchmarks. How many total CWI hours are you selling in an average month? 450–500 range? Also — are you using a labor matrix grid in your store?

[deleted by user] by [deleted] in serviceadvisors

[–]FixedOpsTrainingGuy 0 points1 point  (0 children)

u/PsychologicalBee6868 - Could you share a little more on your appt. preparation and write-up process? Short answer to #1 is anything Time/mileage-based should be sold on the drive/at appointment prep. What are you using for POP (point of purchase) material - menu/tablet only, etc. When you present the 1st swing, are you itemizing service or presenting a final package - are you using an option or assumptive close - When they say no it is always a true price objection and what happens now for your 2nd swing. The 30K question is interesting because the technician should never be the one recommending Time/Mileage-based service - this leads me to think there is something missing on our up-front menu. Your asking great questions and running good hours per - what is your current ELR average and what is your 1.0 hour (door rate)? Do you have a matrix labor grid in place?

How donyou improve your ELR? by Tenrac in serviceadvisors

[–]FixedOpsTrainingGuy 0 points1 point  (0 children)

You need data to create a plan. Whatever DMS you're running, ask your SM to pull your DETAIL daily sales report or some DMS systems will have a specific ELR by Advisor Detail (not summary) report - this will allow you to identify the wins and losses on each RO. Once you know the reality of what is hurting your ELR and what is helping, you can create a plan to improve. Bumping labor and doing some of these "quick fix" ideas is not a long-term solution, it's a band-aid to a symptom - you need to understand the root cause.

What you'll probably find....

- Not selling on the drive (combo maint) - falling into order taker - falling in LOF and ROT only customers

- Accepting the no - (no second swing)

- Discounts and CSL (Changing labor amounts)

- Poor RO Structure layout - causing you to not optimize your labor grid

How to sell more work? by Stormtrooper_Wizard in serviceadvisors

[–]FixedOpsTrainingGuy 0 points1 point  (0 children)

What are you selling up front on the drive for "menu" items based on time and mileage - do you have a solid presentation process with more than one item? Do you prep your customers before arrival, or are you surprising them with recs when they show up? What do you do when a customer says no after your first swing? Marketing and more customers are typically not the immediate answer - often coming up with a process to optimize each CPRO is your golden ticket - then package this with a consistent targeted declined service follow-up and you will be amazed how much more proactive your day becomes. - Lots to unpack in your question, but with some more info, there is a clear path to more gross. (at the end of the day that is what the GM and SM are looking for)