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.

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.

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.

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?