Quality shop owners would generally prefer to replace a damaged part with an OEM part rather than a used part or an aftermarket part. They know that the part from the original manufacturer will be most likely to fit well and thus save them time and trouble. If they can find a used OEM part in reasonably good condition, this would probably be their second choice. The last choice would be the aftermarket part, possibly manufactured in Taiwan, and often lacking in correct dimensions and useablility.
“Fly upon the wings of the wind.” Psalms 18:10
In the early 1990s I went to work selling software for CCC Information Systems. I had been in marketing and sales most of my life, but I had never seen a product sell like CCC’s computerized estimating software. Shop owners practically lined up to buy CCC’s “Ezest” product. Mitchell and ADP also got in the game and enjoyed bountiful sales. What was the secret to their success?
Recently a local shop hired a very experienced estimator. Not only had she worked in many shops, but she had also worked as an independent appraiser and an appraiser for a major insurance company. One of her tasks was to check on the shop’s relationship with DRP directors and a local dealership, She was startled to discover relationships with a couple of the DRPs had soured a bit and the relationship with the dealership was all but lost.
I have often been surprised by the creative approaches used by some shop owners to increase business. While just about everyone says they want more insurance work, I still find shop after shop that relies strictly on previous customers, word-of-mouth, and a good sign out front to bring in a few additional drive-by customers. Nevertheless, many of these tell me their business is continually dwindling and ask, what should they be doing?
Are you stressed out? It could be said that stress is simply mis-directed energy. One shop owner struggles to shape-up a poorly performing body man instead of directing his full energy to getting a really competent worker and paying him well.
There's a new buzzword among marketing professionals these days: "integrated marketing." Like most "new" ideas, it's been around for a long time but the focus has often been elsewhere. McDonald's is probably the best known for completely "integrated marketing." Their "golden arches" identity, along with the Ronald McDonald character give them an instant focal point of identity. Advertisements, stationery, website and all of the rest of their P.R. efforts capitalize on these recognizable characteristics to arrive at an integrated marketing strategy.
Economic indicators were already falling and a recession was looming when the catastrophe with the planes hitting New York's World Trade Center added to our economic pain. I'm already seeing a major slow-down in many shops in my area. "Business-as-usual" can be deadly at a time like this. What should a shop owner be doing to counteract the impact of these world events on his or her business profits?