Service Writing in Black and White by Kurt von Ahnen

Service Writing In

Black and White

Dedication

This book is dedicated to family…

In all shapes and sizes – from my father who taught me what not to do in life to my son Justin Gabriel whom I have always loved and never forgot… to my wife Heidi, my lovely princess daughter – Rainey Joy, and the prince of the home -- Haydon James. I love you all.

Service Writing in Black and White

Photos credited to Kurt von Ahnen & Heidi von Ahnen HYPERLINK "http://www.servicewriterbook.com/" www.servicewriterbook.com

Founder / Editor-In-Chief: Kurt von Ahnen

Permission to reproduce or transmit in any form or by any means, electronic or mechanical, including photocopying and recording, or by any information storage and retrieval system, must be obtained in writing from the author, Kurt von Ahnen.

To order additional copies of “Service Writing in Black and White”, visit HYPERLINK "http://www.servicewriterbook.com/" www.servicewriterbook.com or call: 1-323-418-2377

The author may be contacted at HYPERLINK "mailto:author@servicewriterbook.com" author@servicewriterbook.com

Acknowledgements

I always read these in other books and was amazed at everyone that got thanks and kudos. Then it became my turn and I really gave it some thought. I think it’s the combination of those little moments – random acts of kindness – along with profound mentorship relationships that makes a person able to produce this kind of project.

In that light, I’d like to thank the Lord above, Earl Rotenberry (war vet and mentor), James Habel, Marybeth O’Reilly (popular girl that visited me in the hospital – High School), Deborah Whitehill, Ron Schlotthauer, Mike Law, Bill Leopold, Christine Bowman, Heather Martucci, Justin Desterhouse, John E. McParland III, Dennis Clark, Mike Thompson, Mark Nudelman, Mark Schellinger, Theo Martinescu, Marvin Callahan, Rudy Landry, Nick DaLuz, Mark and Char Wesling. All of these folks have had an unknowingly strong impact on my life and have given me the grace and guidance to push forward with the project.

Thank You 5

Forward

What makes me the guy with the answers, the guy to tell you I can increase not only your CSI but also your paycheck? Simple… years of experience and a documented trail of efficiency and success within the automotive and powersports industries.

Some of what you read here is not what your Service Director wants to hear or read – but then some of the material here is what you were afraid you’d see. I’ll ask some of you to step up, be a leader from anywhere in the dealer food chain, and support not only your clients… but your team. Service Writing to me is a multi-functional position responsible for protecting those around you. You need to be the one that puts a foot down and says “No”. You also need to be the one that says “Sure, we can make that happen” – then you need to make it happen. Certain sections of this work are going to point out general flaws and stereotypes, while other sections will get down to specifics. Try to keep an open mind as you go through this book and remember to take a grocery store approach. Take what will help you and leave the rest behind… but be sure to take an honest look at yourself before condemning something as not useful. A great exercise is to take this body of work into a small group of co-workers and plow through it together with an open atmosphere. That said… let’s jump in and make this a success! You can do it. You can grow. You can be a leader in the automotive industry. Make yourself the go-to guy!

Table of Table of Contents

Section One – The Job 10

Section Two – The Person

Section Three – The Government

Section Four – The Software 40

Section Five – The Management

Section Six – The Media

Section Seven – The Manufacturers

Section Eight – The Technicians

Section Nine – The Dialogue 78

Section Ten – The Summary 88

The Job

Inherent to the automotive industry â&#x20AC;&#x201C;

weâ&#x20AC;&#x2122;ll go out of our way to make the simple, more difficult.

What is Service Writing?

Might as well start at the beginning… what is service writing to you? Do you see it as a necessary evil to make ends meet? Do you see it as an opportunity to provide for your family, while positively affecting the lives of others? Honestly, I’ve seen it from both sides – in fact, I have been known to say to my lovely bride “Since I’ve sold my soul back into this ungodly gig…” Perception is reality. We make the job what it is. If you tell yourself that the job stole your soul – you become soul-less. If you take each day as a new chance to build relationships – you become a valuable networker. If you consciously decide to take the young techs under your wing – you become the mentor. If you plow through an eleven hour day just to hit the tavern – you become the stereotype drunken-saltydog of the business. The perception you give yourself is strictly your call, although I’d love to help you with some of this. The function of service writing is unbelievably simple. Your basic task is to take the information clients give you about their vehicles and download that to the technician. Then take the information from the technician and upload it to the client. Simple right? Well, inherent to the automotive industry – we’ll go out of our way to make the simple, more difficult. It’s like technicians at a major dealership. It used to be mechanics fixed cars… now days, they are all specialists and very picky about what they do. Implying that the job is some type of art form and very much more difficult than it really is. Not only that, but other influences are constantly creeping in. The government, the software developers, your management team (which is likely made up of sales-generated

personalities), the media, the manufacturers, the technicians, and finally the clients are all there right up in your face lobbying for their way. As you begin to really break it down, you can see that we Service Writers carry a large sphere of influence â&#x20AC;&#x201C; and with it, a large sphere of burden.

This book is broken down into sections that address each of the influences listed above. We break it down into a cause and effect type of scenario where a problem exists and solutions are listed. You also have to take inventory of your own environment and decide what battles are worth fighting in order to win your own little war. First I will jump into what qualities make a successful Service Writer along with some generalizations that will make the following Chapter easier to digest and implement.

The Person

Selfishness is ugly and very hard to disguise. People around you can spot it a mile away.

The Type to Succeed

Some may argue, but I strongly feel that in order to succeed in anything – you have to start with the concept of helping others. If that feels foreign to you, put this thing down and walk around the block. Take some deep breaths focusing on keeping an open mind and come back to the second paragraph. Relentlessly chasing the next biggest sale or gross figure for the month can be financially satisfying. Now ask yourself if alienating your support team or seeing each customer only once is worth it. Selfishness is ugly and very hard to disguise. People around you can spot it a mile away. It can be as simple as pushing for that brake job at 4mm, or as intricate as committing warranty fraud to beef up your numbers. Honesty is the best policy. Over the years, I have become more and more adept at being heartbreakingly honest with out offending my clients. And don’t worry about offending the technicians… if you are fair, they will always adapt. If they don’t – maybe they don’t belong? As the Service Writer, you are the ringmaster. Folks often make the mistake of thinking that the management team is in charge, or the techs run the house, or even better… the service porters control the flow. This couldn’t be farther from the truth. YOU RUN THE SHOW! The pace of the shop is dictated not only by the amount of work you write and sell, but the tempo in which you do it. Management is usually too busy with reports or meeting with other managers to actively have a pulse on the business. You are on the firing line and in control.

If you aren’t in control, seize it! Your disgruntled clients should never get to the manager. If you work for a jelly-fish and you already know it’s going to get given away – you be the giver. What a concept – huh? If you work for a hard ass, you can take a stronger position and still serve that client in their best interest.

You have a technician working the clock and robbing your clients, stop it! You need to condition your techs to help the client, and not just themselves. You know exactly what I mean. Say you have a technician that can do Transfer Case Adapter Seals on a Jeep in 20 minutes, when the job books out for 3.5 hours… isn’t it amazing how many Jeeps he looks at that need them? What about the “Shims” your alignment tech is selling you on every stinking alignment? The other side of the coin is the tech that is too scared to bill his time. You have a clutch to do that books out at 3.5 hours but the vehicle has after-market accessories mounted. You have an obligation to your company and technician to inform the client that their modified vehicle mandates more labor time for the repair. That is what I mean by protecting both the client and the technician – You run the show and control the tempo.

Your outward appearances govern how others will re-act to you. Outward appearance is everything from your hair to your computer screen.

Two types of work areas – ones that inspire confidence… ones that don’t

Same Shop -- Two very different work centers. Which writer do you think lured in more clients?

By types to succeed, honest is a great start. There is so much more though. I mean face it â&#x20AC;&#x201C; look at our industry from the outside in. We look horrible. Have you ever caught yourself going to the checkout girl that is more attractive? What about your stomping grounds? Do you go where the ugly, illiterate folks hang out or do your prefer to surround yourself with clean, attractive, successful, well-spoken types. How about your kids? Do you want your kids to associate with other good kids or are you hoping your kids go to the graduate school of hard knocks?

If you are offended by the above paragraph, get a different self-help book or go back to that walk around the block to think it over. While it is conceited and ugly to assume you are better than others, it is still healthy to look and portray yourself as a consummate professional. Your clients will appreciate it, your techs and management will start to look at you in a different light, and your overall self-image will improve. Next time you go to work, have a technician or other third party take a picture of you working in your area. When you have a moment to reflect on what youâ&#x20AC;&#x2122;ll see, take a minute or two and study the picture. As a client looking in from the outside, would you be impressed with yourself ? Would you trust what you would tell yourself as a customer? Would you feel secure in leaving your car and personal information at your work area? My third stop in the Dealer Shuffle had me at a Dodge Dealer in Central Colorado. I walked in as a fresh young buck ready to take over. One of the other writers that seemed to build a good relationship with me noticed that I was different on the service drive. I was full of spunk. I joked around, laughed out loud,

called the girls in the office just to say “good morning”, and kept a light feeling about the service drive. It made me more able to sell work to my clients, and when it came time to drop the hammer on someone I could still do it lightly and make my point. If you are already a gruff personality, how much of a hard ass do you have to portray yourself to drop the hammer on someone? How does that behavior affect the rest of the crew? Well, Bill brought it to my attention that he liked my style and ability to ease the tension. He also started to ask how, what, why and so on. It helped me to realize that besides being on to a successful career path… I could also help him. We began to joke around with our clients, but his appearance was gruff – after all he had been a Service Writer for 25 plus years. His worst attribute was this mustache that was unkempt and way overgrown. It was akin to a giant blonde and gray caterpillar crawling on his face, and being overweight with a limp didn’t help his appearance as a package either. As things go in the automotive business… I had the chance to work with Bill again in a different Dealership – the Lincoln Dealer in town. His finances had changed considerably and as the Service Manager his position led him to a new level of confidence. His appearance and presence of self had greatly improved. Now Bill was able to have the fun with his subordinates and clients and pull it off cleanly. Never underestimate the power of a clean shave, pressed shirt, and light heart.

Take an honest look at your work area. Your work area should be clean, organized and efficient. When the client

comes in, you should have a system on how to greet, write up and maintain their visit. You should organize a system on tracking your information. What cars are waiting to get in, on parts hold, authorization hold, billing hold, finished? While people should not be able to physically have access to the information you use, they should get a sense that you have it organized and in their best interest.

Now the hard part… what do you look like? Are you haggard? Do you look worn out, angry, frustrated, clueless, disheveled. When is the last time you trimmed your beard, got a hair cut, ironed your shirt, bought a new pair of shoes, or shaved your legs (if applicable)? If you can’t take care of yourself, how are people supposed to think you’ll take care of their vehicle? When I work somewhere, I don’t take on a supermodel air. I do however, try to put myself in regard to grooming – a step above the co-workers I share the desk with. If slacks and button down shirts are the norm… I wear a tie. If ties are the norm… I wear a jacket. If jeans and a uniform shirt are the norm… I wear only newer jeans and press the uniform shirt. Always carry yourself one notch higher. When I had long hair, it was always up and tidy while I was on the job. I saved the rock and roll look for head-banging. Now that I have a shaved head, I always keep it clean. My facial hair is always trimmed up and not left to go straggly. Remember, your self image is portrayed in all you do. If you are feeling good about yourself, you will be able to react in a more positive manner to everything that affects you.

A Customer’s view of the professionals at the professionals at work.

Another trait that I have noted as an advantage toward success is role setting. Too many of us try to capitalize on our mechanical knowhow. You are a Service Writer NOT a Service Doer. I use the phrase all the time with clients and techs alike. When a client says can you show me how to….. I simply say “Hey, I am a Service Writer and not a Service Doer – I leave it up to the pros”. Then I motion to the shop indicating that my shop is full of professionals. The technicians might poke fun at it but in reality appreciate that you consider them the experts. Your clients can’t help but recognize that your shop is there to provide work for the tech and by your not muddying up the lines – reinforce the value of a technician’s knowledge. This is a perception item. You are not there to impress people with your automotive prowess…

rather sell work based on someone else’s prowess. Let the tech be the hero.

Remember that picture you were studying? Well take some more pictures. Take a picture of what the client sees driving into your shop, what they see while they are waiting. Sit in a chair in your waiting area. How does it feel? Does it smell funny? Would you want your spouse or parent to have to hang out there for any length of time? Would you be worried to let your 2 year old crawl around the waiting area? You run the show. Take pride in where you work. If you can’t delegate it, take a leadership role in providing an example. Bring in a couple current magazines, dust off a window ledge, take the chairs to the pressure washer, in short – make the best of what you have to work with. When it gets to where your mother would be OK to wait for an oil change and tire rotation, then your pretty much there. How hard is it to get a couple lines re-painted in the parking lot? What about pressure washing the entrance walk and the greasy lines in and out of the service bays? Do your techs really need to take their smoke breaks where clients are parking and walking? Play it smart and when you implement a change – tell everyone involved why. Make it clear to your techs that you only succeed by helping them to succeed.

Is this what you want your client’s to think of Is this what you want your client’s to think of you?

Now that’s a coffee station!!!

This is a Hummer/Cadilac waiting area… nice!

Be thirsty for growth. “Computers aren’t my thing” is not an acceptable response when you can’t figure out your company’s software. Some stuff works great and other stuff outright stinks, but it is up to you and your perception to make the best of it. Floundering around the keyboard for months on end is not making you or the technicians any more money. If you can’t type – learn. No excuses. Be the go-to guy for how your company system can work. Set the pace. Become quicker and quicker and show others how to become quicker. The faster you can process information the faster you can help your client.

Think back to when I mentioned the Pace. Pace is a term I use to describe my ability to keep a high energy level. If I slouch at the counter and give the perception of discontent, then how can I expect my team to react? As the writer (ringmaster) you have not only the ability but the obligation to lead with enthusiasm.

Pre-qualifying the Client.

Otherwise known as “Stereotyping” is a huge mistake. There are so many personalities and therefore so many combinations of factors why people look the way they do and choose the cars they operate. A perfect example is this eccentric millionaire I used to work for in Pennsylvania. Here I was working my tail off for the latest trends on sale at the “Merry go Round” (remember that?). My millionaire boss however is wearing $12.00 jeans and overalls from the flea market! Not only that but he’s driving an absolute POS old Toyota. His explanation was that he worked hard to get there and didn’t want to squander his fortune. The flip side is a client walking up to my desk at the Porsche Audi dealer in Denver, Colorado. He has the bling bling on his car, his suit, his fake tan… but not in his wallet. Here I assume that add-on sales with this guy are going to be a cinch. Instead, he rants and raves (out of embarrassment) and tells me every name in management that works at my building. Fact is he bought the car and can’t afford to maintain it.

Pre-qualifying is a much deeper concept than those examples. It is something inside of us that can be used or abused very easily. One trick I keep in my arsenal is the pre-qualifying mark on my client vs. a normal reaction vs. my exact opposite reaction. Savvy? For example, I see a prissy, busty, made-up, young female making her way toward my desk. While I am aware of how she would be gawked over at other dealers and desk fronts – I concentrate on the opposite. As I notice her coming, I turn my glean to something else… my current client, the computer, a trade magazine… whatever. Calmly, I look up, make eye contact, and tell her I 28

will be right with her. I concentrate on making eye contact, talking slowly, and treating her intelligently throughout the conversation. It’s not normal for her to be treated this way and although your reaction to her is different and may throw her off… in the end she will appreciate your professionalism and most importantly, trust you enough for referrals.

Old folks? I treat them with an exuberant energy and sense of humor. Older folks are so used to younger professionals treating them blandly. They want to have fun when they get out of the house. Plus if you have a lull in business, they can be great entertainment. They have been around the world – let alone the block a few times. And sure, while these are generalizations in my behavior and how I identify with the clients… I never try to pre-qualify their wallet. It’s a never ending surprise to see what people will buy.

Sure it’s cool, but the owner of this car may be broke.

Relationships VS. Sales

No matter where I have worked or how long I planned on staying… networking has always been an integral part of my agenda. I have to admit that when I first got into the workforce, I just wasn’t smart enough to call it networking. Chances are you aren’t going to be at your current dealer very long. The statistics show that service writing is a revolving door. With that in mind, wouldn’t it be great if your clients were yours and not the dealer’s? Network, network, and then network some more. Networks are based on relationships not one night stands. The last thing you want is a reputation as a rip-off artist. When the technicians give you a shopping list… section it off in terms of repairs, maintenance and “fluff ”. Go over the repairs with your clients and when they ask if they should do something they really don’t need – tell them they don’t need it. My favorite line in this regard is “Don’t worry, I want all your money eventually… just not today – we can address this later, unless you really feel strongly about it”. In this way, I show respect for their wishes if they choose to proceed but make it clear that I am not “selling” the service. When a client comes in that I recognize, I usually try to identify them in a way that pulls them from the crowd. “Hey where’s your bodyguard today?” “What, no puppy?” “Your back already? What’s up” “How was the trip?” My ability to associate them with something specific further endears them to ME and causes them to choose me over my competition. Discounts and price matching snafus get buried once you have them as a client. Now they come to see you. When they leave the dealership, I am sure to thank them for their

loyalty. “We really appreciate your loyalty, thanks for coming back to see me.” Sure it sounds corny if you’ve never said it before – but try it and see the reaction.

When a client is new, I take just a few extra seconds and ask them how they found us. If it’s a referral – I usually give them a small discount and tell them it’s because their friend sent them. It shows respect, and further builds the “network”. Now they have a reason to refer you. If they are new to town I ask where they are from and search for similarities that will help them identify with me. Then I give them a quick tour. (Waiting area, Showroom, Free Coffee, TV, etc.) Remember the hidden costs of business. Getting new clients through marketing is pricey – that’s why it is so very important to keep them once you get them. Do you think your competition is going this extra yard? How do I propel my networking to the next level? Well just as Jeffrey Gitomer describes in his book - through writing. Extra respect is given to all things written. In that respect, I have a websites where clients and students alike can see what I am up to. I also print up a simple double-sided one-page newsletter monthly and attach it to my clients’ receipts. As I go over their paperwork, I am sure to tell them that I have attached it for them to read. In the newsletter, I might talk about a new model coming out from the dealer, a personal story from church or sports, a little blurb about what our department does, a coupon, and finally I always add a blurb about my family business and website. Is it a conflict? Absolutely not. I am in turn further promoting the dealership through my effort and endearing myself to the client for future sales. How many other service writers out there are connecting like that? Another great column to put in your newsletter is a story about one of your customer’s businesses. Talk about a referral program!

No matter how good you think you are, it’s always better to have someone else sing your praise. If you have the chance to associate with anyone, take it. It may not be financially beneficial right off the bat, but it will pay off in the long run. Beyond that you have to keep the network you’ve grown. Make a timely phone call, send an email, have a network party and let your other networkees network within your group. Grow it. Nurture it. Treat it like it is your cash – because in the future it will be.

The Government

After a few years of plugging away 60-70 hrs a week, traveling from dealer to dealer looking for greener pastures,

youâ&#x20AC;&#x2122;ve begun to realize that this is indeed a crappy job. 36

A Bump in the Road

America, the land of opportunity… sure we can poke fun and complain, but we need to realize that even with all the junk that comes with it… we got it made in the good ol’ USA. Where else can you plod through life with out the advantage of a college degree and out earn the folks that do? Regularly I look at other options out there. I see a great trend in earnings going toward homerun businesses like Quixtar, Pre-Paid Legal and the like but let’s face facts. Those aren’t any get- rich-quick scheme either and they take hard work to succeed. Service Writing provides a great living financially for the little training it takes to enter the field. Without the burden of student loans and years of wasted college party life, a young person can easily find himself in an above median paycheck. Enhance your game with some extra training (like this book) and you’ll be cresting six-figures. Now how is the government going to mess up your game? In the industry, it’s the government that ups the ante on safety, emissions, and document regulations. Those regulations and checkpoints may satisfy the heads of state – but cut into your profits. Now take the income tax for your exorbitant hours, spent making Uncle Sam a chunk a change, into perspective. Those clowns that didn’t make your wages out of school are closing in on your income level a few years down the road and if you’ve grown your network like I advised in the earlier chapter – you’ve noticed that they are generally working 15- 20 hours less a week. After a few years of plugging away 60- 70 hours a week, traveling from dealer to dealer looking for greener pastures, you’ve begun to realize that this is indeed a crappy job. That’s why the concepts in the earlier chapter are so imperative. There has to be a greater good.

So what about the big brother beast looming over your paycheck? Diversify – that’s what. Start a home run business, invest, spend… the government loves you to spend. Start itemizing your tax return. Look for write-offs that were too much of a bother in the past. I have a millionaire friend in Colorado that tells me he paid 7% income tax in 2004 – what percent tax did you pay?

You probably thought the title of this section would lead to emissions and whatnot – you are partially right. No matter where you are, the rules keep changing. Check engine light on – fail, check engine light on – pass, drive for a drive cycle and re-test, you can test it but you can’t fix it. It goes on and on but you have to remember the beginning of this book. Remember the term perception? Learn all you can about your area’s emissions laws. If you can articulate the laws to your clients and correct your techs on proper procedure, you’ll maintain the optimal efficiency while growing that trust factor with your clients. In the end, a cleaner car is a healthier car – both in the effect on the environment and the maintenance costs to keep it on the road. Some states have safety inspection laws as well. The same applies. If the laws are subjective to opinion rather than pass/fail treat your client like a participant – explain the law and then put them back in the driver’s seat for the decision. Always, always, always keep in mind that you are dealing with laws. Laws are governed by politicians and lawyers.

Different areas have alternative regulations. There is a plethora of options out there for customer safety and hazardous wastes. Make sure you are at least familiar with them.

Cover your rear end. No matter how pliant you wish to appear, never cross the line of being a friend versus a service writer. Sure you could get your buddy an emissions sticker, but is it really worth what may come down the line from that?

The Software

Learn it,

love it, live itâ&#x20AC;Ś it is your tool just as the tech is turning a wrench â&#x20AC;&#x201C; you type. 42

Reynolds and Reynolds, ADP, Triad, UCS, etc….

I have been around the block a bit. Paragraph one, stated that I had experience and a track record and you may have said what record? Well, here goes nothing: AMC Jeep Eagle Pontiac Chrysler - Dodge Chevrolet Honda Ford - Mercury Suzuki Yamaha Aprilia Sea Doo Triumph Moto Guzzi Porsche Audi Lincoln Nissan Plus a couple aftermarket shops

A list like that and you think I haven’t seen some software glitches? Man I have seen some crazy stuff. In my experience I can say this with all authority – It’s all the same. Cars come in – cars go out. All this stuff just tracks what you do. We really need to simplify things in this regard.

Time and time again I train writers that can’t get past the obstacle of the keyboard. It’s a shame because if you think about the days when the job was done with a pen – it almost seemed easier and more direct.

Here’s what the computer does for the dealer and maybe you’ll be more willing to spend some time on it. Yes it writes repair orders, and creates invoices but it does so much more. It can track shop productivity, customer shopping trends, inventory, and inter-departmental transactions. Remember the chapter on networking? All your clients are in that stupid little box on your desk. In the old days the dealer would hire third party companies to handle records management and direct mail. Now with the sophisticated systems in place, they can manage their own data bases. Did a flag in your head just go up? I bet if you paid a bit more attention, you could figure out how or get your “Information Systems” manager to figure out how to round up YOUR client’s contact information. Remember the newsletter? How about emailing the newsletter to your clients? Everyone is going to have their favorites and their nemesis. I won’t mention mine here because it may give some of you an excuse to give up, but it still isn’t an excuse. Learn it, love it, live it… it is your tool just as the tech is turning a wrench – you type. One thing that dealers continue to do is give their Service Advisors the worst training possible. “Here’s your desk. Here’s your terminal. Good luck.”

Keep in mind the guys around you can help you get up to speed as far as writing a Repair Order, but put the time in to learn the rest of the system. Schmooze the I.T. guy and get some extra ability put on your sign-on. You need to access a client’s history, contact information, the company’s trends, and figure out where your strengths are and harness it. The clods working next to you probably haven’t thought this far ahead and aren’t going to be much help. Besides if you are new there, you are their competition. They probably aren’t really happy to see you no matter how much they smile at you. I am always amazed when I ask for the user’s manual and everyone just stares at me. Find one. Call the software company and order one, search it on the web… get educated.

Some things that are pretty standard in the multitudes of systems out there are: Instant Messaging, Email, and Web Browsers. Get access if it exists. Plant notes in your co- worker’s screens to help them. Communicate with the warranty processor and the cashier – your biggest assets. How cool if the cashier is referring you to a co-working competitor’s client? Another thing that I have somewhat mastered is the pop-up comment. Have a problem customer? Throw in a pop-up to warn yourself and others. “Always argues about the bill” is a comment that could pop-up and causes you to be more vigilant in your estimate procedure. “Dentist” could help you small talk and NETWORK. Use your tools.

Management

The automotive business is one of the most bereft industries in term of competence and leadership.

Management – Could have been its own book

Get it out quick. The automotive business is one of the most bereft industries in term of competence and leadership.

That out in the open, what do you do? It seems like the Automotive Business as a whole is full of folks that got there by accident. There has got to be a reason why these mental midgets continue to forge ahead in the industry. But here you are – half way into this book and it becomes obvious that you take your job seriously but have to deal with the guy that suffers distractions of debauchery. Off the cuff, I say read, read and then read some more. I am a big fan of the John Maxwell book – The 360 Degree Leader. It kind of illustrates what I opened with about leading from anywhere in the organization. No matter how atrocious your manager is – back him up. Sooner or later he will fail the system and the boob above him will have to make a decision. When the axe falls, the smart man is clear of its chop. You are not the only one in this spot. A whole bunch of managers in our business came from sales. Have you ever tried the sales floor for a living? It’s hard, but it’s a different kind of hard. A sales oriented manager is talking about prospecting and marketing because they never had to deal with your kind of flow in the service drive. Whereas a service oriented manager is concentrating on shop efficiency. What good is all the marketing if the shop can’t get the work done?

Some managers focus on a certain labor operation, others the influx of new customers, others try to offer crazy hours of operation. Sometimes I wonder why they never focus on the basics. Seriously, what do coaches do with sports teams? They constantly focus back to the fundamentals.

But you’re in my pages now and you probably want me to cut to the chase and tell you my focus. In a nutshell, I focus on my network and maximize my justifiable up-sales. Constantly I communicate with my techs to see where their strengths lie in regard to efficiency and springboard off that information. The existing client base and preexisting service operation should generate enough customer flow as long as I network properly and grow MY BUSINESS through referral. I also identify what my shop does not excel at and find a proficient source to refer my clients to. By referring work away I increase my shop’s overall productivity and create another network source through vendors. Did you just pick that up? I develop a network source through vendors. If you are doing business with vendors, then by all rights, they should be doing business with you. Work and define it until it comes to fruition. If you have a vendor not coming through with referrals… share his work with another vendor and monitor that new vendor for referral activity and so on. As time goes by, if you concentrate on maximizing your level of service to your existing customer base, you will undoubtedly see your bottom line grow. It’s cheaper to keep customers than grow new ones – with that in mind know that every successful up-sell to an existing client is a greater chunk of gross profit.

Outside of just the sales aspect of the job is what can be of serious detriment to your paycheck. The “Spineless” manager almost invents ways to give away money. Why! You see yourself as a professional charged with the obligation of protecting your dealer principles assets, and this clown can’t give away the store fast enough. This can be a tough and embarrassing situation. What’s my answer? You give it away first.

You already know the client is going to go over your head and your buddy in the manager’s office is going to cave in and give it away – problem is by the time the client gets to him, he’s ticked off. No matter what you give him its not enough to pacify him let alone satisfy him. There is no referral coming, no gleaming survey, no win. You won’t get paid and you won’t get any future business and it may still hurt your CSI. Jump in ahead of the situation and take the reigns. Consumers love a pro-active service professional. Acknowledge their concerns and their “feelings”. Move forward with an offer to appease them but make certain that you convey the importance of this maneuver in their interest and how much CSI affects you as a professional. If done properly, you will give away far less than the dude in the office. Be the hero. When captain manager gets tanked about you stealing his give away glory, just tell him you’re learning from the best – massage his ego and get back to making money at your desk. In the end he gives it away because he is too lazy to earn it… so now you’ve taken some load off his shoulders and he will be happy. Now comes the micro-manager. Over your shoulder all the time and never telling you how good you are doing… nope, it’s always wrong and needing tweaked. Do not fret young

advisor. Instead learn all you can from this man and how he ticks. It seems weird, but if you really work for such a perfectionist there is probably something to learn. Gather all you can from this guy and get ready to take your skills somewhere else because this guy will run you out someday when the hours get to you. The other possible way out is to go back to the beginning, when I wrote about appearances. Have the neatest, cleanest workspace and put someone else in his sights. As you sell and network your way to the top of the dealership and eventually the region, he won’t have any reason to hawk over you.

My favorite manager is the absentee-manager. Sure it can be frustrating that he never returns anyone’s calls, isn’t there to handle the heat, and is quick to pass the buck downstream after the manager’s meetings… but face it. When he isn’t there, you are really in charge. “I am as far up the ladder as you can get today” was my favorite line when I worked at a Denver Metro Dodge Dealership. Right, wrong or indifferent – it doesn’t matter if he chooses not to participate. Strange enough, these managers proliferate the automotive world. It has always amazed me how successful one can get by not being there. The key to succeeding in this atmosphere is to take the alpha dog role and run it like it’s your own. After all, who’s there to tell you any different? What if you have a manager that is just plain incompetent? Sooner or later you are bound to run into a well-intentioned boss who puts in his time and just plain can’t get it done. Sadly enough, this incompetent boob will venture from dealer to dealer doing well at interviews and cashing in his associations to get other jobs in management. He can easily run a ten year stretch in a metropolitan area and still not realize that he is his own problem. It will be the “dingbats” that work for him, or the “idiot owner”, or the crappy

product that runs him off. Absent of introspection he will always blame the dingbats he hired, the boss he asked to work for and the brand he chose to represent.

In this situation, just try to stay clear of him and his mess. Do your job efficiently and build a network of loyal “team members” to help your clients receive the best service. Stress that your clients deal with you directly and schedule your clients accordingly. If you are efficient and self reliant – adding to the bottom line, he has no reason to bother you and you have the opportunity to again take control of your little world. Always show him the respect of being boss and stress how you are there to help out when appropriate… then go to your desk and make some more money.

In the end, it’s always easy to blame others for our shortcoming. But I say this in all clarity. It’s up to us as professionals to analyze our surroundings and adapt a style to succeed in it. The management is just a piece of the puzzle, and one that can be easily dismissed in many situations.

The Media

If the news is good it makes your brand look stable and worthy of investing in. If the news is bad â&#x20AC;&#x201C; you are there to serve and make money in the process.

Media – there’s no such thing as bad publicity.

In the service field, the media is there to promote you. If you are taking the time to read this, then we can assume you are not a thief working in an unsavory environment. So when the news shows a heart-wrenching story of some old lady and her $9000.00 engine repair on a 1996 Ford Taurus, it just makes you look better. It’s like when a new recall makes a big splash. Heck I remember the tire snafu with Ford. When a job like this comes in you can perceive it as a pain in the rump, or you can see it as a sales and networking opportunity. Recalls bring back customers that long ago swore off dealer service. Have you any idea how many brake jobs I sold from the tire recall? The key here is to keep it light, make it easy for the customer and be sure to drop the seed for future sales. “Hey, have a great day… see you in about 3,000 miles?” Another great timely example – again with Ford – is the 05S28 recall. It is just a small jumper harness attaching to the brake master cylinder’s cut-off switch. The actual recall takes about 42 seconds to perform. When a client asks how long it takes, I tell them “In conjunction with your next scheduled service, this procedure will only add a few minutes to your visit.” This technique addresses their concern but also adds customer pay work to my repair order. If I were to bog down my shop with .2 recalls all day – we would go broke fast! How would your bottom line look if you could add $30.00 to 25% of all your tickets?

One thing I like to do is use a negative story to amplify my positive message. If there is a big story about non-disclosure at another dealer, I am sure to use the term disclosure when talking to my client. “Here is a copy of your multipoint inspection so we can fully disclose your vehicle’s condition”… do you get it?

XYZ Dealer gets caught in a warranty scam and you have a client ask you to bend the rules for them. The best response is always the most upfront response. One thing I am sure to say and articulate especially in front of other clients is “I fully empathize with you on this concern, but I am not in a position to commit fraud on your behalf ”. It sounds stern but is outright and honest. The client can not contest your statement and if they push the matter, you don’t want them in your shop anyway. Fraud is a crime – simple. In the end, be thankful for any press your brand can garner. If the news is good it makes your brand look stable and worthy of investing in. If the news is bad – you are there to serve and make money in the process. Win-win.

The Manufacturers

As a Service Writer there is little mandatory training. There is however, plenty of extracurricular training available.

Manufacturers as the Obstacle

No matter whom you are working for. The manufacturer, no matter how pure their intentions, is an obstacle. Sure they make the product that ensures you a source of employment… but the processes they invent can really bog down your system. Now I will ask you to step out of the box for a moment and wear someone else’s shoes. Where do you think all these processes come from? They were invented because people in the automotive industry are inherently lazy and push the system until the system pushes back. Twenty years ago a hard working fellow could pull down some crazy figures working in a dealership. Now the same hard worker proportionately takes it on the chin dotting I’s and crossing T’s. In turn, I find it hard to imagine what it is like for a younger guy just starting out. (I am talking about techs here) As times have caught up, I have been amazed at how much is lost through the administrative portions of the job. If a tech doesn’t flag or run enough time on a job – the claim can be denied. If the service writer adds a line to a ticket to better serve his client, the claim might be denied. If the parts department mis-bills a part, the claim can be denied. When a claim is denied, nobody gets paid. It seems like the manufacturers have a sole division dedicated to the cause of not paying their bills. Again I have to stress though that it is not the manufactures that started this mess. Technicians, Service Writers and Dealer Principles in the past were extremely greedy and thought they could better their bottom line by stealing from the warranty system. Now the manufacturer is making it

harder and harder to get paid. Unfortunately, it has become your burden.

As a good rule of thumb, it is always best to preface each line of a repair order with: Customer States, Customer Requests, or the like to ensure a good story on the write up. Then make sure your techs add an equally good story. The pen and keyboard will make them more money than any other tool in their box. The next rule is to view your open RO listing constantly to monitor the warranty process. If you see a bottleneck appear, attack it before other folks drop it off on your desk. My other piece of advice on the subject of manufacturers is to not overwrite your tickets. By that I mean, handle the clients concerns without rebuilding the car. A great example of this is the Rotor TSB on earlier Nissan Titans. Sure you could put new rotors on all the Titans you wantedâ&#x20AC;Ś but it would put a spike on warranty operation reports and flag you to Nissan as a mooch. Instead, handle the trucks that the clients were concerned about and continue to offer superior service in regards to their concerns. If a client doesnâ&#x20AC;&#x2122;t have a brake concern, and you replace their brakes anyway under warranty â&#x20AC;&#x201C; how much will that customer trust the dealer when they convert to customer pay? To illustrate how this kind of foolishness can bite you, I have an extreme case out of real life. I used to work with a shop foreman that also had a side business performance tuning diesel trucks. As these trucks would inherently have other mechanical concerns, this foreman would push through warranty repairs to restore these vehicles to proper working order. For instance, torque converters. We installed a truck load of converters in a year long span. Sure, the money seemed great at first and the techs got really efficient at

putting them in. The problem is, after a year of this nonsense, the manufacturer put the brakes on all driveline repairs pending individual approval. Now we had a bottle neck in the process slowing down the ability to serve the clients and taking away the chance for the service writers to maximize their time on sales, rather than paperwork. When I left that particular dealer, they owed me over $600.00 in commissions for backed up claims.

On a good note, the manufacturers have a great policy on pre-paid maintenance plans. At first you think “God, I hate those things” but then you have to look at it for real. Spend a little time with your warranty clerk and learn how to process the claims to help them out. You will be pleasantly surprised. While your service manager is busy trying to match Jiffy Lube and Pep Boys on oil change pricing… the manufacturer is paying you a discounted shop rate. A thirty dollar customer pay oil change can net your dealer $80.00+. Now take into consideration all the other stuff they let you do to the car. Read the fine print and give your client everything they pre- paid for. It is way too easy to assume every visit is an oil change. Look for the Rotate Tires, Fuel Filter and Transmission Service. The client will appreciate your looking out for them and the manufacturer is happy when that unit gets traded in and can be certified as a quality used car at lower recon costs. As a Service Writer there is little mandatory training. There is however, plenty of extracurricular training available. Float to your manufacture’s website and get information that your manager might not even know about. Become knowledgeable in your choice of brand. On the other hand, the techs have a never-ending flow of training to maintain a sense of excellence. It’s hard to be without them, but it

would be twice as hard if they werenâ&#x20AC;&#x2122;t trained properly. So again I say to become very well versed in your brandsâ&#x20AC;&#x2122; training options and stress how important it can be to the team. Technicians can be a squirrelly group. They want the training but have to depend on turning hours to get paid. Most of the time they find something else to do rather than check the training schedule â&#x20AC;&#x201C; put down your coffee cup for a few and check it out for them.

The Technicians

They are your Green Lantern and your Spider Man,

Superman and Lex Luther, your passion and your dread.

Technicians – another section that should be its own book

They are your Green Lantern and your Spider Man, Superman and Lex Luther, your passion and your dread. It seems that we are constantly at odds with others in our field. It takes a diversified personality to master both customer flow and technician demand. Being able to multitask and quell both parties is an art in itself. On one hand, you have the technician trying to get every last tenth of an hour out of a ticket. On the other hand, the client wants all kinds of stuff done for the least amount of money – in the shortest time possible (or impossible). My take on this is to be consistent and fair. I have learned from others that are smarter than me, that as long as you are consistent in your dealings with the techs, they may not like you… but they will at least respect you. Once that respect takes hold, a type of fondness develops. Remember that you are basically providing dual sided customer service. In this case you come in last, and by coming in last you put yourself first – at least in commissions. Get your coffee only after handling the client, then the tech. Always serve the client first, the tech second and yourself last. Furthermore, don’t be a martyr about it. This is your job, you chose it. Listen to these words as you speak them to your mind. Once the technicians see your consistency and your ability to follow through on what you promise… the loyalty takes hold… a band of brothers if you will. Your power at the service desk increases exponentially when you have a team at your back.

Beyond relational issues you absolutely have to nip other concerns in the bud. If you have a technician stealing, taking advantage of others, or disrespecting co-workers beyond the scope of normal “shop play” – address it. Similar to the paragraph above, it deals with respect. Regardless of position, if you have the fortitude to address a situation in a mature, stern, but open manner… the team will respect you more, even if the culprit does not.

From personal experience, I usually clarify the infraction with the person in question, privately. “Dude, tell me you didn’t sell these brakes with the originals being at 5mm?” I say it lighthearted and give the technician a chance to explain. In most cases, there is a reason for the action and the other techs are complaining to you because its one of the things they do best. So often I hear techs talking smack about other techs. Well just like a bunch of house ladies on “Bunco Night”, there isn’t a lot of credence in the gossip. Flagging Tickets

I pulled this out of format a bit to show its importance. Years and years in the business, and I still can’t believe the stunts that people try to pull. Everywhere that I have worked has its own pricing structure. Technicians take the job and then want to complain about the flagging procedure. If your company sells brake jobs at a flat 2.0 hours, then the job pays 2.0 hours. Time and time again, techs will come up – especially when you are busy trying to sell an extra .5 or 1.0. “This one has bearings to re-pack because its two wheel drive” “This truck has a caliper bolt that is hard to get out”. Too bad. You’ll never hear them say “Man that was a smooth brake job… just flag me at 1.2 and we’ll be good”.

I can’t tell you how many times I have fallen for it once, and then it turns into every single job. So don’t feel bad if you are in those shoes now. Heck I fell for it and I am writing the book! You’re trying to be flexible and fair and empathize with them, but the simple truth remains – same as it does for you – they took the job knowing what it paid. If they claim ignorance after the fact, then they are ignorant. You need to hold firm or watch your gross profit fall away.

Look at it this way. Does you employer pay you more when you deal with difficult people? Of course not, so why would you pay the technician more to deal with a difficult car – then bellyache to you?

The one thing I stress in this flagging section is to find out what your company’s structure is – then follow it. Some use the Motor Guide, the Motor Guide plus 20%, All-Data, or God forbid the technician guessing book. If your shop has no structure or process, push to get one in place. It will save a bunch of grief in your future. It’s really hard to explain why Bob gets 3.2 for a water pump and Jim only gets 2.3 for the same job.

Teams vs. Specialist vs. General Line

I have had the pleasure of working all three types of facilities. My favorite is General Line. Let me explain. The “teams” plan is where the shop is divided supposedly into equal teams of technicians, with each team given to a team of service writers. This never seems to pan out. From a management standpoint, they are trying to spur productivity with some healthy internal competition.

AAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAAA What usually ends up happening is one or two strong flagging techs AAAAAAAAAAAAAAAAAAAAAAA take it in the shorts for the rest of the team… as the team splits hours. Then the writers have concerns as comebacks cross team lines. Furthermore, every shop I have worked at using this technique has ended up with a service writing team writing work for all the teams. This means that there is usually one writer that just has a knack for pulling in all the work. As some teams run out of work, the other team can’t keep up with the sales. Boom! Teams is out the window. Now all the techs just want to work for the heavy seller. The specialist thing really gets to me. I’d say that out of all the things that truly annoy me – this is one of them. I worked at a large Ford store in Denver that stood by this firmly, for every ticket and gosh… it was murder getting your tickets through the shop! If you wrote up a 30k service, it might take two, even three days to get 74

it done. They had a lube tech do the oil change, the tranny guy service the transmission, the driveability guy handle the fuel filter, and the heavy line guy change the coolant. Are you kidding me?

Think of all the Fault Codes the depth of how the diagnostic systems intertwine... then think of the lost sales potential as vehicles cross from lift to lift seeking answers.

.5 hour for labor wouldn’t even cover me to rack the stinking car… let alone just change a fuel filter and get fuel sprayed on me. You see, that’s the concern. You get a bunch of primadonna’s getting to it when they get to it. Besides, no body else can “take their work”.

Now comes my favorite shop structure. General Line. To me, everyone is able if they are up to the task. The work isn’t theirs – it’s yours to give them to do. I don’t settle for the lube tech racking the car for an oil change and then not changing the fuel filter. In this format, technicians can grow with the demands of the business. You don’t have a stockpile of transmission services while a tune up guy starves. Instead, you treat all vehicles like a job in the queue and you get them in. When I do run into a matter that involves extra training, I utilize this moment for just that – training. Find the guy that knows the labor operation and is capable of doing it. Then have the lesser trained technician shadow him. Do I pay the trainee – NO. Heck I am letting him learn on my time. Do I pay the trainer? Depends. In most of the shops that I have run this way, it seems like one or two guys get stuck doing all the training. Because of this, I typically add a separate line to the repair order and flag the technician giving his time. It’s not a lot, but its enough to say “hey, I appreciate that”. Take it one step further and actually say “thanks”. It goes a long way. Beyond the efficiency in the shop, this format also improves customer perception. As a client it is stressful to see a coffee clutch of techs doing nothing while your vehicle is outside waiting to come in. This goes back to the beginning where I

was talking about perception = reality. If the clients suspect you are blowing them off, then you are blowing them off. They will also be sure to tell everyone they know about it.

The Dialogue

â&#x20AC;&#x153;Gee Bob,

at what point do you think the

really wore out?

The 50 feet we drove it, or the other 125,690 miles you put on the car?â&#x20AC;?

I saved this to later stages of the book. Following are some examples I have used very successfully in the past. Not all the tidbits here are for you, but take the grocery store approach. You don’t buy everything in the store do you? Of course not… just use what works for you in your situations. Another note – if it seems crazy at first, try it. You might be surprised. Remember that you are a salesperson and certain sales techniques are crucial to success in your field. Example One

You call a client and attempt to sell them what they need. Not what you want to sell but what they need to operate the vehicle. Let’s say it’s a failed transmission. Of course it’s a lot of money and they freak out about how “you people” are always trying to rip people off. I let them rant and scream until they are done. Then as calm and easy as possible in a low tone I just say “Wow, you know… I’m not here to be an obstacle to you. I am just here to try and help you fix your car. Is there any more information I can gather for you to help you make the right decision?” Amazingly, without arguing and getting angry, people just seem to deflate and say yes. Example Two

Selling a big ticket with a lot of fluff can be fun and when you do it…. You earn the respect of your team. A few times I used this technique that I borrowed from the guys on the showroom floor. 81

You hit the list they need vs. the list you would recommend and they ask about pricing and why it’s so high. Without answering the original question, go back to the wants and needs part of your sale. Recant what the car needs to operate the way the client expects it to. Then when you have them back on track, slide right into their concern but put them on the hot seat. “Well it seems like you agree with me on the car’s needs, short of the actual price… is there any reason we shouldn’t proceed with the service?”

Once you get their commitment to fix and service the vehicle, payment is just a formality. In this day and age there are countless ways to finance a repair. Learn what works at your service center for approved forms of payment and roll with it. Example Three The outright offensive client comes in with a bad attitude right from the get go. You can’t really throw him out but you’d like to. I usually put it right back at them – but as calm as a cucumber. “Wow Bob, I don’t understand who you’re truly angry with today, but I am willing to try and help you… if you’ll let me.” I love that one. I have used that on business owners, celebrities, construction workers and wound-up homemakers. If they are too high strung to get all that out without interruption, just try a simple “Who are you really mad at today?” Oooof! Example Four

The spoiled brat comes in and demands the whole world for zero down and no interest – you got it – consumerism.

This whole concept that if you go around verbally beating on people, you’ll get what you want is ridiculous. I miss the old days when a little kindness went a long way.

With these types of people I usually shut it down quick. This is what we do, how long it takes and how much it costs – sign here. I always try to identify these freaks at write up because it is so important to document yourself with them. They are the first to try to get out of the bill, like they didn’t know maintaining the car was their responsibility. Not only with these folks, but especially with them… a little stash of printed material describing the responsibility involved in ownership is great. Be familiar with owner's manuals and be ready to refer to them. For some reason, seeing it in print makes it real for them. So have a brochure handy that lays out the scheduled maintenance, and let them expect you to ask them for an approval to do more than they want to pay for. Example Five Delicate as it is, it is one of the ones that sticks in my craw. “The owner is a good friend of mine.” How can it be right that idiots treat you like trash getting work done cheaper and faster than you can? It ain’t right – but it is so. Gingerly approach your owner and embellish a bit. Tell him that all these folks are looking for a free ride and you look at your position as kind of a guardian of the owner’s equity. Is there a set pricing structure he’d like you to use?

I guess what really gets me is that in this business it’s considered OK to expect your “friend” to work for free.

Worse, they expect others to work for free based on a friendship they don’t share.

In my friendships, I try to help my friends succeed.. not go broke. Another way to handle this is to ask the client to have the owner call you. “No problem Bob, could you just have the Grand Puba give me a shout, that way we are all on the same page.” Lastly, a stunt I pulled to make my point at a Lincoln dealer was to write it up at retail and charge the Owner’s AR account. It may seem like career suicide, but my sales were strong and I wasn’t concerned about ticking off this owner too much. After a week of freebies being documented at retail, the owner got the message loud and clear how much he was costing himself acting like a high-roller. He of course wrote off the sales, and my commissions as well… but the freebie train got cut down considerably after that and my pay consequently went up. Example Six

"Everything is great." Don’t leave money on the table. Make sure to thank them for their loyalty, give them a newsletter and ask them to refer their friends. Example Seven

Another favorite of mine is the heap that broke something unrelated after you performed a separate repair. You know the type. They think they renewed the warranty on the car just because you installed new brake pads.

This one is so easy. “Gee Bob, at what point do you think the really wore out? The 50 feet we drove it, or the other 125,690 miles you put on the car?”

Try it. It’s fun to watch them react!

Example Eight

After the fact complaining, especially about price, burns me up. You tell them how much it is, they have a chance to say no and then they come to get the vehicle and it’s a different story. This usually happens the most at the beginning of February as the Holiday credit card bills are rolling in. I can’t help but be a smart ass in this situation because they are really just trying to ruin your day as if you personally broke the car or made up the price grid with hourly rates and parts mark up. It usually goes like this. You go over the paperwork and they just stand there staring at it as if it’s going to change. After a long pause of them working up the courage, they spout off something inherently naïve like “$18.00 labor to put in a headlight, I could have done that myself ”. The stupid thing is they could have --- but they chose not to. If you know what they do for a living, that’s best. But if you don’t you can still hit them with “Man that’s what I say every time I go to the dentist - $75.00 to clean my teeth?” “Yeah it’s like paying someone to sell me the house I already want to buy” “You aren’t kidding, everything is expensive nowdays… my vet just charged me $50.00 to squeeze my labs anal glands.” Have fun, that’s why stupid people are here… not to ruin your day – but to give you entertainment.

In the end, I guess I am just trying to tell you to enjoy what you have in front of you. This job can be the worst or the best. It takes a lot of time out of your life… so why not try to enjoy it?

Don’t be rude or disrespectful. Instead use your superior intellect and patience to quell the occasional idiot. It may seem at times like you are surrounded by idiots, but if you look at your business as a whole, you are truly surrounded by some great ones. When it feels at times like you just can’t stand someone take a moment to look deep inside yourself. Is there a way that you can alter your perception to appreciate that individual? Most of all, do not take things personal. I spent a good part of my service career taking everything as a personal assault and getting my feelings hurt. Remember that they are just machines and people can get weird about them sometimes… but it’s not about you. Sure folks get angry. Remember though in the heat of battle, that they are angry at a situation, not you. Enjoy yourself.

The Summary

In summary, I suppose I could call on my Judeo-Christian value system and simply say… do what’s right and treat people with love – money will follow. Although I am a staunch Christian, I can tell you it gets a bit cloudier in the business world.

Yes, treat people with love and respect… but with you in the middle you have to make sure you protect the technician as much as the client.

As much as you hate to pick through the details… study each and every report. Become the numbers person you never wanted to be. Management either on purpose or by mistake will invent ways not to pay you. If you are careless or negligent in maintaining your information, you have no one to blame but yourself. Also try to keep in mind that the bigger the facility and the more complex the accounting… the better chance you have of not getting paid. Sometimes, especially if you are new to the business, it is best to start with small “mom & pop” gigs to get used the terms gross and net. Always try to stay even-keeled and consistent. You don’t have to be everyone’s friend but you do have to maintain a certain consistency to earn your teams’ respect. Although it isn’t really broken down department by department in the main text… remember that every member of your facility has a job to perform. The job hopefully fits their skillset and personality. That in mind, go out of your way to say “hello” or “good morning”. Sure it sounds corny, but by picking up your phone and calling the cashier – just to say hello and not ask a favor – will make their day. Everyone on our side of the desk seems to think everyone on the other side of the desk has a cake job. Again I remind you

that you picked it, but seriously all the jobs in the dealer have their stress and deserve your respect.

I know myself that I have had issues with parts managers in the past. They never seem to take the hit when things go wrong. It always seems that the loss has to come out of the labor. Well, think about this. How would you like to be in charge of an aging inventory that isn’t moving but have to supply new lines of parts all the while maintaining a certain inventory level – based on dollar value? You see, everyone has their ball and chain in the business. Your task after having read this book is to identify that ball for others, then treat them with the respect they deserve. Once you begin to realize that you don’t have the only difficult job in the place, it gets a lot easier to do it well, and treat your team members well. Once the departmental barriers begin to break down, initiated with your kindness, things will begin to flow a lot better for you. Think of the client over the counter as your mother or wife and treat their wallet like it was your own. Find a way to appreciate the staff around you – no matter how hard sometimes – and keep your own attitude in check and your business will flourish.

To order more copies or join our newsletter, please visit our interactive website: HYPERLINK "http:// www.servicewriterbook.com/" www.servicewriterbook.com Published by Vonconcepts in the United States of America

Re-released after its initial publishing in 2007, Service Writing in Black and White continues to inspire those new to Service Writing as well as the seasoned veteran. The book that launched an entire training series for an International O.E.M. is now available on-line, on Amazon, and where books are sold. Photo Credit : Donald Medina

Comments From Book and Training: "Thanks Kurt, you rock. I just read through your book again and I was telling the guys, to me, it is more of a self-assessment, mo va onal, inspiring to be a be er person book than a service wri ng book. At least, that is what I take from it. Thank you for your knowledge and teachings." "I have implemented some of your ideas and our service department has been running so much smoother. For example, I got on top of all the ro’s and started calling everyone before they call me, now no one calls the shop for updates, this alone has freed up so much me for me, not having to constantly run to the phone and fumble through my stuﬀ to get them an answer. Now I call them and I’m ready with all the answers because it is my call not their call."

To My Readers; Receiving comments like the ones above make the wri ng and the effort put into training so worth it. I tell folks all the me - I didn't make this stuff up. I can't take credit for the good ideas -- just the presenta on of them. I feel a straigh orward concise approach works best with the Service Wri ng audience and my goal is to be er equip the field without wearing the reader out. Enjoy - and go make some more money!! -- Kurt von Ahnen