There are many types of independent tire dealerships throughout North America and all of these types can be pretty interesting when they are owned by the same person — a multi-store operator (MSO.) Here are several things MSOs can do to improve their business.
A few years ago, I wrote about an impending “wage war.” The primary driver at the time was a shrinking talent pool at the beginning of the pipeline and an aging skilled workforce. (At the time, the average age of a master certified technician was 55.) When you combine those two factors, it creates a wage imbalance.
If you get 30 tire dealers in a room and bring up point-of-sale (POS) systems, prepare for 45 different opinions and a very long, passionate conversation. This month’s column is not going to endorse any particular POS system. Instead, it will help you learn to drive your POS system like the race car that it is and understand what role it plays at your dealership.
Anyone who has worked in the tire and automotive repair business for even a week will be familiar with metrics - important financial and operational milestones or ratios used to evaluate how efficiently and profitably a store is run.
It is safe to say that 2020 was a stressful year. Nearly every facet of your business was pushed to the limit, and while 2021 seems to be shaping up as an improvement over last year, the first half is not without its challenges. In this MTD exclusive, Dennis McCarron explains why finding a stress relief valve for your employees is critical.
I know you’ve heard me grumble about technicians performing poor, improper vehicle inspections - or even skipping the entire inspection process - before. Performing thorough inspections can grow your revenue and when done right, will make customers happy.
First, let me take a moment to congratulate every hard-working mechanic, general service tech, tire tech, alignment specialist, sales advisor, store manager, service manager, owner and anyone whose title I didn’t mention who made it to the last few months of 2020.
This column is about consumer finance options. And it may ruffle some feathers. I think that offering options to consumers so they can make the best decision for their vehicle, their budget and their situation is great. What I see as a massive opportunity for our industry is in how we offer that option.
Some days, it may seem like you were busier than all get-out, but you didn’t make any money. Other days seemed slow, but you were stunned at how much cash you generated. Sometimes the retail world doesn’t make any sense, does it?
The repair wasn’t done right.” Ever hear this from a customer? About 75% of the time, this statement results in the dreaded service “comeback.” That leaves 25% of your customer base that doesn’t even give you a chance to even make things right.
Modern Tire Dealer columnist Dennis McCarron has some practical tips for dealing with the vampires that rob us of time. One example is the “buddy system” for taking care of “drop-in vampires,” i.e., vendors who show up unannounced.
Most independent tire dealers get into the tire and automotive service business because they enjoy fixing vehicles or selling things. Many probably started working for a larger chain or their father/mother/grandparents and got pretty good at fixing and selling, so they thought, “I’d like to be my own boss doing this.” And they scraped together enough cash, took on enormous debt, and hung their shingle outside.
If you are frustrated with your customer’s price focus or “always wanting a deal” type of mentality, Modern Tire Dealer columnist Dennis McCarron has some shocking news for you: Your prices are too low.
Why does it seem that on some days, owners can’t peel themselves away from the counter and the service consultants are nowhere to be found? A tool you can use to keep everyone focused on what’s important is a job description.
Every year, you have a chance to be fair to your customers, your employees, and yourself. Earning 10% net profit year-over-year is your fair share, and it’s your retirement. The "industry norm" of 2% to 3% net profits will not be enough.
Dennis McCarron has a challenge for every manager, owner — every boss. He's even made it a double-dog dare: for one week, only point out the positive things your employees do, and keep the negatives to yourself.