fashion nova linkedin
(funky rock music) - welcome to the servicedrive revolution podcast with your host chris"the bulldog" collins, and gary daniel "the g-man." - hey everybody, welcome toservice drive revolution. today we have a great podcastfor you with the finalist for the $50,000 service manager challenge, and i'm glad to announcethat gary made it. (laughing)
- i survived? is that what you're saying? - you lived. - i made it one more weekof life, i have left in me. - did you guys hear where we read his cholesterol last week? yeah, it's not good. - 300 or 400 maybe.- he's on borrowed time. - 264, is anybody over 264 in this room?
- no, of course not. - i win! i knew it, i knew i'd win that one. - that's a bad thing to win, bro. - i'm in first place. - he's so proud. but, he did bench, what, 200this morning, what was it? - 205, baby. - 205, he's strong.
- yeah, i feel good. i don't know, i feel great. - don't look at your blood. - we did see dr. lau recently at a party. we walked in and hedidn't even recognize me, walked right past me,walked up to you, chris, and then started hugginghim and that was it. and then i said, hey, dr. lau, and he goes, gary?
and i go, yeah, and he goes,oh my god, you look good! and i'm like, that's whati've been telling you! i look good. i don't know what my blood test says. - he's looking at your blood test. - i'm not. - he thinks you're 300 pounds. - i'm not 300 pounds, man, i promise. - it was funny 'causewe're at this big party at
this big house, i don't know. there's like 1000 people there, and, all of a sudden, the power goes out. and like, it's 100 degrees and it starts getting hotter and hotter in the house, and people don't know what to do, and people are comingin, like we're looking, we're trying, and they would come back, and they would try andthen gary disappeared
for ten minutes, powercomes on, he comes back. i guess they were alljust staring at the panel? - yeah, they were at the circuit panel that was in the garagewith all the breakers, and they didn't check the main. and i asked them, check the main? oh, no we looked at it, we looked at it. i'm all, no, it's themain, check the main. they didn't, they didn't, so i -
- the conclusion. - i walked outside i'm like, bink! - the conclusion is thatmillennials don't work on stuff. like so we were asking'em do you know how to replace the fan belt or, nothing, - no, no. - they don't work on, that younger generation isn'tgetting their hands dirty. right?
- yeah, and i mean literally they had no, they were calling an electrician. - yeah. - to flip a breaker. - it would've taken hours. it's so funny. - yeah, there's this half amillion dollar party going on, they don't have anypower, the music's gone, and they're gonna callan electrician 'cause
nobody knows where the main breaker is on the side of thehouse, it was hilarious. - gary's like, i'll replacethe wire harness, let's go. what's it pay? - car need brakes? let's do that too, while we're here. - 22 hours. so i'm really proud ofyou guys, in reading your, a couple of them, honestly i got choked up
with your summaries thatyou submitted, your essays. and, i wanna give you guys some numbers, some stats really quick tospark this conversation. so, everybody that enteredthe $50,000 challenge on average they were up 9.2 points in csi, their net to gross was up 13.7%, and their elr was up $23.30. the six that are the finalists, your csi was up an average of 19.24%.
your net to gross wasup an average of 17.1%, and your effectivelabor rate was up 22.54. - nice job.- pretty impressive as a group.- yeah, good job. and in that average someguys were up, you know, huge numbers in eachone of those categories, but kind of the key isto be up on everything, but it's amazing, amazing results. so, let's start kind of with you, adam.
and talk a little bitabout your journey as i know in here you talkin your essay you talk about you were a technician, and then- - correct. - how did it happen? i, you were on our list ofpeople to be a potential manager, there was a change, right? - mmhmm. - we moved somebody to parts?
- ken, yeah. - we moved him to parts. - ken moved to parts,and then i think that the idea was for eric to be able to just handle it by himself. that was four-five months and, y'know, just i guess it wasn't working, right? we went back workin' oncars and you come up to me- - and you were studying to be,
the whole thing was everybodythat you asked about adam, like, we would say, welladam would be great, he'd be a great manager,so they had bmw and mini, and he was a minitechnician, but the best. he'd just gone on a tripto like the philippines? - thailand, yeah. - how do you win that trip? - it was the top eighttechs in the country. - but, how do they determine that?
i always hear that- - there's a bunch of tests and then. - like they put a carwith a bunch of tricks, and you gotta fix it? - well they started out doing that, then i was in thatcompetition for ten years, so i did the beginningtwo years of it was that. you would do bugged cars,and you would fix 'em, and then you'd win, so.
- and, you were studying to be an actuary. - correct, yeah. - and so everybody would say, the president of thecompany would be like, well, he won't do it becausehe's gonna be an actuary. and i'm like, well what's that? first, so i think thefirst thing i asked you when i called you in waswhy do you wanna do that? and then, you got all excited
and you were explaining it to me, and then i was like, oh man, he does wanna be an actuary, i don't know. - when i heard that ithought that does not fit, there's no way, i can'timagine you just sitting like staring at a screen for- - you had met me beforeyou found that out, right? - oh yeah, i had knownyou for a little while before somebody said that,and i was like, really?
- that's what i thought wouldbe the winning combination, where i got a guy that'sgood with numbers, and then some personalityat the same time. - they don't needpersonality in that field. they don't want it. (laughter) - they do. - i told you, i was in nashville, and there was an actuaryconvention, right?
- right, yeah, you told me that story. - and, they don't have personalities. - well, the guys thatlead a bunch of people always have personalities, so i figured i could get in there, and- - it's very rain man. (laughs) - yeah, i don't know that thelead accountant's got the, i don't know if that's the same thing.
- but if he did, would herevolutionize his world? that's what i thought. - but yeah, i'm glad youdidn't, long story short. - you're not studying foractuary anymore, right? - no, no, i put that aside. - we've ruined somebody else'slife with the car business. (chuckles) - you've ruined severalpeople's business, by the way. - stealing my way.
- so, the part of yourstory for the podcast that i think is really interesting, and really is a tribute tohow much this is mental, is that you were a tech. - right. - and, you went from a tech to a manager. - nothing in between. - correct, yeah, no service advisors. - the advisors tried to tell you
that you didn't know what you were doing because you'd never written service. - right, right. - all that, right? - yeah, they tried togame me a little bit. - but, it's all the same. it's taking care of customers,following the system. - yeah, i mean there was abig learning curve, initially. i, y'know, didn't know anything at all,
but, anytime i undertake something, i'm gonna push to figure outwhatever it is i don't know, and i'll go figure that out. so, if i didn't know something and somebody was telling me something, i'd say, okay, well, tell me about that, and i'd get a chance tolearn whatever it is, and then i'd know, okay? and, how much time do you have to spend
on the drive looking at what's going on, and hearing people talk to customers, and then talking to them yourself after they blew up the advisorand you've gotta handle them. i mean, at some point, youfigure it all out, y'know? so, for me, that part of the journey was, it was the dedication i had to put into trying to figureout the new position, and then determining who i wanted to be,
as far as a manager, y'know? and, if i'm going to lead people, i have to gain their respect, and you can't gain their respectthrough expert authority, if you weren't an advisor before. no advisors gonna respect youas an expert, as an advisor, so there's gotta be other ways, but if you know your stuff, you're serious about what you do,
you have a passion for whatit is you want to accomplish, you dream big and have a big vision, and people buy into that, then you're leading people, even if you haven't donewhat they've done, y'know? so, for me, that was kinda the push. - dream big. - that, and, like being able to do long division in yourhead probably helped out.
- no. - no, you tried to game me once. have you heard that story, with the missed opportunities report? - so, you guys all know we have the missed opportunities report, right? and, like, they werestruggling in there numbers and i'm there, and i'm like, bro, it's all about the missed opportunities,
and he's like, um, i'vebeen thinking about that, and i'm like, oh shit, here we go. i've been thinking about it. so, he was trying to build into the missed opportunities report, some sort of element ofchance or error, i don't know. - there's a component formeasuring the mechanical work that's also sold on the vehicle. okay, so you've got a measurement of
the missed opportunitieswhen you look at maintenance, and then, also, youlook at what's been sold mechanically on the car, so cos, invariably, i wouldget stuck in a conversation with an advisor whose sold3,000 hours to a customer, and decided to not say anythingabout all the maintenance, and he missed 100% of the maintenance, which was maybe another 2,000, and he's like, what are you talking about?
i sold 3,000 hours of stuff to this guy. and so, at one hand, youhave to say, okay, yeah, good job, but you forgotall this other stuff, so what i wanted to do, and you're thinking of gaming the system, but really, it was a tool for me. i put that into the reportto show a measurement of how much actualmechanical work they sold, so i could take thatoff the table for them.
hey yeah, look, great job, but look at all thisother stuff you missed. y'know, so, i beat them to the punch of using that as anexcuse, and that's the best missed opportunities reportwe've got, by the way. bro, that's a great spread sheet. - i don't think i've ever seen it. - i tried to use it, it made my head hurt. and now, i'm an excelguy, bro, i love excel.
- let's get it out of theway, i'm not smart as you. - it's not about that. - it's like that came in,they bought it, they didn't. - yeah, right. - that's it, i don't know. - well, i've still gotyou just doing hashmarks. - like, if we could do itwith a rock on a string still, that would work. i'm very visual.
- i just think in spreadsheets, so i had the picture anyway. - well, yeah, you're smarter. - that made sense to me, and i could use it as a toolto leverage performance. i mean, really, that'sbasically what i did with it, so it was a good time. - okay so, we're gonna go. - adam, before we move on.
- yes. - can you just say where you're from? - i am from chicago. - i don't think we shouldsay the stores, no. - what about, how long? - people will call him? - how long have you been with chris? - so, we, our whole store,we've got three stores, and the three stores have beenwith chris for four years,
so i was a tech for the first, like, nine months of that, basically. - okay. - so, but then i moved overto the management spot. - and, there you go. - maybe even less than that, actually. - so, adam has embraced theinstant inspection world, too. - oh, clearly. - you're a ninja with that.
- yeah, watch out, the poster child. - okay, alright. - jeff. - hello. - i'm looking at a pictureright now of your, um, hold that the right way. - oh, no. - of your advisors with nerf guns. - i know, i sent him a text after that.
i love that. - i give high respectfor the giant nerf gun. - yeah, every time we come outhere there's a new nerf gun, and then i go home and buy it. - jeff, what do you say weclose to day and go huntin'? kill some deer. - i'm always looking for new nerf guns. - so, tell us a little bitabout your initial reaction to the chris collinsthing, and then kinda-
- for me, it made senseimmediately, y'know? you always hear the other servicetraining that's out there. i've been through some of it, and it's just, i couldn't buy into it. and, i saw a couple youtube videos, and i'm like that is what's up, y'know? it's the customer experience. - makin' friends. - exactly, making friends, the whole deal,
and, after that, y'know, itwas probably about a year before i could finally convince the gm to get me some training, because i'd been the service manager, probably about, oh, six years, and i got to go to servicemanagement one in 2010, so that's it, that's all i had. - was that like an ada, or? - it was ncm.
- ncm, oh. - yeah, and everybodyelse, y'know, in my group, got to go even the second part of it, but i just got to go toone, and that was it, so, but yeah, i just really,really like the program, y'know, and, it was so easy. - any obstacles, like when you went back? were your advisors like, you're crazy? - y'know, you don't eatthe elephant all at once.
y'know, one bite at a time, so you just kinda get themaintenance menu setup, y'know, get everything in place, and then you just slowlyintroduce new things. and like you said, it's about90 days, and then you're good, and they start seeing the results. they love the games,y'know, you make it fun. y'know, and then the accountabilitysneaks up and gets 'em, and they don't even know it.
- that's the trick. - it's pretty awesome. - what's your favorite game there? - well, we do a little pie in the face. - oh, yeah. - yeah, yeah. - i wanna do that? - like the real mario dood? - no, no, no, y'know, the little hand that
throws the whip cream in your face? - and, if they sell things onone ticket, i'll take the pie. - ah, okay. - they love it, it'sawesome, so good times. - yeah, whenever you're having a slow day, if you throw yourself in frontof a nerf gun or something. - they'll usually wannashoot you mad, they want to. - and jeff, you've been in the program, i was looking at your account,
five months, does that sound right, may? - we signed up in april, maybe. - it was march or april,something like that. - march, right, and then april boot camp, so we got up rockingand rolling right away, just embraced the whole deal. - and, it's awesome, three record months. - wow. - immediately.
- yeah, i was looking at those months, like you made a massive turnaround fast. - yeah, it was awesome. like, it's unbelievable. - yeah, you're helpingwith sales now, right? - right, yeah, so the salesdepartment is the weak link, and i was always kinda,y'know, profitable, but now that we're just killing it, i've actually helped the sales managers
interview sales associates, and trying to get the salesdepartment turned around, and i'm a big picture guy, y'know? i know the more they sell, y'know, the more opportunity i have them back. - yeah, they're buildingyou new customers, right? - right, yeah. - all the time. - absolutely.
- the more cars you sell,the better off we are. - yep, it's great. - for sure. - cool, thanks jeff. - nice job, jeff. - thanks, guys. - jd and i hit it off rightaway because of our beards, so we had that in common, and then, didn't i send you beard oil?
- you did. - and then, from home, he went and got a trim fromhomer actually yesterday? - yeah, i was envious of you. - so, whenever he comes infor a meeting or something, he goes to homer. - you get him today? - yesterday. - yesterday, okay.
- yeah, he squeezed me when i landed. - i had to represent. - yeah, when we met homer, he was just making beardoil in his kitchen, and now he's got like an empire. - yeah, now he's got beardboxes and beard combs. - this whole thing. - he showed up in the opposite league. - we should've started a beard thing.
- right? - always behind the eight-ball sometimes. - no, but, so, tell us, imean we clicked right away. - and, we were speaking thesame language right away, on a lot of the stuff. - yeah it was, i mean,i met you last year, i've known of chris and the organization, since, probably what,september of last year, and it was that aha moment, y'know?
finally, somebody thatlooked outside the box, or, y'know, the law ofthe lid, they had no lid. i was always the outside withmost of my organizations, cos i had this very gung ho approach to taking care of things, and i was sitting in themeeting listening to chris, and i'm like, i look at hispay-plans, i look at this, i said, oh my god, y'know, it's kinda like the youfell in love type of moment.
it's like, y'know, there's somebody else that spoke your language, and so, i mean, it wasn'teven before i left portland that we already startedchanging all our prices, and, y'know, i always hada good better best program with my alignments that i'dalways wanted to implement, and, y'know, finally at the reading, we got it taken care of, and it was just like wildfire down there.
- you're doing lifetime alignments, right? - yeah, i'm doing one-year, three-year, and lifetime alignments. - tell us how that works. - the standard, y'know, alignment is $139, and it's good for 12months, 12,000-15,000 miles. - so, you warranty the alignment? - awesome. - then, if the alignment ofthe car is potholed or damaged,
within that 12 months, they can come back, and get a reduced price for $89.95. and then, we offer a three-year alignment, which will take care ofmost of the leased vehicles, and that runs $169.95, thesame type of parameters. and then we have a lifetime alignment, which is good for as long as you own the vehicle, for $199.95. it's just a gross monster.
- yeah, and you're sellin'em like crazy, right? - yeah, the best month wehad was just shy of 200. - wow, nice. - that's good. any obstacles? - y'know, the biggestthing i had, i learned, being with the coaching group,and working with you guys, is i've actually had to start to read. and, y'know, kinda like theforrest gump of everything,
i'm not a smart man, so, y'know, listening to books has come a long way, but what i've learnedis that i had to become the leader that i want to be, to be able to lead my team. and, there's that natural growth, the painful growth that comes along with wanting to be a better leader, and fail, and make those mistakes,
and, y'know, i'm not sureif the greatest obstacle was getting out of myown way, and me growing, or having to, almost, love the team enough to treat them like yourkids and listen to them, and the flack coming back,and just growing with them, but, i mean, i'll sit here and say, the team that's down therein corpus christie right now, they're the results, and, y'know, i couldn't have been happierto lead that team down there.
- yeah, i think, most of the time, jd, it's, y'know, the samething, all of us, right? it's us. what are some good books that you read? - actually, i see the one, right over there on the windowsill. i just got done listening to that. ego is the enemy, thenew ryan holiday book. - good?
- oh, it's phenomenal. - stoicism again? - yeah, but he actually goesa little deeper into it. he still has a little bitof a stoic base to it, but he actually goesinto how good leadership, either there has to be a humility that goes along with leadership, but i was talking to gary on monday about the pitch anything,about the oren klaff book.
- oh yeah. - about frames, that, to me, y'know, i heard the podcast youguys had a month or so ago, but listening to that book really, y'know, made a good impact. but the first one, of course,with jacko, extreme ownership, was one that really drew me in. y'know, the instrumental chapter for me was when he swapped boat captains.
- with buds. - that's a great chapter. - and, it really showedthat it's not the team, but it's the leader on the team. - that can motivate the people. - and, when i heard that, it really just ignited that fire, that it's like, you haveto be the best you can be, not just for yourself, but for your team,
because you have people. and then, y'know, a lot of the podcasts. y'know, not to keep going on,but when rogan had jacko on, last year in december, and he was talking about,how can you really compare business to the battle of ramadi? and, jacko looked at him, and he says, have you ever had to fire your buddy? he says, you just terminatedthat person's career.
you just ended that guy'sway of earning a life, for himself and his family. and of course, rogan jokes back and says, well, y'know, that's why i'm not a leader. but, y'know, that'swhat we have to look at, as leaders, as managers. that's the level ofaccountability that we have. we're in the trenches everyday. - hm.
- it's pretty intense. - you mentioned the law of the lid. did you read maxwell'sbook, 21 irrefutable? - i did. - so, where'd you find yourselfbumping up against your lid? do you know where that's at? - for me, i can dream big, i can see it, but it's the actual implementation, and actually believingthat it can be done.
and, a lot of it's just,y'know, my own excuses, i mean, and that's wheremy lid was chris, y'know? like i said in my story. i mean, he asked me what iwanted after just meeting me, and he had that look, y'know. he said, that's bullshit,whatever you want, you can get, in a lotof ways, my lid was me. y'know, i could think it, i could see it, i could dream it, i could want it,
but it's the rationalization that gets into the day-to-day life that oh, well, this is gonnahappen, this is gonna happen, instead of just saying, justgo after it and go get it. - it happens to all of us. - that's my favorite thing,and being close to chris, for all these years,is that's the one thing i saw 20 years ago, y'know,when we got together. i just said, the guy's got no lid.
like, that was one ofthe first books i bought when i became a manager wasthe 21 irrefutable laws. - to this day, it's one of my favorites. and then, chris comes along with no lid, and i'm like, oh mygod, what am i thinking? i have to do something about it, and everyday we get challenged, but it's interesting whenyou become aware of it, to see where you bumpup against it, y'know?
where you say, wow, that's not possible, that's really hard and i can't do that. it's interesting to be aware of that. - what's the most recent thing that's challenged you with the lid? that drove you crazy? - the $200,000 was atough lid to get through. - you busted right through that. - yeah, i mean, i know,it was tough, though.
- you didn't even do 200, wasn't it like, what was the number? - first one was 209, then it was like 275. - so, we just cracked through it. - he taunted me with thelittle thing that i wanted, put it up on a shelf. - the watch. - yeah, it was the watch, yeah, so. it took me a minute to get there,
but yeah, it helps yougrow, it helps you move. it's good to have somebodychallenge you like that. - oh, it does. i also listened to a new garybenichup book, ask gary b., and there was a big chapter about fear. - and, i think that a lotof times, our lid is fear. it's the unknown on the other side of if we actually get it. but, i will say that,y'know, a lot of these people
have these goals thatwant to obtain a certain, y'know, either an ipo, orthey wanna sell their company, and you want to obtain a certain goal, and we had a big goalfor march of this year, and we hit it, and itwas the most exciting, but also the most defeated time, because you got to the goal, and, y'know, that was just the first stepon the path to keep going. and so, y'know, there'sreally never that pinnacle,
there's never really that top. you just gotta keep going with it. - yeah, it's a journey not a destination. - i like what jacko says a bunch in roll a rock back down a hill. - yeah, yeah, he says he likes to, it was one of his podcasts, right? somebody asks him what happens,so he said push the rock? push the rock is what hesays, i wanna push the rock.
- i wanna push the rock. - and he says, what happenswhen you get the rock to the top of the hill? he goes, i dunno, i'lljust roll it back down and start back over. because, for him it's notthe top that's the goal, it's the journey that he wants to be on. - good. - alright, thanks jd.
- rocky, rocky! - are you a dallas cowboys fan? - yep. - heehee. - you interview him. - my seahawks lost last night. - did they? - i mean, i know it'spreseason, but still, come on. there's a lot of dallas in this room.
- yeah, they sold out the coliseum. dallas cowboys came out hereto play the new something, i don't know, the new football team in la, i don't know who theyare, they mean nothing, but yeah, they sold it out. - they sold it out, yeah. - cos, the boys came to town. - i know, rocky, you'vedone an amazing job, and had a huge turnaround in numbers,
but, i mean, you haven't really, or it hasn't been muchthat was too rough, right? you were just game, youwere like i'll try it. - oh yeah, it was justsmooth sailing all the way. - really? - not really. - you worked really hard. - yes, it took a lot of hardwork, a lot of preparation. - does it seemed likeyou sabotaged yourself,
or that you just went to work? - that's what it took. - it's just a lot of work. we launched in april, but it took two monthsto get ready to launch, and that was probably the hardest two months of my career, not only physical work, butthe psychological part of it, all the kick-back from the different,
the big change that you had tohold everybody together for, as far as anyone from theadvisors, the technicians, everybody saying, oh, well allthat's too good to be true. and, that's kinda what had to go around, and, finally, we launched,and then it even got harder, or more hectic. - yeah, the speed and themomentum picks up, right? - mm, yes. - so, what are a couple things,
for any manager listening to this that you could give 'em tips,y'know, that would inspire them, or help 'em, specifically,to increasing your csi, and increasing your sales. - well, it's like this process, there's some basic stuff, but then the new stuff, but first it's getting that stuff going. it's your processes and accountability.
accountability's the main thing. we have the tools now tohold them accountable, and it holds us accountable, too. - yeah, it's funny that in some scenarios we have the new stuff, but inmost scenarios, it's paper. - yes, right. - it's not digital, it'snot sexy, it's just paper. - we're gonna do it. - well, the new stuff, the gamification,
getting the advisors excited, that's where it pushes you up. the process shows us where to focus, to get the results we're looking for. - yeah, exactly. - how long did it take youto buy in, like to believe? did you start out like,yeah, we can do this? or, were you like mm, i don't know? - well, i was in a 20-groupmeeting the first time,
when chris was doing the meeting, a lotta good stuff, there. i automatically startedpicking up on some of it, and took it back to the store, and started talking aboutbringing the cci group into the store, and jim and i sat down, and, we have a good working relationship, and he said, you really wanna do this? i said, i always wanna knowwhere my store could go.
november, i'llve been there nine years, and we've grown every year, pretty solid, just, y'know, a little bit at a time. but, we know that there's a lot more that we're not capturing, and we don't know what the lid is, as you were talking about. so, we talked about it, and said, we're gonna be totallyexposed to everybody
in our company, cos,y'know, wind comes in, so, right from the start, i was anxious, but oncewe signed up for it, he says, okay, what've we done? but, then, to actually kinda start looking at everything, and going,okay, i agree with you, this is one more struggle. the different areas, though, because i know that's my weakness,
but i'm gonna do it. i said, don't think i'm not bought in, but you're gonna have to push me on this, so, but that was a whole,the thing about having the consultancy to helpus get it all launched, and that's what's- - i know, i hate the word consultant, cos in our industry, i experienced, when i worked in a dealership,
the guy comes in, and hemakes everybody feel stupid, and then leaves, y'know, you just made me feel real stupid. - oh, i know, that'swhat i've said before, that all the consultantsi've dealt with before were the ones that couldn't do it, yeah, and get the job done. - yeah, that's the joke, youknow what a consultant is, it's a guy between jobs.
- yeah, yeah, yeah, but not the case here. not in any shape, form, or fashion. - yeah, i wish we couldthink of another word for it, though, just because of thestigmatism in our industry. yeah, it's just this industry, it's like a four letter word now. it's just been beat up too many times. - and, that was like the kickback, too, cos everybody comes in promising you,
everybody's gonna make more money, we're gonna take better careof our customers, all this, and soon as the consultant's gone, it all goes back to normal, but not with this process, though. - no, and it's a collaboration, too. - mm. - like, you're contributing to the success of everybody else,
because what we're doingis taking what's working, and spreading it toeverybody in the group. - which, makes us looksmarter than we are, but, really, the industryneeds somebody to be a conduit to how can we get better. - and, make it fun, too. it doesn't have to be so oppressed. right, for sure. - oh, i meant to give you guys these hats,
did you see the hats? (whistles) - nice, very nice. - we're pulling out allthe stops, you guys. - free gifts. - oh, that's doug's. - no? - oh? - thank you rocky, great job.
- matt, so your essaygot to me a little bit, cos you definitely were conflicted. - yeah, totally. - you were having a hard time. - well, it's like we just talked, y'know, i'm prettystubborn, for one thing, y'know, so that's a roadblock, that's one of my lids isthat i'm very stubborn, and hard-headed sometimes,
but, y'know, i've been in thegame of this auto industry for 17 years in one form or fashion, y'know, in differentpositions and so forth, but i thought that i waspretty smart, y'know? i thought that i had my stuff together, and saw you at an nada, youwere doing one of your sessions at nada a couple years ago, and service drive judo,y'know, as the thing, and i thought, oh,that's kinda interesting,
y'know, it intrigued me, and then, my gm, constantlybrought your name up over the next several months, and i really foughtspending a bunch of money to get a quote-unquote consultant. all the reasons we just said. i mean, i've been around enough, i have dealt with plenty. in fact, the organization, y'know,
that i'm with now, had broughtin a whole nother group at another time, to consult, and not one thing stuck, y'know? and so, i really foughtit for a long time, and then, finally, i decidedto kinda give it a shot, and the first thing that i learn is that i've gotta change all my pricing, and then, mentally, ijust shut down, again, because all i'm hearing is thati've just gotta charge more,
and then things'll be great, y'know? and, that's, shame on me fornot learning about it more, but my stubbornness kicked in, and i said no way in the worldam i gonna price an alignmnet at $124.95, that's crazy, y'know? we got a guy down the street from us that has a sign up, home ofthe $55.95 alignment, y'know? i said, there's no way i'm gonna do that, i'm gonna drive people away.
and, it took a lot ofpondering and thought, and prayer, and differentthings that i believe in, and i just decided, you know what? we're losing money, y'know, i need to do something different, so i just decided tojump in with both feet. and, once i took anotherlook at everything, and i learned more about thecustomer experience piece, and i learned more aboutthe financial statement,
and how all that works, and i realized that everytime we sell a service, we're essentially losing money, y'know? i decided, it's kind ofamazing what you can do, when you price somethingso you don't lose money every time you sell it, y'know? it's amazing how that works. - first, you have to know thatyou are losing money on it. right, you're kept in the dark about that.
- my whole career, it'smaintenance is cheap. - my whole career, that'sall i've been taught, y'know. so, that was a really hardroadblock for me to get passed, but i'm so glad that i did, y'know? i'm so glad i learned whatreally needs to be competitive, and what the difference is between competitive and maintenance, y'know, there's a difference. there's certain thingsthat we do need to price,
really inexpensively, y'know? oil changes, tire rotations, and brakes and batteries, y'know, i mean, that's essentially it. the quantity there is very few, and we repriced everything,we put in a labor grid, we trained on maintenance,we put in the games. having mario out was great, really kinda helped meunderstand the process,
but i probably took three to four months of analyzing all the data, and doing the training, and pricing and playing with numbers, and i was kinda slow toreally launch everything, even from when we signed up,y'know, back in september. - yeah, you remember whenwe would talk originally when we were here for coaching. - you'd be like, so, i'mgonna ask you some questions,
and you'd preface everything with, i'm not buying into this yet, but explain this again. - four months in. - that's the way i am, y'know? - you're always very sweet about it, but you're like, okay,i don't know about this, but what does this mean again? yeah, it's pretty fun.
- y'know, and then,finally mario coming out, it just made it all click. launched it, y'know,over the next few months we saw a tremendous growth, y'know, we saw our whole serviceadvisor team is all green. i mean, the reality is,myself, my two service managers that i currently have, havequite a bit of experience, but you can take all the advisors, and add up all their experience,
and it's not as muchas any one of us alone, and so, we saw some ofthem really rise up, and, y'know, we broughtone with us on this trip. jason's doing a phenomenal job. i mean, i'm so excited about his future, and, y'know, our net-to-grosswent up 40 points, that's like, what, y'know? that just means we reallysucked before, okay? - either way, that's swingdoesn't happen by accident,
you worked really hard. - csi's really something i've always been really frustrated with, withone of our manufacturers, just feeling totally out of control, last meeting, that was my prime focus of really understanding it, the two of you helped me there, we've made a huge turnaround there, y'know, we've gotten moreresponses in the last three months
alone, than we did anyquarter prior, y'know, so there's a lot of thingsgoig in the right direction. i feel like we're just barelyscratching the surface. i mean, i really feellike we're only like 10$ of the way into this thing, y'know? and, i just feel like we canaccomplish some great things. because of all this stuff, we just got a $20/hr rate increase forwarranty at one of our stores. i mean, unbelievable.
i mean, my owner like didbackflips, so, y'know? very excited about everything. i cannot say enough aboutthe training that you offer, and i think in my essay,i call you my mentor, y'know, it's not- - up to you, you'd say thay thebeard and the crazy bulldog, i may've said something like that. uh, but i think that's the term to use, instead of consultant is coach or mentor,
because i feel like whenwe come to training, i've learned more aboutthe financial statement this past year, than i have the prior 16. - but, doesn't it blow youaway that in our industry, we have all these greatmanagers out there, like working in the stores, and they've been service managers forever, and our industry never trains them on what they're judged on.
they're in this trick bag, cos once you understand it, it's not a big mystery,once you understand it, then you make the right decisions, you're a good steward of, but why do we keep everybody in the dark? it's the craziest thing, that we have all this talent, and all these great,y'know, managers out there,
and we don't give them the tools. - for years, i got one pageof the financial statement, and all i would do wasscan down to this number that i got paid off of, and i had no clue what therest of it really meant. y'know, i had some ideas in certain areas, but there was never any training, there was never anylearning to dissect it, and really understand what's going on,
and so, i feel very comfortablewith that piece now, and understanding whatall these numbers are, and how i can, for the firsttime in my entire career, i feel like i can truly affecta change in those numbers. y'know, i've been frustratedfor so many years, that no matter what i did, none of this stuff changed, y'know? - that's the most powerful thing, i think, is like when you get thestatement, you get to look at it,
and you go to work and try to diagnose it, and then you're like, okay,well i can put some energy here, and make somethinghappen, and then it does, and then you're like, alright,i'm on the right track, and it's like having a map. you're able to start to follow it, and you feel yourselfgetting to your destination. if you don't have thatmap, there's no way, you're not going anywhere.
- i don't even know how you start. - i mean, at that point, you're just running around in circles. - yeah, and to be excitedto see the financial, too. like, you're waiting forit, and you're excited. - yeah, it's growing, it's moving forward, you're gaining, you're gaining ground. - it's a fun thing. - it is a fun thing.
- well, and shane, y'know,one of my service managers, he'll wear me out, til hegets the numbers, y'know, but if i don't print out the doc, he's like, dood, where's the doc? - i never understandwhy they take so long. yeah, i know, can i see it? no, and so, doug isn't here, but i just wanna say, the ideabehind the $50,000 challenge, and, y'know, you guysknow, but our passion here,
is to help managers justunderstand the things that they need to do their job great, and your essays here,for new guys coming in, is going to help them jumpstartsome of the leap of faith that you had to take,hopefully this helps that. that's the idea, thatthey read this and go, yeah, it's not easy, and yeah, i'm taking a leap of faith, but, y'know, the otherside is much better,
because it's a hard leap of faith, y'know, you all took it, but it isn't easy, and you can't diminish the amount of work, and, y'know, in the beginning,it's a lot to understand, and learn, and then toimplement and do everything, and so, huge tribute, and thiswill inspire other managers, and you guys should feelreally good about that, because you did the work, andyou took the leap of faith. it's a big deal.
- it's inspirational for us, too, because, i mean, chris was saying reading the essays, and, y'know,the six finalists for sure, but just all of them in general, for us it was a true inspiration to see, y'know, people comingto these revelations, and having these breakthroughs, and they're blowing their lid off, and they're doing allthese amazing things,
and the emotional journeythat they go through, it was just touching to read them, and i've been using that,and pulling quotes out, and reading them tosome of the staff here, and just, this is what they do. these are the people that we're helping. that's what you see out in the field, cos in a lot of cases, y'know, they don't know what happens
after they've spoken to somebody, and, y'know, we've gone to work, and they're in the coaching group, and now we're moving forward, and so, i wanted them to know, this is what happens on the backside, and it's been inspiring them as well. it's, i , y'know, i justcan't say enough about it. i commend all of youguys here in the room,
everybody that submitted theirpacket, we appreciate it, and it's been a greatjourney for me as well. - yeah, and so, by the time this plays, one of you guys will have won. - there will be a winner, yeah. - so, right after this. - they get really quiet. - right after this, they look like you, when jacko was talkingabout your cholesterol.
- oh my god. - i eat really clean. - yeah, yeah, i got no grace. - i thought the story was funny, but he was like, i can't laugh at that. he looked me right, dead in the bullets, and he's like i can't laugh at that. - i eat chicken and oats. - i was like, i'm gonnaleave now, i'm good.
- get a cheeseburger. - five days without a carb,by the way, five days. - yeah, see, i dunno. i call bullshit on that. - what? - well, that's a carb? - where's the carb in there? there's no carb in there. it's diet redbull and vodka.
- vodka is a carb. - is vodka a carb? this is how we get a cholesterol of 300, is it's a carb. - are you saying i'm lying to myself? - you cut back on the whitestarches and all that, and that's great, that's good. i'm that guy, yesterday iwas that guy at the meeting, chris bought togo sandwiches,
so a big box of sandwiches come up, and dr. lau is testing me, so he wants me to go a coupleweeks without any bread, starch, anything, soi'm trying to be good, and there's a box ofsandwiches there for lunch, so now, i'm that guy that peels the inside out of his sandwich that eats it, and leaves the inside behind. - it's really good for you, too.
- i'm looking at myself inthe mirror, and i hate myself. - nothing, nothing betterthan eating dry lunch meat. - yeah, exactly, it's good for you. you should take niasin,too, and i'll help you. - yeah, i'm on it. - well, thanks, you guys, now we're gonna go party, right? - yeah! - woo!
- have some fun. - good, thank you everybody. - thanks. - thank you! (bluesy rock music)
0 komentar :
Posting Komentar