Elite Worldwide – Collision Blast / Car Addict Garage

The Secrets to Sales Training – 5 Tips that will save you a fortune!

Elite Worldwide — Fri, 12 Aug 2011 20:47:43 +0000

A message from Bob Cooper of Elite
1. Make sure that your advisors have the natural talent. No matter how experienced they may be, if they don’t have the natural talent to sell, then no matter how many courses you send them to, they will always struggle with sales.

2. Have a clear understanding of where your advisors need help the most. As an example, some advisors can perform very well with first-time callers, but they struggle when presenting sales, with sales objections, or with dealing with difficult customers. Before you send your advisors to any sales training, you should do a needs analysis and make sure that the course can help you in the specific areas of improvement that you are looking for.

3. Have clear expectations of the course. Any sales course that is less than three hours will be a shot in the arm at best. An advisor may be able to pick up a few ideas, but that is all that you should expect. Courses that range in length from one to three days can certainly have an impact, but without follow-up, your advisors will more than likely fall back into their old patterns of behavior within 30 – 90 days. If you are looking for long term, permanent results, you’ll need to find courses that provide on-going training and support.

4. If you don’t provide your advisors with the right tools and support, regardless of how good the sales training may be, you are setting yourself up for failure. In regard to tools, you should provide your advisors with digital audio recorders, and then you and your advisors should listen to their sales presentations. The recorders we recommend at Elite are the Sony digital recorders. You will also need to discuss your expectations before your advisors go to a sales course, and then debrief them once they return to find out what they learned, how they will apply what they have learned, and what you should expect to see as results.

5. Choose the right company. As you can imagine, choosing the right sales trainer is one of the most important decisions you will make in business. As I am sure you will agree, your reputation, and the success of your business, relies on the experience your customers have with your advisors. You need to make sure they learn from trainers who are not only well-skilled, but have the ethics, and a commitment to never putting money ahead of people. You need to speak with their references, reach out to your industry associates, and do your research to ensure that you have a complete understanding of the trainer’s background. Otherwise, you are doing far more than just choosing the wrong sales trainer. You’re actually doing a disservice to your advisors, and even more importantly, a disservice to your customers.

I am honored to say that I have presented more service advisor sales courses than anyone else in our industry. I am not telling you this to impress you, but rather to impress upon you that we here at Elite know what it takes to help service advisors go right to the top, so you can rest assured that these 5 tips will lead you in the right direction.

For more tips on how to build a more profitable, successful shop from Elite Worldwide President Bob Cooper, visit the Elite website at www.EliteWorldwideStore.com.

You can also read more of Elite Worldwide’s articles on CollisionBlast.com/to/EliteWorldWide

5 Training Tips That Work

Elite Worldwide — Tue, 25 Jan 2011 19:27:57 +0000

By Bob Cooper of Elite

If you want to build a more profitable, successful business, here are five tips that work!

1. If your employees show little or no interest in training, then you may very well have the wrong people working with you. The superstars have a number of things in common, one of which is that they are always looking to improve. This is why the stars will always jump at the opportunity to improve their skills.

2. Whenever possible, your employees should have a vested interest in their ongoing training. If you send an employee to a $200 course, and if you pay for the class, they’re not going to be nearly as attentive as they would be if they were paying the tab, right? So do this: tell your employees that you’ll pay for half of the tuition, and then 6 months later, if they are meeting your performance goals, you’ll reimburse them for the portion they paid for.

3. Many of the top shops in America mandate that their employees complete a predetermined number of hours each year in ongoing education. If they don’t meet the mark, their pay is reduced, or there is some other form of consequence.

4. Reward those that successfully complete training courses. Beyond just financial rewards, you should recognize these employees at your shop meetings, you can provide rewards that go home to their families, and you can display any certificates they have earned. You can also acknowledge them on your website or blog.

5. Practice what you preach. As a business owner, you should lead by example by constantly developing your own skills. Not only is this good role-modeling, but it will help you keep your business skills razor sharp.

For more tips on how to create a more profitable, successful business from Elite Worldwide President Bob Cooper, visit the Elite website at www.EliteWorldwideStore.com.

Pricing, Ethics and the Reputation of Your Business

Elite Worldwide — Tue, 04 Jan 2011 20:51:23 +0000

By Bob Cooper

At Elite we know that once someone comes into your shop, you’ll do everything you can to generate a happy customer, and make a fair profit. Unfortunately, some customers will put you to the test when it comes to the prices you charge. They’ll tell you they can’t afford the recommended services, they’ll tell you they can get the same service done down the street for less, or they’ll just need you to knock a few bucks off the price. This is when you typically tell yourself that you’ve already invested a good amount of time and money to get the customer to this point in the sale, so rather than letting the customer walk, you drop your price a few bucks, and in your mind, you just saved a job. Unfortunately, what you just lost was your integrity, and the integrity of your pricing.

One of the things we teach in our sales courses is that there are a number of reasons a customer will ask you for a discount. They may very well be in a cash crunch, and as we all know, many cultures believe that you’re foolish if you don’t haggle over the price. But there’s yet another reason as to why people will ask you for a discount, and ironically it’s the one most shop owners, and service advisors, completely overlook. What those customers are doing, is testing your integrity. Look at it like this …You hire a plumber to do a job at your house, and they quote you at $800.00. You then ask them if that’s their best price, and within a few minutes they’re telling you they’ll knock $50.00 off the price. Regardless as to whether or not you authorize the job, you’ll more than likely tell yourself that if you wouldn’t have asked, one thing is for certain: you would have paid $50.00 too much. You probably wouldn’t feel too good about that, would you? And then ask yourself this question: would you call that same plumber again? And if you did, what thought would pass through your mind when he gave you a quote on the next job he did for you? I think it’s safe to say that your confidence in the plumber, and the integrity of his pricing, would be gone. We also know many shop owners will inflate their prices when knowing they are dealing with a negotiator, and then will provide those customers with a supposed “discount.” So do this…rather than playing a shell game with your customers that will put you out of business, apply this powerful strategy:

#1. Embrace the fact that it’s perfectly ok to offer legitimate discounts, such as senior discounts, police and fire department discounts, military discounts and promotional discounts.

#2. When a customer asks for a discount, look at their request as a buying signal. They are already sold on you and the recommended services! They are now either simply testing you for price integrity, or they are negotiators looking to get the best deal. Since they’re already sold on you, rather than lowering your price, look at their request as an opportunity for you to build even more interest and value in your recommended service, and to resell yourself at the same time.

#3. Rather than reducing your price, offer your customer something that brings an added value. As an example, rather than lowering your price from $800.00 to $750.00, tell the customer if they authorize the service, you’ll provide them with a voucher they can use for a complimentary oil service during their next visit. This way you don’t cheapen the value of your existing recommendation.

#4. If you feel for whatever reason you have to provide a concession in price, you should always take something off the table in return for the price reduction. Examples would be reducing the warranty on the repair, having your tech work on the vehicle when you are not as busy, etc. In all cases, if the customer pays less, they should get less. It’s called ethics.

For more tips on how to create a more profitable, successful business from Elite Worldwide President Bob Cooper, visit the Elite website at www.EliteWorldwideStore.com.

The Four T’s of Effective Employee Management

Elite Worldwide — Mon, 13 Dec 2010 23:48:19 +0000

By Bob Cooper

If you are not getting the results you’re looking for from your employees, before you jump to any conclusions, the first thing you need to consider is the first T, which stands for Training. If your employees aren’t meeting your performance standards, then the solution may be as simple as providing them with the proper training. If training doesn’t work, then you need to move on to the second T: Transfer. You may very well have a great employee, but you may also have them in the wrong position in your company. If training doesn’t work, and there is no other position you can transfer them to, the next step is for you to either Tolerate, or Terminate. If you decide to tolerate, the best advice I can give you is to get out a calendar, and set a deadline with the employee. Otherwise, you and your business may end up paying an extraordinary price, and when the day comes that you finally do let that employee go, you’ll be telling yourself you should have made the decision a long, long time ago.

If you’re interested in more tips on effective employee management from Elite Worldwide President Bob Cooper, visit the Elite website at www.EliteWorldwideStore.com.

The Importance of Job Descriptions

Elite Worldwide — Thu, 02 Dec 2010 19:08:30 +0000

By Bob Cooper

The people that work with you (your employees) need a number of things to do their jobs well, yet none is more important than clarity. If you “tell” your people what you expect of them, that’s a good start, but they have busy lives and busy minds, just like you. So what you need to do is prepare a written job description for each employee that clearly defines your expectations. Much like an employee handbook, the document should address company policies like dress codes, cell phone policies, tardiness, sexual harassment policies, non-solicitation agreements, etc. In addition, you need to define the standards of the job. Once you have these documents completed, assure they are reviewed by your attorney and then give each employee two copies: one for their own record, and one to be signed and dated after they have reviewed and agreed with all components of the document. Once you’ve reached this point of agreement, it no longer becomes a question of what you may or may not have told them. They are now responsible for abiding by each and every article in the written job description.

For more tips on how to create a more profitable, successful business from Elite Worldwide President Bob Cooper, visit the Elite website at www.EliteWorldwideStore.com.

Guidelines for Employee Raises

Elite Worldwide — Mon, 22 Nov 2010 20:50:39 +0000

– By Bob Cooper of Elite Worldwide

Before you start giving out raises for tenure alone, consider this: outside of raises that are based on an increase in the cost of living, all raises should be commensurate to the productivity of the employee. If you decide to give pay-raises as a way to reward loyalty, then be aware that you’re heading down a dangerous road. The employee will continue to get their raises for the same level of productivity, and before you know it you are paying them far more than what you would be paying someone else to do the same job (Airlines and many major US companies have fallen into this trap over the years). I’m not suggesting an employee shouldn’t be able to earn more money, because they should! The operative word is “earn.” So when an employee is up for their performance review, if it is clear that they are bringing a greater value to your company and if they have met your predetermined performance standards, then they should get the raise you agreed on because they’ve earned it. So sit down with each of your employees and discuss your expectations and what they will need to do to earn a higher income. Tenure alone should never cut it. Reward tenure with paid get-a-ways, tool credit, etc. Not raises.

For more tips on effective employee management, visit the Elite Worldwide website at www.EliteWorldwideStore.com.

Cell Phone Policies by Elite

Elite Worldwide — Tue, 09 Nov 2010 16:57:52 +0000

When your employees come to work in the morning, you’re entitled to expect them to be “thinking” about their job as well as doing it. The “thinking” part includes considering a customer’s concerns, performing a proper diagnosis, and concentrating on what they’re doing with each service or repair. If they’re distracted by other people, or taking a call on their cell phone, then not only do you not get what you’re entitled to (which is their full concentration on the job), but it may very well lead to a serious accident. Just as we all would expect that a surgeon would not be talking on the phone while operating, your customers have the right to know that your employees are 100% focused when working on their brakes, suspension, etc. So do this: have an employee meeting and tell all your people that the single, most important thing to you is the safety of your employees and your customers. Tell them that your company policy now states that all cell phones need to be turned off and put away when employees come to work, period. Then go on to tell them that this policy is not being implemented to increase productivity, but to protect the well-being of your customers. With this new policy in place, they will be able to retrieve messages and return calls when they’re on break or during lunch. If they tell you they’re concerned that someone might have to reach them in an emergency situation, just tell them all they’ll need to do is assure their immediate family members, baby-sitters, schools, etc., all have the shop phone number.

So don’t let the tail wag the dog. If you do, the day will come when you’ll pay a price, and that price may very well be a serious injury or the loss of life. The stars that work with you will understand. Those that don’t will more than likely be gone in a short time anyway. Lastly, make sure this policy is in your employee handbook and disclosed with each candidate for employment.

This tip is brought to you by Bob Cooper, President of Elite Worldwide. For more great tips on employee management, visit the Elite website at http://www.EliteWorldwideStore.com.

No Rehire Policies

Elite Worldwide — Thu, 21 Oct 2010 15:52:42 +0000

Most shop owners are willing to rehire past employees that were good producers. When you listen, this is what they’ll typically say: “Now that Mike’s worked at another shop for a while, he knows just how good he had it here with us! So I know that if I hire him back, he’ll be a great, life-long employee!” Well, before you agree with that statement, maybe you should consider this: when you first bring someone aboard you should look for a number of things, yet none are more important than a mutual commitment to a long-lasting relationship. This commitment is good for both you and your employee. Unfortunately, no matter how green the grass is at your shop, as we all know, the grass is often greener on the other side of the fence. So what happens when that superstar employee of yours comes to you and tells you that they’ve taken a job with another shop? In the eyes of the employee, if they have been a good producer for you they may very well feel that if things don’t work out at their new job, you’ll welcome them back with open arms. And why not? That’s what most shop owners ultimately do. So they shake hands, they wish one another the best, and the employee walks out the door.

Then a few months later that very same employee is knocking on the shop owner’s door, telling the owner that they realize they made a mistake, and they would love to be able to join the team again. This is when most shop owners make a mistake that is business 101. They immediately think of the employee’s past productivity, and they foolishly tell themselves that if they bring the employee back into the fold, all the other employees will then realize just how good they have it. In reality, that’s the furthest thing from the truth. When you bring someone back into your company who left voluntarily, the message your employees are getting is that they can leave at anytime, with the peace of mind that you’ll always rehire them. That in itself is the wrong message to send to any employee. Consider this…

When an employee knows, upfront, that they will be ineligible for rehire if they leave your company, it will motivate them to come forward and talk to you about the concerns they have. This in itself will give them pause when they think about leaving. You also need to consider that the price an employee pays for leaving is relatively low. If things don’t work out, they just roll their tool box back into your shop. Not the case with you as the business owner. You now have to burden the cost of finding and hiring the replacement employee, the cost of training that new hire, and the expense of business disruption, which is not cheap by any stretch of the imagination. Lastly, if you do bring that employee back aboard, odds are they’ll leave again. The reason is pretty simple: over the years I have argued that the first thing that leaves is the heart, then the mind, and then the tool box. So if you didn’t resolve whatever it was that caused them to leave the first time, they’ll more than likely leave again. Now I need to be clear: there’s nothing wrong with anyone wanting to do better in life. That’s understandable. But as business owners, we need to think through our policies. By allowing employees to leave and return, what we’re really doing is encouraging our employees to take our competitors for a “test-drive”, while at the same time we’re putting ourselves at risk.

So what will a no-rehire policy do for you? First of all, it will bring about a greater commitment, and team spirit, from all your employees. Secondly, it will force your people to really think through any decision they make about possibly leaving your company, as appropriate with any big decision. That in itself is priceless, because it will help prevent your people from making quick, emotional decisions that more often than not turn out to be the wrong decisions. And finally, it will cause your people to be open, and discuss their concerns with you, rather than trying to run from the very same issues that may confront them at their next place of employment.

Are there exceptions to a no-rehire rule? Of course. If someone has to move out of town due to a family issue, if they are forced into a career change due to medical issues, or if they leave you for any other reason that is legitimately out of their control, then they should be eligible for rehire. If you implement a no-rehire policy, you may also want to consider having a period of time on the policy. As an example, they would not be eligible for rehire for a three year period. Many Elite members have also found that when they’re going through an exit process with an employee, many of them change their minds and decide to stay on board when they realize the shop has a no-rehire policy. By the way … in regard to that really good producer that came to you looking to get their job back? When the rest of your team hears that they knocked on your door and they were turned away, it will make those people even more appreciative of the position they have with you and your company.

So, I guess good business relationships are no different than good marriages. They require genuine commitments up front, continual communication, an understanding that there will be both good and bad times, and a willingness … to make it work.

This tip is brought to you by Bob Cooper, President of Elite Worldwide. For more great tips on employee management, visit the Elite website at http://www.EliteWorldwideStore.com.

Employees Coming in Late

Elite Worldwide — Thu, 16 Sep 2010 21:11:46 +0000

“Use my Three Strikes program with any employee behavior that needs to change, and you have my promise! You will be amazed at the results!”

When you start to see a pattern in behavioral issues; such as a tech, manager or service advisor coming in late, here are the things you need to consider: 1) If you don’t nip it in the bud it will get worse. 2) Employees need to be responsible for their own behavior. 3) They need to know why have specific policies in place. So the next time an employee starts to develop a pattern of bad behavior, such as coming in late, call them into a private environment and ask them why they were late. When they have given you their explanation, say something like this…

“Mike, I realize you’ve been late four times now this month, and let me tell you what my concerns are. First of all, if you’re not here at 7:30am, the first thought that goes through my mind is that you or someone in your family might be sick or injured, and you might need my help. My second thought is that your car may have broken down, or you may have been in an accident, and I start to wonder if I should send Larry or Frank out to look for you. To complicate things even further, when you’re not here on time, and I’m standing at the service counter, I don’t know what to tell customers who ask me if their car’s going to be ready that day. And then there’s one other thing, Mike. I just can’t find it in myself to expect everyone else here at Elite Auto Service to be here on time when you’re not. Now I know old habits are hard to break, so here’s what I’m going to do. The next time you’re late, I’ll ask you why, but it really isn’t going to matter because that one’s going to be on me. The second time you’re late, again I’ll ask you why, and that one’s going to be on me as well. But then if you’re late a third time, for whatever reason, it’s going to be a difficult day for me, Mike, because what I’ll do is call you into my office, and I’m going to give you your final paycheck. Mike, I want to be clear with you. I think the world of you, and I would love to be able to work with you for the rest of my life. You’re a star, you really are, and I don’t want to see our relationship end, so please don’t put me in a position whereas I have to let you go. Do we have an understanding, Mike?”

Now here’s why this is such an easy-to-use and powerful way to solve behavior problems. First of all, many employees will think, “Gee, what’s a few minutes?” They’ll tell themselves they often work through breaks, stay late, etc., so you can see how easy it is for them to think you’re not only nit-picking, but you’re being quite unfair. That’s why it’s critically important that you let them know it’s not the couple of minutes that you’re concerned about; rather, it’s their well-being, your customers and your other employees that you are concerned about.

I have also discovered over the years that the keepers will typically apologize, and the behavior issue goes away. The people that won’t be with you very long will typically do one of two things. They either ask you “What period of time are you talking about” for the three strikes, (which tells us they already imagine they’ll be late), or they’ll make a point to show up each day just minutes before the time they’re suppose to be at work. Now here’s the best part! This Three Strikes system takes away all of the excuses and makes the employee responsible for his or her own behavior. Just remember, when you make a promise, you have to keep it, so be ready to hand that employee their final paycheck if the behavior continues.

This article is brought to you by Elite Worldwide President Bob Cooper, who will be presenting two seminars on effective business management: The Best Pay Programs on Earth and Stop Dreaming and Start Achieving at this year’s NACE event in Las Vegas (Oct. 10-13). If you plan on attending the event, we would be honored to see you there.

Bob Cooper

Elite Worldwide, Inc.

(800) 204-3548