Is “Busy” As Profitable As It Seems?
Music begins and we see a busy service drive with vehicles lined up. A blue awning reads “RU Motors,” and advisors, technicians, parts employees, and customers are walking around the service area.
Sounds of employees using power tools, turning wrenches, typing, and talking can be heard in the background.
The Reynolds representative, Vince, is on his phone waiting to greet the dealership’s service manager, Tim.
“Hey Vince, sorry to keep you waiting,” says Tim. “Not a problem Tim, how are you doing?” asks Vince.
Tim looks around and comments, “Can you believe how busy our shop is today? It’s amazing how much…”
Just then, we see a technician walking and his foot freezes in mid-air before hitting the floor. Then an advisor tosses a piece of paper towards the trash and it hangs as well; a woman waving to an advisor is stuck with her hand in the air; in fact, everyone and everything in the shop is frozen.
Vince approaches the camera and says, “What Tim doesn’t realize is that his service department could be a lot more efficient.”
“For example, Frank tossed away technician recommendations because he thinks they’re too costly.”
Frank, an advisor, is throwing away a paper recommendation, costing the dealership $832 in lost profit.
“And look at Mike, he just upset this customer by misquoting repairs.”
Mike, an advisor, is speaking to an irritated customer about a repair order. His misquoting lost the dealership $136 in profit.
“Even his lead advisor let this customer leave without recording any recommended or declined services.”
A female customer is waving goodbye to Steve, the lead advisor, whose error in not tracking those services lost the dealership $107 in profit.
All of the frozen employees around the service lane are losing profit left and right.
“On top of all that, I see data re-entry and techs leaving their bays. I can help Tim stop losing money with better processes.”
Suddenly, the busy music returns and everything unfreezes.
“Tim, I’ve got a lot of great ideas I want to share with you. Let’s go to your office and talk about those” says Vince.
Tim says, “Come on in.”
“Perfect,” says Vince.
The two walk out a service door towards Tim’s office, and onscreen text displays: What are you doing to prevent these issues in your dealership?