Conduct an extended interview with each qualified applicant in pleasant surroundings with the application in front of you. The interview should enable you to rate the applicant. Those at managerial level require a more extended interview wage employees need much less time. Direct the discussion into various channels to find out as much as possible about the person. It is of course important that he or she have a personality compatible with those of your other employees.
Allow the applicant to talk freely and listen carefully for negative attitudes. If not already known discuss past wages or salaries and expected compensation. Keep salaries in line with the competition or better if this can be justified. Have a merit system of pay raises within a rank to be put into effect if they are earned.
Be sure all employees know the salary ranges available to them if they are promoted. Reviews should be discussed with employees so that they know how they stand with the company.
Besides considering what your employees want from their jobs and how you can achieve the goal of an efficient happy and productive staff you must recognize the legal framework within which all personnel policies operate. Personnel programs are not left to the sole discretion of business owners in the modem world. Even well-intentioned policies that proved successful in the past may run into conflict with a barrage of legal regulations by which all employers must abide.
Fringe benefits health and hospital insurance profit-sharing plans pensions and paid vacations are all part of a complete personnel program. All successful business owners must recognize that fair wages attractive fringe benefits desirable working conditions and concern for employees are important parts of building a dedicated and efficient staff. Such a staff will advance your business goals and by word-of-mouth create an image of your tire dealership as a good place to work.
This encourages employee contributions and cooperation and creates a true group spirit of aggressiveness and accomplishment. Employee morale and team spirit are important to the success of any business. Here are suggestions for building them:. Tell and show your employees that you are interested in them and welcome their ideas on how conditions might be improved.
Treat your employees as individuals never as impersonal cogs in a working unit. Provide information and guidance on matters affecting employee security. Offer criticism privately in the form of constructive suggestions for improvement.
Train supervisors to think about the people involved rather than just the work whenever possible. Advertisement There are three key pieces that I believe will make selling tires profitable for your business: 1 Effective pricing; 2 Building the proper product screen, and 3 Making tires a priority with your sales team. Efficiencies have made the entire tire-ordering process a lot simpler, but dealers can easily overlook several basics that will result in improvements in sales and profitability.
This is the comfort zone I referred to earlier, and here are several suggestions you may want to consider. Advertisement Update Your Online Profile When was the last time you updated your online profile with your distributors?
Think about when a customer calls in for a price. Your salesperson opens the portal and presents a quote based on your profile. The marketplace changes, your buying price from the distributor changes regularly, installation prices change and competition may get more aggressive. If you are working from dated information, you may not be competitive and you could lose the sale. Advertisement On the profit side, have you looked at the selling prices with your competition, including online?
Pricing is always a dynamic situation and if not reviewed constantly, you may find that you are selling too cheap and leaving money on the table — or priced too high and losing sales. I would argue that you are leaving money on the table if you use a dollar markup. Granted, it may be easier for busy counter people to calculate, but over time the pennies add up and can make a huge difference to your bottom line. The online portal with your distributor can make those calculations for you.
Training your team on how to calculate gross profit percentages and, more importantly, utilizing the POS system that you are using will also help. Maybe on the entry-level products you want to be a bit more competitive and work on a little less gross profit to attract customers.
On other segments you may want to make a few percent more. Either way, a more focused effort will produce increases. Are you taking advantage of buying specials offered by the manufacturers and distributors?
This is where the focus on the Art of Buying can make a big difference in the bottom line. In some cases, this requires inventorying tires, which can be a good thing, especially on entry level tires where many buyers want the tire now.
First, consider that there are about as many ways of pricing a tire as there are tire shops. Some shops offer minimal markups in the range of five to 10 per cent and include lifetime rotations at no extra cost.
Again, this is a cheap and effective way to achieve your loyalty so the shop can suggest other maintenance and repairs. The normal markup on auto parts is in the 30 to 40 per cent range, but tire sales are so competitive, very few garages ever attempt to earn this type of profit. Generally, regional and national chains usually operate with a fixed profit margin on their tires. Yes, it can be higher than what certain smaller, independent shops apply, but shoppers in these larger centres often benefit from their lower acquisition costs due to their massive volume purchases.
Finally, ask about road-hazard warranty. This used to be a mainstay of tire retailers, but has pretty much disappeared. It can provide some financial relief if a tire is rendered useless due to a severe puncture or blow-out; some still offer such warranties, and others will provide it at a modest cost. They will sell tires at a low markup in order to make their money on other repairs.
I was told I needed my break fluid changed at 50k. Does that seem pretty normal? I didn't do it. Depending on the brand it is not that much. The only real money made is in labor, and the only way they do that is half the grunts in the back room work their ass off all the time.
You'll burn through them much quicker in the summer. They are softer than an all season aren't really meant for temps above degrees. But, have you checked the color of the fluid in the reservoir? If it's dark in color, you should get it changed and have your brake system inspected. Thanks for the responses. I got a quote from tire rack on a set of four michelins and discount matched without hesitation. I got my tires at Sam's Club when they were running a 4 for 3 special. They're BF Goodrich branded, and they will rotate them and check them i.
Now, understand that a LOT of the pricing depends on the type of car and how big the tires are. Low profile tires or sports car tires or tires for a big truck or SUV may go up into the price range that you paid.
I got 2 new tires this week for ish. But they wanted to make me buy 20 new lugnuts for 5 dollars a piece!
0コメント