Fixed Ops Journal - May 2016 - (Page 4)
FIXED OPS JOURNAL
■ Fixed operations bosses have leeway to try new paths
ere's one takeaway from my
conversations with parts and
service bosses as we put together this second issue of
Fixed Ops Journal: They've got a long
leash to try new things to make a difference.
No matter how many regulations must
be followed. No matter how many dictates
they get from corporate offices. No matter
how much conflicting counsel they get
from trainers and mentors. There's still a
lot of room for them to put their own
stamp on change.
And that's a good thing. Because there's
still plenty of room for improvement.
I sure see that as a consumer.
Did my call really have to be transferred four times before I could set
up that recall appointment? Did that service adviser really never lift his
eyes from his smartphone as I waited to be waited on, two feet in front
And I see that from managers as they try to create a little more order
- and, yes, revenue - amid the inherent daily chaos of their parts
and service department.
Sure, I'd like to sell more tires; where do I store them? Should we run
repair parts out to the service bays or have mechanics fetch them? How
can we meet our pledge for free car washes when I've got just one entrance and the service lane is already clogged?
Sorting out answers to such questions can spell the difference between average and excellent. Over time, they might even separate
those who survive and thrive from those who just can't cut it.
But sometimes, there are more immediate threats.
Adam Silverleib faced one of those just after the Great Recession.
Not one but two Honda stores were due to open within 15 miles of his
family store, Silko Honda, in Raynham, Mass.
He could have thrown in the towel. Instead, he created his own
It's called SilkoCare. Buy a car, get two years of free maintenance.
Discounted oil changes after that. Free car washes, too. And a lifetime
And it's promoted everywhere - in advertising, on name tags, in big
red type on his home page.
■ A quote on Page 51 of the February issue contained an incorrect
dollar figure. The quote, from Xtime's Neal East, should have said:
"One percent in owner loyalty is worth $700 million to GM."
■ A story on Page 18 of the February issue gave an outdated affiliation for David Sturtz. He was no longer with True Car Inc. when
the story was published.
We wrote about him as part of Automotive News' "Best Practices" series last summer. When I checked in with him by phone a few weeks
ago, he said the program continues to pick up steam.
He quickly fetched some numbers to back up his point.
When he started SilkoCare six years ago, his service retention was 19
percent above the Honda standard. Today, it's 76 percent above.
"That's a big difference," he said.
And to make it even sweeter, he said Honda has no issue with his
trumpeting "SilkoCare" louder than "Honda."
And why should it? As Silverleib says: "They are all about service retention right now."
Sounds like a win-win to me. ■
Table of Contents for the Digital Edition of Fixed Ops Journal - May 2016
Fixed Ops Journal - May 2016
90-second oil change
5 Minutes With
Fixed in Time
Fixed Ops Journal - May 2016