Some of your most important assets have no direct tangible cost or value. These are your business reputation and your relationship with your customers. It is vital to protect these fragile assests.
Without a doubt, the top two concerns are technology and the growing talent gap. Both of these issues will be dramatically shaping how owners do business in the near future and for years to come.
There are three main ways employees learn how to do their job: formally, informally and non-formally. All three have their place in developing skill, and one isn’t necessarily better than the other.
One common, yet multi-layered question asked of me is, “How do I grow my business?” Fortunately, there is a blueprint.
Here is a review of some common bonus programs, their advantages and disadvantages, as well as a suggestion to at least consider.
One of the more frequent questions posed by tire and service dealers when dealing with performance assessments (or employee reviews) is the obvious one: “How do I get started?” Once we get the structure of a proper assessment out of the way, then we’ll get into the details of what you should say and how long it should be.
Assessments help simplify the complicated legal universe in which it is so difficult to terminate an employee or indemnify a business from problems stemming from unemployment, retaliation, promotions, wage increases and decreases, and many more situations.
Have you ever watched a company try to change its culture or even just a simple process? It is often either a comical series of foreseeable events or the saddest thing you’ve ever seen depending on your point of view.
Three huge issues in automotive management have just come together recently that if you own or run a shop, should take top priority, even over customer satisfaction, (at least temporarily).
There are no magic steps. So let’s look at the science and practicality of what sales training is and isn’t.
How solid is your business? It starts with the balance sheet.
For my first Modern Tire Dealer column, I am going to modify the journalistic concept of “Report, Inference and Judgment” to managing your businesses. I prefer to address “Facts, Figuring and Finger Pointing.”
Owners at some point give authority to others in their stores. Call them store managers or assistant managers: anyone who is in charge of others. It becomes a necessity to delegate authority to someone. You can’t handle it all.
It’s all about net profits. And gross profits. And payroll. And don’t forget about expenses.
Don’t let an employee with a bad attitude sink your ship.
What do they all have in common? They’re all 20 Group members.
Recent lawsuit settlement allows dealers to charge credit card fees to customers.
No excuses! Make the right training a priority.
Think of a budget as a road map to profitability.
Analyzing your balance sheet and profit/loss statement is not enough if you want to follow the money.
How to achieve the ‘magic number.’
Advance planning is needed to get your best deal.
You survived…now what? Avoid these six mistakes as you put the recession behind you.
These 14 steps will help keep your employees honest.
Pay your people correctly, or pay the price.