Magic words: increase profits. Service Management is a very simple term to cover the many variables it contains: planning, organization, customer retention, job descriptions, praise, criticism, time management, personnel management. I could go on with this list, as the Service Management includes so much within the Dealership.

With so many moving parts, how can you train your staff to provide service and satisfaction to your most important asset – the customer?

Our Service Management webinars offer 1 hour programs on the varied topics and skills necessary to run a successful business, without the demands on time or travel that are required in traditional, face-to-face training.

We are back in full swing with our webinar learning series, and we would love to see you this week.

For more information on Service Management webinars from Learning Without Scars, please visit our website on the Service Management – Webinars tab to read short write-ups, and sign up for training.

The time is now.

Marketing, Parts, Product Support Selling, Service, Training

Upcoming Events: All About Webinars

It’s that time again, here at Learning Without Scars. It is time for a new post on our upcoming events and this week it is all about webinars.

Next week, beginning on Monday, June 8, 2015, we are continuing our Product Support Selling and Parts & Service Marketing Program.

We will be hosting webinars on Monday through Thursday, at 9:00 a.m. PST and 11:00 a.m. PST. All Product Support Selling webinars are at 9:00 a.m. PST, while the Parts & Service Marketing are at 11:00 a.m. PST.

In Product Support, we will have a one hour webinar on each of the following: Presentation, Overcoming Objections, Customer Retention, and Territory Potential.

In Parts & Service Marketing, we will offer a one hour webinar on each of the following: Market Coverage, Customer Retention, Compensation Programs, and Territory Management.

This will wrap up the spring webinar series in its entirety. We will return in the fall of 2015.

Don’t miss your opportunity to finish your coursework with us!

The time is now.

Marketing, Parts, Service

Parts & Service Marketing – Market Segmentation

Marketing is the process of identifying and satisfying customer needs. That process becomes impossible with the thousands and thousands of customers that you have in your assigned area of responsibility (AOR). As a result of that truth, it becomes important to be able to find out what the customer needs and wants, and then to be able to find common elements of their business that will allow you to group them with other customers of common needs and wants.

That is the aim of market segmentation. Market segmentation is the process by which marketeers divide potential customers into smaller groups that are looking for similar benefits from a product or service. The goal is to isolate a group that prefers these features and benefits, and to develop a sustainable differential advantage that satisfies their needs. All of the methods and processes that are required to perform this are covered in the webinar.

We cover the industrial focus, the individual demographics, and the psychographics. We also have to assess the dealer strengths and weaknesses, as well as reviewing the same strengths and weaknesses in the competition. All of this and much more is covered in this comprehensive webinar.

The time is now.

Marketing, Parts, Service, Training

Parts & Service Marketing – Basic Marketing

Our Parts & Service Marketing series of webinars begins this Thursday, May 14, 2015, with the introductory course: Basic Marketing.

Marketing is a broadly misunderstood sector of business. It is much more than mailings, promotions, and tradeshows. It is all of the aspects involved in influencing the customer to purchase your products or services.

Marketing is the science of choosing target markets through the use of market analysis and segmentation. This webinar exposes all aspects of marketing: Relationship Marketing, Business Marketing, Social Marketing and Internal Marketing. In Relationship Marketing, we focus on suppliers and customers, and the goal is to build loyalty. The Business Marketing is all aspects of the traditional marketing functions: advertising, promotion and communications. Social Marketing looks at everything that impacts society. For instance, the impact on the environment from the use of clean engine technology. Internal Marketing, is the broad communications to all employees of everything that we are doing in the business.

This webinar covers all the basics of marketing: from the four P’s to the more current addition of SIVA. We cover it all. Without creating the environment where your product or service is understood, you make the job of selling much more difficult. This webinar aims to provide you with the tools to use to make selling more successful.

Service, Training

Service Management – Maintenance Programs

Everyone knows about the repair and rebuild business. That is where the excitement is for technical people. In the product support business, we have two major goals: reduce the owning and operating costs for the machine owner, and protect the residual value of the machine. The first step to understanding how to reduce owning and operating costs is to understand the importance of the maintenance service recommended by the OEM. Most customers view maintenance as the necessary evil of changing fluids and filters. There is much more to it than that. How to develop a maintenance program to reduce those operating costs is the theme in this webinar.

There is a fundamental conflict that has to be dealt with in the labor management group. Maintenance is boring, anyone can do it. In fact the OEM dealer has less than 6.5% of the maintenance market. Nearly 90% of the maintenance is done by a customer mechanic. Yet survey data indicates that nearly 90% of the customers would give the maintenance business to the dealership if their price was less than what the customer currently pays.

This webinar will discuss the methods and processes to follow in order to be able to meet that price and performance need.

Parts, Service, Training

Learn How To Make It Matter!

On Tuesday, 5/12/2015, we are presenting our two “Make It Matter” webinars.

At 9:00 a.m. PST we have PTS-WE-U13: our Parts Management – Make It Matter program.

At 11:00 a.m. PST we have SER-WE-U13: our Service Management – Make It Matter program.

These webinars address the two most important questions we must answer in our Capital Goods Business: What do you provide? What do you do? The answers are not as simple as they appear to be. Everything we do has a profound impact on our customers, suppliers, coworkers, and other stakeholders. This webinar will present information on how to differentiate yourself within your business, and for your customers.

In other news, we have just released our second Self-Study program, this time for Service Management. Please learn more about these programs under the Self-Study tab on our website. The Foundation is now available for both Parts Management and Service Management.

The time is now.

Service, Training

Leveraging Assets – SER-WE-U12

The service department is known to provide repairs, rebuilds, and maintenance services. We manage the labor function to have the highest possible labor efficiency and quality. High performance in a Service Department must maximize efficiency, maximize quality, and satisfy customers. The first step to understanding and accepting what we have to do is to understand the assets at our disposal. From the technical skills of the mechanics, to the bays and vehicles we work from, and the specialized tooling there is a lot to consider. How to leverage these assets is the theme in this webinar.

Individual employees want to do a good job and they want to be able to provide the highest level of skill possible. We have a responsibility to maintain those skills with professional training programs. From the OEM’s, to specific training within the dealership we will explore all that training entails. It starts with the skills set inventory for each technician, and then a training plan for each person can be developed. We are expected to make money on our labor. What is less understood is that we are intended to be able to recover our costs on all of the tools and technology we use. In this webinar we uncover methods to be able to recover these department costs in a manner that is fair to customers and the company.

Each employee can show off their skills and knowledge especially well if we provide them with the comprehensive training and tools necessary to deliver world class service. We must provide leverage on these assets. This webinar is an important piece of their learning.

The time is now.

Management, Parts, Service

Basic Management – PTS-WE-U11and SER-WE-U11

Basic Management – PTS-WE-U11 and Basic Management – SER-WE-U11

There are some fundamental truths about people and their work: everyone wants to do a good job, everyone can do more than they think they can, and everyone is fundamentally lazy. In management and leadership we have to deal with people and processes. That is the job. You lead people and you manage the process.

The job of the manager or supervisor starts with the basic job function description and moves on to standards of performance. Everyone has to understand what is expected of them, as well as accepting that what is expected of them is both achievable and important. The various aspects of management as exposed in this power webinar.

In dealing with people, you also will need to be able to communicate with the employees. In this webinar, we explore two of the main forms of communications: praise and criticism. This part of interpersonal relations can be learned. These are skills that can be learned by following a simple plan. We discuss this plan in detail, which has many common elements with both praise and criticism to provide you with better ability in working with your employees.

These webinars are geared towards the management and supervision of the Parts Department and the Service Department (respectively) of the Capital Goods Dealership. Each one hour program offers the fundamentals of leadership, tailored for each department.

Please join us for this exciting learning opportunity.

The time is now.

Parts, Service, Training

Webinars for 7 April, 2015

Tomorrow morning we kick off our spring series of webinars.

We begin with an hour long webinar for the Parts Department on TeleSelling, at 9:00 a.m. PST.

That is followed by a webinar for the Service Department on Inspections, at 11:00 a.m. PST.

Please register at www.learningwithoutscars.org to begin your training program with us tomorrow morning.

The time is now.

Marketing, Parts, Personnel, Service, Training

Parts & Service Marketing

Our Parts & Service Marketing seminar will be taking place in Dallas, Texas on April 13-14.

Back by popular demand, this course is geared towards sales personnel looking to make a difference.

Material will cover:

Defining Customers
Market Coverage
Customer Loyalty
Measuring and Managing Success

This seminar offers the fundamentals of Parts & Service Marketing for any personnel that deal with your customers.

For more information, and to register for the seminar, please visit https://learningwithoutscars.org/classes/parts-service-marketing/making-a-difference/.

The time is now.

TESTIMONIALS

Slow to Hire, Quick to Fire… BS.

This post is a reprint of the article by the same name by Rich Cruz.

Antiquated Hiring Philosophy May Hamper Growth

Recently, I applied and interviewed for an open executive position at a well-established company in the construction industry. Despite its success and expansion, my experience with their hiring process raised serious concerns. After nearly two months of waiting for my first interview and being told the hiring decision wouldn’t be made for at least two more months in the future, I underwent three interviews and was asked to produce a detailed 30, 60, and 90-day plan. Excited to move to the next level, I submitted a high-level outline of a plan via email, explaining that I cannot deliver a full plan without knowing more about the company through examining and analyzing data. The hiring manager insisted on a full PowerPoint presentation, and he coupled his request with the statement, “I am slow to hire and quick to fire.” This led me to withdraw from the process. This phrase, often touted in business owner coaching or peer-group circles, prompted me to delve into why it might have some fundamental flaws.

The Myth of “Slow to Hire, Quick to Fire”

The phrase “slow to hire, quick to fire” has its roots in the belief that thorough hiring processes ensure better employee fit and swift terminations minimize the impact of poor hires. Proponents argue that this approach leads to a more productive and harmonious workplace. Indeed, some literature supports this philosophy, such as articles from Harvard Business Review and Forbes. However, from an Industrial-Organizational Psychology perspective, this approach can pose a detrimental threat to both individual and organizational performance. While hiring for fit for a position with a company should involve rigor, too many assessments, interviews, work samples, or other forms of evaluation can reduce the pool of candidates and pose risks to the organization.

The Downside of “Slow to Hire”

An unbalanced approach that does not emphasize timely and efficient hiring processes can create detriments for both employees and organizations. Some drawbacks include:

Talent Drain: Lengthy hiring processes can lead to the loss of top talent. High-caliber candidates often have multiple opportunities and may not wait months for a decision. As Peter Drucker famously noted, “The best way to predict the future is to create it.” Creating a future with top talent requires swift, decisive action.

Increased Costs: Prolonged vacancies can result in significant costs in terms of lost productivity and the expenses associated with extended recruitment efforts. According to Kouzes and Posner, effective leadership creates a vision and rallies people around it. Delays in hiring disrupt this vision and impede progress.

Negative Candidate Experience: A cumbersome hiring process can damage an organization’s reputation. Candidates talk, and word spreads quickly about companies with inefficient recruitment practices. This can lead to a tarnished employer brand, making it harder to attract top talent in the future.

The Pitfalls of “Quick to Fire”

Similarly, organizations that fail to invest in their employees and nurture organizational citizenship behaviors (OCBs) with on-the-job training, coaching, rewards, and other reinforcement can suffer consequences such as:

Cultural Impact: Frequent terminations can create a culture of fear and uncertainty. Locke and Latham’s Goal Setting Theory emphasizes the importance of clear, attainable goals for employee motivation. A “quick to fire” approach undermines this by fostering instability and mistrust.

Loss of Investment: Hiring and onboarding can cost as much as 1.5 times a worker’s salary. Quick terminations mean the organization loses its recruitment, training, and development investment. Additionally, the constant churn can disrupt team dynamics and hinder long-term projects.

Erosion of Employee Morale: The psychological contract between employer and employee has its foundation in mutual trust and respect. When employees see their peers seemingly indiscriminately terminated, it can lead to decreased morale, engagement, and loyalty. Positive Organizational Behavior (POB) framework – which highlights the importance of hope, confidence, and resilience in fostering a productive workforce – supports the consequences of broken psychological contracts.

Evidence from Experts

The literature from scholarly resources and best-selling authors offers insight into better ways to attract and retain top talent.

Peter Drucker: Drucker emphasized the importance of nurturing talent and creating a culture of continuous improvement. His writings suggest that a balanced approach to hiring and firing, focusing on development and fit, provides a more sustainable workplace than extreme practices.

Kouzes and Posner: In their works on leadership, Kouzes and Posner highlight the significance of fostering an inclusive, supportive environment. Leaders should focus on building relationships and empowering employees rather than relying on punitive measures.

Locke and Latham: Their Goal Setting Theory underscores the need for achievable goals for individuals and work groups tied to organizational objectives. A hasty firing approach disrupts goal alignment and diminishes the sense of purpose within the organization.

Angela Duckworth and Carol Dweck: Their research on grit and growth mindset, respectively, points to the importance of perseverance and learning from mistakes. Quick terminations deprive both the employee and the organization of the opportunity to grow and improve.

While “slow to hire, quick to fire” might appear as a catchy mantra, it falls short when scrutinized through the lens of Industrial-Organizational Psychology and leadership theory. A more balanced approach, emphasizing timely yet thorough hiring processes and supportive, development-focused retention strategies, is key to fostering a thriving organizational culture. My recent experience underscores the importance of evaluating not just the processes but potential employers’ underlying values and culture. Ultimately, businesses that invest in their people by balancing rigor with empathy possess a better chance to succeed in the long run.

References

Harvard Business Review Article on “Hire Slow, Fire Fast”

Forbes Article on “Hire Slow and Fire Fast”

Forbes Contributor on “Hire Slow, Fire Fast: Possibly the Worst Advice Ever Given”

Academy Leadership Article

LinkedIn Pulse Article

Fast Company Article

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For our course lists, please click here.

August 14, 2024

Training has long been a problem for many businesses.

Management and Leadership have conflicting views on personnel. Edward Gordon, in his book “Future Jobs,” points out the threats posed by under-skilled employees. He goes on to challenge the education providers to deliver more on their promise of providing a skilled individual.

One side of the conflict for leaders is traditional thinking:

The employees should come to the job trained and ready to work.

The employees should continue their schooling on their own time.

Why should I train people? They just leave me and go work for the competition.

On the other hand, there is a growing number of leaders who are changing their views:

I don’t want to have under skilled people ever.

I will support learning in any form.

I expect my employees to be curious and hungry learners.

In the years since 2008 – which I will label “BBS” - “Before Bear Stearns” businesses have reduced their expenditures on employee training dramatically. That results in under-skilled personnel. So the result is that we are choosing to reduce training costs, and therefore providing customers with under-skilled personnel. I am sure you don’t think that this is a sustainable position to take.

We have been offering management training since the early 1990’s. We have done this in combination with Industry associations, as well as directly with manufacturers and dealers. We have provided learning opportunities for Parts Management, Service Management, Parts & Service Marketing and Product Support Selling. Today we do this via a new Company called Learning Without Scars. You can visit our website at www.learningwithoutscars.org to learn more about training and creating an environment of skilled personnel.

October 8, 2014