Tom Franklin

Tom Franklin (122)

Tom Franklin has been a sales and marketing consultant for forty years, specializing in automotive and auto body. He has written numerous books and provides marketing solutions and services for many businesses. He can be reached at (323) 871-6862 or at This e-mail address is being protected from spambots. You need JavaScript enabled to view it .

Monday, 31 December 2001 17:00

Marketing is a full time job

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There's an old saying: "When everyone is responsible for it, no one is." If everyone is responsible for seeing the door is locked at the end of the day and no one person is designated to do it, there's a fair chance it won't be done at all. The same thing is true of marketing. There must be a specific person designated to do the job and to follow each initiative all the way through to a satisfactory conclusion. 

Last modified on Wednesday, 07 March 2007 14:29
Thursday, 31 January 2002 17:00

The power of repetition in marketing

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It's been said that one of the most effective tortures of all time was the Chinese Water Torture. Supposedly interrogation using this technique was always effective. The person being interrogated was placed under dripping water that slowly drove the man mad while it gradually dripped a hole in his head.

Last modified on Wednesday, 07 March 2007 13:47
Sunday, 31 March 2002 17:00

Build a powerful database

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Effective marketing is controlling a profitable piece of market share in your community. In just about every aspect of life, having essential information is the key to maintaining control. Having information about interest rates is the key to getting a low-interest loan. Having information about where to post notices or make calls is the key to finding effective employees. Knowing your parts, labor and overhead costs is essential to making a profit in your business. Having information about decision makers in dealerships, fleet management companies and insurance companies is the key to taking control of business coming from the ones you're after for referrals.
Sunday, 31 March 2002 17:00

Internal information vital to problem solving

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How's this for a wild claim -- a consultant with whom I'm acquainted would guarantee to solve any company's problems if they would allow him unlimited access to question every employee without revealing or reporting to management who said what during his interviews. Well, maybe it isn't such a wild claim. 

Last modified on Tuesday, 06 March 2007 15:52
Tuesday, 30 April 2002 17:00

Exercise your creativity muscle

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"Failure to flex our imaginative muscles is as deplorable as breaking down our physical strength through lack of proper exercise." -- Walt E. Disney 

Last modified on Tuesday, 06 March 2007 11:50
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I have recently finished re-reading Stephen Covey's excellent book, "The Seven Habits of Highly Effective People" (Simon & Schuster Fireside Book, 1990). As I read through Covey's basic principles of personal vision, leadership, management, communication, cooperation, renewal and interdependence, it occurred to me that for every positive trait, there is an equal and opposite negative trait. 

Last modified on Tuesday, 06 March 2007 12:00
Sunday, 30 June 2002 17:00

Delay: the road to ruin

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It's been said "the road to hell is paved with good intentions." I would add, "The road to ruin is paved with good intentions." 

Last modified on Tuesday, 06 March 2007 12:03
Wednesday, 31 July 2002 17:00

Leadership: A larger vision

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Shop owners are generally strong-willed men and women who have had to fight their way to ownership of their businesses, then fight even harder to make their businesses work. As an owner they are in a position of leadership. But are they really leaders, and does it matter? 

Last modified on Tuesday, 06 March 2007 12:11
Saturday, 31 August 2002 17:00

Inattention -- the root cause of failure

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Quite a few years ago, one of my clients was a fast food establishment. They were having a continual turn-over of managers and couldn't seem to keep one for more than a few weeks. We did an analysis and found that the job called for simultaneously watching the cooks, the clean-up people, the take-out window, the lines where employees were taking the eat-in orders, and the cash registers. When we asked a couple of ex-managers what the problem was, they said while they were watching one employee, one of the others was certain to make a major mistake. They felt it was impossible to keep track of everything they were expected to. 

Last modified on Tuesday, 06 March 2007 12:12
Monday, 30 September 2002 17:00

The great American body shop

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The autobody business has changed dramatically the last few years. Consolidators are now even moving into smaller communities that few would have ever expected just a few years ago when they started in major metropolitan areas. Insurance companies are getting more and more aggressive in their efforts to control claims costs and repair facilities -- even to the point of getting into the autobody business themselves! 

Last modified on Tuesday, 06 March 2007 12:16
Friday, 31 January 2003 17:00

Limited growth? What to do about it!

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Almost every shop owner I speak to tells me he or she wants more business. But when we start talking about business growth, I begin to hear reluctances. Too much growth means hiring more people, which means more paper work, more reports to the government, more insurance, and on and on. It also means more capital investment to cover additional equipment and to cover accounts receivable during the interval between the time parts are purchased and checks arrive for completed jobs. Everyone wants to grow in profitability, but very few want to face the costs and pains of growth. 

Last modified on Tuesday, 06 March 2007 12:35
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