In the May issue of Fast Company magazine, an article entitled "Change or Die!" provided insight into just how much people will resist change. The author notes that for a few weeks after a heart attack and by-pass surgery, patients are scared enough to make life-style changes they are told are necessary to avoid a fatal attack. But within weeks, nearly 90% have not changed and have returned to the aspects of their life-styles that led to the heart attack. 

Franklin

Several management consulting firms have come back to companies that paid many thousands of dollars to have consultations with major change recommendations, only to find their recommendations gathering dust on a shelf. Hardly a single change recommendation had been implemented in company after company. Apparently people resist change, even when faced with the possibly of dying.

Radical change may be easiest

One of the findings reported in the article was that "big changes are easier than small changes." The heart surgery patients who were given small incremental diet and exercise changes tended not to see immediate, significant results, and so let the changes slide. But an immediate, radical program of a crash, mostly vegetable diet with less than 10% of calories from fat, combined with daily aerobic exercise and relaxation techniques, brought about quick, dramatic results.

These positive results inspired patients to stick with the healthier lifestyles long-term. When a shop owner or manager decides to begin a marketing program to increase business, often the approach is similar to the "small incremental diet and exercise changes" attempted by heart attack patients. If there isn't an instant increase in cars in the shop, the small marketing actions are allowed to slide and eventually disappear. A radical, crash program that quickly produces noticeable results is more likely to be continued long-term.

Highly focused, daily marketing moves

Assuming that Saturdays are usually catch-up days, that leaves only five full business days a week and twenty days a month to really make an impact. The focus has to shift from "now and then" to a concentrated, daily routine to produce immediate, dramatic results. What can shop personnel do every day that will make a difference? You may be amazed when you consider all of the possibilities!

Sign-up days

On days when new estimates and repair orders are written, special attention should be paid to the "Customer Information Form." Many estimators and customer service people fail to take the time to capture vital referral information. Without knowing the referral source, how can shop marketing personnel find ways to strengthen that relationship and prompt further referrals? If the job is an insurance referral, even if not sent by the agent, getting the agent's contact information allows the shop to send an acknowledgment to the agent to build his or her awareness of clients the shop is servicing.

Delivery days

On days when completed vehicles are delivered, a Customer Satisfaction statement should be obtained and a carefully designed "Thank You" note given. In a recent article I provided a Thank You card designed to prompt: discounted return visits, friends and family referrals, and employer or other fleet vehicle referrals. (Contact me for copies of articles if you've missed them.)

Idle days

The most important times to market are those dead hours or days when there's not much else to do. Another recent article provided postcard copy for at least ten postcards a day to be sent to prior customers. At ten-a-day, five days a week, that's fifty a week times fifty-two weeks. You do the math. A ten percent return would bring you 260 jobs in the year. Even a five percent return would bring in 130 jobs -- not bad for an investment of less than $100 a month (not counting the idle labor that you would already be paying for).