“Fly upon the wings of the wind.” Psalms 18:10
In the early 1990s I went to work selling software for CCC Information Systems. I had been in marketing and sales most of my life, but I had never seen a product sell like CCC’s computerized estimating software. Shop owners practically lined up to buy CCC’s “Ezest” product. Mitchell and ADP also got in the game and enjoyed bountiful sales. What was the secret to their success?
Recently a local shop hired a very experienced estimator. Not only had she worked in many shops, but she had also worked as an independent appraiser and an appraiser for a major insurance company. One of her tasks was to check on the shop’s relationship with DRP directors and a local dealership, She was startled to discover relationships with a couple of the DRPs had soured a bit and the relationship with the dealership was all but lost.
I have often been surprised by the creative approaches used by some shop owners to increase business. While just about everyone says they want more insurance work, I still find shop after shop that relies strictly on previous customers, word-of-mouth, and a good sign out front to bring in a few additional drive-by customers. Nevertheless, many of these tell me their business is continually dwindling and ask, what should they be doing?
Are you stressed out? It could be said that stress is simply mis-directed energy. One shop owner struggles to shape-up a poorly performing body man instead of directing his full energy to getting a really competent worker and paying him well.
There's a new buzzword among marketing professionals these days: "integrated marketing." Like most "new" ideas, it's been around for a long time but the focus has often been elsewhere. McDonald's is probably the best known for completely "integrated marketing." Their "golden arches" identity, along with the Ronald McDonald character give them an instant focal point of identity. Advertisements, stationery, website and all of the rest of their P.R. efforts capitalize on these recognizable characteristics to arrive at an integrated marketing strategy.
Economic indicators were already falling and a recession was looming when the catastrophe with the planes hitting New York's World Trade Center added to our economic pain. I'm already seeing a major slow-down in many shops in my area. "Business-as-usual" can be deadly at a time like this. What should a shop owner be doing to counteract the impact of these world events on his or her business profits?
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.
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.
Around the holidays, I hear a common refrain in many body shops, and it's not a Christmas carol. You ask "How's business?" and the shop owner says, "It' s slow, but I hear everyone's slow." It's been said that "misery loves company." I could just hear this shop owner calling his buddy who owns a shop across town: "Yeah, it's slow over here, but I hear everyone's slow."