3 Insights From Our New Record Sales Week!! | 311

Our business just crushed our previous records 

Over $1.25M across 36 shops

Here's what I learned

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Transcript

SPEAKER_00 0:00

Happy Memorial Day weekend, everyone. I am here because I want to share a quick win and insight with you guys. So we just finished up a record setting week in our auto repair business. As a company, we did $1.25 million across the 36 shops, and it beat our previous record by almost $120,000. So we crushed it, absolutely crushed it. Saturday was a record day. We did $288,000, which beat our best day by only about three grand or so. But man, awesome. My highest volume shop smashed the previous. So their best prior to this was $75,000 for the week. They did $94, almost $20,000 more. I mean, for perspective, I have multiple shops that won't do $94,000 over the course of the month, let alone a week. In addition to that store, I had six others that set weekly records, anything that ranged from you know $40,000 to over $64,000. So like what's changed? What have we been working on? What's all the stuff that I wish I knew? So a few things. Number one, stacking talent. You're gonna hear me talk a lot about this, and it's because my philosophy has changed on it. In part because our the leaders that you know we we've we've got on our team now believe in this. I've seen the results, I now believe in it. Which is here's the old way, right? Years ago, I viewed payroll as a cost. And I thought the business could only afford to have really two A players in a in a location, like a manager and a tech. And if we could have that, then we could just like build around them and we could hit our numbers, we could hit the averages, right? And uh we could hit we can make the money we need and and it'll be fine. And a couple years ago, we changed that. I want to say last year, maybe maybe two years, but we're it's it's ramping up now. Where now we want to have two A players in the front and at least two A players in the back, like mechanics. And and so we view it as a as an investment, right? Not as a cost, but as an investment that says if I invest in higher quality people and more people, that for every one dollar of payroll that I invest, I want to get three dollars back in gross profit. And so it's working. Like that store that did $95,000 now has I want to say five A players in it, where you know, maybe we used to have three three, I'd say, and those two additional people helped produce another $20,000 this week. And like I joke about cutting a lot of costs, I joke about the coffee, I joke about the toilet paper and other things. What I don't joke about is our payroll, and our payroll has never been higher. We've never spent more money than we do right now on our team, and our gross profit and our revenue has also never been higher. And so we're reaping the rewards. And this is like it's so hard though, because you know, you look at those, these, these jobs you're we're offering, and and people are quitting high-paying jobs to come and work for us. And so, you know, there is that pressure, like we're supporting their families, and so we can't just oh, we'll like hire them for a few weeks. Maybe if they produce, you know, great, and if they don't, we'll we'll fire them, let them go, and then now they're in a bad situation, and then you know, we get a bad reputation, right? It's a small industry for the most part, and so that's been a major shift. Now, I and I I wish I did this earlier, but you know, I had the scarcity mindset of oh, the numbers have to be this, and it was really hard. But now, like we've done it and we're seeing the results, and so now we're continuing to look to find more and more people to stack more and more talent. So that's the one thing I'd recommend is like give this a shot. Get that get that person on your team that you think you know is is a little bit of a stretch, but you believe that they can do it. You really have to believe that they are good and that they can deliver results and you hold them accountable for those results and all that stuff. So we're gonna talk about that. But anyway, huge, huge results there. Number two is being brilliant in the basics. I think the old way and the common way is for people who continue to reinvent the wheel. They're continuing to look for what's this like new edge or this new way of doing it, this new software, or like this uh I'm gonna try selling it this way. Like it's it's new, new, new, new, new. And it feels novel, it feels fresh, it feels like the quick fix. And yeah, sometimes those work, sometimes those those those aren't bad. But our goal is is kind of the opposite now. We're like we actually want to do less things, and we want to get absolutely freaking brilliant in the basics. And we we put them into like three categories. One of them is how do we master turning every lead we have into a customer? So we we do that in our business by getting really good on the phones. Like most people call before they come into a shop, they want to know time, they want to get a sense of like, do these people gonna take care of me? Right? Are they gonna take care of my car? Can I trust them? Right? That those are all like inherent things in in the auto repair business. Yours is probably gonna be different, but um it's it's being super, super good on the phones. And we just nailed this. How do we become great on the phones? We practice it day after day after day. We literally have weekly phone training calls. We every single call is recorded and transcribed and run through AI and scored and graded in public, and like it it is so critical for us that we get good on the phones so we can get more people in the door. Okay? And so being brilliant at that. Then once we have people in, we have to turn those customers into raving fans. Like, they have to have a great experience in the way that we talk to them and that we treat them and we treat their car and that the the price is is right and we help make it affordable. And like we, you know, in our business, auto repair is like going to the dentist. Nobody really wants to do it, but you kind of like have to. And so if we can make the experience as least painful as possible, then people will recommend us, right? They bring more cars. If we get fleet work, you know, they've got multiple cars, you know, company or personal. And so you have to deliver excellent service. We have to do that in a way that is scalable and works across the board and isn't just like, oh, so-and-so is friendly, right? It's got to be systematized. And then the third one is developing our managers into leaders, right? A manager is just somebody who just like maintains, right? Versus a leader is somebody who shows what's possible, who brings people along, who's able to like do what's right, not just what's easy. And people want to follow leaders. We want to follow people who have the vision and we trust can get us there and paint the picture. And so, you know, my job as the the owner is to paint the vision of the company. Our CEO's job is to paint it across the board in terms of how are we actually going to execute on this. Our store managers is to paint the picture of how the store is gonna be represented and known in the community. And so when you, you know, when our teams go out to dinner and they wear the our logos and they they see them and they tell their friends what they do, that you know that that's all met with like a positive, you know, like wow, that's awesome uh type of mentality, right? And so we need people at every single level to be leaders. Otherwise, you know, we've got a whole bunch of followers, and uh, I don't know, not the company I want to not the company I want to run. And finally, number three is we're we're getting better at holding people accountable. This is this is is key and honestly probably one of the hardest things to master. And everyone wants to take the path of least resistance, they want to avoid conflict, they don't want to have the tough decisions. They like they want to take the easy route. And this, if you let this happen, and over the years, I've I've let it happen, right? I'm the I'm like not perfect. I I'm I'm always working to get better too. But what but but what happens is finger pointing, it was so-and-so's fault. Not my fault, it's his fault. He did this, he did that. There's excuses, right? You have chaos in the stores and in your organization, and nobody knows what's going on, and it's just like a total cluster. And the other side of that coin is what happens when you create accountability. You have people who know exactly what they need to do, exactly of what's expected of them, and the consequences if it doesn't happen. Right? And it's not to say that we are mean or jerks or treat people unfairly. In fact, it's the opposite. We're extremely clear on what needs to get done, and if you don't do it, these are the consequences, and then we follow through with said consequences. Because if not, your word doesn't matter and you don't have accountability, you can't create the systems and consistency. And ultimately, like good people want to be part of an organization that people do the things they say they're gonna do. Like, there's nothing more frustrating than like someone says, Hey, I'm gonna take care of this for you, and then they don't do it. Like and if the ball gets dropped, and now you have to like pick it up or this or that. Like, people get so frustrated with it when it happens to them. And so, our goal is for everybody to realize what that means, and so we can all do our parts to ensure you know we're not the ones who are dropping the balls. Alright, so uh those are the three things we've been hyper focused on in stacking talent, being brilliant in the basics, and then continuing to hold everyone accountable. And the results are uh amazing. It's it's funny. This month we had been a little slower last couple weeks, uh, and then boom, I mean, we had the massive week. We we kind of caught a lot of it up back up. And so um anyway, we just gotta keep keep at it, and we're gonna have the results. So I hope you have a great memorial day. Uh at least around here, it's it's a little rainy, but uh it's still a good time to to relax, recharge a little bit, and then get back at it. And I will catch you guys tomorrow. Cheers.