The #1 Reason Your Location Is Stuck | 342

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Transcript

SPEAKER_00 0:00

Welcome back to the Business of Beers Podcast, your daily dose of strategies, tools, and tips to help you build an eight-figure business. Today's episode is a clip from one of my YouTube lives. If you'd like to hear the whole thing, there's a link below in the description. Cheers.

SPEAKER_01 0:16

Best strategy to grow from 20 to 50k a week. Yeah. Great, great, great question. All right. I mean, the first thing is I'd I'd get a new manager, I'd get a new manager. I have this phrase, it's the manager stupid. And often, so many times, the I have we have literally taken stores from 20,000 to 40,000 in one week, and the only person we changed was the manager. Same text, same marketing, same everything. Only thing was different was a new person in the store who had lots and lots of energy, was saying yes to every single customer, was like getting the guys motivated, was holding the guys accountable, like doing it all. So first of all, it's just like you have to be honest with yourself to be like, do I have, you know, do I have the right person leading this ship that can be a you know 50k a week manager? My guess is no. Um, however, there's also this idea that you you need to um, you know, you gotta have some ATEX, you gotta have some guys that are really, really good in the back, like, or whatever, you know, if you're not automotive, it's the same principles of like not only do you have to sell, but you have to produce. So you could have the best salesman in the world, but if he, you know, if he's surrounded by a bunch of dudes that can't produce at all, he's not gonna be able to sell because he's not gonna have confidence that it's gonna get done right, and then he's the one that has to deal with the the angry customer who now we're like having to try to tell them it's this and that and there's something else, right? And so you have to have like a really good team. I think about it, like I'm a Philadelphia Eagles fan, like Super Bowl champs a couple years ago, right? And it's like you need a good quarterback like Hertz who can throw the ball, but you also need a good running back who can just like run up the middle like Saquon. And like those two guys, then then because Saquon can go through the middle so much, then or you used to be at least, that would open up for the big the big throws, you know, to the wide receivers, right? And so then you maybe don't need the best guys as the wide receivers if you can if you can constantly pound it down the center. And so you need a good team. So I would have that. Number three is if you think you've got that, um it's it's it's stacking more talent. And so we have we have this theory that or I the old way that I used to do it was I'd have like I'd have just this, right? I'd have just the one good manager, the one good tech, you know, maybe this store could get me to you know 25 to 30, right? And then now the philosophy is instead we want to have multiple good guys. So we want multiple people up front who are rock stars. We have multiple techs who are in the back that are rock stars. And yes, my payroll cost, guaranteed payroll cost, is possibly double than what it used to be, but but those stores are now doing 40, 50, 60. I mean, one of my stores last week or two weeks ago, last week was Memorial Week, two weeks ago, we did $94,000 in a single week. That store's best previous was $75, which is a good number, obviously. But I have, I mean, I have multiple stores that aren't even doing 94 for the month, and they did it in a week. The difference, we have three, I think maybe three, maybe four A mechanics, like really rock star guys. Each guy can do 20,000 plus of revenue, like they can produce rev 25,000 each of revenue. Um, so yeah, stacking talent, huge benefit. And then yeah, like you gotta get you gotta get customers in the door, right? So then you so then you gotta you gotta look at your marketing, you gotta look at the phones, you gotta look at like every way that you get leads to to to figure out how the heck are we to get more people in through the door. And the it always starts with the phones. Like so many people call. I would bet right now, call your competitors. It's 216 here, uh tell them you got grinding breaks and see what they say. My guys, I guarantee every single one of them will be say, hey, can you come in right now? And we could have one of our guys check it out, we can tell you exactly what you need. And I bet if I called a Pepoys or a Firestone or many of the other shops around here, they're gonna say, Oh, it's too late today, we close at five, you know, I need you to drop it off tomorrow, I need the whole day. Like they're gonna make it sound super inconvenient. And then and granted, my guys might not be able to even fix it till tomorrow, depending on what we need, but nobody knows what it needs, right? And so we have this problem that that we just like play defense before we play offense. Like we're pushing people away before we even have a chance to sell them. And so what I'm like really big on, and our team's big on is like just get the customers in the door. They're gonna call these other places, they're all gonna tell them no, we're too busy. We're gonna tell them yes, come on in, we're gonna look at the car, maybe we can get it in and out in a day, maybe we can get them an Uber home, and then like then, you know, we can take care of the work, and then first thing in the morning we can just get them an Uber back and they can go off to work and it's all good. So I'm always looking to find solutions to do more to do more business, not find excuses of how we can do less. And often, you know, many other people, many other people like that's not their their style. Uh yeah, sustain 20% sales growth. Listen, like this is this is the number one uh plan right right here is is stacking talent. Our team today is way more talented than it's ever have, and we're getting better every week because we're going out there. I mean, we're we're we are finding the best possible people, and we are designing compensation plans that they can make good money and that makes sense for us. So for the newest guys, it's it's uh as manager level, it's it's profit, profit-driven plans. So that we will guarantee a big salary, but in for bigger than what we normally have done in the past. But in order for them to make any more money, they gotta earn us a certain amount of profit, like net profit, that not only pays them the difference, but like like I'm happy to pay them more, right? Like, that's what I meant like earlier when I talk about like a sustainable plan is that we all win. So they can make a lot of money, I can make a lot of money, we can help a lot of customers. And so the number one strategy is stacking talent, but it's also the the number one fear that like I know I had when I was directly hiring people, was like, man, I'm bringing on all these people, like if they don't perform, I'm not gonna make any money. And like it was this scarcity mindset, and you know, it was it was one of the big changes that our CEO now, who's running the auto division, he really pushed me on to approve. Was like, like, we have to get better talented people in here, we have to give them a shot, like the pie will get much bigger, and like like and we we've seen it, like we're seeing it. And and for us, like I mean, our stores, and I and I've talked a lot, like a little bit about this in the past, but like you know, my stores, I want to say average one five is what I'm currently doing, and you know, my best do you know 2.5 to to to three is like my top, you know, my top two to three stores. But I mean, I have I have friends, some of some of you guys, like probably like I I got friends that do you know four million dollars out of the same square footage. I mean that even the top guy in Midas, like he's doing five to six million, all out of the same square foot, the same locations. Even even my my buddy who's who's doing four, like he has four stores that are doing four million each. There's not one store. Like he's got a system down, and for a lot of his, he bought them and they were doing one five. So he's doing what I'm doing. He puts in his process, his talent, his systems, and like he's getting them to four. And so when I ask him, like, what are you doing differently? Guess what? It's the same, it's this, it's what I'm talking to you about. It's what I'm my entire team is focused on, which is how do we get better people in? So he's really big on how do we get better talented people in. How do we get really good on the phone? So now that we have better people, we have more swings at bat, and then how do we have compensation plans that are aligned that everyone gets rewarded the bigger the pie gets? And then just you know, then it's efficiency, right? Then it's like the more and more cars you have and the more and more at bats you have, like instead of being close-minded and saying, Oh, well, I close at five, I'm not gonna do any more. We're like his his philosophy, these guys, actually, both of these guys' philosophy, is what do I need to change in order to double my car count, in order to double our our revenue. And so you're instead of this is the way we've always done it, and this is the way we're gonna continue to do it, the guys who are at the next level are constantly asking themselves, what do I need to change in order to get to the next level? And it's um and so anyway, I am like I'm on a mission to learn from them. Uh I obviously want to help you know as many people as I can on, I mean, like, and I'm not the and I'm not sincere saying that like I got the best, you know, average stores. Like I don't. What I'm really good at is how do we do this at scale, though, right? How do we take one store and go from one to two to four to eight to twenty to to thirty six to like you know, we're trying to get to fifty while cons while being consistent, which is a whole other challenge in self than you know getting individual stores up. Like there are two different skill sets. You know, one is like at a macro level of of organizational structure and consistency, right, and process across the board and teams and and leadership. And then at the store level, it's it's it's skills, it's talent, it's like the individual systems that we run, and then it's how do we run that across it all. So there's like levels to the game, and that's what you know I'm I'm continuing to learn. And then, man, if I can get better at that base level, if my team can get better, then like we pour that onto the the fire that we've already got with our ability to to hire and train and develop and have consistency across all the stores. I mean, that's how we're gonna that's how I'm gonna get this thing to a you know a a hundred million or or or more is is that.