As a technician I have been trained to look for what is wrong and fix it. As a child growing up in the family of a great technician I learned this lesson early. Things that we did right were overlooked or “expected” while things that we did wrong were loudly proclaimed and carefully dissected under the guise of making us better people. Punishments were plentiful and compliments were virtually non-existent.

I am sure that my parents were trying to help me be a better person and make a positive contribution to society but I believe it had the opposite effect. I believe that it caused a serious lack of confidence and a defeatist attitude.

At 17 I was chosen to tour the country with a popular music group but I didn’t have the courage to go. I failed the first 2 times I went to college because I wasn’t mature enough to take accountability for my actions. I blamed the teachers, subjects, my roommates and anything but myself for not studying and learning the material. I knew that I wasn’t smart enough or good enough and was sure that sooner or later the people around me would find out. I spent much of my time trying to cover my inadequacies instead of building my strengths.

I dropped out of college to work for my father at the shop. I was a pretty good technician. I was money driven so I worked hard, was productive, had few comebacks and made loads of cash (this was the 80’s) but I wasn’t happy.

My early conditioning and tech training leaked through in every aspect of my life. Nothing was perfect and it should be! My wife would take care of the kids all day, clean the house and make me dinner yet I would only notice the toys that she forgot to pick up for the tenth time that day. I expected dinner and a clean house! I was so clueless that it wasn’t until she told me that she was divorcing me that I had any idea that something was wrong. I thought that you were supposed to point out what was wrong so that people can fix it and things can be perfect. I never realized that people do better with compliments and positive direction than they do with criticism.

My story takes a positive turn here. I saved my marriage. I went to counseling (best $17,000 I ever spent) and came to a realization that I needed to look at the world in a different way. I came to realize a few things; I really was smart, had some unique talents and had everything I needed to be happy, my happiness depended on me and no one else, I didn’t need to be perfect to be good, I could enjoy the good stuff, I didn’t need to point out everything that was wrong because most people already knew what was wrong and they were much harder on themselves (usually) than I could ever be, and, by continually bringing it up I was actually removing their accountability. I was allowing them to wallow in anger and pity instead of helping them achieve, helping them win the game.

How does this apply to the shop? If a large percentage of shop owners are technicians and technicians are trained to look for what is wrong and fix it then many shop owners are pointing out everything that is wrong and overlooking the good stuff.

In my experience I have seen 3-types of shop owners and managers out there.

1. The guy/gal that still has the energy to find and point out everything that is not perfect with the business, the staff, and the world.
• Is focused on others actions
• Vocally points out everything that is not perfect
• Is frustrated or angry most of the time
• Can’t understand why people won’t just do it right (his/her way)
• Believes that it should and can be perfect
• Takes it home and lives with it 24/7
• Gets more and more frustrated with each passing day
• Keeps bashing his/her head against the same wall

2. The guy/gal that is worn out
• Is focused on others actions
• Has been trying for years to get them to do it right
• Recognizes everything that is not perfect but no longer vocalizes it directly to employees
• Can’t understand why people won’t just do it right (his/her way)
• Is unhappy, angry and frustrated but too tired to fight it
• Has given up on ever getting it done right
• Has abdicated management and the shop runs them
• Doesn’t get what he/she wants but doesn’t know how to fix it

3. The guy/gal that understands that success is a trip, finds joy in everything that is going right and every step in the right direction and recognizes the individuals and team’s progress.
• Is focused on results
• Keeps working towards perfection
• Recognizes things that are not perfect and works with staff to find solutions
• Is people oriented and goal focused
• Knows that individuals will do it their way but doesn’t care if the result is right
• Has fun helping his/her people learn new things and succeed
• Is determined to be happy and understands that they control their attitude
• Gets most of what he/she wants and enjoys the game

As a young Service Advisor I was lucky enough to mentor under a great man, Jim Hunt. I can remember one discussion where we disagreed about rewarding people for good behavior. I was adamantly against it because I felt that good behavior was expected, just part of the job. Jim was for it, he understood that you get more fly’s with honey than vinegar. I believe he understood more. Life is short and you should do everything you can to be happy and help others be happy. Happiness is more about attitude than environment. It took me many years to learn this.

Attitude is infectious. It is very easy to bring others around us down and difficult to bring people up once they are down. It is easy to maintain a good attitude once you have it

A bad attitude:
• Creates passive aggressive behavior
• Makes little things BIG
• Impedes communication
• Makes others quick to take offense
• Destroys trust and relationships
• Makes it hard to get what you want
• Creates frustration, disappointment and distrust

A good attitude:
• Increases happiness
• Makes big things smaller
• Increases communication and trust
• Builds relationships
• Makes it easier to get what you want

In order for us to get what we want it is necessary that we maintain a positive attitude and uplift those around us. If anyone understands how hard this is, I do. It is a battle that I fight everyday and some days I lose the battle. On those days I try and stay away from people and instead look for things I can be happy about or something to keep me busy. I understand that if it is going to happen it is up to me.

Here are a few things that we can do to improve our attitude and our results?
• Make sure our communications are clear
• Be honest about what upsets us
• Expect the best from your people
• Get agreements from our staff
• Measure results and manage people
• Never let your people flounder or drown
• Don’t wait until the problem is BIG
• Recognize and reward good behavior
• Set a good example
• If you find yourself overwhelmed – stop and regroup
• Get rid of habitually unhappy people Never show anger or disappointment in public
• Take the time to find something positive each day

I know that it is not possible to have a great attitude everyday. Life is full of challenges and surprises. I also know that I am better able to face those challenges and surprises if I have a positive attitude. After banging my head against the same wall for years I have come to realize that I cannot control everything that happens to me. I cannot control those around me. I can only control my attitude and actions. If I am to be happy it is up to me.

For additional information go to Automofo.com

What can be expected from employees?

This is not a simple question.  What should be expected from employees is:  They perform all the duties of their position in such a manner as to insure the company meets or exceeds it’s goals and customers are more than happy with the service or product that they provide, and they do so without causing undue stress on the management, the business or the clients while meeting the determined and agreed upon goals for their position.

For each position duties are different and for each business, and sometimes each manager these duties vary depending on what they focus on and what they are comfortable with.

I think that another question must be asked along with this one.   What can be expected from the company besides a paycheck and a place to hang your hat?

In general:

Technicians should inspect and diagnose vehicles, report the information to the sales/service team and when the work is sold perform the work in such a manner that it last at least (insert your numbers here)-months or (insert your numbers here)-miles or for as long as the original part did.

They should do so within the parameters of the systems and processes that have been installed in the business and determined by ownership and management to be necessary.  This includes but is not limited to: showing up to work on time, in the proper apparel and within company determined grooming standards ready to perform their duties: inspecting, diagnosing and repairing the vehicle in the method determined to be best for the client and the business, keeping their areas clean and safe, obtaining the necessary tools and education to stay current, properly filling out all paperwork necessary to document what is needed in the manner determined and taught by the business. (Inspection and diagnostic sheets, estimates, labor descriptions, final work performed, parts requisitions, and anything else that has been deemed to be necessary to communicate properly with the customer and protect the company including all documentation to keep the business legal with federal, state and local authorities. etc), attending and participating in all meetings deemed necessary by management, generally learning and following all systems and processes that are in place in the business and doing so with a positive attitude.

They should be loyal to the business, which means:  They should not talk bad about the business, its products, their co-workers or ownership.  And, they should uphold all of the standards of the business taught to them by ownership and management to the highest level possible.  They should properly represent the company in everything they do while at work and in their personal lives. (This should be clearly spelled out in the employee manual)

Service Advisors should be the conduit between technicians and the customer.  Helping the customer understand what is necessary, why it is necessary and what the consequences of not doing recommended work are. Clearly, accurately and concisely stating the customers concerns for the technician using company approved and taught methods. They should sell what has been determined to be their goal at the appropriate agreed upon margins and do so while maintaining 95% or above customer satisfaction.

They should guarantee that all work sold and performed is fair for all parties concerned; the customer is getting a job done well using quality parts that are guaranteed and will last for (put in your numbers here)-months and (put in your numbers here)-miles, the company is receiving a fair profit for this work (put your number in here), and the employee is fairly compensated for his/her work (which would include pay, benefits and working environment).

They should follow all of the processes and procedures determined by ownership and management to be necessary and in the manner that is acceptable to management as well as fill out all necessary paperwork to properly estimate, sell and document what has taken place so that the customer can understand it and the business is protected. This would include: reports, estimates, documentation of customer discussions, sales paperwork, labor descriptions, and anything else that has been deemed to be necessary to communicate properly with the customer and protect the company including all documentation to keep the business legal with federal, state and local authorities.

They should show up to work on time, in the proper apparel and within company determined grooming standards ready to perform their duties. They will ultimately be in a leadership and management role in dealing with technicians and GS/Tire techs and with customers so they will need to learn and master communication, leadership and management skills to guarantee the consistent performance and profits of the business. They should attend and participate in all company and management meeting with the idea of helping the company to be successful and meet its financial goals and obligations.

They should be loyal to the business, which means:  They should not talk bad about the business, its products, their co-workers or ownership.  And, they should uphold all of the standards taught to them by ownership and management to the highest level possible.  They should properly represent the company in everything they do while at work and in their personal lives. (This should be clearly spelled out in the company manual)

Note:

I am sure that there are additional things that I have not included but I don’t like lengthy job descriptions and I find that longer the job description the less that will sink in.  These job descriptions should be accompanied by an employee manual that better defines the company standards, a procedures manual with all procedures that the employee will need to master for his/her position and a schedule or time-line that can be monitored and checked off by a supervisor or trainer as they master each procedure.

The problem with most business and managers is that they have not defined most of what they are asking the employee to do and therefore cannot communicate what is required properly to the employee or train them in an efficient and succinct manner.  And if the employee doesn’t understand “clearly” what is required how can we get agreement and hold them accountable.    Most businesses have no more training than telling the employee to go out into the world and be productive or efficient and never define what that means or get the employee to agree that it is possible, let alone understand where or how we can help the employee be successful.  Add to that, no measurement, no timely and consistent feedback (except when they have really made us mad), no effective and consistent management, or communication and you have a recipe for disappointment and failure for the business and the employee.

This idea of telling an employee to be productive or go out and sell without defining the why, how, how much, when and what are the benefits (or consequences) is ineffective at best and destructive at worst.  And, in today’s business it will not work.

What the company can do for the employee besides provide a place to work and a consistent and timely paycheck is clearly define what is required for success, train the employee as necessary to competency in all required tasks, closely monitor and manage performance, and get them education, training and help in the areas that they are deficient.   Also, let them go if and when it is determined that the employee cannot or will not perform the duties of the position within acceptable standards.

I am sure that we can define this further and I plan to do so as soon as possible.

Leadership, management and hope are key to a shop’s success.

Building a successful business is a lot like cooking. If some of the ingredients are missing or not measured in correct proportion, the result is almost always less than expected and often inedible.

Of the many businesses I have had the opportunity to work with over the years, almost all have had the ingredients needed to be successful and most of them have had the recipe; but they lacked a core component that is vital to the recipe. In essence, they knew what they needed to do but could not do it because something was missing.

Many business owners blame poor results on lack of car count, untrained or unwilling staff, the economy, lack of education or any of a long list of problems. The real problem may be a shortage of leadership, management and accountability. No one is accountable for making sure the business and its employees have everything needed to complete the recipe.

Leadership Is Key to Success

Success is attainable if there is someone willing to be accountable for creating it. What is needed is someone with the vision, knowledge and stamina to be accountable. Successful leaders don’t use excuses when confronted with problems. They make decisions based on their vision and act accordingly.

Companies that are not successful lack leadership, management and hope.

It is difficult to fault managers and owners; many have worked so long and hard for so little that they no longer believe they have what it takes to succeed and work only to make it through one more day, one more week and one more year. This lack of hope causes them to forego training and education that would ultimately improve their outlook and situation. At the end of the day, they have spent so much time working in their business they are just too tired to work on it. Many no longer have the will or the energy to hold onto their dreams and therefore spend most of their energy just trying to keep their head above water.

Leadership, management and hope are necessary to achieve success.

Defining Leadership

One of the best descriptions for leadership can be found in Marcus Buckingham’s book, “The One Thing You Need to Know.” Buckingham believes true leaders have one primary purpose for the business. True leaders define a clear picture of the future. The clearer the picture, the more likely it can be achieved. This picture includes:

• Company financial performance
• Employee skills required
• Employee actions and performance
• Where/how money is spent

He further states, “Great leaders rally people to a better future.” I would add that great leaders are accountable and refuse to be defeated. Successful leaders understand the necessity of spending time creating the vision that will keep everyone motivated when things aren’t going their way.

Leaders Have Vision

When studying great leaders, it is clear they have a vision of the future and can get others to share and believe in their vision. Leaders have an attitude of success, gratitude for the contribution of those they work with and do not allow anything to get in their way. When confronted with obstacles, they go through, around, under or over them. They don’t make excuses. They sacrifice pride for the good of the team and for the chance to achieve their goals. If they don’t have the knowledge, the resources, the people or the tools necessary, they recognize it and do what it takes to get them. Every successful company must have a clear vision of a better tomorrow that all can believe in; this is the core responsibility of leadership.

The job of management is to find, hire, train and motivate good people to carry out the actions and obtain the results determined by the company vision. To properly manage, clear expectations and goals must be defined and agreed upon. Employees must be measured. Poor performance must be reviewed and repaired, and good performance must be rewarded. Bringing out the best in people requires a shared vision, and all team members must understand they are important to success. (for assistance creating pay plans and negotiating with your employees click here)

Supervision Versus Management

A common mistake in small businesses is the confusion of supervision and management. Supervisors are focused on specific jobs and actions while management is focused on people and results. Supervision is necessary when training new employees but soon becomes suffocating to those who know what they need to do. High-performing employees wither under too much supervision.

Micro-managers are supervisors more concerned with how the job was done than with the results. Micro-managers take credit for decisions and success, often leaving employees unaccountable, hollow and unfulfilled. Micro-management causes employees to become incapable of making decisions and/or taking actions and removes their accountability.

Skills of a Good Manager

Good managers teach people how to think, where to find answers and how to apply their knowledge to solve problems. Good managers define the results that are needed and work with employees to help them achieve these results. A good manager asks himself/herself every day, “How can I help my staff win the game?” They then do everything in their power to help their staff win. Helping employees win makes them feel important and creates pride and ownership.

Every successful business needs leadership, management and hope. Where is your business? Does your business have a leader who is accountable for vision and success? Are you a manager or a supervisor? Can your staff make good decisions without you? Answering these questions truthfully could be the key to changing your results and renewing your dreams.

If you would like to be a better leader or manager, I have found the following books to be invaluable:

• “Good to Great,” by Jim Collins
• “The One Thing You Need to Know,” by Marcus Buckhingham
• “The Better People Leader,” by Charles Coonradt.

(click here for online classes designed to help you become a better leader)

I was reading a book by Charles Coonradt (one of my favorite authors and an all around great guy) titled “Managing the Obvious” and I came across an idea regarding compensation and contribution.

Chuck (to his friends) believes in scorekeeping.  (Setting 3 to 5 goals with each employee and then publically displaying their results.)  He feels that this motivates the employee and I agree.   According to “Managing the Obvious” he also believes that if things are going correctly every employee will feel underpaid because he/she will always need to contribute more than they are compensated for.  If the opposite becomes true then the company is in trouble.

In an industry where 72% productivity is the norm I have seen first hand many companies where lack of productivity seriously damages the business (to view a webinar on how to increase productivity).  Employee costs are too high for what they contribute which reduces profits to the point of being non-existent.

I spend a lot of my time with Automotive Service Business Owners creating business plans and setting goals for their company, then teaching owners to meet with employees, set (and agree upon) goals and create scorecards for the employee surrounding these goals (for help learning how to effectively negotiate with employees).  I also teach them how to tie the goals to pay and performance, which is not commonly done in the Auto Service Industry.   I think that most owners believe that if they tell the employee that he/she must contribute to get his/her compensation then the employee will quit.  My experience has been quite the opposite.  In my experience, employees that have goals and visual measurements that are tied into their compensation contribute much more than employees that don’t and are happier and more confident in their positions.

So… If you want happier and better paid employees, set some goals, display performance and tie that performance into their pay. (for assistance with understanding and creating performance based pay plans click this link)

I was standing across the counter from a client explaining why we don’t give discounts after the fact and why we could not give him an additional 10% off on his repair bill.  Each time that this happens a few things run through my mind.

I see the large stack of bills that never disappear from my desk no matter how many times I pay them.  I see the Insurance Companies, various Government Agencies and my employees, with their hands out for MORE.  Most of all I picture myself telling my wife that we don’t have enough money to buy groceries, pay the mortgage or send our children to college, let alone take a decent vacation for the first time in 10 years.  And, I picture myself delivering parts at the age of 70 because I couldn’t set aside enough money to retire.

No matter how long I have been in this business or how many times somebody asks me for a discount, it is always personal for me.  I believe it is because I know how hard it is and how hard it is to make a living servicing and repairing other people’s cars.

I don’t believe that one discount will kill my business or starve my children, however, if I discount this bill what about the other 65 customers that will have their vehicles serviced this week? If I supplement this repair then my other customers will have to pay more to make up for it or I will have to take it out of my own pocket.  How can that not be a little personal?

As my heart started to pound faster and my mind began to race, I found myself thinking of the various places that the money might come from and I realized that this customer had put me in a tight spot.  I really want to keep every customer happy and coming back but more importantly, I want to pay my bills and have my business be a success. I want my family to have all the things they deserve and I would like to retire while I still have the health to enjoy it.

I believe it is a simple case of math.  If we have calculated our overhead correctly and put in place pricing that reflects our true costs of business then the 10% that this customer is requesting has to come from somewhere.  (Watch a free sample of a  class on determining the numbers that you need to succeed in your business)

As much as I like this customer and appreciate his trust, I am not going to take money from my own pocket and give it to him. My personal expenses are budgeted almost as tightly as our business expenses.  I sure as heck could not go home and explain to my wife that her monthly budget would be decreased because I needed to discount a customer’s bill.  I also could not tell my children that we can’t afford new clothes for the upcoming school year or that they will not get their allowance because I helped pay for a customer’s repairs.

The last time I asked my wife to see if the grocery store would give us a 10% discount on all of our purchases, (after all we do spend over $1,000 a month), she looked at me like I was completely crazy.

I have tried asking the Landlord and the local Utility Companies to discount our bills but they are always so uncooperative.

I have tried getting the various Insurance Companies to lower our rates because of our stellar record of no claims or injuries in the past 8 years, but instead they continue raising our rates to pay for other businesses with less stellar records than ours.

I wish that I could get a discount from the numerous, local, state and federal taxes I have to pay but no matter how well I run the business or how much we pay, it just seems like they get higher each year.  The 10% wasn’t going to come from there.

My parts suppliers get rather upset if I don’t pay my parts bills in full and on time.  When they don’t get paid it seriously affect my ability to service or repair any car and my ability to give my customers what they expect.  It even affects my relationship with other parts suppliers.  (When you don’t pay your bills the word gets around faster than a bad case of poison ivy and the side effects can last much longer.)

I guess I could try asking the technicians to take a 10% pay decrease but they can be so negative when it comes to money.  In May I told them that insurance rates had risen almost 30% and they couldn’t get a raise, it cut productivity in half for a month and they are still complaining.  I can’t imagine what they would do if I asked them to take a pay decrease so that I could discount a customer’s bill.

I asked the other customers that were picking up their cars, if they would like to pay a little extra so that this customer could have his discount.  None of them felt inclined to supplement these repairs, in fact they were rather amazed that I might suggest it.

I explained that the cost of his repair had been carefully calculated to take into account all of our expenses (including my pay), rent, lights, water, the well-trained and knowledgeable Master Technician that worked on his car, the cost of quality parts that we could warranty for 2 years & 24,000 miles, as well as a small profit that would enable us to stay ahead of rapidly changing technology, modernize equipment to be as efficient as possible, and insure that we would be here in future to continue to give him the quality repairs and customer service that he had become accustomed to.   Try as I might I just didn’t know where the 10% would come from.

I asked him if he would prefer that we use cheaper parts, less qualified technicians, kept his car for days on end waiting for parts from suppliers that would give us cheaper prices but horrible service, hire somebody for the front counter that couldn’t answer his questions, give him little or no warranty, or short cut the repairs and maintenance on his vehicle insuring its unreliability and early demise.   He told me that he didn’t want any of these things to happen.

After wracking our brains neither of us could come up with a fair alternative to him paying his bill in full.

* * * *

This may sound like a far-fetched conversation but I assure you it is one that happens in Automotive Service Shops all across the country every day.  The only difference is that we usually find someplace to shift the costs, which often seriously affects our companies continued health, our families’ financial security, and/or our employee’s happiness.  Or, we take it from our other customers in ways that they do not see or understand.  In many cases this means cutting corners in performing repairs, using inferior parts or untrained personnel, or just not performing the services that are necessary to keep customers vehicles in their best running order, which seriously decreases the life of their vehicles and greatly increases their out of pocket expenses. (a topic for future musings)

As a 30-year veteran of the Automotive Service and Repair Industry I have often been involved in discussions that are centered on the myriad of problems within our industry:

1. Untrained, unmanageable and temperamental technicians that demand way too much pay for what they are willing to give us, if we can find them.
2. Seriously under-trained sales people who are order takers at best.
3. The difficulty of quickly obtaining quality parts that carry a good warranty from someone who will also give us exceptional customer service.
4. The perception that Automotive Service Shops are “ripping off consumers” if they suggest the services that they know will help the consumer get the best use of their 2nd largest investment or charge enough to survive that is perpetuated in the media.
5. The seeming need to spend so much of our time with price shoppers that ultimately find somebody who is cheaper than us (at least on the surface) leaving little time for the customers that really support us.
6. Business owners that have little or no idea what their true costs are which causes them to discount repairs and price themselves way too cheap, insuring their ultimate failure and making it harder for those that truly understand what it costs to succeed in this business.
7. Customers that expect us to do exceptional work, predict the future failure of their vehicles, all while they try to keep us from maintaining their vehicles in a way that will ensure their continued reliability, and that ask for and expect rock bottom prices because we have trained them incorrectly.
8. Insurance companies as well as state, local and federal taxes that are choking our businesses and making it almost impossible to give our employees and customers what they want or need.
9. And, a serious lack of quality training which we expect to be provided for us at little or no cost, that we either do not attend and support or fail to implement because, “I can’t afford to train people, once I do they will just go somewhere else! or I am too busy trying to make a living to get the training I need to help me survive, I just have to get this car finished”

I am old enough and experienced enough that I realize working on a customer’s car and discounting their repairs at the expense of my business and my family is crazy, and yet I have found myself at the counter more than once considering it.   I have seen many owners and service advisors sacrifice 10% without realizing how it affects everyone depending on the business. And, I have had more than one owner that was going broke tell me that he/she could not raise their rates because their customers would not pay.

As I reflect on this experience I remember something that I was taught by my parents and various Sunday School Teachers when I was very young.  “Decide who you are going to be and how you are going to be before you get in stressful situations.”  I am sure that they didn’t have any idea that it might apply to my current business situation, but I have found this advice to be useful in every aspect of my life.

In our business we have decided that we need to be honest, give the customer a quality repair, unbelievable customer service, a great warranty, and make enough money to insure a good quality of life for the owner and our employees while guaranteeing our continued success.  We ask for and get what we need because our customers see value in the things that we offer them and we always give more than we cost.

We are successful because we have decided to act like professionals.   We base our prices on our true costs and not what the guy down the street is charging.  This keeps us from making the costly mistake of assuming that the guy down the street has any idea what he is doing, what his true costs are, or that he isn’t going broke if he isn’t broke already. 

We include in our calculations a fair wage for ourselves and for our employee’s,  (an hourly rate that accounts for all our expenses and a fair profit that will allow us to continue to service our customers for many years to come).We have decided that the person who should pay for this is the person who bought the car, drove the car and broke the car.

We give the customer what they deserve; a quality repair performed by a qualified licensed technician using a quality part with a great warranty, thus insuring the longest life of their second largest investment, at a fair price (fair to us and fair to them).  Our customers find great value in this and are willing to pay for that value.

Whenever you find yourself wanting to discount a customer’s bill, take a long look at the large stack of forever proliferating bills that seem to grow from your desk.  Think about telling your wife that she can’t go to the grocery store or buy your children the things that they need.  Picture yourself at 70 delivering parts or standing in a store saying “Welcome to Walmart” because you don’t have enough money to eat, let alone retire.  If this doesn’t work for you, consider the fact that you may be giving away your new truck payment or the money that you need to buy that new trick tool. It makes it really easy to tell your customer that he needs to pay his fair share.   It makes it easy to do our job in a professional manner while handling the customer that asks for a discount.

Have you decided what kind of business you are going to be and who is going to pay?  Will it be: you, your Technicians and their families, your other customers, orr the person who bought the car, drives the car and sometimes even breaks the car? After all you are in control of your life and your business, or you should be. You Decide!

(for additional help with any aspect of your Automotive Service and Repair Business )