CLIENT TESTIMONIAL: Rocky mountain diesel
By: Chris Thom, Owner : Rocky Mountain Diesel
I had been running Rocky Mountain Diesel without a strategic plan. Scooby Barbre has been a trusted consultant to our fixed ops department, and he suggested that we bring in Greg Fenn for strategic planning. I value the opinions of industry experts, and knew it would be valuable to have someone onsite for the 30,000 foot view...
THE CASE FOR A DEALERSHIP TRIAGE PROCESS: PART 2
By: Mark Martincic
August 31, 2015
Let’s look at how the triage process is implemented in dealerships that are finding triage a positive addition to their day-to-day management. The Service Writers manage the triage bay or bays. They perform the initial evaluation, assign each job to the Triage Technician in the order that is applicable and they check and verify applicable bulletins. They also ‘validate warranty coverage’, etc. on all vehicles prior to assignment.
THE CASE FOR A DEALERSHIP TRIAGE PROCESS: PART 1
By: Mark Martincic
July 29, 2015
Recently, many OEMs have been aggressively encouraging dealerships to implement a “Triage Process”. Whether it’s called Accelerated Service, Express Assessment or just plain Triage Process, many dealers are not welcoming this suggestion. Considering the positive aspects the Triage Process offers customers, one wonders why this approach been met with so much resistance. Here, I will address common concerns when considering implementation of a Dealership Triage Process.
CASE STUDY: CONSISTENT PARTS MANAGEMENT = PROFIT
July 2, 2015
A common question from dealers who are considering contracting with KEA Advisors is “How long should we expect this to take? The contract is for a year, but . . .” This Case Study is a recap of a 5 year-plus parts project that KEA Advisors performed for a large dealer group. The initial phase introduced practices and procedures that enabled the progress reported below.
PROACTIVE USED TRUCK INVENTORY MANAGEMENT
By: John Whitnell, President, Whitnell Analytics
May 29, 2015
Strong inventory management is key to Used Truck Department profitability. Inventory velocity needs to be high, yet it is necessary to keep an adequate supply on-hand, all while attaining a reasonable gross profit. Management of used inventory boils down to four steps: 1) Appraisal; Inspection/Reconditioning; 3) Marketing; and 4) Planned Disposal.
CASE HISTORY: Changing for the Better (and the PROFIT!)
April 28, 2015
In spring of 2012, Coast Counties Peterbilt received a wake-up call. Supposedly, the economy was rebounding, but the financial report card for Coast Counties, which has five retail branches and a leasing branch across a 350 mile stretch of northern California, did not reflect the national shift.
“We were complacent in the way we did business,” Gary Syvertsen, Director of Services recalled. Their customers liked the people in the service department, but customer satisfaction was low. Services took too long, labor throughput needed to improve and work in progress times needed to be reduced. The dealership principal had met Keith Ely of KEA Advisors a few years earlier. He made the decision to have KEA Advisors conduct a week-long seminar for the dealership’s service managers.
CASE HISTORY: Tuning up for high sales performance
March 31, 2015
Kriete Truck Group, headquartered in Milwaukee, has five full-line, premium dealerships across Wisconsin, spanning the entire state from East to West and covering nearly two-thirds of the state. With eighteen salesmen, the group was successful, but felt they could expand their market share. “For a long time, our sales planning process was a pipe dream,” said David Kriete, CEO and Dealer Principal. “We had some ideas, bounced around some high level goals, but there was no real process for realizing them.” David decided to enroll in a pilot program offered by one of their premium truck brands and KEA Advisors.
CASE HISTORY: Creating a Customer-Centric Culture
February 28, 2015
In the spring of 2014, Cerni Motor Sales in Youngstown, Ohio determined that their Service Department was not operating at the levels that they wanted, either in terms of performance or profitability. “Our service team didn’t have a customer focus,” said Vince Cerni, Leasing Manager.
“Our situation was like most service and repair shops. We weren’t communicating with customers well, our time estimates were inaccurate, jobs were scheduled before parts were received and we just didn’t have a real process, Cerni said. When KEA Advisors was contacted, Cerni Motor Sales specifically wanted to improve the level of customer service offered, as well as to improve throughput and reduce both cycle time and work in process.
CASE HISTORY: Combining parts departments
January 29, 2015
Tallman Truck Centers of Kemptville, Ontario had been in business for more than 40 years when they purchased a competing dealership. “We had thousands of customers, parts and records and so did they. And there were a lot of crossover customers and parts,” said Richard Shortt, Vice President of Operations for Tallman.
“Both firms were using the same ADP system, but with different pricing, matrix numbers and codes. There were multiple locations for both businesses. We needed to scrap both sets of pricing and create something new, yet retain some of the history and customer information. It seemed like an impossible task,” Shortt recalled.