FEATURES	ADVANTAGES	BENEFITS
MANAGEMENT SEMINARS	Instruct Personnel on Management concepts: Service Market Financial Analysis Evaluating Competition Repair Order Analysis Variable Labor Rates Overall Effective Labor Rates Parts Price Averaging Labor Price Averaging Total Job Pricing Service Menus Service Pricing Guide Options Facility Utilization Shop Loading Work Flow Control Appointment Systems Repair Order Writing Procedures Selling From Service History The Road-To-The-Sale Traffic Building Customer Follow-Up Organizational Structuring Management Operating Procedures Pay Plans Expense Control	1) Key Managers develop a partnership to improve Merchandising and Profitability. 2) Managers and the Dealer Principle commit to the goals established and the process to achieve them.
FINANCIAL ANALYSIS	Determine current level of profitability.	1) Train the Service Manager on how to perform a Financial Analysis.
COMPETITIVE SURVEY	Service Manager is trained on how to perform a Competitive Survey. Identify Competitive Work Competition. Develop pricing strategy based upon market research.	1) Service Manager performs a Competitive Survey Quarterly to keep current with market trends. 2) Replace specials and coupons with every day low prices.
REPAIR ORDER ANALYSIS	Service Manager is trained on how to perform a Repair Order Analysis. The RO Analysis provides several statistics including: The mix between each category: Competitive Maintenance Repair Customer Effective Labor Rate for each category. Vehicle Year distribution. Maintenance Schedule penetration Number of one-item repair orders.	1) The Service Manager performs a Repair Order Analysis monthly to monitor the results of using Competitive pricing. 2) Attention can be focused on the category that needs more volume (competitive, maintenance, or repair). 3) Low effective labor rates can be traced to inaccurate quotes and/or excessive discounts. 4) Vehicles should be evenly distributed by model year to maximize Customer Retention 5) Low Maintenance penetration indicates that Customers are not being presented with Menus on a consistence basis. 6) A high number of one item repair orders indicates more order taking than selling by Service Advisors.
VARIABLE LABOR RATES	Separate labor rates are developed for Competitive Maintenance and Repair categories. Lower rates are used for Competitive and Maintenance. Higher rates are used for Repair work.	1) Prices are lowered in the areas you must be competitive in. 2) Higher prices are charged for those services that are highly skilled and captive. 3) The correct use of Variable Labor Rates will increase the Customer Effective Labor Rate.

FEATURES	ADVANTAGES	BENEFITS
WEIGHTED PARTS PRICING (AVERAGING)	Parts prices are weighted for each category such as: Oil Filters Air Filters Fuel Filters Spark Plugs Brake Pads Brake Shoes A single sales price is established for each category to enable a consistent pricing of Menu Packages.	1) Parts setups are modified to enable one sales price for each category. Parts Counter Personnel do not have to over-ride prices during Invoicing. 2) A special RPG report is setup to provide monitoring of weighted cost gross profit margins after manufacturer price changes. The Service and Parts Managers periodically adjust prices to maintain profitability and meet competition. Menus are then reprinted.
COMPETITIVE JOB PRICING	Develop special prices for highly Competitive Items such as: LOFs (Lube-Oil-Filter) Wheel Balance Tire Rotation Alignment Brakes	1) Competitive Survey detail is used to develop a Competitive Pricing Display Board that is posted in the Service Drive. 2) Educate Customers on how your prices compare to the competition. 3) Generate more repeat business as more customers return to your Dealership for all of their vehicle service.
TOTAL JOB PRICING	Job pricing allows service personnel to quote a complete price that includes: Labor Parts Shop Supplies & Environmental Charges Tax	1) Customers receive price quotes that are complete for Competitive and Maintenance work. ADP’s Service Pricing System (SPS) is needed to perform Total Job Pricing for repair work.
MENU JOB PRICING	Develop special prices for each Maintenance Package. Menu Key Sheets are used to establish the Parts and Labor Prices for each Maintenance Schedule package.	1) Menu Brochures are produced for each Manufacturer Franchise. The Menu Packages are presented during Vehicle Delivery and RO Write-Up. 2) Inform Customer about needed Maintenance during appointment contacts. 3) Educate Customers on how your Menu prices compare to the competition. 4) Increase your volume of Maintenance work. 5) Generate more repeat business as more customers return to your Dealership for all of their vehicle service.
SERVICE PRICING SYSTEM	The Service Pricing System is setup or updated (if applicable).	1) Consistent Quotations generate more Service Sales & Gross Profit. 2) Service Advisors are able to prepare quotes in less time. 3) The Service Pricing System facilitates the successful use of Variable Labor Rates.
DETERMINE SHOP CAPACITY	Calculate your current Shop Capacity in Flat Rate Hours using a one-to-one ratio of Service Stalls to Technicians.	1) Establish the maximum number of Flat Rate Hours that can be produced from your existing facility.
CALCULATE FACILITY UTILIZATION	Calculate your current Facility Utilization as a percentage of Shop Capacity. Calculate Labor Sales needed to: Break Even Achieve 10% Net Profit Achieve 20% Net Profit	1) Establish the starting Benchmark for Facility Utilization. 2) Service Manager develops both short and long term goals for Net Profit.

FEATURES	ADVANTAGES	BENEFITS
WORK FLOW CONTROL	Decide how much work each Service Advisor can take-in after Carry-Overs. Determine RO Status at any point during the day. Establish when the shop has reached its capacity. Record Customer contacts, and Quality Control activities.	1) Service Advisors focus on achieving goals pertaining to Sold Hours. 2) Service Advisors are able to communicate more effectively with customers about promise times and vehicle status. 3) Service Advisors can let Walk-In Customers know whether their vehicle can be worked on today.
APPOINTMENTS & SHOP LOADING	Load Appointments based on preset time intervals per Service Advisor. Load Appointments based on available Hours-To-Sell. Confirm Appointments with Customers2-3 days prior to the scheduled date. Inform Customers of needed Maintenance and Campaign work. Follow-Up on No-Show Customers.	1) Spread Appointments through out the day to allow Service Advisors to spend more time performing: RO Write-Up Status Reports & Upsells Active Vehicle Delivery 2) Schedule the appropriate volume of Appointments to enable completion of: Waiters Walk-Ins Upsells Carry-Overs Internals 3) Presell Customers during the Appointment. 4) Reduce the number of No-Show Customers.
REPAIR ORDER WRITE-UP	Follow a Road-To-The-Sale process: Friendly Meeting & Greeting Listen to Customer’s Concerns Restate Customer’s Concerns Present Factory Maintenance Schedule & Multi-Point Inspection Ask for the OK Repair Orders are written legibly and include all the 6 C’s: Complaint (Concern) Cause Correction Concise Correct Complete Provide Promise Time Explain the Communication Process to the Customer.	1) Better communication between Service Advisor and Customer enhances customer satisfaction and loyalty. 2) Better communication between Service Advisors and Technicians results in higher Productivity. 3) Better communication between Service Advisor and Booker and/or Warranty Administrator reduces expense. 4) Fewer mistakes due to erroneous information improves the “Fix it right the first time” ratio.
TRAFFIC BUILDING	Examine the use of: Service Reminders Mailers Customer Surveys Service Clinics	1) Determine best source for Service Reminders. 2) Establish methods to make Service Reminders more effective. 3) Develop methods to improve use of Service Mailers. 4) Determine whether Customer Surveys should be performed in-house or by an outside vendor. 5) Establish tracking methods for Service Clinics. 6) Develop methods to make Service Clinics more effective.

FEATURES	ADVANTAGES	BENEFITS
CUSTOMER FOLLOW-UP	Establish Customer Follow-Up forms, log, and tracking system. Capture direct feedback concerning the Customer’s service experience. Contact all service Customers by telephone or mail.	1) Take appropriate management action for upset Customers. 2) Gather advice on how to improve your current level or service. 3) Provides a method to improve individual employee performance.
TASK ANALYSIS	Determine the current duties performed by each key employee.	1) Re-assign tasks as needed to improve the scheduling and dispatching of service work.
REVIEW PERSONNEL JOB DESCRIPTIONS	Determine if Job Descriptions match the duties being performed. Update Job Descriptions and educate employees on any changes.	1) Employees gain a clear understanding of their job and the associated duties, and responsibilities. 2) Employees are shown how their job contributes to service department productivity.
PAY PLANS	Current Pay Plans are evaluated. Pay Plans are modified as needed to ensure that they are good for: The Customer The Dealership The Employee	1) Pay Plans are developed that associate compensation with achievement of specific management goals.
IDENTIFY KEY CONTROLLABLE EXPENSE CATEGORIES	Key Expenses are measured as a percent of Total Labor Sales to determine if they are at an acceptable level.	1) Focus attention on those expenses that are under direct control of the Service Manager.
SERVICE ADVISOR TRAINING	Service Advisors are instructed on the theory and methods needed to implement the program. Additional time is spent with them in the Service Drive to reinforce class room training.	1) Service Advisors become partners in the implementation of the program. They realize that the program is good for themselves, the Customer, and the Dealership. 2) Service Advisors are able to see the success of the program live in the drive. The ASC Consultant coaches each Service Advisor on the principles covered in class.
TECHNICIAN TRAINING	A meeting is conducted to educate the Technicians concerning the impact of the program being implemented.	1) The Technicians become partners in the successful use of the program. They are provided with direct feedback rather than rumors.
TRACKING AND MONITORING	Reports are prepared that provide statistics for determining performance and calculating compensation.	1) Employees are able to monitor their progress each day.