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How SERVICE ADVISORS Can Drive Retention (Even Without the Original Sale)

April 20, 2026

Retention isn’t luck—it’s intentional.

If you’re a SERVICE ADVISOR or SERVICE MANAGER trying to get customers to come back—especially ones who didn’t even buy their vehicle from your store—you already know the challenge. Free oil changes might get them in once or twice… but what happens when the “free” runs out?

That’s where real retention begins.

In Service Drive Revolution #355, Chris Collins and his team tackled this exact challenge—how to keep customers coming back when price incentives fade and loyalty isn’t guaranteed. Their conclusion? Retention isn’t about gimmicks or giveaways—it’s about being intentional with every interaction.

Stop thinking transactions. Start thinking relationships.

Stop Thinking Transactions. Start Thinking Relationships.

One of the biggest reasons dealerships lose customers is simple: the experience feels transactional.

Customers don’t come back because of a coupon. They come back because of how you made them feel.

Think about it—people will drive past multiple dealerships just to go somewhere they feel known. Somewhere they trust. Somewhere that feels easy.

Retention isn’t about price. It’s about connection.

And that’s where strong Fixed Ops strategy comes into play—building systems that support real relationships, not just one-time visits.

Be Intentional (Because Nothing Good Happens by Accident)

If retention is the goal, then every step of your process needs to support it.

That means:

Scheduling the next appointment before the customer leaves
Personally calling to confirm—not relying on automated reminders
Reaching out before they think about going somewhere else

It’s not complicated—but it does require consistency.

The advisors who win at retention aren’t doing one big thing. They’re doing a lot of small things, every single day, on purpose.

Different Customers, Different Experiences

Not all customers are the same—and treating them like they are is a mistake.

A luxury customer (Mercedes, BMW, Audi) expects a higher level of convenience and service:

Pickup and delivery options
Loaner vehicles
White-glove communication

Meanwhile, a more value-driven customer (Toyota, Ford, etc.) may be more motivated by:

Convenience
Clarity
Perceived value

The key is adapting your approach without losing consistency in the experience.

At the end of the day, though, they all want the same thing: to feel taken care of.

Retention Starts Before the First Service Visit

One of the biggest missed opportunities in dealerships?

The handoff from sales to service.

If that introduction doesn’t happen—or happens poorly—you’re already behind.

Top-performing stores:

Introduce the SERVICE ADVISOR at delivery
Set expectations clearly
Schedule the first service appointment right away

If you’re not doing this consistently, you’re making retention harder than it needs to be.This is where a strong SERVICE MANAGER makes a huge difference—ensuring the process actually happens, not just that it exists on paper.

Make It Easy to Come Back

Customers don’t leave because they hate you.

They leave because it’s easier to go somewhere else.

So your job is simple: remove friction.

Call them before they call someone else
Remind them of their benefits (don’t assume they remember)
Let them know you service all makes and models
Create convenience wherever possible

If you save them time and effort, you win.

Leverage the Relationship Beyond One Vehicle

Here’s something many advisors overlook:

That Mercedes customer? They might also own a Toyota. Or their kid drives a Honda.

If you build the relationship, you earn all the cars—not just the one you see today.

And sometimes, service doesn’t just retain customers…

It sells the next vehicle.

The Real Secret: Make a Friend

At its core, retention is simple.

If a customer feels like they’re just a number, they’ll leave.
If they feel like they know you—and you know them—they’ll come back.

It’s no different than going to the same barber, restaurant, or coffee shop.

People return to people.

Final Thought

Sales might “date” the customer—but service marries them.

And like any good relationship, it takes effort, consistency, and intention.

If you focus on that, retention stops being a problem—and starts becoming your biggest advantage.

FULL VIDEO TRANSCRIPT

Welcome and Team Introductions

Welcome to the big show. We have a special episode for you today. We’re going to talk about retention, but our team is here in the office this week. And so, we thought we would invite them to come on the show in shifts. And so, we’ll just go around the table and introduce yourself. We’ll start with you, James. Not Captain. Captain James.

Captain James. GI Jane. Amber. Vicki. Adam. Banana. Dylan. I’ve been called many things. I prefer Brian. Mr. Brian, Dr. Brian is fine. Brianna. Chris Collins from Welcome to Service Drive. Service Drive Revolution. I’d like to remind everybody that this is a family show. James. Yeah, I am. Why wouldn’t I look at you guilty consciences? Brian. Yeah, Brian. I’m a family. Brian’s the most buttoned up one of everybody here at the table. I don’t know about that.

Office Fun and Top Golf

How have you guys had fun this week? Yes. Yeah. Lots of fun. Are you excited that Adam’s taking everybody to Top Golf? A little jealous. We have to head home. I hope he’s paying. I am. I’m not paying. What? No. Does that mean that you wouldn’t go if I wasn’t? I mean, I was going with the assumption that you were paying. Oh, okay. I would have been disappointed if I paid. I’m pretty sure I’ll pay in the end. James paid. I just don’t want to pay myself.

Reflections on Time and Aging

Vicki, do you know how long we’ve known each other? Since 1998. Can you do that math for me? Can anybody do that in their head? Any rain around here? 27 years. Can you imagine? Wow. So then it’s a couple years longer for you, right, Jimmy? It was like 2 years before? Year or two, I think. So it’s almost 30 years. Yeah. Isn’t that crazy? Wow. We’re getting old. You don’t look old. Thanks. But I feel old.

Sometimes I feel old when I look at like you’re walking through a department store and you glance over in the mirror like what the how did that happen? Doesn’t that happen to you? That is not what I thought you were going to say when you walk through a department store and you glance over at the clothes and the style. No, when you see yourself in a mirror unexpectedly. Earlier you receive I’m usually kind of like, “Hey man, what’s going on?”

I was telling some of you guys, I think the other night I was in a hotel room. I got up in the middle of the night hungry. I’m just in underwear eating cold spaghetti at the desk and I look over in the mirror. I’m like, “Oh my god, that’s so sad.” Did you keep eating? Yeah. When we had that production meeting on Monday morning and they were showing those videos, I knew I was old because I thought, which videos? The ones that were videos. The TikTok videos. I thought I must be old because that is not funny.

Social Media and Screen Habits

Do you not have TikTok on your phone? I do not. But I have Instagram. Do you have TikTok? No, I don’t have TikTok. Instagram. I don’t have TikTok. I don’t have Instagram either. X is my only social media. X. What about you, Jimmy? What’s the one with the Instagram? I have Instagram. I check it once a month whether I need to or not. You have to have them all. Your kids are on there, aren’t they? Yeah, they are. I’m not. You’re not watching what they’re doing. I don’t need to. I trust them. Wow. Famous last words. Trust but verify is I was I do.

When did Facebook come out? After definitely 2008ish, right? Is something like that. Yeah. Or two Well, yeah, probably a little early. Even when it came out, not too many people were on it though. I think now older people. Yeah, it is funny. I mean, it’s funny. My parents text.

Interestingly enough, a little side note, what did I do to everybody in the room this week when we were in here together? What did I do in reference to phones and computers? Oh, you locked us up. We put them in the locker. Because it’s just crazy how you’re trying to talk to somebody and they’re on their phone. Drives me nuts, especially when you’re talking about something serious, but that’s manufactured, right? Like they wanted us to become this way. Yeah. It’s a dopamine hit.

The Challenge of Modern Engagement

Have you ever noticed how people when they watch a show or a movie, they’re still on their phone? Oh, yeah. I do it a lot. Actually, we do it a lot. And then when I think about I’m like, why the heck am I doing that? But I still do it. It means that whatever I’m putting on is probably not going to be that much engaged in it. Like sometimes I watch golf or just have something on.

When we’re on a group Zoom call, you can see who’s watching other stuff on their screen. The reflection off their glasses. Sometimes even off their eyeballs. You can see like the screen colors changing and stuff like that. James, what are you watching when we have our coaching calls?

The Productivity of Short Meetings

Well, honestly, a lot of meetings I think this happens in dealerships, too. A lot of meetings could be done in 10 minutes. Meetings go way too long. Yeah, I think they call them like just having like even gone to the point with standups like 10-minute standup meetings where you don’t even allow anybody to sit down and it’s real quick, two, three things done. I mean, there’s days where I go from meeting to meeting and it drives me crazy because it’s like all of this could be done in an hour and it’s taken half the day. It’s unproductive a lot of times. It’s like we think we’re trying to have a meeting to address something and it could be done in 5 minutes, but we drag it out and it just becomes unproductive.

Especially if you have good people, let them do their job. Like there’s no reason to micromanage everything. Sure. I’m guilty of if it’s going to be a 1 hour meeting and we get to 1 hour and 10 minutes, I am completely checked out at that point. Nothing else is going in this head. I’m just resenting the fact that this thing went over 10 minutes over. I’m not looking at you. Oh, you’re it’s on. But that’s true. Like I even think like a 30-40 minute if it’s if you’ve got things to review that’s helpful but I don’t think anything after that it’s hard.

Recording the Conversation and James the Star Trek Nerd

While we’re doing those group Zoom are we recording right now? Yes. What do you think we’re doing? Just having a conversation. We would be eating lunch if we weren’t doing that. Is this going to be part of the thing? Yeah. It’s all part of the thing. Now you’re going to Is this a part of the thing? a part of the thing of a part of a thing. Was he about to do a Star Trek thing? Yes, he totally were. Yeah.

For everybody just tuning in, James is a huge Star Trek nerd. Star Trek convention. We have a couple good time. One for sure. We went to one in Vegas and then we went to one in Long Beach. That might have been your first SDR live at the Star Trek convention. Yeah. Right. I walked up to people and asked them what they drove and if they remembered their adviser. Yeah. What was their name? That was a great video. Do you still have it? Yeah.

The Reality of Celebrity Photo Ops

I mean, I don’t have a beard and I look like a little kid, but yeah. Do you dress? That’s what’s funny. Like, the literally like that was 20 something years ago. It’s a long time ago. I mean, I was on YouTube before anybody. That was the closest I ever got to William Shatner. Remember, we got to go get pictures. Yeah. So, I bought James a package where he got his picture with William Shatner and then Spock, what’s Spock’s name? Leonard Nemoy. And I thought it was like a cool thing, like you would get to meet him or whatever. Basically, like they sit in a chair like a mannequin. It’s really them, but they sit in a chair like a mannequin and there’s 300 people lined up and like you have like two seconds because I did a picture with one of them and I got you the package when you got your picture with both of them. But literally, you stand there, they take the picture, and you move. You never even make eye contact with them.

Comparing the Fan Experience

So, they tell you just before you go up, don’t say anything. Don’t talk to them. It’s like taking a kid to go see Santa or the Easter Bunny or whatever. Well, at least with Santa, you didn’t sit on Santa’s lap. Oh, you didn’t sit on William’s lap? No, that would have been great. They would have just tackled you. Oh, yeah. Would you have tried? Like, if they allowed you to sit on the way they run it, you don’t even know what’s happening. It moves so fast. It’s just if you got to interview those packages aren’t cheap either. You should try to interview him. Like he’s huge on books. That guy’s reading. Don’t impose your interests on me.

Can you imagine that conversation? I would be here in a What do you think his favorite book is? His own books. Yeah. Jeez Louise. I went to a Walking Dead conference. Walking for the Walking Dead. And you got to get pictures. You had to pick who you wanted and they’re a little bit more personable because they didn’t think they weren’t as famous as the Star Trek thing is pretty deep.

Breaking the Trivia Machine

The one thing that I remember is at the Long Beach Star Trek thing, they had this machine that would test your skill level of how much you knew. And James broke the machine. He answered every question correct. Wow. He scared me with the knowledge that William Shatner’s had was wearing a toupee. Oh yeah. For so long and I didn’t even know it. So what a silly thing to have a lot of knowledge on. James, what do you do? But Star Trek is like life. What do you do? Like is there You don’t want to know. Wait a Star Trek convention. Yeah.

Convention Culture and Star Trek Collectibles

Well, it’s like a convention. So people have booths and they’re selling memorabilia. I remember at one we went he bought the bridge that he has in his garage or had in his garage. So there’s people there’s a lot of collectibles. There’s people selling that and then you’ll have a stage where people are talking. So there’ll be panels. There’ll be different people from the show up there talking. And then there’ll be different events and mixers. Wow.

It’s like a three-day weekend that people like to favorite. To be honest, the people that go to that stuff are very nice, fun, nerdy. Is super nerdy. But I’m nerdy. Just not about that. Yeah, but still you can. Do you dress up, James? He didn’t. I do not dress up. But everybody else though. If you cosplay, would you dress up? Would you ever dress up going? No. I’m too introverted to do. Do you have a costume? He does. I have some really cool. Does it still fit you? No. But you know, Shatner’s uniform doesn’t fit him anymore either.

Star Trek vs. Star Wars and Other Sci-Fi

But James, didn’t they redo Star Trek? Did they redo Star Trek? Like they’re always redoing Star Trek. Yeah, they’re like there’s a new one coming out now. Yeah, they canceled it already. What’s going on? I think Force is not with us. Look, Star Trek. That’s the other Star Wars. So funny. Did you see on Monday I kept saying Star Wars and he kept correcting me and I kept doing it. You did it on purpose. Yeah, it’s funny. How do you feel about Babylon 5 when that was around? Never watched it, never got into it. Always heard there was a clash. Not that I followed it, but I always thought that was interesting. Okay, let’s get to the question.

The Challenge of Off-Brand Retention

This question is really about retention. So, we’re going to talk about retention. I work at a BMW, Volvo, Porsche, Land Rover, Jaguar. I’m in basically an internal service adviser. I struggle with finding ways to have customers return for service to the dealership when we aren’t even actually the dealer. When customers purchase a car, we give them three free oil changes. Very rarely do I have a customer with the mentality that if it isn’t free, I don’t want it. Any tips on how to get Mercedes, Audi, Ford, Toyota customers, etc. to return to me for auto needs aside from the fact that I’m so amazing.

The first thing I think about is how you’re treating the customer. She’s amazing. She said it already. She’s amazing. Okay. Well, we’re having the question though. How amazing are you? How much are we treating the customers? Are they wanting to come back? Especially if you’re giving out free service. Are you calling them? Are you touching base with them? How’s the experience?

Experience, Awareness, and Segmented Care

How’s the experience? A lot of the stores in Canada, the Honda stores, they gave free service and they were constantly coming back, but they were constantly touching them before they come back. Well, how many times do we see also that if you ask some of these customers, they don’t even know that they get free service. They’re not aware of it.

The one thing right off the top that I would say is you don’t treat a Mercedes customer the same as a Toyota customer. They’re different. Your average ticket on a Mercedes is going to be way higher. I would probably be sending somebody to pick up Mercedes that were out of market. So I would be shuttling those in or sending somebody with a loaner to get them. A Toyota customer is going to come for the free oil change. So if it’s free, they’re going to come in that way. But they’re different. I would treat them different. Same with the Volvo customer and Audi. I think that all falls under the same thing. For sure. Luxury cars.

Proactive Scheduling and Personal Connection

One thing that we know that works is scheduling the appointment and actually calling them. Not email, but actually just calling them and reminding them of the appointment. But make the appointment when you have them in. Either when they’re taking delivery or when they’ve come in for a service, make the appointment for the next service. Just like the dentist and then call and confirm like a week before and remind them is usually pretty effective. Sounds very intentional.

I think a lot of customers who own a Mercedes, their second car is a Toyota, right? So, you want to let them know that you’re working on other brands of cars and you want to have that relationship with them where they’re okay bringing in their kids cars or really doesn’t matter what kind of car is coming in. Sometimes techs don’t like it. They think of themselves as a Mercedes tech and that’s it. But they’re more than happy to work on their spouse’s car or their cousin’s car that’s a Subaru or whatever, then it seems to be okay. So, they’ll get past that.

Reducing Decision Fatigue

But I think a lot of customers just are not aware that we’re willing to work on anything that comes in, especially used cars that we sold, right? We already have a relationship with those people. And if they bought a brand that we’re not selling, we should let them know we’re there for them.

It’s also just way easier if you’re calling them before they would call and make an appointment somewhere else that you’re saving them time. So, just that little thing of confirming with them a week out saves them having to make an appointment somewhere else and go somewhere else. I used to have my service advisors call the customer ahead of time and not the BDC so they can start petting the dog before they even walk in the door. Oh, it’s the first time you’re here. Make sure you look for this. I’m going to meet you at your car. I see you’re in here for this. No, you’re not. Okay, let’s make sure your appointment is correct. Let’s make sure we have the special order parts. I’m going to be helping you. I’m going to take care of you. And then especially for the first time, they don’t think, oh my gosh, I’m nervous. More decision fatigue. And I know my adviser is going to be standing out in the driveway waiting for me.

Managing the Outreach and Service Intervals

You kind of want to do the math on that. Depending on how many cars you’re selling in a month, you could divide that by the days in a month to see how many. But a lot of times, you’re only calling three or four customers in a day. It’s very manageable if you consistently do it versus waiting till the end of the month and you have 30 people to call and it’s overwhelming. And so consistently doing it every day and just having a list of this sold 6 months ago or whenever they’re due for service. That’s the other thing is you got to coordinate is a Toyota and an Audi are due for service completely different. They have different intervals. So you have to line it up with the intervals for the brand.

The Sales-to-Service Handoff Opportunity

And then how’s the handoff from sales to service, right? Like we say we want to have a good handoff. We have a good intro to service but how often does it happen? Very rarely exactly what they just purchased and be intentional with that. This is how you make an appointment. This is where you come. All of that. Just taking away the unknown. And I think over on the other side too, service advisors mistakenly treat that as an interference of their day. Instead of saying this is a new customer that I’m going to have and own that customer. Oh, congratulations. What a car. What did you get? It’s your first opportunity to make a connection, right? Come to me. Here’s my card. Or even scheduling the first tentative appointment. If the salesperson actually brings the customer down, hey, let’s see what interval. Let’s see your VIN. Let’s go ahead and schedule your first tentative appointment. If this needs a change, give me a call. Here’s my business card.

I like that. Now, it sounds like she is an internal advisor trying to get them back. So, we could assume that she’s meeting them, but if she’s not, you’d want to introduce yourself. Give them your card. And I think some stores will new car customers will bring them into, but I rarely see customers that purchase a pre-owned or a used car bring them to the service drive. And I think that’s a real missed opportunity.

Maintenance Incentives and Strategic Loyalty

The other thing that helps with this is having a high percentage of extended warranty sales that kind of require you to come back to the dealership, that works pretty good, too. So, depending on what extended warranty you’re selling. Up at this couple of the Honda stores they went to in Canada, they would give the customer free oil and filter change, but to get those, you had to do the rest of the service with the dealer. If you stop doing the rest of the service with the dealer, you didn’t get those free oil and filter changes anymore. Keeps them coming back to all the preventative maintenance, which I thought was really smart. It is for sure.

Any other thoughts on retention? I wonder if it would be a benefit if the Mercedes customer came in and you at that point gave them a coupon for an oil change to bring in your other car that they normally wouldn’t bring to you because you already have a relationship with them and they’re trusting you. Maybe that’s the opportunity to do that. A lot of the time they don’t really know, right? Like they have no idea.

Retaining Used Car Customers Through Intentionality

And I do go to some dealers that are really good about retaining their used car customers because maybe they’re selling a brand that’s not doing as great in the last couple years or whatever. So they can’t afford to lose any opportunity. So every used car regardless of what they sell, they need to get those people back in. And a lot of the times too, they’re asking you what their next car should be, right? It could be from them just because they’re doing service for sure.

Wouldn’t it be fun if they brought in their used Subaru? You’re not a Subaru store, but then you put them in your Mercedes loaner that you’ve got sitting there not doing anything. Man, maybe they fall in love with that car and they buy a car from your store. Service sells the next vehicle. I think the name of the game or the word of the week is intentionality, right? Like you just have to be intentional in what the thing is. If retention is the thing, then how intentional are we being trying to get that retention running? And it won’t be just one thing. It’s a bunch of things. Nothing good happens by accident, right?

Marriage vs. Dating in Customer Service

Well said. I heard a GM say the other day at the store. He said, “We just date the customers. The service department marries the customers.” I really like that. That for sure. But it all boils down to like kind of what you said, right, Vicki? Like it’s what we’re doing when we’re interacting with these people.

Vicki believes in having more than one spouse. Do I? What? You believe in having more than one spouse? More than one staff. Spouse. Oh, spouse. Oh, no. We do. I love my spouse. We do in Utah. Dylan lives in Utah. That’s a might be a good place for you. I live in New Orleans. I don’t live in Utah. We just put hex’s on them, we actually don’t do that anymore, we don’t do that anymore. It’s not what Netflix says. I saw that.

Why Service Departments Lose Customers

What would you guys say are the biggest reasons why service departments lose customers? They just don’t connect on a deeper level, right? Like they treat them like a number. Yeah. Very transactional, you know. For sure. If we’re trying to make a friend, right? It’s most people go to the same barber every time that they get their haircut. They don’t care what the price is but they have some sort of banter. They have some sort of relationship with that barber. There’s no way you go to a barber. They charge me the same amount for a haircut that they would charge Chris, I think. Really? I would if I was a barber. But you can feel that in the store.

I have a store that I’ve worked with since day one when I first started with you. And you go in the store and you can feel it. And I don’t have a whole lot of stores like that where you walk in, you’re like, “Wow, this is home. I would never go anywhere else.” It’s in Utah, you know, and you walk into some service drives sometimes. You can feel it. The tension. Oh, sure. Well, you can feel the tension before you get there. Like, just calling and nobody picks up or when they pick up, they put you on hold. Like, you just can’t really ever connect with anybody, right?

The Value of a Strong Connection

And people drive and go past dealerships just to get to that dealership. That’s when you know you won. When somebody says that I go past three dealerships to come to you. Wow. Yeah. Strong connection.

I used to have a customer that drove all the way from St. George. All the way up to the Salt Lake Valley. Just to come to our store. I think it’s more about the relationship too than even the product. So, even if you get a customer that maybe they had a bad experience with whatever and they had it bought back or how many times have we seen it if they like the dealer, they’ll go do the return like the manufacturer’s buying it back and they walk right over to sales and buy another one because they love the dealer, love the service being taken care of though, right? Back to what Brian said about the intentionality. It’s just really sad that industrywide that we’ve basically just kind of forgotten what it means to make friends and treat people like humans.

Flipping the Transactional Mindset

We just lose that. It’s transactional. We get wrapped up in our own personal things. We go to work kind of like I always look at it as where some folks are doing the punch card. Do the punch card, get on, sit on the desk, waiting for things to happen. I hate my life. Then I go back punch it again and I walk out. You see it time and time again. But there is a way to flip that. And I think to the point, a Mercedes customer is different than a Toyota customer. In a way that’s true, but at the end of the day, they’re just a human, right? They just don’t know what they don’t know. They’re uncomfortable in situations. And it’s up to us at the store to make them comfortable and make them like us. Make them feel special.

Whether it’s the brand Toyota or Mercedes, it still takes money, still takes effort, right, from even a customer standpoint. You can make stores that do it well. Like you’ll be at a Toyota store and see a Mercedes pull in, right? But they just have a relationship with that person. One way to find out is when you go to do active delivery and before you bring them to their car, you schedule the next appointment and they don’t stop you. Say, “Oh, I’ll call you.” Be like, “No, no, no. If you go ahead and schedule that appointment and they don’t stop you, you know you’ve made a good connection. You did something right in this whole scenario.” Because if they stop you and say, “No, I’ll call you.” You’ve messed up. They should allow you and they should want to come back and see you.

Relationships and Service Recoveries

That’s a good point, Amber, because it’s like if you truly made a connection and made a difference. You made a friend. A friend wouldn’t stop you, right? You remember Amy at my store? The technician made a mistake and racked the car wrong and it was a 750 and it fell off. Fell off the rack. Amy still got a 100 on her CSI. Because it was a relationship with her. We’ve seen that a handful of times. Communication. It’s awesome.

There’s another commonality, I think, with stores that do great with retention and the service manager is out on the drive a lot and the customers all seem to know who he is and he just shakes their hand and they come in. Maybe they’re multigenerational customers or they have many many cars and they know the managers out there all the time. I love that part of it. Because advisors can come and go sometimes, but the managers will be there for decades and they seem to know the good ones seem to know everybody.

The Role of the Service Manager

I have a Chevy store up in Pennsylvania and they made the service manager. He came from sales and he was a sales manager there and I thought, “Oh man, this is not going to be good.” But gosh, is he so good and he’s so good with the customers. He’s always in the driveway and he’s seen the customers he sold cars to or that he did deals with, but he’s got such a great personality that they just come to him instead of sometimes the service advisor. But he’s amazing when he’s out there because it’s like the welcome guy. Hey, how you doing? He knows everybody. It’s very impressive. When they go straight to the manager, it’s easy for the manager to hand it off to an adviser and they’re comfortable with it. Because it’s relationship building, and that’s what it’s all about.

Final word, James. Live long and prosper. We’ll see you next time on Service Drive Revolution. I’ve always wanted to do that. Did I do it right? Yeah, it’s great.

Final Outro

Thanks so much for watching this episode of Service Drive Revolution. We’re uploading new stuff every day, so make sure you subscribe and click the bell icon so you don’t miss out. If you have a question you’d like us to answer on the show, call 833-ASK-SDR, and we’ll answer your question on the show. That’s 833-ASK-SDR. For special deals on our books and training, head over to offers.chriscollinsinc.com. I’m Chris Collins, and I’ll see you in the next video.

Feel free to explore the linked articles above for deeper insights into each strategy. If you have any further questions or need additional resources, don’t hesitate to ask!

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