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Think Like a Dealership Owner in Fixed Ops

June 29, 2026

Fixed Ops leadership is about more than running a successful service department. The best SERVICE ADVISORS and SERVICE MANAGERS understand how their decisions affect customer retention, profitability, and the success of the entire dealership.

Exceptional leaders think beyond their own department. They recognize how service connects with sales, parts, finance, and the overall customer experience.

That broader perspective can completely change the way decisions are made.

In Service Drive Revolution #365, the discussion explored how viewing the dealership as one connected business—not a collection of separate departments—helps leaders improve customer retention, profitability, and the overall customer experience.

Building Strong Fixed Ops Leadership

Many dealerships unintentionally create silos.

Sales teams focus on selling vehicles.

The service department handles repairs and maintenance.

Parts professionals manage inventory and availability.

Meanwhile, finance works with contracts and vehicle protection products.

While each department has different responsibilities, customers don’t see separate departments.

They see one dealership.

If communication breaks down between departments, the customer notices immediately. A poor experience in service can influence whether someone purchases another vehicle from the same dealership, just as a poor sales experience can affect future service visits.

Customer Retention Starts in the Service Drive

Many SERVICE ADVISORS think their responsibility ends when the repair order is closed.

In reality, every service visit helps shape the customer’s opinion of the dealership.

Professional communication builds trust.

Consistent follow-up keeps customers engaged.

Clear recommendations make repair decisions easier.

An easy ownership experience encourages customers to return.

Those moments build trust.

When customers trust the service department, they’re far more likely to return for future maintenance—and eventually purchase their next vehicle from the same dealership.

Leadership Means Seeing the Entire Dealership

One of the biggest mindset shifts for SERVICE MANAGERS is learning to think beyond their own department.

Daily decisions don’t just affect technician productivity or labor sales.

They influence marketing costs, customer retention, inventory performance, and long-term dealership profitability.

The strongest leaders understand how each department supports the others instead of competing for attention.

For leaders in Fixed Ops, developing that broader perspective often leads to better operational decisions and stronger business results.

Financial Awareness Makes Better Leaders

Successful service managers don’t rely on instinct alone.

They understand the financial impact behind their decisions.

Vehicle inventory loses value every day.

Customer retention lowers acquisition costs.

Accessories and service create additional revenue opportunities.

Looking beyond today’s repair order helps managers make decisions that benefit the dealership as a whole rather than a single department.

Developing fixed ops leadership skills also helps managers make smarter financial and operational decisions.

Breaking Down Department Silos

Customers shouldn’t feel like they’re being handed from one department to another.

Instead, every interaction should feel connected.

Better communication between sales, service, parts, and finance creates a smoother ownership experience.

It also reduces confusion and increases customer confidence.

Strong collaboration across departments is one of the simplest ways to improve loyalty without increasing advertising spend.

A successful SERVICE MANAGER understands that improving the customer experience often begins with improving communication inside the dealership.

The Bottom Line

The best examples of fixed ops leadership go far beyond managing repair orders.

They think like business owners.

That means understanding how service influences sales, how customer retention impacts profitability, and how every department contributes to the overall dealership experience.

When SERVICE ADVISORS and SERVICE MANAGERS adopt that broader perspective, they become more valuable leaders—and help create a dealership customers want to return to again and again.

That’s what fixed ops leadership is all about—thinking beyond today’s repair order to create long-term success for the entire dealership.

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!

FULL VIDEO TRANSCRIPT

Embracing a Live Interactive Show Format

So, this is another fun week where we’re going live on YouTube and LinkedIn. I don’t know where else, but we’re live everywhere we can be live. How does it feel, gentlemen, to be live? Great. Fantastic. It doesn’t really feel much different because we don’t really edit the show anyways. I think that’s what most people will find is it’s like hanging out with us pretty much the same for an hour. Poor people. That is because he is sorry. People think they want to hang out with us until they do and then it’s like, “Oh man.” So welcome everybody to Service Drive Revolution.

Service Drive Revolution Academy Live Launch

We are here in beautiful Indiana, so we took the show on the road. Today, we’re going to be talking about how owning a dealership changed my approach to fixed ops. And then in the academy after this—so if you’re new to the show, we are going live now. And then when we’re done with this, we teach in the Service Drive Revolution Academy, which is an ongoing training program that we’re doing for anybody with a service drive that wants to learn how to improve their business. It’s part of our on-demand platform, so you can go to chriscollinsinc.com and purchase on-demand to get access to the academy.

Expanding the Online Training Platform Base

It is something we just started, so this is our second meeting today. You will see people are going to be coming into the Zoom meeting as we’re doing this, but we had a couple hundred people in there last week, and it’s slowly growing. Hogi is going to be teaching just the basic business fundamentals, the structure and foundation of how you run a good fixed ops business that I think most people don’t understand. We’re going to be sharing the knowledge that we’ve learned over the last 25 years on what is the best approach mentally and strategically to run a healthy, profitable business.

Attracting Premium Industry Talent Remotely

Customers want to come back, and you attract the best employees, the best talent; that’s the overall goal. So that’s what’s going on today is just business fundamentals. I’m Chris Collins, Hogi’s here, Adam is here. We’ve been here all week in Indiana, beautiful Indiana. It’s been beautiful. Actually, we came in with some storms but the sun’s out today. My flight was cancelled and I had to catch a different flight, which was kind of fun. It was funny because I went up to Washington to my lake house and I rented a car from the rental agency there.

Critically Evaluating the Ford Expedition Interior

I had picked a Suburban in the menu when I rented it, but when I showed up, all they had was a Ford Expedition. I mean, I love Ford, like Ford trucks. Ford was a big part of my childhood and I would say I am a big fan of Ford. Love Ford, but I do think Ford has lost their way design-wise. This Expedition is really odd, the way that the screen is really far away from you as a driver. The odd steering wheel makes it look like they’re trying to be a Cyber truck, but they’re not.

Analyzing Fragmented Software and Design Execution

The technology doesn’t match. There’s nobody designing the software so it looks the same, so the software on the big screen looks different than it does on the little screen. It’s not very intuitive, and it was really uncomfortable; I couldn’t wait to get out of that thing. I think that GM is doing such a great job with design with the Corvette, the Suburban, and the Escalade. But Ford, I really hope that they get somebody in there as CEO that understands how important design is to the experience for a customer. It’s pretty bad.

Coincidental Rentals and Vehicle Mileage Management

And then, this is why Adam is smirking. Tell them why you’re smirking, Adam. You’re taking too long. So I show up here in Indiana and Adam was going to pick me up at the airport, but because my flight got cancelled, he had to come to Fort Wayne. I got an Uber from Indie to Fort Wayne, and when I got here, guess what Adam had rented? By the way, Adam keeps saying he has a truck, but for some reason he wants us to rent him a car versus him driving his own truck, even though he lives right down the road. Super odd, too.

Debating the Quirky Center Console Adjustments

But he rented the same uncomfortable Ford. Well, I heard that you had such a great experience in the Expedition, I wanted to share the amazing thing about my experience with the Expedition. I love the Batmobile. But it saved me having to tell the story to Hogi because I’m like, “Hogi, look at this. It’s so odd, right?” Yeah, we’ve been talking about it every time we’re in that vehicle, like the design is just such an afterthought. You got to admit, though, the armrest center console moving like a seat forward and back is a nice touch.

Navigating Lincoln Interior Layout Shifts Today

You call that an armrest? Well, my arm sits over on that side, so yeah. It’s always weird when your arm touches my arm. This is a G-rated show, thank you very much. Well, it’s whatever we want it to be. Yeah, that whole thing, the center console moves because it has a little button so you can move it forward and move it back; it is odd. I thought the outside of it—you start talking Ford and then you talk about somebody losing their way. I don’t even know what to think of what some of the design looks like on Lincoln’s today.

Comparing Modern SUV Architectural User Interfaces

But that’s a whole other conversation. I thought they came along from the previous couple models on the outside of it, it looks okay. Yeah, it looks like more of a step towards a Tahoe or something, even with little subtleties, but then you get in it and it’s a lot to digest. I still haven’t quite figured it out, but interesting is the word, I guess. Well, it is just attention to detail, right? Subconsciously, when you’re in a vehicle and the software doesn’t match and it doesn’t work the right way, you unconsciously assume that there are other things going wrong because it just doesn’t make sense.

Consistent Design Languages inside Customer Applications

Whenever you design software—like we have designed software, right, we have our Top Dog software and we’ve designed apps and other stuff—one of the things that you want is you want the experience to be consistent. So you don’t want it to look completely different when you go from one part of the app to another part. It should all have the same design language, the same colors, and everything, and it’s so odd that it doesn’t do that. It doesn’t make sense, it’s really weird because it’s like it’s still Google Maps, but it’s a totally different background in the front versus that first image.

The Illusion of Unseen Garage Vehicles

What you think you should be getting, it’s the same thing, same directions, just a different look. The whole user interface is a little odd, I will admit. But, I still think it’s pretty cool because I think my favorite part is—you have to say that like I don’t have to, my truck’s nothing. Adam gets upset when I’m talking about this stuff because he’s like, “Well, you’re making fun of my truck.” Frankly, we’ve never seen your truck, so I don’t know that you even have a truck. She doesn’t exist. You’re like that guy that keeps saying you have a wife, but nobody ever meets her.

Processing Long Training Weeks in Fort Wayne

Yeah, I try to keep my truck clean in the garage. What was the reason this time that you didn’t drive your truck and you rented a car? Is it the same thing, you don’t want to get a rock chip? We’re just putting the unnecessary mileage to it. You can’t even answer the question, Adam. What is the purpose of a truck if you don’t drive it? Oh, I drive it, I just don’t know, not right now. And I need an oil change, how about that? I need an oil change, I got nothing, that’s it.

Dietary Realities of Traveling the Midwest

Yeah, I guess it makes sense then. I suck. Well, it’s just not logical. How much fun, Adam, have you had hanging out the last couple days, going to dinner, doing all the fun stuff we’ve been doing? Honestly, I’ve had a really good time, I hope you guys have. I think the people we’re working with are just fantastic; we’ve met a lot of people. I feel like it’s like Friday, but it’s towards the end of the week, we’re kind of getting there. It’s long, but it’s a lot of value, so I’ve been having a great time, it’s good to get out.

Rejecting Corporate Weightlifting Rules and Judgement

How many steaks do you think you’ve had in the last three days? How much red meat? A bunch, a lot. Yeah, that’s what happens in the Midwest. I think we should simmer down a little bit. But I would say I’ve gotten up every day at 4:00 to go work out. I’ve been missing someone to come with us. I’m not going to that gym, I don’t like it. I don’t like feeling like I’m in trouble. What is the name of that gym? Planet Fitness. Yeah, I don’t like Planet Fitness; they’re not for weightlifters.

Squat Rack Shortages across Gym Chains

The couple times that I’ve gone, I get in trouble for lifting weights; they don’t want you doing that. It is interesting, Hunter and I were talking about that and that some of the newer ones are having more of the actual weight sets. These last couple ones, they’ve got I think four or five in the area, we probably have to try another one, a different one, but they don’t have some of the squat racks. It’s really weird. The one I go to does, but I get it because it’s everywhere, so at least you can go somewhere if you don’t like the selection at the hotel.

Seeking Raw Bodybuilder Spaces Over Trends

I like it for the convenience. You’ve been to the gym I work out at at home, and the only way to describe that gym is a weightlifter gym. The guy that owns it was a famous bodybuilder, and that’s the kind of gym I like. I don’t like these trendy, matcha, hip places where nobody’s lifting weights, I don’t know what people are doing, but they’re not lifting weights, and I want to lift, I don’t want a 22-year-old reprimanding me; I’ll just lose it and it will ruin my week.

Morning Retirees Gathering on the Treadmills

I’m close to snapping as it is, that would put me over the top. Well, let me tell you, it’s very limited staff at 4:30 in the morning, but I was impressed. Back at home there’s nobody that early, but this early there’s actually—it’s like the retirees come out and just hang out on the treadmills and just walk and talk. They’re not smacking weights around, though, so still not my crowd. I mean, that’s super sweet of them to get up early and do that, but it’s not for me.

Surving Gym Disappointments and Rule Limits

Our coach Hunter is with us, and his intention this morning was to deadlift and he didn’t get to do that. So, I kind of know what I got when it comes to Planet Fitness; I’d rather not deal with it than survive the disappointment. My dad left when I was two months old and beyond that I can’t handle much more letdowns from you, Planet Fitness. No, the worst part is getting lectured by a 20-year-old kid that’s been put in charge. I feel like they’ve had to have let that go.

Escaping Face Mask Enforcement on Treadmills

I left Planet Fitness when COVID hit because my big body was trying to run on a treadmill with a face mask, and it was nasty falling out, and then it fell off or fell down and the guy was yelling at me to put it back, I said, “I’m done”, I left, I was totally out of there and went to a different gym. I know what you mean. All those gyms—like that gym I go to during COVID, nobody was asking you to work out with a mask on. People were doing it but you didn’t have to.

Dropping Deadlift Weights to Test Staff

We found a different gym and I specifically asked them, “Do you have to wear a mask while you work out?” And she’s like, “No, we got rid of all those people. You don’t have to do that; if you want to you can, but just don’t push anything on anyone else.” I’m like, fair enough, that’s for me. But I believe they’ve grown out of that, we’ll see. I did drop some weights today purposely just because I wanted to see if I’d let it, just for you in case you decided you want to go tomorrow, but nothing happened.

Encouraging Service Managers to Remove Caps

Nobody came running, maybe one person looked to make sure I didn’t fall, but I’m not willing. You could throw weights across the room and tell me that nobody said anything, I’m still not doing it. You’re not very convincing, you could stream it live, whatever, I’m just not doing it, sorry. You guys want to get into the topic today: how owning a dealership changed my approach to fixed ops? I am very grateful for the fact that we live in a country where a kid like me can start off at a dealership as a lot attendant and eventually work my way up to running a dealership and then owning one.

The $7 Million Porter Conversation Remembered

I don’t come from money, nobody helped me, completely self-made. But just through working hard, perseverance, and having some goals and achieving those goals, I was able to do that. Coming from fixed ops, we talk about this a lot, like our goal often is to encourage really talented service managers or fixed ops directors to start thinking about becoming a general manager, to moving up. Most of the time, we from fixed ops think that there’s a ceiling and fixed ops director is where we end.

Comparing US Market Landscapes to Abroad

We’re always trying to take the lid off of that can and get the really talented ones to think a little different and think bigger. I always thought that I could own a dealership because I’m just wired different and I kind of always have. I’ve shared that story of me in the alley with the dealer that I used to work for when I was a porter, and as a porter just asking him how much does one of these businesses cost, and I think he said $7 million and I was like, “Okay, how do I find $7 million?”

Unleashing Hard Work in the Marketplace

I just thought it was possible, and America is a great place. Growing up as a missionary’s kid in Mexico, I think that oftentimes you can’t appreciate something until you see it from the other side. When you see what happens in other countries and the lack of opportunity versus what we have in this country—and why so many people come here from other countries and become very successful—is because it’s a game here of if you work hard, add value to the marketplace, and you’re really good at something, it’s pretty hard for you not to eventually move up.

Subconscious Seeds of Becoming a Dealer

It’s really hard to keep talent down, especially if you know how to sell stuff and know how to fix businesses kind of like we do, there’s always opportunity for that, so I’m very grateful. I wanted to ask you actually, when you were telling that story the first time, when you asked how much it costs to buy one of these and he told you seven or eight million bucks, was that a goal or was it in your subconscious? When did you make the decision like, “Hey, I’m going to be a dealer?” Was that then, or was that just planting the seed?

Surfacing Childhood Struggles and Faith Accounts

Well, I had this moment when I was 13 in church. My stepfather had left my mother and I in shadow of Washington, gone back to Mexico, and kind of cleared everything out. My mom and I were basically—we weren’t homeless in the sense that we didn’t have a place to stay, but we were homeless in the sense that we didn’t have our own home. We were staying with my grandparents and then we bounced around with her best friend, we stayed with them for a while. We lived in this conversion house that the actual church ran.

Out-of-Body Sunday Night Panic Attacks

Growing up as a missionary’s kid on faith, you’re really poor; I wore clothes that were donated and my parents were often talking about not being able to afford things. As a missionary running a church, you live on faith, and there were a couple times that I thought my stepdad could get a job because this has run out. We were at the point where we had zero money in the account, and most people would think that’s a sign from God that this isn’t for you, you should get a job and do something else.

The Humiliation of Public Donation Offerings

Then every time invariably, a check would come in or something would happen and then everything would be okay for a while, but I hated being that kid. In Mexico I didn’t fit in, and in America I was the poor missionary kid wearing donated clothes; I never felt like I fit in or I mattered in that way. This is after my stepfather had left us, we’re in this church on a Sunday evening. Just wanting to go to bed, it’s not the best experience as a kid.

Turning San Diego Jewelry into Capital

The pastor calls me up: “Can I get Chris to come up here?” I’m looking around like, “Me? Why?” I didn’t have any warning that this was going to happen, completely caught me off guard, and my mom was pushing me and encouraging me to go. I was embarrassed, I was very shy. I walk up there and I start to have—I don’t know if it’s a panic attack, but I had an out-of-body experience where I literally left my body and was above myself looking down.

Shunning Poverty as a Corporate Blueprint

If that hadn’t happened to me, I wouldn’t believe that’s possible, but the stress and the humiliation of it made me separate from myself. I went up there completely mortified, and he took an offering for me to have school clothes and to go to school. He starts off the story about how my stepfather had left, and in that moment, in that humiliation, I kind of just decided that the adults don’t know what they’re doing and I can’t trust it as soon as I can make my own money.

Modeling Owners instead of Intimidation Targets

I always ran my own business; when I lived in Mexico and went to school in San Diego, I would buy jewelry in Mexico and sell it at school, I was always mowing lawns, always doing something to make money, so I was always entrepreneurial in that way., I just decided in that moment that I wasn’t going to be poor and I wasn’t going to live on faith. From then on, I just started trying to figure out how to own a business, run a business, and be successful.

Breaking Dealer Categories into Strategic Buckets

That was my default setting, so when I would talk to people who owned businesses, I wanted to be them; I didn’t think of them as my boss, I thought of them as somebody I could learn from and model. I had a completely different thought process because most people would be intimidated at 17 and a half or 18 to be talking to the dealer, the owner of the business. I was just asking how do you do this, what does it cost, how does it work, because it came from that moment of humiliation.

The Influence of Constant Front-End Selling

On your way to becoming a dealer, who would you say influenced you the most? That’s a good question because I worked for a lot of dealers, right, fixing service departments all over. I would say that I had two buckets of clients. We have people that hire us that don’t really want to do better and don’t really run good businesses, and we wonder why they hire us if they don’t want to get better. And then there’s the bucket of dealers that hire us for the law of the slight edge.

Uncovering Business report Cards in Financial Statements

They realize that we’re in a bunch of other businesses and see what’s working and they want access to that information. In the bucket of the really good ones, I would divide those up into different categories. There were some dealers that were really good horse traders but weren’t great at running the operational business, which was a skill set for acquiring and selling dealerships. There were dealers that were just really good at the front end and weren’t good at the back end, but I still would try to learn their approach to sales.

Flipping Perspectives through Immediate Data Reads

Then you had the dealers that came from fixed ops; there were less of those, but I did work for a couple of them that started off with a shop and ended up acquiring a dealership. The dealer I worked for, Don Krevier, had the biggest influence on me because he ran a really good business, owned his marketplace, did things the right way, and had a lot of fun. You couldn’t go to lunch with Don Krevier and not have him try to sell the waiter a car; he was always selling.

The Danger of Geographic Recruitment Excuses

When I was going around fixing service departments, I was talking about sales and trying to learn sales, setting up internet sales departments and BDCs because I wanted to learn that part of the business and have it in my toolbox. You guys see me do that in all kinds of different areas because it always comes back around. The first thing when I came to work for you on this side that blew me away from a vantage point was looking at financials before I ever go to the store.

Navigating Deal-Heated Bank pitches Blankly

All I know is the numbers, and then you go see what those numbers look like in action, and it’s a flip in your mind that is way more insightful. People tend to think that their business is special and different, giving very little validation to the actual report card which is the financial statement. You can tell what’s going on without ever stepping foot in there, but the people in the business are the last ones to realize that because they are convinced their thing is uniquely harder.

Pitching Low-Margin Automotive Math to Lenders

We hear that all the time with recruiting texts, people saying you don’t understand my market, but most of the time the thing people perceive to be the disadvantage is the advantage. On that pathway to becoming a dealer when it really started getting serious, what was the hardest part? No, I probably should have given up in a sense, because I got deal-heated and I had goals, but what happened was I didn’t want to work for somebody to buy a dealership. I quit and it took a year to close, going to over a hundred banks.

Overcoming General Manager Employment Traps

There are little banks in weird buildings everywhere that feed the entrepreneurial side of America, and I would apply for these loans but none of them understood the automotive industry or the margins. They can’t understand how you move that much money and only make 3% because the cost of vehicles is so large. If they didn’t have experience in automotive, they would say we don’t understand this, go buy something that has margins like software.

Involving Fixed Ops inside Brand Marketing

I was educating these guys at banks on how the automotive industry worked, getting turned down a lot, but it was a great experience learning how banks think to avoid risk. Dealers would want me to partner with them but it was like I was getting 20% to be a general manager for somebody, and I didn’t want that; I wanted to own my own dealership. Everybody that owned dealerships wouldn’t make a deal where I could buy it out over time, because dealers want to own you.

The Closed-Loop Circle of Life Integration

If someone was out there today trying to pursue ownership, I would advise them to go get a family office or venture money and scale that way, because the price of entry and working capital is just a lot higher now than when I was a kid. There are a lot of people on the sidelines that would put money into a dealer group that need an operator. How owning a dealership changed my approach to fixed ops starts with the circle of life.

Breaking Down Separated Departmental Silos Today

When you’re running a dealership, you understand from a 10,000-foot view that the sales department is handing the vehicle to parts and service, and how you retain the customer in fixed ops has a big effect on how many cars you sell. If they have a bad or indifferent experience in fixed ops, they won’t be loyal and will carry that over to sales. Your cost of acquisition and marketing spend is much lower if you have a high percentage of repeat and referral customers driven by fixed ops.

The Evolution toward Singular Client Advisors

Dealers who are really good at sales just want service customers to be happy and don’t care if service makes money because they don’t want to lose them, understanding that how we make them feel in service is how they’re going to make their decision the next time they purchase. In a dealership you have five or six businesses under one roof, and those silos are the worst part of our industry—parts is its own business, service is its own business.

Branding Incentives to Retain Existing Audiences

The customer experience is diminished by the separation of departments, where I believe the salesperson will also be the service advisor. We will have client advisors managing a couple hundred clients, coordinating their service, lease returns, and next purchases so it’s one person instead of different departments. I think there’s going to be some type of interruption with a model that doesn’t give the opportunity for any silos at all.

Eliminating Decision Fatigue through Drive Commands

In fixed ops you don’t really do branding or marketing because the customers are coming to you, but if fixed ops managers were involved in the marketing spend, they would have a much deeper focus on the customer experience because it’s easier to retain a customer than get a new one. We had a VIP club with free car washes, a boutique, and events that made customers feel part of something special, treating them as our customers across all departments.

Maximizing Showroom Capacity via Floor Accessorization

Every department has an inventory—in service it is the shop and time, in parts it’s parts, in sales it’s vehicles—but the process of how it’s sold is the same: people helping people. Success is attracted to clarity across all departments. Good people get chewed up by bad processes, and the customer is the victim. The process I used in the service drive is the same process I used in sales, taking away decision-making and lowering stress levels.

Accelerating Floor-Plan Turns to Avoid Interest

Putting the customer on a track where we make decisions for them makes them feel like we have a plan for them, which works just as effectively in sales to take away decision fatigue so they perceive it to be one of the best experiences they’ve ever had. Because I am a fixed ops guy, I accessorized vehicles on the showroom floor, moving wheels on weekends, which drove parts sales, lifestyle, and boutique sales.

Managing Diverse Extroverted Personalities Successfully

When someone running the dealership is from fixed ops, you break down those silos. In a month you can sell multiple sets of $10,000 wheels because people are leaving the dealership and going somewhere else to get wheels or stereo tuning, and we were losing all that enthusiastic lifestyle connection. Every day a new or used vehicle sits on the lot it goes down in value and costs you money because you’re flooring it on a line of credit.

The Inherent Trap of Misaligned Customer Lanes

The quicker we fix problems for sales, the more cars we’re going to have in the drive in the long run. There is a different personality type in sales than in service; in fixed ops we are more introverted and want to read the manual, whereas sales is higher risk and extroverted. Being able to connect with both makes you more well-rounded, because you can’t run a sales meeting like a fixed ops meeting.

Closing Thoughts from Fort Wayne

At the heart of all that is the customer experience: it is so much easier to retain a customer than to get a new one who has no relationship at all. I was looking at a GM survey where a lady on her first service visit said, “I hate that they think I know what I’m supposed to do when I’m there.” Customers just fall through the cracks of the different silos and never come back.

If you’re in Fort Wayne, Indiana, text Adam and he’ll take you out to a steak. Use an Uber if Adam offers to pick you up, the car ride is less enjoyable but he’s a good time once he’s there. We’re going to hop off and jump into the Service Drive Revolution Academy to talk about business fundamentals, so we’ll see you on that side or next time. Subscribe and click the bell icon, call 833-3-ASK-SDR with questions, and visit offers.chriscollinsinc.com for special deals.

Final Questions and Outro Links

If you guys have any questions about the general manager journey, let us know and I’ll answer them. Nobody asks me about that and much much more next time on Service Drive Revolution. Thanks so much for watching. Make sure you subscribe and click the bell icon so you don’t miss out. Call 833-3-ASK-SDR to get your questions answered on the show, and for special deals on our books, head over to offers.chriscollinsinc.com. I’m Chris Collins and I’ll see you in the next video.

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