With factory parts prices rising nonstop since COVID, a dealership that offers only OEM parts loses repairs to the independent down the street, so Steve Shaw of Shaw Dealer Training Group and Dave Rogers argue on this episode of Fixed Ops Focus that advisors should present both an aftermarket and a factory option on every repair and let the customer decide. Dave's examples include a $3,000 factory Nissan steering rack against a $1,500 aftermarket rack with a lifetime guarantee, brake jobs at $690 to $700 because of $250 rotors, and an aftermarket program with a nationwide guarantee, while Steve points out that the aftermarket gives a lifetime warranty when the factory gives 12 months/12,000 miles and that lifetime-warranty parts rarely fail. They also cover manufacturer parts loyalty tracking, a 1990s policy manual that sent a dealer's tire customer to Firestone, rebranded fluid services, and Dave's tip for general managers: start by pricing aftermarket parts and good, better, best tires on used cars, then call customers who declined work.
Mother Goose and the part from Romulus 0:00
Steve Shaw: Dave Rogers, welcome, welcome, welcome! What's on your mind tonight, Dave? How you doing?
Dave Rogers: Doing fantastic. Hey, welcome back to the States there, bud. How was your world tour? How'd that go?
Steve Shaw: Vacation was awesome. I think I caught a little something along the way, but that's all right. It might have been the fact that I was up for like 40 hours straight flying home. So I'm a little under the weather, but catching up on my sleep and getting back in the swing of things. I'm waiting, though. I told you I took my Wagoneer in for service. Still waiting on parts two weeks later. So that might be a good discussion to have here. Let's talk about parts.
Dave Rogers: Let's talk about parts. I want to tell you a funny story from years ago. I had this parts manager at a Chrysler store, so you could probably relate to this. Every time I asked him a question, it always seemed like he was telling me a fairy tale. So I started calling him Mother Goose. I'd go to him and say, "Mother Goose, can you tell me a little fairy tale about where this part is going to come from?" Because it was always some deep, dark, enchanted forest thing. Once upon a time. You could never get a straight answer from this guy. And typical Chrysler, the things were backordered. "Intergalactic backorder" was our famous saying.
So one day I walk in there, and I'm not in a particularly good mood, and I say to him, "Where's this part coming from?" And he looks me in the eye and says with a straight face, "Romulus." And I started screaming at him. I'm losing my shit. And he's like, "No, there's a place in Michigan called Romulus, and that's where the part's coming from." I thought he was playing on the intergalactic backorder thing.
Steve Shaw: Right, right. In Star Trek.
Dave Rogers: So yeah, that's my Chrysler parts guy story. They probably have about 20 of them a day where you want to kill the guy.
Why dealers are offering aftermarket parts 2:19
Steve Shaw: That's true. There's a lot of talk out in the world about aftermarket parts, dealers having aftermarket parts franchises. I just talked to one recently with a Mighty Auto Parts franchise, or a NAPA franchise, in their stores. What are your thoughts on that?
Dave Rogers: Well, we offer it. It's something we've been doing for a few years. Since COVID, pre-tariffs, by the way, every manufacturer has been raising parts prices nonstop for the last four or five years. Nonstop. Forget about the tariffs. We've had 15% increases, 10% increases, 4% increases. Every quarter the price tape goes up.
And listen, we're a dealership. Most of our markups are set cost-plus, so the higher the cost, the higher the markup, and nobody's really complained about it. The problem is right now you've got brake rotors, and I'm not going to name brands, but when you offer somebody a brake job and it's $690, $700 because the brake rotors are $250, we have to look for alternatives. So we've been working with NAPA, we've been working with Eastern Auto Parts, which is a local one by us, and different vendors we have, and offering people alternatives.
I've been doing it for years. Years ago I was in South Jersey at a Nissan store, and the Nissan power steering rack was like $3,000, some stupid number, for a reman. I went to the local guy and got a regular rack and pinion for $1,500, and it had a lifetime guarantee too. That was the other thing. The factory part had a 12-month, 12,000-mile guarantee on it. So I've been offering that to customers instead of losing the job, instead of losing the work. I don't want to do that, but if that's the way I'm going to keep the job, that's the way I'll keep it.
Steve Shaw: I've been a huge advocate of aftermarket parts for years. Going as far back as when I was in a store, we always offered aftermarket parts, for those exact reasons. Why is it that the aftermarket can give us a lifetime warranty and the factory can only give us a 12/12? And like you said, some of those parts: I remember an air conditioning compressor that was like five grand for an F-250, and you go down the street to the auto parts store and it's $500. What do you do? You're in the middle of nowhere. The customer doesn't care. All they care about is getting cold air. The customer does not know the difference between a Ford compressor and Apco or whatever the brand was. So I'm a huge advocate of aftermarket parts.
Dave Rogers: And listen, some of them are exactly the same replacement parts, same manufacturer. They just get rebadged. Again, post-COVID we had parts sourcing issues. And I've got a lot of guys and gals working in my stores who just don't consider it. It's never been a thing. I'm not going to say what we call them, but the bottom line is they drank the Kool-Aid, and they think they only have to sell the OEM part.
Coming out of COVID, when you couldn't get the part, we had alternators that were $450, $500 from the factory, nothing special, and then they're backordered. You couldn't get them because we had chip issues and everything else, and you go to the local parts store and it's $250. I'm not leaving the customer in a loaner car for a month for a backordered alternator, plus I'm charging them, it costs me 450, I'm selling it for at least $600, whatever the case may be. And there were a lot of customers back then who were just going to take their cars. So you had to convince people that a little piece of the pie is better than none.
Some of those parts have better warranties. Put it on the RO. It has a lifetime parts warranty. Maybe there's no labor warranty after 90 days, so put that on the RO: "Listen, if this part goes bad, it's lifetime. Your only responsibility is to pay us whatever, $200 in labor. That's your guarantee." It's full disclosure, and I don't have a problem with it.
Give the customer both options 6:53
Steve Shaw: Well, I don't have a problem with it either. From a customer service perspective, if it's something we offer, and I have to eat the labor, and we've made a decision that's in our business plan, why wouldn't I just eat that 200 bucks in labor for a couple of hours? If I cost it out, it's still going to be fine. So I definitely like that.
And why wouldn't we offer both on every service? If I said, "Hey, your alternator, or whatever part it is: the aftermarket part is $500 and the factory part is $1,000. Which one of these do you prefer?" Sometimes it's $500 for this one and $750 for that one. What you're doing is putting the customer in the mindset that no matter what, you're going to pay X, and for a little bit more you're going to get the factory part. You've set that tone. For only $250 more, you get the factory part.
But I think it has to become routine, and not an option for our advisors. If we're going to do it, then we give the customer the option on any repair we're doing on their vehicle. Let them decide what they want, especially now. The economy is crazy right now with prices, and I'd rather be the hero with my customer and give them an option for a lower-priced part. See what happens.
Dave Rogers: 100%. Like I said, $600, $700 to put brake pads and rotors on a car is ridiculous. And I'm not talking about getting some cheap Chinese ones, the ones that are $7. But a rotor shouldn't be $200 on an Asian import or a Korean import, a volume brand car. You want to tell me it's going to be $200 on an F-350, or a Mercedes-Benz S-Class? We can have that discussion. But it shouldn't be that on your regular everyday car.
I did have a meeting with an aftermarket supplier a couple of weeks ago, and I'm supposed to have another one with a different vendor. One of them is offering to pay my door rate for labor if the parts go bad, because that's always been the sticking point.
Steve Shaw: I think advisors come up with goofy reasons, like "Well, they're only going to pay $100 instead of $125." There's always that one insignificant reason for an advisor not to do it, instead of thinking, "Hey, there's a customer over there, and the customer wants this."
You can liken it to flying. For the greater part of my career, when I traveled every day of my life, I made a decision to fly first class. A ticket was 500 bucks, but a first class ticket was, say, 750. For $200, $250, it's worth it to me to pay the extra, and the customer could say the same thing: let me choose which one I want. I pay my trainers a flat fee for flying, and I tell them, you can either take the money and put it in your pocket, or have a nice life and fly first class. It's your decision what you want to do with that money. Make it the customer's decision, and you can't go wrong.
Lifetime warranties and parts that rarely fail 10:23
Dave Rogers: It goes back to the same conversation we had about maintenance. Some people like to over-maintain their cars, and we always just assume. It goes back to that assumption thing. When the car is a year, two, three years old and still under warranty, we should be offering the OEM stuff. But when the car is five years old and out of the powertrain warranty, maybe it still has some emissions warranty, I still think you should give the customer the option. Because if they say no to you and go to the local independent, they're getting aftermarket parts, and you look like a crook. So like you said, why wouldn't you offer them both? It's hard to get that through people's heads, but I agree 100%.
And Steve, I've had luck over the years telling customers, "Listen, I'm saving you $2,500 on this power steering rack job, just so you know. If the rack does go bad, the part is 100% covered." And I put it right on the RO: instead of $200 labor, we only get to charge you $100 labor, whatever the case may be, and that's only if it goes bad after the first six months. Usually within the first 90 days, the parts place will give you some money for it anyway, or you just eat it, like you said.
Steve Shaw: How often do they go bad, really?
Dave Rogers: They never go bad. That's the best thing about them. We're always worried about that one out of 10 times when something might happen.
Steve Shaw: You and I had that conversation once about lifetime warranties. If I was a dealer, I'd be offering a lifetime warranty all day long, because the parts rarely ever go bad. I just have this great marketing tool: I'm going to take care of you forever. There are all the setups and so on that make that work. But why wouldn't you? The parts rarely fail.
Dave Rogers: They rarely go bad the second time. I actually have a meeting later this month on a lifetime warranty program. I've seen it before, but not recently, so I'll get refreshed on it and see what it's like, because there is a part of it where you cover your butt in case something catastrophic happens.
But yeah, I agree 100%. And I don't think it matters whether it's the aftermarket or the manufacturer offering the lifetime warranty. I think Mazda has a lifetime warranty on brake pads, so they're competitive that way. A lot of the manufacturers have lifetime on exhaust pieces, mufflers and stuff. But I can't tell you the last time I saw a muffler replaced, unless somebody hit something. They don't normally go bad. So like you said, lifetime on struts might be worth it. It's definitely a selling point. If you do struts once, you don't have to do them ever again as long as the guy keeps the car. But what are the chances he keeps the car long enough to need struts again? We don't even sell struts when the car needs them. At 80,000 miles, we're not recommending them.
When factory parts matter: oil filters and older cars 13:38
Steve Shaw: Who's going to keep their car to 200,000 miles? I have a client here locally that's a Nissan store, so I generally take my Wrangler to the Nissan store for service, and there's a Chrysler store across the street. I always ask them, "Hey, will you go across the street and get the CDJR oil filter and air filter?" There are specific things I want to be factory. I have a mindset about oil filters. I want it to fit perfectly. I want it to be the right one. Back in the good old days, they had check valves in the oil filters, I don't even know if they still do, but that's stuck in my brain. So I want to make sure I have the right oil filter for my car. But anything else, I'm pretty much OK with a standard part. It's not going to matter to me.
Dave Rogers: No, I agree. I think the oil filter is a big thing, and there's more to it. The check valve is one thing, and they still do have them. The other thing is the quality of the oil filter. It's a very important part, like the quality of your liver, filtering your blood. You want a good filter. But you're right. The other stuff doesn't really matter, unless it's a classic and you want to maintain the original OEM stuff.
And with some of the even older cars, I don't know if we've talked about it, but you have to be competitive. Somebody's got a 10-year-old car, you've got to be a little careful banging them out for full pop on the door rate, full pop on the factory parts, the whole bit. You're going to lose those deals 100% of the time unless you're reasonable.
Steve Shaw: Exactly. I remember in the Porsche and Ferrari days, we competed with the independents, because it was such a unique vehicle. People would go to the Porsche mechanic down the street, the guy they had who took care of their Porsche. The Ferrari people had a guy who took care of their car. So we really were in competition with them a lot of the time. Obviously you wanted your Ferrari to be a Ferrari, but you like your guy, and they often used our parts. We always had to be competitive with the independent shop in that particular world. So I'm totally good with it. I think one of the best things somebody can do right now is have a third-party aftermarket parts selection, whatever you want to call it. It's the best thing you could ever do.
Dave Rogers: Oh, I agree 100%. One of my guys at one of my stores is trying to get together with an aftermarket company to put a package together. They're offering dealerships that if you join their program and do work on a car with their parts, it's got a nationwide guarantee. I think it was NAPA. Any NAPA place will honor the warranty, and vice versa. I can honor the warranty if the work was done at a NAPA in Ohio and the customer is traveling through Pennsylvania: "I've got a problem with my brakes, they were just installed." Hold on, the nearest place is Mike Piazza Honda, they'll do it for you, whatever it is.
Which is great, because now you've got, what, 5,000 of these parts stores around the country, however many they have. You get name recognition that way. And again, a part's a part. A lot of times they come off the same assembly line anyway. It doesn't even matter.
Parts loyalty programs and who gets blamed for retention 17:33
Steve Shaw: Well, then that goes back to the manufacturer parts loyalty programs, where your parts manager is going to get all wigged out: "I've got to hit a certain percentage, or I'm not going to get my loyalty dollars." I'm sure you're an expert on all of those arguments.
Dave Rogers: Well, it's funny. Some manufacturers now are getting smarter and smarter, or more clever, whatever you want to call it. They've got their fingers in everything. They measure loyalty now, and they're getting slick, since they're in our systems. Some are better than others, but they actually look at the repair orders and the parts sold on the repair orders, because they don't really have any other way of telling, unless you have RIM or an inventory management system where they can look at it.
It's funny, because I get the reports from different OEMs telling me I sold 100 timing belts for a thousand ROs. And I'm like, "You don't know how many I sold, because you don't look at what I sold. I bought a thousand timing belts for the thousand ROs I closed." And they're like, "Yeah, yeah, yeah, we don't see your closed ROs." Which is bullshit. You do see it. You just don't have the algorithm set up to measure it. But the manufacturers are getting to where they look at the ROs, even internals on certified and used cars. They're looking at the part numbers you sell on the ROs now. They're all getting slick, but it is what it is.
Steve Shaw: But what do you want? Excuse me, I'm losing my voice. If I'm an auto manufacturer, of course I want to sell my own parts, no matter how you slice it.
Dave Rogers: Well, they make more money on parts than anything else.
Steve Shaw: But if I'm a consumer and I leave the dealership, I defect and go to the independent shop, you've lost me forever. So why wouldn't there be some gray area, some option? The customer's got to have that choice, because again, the economy is terrible and the prices are outrageous. It seems like there are so many times when the manufacturer and the dealership are at odds. The dealer is trying to retain the customer and doing whatever it takes, and the manufacturer is over here saying, "Sorry, slap your hand, you can't do that." And then at the same time they slap us around because our retention rate went down, instead of working in conjunction with each other.
Dave Rogers: Yeah. That's one of the topics I can go off on, the retention thing, because we dealers get a bad rap for sucking at retaining our customers. Listen, we're not perfect. We make mistakes, and we've historically had our flaws. But the manufacturer does drive some of that behavior. Like you just said, if they're going to grade my loyalty on parts, in essence they'd rather see the customer leave without me doing the work. They'll tell you that you should lower your prices.
Well, maybe you should lower your prices. Some of the manufacturers do. BMW has a value line for brake pads and rotors and some maintenance stuff, and I tell you, we do a good volume with that. We bill everything at cost, and then they give us whatever, 15% back, so our markup comes back before the month closes.
From sending customers to Firestone to Dealer Tire 21:00
Dave Rogers: We've never told this story, but in the 1990s I'm working at a Chrysler store, and a customer comes in with a bubble in a tire. I say to my rep, "Is this under warranty?" And he goes, "Well, what does the policy and procedure manual say?" Good question. Let me look it up. The policy and procedure manual says I should send that customer to the store where the tire was sold, so Goodyear or Firestone. I said, "Wait a second, I'm supposed to send my customer to Firestone to get a tire done?"
Option two: I could take the tire off, run it down to Firestone and get the customer a new tire. Or three, the one they least wanted you to do: I could get a tire, put it on the customer's car, goodwill it, sell it at cost, and Chrysler would pay the bill. Those were my three options, reading the policy and procedure manual. This is a true story. Anybody who was around in the '90s will tell you, and it was every manufacturer, not just Chrysler.
So in essence they told you to send your customer to a tire store, and these same hypocrites tell you that as a dealer you suck because you lose people to independents. Meanwhile their procedure basically told you to do that. Then all of a sudden, in 2000, 2001, Toyota got linked up with Dealer Tire, and now tires are a retention tool. Now we should be in the tire business. For the first hundred frigging years of car dealerships, we weren't allowed to do anything with tires. Now, 25 years later, we suck. It's our fault we didn't retain customers in the '60s, '70s, '80s and '90s.
Steve Shaw: I love the whole around-the-wheel program. Ford came out with it in 1997. I have a whole training on the evolution of multi-points. When Ford came out with that, it was "get the tires off the car, you need to be in the tire business." I know a great deal of people were not forward-thinking, but so many of us were already doing that years before it came out. It took the manufacturer such a long time to catch up to taking care of customers. What we were required to do back then was absolutely terrible. It was the most un-customer-friendly stuff you could have. It's like dealing with the government.
Dave Rogers: But they make it look like the dealers were terrible, when we were following the rules.
I was at a Toyota store in 2000, 2001, and they'd done a great job selling tires before I got there. They were buying tires from a local Sunoco that was an authorized Firestone dealer, buying them wholesale and reselling them, and they were probably doing 4,000 tires a year. It was really the first dealership I ever worked at that had a legitimate tire business. Two years in, we were doing better and better with it. We'd get different brands, but mostly Firestone at the time. Then Toyota linked up with Dealer Tire, and they really started grinding on us for buying tires from the outside and not from them. Of course, they had their little fingers in everything. Eventually, when they made tires a part number in the factory master, it was a no-brainer. You could order through the system like regular part numbers.
Ford was probably the first one to jump on that in the domestic world, and I know Toyota jumped on tires in the early 2000s. It's taken a lot of other car lines a long time to get in that game. And that's the one big retention tool. There's a good, better, best for tires too. You have to market parts the same way: good, better, best. And I can tell you, a lot of times we have to go to the aftermarket or local guys to get tires to put on used cars. We can't afford the factory tire program sometimes, because they raised the prices there too.
Steve Shaw: One day I'll have to tell you my vision. I was going to start a used tire store called Treads: Tires for Life, in Key West, Florida. That was when I was young. I was going to move to Key West and open a tire store selling used tires. I love the used tire business. A tire guy introduced me to it way back in the day, and I'm a tire junkie now because I learned all about tires back then.
Dave Rogers: You ride down to Philadelphia, through some of these inner-city areas, and there are guys with little shacks with tires on them. You know damn well those are the ones they stole out of the back of a dealership, off our used cars, with 4/32nds left on the tire, and these guys are scooping them up and reselling them.
Steve Shaw: Oh yeah. In Orlando you can buy a container full of tires for nothing, a thousand bucks, all 4/32nds or greater, and they'll drop them off at your location. I talked to a really sharp fixed ops guy out in Arizona one time, and he said, "Steve, that's a great business. If we just sold the used tires to our used car department, we'd make a killing, bro."
It's so fun, though. There are so many cool things we can do to get into other businesses. But sometimes you feel like you're going behind the manufacturer's back. You've got to do these things in spite of what the auto manufacturer wants, and I think that's the criminal part of the whole thing. I know a lot of car dealers. I travel my whole life, and for the most part the people who hire me and the groups I work with are pretty sharp individuals. They're always looking for things they can do better and different ways to do them. I wouldn't doubt there are people who are not. But there are a lot of great people out there, and as you know, sometimes you've got to liberate them. You've got to let them go free and do these cool things. That's how the manufacturers got into tires in the first place: probably guys like you were selling the crap out of tires, and they're like, "Holy cow, Dave's selling tires. What's he doing? How's that happening?" Anyway, we've gotten off track.
Dave Rogers: No, it's all the same thing. Listen, tires were considered aftermarket parts. They really were. Since the manufacturers linked up with Dealer Tire or Tire Rack or whatever, now they're OEM parts, because they get their piece of the pie. That's all there is to it.
Steve Shaw: Well, maybe one day they'll put tire maintenance in the owner's manual. Proper tire maintenance is two rotations, one balance and one alignment. It doesn't say that anywhere in the manufacturer's world.
Dave Rogers: Nope, it's still in the tire manual. They still consider tires a red-headed stepchild, even when it comes to warranty. It's a little better now. You have the road hazard and stuff, sometimes through the manufacturer. But tire defects are still considered a goodwill repair. It's not factory warranty, because they don't want to warranty the tires.
Rebranded fluid services and warranty chargebacks 29:00
Steve Shaw: Well, how about this, side note. Now General Motors is in bed with one of the fluid maintenance providers. A year ago it was taboo: do not put this in the car. Then all of a sudden they're having problems with the engines, or carbon, or whatever, and now it's, "Oh no, you must use X, Y and Z product in your engine. And by the way, instead of buying it from them for 12 bucks, you've got to buy it from us, where we're going to charge you $45," because GM has got to get a piece of the pie. And what just happened? They've priced it out of the marketplace. To do a carbon service, or whatever the hell that service is called, is now ridiculously expensive. Before, we could sell it for $100. Now we have to sell it for $250 to make a profit on it. But it's OK now.
Dave Rogers: There was a manufacturer in the early 2000s, same thing. Honda every once in a while comes out with their no-additives policy and starts hammering you about the stuff. This other manufacturer was doing the same thing, and they were really riding hard. They'd visit your parts department and walk around looking at the shelves, the whole bit. Then all of a sudden they came out with their own brand of oil additives. Those were reasonable. They didn't bang us out. But it was the same thing GM just did. They rebranded one of the aftermarket fluid providers, and listen, they all figure it out eventually.
I actually heard an interesting story on that with GM. They were doing studies, and when they did a dot map around dealers that were doing really well with their maintenance services and their additive business, there were fewer powertrain repairs in those areas. They had been trying to make their own additive for years, and they just gave up and said, "Screw it, why don't we just use the one the dealers are using and rebrand it?" This is a rumor, I heard it, but it's probably true: all of a sudden there are fewer engine repairs, less warranty, fewer transmission and differential repairs near the dealers that are doing this stuff. "Huh, maybe we should look into some of these additives."
Steve Shaw: Amazing.
Dave Rogers: It is amazing. But some of these brands want to stick by their guns for really ridiculous reasons, and it's only because they don't have their fingers in the pie. That's the only reason.
Steve Shaw: I trained with the field reps for one of the manufacturers at one time, and I'm not going to say which one. They were so anti-fluid, anti-anything that had to do with non-factory parts. Then they got into it. You're exactly right. They rebranded one of the fluid maintenance providers, put it under their brand, and they're like, "This is the greatest thing ever. This is the best thing we could ever do, put this in the car." I'm like, I'm looking at the bulletin from yesterday.
Dave Rogers: It's so funny. That's why you have to remember the old expression: believe half of what you see and even less of what you hear. You really have to live by that, because people will change their mind in a blink.
Steve Shaw: I worked for Audi for a while, and I had the world's greatest shop foreman, Tim. Tim had been with Audi his whole life, and this guy was brilliant, off the chart, an amazing shop foreman. What he told us was, if you do an Audi campaign or recall, print the bulletin out and attach it to the repair order. Because when you get audited, the manufacturer will have changed their bulletins midstream, and they will charge you back. We went through our annual audit with Audi, and Tim was bulletproof, because he just knew they were going to try to screw you over. Tim protected us. Sure enough, they would change the time, change this, change that, and charge us back because they changed their mind.
Dave Rogers: Right. Listen, you've got to cover your ass, man. CYA. That's what you've got to do in warranty.
GM tip: start with used cars 33:26
Steve Shaw: I love Tim. I miss him. That's hilarious. Well, we're pushing up on about 30 minutes. Why don't we have a GM tip of the day about parts?
Dave Rogers: GM tip of the day: a simple place to start would be used cars. Not certified, but make sure you're getting aftermarket parts, or at least pricing them out, and good, better, best on the tires. Make sure you're not just getting quoted for factory parts all the time. There's nothing wrong with using aftermarket on older cars, and obviously on different brands. You're not going to go to the Chevy dealer and buy Chevy parts all the time for a used car.
So start doing that, and then maybe look at some of the work that's been declined, pick up the phone and call the customer. You could do some surveys and find out why they didn't have the work done. Nine out of ten times, when that car is six years old or older, it's the price of the repair, and it starts with parts. So you're losing the job down the street, and then you're going to be the guy with no loyalty and no retention. You suck, because you didn't offer the aftermarket. So I would say start with the used cars, look at that first, and then work your way back and see what you've got.
Steve Shaw: Sounds great. Perfect. Well, let's get out of here. I'm going to go rest my voice for class tomorrow, and I'll talk to you soon.
Dave Rogers: All right, bro. I'll talk to you.
Give every customer a choice and keep the work in your shop
Steve Shaw has spent over 40 years in dealership fixed operations, and the Shaw approach to service advisor training has been proven in over 1,000 rooftops across North America. When advisors present every option clearly, customers buy failed items 76% of the time.