How to get an unruly Service Advisor to cooperate?

[jdpetey]

Need suggestions Please.

Have a tech turned Service Advisor come on board about 8 months ago.

Constantly questioning the business practices of our parts deptartment when it comes to use of OE parts as opposed to aftermarket. Pricing being his first and foremost complaint.

'It's a point-click world for better prices', yada,yada,yada.

No recognition for all the effort and cost that goes into anticipating demand and making it convenient for EVERYONE by having the items in stock. "Call up the street'," "Your prices are ridiculous", etc.

I could easily call up Joe's garage and compare labor prices, but I'm trying to avoid any more confrontations in which we start yelling at each other. Happened once a few weeks ago and everyone was surprised that I chose that path. First time in 14 years, but he's extremely arrogant and it doesn't appear that he's going to 'Join the Team' any time soon. He actually yelled back at me, " I sell your parts!". Unbelievable!

He presents his case that "Who's it good for, you(ie Parts) or the customer?". " I'm doing what's right for the customer". His philosophy appears to be we shouldn't make sooooo much, and if we would sell at lower prices, we would have more return business. I believe that is a myth. You know the dilemma.

At this point, it just seems like he doesn't want MY Parts Department which is actually OUR Parts Department to make any money. He treats it like a separate entity.

I actually had to modify some labor type pay codes to ensure he wasn't trying to undercut our prices by changing labor types after the parts sale in order to be the hero to the customer while screwing me and the dealership. What an idiot. Discovered and corrected, nice try a-hole.

Had to tell him today, "You will not be deciding where we will be getting our parts from".

What to do? Method of approach? Service Director understands correct approach, but likes some of what advisor is capable of, i.e. appear to be an expert at everything, when in fact his approach to a lot of things demonstrates his inexperience at how dealerships operate.

Thanks for reading.
Merry Christmas
jdpetey

[Zep33]

Sounds very familiar - went through that for years - His initials aren't MK are they?

Does he sell constant, unneeded flushes due to the labor being quite profitable on them?

He's only paid off of labor I bet and that needs to change if that's the case.

[possum]

It needs a confrontation to get his mindset right. Get your Service manager, Owner or GM involved. Dealerships have Parts departments for a reason; they make money for the store, and if done right, usually net more than Service. A dealership is as close to the factory as possible, OE parts and best trained techs available. You just can't get that anywhere else, and it requires significant investment. You can't be the best and the cheapest, and our markup is necessary to make fixed coverage. Just ask your senior management how important that is to the bottom line! Besides, a franchise is REQUIRED to sell the corporate product, especially a GM store. It's like owning a McDonalds... You will buy your meat, buns, ketchup and cups from Corporate, regardless of whether you can buy them "down the street" cheaper. This advisor needs to get on the team, and your team has a name and a goal.

[cville1987]

His pay plan definitely needs to be re-evaluated, make sure he is being paid off of parts sold as well. He also needs to be taught how to sell the value of our product. The managers and DP need to be involved as well so he can understand the money the store makes from GM parts sales and purchases. I would "go there" and explain how much cheaper Bob's Auto down the street is than his service department and that the value of our trained technicians and equipment is no different than the value of our OE parts. People don't come to us to get subpar parts and repairs performed on their $40k+ vehicles. Perhaps let him know that any aftermarket parts installed per his request due to our prices that fail, all labor to replace said parts would be taken out of his pay.

[TimK]

I actually had to modify some labor type pay codes to ensure he wasn't trying to undercut our prices by changing labor types after the parts sale in order to be the hero to the customer while screwing me and the dealership. What an idiot. Discovered and corrected, nice try a-hole.

That's grounds for dismissal right there.

Sounds like he needs to go.

[btk]

I have to agree with Timk.... dont let the door hit you on the way out or at least a strong written warning period. This attitude will not just affect Parts and service ability to communicate, it will infect the other employees in the dealership. Besides the fact ... based on my experience , an advisor like this, if his conversations are monitored with the customers, you will find he is not the superstar the manager thinks he is .

[coleracing77]

It sounds to me that you have a weak service advisor. If he is concerned about the pricing on OEM parts then he truly doesn't understand the benefits of OE parts.

1. Tech efficacy from the shelf to his hand saves wait time. Also proper fitment improves repair time.
2. 1 yr parts and LABOR warranty. Aftermarket is typically 90 days on labor. (dealership usually eats this cost on pissed off customers up to 180 days)
3. Less return repairs for the same problem. Which frees up the shop for new repairs.
4. This is a big one to me!! If the vehicle is not down in your shop and is safe to be driven. CSO the parts and have the customer return for the repair.
If the vehicle is down especially on extended warranty and regular warranty offer a rental car and ovn the part!

[partsman103]

I would confront him (because I'm an @$$hole) and let him know that his job is to sell the work, not to tell you how you should price your parts...especially if you have the parts in stock. I would also remind him it is the owner who signs his check and it is the owner whos money is sitting on the shelf waiting to be turned over (ROI).

[FixedManager]

I have been down this road. You must have a long, frank discussion with his boss as he is the one who must change this employees behavior. You are not his supervisor and haven't the authority, or leverage, to effect changes in his behaviour. If the Service Manager won't take corrective action he is promoting the behavior and the next level is your General Manager. Be sure of the facts and document the information before you take this step.

I had my problem person terminated as be wouldn't play with others well and refused to change. Odd ending to the story, later in the year they were rehired and terrific at this. They found what I already knew; my pricing structure was fair in our market and in most cases better than the competition. Can you say that?

[jdpetey]

Thanks for the input.

I do believe a modification to our service advisors pay plans is in the works. I do believe it will have a provision that would be based on parts sales. Have most of your advisors been on that type of plan all along, or has that pay plan come into existence based on this very type of situation? At least in some part.

I've known all along that I'm not in position to effectively influence changes to his approach, but our 'Service Director' understands how things should be done and recently pulled him into his office for about an hour last week to try to set some things straight. Results yet to be determined.

Having give and take discussions with this person seem futile as his ego and opinions are impenetrable.

One more day for me this year then off for a road trip from Pittsburgh to Topsail Island, NC, to spend New Years at a close friends place. Nice ending to the year.

Happy New Year to all yinz folks!
jdpetey