DealersEdge Professional Forums

Am looking for ideas. We need to light a fire under our parts and service department. Basically, CSI and sales are low. We are a dual import store, have 8 technicians, 3 service advisors, 2 parts countermen, 1 parts manager and 1 service manager. For years we have done dice rolls for upsells for our technicians and advisors. Average cost $4000 per month. It's time for a change. Am looking for your ideas for a bonus program to help us increase sales and increase CSI. Needs to be simple, keep all 15 employees happy, etc. One problem, would like to start this comming month, hurry. Thanks.

The first thing I would check for is wet kindling.............

Nope, I checked, management is dry.

Ok, doesn't seem like this post is going anywhere real fast. Just thought there was a silver bullet, magic wand. I have read all the other posts with "bonus" in them, and have gotten some ideas, just thought something new might be out there. Maybe take the $4000 and pay each employee what they are really worth, and then manage, manage, manage for the necessary results. Maybe that keeps it simple and is fairest solution.

bdavid01 I wasn't trying to be a wise guy but to merely provoke a thought or two. Are they working to their potential...what do they, themselves, feel would motivate them to bigger, better things above and beyond the call? I have maintained the thought for years that MONEY IS THE FINAL DISSATISFIER, if that is true, maybe it's also not the final motivator. Get it from the horse's mouth, so to speak, what motivates them?

[This message has been edited by kcatdeejay (edited 01-27-2005).]

You might want to try a monthly bonus on hours produced with CSI as the qualifier. I have found that individual spiffs are limited and may cause overselling of whatever the spiff is on. Set a monthly goal that will make the techs/advisor reach but not so high that they would gouge the customer to have to get it. Tied in could be whatever fixed right or service advisor csi score you want to achieve in order for the bonus to be paid.
The bonus can be paid to an individual tech or advsior and then set levels for the whole shop to hit. Pay everyone if they meet your obejctives.
Example : Individual Hours Bonus = 250 Hours for the month - 8 techs x 250 = 2000 Hours to hit shop bonus.
Qualifier = Fixed Right 90% or Higher and Advisor Score of 90% or Higher
Pretty simple to track and should help everyone work more like a team.

I have a NOVEL idea, How about if they do their job, they stay employeed! Or how about we all hold hands and sing KUM BA YA around the campfire in Togas

This "professional" has posts this morning in several threads. Not one of them is anything positive, helpful, or constructive; just smart-ass remarks. I guess the true purpose of these discussion forums is simply beyond his grasp.
According to his profile, he is a "webmaster" and former dealer; heavy emphasis on the "former".

Scot Strong

[This message has been edited by scotstrong (edited 01-28-2005).]

Cmom, Scott, Where's your sense of Humor? I see some of your fellow PM's have one! In reality I really enjoyed the business and enjoyed working with all you professionals. I really do think it's great that you guys care enough about your profession to "get togteher" like this and share you ideas and issues. But you guys know for everyone of you here in this forum, there are hundreds of your fellow Dealership personnel that could give a hoot. If more people became "involved" we would raise the bar for our industry. And if you ck my thread under "closing RO's" I think it was a little helpful.. By the way when I owned my dealerships it too was my policy to do as little as possible..Thats why my dealership is now a Strip Mall, selling Pizza and bagels! Good luck to all!

Often bonus programs are separately designed for each department or group. You tend to get the behaviour you reward. But if the individual goals do not support the overall enterprise, all you get is dissention and resentment. For instance if you reward the parts department for low days of supply, it hurts the service manager by reducing depth of parts coverage. I think the best plans reward the entire team on the bottom line of fixed operations. If everyone shares the same pot, peer pressure deals with the slackers.
Also, money is not the only reward. Recognition goes a long way and does not need to be costly. Read Bob Nelson's book "1001 Ways To Reward Employees."

[This message has been edited by partking (edited 01-28-2005).]