Chris, Hogi, and Adam address a bizarre, viral forum post targeting Chris Collins Performance on a competitor's platform. The team breaks down the obvious inconsistencies in the post—from fake claims about techs quitting to misinformed takes on labor grids and parts pricing—and explains why real service advisors who understand business profitability actually thrive under proper operational systems.
The guys also answer a direct hotline question comparing automotive parts departments to heavy-duty truck parts operations. They break down the fundamental differences between B2C car dealerships and B2B truck dealerships, how wholesale operations drive millions in outside revenue, and the exact process needed to stop special order parts bleeding before cleaning up obsolescence.
Plus: Adam checks in live from his hot Florida vacation with 15 family members, detailing their annual family drink competition, fish boils, golfing in 106-degree heat, and the team's weekly workouts at Planet Fitness. (Note: SDR Live Academy returns next week on Zoom, where Hogi leads an interactive workshop on building and mapping high-performance service drive systems!)
KEY TAKEAWAYS
- Debunking Online Forum Drama: An unfiltered breakdown of a fake forum post, addressing why right-sizing labor rates and pricing matrices is essential for shop survival.
- The "Mom Test" for Maintenance: Why advisor integrity means never selling a client something you wouldn't sell to your own mother.
- B2C vs. B2B Parts Operations: How auto parts departments rely on internal service drive volume, while heavy-duty truck parts departments generate millions in outside fleet and municipality sales.
- Stopping the Obsolescence Bleed: Why cleaning up old inventory fails if you haven't fixed your prepaid special order parts processes and technician returns first.
- The Planet Fitness Business Model: A funny look at how low-cost gym memberships rely on members never showing up—and what happens when everyone actually does.
- SDR Academy Systems Preview: A look at Hogi's upcoming workshop on outlining and executing a seamless operational blueprint.
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Service Drive Revolution - Episode #370 Transcript
Service Drive Revolution
Hosts: Chris Collins, Hogi, Adam Krey
Chris Collins: Good morning everybody. Welcome to the big show, Service Drive Revolution. Happy Wednesday. I hope everybody's having as much fun as we are.
We have a great show for you today. We're going to talk about a forum post from an advisor — it's a very negative post in a Jeff Cowan forum. I'm going to read it, and then we're going to talk about it. That'll be a lot of fun.
We also have a question from the Service Drive Academy that we thought we'd answer here on this show. If you're not familiar with the Academy, every other week we get on and we teach how to maximize your potential in fixed ops. We've been going over financials recently. Last week Hogi went over mindset.
What are you doing next week, Hogi?
Hogi: We're doing systems — the importance of a system, and kind of outlining it. Letting everybody do an exercise where they outline what the overview of their system should be.
Chris: Normally we'd answer questions live in there, but this one was called into the hotline, so we're going to play it and answer it here. The question is basically: what's the difference between parts in a truck dealership versus an automotive dealership? There are some big differences. Great question.
Adam Krey: Yeah, really good question.
Chris: We thought it would be better for the whole world — even though I think the intention was that we'd answer it in the Academy.
So, I'm Chris Collins. You just heard from the Oklahoma Smoke Show, Hogi. And Adam Krey is here in beautiful Florida on vacation. We wanted him on the beach when he did this, but it was too noisy, so he's inside. Are you in an Airbnb?
Adam: Yes. We rented a house. I'm actually in one of the bungalows for the kids — I commandeered it for now. It's almost naptime.
Chris: Last week we were all together in Indiana having a blast working — we were doing a pilot in a heavy-duty truck group. There was a lot of drama leading up to this vacation for Adam, and it feels like there's no drama now that you're there.
Adam: It's very anticlimactic, I think. You hit that climax and now you're just here and whatever happens happens.
Chris: How many adults in the house?
Adam: Like seven.
Chris: How many kids?
Adam: Eight.
Chris: One thing that's funny — I won't stay in an Airbnb with our team. I want to stay in a hotel. I want my own room, my own bathroom. I don't want to wait for Adam to get done with his hour-long shower where he uses all the hot water.
I figured this out very early. When I was 18 I moved into a house with my band. We all lived together, and I figured out very quickly that I don't like roommates. I was the only one in the band with a full-time job — I was a porter at a car dealership. So I had money, they didn't, clearly, because they didn't work. They'd eat all my food. It was a disaster.
So it comes up all the time: "Hey, could we stay at an Airbnb in this city when I'm tagging along?" And I'm always like, you guys can, but I'm staying at the hotel. Seven adults in an Airbnb would be a nightmare for me. The kids are probably more fun. The adults would be the problem.
What sort of events have happened so far?
Adam: We had a fish boil last night. Crab, a bunch of seafood — and you know me and seafood, I'm a take-it-or-leave-it kind of guy. We had that with corn and potatoes. It was really good, though. The corn is the best. The corn takes that Creole spice and just locks it in.
We went golfing yesterday. We did best ball — I always team up with my father-in-law, and we beat my two brothers-in-law. First win in many times of golfing. We shot about nine over par overall, so not too bad. Had a few decent shots, just enough to keep you going.
We also started this last year — a drink competition. Whoever can make the best drink, and there's a rating scale to it. We haven't gone yet, but I think ours is going to be some sort of mojito. That Cosmopolitan we tried last year went horrible, so that's definitely not the choice this year.
Chris: Does Bob participate in the drink competition?
Adam: He did last year.
Chris: Bob is Adam's father-in-law, who makes the incredible jerky. If he can put the jerky together and he understands mixology, I think he'd have a head start on the drinks.
Tell him thank you again — when we were in Indiana, Adam brought a bunch and it doesn't last long. It goes quick.
Adam: I definitely found the remnants of wrappers in the wagon.
Chris: I offered to take it with me when I got out at the airport and you were like, "No, just leave it."
Last week we went to Planet Fitness and worked out most days. Planet Fitness is funny — the whole business model is interesting. They charge $10 a month and they're counting on nobody coming. Their business strategy is to sell a lot of memberships on the understanding that people who buy a gym membership usually don't go. But unfortunately a lot of people do go, so it's always really crowded. It was fun, though. I felt better at the end of the week.
Caller: I'm calling because I have a question about the similarities and differences between the parts department and the parts operation in a car dealership versus the trucking business.
I have in-laws — kind of family friends — who own a trucking company, and they're having some issues with their parts department that they told me about. I'm the parts director for my auto group, so I'm wanting to help them. I suggested they look into you guys, because I think you're really good at what you do. But in the meantime, I don't know how actively they're going to do that, so I was also going to look at it myself.
For example, with obsolescence, I'm confident about all the exit strategies and preventative strategies and systems to put in place to prevent and remove obsolescence in a dealership. But I was hoping to get some insight from you all about how similar that is — not just obsolescence but the whole thing, even going into technicians, because I know they pay their technicians hourly. I'd like to get some more insight on what the trucking business looks like so I can help my friends. And hopefully they'll check you guys out too.
Chris: Nice that he's saying that. Also, we've had so many referrals from factory guys lately, which is unbelievable — usually the factory guys aren't paying attention. But it's been really nice that they've seen the dramatic change, mostly in CSI. Right, Hogi?
Hogi: Yeah, it's more about customer satisfaction.
Chris: People are just calling in and saying, "Hey, my factory guy said you blew the doors off over here, and I'm struggling with my service department. Can we set up a call?" Which is very nice.
Let me lay a foundation we can build on in answering this question.
The biggest difference between a car dealership and a heavy truck dealership is that one is B2C — business to consumer. You're servicing a consumer. Truck dealerships are more B2B — business to business.
Now, a parts department in a car dealership is in a sense B2B, because you do sell stuff on the retail counter. But for the most part, the bulk of your business in parts is going to be through the service department. So you're kind of at the mercy of the service department. If the service department is running really well — they're doing good with their inspections, they're selling a lot of repair labor — you're going to sell a lot of parts.
In a truck dealership, a lot of the business in parts comes from the outside, not the inside. Their numbers for the most part come from selling to outside businesses.
In the truck world, a lot of these fleets — imagine a school district, or Amazon — these businesses have buses or trucks and their own technicians, but they don't have their own parts department. So they buy their parts from the dealership.
You'll see a parts department in a truck dealership doing $400,000 a month to the service department and $2 million a month to the outside. Their wholesale sales are by far and away the bulk of their business.
So parts departments in a truck dealership have people out there selling. They have teams — you'll see a room of people just taking incoming calls for parts, where in a car dealership you'd just have the counter people or maybe the front counter taking those calls. It'd be like ten people in a truck dealership versus one or two in a car dealership.
Municipalities have their own technicians. All sorts of fleets have their own techs, and they're buying the parts from the dealership.
You also have more competition, because there are other vendors out there that will sell parts to them. So it's all about the service. It's about delivering, and it's about inventory. The inventories will be much higher in a truck dealership, because they have to have it in order to sell it.
How did I do, Adam?
Adam: That was awesome. I'm trying to think of ways to insert any sort of little gaps, but that was a really good overarching answer.
Chris: It's fascinating. We're fans of businesses and models and how things work, and that one has always been fascinating to me. If you've spent a lot of time in a car dealership, the parts department in a heavy truck dealership is a completely different animal.
When we were working with International, I would go around and visit dealerships. There would be dealerships that didn't even have a drive. They were like a warehouse, and the parts would be functioning in cubicles, totally disconnected from the dealership — and they were doing humongous numbers. Like four million.
There's one dealer I know of in the Midwest that was doing about $2 million a month in parts wholesaling, because he'd buy a lot of the parts by the truckload from the manufacturers of the parts. He'd go to Bosch and say, "Hey, these alternators for Suburbans — whatever you have left over after you fulfill Chevy's order, I'll buy those." He'd buy the overruns, and he was doing huge numbers. That's the only time I've ever seen anybody on the car side do any sort of numbers like truck dealerships do in parts.
It's a completely different animal. The margins are a different thing too — they're very competitive. It's a harder game.
Adam: I always look at it as there's a lot of opportunity in that truck parts realm too, because of all those different vendors.
Chris: For sure. We have a couple little secret things we're trying that I don't think we want to talk about on here — but they're missing some things too. Just like on the automotive side, they're missing some things. Not really building a strong wholesale business. So we could learn from each other.
Chris: What would you guys say about how to avoid obsolescence on the truck side — keeping track of lost sales?
Hogi: I think with obsolescence, they usually get it out of order. In my experience, no matter whether it's car or truck, they try to go clean it up first.
They realize they have a big number over 12 months, and over 9 months no-sale, and they say, "Okay, let's pull these numbers. Let's go find different creative ways to get rid of them."
You're way better off to stop the bleeding first. Go figure out your special-order parts process. Your returns process — is it being utilized? What does the special-order shelf look like? Really nailing down those processes. The truth of the matter is they're just avoiding that. You can walk and chew gum at the same time — you can do both at once. It's just that the processes involve a lot of conversations with a lot of people.
If you take a sample size of obsolescence and look at what's in there, you're going to find techs returning stuff they didn't need. The classic "I got it just in case." And diagnosis — "Hey, we tried all these different things, maybe even the tech line told us to get one of these and we're trying it," or whatever the thing is. And they end up returning it.
So with obsolescence, you've got to stop the bleeding and figure out: what is your special-order parts process? Are you allowing people to order special orders without prepaying? If so, what are the contingencies? Are you allowing techs to order stuff just in case? If so, what are those contingencies?
Chris: Prepaying is way more common on the truck side than on the automotive side.
Hogi: Yeah. I don't think you have to take a very big sample size. Depending on their setup, their obsolescence may come from a different place, but it's usually just one of three things — and it doesn't usually take a very big sample to figure out what it is.
Then you've got to go have conversations. Whether a lot of it's coming internally from your own shop or from outside customers — are we letting people order and return? And then just sitting down and deciding what the processes are going to be.
For whatever reason, people like to go clean it up and avoid cleaning up their process. And then as soon as you get it cleaned up, you have that same amount in obsolescence all over again, because you didn't stop the bleeding.
Adam: I like that, Hogi. One of the pieces you mentioned is special-ordered parts.
The most recent one I did — a back parts counter had shelving, and they didn't go through all the orders that they had on the shelves. When they started going over six months and going back, the RO was closed and the part was just there. Nobody goes back and restocks it, and they didn't have a system in place to do the prepay. So they were just stuck with the part, and then "we'll sell it to the next one," and then they just kind of forgot it. And when they do an annual inventory, they know they have all these obsolete parts.
I'd like to double down on the system you just said. And also — this is kind of what Chris was saying a little bit ago about all these different vendors. If they go to these other vendors and have these special-ordered parts but they can't get it from the factory, now you've got two other issues, because it's easier to track it with an RO attached to it. It's not necessarily that easy to attach it when it's just an outside vendor where we wanted a special-ordered part and didn't put somebody else on the hook for it.
So you're 100% right on getting back into those processes and reviewing them. What would you say, Hogi — is it a monthly basis that you're reviewing those special-ordered parts that are missed?
Hogi: Yeah, probably. And I think getting everybody on the same page and agreeing on what it is and why.
The bigger conversation is how much all the departments affect each other. If you have a big wholesale business, whoever your biggest customer is — whether it's wholesale or the shop internally — your ability to serve them is dependent on those processes being good.
A lot of times we think we're not holding people's feet to the fire on adhering to those processes, what they can return and what they can't. But if it makes your obsolescence higher, your first-time fill rate is going to go way down, and it really inhibits your ability to serve those clients. So it really is a situation of "help me help you."
It's very similar to automotive. It's not different. You've got to be on it. You've got to look at it every month. All the processes are the same. It's just that on the truck side there are more parts.
Adam: And the dollar side can be very expensive too.
Chris: The average part is going to be way higher. It's good. Great question.
Chris: Now let's get into this — "this advisor hates me," and I'm setting this up.
This is something that was sent to me that's in a forum on Facebook. I'm not in the forum. I'm not even on Facebook — if you interact with us on Facebook, it's our team, it's not me. So I'm not super familiar with this and how it works, but it's a forum run by Jeff Cowan.
I'll say that my relationship with Jeff Cowan has always been very cordial. I've invited him to stuff. I've always been of the opinion that working together and collaborating is better for the industry. I don't think we even really step on each other's toes with what we offer, because at the heart of what we do, we're not advisor training. We're fixing the business, and we'll train the advisors in that process. But we don't compete one-on-one — if somebody calls us and they just want advisor training, we don't do it.
We've talked about that for a long time. It's a stream of revenue we're missing by not just doing advisor training. But my concern is that when we did just do advisor training, we made it worse. We can sell people advisor training, but their CSI gets worse and their numbers go down, because really you've got to be able to hire techs, you've got to have systems in place.
I don't know how much Jeff gets into that, but from what I've seen coming in behind him, that isn't what they're doing. They're mostly just doing on-the-drive training.
So I've always been very cordial. I've invited Jeff to stuff. He's always declined, but I have no animosity toward him. So it surprises me — I don't know if he's picking a fight with us. Do you guys feel like he's picking a fight with us?
Hogi: I don't know. It seemed like the comments were coming from advisors.
Chris: When I first read this, I thought it was real. And then the more we dig into it, it's completely fake.
This person who posted it doesn't have a real profile. They're not a real person. Second of all, the things they say in there aren't true. We launch maybe two clients a month at the most. We're very familiar with the clients we're launching and what's going on in those stores.
This was only brought to my attention this week. Hogi, when was it brought to your attention?
Hogi: I think I saw it last week for the first time.
Chris: The one store you thought it could be — you called the general manager, and he said there's no way, none of this applies.
So it's a fiction of the imagination, but I'll read it to everybody and then we can go through it. I originally wanted to address it like it was real, because there are some things in there that I think advisors could benefit from understanding — why we do things the way we do.
The subject line is "Chris Collins…" and it says:
"My dealership just started using Chris Collins consulting guy. I've heard of him, and no, I never read his book. But here's the changes since implemented. Every tech now flat rate. Four good techs walked out because of it."
Chris: I'm not aware of any automotive dealership we've gone into where the techs aren't flat rate. On the truck side it's very common for them not to be flat rate, but we haven't gotten there — we haven't done that. So there are no clients we have where the techs weren't already flat rate.
And we have no dealerships where four techs have walked out — let alone one or two — this year for sure. So that's a complete fabrication.
It's interesting that that would be the thing they'd say, because if techs were walking out, that would be a big deal. The other part is there's no client we've gone into where we're not adding techs also.
Then it says:
"Menu items messed with. Flagged flat rate hours dropped and labor went up. Techs getting screwed. Customers are really noticing price increases. Aggressive parts price matrix in place. Labor grid pricing. Pushing wallet flushes heavily and charging way more than they are worth, to the point I'm not comfortable selling them. If it was my mother, I'd tell her to take it elsewhere for the same service."
Chris: Unpacking that — I say in all of our advisor training that if you wouldn't sell it to your mother, don't sell it. That's what I believe.
If we're going to debate the value of maintenance — which would be a hard thing for anybody to disagree with, that maintenance isn't a good idea — we don't want to sell people things they don't need, and we don't want to play with the intervals to the point that it doesn't benefit the customer. The "mom" thing is an analogy that I use. Clearly they're aware of that, even though they've never read my book. Somehow they're aware of it, which is kind of funny.
We never put in an aggressive parts matrix anywhere. That doesn't happen. The labor grids — yes, sometimes we put in a labor grid.
The bigger point is this. If you're a service advisor and we come into your dealership and we change the pricing, the reason we're changing the pricing is because your service department is losing money with your old pricing. We're right-sizing it — like water has to find even ground. We're right-sizing the pricing so the service department is profitable in what they sell.
A lot of times when we go in, things haven't changed. We'll literally have service departments where the pricing is the same as it was in the '90s. We're paying the techs more, we're in a new building, rent has gone up — all kinds of things have changed, but our pricing hasn't. So we figure out where our break-even point is on selling an hour of labor, and we fix the pricing. We do that with the leadership. We walk them through it and train them on it.
If you're a service advisor working for someone who's losing money and you're okay with that, I would really question your integrity and the idea of entitlement. You're so entitled that you think the dealership doesn't have the right to be profitable — and your role is to ensure the dealership is profitable. It doesn't even make logical sense that you'd work for somebody and not want them to be profitable and demonstrate the value to the customer. That's the whole reason you're there as a service advisor.
So if a real service advisor wrote this — which clearly they didn't — I'd encourage you to try to understand the business and understand why the pricing is the way it is.
Then it says:
"I don't know. I'm ready to start looking elsewhere, but I know the grass isn't always greener on the other side. It's just hard working at a dealership for so many years and developing trustworthy relationships with customers, and now I seriously feel like we're getting ripped off. I'm doing my best to look at the business perspective, but the whole thing just feels unethical."
Chris: That's the funniest thing to me. In politics, or any sort of debate with people who understand psychology — if you can't beat somebody on the facts, then challenge it with ethics. And the contradiction here is that I say don't sell it if you wouldn't sell it to your mother, and then you're still making it about ethics.
Hogi: As you look at repair orders in these stores, there's so much opportunity. There's zero reason to sell anybody anything they don't need.
One thing I go through in boot camp is that the dealer is in kind of a tough spot. The manufacturer says, you know, lifetime transmission fluid. And then if you're with a chemical company, they want the intervals to be super quick. So you're in the middle of that. You're the one who actually has to talk to the customer as the dealer and figure all of that out and come up with product that makes sense for you.
And then to your point, Chris, we have to have product that's profitable. I think that's where a lot of the communication breaks down. I can't tell you how many advisors I've told that the department's not profitable and they don't believe it. They're like, "What? That doesn't make any sense. Do you see all the money?" All they see is those big tickets going through there — and to think that the department only makes a little bit of money for every hour it sells, or possibly is even losing money.
Chris: Then it says: "Anyone have experience with this program? Is this only to benefit the owners and screw over the advisors, techs, and customers?"
Like building a wall between ownership and everybody else — that the owners don't care about their employees and that the customers aren't the ones driving all of this. If the customers aren't happy, we don't have anything. For the most part, our intention when we go in is that the advisors and techs are having more fun, and that's contagious to the customers. But the customers drive everything.
Chris: So back to it — do we think Jeff Cowan's picking a fight with us?
Hogi: I don't think so. It's clearly a fabrication.
Chris: By the way, "AlphaDog739" is the person's profile, which is blank. It's not even a real person.
Adam: It's AI.
Chris: I don't think this is written by AI. This is clearly a person who is semi-familiar with our program. They're not really familiar with it, or they haven't experienced it firsthand, because there are a lot of inconsistencies with what we do.
Adam: Whether there's a fight or not, we're very intentional in educating people and in what we're trying to drive as a desired outcome for our clients. That's what I think is very contradictory to this. A lot of times our advisors are being educated on what it means to sell, and that value.
Chris: There's nothing about that in here. If this advisor really worked in a service drive we were in, he would have gone through things that would have taught him some stuff.
Adam: Perception value.
Chris: He'd have a deeper understanding of what it is we're trying to do, instead of this superficial tone.
Hogi: The ones who sometimes default to Charlie Brown comments like this — and I've seen this taking our program to hundreds of stores over the years — are the ones who don't have a belief in customer service, or that they can control it, so they don't want to buy into the systems and methods that get those outcomes.
If you're committed to that thing where CSI is a farce and it's unobtainable and customers are crazy — one, that means we failed you, because one of our primary focuses is bending mindset on that and showing how systems and structures can set you up for success in an area where the industry has typically failed the advisor.
And we're doing that, and gamification, and a couple of other things. They also don't talk about the games in here.
Chris: If you'd really experienced our program, there's a whole thing you're missing that you wouldn't leave out. There's no way you'd leave that out. Even if you made fun of it, you wouldn't leave it out.
So — this is a deliberate attack. And here's how we're going to fight back. Are you guys ready?
We're just going to keep doing what we do.
I don't think it's good for the industry for us to be fighting with anybody. And we're not perfect — we're always trying to get better. These sorts of attacks surprise me. It would be punching down for us to go on the attack. I don't feel good about myself when I inflict pain on others. It's not my deal.
Like I said, I've tried to collaborate with Jeff a couple of times and he's just not into it. And that's okay. I've invited him out — I know he likes wine, so I've invited him out to dinner.
Hogi: You say that to the team from time to time — the punching-down thing. The industry affords us plenty of opportunities in the marketplace to punch down, if you will. If you're just results-oriented and you're looking for great customer experience and great profitability, there's a straight line to those things in our industry that the industry turns a blind eye to. It's almost comical. But we're pretty careful about not punching down.
Chris: Our energy is better spent on us getting better at what we do. We have so much opportunity out there to help our industry, to help the trucking industry, to become better. That's a full-time job.
If Jeff wants to do this sort of thing and attack us, it's fine. I would hope that our clients who are in this forum are sticking up for us. I haven't been in the forum and I haven't read any of that, but there are going to be a lot of people who say this is a joke.
Hogi: Even in the screenshots that were sent to me, there are people in there who are like, "This doesn't sound like him. Have you ever read his book?"
Chris: Which is funny, because it says "I never read his book" at the top. By the way, the book is an easy read. It's a two-cup-of-coffee book.
Hogi: Whether it's fake or real, I think everybody understands there are just some keyboard warriors — and most of them are Charlie Browns who, instead of spending their time focusing on how to make themselves better and on all the opportunity, get into an echo chamber of some sort. I try not to give it too much thought, honestly.
Chris: We're really trying to focus on getting better, on what works versus what doesn't, on how we can learn and grow and share that with others. How can we invite as many other people to the party as we can on this journey? That's where we want to put our focus.
I'm a big fan of the mirror. I'm just going to look in the mirror and try to fix the things we can do, and not go on the attack.
Chris: Adam looks super worried about it. Before you got on, Hogi, he's got this big bottle of whiskey — he's all excited about single barrel something. He's never been more concerned in his life than he is right now.
How hot is it there?
Adam: Hot. They said the heat warning is finally gone, which I don't even know what that means down here. It was 106 degrees yesterday. Now it's 95 and humid.
Chris: Don't go inland.
Adam: We're right on the beach, which is nice, so you get that sea breeze. I've been hanging out by the pool. We might try to do nine holes tomorrow night.
Chris: We'll let you get back to the fun. We loved hanging out with you today. Thanks everybody, and thanks for the question — that was great.
If you're not in our OnDemand, you can go to chriscollinsinc.com and sign up so you're there next week when Hogi is talking about systems. Beyond that, I just really hope everybody has a great week.
Adam: Look forward to seeing you guys next week. We had a ton of fun, a ton of great questions, and a ton of great takeaways last week. Excited to see everybody in Academy next week for sure. Come join us.
Chris: We'll see everybody next time on Service Drive Revolution.
I know from experience that a lot of dealer owners won't invest in training for fixed ops. But eight service managers in our coaching group have been promoted to general manager — something that doesn't happen enough in our industry. Proof that when you're given the right tools and the right mentorship, you can do amazing things.
I'd like to personally invite you to something that should already exist, but unfortunately doesn't: a live fixed ops academy, a mentorship, a community. But what it really is, is a service drive revolution. Anybody can afford it. Anybody who wants to invest in themselves.
We're going to teach what we know about running a healthy fixed ops service business. Our average coaching client performs well above the industry average, and a handful of them are in a league completely their own. In fact, if I told you their numbers, you wouldn't even believe it. They're so good.
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