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Episode Description

On this episode of The Digital Shop® Talk Radio, Brittany Schindler, GM of Rod’s Japanese Auto Care shares how her shop achieved a near perfect 99% inspection rate and earned a big ARO boost for all of their hard work!

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Episode Transcript

*This transcript was generated using Artificial Intelligence. Errors may occur. If you notice an error, please contact [email protected].

Tom Dorsey (00:00:06):
Good morning and good afternoon. Welcome to this week’s edition of The Digital Shop Talk Radio. I’m Tom Dorsey, and today I’m really excited to welcome Brittany Schindler from Rod’s Japanese Auto Care in Bellingham, Washington, not only to introduce you to this awesome operator, but Brittany’s been an implementer in the shop with the digital inspection as a second generation owner now and for about seven years now. And so she has a long history and wisdom when it comes to solving some of the typical adoption issues that you might have as you’re getting involved in your digital shop journey. But she also has some amazing numbers that we’re going to share with you today, and I guarantee you’re going to want to connect with her on Facebook or LinkedIn or get her email from her, hit her up on the Facebook forum because you’re going to be wanting to ask some questions follow up because once you hear this story, you’re going to be impressed and nah, she probably can’t come work for you, but she’ll probably be more than willing to help you out and we’ll talk a little bit about that today too. Welcome, Brittany Schindler.
Brittany Schindler (00:01:16):
Thank you for having me. I really appreciate it you guys.
Tom Dorsey (00:01:18):
Oh no, I’m just excited to have you. Like I was telling you earlier, it’s just a shame I’m kicking myself that it’s taken me so long to have you on the show. I should have had you on a year ago because Brittany, you’ve always impressed me. I got to tell you, and one of the reasons is your dad, Rod. And so if you don’t know Rod, Rod’s a great guy. He’s just always a positive kind of happy go lucky kind of guy you want to give a hug to and always involved and always willing to help. And I’m not saying Brittany isn’t, but Brittany comes with a lot more, I think grit in her approach. Brittany’s like a pit bull and when she first came in his implementer with AutoVitals and kind started interacting with Brittany and Uwe’s, not on the show today, he’s in a board meeting, so I get to kind of beat up on him a little bit like I love to do.
Brittany used to give it to Uwe, they’d go back and forth and on phone calls and in the Facebook form and Brittany just doesn’t take no bleep and it was always great. I loved it. And so then, I don’t know, maybe a year goes by or something and I’m out at super conferences. This was probably three years ago, maybe a super conference and who’s teaching the breakout that I walked into Brittany Schindler and I’m just like this girl’s going places. This girl’s a rockstar. Fast forward about four more years and Brittany Schindler, you are running an incredibly high ARO. Well, I’ll just, in the last 30 days, 109% ARO increase in the last 365 days, a 40% ARO increase running 682nd motorist research time. And you guys right now are running a 99.25% inspection rate. Incredible job. If you can kind of introduce yourself, tell us a little bit about how you got into the shop and what’s the secret behind your success with those amazing numbers.
Brittany Schindler (00:03:10):
Okay, so actually 10 years ago I started for my dad, I owed him money soon out of high school. I never even thought I had a place at the shop. That’s where my brothers go and fix cars and things like that. Never even knew what the role of a service advisor was. And it turns out I owed him money, I got things done really fast and he’s like, okay, we’ll do this. Okay, now do this. And it just snowballed and kept evolving into the job of an advisor. And turns out I loved doing it. I got to help people all the time. And that was way back then with old dinosaur paperwork orders before the digital inspection world. And three years into that we joined ATI. We joined AutoVitals and it was like the switch flipped right on. We really got things going.
We were actually, this is such a fast growing industry. We have self-driving cars and so many electronics. What do cars have now on 20 computers each? Why aren’t people doing digital inspections? That absolutely blows my mind when people aren’t doing them. And yeah, we’ve been with AutoVitals now for seven years and we definitely had our growing pains with AutoVitals. It was a little bit more basic back then. We started with just the inspections and then we grew into the work orders and we were also beta testers. So yeah, there was times where we would butt heads a little bit, but we stuck together. I wouldn’t go anywhere else. I absolutely love AutoVitals. I love that it’s forever evolving and that’s what we do here at our shop too. I’m never not satisfied with where we’re at and the goals that we make and us keep achieving them. But to look to get better and then be better is even awesome. The team loves it. The team loves to keep growing. They’re satisfied with where we’re at and where we’re going. That’s been a big thing with the team and sharing the numbers. When we log into AutoVitals and we say, Hey, look it when you’re sending these inspections, your a o is going up. I mean it’s on the charts, it’s correlating together, going up together. It’s really easy when you share those numbers with your team, how much better it gets implemented by them.
Tom Dorsey (00:05:28):
And it really is an incredible success story. I think you’re running, if you don’t mind me sharing, I mean close to $900 ARO over the last 365 days, that’s an average ARO over the last 2 65 days. And that’s really incredible, especially for a Japanese specialty. It’s not like you’re doing Euro stuff or a bunch of diesel, but you’re right up there in that range. And I really say Brittany it 100%, and of course you’ve got an awesome team behind you and you’re a great leader and a great motivator, but it was your tenacity because like you said, you were involved in the turbo, you were doing the prototyping, you guys were really active in that and it was frustrating. I get it, but you know what? The proof is in the pudding. The results make it so much worth the effort. And if you can speak to that a little bit because for most people it’s like you bid off even more, right?
Most people come on and they’re just worrying about getting the basics down and following the standard operating process and getting results. But you put yourself out there to take on even extra kind of frustration by being involved in turbo and prototyping things and reporting back and all that extra work. What was it that drove you to do that? Was it that you got a good result initially and your team was on board with it and so you thought, Hey, I can invest some time and see where this if we get an even better result, or was it just because you’re just naturally not going to sit by and just have good enough or be content with the status quo?
Brittany Schindler (00:07:09):
That is true. The later is true. I wanted to be fully involved. I’m right now. I super appreciate you letting me come on here. Like you said, I teach classes at ati. I love being involved in this industry that’s forever changing. And I’ve always said, and I say this to my team all the time, guys, we have to change the face of this industry the way that this industry is perceived. People will think of mechanics ripping you off or use car salesmen, things like that. I’m trying so hard here at our shop and when I teach and talk to other shops or anybody, it doesn’t matter. I am trying to tell them I want to change the way that this industry is perceived. We are professionals. We don’t practice on cars like doctors practice, professional car doctors, but this whole even especially the digital inspection and we take pictures of during the job while we’re doing it, that’s a cool thing about the work we’re drawn on AutoVitals.
Customers absolutely love it. Look at this is with your timing cover off, look underneath here. It’s so progressive and so transparent, huge transparent. And that’s really where we should be perceived nowadays is we should be perceived as educators and fully transparent. And we can fully do this with digital inspection and not just the digital inspection, but the work order side too I just mentioned of taking pictures during the job as you go. Customers absolutely love it, and that’s all my customers are so used to it. We attract the best customers because of all these things that we’re doing. We’re the name brand is what I like to say to come to of the shop in this town.
Tom Dorsey (00:08:49):
Yeah, no, that’s fantastic. And that’s exactly it. And so how important was it for you to get that interaction built into the front counter? And I’m sure it starts even before the drop where you’re reaching out and you’re saying, Hey, here’s some expectations. We’re digital, we do these things. If you’re a new customer coming in or if you’re a returning customer, how important was that to you to your success? And then also if you can help folks out that might be stuck or looking for new ideas or new ways to solve that issue, what worked for you? How did you get the habits built into your front counter staff to make those communications? And because really Brittany, it’s like this. It’s like a traditional service advisor controls all the information and they figure out what they want to meet out to people, right? I’m going to tell you this, but I’m not going to tell you this and I control it all. It’s a big change for somebody to say, whoosh, I’m going to let actually the technician now through the digital inspection be mostly communication. I’m going to be like the tour guide. That seems like giving up a lot of your job and power and it could be scary. How did you get it to stick?
Brittany Schindler (00:09:59):
Well, when you’re more intimate with a customer, you also directly see the correlation of higher ARO too. And a big thing that I like to say to a customer is I want to give you the most information possible so you feel confident in making the proper decisions on your vehicle. When you tell the customer that you want them to feel confident, they’re like, yeah, I want to feel confident on my car. I don’t know anything about it. And this digital inspection not only shows pictures of their car specifically, but all the built-in notes and the videos that AutoVitals has is perfect. A huge thing to get help with buy-in with the front counter too, is having them inspect their own or having their own car get inspected, editing the inspection for themselves, sending it to themselves, sending it to their spouse, sending it to their mom, their grandma, and having them help decipher it too and make sure that it makes sense to someone who doesn’t know anything about cars. That really helps too. And I look at the customer view all the time, and I’ve mentioned this in classes in my 20 group too, guys, we need to hit the customer view and not just see the edited side. We need to make it make sense. We can’t just point at a brake rotor or even a belt even
Tom Dorsey (00:11:14):
Brittany Schindler (00:11:15):
We can’t just assume that they know what it is or what exactly in that picture. It means every single picture I have, and it seems silly to us when we’re writing it. This is a blah blah, blah, blah, blah. This is what it does. It really has a lot of explanation on there so it makes sense to the customer. My main goal when I send out the inspection is make it make so much sense that the customer literally does not have to Google anything like, oh, that’s what that is. Oh wow, that makes perfect sense. I don’t need to Google it. Why would she or they? Because all the information’s right there on my inspection.
Tom Dorsey (00:11:53):
Yeah, no doubt about it. Excuse me. Sorry about that.
Brittany Schindler (00:11:56):
No worries. Having
Tom Dorsey (00:11:57):
A blue brass band just broke into the studio right here and it started serenading me. It was awesome. But what’s really important too about that, being able to stick through that same process and being able to carry that forward through the whole life cycle of when that customer is going to come back and what they need to come back for and really help educate your motorist because then so have you had this experience is that they call you up and now they’re almost ordering the services based off of the service history that you’ve provided to them.
Brittany Schindler (00:12:34):
Absolutely. And the other cool thing is we’re saying exactly what was written on there too. Since we read customer view all the time, we’re almost reading it word for word when we’re talking to ’em because we’re like, yeah, that’s exactly what he said on the inspection there too. And yeah, we have customers say there’s a seat of oil, and then they come in for a next time, Hey, we’ll check on that next time we’ll take another picture and see how it progressed. We’ll put the two photos side by side like, Hey, look, it didn’t progress at all. Or Hey, look, in just three months they went from this to this. We should really take care of this week now or whatever it is. And yeah, customers, I’ve had customers in the waiting room, they already got their inspection and another customer hasn’t got theirs. They’re like, look at this. Look at all these pictures and totally selling them on it already while they’re waiting. And it’s super funny. I mean, customers, yeah, they absolutely love the inspections
Tom Dorsey (00:13:26):
And they demand it. So now you can’t even cook one. I thought that that was a brilliant point that you gave about having, especially if you have a new person, either they’re new to your shop or you’re newly implementing digital inspection into your shop, is to have your technicians or, and your service writers both send it to their friends and family because A yes. Does it make sense? Can I decipher what you’re trying to tell me? I’ll give you feedback. And friends and family give you straight feedback. You’re like, Hey, this sucks. You need to change this. They’re going to be really honest with you. But the other thing is, is that you know what also happens is people go, wow, this thing’s amazing. You work at a cool place. I wish my shop did this. If I’m not local to you, and of course going to your shop because you’re my family member I need to do.
And then probably then it really, especially if somebody has been kind of on the fence or I don’t really like this, I don’t know, this seems like extra work for me. And then they get that response from their friends and family, how awesome it is, and now all of a sudden they got a whole different attitude and they’re taking the number of pictures on their goal making the number of recommendations to hit their goal, and they jump right on board. So thank you for that. I think that was a brilliant point and for folks in the audience, if you haven’t done that, it’s not part of your ramp up plan added to it. Brilliant, brilliant insight from Brittany Schindler. Thank you.
Brittany Schindler (00:14:46):
You’re welcome. Yeah. The other thing with the inspections and AutoVitals and the work order, it makes you more efficient. People might think that, oh, this is slowing me down this tablet, building the inspection, trying to figure out how to implement it and things like that. Talk about it with your team at your team meetings. How can we make this better? What can go in better order? I also require that if my technician asks an advisor something, when my advisor’s just walking through the shop, Hey, this air filter’s wrong, can you order another one? Then my advisor walks into the office and there’s someone standing at the counter, he talks to him for 20 minutes and then the phone rings. He totally forgot about that air filter. So we require them to text everything on the TVP. So there’s accountability for communication. It’s literally written down with a timestamp, and it’s just so firm of the transparency and communication. It just makes everything better and it makes everything more efficient. You don’t have to walk across the shop anymore to tell your advisor anything or give them notes. And there’s so many pre-built notes. Yeah, it’s great.
Tom Dorsey (00:15:55):
So Tony Feinberg’s asking if you’re always using carry forward unguided so that you have the pictures available for the comparisons you were talking about.
Brittany Schindler (00:16:03):
I I just pull up their old inspection. I don’t merge them.
Tom Dorsey (00:16:09):
And so I mean, there’s a lot of ways to skin a cat, right? Yes. And what works for you and what, but we would encourage you, and I already know, I mean you’ve gone back and forth on the guided and stuff, but for other folks that might not be using it, we do encourage you to at least test it out. The knee jerk reaction is kind of like, Hey, I don’t need this machine telling me how to do my job, or you think it’s going to take longer. It’s actually the other way around. When you get the guide and the carry forward working together, it really does reduce the amount of time per inspection because, well, a lot of this stuff is just, hey, eyeballed it and it’s still in that status and move on. And you can move the pictures a lot of the carry forward on the pictures and don’t worry about it because of timestamps.
And so you’re not going to be put into some liability jeopardy. It’s going to say, we relooked at it in this date. It’s going to have the original timestamp from when that image was done or that initial recommendation was done or condition. Perfect. So yeah. Thank you, Tony, for the question. And for anybody else, use the chat feature. Use the q and a button down there to ask Brittany questions, pick her brain while you have her here during this time, because like I said, about seven years as an implementer in digital inspections and seven years on running, $860 ARO 682nd Motors research time, 99% inspection rate. She can help you out. She knows what she’s talking about.
That’s for sure. We’ve got oh, guided equals advanced approval and retention mode. Okay, comment from audience. Thank you. So let’s talk a little bit about goal setting because I was going through and you have very aggressive goals, and what was it like? Is that a collaborative kind of thing that you do with your team? So in your team meetings you talk about where you’re at, look at the number, bump the bar and just keep reaching for the moon, or is it just one of those things where you go, I’m going to put the biggest hairy goal and I’m going to crack the whip until we get there. How do you go about making your goal setting determination and when do you review and how often do you move the bar?
Brittany Schindler (00:18:27):
I look at our goals. I even look at our numbers daily. I look at how everything’s going. I keep really close track of it, and I’m not like a micromanager. I actually get them excited. I’m like, Hey, look at, this is where we’re at so far this week. You guys are doing great. And then they’re like, yes, I’m going to keep on keeping on. They’re going to keep on keeping those goals. Brittany
Tom Dorsey (00:18:47):
Brittany Schindler (00:18:48):
Right? Yeah. A lot of people don’t share their numbers, I think, and when you’re not sharing their numbers, you’re not getting 100% full. I think because me and his advisor before definitely when I started seeing the numbers of like, wow, that makes a lot of sense. Let’s do it. Let’s keep getting better and better, and I make those goals attainable, and then we get there and then we’re doing it for a long time and then we move them up higher. And that a hundred percent inspection rate that I have as a goal, it’s there because we’ve done it before. So if we’ve done it before, I’m not going to lower it back down. We’re going to keep it that way. We’re going to keep it. We need to send all of ’em. This is how we need to do it. We’ve already done it before. There’s no reason why we can’t do it again.
Tom Dorsey (00:19:34):
Yeah, I mean, that is brilliant, right? It’s like I like to say I give you shovel and I say, dig a hole. I’ll tell you when to stop digging. You’re probably not going to be so motivated to dig that hole if I gave you a shovel and I say, Hey, dig this hole. There’s a treasure chest at the bottom of it. Ooh, dirt’s flying out of the hole. And so you really want to give the context of why we’re doing this thing and what the payoff is because that brings people in a, and also you feel more trusted as a team member. You’re sharing these insights with me because you value me. You value my opinion, you value my efforts, and it makes it much more of a seamless adoption and transition, especially when you’re new, when you’re getting started, bring your team in. And like Brittany was saying earlier, I don’t want to gloss over that is to say you’re always going to be refining and fine tuning that inspection process.
And when you’re getting to the point of ordering the inspection steps to be the most efficient around the vehicle, you know that you’re starting to hone that knife, right? You’re starting to get a really sharp edge on it because you’re focusing on more and more incremental type efficiency and productivity improvements, which is really the key to a building that bulletproof process, wouldn’t you say Brittany? And also CB, getting the results that you expect and you’re probably able to start to forecast, I know that if we do this, this and this, we’re going to get this amount of revenue or this car count or whatever it might be that you’re working on improving.
Brittany Schindler (00:21:07):
I love those kinds of drills, figuring out win number drills. How do we win? How does everybody win when we’re doing all these things, the technicians, Hey, isn’t it great that you’re racking less cars? Our a l last week was 1,305 hours or something like that, and hey, you’re racking less cars. The service advisor is having a lot more time to be intimate with the customer and really, really, really fully explain exactly what’s going on in their car. So the customer is not only wants to do it and wants to do it specifically at our shop, is also confident and happy with the choice that they made on their vehicle.
Tom Dorsey (00:21:47):
Yeah, no, that’s fantastic. And Julie Crawford, hi Julie. Great to have you in the audience again. She’s asking how long was the most painful part of the implementation to get through the learning curve, time to expect, give an expectation of when is this going to get easier, and how long does A DVI take to perform now that you’ve been doing it so long? Does every single car get a DVI, no matter how recently they were in? Thank you for all those questions, Julie.
Brittany Schindler (00:22:19):
If a car was in last week, we’re not going to do another one. If it was in two weeks ago, we’ll do a shorter safety inspection. The full inspection that we do takes about 15 to 20 minutes roughly for each of my technicians. And that’s even on a car with, I don’t know, 25, 30 recommendations and that many extra photos or videos. They do a lot of videos. My guys do too. Yeah, and what was the first part of the question? Oh, how long did it take to implement? I mean, this was seven years ago and there was some growing pains at first, but I would say since we were going through the growing pains and we were beta testing and there was maybe a couple times where it went out for maybe an hour or a half hour, I don’t know what it was. And then I had to hand the technician paper. He is like, what do I do with this paper? I said, that was about three months in. He didn’t even know what to do with that anymore. We were fully on board with
Tom Dorsey (00:23:20):
Start a fire.
Brittany Schindler (00:23:21):
We were fully on board with doing it,
Tom Dorsey (00:23:23):
Burn this laid down.
Brittany Schindler (00:23:25):
But if you have your team do inspections on their own vehicles or have the technicians do an inspection on your advisor vehicles, that gets a little bit more buy-in too, because they’re seeing it as a customer would see it too. And it makes ’em appreciate a little bit more of what they’re doing. We’re seeing a totally different side than the customer sees.
Tom Dorsey (00:23:45):
And actually in all honesty, when Brittany got started on the system, it was a much different system. It wasn’t near as robust. There was a lot less functionality and features. So part of it had a shorter learning curve, but it was much more challenging from a user’s perspective. The user experience wasn’t as great, it wasn’t as intuitive. There was really, we were out blazing a trail together. We didn’t really know how this was going to impact this or that or what best practices to string together into a process to make it easier to learn and easier to adopt and more effective and all that stuff. And Brittany was really instrumental along with the other turbo shops and other folks, early adopters to help us to understand that and improve the product. So long story short, what I’m getting at is that today, if Brittany was to start with AutoVitals and implement, she would’ve a very fast learning curve. She’d have a fast adoption. Being able to take that wisdom and that experience and just implement it that way probably took a longer the route that you took because we were all kind of just searching around in the dark room trying to figure out where the door was.
Brittany Schindler (00:25:03):
Yeah, it was fun, but I loved being at the forefront of it anyways. It was great. And then being able to make changes. There’s some things that I suggested that are still implemented on the inspection today that have made more sense and we just get better and better and better, which is awesome. I love that about Autobio because I’m the same way and we’re just going to keep progressing just like this industry is progressing. So it’s great.
Tom Dorsey (00:25:34):
No, and that’s the key, right? You can’t rest on your laurels. You got to always be, it’s not good enough. There’s something coming around the band and I got to get out in front of it so that I can see what’s coming. I don’t get hit by that bus and I’m prepared and we can pivot. And one of the important things also, Julie, when you’re looking at getting started, is follow the experience that the people before you had I, and really it’s amazing because probably no other company or few companies in this industry or any industry where you get, like Brittany just said, she’s got things that she recommended and suggested and gave feedback on that are built into the product now. It’s almost like if you get involved, and that’s kind of the trade off of being in the turbo. You put in the work and you go through these extra time that you’re donating, but it’s almost like having your own software development team working for you to build the best tool for yourself. You have that opportunity and really you just have to prove the value. The other shops in the turbo and the other pilot shops try it out and go, Hey, this is great. Then boom, it’s in. If they go, eh, this doesn’t really work for 95% of the shop owners out here. Well, you probably didn’t get that, but at least you got up to the plate and you got the swing at some pitches.
So Julie, Julie’s saying that they’re just getting started. She’s ready to jump on board with their own DVI. We wish you the best of luck. I am biased. Hopefully it’s with AutoVitals and you know where to find a lot of great help right there on the Facebook forum right here in this show. And right there with implementers and operators like Brittany Schindler who donate their time and go out of their way to help other people be successful. And speaking of that, I think you’re going to be out. We’re going live actual human beings standing next to each other super conference this year. Are you doing a breakout out there?
Brittany Schindler (00:27:38):
It is going to be crazy. I am doing another breakout. Yes, I will be there. And we’re going to be talking about how to properly maintain your business, and I’m going to be talking a lot about DVIs and how to keep getting better at it and looking at the customer view. Again, I can’t say this enough. Look at the customer view. Everybody that’s watching this right now, go ahead and go look at one of your inspections that’s been edited, hit that customer view and click on the pictures or show it to someone who knows nothing about cars maybe in your family and show ’em a picture. Say, does this make sense to you? I would highly recommend that. That would be a huge change for you even immediately right now. And for those of you that are just starting with the DVIs, my suggestion would be to do it with your team, specifically your technicians, the order that you have it in, it makes it flow better for them. And then when they’re part of the changes that you’re making, they’re part of, yeah, I said that that’s the way that we should have it. And everybody agreed. So then they really feel more confident about it and then they’re like, yeah, let’s do this. That even gets more buy-in too. Plus of course you want their feedback. They’re the ones doing it all the time. What’s going to make them more efficient? They’re going to want to be efficient. They don’t want this to slow ’em down. So I think they’ll appreciate that too going through.
Tom Dorsey (00:29:01):
Yeah, no, that’s great advice for Julie and for anybody who’s looking forward to getting implemented is to include those team members and right out of the gate, right? Because you want them to have the mentality or the attitude that says, my opinion is respected and it’s demanded. It’s actually required. You have to give me some feedback on how this thing’s working so I can make it the best for you so you can do the best job. And so many times I think people feel like this is put on them and we like to kick our feet and grumble and get together in the group outside on the smoke break or whatever it is and go this thing. But that’s the last kind of attitude you want because then when things aren’t working, they’re slow to find out or you have to find it out to correct it, and you don’t want that.
You want them coming to you right away and there’s a fine balance then you don’t want everybody, every little, this button should be over here instead of here. I’ve got to reach my thumb three inches to the left. It can go a little overboard, but there’s that fine balance right there. And what’s really important to the success of your team and the implementation because, and this is one of those things that we learned and we learned it through I think collaboration with Brittany and the other turbo shops is that you really got to get those quick wins under your belt initially. You have to show that team member that, Hey, when you do these things, there’s a payoff. You’re getting more build hours, you’re getting a higher paycheck, the shop’s attracting more business, we’re getting more repeat business, we’re getting more of the gravy work. It’s the gravy work. And then once I see that, oh my gosh, I’m on board and then look out because what are you guys running something like
Brittany Schindler (00:30:38):
I’m doing like 80% maintenance and 20% repairs. We say gravy all the time here. We talk about biscuits and gravy
Tom Dorsey (00:30:48):
80%, right? I mean, those are numbers people would kill for. And I think you’re running right around, I want to say 17 recommendations per inspection or something.
Brittany Schindler (00:30:59):
Oh, yeah, minimum. Yeah. Yeah, for sure
Tom Dorsey (00:31:01):
That’s amazing, right? Because so many people still have that stigma of, oh my gosh, I don’t want to scare ’em away. Oh my gosh, it’s too much. They’re going to think that I’m just trying to milk them, but it’s not the case. And that’s one of the, I think Brittany, the hardest concepts or the hardest things for people to change their attitude about, especially when you’re old school, is to say, oh my gosh, I’m going to hit ’em with 16 things and a $4,000 quote. Well, they’re never going to come back. People today, the digital consumer, they want to know what the big picture is. They can plan and budget for it, and at least they know. And then your job really starts at guiding them through prioritization, right? Let’s get this stuff done so that we don’t have to worry so much about this thing.
Or you’re going to extend the time of those tires, let’s say by doing this alignment today, whatever it is, fixing those ball joints. And you have that educational experience and people can make up their own minds, they can plan their own maintenance. And it’s obviously working right? When you’re running 80%, those folks are coming back and they’re following your instructions. And it almost gets to, because you think about this, you do this with your phone or you do this with technology. Now I don’t have to worry about this thing anymore because the phone’s just going to tell me when it’s due and it auto pays out of my bank account how convenient that was. And it just becomes, and then you stop even really thinking about how much I’m actually spending on that thing because it’s so convenient and easy and it’s just, it’s part of the budget and I just have to deal with it. It’s not a decision, am I going to do this or not? It’s when and in what prioritization and then how do I pay for it, right?
Brittany Schindler (00:32:42):
Totally. I think something that people get in their heads, and I used to get this in my head too, and you still might or even after this, but us upfront as service advisors, and especially with the inspection that we’re doing, I really feel like what we’re doing exactly is we’re just relaying facts and information and educating the customer. That’s what we’re doing. We’re educating them so that they feel confident in making the decisions. We just get them to agree, Hey, look at this transmission fluid. It’s due every so often, just like your engine oil. Don’t you agree that other fluids that break down over time that loses lubrication just like your engine oil should also be changed every so often too. So your transmissions always probably lubricated. And then they’re like, yeah, okay, well they just agreed with you and all you did was you just gave them education and facts.
No opinions, no feelings, no anything like that. So I feel like opinions and feelings should try to stay out of it. Although I know it’s hard. We are all empathetic human beings of course, but when we think of it more like, Hey, this is solely just information that I’m giving. The customer might help a little bit with saying, oh, this is bad news. Sorry. Hey, good news. Nothing’s leaking on your transmission. We just need to do transmission fluid service that’s going to ensure that all the seals stay lubricated and then it’s not going to cause friction, cause leaks, whatever we’re talking about. It’s just pure education to the customer. And then they’re going to know, and then they’re going to like, yeah, I need to change my foods. And maybe they’re going to go home and ask their family, Hey, you guys get your fluid changed too, right? Because it can cause problems. You
Tom Dorsey (00:34:25):
Should, oh, you don’t. You have to go see my girl Brittany, because really you brought up a brilliant point is that when you give that level of education and I understand, oh, these fluids break down over time, well, then they start solving their own questions. They start selling themselves and it’s not even really selling. It’s, Hey, I need to do this because there’s this repercussion and I maintain my vehicle. And really now you’re just kind of weeding through your customer base of retaining the people who value and maintain their investment versus the ones who only come in when it’s completely broken and falling apart and you might get a high ticket on them, but you’re probably not going to rely on them as a regular customer. And so that’s so important. And actually I got a couple of questions for you, Ken Anderson is asking, are you paying your techs for the inspections if they’re flat rate?
Brittany Schindler (00:35:21):
None of my guys are flat rate. They’re all hourly plus flat rate bonus. That’s based on a team. So that’s the way I got even more I guess. But I did do flat rate back when we started initially with seven years ago, and no, I was not paying them flat rate time either because if they didn’t do it, what are they going to get out of it does an oil change or just whatever the customer came in for, then why would they bought into it? They saw the value in it, just show them the direct correlation. You do inspections, you get a higher arrow, you don’t do the inspection, it’s probably going to be much lower and you’re going to be racking a lot more cars
Tom Dorsey (00:35:59):
And for a limited amount of time in my shop, right, you’ll be racking a lot more cars somewhere else.
Brittany Schindler (00:36:06):
Yeah, that too. Yeah. Good luck. It’s like, again, like we talked about in the beginning, this is such a fast growing industry. We have self-driving cars. Why are we using paper work orders, a paper checklist, check, check, check, check, check. What does that even mean to a customer? It doesn’t mean anything to them. We live in a Google world.
Tom Dorsey (00:36:25):
Yes, we
Brittany Schindler (00:36:25):
Do. Everybody Googles everything. They want to see these inspections, they want to see the information, and I feel like, and again, my goal is make our inspection make such perfect sense that they don’t have to Google anything.
Tom Dorsey (00:36:38):
People are Googling you right now.
Brittany Schindler (00:36:39):
Tom Dorsey (00:36:42):
No, they are Berg’s asking, are you automatically rescheduling at pickup for all those recommendations that you’re carrying forward?
Brittany Schindler (00:36:50):
I prebook. I’ll ask them if they would like to and I’ll prebook them an appointment anyway, just as a reminder. And then I say that, Hey, I’m just going to remind you that these services are due and it is appointment, it’s not set in stone. It’s going to Autobi is going to send you an email or text reminder that appointment’s coming up and then we, we’ll solidify it then when that time comes closer, but here’s the prices for things that it needs. Go ahead and budget that out and we’ll get it taken care of.
Tom Dorsey (00:37:18):
Yeah, and do you get to the level of detail where you’re actually in that appointment that you’re place holding? Do you set, here’s the priorities, we want to do this work, we want to come in and do these things. Yeah, I think that’s really important Tony, and for anybody else that’s listening is when you’re going to go ahead always a hundred percent of the time go for the exit schedule. Then if they’re, I don’t know, and I got to check my calendar and if they’re hemming and hawing, Hey, why don’t we just do this? Let’s just put it down here. We’re going to do these things. These are the important things. When you have time, discuss it with your significant other, whoever it is, take a look at the digital inspection that we sent you. It’s in your inbox, it’s text on link on your phone.
Open that up and look at these recommendations that I’m making for you for this next visit at this time on this day. And then what does that do? That ties those two things together. I know I’ve got this commitment, I might reschedule, I might even cancel it, but I know exactly what to expect, what the topics are going to be, and when I get back on the couch or I’m no pressure, I’m just going through my information and I’m going to review that information. And if you’ve done your job, if you’ve done the education and you put the content in the digital inspection, they’re going to go, oh yeah, that’s boop. Let me go ahead and confirm that once they get the text being like that. So you really want to set up that type of, don’t just leave it up and they going, I don’t know. Okay, well call me if something changed. You know where to bind us because you’re going to, that’s a big hole in your net. A lot of fish are going to swim through it.
Brittany Schindler (00:38:48):
So we give a lifetime warranty at our shop, and we used to go a five-year warranty before that and we’re like, oh, why don’t we just switch it to Lifetime? We can hardly do warranty work anyways, and we just need to word the lifetime proper. We don’t cover wear items of course, but we actually require the customers to come back twice a year or every 5,000 miles, whichever comes first in order to keep their warranty in place. So that also keeps them coming back more like, Hey, it’s just a free inspection that we’re doing. Just keep an eye on things. I use an example like, Hey, we replaced your alternator. What if your valve cover starts leaking and it leaks right onto the alternative. I can’t warranty the alternator, but I’m going to let you know that that’s happening with these free inspections. So that’s one big way that I do to get them keep coming back. For sure. They have to come back for their lifetime warranty.
Tom Dorsey (00:39:41):
That’s brilliant. Yeah. Yeah.
I mean the proof is in the pudding. Again, selling 80% maintenance on that, having that customer retention rate that you have, it’s working and it really is, I think. Would you agree, Brittany? It is that caring about the customer, giving them the education, giving them the transparency, letting them understand the information and then make up their own mind. It really is nowadays, that’s really the change that’s happened in the market for a digital consumer is that instead of scaring people away, it brings them closer. It’s like peace of mind that, you know what Brittany tells me? She doesn’t pull any punches, and I know and I trust what she’s telling me, and now the rest is my budget and my timing and my schedule, but it’s going to happen. It’s almost like money in the bank
Brittany Schindler (00:40:41):
People when this whole digital inspection, it blew my mind when people trusted us. They dropped their car off at nighttime because my dad, like you said too, is such a great honest guy, and I’m still upholding that for him too with his business is the transparency part. This proves our transparency. But again, before digital inspection, people would drop their car off after hours, I’d call ’em, they’d do like 6,000 worth of work, and they’d pay up for the phone and come pick up. I’m like, man, this is crazy. They really trust my dad, which is awesome. And then a newer age today, and now they’re seeing this inspections and they’re even more, way more buy-in too. It used to blow my mind. Some customers will walk in and they’ll be like, I’ll ask them history right off the bat. Hey, have you had any recent work done it?
Oh yeah, I had a bunch of work done last year. I was like, oh, what? Did you have lunch? I don’t know. It was like 5,000, whatever. I like, you know, said five grand and you have no idea what was done in your car. Do you have any pictures of it? No, nothing. Just some old paperwork. Didn’t even go to Carfax. Nothing just blew my mind. I like when people have all the information so that they’re always confident and then they say they have a little bit of buyer remorse because some people do, even when they fully understood it and then they go back and they look at their inspection and they look at the work we did, they’re like, oh yeah, okay, yeah, I have a good running car. It’s not going to break down on me. Rod’s going to take care of me. I got free towing everything.
Tom Dorsey (00:42:08):
And that’s really why it’s critical to be using your follow-up, right when you’re sending those reminders because there’s a link to the last inspection in there, and even just that popping it open and putting, oh, they go boom, they remember right? And they remember the conversation that they had with you or your service writer or whoever it was, and then they start, then one plus one equals two and they start doing the math themselves. And before you know it, the phone rings. They might not even be calling you about what you’re sending the reminder about, but they pick up the phone and they give you a call and maybe they’re asking a question, maybe they’re booking an appointment, maybe it’s a separate thing. But it’s just that keeping you in the loop and that connection alive in between visits is so critical to you becoming a habit.
You becoming a mandatory in their mind service. Just like anything else, you go to the doctor and get your checkup, you go to the dentist, you go to see Brittany, right? And get your checkup in my car. And it’s just automatic. And you really want to make sure that, and it’s critical that everybody in your front counter is on board with that and they’re following those best practices and they build that muscle memory, those habits, and it doesn’t take much. They hold each other accountable, I’m sure. And you just got to do a little, Hey, by the way, make sure that you say this or make sure that you show them this or you set this expectation because I’ve been hearing you missing it and skipping it a couple times. Oh yeah, no problem boss. Let me get on that. Right? It’s just that little bit of reinforcement is really all you need to apply some more carrot than stick.
Ken Anderson is saying, you partner with your customer and they’re confident and comfortable in what you are speaking to them about. It’s all about the trust and he added great advice. Thank you very much. And Bill Connor said, thank you for a great tip, two visits a year or 5,000 miles to keep your warranty in effect. I think Bill’s adding that to his roster of tools, which is great, and thank you very much for sharing that. Anybody else have any questions for Brittany? Go ahead and chat ’em in. Also follow up, you’re using your digital shop difference to silently sell how you are different in a positive way and it separates you from other shops. Yeah, so let’s talk a little bit about that. How has, because you guys are a rock right there in Bellingham, and Bellingham is not a small place actually, you get a lot of transient military and stuff too there. Don’t you like Navy? How are you differentiating? What has been your perceived results when you’re talking about your competitors, especially those who aren’t doing either AutoVitals or some other form of digital inspection?
Brittany Schindler (00:44:45):
So the initial response from a lot of people is, holy cow, that’s information. And I explained it to them at the dropoff or on the phone or whatever before they come in, but they have no idea. Once they finally click on that and they’re scrolling, they’re like, man, there is so much, I’ve never had a mechanic shop do this for me before. Why doesn’t other people do this? Or maybe we do the inspection and there is 20 recommendations and they thought they were bringing it to a good place because they’re taking it to the dealer. And really we all know that they were stuck on the lube rack with the people that don’t really know about cars. And then they’re like, holy. They’re a little overwhelmed with the information, but they are pretty stoked about it. And they asked me the question, why aren’t other people doing this?
I can’t answer the question for other shops, why they’re not doing that. I have no idea why they’re not doing that. I honestly don’t focus a whole lot on what competitors are doing around here. I like to focus mainly on what we’re doing and what we can do and how we can be better ourselves. But I do get a lot of reaction of a surprise and happiness that they got information. And again, that sentence that I use all the time is I want you to feel confident in making these decisions on your vehicle. So when that customer does feel confident because they have all the information from you and they were properly educated, they’re going to keep coming back and they’re going to want their friends to come back to you too.
Tom Dorsey (00:46:15):
Yeah, because I got to be honest, I’m kind of this way in a lot of things is I don’t become as loyal probably as I should and I’m more willing to, whoever’s closest to me or whatever, whoever comes up first in Google, when I’m searching for something, I’m like, click on there. Oh, that’s good enough. They’re open. Let me go over there. But then what keeps you loyal is that really differentiating kind of mind blowing experience. Either they’re super positive, happy, great people and you just have a fun time interacting with ’em or it was an excellent service. They do things that you never had anywhere else. Usually it’s not so much price, but price for the service provided and the value that you could perceive value there is always great as a driver, then I will become loyal and I’ll give my business to one place or shop or individual, obviously not a barber.
If you see my hair lately, I got to find me a good barber. But talk a little bit about that. How has it been? Are you seeing some of those, especially when you’re talking about the service history and they’re like, I have no idea where I went last or how much I paid. It was a lot and I didn’t even know what I did. And you see, or maybe they’re tell you, well, I went to Joe’s last time and I went to Bob’s this time and I was over there at the dealer this time, and now all of a sudden they’re coming to you on a regular basis. Are you converting folks from just kind of not really paying much attention or being loyal to a shop, to being loyal to you?
Brittany Schindler (00:47:53):
Yeah, I don’t ever, ever ask where they were. If they’re like, why wasn’t the shop doing this? Or How come they didn’t tell me this or that? I’m like, I’m not quite sure what the shops are doing as well. I’ll say I’m not exactly sure what they were doing. But here at our shop, I just flipped the switch rather than what they’re doing or what they’re not doing. This is what we’re doing. This is what Rods is about. Rods is about providing you with safe, reliable, long lasting transportation. We give a lifetime warranty. We have certified technicians. We do pictures before and after your job. We do pictures in the inspection. I just completely turn the table when I do hear something like that from a customer to just more focused on what we’re doing and how we’re different and how we want them to get the most miles out of their car with the fewest breakdowns and that. My dad’s been doing this for over 30 years, so he really, really knows cars well, so he knows what works. And that is what we’re doing here at Rod’s to make your car last as long as it can and as long as it should.
Tom Dorsey (00:48:55):
Yeah, no, that’s a brilliant point. It really is. Promote your brand. Don’t detract from somebody else’s because people might nod their head and say, but today, but then they just don’t come back because people are turned off from the negativity. And if you’re negative about that, you’re probably negative about them when they leave. And so you just really don’t want to be in a defensive mode. You want to be on offense, you want to be the leader. When the lead lion in the pride there, he don’t care about back here, he don’t even notice ’em. He’s just trudging forward and being the boss. So be the boss.
Brittany Schindler (00:49:32):
Yeah, and like you said, it’s about being positive when you are presenting those inspections that you have 20 recommendations on and then you just wrote it for seven grand and you’re sitting there like, oh my gosh, hey, good news, you came to the right place. Good news. We thoroughly went through your car. Or you can get it back in tip top shape. Good news, good news, good news. When you focus more on positive rather than, oh, your car, oh man, it use a lot of work because those other shops weren’t taking care of you. No, no, no, no, no. Flip it to positive. You get a much better outcome for sure.
Tom Dorsey (00:50:07):
No, that’s great advice. And we tend to like to do that, right? And you really have to put yourself in that person’s shoes and hear it from their perspective. And really it’s not a good light for yourself. And if you can do that, because that really is the key, right, is keep it positive and congratulatory almost great job on bringing it in here so we can find these 2000 things that need to be fixed on your car. The great news is we only have to fix a hundred of them today. Congratulations. And I’m being facetious and a little silly, but that really is the case, is you want to keep that positive. And when you tie that in with your digital inspection, when you tie it in with the actual pictures and the timestamps, and it really does tie the knot, hey, they say, oh gosh, thank you.
I’m glad you did find that suspension issue and yeah, that seems important and thank you for telling me about how important that is. And even if I’m not doing it today, let me get back to you. They’re going to start asking these questions. Well, can I still drive my car? Is it okay to take it to here or can I do this? Should I park it? And really what they’re saying is, now I trust you as that advisor and you are the professional and the expert, and I’m going to follow your recommendations. And from there it’s up to you how you go through and prioritize what you find with that vehicle. But you don’t want to hide anything. Put it all out there. It’s going to be out there. And now think of it as it’s just, like I said, it’s just money in the bank.
It’s almost like an annuity, right? It’s just going to pay off. They’re going to do a little bit more and a little bit more and really talk to folks about, and that’s a great thing also about AutoVitals, is that you can profile these folks inside the software. And so when you first meet somebody new, what is your goal with this vehicle? What’s your plan with this vehicle? Is this just the beater you’re driving to your part-time job or whatever it is, and you could care less and if it falls apart, you’re going to get another one off Craigslist or no, I’m going to keep this vehicle forever, or I’m going to keep this vehicle for the next 10 years before I trade it in or get myself driving car. Absolutely. And that’s really important to you being able to share a plan and create a maintenance plan, a customized maintenance plan for those folks with them that they’ll stick to, Hey, you want to get to 10 years is which we got to do? Let’s partner up and let’s get it done. Congratulations. And that’s information that’s critical to that relationship.
Brittany Schindler (00:52:43):
So such a good point I have up there, my advisors, you absolutely have to get this information. You have to know, do they like this car? How long are they planning on keeping this car? How are we going to present this inspection to them? Are we going to make them super bored with the inspection that we’re going over with them over the phone? They just hate this car and they don’t even want to keep it in way. Yeah, we need to figure out all those things right in the very beginning. It’s a really good point. I definitely make sure that my advisors do that too. We got to know this is a 1990 Corolla, but my grandma gave it to me. I love it. I want to keep it forever. Okay, then let’s do it. I’ve had people put $7,000 into a car like that.
Tom Dorsey (00:53:24):
Yeah. Thousand dollars car. Exactly.
Brittany Schindler (00:53:27):
Yeah. But it was worth it to them.
Tom Dorsey (00:53:28):
Exactly. You cannot put yourself, have a perception of how you would react to that vehicle. There’s so many reasons why people love their car. I got old a MC Gremlin and I got all these fond memories of me, my first car driving it to high school or whatever. Yeah, it’s a piece of junk, but you know what? It’s my piece of junk and leave it alone and yeah, one of these days I’m going to reupholster those seats. You know what I mean? Totally. And it might cost more than the entire car, but I’m going to do it.
Brittany Schindler (00:53:58):
Right. Absolutely.
Tom Dorsey (00:54:01):
That’s a great point. And really what it all boils down to, I think Brittany is just having that solid transparency and relationship development with your customer, handling those expectations and also training and developing the habits with your team that they treat those people the exact same way that you would’ve done it when you’re not there. Absolutely. And that is so critical and that resonates because people say, you know what? This isn’t an act. This isn’t a dog and pony show. These people really care. They’re really empathetic. They live this, their mission statement is exemplified through their behavior and through the way they treat me. Why would I go anywhere else? That really is the bottom line and that’s the type of a customer that you want to nurture and develop and you know what? The ones that don’t, well buy good riddance. You probably are going to be much better off when kind of that type of customer, I don’t know what’s the typical term we call ’em, like they call ’em bottom feeders in the industry. I don’t know if they’re necessarily that, but it’s just people that don’t really put the care into that investment or maintain their vehicle unless they absolutely have to. I got to get this smog so I can get my registration or whatever it is, and that’s the only time I ever take my car into the shop.
There’s a lot of them out there too. It doesn’t mean you have to beat yourself up trying to cater to them.
Brittany Schindler (00:55:29):
Totally. I like to think of us as a name brand. People are coming to us. They know we might be a little bit more, but they’re coming here for the service specifically. They’re coming here because we are the best and that’s the way I like to perceive ourselves as is the name brand shop to come to.
Tom Dorsey (00:55:48):
That’s fantastic. So we’ve got about four minutes left, so tell us what’s next for Rods Japanese? What are your next big kind of goals? Are you doing, thinking about doing any expansions? What do you got going on?
Brittany Schindler (00:56:00):
Well, I don’t know if you know this, but we just opened another shop two weeks ago. No
Tom Dorsey (00:56:04):
Brittany Schindler (00:56:05):
Tom Dorsey (00:56:06):
I did not know that.
Brittany Schindler (00:56:07):
Yep. We bought a shop that was going out, so Yep. That started the process just late last year and we’ve been in there two weeks now and we’re fully implemented with AutoVitals. It came with a technician and he is fully on board and loves AutoVitals already, so he’s already, this is actually week three, so yeah.
Tom Dorsey (00:56:30):
Congratulations. That is so awesome. That’s another shop on AutoVitals that expanded during Covid. It’s incredible. Well, now I got to have you back on Brittany because now we got to talk about being a multi shop owner and all of those inherent kind of challenges that you’re going to have, and I really want to get your perspective on how BCP, because you’re such a numbers person, you’re so driven by the numbers and looking at the data. I really want to get your perspective on what it’s like being able to, how far is the shop away from your main location?
Brittany Schindler (00:57:03):
It’s only like six miles or so away. It’s just on the other side of town though, and they specialize in Eurocar, so we specialize in Japanese and hybrids and EVs and what
Tom Dorsey (00:57:16):
Man, that’s so awesome. Congratulations. Yeah, you’re coming back on. I’d love to. I’ll give you a couple months or something maybe after super conference I’ll have you on. We’ll talk about recap of super conference, all the fun we had all the X-rated stuff. You just leave that off. You don’t have to worry about talking about that, but then we’ll talk about the experience you’re having multi shop with using the BCP and some of those inherent challenges. So man, that is so awesome. Congratulations. Are you going to do another shop? Are you going to do like a diesel specific or something specialization?
Brittany Schindler (00:57:49):
A third shop?
Tom Dorsey (00:57:50):
Brittany Schindler (00:57:51):
Yes, I want to, I was actually, I said I want another, I want a third shop by the end
Tom Dorsey (00:57:57):
Brittany Schindler (00:58:00):
Now that I’ve done it, franchising is almost kind of what we did. I pretty much copied and pasted everything. I mirrored it. My advisor that went over there is an advisor from here, so he literally, it’s just a different workstation at a different building, but he’s doing exactly what he was doing here and now that I know how to duplicate the process at another location, yeah, I could do it again now. So hopefully by the end of the year
Tom Dorsey (00:58:25):
That is the textbook success story, right? Build that repeatable process and then just duplicate it. Don’t try to reinvent the wheel now, scale now you’ve got the playbook. You really just go plug it in a place and if you’re in the right location and you got any sense in marketing, there you go. You’re just going to be successful and great. What a great story. I can’t wait to have you back on real quick, Eric Sewell’s asking, do you offer the lifetime warranty on breaks as well? Yeah,
Brittany Schindler (00:58:53):
I guarantee them not to make any noise, but if they’re going to wear out, that’s different, right? They’re going to wear it down. That’s not defect warranties. When you take care of something that was defect or wasn’t installed properly, that’s a warranty. Something that just wears out over time is not a guarantee making noise. I don’t like, I guarantee them not making noise. That would be something I would take care of, but there’s stipulations like, Hey, your stretch are blown out. I’m not going to warranty your rotors that are warp now because more weight of the car shifting forward and that’s causing the rotors to warp, not the part. So there’s lots of things that you have to do there, but again, that’s pure education and you got to make it make sense to your customer in that way too.
Tom Dorsey (00:59:36):
Exactly, and that’s why it’s so brilliant what you do because you have that conversation, you have that education. You say, yeah, these components where now put this additional stress here and we can’t cover that. What’s the answer? That educated person now says, well, I better get those suspension reports fixed. Well, where are they going to do that at? Well, right here, let’s go. Come on tomorrow. And it really does. That’s what I was saying earlier. They started answering their own objections. They go, well, now I understand how these things work and I better fix that thing.
Brittany Schindler (01:00:04):
Tom Dorsey (01:00:05):
Brittany, thank you very much for coming on. It was awesome. Thanks
Brittany Schindler (01:00:08):
For having me. Appreciate
Tom Dorsey (01:00:09):
It. You were awesome. I’m looking forward to seeing you in Florida. I can’t wait for Super Conference. I just can’t wait to get on a plane again and get out of here and go see
Brittany Schindler (01:00:15):
People. Me too.
Tom Dorsey (01:00:17):
Tell everybody I said hi. Hello. Congratulations on your second location. Thank you. I feel like a fool for not knowing about it because I would’ve been talking to you about it during the show, but it just gives me a reason to have you back on and not wait a year or something until I have you on.
Brittany Schindler (01:00:33):
Sounds good to me.
Tom Dorsey (01:00:35):
Have a great day. I know you helped a lot of people. And for folks, hey, if you can give out maybe some contact info. I mean you don’t have to give out your cell phone or how can folks get a hold of you that want to do some follow up and ask you some questions? We got a lot of interest I think.
Brittany Schindler (01:00:48):
Yeah, you can find my email on our website or it’s [email protected]. Pretty easy. You can find me on Facebook too. I’m in the forum so you can just search my name. Brittany Schindler. I’m friends with a lot of the AutoVitals people too, so you might be able to search me in their friends list.
Tom Dorsey (01:01:05):
Yeah, definitely. Well, thank you very much. You were awesome. I really appreciate
Brittany Schindler (01:01:09):
For sure.
Tom Dorsey (01:01:09):
Have a great day and I’ll talk to you soon. All
Brittany Schindler (01:01:11):
Right, thank you.
Tom Dorsey (01:01:12):
You’re very welcome. And for everybody else, tune in next Wednesday, same time, same place. We’re going to do it again. We’re going to have a great interview with another successful shop owner. I don’t know if they’re opening up second locations during Covid, but I think the last three in a row are, so I must be a thing. If you’re not opening up a second location during Covid, you’re lagging. Have a great day. Bye.

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