Your Service Department's Secret Weapon-- And It's FREE! (Service Drive Revolution)

Foreign.

Welcome everybody to Service Drive Revolution. The favorite show of NASA, the Westminster Dog Show.

Tesla.

And people everywhere in South America.

Huge. And believe.

I am Chris Collins. This is Jeremy o'. Neill.

Hello, Chris.

Christian Lafferty. And we are fans of high performing service drives shops.

We like to collect what the high performers are doing and share it with the world and add in a little bit of our expertise. Teas, right?

Absolutely.

On today's show, we're going to talk about your secret advantage. And it's free. It doesn't cost you anything to pull out this nuclear weapon and deploy it. It's free.

Speaking of nuclear.

Free nuclear weapon. Jeremy, how do you live down here in downtown la? Yes, I'm starting to wonder that myself.

Like omg, why lol.

I don't know about the lol, but OMG for sure.

LOL stands for laugh out loud.

Something like that.

That's what the kids are calling it these days.

Yeah, it's. Every time I come down here, it's like time warp. Different Armageddon. Looks like post apocalypse.

The worst leadership. The. The governor of California is a moron. The. The mayor of la. Like the worst leadership ever. Like, I wouldn't even understand.

Well, it's because he gets paid for everything he does. He takes bribes and all sorts of stuff. Do you know that you think the.

Homeless are bribing him?

No, I think the food company that supplies food for the homeless is bribing the mayor.

Wow. I like the level on that. You know, I am starting to feel.

Bad you're part of a conspiracy though.

Yeah, you are.

I'm starting to feel bad for the homeless.

Have some compassion for them, maybe.

Not for the homeless. I feel bad for the homeless's dogs because. Because they must be saying, this is the longest walk ever.

You stepped right in that, J. You didn't even see it coming.

I did, yeah.

He slapped you with that joke.

I wouldn't call that a slap.

Oh, it clearly was.

It was not.

We could play back the videos. No.

So I go, I go to get a gun because I want more guns.

Are you allowed to say that in the state of California?

Yeah. Right.

You should be.

So there's like a test because all of my experience with guns were in Washington.

And so down here, like, it's a different system. Right. So I go and take the test.

I forgot there's a test. A written test on it.

What did you get on the written test? It's 30 questions. I think I passed. I got 100.

Did you really?

Yeah.

The only two questions that I wasn't sure about and I guessed were how old you had to be to get a gun. And there was another one kind of worded the same, like something about how old you had to be get a gun. They were kind of the same question. And it's 21, by the way. I guess. 21. I was right. Everything else I got, I got right. So then I pass the test and then I go, okay, I want a Glock. I say that to the guy and he goes, oh, no, not, not here. We. The only Glocks that we can sell in California are the ones from Austria. Even though Glock has a factory here in Georgia or whatever, you can't buy the American Glocks here. You can only buy the old school Austrian ones. And they only import, like SE. You're only allowed to sell 700 of them a year, and you got to pay $2,100 to be on that list. Wow. It's a total joke. So what you have to do is get somebody who's moved from another state and then buy their gun. If you want one of the better Glocks or a police officer, they have no inventory, nothing. Wow. It's a joke.

Now I see why you said that. Our governor is a moron. I understand now.

Well, that's not the reason. There's, you know, bigger reasons than that.

One of them, though, right?

I mean, it's just failure at the worst level. And he's out of money, right? And he wants more money, but he couldn't. He couldn't manage the money he had before. How are you going to manage it? You know, it's just. It's a. It's a disaster. But I don't think anybody listening to the show cares about politics in California.

But all of our friends.

I agree with what, what you're saying. We're having a hard time justifying living here. They're going to raise taxes on us.

I probably get asked once a day by somebody in the office or somebody at home when we're going to Texas. I don't. I don't necessarily think that Texas is.

My favorite spot, but there's a difference. That's changed in the last six months. So when I used to come down here at the first part of the year after we'd be done shooting, I'd grab a scooter and I'd go do some shopping and hang out and, you know, just. It felt really cool to be in downtown and take today. I got. I literally was afraid for my life as a guy Was walking down the street with a five gallon jug of gasoline with a rag sticking out of it. Looking very menacing. And just, I mean, it was. I hadn't seen it. Didn't look like he owned a car. But he had the jug of gas.

No, for some. Yeah. And for some reason this bridge is a target. Like. No, I don't. Was it three weeks ago when the guy blew his arm off? Oh, that's right. But there was a guy. You hear a huge explosion. Like it sounds like. It sounds like a rider truck blew up and went outside and this guy literally was lighting, you know, a piece of dynamite or something, I don't know. And blew up his, his whole arm on that bridge. Like they throw stuff off that bridge onto the freeway.

There was a clown out there before.

Oh, the clown was nice. He was nice. I missed the clown.

Now clowns freak me out.

You never saw the clown. There was this guy that would just like he didn't have a job, make people laugh. He would just sit there, stand there dressed up like a clown and wave.

At everybody and say, hi, I'm totally okay with that.

Yeah. But I don't know where he went. He's gone. But yeah, no, I don't. It's terrible down here.

Just so everybody know who is listening or watching, these are the lengths that we go through to. To actually provide this content for you so that you, we care about our listeners and our watchers.

You're. But you have a Glock.

I do.

How did you buy the Glock? You know, I can't buy.

Private party.

Yeah. So that's what I have to do.

I bought it from the Mexican mafia, the cartel, Ms. 13. They come by my shop every day. They leave their mark.

Did you go into a gun shop and do the whole. You did.

I only missed one question on the test.

So you got to take somebody who's gonna sell you the gun into the gun shop and then they transfer.

Yeah. They hold the gun for the waiting period. They do the transfer and 14 days later, whatever. Yeah, you go pick it up.

What happens if you get a cut? If you pay the guy for the gun and then you don't pass the 10 day test?

Well, then you don't do the exchange of money until after the transfer period's done when you go to pick the gun up.

So that's what I gotta do.

Yep.

Because I, I've never had a Glock. I want a Glock.

But I'd sell you mine, but I like it too much.

No. Yeah, you should keep it I'm going to, I'll figure it out. Now, if I move back to Washington.

You really just have to have a heartbeat. And you can get the Glock.

No, no, they do. They, you know, but you could have a concealed web. You know, if you're a good citizen and you don't have a record, you're good. Yeah, that was another question on the test I kind of struggled with. If you're a felon, can you not have a gun for 5 years, 10 years, 25 years or life?

I'm going to guess life.

Yeah, it's life. Good job.

I'm ready to take the test too.

I think.

I read the. It's like a 40 page manual. I just read it and then took the test.

I don't know if I should tell you guys a question that I missed or not or just let you guess.

You can open a loop and I.

Can tell you the person I was with missed two questions that were kind of the same and it was hilarious. What was the question you missed?

So if you have to use your gun in self defense, when should you.

Yes, so that's the question.

So when should you stop using it?

When should you stop?

When.

No, it's worded like when. When is it no longer appropriate or something to defend yourself.

Right.

And you put never when the magazine is empty.

Yeah. So I support, I support.

Well, the answer to the question is when they're no longer a threat.

Right.

Which is if they put their hands up or run away when I'm out of bullets.

That's what I said.

It's worth it for the miss just to get your point across, right?

Not in California, bro. You can't even shoot somebody if they break in your house, right?

Yes you can.

No, not if they're not armed.

Oh well, they, if. Yeah, they're. They're armed. I didn't tell you about the story of the.

Okay, so year one of Freedom Auto Repair. It's about 9:30 in the morning and my technician Kevin comes like, hey, you need to come out. I'm like, dude, I'm busy. Just no, go handle. He's out. No, someone's trying to steal your car. And it's like my Jetta that was on the lot behind the fence. So I got there and this is. There's this guy in the car trying to start it and all this. And so I walk.

Was the car locked?

I don't remember.

But he got in the car.

Got in the car? Yes. So he comes out and we get into an altercation.

So Wait, wait, wait. Is the door open to the car or.

He's in the car with the door open.

Okay. So you walk up and say, hey, yeah, hello, sir.

What are you doing in my car?

Did you have an appointment?

I was just about to call you.

So you walk up, and he goes, did you have an appointment? And. And then the guy starts swinging.

Oh, we got a. A really pretty cool fist fight. So who he pulled a knife on?

You got to be more descript. I got to hear the story here. So he comes. He comes out. He's come. Coming at you.

He's sitting in the car. I grab him and say, hey.

Oh, you pull him out.

What are you doing in my.

And you pull him out? Yes.

So we get into it. So during that time, he pulls a nice.

Does he get in a punch?

No, I got in. Yeah, I know.

And then how big is the knife that he pulls?

That was about. It was pretty big at the time. It was like three inches, Whatever.

Okay.

So anyway, so that unfolds, and then he takes off. So it's like a scene out of cops. I'm on the phone with 91 1. I'm chasing this guy down the street in Main Street.

His spirit, he's going, do you have your. Your gun on you?

No.

Oh, no.

You bought the gun after this.

Yeah. So long story short, he.

So he pulls the knife just to get you to leave him alone?

No, he tried to stab me with it.

And what did you. What? Move?

What?

Karate.

Moved it and then came up.

Is that wax on or wax off?

That's wax off.

Let's see. No, paint the fence.

Oh, yeah, Paint the fence.

Everything you need to know about kid.

That's why I'm wearing Doc Martin.

So you didn't think about doing the crane?

Well, I did.

And I hit, and then I went like that, Right? So then that was the blow that kind of made him leave. And so I'm running down the street chasing this guy.

Does he still have the knife?

No, he didn't have it on him when he got there. He had dropped it, so I picked it up, and I'm chasing him. And finally I'm on the phone. The dispatch, she's all, sir, you need to calm down. Like, I'm not calming down. You need to get the. You know, the cops here and all this. So, Michelle, where are you at right now? I said, well, I'm right here. He's going across the street. So there's an a.m. p. M. And a 711 across the street. So he goes over to the 7 11.

He's got to have a slushy after all. I know, right?

He's a Slurpee. Right? Comes back to the mpm. And then the cop rolls up, flashes the light, hits the siren, and he bolts to the 7 11. I'm like, oh, hell no, you're not getting away from me. So I chase him into the 7:11. He opens the door and I tackle him in, hit a display. His product goes everywhere. The girls screaming and I just.

Where's the cop? He's watching me beat up, eating a donut.

Yeah, he did. He had a pink glazed donut. No.

Yeah, he just. He's. Okay, that's enough.

Get up.

So that was it. So I had to go to court over the whole thing and everything. So.

So that doesn't negate what I said, though. If they come in your house here, and you shoot them and they're not armed.

They're always armed.

They're a threat of some sort. Right.

He had a knife on him.

No, I'm saying just in general, there's.

They're always armed. I'm just telling you. They're always armed.

You can't assume that, bro.

They're always armed.

You can't assume that.

I'm not assuming anything. I'm just telling you the truth.

Well, you just take out a steak knife and put it in their pocket.

I didn't tell you to do that. But they're always armed.

What a great look on his face, though, when you.

Why. Why are your fingerprints on his knife?

We were fighting. What do you want? I was afraid for my life.

Yeah, too. Like you got to make all these decisions in the middle of the night when you wake up.

Yeah. And you have a split second to figure it out. That's crazy.

The only thing I got going for me is it have four bulldogs to deal with first.

I know one of my bulldogs. It do some damage.

My stepdad always told me, if you ever shoot somebody on your property, you better drag them into the house. Okay.

Yeah. You guys should live in like, Kentucky or Oklahoma or something.

What do you think the high desert is?

It's Kentucky, Oklahoma.

Now, what do you guys have against Kentucky and Oklahoma?

The secret advantage. Your nuclear weapon. And it's free.

I'm glad I took notes on this one.

Yeah.

Communication, such an important. It's 90% of everything. And it's not just for advisors to customers. It's for leaders to their employees. It goes both ways. Right.

The leadership one is probably harder.

So that's interesting because I Think that a lot of leaders, especially when they're new, and I'll get this from female managers a lot where they'll say, well, you know, I just got to be mean or I just got to be a. That sort of thing. And it's. I'm always like, no, that's not the answer. The answer is to address it right away before it gets pent up. You're letting people walk on you and you're not telling them the truth. You got to give instant feedback. You got to push in, not step back and let them. You know, people usually are trainable and will take direction, but if you just leave them to do their thing and you just. And internalize it, you become passive aggressive.

Yeah, yeah. With that. I think when something happens, we. We have a story that loops in our brain and we actually create a more dramatic situation than the truth actually is.

Yeah, yeah. And then you overreact because you feel like you've been taken advantage of. But really what's happening is you haven't had boundaries and you haven't stood up for yourself.

Yes.

So it's, it's about over communicating you. The other thing too is we think like we say something to employees once and they remember it. You got to say it every day, all the time. I always say the analogy of the same sales meeting we had on Friday 20 years ago, is the one they're going to have this Friday. Right. It's about demos. It's the same stuff. You got to say the things the same thing over and over again. If you were coaching a basketball team, it's the same thing. Football, it's, you know, you got to block and tackle, and it's all about the fundamentals. We, like, assume that people know the fundamentals and. But you got to over communicate and remind them of the fundamentals and do it in different ways. Gamify it, tell stories, share successes, profile people that are doing it. Right. So if you have some employees that are doing it, you know, make them into a big deal and praise them for it. You can't just come at it one way every time. It gets boring. You have to really make an effort to over communicate what our expectations are, what the customer experience needs to be, what the basics are, over and over again. It never stops. You're a broken record.

It really comes down to the point where there's almost no such thing as over communicating.

Yeah.

I've never heard anybody say, you know, let's say technician to advisor. I've never heard a technician say, that person gives Me way too much information. Right. Or that leader going down to an advisor or an employee like that person over communicated what their expectations were. Right. Like the over is the minimum and.

Then I think you got, you always have to end that with okay, tell me what, tell me what you're taking away.

Confirmation for sure.

So they understand because even sometimes they think that what you're trying to say is different than what you're trying to say. And that can be a lesson to you and how you're communicating or how the person learns or thinks about things. But you have to understand also they're looking through, through a lens or a context that can affect how they understand what you're saying. So you think that what you're explaining to them is obvious and common sense and to them nobody's ever told them that before.

Right.

So over communicate.

Yeah. And I think one of the things I try to do is eliminate verbal communication and I know it's impossible in our day and age.

Just sign language.

No we have smoke signal.

So what is that telegraph, Morse code? Is that what it is?

Do you know dots and dashes?

No, we have get your up and.

Stop asking people if they have an appointment.

Answer the.

How do you, how do you not communicate verbally?

Digitally? You write everything down. We have a digital communication system that we can put notes and everything in. What I meant by verbal communication is we're running at 300 miles an hour especially as high performing service advisors or shop owners and we could go through like I do this with my assistant all the time. I'll tell her five things in one sentence. I said number one, number two, number three, number four, number five and she heard five but she thought it was on car number one. I was talking about five different cars.

Got it.

So well no, you said John Smith. I said well no, I said that like 30 seconds ago. Now we're on to Mr.

Yeah. So the verbal gets jumbled.

Yes.

Where this becomes a nuclear weapon with customers is I think the thing that advisors miss is that if you call customers when they don't expect it and you call them before they're even thinking about you and you are making deposits in the future and building trust that no other service advisor is doing. Most service advisors aren't calling at all or are calling, you know, kind of at the end of the timeline of when a customer is expecting the call. If you call when, when you don't have any information and just say hey it's next to going to the shop or it's, you know, we're on track. How's work? And just kind of communicate with them. That's different than any other advisor out there. And it is a nuclear weapon. Like if you called somebody, we call it the two hour call in our advisor training. But if you called somebody and just like, hey, did you make it to work okay? They're like, oh yeah, Is it going good? Okay, well you know, the car's in line. We should have somebody looking at it here in the next hour. So I just wanted to give you a little update. That's like priceless. They have to hang up and it's so easy.

Yeah. They have to hang up with the phone and look and be like, was that really my service person that just called me and gave me an update call before I had to call them? The beauty of our industry is the bar. So low on communication. It's ridiculously low. And our opportunity has never been better because we have a phone, we have texting abilities. Right. Where we can actually just snap a little bit of information to somebody. They look at it on their phone and then they're good and they've been communicated. We've got email smoke signals as we referred to earlier, like telegraph or telegraph. But we've got so many ways to communicate with the customers.

I was gonna say though, if it's a millennial, they look at the phone like, why in the hell did you call me?

Like, no, you gotta send them emojis.

Yeah, right, Absolutely.

Yeah.

So I, it's.

You send them like a car with a poop thing and then a dollar sign afterwards and there's a couple stars.

Right.

You gotta learn that language.

Poop sign, dollar sign, thumb. Thumbs up, high five.

Right. That means you need front brakes.

Yes, Perfect.

That's good.

It's all about proactive communication. It's about being proactive. We've been doing something in the last couple weeks that in the morning when we get in, before we start getting the inflow of intake is the cars that are held overnight. We make a communication with that customer whether it's a text or a phone call. So before 8:30am we're giving you the plan for the day.

Nobody stole your car overnight. It's still here. Next in line.

It's amazing the amount of incoming calls in the afternoon for statuses are gone. We love it. So it's great.

Yeah, that's the goal.

Okay, let's. Should we answer some questions?

I want to talk about guns more.

That could be a seven part episode.

You know, so it's, it's interesting but you are sharing the idea that. Was it a friend or. Who was it that was talking about the independence versus dealership?

Oh, yeah, yeah, yeah, yeah.

And what. What did they say?

Good. Good client of ours, he's a university professor, teaches marketing. He's. Hey, I watched the. The podcast last week. He said, great topics, but you guys missed one, right? And I said, what do we miss? Trust. So it was all about trust. So that's coming up.

So why do. Why would you trust an independent more than a dealer?

Well, there's a number of reasons why we would do that. That's for next episode, right? It is, yeah, probably.

Okay.

But in the meantime, so. So I walked into this place the.

Other day, saved by the joke.

I recognized the opportunity came back into it. So you can't laugh at your own.

Joke before you get it out.

I have no choice. I. It's so funny.

The game. Okay, start over.

Gonna love it.

Okay, so I walk into this place the other day and it says, what kind of place? I'll get to that. And I walk up to the counter and I say, I'll have a tequila. And the. The guy looks at me, says, sir, this is Apple. And that's the genius bar. Said, I'm so sorry, I'll have the Italian.

See, I told you it was funny.

This guy walks into a bar, right?

What kind of jokes?

Holy moly. You have the voice of God speechless today.

To the voice of God, every question is a joke in and of itself.

It is funny watching you tiny humans fret. Question number one. Hello, Chris. I recently switched dealerships to be closer to home. I'm a service advisor and have been one for about 10 years. I. I'm having a hard time fitting in at the new dealership. It's a small town atmosphere in a very relaxed environment. The two biggest things that I can't get my head around is letting customers have loaner vehicles for extended periods of time for simple repairs. While we have to turn down other customers due to not having courtesy transportation. Then we're being told that the department is not profitable, but told to let the customer have a loaner for five days for an oil change in detail. My mind will not ignore that we're losing money on that transportation. And big picture, we're missing opportunities on other vehicles due to not having a vehicle available for major repairs. My next concern is dealership charge accounts. They tell us to not let customers have a tab at the dealership, but then as soon as the customer talks to management, they fold and let them do an internal charge, sometimes up to a $10,000 repair. Then when the customer misses payments or doesn't pay, the. The writer gets blamed. It also makes the writer come off as the bad guy and the manager come off as the hero. Just by the writer following policy. Any advice on what I should do?

I have. I have a couple things I'd like to say on this, but I'll let Chris go first.

Have your dealer call us and we'll set up a strategy session. If you lose, they're losing money. That's the first thing.

It sounds like chaos over there. I mean, there's just no systems in place. It's just kind of, you know, like you said, small town. Right? Kind of just like mom and pop. The first thought I wrote down is they're using their loaners as a crutch. So the loaner becomes a crutch for, you know, lack of execution within the shop. So get over the loaner thing. Just, you know, get your own. Let them do what they're going to do. It's interesting listening to that whole story is it's he switched dealerships or he or she switched dealerships to be closer to home. And now it's kind of like they want to plug into the system and just let that system feed them. So don't complain that their system is broken. Go create your own little business within this business, right? So go out and get your own customers, create your own client base and, you know, do the business you'd want to do it. Don't worry about the dealership charge account. Let them do what they're going to do. Go out and find your own clients and build your own little business and within two or three years, you'll have a rocking business.

Yeah. What's great about little markets or little towns like that is if you go to the local restaurant for lunch and make friends and go to any event and really, really talk to customers and get to know them, they're. They're the most loyal. Word travels fast. You become the service advisor of record for that town. If so, I don't know. I would go practice charisma and networking and get out and about and meet people and the cyst. You know, like you said, get us on with the deal and we'll try to help with the systems on our end because it just sounds like the systems are broken. There isn't a real plan. They're doing the best they can, but they don't understand there's a better way. But, man, what better than the right service? In a little town and know everybody.

By name and you get to be the mayor of the town.

You go to the grocery store and they know you. Like everybody's a potential client. It's the greatest.

It is.

Do you have anything that. Any jokes to add to that?

No, I. I thought that was actually a really good. Well written. By the way, if the service advisor thing doesn't work out, critiquing, we could be an author, right?

Really?

I thought that was really well written.

Well, I only got lost three times during it.

Yeah, you're not a victim. That's what I would say.

Oh, and if you're in a state where you can buy a Glock, go buy a Glock.

Any other questions?

God, everybody gets a Glock. One more question. This one comes from YouTube. Hi guys. Really enjoy your videos. I'd like to know more about the Level 1 diagnostic test and the billing strategy behind that. So many times I may have a technician that wants three hours diagnostic for one specific issue after printing a diagnostic report. It really burns when you approve that. And come to find out, the tech figures it out in half the time or less. I find it hard to go to the customer with that news and many times end up eating the cost just to keep the customer happy. Ultimately the customer is happy. But really, are they? I would love to hear all about the levels of diagnostic testing and the pay structure for the technicians. For now, I've enforced a very strict booking time policy. The customer turnout has been better than ever. I notice. As you both know, if a customer leaves feeling like they were taken care of, they will tell the world. And in turn, more happy customers. It spreads like wildfire. Thank you.

Clearly a new fan because we've answered this question. I just.

I gotta say though, I've gotta give it up to the voice of God. Yeah, that was really good.

Shakespearean. That was Shakespearean, right?

There's a warm glow in my heart and soul.

What was that? God, what was the part about burning. Burning sensation.

It really burns when you approve that. And come to find out, the tech figures out in time.

Yes, we've answered this. Jeremy has some genius and then I'll tell you my thoughts on it. So.

Well, I. So if you're gonna attack it by selling diagnostic time, two things you have to remember. Number one, when we're doing the art of diagnosing the car, we're not generating parts revenue with that service. So we need to adjust our rate accordingly. For that we go over that in detail. Then our on demand program and also in Our coaching. So if you need help with that, let us know. The other thing is this. Don't get hung up on your technician's time. So there was a expert that was a.

Person that could fix power plants, and the nuclear power plant was going to melt down, so they flew him out on a helicopter. He goes in, he's there for, I don't know, 15, 20 minutes, finds the problem, says, change this valve, it'll fix your problem. Now, mind you, this whole entire time the alarms are going off, city's in a lockdown because the power plant's going to blow up.

And it's a nuclear power plant.

Yeah.

It's going to be a big problem.

Yes. So they changed the valve and saved it. So the power plant operator, about a month later, gets his invoice, and it was for $10,000. So he calls the guy up and he's mad, he's irrational.

You were here for an hour, right?

You were here for like 15 minutes. You're charging me $10,000. The expert goes, oh, I am so sorry. I must have sent you the wrong invoice. Let me resend you another one. So he sends him another invoice and it says, time on site, time to locate the faulty valve, $5. Knowledge of knowing which valve to replace, $9,995. So that's the same thing with diagnosing these problems with these cars. Our technicians are that expert in their hourly rate shouldn't be calculated. If your texts find it within, you know, so much time, good for them. I'm not saying to over bill your customers, but package these things up so you can deliver value with the checklist that we do, the information and the process that we go through. So the value is delivered with whatever you charge?

Yeah.

Okay. My. What's this? What's this person's name? God.

This person's name is Carmine from YouTube.

Carmine. Carmine. Understand something. Diagnosis never fixed anything. People are coming in to get their car or truck fixed. What you want to do is do a repair authorization. So you gotta, you know, as an advisor, you gotta get good at understanding that. Like, you know, if you have A, whatever 3 Series BMW with a coolant leak, you know that the worst case scenario is the top of the radiator and it needs a radiator. Right? So you know that's going to be eighteen hundred dollars. So customer comes in with that, with the coolant problem, I present a repair authorization. So I say, hey, I'm going to give myself $1,800 to work with if it's less, it'll be less. If it's more, I'll give you a call. But stop selling diagnosis. Diagnosis doesn't fix anything, and it causes so much work for you because you got to call them again. You got to sell it again. I want to know right up front, do you want the car fixed or not? Usually it's a. You know, the check. Engine light usually is an O2 sensor or whatever. An O2 sensors. 600 bucks. I'm gonna give myself $600 to work with. If it's more, I'll give you a call. If it's less, it'll be less. But the technician doesn't have to pull the car in and out. You don't have to spend a bunch of time. It actually saves the customer money in diagnosis because the tech can put in the O2 sensor, recheck it, and you know what it is. How many times you have to call the customer twice because you replace the upper radiator hose, and then it's the radiator. And so you're wasting time by thinking in those terms. Those terms are industry terms. They're not customer terms. Customers, for the most part. Now, there are customers out there that are cheap or shop, but 80% of customers coming in value time and just want it fixed. Right? And they're not going to take it out and take it somewhere else. But you're setting your barometer to that. 10 or 20% of customers. So get some money to work with and fix. Fix the car. Stop thinking in terms of diagnosis.

Can I ask the question?

Only if you raised your hand.

I. I did.

If you're listening, everybody, Jeremy raised his hand.

Well, because, I mean, I'm a realist, and I'm in the real world, so I. I do have a question that Carmine may be running into is.

Carmine, you gotta roll the R, white boy.

He said YouTube. I thought he was from you, Utah. Could be both for sure. So what if it's an intermittent stalling issue? Check. Engine light is on. There's a noise from the right front area, and there's like five or six different concerns. So how do you.

What kind of car?

BMW.

What year?

Big money waster. Doesn't matter what year. They're all.

No, it doesn't. No, it does matter.

2012.

So the thing you want to understand here is you're bringing your experience in. So a 3 series is different than a 7 series. 200,000 miles is different than 50,000 miles. 1986 is different than a 2016. So it does matter. Okay, so 2012, 750, and all those things are wrong. Yeah, I'm probably gonna give myself 2500 to work with.

I was saying three.

Yeah.

I just. I need a starting point. I need no cars. No car is going to get fixed for $250 in diagnosis.

Well, no, I don't disagree with.

And all we're doing is creating more work for ourselves. It's so archaic. No customer ever expects that we put them there.

Yep.

That's our doing.

Yeah. Right when I say it's gonna be.

140, Wayne, when your car breaks down.