David Guillen's Playbook for Selling $250k+ a Month in Auto Repair - And Handling Every Objection

This is Master Tech to Millionaire, presented by Autoshop Answers, where we talk about the transition from technician to business owner, CEO. We are here with none other than Hollywood. Give it up for David Guillen. He is our assistant general manager at Adams Automotive Blalock, our flagship store, but he's so much more than that.

He's still got the record, and he'll set the record straight if I'm wrong. He's still got the record for the number one year that we've ever had in our company. I think 2.4 million or 2.3, something like that, which is a little under 200K a month in sales. He always had the highest margin.

Record ticket average for the year was, I think, a little over $1,800. And he's a freaking beast. He's a leader in the trenches. He's a big part of auto shop coaching, and we've got big plans for him.

So enough from me. Hollywood, David, why don't you introduce yourself? Say hi to the people. Hey, good morning, Joe.

How you doing, man? Thank you for having me. I appreciate it, man. This is my first time on this podcast and I've been waiting for this for so long.

You know, it's just super excited. Dude, let's freaking go. We've been saying for probably two months now, man, we need to have an objections podcast, objection podcast, but it's always so hard to find a good time. So, you know, what do you want to talk about today?

Our basic approach to how we're going to attack today is, you know, overcoming objections. I think that's your specialty. Yeah. I think your specialty is honestly...

About creating tickets that don't have objections though. And I think you're the way that you finesse, you know, were my numbers correct? I know, you know, your numbers. Oh yeah.

They're definitely, were they correct? Oh yeah. Did, did people tell you, that's so fun. Did people tell you all, I mean, I remember hearing that year, David cherry picks tickets.

He runs to the Range Rovers, you know, and it's like, he don't like, like I looked through them all, dude. I audit them all. And it was pretty much every month you can pick any month from that year. You know, we're really good at this and our ticket average is a thousand.

And so this guy's, you know, $800 higher on average, $1,800. He's got to be doing something right. It's an average over the whole year. It's not just one month.

There's got to be something going on that this guy's executing at a different level. So let's just kind of walk through that. So what do you think led to your success in that year? Yeah.

So a lot of things, man, I think I have the benefit of also being a technician. Yeah. Which I want to get into. Yeah.

That's one of the things I've been in this business all my life. You know, this is what I was bred to do. You know, my grandfather they're on the speed shop. And I've just been in the shop all my life and just, you know, learning how to connect with customers and building that relationship, just very, very important.

You know, and I spent the time, you know, every time a customer come in, you know, I went to go talk to them, greet them. Hey, how are you doing? How's your weekend? You know, just breaking down those barriers, you know, start to get that, those data points we talk about is, you know, look at how the customer's dressed, look at the vehicle, you know, how they talk, how they, how they interact with other people and just kind of really dissect that, you know, and have that kind of just, you know, in, in the back of my mind, you know, when I'm presenting that work to use that as some form of strategy with that customer.

What do you think is a buying signal that, you know, cause I get, I get, you know, you said I spend time with the customers, you know, for those of you that are not informed. About Hollywood or you don't know about him, he will literally show me text messages from some of our best customers. Like, Hey David, man, I'm going fishing this weekend. You want to come?

Like I'm going out into Galveston. We're going out in the ocean. Like, like that's crazy. Hey, we're doing barbecue.

You know, you want to come over to the house? Like that's crazy, dude. Like if you can have that super, I think the superpower honestly is you have this uncanny ability to remember their names, remember their kids' names, remember like kind of like tidbits and fun facts about them and their life from the last previous conversations that you had with them. And that's the cheat code.

People buy from people they like and trust. And there's, I mean, it's not even a cheat code. It's just, I think you have the uncanny ability or superpower to, to kind of remember the details about them. They feel known, loved, and understood.

So, yeah. So my question was, what are some buying signals, you know, from a customer going to be a good customer? How do you turn maybe a bad customer into a good customer? And then how do you, how do you have that superpower, dude?

I'm jealous. No, no, absolutely, man. It's like we've talked about in the past. It's all about the honey, right?

It's all about the honey. Oh, yeah. So you got to tell this story. Yeah, we'll get into that.

But, you know, some of the buying signals for me is, you know, just kind of that energy the customer comes in the door with, you know, how do we, what kind of energy we're projecting when we first, you know, welcome them into the store. I'm kind of already assessing that by the way their vehicle looks. If they keep that vehicle clean, you can already tell, you know, if they invest time and money into that vehicle. Pride of ownership yeah yeah pride of ownership man you know so it starts there you know it starts with you know you know talking to the customer just kind of breaking down those those barriers you know remember they're coming in with their guard up so super super important that we do that shop tour you know i i talk with eddie a lot you know on how important and how integral it is for our our our process our concept that shop tour is just man you know taking them around the shop showing them our beautiful floors, showing them, you know, the work that we do, you know, Perry has a great saying, the work that they see is the work that we do.

Right. So that's important, you know, but also kind of engaging with that customer and just, you know, letting them know that this is not going to be a transaction. This is going to be a lifetime, long time, uh, excuse me, lifetime relationship. Yeah.

A hundred percent. So two things on that one, you know, Todd has trained us on this and, and you're so good at executing this. Like when they come into the shop for the first time, why they've been driving a car ever since they got their license when they turned 16 and they've been getting it fixed somewhere and they're, you know, 41 years old or whatever, they either just moved into the neighborhood from out of town or they fired their last shop and every single shop that they've ever been in. And so why did they fire those shops?

Well, could be a myriad of myriad of reasons. That's one of those questions we ask on the shop tour. Hey, where do you normally take your vehicle? And I'm going to get so much data from that customer.

I'm going to say, Hey, why aren't you taking that your car? I mean, thank you for your business, but why aren't you going back to your old place? And they're going to say, oh, well, I feel like their prices got too high. Or, oh, I took it there, but they really couldn't resolve the issue.

Or, oh, I feel like they really just took advantage of me. Or, man, I felt like every time, everybody's heard this one, every time I go in there, they were just trying to sell me something. Or, man, the service has just really gone downhill. See, now, Hollywood's got five different types of customers in his mind that he can basically cater his presentation to.

And I've got to do, like Todd says, with our shop tour, new customer intro, everything in my power to break down those barriers. You know, a question we always ask in training is, what's harder to sell? The ISO, what they actually came in for, or the additional concerns. And Hollywood's shaking his head right now because it's always a trick question.

People always say like, well, if they came in for breaks, it's harder to sell everything else, suspension, maintenance, et cetera. And it's not true. Absolutely not. The first time they come into the shop, we always flip it.

The first time they come into the shop, they got their guard up, like we just talked about. And if you can, if they will buy one thing from you, they will buy for a lifetime from you. And it's like, think about your best ever key tosser customer. At one point, they were a first time customer and you had to put all the work in to break down those barriers.

But now they literally just say, David, tell me what it needs. Do they not every day? Oh, absolutely. I see it every week.

They say, man, David, he goes, post it, man. Post it. He's like, whatever it needs, man. I know this guy.

He'd post it. And is that not true? You want to talk about that a little bit? No, absolutely, man.

So it comes to a point, you know, and again, let me just reiterate, you know, when we're doing that shop tour, see, for me, it's all about finding the strategy because I will get an objection. Yeah. You know, but if I'm getting these data points from this customer, if I'm finding out their kids are at school, you know, they need this vehicle to get them to school every single day and their school is in Austin, right, in college, you know, that's a strategy. Yeah.

That could be a strategy. Work that into the presentation for sure. And working that into the presentation. So it's very, very important, like you touched on, is, man, making sure we ask the questions, you know.

But we don't, and the industry doesn't do that. You know, they treat it transactional. They come in for a service repair, they're taking care of the service repair, and that is it. They get a no, we're done.

But if we don't do all these steps beforehand, we never can build that strategy to overcome the objection that we might have. You know, because, again, they're coming with their guard up. The first time visit, they fired someone, and we've got to start breaking down those barriers, and that's a perfect way to do it. And onto that question that you had was, you know, when I'm looking at something as far as when a customer's coming in and, you know, they're having a break concern, you know, well.

Did they, I'm thinking in my head, did they, did they go to another store? Am I the second shop? Right. Yeah.

Right. Am I the second shop? Do they have estimates somewhere else? I'm looking at Carfax.

You know, I'm just trying to find all this data to really see, you know, doing the work, doing the preparation work before presenting the repair. Yeah. So that makes sense. So let's back up a little bit.

I want to get, man, I obviously just love talking about sales. I'm a sales guy, but I want to get your background a little bit. Sure. You know, it's kind of a cheat code to be a master technician.

And David has this level of confidence about him. He's like, no, it needs this. And it's, uh, it's like a cheat code having him or Charlie, you know, like on the speed rack, like people who have actually fixed the cars for, I mean, how long did you fix cars? 20 years? 20 years. Yeah. 20 years.

It's like a Supreme. I think I can sell anything, but I don't have, I've never taken a valve cover off of a car. So I don't know exactly. You know, he'll start talking about internal. timing and stuff.

And I'm like, all right, David, I believe you, dude. I get it. Anyway, so when did you start working on cars? I want to hear a little bit about just a tiny brief part of your background, how you transitioned into technician and then service advisor.

And then we can get back to what I think is the fun part, which is talking about sales. Absolutely. So yeah, my grandfather owned a speed shop, you know, so I was kind of born and raised in the shop. Loved working on cars, you know, at an early age.

Met a friend of mine that I was my baseball coach, actually. He ended up being a technician, someone I respected, learned a lot from him, man. I worked for him on the weekends for absolutely nothing. And I loved it.

I love just learning. You know, that was, that was my gift. I loved learning. And I really wanted to, you know, make this a career path for me.

So I started and I just wanted to be the absolute best technician, just the absolute best. What do you think motivated you to do that? Do you think it's just part of your DNA? I think it's, yeah, I think it has to be part of your DNA.

You just have to want to be the absolute best are you competitive i am the most competitive i really think that this business is so easy but i think in life in general i think if you're smart and david you're super smart and you're competitive that's pretty much it like i'm not trying to pat myself on the back but it's like i've ever since i was five i remember being like so competitive like i just want to win really really bad to the point where it's honestly like like if the other person doesn't want to win in a board game, it like pisses me off. It's like not as fun, you know, like I want to like, I want to compete and it is just so, and I know that about you, I know that about Hollywood, like. Getting second sucks, dude. Second is last place and I want to win.

So you always want to be the best technician, not even necessarily competing against other technicians. You just wanted to just perfect your craft. So keep going. Yeah.

I just wanted to be the absolute best. And once I felt I had mastered the automotive technician space, I went into the performance, the high performance, classic cars, custom cars, race cars. So I transitioned to doing that and worked up, worked up until, you know, I was able to, you know, travel all over the world and build, you know, custom cars and race cars for high profile client clients. And I felt like I kind of plateaued there as well.

And I was like, man, what is next for me? And, you know, I started selling service. And then wait, hold on, but back up. Okay.

At some point you got the name Hollywood with us. Can you want to walk me through? Where does that, where did that come from? Yeah, sure.

So, you know, during, during that, that time of building cars, you know, custom cars and stuff like that. You know, I got into the race scene and, you know, got very good at it and got a lot of recognition. So a buddy of mine at the time wanted to do a joint venture where we did filming YouTube videos for the race scene and got really, got really popular in that. And then we started a YouTube channel, started getting into the Discovery Channel race scene, Dig Night.

And man, it just kind of took off from there, man. It was just the hot ticket then, you know, that was the top best time period for street racing and it really really took off and man i actually enjoyed it it's just you know it took a lot of time for my kids and family and i had to step back from it yeah but i loved it you know i don't miss it but i do love it but you were famous basically oh yeah oh yeah yeah hollywood that's why it's like the real story is you're in take five one day and we're watching youtube videos of david fix you know on these drag you know drag racing shows and stuff and it's like look at that guy man he's he's hollywood and it's ever since. So, okay. So you're fixing cars, you're building cars, traveling all around the world.

And then eventually you're like, okay, I need to be closer to home. You get into selling service. Okay. Yep.

You know, is a big component of this podcast, fixing a car and selling a repair to a customer and having a business model and in which you can train and build a whole, you know, like empire on are three, two or three completely different things. So we're going to talk about master tech to service advisor. Were you good at it right away? How did you identify that it's a completely different skillset?

I know that you've got the DNA thing in you to like, okay, this is a new thing. It's a new mountain for me to climb. I'm going to be relentless on, you know, becoming better at this craft. I know you've got that gene, but were you good right away?

Talk to me. So what's funny is, yeah, man. So I was working, this was before the, you know, I started getting into the racing and I had a small glimpse that I could be really good at this. I was working for a Meineke.

Oh yeah. Yeah. The guy that owned it, he owned several, Jimmy King. And you know, it was just me and a storefront manager.

That was all. Yeah. That was all. And it was actually probably one of the best position stores.

It was off of 59 and Kirby. In Houston. Okay. Yeah.

By Jeeps River Oaks. Okay. Okay. And, you know, I'm working on cars, right?

And it just so happened my manager ended up having to step out, right? And he had to run some errands because it was just two-man front, you know, technician and manager. And I have customers coming in, want to sell repair. And I just go in to start selling the repair.

I'm talking to the customer about the repair and I'm locking in deals. And what happens is the manager, I mean, Jimmy King, you know, wants to go sit out and lunch and talk with me and the manager. And he's like, David, man, you're really good at this What do you think about managing a store? I'm like, well, I never thought about that I love fixing cars How old are you at this point?

I am 23 at that point. Oh, really? Okay. So, okay.

So this is probably before you went and built race cars. Yes, this was before that. Okay, gotcha. And again, I didn't continue on that path, but, you know, he's like, man, I would love for you to run a store from.

Okay. And sure enough, he gave me a store for about a year. I mean, we did absolutely amazing, but in that time period, you know, I wanted to transition to building race cars. Yeah, yeah, yeah, yeah.

But, you know, I got a small glimpse of that. So, when I came back from kind of basically a soft retirement from the race scene, my son was about to be born. And I was like, man, I need something close to home where I'm not out, you know, traveling. And there was a Luetta in my neighborhood.

And I just said, you know what? I'm going to try to apply for this position as a service advisor. And Luetta, for those that aren't informed, is Glenn Piccolo and the team. A lot of our team members kind of came from this company.

Yeah. It ran a version of Todd's concept, but kind of, as we know, a little bit diluted, mostly focused on phone skills and high car count. You guys ran a great company, but you guys have been able to come and learn underneath Todd the full concept, but you did work together with Glenn, correct? Yeah.

So funny story on that. Glenn actually hired me. I don't think he remembers this, but he hired me as he was exiting the company because he already knew they had sold. Okay.

So I literally got with the company maybe three months before it sold to- So you know who. Okay, gotcha. And this is in 2020 or 2021? This is 2020. 2020.

Okay. So that was your first foray back into the industry since the racing thing. Okay, I didn't know that. All right.

So what I do know though is that you were basically by yourself, right? Six days a week and you had to put a note on the bathroom door. Walk me through that. What was that?

So yeah, man, you know, what's funny is a lot of the guys that are here today, you know, worked with me at that store and, you know, COVID had just happened, right? They were furloughing a lot of people. They furloughed me at the time. I was a new, new manager at the, at the facility.

They didn't know my, my talent. Right. And then a couple, I told him, he's like, man, I really don't want, cause, At the time, Rick Brink, which was the area manager, he's like, man, I really don't want to do this, but they're making me furlough you. I'm like, not a problem.

I'll find a position. It's not a big deal. He calls me back. Hey, have you found a position?

I was like, yes, I have. I'm actually heading that way now. He's like, don't do it. Come back over here.

I need you. So I come back and do that for about a year and a half, two years. But, you know, transitioning, man, it was just real. It just felt so natural, man.

I had a gift to talk, talking with customers. You know, really that strategy that I'm talking about is really just catered to, you know, building that relationship with that customer and just kind of, you know, reading people, right? You know, learning how to read people and learning how they act. You know, how they speak, you know, how they present themselves, just, you know, looking at the vehicle.

And I did that for about two years and I was very, very successful at it. I mean, very successful. And it became competition to me. I had to make sure I was the best store.

Yeah. At everything. It was at everything. And if I wasn't, I really, really hated myself.

Yeah. Wow. Which we could probably, that's a whole nother topic if you want to get into that But okay, my observation here, as I'm thinking, is you're competitive, you're smart. I think what's interesting to you is it's still a puzzle.

You're addicted to solving the puzzle. And a repair is very physical and addictive. My dad really just, I mean, even around the house, once he puts his hand on it, he can usually, he just has a gift. He can't explain it to you, but he can just kind of make his way to where the mechanical failure is. and solve it.

You know what I'm talking about? Oh, yeah. And it's like, okay, oh, yeah, this is like the dopamine. I get to, this puzzle in front of me, where's the problem?

I get to solve it and it's so satisfying to fix it. Great. And I think you're basically, it's almost like the same thing. Oh, it is.

You're absolutely right. But for a human, you know, it's like, okay, here's this guy and he thinks he's not going to spend any money on these breaks. How do I solve this problem? And it's like, ultimately, it's like the same mechanism or function in your brain and you have the same DNA that I do in terms of competitiveness and like.

You're thoughtful about the way you go about things. And so anyway, I just think that's interesting. So every customer, you're just, you're really just observing them, maximizing everything you possibly can. You hit it right on the nail.

I mean, that's, that's that, that dopamine for me is like, man, how do I solve this? How do I get this to convert to a yes? You know, and, and that's exactly right. You know, for a long time, I love the dopamine hit of just solving the problem with the car, you know, and then the same thing with the customer, just solving.

Yeah. Oh, I love it. So let's give you, so let's give a great example. Okay.

The honey story, Mr. Bonilla. Hopefully he's not listening to this, but maybe he is. Maybe he is just a great customer of ours.

Yeah. The first time he came in, you know, it's actually a great story. He called in and I think February or something, couldn't get the appointment. It was a second opinion for an estimate and Glenn couldn't get the appointment, but he sends him a shop tour, puts an appointment for May for when his state inspection is due or something. like that.

Guy calls in at 3.51. The call center has been badgering him to come in for a state inspection. And he comes in at 3.51, I'll never forget it, on a Sunday for check breaks. And Nico locks in the gotta have in 15 minutes, gets him in a loaner, goes home, and then he approves the additional repairs the following day for like $4,000 or something.

So it was like a $4,000, $5,000 ticket, first time customer, call center was involved. Glenn sent the shop tour months before. I mean, just textbook, like as it's as good of a story as you can possibly hope for in training. However, he comes to us and he's a customer, you know, this is maybe a fast forward a year or so.

He comes in for some other repair. And I honestly don't remember the entirety of the story, but I know he declined to repair and you overcame the objection at the counter when he came to pick it up and had something to do with honey. You want to walk me through that? You want to walk me through the story?

Yeah, that's a great story, man. So, you know, this is something that, you know, I talk about is identifying, you know, those data points. And, you know, I knew the customer owned his own honey business, you know, like, like he was a beekeeper, right? Yeah, he is a beekeeper.

Yeah, absolutely. You know, he sells honey for a living and it's real simple. It's, you know, helping the customer understand the importance of the repair like we do. Right.

He owns a business. He sells honey, you know, and I asked him, you know, what's the difference of buying your honey versus buying honey at H-E-B? And man, his eyes light up. You know, oh, let me tell you, this is all natural.

I do this myself. You know, I caretake the bees. I don't smoke the bees. There's another natural process where you don't harm the bees, make them go crazy.

And I could just tell the level of passion on it. That's the same passion we have, you know, when we're doing the repair, you know, you know, you're going to have an ASC master certified technician with 20 plus years in the business doing the repair. You know, you're going to get provided a quality part, you know, and once he understood that, that's the same reason why you can go anywhere else and get this repair cheaper. But here's why you don't, you know, that's the same commitment of sell that you have to do when you're selling your home.

And I was like, you know what, bring me a whole case. I want to try to. Oh yeah. So I think the timeline of it was, you know, he came to, to get something out of the car, pick something up or something.

And, you know, he's kind of like processing this $3,000 estimate that he's dealing with and he's just getting something out of his car. And, you know, I'm checking the guy and I'm like, Hey, who are you? You know, getting your phone number to see who can help him. And David just comes flying out of the back office.

He goes, you're the honey guy, right? Like you'd never met him. And you just said, no, you knew that Kobe had like mentioned in a take five, like, Hey man, one of our customers like sells honey or something. And, and you just, you just came out from behind the counter.

You knew that the guy had like declined the repair or, and he was coming to, I don't know. I don't remember the exact story, but you flew out from behind the counter and all of a sudden you guys are talking about honey for like 20 minutes and you're buying honey. And the whole front office is literally buying honey from this beekeeper guy. And then you guys ended up locking in the deal by doing exactly what you just said.

It's like building that relationship, man, like you paid, you know, you probably paid what, 50 bucks, 20 bucks for, for custom honey from that guy. And it turned into, you know, him approving a $4,000 repair the next day. Do you have any final thoughts on just, just that whole process? It's so important.

You know, it's, you know, It wasn't talking about the repair. These are real people behind the phone. And everyone has things going on. Everyone has different stories.

If you take the time to learn everyone's story, you can really, really learn a lot on how important the vehicle is to them. See, he needs that vehicle. He makes long drives. He makes about an hour and a half drive from his home to his property where he does it.

And, you know, that's another point. You know, hey, look, I totally get that you don't want to take care of this repair. But what I don't want is you have a batch ready and you're driving this vehicle and it breaks down on the side of the road and you're going to have to pay a big tow bill and you're going to lose business. Yeah.

You know, and that clicked for him. He understood that. Yeah. He understood the quality that he sells versus buying it at H-E-B or the grocery store.

What's the difference? Yeah. You know, so that's really, it's very simple. Once people understand, you know, really understand people, it's not so much the repair.

If you can get away from the repair, you know, and talk about other things. Jose's great at this too, Ducky. Shout out. I mean, just, you know, with building relationships and understanding customers, that's the secret sauce, man.

That is a secret sauce. And that's why, dude, transition from master tech to millionaire, to be a stud service advisor. Like, oh my God, Todd says this all the time. We are not an auto repair.

We are an auto hospitality. You are not actually in the fixing cars business. You run a platform that is sales and marketing driven. I pay big money to market to customers to get the opportunity for their car to come into the shop.

And then I also have to convert those customers by way of ticket average into revenue for the business. And I just happen to fix cars in the process. We're 25 minutes into this podcast and... You know, for the, for Mr.

Bonilla, the honey guy, David, you didn't mention a single thing with the, with the details of the repair. You know, I'll be in interviews all the time and I'm like, how do you sell jobs to customers? And they're like, well, they just really need to be explained to how the repair works. And I'm like, no, that's not what they need.

I got a YouTube video, MotoVisual, that can explain it better than you can. People buy from people. And we just happen to be fixing the car. And it's like, what is sales?

Sales is influencing somebody to make a buying decision. And man, if my mom comes in the door, she's buying. Why? Because she has a deep emotional relationship with me and she trusts me and she wants to support me and she wants to support our family, et cetera.

You get the idea. She's not buying because the car needs a power steering rack opinion. You know, Mr. Bonilla is buying the power steering rack opinion with all these crazy components in it, you know, for the actual mechanisms for how it works because he trust david and david made a connection with him about his business and he understands him and he remembers the details about his life and david was able to put the repair in a context that he understood because guess what he knows crazy detailed stuff about honey and i don't i mean do you know anything about beekeeping like like i know it's hexagons but how can we expect him to know. 20 years of master tech experiences, because that's not, that's not, I'll get off my soapbox here, but that's not actually what sells the job.

And sometimes, you know, if you want to talk about these, sometimes you need the technical jargon, you know, but they buy from a person that they trust who thinks, you know, who they think is giving them a fair price for the quality of service. So anyway, any final thoughts on, on, on that guy? What a, what a great story. Yeah.

And he's just a great customer. I mean, you know, he's, you know, just getting to learn a little bit more about him and what he does. He comes, he comes regularly and, you know, So every time he comes, guess what? Honey.

I buy honey from him. Oh, yeah. Oh, I love it. Mm-hmm.

You know? It's the same when he comes in. He buys service from us because he loves us. There's this, man, I'm forgetting the name of the book.

It's called like Outrageous or Unreasonable Hospitality. Have you heard of this? And it's this restaurant guy. And he's a famous restaurant guy.

He had a Michelin star in New York City. And he wrote a book called Unreasonable Hospitality. And there's this concept in the book called, you know, one size fits all. Yeah, yeah.

So there's like one size fits all things that you could do in your business. which is like, you know, an invoice review, like every single time we're going to go over the invoice with them. But then there's one size fits one, which is, I can't put this in a customer handbook, as Todd says, employee initiated customer service. And the story he tells is, and I'm literally ripping off this guy's story. It's just, I hope if you're listening to it, you haven't heard it.

It's such a good story about customer service and hospitality. He says there's these European tourists that are at this restaurant and it's their last night in New York city. And the entire point of the trip was to go and just dine for a weekend at, or for a week at Michelin star restaurants every night. Okay.

And they're the last stop. And one of the people, you know, he, he said, and the waiter overhears this, he says to the other, one of his other friends, he says, you know, this has been a great trip, but you know what? I really wish we would have had our flights leaving early tomorrow. We never had a New York city hot dog.

Like I wish I would have stopped by a hot dog stand. So guess what the waiter does? He literally goes downstairs, gets a New York style hot dog and gives it to the chef to prepare for these people. Oh, I get chills even telling that story.

It's like, and they prepared and they offered it to the, to the, to the clients, you know, to the customers. And the reaction was, I mean, I I'm telling this story secondhand, but from what I understand, like a mind blowing reaction, it's like, oh my gosh. I mean, I can't even imagine a company saying yes to me in the first place, let alone that level of hospitality. And so it's like, wow, like what can we do in our business to provide unreasonable hospitality to the customer.

It's like every time Miss Cinda, you know, Miss Cinda comes into our business, she's bringing Cracker Jacks and you can, you can hug that lady and just catch up with her. Every time Mr. Bonilla comes in, we're buying honey. You know, like what's, I wonder what your honey to revenue ratio is.

It's like, what a, like what a great investment. And it's not about the money. It's just like the by-product of great customer service and actually deeply caring about customers is customers that'll die for you that will never go anywhere else. You know, you want to talk about John?

Oh, I shouldn't say his name. I shouldn't say his name on here, but there's a customer. He literally vouches for us to, I mean, you know, a customer I'm talking about with the Range Rover. He's like, I know their prices are high, but they're actually going to be there for me when, if something goes wrong.

I mean, I've been rambling for a second here, but do you have any thoughts on that customer? Like his thoughts about our business? Yeah, yeah, definitely. No, he's totally bought into our process.

He understands. He gets it. He totally gets it. You know, and he still brings us breakfast.

Every time he's here, he tries to bring his breakfast. He's an awesome guy. He's trying to get a good deal. Yeah, definitely.

Yeah. He's working us. You know, what's funny is that story you just said, we had a similar instance and I talk about this. It was so awesome.

I forget the lady's name. She came in, she actually came from the woodlands and it was a large repair. I'm not sure what happened. She didn't want to do it.

It was about four or $5,000. It was an evaporator case repair. And she's in the lobby. And, you know, I'm of course running the speed rack that day.

You know, I love to just go into the lobby every once in a while and just, you know, say hi to the customer. Check on them. See how they're doing. You know, see if they have water.

And I asked this lady. Time out. Go ahead. That's a Todd-ism, by the way.

Time out. Hey, time out. Time out. I'm becoming Todd 210.

So if you just offer every single customer in your waiting room water, can I get you a bottle of water? If you just do that, I guarantee your sales will go up. Oh, yeah. Like, hey, can I, like, customers love being checked on.

They love being checked on. Just start talking to customers in your waiting room. So keep going. Oh, yeah.

Yeah, so, you know, off her water, she's like, no, I don't drink water. I drink Dr. Pepper. I'm like, oh, I'm so sorry we don't have Dr.

Pepper. But you know what? Let me see if I have one in the back. And I know we don't, right?

So I'm like, I know the ticket. I know how we're going to sell this. I know where you're going with this. You know where I'm going?

Please tell me you went and got her one. Oh, yeah. Oh, yeah. So I get Will, and I'm like, hey, Will, we got to get this lady a Dr.

Pepper. Please, you know, as soon as possible, if you can go there, pick her up a Dr. Pepper. We're going to give it to her and we're going to lock this in.

He's like, what do you mean? I'm like, just get the Dr. Pepper. So I send them with the credit card.

He goes, picks up the Dr. Pepper. I bring it to her. I don't remember if it was me or one of our guys.

And, oh, no, it wasn't me. She was just so thankful. She's like, did you really just pick up a Dr. Pepper?

It's crazy, yeah. From the corner store? I'm like, yeah, absolutely. You said you wanted a Dr.

Pepper. You didn't like any of the other ones. She's like, oh, my God. Y'all, our guys are so awesome.

She couldn't just stop saying thank you. She gave me a hug. Yeah. And, you know, we're building, I know we're still building an estimate.

We're still building a script for all that stuff. Getting the videos and we ended up selling the repair. Yeah. You know, and she leaves the car with us and it was, it was a difficult, at first it was difficult, but man, that really broke down the barrier for her.

And she's, she, she reminds me of it. You know, she's like, I'm so thankful. Yeah. You guys are awesome.

Thank you so much. I can't believe you went to the store and got me a doctor. Yeah. That's so cool.

I know a similar story in Boston. Yeah. PCC, you know, I think they were wrapping up lunch and they were eating pizzas and they ran out of pizza or something, but the customer saw a pizza. Yeah.

And I think it was Rob or somebody, shout out Rob, superstar. You know, the customer like made a comment. He's like, oh man, like it looks like y'all had a good lunch, you know, like I could kill for some pizza. And he orders the guy a pizza, like $23, you know, on DoorDash.

He literally orders it and gives the guy a pizza. He's like, no way. Really? He's like, yeah, man, you're welcome to our family, you know, like first time customer.

And the guy approved two or $3,000 repair. Yeah, that gesture is so small, but it's so big for the customer. You know, that's that trust, right? That's that building that long life customer, you know, and she's been coming ever since.

And she spent another $4,000 to follow this because she knows we're going to take great care of her. Yes. That's the difference. It's like just build a relationship with them.

No, like created in their mind where it's like, these are my people. Like they are going to take good care of me and they don't ask the price. You know, like obviously we have to be within reason, provide a fair price. But man, those are just our best customers.

You know, and the secret to breaking down those barriers, like you said, is putting it in words in ways that they understand. Like, so let me give you an example. One time, you know, we do a lot of training on a new customer introduction shop tour. You mentioned this earlier.

They fired every shop they've ever been in and they... Are coming in with their guard up and so you have to do everything you can to basically break down that barrier and i had a customer one time at our now cypress location and i i train on new customer intro all the time what i generally see you know what i generally see i see preaching i see team members kind of like selling like and the customer can tell you know when you're like selling them the new customers are like hey we have master technicians three-year warranty and we're gonna wash your car and all and they're just basically talking 90 of the time yeah versus you know the way I was doing a new customer intro with this guy is I'm asking him, I couldn't figure anything out about him. I couldn't, I didn't identify, you know, any logos on his shirt or car or anything. So I just asked him like, Hey, what do you do for work?

Like a great way to ask that, by the way, is if it's 11 o'clock on a Tuesday, you can just make a joke. Like, man, you're off work 11 o'clock on a Tuesday. What kind of job do you have? I want to get your gig, you know, or just make some joke like that.

And they'll tell you exactly what they do. And he says, I sell blue bell, blue bell. ice cream. I remember that one. He goes, I sell Bluebell ice cream.

I'm like. Oh my God. So you have like the easiest job in the world. Who does it sells itself?

Who's even your competition? And he's like, man, we got no competition. Bluebell is the best product in the world. And I was like, brother, that is exactly how we feel.

Let me tell you a little bit. And then I'm like showing him the shop, you know, and it's like, I'm building that relationship. It's like, dude, we are the best too. Just like Bluebell is the best versus just kind of like reading the brochure to them.

It's like building. I know now when I go in to sell that guy, the repair, like he's not getting like some trash Baskin Robbins repair. He's getting homemade Texas blue bell repair. You know what I mean?

So, uh, anyway, I love that stuff. So let's transition into, you know, let's just talk about some objections. I think you're really, I think you're really good at creating an environment. The key is to create a customer that's not going to object, you know?

And I think we could talk forever about that, but you do, you do get objections. Absolutely. The customers do not. Wake up on christmas morning it's the holiday season here in houston texas and they don't wake up and they're not like man i really want to go spend 962 on like a transmission fluid exchange and some other preventative maintenance or four thousand dollars on this power steering rack so they are pre-programmed to say no they're pre-programmed to go buy a new car when the blue book value exceeds the cost of the repair which is bs which we'll get into well matter of Okay.

Let's just break into that. So the number one most common objection in our experience is usually I'm going to go sell the car. Yeah. I don't think the repair is worth it.

So I've got our scripts here. Hollywood, how would you handle that repair? I'm selling the car. What's going through your mind?

What kind of strategy are you thinking about when a customer says I'm selling the car? Yeah. So man, the very first thing is, and this is in our concept is, that's why it's so important to PMI the entire vehicle before we present the repair. And fast.

Yeah. Yeah. I need to know if this vehicle is actually, in fact, worth the investment, you know, we're not going to sell repair to a customer if this car is not worth the investment. So I need to do that first.

You know, this is, this is, you know, kicking in a high gear. This is the part I love the most is the objection. That's when the real works. The real sale.

Yeah. Yeah. Yeah. That's the, that's when the drip starts, right?

How to convert that. So that's the very first thing, you know, because I need to be able to figure out a strategy to overcome that. You know, we have our scripts. Yeah.

And we're going to, we're going to use that script, but sometimes there might be some outliers for us and, you know, making sure that that vehicle is definitely worth the investment as one, you know, do they take care of this vehicle? You know, I'm checking Carfax, you know, do they regularly get repaired? Do they not, you know, do they really invest in this vehicle? You know, because I need to find out if they're lying to me or not.

Yeah. You know, that's, you know. Wait, wait, hold on. Customers lie?

Oh, all the time. They lie to your face? Oh, yeah. No.

All the time. No. So you're saying a customer will come in, say, yeah, I'll get that done next oil change, or I'm selling the car. They'll say, I'm selling the car.

And then they come in for an oil change six months later with the same car. And then they tell you they're going to sell the car again. No, you're telling me they lie to you? Oh, sorry.

I'm being dumb. Okay, keep going. And, you know, they do that. You know, they want to be nice to you.

They don't know how to tell you. I don't trust you. Yeah. I don't like you.

Yeah. Your price is too high. See, and that's the huge part, right? You know, I'm selling the car.

I need to identify if they're really selling the car. Right. See, I need to know if that's the truth or not. See, because I have an objection, but is that the real objection I need to overcome?

Yeah. So that's where you start to do the groundwork. You know, look at the Carfax. Do they regularly invest in this vehicle?

You know, what's the condition of the vehicle? How was the shop tour? What was some of the key points in that shop tour when selling the car? You know, and that's a question when presenting the repair is, you know, I'm listening.

I'm listening for, for outliers on the phone call, you know, to, to gauge if they're actually selling that car. So you'll listen to, so if you're tagging and you'll listen to the presentation. Oh yeah. All the time.

Every single time. I mean, there, there, there will be sometimes, I'm going to say most of the time when you're listening to that phone call, you can identify if they're actually lying or not. Yeah. You know, the way they speak to you.

You know, if they're not paying attention, you could tell if they're not paying attention. If they're not paying attention for me, that's a, that's a big thing saying, you know, yeah, they're going somewhere. Okay. So your kind, your brain is kind of doing a triage.

Once it's not a yes, your brain is immediately going into kind of detective mode is what you're saying. And you're actively listening kind of almost in like another dimension. You're not actually just listening to the words they're saying. You're kind of like reading into it.

So one thing we talk about in training is, you know, is it actually the truth? Do they actually are they actually planning on selling the car and replacing it with a new one which we'll get into or is it a shield for the actual objection which is i don't trust you the price is too high you guys always try to sell me something or i don't like you or i just don't have the money or whatever it is so what when you're going into detective triage mode like what are you paying attention what are kind of some indicators that point you in the right direction yeah so like i was saying i mean the the big thing is you know look looking at the carfax history Look at the condition of the vehicle. Look if they've had regular service done. You know, is that vehicle truly worth the investment or not?

If it definitely is, then they're not going to sell the car. And then I'm really listening to, are they actually, you know, engaging in the conversation? You know, there's a lot of points in our script where, you know, we ask, you know, did you see that point in the video? Right.

You know, are they engaged, you know, in that phone call? You can tell just the same way when we're doing shop tours, you know, you can tell if a customer's engaged. So you're saying if they're engaged and they're actually like thinking about it and conversing with you, they might actually think they're selling the car and you have to overcome that versus if they're just blowing you off. Oh, yeah.

Okay. I've never really thought about it like that, but that makes sense. Yeah. And, you know, another thing I like to do is, you know, I like to ask questions.

You know, a lot of us, not us, I would say the industry, they'll get, I'm selling the car and then hang up the phone. See you later. Yeah. No one go.

Hey, they're selling the car. They don't have the money. Hey, they're selling their car, button it up. Yeah, whatever.

But man, just asking the question, you know, What are you going to get? What was the price you had in mind in selling the vehicle? You know, oh, great. You know, we always love to buy loaner vehicles.

We use that for all of our customers. You know, if that's something that, and they'll immediately go into, oh, no, I just, I want to take it to the dealer to see what they'll get. Whatever it is. Yeah, no, it's actually this.

Yeah, okay. Yeah, so that's typically what I do is, you know, I'll start asking questions before I end that phone call. Well, look, I know you're talking about selling the vehicle. Let me talk with my management team, see if this is a loaner vehicle.

I love using that term because that really kind of is not too intrusive to where they feel like, you know, I'm putting pressure on them, but I let them know, hey, you know what, this is a great vehicle. Let me talk with my parts team and my loaner department, see if this is a vehicle that we'd love to buy. This is a great investment for us as well. So I'll get back to you.

Usually they'll say, okay. And then I know. They perk up. Yeah, yeah, yeah.

Yeah, yeah. It's like if it were me and the shop is like saying like, oh, this is like a good car. We should buy this car. It's like well worth investing in and using.

I'd be like, wait a second. It's, but it's my car. Like, you know, like it kind of makes you think a second. Okay.

So you kind of put. Because we talk about this in training all the time. It's like offering to buy a loaner. You don't want to like, like commit to that because, because like, what if they say, oh, will you buy it?

You know? And then now you're committed to maybe spending 7,500. But so you're saying the way you do it is if you can tell, you're not going to get a yes right then you say, let me get with my management team. Let me see if it would be a loaner that we want to purchase.

I'm not going to commit to it. You're not putting yourself in a box. I like that. I like that.

It's like, let me get back to you. And then you kind of judge the reaction based on, on like how basically excited they get to, uh, to, yeah. Okay. Interesting.

So yeah, our script for, uh, if you, if you've never been to training, this is some free game for you, but please come down to Houston. Reminder, all of these podcasts, we should probably start putting ads in here, but we'll, I'll shamelessly plug our own company. We're sponsored by auto shop answers. You know, it's our training program that Todd, Todd Hayes and the amazing team resurrected after all those years.

It's basically the perfected business model. What we like to call it key to key to callbacks. We have it every month in Houston, Texas. You know, we're doing...

About a million dollars a month at our flagship location and 30 to $35 million of revenue in the Houston market, $100 million of total platform revenue across 15 stores. And we just really, really love taking care of customers. We train on the concept every day. We've got four Zoom calls every month, but we have our kind of premier event is Key to Key to Callbacks one weekend a month in Houston, Texas.

Please check us out. It'll change your life. We talk about objections. We talk about everything, but this is some free game objection training script for selling the vehicle.

The key is you basically always want to talk about the replacement value of the vehicle. If Hollywood identifies it's a customer that actually thinks it's a better investment to sell the vehicle and get a new one, to educate them on the replacement value of the vehicle. If a vehicle has got a $4,000 repair, when they sell that vehicle in Houston, Texas, guess what? They're not taking the bus to work more than likely.

They have to replace it with a $50,000 new vehicle or a $30,000 used vehicle. And when you buy a used one, you're still getting somebody else's wear and tear. It's a surprise on what kind of maintenance is going to be due soon, if they've even done the maintenance. And you've got, I mean, think about the math, Hollywood, $50,000, 3%, or excuse me, 6% tax at the counter, three grand, 5K at the counter, 10% down payment.

It depreciates like a rock off the lot, another 10%, 5K. After a year, another 10% depreciation, 5K. You know, it costs $800 a month to drive that thing. That's 10K after a year.

I mean, 12 months in, you've basically paid $20,000 or $30,000. And the good news is the customers generally understand and are programmed that cars are bad investments. Like a new car depreciates. They know it depreciates.

You rarely save any money. Yes, they know it depreciates. And so we basically bank on that. It's like, you are not.

It's not, you know, dealerships have programmed consumers. Like once the value of the car is not, you know, once the cost of repair is more than the value of the car, it's time to trade in. And it's like, what? You have to replace the car.

You have to replace like a new Suburban is like $100,000. And they'll be like, yeah, I'm going to decline this repair. Go sell my car for $18,000 and trade it in and get $100,000 note for five years. And somehow that's a better financial decision.

So always educate on the replacement value. Anyway, I can talk all day about this, but we've got a bunch of other objections. That's probably one of the most common ones. That is.

There are two other kind of super common ones on the three-headed dragon. The next one is the price is too high. So, Hollywood, you want to walk me through what's going through your head when a customer says the price is too high? You know, the price is too high.

That can be, for me, that doesn't mean necessarily the repair is too high. That means what the customer is expecting for the repair. So it's a great question to ask that customer. You know, was there a price that you expected to pay for the repair?

Mm-hmm. Right? Because a brake job to some customers can be $200. Yeah, $200, $300, yeah.

They don't know. You know, and it's our job to educate that customer, you know, on why this brake repair is $599. You know, because that's important because if we're talking, if we present a repair that's $1,000 and the customer says the price is too high, well, what are we comparing that to? Right?

Compared to what? Exactly. Compared to what? you know so basically we have repair pal we have a lot of tools that we that help us with that uh repair pal is is one of the best tools if you don't if you're not using repair pal you should right away get it that's important because you know when i'm talking to a customer the customer says the price too high was was there a price that you had in mind for this brake repair and sometimes they say well you know brakes usually should be about three four hundred dollars and We're at $1,500. Right, right, right.

We're just not in the same ballpark. So that's when we really need to get into explaining... Where that repair cost is. Is it, you know, in quality of parts?

Is it the repair takes more time than it should? Is it electronic braking system? Does that include the brake fluid exchange? Are you going to price just off brake pads?

What are those? So those are things we have to kick it in high gear and start asking those questions. So do you ask a lot of questions? Like, are you spending more time, like, actively listening?

Or are you kind of, like, when they object, are you kind of going into listener mode or are you going into script mode? I'm going to walk you through that. When I get the objection? Yeah.

No, I'm definitely listening. You're listening? I'm definitely listening. I found, you know, Enrilla has scanned like millions of dollars, millions of calls worth of data.

The key ingredient when overcoming objections is actually kind of letting the customer talk and kind of getting that data, letting them feel heard, known, understood, and then coming at them with the script. Because if you just kind of debate a customer, you might not get all the information. Let me give you a perfect example. We had a customer at one of our locations and the quote for the repair was $1,800.

And I think it was motor mounts. And he comes in hot. And I don't think we would have gotten this deal anyway, but either way, he comes in hot and he's like, man, this repair should be, he comes in the waiting room and starts making a scene, you know, at one of our newer locations. This was a customer of the old facility, man, this should be $300.

Well, no, hold on. Let me back up. Let me back up. He says, man, that is a rip off.

That is so much money. There's absolutely no way this repair is supposed to be $1,800, okay? And I kind of spoiled the ending, but our service advisor, he starts basically debating the guy about like, hey, we've got quality repair, you know, quality technicians, quality parts, like we're doing this with a three-year warranty, et cetera. Well, it turns out if he would have asked the question, what do you think the price should be?

He would have found out $300. If we're six times the guy down the street, then I agree. That's going to be a hard repair to sell. But guess what, Hollywood?

Our repair was with the whole system, all of the motor mounts and the transition mount, transmission mount, which is like a lot more of a repair. It's like if I could have gotten that information and then said something along the lines of, oh, that completely makes sense. I totally understand. And if I was buying something and, you know, somebody was giving me an estimate for six times down the guy down the street, I'd be pretty concerned to validate, empathize.

And then I'm going to say, here's likely the difference. We are recommending all three engine mounts and the transmission mount. So there's actually four times as many parts. And the guy down the street is recommending just one, just the one that's failed.

This vehicle has 80,000 miles on it. And when one transmission mount is worn or completely broken in your case, it actually puts a tremendous amount of wear and tear and strain on all of the other mounts. And so we just recommend replacing them all at the same time. You wouldn't get it.

If you had a hole in one of your shoes, you wouldn't get just one new shoe, right? You'd get two new shoes. Absolutely. Just like that.

Oh, yeah. And I guarantee you, if we could have executed that kind of dialogue versus kind of debating the guy and now his blood pressure's going up. he's kind of making a scene in front of a bunch of other customers. I mean, he thinks we're literally six times the guy down the street. It's like, we're not.

I just had to ask the question to get to the bottom of why we're six times the guy down the street. When in reality, we're probably like, he's probably like 14 or 1500 and we're 1800. See, I can sell that. That's only three or $400 for better warranty, higher quality parts and a higher paid technician and, you know, a brand that you can trust versus some guy who's doing it, you know, kind of out of his driveway or whatever.

That is the key is asking questions, open-ended questions, getting data, and then executing on the script, doing what David says, which is triaging. What is the actual objection? Is this the truth or are they lying to me? So anyway, I love that story, but I know for sure that you're an active listener when you're overcoming objections.

And I know also you like to be on offense, right? All the time. When a customer calls in and they're looking for an update, you don't sell them the repair. I do not.

You want to walk me through your thought process on that? Yeah. So for me, you know, I have all the intention of presenting the repair. So if I call this customer, you know, I have my script ready.

I call this customer and guess what? The customer doesn't answer the phone. Well, other things happen. Customers come in, phone starts ringing.

Right. You know, I'm running all over the place. Customer calls back. I'm not prepared.

Now I'm no longer in front of my computer screen. With your script up, yeah. With my script up. And now I got to just kind of shoot it on the fly.

And for me, that's really, really, you know, on defense. And I want to be on offense. Who wants to be on defense? Nobody.

Nobody wants to be on defense. You always want to be on defense. So how do you execute that? Do you just say, hey, I'll call you right back?

Absolutely. You know, if someone else answers the phone, you know, I typically tell them, hey, let them know I'm going to call them right back. And then next five minutes, I'll call them right back. Literally in five minutes.

Yeah, it's almost like it just kicks off the whole conversation with, hey, I'm following up on what I said I would do. You're not updating yourself. You know, it's like it's like kind of like if you're in a restaurant and you wave them down to fill up your water and then they ask you, like, hey, do you want anything else? And it's like, not really versus if they're just on top of it, filling up your water glass.

And then they're like, Hey, do you guys want another drink? It's like, yeah, like absolutely. It's kind of just a small little, so always call them and don't like, don't be caught off guard. I've heard so many calls where people are like, Oh, let me, let me see here.

They're like, how much is the price, you know, for if I take this off and the advisor will be like, Oh, let me uncheck that. And it's like, dude, be prepared. Go on in on offense with your script up guns loaded, mentally prepared for them to say yes and whatever the objections are going to be and be ready. Yeah.

That's kind of how you think about it. Yeah. Almost all the time when you're on the incoming call of that, you don't hear the script because it's not off guard. Correct.

Correct. A hundred percent. They're not with their chat GPT. Awesome.

Awesome. Okay. So as we wrap up here, we don't have too much time left. We've really, man, I thought we would make it through all these objections, but there ain't no way that's going to happen.

So let's go through the last and most important one. Well, we, not most important one, but these are kind of the most important three. I'm going to sell the car. The price is too high.

And then one that everybody's heard for their entire career is I don't have the money right now or I don't have the money at all, which is very different from the price is too high. I don't have the money means what? If you find me the money, I'll get it done. I'm so glad you said that.

If you find me the money, I will get this repair done with you. And there are two types of customers who use this objection. David, do you know what categories I'm talking about? Say that again.

There are two types of customers who use this objection. I don't have the money right now. People that have money and people that don't. That's right.

There are people that have the money and there are people that actually don't have the money. And you have to do the triage and identify the difference. And the easiest way to do that is to offer them financing. Always offer financing, by the way, because customers don't just assume you have it.

They don't, they're not familiar with it unless you tell them. Offer them financing and you can basically pay attention to how engaging the customer is with that. And you can tell right away if somebody's lying. If somebody who's making three or $400,000 a year, you offer them financing and they got a, I don't know, three car garage, four car garage underneath their house.

They've never filled out a synchrony application. They don't know how to do that. But somebody who doesn't have any money right now, they will literally tell you their whole life story. Well, they, and I've experienced this though, man, dude, my dog just died.

I'm getting divorced. She's taking everything. Like I really just, dude, I'm going to get paid in two weeks. Like they will literally just start telling you the truth versus, you know, if, if, if somebody's lying to you, they'll say, I don't have the money and you know, they'll just kind of be flat footed.

You can tell, I mean, you have any thoughts on that? Yeah. So, I mean, great, great point to that. You know, that that's very important.

You know, when you, when they give you that response or they give you that objection, it's like, okay. You know, all, you know, we have definitely different payment options, you know, offering those payment options really, you know, they almost, you know, someone that has the money almost feels disrespected in that regard. Like, no, I don't need that. You know, they'll tell you.

So then you find it's a lie. It's a lie. It's a lie. Yeah.

And then the other one is you're like, like you said, you know, they'll start giving you a life story. And that's really, really the only two things, you know, that you're listening for is, you know, if, if, if you catch them in the lie. Because again, they, they don't know how else not to be nice to you, but tell you, Hey, I don't, I don't have the money right now. You know, I don't, I need payment options, right?

You got, you just got to get it out of them. And this is the one, you know, we can't make money out of thin air, but we can help find the money for people. We do use first, second, and third tier payment options. You know, even some of the ones with really high interest and people after a hundred days and people are like, wow, you're using that financing option.

It's like, well, if we don't get this repair done, you know, this customer towed in their vehicle, like they're not going to make it to work and then they won't have any job. So, or it's safety related. Absolutely. Will I use financing to help a customer out?

And I will educate them for sure on the interest rate to make sure they get it paid off. And man, there are some great tools. I don't have the money. If they really, really don't have the money and they have no credit and it's impossible to find them money.

Obviously you can't just make up money out of thin air, but man, this one. If you do all the legwork for them and you fill out the financing of application with them and you cut down the red tape, generally they don't negotiate on price. They don't. I mean, they, you can tell right away, like, oh, you guys got payment plans.

I've heard that in calls, you know, and it's like, boom, I know it's sold. Like there, he, there's one repair Chaz, you know, he sold to this guy in the Barker Cypress location, shout out Chaz. And, you know, it was like $2,000 repair. And he said, man, can I wait two weeks to get it done?

Which is another objection that we have a script for. And then it turned out, you know, he offered financing and the customer literally just, he goes, oh, I didn't know you had payment plans. And it's like over, it's over. Now all I have to do is just hold this guy's hand through the application and he's going to pay it out over six months.

And always, always use the payment, the monthly payment. $2,000 sounds a whole lot more than, you know, whatever the math on that is, $400 for $400 a month. That's that, that is why they freaking sell new cars based on, I mean, I saw one the other day, it was like $80,000 car. And it said like, you know, 5,000 to its signing and like $648 a month or some crazy load number. And I'm like, I started thinking I don't drive new cars.

It's against our religion as a car repair family to drive new cars, but it's like, man, 650 bucks a month for a Denali. Like that's not too bad. You know, that's how they get you. So you have any final thoughts on financing?

No. Yeah. That's so important that you do all the work. I mean, I hear, I hear a lot of times.

You know, not anymore, but in the industry, you know, they send out that application and man, the customer doesn't know how to fill those things out. Do it with them. Yeah. Do it with them.

You know, take away as much friction as possible and just do that application for them. Absolutely. So as we wrap up here, some of the other objections that you got to come into Houston, I guess, to hear the solution or the script for, I need to talk to my spouse. I'm going to wait on it.

Let's see. We've got your all every. Hey, have you ever heard this one? Every time you come in here, every time I come into y'all's shop, I feel like you guys are trying to sell me something.

I'll just give you guys, this is a free game right now. This is what you say to that customer. You say, Ms. Jones, I totally understand.

And that was never my intention. I just want to start by saying this. I never want to make you feel sold. If that's how I came across, then I must have dropped the ball.

You are never obligated to do any of the work we recommend, but it is my professional obligation to look over your vehicle and let you know what I see. Can I ask you a question? Like what's worse? A quick phone call or presentation about maintenance or safety item today or two weeks from now, two weeks from now, Ms.

Jones, you're broken down on the side of the road or there's oil leaking on your driveway and you're all upset with me and it's something i could have told you about absolutely and they're gonna say oh yeah they're gonna say oh wow i never really thought about it like that okay i love you guys you know maybe it's not that easy but that's the script which i just read off of a piece of paper by the way you need to if you need to have scripts in front of you if you're selling jobs. You say it's not you're not obligated to buy from me but i am it is my professional obligation to let you know you're safe you know and the worst call i can get is two weeks from now and you're broke down, man. And I could have helped you. So that is, I've never, I've never had that not work on a customer free game.

Let's see. I need my car today. That is a really good one. Let's see.

I'm in a hurry. Are there any other ones? Glenn doesn't like this one as much. I like this one.

It's the parts and labor breakdown. You know, when a customer says, man, I'm looking at this part, you guys are trying to charge me $1,100 and I'm seeing the, I'm seeing this part on Amazon for like 80 bucks, you know, like this is a ripoff. We've got a really great script for that. And then And yeah, do you got any more that I'm missing?

I think that's about it. Oh, that's it, yeah. The thing about car repair and sales in general is there's, this is what Todd realized from recording phone calls all those years ago is. There's not that many objections.

You know, it's like, they're very predictable. And our industry is very predictable. Like, they are very predictable. They say the same things every single time.

They don't say some, you know, funky. We actually heard a, shout out Jason Bourne. We heard a new objection that we had never heard before. We asked a customer if he saw the video and he goes, actually, I'm vision impaired.

So I didn't see the video. And it's like, okay, why are you driving a car then? Anyway, but, uh, man, 90%, 95% of the objections are literally like, they're all programmed to say the exact same thing. If you've heard them say, I'm going to sell my car, you're going to hear it a million times.

So why not write a script to perfect it? So anyway, that takes me to my last and final point. My final question for you. I want to ask you about auto shop coaching.

Yeah. So you've been spending a considerable amount of time with the Jax boys. Shout out Jax boys. Shout out Jax boys.

And you've, I think you've been a key, you've influenced them to really, really move the needle on their revenue. So you want to just walk me through what you do with those guys and what your influence has been like with them and how they're doing? No, no, absolutely. Yeah.

Those guys are killing it out there. But, you know, I talked a little bit about this, you know, they came into Key2Key training about two years ago and Dave Murray and his boys. And, you know, we went through the entire concept with them, and they absolutely loved it. What kind of revenue were they doing?

I want to say they were in the $180,000. $180,000, okay. Yeah, about two years ago. That's sick, okay. $200,000. And this is a fairly new store, just like our.

Right, right, right, right. And I believe their all-time record right now is $469,000. $469,000. Five days a week, too. Five days a week.

And you have a huge part in that. You coached a lot. Okay. So walk me through, what are you doing with them?

How are you coaching them? It's kind of more of accountability. It's not just a one-time training thing. You're having calls with them every week, right?

Yeah. So I have two calls with them a week and it's, you know, the concept, you know, it's all parts of the concept, you know, and then kind of go, go through that team's list. And then, you know, we have new guys that come in and we, you know, when a new guy comes in, I kind of just spend time on the anytime because you don't have anything if you don't have the car. That's right.

Harry says that you don't have anything till you have the car. And that's the most important part, the anytime presentation. And I got to get that car over the curb. You know, you got to treat it as it's your first day in business and you do not succeed if you don't get no cars in the door.

So, you know, making sure that every single person there just is an absolute assassin and getting those cars converted to the door. So we spend a lot of time on the anytime presentation, but not only do we spend time, you know, doing phone call training. Also educating them on why is important, you know, on all aspect of the presentation. Why do we say this?

Why do we do this? You know, what are other ways we can utilize this script to convert the customer to coming into through the door? You know, I talked with Glenn, I want to say about a couple months ago about, you know, how do we, how do we use the anytime presentation for a flat tire repair and the customer's waiting on the side of the highway? How do we convert that call?

Guess what, guys? Same way. Yeah, same way. Same way.

And, You know, they were having trouble with that. How do I get that corner over the curve? And I was like, guys, it's the same thing. Yeah.

It's the same script. All you have to do is plug in those words and use the script and it works. And it's really consistency as well. You know, it's so, so important, you know, like anything else, you know, shooting free throws, going to the gym, you know, you're only going to get results if you have consistency.

So I spend a lot of time with those guys. You know, every time you have a phone call, it's consistency. It's you know coaching and training on that script but not just teaching them and role playing with those guys but also you know explaining to them okay this is why we do this this is why we do this yeah yeah this is how this works you know so really that's that's the secret sauce on that man just making sure that you spend the time not only just teaching them but executing with them and then showing and explaining to them why it's important why do why why is it important that we say this. Why is it important to finish with a question to continue control of the conversation?

Have to continue to have control of the conversation. Because if you don't, the customer does, and then you lose. Yeah, that's right. How old are you?

I turn 40 next month. See, why did you answer that question? Because I asked it to you. Yeah, absolutely.

We weren't talking about anything related to that. But I asked you a question and so you answered it. That's how we are. Anyway, man, this has been a sick podcast.

Hollywood, you're the man. You're number one coach in the country. Autoshop coaching. Let's freaking go.

If you want to be coached by Hollywood, man, I think a lot of people could benefit from this. I think you're, I definitely admire your ability to like, I think I'd be a bad coach because I'd be like, why are you not doing it? You know, like, why are you not doing it? You know, I like to get up there and yell and scream and preach about the concept and it'll change your life, execute, let's freaking go, give you the playbook.

But I think you've got a gift of kind of like shepherding these people, you know, like kind of like, like, like that, that ongoing, like telling those stories one-on-one, like, okay, educating them. And so, man, auto shop coaching, it's going to be a really, really great platform. And, you know, I think, I think more people need to be coached by Hollywood. And next part of that is man, you know, wanting to win, you know, I got to a point to where I want other people to win too.

Right. Yeah. Man, it's so much fun when other people are winning. Yeah.

Let's freaking go. Well, anyway, this has been Master Tech to Millionaire presented by Autoshop Answers. I'm Joe Adams. This is Hollywood.

We're both with Adams Automotive. Thank you guys so much for listening. I think that's the pod. Holland?

Boom. Let's go. Let's go, baby. Boom.

Boom.