Funny aftermarket: While quitting the garage as an installation tool, shouting

The future must be an era of cooperation and integration, and the possibility of being singled out is very high. Looking at the previous hotel accommodation industry, ten years ago, the individual store has disappeared. As a repair shop, in the face of so many "platforms", how to distinguish the authenticity?

While shouting for empowerment, a new economy, and an innovative platform, it has allowed repair shops to fall into installation tools. This may be the most funnier show in the post-market today.

The future must be an era of cooperation and integration, and the possibility of being singled out is very high. Looking at the previous hotel accommodation industry, ten years ago, the individual store has disappeared. As a repair shop, in the face of so many "platforms", how to distinguish the authenticity?

It's all juggling to fix the repair shop as an installation tool.

Undeniably, the current pricing of the repair shop is confusing. From the front, the price of a repair category consists of parts + hours. But because of the lack of standards, everyone's quotes are confusing. Under market competition, the asymmetric "slaughter" offer is now theoretically low.

Under this premise, regardless of the final quoting method, we can acquiesce that the current repair shop's quotation is a reasonable range (especially a good repair shop and repair shop for standardized operation). Under this premise, it is stupid to try to break the profitability of repair shops.

The talk here is about breaking, not against standardization. The goal is to make the store earn money. Therefore, the so-called B2C e-commerce model will increase the gross margin of spare parts to 0, and it will inevitably fail to use the mode that only a small amount of man-hours will be spent to allow stores to provide services.

To an east example, conventional maintenance, allowing users to buy three filters on the platform to guide the installation to the nearest store, an East to the store settlement fee of 30 yuan. We calculate the accounts, let a shop rely on 30 yuan per bill to pay for storefront rental, staff salaries, marketing expenses and all other storefront costs. This is simply impossible. Will inevitably cause the store's resistance.

When this happens, we will find that the store's attitude is love and hate. Love, after all, is a costless diversion; hate, Lao Zi raises shop, raises the person to be worth 30? Therefore, it is often found that the store will desperately smash the platform, saying that the use of fake oil, not responsible for after-sales and other reasons, so that users return or the next time directly around the platform to find the store. Regardless of that result, it does not constitute a long-term and stable cooperative relationship between the store and the platform.

The basis for long-term stable cooperation between platforms and stores: The bottom line should also allow the store to earn more money, and the store does not feel that the platform is scratching the ground.

The principle behind this is that the profit structure of the store determines that the repair business is always the hard money earned at the store. This money is based on the industry average profit level, which is the boss's personal salary. Therefore, it is undesirable to rely on the pattern of squeezing out the cost structure of storefronts as a result of smashing rice bowls.

The purpose of the repair shop is to improve performance, not to increase passenger flow

There is a premise here that the store I am referring to is a store that has hope and belongs to the top 30% of the local area. If it is the "late stage of cancer" that has been in operation, the stores to be eliminated are not included in this list.

Excellent stores that operate for more than two years do not lack external traffic. Because the auto repair shop is the economic effect of the surrounding three kilometers, if a store has been operating for more than two years, the basic surrounding owners will know the existence of this. That is, the problem of "knowing" does not exist, and more is the operation of the store.

If some of the store operations are difficult or the profits are not satisfactory, it is definitely not a problem with the new passenger flow, but it is not enough for the users! For a 500-store shop, the number of stable users is 2,000, and historical users are 5,000 average data. If we consider the issue of management, we should analyze whether 5,000 historical users should leave or not. They should not go away.

For example, look at a few indicators:

Stabilize the user's car structure is low? Didn't complete effective user screening?

How is the customer's repurchase rate? An average of about three car repairs a year, whether it is up to standard, or some of the categories went to other homes?

Bicycle repair time? Is it higher than the industry average? Repair efficiency is too low.

What is the gross margin? Is it not reasonable to quote?

Is the accessory cost too high?

Detailed dismantling went down to 300+ items of refined operating data for one store. Similar store-like integrated CT, symptomatic improvement is the right way. No single formula is a panacea, and storefront upgrades must be personalized.

Taking the "car-raising" project as an example, after the franchise stores were joined, according to the pricing system of the platform, there was indeed a drainage effect in the short term. However, it was later found that a large number of low-end vehicles influx, but their own stable users, Ben Maao, etc. because of the decline in service quality and fled. Finally enter the vicious circle. This is the destructive effect of typical drainage patterns on the structure of the original storefront business.

Another case, another platform, to help the store as a member program (pre-sale card) as a diversion method. After the introduction of the membership plan in the store, the rapid sale of cards actually brought a lot of cash flow to the storefront. However, the gross profit of bundled packages has decreased a lot. These users are inherently stable users of their own. Expenditure consumption will be consumed in the store, but the overall gross profit margin will be lowered due to the pre-sale model. After half a year, the overdraft effect appeared, and the gross profit of the store fell. This is like eating aphrodisiac by aphrodisiac, and finally the store will be confused.

Therefore, to choose a platform for cooperation to identify clearly, wear white clothes may not always be fairies, it may be impermanent.

Has your non-maintenance job increased or decreased?

As a relatively good repair shop, the current dividend is that there will be a group of truly empowering companies. If other resolutions are not well done, there may be a way to analyze whether the profitability of the store through cooperation with the platform is really growing and it is growing steadily. The corresponding judgment criterion is whether the non-repair work in the store is reduced under the premise of maintaining the gross profit.

The truly empowering platform, its empowerment work is to make every effort to upgrade the platform's repair business, and the non-repair business is reduced. Because from a reasonable industry-shared division of labor, services are good C-side things, non-stores are none other than. The true empowerment platform will do everything it takes to help the store reduce its non-repairing business.

What is the non-repair business? There is no uniform standard because the diversification of business needs at the storefront determines that the urgency and order of alternatives for each store in non-repairing businesses are different. Some are procurement work, some are insurance related work, some may be personnel recruitment and training, some are activities and product combing, and so on.

To sum up to one, it is the ability to empower the storefront with the ability to operate the large chain stores. The industry is generally lacking, as a systematic chain operation capability. Yes, past fragmentation of the industry has determined that the industry has never had pork to eat, and pigs have never seen it before.

Therefore, the first step toward empowerment must be to allow auto repair shops to have the capabilities of large chains, while the “microeconomics” of small stores are more likely to be stronger and more aggressive because of their own. This is the most efficient mode of division of labor under the industry sharing model.