(rock music) – [Announcer] Welcome to the Service Drive Revolution Podcast, with your host, Chris The Bulldog Collins, and Gary Daniel, The G-Man. (rock music) – Welcome, everybody, to
Service Drive Revolution, the favorite service drive training of the Westminster Dog
Show, NASA, and the CIA. – NASA? – NASA.
– NASA. Alright. On this, we share with
you the latest strategies and techniques for collecting customers and running a healthy service department, and basically everything
that will help you get to the next level of performance from beginners to advanced. How are you doing, G-Man? – I’m doing very well today. – [Chris] We have a guest here, Mario. – Hi, everyone. – Handsome Mario.
– Glad to be here. (laughing) – We brought Mario back. We’re on this podcast. We’re going to talk about
a couple things, Mario. We’re gonna pick your brain. We’re gonna talk about smart goals, service advisor training
or the lack thereof, your system when you were top advisor, controlling chaos, high customer satisfaction, and KPIs. – I’m excited, so let’s get it going. – So Mario’s… We’ll get to your cholesterol in a second. – (laughs) I’m waiting
for the shoe to drop. – [Mario] We’re back to that. – We’ll get to that in
a second, but Mario– – Thought you were safe, huh? – I thought so.
– Mario’s podcast that we have has like a ton of views. – I know, we were just talking about that. Almost 3,000. – He didn’t even know!
– I know. – [Chris] You don’t know
you’re famous, Mario. – [Mario] Nice, I love it. – You’re gonna walk in somewhere and somebody’s gonna go,
can I get your autograph? – Or looking through
me right at you, right? (chuckles) – No.
– Did you see the… The thumbnail for the video? – It’s your picture.
– It’s just a big picture of Mario.
– Yeah, I saw that. That was funny. – Okay, before we get into
all the stuff about… About the service drive and all of that. So we were talking about Kaepernick. Your quarterback, right? Do you call him your quarterback? – We were. You know, I don’t know how
I feel right now about that. – Okay, well, let me tell
you how you should feel. That’s what I’m gonna do, I’m gonna tell you how you should feel. Do you need a pen? I want you to take notes. Because I don’t care where you fall on the point he’s trying to make, that’s irrelevant. It’s irrelevant to the fact that he is the leader of an offense on a team, and during the National
Anthem is your time to not distract the rest of the team and be checking out the other team on the other side of the field and talking about what’s gonna happen and how you’re gonna win. He’s not talking about winning. He’s drawing all the
attention to himself, right? – You’re absolutely right.
– His point might be 100% legit, which I agree with it. Yeah, things aren’t right
and we need to fix ’em, but he seemed to be a backup quarterback in the Canadian Football League. And the 49ers are not gonna win this year. – It’s like we were talking earlier, you said.
– Go ahead. – [Mario] You ended up saying, “It tells you where he’s focused.” and you’re absolutely right. I agree with what he’s standing for or sitting there, lack of, right? But he’s not focused on
what we’re paying him to do: go out there and win.
– Yeah. They’re separate things. – [Mario] Definitely. – You’re the leader, it’s you. It’s not like he’s the backup tight end. He’s the quarterback. You set the tone, you set the mindset. You gotta be standing
there with your guys, like, we’re gonna kill
those guys in a minute. – Absolutely, you can imagine
– We want the ball first! – [Mario] the morale in
that locker room, right? Just probably nothing going on, everybody’s just ready to change, go home, and go kiss their
wife and kids goodnight. – I mean, that’s just poor leadership. – I’m not getting a San
Francisco 49ers tattoo, bro. I’m just telling you right now. (Mario laughing) Not this season. – You want to lead a team, you cannot put yourself first. I get it, he’s got principles and he wants to make a stand or a sit, as you put it, Mario. But I mean, come on, please. He is the leader of that football team. He needs to act like a leader and set his personal feelings aside and go out there and march that team down the field to victory. That’s what he needs to do. – If Jason Garrett was
the coach of the 9ers, he wouldn’t allow that for a second. – No, and he shouldn’t. – (laughs) He’s surprised I remembered the name of the coach. – You ask me every podcast.
– The quarterback. – [Gary] I can’t even remember it. – [Mario] Let’s get back to Gary’s health. – How many Super Bowls
did Jason Garrett win as a quarterback? None. – No, he’s got a couple rings ’cause he sat on the bench– – The water boy.
– when Aikman won. – [Mario] Gatorade! H20. – Okay, so I’d love to make
jokes about your cholesterol, but… You got your blood tests today. – Yep. – And you were an angel, like you’ve been popping niacin. It was funny when you left the room today, Lucas and everybody was like, what’s wrong with Gary? He looks like a mess! (Gary laughs) ‘Cause he’s taking niacin. He’s flushed red, he’s spotty. – Oh, I have a story about that. I was out in New York and I was with Ben and he was trying some niacin, and I was telling him, “I feel a little off,” whatever, and he goes, “You gotta try this.” “What is it?” He goes, “Niacin. “It absorbs…” I forgot the detail, what he told me, it opens up your pores. You know, you flush out your system. And I’m like, “Sure.” Never knew nothing about it, and I’m taking it right before bedtime. Biggest mistake of my life. I sweated the whole night, I couldn’t sleep, I’m tossing and turning, my pores are open, and I’m just sweating, thinking, why am I thinking about Ben right now? Because I hate him right now! He gave me this thing! But yeah, once you take it and you get used to it, you can see the improvement. You can actually feel
your body feel better. – Well, it makes a huge
difference in your cholesterol, ’cause it eats the bad ones. And it fixes depression
and a lot of things, not that we’re depressed, but it’ll make you happier. But what’s funny is… Ben and I used to go
to a different doctor, and when we started going to Dr. Lau, he doesn’t prescribe niacin because he said, “Got a client? “Go to the ER!” – Oh, ’cause he turned red? – He took it and he went to the ER. So he’s scared of it, but no. – [Mario] I felt like that, heart pumping. – The benefits of niacin are great. And we’re not, by the
way, everybody listening, we’re not doctors. Please consult your doctor. – So I took a niacin and we were in the room on a call with a client, and I popped it right before I got on the phone with him, and it closed up my sinuses. I couldn’t breathe. And so through the call, I’m
getting more and more nasally. He’s like, “Are you okay?” “I don’t know!”
– I thought you were gonna say you were on video. – [Gary] No. (laughs) – Okay, so here’s the thing. I have a theory, Mario, about his cholesterol, and we’re gonna see. Because I’m not joking,
he wouldn’t drink with me. He wouldn’t drink, he
wouldn’t smoke cigars, he was eating chicken breast and lettuce basically for the last week and popping niacin. Like, everything that you need to do to have great cholesterol. But I bet, I bet there’s a great chance that he comes back with bad cholesterol. Because he’s the reverse. – [Mario] He would! – I’ve been saying it’s
milkshakes and cheeseburgers. I think that NASA or
somebody should study you. You’re the anomaly that they could cure cancer with whatever’s going on in his system because it’s the opposite
of everybody else. – I will say when I came off the road and I was at my worst, probably, health that I had been in almost
my entire life, I would say. I was the heaviest. I was eating cheeseburgers
and french fries every meal. – You had Thousand Island
dripping down your arm. – Oh my God. And so I come off the road
and they get my blood tested and it was 220. No, it might have been 210. – [Chris] But it wasn’t terrible. – No, it wasn’t terrible. Now that I’ve been working
out every day for months and eating better, it’s 226.
– Bro, you’re gonna be 300. You’re gonna be 300 with all
the good stuff you’re doing. – I’m telling you. I would think.
– You’re exactly the opposite. It’s gonna be hilarious. – It’s a fun experiment, though. I don’t know, it’s just– – I still love it that on this podcast nobody says, hey, that
tip you gave about CSI, that really… They’re like, is Gary gonna die? – How’s Gary’s cholesterol? – So we had a phone call with a group of shop owners and they got on the call and so we were just introducing ourselves. So we did a round of introductions. They told us where they were
from and what they had done. And I was telling ’em my
background and what I had done and who I was, and then the guy goes, “Hold on, hold on! “Wait one minute, I got one question.” I go, “Sure, what is it?” And he goes, “How’s the cholesterol?” (laughter) – Just out of the blue.
– Terrible, that’s how. Did you say terrible? – I just said it’s bad.
– I’m gonna die. Hurry up, we need to hurry up this call. I might die.
– At least we know there’s people out there
caring about your health, Gary. ‘Cause we know you ain’t caring about it. – Well, or entertained by it. One of the two. (Gary laughs) Oh yeah, and we won’t even go into Romo. He’s out for 10 weeks. I feel bad about that, actually. – It’s good for the Cowboys. – No. I wanted Romo to have a good season. I don’t like the Cowboys, but… – He just can’t stay healthy. He just can’t do it. It just seems like everybody thinks, this is gonna be his year! And he’s too fragile. – [Mario] Yep. – Okay, go ahead, G-Man. Take over. Quiz our boy here, Mario. – Uh-oh. I’m on it. – I just wanted to mention
a couple things about Mario. Number one is, Mario, and you and I were talking
earlier about this, is that you worked for Longo Toyota for how many… How long did you work there? – About seven and a half, eight years. – [Chris] So eight years, and so– – Did you start in it as an advisor? – No, I started as a porter. – [Chris] Nice. – Pulling cars, taking people home.
– Worked his way up. – [Gary] Yeah, so like most of us in the car business, started out in a relatively low position, worked your way up into a position of prominence. But those of you who are listening outside of the state of California, Longo Toyota has the distinction for being the largest
Toyota store in the world. You were telling me a stat
earlier, and I forget, but how many cars were
they selling a month? – Gary, back in the days, about 10 years ago when I was there, our goal on May was 2,500
new cars, new units. And that’s 10 years ago, so I can only assume now they’re probably at 3,500, 4,000 units a month. – That’s not the most
interesting thing about Longo. They have their own jail. – They have a jail? They have a jail? – I don’t know. They have a gym now. They’ve expanded, but
they do have a subway, a Starbucks, they have a Verizon, the whole cellular– – No, a jail. – (laugh) A jail. They got the El Monte PD. – That’s what Nina used to say, that they have a jail. – No, they didn’t really have a jail. We called it Penske College. We would go down there for training and some people would call it the jail. – Oh, they had a jail. – But I loved it. I mean, if you were out
there trying to learn and get the edge, that’s where to be at it, and they had it down.
– It’s the big leagues. And they know how to
take care of customers. – Oh yeah, they did. CSI was number one for them, and that’s what we worked on. That’s something we’ll talk about today. – That’s why they sell so many cars, is ’cause they know how
to take care of customers. The customer’s never wrong. – Never. – You do not win by winning with a customer. – We’ve talked about this
several times on the podcast. It just doesn’t pay to try to be right, and I think Mario, you
said it on the last one– – You wanna be right or you wanna be rich? – Exactly right, and I think having customers and a rich uncle, like Chris
talks about in the book, is… You’ve got to treat ’em right, and you gotta take care of ’em. They gotta trust and count on the fact that they can come back and
you’re gonna do the right thing, regardless of how much it hurts. Regardless of how much pain it is. Which is what I put our
internet guys through today, was lots of pain because– – Oh, those jackasses. (Gary laughing) So, Gary. Gary advised, have you
heard this story, Mario? – [Mario] No, I haven’t. – Okay, so when we have a
problem here with the Wi-Fi at this place, it doesn’t work. And it worked okay. It was okay, it wasn’t great. I think we talked about getting a T1? – [Gary] Yeah. – ‘Cause we do when we do the webcasts, we don’t want any interruption. So I forget what happened. Anyways, we spent $6,000 on equipment and it doesn’t work! Like, for months the
internet just goes out. And they say it’s our fault, and then they come out and then it’s like this whole ordeal. And so last time, they said we were crazy. And I don’t know, there was
a computer that sat in there for like a day that you could see it like… And you could see every once in a while it would say that it shut down. So then they came back and they’re like, oh yeah, the head. The head is wrong. And I’m looking at this
thing and I’m like, you know what? I’m gonna Google this. ‘Cause Google’s amazing
in these scenarios. So I Googled the equipment. And all these reviews
come up that are like, it’s garbage. – [Mario] It’s the system. – No, the equipment is garbage. And it says it can’t outperform
the Apple one we had before. So today these guys are here, right? I mean, we’re kind of at the end with these guys. – Yeah, we’re getting there. – No, we’re there. – [Mario] Dun dun dun! – We’re at the end. Trust me, we’re at the end. So I walked up to them. I’m funny with this kind of stuff, but I walked up to them and I said, “Hey, have you guys read the
reviews on this equipment?” And they go into this whole thing: well, we got clients, and they have over 100 users on it, and blah, blah, blah. And they go through their whole thing… “But have you read the
reviews on this equipment?” And they’re like, yeah. We’re not gonna get a refund, either. We own that. – No, we’re getting a refund.
– But we’re gonna get somebody who knows what to do. – We’re getting a refund. – Sounds like extended warranty, man. They make people jump
through loops and holes. – See, and that’s the thing with Longo. It’s not the equipment. The equipment could be figured out. It’s their mindset of,
it’s always our fault. They always come in
here and it’s our fault. And that’s the same thing. Advisors do that all
day long with customers. It’s like, prove it to me. – Right, right. – And you’re like, I don’t
know anything about cars. I just know that this happens. – Yeah, and that’s a thing that made me think about that and them and why I mentioned it, is because I had techs like that a lot when I was working at the store, and they just want to be right, and they want to blame the customer. And it just doesn’t pay. They ask all these crazy questions, like, do you know what gear the car was in when it was making that noise? Or, do you know if there
was any shift point? They don’t know. They’re like, I don’t know. I was driving on 680, I have no idea what happened. And that’s what these
guys were doing to me. And I said, “Look, guys.” I go, “I’m not an internet expert. “I don’t know how to fix the internet. “I don’t know how to do
network of a building.” I go, “That’s what you guys do. “So I’ll tell you as much as I know, “but at the end of the day, “I paid you to fix it, fix it.” – You’ve been out here seven times. Right? This was seven today. And it’s the same guy. He had backup today, but that didn’t look
like that was promising. – There was actually two
ways to fix that back, when you’re dealing with
certain things like that, right? So as an advisor, one of
the ways you would do it is you frame the customer. You explain to them, I’m gonna ask you a
serious amount of questions to get the better understanding of what’s going on with your car. So you tell them you’re gonna ask them a bunch of questions, and then they’ll know why. ‘Cause if you just start
asking, not knowing why, you’re gonna get the same
answer you gave them. The other way I would do it is either I call my team
leader, my foreman, up, and I said, “I’m gonna put
you on a test drive with them “so you can try to
duplicate the same sound, “and we’re on the same page together.” That way I don’t just
write it up for nothing, the technician’s chasing a sound that we don’t really know
where it’s coming from. So those are two ways
that I would handle that back when I was writing at Longo. – Yeah, what I used to tell customers, and this is good. What I would tell them was, you know, there’s this weird thing that anywhere within two
miles of this dealership, problems don’t happen. (Gary laughs) It’s a mysterious thing,
nobody’s figured it out. They’re working on it, but
nobody’s figured it out. So within two miles it
just doesn’t happen here. So I’m gonna need you to go
for a ride with the technician and get two miles out. Because right? The technician gets it. And even if you had a
couple hours of diagnosis, there’s something about the
customer being in the car. And a lot of times a customer
would come back and go, “It didn’t happen.” And even then I would tell them, “Hey, it’s happening,
so let’s figure it out. “Pay attention to if it’s
cold going over a bridge. “Let’s narrow it down.” But I would tell the customer, “You gotta be an investigator.” It’s CSI Seattle. You gotta figure it out. And then they’re on your cause, and you’re on their cause with them. You’re not making them feel dumb. I would see the other advisors next to me, and they would be like… (scoffs) Yeah, sure, you know. And it’s like, people
don’t make this stuff up. The last thing they want to do is come in here and waste their time. – [Mario] Absolutely. – But you were talking about that earlier, and you were like, “We don’t
want to torture these guys. “That’s not the goal.”
– Now I want to torture them. – [Chris] Well, we do now, obviously, but that’s not the goal starting out. We just want to have
– $6,000 – internet that works.
– Worth of torture. – [Chris] Yeah, and that’s
the thing with customers when they come in. We’re not here to torture them. We need to believe them first, I think. – We’re here to help ’em. We’re just here to service their car. – They’re not making it up. They didn’t get in their car and drive all the way over there because they made something up
and they want to lie to you. – Maybe at Longo. They used to have hot dogs and balloons and everything on Saturdays. It was like a circus there. – They’re there to check out the prison? Alright, alright. I digress. Let’s go back to you, Mario. We got sidetracked by the internet. I hit a sore spot for Chris with the internet thing. I see he’s a little upset about that. Okay, so let’s talk about… We’re talking about Longo, biggest Toyota store in the world. How many advisors did… How many advisors were you working with? How many worked there? – We’re about 24, 25 advisors with about three for an express lube. – So were all those guys there? On any given day, there
was 25 guys on the floor? – We were open from seven to nine. That was back in the days. I believe now their new
hours are seven to seven. But back then it was seven to nine, and so we had to cover all the hours. So we needed all mans on deck. – Wow. So how do you compete
in a field like that? What was your process? One thing I know about
great service advisors, and we’ve seen this every time
we’ve gone into a dealership to help a service department, is they always have a system. Sometimes they don’t even
know they have a system, but there’s a system in place. And they seem to be doing
the same things methodically. And those are the guys
that are the survivors, the ones that are doing the best. And then the other guys are
just letting the wave come in and crash over them and destroy them. So tell me about you and managing that field
of advisors, 25 advisors. – Well, just to give you a little rundown, I started as an express writer. I was one of three people
that got put in that position when we just opened an express lane. I was there for about a year
before I actually moved over. So I took a lot of that opportunity as I was just writing oil changes to really get to know the other advisors and really get to know
how they’re doing the job and what’s hard about the job. One of the things that I remember asking one of the writers, I go, “Man, every time somebody “gets on an extended warranty call, “they just see their demeanor just, “and slouch and just look over.” And I go, “Why?” He goes, “You know, it’s just
a headache getting through it, “but you have to do it.” And I go, “It seems very difficult. “I’ll tell you what. “What if you teach me how to do this, “and that opens you up for an opportunity “to get a car? “How’s that?” So I would wait on the
phone for 30, 40 minutes while they just have you on a wait call, and then this guy would say,
“Hey, they’re on the phone.” He’d dismiss himself or be around me and kinda coach me on how to get that extra diag hour, and additional time for the technician. So naturally I realized, man, people do want to help you out here. So you have to go out
there and kind of find it. So one of the trades that I found that worked for me is, I would go ask an advisor
how he sold a certain item, and then I would go around the whole group and kinda ask them the same question. And surprisingly, there was a lot of them that would have a similar system, but they did it through their own way. But the biggest one that we were talking about earlier, Gary, was the confidence. I remember this one guy, he says… Matt was his name. He goes, “Man, I gotta tell you something. “You gotta be confident
in everything you do. “Even if you’re wrong, “you have a better chance of selling.” And that’s what he told me, so I naturally knew. When I’m talking, I gotta feel confident. So I was never coming back from the technical sound of the industry, so I always asked the technicians, “Hey, what happens if this breaks? “How long can I go without it?” And that’s what I learned
when I talked to my customers. When I did the walk-around, I got to know how tech-savvy they were and how important things were to them. So I would gauge my
questions to the technician as I was the customer asking him. So when I got on the phone, naturally I hit all of
them out of the ballpark because I knew and I was prepped and I was confident in presenting
the information I found. – It’s funny that you sell
more when you know less. – [Mario] Yeah, right? – Yeah, I had a salesman tell me that. “It doesn’t pay to be smart.” – No, it’s hard for technicians. You did it, but it’s hard for a technician to go from the shop to writing service. ‘Cause you wanna fix everything. – And you wanna diagnose it right there. – [Chris] You’re God. – Yeah.
– You know. – [Gary] And you’re guessing. – You can just look at
it and go, oh, it’s this. And you just cut out the whole thing. – Yeah, that was really difficult for me, but I got burned really bad
the first time I did it, so I learned my lesson the hard way. ‘Cause I guessed wrong and
it came back and burnt me. So I realized, man. And I talked to a sales
guy that worked for us, a guy I used to sit with quite a bit and give me advice and he said, “It just
doesn’t pay to be smart.” You gotta let things unfold naturally, and if you jump to the end, and you’re wrong, then you violate trust. – Yep. – Then you lose the
relationship with the customer. – And it’s hard ’cause your intentions
are to do the right thing. – Not to mention your
technicians, right, too? You’re jumping to their authority and their knowledge and their skill. – Yeah, they’re like,
what are we here for, if you’re gonna fix the car, smart guy? So you were talking about confidence. And one thing I know about you, Mario, and we’ve worked together quite a bit, is that you’re always… I mean, I was a client. You used to come out to my store, and we loved having you there, ’cause we’d just get
all this rush of energy and you’re always upbeat and fun. And so working in a drive like that, with 25 advisors, I mean, how many cars a day? Like, 300 cars a day? – At minimum, yeah. I mean, we had 25 writers ’cause everybody was
doing anywhere between 30 to 40 to 50 cars a day. – Hold on, hold on, hold on. Stop right there. Hold on. – Well, 25 advisors. Not all of them are doing that. – You would write up 30 cars a day? – Well, if I wrote 30, they would make the joke, and the joke was, “Oh Mario, are you part-timing today?” when I was at 30. So naturally you gotta
get over the 40 hump. – Man, that’s a long, long day. – Oh, yeah.
– Oh, God. – [Mario] But it was fine. It kept it going, you never knew what to expect. From one customer to another, it was a whole different story, and it was exciting just to help them and fix their car and their needs. – We do not have one story
where we let that happen. – No.
– There’s no way. – No way.
– Well yeah, now we know. I’ve learned a lot with joining the Chris
Collins team and whatnot, and yeah, we’re doing
things way different now than how I did it back then. And it makes sense. – We can help Longo. – [Mario] Oh yeah, we can. – Yeah, for sure. They need 50 advisors. (laughs) – Confidence. – So, confidence. Sorry, we got derailed. So confidence, and then
so how do you stay up in that environment? Those customers coming at you, you’re writing that many tickets. How do you maintain that? What’s your mindset? – Well naturally, I’ve always
been a positive thinker. I don’t allow much negativity because there’s no room to
allow that type of mindset. So I’ve always been a
half-full type of guy, right? Cup half-full. So I was naturally always
hyper ’cause I love life. And then you’re helping people and you’re just constantly working. I loved what I did, and I naturally was always excited to meet the next customer, and I didn’t let one customer say no, and say, oh, that’s it. No one’s buying off of me. I’d stay positive. I said, “Okay, great, no problem. “We’ll get it through the shop. “I’ll give you a health report, “and I’ll let you know what
the technician’s findings are.” And then I’d move on to the next one. There was always a next car going there, so we always had something to do, so I think naturally it just helped me just kind of go to the next one. Just like a quarterback, right? You don’t get caught up in that one play, you move on to the next. – Yeah, you gotta have
a short memory, right? – [Mario] Exactly. – I felt bad for Mario at the event. – Why?
– ‘Cause I was pouring sweat? – He has a reputation, like… I felt that Saturday night
when we were at the bar. It’s hard being Mario. – [Mario] Uh-oh. (laughs) – ‘Cause everybody expects him
to be the life of the party. I’m so glad nobody expects that of me. – Do shots with me, Mario! – Let’s go! – Mario! Like, you know. All of a sudden Mario’s in jail. – My trick is I talk to the bartender and I tell him, “Give me water “and make it look like–”
– You do that? – [Mario] You have to do it. You gotta entertain the team.
– I can’t do that. I’ve heard of that, but I can’t do that. I just would tell people I’m done. Like, I just left, right? – Right. – I mean, I gotta speak the next day. I’m leaving, I’m sorry. – That’s it.
– Doesn’t mean I don’t care. But I’m human. But you’re superhuman. I felt bad for you. – Yeah, for sure. (Mario chuckles) The pressure’s on. – You did a good job, though. – Thank you. It was fun. – So the other thing we were
talking about was goals, and we’ve been talking a lot
about goals here in the office and I was thinking about advisors and the guys that we see out in the field when we go out to fix the store. And we were just discussing the system. They all have a system. But the other thing I noticed is that they all have goals. And even though, again, they might not think they do, and you and I were just
talking through that a little bit ago… So tell me what you
were telling me earlier about your goals and how
you guys in your team kind of define what the
minimum standard was and how you policed each other? – Well naturally, we were
broken up into three groups, and we had a group of technicians, and we would mandate them. We all had our own logbooks, and we had a master logbook. So naturally, you can
kinda see how many cars people were writing, and then we would have a
tracking sheet in our lunchroom to see exactly where we’re at. So we would always go
in there in the morning, we’ll come out and we’ll poke each other and say, man, you’re really slacking us. You’re hurting us. I’m holding you. We’d make jokes back and forth. So at the time I didn’t
think of it as goals, as we were discussing earlier today. I go, you know, I guess
we did have a goal, but nothing was written down. I see the power in writing it down and constantly talking about it, and I can just look back and go, I would have been three times better! (Gary laughs) But yeah, we naturally policed ourselves. We kind of pushed each other and made sure that no one was slacking off, and at the end of the day, Gary, the biggest thing that pushed me was I had to feed my techs. I knew they had a
family, they had a house, they had car payments. I couldn’t just sit down where there’s cars here. I gotta go write up another car, generate some work, and feed my techs, keep ’em happy. Because we know when you
guys ain’t having to work, you guys start talking and
then just start kinda… Bad type of feelings get around because you guys ain’t working. – Oh, you got Mario’s ARO? (groans) – Right, right. Well, they love my AROs. – He can’t sell anything. Alright, man. That’s it. That’s all I got. Unless you want to share
some pearls of wisdom? – KPIs. What’s KPIs? – Oh, the KPIs. So we were talking about that, too. And so I was asking you about
what you guys were measuring and how you measure each other, so tell me a little bit about what you were
telling me earlier, again, about how you guys measured
each other, measured success. So there was a number,
remember we were saying? – Right, well naturally, we
would never want to be under 30, and we would only measure labor, so as a team, these other guys were a little stronger, so that’s why they would put us together and kind of build each other up. So their guys were a little higher, but as a team, we were
trying to push for 150, and that’s what would create our paycheck. And naturally, we didn’t
police each other. When people ain’t looking at you, naturally you just start slacking off and getting comfortable and making your day-to-day
as easy as possible. But not with my team. My team was constantly pushing and poking and just kept you on your toes to go out there and do better and just be the best way you can be. One of the things that
I was telling you is, one of the biggest things
that we do in our program is connecting with the
customers, petting that dog. That’s one of the biggest fundamentals, where we impact the experience that we’re providing for the customer. So, like I was telling you, I naturally did that back in the days when I did a walk-around. I had the customer come around. Not so much follow me, and I didn’t have that understanding of what I’m creating of control, but I would build rapport. And I think that’s what
got me a lot of sales. People would love me and look at me as a, this guy’s fun, and he’s not really trying
to sell me something, until we got to my computer. And then it was over, right? But then when I joined Chris Collins, he explained to me the process of systems, and I was in love, because it was pretty much
similar to what I did, but it was more of, this
is why we’re doing it, this is what you’re creating
by doing it this way, and it was the rapport-building,
the control aspect, just the whole experience
with the customer. And I love it because I believe it. – Weren’t you telling me,
too, that you guys were… The biggest measurement for Longo was CSI? – Oh yeah, I mean, CSI is what they go by. CSI, I believe national was about 92. I was always about two
or three marks up there. And CSI will make or break you. The minute you’re under minimum, they put you on a prescription, which is like a probation period, and you have three months to increase that back to over national, or you’re done. That’s it. It didn’t matter how
great your numbers were, you were done. No excuses. – I guess the point I was trying to make was that you had measurements, you had key performance
indicators you went after. You guys had to be above
30,000 in customer paid labor, and you had to have your CSI at least two points above national. And that’s, again, going
back to what I was saying, when you see the best
advisors in the country and you go and you visit them, they have those standards. They’re not all the same. Not everybody’s looking
at hours per order or ELR, but there are key performance indicators that they measure themselves by, and instinctively they just do it. They hold each other accountable, and they go out and they get it done. – Yeah, top performers, you put a measuring
stick in front of them, they’re gonna get to the highest point. Just naturally, right? – Right.
– They want to perform, they see the stick, and I go, I’m gonna get past that. – Good job, Mario. Thank you.
– Thank you guys. – [Chris] Everybody listening, if you have a service drive, we’re here to help you. We have the best training
and coaching groups that is out there, and we’re also good-looking. But we can help you increase your CSI,
retention, and profitability. – We’re in relatively poor health, but we’ll help you.
– Give us a call. – And have fun.
– Hurry before Gary’s gone. – [Mario] Don’t forget the fun, guys. – Get in while Gary’s still around. Thanks, everybody. – Cheers. (rock music)