Issue link: https://read.dmtmag.com/i/306360
May 2014 | Boating Industry | 17 [ KING of PROFITS ] www.BoatingIndustry.com done, do you want it done, yes or no?" Woodard's suggested service form (above) goes out to all storage customers at the end of summer, and includes whatever manufacture maintenance items are suggested. Presented as a checklist, customers can circle "yes" or "no" on a variety of suggested items, including upholstery and canvas that add additional service business during the in-season months. With 300 boats in storage, preventative maintenance and focusing on warranty repairs is enough to maintain service revenue throughout the winter and ensure the company can keep its highly-trained tech staff throughout the season. "We're trying to prevent something from breaking during the summer when they want to use the boat," Woodard-Splatt said. "We pay our technicians year round, we're open year round, so if we didn't have that we wouldn't be able to do that." Other profi t-generating tactics employed by the small-town shop include menu pricing that simplifi es the process for customers, with an additional 5 percent built in to all menu jobs to allow minor additional repairs to be completed by techs without an additional charge, and to en- sure the company comes in under budget with every work order. Woodard pays close attention to tech ef- fi ciency numbers, which enables a pay plan that achieves two goals: rewarding speedy work while discouraging returns with a bonus program that is reduced whenever a repair is returned to the shop. The company's recent "Talk to the Techs" booth at its boat shows puts its technicians front and center with customers to answer basic ques- tions, which Woodard-Splatt says has built trust and also displays the fruits of its highly trained service staff to the public. Processes, procedures & practice Located halfway between Portland and Bangor, Maine, GM and owner Rob Brown has dra- matically grown Clark Marine's business since purchasing it in 1997 by focusing on service, the so-called backbone of the company. "Last year we worked on just over 2,000 boats and we created 2,700 work orders — that's our focus," Brown said. "We're a service-based com- pany and we never forget that. Service drives our sales [and] our repeat buyers." For Brown, the pillars of his success are edu- cation, strictly adhering to its established pro- cesses and procedures, and practice — which at Clark means focusing on the staff's execution by setting daily, weekly and monthly goals rather than simply completing the work and seeing how the fi nancials add up. Clark Marine stores 500 boats every winter, with 350 to 400 receiving winterization service. The service team creates condition reports for its customers that focus on any required canvas work or appearance issues that are suggested on a proactive basis. Staff follows up on every sug- gested repair, using discounted parts and labor to keep the team busy during the off-season. Its discounted winter rates have a 30-day window of approval to avoid customers waiting until spring approaches when service is running at full tilt. Brown's business goes the extra mile for customer service by occasionally picking up or delivering boats within the area at no extra charge, among other plus-ones. The benefi t of doing more, he said, is making it "easy for folks to say yes." While Clark Marine's service department typically starts the season in a fi scal hole due to the seasonal slowdown, Brown set out to im- prove results this past winter with a proactive approach to increase billed hours. All service and storage boats receive a thor- ough systems check. The staff creates an item- ized estimate and contacts the customer to discuss the recommended repairs, explaining that labor is signifi cantly discounted if completed during the winter months. "We're not calling people to try to sell them things that they don't need," Brown said. "What we're trying to do is be proactive and make sure that we're trying to prevent a breakdown, and I think that's why people bring in their stuff to begin with." Part of Clark's approach is enabled by data, and the company's recent upgrade to ADP Light- speed was, Brown said, "easily one of the most painful things we've ever done in this business." While the changeover was an extended chal- lenge, it has streamlined Clark Marine's opera- tions, allowing better records, thorough notes on repair orders and ensuring that every customer interaction is on fi le for future reference. "Our biggest gains are not going to be pulling an extra 2 or 3 percent from our sales, it's going to be by picking up 4 or 5 percent on billed hours," he said. "We have the capability now of working on anywhere from 125 to 150 boats a week." Adding its canvas business in recent years has enabled the company to hire fi ve new service employees who assist with other non-canvas- related functions as the schedule allows. Mobile service and a canvas repair shop at Clark Marine provide additional service revenue, while improving the customer experience. P16x20-BI14MAY-Service.indd 17 4/17/14 10:30 AM