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Monday, 26 March 2012 13:06 |
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By Jonathan Barrick
Toronto, Ontario -- March 26, 2012 -- You know that Social Media is important to the future of your business. You know that conversations about your brand and about your industry are happening whether you're there or not, so you better get involved. I assure you that if you don't, your competitors will be more than happy to talk to your customers for you.
But with so many social media networks out there, and new ones popping up all the time, how do you know which ones you should really be present in? It's not as complicated as you'd think. Just like any other communication tool, each one has a different audience and a different format that lends itself to a purpose that differs from the others.
Let's start by taking a quick look at the "Big Four" social networks, and what they're all about:
Facebook - This 800 million-member-strong behemoth is certainly the biggest game in town, and with well over 70 percent of U.S. internet users registered as Facebook users, there's no way you can avoid Facebook. This is a good thing, however, because Facebook is guaranteed to have a large portion of your customers, no matter what business you're in. Many businesses set up their Facebook page as the “hub” of their social activity. You can easily post and share any type of content from other sites (video, pictures, links, articles, etc) and users can interact in many ways (Like, Share, Comment, etc). It's a very robust platform that also provides powerful statistics businesses can use to analyze their audience demographics.
Twitter - There's a lot more to Twitter than what people had for lunch or the latest news on Kim Kardashian. Twitter is a rapid-fire, never-ending stream of information sharing. Within Twitter, there are sub-communities of users dedicated to specific topics and industries. For many businesses, Twitter is a crucial tool for obtaining and sharing the latests news and industry updates. In its short 140-character updates, Twitter keeps things very concise and easy to digest at a glance.
YouTube - The undisputed king of online video, YouTube is the second-largest search engine in the world, second only to Google. In addition to all those cat videos your friends email you, YouTube is also a massive archive of technical videos, how-to's, news, product reviews and event coverage. YouTube allows posting of original content, as well as the curating of content through user channels. Some popular users on YouTube don't create any original videos, but instead gather and curate the best videos, becoming the go-to source for content catering to a specific topic of interest.
LinkedIn - If there's one network that you may not have heard of in the “Big Four,” it's probably LinkedIn. With over 150 million members, LinkedIn is dedicated entirely to business professionals. While part of LinkedIn's function is to be a type of online resume, it also provides a vast array of other tools used to network, learn, discuss, and connect with professionals of every field across every industry. The groups and discussion boards cater to experts in their fields. You won't find very much discussion on recreational topics, but if you're looking to connect with fellow professionals and get in-depth advice and tips from the top minds in your field, then LinkedIn is the place to go.
How can I use them?
Using these networks is much less about “how they work” and much more about “how they work FOR YOU.” For each network, the first question you need to answer is “what value can I provide?” If you're not giving your audience something of value, then you won't be able to grab their attention.
Here's a few examples of how some collision repair facilities might approach posting content and potential uses is each channel:
Facebook - Before/After photos of major repairs or refinishes, Links to helpful car care information, Weather/road work/traffic status updates, Youth sports team sponsorships, Vehicle auction information, etc.
Twitter - Links to helpful car care information, Insurance company updates, Links to your photo galleries, Local automotive events, Safe driving tips, etc.
YouTube - Custom car videos, Racing team footage, Car show exclusives, News coverage, Industry event footage, Testimonials, Time-lapse repair videos, Before/After repair videos, etc.
LinkedIn - Discuss business operation tips, Learn insurance industry news, Stay updated on regulatory or legal issues, Post career opportunities, Recruit new talent, etc.
These are just a few examples. As you explore each channel, take a look at what others in the automotive industry are doing. What you'll notice is that businesses who post fluff consisting of silly jokes or totally unrelated material will get very little engagement and interaction, and their audiences won't grow. Those businesses that share relevant material, and do so on a regular basis will see far more interaction and engagement from their audience, and the size of the community will grow. The key is to provide content that comes from YOUR business and matters to YOUR community.
Jonathan Barrick is the Marketing Manager for Global Finishing Solutions, and a strong proponent of social media for business. He can be reached at 705-719-4014 or via email to
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Last Updated on Monday, 26 March 2012 13:14 |
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Monday, 19 March 2012 12:57 |
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By Michael Pistol
Toronto, Ontario -- March 19, 2012 -- In recent repairable estimates, parts make up approximately 44 percent of the cost of the repairable estimate. Labour comes in at approximately 43 percent, with paint and materials rounding out the total. However, according to Mitchell Canada, for Q4-2011, all parts types fell in usage when measured by the number of parts used in the average repairable estimate - declining when compared to the same quarter in 2010.
New economy, social and technology data suggests that the current state of our industry is about to change – and in a few areas, radically.
One trend that is already having an affect on your collision business is the tendency (and necessity!) of OEMs to chase higher mileage.
You have probably already observed the proliferation of exotic alloys, titanium and aluminum. Newer vehicles are geared to reduce their weight and save fuel, and OEMs are introducing more aluminum panels on vehicle architectures. The main reason for this is the never-ending quest of OEMs for higher fuel efficiency. The 2012 model year also marks the first step in a 5-year march toward compliance with federal fuel-economy regulations of 35.5 mpg (6.6 L/100 km), which will cost the industry about $50 billion to achieve. After 2016, automakers will begin working toward a fuel-economy standard of 54.5 mpg (4.3 L/100 km) that by 2025, will cost the industry $150 billion.
Advanced technical knowledge of the types of metals, electronics, hybrid technology, and the step-by-step OEM recommended repair procedures will be necessary. This will be needed to completely assess the full extent of damage to the various complex electrical and drive systems before a carrier can authorize repairs.
The U.S. Center for Automotive Research (CAR) studied the impact of CAFE standards and predicted that start-stop technology will be in roughly 36 percent of vehicles by 2025 to meet the aggressive CAFE standard. The CAR study estimates that 35 percent of vehicles in 2025 will be hybrids. Expect the same ratio in Canada, albeit a touch smaller.
The quality improvements in light vehicles over the past two decades have resulting in a huge increase in survival rates of light vehicles in Canada. Some 43 percent of passenger cars now last at least 15 years, and about 60 percent of light trucks last at least 15 years as well. These long lasting vehicles have resulted in a huge increase in vehicle ownership in Canada – a mixed blessing for the Canadian collision industry. Thus, virtually every analysis concludes that the number of volume per/facilities is declining. About four Canadian-based networks now process close to 40 percent of the industry’s repairs, and the collision industry’s consolidation is reaching its pinnacle – especially in the light of collision shop retiring baby-boomers. However, shops in western Canada may be luckier, because of labour’s increased mobility.
Michael Pistol is a graduate of Polytechnic Institute in automotive engineering, and the founder and publisher of TJAA, Canada’s automotive magazine. He is also the founder of Red Code automotive conferences and TJAA Automotive Analytics Group.
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Last Updated on Monday, 19 March 2012 14:18 |
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Thursday, 01 March 2012 11:47 |
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By Ashleigh Johnston
Toronto, Ontario -- March 1, 2012 -- The lean method lends itself well in the manufacturing industry, and a version of the process has been applied effectively in the automotive collision industry. Make no mistake, though, there are challenges to putting lean production into place in the collision repair environment.
At NACE 2011, Tony Passwater of AEII, presented his ideas on “Why Lean Fails” and pointed out the common mistakes people make which prevents successful lean implementations, and how we can recognize and avoid them. Passwater has been involved in the automotive collision industry since 1972, and a student of Kaizen/lean since 1999. He’s worked as a technician, a lead painter, metal technician, structural technician, and has designed and managed collision repair facilities and all facets of the operation. He currently works with shops worldwide on business improvements, including lean/Kaizen implementation.
“Don’t ever implement without the understanding, preparation, commitment, measurement, and strategy involved in how to do it. If you begin to try and go down that path of lean, without a good strategy and those other factors in place, you’re pretty much going to fail at some point in time, it’s going to probably fail, and that’s one thing we want to avoid,” cautioned Passwater.
There are eight key elements to implementing lean successfully, but if you fail to execute these elements properly in one or more areas, you will have limited to no success. The very first commitment that will define your success or failure is taking a major leap of faith. According to Passwater, “If you’re not willing to make that leap of faith, don’t even try.” Eliminating waste will be the second obstacle you face, primarily because one of the greatest obstacles western managers face is in understanding the difference between eliminating and only minimizing.
Passwater spoke about our great quest for the magic button, that a new tool will make all of our problems disappear, and our misconception that lean is going to be like that magic button. Passwater assured us that, “Yes, Kaizen/lean has lots of tools, they have many options to be used, but kaizen and lean is much more than that. There are no magic buttons, and if you continually go to look for those magic buttons you are going to be very inefficient and disappointed. You’re going to try one thing, and then your going to try another, and then another without actually successfully implementing the process.”
Leadership, commitment, understanding, timing, preparation, strategy, measurement and communication with the combination of teamwork are the eight key factors to achieving success in lean. As a leader you have to support the changes 100 percent. If you have any doubt in the process with regard to your commitment, you have a very slim chance of success and improvement. More importantly, it is your responsibility to lead the change and include your employees in the entire process. The biggest untapped resources you have for improvement are your employees.
“Some of the best ideas come from the people that are doing the work. They are the ones that do it everyday, and they are the ones that are going to provide you with your best suggestions,” said Passwater.
“You can know a lot about something but not really understand it,” said Passwater. “One of the biggest mistakes about trying to improve quality is trying to improve quality in the product itself. That’s the wrong approach. You don’t ever try to fix quality by analyzing the product only. You have to go and fix the process you use to make the product or complete the service, and as you improve that process your quality improves.”
Passwater explained that “Without proper preparation it leads to failure, without commitment it leads to failure, without an understanding of what it’s supposed to accomplish it leads to failure, and without leadership it’s going to lead to failure.”
Allowing a suitable amount of time needed to be properly prepared is a common mistake. “If you rush into 5S , you’re just doing a spring cleaning,” warned Passwater. “You have to not only learn as the leader, but you’re going to have to learn to teach the people that are involved in your staff and your organization in regards to it.”
Over and over again, people fall back into old habits shortly after they implement a few quick improvements. Passwater explained that success is often missed due to poor timing.
“You will make the most progress simply by starting with small steps and by continuing to build on them. It’s also important to keep track of your progress because “without measurement everything’s debatable. You need the data,” said Passwater.
The last topics to be touched on were communication and teamwork. Both elements are vital to maintaining a well oiled machine. Passwatersaid that communication is “… very often one way, very often a situation in which we think we are communicating well, we think we are getting that information out, but there is no communication unless both parties understand it.”
Many things can go wrong in this step so it is important to communicate often, and communicate effectively. Ask questions, make sure everyone is on the same page and working together as a team. Passwater stressed that, “… the approach of teamwork is the key difference between failure and success. Without teamwork, you will fail at lean. Teamwork allows you to achieve results you would never be able to achieve individually.”
If you are able to recognize and avoid these common mistakes Passwater touched on when implementing lean in your shop, you will find more success in eliminating the waste and improving your productivity.
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Last Updated on Thursday, 01 March 2012 11:50 |
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Monday, 27 February 2012 14:49 |
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By Jay Perry
Toronto, Ontario -- February 27, 2012 -- The 9th Annual MetLife’s Study of Employee Benefits Trends offers a warning and clear message to employers: “Re-prioritize employee loyalty and satisfaction, or economic recovery may arrive with unanticipated setbacks for retention and productivity.”
In other words, happy employees now may mean less turnover later. The MetLife study revealed a startling statistic: “One in three employees hopes to be working elsewhere in the next 12 months.” This is a high level of dissatisfaction and implicit disloyalty. But the study also revealed a disconnect. Employers perceive employees to be more loyal than they are, and are oblivious to the looming retention challenge.
Here are the key numbers from the MetLife study:
- Just 44 percent of small business employees felt loyal to their company in 2010.
- By comparison, 62 percent of the same category of employees felt loyal in 2008.
- Meanwhile, 54 percent of employers believe their employees feel a strong sense of loyalty to their firm.
Do you see a problem with perception and the reality? I do! So how do you go about fixing this situation? You start building relationships with your staff. Does that mean they are all coming over for Sunday dinner? No. It means they should be known at an individual level. That will take an investment of your time, getting to know what turns them on. I like to call it the “Key,” and everyone has one.
All of the people in your company have something that is uniquely exciting to them. I really mean engaging, where they’re truly and fully engaged.
It could be hang-gliding, paintball, go-carting, painting houses, building bird cages, anything. The point is that if you do not know what it is and somehow figure out how to acknowledge it, thus validating that person, you are not building a satisfied employee.
I will give you an example. Yesterday a client was showing me how he did this by simply watching his employees’ eating habits. He saw one tech that was very conscientious in eating fresh fruit. On occasion my client brought him some oranges, pears or some fruit saying, “I just bought a case of these and my family cannot eat all of them before they go bad, so please take these off my hands and enjoy. They are really good.”
In doing so, he communicated so much to the employee about his recognized individuality because he was the one that received the item that he valued more than others. So look for something your individual employees hold as unique and recognize that. Be conscious of outstanding behavior that supports the company’s goals and recognize them in front of the others with a “Tim’s” card or some token of your appreciation. Do you have an Employee of the Month? Why not? It doesn’t have to be big, it just has to be. It’s the recognition, not the size of the prize, that will keep you the one who is driving!
Jay Perry is the founder of Automotive Business Consultants, a performance coaching company. He can be reached via e-mail at
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. You can read more of Jay's insights at allybusinesscoaching.com/blog.
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Last Updated on Wednesday, 29 February 2012 16:08 |
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