When Should a Repair Shop Reinvest Profits Into Marketing?
Jamie Irvine and Cory Farrugia discuss why repair shops need a predictable customer acquisition system and data-driven marketing strategy to maximize capacity, improve profitability, and achieve sustainable business growth.
Episode 381: In this episode of The Heavy Duty Parts Report, Jamie Irvine interviews Cory Farrugia, founder of Repair Lift, about how profitable repair shops should approach marketing investment.
Cory argues that many shop owners mistakenly view marketing as an expense rather than a strategic growth tool because they lack clear tracking systems and predictable customer acquisition processes. The discussion focuses on identifying whether a shop has unused capacity, understanding the true cost of inaction, and measuring marketing success through qualified leads, conversions, and customer lifetime value rather than simple metrics like clicks or calls.
Cory emphasizes the importance of building a repeatable customer acquisition system, tracking every step from lead generation to customer retention, and ensuring operational processes, such as answering phones and following up with prospects, are optimized. He concludes that repair shops that implement predictable marketing systems can reduce uncertainty, consistently attract new customers, and create sustainable long-term growth.
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Transcript of Episode
Jamie Irvine
Welcome to The Heavy Duty Parts Report. I’m your host, Jamie Irvine, and in this episode we’re tackling the question that many repair shop owners struggle with. Once your business becomes profitable, how much should you spend on marketing? We’re going to do a deep dive on this subject. I think that some owners look at this as an expense to control. Other owners look at it as an opportunity to invest in the future of the business. And we’re going to talk about this with an expert. So I’m very happy to have Corey, who’s the founder and owner of Repair Lift with us today. Cory, welcome to The Heavy Duty Parts Report. So glad to have you here.
Cory Farrugia
Yeah, Jamie, thanks a lot for inviting me on. Big fan of the show. Obviously, you and I have connected on a number of these situations in the past, so I’m excited to actually share some of that data, what we learned, and hopefully we can have a good chat and deliver some value for everybody out there listening.
Jamie Irvine
Let’s start with the mindset that a lot of repair shop owners have. So why do so many repair shop owners view marketing kind of like as a necessary expense instead of a strategic growth investment?
Cory Farrugia
Yeah, good question. I think it depends on a number of things. First of all, I think it depends on what stage in the business they’re at, whether they’re new, whether they’re existing, whether they’re scaling, and really kind of what their objective is. Because the truth is this, is that marketing in some cases is not you know, something that the business should be looking at. For example, if they have capacity issues or they have infrastructure issues, then maybe it is an expense, right? Rather than a growth investment. So let’s just talk about new business owners, for example. People come in and they make a business plan, right? And they think, hey, I’m going to need to spend this much on rent. Then I’ll get a technician and I’ll get whatever type of tools or machines that I’m going to need in the shop to fulfill in these services. And they actually just leave out the marketing part, right? They think that these people are just going to come to their shop, right? So I think that’s a big problem is that people don’t even put it into the business plan from the get-go. But the second problem is that people look at not just this, but a lot of things in life. And actually, this is the mindset that keeps small businesses small and big businesses big. Okay? A big business is always trying to figure out what’s the bottleneck in the business and how can I solve that to open up more and more growth, right? And it’s literally infinite, right? It doesn’t have to stop at any level, okay? So the problem with the mindset is when people are looking at price versus outcome-based thinking, right? What do I mean by that? Let me ask you, if I have a lottery ticket right here and it’s a lottery ticket that’s going to win and it’s got $1,000,000 payout, and I say, Jamie, I’m going to sell you this for 50 grand. Hypothetically, this is for sure a winner, right? Would you buy that ticket from me?
Jamie Irvine
Yeah, if I knew for sure it was a winner, absolutely.
Cory Farrugia
Now what happens if you don’t have the cash? What would you do if you didn’t have the cash and you knew that was a winner?
Jamie Irvine
I’d figure out a way to raise the money pretty quick.
Cory Farrugia
You’d figure out the way, right? So that’s exactly what I’m saying. So I think it’s people look at business in general without that outcome-based thinking. And then I’m not sure if this is another question or how deep I should go into this, but also they don’t have the data and the tracking in place to actually know that this is a winning ticket.
Jamie Irvine
Yeah, actually, let’s go a little deeper on that because I think that’s not just for repair shops, but I work with heavy-duty companies. So whether it’s a parts manufacturer, a distributor of those parts, or the service company that does the installation of those parts. And in all three categories, I hear leaders talk a lot, especially as digital marketing has become maybe, let’s say a little more complex. I hear them talk about, yes, but what’s the return on investment, right? You want me to spend X, but what am I going to get out of it? And I think that sometimes when the business is, like it’s easy if it’s like, I’m going to market this thing, I’m going to spend X and I’m going to get this much sales from it, and then I can track the return on investment. It’s a little harder when you get into that world of like, you know, trying to get your name out there, trying to do brand awareness. And I think that muddies the water a little bit as well. So what would you say to those business owners that are looking at marketing and going, how do I track the return on investment?
Cory Farrugia
Yeah. Well, look, I think, so first of all, I can actually get into some different tactics on how you can track it, but I think that actually brings it back deeper than marketing into the core problem to begin with, right? Which is, if you’re going to invest in marketing, what is the outcome you want? You want more customers, right? That’s what you’re looking for. More paying customers, more of the right type of customers, okay? But how do you even know if that’s the problem in your business? You see what I’m saying? Like when you come to it, okay, so I’ll give you an example. I have a couple of different brands that I run as well, right? And in each of them, I know if I need more marketing or if I need to scale the marketing, or in some cases, if I need to pull it back, right? I’ll give you an example. One of the companies that I have, the traffic flow is outperforming the infrastructure. We can’t even manage the lead flows, okay, that needs to be dialed back. Right? Now, let’s just say you’re a diesel shop and you’re in a situation where you have the infrastructure where you’re actually supporting. So let’s say you’re doing 250 grand a month, or let’s just say you’re doing 200 grand a month. Maybe you got six or seven technicians, you’re paying maybe 15,000 bucks a month in rent, you’re going to have maybe a 60% gross profit, whatever it is. The point is, is that you’re just supporting this infrastructure and your profit above that is just a little bit. Well, when you look at a business like that, in order for the guy to move forward and get the thing that he wants out of the business, which is more profit in his pocket, because that’s why we’re here. We’re not here to do big numbers and lose money or only keep a bit of it. We’re here to keep as much as we can. That’s the goal. If you’re only a little piece like this and you’re actually hitting capacity, that’s a problem with your model. Marketing’s not going to solve that. You need to increase profitability. I’m talking about a guy who’s supporting his infrastructure and there is capacity that is underutilized, whether that’s tech capacity or bay capacity or service truck capacity or all of it. He has two options. Option one is cut. You can cut yourself into some further profit because right now your infrastructure is bigger and more expensive than what you need. But the problem with that is why would you do that? What’s easier to do? Cut that and then try to put more work onto the guys, on a team that you probably had a hard time building in the first place that you’re now giving up, versus just literally pouring some more gas on the fire and increasing the customer flow. That would be a really good time to do it, but most of the fixed costs are already going to be covered. So if you have say, I don’t know, let’s say you’re doing 150 grand a month and with your current infrastructure, you could get to 250. That means your profitability is probably like 5% right now at 150 because you’re already supporting that infrastructure. So when you look at that extra 100K you’re going to bring in, does your rent go up? No. Does your tech cost go up? If you actually have tech capacity, right? And these guys are like sweeping floors with, it doesn’t have to be all of them, but you see that in a lot of these shops, right? They’re not doing anything or they could be doing more. Your labor cost doesn’t go up, your parts cost goes up because obviously you’re going to have parts on that 100K, right? But if you have say a 60% gross margin, right? You may have some miscellaneous costs in there. You may have some marketing costs on there. Maybe you have some bonus, right? As I know you like to put in bonuses for an incentive plans for the whole team. But outside of that, the rest is all going to your pocket, right? So even if you were to say, I’m only going to put 40 grand a month or 30 grand a month from that extra 100k directly into my pocket, well, that’s probably like a 4x the current profit that you’re putting in your pocket right now. You see what I’m saying? So to me, the choice should be, if you have the capacity, it should be utilize it and pour more gas on the fire and grow. And why don’t people do that? It’s because of uncertainty.
Jamie Irvine
Okay, but that right there, I think, is the big problem, right? And that’s what I was saying earlier, is that a lot of the leaders that I talk to across all the different parts of the supply chain, it’s that fear, that uncertainty. It’s like, what if I spend all this money and then I don’t get the return on investment? I might as well just keep the money in my bank account and just keep things status quo. So what would you say to someone who is struggling with those feelings? Because that’s really what it is. It’s feelings.
Cory Farrugia
Well, but it comes down to what the person wants. Like if you’re actually thinking about this and talking about it, my guess is you don’t want to keep it at the status quo. There’s a problem. Like if you’re talking about you have a 5% margin or 6 or whatever, you’re probably not happy with the business, right? It’s probably not serving you at the level that you wanted it to serve you at. So the question is, what’s the cost of inaction? And there’s literally a number you can put on it. Well, my capacity is 250 grand a month. With everything I’m already paying for right now, I could be doing 250. A lot of that extra 100K, because I’m doing 150 right now, another 100K would get me to 250. A lot of that is going to be high profit, right? So what is the cost of not doing it? It’s significantly more. Now, here’s the other problem is people, one way or another, this is the most successful people in the world and whatever they do, one way or another, they’re going to get to the goal. Whether I try this marketing program and it works, I’ll get there, or whether it’s this one, I need to get there one way or another. If I gotta go knock on doors, whatever the strategy is, right, you have to do something. So you gotta look at the information in front of you. Is there a good program? Has it worked for other people? Does it make sense to you? Can you see how the numbers actually would line up if it actually works. And then you just have to frankly have some balls. That’s what it is. And you’re going to have to go for it. Because if you don’t, you’re going to stay stagnant. You’re going to be in the same place. And a mentor of mine once told me, if you’re not growing, you’re dying. And I do believe that. So if you’re staying stagnant, even with inflation, your profitability is just going down anyway. So you’re losing money anyway just by being in the same spot?
Jamie Irvine
It reminds me that with a lot of things in life, you have to choose your pain, right? So let’s just talk about your physical health, for example. You can have the pain of exercising and eating healthy, which sometimes comes with a little bit of pain, or you can have the pain of having poor health in the future, right? So choose your pain. So I want to get deeper into this with you, Cory. I think this is a great start to our conversation.
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We’re back from our break. Make sure you go and check out the links in our show notes to all of our sponsors. OK, let’s get back to this episode.
Cory, before the break, you said something that I think is quite impactful. You talked about how when making a choice of how to grow your business, you have to look at a number of things. You talked about a growth plan and a framework that’s repeatable, something that other people have had success with. So there’s some evidence that this plan will actually work. And with that, you can lower that fear. I’d like to pull on that thread a little bit further. So walk us through the repeatable framework, the growth framework that you’ve been using successfully with a number of my clients. Talk to us about just how that works, how you look at it. Give us some information there, because I think that’s going to help a lot of the listeners to understand where you’re coming from and how you actually help repair shops set this up and execute on it? Because isn’t that where it’s won or lost in the execution?
Cory Farrugia
Yeah, well, I mean, first it’s won or lost if you’re actually going to take the action, right, to solve your problem. But let’s say you do that, then yeah, of course it’s in the execution. So the challenge that most shops have when they come to us is that they don’t have a customer acquisition function in the business. Okay, they don’t have a customer acquisition function in the business. What does that mean? Like the rest of the business all has functions, right? Like they have the rent that they pay to have the facility to fulfill, right? They have the mechanics there to actually fulfill in the works. We have fulfillment systems. Oftentimes we have accounting systems. Someone’s doing the books. There’s no actual acquisition system. It’s like you know, I used to work in a shop and I brought some clients or I was working with a fleet and I opened my shop and brought them and there was like, there’s usually, you know, word of mouth I’ve known around town, but there is often not any sort of predictable, predictable acquisition system, right? What we’re looking for here is a knob that we can turn up and we can turn down and I’ll get into exactly how we do that in a sec. But the business needs that. It needs something that is predictable that it can rely on, right? And of course, you have waves of like how well that performs, right? But the point is, there’s resources allocated to getting an outcome for this part of the business, which is like a system to get new customers.
Jamie Irvine
So I work with a number of different repair shops in various capacities. One is a consultative capacity where I’m providing like advisement services. Another is I’m doing evaluations of businesses for people that want to buy them. And so I get the advantage of talking to literally dozens of repair shops over the last, let’s just say 90 days. And I will absolutely confirm that we are very rarely, if ever, finding shops that have that function and that predictable system. I think the best you see is maybe they have an outside salesperson that’s very relationship focused, but the typical situation is exactly as you describe. The owner got started, they had pre-existing relationships, they built a local reputation, and that growth has been organic for a number of years, but it’s become kind of like plateaued. And in order for them to kind of hit their upper level of their goals, they’re going to have to do something different. So I absolutely agree with you. That is what I see in repair shops. There is a not a function and a system in place for lead generation and lead conversion.
Cory Farrugia
Yeah, there rarely is. I mean, and sometimes people have it, but then the problem is, like they it’s not It’s not actually a good system either, right? It’s like you’re using some general marketing strategy that has not been proven in diesel. And I mean, proven with numbers like, hey, there’s ROI here, or it’s like trying to take an auto strategy and put it into diesel as well. So even in the case where there is one, a lot of the times it’s not good. And then that’s why you see such a big gap between most of the market and then guys doing 20, $30 million a year, you know what I’m saying? Those guys have acquisition systems.
Jamie Irvine
Yeah, yeah, absolutely.
Cory Farrugia
Because it sounds big, but if you think about it, we’re in an industry where there’s literally at a macro level more demand than supply, right? So like mathematically at an industry level, everybody who’s in this industry should be able to eat right now because there’s more work than there is mechanics.
Jamie Irvine
Absolutely. What’s the framework like? Walk us through, at least, I mean, obviously not going to give away the entire secret sauce, but just give us an idea for those listening who are like, okay, what does that look like? What’s the framework? How do you put a good system in place and what’s involved in that?
Cory Farrugia
Yeah, so look, from a high level, there needs to be tracking, right? Like, first of all, we need to be looking at ROI. Not how many clicks did we get? How many calls did we get? Like how many actual ICP leads? What ICP means is ideal customer profile. How many qualified leads did we get? And then how many of those guys are we converting? So that’s step one is you need to be able to have a system that can track that data because that’s the only way you’re going to know if what you’re doing is working or not. And you also have to remember there’s a big piece between getting a click and actually getting a sale. First, they have to convert, then they have to talk to somebody, that person has to actually build trust with them so they’ll bring it in. And then the shop actually has to be available to serve them. And it’s all those kinds of things. So by having this system in place, you can see the whole journey. If you’re putting money in the top and more isn’t coming out of the bottom, you can audit that process and you can see where is the money leaking. Sometimes it’s in the marketing. When people come to us, a lot of times it is in the marketing. It’s like calls are being generated for come fix my Prius or come put this tire on my truck, the stuff that people don’t want to do. So it’s like a leaky bucket, right? And all the holes are at the top in the marketing. But for us, for example, when we sign people, and we do a really good job of qualifying beforehand to make sure that we’re actually putting our system in place with someone that’s going to work. But from time to time, people slip by where they’ll tell us they want something or they have something and they don’t. And it’s important to know that too. Like even if we are getting the good traffic, is the guy who’s answering the phone actually doing a good job? Is he even answering the phone? Jamie, 28% of the leads that we generate from paid ads, 28% across our whole book are missed calls, right? So that’s a huge lever.
Jamie Irvine
Missed calls because they didn’t answer?
Cory Farrugia
Because nobody picked up the phone.
Jamie Irvine
What percentage would you say, even if you don’t know the exact number, but anecdotally, would you say in addition to the 28% that are just not picked up at all, that maybe like the service advisor doesn’t say yes when he should?
Cory Farrugia
So I don’t have that granular of data, but I can actually share data on this call that I’ve actually never shared before that nobody, I don’t think anybody knows. Okay, so what’s this look like? So basically in terms of percentages, we have of qualified callers across the book, we’re sitting right around 50%, okay? So here’s why that’s important to track. Because if you get 10 calls and you pay 20 bucks for each of them and you think you’re paying 20 bucks for a call, and you have no idea to track like if those are actually good calls or not, you can actually maybe have two of those are good calls, now you’re paying 50 bucks per qualified lead. So I track that, depending on the source that we use, you’re never going to get 100% exactly the leads that you want. That’s not going to happen.
Jamie Irvine
What I’m hearing is that if 50% is kind of the starting place, one out of two leads that are generated are qualified, if then 28% of the time you’re not even answering the phone, you’re really putting a constraint on the growth that could be occurring just by that one thing being, not taking the call. So then in addition to that, if you have a service advisor who then also, because the reason I’m kind of honing in on this, Cory, is because I’ve actually got a couple clients that have this problem. Like we’re looking at actually having to replace their service advisors because they just keep saying no. It’s like all you have to do is say yes, bring it in and let the shop foreman and the techs figure it out. That’s all you have to do. And they keep saying no. So it’s so frustrating.
Cory Farrugia
It’s insane. Yeah, it’s insane. Or, oh, you’re probably, or they start with a negative, like, oh, that’s going to be expensive, or, oh, you’re pretty far away, but let me see. So it’s just like, yeah, that’s such a huge lever to pull. But Jamie, so I want to jump back to the math equation here. Okay, so what this is showing me, this is the month of October, so that’s so far this month, okay, across my book, our average cost per qualified lead is $103, okay? Per qualified lead, now qualified, now, and keep in mind, that’s not a static, this is qualified, it’s kind of around a truck. This is, we sign Jamie up, Jamie, what is a qualified lead to you? Okay, we do heavy-duty, we’ll do box trucks, we do not want light duty, we don’t want anything done with tires, we’ll do roadside, we’ll do in shop, blah, blah, blah, right? So you set the criteria. So this is like, this is across our whole book. Different clients have different criteria and the average comes out to about $103. Okay? So now think about that. If you’re getting a qualified opportunity for $103, right? Let’s actually take a step back. What’s an average ticket worth to some of these shows?
Jamie Irvine
That really is dependent on what they do, but let’s just say, let’s just say $1500.
Cory Farrugia
So let’s say it’s $1500. What type of gross profit is on that?
Jamie Irvine
Let’s just average it out and say, because it’s a service job, let’s just say 50%.
Cory Farrugia
Okay, so 750, okay, so look at this. So what do you think if you get, say, 5 qualified leads, how many get closed, would we be looking for based on what you know?
Jamie Irvine
Well, I think where it should be is you should be closing above 50%, but let’s be honest, that’s probably not happening. So let’s just say it’s 50%.
Cory Farrugia
So across my book, we have a 25% booking rate. So that’s like a confirmed appointment, a 65% service commitment. So this is somebody who said, yeah, I’m coming over. Okay, so you are right. The close rate is pretty high.
Jamie Irvine
You’re going to have no shows.
Cory Farrugia
Yeah, no, no, exactly. You’re going to have no shows, you’re going to have stuff like that. But again, like, do you have someone who’s actually following up with the guy who said he’s coming in or is the service advisor doing that? So there’s so many different variables that can influence the close rate one way or another, right? But the point is this, so like service commitments, that’s $165, no, $164 each across our whole book. That’s across every diesel shop that we actually help. They’re getting service commitments at $164 each, right? So, but let’s just say, like you say, we’re going to get no shows, right? So let’s just say, for an example, it’s actually going to cost us $750 to get a customer, okay? Our whole gross profit from that first job. What type of repeat rate do we have with our customers? Do we have these customers coming back ever?
Jamie Irvine
Well, and that is one of the big questions, right? Because if it’s a lot of one and dones, then that marketing’s pretty expensive. But if you get repeat business, then I think I know where you’re going with this. You have to look at customer lifetime value, don’t you?
Cory Farrugia
Of course. So this is the problem. This is like when people don’t really map out the equation, this is why they get scared and they hold back and they don’t do it, right? Because they’re not actually looking at the whole equation. So let’s just say, let’s be conservative. Let’s say 20% of people four of them don’t come back, right? My guess is it’s lower than that, but let’s say four out of five don’t come back, okay? Let’s talk about the one guy who’s our customer now who keeps coming in. What is the average? Beause usually, look, and we’ve seen this from one to three truck guys all the way up to like 200 trailers, like, you know, fairly largely 50 trucks, 30 trucks. I’ll give you a specific example in just a second. But I’m just trying to show you from a very conservative minimum standpoint how profitable this could be. So let’s just say it’s just a three truck guy, that one guy who’s going to come back. How much will that guy spend with us in a year?
Jamie Irvine
Yeah, and I mean, obviously that depends on what kind of repairs are getting done. But if you look at the national averages as published by the American Trucking Association, you can count on $2,500 to $4,000 a year per truck. and let’s say $1500 to $2,500 a year on a trailer just for regular maintenance. Now, obviously that goes, that number gets blown out of the water if it’s a transmission or a differential or an engine job.
Cory Farrugia
Yeah. And generally, if you have three trucks at some point each year, one of those trucks is probably going to have something that’s much more sizable than the 4K.
Jamie Irvine
It scales pretty quickly. So, you know, as I listen to you describe all of this, I’m a very visual person and I just see that, and I hope our listeners can kind of visualize this as well, because it’s really about all of the steps. It’s not just about the ads. It’s not just about the marketing that fills the top of the funnel. It’s about every step through the process. Do you follow up? Do you answer the phone? Once you get the customer, what steps do you take to ensure that they come back and become a repeat customer? And when you put all of those components in, what I’m hearing you say, is that’s when you can have some real confidence about going ahead with one of these strategies. Because once you have the equation and you have the areas you need to work on in your business to make them better so that you capitalize on the opportunities that are generated, that’s when you’re going to see real growth in the business that you can start to count on going forward. Right? Like I think I summarized that pretty well.
Cory Farrugia
Yeah. Well, I mean, the one thing that I would maybe bolt onto that is marketing is still the first step. Why? Because all of those other things happen when you actually have the traffic to practice on, right? It’s like you’re going to ask a baseball player to go out, play a game and hit a home run. And the only pitches he takes are the 3 that he gets. You know what I mean? And he’s not practicing. It’s the same with service managers and your account executives and all that kind of stuff. Plus, you need to know how much traffic, because you may not have a good service manager, maybe you’re the guy taking the phone calls. It doesn’t make sense to go invest in that guy until you know that that traffic is actually there. Because you can always turn to traffic, you can always cut the ads. It’s harder to turn around and you just hired a guy on and he’s costing probably a lot more than the marketing is. And now you’re stuck with that expense or another mechanic or a big machine, maybe you’re going to buy a spray booth or something like that. But look, yes, the point is this, is when we jump back to the math, okay, I just did a podcast on a Repairlift YouTube channel with a client of ours that signed up just a few weeks ago. Okay, in his first week, he spent $850, he got four customers, $6,500 in cash collected. Yes, that’s good. He got like an eight X ROI or something like that. But the point is, is three of those four customers were local. Okay, he called me last night and he told me that one of those customers is going to spend, they’re estimating like $200,000 a year with him, right? So the purpose is not always looking at direct profitability, even though it’s important, it’s looking at lifetime value and predictability. I can sit here all day and say SEO is the best thing because you get free traffic. Okay, cool, Cory, you need some phone calls for this diesel shop. Is SEO something that you can actually count on? No, it’s not. It’s something that we think we can get there with paid ads. We get a predictable source and we can actually make profit on the first job, just like that gentleman I just saw. Just like if you look at a lot of my customer reviews, they’re on YouTube. Like all of these people are getting similar results. Why? Because this industry has not evolved yet and nobody’s turning that knob. That’s going to change. In the diesel repair industry today, you can put $100 in, you can get 5, 6, 7, 100, $1,000 out immediately and get the customer and have a predictable system that you can count on that actually drives customers for the business today.
Jamie Irvine
So this is why I wanted to have you on the show because one of the things that when you and I met, we talked about was that while you have expertise in helping these companies get their funnels, getting their actual growth strategy in place, how to leverage ads and how to do it now, when there are issues in the business, when we’ve got those problems where we have certain functions not fulfilling or living up to what they need to in order to capitalize on the growth, that’s where our consulting company comes in. So it’s a beautiful partnership between Repair Lift and the Heavy Duty Consulting Corporation. I’m so glad that we’ve developed this relationship, Cory, and I’m really looking forward to us working in tandem together to help repair shops moving forward. Cory, we’ve talked about a lot of things today. If there’s one thing you want people to remember from today’s conversation, what’s that one thing?
Cory Farrugia
Yeah, I would say, look, if there’s one thing that a diesel repair shop owner or manager or somebody trying to grow a diesel repair shop business takes away from this conversation, it’s that you need to have a customer acquisition system, a predictable one. We talked about generating calls about diesel repair. That’s obviously one side, which is tapping into the demand of the market. Where people are already maybe looking for your service and making sure that you’re actually getting that business. The other is there needs to be a predictable system in place where we’re actually spending resources targeting the right type of customers that we want, fleets in the area, businesses we’ve identified that we want to work with who may be working with another shop or maybe doing something in-house right now. But we do want that branding as well so that we can get in front of those people, build trust and rapport with those people so that we can actually catch the big fit. So anybody listening to this, if you do not have a customer acquisition system, go and get one. You can turn it up, you can turn it down. You’re not married for life. Obviously, in my opinion, I think we have the best one. So if you want to see if your territory is open here at Repairlift, we do only work with one shop in each territory. So you can give us a call and see if your territory is open. We take a look, see if it makes sense. But even if not, it’s not Repairlift. Do it with somebody. Make sure you have an acquisition system that you can count on so you’re not stressing at night about, oh, am I going to have enough traffic? Are people going to come in? Did somebody retire? Did I lose a customer? You’re not going to worry about that because you actually have the ability to replace those customers and grow your business.
Jamie Irvine
You’ve been listening to The Heavy Duty Parts Report. I’m your host, Jamie Irvine. We’ve been speaking with Cory, founder of Repairlift, to learn more about Repairlift and how you can put one of those acquisition systems in place, visit repairlift.com. Cory, thank you so much for being on The Heavy Duty Parts Report. So glad to talk to you today.
Cory Farrugia
Thanks for having me, Jamie. It was a great chat. I’m looking forward to doing it again sometime.
Jamie Irvine
And thank you so much for listening right to the very end. If you haven’t already, head over to heavydutypartsreport.com. That’s where you can find links to wherever you consume your podcasts and make sure you follow the show. And as always, I want to conclude our conversation today by encouraging you to be heavy-duty.
