In fact, as Tim Adelmann, chief operating officer of ABRA Auto Body & Glass, says, "We treat the insurers like it’s an honor and a privilege to have their checkbook." They don’t view the insurance company as the enemy. Several of the franchisers I spoke with consider their direct-repair relationships to be an extremely important part of their businesses and attempt to enroll each new franchisee in the programs as soon as possible. An advantage of joining a franchise is the insurance company contacts the franchise already enjoys in other markets. They believe that direct-repair programs are a cornerstone to success. Insurance company relationships Franchisers strive to increase the traffic at the door by improving a shop’s relationship with both consumers and insurance companies. (Hint, hint.) If your shop doesn’t look clean and professional, you may never get the chance to write an estimate for many customers. 1 criteria consumers use in choosing a shop? All of the successful franchisers also think a clean image is a must to succeed. Isn’t it interesting that insurance company surveys always identify a clean collision repair facility as the No. Disagree? Ask yourself - more.Inside, franchisers want affiliate shops to have a waiting area for children, current magazines for the adults, a very clean restroom and an overall professional aura. Instead this company is exactly the same as every other body shop company. In summation, if there were true leaders amongst the upper echelon of this company it could easily take over the industry. Rewards are given to those who chose not to rock the boat. You will not be rewarded for your hard work. There will be plenty of praise given to those in charge. Those tasks then become the responsibility of those whom have chosen to work hard and strive every day to be better. There is no monitoring of this, however, so the end result is enabling many employees to simply avoid work in the hopes that others will do it for them.
One of their philosophies is that everyone should assist everyone where needed (create a team-centric environment). What's more concerning is the quality of the people themselves (honesty, critical thinking, expediency, and self discipline are not their strong suits). I can assure you that the median intellect within management is somewhere around the 10th grade level. There is an overwhelming sense of overinflated confidence amongst middle and upper management. One should take careful consideration when identifying errors in workflows or the end product (or anywhere for that matter). It is better to be a friend to those tasked with supervisor roles rather than to be efficient and well versed in your assigned tasks. As with most body shop organizations, nepotism is the result of inadequately experienced middle and upper management and therefore rampant.
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