FEATURE BY JASON BECKETT THE MODERN SERVICE LANE Answer the " What " and the " Why " to Increase Service Business L ow inventory and sky-high vehicle prices can mean fat profit margins for dealers today. However, as inventory levels normalize and prices drop, many customers will be in a negative-equity position and will likely hold onto their vehicles longer than they normally would. This could mean a significant slump in front-end profits within the next couple years that must be replaced by service revenue. There are hundreds of articles out there about how to boost service business with service specials or targeted post-sale communications or loaner cars ... all key ingredients to success. Yet, I think a big part of the puzzle is employee training. Specifically: How to handle customer objections using a " What " and " Why " communication approach. For one reason or another, many consumers believe that dealerships are the most expensive places to get their vehicles serviced. Another pervasive belief is that dealership 28 employees talk customers into services that are not needed. That's why many customers stop visiting dealerships' service drives once their warranties expire - or even before they expire. Yes, there are shops that are more aggressive at pushing fluid exchanges and other services. Even if a vehicle is running great and brought in just for an oil change, a customer may receive a laundry list of maintenance and repair items that add up to hundreds of dollars. Unless safety is an issue, this approach will drive away customers. RADICAL PRICE TRANSPARENCY The " what " and " why " approach employs radical price transparency The " what " and " why " approach employs radical price transparency, with the help of a detailed multipoint inspection to earn the customer's trust and sell from a position of integrity. When you can back-up recommended services with hard evidence and sell from a place of integrity, you