Tekmetric’s Guide to Effective Customer Communication

Compare your shop's performance against real data from thousands of auto repair shops by state.

Benchmarking data is only useful when it changes what you do next.

If you've run your shop's numbers through the Tekmetric Shop Index and seen where you rank on ARO, car count, parts margin, and effective labor rate — good. You have a diagnosis. Now you need a plan.

This post walks through what each gap in your TSI results is actually signaling, which operational levers move the needle on each one, and how to build a focused 90-day improvement target that gives your team something concrete to work toward.

Start With the Biggest Gap

Your TSI results will show you four rankings. Resist the temptation to try to improve all four at once. The shops that make the most progress pick the metric with the largest gap and stay focused on it for a full quarter before adding another priority.

Trying to improve ARO, car count, parts margin, and effective labor rate simultaneously often means improving none of them because the operational changes required for each are different and can compete for your team's attention.

So step one is simple: look at your four rankings, find the biggest gap from the industry benchmark, and start there.

Gap: ARO Below Benchmark

If your average repair order is lagging, the most common root cause is inspection performance. Either digital vehicle inspections (DVIs) aren't being completed consistently, or they're being completed but not converted into approved work.

A few questions to answer before you act:

• What percentage of repair orders have a completed DVI attached?
• Of the DVIs sent to customers, what percentage include photos or video?
• What's your close ratio on recommended work?

If DVI completion is below 90%, that's almost always the first lever. Tekmetric's Inspection Report shows completion rates by technician, making it straightforward to identify who needs coaching and who's already performing well.

"Now I can look at everybody at a glance. I can be in a different state, different city and know exactly what's going on in each location all the time."  — Leroy Ingram, Ooroo Auto Care, Tekmetric Customer

If DVI completion is strong but close ratio is low, the issue is likely in how inspections are being communicated to customers — photo and video quality, the language in findings, how quickly the estimate follows the inspection.

Shops on Tekmetric also have access to the Parts and Labor Matrix, which protects against underpricing. It can be a quiet ARO killer that doesn't show up until you look at margin data.

➡ See how your ARO compares →

Gap: Car Count Below Benchmark

A car count gap can mean two different things depending on how it breaks down: you're not bringing in enough new customers, or your existing customers aren't returning at the rate they should. Both problems need attention, but they need different solutions.

For new customers, the questions are acquisition-focused. Tekmetric's online booking gives customers a way to find you and schedule an appointment 24/7 — filling bays without your team picking up the phone. The more friction you remove from the booking process, the more new customers follow through.

For returning customers, the questions shift to communication. Are declined jobs being followed up? Are customers receiving service reminders? Tekmetric Marketing automates follow-ups on declined work and scheduled maintenance intervals — so your team stays in contact with your car count without adding manual effort.

"Seven hundred and two dollars in ad spend has generated 11 net-new customers and $12,802 in new customer revenue — an 18.3x return on ad spend before factoring in the lifetime value of those customers returning for future visits."  — Tanner Markham, Phase 2 Automotive, Tekmetric Customer

➡ See how your car count compares →

Gap: Parts Margin Below Benchmark

A parts margin gap is almost always a pricing problem — either your markup isn't keeping up with cost increases, you're applying flat markup where a tiered matrix would protect margin better, or your team is manually overriding prices inconsistently.

The fix starts with reviewing your Parts Matrix in Tekmetric. A well-structured matrix automatically applies the right markup based on part cost ranges, removing the inconsistency that comes from individual pricing decisions at the job level.

After updating the matrix, run your Parts Purchased Report to verify that retail pricing is reflecting the changes accurately. This is also a good time to cross-reference against recent vendor invoices — if costs have moved significantly in the last 6 months, your matrix thresholds may need updating.

➡ See how your parts margin compares →

Gap: Effective Labor Rate Below Benchmark

If your effective labor rate is trailing your posted rate, the most common culprits are inconsistent discounting, flat-rate job structures that cap labor recovery, or package pricing that doesn't account for actual labor time.

Start by pulling your Discount Detail Report to see where and how often discounts are being applied. If they're being applied inconsistently across your team, that's a coaching conversation — and Tekmetric's real-time reporting makes it easy to see which service writers are discounting most frequently.

The Labor Matrix is the structural fix. Similar to the parts matrix, a tiered labor matrix adjusts the billed hours or dollar amount based on configured ranges, protecting margin without changing what customers see on the invoice.

➡ See how your effective labor rate compares →

Building a 90-Day Improvement Target

Once you've identified your primary gap and the lever that addresses it, the last step is turning it into a measurable target for the next 90 days.

A good 90-day target is specific, tied to a leading indicator, and gives your team something to track week over week. For example:

• ARO gap: "Increase DVI completion rate from 72% to 90% over 90 days, tracked weekly via Inspection Report"
• Car count gap: "Launch declined-job follow-up automation within 30 days; track returning car count monthly for 90 days"
• Parts margin gap: "Update Parts Matrix for all parts under $150 within two weeks; track parts margin weekly via Parts Purchased Report"
• Labor rate gap: "Reduce average discount percentage by 15% over 90 days, tracked via Discount Detail Report"

These aren't arbitrary numbers — they're examples of the leading-indicator approach that lets you see progress before the outcome metric moves. Set yours based on where you're actually starting, not where you want to end.

Check Your Rankings Quarterly

Your TSI results are a snapshot. Set a reminder to re-run the benchmarking every quarter so you can see whether your numbers are moving relative to the industry — not just relative to your own history.

The shops that use benchmarking most effectively are the ones that treat it as a recurring discipline, not a one-time exercise.

"Thanks to Tekmetric, we've really enhanced our business and are looking to expand. We're the #1 shop, 6 years in a row in Upstate New York."  — Chris Chevalier, AAA Auto Repair, Tekmetric Customer

➡ Benchmark your shop now →

Takeaways

• Start with your biggest gap — don't try to move all four metrics at once.
• ARO gaps usually trace back to DVI completion rates or close ratios.
• Car count gaps split into acquisition and retention problems — each needs a different fix.
• Parts margin gaps are almost always a pricing matrix issue.
• Effective labor rate gaps often come down to discounting habits and job structure.
• A 90-day leading-indicator target turns benchmarking data into team direction.

➡ Benchmark your shop now →

Expanding your business into multiple locations is exciting but can come with challenges. One of these challenges being, the ability to manage data and reports across all of your shops.

To simplify this process, Tekmetric has developed Multi-Shop, our most powerful set of tools and reports to easily manage multiple shops through custom shop comparison reporting, organization-level reports and centralized data management.

Multi-Shop allows you to gain back time, make better business decisions and maximize your margins. 

Role-based access is the ability to control what each employee can see and do in your shop management software based on the job they hold. A technician clocks into jobs and completes inspections. A service advisor builds estimates, sells work, and takes payment. An owner sees the money. Each person gets what the job requires and nothing beyond it.

At one location, you can run loose. You are in the building. You hear the conversation at the front counter, you notice the discount before it posts, and you can walk 20 feet to correct something. Permissions are a convenience.

At three locations, they become the only way a standard survives when you are not there to enforce it.

What role-based access actually means in a shop management system

Two ideas sit underneath the term, and they are worth separating because vendors use them interchangeably.

A role is a job function with a default bundle of access attached. Roles are defined by titles like owner, manager, service advisor, and technician. It is the starting point when you create an employee.

A permission is a single switch that determines if someone can post a repair order, export a customer list, edit a labor rate, and refund a payment.

A system with roles but no granular permissions forces you into whoever the vendor decided a "technician" is. A system with granular permissions but no way to save a configuration forces you to rebuild that configuration by hand for every new hire. What you want is both — job-level roles you can adjust, and the ability to save the adjusted version and reuse it.

That last part is where most operators get stuck, and what breaks at scale.

What changes when you go from one shop to many

Three things shift, and they compound.

You stop being in the building

This is the obvious one and still the most underrated. Presence is a control system. Remove it and you need something to take its place.

"Now I can look at everybody at a glance. I can be in a different state, different city and know exactly what's going on in each location all the time. That's not something I had before."
— Leroy Ingram, Ooroo Auto Care (MSO)

Visibility is half of it. The other half is deciding, in advance, what each person is able to do when nobody is watching.

Every standard you set needs something holding it in place

Multi-shop operators spend real effort standardizing digital vehicle inspection templates, canned jobs, the labor matrix, and discount policies. Then they hand that standard to 20 people across five buildings and hope.

Permissions are what turn a policy into a setting. If only a manager can apply a discount above a set dollar threshold, the policy holds by default instead of by memory. If only two people at each store can unpost a repair order, your month-end numbers stay clean.

Auditing turns into a job nobody has time for

At one shop with six employees, you can check everyone's access in 10 minutes. At six shops with 60 employees, you cannot.

This is where some multi-shop operators fail. It is not that operators set permissions badly. It is that they set them once, correctly, and then never look again. Six months and four hires later, nobody can tell you who has access to what.

The permissions that carry the most risk across locations

If you are evaluating software, these are the specific controls worth asking a vendor to show you in a demo.

• Discount and pricing authority. Who can apply a discount? Who can change a labor rate or a pricing matrix? Every dollar discounted comes off the repair order total, which means it comes off both your average repair order (ARO) and your gross profit.
• Posting and unposting repair orders. Posting finalizes the repair order and creates the accounting entries. Unposting reverses it. You want the second one narrow: enough people to fix a genuine error, not enough to make your reporting unreliable.
• Employee and permissions management. Who can grant access is a separate question from who can edit an employee record. A system that treats them as one switch is giving away more than you think.
• Reporting visibility. A store manager should see their store. Not everyone needs the portfolio view.
• Customer export. The ability to download your customer list is the ability to walk out with it.
• Payments and accounts receivable. Anything that moves money after the fact, including open balances on fleet and credit accounts.
• Audit visibility. Login History shows who accessed the platform and when. The Inventory Activity Feed shows who changed what in parts. Permissions tell you what someone can do. Audit trails tell you what they did.

How to set this up before you open the next location

• Write the roles down before you touch the software. List every job title you actually have, not the four the software ships with. Master technician and apprentice are different jobs. So are store managers and service advisors.
• Build them as reusable groups, not one-off profiles. If you are adjusting permissions employee by employee after the fact, you have built something you cannot maintain and cannot audit.
• Decide what cross-location access means. Most people need one store. A handful need several. A very small number need everything. Be deliberate about which is which.
• Set the exception path. Someone will need something they do not have, at 4 p.m. on a Friday. Decide now who grants it and whether it gets reversed.
• Put a quarterly review on the calendar. Access drifts. Roles change, people move stores, someone gets covered for a week and keeps the access.

How Tekmetric handles role-based access across locations

Tekmetric is an all-in-one auto repair platform, and employee access is managed in one place rather than shop by shop.

New employees start from a default role — admin, service advisor, or technician — each with its own permission set. From there you can either adjust individual permissions or assign a saved permission group, so a master technician and a junior technician can carry genuinely different access without either being configured from scratch.

For operators running more than one location, the setup happens once. You create the employee in the Tekmetric Multi-Shop dashboard, choose their role and permissions, and select which shops they belong to. You also can see every employee in the organization in one list, including which shops each person is in and what their role is at each.

Organization owners set a separate level of Multi-Shop access on top of shop-level permissions, which is how you give a regional lead the portfolio view while a store manager keeps a store view. And because every permission change is logged with who made it, what changed, and when, the quarterly audit stops being an archaeology project.

"I've gone from doing the transaction to running the store to now have a team of ops guys that run the stores."
— Matt Schwab, Clutch Automotive (MSO)

That progression is the whole point. Delegation is not a personality trait, it is an infrastructure question. You can only hand a store to somebody once the system can define what they are handing back.

The takeaway

Role-based access is unglamorous, and it is the difference between an operator who has five successful shops and an operator who has five struggling shops. Set the roles before you need them. Build them as groups you can reuse. Look at them again every quarter.

Then you are free to go somewhere else and still trust that the standard is still holding.