The Key to Success

The key to the success of “The” Dive Shop’s service department, however, is Matt himself. Matt’s primary responsibility at “The” Dive Shop is equipment service and repair. He is not expected to answer phones, man the sales floor or pitch in to back up other employees.

Although this may seem like a dream job to dive store employees who don’t like to sell (something Matt actually has no problem with), experience has shown that divorcing service from sales is essential to making his department work. “Whenever anything takes priority over service, service just doesn’t get done. It’s that simple.”

Matt’s only other responsibilities at “The” Dive Shop are the operation and maintenance of the compressor systems, the blending of Nitrox and Trimix, and teaching the store’s cave and technical diving courses — activities that always take a back seat to getting customers’ regulators and BCs serviced on time, as promised.

Obviously, one of the most important factors in the success of “The” Dive Shop’s service program is size. TDS does enough service and repair business every year to justify having a full-time technician on staff — chiefly because they make a conscientious effort to sell service and make it a profit center.

You can’t make money on service if you give it away. However, if you sell the value of professional service — both in classes and on the sales floor — you can charge enough to make service profitable.

Another factor is the success of “The” Dive Shop’s service department is flexibility. During peak months, Matt can and does put in the necessary overtime to keep up with the demand for service. He rewards himself during slower times by conducting the store’s technical-diving travel program and taking personal cave-diving vacations to Mexico.

Many stores in similar positions deal with the peaks and valleys of repair work by employing technicians who are retired (yet have ongoing income) from other professions and, thus, don’t mind the reduced hours and lower pay during slow periods.

Treat Them Right. Make Money.

Keith Chesnut of Sierra Diving Center in Reno, Nevada, writes:

“Our service department has been a major profit center for some time. In my travels, I find most dive stores dismiss service as a waste of time. I've discovered that using a commission based salary for this reduces my costs during slow times.

“I've also found allowing flexibility for the Technicians, both during slow as well as peak seasons, by allowing them to set their schedule based on a store set completion deadline, creates a lot more satisfaction and enjoyment in the job.

“This keeps employees longer and reduces training time and costs.”

Roadblocks to in-house service »

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