The company has also launched a ProCare customer call center and an internship program for collision repair students, and recently helped launch a new training center that is open to its own employees as well as technicians across the region (see sidebar).
The ProCare shops all have different layouts and different size restrictions, so ensuring process consistency is an ongoing challenge. “We really have to spend a lot of time on how we can adapt our processes to flow in those environments,” Brock says. “How do we recreate this model with a certain number of employees and at varying sales levels? Some of the shops are doing one-third or half the revenue of others based on where they are and the DRPs they have in place.”
Regional managers are able to help with that process by coaching store managers, and sharing best practices among the group. “Everything is always changing,” Brock says. “We try to find the important fundamentals, bring those to the table, and then other things can change around those. We focus on getting customer service right, and having a standard check-in procedure.”
The company is working to rationalize its company-wide DRP relationships in 2018. “We have three brands, and we initially thought that the insurance companies would see us as one company and understand how that works in terms of our value to customers. But they aren’t as clued in as we expected, so we’re going back and explaining this to them.”
ProCare also restructured its websites to better reflect the integration of the three brands.
“With our scale, we also have something more to bring to the table,” Brock says. “We have a call center and an estimate review center, and we can offer improved DRP compliance. We are going back and reintroducing ourselves to the carriers. We want to be that regional MSO with the scale and resources that the big consolidators provide, but on a more localized level.”
ProCare plans to continue its expansion in 2018, although Brock couldn’t share any details. He said the company will also be focused on continuous improvement in order to keep up with the national consolidators in the market.
“The more we learn the more respect I have for the big guys, because it’s difficult to be nimble as you increase in size. The competition is fierce. We get better every single day at what we do, because our competition is good at what they do. That drives value to the customer.”