On the latest episode of the Service Drive, John Fairchild, president of Fairchild Automotive Solutions and a high-performance fixed ops coach, says service advisors must move beyond simply taking orders and become trusted advisors to improve customer experience and retention.
Fairchild notes that the ultimate goal is to provide the right advice, earn trust, and build a relationship that keeps customers coming back.
“I personally do not feel like service advisors are salespeople.”
Building emotional connections
The transition from order taker to trusted advisor relies on making meaningful connections with customers. Fairchild calls these “emotional deposits” small gestures that build goodwill, such as complimenting a vehicle, providing proactive updates, or acknowledging personal details. These actions help customers feel valued and more receptive to recommendations.
Spending two to three minutes walking around a customer’s vehicle allows advisors to assess usage, identify needs, and establish rapport. Suppose time or circumstances prevent an in-person walk-around. In that case, Fairchild recommends a “vertical walk-around,” where the advisor reviews the vehicle with the customer by phone or at the service lounge.
Managing workloads
Another topic Fairchild addresses is that advisors should handle roughly 8–15 repair orders per day, depending on vehicle type and role. Overloading express or repair advisors reduces the quality time available for customers, limits relationship-building opportunities, and can hinder efforts to upsell and retain customers. Fairchild cautions that separate express departments without adequate staffing are especially prone to these issues.
Notably, Fairchild recommends daily huddles under 10 minutes, combined with weekly classroom-style sessions lasting one to two hours. Video training can supplement live instruction, but should not replace in-person coaching. Shadowing alone, he noted, can perpetuate bad habits without accountability.
Fairchild’s experience offers practical examples that illustrate the importance of connection. For instance, he shares that using nicknames for customers or noting lifestyle details can significantly increase rapport and trust over time. These efforts establish a foundation that enables customers to accept advice, even when service recommendations are unexpected.
Conclusion
For dealerships, adopting Fairchild’s strategies means focusing on the fundamentals: personalized customer interactions, structured walk-arounds, manageable advisor workloads, and consistent training with accountability. Implementing these practices can elevate a service drive, improve customer satisfaction, and increase service revenue.
