BB, I am working towards Edwards approach. I have a young tech that has been on board almost a year. He is handling about 90% of the field service and also was managing the PM guy until we lost him recently. He takes great care of us and we are taking care of him. Very talented guy. As you guys know, someone this young and capable is always gonna want his own business one day- and as suggested-It could be best for all to work him into ours. I have never brought it up- but it could sure work out this way.

Have you figured out an answer to your issue?

Definitely supporting Edward opinion, please let me add, that (according to my experience as a service company owner) your reconditioned trucks sales success is based upon the trust the customers have in you and your company. This trust is built upon your service quality.

You simply provide the feeling of safety to your customers while maintaining their trucks.

Good service is your strategic advantage.
If you get rid of it - it goes with this advantage.

We sold over 20 trucks this year (not being the sales company, having no salesmen, no marketing dedicated to trucks sales, no trucks stock, etc) only because the customers wanted us to care about their ownship.

In my opinion, the good service is the best marketing issue, and your company may easily multiply the refurbished trucks sales, basing upon your service quality.

Edward is right. Please, consider rather the development of your service, not the liquidation.

Regards

Edward, I hadn't thought of that. And that is a very good idea. As you pointed out, most of these customer relationships are years in developing. And I really want the best for them if I am no longer handling their work.

since, to your customers, your skill is your primary product that you are selling, and means everything to your customer, I would be very careful about just selling it for a value related to monthly profit, to just anyone that comes along. It seems like you have built up a good customer base, and that was no quick and easy project. Have you considered taking on another mechanic, and if it works out as an employee, giving him a chance to earn a portion of the company each year, (maybe instead of a bonus 5% of the ownership the first year, and 10% of the remainder for any year that exceeds budget expectations). this would give you and your customers a bit of 'insured continuity' with your company.