Anybody here with multiple business locations?

[CSR_Admin]

I need some advice on how to motivate staff at a satellite location. As many of you know, we sell and install marine electronics. The mothership is doing fantastic, and always has. But I can't figure out how to motivate people at our satellite locations. We've tried bonuses. Have incredible pay and benefits. Have processes and expectations clearly outlined, with regular meetings to make sure everybody is on the same page.

It seems like I need somebody onsite with a real stake in the business, like an owner. I have not tried giving away equity but an certainly willing to explore that option.

We only have one satellite location now in FL, but had another in NJ that we closed a year into it. These locations have a service manager, bookkeeper/assistant, and 3 to 4 techs installing marine electronics.

Any tips?

 

[blaster]

I believe you sort of answered your own question. Having a satellite location is like someone else driving your car. They will never treat it like their own. My opinion is that someone with equity in the business or a direct family member will be most motivated and trustworthy. An employee will be tempted to cheat and steal if lacking direct oversight regardless of their position or how much you compensate them.

 

[Golfman25]

In lieu of equity, you can use the Outback Steakhouse model. The GM of each location basically gets paid like and owner — with large bonuses based on location performance.

 

[paulswagelock]

Different type of business, but we were an ESOP so everyone benefited from increased company value. That caused the hard workers to put peer pressure on the low performers to move them up or out.
in a simpler form, maybe a company performance based bonus for all employees overall or regional.
Difficult problem to solve….

 

[ranger58sb]

What Golfman said: GM onsite who gets paid good buck$$$... and who's income is also variable based on annual site performance.

Saves shedding equity...

-Chris

 

[ttmott]

What's unfortunate these days is bonuses for performance become a problem with those that under-perform; it's just the way young people are these days. Our business model as an engineering firm can't be compared to retail so this is an opinion based upon the quirks of employees.
First is the talent mix and how that mix plays together - take a look at the classic Myers Briggs test. As managers and owners this little test is a tool to establish the best mix of personalities. Plus it's kinda fun and enlightening with the employees.
Next search for the reason to come to work - people that want to come to work net the best productivity.
Enable employees to help expand the company and provide recommendations and a plan for that expansion.
Then there are the subliminal - What is the lighting temperature (color) in the store/shop, sunlight exposure in the shop, wall colors, flooring. Believe it or not these are very important to a desirable workplace.
For service, are the company vehicles in good repair, clean, and well equipped. Would I want to make a service call in that vehicle....

 

[OllieC]

I need some advice on how to motivate staff at a satellite location. As many of you know, we sell and install marine electronics. The mothership is doing fantastic, and always has. But I can't figure out how to motivate people at our satellite locations. We've tried bonuses. Have incredible pay and benefits. Have processes and expectations clearly outlined, with regular meetings to make sure everybody is on the same page.

It seems like I need somebody onsite with a real stake in the business, like an owner. I have not tried giving away equity but an certainly willing to explore that option.

We only have one satellite location now in FL, but had another in NJ that we closed a year into it. These locations have a service manager, bookkeeper/assistant, and 3 to 4 techs installing marine electronics.

Any tips?

I’m assuming it’s difficult keeping your techs. A good manager is key to the business, however, with our business partners, keeping techs/field operators is difficult. Mainly because, after some tenure, they think they can do what you can do, start a business. After all, in their minds they’re doing all the work and you’re making all the money! (insert sarcasm). Turns out, when these techs go out on their own, it degrades the ‘pool’ of service and having access to quality techs. You have to start over, the techs that quit are starting to realizing it “ain’t” easy running a business, and in the end the customers suffer.

If the business is profitable and making good margin, maybe consider a profit sharing plan, tenured in 3-5 years. That is something our small business does. The plans can be tailored any way you wish. You’ll have to talk with your financial planner to see what’s available. Also, I’ll +2 Golfman. Having a good manager who keeps the remote business glued together is important.

 

[brewster16]

I'd like to add....I never even knew you had a location in New Jersey! And I am a very active and knowledgeable boater who has spoken to you and/or Emily on various occasions, so its not I like I don't know BOE. So that tells me your marketing approach needed attention. New Jersey is DESPERATE for you! It is an absolute "no mans wasteland" when it comes to marine electronics and service. This is particularly the case on Long Beach Island. Just a bunch of knuckleheads and rip off artists!

 

[CSR_Admin]

I'd like to add....I never even knew you had a location in New Jersey! And I am a very active and knowledgeable boater who has spoken to you and/or Emily on various occasions so its not I like I don't know BOE. So that tells me your marketing approach needed attention. New Jersey is DESPERATE for you! It is an absolute "no mans wasteland" when it comes to marine electronics and service. This is particularly the case on Long Beach Island. Just a bunch of knuckleheads and rip off artists!

It was back in like 2012. Lasted a year. We could pop up locations all over the USA if it was not such a struggle to find workers.

 

[Blueone]

Equity is a rabbit hole. You have to be looking for a key manager with a carrot that can’t be caught

Equity does not motivate

Nor does a bonus

You need a GM at each site that feels like they own it…. It’s not easy finding that person. It typically comes from a person you know who knows a guy….. you can interview the position but you will have a lot of failures

Second when you find a potential candidate you need to mentor him everyday. You need to review kpi’s every week. You need to set him up for success…. It’s a lot of effort up front….. standardized work instructions, procedures help a lot and financials….. financials are key they need to be reviewed weekly….. I can keep going but those are the key points

 

[Golfman25]

Equity is a rabbit hole. You have to be looking for a key manager with a carrot that can’t be caught

Equity does not motivate

Nor does a bonus

You need a GM at each site that feels like they own it…. It’s not easy finding that person. It typically comes from a person you know who knows a guy….. you can interview the position but you will have a lot of failures

Second when you find a potential candidate you need to mentor him everyday. You need to review kpi’s every week. You need to set him up for success…. It’s a lot of effort up front….. standardized work instructions, procedures help a lot and financials….. financials are key they need to be reviewed weekly….. I can keep going but those are the key points

Curious. How does a GM with no equity and an unmotivational bonus, feel like the own the place? Make $7.50/hour?

 

[Blueone]

Curious. How does a GM with no equity and an unmotivational bonus, feel like the own the place? Make $7.50/hour?

When you pay all the workers $2.15/hr

 

[Blueone]

Curious. How does a GM with no equity and an unmotivational bonus, feel like the own the place? Make $7.50/hour?

You missed my point. People are not motivated by what they can have….. they are motivated by what they are being paid if you hold them accountable for that pay and reward them if they meet those goals…..then it’s a reward…. Not a bonus

 

[White Shadow]

How about some kind of a franchise agreement?

 

[JayhawkCurtis]

One thing that really made a difference for us was fostering a sense of ownership. We started by empowering local leaders to make decisions and be more involved in the big picture. It's like having a captain who knows the waters like the back of their hand.

I stumbled upon some great insights on team motivation while browsing through resources at https://planfix.com/. They highlighted the importance of creating a culture where everyone feels valued and invested in the company's success.

Bot

 

[spikedaddy99]

I have 6 locations. A great GM who travels among them and deals with the staff, and great office managers in each location for the day to day stuff. Of course I am not talking about multi-state locations. All of mine are within 2 hours of "home base".