Habits that build successful businesses in the motorcycle industry

Eight out of 10 businesses fail within the first 18 months, and only 4 percent make it to 10 years. Studies.

What is the secret to longevity in business? Jim McCann, a well-known business consultant in the motor coach industry, says habits and routines are the key factors that build success.

McCann, a Spader Business Management Coach and Facilitator since 2006, facilitates 20 teams in the motorcoach industry.

On July 28, McCann led the third session of a three-part United Motor Coach Association (UMA) town hall education session, diving deeper into meaningful ways to create habits that determine success.

Improving business practices

He joined UMA members Dan Martin at the Karst Stage in Bozeman, Montana. Joe Gillis, Northwest Navigator in Portland, Oregon; and Scott Riccio, Northeast Charter & Tours, in Lewiston, Maine. The three are part of a 20-person team led by McMann — drawn from operators in various geographic markets — who have been working together to improve their business practices.

“We need to understand economic changes and market changes and things that are out of our control. But, certainly, as leaders of our organizations, we need to be able to plan for them in advance,” McMann said.

The key to success, he said, is to identify processes that create high performance when performed consistently.

“We think of building an organization this way: culture first, people second, third and strategy fourth. If we build a strong culture within the organization, we will hire the right people, who will help create processes to achieve your strategy.

Don’t be afraid to make changes

During the pandemic, Karst Stage Martin said he learned the importance of not being afraid to make changes. In order to keep people safe during the outbreak, video-based staff meetings continue to help employees save time.

He decided to take on more responsibilities so that he could pursue a better work-life balance.

“I run the risk of becoming a business owner with more debt than ever. I need to get out and enjoy myself more. And so I’m really starting to work on… how to structure people in my work and make sure they cover the bases with me,” Martin said. He added: “We’re working on our dashboards – our scorecards – so people know what’s most important in the business and where we need to improve.

Focus on the customer experience

As sales continue to decline during the pandemic, Northwest Navigator continues to focus on its customers.

“We were talking to our customers—we weren’t asking them, ‘Can we sell them a bus and take a trip.’ Instead, we were asking, ‘How can we help their company get back up and running?’ We asked.” Gillis said.

Research into UV lights and sprays used to clean and disinfect vehicles from Covid-19 and other viruses has led them to open a separate company to clean their vehicles and facilities as well as vehicles for their customers, creating a new source of income.

“It was really important for us to let them know that we were all in the same boat. And business was very quick when it came back.

Gillis added that being part of the Spader Group was helpful in staying on top of rising costs last year.

“We are constantly reassessing the value of a mile. “Before we even look at the costs of mileage, tires, gas, drivers and all that, every bus has to have fixed costs before it leaves the yard,” Gillis said.

Monitoring costs

Northeast Charter is also closely monitoring rising costs.

“No bill comes into this building without a signature, and they’re not allowed to pay a bill unless it’s on my signature,” Riccio said. “I want to know why and why we did it. I want to make sure we are involved in the decisions about why we spend so that we can control our cash flow.

Controlling costs is key to increasing profit margins.

“If you’re doing 10%, you’re going to survive,” says Riccio. “High performers are always doing 10% better.”

With some key personnel changes, Riccio was temporarily forced to return to day-to-day operations. That further investigation is helping him see where improvements can be made.

“Our company is busy enough that today our income is 100%. . “There are opportunities. We’re working hard, so hopefully they’re very fruitful opportunities.

You can view the full town hall presentation by UMA members here.

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