[pianotech] Running a Business as a business.

[erwinspiano at aol.com]

    Jer...David
   All good stuff
    
    I'll add afew

   6.  Be the guy/gal that can fix,voice,or rewhatever anything with excellence in your geographic  area

   7.  Become an Rpt and learn to network with others for continuing education

   8.  Have an informative Web site. A must these days

   9.   Always tell the truth even if you lose. Always in fahionable and in season

   10.  Learn to delegate. Yes, its hard at first

   11.  Be Generous, however you define it. 

 regards
 Dale Erwin
 WWW.Erwinspiano.com







-----Original Message-----
From: Gerald Groot <tunerboy3 at comcast.net>
To: pianotech at ptg.org
Sent: Sat, Jan 16, 2010 8:35 am
Subject: Re: [pianotech] Running a Business as a business.


There you go again, changing the point being made.  " But if one wants to do
 favor and help someone out with a pencil, why not?"   So, do it then.  I
on't care.  
"Let's not blow it out of proportion as the reason their business isn't
uccessful."   Did I really say or mean that their business would fail due
o that one trivial matter, the pencil?   
Ok, let's change the topic then as I did in the subject line.  
1. Become highly skilled in whatever area of this business you choose to be
n.  
. Learn how to run and operate a businesses.  One will be more successful
ong term.  
. Have clear are precise written rules for yourself and your customers to
harge more fairly and honestly.  
. Have clear and precise written prices so neither yourself nor your
ustomer gets screwed. 
. Do a lot of reading and learn how to interact with clients properly.
his doesn't just entail reading about pianos and repairs.
It's easy so far, care to add to it?  
Jer 
-----Original Message----- 
rom: pianotech-bounces at ptg.org [mailto:pianotech-bounces at ptg.org] On Behalf
f David Love 
ent: Saturday, January 16, 2010 11:19 AM 
o: pianotech at ptg.org 
ubject: Re: [pianotech] age-old question of what to charge for almost
othing and running a business as a business 
Nobody would argue with your first point.  The nuances and individual 
ituations that determine just how that's done are what we are talking 
bout.  The example you give of the $28000 a year person has less to do with
the discussion than it does with general competence.  We haven't even 
entioned the importance of being skilled.  The person who is meticulous in 
heir business practices, never misses an opportunity to charge for every 
ervice and mile driven, still won't have any business if the service they 
rovide stinks.  Similarly if one (notice I'm avoiding saying "you" to avoid
any misunderstanding) is rude to people then they are not likely to get very
far no matter how skilled and meticulous they are in their business 
ractices.  The example of what owners allow their employees to do is not 
elevant since we are the owners and owners do choose at times to bend the 
ules.  They just don't want their employees to do that.  Neither would I.  
In summary, of course one shouldn't be afraid to charge for their time, 
xpense and expertise.  At the same time one should be flexible enough to 
ssess each situation on its own merits and make a decision without fearing 
he consequences of a single act.  Price structures are helpful (I have them
outlined and itemized for rebuilding and servicing as well as a set hourly 
ate which is published).  That can take the guess work out of making 
stimates which can be tricky for the inexperienced and create situations of
price commitments that are unrealistic and may establish a history that one 
ay not wish to be held to.  But if one wants to do a favor and help someone
out with a pencil, why not?  Let's not blow it out of proportion as the 
eason their business isn't successful.  
David Love 
ww.davidlovepianos.com 


..snipped 
The only thing that I AM VERY HARD LINED ON is that more piano technicians 
eed to run this business like a business or learn how.  Yet, many do not 
un it as such.  These same people do not know how to run it as a business 
r in my opinion, do not take it very seriously that it is a business.  They
need to stick to the principal of charging when appropriate, which is, most 
f the time.  They should not be afraid to charge and especially, should not
apologize for doing so. As another poster mentioned, the owners of other 
usinesses will not allow their employee's to show up for free or to charge 
ess for obvious reasons.   
Here is a prime example of what I mean.  I have someone in town here that is
constantly complaining about not being able to make a living.  This person 
uns their business more as a charity, treats their customers rudely, gives 
iscounts to everyone and is making less than $28,000 a year tuning full 
ime.  His work load is now half of what it was last year and he wonders 
hy?  Yet, I find out from this person that their prices have dropped or 
ave been the same for 7 or 8 years running, he doesn't even charge for a 
ervice call, doesn't charge extra for driving 150 miles round trip, charges
only for his time, he's doing services for free in an attempt gain more work
which is not working, he's gaining more free clientele instead yet, he still
doesn't get it and will not listen to reason.  
Jer 

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