I understand the points you're making but the difference is that I'm looking at things from the perspective of what creates the best customer experience and you're looking at it from a numbers perspective.
The focus for us in all areas of our business is providing the best possible customer experience that creates loyalty and keeps people coming back to us. That's worth more to us than making a slightly higher margin per job.
Yeah, they'll love you and keep coming back if they realize that you've left a good chunk of profit on the table for them to save at your expense because you're too lazy to figure out a good system for estimating prices.
Take 30 minutes sometime and call 10 or so places to get quotes on vehicle wraps. The majority will tell you they'll have to call you back with a price and others will say you'll need to bring your vehicle in for measurements before they can give you a quote.
Serious customers who are the kind we want to cultivate and target, value quality, service and professionalism. They aren't the ones calling 10 places for quotes or expecting quotes over the phone sight unseen.
If somebody is price shopping, do you think they'll drive to 3-4 locations to get all the quotes or do you think bring the shop that made pricing easy at an advantage?
With all the variations in vehicles, client needs, etc. how can anyone honestly expect a professional wrap shop to ignore all those variables and spout off some flat rate price? If I ever had a salesperson who started doing that, I'd either renegotiate their commission terms or get rid of them.
I understand the challenges that come with what I'm proposing but I'm confident this is a scalable and profitable business model that will simplify the sales process and improve the customer experience at the same time.
The challenges to this are multifold. First, without cooperation and buy in from other area shops, you open the door for being frozen out of being able to gain client confidence or upsell clients on better jobs as you all race each other to the bottom once your advertised flat rates are known by your competition and exploited to their advantage. This approach hamstrings your creative team and artificially limits them from proposing a better than basic idea or adjusting a concept once the flat rate price is locked in. There has to be room for allowing a design to evolve into its best form by the time its finalized. How would you break down the commission structure for your sales staff? A lower percentage on flat rate jobs that don't achieve the same profitability as a design that was approached more comprehensively? Sure, you might bring more volume of work into the shop, but if it isn't as profitable as other jobs, what's the point of doing that? You'll be working your team harder for less AND the sales staff will make less. All the salespeople I've ever known feed off the prospect of upselling and higher ticket sales, not lower or ones constrained by artificial limits placed on their skills.
If anybody has gone this route that would be willing to share your prices, it's be greatly appreciated!