Champions Collision overcomes obstacles with a team approach to business
In addition to honors bestowed by Sherwin-Williams for the company's prowess working with waterborne paint in the region's notorious humidity, civic groups, charities and business organizations have saluted the pair on multiple occasions for their contributions to the community. The couple takes such recognition in stride by praising their employees. They say the entire staff is intent on maintaining the highest performance levels.
"I've heard a few customers say that they chose us because of the awards," Brandon says. "But most of our customers are sent to us by referrals, and they come with their expectations already set high. As long as we service every customer to the best of our ability and strive to exceed their expectations, we will always have customers."
Employees exude a friendly, relaxed, Southern-style openness when communicating with the public, and they are able to operate the facility in the Gary's absence, exuding the owners' same friendly attitude.
"Everyone knows I wouldn't ask them to do something I wouldn't do myself," Brandon says. "We are a team with the attitude of doing whatever is necessary to ensure customers, suppliers and insurance carriers come away satisfied with the experience."
The team concept was dramatically apparent in 2008 when Hurricane Ike – the second-most costliest hurricane in U.S. history – roared ashore. The Garys secured their facility and let employees off work early that Friday to go home and take care of their families and belongings. When the hurricane hit that weekend, the Garys confirmed all employees were OK Sunday night. Everybody met Brandon at the shop that Monday morning to clean the shop and everyone's homes that were damaged. They all were back at work on Tuesday.
Brandon and Shauna accept that the struggles they have encountered along the way are simply part of life's challenges that must be addressed and overcome.
"The obstacles seem great at the time, but they only make us stronger, and each one adds something to the business in its own unique way," Brandon says.
The couple is contemplating expanding their business by moving into smaller, rural markets where there's a need for a shop that's willing to provide exceptional service to customers and insurance carriers. Still, the Garys have yet to make a decision. Brandon cites the economic downturn as a key factor in any plans.
"The biggest challenge is operating a business with your head rather than your heart," he says. "An operator must be able to make changes in a timely manner to compensate for the economic status of the market. Many times we operate with our heart, and it may cause a delay in making important decisions or bad decisions."
Delivering excellence has been deemed the prudent path to take at this point.
"Our customers have faced circumstances many don't experience in a lifetime," Brandon says. "With unemployment and the uncertainties of tomorrow, many are reluctant to spend or do more than is absolutely necessary to live within their means."
The economic status of the country is the biggest challenge that everyone faces. All fronts are affected – customers, vendors and business in general.
"We've seen slight improvement during the past few months and pray it'll continue in the months to come," he says.
With a website constructed to reflect the professionalism found throughout the shop and an informative tape loop (location, hours of operation, etc.) played for on-hold callers, the Garys have embraced social media in the form of Facebook and Twitter (produced and maintained by Admin Concepts of Mechanicsville, Va.) to further disseminate the company's marketing message.
"We strive to create customer evangelists," Brandon says. "We focus on small, seemingly insignificant things that matter. We treat every customer with the utmost courtesy, respect and professionalism. We maintain professionalism with our attitude and attire [shirts and ties are worn during most of the year]. We want every customer to have an exceptional experience. Every customer is expecting something different from their experience, and we consider it our job to discover what that may be and make sure that customer leaves feeling like his expectations have been exceeded.
"We ask our customers and ourselves, 'What we can do differently?' he adds. "We're always paying attention to one another and how we communicate with a customer. If one of us fails to recognize a need, we make sure another employee tries to catch any shortfall."
That overall teamwork concept even applies to beating Houston's heat as employees take regular breaks and make sure air circulation is good. Employees watch out for each other to make sure no one overheats. Most employees have been at Champions long enough that they've become acclimated to the climate and go about business as usual.
While seeking heightened efficiencies remains ever-present in the business plan, the Garys consider Champions a traditional shop. Brandon, who's had the opportunity to visit many lean shops, hasn't completely committed to the concept yet.
"There are things we can always do better to become more efficient, and we're always making improvements," he says.
"Sherwin Williams was exceptional at guiding us through the process, so switching was painless," Brandon says. "It directed us on how to cope with any problems that incurred. The complications were minimal and happened only during the transition phase."
Currently enrolled in four direct repair programs (DRPs) that account for 60 percent of the business, Champions does its best to develop trust between the shop and insurance company liaisons.
"I'm honest about repairs and the steps required to repair the vehicle," Brandon says. "Sometimes that benefits the carriers; other times it benefits us. By operating with integrity, I develop a trust with my insurance carriers and customers. I always strive to make sure everyone receives the same service and results."
The business was started in 1990 by Dennis Alston, Shauna's father, who owned several facilities. Shauna had been working with her dad in the collision repair industry since she was a child, and Brandon joined the duo in 1996.
"We endured family illness and some rough times for the first few years after my arrival," Brandon says.
In 2000, Champions moved from a 4,500-square-foot building to a 13,500-square-foot facility, and the Garys restructured the business to accommodate insurance partners rather than be a production shop. Brandon and Shauna assumed ownership in 2001, although the three of them continued to develop the business together.
"As we implemented our marketing strategies, we began to acquire insurance partners and continue to run our business at optimal capacity," says Brandon, recalling he had a crash course at the school of hard knocks by previously dealing with only fleet/production accounts and having little experience handling insurance-oriented or walk-in clientele.
"Once we were together, my mother-in-law became ill and required Shauna's and Dennis' time," Brandon says. "I was operating the business and keeping things going. They were there to help me with phone calls and for short interim periods throughout the day. Even though they trained me well, what they didn't show me, I learned through mistakes and experience."
In 2006, the land next to the shop became available, and the trio bought the property on the same day it hit the market. Using Brandon's background in architecture and Dennis' construction skills, they designed and built a new 20,000-square-foot facility where they remain today.
Crediting the affiliation with Sherwin Williams and Square One, the Garys have had the opportunity to meet many successful collision operators and consider everyone mentors.
"There's something I can learn from everyone I become acquainted with," Brandon says.
Brandon's only regret is not getting involved in a 20 Group sooner. He joined in 2004.
"I'd be years ahead of where we are had we become involved sooner," he says. "A 20 Group allows you to interact with fellow peers, better evaluate your numbers and compare them to industry leaders. It provides an outstanding consulting team."
