[richdrew69]

Hi everyone.
This site is very entertaining and I check it occasionally to keep aware of the ERAC threats and for some laughs. I have been with ERAC for over 3 years. I agree with a lot of the critisizm and I understand how this site was created. I think it was a great idea.
What I would like to do is to help current employees reduce the stress at work, do better at their jobs, earn more money and actually learn something they can use later in their life as they change careers. It just seems like the majority of the posts are from people wanting to bitch and get something off their chests which turns this site into a ... therapeutical site.
Let's together help the employees at ERAC improve their state of mind and the service they provide so more people benefit. I will start with a few tips I have from observations from posts on this site and from personal experience. I hope that the veterans, the ex-ERACers and others will join and share their ways of making ERAC more fun, a better career and all that goof stuff...

Seems like the major problems are:
1. Pay (not making bonuses, other)
2. Time/Hours (working over 50 hours)
3. Frustration/Helplessness because of the impossibility of what you are asked to do (like rent 2 cars to the 15 reservations you have in the next 3 hours...let me do the math...)

...and there is so much more but let's focus on those three.
At this point you have already asked yourself-who is this person giving us a speach on how to survive and do well at ERAC-is he/she a reliable source.
1. I have a progressively successful career with ERAC making over 50K (made over 35K my first year)
2. Check my spelling - unlike most people on this post I know how to spell...just kidding.

Here are my few tips for starters:

For MTs - you have to sell decent and network (don't have to kiss ass) within the company. Use your mentors to learn about shortcuts and to use them spread good words about you. Be nice!
For Assist. Mngrs. - you have to think you are an "assistant" to the branch manager - slowly turn them into a friend and start making decisions together. A good relationship between the AM and the BM is essential for the well-being of any office. Remember: asshole or not your BM is your boss. You have to work polotics and diplomacy here-otherwise no one wins.
For BM - don't be a slacker - be fair. TAKE EVERY THURSDAY FOR MARKETING AND GIVE EVERY WEDNESDAY TO YOUR ASSISTANT FOR MARKETING-TAKE TIME OFF between you and the assistant- but fairly - your assistant is your ticket to your promotion. MUST have meetings with ALL of your employees every month for around 1 hour. Yes, drivers/car preps too.

1. Pay - capitalize on large bonuses like the employee referrals, grow your fleet with marketing - get out of that f***ing branch!...fair time out of the office between AM and BM - very important!
2. Time/Hours - here is where you find out how to get out marketing.

Mistake #1 - taking all the "sayings" at ERAC literally. Use your head-you are college graduates-MANAGE YOUR RESERVATIONS-how?

Example #1: The "no-look book" method.
-there are times when this method works but the overall usage has to be controlled by the BM-turned on and off according to the market demand. Same goes to booking SPECIALTY VEHICLES-KNOW HOW MANY YOU HAVE! It's simple-hit print and count...That same simpe method applies to turning on and off the "no-look book method" for other car classes but you look at the reservations a week in advance-print 7 days ahead all days with reservations - do it EVERY DAY.

Example #2: A customer calls and wants a pick up at noon. That's lunch time! Try to move it for later you won't have enough people in the office or schedule your lunches later.

Example #3: If you have a 50 car branch booking more than 10 reservations on a busy morning or afternoon is possible-anything more than that-make sure you have the cars first. 100 car branch can handle maybe 15-20 reservations. It depends on staffing and other factors but the main idea is - keep track of that (AM and BM) and shut down time slots for reservations if you are over your limit. Like a Wednesday afternoons...who are you kidding you can do "no-look book" on that day?!

Example #4: Look at how many reservations you have within an hour. If you have over 4 reservations in an hour you must have all the cars clean and 2 people at the office to attend those customers. If someone calls for another res within that time slot-ask them to book later-if they can't tell them they will be a wait time when they get to the branch so they expect it - that's if you have a car-if you don't...well, make one out of snow (for the Midwest) or sand (for the south)-get on the phone and find one if you can before you confirm the res with that customer.

You can still grow your fleet because now you know the simple science of forecasting by observation. "Print and Count" you reservations every day for 1 week ahead and you will learn the trends...then add cars...

Sitting tight vs. Growing your fleet

Always grow your fleet first! Then you can sit tight with more cars...


The info above covers and #3 Frustration/Helplessness ... From all the impossible things at ERAC the worst is facing a customer with a reservation without you having a car for them.


More on hours...

- All MTs must have lunch every day!
-AM and BM must have lunch every day...plus their marketing time Wednesday and Thursday. Talk to each other and when needed go to the office first to help (if AM does it for BM then BM has to return the favor too) or agree to sleep in and then go marketing around 10 am straight from home.

Always report who you saw to all employees the next day in a brief meeting.

Take MTs out during slow times to meet accounts and bullshit a bit...

I have so much more but this is way too long already. I will try to answer specific questions if you have any. Good luck!