Scott Wilshire
Management Services Committee Member
United Industrial Group
Every motor service center has faced the same moment: a customer drops off a motor and asks, “Can you fix it?” Most customers come to us expecting to hear, “Yes, we can fix it.” Sometimes the right answer is “You may be better off replacing this motor,” but the way we deliver that message can either strengthen the relationship—or damage it.
In some cases, replacement is not an option if the motor is obsolete or replacement with a current model would create a cascade effect of requiring other changes that the customer is unwilling to make. In these cases, replacement is not viable, and repair is the correct path. The real skill lies in helping the customer choose the option that serves them best, even when that means recommending replacement. This interaction is a key step in solidifying the coveted “trusted advisor” role with the customer.
The conversation should be built on facts, not feelings. Customers respect recommendations that are based on clear, technical, logical and economic reasoning. A simple framework helps keep the discussion professional instead of emotional.
Start with condition, not dollars.
Before any price discussion, explain what the inspection revealed: insulation condition, core loss, contamination, mechanical damage or evidence of previous non-standard repairs. Photos, test reports and bearing fit measurements turn a judgment call into objective information. When customers understand why a motor is compromised, the decision becomes logical instead of emotional.
Look beyond the repair ticket.
A rewind may restore reliability and operability, but an older, low-efficiency design can quietly waste energy for years. Showing a simple comparison—estimated annual kWh difference multiplied by local utility rates—often changes the picture. Many maintenance managers have never seen that math. Our job is to talk about the total cost of ownership, not just today’s invoice.
Be honest about risk and remaining life.
Repairing a severely overheated core or a shaft with marginal fits might get the motor running, but for how long? For a critical process application, one unplanned outage can cost far more than a new motor. Customers respect and deserve a straight conversation about probability and downtime.
Availability can drive the answer.
In today’s supply chain, replacement is not always fast. If a new unit is months out and the line needs to run next week, repair may be the only practical path. Present options—temporary repair, rental or staged replacement—so the customer can choose with a clear understanding of the situations.
Use consistent guidelines.
Many shops follow simple rules of thumb:
- Repair when cost is below roughly 60–65% of comparable new
- Replace when core loss is excessive or laminations are damaged
- Replace when major mechanical components require machining beyond standard fits
These aren’t hard and fast rules, but they keep recommendations consistent and credible.
Say it like a trusted advisor, not a gatekeeper.
Avoid saying, “It’s not worth fixing.” Try, “We can repair this motor, but based on its condition and efficiency, a new unit may provide better long-term value. Let me show you both options.” Offer written comparisons with photos and test data so the reasoning is transparent.
Motor shops are trusted advisors to the industries we serve. When the repair-versus-replace discussion is grounded in evidence and respect for the customer’s priorities, we strengthen that trust—whether the final answer is repair, replacement or a plan that blends both.
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