Ratchet+Wrench - January 2021

01.21

STRATEGIES & INSPIRATION FOR AUTO CARE SUCCESS

Find Clarity in Crisis PAGE 23

GOAL SET TO GET AHEAD

Secrets to a Happy Service Advisor PAGE 40

Surviving a Century of Change PAGE 46

How to map--and measure--benchmarks for goal-setting success PAGE 28

Better Together This year Christina Caldwell, co-owner of G&C Tire and Auto Service, is investing in her team’s talent to help the shop adapt and grow through challenging times.

01. 21 / R + W / 1

NAPA Autotech Training will help you get the most out of your techs by giving them the latest knowledge, so you can get the most out of your business.

Learn more at napaautotech.com

2 / R + W / 01. 21

GENUINE MITSUBISHI PARTS

THE RIGHT PART FROM THE START Keep it original. Insist on Genuine Mitsubishi parts and have confidence in your repairs.

2020 MITSUBISHI MOTORS NORTH AMERICA, INC. ALL RIGHTS RESERVED

01. 21 / R + W / 3

APPLICATIONS

Scan this QR Code to access the JASPER® Products Page!

Turbos Are Also Available!

JASPER® updates all roller design primary chains to the improved silent chain design. This prevents excessive wear that is common with roller chains.

100% installation of the latest design water pump for transverse-mounted applications.

JASPER-engineered pistons include a smooth, fully-machined, anodized crown which provides a thermal barrier and reduces carbon buildup.

JASPER’s piston design includes additional oil return holes (14 total) to increase oil drain back by 250%, or greater, to reduce oil consumption and prevent oil rings from sticking.

4 / R + W / 01. 21

01.21 VO L . 0 9 N O. 01

J A N U A R Y

Growth Spurt Mitch Moncur, co-owner of Denny's Auto, plans to launch two new locations this year with the help of a newly trained leadership team.

F E AT U R E

P R O F I L E

28

34

Goals: We’re all setting them, but reaching them’s another story. Three shops share how they're mapping success for the year ahead.

Camargo Transmission has survived not one, but two, pandemics and thrived under four generations of leadership.

SET THE COURSE

BY MEGAN GOSCH

BUILT TO LAST

B Y A B B Y PAT T E R S O N

PRINTED IN THE U.S.A. COPYRIGHT ©2021 BY 10 MISSIONS MEDIA LLC. All rights reserved. Ratchet+Wrench (ISSN 2167-0056) is published monthly by 10 Missions Media, LLC, 571 Snelling Avenue North, St. Paul, MN 55104. Ratchet+Wrench content may not be photocopied, reproduced or redistributed without the consent of the publisher. Periodicals postage paid at St. Paul, MN, and additional mailing offices. POSTMASTERS Send address changes to: Ratchet+Wrench, 571 Snelling Avenue North, St. Paul, MN 55104.

ON THE COVER: CHRISTINA CALDWELL PHOTOGRAPHED BY VALERIIA DIABA

01. 21 / R + W / 5

TA B L E O F C O N T E N T S

J U M P

S TA R T

T O O L B OX

10 ONLINE

18 VIEWPOINT

40 SALES+MARKETING

15 EDITOR'S LETTER

21 ADAPT

42 CUSTOMER SERVICE

Tips for setting and sticking to your goals It's time to focus on what's in front of you

Why is Gen Z skipping the driver's seat?

The age of "autonowashing"

23 STRAIGHT TALK

Crisis can reveal what your business needs most JOE MARCONI

Set your service advisor up for success

Adapting your greeting to the new normal

46 THE FIXER

Don't set goals for goal setting's sake A ARON STOKES

“BECAUSE I’M A TECH...

I PUSH THE LIMITS AND DO WHAT I LOVE.

”

6 / R + W / 01. 21

HEAD-UP DISPL AYS

3 D PA RTS 360 DEGREE CAMERAS

AUGMENTED REALITY

LiDAR

FORWARD COLLISION WARNING INTERNET OF THINGS

AUTOMATIC EMERGENCY BRAKING

M AY 9 - 1 1 • N A S H V I L L E

Automotive Technology Summit AUTOMATIC EMERGENCY BRAKING

LIGHTWEIGHT MATERIALS

PREPARING YOU FOR THE FUTURE OF AUTOMOTIVE TECHNOLOGY

ADAPTIVE DRIVING BEAM HEADLIGHTS

D O N ’ T M I S S O U T, R E G I S T E R AT

ADAPTIVE DRIVING BEAM HEADLIGHTS

A DA P T S U M M I T.C O M

Automotive Technology Summit

THE ADAPT: AUTOMOTIVE TECHNOLOGY SUMMIT IS A THREE-DAY EVENT PROVIDING SHOP OWNERS AND OPERATORS WITH A UNIQUE, UNMATCHED OPPORTUNITY TO LEARN DIRECTLY FROM INDUSTRY LEADERS ON THE MOST PROGRESSIVE AND PRESSING TECHNOLOGY TRENDS DISRUPTING THE AUTOMOTIVE AFTERMARKET

GOLD SPONSORS

S I LV E R S P O N S O R S

01. 21 / R + W / 7

O N L I N E

E X T R A S

CLICK ON THE LOGO BELOW FOR PRODUCT INFORMATION

ADAPT

Jasper Engines & Transmissions

Ratchet+Wrench Management Conference

UpSwell

Shop Fix Academy

VISION

Solid Start

WORLDPAC

WIRED FOR

SUCCESS Advance Auto Parts

KUKUI

You’re wired differently and we likeAUTEL that. America likesMitsubishi that.

Visit futuretechsuccess.org and find out how your hands-on talent is the key to an amazing technical career.

Auto Job Central

When Techs Rock, America Rolls ℠ futuretechsuccess.org

8 / R + W / 01. 21

NAPA

TechForce Foundation

FUTURETECH

SUCCESS

™

EDITORIAL VICE PRESIDENT, CONTENT AND EVENTS Bryce Evans EDITORIAL DIRECTOR Anna Zeck ASSOCIATE EDITOR Megan Gosch SPECIAL PROJECTS EDITOR Nora Johnson SPECIAL PROJECTS EDITOR Jordan Wiklund CONTRIBUTING WRITERS Tess Collins, Joe Marconi, Abby Patterson, Aaron Stokes, Rissy Sutherland PRODUCTION ART DIRECTOR Zach Pate GRAPHIC DESIGNER Lily Risken GRAPHIC DESIGNER Morgan Glisczinski PRODUCTION ARTIST Lauren Coleman SALES VICE PRESIDENT AND PUBLISHER Chris Messer 651.846.9462 / cmesser@10missions.com ASSOCIATE PUBLISHER Andrew Johnson 651.846.9459 / ajohnson@10missions.com MARKETING STRATEGIST Matt Walz 651.846.9463 / mwalz@10missions.com CUSTOMER SUCCESS REPRESENTATIVE Shayna Smith 651.846.9460 / ssmith@10missions.com CLIENT SERVICE SPECIALIST Jen George 651.846.9465 / jgeorge@10missions.com 10 MISSIONS MEDIA PRESIDENT Jay DeWitt GENERAL MANAGER AND PRODUCTION MANAGER Mariah Straub BOOKKEEPER AND CLIENT SERVICE SPECIALIST Meghann Moore EVENT PRODUCER Kate Fahlen SENIOR DIGITAL MEDIA STRATEGIST Tiffany Fowler DIGITAL MEDIA ASSISTANT Nina Kayfes MARKETING SERVICES MANAGER Miranda Jama MARKETING COMMUNICATIONS SPECIALIST Kasey Lanenberg ADMINISTRATIVE ASSISTANT Corey Steinhoff EDITORIAL ADVISORY BOARD Jimmy Alauria, 3A Automotive & Diesel Repair Ryan Hillebrand, Urb's Garage Dwayne Myers, Dynamic Automotive John Miller, Fifth Gear Automotive Bryan Gossel, BG Automotive Rob Choisser, Choisser Import Auto Services HOW TO REACH US 10 MISSIONS MEDIA 571 Snelling Avenue North, St. Paul, MN 55104 tel 651.224.6207 fax 651.224.6212 web 10missions.com The annual subscription rate is $72 (U.S.A. only) for companies not qualified to receive complimentary copies of Ratchet+Wrench.

BACK ISSUES Past issue single copies are $8.

Go to ratchetandwrench.com/backissues LETTERS TO THE EDITOR editor@ratchetandwrench.com ARTICLE REPRINTS For high-quality reprints or e-prints of articles in this issue, call 651.846.9488 or email reprints@ratchetandwrench.com.

Opinions expressed in Ratchet+Wrench are not necessarily those of 10 Missions Media, and 10 Missions Media does not accept responsibility for advertising content.

SUBSCRIBE. “Ratchet+Wrench is our go-to resource with leadership and organizational development for our team at Dynamic Automotive.

There is no other publication out there that can compare to the depth of information we find valuable every day.”

-Dwayne Myers, CEO and Co-Owner, Dynamic Automotive, 4 locations in Maryland

To subscribe or renew for free today, visit ratchetandwrench.com/subscribe

AUTOMOTIVE GROUP

01. 21 / R + W / 9

ONLINE 01.21

COMMENTS, DISCUSSIONS, FEEDBACK AND MORE FROM AROUND THE WEB

REPORTER'S BLOG

—

All Hands on Deck In the wake of COVID-19, the team at G&C Tire and Auto Service is working together to adapt and pivot.

Due to space, not all of the great tips Ratchet+Wrench gets from shop owners and industry experts can make it onto the pages of the publication. That’s where the Reporter’s Blog comes in.

Social media and marketing expert Corey Perlman shares some key tips business owners can follow to proactively manage, protect, and prosper their reputations online. For some helpful strategies visit ratchetandwrench.com/reputation-control

FEATURED TOPIC:

GO AFTER YOUR GOALS

—

RADIO

This month’s feature is all about goal setting to prep you—and your shop—up for success. These articles are full of tips and strategies for setting and sticking to your new goals with ease: Reach Your Goals: ratchetandwrench.com/reach-your-goals Sticking to Your Goals: ratchetandwrench.com/stick-to-goals Define Your Plan for Success: ratchetandwrench.com/define-success Plan Your Best Year Yet: ratchetandwrench.com/best-year-yet The Road to Success: ratchetandwrench.com/road-to-success

PODCASTS

—

Each week, Ratchet+Wrench Radio creates a podcast filled with valuable business lessons. For example, Alex Woodie, CEO of Ledge and a CPA specializing in auto business finances, shares his tips for effectively managing your finances day to day so you can finally forecast for future success. Head to ratchetandwrench.com/ finance-forecasting to listen in.

VISIT

ratchetandwrench.com TODAY

10 / R + W / 01. 21

ratchetandwrench.com/facebook

ratchetandwrench.com/linkedin

instagram.com/ratchetandwrench

twitter.com/ratchetnwrench

LEVEL UP YOUR BUSINESS WITH RATCHET+WRENCH INDUSTRY EXPERTS. PRESSING TOPICS. HIGH-POWERED NETWORKING HOURS. BE THE FIRST TO KNOW EVENT DETAILS BY JOINING OUR UPDATE LIST TODAY!

RWCONFERENCE.COM/UPDATES

The 2021 Ratchet+Wrench Management Conference Sponsors:

360 Payment Solutions, Advance (TechNet brand), AMS Protractor, Automotive Training Institute, Autoshop Solutions, AutoVitals, BOLT ON TECHNOLOGY, Broadly, Business Actualization, Elite, Intrepid Direct Insurance, KUKUI, Lancer Insurance, Mail Shark, Mitchell 1, NAPA AutoCare, Podium, Tekmetric

SEPTEMBER 9–11

|

H YA T T R E G E N C Y M I N N E A P O L I S

|

RWC O N F E R E N C E .C O M

The Ratchet+Wrench Management Conference is a three-day, annual event to provide mechanical repair shop owners and operators with the knowledge, networking, motivation and tangible strategies to push their businesses forward.

01. 21 / R + W / 11

STARTS HERE

SMARTER DIAGNOSTICS

12.9” SCREEN / ANDROID 7

ULTRA

MAXIFLASH VCMI FIVE-IN-ONE VCMI

AU T E L .C O M / ULT R A I 8 5 5. 2 8 8 . 3 5 87 @ AU T E LT O O L S ©2020

12 / R + W / 01. 21

AUTEL U.S. INC., ALL RIGHTS RESERVED

AVAILABLE NOW! CONTACT YOUR LOCAL DISTRIBUTOR FOR DETAILS

MAXIFLASH VCMI

MS919

FIVE-IN-ONE VCMI

MS909

MAXIFLASH VCI NEW PROTOCOLS

TABLETS FEATURE

INTELLIGENT DIAGNOSTICS • REPAIR ASSIST • GUIDED DIAGNOSTICS

TOPOLOGY MODULE MAP • ALL SYSTEM STATUS SCREEN • COLOR CODED FAULTS

POWERFUL HARDWARE

• OCTA-CORE PROCESSOR • MEMORY: 128GB (MS909/MS919) 256GB (ULTRA)

01. 21 / R + W / 13

AS E ASY AS...

1 2 3

POST A JOB RECEIVE QUALIFIED APPLICANTS GROW YOUR TEAM

USE CODE: AJC123 TO TAKE $100 OFF YOUR FIRST LISTING! autojobcentral.com

EDITOR'S LETTER

Wide Fairways HERE’S TO THE ‘NEXT SHOT’ THAT 2021 OFFERS ALL OF US

LEAH QUINTO

I’ll try to make this analogy quickly, in case you’re not a golfer: One

of the most difficult aspects of the game is to not compound on one mistake with another. Each round—each hole, even—can take on a life of its own, and momentum is the key to scoring; or, rather, halting negative momentum is the key to scoring.

Too often, rounds can follow a pattern like this: Poor shot, anger; another poor shot, more anger; a worse shot, deeper anger; poor hole, an even worse hole; another bad hole … and an exponentially skyrocketing score.

This is why Ben Hogan famously said that the most important shot in golf is the next one. Similarly, my dad gave me a very simple piece of advice when I was young that has stuck with me (on and off the course) ever since. After a poor hole, the most important thing to do is to hit the next fairway.

Take a deep breath. Reset. Focus only on what’s directly in front of you.

OK, so that wasn’t so quick, but hopefully you get where I’m going here.

Let’s move on from discussing 2020 in terms of wins and losses.

I’m sure we all had a decent amount of both, and if you’re reading this, clearly, you’re a survivor. It’s all there on the scorecard, and the scorecard doesn’t lie. Now it’s behind us, and there’s nothing we can do, one way or another, to change it. Let’s move on.

Take a deep breath. Reset. Focus only on what’s directly in front of you.

The topic of our main feature this month was determined in July (that’s when we do our annual planning for the publication), and it was very intentional. In it, associate editor Megan Gosch looks at goal setting, and highlights three operations with some lofty ambitions for 2021—all of which can and should be emulated in one way or another in your business. It’s the mindset and approach that each of these business leaders take that offers the true takeaway. Read it, and take a look through all of our January content. All of our stories focus on ways you can streamline your operation and, ultimately, get closer to achieving your goals in 2021.

We’re here, it’s January, and it’s time to push forward. Whatever happened last year, let’s not compound mistakes, and let’s not try to “get it all back” in one fell swoop, either. There’s a tremendous amount of opportunity out there, but we need to start with our next shot and build from there.

Hit the next fairway; it’s wide open.

BRYCE E VA NS, VICE PRESIDENT, CONTENT A ND E VENT S BE VA NS@10MISSIONS.COM

01. 21 / R + W / 15

16 / R + W / 01. 21

01. 21 / R + W / 17

Why Isn’t Gen Z Driving?

A look at the factors keeping Gen Z out of the driver's seat and how the shift could impact the future of auto repair

BY MEGAN GOSCH 18 / R + W / 01. 21

Kids these days just don’t drive like they used to.

While many characterize members of Gen Z (born after 2000) for their tech smarts—they have grown up as true digital natives after all—a recent report from Lang Marketing highlighted a new trend that sets them apart from their millennial and Gen X predecessors, finding that more than 40 percent of 19-year-old Gen Z Americans (born after 2000) do not have a driver’s license and 48 percent of 16- to 18-year-olds do not drive at all.

The figures mark the latest milestone in a larger trend. In 1983 more than 86 percent of 19-year-old baby boomers (born from 1946 to 1964) had a driver’s license and by 2010 the makeup of 19-year-olds with a license had dropped to 75 percent.

So what’s keeping Gen Z out of the driver’s seat and how will the trend impact the aftermarket? Jim Lang, aftermarket analyst and president of Lang Marketing, offers his insights.

Jim Lang President Lang Marketing Resources

GETTY IMAGES

J U M P S TA R T

How could recent events impact this trend?

Obviously COVID-19 has disrupted nearly every aspect of our lives and driving habits are being upended, but the need and desire for a personal vehicle is on the rise. People want to feel they can travel safely in their own bubble without risking unnecessary health threats and a lot of people are moving further from the city, so assets like ridesharing and public transit services aren’t a huge help right now and that is starting to create some urgency Gen Z may not have been feeling pre-pandemic.

What could the long-term impact of the Gen Z mindset look like?

Gen Z is going to approach the vehicle as a service (something to be summoned and hired like you do with services like Uber) rather than something to be owned. They want the benefits of a vehicle—mobility and all of the freedoms that come with that—without the commitment of owning one, which is a mindset and behavior shift that could completely change the nature of the vehicle ownership structure we operate in today.

What are the factors keeping Gen Z from getting behind the wheel?

In Gen Z we’re seeing a redefinition of what the vehicle is and really means to them. For Gen Z, the vehicle is just a means of getting from point A to point B, whereas for baby boomers at the same age, having a car and getting your driver’s license was a point of personal expression and pride as more of a social status symbol and a rite of passage.

Gen Z doesn’t have that same love affair with the automobile. It’s actually quite the opposite. A majority of Gen Zers are concerned about the environmental impacts of operating a vehicle and they don’t want to contribute to issues of pollution, climate change, etc.

Are environmental concerns the only factor?

The social and technological environment is also eliminating the urgency to drive that other generations felt. …

If you can visit and interact with other

people without needing to physically get in a car and drive to see them face to face, where’s the urgency to drive and have a car? It comes down to those larger external factors shaping your day to day. If baby boomers had access to things like Uber and TikTok, they probably would have been less interested in owning a vehicle too.

Will this trend hold true as Gen Z ages? Or is this a case of arrested development?

So much depends on household formation, but overall younger generations are pushing the milestones that older generations reached at a young age back further and further. If those big changes in your life that might make having a vehicle a larger priority (things like getting married and starting a family and buying a house) are happening later, what’s the rush? I don’t think it’s that they’ll never get their licenses, but it is a delayed reaction.

How might shop owners see this shift impact day-to-day operations?

Millennials and Gen Zers were already starting to make an impact with their preferences for shopping online and COVID-19’s only reinforced and accelerated those habits. The Gen Z consumer perspective is one of finding and obtaining most things they’re looking for online with ease, convenience and a way to research price, and that’s sealing their expectations for the buying experience.

Couple that with the view that the vehicle is just a tool and down the line that could mean fewer customers coming into the shop, and the customers that are coming in will likely expect a different kind of shopping experience.

That shift might be coming five or 10 years down the road, but the friction shop owners may be starting to feel today with younger customers coming (to the shop with preconceived notions based on what they’ve seen online) is likely just the start of what’s to come.

01. 21 / R + W / 19

Auto care news

where you need it, when you want it. ratchetandwrench.com

K E Y I N S I G H T S , T R E N D S A N D S T R AT E G I E S F O R T O M O R R O W ’ S I N D U S T R Y—T O D AY A D A P TA U T O M O T I V E . C O M

A D A P TA U T O M O T I V E . C O M / FA C E B O O K

T W I T T E R .C O M /A DA P T_ AU TO

THE ADAPT INTERVIEW Check out the growing list of multimedia on the ADAPT site.

ADAPT shares stories about how operators plan for the future of repair.

In a recent podcast episode, staff writer Maraya King talks with Sheryl Driggers, co-owner of Universal Collision in Tallahassee, Florida, about how her techs are getting training during the pandemic—and how they've managed to add a new technician position.

Check it out on the ADAPT website, or search The ADAPT Podcast on your platform of choice. adaptautomotive.com/podcasts

Are You Guilty of 'Autonowashing?'

Mercedes-Benz took heat for its “self-driving car” ad campaign that featured a car that didn’t fully drive itself, resulting in the ad being pulled. One popular OE has an “autopilot” feature that isn’t fully automated.

As companies dig deep into their marketing of ADAS features, some names go too far to indicate more autonomy than what’s possible. The name for this phenomenon?

Autonowashing.

Liz Dixon, a Ph.D. candidate studying human-machine interaction in automated driving, explains in a recent article that when a car advertisement uses language like “self-driving” or “driverless,” you should be suspicious. She says advertisements that overstate what a vehicle can do, often overshadow, or omit completely, the amount of human supervision that is required to operate the system effectively and efficiently.

Read the entire article at adaptautomotive.com/Autonowashing.

Head to the ADAPT website to sign up for the ADAPT Trend Report newsletter to have the latest news, strategies and transportation trends sent to your inbox every week. adaptautomotive.com/newsletter

The ADAPT: Automotive Technology Summit is a three-day event covering the most progressive and pressing trends disrupting the industry. Learn more at adaptsummit.com.

GETTY

M AY 9 - 11 NASHVILLE, TENN.

ADAPT TREND REPORT

01. 21 / R + W / 21

The content you’re looking for,

at your fingertips.

ratchetandwrench.com/facebook ratchetandwrench.com/linkedin Social icon

Rounded square Only use blue and/or white.

For more details check out our Brand Guidelines.

ratchetandwrench.com/twitter 2 2 / R + W / 01. 21

Columns

STRAIGHT TALK Joe Marconi

CRISIS BRINGS CLARITY In the toughest of times, who do you want by your side?

GETTY IMAGES, MICHAEL HOEWELER

During the recent COVID crisis, I had to

do something I’ve never had to do in my 40 years in business. I had to lay off employees.

For decades I took pride in the fact that throughout economic downturns, not one of my employees ever lost their job. This time it was different. With sales and revenue down nearly 80 percent this past March and April, I had no choice but to trim the staff.

At first, I took it hard. After all, these are people with families. However, every crisis brings clarity. As time passed, I realized some of the employees that were let go did not fit the profile we’d need to rebuild the business. Some

of them never returned, and I was OK with that. In fact, it was just what the business needed.

As a general rule, layoffs are not a good sign. It tells employees that the company they work for has financial problems and perhaps more layoffs are coming. It takes a strong leader and the right workplace culture to survive the emotional impact of employees seeing some of their coworkers laid off.

The day after the layoffs, I brought the entire team together to share an open and honest assessment. I told them, “I cannot tell you with certainty how hard this virus will hit us. I cannot tell you

Joe Marconi has more than three decades of experience in the automotive repair industry. He is the owner of Osceola Garage in Baldwin Place, N.Y., a business development coach for Elite Worldwide and co-founder of autoshopowner.com. j.marconi@eliteworldwide.com ratchetandwrench.com/marconi 01. 21 / R + W / 2 3

STR AIGHT TALK / JOE MARCONI

what the total economic impact will be.

I’m not going to sugarcoat it either. We may have a rough road ahead. What I can tell you is that we have a plan, and we will not only survive this, but we will be stronger and more resilient when this curse is behind us!”

My crystal ball that day was just as cloudy as everyone else’s. I have never been in a situation like this with so many uncertainties. At the start of the crisis, I wondered and worried like everyone else.

But pity parties don’t move companies forward. People do. Let me restate that.

The right people do. I knew that I had to be brutally honest with my team and provide a vision, optimism, and a plan to move forward.

A month later, we were recruiting and in six weeks we’d rebuilt our staff to pre-COVID levels. Attitude and culture overshadowed all other attributes. Our focus was not necessarily on skill set.

Our focus was on finding people with the right attitude and the right ethics.

Again, crisis had brought clarity.

With my new team in place, I focused first on morale and team spirit, rather than pushing sales or production goals. I knew that reinforcing team spirit would eventually result in reaching our business goals—those goals have more to do with employing the right people who share a common mission. I stuck to my belief that with the right people in the right work environment, the numbers would take care of itself.

Business success does not create high morale or a strong culture either. It’s the other way around. Just a few weeks ago, I was working late with my manager when we walked out of my office to find two techs that had punched out at least an hour earlier. They were working on their own time to solve a tough electrical problem on a Cadillac. When

I asked what they were doing there, one of the techs replied, “This car ain’t going to beat us. We’ll figure out the problem, boss.” I thanked them over and over for their effort before encouraging them to head home and tackle it the next day.

For me, this was proof that culture and morale are crucial in determining a business' success.

I hope I never have to lay off another employee. I did what was needed at that time. This crisis has made it clear that business success is a function of assembling the right people. There will be more crises to test our resolve in the future. You can count on it. We need to be ready. We need to build a healthy cash reserve, have our marketing and business plans in place, we need to know our numbers and create our goals. But the way to ensure you triumph in the face of uncertainty really lies with the people you have around you.

March 2-11, 2021 coming online to you!

Don't miss your chance to engage with attendees, including a LIVE one-on-one virtual Expo Hall and more!

Booth packages still available 24 / R +today!

W / 01. 21 Inquire

SUBSCRIBE. “Ratchet+Wrench is a valuable source for up to date and pertinent information. Each time you read an issue, there is something relevant that can improve your business immediately. Keep up the good work and thank you for helping our industry the way that you do.�

-Eric Svedberg, Owner, European Autowerks, Virginia Beach, Va.

To subscribe or renew for free today, visit ratchetandwrench.com/subscribe

Jeff owns an auto repair shop.

Jeff was struggling with customer retention and increasing car count.

Jeff listened to other shop owners and used UpSwell.

Jeff uses UpSwell’s omnichannel approach and has seen his monthly gross sales grow by more than 150%.

Jeff is smart.

Be like Jeff.

Call us at 888-838-3779 or visit auto.upswellmarketing.com for more information

Ben owns an auto repair shop.

Ben was taking over a shop from a previous owner and wanted to grow car count.

Ben reached out to UpSwell 5 years ago.

Within the first year, Ben saw car count increase 10.52% year over year. 5 years later, he has mailed over 495,000 cards, his revenue per visit has increased to $241 and his ROI is $8.5 M. Ben is smart.

Be like Ben. Call us at 888-838-3779 or visit auto.upswellmarketing.com for more information

TOPICAL G R E AT E X P E C TAT I O N S

GREAT EXPECTATIONS Successful shop owners share their goals for the year ahead and the plans they’ve made to meet them

BY MEGAN GOSCH P H OTO G R A P H Y BY DAV I D M E P P E N & VA L E R I I A D I A B A

Y

ou’ve made it to a new year and chances are, you’ve got some specific goals in mind. And why not? New years are all about fresh starts and resolutions, right?

You’re optimistic, you’ve learned from the last 12 months (and the many more that came before), you’re ready to jump in and get started. This is the year you’ll finally go paperless, or set up your succession plan, or invest in the latest tech, or master your marketing strategy—right after you’ve returned those calls, wrapped up your research, and on and on.

In the rush of day-to-day shop life, it’s easy to lose focus. Plans change, deadlines come and go, roadblocks emerge, and suddenly, you’re back where you started.

To inspire shop owners setting their own goals, the Ratchet+Wrench team checked in with three shops setting big plans for 2021. Whether pushing for profit growth, prepping for retirement or training for a milestone staff transition, the shops profiled in the following pages have set clear sights for the year ahead and shored up a game plan to match.

2 8 / R + W / 01. 21

Training For Transition In 2019, Mitch Moncur, co-owner of Denny's Auto in Riverton, Utah, aimed to increase the shop’s parts margin to 60 percent.

In 2020, with that margin resting consistently in the 60s, Moncur set out to reach 10 percent revenue growth. And in 2021, Moncur not only aims to reach a milestone $1.6 million in revenue, he’s also prioritizing plenty of hands-on training to prepare his team for the big moves he has in store for 2022.

“This year’s going to be all about training my leadership team,” he says. “We’re shooting to open two new locations in 2022 and in order to focus on that physical growth I’m going to be leaning on them to run the day to day here on their own.”

Hands On This year Mitch Moncur, co-owner of Denny's Auto, will train and test his technicians with an in-house program he designed.

A Strategic Approach He’ll start by revising the shop’s standard operating procedures, which he says currently ref lect the shop’s unique challenges and character but need to be updated in a duplicatable model that can be carried out at new locations.

Through Moncur’s training, his service advisor and foreman will learn the ins and outs of the shop’s best marketing and accounting practices, review case studies on handling realistic shop issues, and set deadlines for the tasks they’ll begin to take over at the end of the year. He also plans to send them to Automotive Training Institute headquarters to cover topics like financial management and leadership throughout the year.

“I want them to be able to understand the financial requirements and pitfalls of running the business, how to read a P&L, etc. These are courses I took and grew exponentially from, so I’m expecting the same from them,” he says.

Alongside these trainings, Moncur’s leadership team will review their progress and work through questions at weekly and quarterly check-ins.

“Those one-on-ones are really all about personal development and seeing how they’ve grown. Everything that’s going to work about this process is going to happen there,” Moncur says.

As his leadership team begins completing coursework and hitting deadlines, Moncur can scout new locations, starting a casual search early this summer so he can make serious decisions by fall, when he plans to either try to buy from shop owners preparing to retire or start a new build and begin contacting contractors.

Creating In-house Tools Moncur will also be creating a synchronized educational program for the rest of the Denny’s Auto staff this year. With the program currently in 01. 21 / R + W / 2 9

TOPICAL G R E AT E X P E C TAT I O N S

Curious to see how these shop owners are making progress in their plans for 2021?

Check back as we follow up throughout the year to cover at ratchetandwrench. com/goals.

beta testing, Moncur will fine-tune the process with tech feedback before rolling it out to the entire team.

“This’ll be a kind of toolbox program to train techs up from general service. Once it’s ready we’ll start each tech out at general service and get them through the three levels of that section before moving them on to the three levels each in the C- and B-tech sections,” he says.

Designed in Google Classrooms with a framework Moncur can update and revamp as the industry grows and changes, the program will include training modules, YouTube videos, auto process sheets, Cars on Demand resources, quizzes, and more. As techs progress through the program, they’ll also be quizzed randomly out on the shop floor.

Moncur will initially launch the program for one tech at a time, but hopes to have two apprentices actively working through the program at all times by summer.

“Personal growth is a requirement when you join our team, so it’s something we’re all on board with and looking for in each other. Now it’s just a matter of rolling it all out so we can get started.”

PRO TIP: Set metrics.

“Whether it’s deadlines or numbers or test results or feedback, you have to make a point to measure and evaluate your progress along the way.

Otherwise you won’t hit the mark.”

Leading to Level Up

3 0 / R + W / 01. 21

Team Effort Christina and Gregg Caldwell are prioritizing a coordinated, teamfocused approach to reach their goals.

Shop: Denny's Auto Owners: Darrin & Mitch Moncur Location: Riverton, Utah Staff Size: 10 Shop Size: 7,640 square feet Lifts and Bays: 6 bays, 10 lifts Average Monthly Car Count: 231 Annual Revenue: $1.4 million

DAVID MEPPEN, VALERIIA DIABA

Setting goals at G&C Tire and Auto Service, in Chantilly and Manassas Va., isn’t an occasional action item. It’s a way of life and a team effort.

So, when owners Gregg and Christina Caldwell set goals for the business, the success of their staff goes hand in hand.

“The goals we’re setting aren’t just about numbers.

They’re based around helping our team perform at their best,” says Gregg.

Based near Washington D.C., proximity to government business often provided G&C with a steady stream of customers, even in the midst of previous economic downturns. But when

—Mitch Moncur

COVID-19 drove many government workers off the road to work from home, the Caldwells shifted their focus for the year ahead.

“We originally had other plans for 2021 but our priorities now are focused on boosting profits, but from a holistic perspective,” says Christina.

“Right now our potential for growth is in revenue, not location or footprint size. So, we’re focusing on tapping the talent on our team to hit those benchmarks,” says Gregg.

Finding quality staff is often a challenge these days, but with a team full of potential, the Caldwells are ramping up their efforts to creatively challenge, guide, and support their team.

Embrace the Tech Well before COVID-19, the Caldwells were already pushing their staff to embrace digital tools like Zoom and Slack as part of the shop’s daily workflow and as the pandemic set in service advisors were sent home to work remotely.

“Many went kicking and screaming into those changes, but implementing initiatives like that pushes everyone out of their comfort zone to learn and adapt,” says Christina.

Investing From Within Among marketing and new customer service solutions, the Caldwells will also be investing in their team’s professional development throughout the year.

“We want them setting goals and striving for their own growth. We want everyone to put their goals down on paper and tape them up to their monitor or on their desk—wherever they’ll be in plain sight. We want them just as focused on their goals as we are,” says Christina.

The Caldwells also plan to use weekly one-onone meetings and private Slack channels to check in and help keep the team on track.

“Employee goals and progress will be the focus of those meetings, but we also want to hear what kind of roadblocks they might hit or challenges they might have trouble overcoming. It’s a time for us to get to know more about them as people and offer feedback and support to keep them moving forward,” says Gregg.

Keeping Engagement High Ownership and accountability for professional development will be key in keeping the team engaged and invested. After launching a team book club, the Caldwells have delegated club leadership positions, encouraging the team to step up and take an active role in the topics covered.

“We’ve picked people to take the lead on certain topics but our last presenter really challenged the group,” says Gregg. “He acknowledged that not everyone loves to read, but he pointed out ‘If you

Streamlined Solutions The G&C team has embraced digital tools to keep remote and on-site staff connected and in the loop.

PRO TIP: Don’t set it and forget it.

“If you’re serious about it, your goal’s got to be top of mind every day in everything you do. Losing track and getting distracted is easy. Staying focused is the challenge and the key.”

—Christina Caldwell Shop: G&C Tire and Auto Service Owners: Gregg & Christina Caldwell Location: Chantilly, Va. and Manassas, Va. Staff Size: 28 (combined) Shop Size: Chantilly: 16,300 square feet, Manassas: 6,400 square feet Number of Lifts: Chantilly: 14, Manassas: 6 Average Monthly Car Count: Chantilly: 597, Manassas: 236 Annual Revenue: Chantilly: $3.2 million, Manassas: $900,000

can’t find the time to read at least a couple of chapters, then you might want to start looking for a new job because the industry changes all the time and you’re not going to get anywhere if you don’t change with it.’

It’s exercises like that that we want to be driving home this year,” says Gregg.

“We’re pushing for expanded horizons,” Christina says. “Whether they’re listening to a podcast or finding inspiration in something happening in another industry, that connection and critical thinking can only help them grow and their success is our success.”

Fine-Tuning for the Future

A year from now, Dave Striegel, owner of Elizabeth AutoCare in Elizabeth, Pa., will be in Alaska. Or on a weeks-long camping trip. Or both.

One thing’s for sure—he won’t be at the shop.

He’s had his retirement date, Dec. 31, 2021, set in stone for years. “I’ve set this plan and I’m sticking to it,” he says.

Striegel’s got a discipline for planning that’s guided him through his over 40-year career, setting goals for his shop and its eventual successor in fiveyear increments for 20 years and counting.

After decades in the gas station industry, he set out to build his own automotive repair shop from the ground up.

“I opened the shop just over 15 years ago and I always planned for it to be my nest egg. I designed it specifically for profitability and efficiency with that goal in mind.”

Not long after launching the shop, Striegel asked his trusted service manager Mike Moeslein to become his successor and as the business has grown, Striegel’s built the business with Moeslein in mind.

Thinking Beyond the Finish Line Now, as he pulls into the homestretch, Striegel plans to update and upgrade the shop inside and out.

From landscaping projects and a fresh coat of paint 01. 21 / R + W / 31

PRO TIP:

TOPICAL G R E AT E X P E C TAT I O N S

to maintain the shop’s pristine exterior, to updates ranging from new LED lights and replaced lifts and scanners, Striegel will be working to set Moeslein up for success. “[Mike’s] making the move from service manager to owner and that’s a big shift in mindset, so I’m trying to tackle all of the things that shouldn’t be on his plate in those first two years of ownership so he can get a grasp on running the business,” he says.

Striegel plans to replace all equipment used on a daily basis, a costly expense that he’s already budgeted for throughout the years, while approaching the shop’s needs with fresh eyes.

“I’m asking the questions I’d be considering if I were coming on as a new shop owner. Do we want to stick with our management system or try out a new one? If I were trying to put this shop on the market, what are the updates a new occupant would expect? It’s all top of mind,” he says.

Embracing New Roles Striegel will be working closely with Moeslein throughout the year to walk through operational tasks, behind the scenes paperwork, taxes and P&L statements, and workflow and delegation strategies, but he’s also budgeted time to work on soft skill strategies.

With a background as an automotive coach, Striegel plans to draw from years of past experience to help Moeslein hone his management skills.

“We’ve had a kind of good cop-bad cop dynamic that’s worked for us and he’s so good at what he does in the shop, but next year I won’t be here, so we’ll work on softening up some of those edges to and knowing when to guide with a gentler hand,” he says.

“Employee turnover can be a big issue so building a solid relationship with the team is a top priority.”

The two will be working to hedge off potential employee and customer turnover throughout the year as Moeslein begins to transition from his role as No. 2 to shop boss. Over the last year, Streigel’s begun to leave space for Moeslein to step in and take ownership of that key relationship-building that’s so vital in business.

“It’s about allowing him to act in that leadership role and continue to gain the team’s trust and respect,” says Striegel. “Same thing goes for our customers.

We don’t want anyone to think they’ll get a different experience with new ownership in place,” he says, describing the transition as more of a slow and steady climb than a Band-Aid rip.

“At the end of the day, the better care I can take of him through this transition, the better my retirement will be. It’ll all be worth it.”

Give yourself a head start.

“Give yourself more time than you think you’ll need and break that goal down into increments with individual deadlines.

Things are going to pop up that you didn’t plan for. A head start is the best way to stay on track.”

—Dave Striegel Shop: Elizabeth AutoCare Owner: Dave Striegel Location: Elizabeth, Pa. Staff Size: 8 Shop Size: 3,200 square feet Lifts: 6 Average Monthly Car Count: 222 Annual Revenue: ~$1 million

The 2020 Ratchet+Wrench RW To Go app is the most efficient way to improve your business. Gain access to podcasts, videos, articles and more. All in one spot. Wherever you go.

SPON 3SO 2 R/E DR BY: + W / 01. 21

®

®

D O IN W A A N N P LO D P R S AD O T ID O F R O A E R N S F D F R iO O EE S R

FAST TRACK YOUR BUSINESS

New Ratchet+Wrench Podcasts.

RADIO

4 SERIES WITH NEW EPISODES EVERY MONTH.

HOW I DID IT. Series featuring a rotating guest each month.

Hear about the challenges, opportunities and success stories from shop owners who found a way to thrive. New episode this month.

GROW.

LEAD.

INNOVATE.

Series featuring a rotating guest each month.

Inside the processes, systems and operational strategies that have allowed the industry’s top shops to thrive. New episode this month.

Series hosted by shop operator Aaron Stokes.

The go-to resource for leadership lessons, philosophies and success stories. New episode this month.

Series hosted by marketing expert Frank Leutz.

An introspective look at the industry’s most pressing topics from the people who know them best. New episode this month.

LISTEN AND SUBSCRIBE S E A R C H “ R AT C H E T + W R E N C H ” I N A P P S FOR APPLE AND ANDROID

PODCASTS

STITCHER

POCKET CASTS

BUILDING A HOUSEHOLD NAME

BUILDING A HOUSEHOLD NAME How one shop has found a way to survive and thrive through 100 years in business B Y A B B Y PAT T E R S O N P H OTO G R A P H Y C O U R T E SY CA M A R G O CA R R E PA I R

In the year 1918 many events were taking place: World War I was well underway, Woodrow Wilson was president at the time, time zones and daylight savings were officially established, the Boston Red Sox beat the Chicago Cubs in the 1918 World Series, and the Spanish flu ravaged the globe, killing at least 50 million people worldwide.

In July of the same year, William Cockrell opened Camargo Car Repair in Camargo, Ky., right after returning home from serving in the war. During this time, especially in rural Kentucky, a horse and buggy were much more common than a motor vehicle, and auto repair wasn’t as prominent. But Cockrell was onto something, and was well ahead of the competition when Ford Motor Company, General Motors, and

3 4 / R + W / 01. 21

Chrysler emerged as the “Big Three” in the 1920s and the use of motor vehicles started to boom.

102 years later, Camargo Transmission still stands in Sterling, Ky., just two miles down from the original shop, and is still run by the Cockrell family as a fourth-generation owned and operated shop. Great grandson Justin Cockrell now runs the operation, and even earned the 2019 Small Business of the Year awarded by the local Chamber of Commerce. What’s more impressive? What auto repair shop can say they’d been through two pandemics? Camargo can.

With all that he’s learned from his father, his grandfather, and great grandfather before him, he’s still learning and adapting the shop’s practices with the times.

01. 21 / R + W / 3 5

BUILDING A HOUSEHOLD NAME

Branching Out Starting out in 1918, Camargo was strictly a transmission shop, and his grandfather kept it that way when he took over in 1945, and so did his own father when taking over in 1969. But when Cockrell took over in 2011, he wanted to branch out from the standard transmission services. So, he set the shop up to become completely full service, and has pushed to provide more of these services within the last year. He says the shop went along the lines of what Walmart did with their brand, adding a grocery section to its stores and providing their own auto repair and tire services. The goal for Cockrell was the same: to make Camargo a one-stop shop.

“When you’re there, they want you to spend it there,” he says.

The Numbers Guy In 2000 at the age of 25, Cockrell officially came on board to work at the shop with a Bachelor of Arts degree in business and marketing at Sullivan University as well as four years of experience in the corporate world under his belt. Unlike his ancestors, he came with no transmission or auto repair experience.

“I’m the only generation that can’t work on transmissions,” Cockrell says.

“I’m strictly the numbers guy.”

From the start, Cockrell has worked in the front office, handling the ins and outs of customer service and managing service from start to finish. Little did he know that his biggest challenge awaited him in 2008. When the recession hit, Cockrell says the shop was struggling and operating paycheck to paycheck.

“Even though I didn’t own it yet, I knew the numbers and I knew what was going on,” he says.

Cockrell learned that the shop, like most of the country at the time, didn’t have their spending under control, especially when it came to the shop’s parts inventory. With the help of his previous business experience and constantly listening to The Dave Ramsey Show podcast episodes on how to control finances, he quickly learned how to keep expenses under control and cut back on the shop’s spending by 25 percent. When it came 3 6 / R + W / 01. 21

THE FAMILY TREE OF

OWNERSHIP

owner:

1918-1945

William Cockrell

owner:

1945-1969

Kenneth D. Cockrell

owner:

1969-2011

Larry Cockrell

owner:

2011- present

Justin Cockrell

to shop inventory, Cockrell cut back on 80 percent of the parts they were holding onto.

“We learned we didn’t need 10 of one part and only needed two,” Cockrell says. “We just reordered the part when we needed it instead of having 10 of them on the shelf.”

Since taking over in 2011, Justin has earned his masters of business administration (MBA) and still runs the dayto-day operations. His father, Larry, still works in the shop from time to time, but unlike him and his lineage, but unlike his family before him, Justin focuses on tracking the numbers and being the face of the business. Instead of completing services himself, he finds the right people that can do it for him.

Elevating Social Presence While the business has always relied on word-of-mouth advertising, the shop needed to keep up with the times. After Cockrell took over, he tried to get into the new age of digital marketing, but wasn’t as efficient as he could have been with it, and, in general, wasn’t an expert on the subject.

“Time is a virtue,” he says. “It’s hard to do your own job and then add some.”

Cockrell realized just how effective digital marketing was for business, so he decided to give it the extra attention it needed. Just last July, he decided to delegate the task to Chelsea Mitchell, who focuses solely on marketing, social media, and enhancing the shop’s website. Mitchell uses the main social media platforms— Facebook, Instagram, and Twitter—and posts to each platform two to three times

Power in People Whether part of the family or a key hire, tapping the team's strengths and experience has helped the shop endure.

per day. Whether it’s highlighting a team member, hosting a giveaway, or relaying a car care tip, it’s about keeping customers informed and engaged constantly.

Since hiring Mitchell, Cockrell says the shop is easily booked out now for a month, and the numbers prove how she’s added value to the shop. The month she was hired, shop revenue was $66,000 for the month. One year later, shop revenue jumped to $89,000. On top of that, car count went from 85 per day to 116.

Cockrell says he now gets compliments on the shop’s website and social media presence everywhere he goes.

Keep It in the Family From the start, William Cockrell was committed to always treating people right and doing the best work possible at a fair price, and his great grandson has set out to do the same.

For Cockrell, honesty is No. 1.

“It’s admitting when you’re wrong, which I hate to do, but I think it carries a lot of weight, even if it costs you your pride,” he says.

Many times before, he’s even completed services on his own expense when the mistake had nothing to do with their shop, but it makes the situation better and keeps the shop’s values intact.

The same goes for pricing. Cockrell uses trips to the emergency room as an example, saying he hates how a patient never knows what to expect when they walk in the door. Instead, he wants his pricing platform to be as transparent and fair as possible.

Cockrell uses ALLDATA instead of the books, using the program to determine how much a service is worth and whether it takes longer or shorter to complete. Even if a two-hour job takes his team over four hours to complete, he’s still only going to charge

for the two hours. And if the job only takes one and a half hours versus two, he’ll still go by ALLDATA’s recommendation.

So, what are the values that have stayed true to Camargo Transmission throughout an entire century and continue to live on at the shop under Cockrell's leadership? Honesty and integrity.

“You’ve got to live by the name of what your predecessors set out for you,” he says.

Looking Ahead Cockrell is always looking toward the future to keep the strong business his family has cultivated moving forward. The shop’s hashtag, #morethantransmissions, shows just that. While they now offer a wider variety of services and repairs, they want to keep expanding the shop's services and its digital presence, all while keeping the Cockrell family’s values intact, to become a true one-stop shop for its customers.

01. 21 / R + W / 37

KUKUI ARE YOU DRIVING THE RIGHT BUSINESS TO YOUR SHOP? KUKUI Shops do. With KUKUI’s All-in-One Success Platform®, you get the data you need and the tools to manage it.

• Dominate Local Marketing • Increase Your Average Repair Order • Increase Your Car Count • Retain More Customers • Acquire Higher Quality Customers • Gain More Insight with Better Data • Improve Work/Life Harmony

Kukui All-in-One Success Platform® The All-in-One Success Platform empowers auto repair shop owners with advanced business intelligence, powered by an integrated suite of business marketing solutions. Bundled with a custom-built website, it is a platform optimized to make the phone ring.

Schedule a Demo TODAY! Get the data you need and the tools to manage it 3 8 / R + W / 01. 21

10 ways KUKUI will change the way you do business...

Custom Websites

Advanced CRM

Digital Ad Management

Review Management

Analytics

Text Marketing

Follow Up Retention

Postcards

Shop Videos

Digital Vehicle Inspections

(877) 695-6008 www.KUKUI.com 01. 21 / R + W / 3 9

T O O L B OX / S A L E S + M A R K E T I N G

How to Keep Your Service Advisor Happy Pro tips for setting your service advisor up for success

BY MEGAN GOSCH

lasting impression of your shop. Whether calling with a quick update or walking a customer through the steps of a complicated repair, it’s likely it’ll be your advisor who will become the face of the business. Customers may not remember their last name, but they will remember your advisor’s attitude, quick wit, patience, empathy, and the time taken to explain even the simplest of fixes.

“Stellar advisors are optimistic, energetic, and friendly and they’ve got to be on all the time,” says Jen Monclus, certified sales and leadership trainer at Elite. “They’re ‘people’ people who thrive off helping others.

They’re the ones getting people in the door and increasing car counts and if they’re having an off day, or overwhelmed or not in the best mood, why would someone bring their car to your shop? They’ve got to be eager to help if you’re going to compete with the shop down the street.”

With the crucial role service advisors play in turning a profit and building customer relationships, shop owners have a clear incentive to keep advisors satisfied and in high spirits—after all, their bad days will be your bad days. So, how can owners avoid the 4 0 / R + W / 01. 21

fallout of a disgruntled advisor? Monclus, Nick Sartor, lead service advisor for Reggie’s Motorworks in Noblesville, Ind., and Emily Sundstrom, service manager at Valley Auto Electric in Covington, Wash., share their tips for keeping your service advisor happy.

Keep the line open.

Effective communication with your staff is a core principle in running any business, but service advisors stress the impact of clear, consistent dialogue in their role.

“Open communication is at the core of our work, we’re the liaisons and translators between the customers and the rest of the shop all day, but being able to check in and ask questions is huge,” says Sundstrom.

Talking through top priorities and ongoing challenges can help keep service advisors and shop owners on the same page, but creating an open, ongoing channel for advice and feedback can help guide service advisors and build confidence in day-to-day decision making.

For Sundstrom the ability to pop in and ask questions of Valley Auto Electric owner Bryan Kelley helps keep her on track. “[Kelley] and I are in touch constantly.

Having that sounding board to bounce ideas

off of or to have weigh in as issues come up helps keep me moving and keep work flowing smoothly,” says Sundstrom.

Be present.

Maintaining a physical presence in the shop can alleviate service advisor stress.

Whether they’re hoping to fit in more time with family or focus their efforts on strategizing for new parts of the business, Monclus finds many shop owners can feel tempted to spend less time in the shop after hiring and training a team they feel is functioning like a well-oiled machine.

“Being present is huge. I hear all the time from advisors who say it’s tough to keep things on track in a shop where the owner’s never there. Owners are busy and they may feel confident in and wholeheartedly trust their team, but what I hear from service advisors is that when owners take the time to be physically present throughout the week and take a moment to occasionally check in, it can keep the advisors from feeling overwhelmed by issues normally tackled by the owner,” says Monclus.

“They don’t need to be there 10 hours per day, 5 days per week, but a little can go a long way.”

GETTY IMAGES

More often than not, your service advisor is a customer’s first and longest-

Don’t add pressure to go after every customer.

You can’t be all things to all customers and pushing service advisors to go after any and all customers will keep their wheels spinning and cause disruptions through the rest of the shop’s flow.

“When you experience pressure to go after all customers, that could be a sign not everyone understands the shop’s core client base. Is it the Groupon customer looking for a less expensive repair? Is it someone focused on safety? Or performance? Owners and their teams need to be communicating consistently and effectively to lay out and specify that ideal demographic,” says Monclus.

While you don’t want your service advisors counting potential customers out too soon, you also need to clearly define the demographic that will be the best fit for your shop’s specific size, team and skill set.

“If I felt any sort of pressure to go after every single client, I’d go insane,” says Sartor. “There’s a shop for every client and a client for every shop, but not every client is going to be a fit for us. Our approach is very thorough and we’re not the cheapest. We’re a high-end European-focused facility with a strong focus on detail and a strong reputa-

tion for quality work. A potential customer may come in with a brand new luxury model, but if he’s looking for a quick, cheap oil change, it’s probably not going to be a fit if he’s not interested in spending the money” “Going after every customer creates an enormous burden that can feel like you’re being set up to fail,” says Sundstrom. “We’re always going to take the time to offer our professional opinion and educate potential customers, but if the work they’re looking for isn’t something we can deliver on, is it really going to be a win for anyone? Will it create work our techs aren’t confident in, leaving our shop and our customer frustrated? It’s all about setting those expectations and having a clearly identified framework you can work within.”

Step up your support.

While the service advisor role is already built around multitasking, each shop’s unique makeup can present challenges that will only add to an advisor’s work in balancing a steady flow of paperwork, constant customer communication and key relationship building.

Depending on shop size and structure, an already busy advisor can end up covering gaps

in staffing as a true jack- or jill-of-all-trades, making an already busy day even tighter.

Whether you’re implementing new tools and software to streamline processes, equipping your staff with new education and training or hopping in to help out where needed, providing more resources to match a larger workload won’t go unnoticed.

“For me, as the sole service advisor for a smaller shop, wearing so many hats became a major source of stress. There just weren’t enough hours in the day and I wasn’t getting as much of a chance to sell,” says Sartor. “In the last year, we’ve added more permanent office support staff, which is a huge relief to know I’ll have that help.”

For Sundstrom, knowing she has an extra set of hands from Kelley when time is tight keeps her from getting overwhelmed.

“Bryan jokes that he works on the business rather than in the business, but he's ready to hop in and help me keep things moving,” she says. “If I need help up at the front, he works for me and it’s me laying out the expectations for the work he’ll do that day. He’s busy, he’s got his own tasks, but knowing I can tap him when I need the support makes it that much easier to focus on doing good work.”

01. 21 / R + W / 41

T O O L B OX / C U S T O M E R S E R V I C E

The New Greeting How to maintain customer service—regardless of circumstance

The pandemic has caused a major

switch up for the world to adapt to the so-called “new normal.” According to the Ratchet+Wrench COVID-19 Business Impact Survey Follow-Up, 68 percent of businesses have changed processes in their shop, which includes implementing sanitation processes and creating distance and barriers between you and your customers. The biggest change for many, if not all, however, has been the lack of physical contact; a lack of hugs, handshakes, and the space between one another. So, how are shops handling the lack of contact, while still ensuring they’re building a relationship with customers?

The greeting at Ken’s Auto Service prepandemic, for example, was pretty personal, as owner Tina Louise Erickson believes building a relationship with customers starts as soon as they pull their vehicle into the parking lot. A service advisor would meet 42 / R + W / 01. 21

the customer outside, shaking their hand and inviting them inside the shop. From there, they would check the customer in and give them the option to wait in the waiting area or take their shuttle service home or to work. Now, it’s a whole other story.

Ratchet+Wrench sat down with two shop owners—socially distanced, of course—to dive into exactly what the “new normal” looks like and how it differs from their old processes.

What They’ve Implemented...

To Ensure Safety Ken’s Auto Service When Colorado shut down around March 25, Erickson took immediate action, especially because her shop services many in the elderly community.

Right off the bat, she built a makeshift check-in and check-out station for customers with clean pens

and a cup for dirty ones and a credit card machine. She also installed the service counter with plexiglass hanging above it, signs on the walls and chairs about social distancing and requiring employees and customers to wear a mask, and sanitation procedures like cleaning customer’s keys and inside of the vehicle before and after service. She only allows two customers in the lobby at a time—three if they are from the same family—and at one point, the bathroom wasn’t open to customers either.

While customers do have the option to wait in the lobby, the shuttle service has especially been popular among clientele, and Erickson says it seems to be a lot better for everyone at the shop now that they are giving out more rides.

To still ensure the safety of her customers and employees, the front passenger seat of the shop’s Honda Pilot is blocked off, both parties are required to wear a mask,

GETTY IMAGES

BY A B BY PAT T E R S O N

and only one customer can be shuttled to and from the shop at a time.

Yeck’s Tire & Auto According to a news report from KOLN 1011, Nebraska was just one of seven states that hadn’t put any stay-at-home orders in place until much later. Even if there weren’t any direct orders to do so, Yeck’s Tire & Auto owner Mark Lowe came up with a plan to keep his staff and customers safe.

Instead of greeting customers outside, the CSR now stays indoors, where the customer goes to drop off their keys, to then go back out to the vehicle to confirm its mileage.

Like many shops, Lowe put up a plexiglass barrier, or what he likes to call a “sneeze guard,” at the front counter, and has implemented sanitation procedures throughout the shop, making sure to disinfect the lobby and front counter multiple times per day and having technicians disinfect vehicles before bringing cars in the shop. And while they don’t require customers or employees to wear a mask 24/7, staff is required to put one on if a customer walks in wearing one.

One of the main difference from the shop's pre-pandemic procedures however, is not allowing customers to wait in the lobby. Lowe gives them three options; customers can take a loaner vehicle or the shop can pick up and drop off their vehicle at home; and if neither option is available, he will personally give the customer a ride home or back to work. Lowe says the shop does a lot more pickup and dropoff since most customers are working from home.

To Build Customer Relationships Ken’s Auto Service The most important aspect for Erickson is maintaining a relationship with customers, especially new ones. While her shop practices social distancing, little acts of kindness, like holding the door open for them as they leave, now goes a long way. As the months have gone on, they’ve adjusted their tactics and adapted to customer preferences.

With some customers, it’s just a verbal, formal greeting welcoming them into the shop. For others comfortable with it, Erickson tries to make it more personal.

“A couple of months ago, we were bumping arms, or reaching out and doing virtual hugs,” Erickson says.

“This was important to do, especially with long-standing customers.”

Another focus for Erickson?

Following up. The shop does have a follow-up process already in place, but now it’s something that’s at the top of their to-do list. Erickson also wanted to add her own personal touch after a service was complete. She now sends out handwritten thank you cards to customers, and some even have a gift card attached. It’s all about doing those extra touch points to keep communication going.

“We are trying to maintain everything we have always done, but add in that extra assurance,” Erickson says.

Yeck’s Tire & Auto At Lowe’s shop, one of the only aspects he says is lacking with his usual greeting is the handshake or an around-the-counter

personal greeting. While the staff ensures to greet them with a smile, it’s been a challenge not having that physical greeting involved. However, the shop fills the void with more communication and transparency.

For Lowe, it’s about striking up a small conversation, asking about their day, and going out of the way to let the customer know verbally that they are doing everything they can to keep them safe.

Digital vehicle inspections have been a huge help with both aspects of communication and transparency. The shop is utilizing them more than ever, decreasing touch points between the staff and customers with a click of a button to send their diagnosis straight to their email. Staff then walks the customer through the full inspection, utilizing pictures and information collected from the vehicle to give them the full picture.

What They’re Keeping Ken’s Auto Service One of Erickson’s most successful implemented processes to her shop has been providing customers with what she calls a free vehicle essential check.

Anyone, customer or not, can drive through one of their service bays to top off their fluids, test the battery, check the tire pressure, and make sure windshield wipers are up to par. This has yielded praise for the shop, and has helped them receive more customers.

“We’re trying to give back a little,” Erickson says. “We’re really letting people know that we are here and can help them through this tough time.”

01. 21 / R + W / 4 3

SAY HELLO TO HIGHER PROFITS.

CALL TODAY FOR A FREE SAMPLE Solid Start is female-owned and operated with a legacy of automotive excellence that dates back to 1976 and continues today with a family of products designed to enhance vehicle performance and effectively extend engine life.

We not only manufacture a full line of automotive treatments, supplements and performance additives, but also provide complete in-depth, hands-on training for our entire product line. Our True Brand product line represents a quality brand that vehicle owners have come to know and trust. We promise to work hard to earn and keep your loyalty, one bottle at a time.

4 4 / R + W / 01. 21

What Separates Us? • Female Owned & Family Operated • Outstanding Customer Service • Win/Win Philosophy • Premium Quality Products • Technical & Phone Support • Hands-On & Classroom Training • In-Store & Online Training • Contests/Giveaways • Loyalty Rewards Program • Equipment Program • Warranty Program • Private Label Program Our goal is to exceed expectations in everything we do; from customer service, communication, building trust, customer retention, hands-on training, and increasing your profits!

Call us today to find out how we can help you start 2021 strong.

Amber Kossak, CEO

Crystal Mathews, President

CALL US TOLL-FREE: 877-290-3950

Contact your local Solid Start Distributor to get True Brand in your shop today. | www.solidstart.com | #TrueBrandTough 01. 21 / R + W / 4 5

Columns

THE FIXER Aaron Stokes

After a year of setbacks, it's time to set realistic goals for the year ahead We did it. We made it to the new year. 2020 is officially over.

After a year like 2020, most of us are at least a little shaken up and probably feeling discouraged. We all had big hopes and dreams for 2020 and a lot of those were dashed as blow after blow just kept coming. And just when things seemed like they might calm down a bit and we could get back on track, something else would come out of left field to shake everything up again.

I know the start of a new year’s supposed to be all about setting big, reaching goals and that most of us are going to have a hard time shaking the disappointment of all of the ones that never panned out—it’s going to be hard to forget about those losses and keep those lows from setting the tone— but you have got to dig deep and pick yourself up.

This last year was nothing if not a test of our perseverance and if you’ve made it this far, you can’t give up here. Somehow, we’ve made it to January and since we’ve made it, we can’t just set goals for the sake of setting goals. We have to commit to a reset that actually sets us up for success.

The first thing you have to do sounds simple but this last year proved it’s 4 6 / R + W / 01. 21

anything but. You’ve got to stay focused.

Let everyone else worry about the talking heads. It’s time to keep our heads down and zero in.

So many people thought if we could just get through the first wave of lockdowns or the first round of protests or if we could just get through the election, things would calm down all on their own. All of that chaos and debate isn’t just going away overnight and this next year could be just as distracting as the last. You’ve got to keep your eyes on the prize and look straight ahead.

The next best thing you can do is set goals that mean something. I’m telling the shops I work with to get serious about their goals by nailing down real, concrete perks and consequences for the goals hit and the goals missed.

We’re setting goals all the time, but how often is that goal really more than a number on a page? The human brain is programmed to pursue pleasure and run from pain, so why not tap into those mechanics that actually push you forward?

Ask yourself what you can look forward to if you hit the mark or what the punishment would be if you don’t. It could be as harmless as promising to buzz your head in

aaron@shopfixacademy.com ratchetandwrench.com/stokes

front of the whole crew, but making those goals personal is going to help you work toward them in a new way. It gives you a whole new kind of motivation.

Finally, it’s time to start setting goals that are realistic. Keep it simple. After a year like 2020, no one needs more stress and planning your goals doesn’t have to be stressful. I know some people think goal setting can be intimidating. Goals aren’t scary. What’s actually scary is staying where you are and overwhelming yourself in the process.

Your goals aren’t better the bigger or the more ambitious they get. If you can’t separate the forest for the trees or the trees for the forest, you’ve gone too far and you have to simplify because goals that confuse or overwhelm you are just going to create noise. Ultimately you’ll spend more energy managing the stress and burnout from everything you’re trying to accomplish all at once than you will on actually working toward the finish line. This is one clear case where it actually pays to slow down.

Last year might have knocked us down, and that’s OK. It’s all part of life. But you can’t lose steam now. Let’s all do ourselves a favor and find the quiet, focus on a clear vision and get to work.

FUE VANG

SET THE PACE TO PERSEVERE

Aaron Stokes grew his business, AutoFix, into a six-shop operation that is widely regarded as one of the top repair businesses in the country. He is also the founder of Shop Fix Academy.

THE MOST HANDS-ON TRAINING AVAILABLE ONLINE

Meet the new standard for training with Virtual Classroom from CTI+WTI. Access a live, interactive experience just like your team is in front of the instructors, at a time and pace that fits your schedule.

Start today at my.advancepro.com/shoptraining.

01. 21 / R + W / 47

4 8 / R + W / 01. 21