Ratchet+Wrench - September 2023

EDITORIAL

CONTENT DIRECTOR

Matt Hudson

EDITOR

Chris Jones

ASSISTANT EDITOR

Kacey Frederick

CONTRIBUTING WRITERS

Joe Marconi, Aaron Stokes, Nolan O’Hara, Tess Owings, Kimanzi Consable

EDITORIAL ADVISORY BOARD

John Miller, Fifth Gear Automotive; Doug Grills, AutoStream Car Care Center; Jimmy Alauria, 3A Automotive Service; Andrew Marcotte, American Pride Automotive; Bruce Howes, Atlantic Motorcar Center; Rob Choisser, Choisser Import Auto Services; Lucas Underwood, L&N Performance Auto Repair; Ryan Hillebrand, Urb’s Garage

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A Culture of Winning

What shop owners can learn from the team culture of the Miami Heat

BY CHRIS JONES

Despite the Denver Nuggets winning the NBA Finals in June over the Miami Heat, it was the Heat whose story took center stage throughout the NBA Playoffs.

While one story was the Heat’s historic run—the lowest seed in the Eastern Conference and only the second eight seed to ever appear in the NBA Finals—the real story centered around Heat Culture.

Anchored by legendary Hall of Fame NBA coach-turned-executive Pat Riley, who led the Los Angeles Lakers to four NBA titles in the ‘80s and the Miami Heat to its first in 2006, Heat Culture is built around that yesteryear toughness Riley instilled in his Showtime Lakers and his early Heat teams. Here are the four principles of Miami’s Culture:

• Dedication. Players are expected to be dedicated to the team and committed to winning.

• Accountability. Players are held accountable for all actions.

• Community. Players are expected to be active in the community and to give back.

• Work ethic. Players are expected to work hard, be physically fit, toughminded and do what it takes to perform at their highest level.

It’s no wonder why this team has had two NBA championships and six Finals appearances in the past 15 years as it continues to outlast better opponents. You’ll find these same four tenets at play in the three shop owners featured in this issue—Perry Adams, Rachel Spencer and Joe Rush.

This month, our feature (p. 31) recognizes our Ratchet+Wrench All-Star Award Winner and two runners-up.

Perry Adams of Adams Automotive in Houston, Texas, is this year’s winner.

Adams has instilled a winning culture in his multi-shop operation where they refer to themselves as professional business athletes.

Rachel Spencer of Spencer’s Auto Repair & Alignment in Klum, Texas, is one of our runners-up. Spencer entered the industry in 2004 with no automotive experience. Since stepping into the owner’s role, she has developed a reputation for her thoughtfulness and caring culture.

Joe Rush of Rush Automotive in Round Rock, Texas, is the final runner-up. Rush relies on the strength of his team’s knowledge and skill—ASEcertified technicians with over 100 years of experience—to help him live out the shop’s mission to be “crucial to the community through service and giving.”

The moral of the story: Culture— when it has a mission and full team buyin—wins. Culture connects. Culture inspires. What’s your culture?

CHRIS JONES, EDITOR CHRISTOPHERJ@ENDEAVORB2B.COM

THE MESSY STATE OF RIGHT TO REPAIR

A recent agreement between major organizations has sparked doubt

BY KACEY FREDERICK

The right to access diagnostic repair data has been a hotly debated topic within the industry as of late. While automakers insist that opening access to data will jeopardize safety, independent shops have argued it is a profit-driven strategy to direct consumers to dealerships for services and repairs.

Tensions have been rising in discussions surrounding Right to Repair, especially after events such as a recent attempt by a group of automakers to stop a Rightto-Repair law passed by voters in Massachusetts from taking effect.

Many in the industry are feeling the pressure to make their positions on the issue known, which is exactly what was recently done by the Automotive Service Association (ASA).

In collaboration with the Society of Collision Repair Specialists (SCRS) and the Alliance for Automotive Innovation (which represents OEMs), the ASA created a letter to members of Congress with views on Right to Repair collectively agreed upon by the three organizations, based upon a national agreement made in 2014 called the Memorandum of Understanding.

The letter stated that information provided to authorized dealers should also be

accessible to independent shops. This can range from telematics data to technologies and powertrains for all vehicles, including gasoline, diesel, fuel cell, electric battery, hybrid and plug-in hybrid electric.

Ways to make repair information accessible to others were proposed, such as having it directly accessible through an automaker’s website, shared access points such as OEM1Stop.com or third-party information providers.

Responses Follow

Though the letter was presented as a stance representing the industry, it has not been met with universal approval.

The Auto Care Association’s response called the letter “a thinly veiled attempt to confuse lawmakers and drivers” and said it was not consulted on the drafting of the ASA’s agreement document. The Association pointed to flaws in prior agreements, including that OEMs would not be bound to any participation in Right to Repair compliance and that OEMs would not be obligated to allow direct access to telematics data.

Another group, the Auto Care Alliance, called into question ASA’s true stance on Right to Repair, claiming that rather than supporting it, ASA has been

fighting against Right-to-Repair legislation for the past two decades.

As evidence of this, the Auto Care Alliance cited a 2003 agreement made between manufacturers and ASA that the Auto Care Association said “lacked enforcement” and slowed down progress in gaining Right-to-Repair legislation.

Though the ASA referenced the 2014 Memorandum of Understanding as the basis of its agreement, the Auto Care Alliance doubts the choice of this foundation, arguing that the terms of that 2014 agreement have not since been honored and that requests for dispute resolution have gone unanswered.

“This is a critical time in our industry that associations need to be acting together instead of executing agreements on their own that fail to address important concerns voiced by many throughout the industry, especially when these organizations represent a minority of the industry’s total number,” says Auto Care Alliance and Midwest Auto Care Alliance Executive Director Sheri Hamilton in its response.

In addition, MEMA Aftermarket Suppliers has also come out with a statement questioning the purpose of the agreement.

While the organization credits the

agreement with creating more conversation surrounding Right to Repair, it echoed criticism of it not proposing any real methods to preserve access to vehicle data, such as the lack of a process for enforcing Right-to-Repair legislation.

In MEMA’s statement, they outline specific issues that must be addressed regarding Right to Repair: access to data for light-duty, medium-duty and heavyduty vehicles, as well as explicit protection for consumers to access that data.

“MEMA Aftermarket Suppliers welcomes the opportunity to work with all parties to align on a federal solution that reflects the principles of consumer choice and a free market, includes the expertise of the supplier community, has a mechanism for real enforcement, and prioritizes consumers, their safety and their economy–and the innovative industry we

The Impact on Smaller Operations

Many others in the industry, too, have expressed doubt over what the ASA agreement has truly proposed. According to coverage from Wired, many are still concerned with smaller, independent businesses, or those who work on vehicles at home, not having access to information from cameras and sensors. This includes data on location, speed, acceleration and the performance status of the vehicle’s software.

“We want easy and affordable access to that information for the independent repair shop,” explains Auto Care Association Chair Corey Bartlett, as reported by Wired. Shops that are able to afford to pay into certified networks of shops are often able to access information easier, such as Michael Bradshaw, vice president of K & M Colli

Kia, General Motors, Bentley and Rivian.

Though Bradshaw doesn’t see a problem with having to pay for information, for shops that are smaller and working with more limited budgets, it limits the amount of work they can safely perform. Many worry that this paywall to information will only grow higher.

“My fear, if no one gives some stronger guidelines, is that I know automakers are going to monetize car data in a way that’s unaffordable for us to gain access,” Dynamic Automotive co-Owner Dwayne Myers told Wired.

There is still much discussion to be had on Right-to-Repair legislation, but it is a conversation that automakers and the automotive aftermarket must engage in together—not just a select group.

“In terms of how automakers behave and whether vehicle owners or repair

Mini-Ductor® Venom® HP

SEMA Awards $245K in Scholarships

The Specialty Equipment Market Association (SEMA) has donated $245,000 total in scholarships and loan forgiveness awards, according to a press release.

The SEMA Memorial Scholarship Fund is part of a program that was founded in 1984 and has awarded over $3 million to students looking to pursue a career in the automotive industry.

This year, 104 students were awarded, with 87 of them receiving scholarships ranging between $1,000 to $5,000, and another 17 employees from SEMAmember companies being given loan forgiveness toward student loan debt.

“SEMA receives a large number of scholarship applications each year, and the quality of this year’s applicants was truly inspiring and impressive,” SEMA Manager of Recognition Programs Chris Standifer stated. “Their passion and innovative mindset were evident in their applications, and it

gives us great hope that they will continue to advance the aftermarket industry and make a lasting impact.”

Increasing Age of Vehicles Could Mean More Business for Shops

The rising age of the average vehicle in America could mean much more business for repair shops and aftermarket parts suppliers, Car Scoops reports.

According to data from S&P Global Mobility, only 13.8 million cars, SUVs and light trucks were sold in 2022, making it the lowest number in a decade. As the supply of new cars has dwindled, drivers have retained their vehicles for longer lengths of time, with the average vehicle age climbing to 12.5 years.

Though the supply of new cars has now increased, demand has yet to. S&P Global Mobility has listed continuing inflation and high-interest rates as potential causes for this, with auto loans

being lower than they were in the third quarter of 2020.

This trend could mean more business for repair shops as well as parts manufacturers. Not only will cars in the 12.5 year range require typical parts such as exhausts and suspension components, but sensors that are used by functions such as infotainment, communication and safety systems will be seen more frequently throughout service bays.

As customers hold onto their vehicles, it will potentially mean more business for shops, though they must remain conscious of still keeping their technicians trained and equipped to handle the increasing complexities in newer vehicles.

Hyundai, Kia and Genesis Face Class-Action Lawsuit

A nationwide class-action lawsuit is

being filed against Hyundai, Kia and Genesis in the U.S. over allegedly faulty charging ports, Inside EVs reports.

First filed late last month with the U.S. District Court for the Central District of California, the suit has argued that the Hyundai Ioniq 5 and Ioniq 6, the Kia EV6 and the Genesis GV60 are equipped with defective charging ports, causing longer charging times than what was advertised or failing to charge altogether.

Automakers have advertised the vehicles as requiring only five to seven hours of charging time with the use of a Level 2 home charger.

The plaintiffs allege that the charging ports overheat after only 30 minutes, causing an increase in charging time.

Complaints have reported vehicles experiencing a drop in charging amperage from 48 amps to 28 amps in the event of overheating, with one plaintiff claiming his 2023 Ioniq 5 takes 20 hours to fully charge.

Though Hyundai initially deployed a software update to remedy the issue, it only resulted in doing nothing or even making it worse in some cases, according to an email received by Inside EVs.

Advance Auto Parts Awards Automotive Students With Scholarships

Five high school graduates in Wake County, North Carolina, have been awarded scholarships from the Advance Auto Parts Foundation, according to a press release.

Recipients of the Advance Auto Parts Foundation Future Technicians Scholarships were nominated by high school guidance counselors and selected by Wake Tech Community College.

The students will be studying either Automotive Systems Technology or Collision Repair and Refinishing at the $42 million, 100,000-square-foot Hendrick Center for Automotive Excellence, which first opened in 2021 on the Scott Northern Wake Campus.

The recipients included Myla Horton of Knightdale High School; Carson Allmon of East Wake High School; Leonardo Cardoso of East Wake High School; Amy Coronilla Vazquez of Green

Level High School; and Daniel Fobert of South Garner High School.

Those chosen will receive a $5,000 unrestricted scholarship for educational and living expenses as well as a onetime stipend of $600 for tools.

Advance Auto Parts plans to support a total of 25 Wake Tech students over five years. Currently, the Advance Auto Parts Foundation has given $200,000 in support for automotive programs, as well as an additional $50,000 that went toward outfitting the Hendrick Center’s DieHard tool rooms.

Tekmetric Partners With APAC ATI

Tekmetric, a company that provides software for the automotive repair industry, has partnered with APAC ATI (Automotive Professionals Advancement Center for Automotive Technical Instruction) to provide shop management software for training facilities, according to a press release.

APAC ATI is a nonprofit affiliate of Star Motors European Service founded in 2020. It seeks to help at-risk popula -

tions–such as veterans, the formerly incarcerated and individuals who have completed recovery programs–find a fulfilling career in the automotive industry.

Students were first accepted into the 10-month program based on referrals, beginning in June 2022 with a group of six students. Those in the program learn both technical and soft skills through a combination of classroom instruction and performing hands-on work in real auto shops.

The program aims to utilize Tekmetric’s software to help students gain insight into how important collaboration, efficiency and customer transparency are in a shop’s daily operations.

Additionally, Tekmetric will provide shop owners with resources for creating a safe work environment, as well as up-to-date tools and equipment, strong benefits and education opportunities.

“The training we offer is about more than just turning a wrench; we are truly breaking down barriers to build a national network of skilled technicians,” said APAC ATI Founder Chris Knuth.

AUTO REPAIR SHOPS BY THE NUMBERS

A look at shop size, average repair order and revenue in independent auto repair shops in 2023

BY CHRIS JONES

The Shop View is a favorite amongst Ratchet+Wrench readers. But what does that data look like when it’s a crosssection of an entire industry and not a single repair shop? Here’s what the 2023 Ratchet+Wrench Industry Survey Report had to say.

G t t w i t A t i t

INTELLIGENT SERVICE: WHAT AI COULD LOOK LIKE IN THE AUTOMOTIVE AFTERMARKET

A recent AAPEX webinar looks at what AI could mean for the industry

BY KACEY FREDERICK

As discussions arise surrounding the use of artificial intelligence (AI) in different work fields, the question remains of what that could look like in the automotive industry.

A recent AAPEX webinar, led by Predii Founder and CEO Tilak Kasturi and Vice President of Sales and Business Development Mark Seng, dives straight into how it can be best used and what its introduction into the industry will look like.

HOW CAN AI BE USED IN THE AUTOMOTIVE FIELD?

Seng points out that while most people use AI in their day-to-day lives, the way it functions in the automotive industry will look a little different. Similar to how AI is meant to mimic a human, an AI for the auto industry would be built to function as a service advisor.

Seng uses the example of a driver telling an AI system that he is unable to call someone on the phone while driving. An AI system specialized in automotive issues could pick up on the phrases “call” and “driving” and suggest a Bluetooth error.

Even though shops that have been in operation for a few years have likely seen a multitude of different problems and scenarios come through their doors, every diagnosis and solution is not remembered by technicians.

AI can be used to leverage historical data from past repair orders and can even be used to help bring inexperienced technicians up to speed with new kinds of jobs. As vehicles become more complex, AI can be a useful tool to train new staff.

Shops frequently experience customers that are inclined to put off maintenance. If a customer agrees to share TeleDiagnostic data with the shop, the shop can provide a more accurate picture of the state their vehicle is in and will have personalized data from the vehicle itself when it’s time to perform maintenance.

In such a case, it could be possible for a driver to be unaware of a potential issue with their vehicle while the AI picks up diagnostic codes that communicate problems to a shop before any warning lights appear on the vehicle’s dashboard.

While consumers are often concerned about having extra work performed on their vehicles, a shop being able to provide data on the issue can help the customer feel more confident in their choice.

It also helps a shop prepare itself before the problem becomes worse. If an issue is detected and communicated to the shop through AI, any parts or supplies needed can be ordered before the customer even walks into the store.

HOW DOES IT WORK, AND HOW WILL IT UNFOLD?

Katsuri opens his half by explaining generative AI as an AI system that can generate original content based on data and improves as it gains feedback and responses.

While generative AI has been able to demonstrate success, in the lack of sufficient data, inaccurate, contradictory and sometimes flatly false responses can be generated. This can be useful for tasks such as creating images or audio, but in a technical field like automotive repair, precautions must be taken to avoid this.

The type of AI in the automotive industry would be able to intelligently answer and respond to questions through the simultaneous use of different data and sources of knowledge that will be applied to a specific make and model of a vehicle.

Though the use of AI in the auto industry has been studied for years, programs such as ChatGPT have only been around for a little under a year, and it’s a technology that is steadily evolving. As it unfolds in the auto industry specifically, it will likely take place through four stages.

The first immediate stage will involve AI being introduced to an organization, mainly in applicable workflow tasks.

The second stage looks at the short-term implementation of AI, which will have trials of organizations experimenting with different AI systems to find one that will keep the questions received and answers generated by the organization’s system safe and secure.

In the mid-term, organizations and businesses can gather enough data from AI that can be used to improve workflows and applications, and for an organization to even create its own generative AI.

Long-term, automotive AI will be brought to the consumer, providing personalized data and services unique to them and their vehicle’s needs.

However, for AI to be used in the industry to its full capabilities, regulations and standards are essential. Industry leaders such as the Auto Care Association and the Automotive Service Association have become involved in discussions surrounding AI’s use in the field for precisely this reason.

The path toward AI being used in the auto industry is undoubtedly still a long one. But with it already being used in many segments, such as AI-generated estimates for collision repair, it may be in a business’s best interest to learn how to leverage it for their work.

TOPEL’S SERVICE CENTER, INC.

BY CHRIS JONES PHOTOS BY LEAH QUINTO

September marks the diamond anniversary of Topel’s Service Center in Lake Mills, Wisconsin. The shop was founded in 1948 by Clifford Topel and passed on to his son, Dan, and daughter-in-law, Tara in 2003. The senior Topel continued to work around the shop until he was 94. In 2020, the Topels moved out of the original shop (4,500 square feet, six bays) and into a large, custom-built, modern facility (14,400 square feet) on August 4, 2022.

TOPEL’S SERVICE CENTER, INC.

Owners: Dan and Tara Topel

Location: Lake Mills, Wisconsin

Staff Size: 14

Shop Size: 14,400 square feet

Number of Bays: 10

Average Monthly Car Count: 203

Annual Revenue: $1.4 million

OPEN FLOOR PLAN

Once inside the shop, guests enter a lounge area complete with a TV and fireplace. To the right of the lounge is a well-lit space for guests to work or study while waiting for their vehicles. There’s an office carved out for Topel’s administrative assistant, Dana, and a central kiosk for their service advisor, Jake. Topel says she doesn’t jive with the idea of placing an advisor behind a desk, so they don’t. “I believe more in the kiosk system; less between the (advisor and) customer,” Topel says.

Between the shop and the waiting area is a conference space. It’s primarily used for training. Team means everything to the Topel’s and they’re committed to education, requiring 100 hours of training for their techs. They also use the space to do lunch and learns, or for meeting or eating.

Also on the premises is a retail parts store. The Topels leased the space to a parts dealer who was in an antiquated building in town and in need of a better location. “It’s also open to the public,” Topel says.

MAKING A SHOP OF THE FUTURE

The interior of the shop is spacious and well-lit with seven fully or partially glass-paneled overhead doors for natural light. The shop has heated floors throughout the building, large fans for air circulation and dedicated space for ADAS calibration.

“We knew that we wanted to be able to have ADAS calibrations. We have a technician who was watching everything and learning everything he could about it up until the point when we moved in, and then we got trained through Autel,” Topel says. “And we have a body shop in town here who’s really giving us a lot of work.”

Columns STRAIGHT TALK

Joe Marconi

Vehicle Delivery Process: The First Step to Your Next Sale

The transaction isn’t the end of the process—it the beginning of the next sale

BY JOE MARCONI

Every fall I have my chimney cleaned. For years, I would search for a reputable local company. Then, 10 years ago, I met Mike at AAA Chimney, and he became my go-to guy. Each year, Mike returns and earns my trust over and over. You may wonder if it’s because he cleans my fireplace better than anyone else or if it’s the price. While those are reasonable questions, the real reason why he gets my business year after year is simple: Before he leaves my home, Mike takes the time to review exactly what he did, gives me tips on how to best care for my fireplace and then he books the next appointment for the following year. In essence, he performs what we know as a vehicle delivery process, or in Mike’s case, a chimney cleaning delivery process.

Performing a comprehensive vehicle delivery process and booking the next appointment in our industry is nothing new. Many shops have been doing it for decades. However, there are still many repair shops that have not adopted this goldmine strategy. The vehicle delivery process helps to create that memorable experience that gives the customer a compelling reason to return. When combined with scheduling the next appointment, your repair shop stays branded in your customers’ minds, improving customer retention and helping to ensure future sales.

The auto repair business today is not like it was. Even 10 years ago we would measure customer retention with a factor of four, meaning that customers visited your repair shop about four times a year for routine services. Today, unless there’s a breakdown or a warning light, you’re lucky to see your typical customer once a year for routine service. Consumers these days don’t have the same sense of urgency regarding vehicle maintenance as they once did. Just think about

all those customers who have traveled over 15,000 miles in their vehicles since their last oil change. This trend has been slowly creeping up for the past 15 years, if not longer.

There’s another factor we need to consider: If the length of time between visits is too long, the average consumer loses some of the emotional connection they have with their repair shop. What you don’t want to happen is when the oil maintenance light does come on, your customer just finds the most convenient shop to get the oil service done. Think that doesn’t happen?

Unless you’re fortunate enough to be in a heavily populated area with no competition, and car counts are never a problem, you will benefit from a well-defined vehicle delivery process; a customer touch point that brings the entire customer experience full circle. Vehicle delivery is never a transaction. It is an opportunity to keep building the relationship. It’s also essential that your service staff discusses and books the next appointment. Everyone reading this knows that booking the next appointment is a strategy being done by dentists, doctors, hairdressers, nail salons, eye doctors, pet groomers, and yes, even Mike at AAA Chimney.

Booking the next appointment is not limited to oil change services either. Just consider all those recommendations you make on just about every car you service each day. Why not create a process that helps to fill up your calendar with profitable future services needed by your existing customers? Don’t rely solely on your CRM program either. The impact of an engaging vehicle delivery process is powerful.

Every customer that leaves your shop today will need future services and repairs. The question is: Where will they go? Make your vehicle delivery process your first step to your next sale.

MICHAEL HOEWELER

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 and co-founder of autoshopowner.com.

IN THE TRENCHES

2023 Ratchet+Wrench AllStar Winner Perry Adams wants his team to win at work and in life

BY CHRIS JONES PHOTOS BY RACHEL KO

Within five minutes of talking to Perry Adams, you’ll discover he’s bullish on his shop with a pride fitting for a Texan. In March, the Houston-based Adams Automotive released staggering sales figures showing its four shops posting an average of more than $595,000 each with its flagship location breaking $1 million for the month. As it stands, the shops could see a collective annual revenue of nearly $40 million by the end of 2023.

Success on that level is built on a foundation of five words: know thyself, know thy customer.

Staying true to his people, his patrons and his vision are among the reasons why Adams is the 2023 Ratchet+Wrench AllStar Award Winner, sponsored by AutoZone and Mobil 1.

Humble Beginnings

Adams grew up a mechanically curious child. By age 10, he had disassembled his bicycle to figure out how it worked and at age 12, with his mother’s blessing, he spent $97 on a motorcycle kit to convert it into a minibike. A few years later, that modified bicycle would give him a broken leg after he ran into the back of a postal carrier’s truck. Nevertheless, Adams continued to tinker, learning how to tear apart cars in high school.

Not sure of the direction of his future after high school, his father, who had a refrigeration school in New Orleans, Louisiana, invited the younger Adams to try the trade. Seeing that refrigeration wasn’t moving the needle for his son, Adams’s father encouraged him to pursue automotive.

Adams graduated high school early and enrolled at Texas State Technical College in Waco, Texas, graduating in two years at age 19. That’s when he got his

first taste of the auto care industry, working as a technician at a Ford dealership followed by an 18-month stint at an independent repair shop. That’s when he got the nudge to try his hand at ownership.

“It came into my heart that, ‘Hey, I could do this’ because my boss came in early and left just a few minutes after I got there,” Adams recalls. “He would come in early and do his paperwork, and then he would leave and then he would come back about 5 (o’clock) and visit with the customers and pump gas. I looked at that and I thought he was making all this money— like every employee does.”

One of the shop’s parts distributors caught wind of Adams’s ambition and tipped him off about a shop owner who had a few vacant bays at his gas station shop. He explained that Adams could strike a deal with the gentleman to rent space in one of the bays.

“I went over and made a deal with the fellow, and I only had $600 saved up. I had my toolbox, I got a ‘doing business as’ Adams Automotive, and I got a desk and put it in one of the bays. I had my parts behind me, and I could put the nose of a car in and do water pumps and tune-ups and stuff like that,” Adams says.

He would work from that single bay location for the next three-and-a-half years—adding three employees along the way—before an opportunity came for him

to open his own shop. The proverbial rubber had then hit the road. “I found out what a good deal I had at the Exxon because all I was doing was paying rent,” Adams laughs.

Divinely Inspired

“I like to blame things on God.” That’s what Adams says when he gets a prompting that can’t be explained as anything but supernatural. He credits those divine nudges for the direction he received to build Adams Automotive.

One of these nudges happened to Adams when he felt led to sell his Jaguar after seeing genuine poverty firsthand on a mission trip in India. He used the money from the sale to fund a Bible college. Adams says after that act of faith, God overwhelmed him with inspiration.

“I handed that check to the founder’s son … and when I came back to Houston, ideas started coming,” Adams says.

One of the ideas Adams acted upon was to get training for himself and his team with an auto repair shop owner in Austin, Texas. He shut the shop down for a day and commuted to the capital city. It was that encounter—which happened in the most stereotypical Texas fashion—that changed how Adams would forever do business. Sitting with his feet propped up on the desk, the shop owner looked over the desk at Adams and his technicians and said, “Y’all look like good

boys. Are you looking at the whole car, or are you just fixing what the car comes in for?” Adams told him they were doing the latter, to which the owner replied, “Oh, boys. You need to slow down and get professional.” He trained Adams and his team on how to properly inspect a vehicle, and it became the standard to which Adams adheres to this day.

As Adams raised the standard of service at his shop, another conversation with God challenged Adams’s faith. This time, it was turning away customers. When he told God he only liked to work in particular makes, God challenged his heart to exclusively focus on those vehicles. “That was very difficult because we worked on everything,” Adams says.

Adams put his faith to work and used direct mail to target people with the vehicle makes he sought. As they rolled into his lot, he handled them with the utmost care, and his faith was again rewarded.

“In two years, my business tripled, my profits tripled,” Adams says. “When you start working on the same cars, they all do the same things. We didn’t have to go through that long diagnostic process to figure (each one) out … And then we started getting a reputation that we were experts, and we outgrew that facility.”

For each shop he’s built, the same tactic is used—capture the niche market. It’s a combination of targeted advertising through

Perry

direct mail and carefully selected television spots aimed at his audience that Adams can get new shops scaling rapidly. “We advertise to the top 1% on cable,” he says.

When he opened his most recent location, Adams Automotive Cypress, the shop quickly generated $500,000 in revenue. Adams says when he opens a location, he wants to be the first shop people think of in that marketplace.

“We wear them out with ‘Take it to Adams. Adams will take care of you,’” Adams says. “You have to spend a fortune on marketing. You have to do it, and it has to be consistent every month. Your voice has to be there.”

“We wear them out with ‘Take it to Adams. Adams will take care of you.’”

-

Adams, Owner, Adams Automotive

Quality parts installed by a quality human.

The Todd Hayes Effect

Todd Hayes is one of the outspoken emotional brand champions of Adams Automotive (along with Adams’s wife, Patty, and son, Joe). Adams met Hayes in the 1990s when their children attended the same school. Hayes was running Mobile Car Care, a chain of auto repair service centers he founded in 1986 that Adams says Hayes eventually sold for over $20 million. Adams enlisted Hayes to use his energetic gifting to re-invigorate himself and his team, feeling they had become stagnant. Once Adams observed the motivational punch Hayes packed, he got out of the way. “Todd started to train me, and I turned him loose,” Adams says.

Hayes helped to create the framework for the culture that would define Adams Automotive going forward—professional business athletes.

“He began to change things and hire people, and I just turned him loose because I was miserable. I saw his gifting in motivation and training and all the sudden, we just started growing like mad,” Adams says.

This attitude of being “in the trenches with the wrenches” as they’ve coined it has led to levels of growth and service capability that positions Adams Automotive within the upper echelon of independent auto repair shops nationwide. With fully paid benefits, unlimited hours and a compensation plan Joe Adams says makes their techs unrecruitable, the Adams team plays for keeps.

“We’re business athletes. We’re not in this as a hobby,” Adams says. “We are here to serve the customer. It’s more about the customer than it is about our convenience.”

All In Together

The buy-in from the team at Adams Automotive hinges on more than money and benefits. One relationship-building tool the leadership team uses is daily meetings called Take 5. These occur seven days a week at 6:45 a.m. Team members who are working that day—and some who are not—gather for an engaging discussion on a range of topics designed to inspire them, celebrate their wins and improve their personal and professional lives. Adams doesn’t miss one. He’s there even on Sunday before he heads to church.

Another is what they call Moneyball. These informal huddles take place within

a group chat app. It’s part encouragement, part friendly competition between each of the shops under the Adams Automotive umbrella. Within the thread are posts from each shop leader sharing their first morning sale, their weekly sales totals and more. Text messages begin flowing in as early as 3:45 a.m. It’s something the team does every day to fire one another up. One such message was posted by Hayes at 4:33 a.m. on Monday, June 5:

“Mon-slay. Alive, motivated, determined and ready to slay the day. Monday has arrived, and it’s time to embrace the Mon-slay (instead of Monday) spirit. As dedicated professional business athletes in the auto industry, you possess the drive motivation, determination to conquer any challenge that comes your way. From the moment you step into

“Not only are we helping the industry by leading by example but showing them how to do it.”

- Perry Adams, Owner, Adams Automotive

your shop, bringing your vibrant energy and readiness to tackle the day’s tasks, remember success awaits those who seize each opportunity with passion. So, let’s kickstart the week with enthusiasm and show the world what it means to be professional business athletes who are always ready to slay.”

Sharing the Blueprint

Throughout 2023, the Adams Automotive shops have posted record-breaking numbers that are jaw-dropping by industry standards. Adams credits his customer service team for leading the way in making customers feel welcome and prepared to come to Adams. “They call the customers, make appointments, load the weekend with appointments,” Adams says.

And even with a team of 108, he con-

tinues to aggressively recruit. His recruiter, who used to perform nationwide recruitment for a national chain of auto repair shops, searches high and low for the best talent. Adams says he feels he has to be an example to the industry on all sides of the business. This has led to high interest from other shop owners in the Adams Automotive way—instilling the training, attention to quality, high caliber customer service and top-notch hiring practices. To better serve the industry, Adams built Hayes a training room where shop owners from around the nation fly in with their teams to train with Hayes on-site. The goal is to share the Adams blueprint for shop success.

“Not only are we helping the industry by leading by example but showing them how to do it,” Adams says.

Congratulations

Perry Adams to KYB is proud to be part of the celebration of a proven leader. We love your commitment to training and quality products!

Mastering a New Trade

BY KACEY FREDERICK PHOTO BY CYNTHIA BURTCH

It takes a lot to succeed in the automotive industry –a lot more than a simple love of cars. It requires being able to connect with people and the dedication to run a business through its highs and lows.

Rachel Spencer took over her husband’s business, Spencer’s Auto Repair, in 2019, after working alongside him since 2004. She and her husband worked to pull the business from its lowest point to seeing more success than ever, motivating herself with the help of fellow shop owners that helped her cultivate what she wanted from her shop.

As a runner-up for this year’s Ratchet+Wrench All-Star Award, Spencer sat down to talk about her journey in revitalizing her business and what helped her succeed.

The business was originally started in 2001 by Spencer’s husband, Jerry, who at that time had not yet met her. It wasn’t until 2004 that Spencer would enter the picture when her brother, who worked at the shop, introduced her to Jerry.

Spencer began helping around the shop by answering phones. She had no prior service advisor training, having previously worked in the sales department for a waste management company, and before that as the key account specialist for the city of Denton, Texas.

Though Spencer admits it was undoubtedly a learning experience, her skills in communicating with people carried over into her new field well.

“Yes, you need to know about cars, but we’re in the people business,” Spencer says. “And I think that if you know how to deal with people, the rest you can kind of learn.”

She credits her husband with helping

her adapt to the learning curves of the industry, acting as a mentor for her. Though Spencer says she doesn’t know as much about cars as others, she knows people and works to communicate what the best option is for their situation.

Six years ago, Spencer’s brother left the business when his wife needed to move for medical school. His departure marked the beginning of a difficult time for the shop as they struggled to fill his place.

“We were burned out and tired and we felt like we were a hostage to our own business,” Spencer remembers. “And we were ready to give up, we were ready to sell.”

Spencer and her husband’s confidence in the shop continued to dwindle until a year later when they once nearly doubled their typical revenue for the month. Spencer saw potential in their business and was inspired to know how to achieve those same numbers again.

When Spencer and her husband met another shop owner who encouraged them at a NAPA conference they attended, they realized how much insight could be gained from connecting with other shop owners. Throughout the next couple of months, the Spencers met several other shop owners at different events and attended their first coaching conference.

When they came back home, they were ready to see some changes happen.

“I told my husband, I said: ‘I want to make this into a million-dollar shop. I want to stop letting this business hold us hostage, and I want to take at least one vacation next year,’” Spencer recounts. “And I said, ‘I want to be in Ratchet+Wrench magazine.’”

By 2019, Spencer and her husband were able to accomplish all the goals she had. After hiring a new service advisor and shop foreman who helped turn things around, the shop also put more effort into advertising and saw an increase of 158% in gross sales from the previous year.

They added three bays to the shop and were able to construct an office for Spencer, who no longer performs front counter work. For the past four years, Spencer’s husband has stepped away from the business and handed the reigns to her as it continues to succeed.

Though the shop has seen success, Spencer and her husband had to work hard to reach a place where they could comfortably run their shop, instead of feeling that the shop was running them. She remembers coming in only a couple of days after having a C-section, and times when it was only her and Jerry working in the shop after having an entire crew call out sick, but they couldn’t let it slow them down.

“I feel like we (have) finally gotten to the point where the business is running itself and not us anymore, that we’re able to take vacations, we’re able to have that freedom,” Spencer says.

Though the hard work kept them afloat, it was by no means sustainable. It was wearing both of them down and is what caused their morale to deteriorate as they continued to stretch themselves thin.

“You’ve got to take care of you before you can take care of anyone else,” warns Spencer. “People always say customers come first–no, you come first. Because if you can’t take care of yourself, you can’t take care of anyone else.”

An active effort to learn about things such as marketing, tracking close ratios and average repair orders is what helped save the Spencers’ business, and being able to bounce ideas off of other shop owners is what helped her realize all she still needed to learn and is one of the best tools she has had as a business owner.

“We didn’t know that there were other people that we could talk to that were going through the same struggles that we were,” Spencer says. “I just got off the phone earlier with another shop owner just running something past (us)–sometimes it’s good to have a good soundboard and just know that there are other people out there that are going through the same struggles that you are.”

2023 Ratchet+Wrench All-Star Runner-Up Rachel Spencer tells the story of how she entered the industry and saved her shop

Success in the eyes of this Texas shop owner starts with people and community

BY ALISON JOHNSON

For every potential new hire at Rush Automotive, owner Joe Rush conducts what he calls a “heart interview.”

For about an hour, Rush talks to technicians or service advisors about anything but work. Instead, he asks applicants about their families and outside passions, only later introducing them to another company leader for a career-focused interview.

“I want people to see our culture right away,” he says. “We run like a family. If your employees know that you love and genuinely care about them, they’re going to perform well. And in most cases, they’re not going to leave.”

Since founding Rush Automotive in 2011, Rush has grown his business to three full-service shops in Texas, with a fourth due to open next year. The 27-year-industry veteran also operates two locations of MainLane, which are also repair shops but have a high volume of quicker oil changes and fluid services.

Aiming to be “crucial to the community”, Rush, 44, is proud of his 12-year-old company’s financial successes, 50,000-plus customers and philanthropic outreach, which includes supporting schools and youth sports programs with sponsorship and advertising dollars.

Yet Rush is most proud of his retention rates for a diverse team of 48 male and female employees, many of whom have stayed with him for five and often 10 years. As he works to boost salary, health benefits and retirement packages, Rush also offers perks such as a week’s paid vacation for all new fathers and no Saturday and Sunday shifts for anyone.

“It was a very difficult business decision to close weekends, but it’s the right decision for attracting top talent and having a strong, secure staff,” Rush says.

“A lot of our team members have children, and it’s important to be involved as a parent. I think one reason why our industry has had trouble with worker shortages is because too many people just feel marginalized and underappreciated.”

A married father of five, Rush knows most of his team’s kids by name and frequently treats them to candy at nearby convenience stores. Many call him “Uncle Joe.”

Rush will readily share his three keys to success with those kids, his employees, his multiple industry mentees and schoolchildren he meets during guest speeches and career days: 1) show up every day on time, 2) work hard and 3) take pride in the work you do.

That’s how Rush evolved from a teenager who went through “some difficult times” to a thriving business owner, he notes: “I wasn’t particularly skilled at anything as a kid, but I was smart and more than that I was hard-working. I’ve worked 12-hour days since I was 17.”

Born in Oklahoma, Rush grew up in an area of neighboring southeastern Kansas that also borders Missouri. He was a car lover and entrepreneur from a young age, once peddling a huge number of candy bars for his Little League team to win tickets to a Kansas City Royals game.

After graduating from high school in 1996, a 17-year-old Rush needed a job but didn’t have a car. His father was a service advisor at a local Ford dealership, which needed a lot porter to park cars all day.

“My career started because my dad could give me a free ride to work,” he recalls with a laugh. “But I liked being a part of shop operations right away, both the serving people and the solving puzzles of what was wrong with a car.”

Over 14 years with several Ford dealers,

Rush worked his way into sales and later service manager positions. He then spent about a year as a manager for an independent tire and battery company, a move he made to help prepare for opening his own small business.

While Rush is now working on a bachelor’s degree in Business Management through Western Governors University, much of his education has been on the job. He also reads a minimum of 24 books a year, with 48 as his real goal. Most are on leadership and self-improvement, and he typically rereads each one three to five times to catch information he may have missed.

As Rush looks to expand further in Texas, he hopes the philosophy of a positive, culture-based workplace will spread in the blue-collar automotive industry. He also encourages shop owners to collaborate and share ideas with each other; one current project, in fact, is developing a training program on how to coach and connect with salespeople and technicians.

“I want others to succeed,” he says. “You don’t have to put someone else’s light out to make your light shine brighter. Just shine brighter yourself.”

One of Rush’s most recent lessons on leadership, from the book “greatness” by sport and performance psychologist David L. Cook, Ph.D., is the power of employees feeling trusted by their supervisors.

“I want my people to know that I’ll be there even if they make mistakes,” he says. “We have to fix problems, of course, but I’m going to love them through it and not give up on them. My job is to identify any barriers to that message getting across–and to people really believing it.”

As for customers, Rush Automotive emphasizes top-quality service with bonuses such as theater-style recliner chairs, big-screen televisions and free Wi-Fi and Keurig coffee in shop waiting rooms. The newest store, in Leander, Texas, has a children’s play area.

“That has been a big hit for customers with kids,” he reports. “Employees also can use it for their kids’ parties on weekends.”

Rush and his wife of 20 years, Ashley, an assistant principal at an elementary school, are parents of five children, ages 17 to 25. The first four, Alexis, Sydney, Kylie and Cadee, are daughters; the youngest, Jaden, is the long-awaited son.

“As I said,” Rush jokes, “I don’t give up on anything.”

PHOTO BY SPARKPLUG STUDIOS LLC D/B/A TEKMETRIC

2023 R+W All-Star Award Winner: Perry Adams Adams Automotive In Houston

What Stands Out? Connect Your Customers to Your Brand Story

BY KIMANZI CONSTABLE

One aspect of marketing that has stayed the same since its inception is the power and effectiveness of storytelling. A story has the ability to connect people and, in marketing, connect potential customers to the auto repair shop that’s using a brand story.

We see examples of storytelling in Apple’s “Think Different” campaign when it first launched its iMac computers. Apple didn’t focus on the features of the computers or what you get when you buy them—it focused on the story of visionary leaders who changed the world and why using Apple’s computers is a version of “thinking differently.”

Your shop’s brand story is one of the most underutilized tools in your marketing plan. Why your shop was started, who started it and what vision they had, how the shop grew and who works on the vehicles are stories waiting to be told in a way that will connect with your current, past, future and potential customers.

Shop owners need to understand their brand story and how to use the

power of story to engage with customers in an entertaining, informative, and, ultimately, serviceable way. Here are some examples of shops using their brand story well and some tips for using your shop’s brand story in connectionbased marketing.

Green Drop Garage Brand Focus: The Environmentally Conscious

If you visited the website for Green Drop Garage in Portland, Oregon, it’d be clear what their brand story is and how it’s used in their marketing.

“We have an eco-conscious mission to make car care less environmentally impacting, and that’s what attracts the majority of our client base,” says Mike McMillen, the operations director for Green Drop Garage. “Our brand story tends to attract environmentally conscious people who practice those decisions in their personal life, and they choose us to do the same with their vehicles. We want to be known as the shop that’s moving in

the new world of automotive.”

Green Drop Garage’s environmentally conscious message is intentional down to its slogan: “We consider the impact of every decision we make.” This mission is reflected in the certifications their team and shop learn about and achieve, who they are and how they run their shop.

“We advertise that we’re the most eco-certified shop in the country. Our team encompasses the mission, and we regularly meet to ensure everyone is on the same page. We teach classes to the general public, give back and care about the environment. We embrace new technology and training on things like EV technology,” says McMillen.

This brand story of caring for the environment and being eco-conscious attracts customers who believe the same thing. And as one of the only shops in the area with this story, the shop attracts all the business from customers who identify with it.

If your brand story and shop have a special focus, you should use that in your marketing and branding. The goal isn’t to attract any and everyone who needs their vehicle worked on—it’s to attract clients who believe in your brand mission and want to support it.

Alternative Auto Care

Brand Focus: Inclusive Initiatives

As soon as you land on the website for Alternative Auto Care in Columbus, Ohio, you’ll see the slogan, “A woman’s touch to auto repair.” The shop’s brand story is one of inclusion.

“Our brand story and messaging help us connect with our customers; they feel safer with us and valued because we’re welcoming to everyone. Our brand has much to do with the lifelong customers we’ve built through good service,” says Chris Cozad, owner and president of Alternative Auto Care.

“We talk about our brand on social media networks to connect with our customers—we build deeper relationships with them. A brand story is important, and ours is unique. It catches people’s attention, but the brand is deeper than just ‘woman initiates.’ We offer quick service and good work and train our technicians well. Our band story is we offer the best service in an

PHOTO COURTESY OF GREEN DROP GARAGE

inclusive way and are welcoming to everyone,” says Cozad.

Cozad and the team have created a shop that welcomes those who may not understand automotive repair and are worried about not feeling welcomed. They go out of their way to welcome people, treat them well and give them good services, which is part of their brand story.

“People who haven’t traditionally been treated well and taken advantage of get treated well by us; being inclusive is part of our brand and story. People want to be heard, tell their stories and be involved in the decision-making— we meet customers where they are. The key is communication—customers are people—whoever they are. They want to tell their story and be heard.

“We build a relationship with our customers. The brand is bigger than just women—we have men customers. We stand by our word, and all of it makes up the brand. My brand is about

how we treat customers and take care of them. Everyone gets the same great treatment in our shop,” says Cozad.

Automotive repair can be a scary and frustrating process for your customers. Making them feel welcome is one way to ensure they return and continue doing business with your shop. Be inclusive and ensure it’s displayed as a part of your brand story.

Using Brand Story Is Powerful In Marketing

The story of your shop’s founding, its founder and the growth of the shop are stories that make customers connect deeper with your shop. People connect with people more than they do with brands, and your customers are people, first and foremost.

Some practical ways you can incorporate your brand story are:

· Add your founding story to the About page of your website. Make sure

potential customers can go to your website and read how and why your shop was founded.

Tell your brand story in advertising, on social media, and throughout your communication. Consumers will connect with their brand story and be curious to check out your shop. A brand story is especially effective in all forms of advertising—so lead with the story, and you’ll experience more conversions.

· Be proud of your brand story and perfect telling it in a concise way that connects with your customers. The point is to help your customers see that they’re not just doing business with a shop but connecting with a deeper mission.

Ask yourself what stands out and how you’re different than your competitors. Your brand story is how you differentiate, and it’s a powerful marketing and connection tool that builds brand loyalty.

THE DRIVING FORCE FOR AUTOMOTIVE SERVICE PROFESSIONALS THE

The Auto are Alliance is a new and growing network of like-minded individuals dedicated to helping one another thrive in the ever-changing and fast-paced automotive service industry.

The Auto are Alliance is a collection of associations, both state and regional, that all serve the same mission and purpose: to serve their members with unique, relevant and timely benefits and resources.

Management & Technical Training

Shop Management Software

Parts Rebate Programs

Mentorship and Support

Marketing Resources

EPA & OSHA Hotline

Wage and Hour Hotline

Employee Assistance Program

We aim to strive f or and promote professionalism an d excellence withi n the independent au tomotive service industry though ou r alliances

THE MINDFUL LEADERSHIP OF J.J. MONT

J.J. Mont of J.J.’s Auto Service Center in Waldorf, Maryland, uses a caring and straightforward approach to leading his shop

BY TESS OWINGS

“Just do it better than the best guy in town.”

This is an example of what is lovingly referred to as “J.J.’s Way” amongst the staff at J.J.’s Auto Service Center in Waldorf, Maryland.

Owner J.J. Mont didn’t come from an automotive background, and he uses that to his advantage. He doesn’t want to know how others do it. That doesn’t mean he doesn’t

read magazines, listen to podcasts or attend training to improve himself. What it means is that ever since he can remember, he’s had a vision for how a business should be run and how his staff should be treated, and he executes that.

“I’m not trying to do it the way the dealership does it,” Mont says of how he runs his business. “I have a culture that I protect. I have to balance the

culture with the business, and we have found a happy marriage.”

Walk into his facility and you’ll receive top-notch service and interact with a team that genuinely cares about the business and one another. A culture like this doesn’t just happen. Mont makes a conscious effort every day to create a loving and nurturing environment for both his staff and their customers.

Backstory:

Originally, Mont wanted to sell vehicles rather than repair them. This dream stemmed from an unpleasant experience purchasing a vehicle that he wanted to remedy by creating a business that would do it the right way—J.J.’s way.

“I’d rather be in control of how things work and not be at the mercy of someone who wasn’t fair,” Mont says of his journey toward opening his shop.

He found a piece of property that he liked but it was taking too long to zone for a dealership, so he started a repair facility instead. A year later, he sold the business and then roughly three years ago, another opportunity opened and he started J.J.’s Auto Service Center.

Problem:

Throughout his life, Mont noticed that many repair facilities were not serving people properly.

“There’s a mechanic shop everywhere but the customer service is subpar,” Mont says of his observations of the industry. “I saw an opportunity to really take advantage (of the situation)” Mont says.

Mont explains that he’s always had an entrepreneurial spirit, so when it came to running a business, he knew exactly how he wanted to execute it. He wanted a place where people genuinely enjoyed working and that would make all the difference in setting his business apart.

Solution:

“For me, customers are very important but equally important is the camaraderie of the shop,” Mont says.

“It always comes from the top and it will flow down.”

This sounds great in theory, but it’s much easier said than done. Mont has to work every day for this type

of atmosphere. Here are some of his tips for getting employees to buy-in to his vision:

· Compensate Fairly. It comes as no surprise, but money is a huge motivator and Mont says he pays the best in town.

· Be Transparent . Mont says he always shares what his vision is and where the business is and where it is going. “They feel as though they are taking part of something bigger than themselves. It sucks when you go to work and it feels like a job,” Mont says.

· Stop Micromanaging. “I trust them to do their job as a professional,” Mont says of his managerial style. Giving his team freedom makes them feel good and that they have his trust.

· Have Empathy. Mont says he feels bad when his people feel bad. He

works aggressively to help bring their lives back to center when they’re out of sorts. This could be as simple as a check-in when someone seems a little off or having them take paid time off when they need it. “I always want to let them know that I’m here and I’ve got your back,” Mont explains.

· Bond Outside of Work. Take time to socialize outside of the shop. Mont says he recently took his staff and their spouses out to eat to celebrate becoming a AAA facility.

· Give Everyone a Voice. Twice a week the team has a meeting where anyone can voice concerns or share input. Beyond that, Mont involves his team in one of the most important aspects of running a business: hiring. “Their input is very important to me. I want to see how they get along with the person. They’re the ones that have to work with them on a daily basis.” Mont says.

Aftermath:

Before Mont hired Justin McKinney as a tech, he was close to changing careers. He had had it with being a technician, but Mont saw his raw potential and hired him with the hopes of McKinney one day becoming a service advisor. Today, McKinney is a fantastic service advisor, and Mont says he’s a pillar of the business and laughs that many people call him “J.J.” Mont says that McKinney no longer wants to change career paths and that he feels fulfilled in serving people.

“He has been phenomenal in terms of taking my spirit of what I want to produce in the shop and he makes sure we’re doing it J.J.’s way,” Mont says. “He’s a constant learner and he’s hungry.”

McKinney is just one example of what creating a positive working environment can do for not only an individual but the overall success of the business.

Takeaway:

Mont says if he could give one piece of advice to a newly-minted owner it would be to focus on customer service.

“Anyone can change an alternator. Customer experience is where shops are lacking,” Mont says.

Mont says owners should focus on getting everyone on their team to buy in to contributing to the overall customer experience. It’s also important for your team to understand that everyone is an integral part of the machine. The clean-up person is just as important as the person answering phones, and they are just as important as the technician, and so on and so forth.

“Everyone contributes in their own way. If the people in the back are doing great work but the front doesn’t look good, it doesn’t matter.”

If you want a positive work environment that trickles down to your customers, remember to do it J.J’s way.

CURATING THE CUSTOMER EXPERIENCE

How collecting customer information can improve your service

BY LINDSEY GAINER

“May we contact you with specials from time to time?”

It’s a simple question, but one that can change the way your shop operates in important ways. Keeping the lines of communication open with customers after their car pulls out of your garage is imperative to continue building trust and encourage a return visit.

Gregg Rainville is the chief revenue

officer for Mechanic Advisor, a digital platform specializing in automated marketing solutions for the automotive industry. Of all the information you can collect from a customer, he says, there’s nothing more important than their contact details and permission to stay in touch with them once the repair is finished. He explains why here.

As told to Lindsey Gainer

Build Data Collection into Your Check-In Process

It’s important for a shop owner to collect cell phone numbers, emails and mailing addresses from every customer that comes through the door. This should be part of every check-in process, no matter what the job. How can you accomplish this? It’s simple, really … just ask!

Have your front desk or service counter tell each new customer that the shop sends out specials, repair updates or shop news through email and text, then have them ask for their contact information and permission to reach out. You can even create a script, so they don’t forget to bring it up … something along the lines of “If you check this box, we can send you specials from time to time” or “This allows you to be part of our VIP club where we will text you specials every now and then.” I’ve even seen shop owners pay bonuses to the service counter based on the number of cell phone numbers they collect—it’s that important.

If your shop is using digital customer management software, the request and permission is likely built into the flow of data entry. If you’re collecting information through paperwork, make sure the customer gives their permission in writing, either on their intake forms or invoice. Provide a section where they can opt-in and sign off to receive texts or emails moving forward, so you have their permission on record.

Putting the Data to Work

Not only does having a customer’s contact information allow you to ensure they’re satisfied after the visit—since you can ask for feedback and send surveys—you can also use it to request that they leave you a review on websites like Google, Yelp, Facebook, etc. to help grow your reputation online.

Most important, a database of contacts is the foundation upon which you can build an effective marketing strategy. Sending specials, referral programs and shop news through email, text and direct mail is an ideal way to encourage return business. There are many reputable software programs and marketing companies that can help a shop build a marketing schedule and set up reachout sequences after a visit to gauge customer satisfaction, build reviews and improve customer retention. In many, you simply ‘set it and forget it.’ You’re enhancing your customer’s experience and boosting retention without even having to think about it!

Always Respect Your Customer’s Preferences

Of all the information you can collect, I would say getting a cell phone number for texting is the most important. In today’s world, people are glued to their smartphones and like quick conversations, updates and specials sent to them through text messages. This is the way most younger customers prefer to communicate, and many of the older ones as well. I actually had a shop owner tell me once that he now feels like phone calls are intrusive, like someone is kicking in his door, and he prefers text messages from the businesses he patronizes. I think a lot of people feel the same way, that’s why it’s important to ask the customer what they prefer when you check them in and then contact them accordingly. Always communicate with your customers in the way they select, even if it’s not necessarily your preference. They’ll appreciate it, and be more receptive to future outreach.

Use technology to your advantage!

Columns THE FIXER

Aaron Stokes

Never Stop Recruiting Technicians

The search for good auto technicians doesn’t stop when you hire, that’s when it starts

BY AARON STOKES

We can all agree that you can hire up to three technicians before you find one good one. The average is probably every two before you find one that’s good or one that stays. Maybe you find a good one, but they don’t want to stay. This is why I’m a big believer in always recruiting.

HOW TO APPROACH RECRUITING

Once you hire, it’s easy to think, “Positions filled. I can stop recruiting.” Nope, that’s not how this works. Once you’ve gotten a new technician on your staff, you need to keep recruiting. Let’s say you have five technicians, but one of them left and now you’re down to four. Every month you don’t have that fifth technician, you lose on average about $40,000 a month in gross sales. That’s because the other four are paying your overhead. The last represents your net profit, so you’re kind of screwed. And so as shop owners, we try to hire somebody and finally make some offers. We go through one, then two, maybe three people get some somebody good. And what happens? We stop recruiting. We now have nobody on the bench. It’s just like professional sports—basketball, football, baseball. If we’re not planning for injuries, we won’t have insurance. This is why professional sports teams always have a bench full of A-players ready to go—some of the best in the world. But as shop owners, most of the time don’t have a bench.

BUILDING YOUR BENCH

“Aaron, what am I supposed to do?” You may ask. Well, once you get down to the last three people, one of them you’re definitely not going to hire. So, call that guy

and say, “Hey, you’re not a fit.” You’re now down to the last two and you’re leaning towards one over the other. Hire one and don’t tell the other no. The worst part is a lot of us do. We don’t call back at all, but we “need technicians.” Call the person and say, “Hey, I am so excited you interviewed with us. We would like to make you an offer soon. We can’t offer you anything yet. We’ve got to get a couple of things settled, but we are going to be sending you an offer very soon. I’m excited to be working with you.” The goal is to stall them at their current job until you’re ready. Remember, now you’re a five-tech shop. Your goal is to grow that shop so you can hire that sixth person, or if one of these others doesn’t work out, you’ve got a guy on the bench you can drop right in there at any moment. That means as soon as you get that fifth person, you keep recruiting.

ADDING DEPTH

It’s exhausting hiring people, but we need to be focused on not giving in to hiring fatigue. The goal here is to focus and say, “I’m going to be disciplined. I’m going to follow my questions, get through my interview and not waste time.” Be sure to let them do the talking. Once you get to the end, switch gears, dive in and make sure that they’re a right fit. If not, get off the phone, go to the next one. If they’re a right fit, set them up for the next interview. As you run through this, there’s an entire process for interviewing. Once you hire, and soon as you have a full crew, keep recruiting. Once you get one that on the bench, now let’s go get two on the bench, then three.

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.

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