12.21
STRATEGIES & INSPIRATION FOR AUTO CARE SUCCESS
STOKES:
THE OBSTACLE TO GROWTH PAGE 38
CREATE IN-SHOP HARMONY
WHAT LIES AHEAD
THE INVESTMENTS TO BECOME A FUTURE-READY SHOP
PAGE 30
NAIL THE FOLLOW-UP PAGE 26
Tech Forward Technology has been a mainstay at Texasbased Golden Rule Auto Care, thanks to early adopter-slash-owner Chris Cloutier.
PAGE 20
HIRING OUTSIDE THE INDUSTRY RATCHETANDWRENCH.COM
28 12 . 21 / R + W /PAGE 1
Roads are full of cars while bays are low on technicians. That’s why we’re introducing the NAPA AutoCare Apprentice Program. Where graduates receive ASE Certifications and hands-on experience at no added cost to NAPA AutoCare members.
Speak with your NAPA Sales Representative to learn more or visit www.Member.NAPAAutoCare.com 2 / R + W / 12 . 21
12 . 21 / R + W / 3
12.21 VO L . 0 9 N O. 12
DECEMBER 7 8 11 12
15 16 All the Latest For the techs at Golden Rule Auto Care, like Francisco Amaya, using new tools is a part of the job.
19
EDITOR’S LETTER
Keep your goals in sight
NUMBERS
Equip your technicians
BREAKDOWN
ASA’s new leadership
SPEED READ
Right to Repair dominates AAPEX
ADAPT
The key to EV repairs
SHOP VIEW
Duncan’s European Automotive
STRAIGHT TALK
Your next big move JOE MARCONI
26 CUSTOMER SERVICE Fixing the follow-up
20 TREND SPOTTING
The technology and tools destined to impact the repair industry—and how to plan and prepare.
28 CASE STUDY
How to find talent in new places
30 LEADERSHIP
Create in-house harmony
38 THE FIXER
BY MEGAN GOSCH
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.
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What’s behind a plateau A ARON STOKES
ON THE COVER: CHRIS CLOUTIER PHOTOGRAPHED BY ROYAL LINE PHOTOGRAPHY
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EDITOR'S LETTER
EDITORIAL VICE PRESIDENT, CONTENT AND EVENTS Bryce Evans EDITORIAL DIRECTOR Anna Zeck STAFF WRITER Paul Hodowanic SPECIAL PROJECTS EDITOR Nora Johnson CONTRIBUTING WRITERS Joe Marconi, Aaron Stokes, Rissy Sutherland, Megan Gosch, Claire Peterson, Ella Schulte PRODUCTION ART DIRECTOR Zach Pate GRAPHIC DESIGNERS Nicole Olson, Morgan Glisczinski, Emme Osmonson 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 STRATEGISTS (NATIONAL ACCOUNTS) Marianne Dyal 706.344.1388 / mdyal@10missions.com Bob Marinez 216.533.8747 / bmarinez@10missions.com Martha Severson 651.846.9452 / mseverson@10missions.com Kyle Shaw 651.846.9490 / kshaw@10missions.com Dan Thornton 734.676.9135 / dthornton@10missions.com Sean Thornton 269.449.0257 / sthornton@10missions.com REGIONAL SALES MANAGER Matt Harper 651.846.9551 / mharper@10missions.com SENIOR MARKETING STRATEGIST (REGIONAL ACCOUNTS) Melody Todd 651.846.9468 / mtodd@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 COMMUNITY DEVELOPMENT ASSOCIATE Meghan Horan SENIOR DIGITAL MEDIA STRATEGIST Tiffany Fowler ADMINISTRATIVE ASSISTANT Karley Betzler 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
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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.
Staying the Course APPROACHING UNCERTAINTY … WITH A LITTLE BIT OF CERTAINTY
What day is it today? I know, I know: It’s unlikely you’re reading this on the same day of
the week that I’m writing this … but your answer is probably closer to being correct than mine would be—or just as incorrect, maybe? I don’t want to assume things about how your year, or the most recent months, have gone for you and your operation, but I have heard similar responses from the folks I’ve asked: Busy. Hectic. Overloaded. Controlled (or, in some cases, uncontrolled) chaos. Yes, “busy” is good for business; you want your bays full and you need your techs active every day. But 2021 has proven to be something altogether different for everyone. Right away in the intro of our lead feature this month, “Technology Shift” (p. 30), two of our spotlight sources hint at the mindset of many shops. Greg Buckley of Newport, Del., refers to most shop owners being “too bogged down” right now and likely struggling with year-end planning. Texas shop owner Chris Cloutier offers a colorful diagnosis: “Auto repair’s mostly cyclical, but right now there is no cycle, just sprinting. It’s a marathon with no end in sight.” Supply-chain disruption, employee shortages and, of course, a global pandemic have all made the uptick in work in 2021 all the more chaotic for many out there. (I can attest that it’s been no different in publishing.) Maybe you’re in that category, or maybe you’re more where both Chris and Greg are at right now—still keeping their eyes on the future. This month’s feature focuses on technology and greater trends in the industry, but if nothing else I hope the takeaway is a little more macro for you: Yes, 2021 has been a difficult and chaotic year, for many reasons, and, yes, there are drastic shifts ahead on the horizon, but those of you who can rise above the fray and stay focused on larger goals will be the ones who come through unscathed. As we shift into 2022, some of these trends will speed up—some drastically. While there might be “no end in sight,” as Chris put it, let’s keep our goals in sight. Let’s stop worrying about everything “getting back to normal.” There isn’t a normal; we only have today, and whatever day this might actually be (Tuesday?), we need to keep pushing forward.
BRYCE E VA NS, VICE PRESIDENT, CONTENT A ND E VENT S BE VA NS@10MISSIONS.COM AUTOMOTIVE GROUP
12 . 21 / R + W / 7
NUMBERS These days, vehicles are only becoming more complex, meaning repairs are increasingly calling for more resources and education. And with competition for top talent at an all-time high, providing the best environment and support can make all the difference when it comes to securing and continuing to build up your next best tech. One way to seal the deal? Providing the tools and training your techs need most, which based on insight from the 2021 Ratchet+Wrench Industry Survey, the majority of shops are doing. To read more on how to structure your shop’s technology and tool investments, head to ratchetandwrench.com/tech-tools-budget or flip to p. 28 for predictions from industry leaders and tech-savvy shop owners to see how they’re investing in the technology of the future.
DRIVING
YOUR
ASE Industry association
OEM-specific Part/equipment manufacturer Other vendor Management and career development None
ratchetandwrench.com
Auto care news
where you need it, when you want it. 8 / R + W / 12 . 21
OPER ATION
100%
90%
80%
70%
60%
50%
T YPE OF TRAINING FOR WHICH SHOP PAYS 40%
TRAINING FOR A TECH-FORWARD FUTURE —
METRICS
30%
AND
20%
TRENDS,
10%
TOPICS,
0%
THE
Honda and Acura Genuine Parts is an online ordering portal for repair facilities to order parts directly from the Honda/Acura Dealer(s) of their choice $0 enrollment fee
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Every business needs some extra attention now and then. When you join the NAPA AutoCare network, you get access to 70+ support programs to help your business grow.
Speak with your NAPA Sales Representative to learn more or visit www.Member.NAPAAutoCare.com 10 / R + W / 12 . 21
J U M P S TA R T
ASA Executive Director Ray Fisher Resigns; Blair Calvo Named Interim ASA’s organizational shift continues as Fisher leaves just two months after the new membership model was announced BY ANNA ZECK AND PAUL HODOWANIC
ASA Executive Director Ray Fisher
has resigned, numerous industry sources confirmed to Ratchet+Wrench. Fisher has served in his role as executive director and president of ASA since January 2019. ASA Vice President of Regional Service Blair Calvo will serve as the interim Executive Director, an ASA spokesperson confirmed. Calvo could not be reached for comment. Fisher confirmed the news in a voicemail sent to Ratchet+Wrench. According to Fisher’s LinkedIn page, his tenure ended in November. Fisher stated his resignation had nothing to do with ASA’s recent membership model change and was for “personal reasons.” He said the following on his LinkedIn page: “[I] accomplished what I had hoped and I am grateful to the staff I led for their tireless dedication through so much—we did a great deal together to move forward,” Fisher’s LinkedIn bio reads. “I hired my replacement in October of 2019, she will definitely do well with a consistent
direction without distractions—ASA is in good hands! Me, I continue to be blessed and I am looking forward to the next chapter in life and will take a little time at our house in Michigan.” This news comes just shortly after senior executive, ASA Vice President Tony Molla, announced his retirement from the organization. Molla was briefly honored during the organization’s annual MSO Symposium, which was held November 1 at Mandalay Bay in Las Vegas. Molla has spent the last six years in his current role with ASA. Prior to that, he spent 15 years as the vice president of communication for the National Institute for Automotive Service Excellence. In a previous conversation with Ratchet+Wrench, Molla emphasized that he made the decision during the summer, independent of ASA’s recent changes and announcements. He also praised Calvo, who he felt was equipped to help begin the process of modernizing ASA in his absence. “This new association director and new
structure gives them the chance to update their business model, which is outdated,” Molla said. In September, ASA announced a change to its membership model that would dissolve the current regional structure. It was met with scrutiny and caused some shakeups within the association, including several regional affiliates to disaffiliate and join the Midwest Auto Care Alliance group. Fisher spoke with Ratchet+Wrench’s sister publication, FenderBender, in September after the membership model change was announced. “We’re at a spot where we need to look at not just a year or five years from now, but well beyond that and what’s going to be the best way to represent our members,” he said. In the interview, Fisher also revealed membership has decreased over the last three years but has stabilized over the past 18 months. At the time of the interview, ASA had just under 2,200 members, Fisher said. 12 . 21 / R + W / 11
J U M P S TA R T
RIGHT TO REPAIR GARNERS MOST ATTENTION AS AAPEX KICKS OFF
12 / R + W / 12 . 21
As electric cars become a bigger part of the future, Godschalk said the original equipment manufacturers will push even more for all repairs and updates to be done at their dealerships. And with no oil changes and less brake work to name just a few of the changes coming with electric vehicles, she said the aftermarket industry needs to fight to have access to the information to those cars and their components.
FORD BUILDS ELECTRIC F-100 PICKUP Ford built a one-off concept truck based on the 1978 F-100 pickup to display at The SEMA Show. The truck is powered by two electric motors to make 480hp. The platform comes from Ford’s EV crate motor, called Eluminator. It’s a transverse-oriented EV powertrain that retails at around $3,900. “Ford owners have personalized, customized and enhanced their vehicles since the beginning—from changing looks to bringing the power,” said Eric Cin, global director,
vehicle personalization, accessories and licensing, in a press release. “Our F-100 Eluminator concept is a preview of how we’re supporting customers as they go all-electric and embrace zero-tailpipe emissions performance, even for our heritage vehicles.”
ASA-NORTHWEST SEEKS EXECUTIVE DIRECTOR The ASA-Northwest, which will soon be the Northwest Auto Care Alliance, is seeking somebody to lead the organization. The group is looking for somebody to lead daily operations of the NWACA, which is based in Tacoma, Wash. The organization covers automotive service and repair industry in Washington, Oregon, Idaho, and Alaska. NWACA hopes to fill the position by February 1. Candidates with post-secondary degrees, automotive industry experience, trade association experience, business management experience, and other related skills will be considered, according to a press release. Applicants can contact Brian Kelley at brykelley@gmail.com.
MTD ARCHIVES
More than 920 people filled a large ballroom at The Venetian in early November in Las Vegas to kick off the Automotive Aftermarket Products Expo (AAPEX). Bill Hanvey, president and CEO, Auto Care Association and Paul McCarthy, president and CEO, Automotive Aftermarket Suppliers Association, gave a state of the industry address but both seemed more excited to actually be talking with real people in person. No more Teams or Chat or Zoom. They were humbled to note that the more than 4 million workers in the automotive aftermarket were deemed essential at the height of the COVID-19 prevention measures in early 2020. They also noted that the technicians and other automotive front-line workers were proud, too. A panel of industry experts in the aftermarket were part of the more festivities, and they went through a litany of topics, but the words that were often mentioned at the breakfast were: the right to repair. The panel included Corey Bartlett, president and CEO, Automotive Parts Headquarters Inc.; Sue Godschalk, president, Federated Auto Parts; Tom Greco, president and CEO, Advance Auto Parts; Kevin Herran, president and COO, Genuine Parts Co.; Gregory Johnson, CEO and copresident, O’Reilly Auto Parts; Bill Rhodes, president and CEO, AutoZone. Everyone on the panel mentioned the right to repair, all amplified the news from earlier this year that the voters of Massachusetts voted in favor of the proposal with 75% in favor. Now the same types of initiatives are working their way through Congress and state legislatures around the country. Not only does the right to repair help customers with the availability of a choice in auto work on the vehicles, the panelists said, but also it is important to the industry moving forward.
S P ONSOR ED C ON T EN T
Inside the Consumer Mind With UpSwell
HOW TO BEST PREPARE FOR THE FUTURE OF YOUR BUSINESS
and will need service and parts. “People say these vehicles are so simple we are going out of business. That’s just not true,” he says. “There is still a lot of complexity. A lot of technology is coming our way. “We are in business to solve problems for (all) cars on the road.”
MTD ARCHIVES
CARQUEST BY ADVANCE ANNOUNCES RETAIL STORES
ELECTRIC VEHICLES ARE HERE BUT FUTURE STILL GASSING UP Electric cars and their future need to be respected, says Ben Johnson, director of product management, Mitchell 1. But that future isn’t scary and remains bright for the automotive aftermarket because the combustion engine isn’t going anywhere fast, he said during an education session at Automotive Aftermarket Products Expo (AAPEX) in Las Vegas. Johnson noted that even though 2.3 percent of vehicles sold in 2020 were fully electric and 12 percent were electrified in some way, more than 98 percent of vehicles on the road today have combustion engines. More numbers describe Johnson’s reasoning for patience and calm. Yes, 70 electric vehicle models are expected to hit the market by 2027. But even by using the high end of projections about electric cars, 92 percent of vehicles on the road in 2030 would be gas-powered. Johnson also pointed out that these electric cars are complicated machines
Advance Auto Parts announced a retail store concept under the Carquest brand name. The store targets DIY customers and “independent owners who receive additional operations and merchandising DIY support from Advance,” according to a press release. The independent owners can work with the Advance network of suppliers to carry certain parts. By the end of the year, Advance hopes to have 20 Carquest by Advance locations online. Baxter Auto Parts of Portland, Ore., will operate 19 of them in the Pacific Northwest, while Kittrell Auto Parts currently operates a location in Beaufort, N.C.
ADVANCE AUTO PARTS, MECHANIC ADVISOR ANNOUNCE PARTNERSHIP Advance Auto Parts will work with CRM provider Mechanic Advisor to provide “enhanced solutions” for shop management and customer relationships. The partnership will benefit members of the Advance Professional network. “We believe it’s vitally important to offer our Professional customers with leading digital technology that drives business results,” Bob Cushing, Advance’s executive vice president, Professional, said in the release. “Through our partnership with Mechanic Advisor, we are upgrading our solutions by providing our Professional customers with innovative software and resources to drive demand within their repair shops.” The partnership will benefit members of the Advance Professional and TechNet networks.
In a recent study facilitated by UpSwell Marketing, shop owners were asked what keeps them up at night. A majority of participants answered “finding good quality technicians”, followed by “keeping a steady flow of customers” and then “sourcing parts”. According to Reed Parker, executive marketing consultant at UpSwell, all three top worries go hand in hand. “The best technicians will stay at a busy shop,” he explains.
Marketing for Employees
When looking for new, qualified technicians, 42 percent of survey participants answered that they have had the most success through referrals. But owners should be focusing on multiple tactics. “Some of our clients promote that their shop is hiring through postcards and social media, and have seen success in using these tactics,” Parker says.
Retaining Top Talent
Shop owners should not only focus on finding new technicians, but also keeping the experienced team members they already have, at their shop. Over 58 percent of survey participants answered that retaining their qualified staff is the hardest part of running a successful shop. “You need to make your employees feel valuable and know that they are appreciated. You can set up goals or rewards to show your appreciation,” Parker says.
Growing Towards the Future
Despite the many challenges facing the automotive industry right now, many owners still plan on expanding their business in the next three to five years. “About a third of the shop owners we work with are involved in some form of coaching that encourages them to grow in the future or how to continue to stay afloat right now,” Parker explains. For more tips with UpSwell Marketing, visit ratchetandwrench.com for the full, unabridged article. To learn more about UpSwell, visit upswellmarketing.com/ ratchetwrench or call 888.838.3779.
12 . 21 / R + W / 13
SPONSORED CONTENT
FOLLOW UP AND BOOST YOUR GROWTH How marketing and sending follow-up texts through KUKUI can help you grow
Dale Warmuth began his partnership with KUKUI within the last year. And like any successful brand, he doesn’t quite remember when he first heard about KUKUI, he just knew about the benefits. Warmuth is the manager of the family owned shop, Leon’s Car Care Center in Northern California. The award winning business has been around since 1961. After a branding change and immense growth over the last 60 years, the large shop now sits in the unique coastal city of Eureka—surrounded by massive redwoods. KUKUI has helped Warmuth and the Leon’s Car Care Center team bring in a large influx of customers from both within city lines and beyond, even within the short amount of time with the company.
to come back. Warmuth’s team utilizes KUKUI’s Text Messaging platform to follow up with each customer and boost retention. Because the business of Leon’s Car Care Center has been around for roughly six decades, keeping lists of customers’ email addresses has been a challenge for the shop. And although the team is working to turn that around, texting seems to work best for the shop and their customer base. Most people are glued to their phone at every moment throughout that day, and as Warmuth points out, can instantaneously see when a text comes through. In fact, studies report that text messages have an open rate of 98 percent, with 90 percent of those being read within three minutes. KUKUI allows Warmuth’s staff the ability to quickly follow up with customers after their visit, and encourage them to return.
BOOST CUSTOMER TRAFFIC Following Warmuth’s decision to partner with KUKUI was a website redesign. And although he mentions that the shop’s previous website looked great and worked well, there is something about the KUKUI layout that brings in the customers. “With our website before, we probably got an appointment scheduled through it once or twice a month. With KUKUI, I now get a couple of appointments a day,” he explains. A few appointments a month, to a few appointments a day is a huge leap—and the numbers continue to rise. Leons-carcare.com is clean and image-driven, with three different buttons to click through and make an appointment just on the homepage (without even scrolling). The easy-to-use website— which is also as well-designed on mobile—helps to bring in the customers that are needed to fill the shop’s many bays.
COMPARABLE BENCHMARKS Warmuth also relies on the KUKUI All-in-One Shop Performance Dashboard to pull relevant data and analytics to share with his team and the rest of his family. The dashboard allows him to break down his shop’s revenue, car count, customer conversion rate and more. He also takes these figures and compares them to the same month from years in the past to get an accurate picture of growth. Not only does Warmuth use KUKUI to track his growth and compare numbers with previous months, but he also uses the platform to see how his business ranks in the industry. “It's nice to have some comparables within the industry so we can benchmark ourselves against others and see how we are doing,” he says.
FOLLOW UP FOR RETENTION But bringing in customers isn’t where successful businesses stop—it’s about keeping those customers by encouraging them
To s e e h o w K U K U I c a n help your shop, check out kukui.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
Safety Key for Effective EV Repair BY NOAH BROWN
We’re in a weird spot in the process of EV adoption —they’re
UNSPLASH
prevalent enough for most OEMs and other major players in the automotive industry to jump on the bandwagon and make significant investments in long-term development, but the technology isn’t quite consistent enough for the cars to fully break into the mainstream market. That puts repairers in a tough spot, as many still aren’t sure if they should dive headfirst into EV repair or wait it out a little longer. Also complicating matters is that key information for how to deal with those vehicles as they come into shops can be difficult to find at times.
S EP T EM B ER 24 –25 DALL AS - FORT WORTH, T X
T W I T T E R .C O M /A DA P T_ AU TO
At the end of the day, though, fully electric and hybrid electric vehicles have significantly grown in popularity over the last decade and will only continue to do so. Because of that, shops need to know how to properly handle EVs as they come in. “It’s critically important, and most shops have just scratched the surface because there hasn’t been widespread adoption of EVs just yet,” Michelle Corson, CEO of On the Road Companies, says. “There’s certainly the need for training around proper protective equipment for techs to have when handling EVs.” Though EVs have fewer moving parts than ICEs, the battery and power systems are still dangerous if not handled properly. According to the U.S. Department of Energy, most EVs use batteries that can pack upward of 600 volts. The Massachusetts Office of Technical Assistance and Technology says the primary risks of working on EVs and hybrids “are electrocution and the possibility of the car turning on accidentally while work is being performed,” making safety training essential. The factsheet says using personal protective equipment such as heavy rubber Class 0–rated gloves can help prevent electrocution, and waiting at least 15 minutes after the battery has been disconnected from the vehicle can also help prevent accidental contact with a hot circuit. In addition to standard maintenance safety procedures, EVs also pose a significant fire risk. Corson gave the example of a Tesla crash back in April near Houston that took nearly four hours and more than 30,000 gallons of water to put out. At one point, according to Houston CBS affiliate KHOU, first responders had to call Tesla to figure out the most effective way to extinguish the flames. “My biggest fear as a shop owner is the potential for fire. When these fires start, they’re very hard to put out,” she says. “While I don’t think we’re likely as shop owners to have a car slam into something at your shop, there is a concern to make sure that if there’s a fire, there’s a way to put it out.” Knowing how to prevent accidents from happening in your shop and how to safely handle emergencies will be key as EVs become more prominent in the coming decades. “The industry needs to be mindful as we see a lot more EVs come to market and make sure they have what they need in terms of infrastructure to protect their employees,” Corson says.
The ADAPT: Automotive Technology Summit is a two-day event covering the most progressive and pressing trends disrupting the industry. Learn more at adaptsummit.com.
12 . 21 / R + W / 15
J U M P S TA R T
Duncan’s European Automotive BY CLAIRE PETERSON P H O T O G R A P H Y B Y F LY L I S T E D
SHOP S TAT S Owner: Ben Duncan Location: Londonderry, N.H. Size: 4,500 square feet Staff Size: 9 Average Monthly Car Count: 250 Annual Revenue: $2 million
FROM THE GROUND UP Within the last year, Duncan’s European Automotive has undergone quite the transformation with a full slate of upgrades and renovations to the shop’s workspace, including the addition of epoxy floors—an investment that also became a branding opportunity. The shop’s now gleaming off-white work floors sport the shop’s logo at center stage. “It’s part of the image that we like to convey of our business where it’s not just another garage that’s dark and dusty, and I think customers really respond to that,” says service manager Josh Mercer. The new flooring helps the shop shine and the room feel brighter, and also makes the shop much easier to clean. The shop’s team actually regularly uses a floor scrubber to keep the floor spotless. “It’s just little upgrades like that that keep the place looking bright and new,” Mercer says.
SPACE TO HANG Through its renovations, the Duncan’s team also transformed its old office space into a comfy customer lounge, adding air conditioning, comfortable chairs, a coffee machine and a mini fridge to the mix. The shop offers free Wi-Fi, but the lounge now also offers customers plenty of charging stations for those who want to work remotely while they wait. “It’s all an effort to improve the experience for both our employees and our customers, so that it’s just a nice, bright, positive atmosphere people want to be in” Mercer says. 16 / R + W / 12 . 21
HAVE AN OUTSTANDING SHOP? Send a few photos and a brief description to submissions@ratchetandwrench.com and we might feature it here.
INVESTING IN THE EMPLOYEE EXPERIENCE For Duncan’s European Automotive team, it’s important that each employee feels empowered, appreciated, and knows that the company cares about their work conditions and resources. Throughout the rollout of those recent improvements, the employee experience was top of mind. Technicians each have their own bays, making it possible for each to work at their own pace and in their own style, rather than force each tech into a prescribed workflow mold. “That keeps them feeling confident that they’re going to be able to utilize the space properly to get the work done that they can be proud of,” Mercer says.
CURB APPEAL From the street, Duncan’s Automotive bears the look of a small, welcoming farmhouse—a quaint appearance the shop’s team has worked to cultivate through the years with a consistent investment in the shop’s landscaping. “We want to show that we have an attention to detail with not just the way that we work on cars, but the way that we present ourselves to the community,” Mercer says. 12 . 21 / R + W / 17
WHEN FAILURE IS NOT AN OPTION TOUGH ENOUGH FOR THE EXTREME, BUT MADE FOR EVERYDAY DRIVING. DURALAST PARTS ARE ENGINEERED TO MEET OR EXCEED OE PERFORMANCE, AND THEY'RE TESTED TO HOLD UP IN EVEN THE MOST EXTREME CONDITIONS ON OUR PROVING GROUNDS. BECAUSE YOUR SHOPS’ REPUTATION DEMANDS IT, AND YOUR CUSTOMERS DEPEND ON IT.
EXPLORE THE PROVING GROUNDS DURALASTPARTS.COM © 2021 AutoZone, Inc. All Rights Reserved. Duralast and Duralast Gold are registered marks of AutoZone IP, LLC or one of it’s affiliates. All other marks are property of their respective owners.
Columns
STRAIGHT TALK Joe Marconi
THE NEXT STAGE Think you’re too young for an exit plan? Think again!
MICHAEL HOEWELER
In the fall of 2005, I created a 10-year
goal plan to expand my company, have all the right people in place, refine my systems and procedures, and to exit out of my company by the time I turned 60 years old. While I accomplished most of those goals, one goal I did not achieve on time was my exit from the business. I am now 66 years old, and thankfully and finally, in contract to have my business sold by the end of this year. However, I missed the mark by six years. What happened? A lot of unforeseen events. What I learned from my experience is that you are never too young to create your exit strategy. Many of you reading this are probably thinking, “I’m young; I am just getting started. I have plenty of time to start thinking about an exit plan.” Well, no one has a crystal ball, and life may throw you a curveball, such as a serious illness or an accident. It doesn’t matter if you opened up your business yesterday or if you’re a 35year seasoned veteran. You need to prepare for the unexpected and you need to prepare for the day you retire from your business. There are many components to an exit plan, and above all, you must seek the advice from your attorney, financial advisor, and accountant. In this article, I will give you real-life tips that will help you plan for your future and also help to build a more profitable business along the way. It all starts with having clean and accurate financial statements. Essentially, you need to show a profit, have a cash reserve, and show growth over time. A prospective buyer will look at your financials and determine how much they are willing to pay for your company. In addition, in a tough economy, having good financials and reserve cash will help you weather the storm. Another thing
to consider, if you need a business loan, having a strong balance sheet will help get you the funds you need. You need to have the right people around you, what we call superstars. I know it’s a struggle these days finding quality people, but this must be at the top of your list. Having the right people in your company helps to ensure that your business will run smoothly, remain profitable, and grow. Work your way out of your business. I am not suggesting that you become an absentee owner. That’s your choice. But the truth is, no one wants to buy your job. Being too deeply involved in the day-today does not attract qualified buyers. A side benefit: You’ll have less stress and be able to spend more quality time with your family. Regularly review and refine all procedures and systems. It’s well-known that when you buy a franchise, you buy a detailed plan, a playbook. That has value. If you can demonstrate that you have an efficient running business, based on systems and procedures, this will have a greater value to a potential buyer. And of course, the added benefit again is less stress and more quality time away from the business. If at all possible, purchase the property. When you own the property, you have more options, and the financial gains are much better than if you lease. If you do lease, make sure you have a qualified real estate attorney that can negotiate a lease that gives you the best options, and one that looks favorable to a potential buyer. Create a timeline with a firm goal date for retirement, succession, or exit. Don’t delay on this. It can always change, but you need a plan with a firm goal date on paper, not just a wish or a dream.
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. j.marconi@eliteworldwide.com ratchetandwrench.com/marconi
Lastly, dedicate time to work on a detailed business plan that outlines the next three years, five years, 10 years, etc. Having a pathway to your future doesn’t mean that you will follow the plan exactly as it’s written, but it will put you on a smoother road to a more successful future. Are you wondering why I didn’t achieve my exit goal at 60? While I had many opportunities to sell my company, most of the deals were not right for me. In addition to the selling price, I needed to take into consideration my employees, the community, and my legacy. Once I found the right buyer, the decision to sell fell into place. If you do all the things I outlined above, you will not only have a business worth selling when the time is right for you, you will have a more profitable and less stressful business along the way. Do you still think you’re too young for an exit plan? 12 . 21 / R + W / 19
2 0 / R + W / 12 . 21
THE TECH AND TOOL TRENDS DESTINED TO IMPACT THE REPAIR INDUSTRY
GET T Y
BY MEGAN GOSCH
It may have seemed unimaginable to surpass the chaos that disrupted nearly every industry in 2020, but this year has been action-packed for the automotive sector. From sweeping electric vehicle pledges, to semiconductor shortages and supply chain snafus, to the looming possibility of additional shutdowns, many shop owners are still reeling and trying to catch their breath. “A lot of shops are having banner years and business is booming, but we’re all still just trying to get through COVID and look after the health of our teams,” says Greg Buckley, owner of Buckley’s Auto Care in Newport, Del. “A lot of shop owners who might normally be planning ahead are just too bogged down.” “Auto repair’s mostly cyclical, but right now there is no cycle, just sprinting. It’s a marathon with no end in sight” says Chris Cloutier, owner of Golden Rule Auto Care in Dallas, Texas. And though Cloutier’s been more preoccupied lately with providing relief to his well worn team and replacing key gaps in his loaner fleet, he and techsavvy, forward-thinking shop owners like him are slowly, but surely, carving out time to strategize for the future of their operations. So, what exactly are the technology shifts and industry pressures expected to impact the average shop in the years ahead, and how are future-focused shops investing in technology, tools, and training to prepare? Ratchet+Wrench checked in with industry pros and shop owners staying ahead of the curve. 12 . 21 / R + W / 21
T E C H N O L O GY S H I F T
With his purchase, Buckley also hopes to gain an understanding of the lifestyle that comes with being an EV owner. With a better understanding of the shop’s own EV, Buckley hopes his team can serve as a kind of sherpa, guiding customers with advice on EV chargers, glitches they may experience, and other soon-to-be common questions. Shannon, Buckley and Cloutier all recommend getting your feet wet with hybrids, not only because they make up a larger market share than EVs and are likely to draw in more immediate profits, but because they can serve as a gateway for EV training.
Electric Vehicles
Addressing the Fear Factor It likely comes as no surprise that after a year filled with electric vehicle-focused headlines and legislative pushes, EVs are top of mind for shop owners and industry experts alike. But how concerned should the average shop owner really be? “EVs don’t matter. Not yet anyway” says Donny Seyfer, former owner of Seyfer Automotive in Wheat Ridge, Colo., and executive officer for the National Automotive Service Task Force (NASTF). “They’re not critical for service repair, and they’re not going to break for a while. They’re more of a concern five years down the line.” Seyfer notes that shop owners are often fast to track new and emerging technologies, but have a tendency to jump in on them well before they face a market need out of fear they’ll be left behind. While it doesn’t hurt to research newer technology and build familiarity with EVs before they arrive at your shop, Seyfer warns against sinking too much into tools and training right away. Reading the Tea Leaves While most reports indicate that EVs currently account for between 2 percent and 3 percent of the U.S. vehicle market, Steve Shannon, a former executive of both GM and Hyundai with over 25 years of automotive experience and current tech advisor to Podium (a customer communications tool with roots in auto repair), says EVs may not be here in full force just yet, but they’re not going away. “Many major automakers aren’t just pledging to manufacture EVs, they’re stopping all new development work on internal combustion engines altogether,” he says, referencing the discontinuation of Chevrolet’s Volt hybrid model in 2019 as a prime example. Shannon says the company dropped the hybrid before its useful life was up in order to focus its research efforts on EVs. “You can’t keep doing everything. At some point you have to focus your efforts, but once you’ve made that hard stop, it’s pretty hard to turn that back on,” he says. “They’ve officially picked a lane.” Taking the First Step So, how exactly are shops starting to prepare for the onset of EVs? They’re ponying up to buy their own. Buckley has personally put in an order for a 2022 Ford F-150 Lightning electric truck, and Cloutier aims to buy a Tesla by the end of the year. Cloutier plans to use the vehicles to help their teams gain early, hands-on access and warm up to EV systems. After facing a five-week wait from a Tesla-certified shop, a customer recently brought her Tesla to Golden Rule hoping for help. Cloutier says his team was not only unprepared, but some were even a little uneasy about getting in the car itself. He’d considered sending his team to training, but the company’s training can be inaccessible and weeks long. 2 2 / R + W / 12 . 21
What does the average shop owner plan to invest in in the next 5 years? ADAS
42%
EVs
50%
Fleets
35%
Training > Tools
While both training and tool investments are vital spends in any shop budget, industry experts and shop owners anticipate technical education will become a much greater priority and a critical shop spend moving forward. “It’s not that tools aren’t still important. They are,” says Seyfer. “It’s that as technology shifts, the learning curve is only getting steeper and if those two-legged things walking around the shop aren’t educated, and don’t feel confident they can do their jobs efficiently and accurately, it won’t matter how many tools you buy.” Seyfer says his primary shop investment in the coming years will be grounded in education to begin building for two types of technicians: the watchmaker,” who excels with small, detailed, mechanical fixes, and the “networker,” who understands how the technical systems function and sync. “The big elephant I see in the room is how you’re going to communicate with the vehicles from the past four or five model years. Now is the time to start training up those technicians with a background in computer networking,” he says. Plan ahead. It’s likely most shops will need to boost their training and education budgets to keep up in the coming years, but Seyfer recommends taking a strategic approach before committing to a big spend. Do you anticipate seeing more of a particular repair from similar models? When do you expect you’ll see this issue next? Who are you working for and what years are those cars? Are you willing to lose tech for a full day away from the bay? All are questions Seyfer advises asking while choosing the training you’ll send your team to. And when it comes to budgeting, Seyfer says there’s no silver bullet formula. According to the 2021 Ratchet+Wrench Industry Survey (sponsored by AutoZone), the majority of respondents allot 1-5 percent of their annual revenue for training. But Seyfer advises skipping percentages and basing your investments, “on the knowledge-base of your technicians as well as their ability to take what they know and turn it into money. One percent of your revenue isn’t likely to get you there, but one percent will look different for every shop.”
Make the ask. Seyfer also recommends taking full advantage of the learning opportunities available to you in your own shop. When his team encounters a vehicle or a system they’re not as familiar with, they’ll ask the customer if the shop can keep the vehicle for a few extra hours. “We’ll say, ‘Hey, your car’s got some new tech in it. Mind if we keep it a little longer to try out one of our new tools?’ We’ll offer a free oil change or minor service, and they’re usually thrilled,” says Seyfer.
ROYAL LINE PHOTOGR APHY, K ATE FR ALE Y
Determine your diagnostic needs. Seyfer often advises shop owners that if they’re working on a particularly profitable repair or makes up 20 percent or more of their f leet, they should be stocked up with OE tools for those repairs. His family’s shop sees a lot of Subarus and Ford and Chevy pickups, so his team is tooled up for those brands, but when a Nissan shows up that requires a factory tool, they call in support. And as diagnostics become a more integral and complex part of repairing today’s high-tech vehicles, Seyfer advises that shops line up a remote diagnostic pro to keep on call, or train up an in-house expert of their own. While diagnostic training could wind up as a pricey distraction for more general repair shops, Seyfer says shops that are known for their diagnosing skills should be doubling down with some “killers” on staff. “Either way, you can’t afford to dabble with diagnostics. It’s a comprehensive job that requires doctorlike skills not everyone has, so you’ll need to commit to those investments with a tech you’ve chosen for their chops,” he says. Buckley favors the training of in-house diagnosticians to ensure that technicians are truly learning the vehicles they’re servicing. “We fail to learn what it takes to correct a vehicle if we just plug in, walk away or let someone else fix it. If you want to run all B-techs and call in help for the A-tech work it can work, but you need to consider what kind of model you’re ultimately running,” says Buckley. Embrace the off-site. With more training slated for the average shop’s future, Seyfer warns shop owners will need to make time and space for their techs to leave the bays more often. “Owners are going to have to let their techs out of the shop because the skills they need to learn today are hands-on,” he says. “Most techs don’t have it in their DNA to sit in a classroom, then turn everything thrown at them into profis. They need to physically work through those processes.” And Seyfer says many training organizations are working to provide more hands-on demonstration to their programs, which will ultimately limit the number of attendees that can be accommodated and drive up the price of training. “Those classes are going to get more expensive, but your bang for your buck is going to go through the
TOOLS FOR ULTIMATE EFFICIENCY
We’ve only seen the beginning of the uses of this kind of tech in the way we track and manage our workflow,” Chris Cloutier, owner, Golden Rule Auto Care
— There’s no doubt, the future of customer service will continue to be guided and shaped by a drive to deliver customer convenience and improved efficiency— and auto repair is no different. “From digital vehicle inspections to CRM software, to an appointment reminder system, everything is being designed to remove roadblocks from someone’s plate and ideally do better work with less people,” says Cloutier, who is not only the owner of two auto repair shops, but the founder of autotext.me and is currently working to build a new application, Baywatcher.io, that uses object recognition technology to scan and track time management of bay activity, among many other software design projects. “We’ve only seen the beginning of the uses of this kind of tech in the way we track and manage our workflow,” says Cloutier. Shannon also says customer conveniences like texting will be sticking around and help build customer relationships overall. “With the Amazoning of everything these days, customers are looking for instant and simple communication as well as purchasing ability,” Shannon says. “On top of that, a recent Podium study found that nearly 90 percent of customer texts get answered within 3 hours. Shannon says investments in tools that aid customer communication will continue to gain momentum with customers moving forward as the convenience factor becomes a nonnegotiable across every retail sector. 12 . 21 / R + W / 2 3
T E C H N O L O GY S H I F T
roof when your team can come back to the shop and say, ‘I’ve already done this. I didn’t just hear the theory, I actually did it.’”
The term advanced driver-assistance systems, or ADAS, may seem like it’s been a buzzword for years, but in truth, the technology is still in its earliest stages. “ADAS is still in its infancy. It may be in the vehicles you’re seeing in your shop today, but it’s still just a baby that’s just starting to mature and has a long way to go,” says Seyfer, roughly estimating that the technology could be mature within five years and possibly selfdiagnosing after 10. As lower cost ADAS and equipment are still proving themselves, Seyfer says shop owners need to be conscious of why they’re investing. “Am I going to buy ADAS equipment because the price point gets to a place where I can make it work? Maybe not, but if I’ve got the market to support it, someone on staff willing to learn it, and have found I can make a profit, I’m going for it,” he says.
And ADAS is where Buckley plans to invest most in the near future. He’s currently got 2,500 square feet he plans to build out for his shop’s ADAS set-up, and is now in the process of educating his contractor on the system’s delicate specifications. Having a solid understanding of his client base and the potential business the investment could bring was key for Buckley. While some shops invest in ADAS
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ADAS
Train Up The level of training required for techs, like Golden Rule’s Justin Rose, has increased trifold over the past few years.
while banking on business from collision shops and other vendors, Buckley aims to avoid a wholesale approach, finding that the model often means discounting the true value of the investment and running into additional complications. “I don’t want to pay off my investment by putting all that money on the street, and I’ve learned I don’t usually get the full story from partners like collision centers, which leads those repairs to drag on,” he says. “You have to be careful, you don’t want to ruin relationships.”
CYBERSECURITY
You may already have cybersecurity top of mind when it comes to your shop’s email, Wi-Fi, or management system, but what about your shop’s scan tools? Seyfer warns that in the following years, the security risks associated with auto repair will only become more hazardous. During the height of the pandemic when many cars were parked for long, less surveilled stretches, auto theft spiked after years of steady decline—many were the result of key code cyber crime.
Once that key code is out in the wild, that car will never be secure again.” Donny Seyfer, Executive Officer, NASTF
“Once that key code is out in the wild, that car will never be secure again,” Seyfer says. Key codes can easily end up on the dark web, becoming a risk to any future owners of the vehicle as well, which could be stolen at a moment’s notice by anyone who’s found them. With plenty of shops buying knock-off scan tools from China, Seyfer says repairers are exacerbating the problem. “Techs are scraping a car, grabbing its immobilizer code and any other info that happens to be on its network, and that data is getting sent back to China, and techs don’t realize it’s happening. They’re not doing it on purpose,” Seyfer says. In his role with NASTF, Seyfer is working with automakers and industry stakeholders to find solutions, but shop awareness and understanding of liability will continue to be a challenge. “It took years to get cybersecurity best practices on the radar of the average shop owner and as new vehicles continue to use high levels of integrated security, we’re going to have to keep an open dialogue so shops don’t find themselves at fault or putting their customers at risk.” Data taken from 2021 Ratchet+Wrench Industry Survey. Sponsored by:
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T O O L B OX / C U S T O M E R S E R V I C E
The Art of the Follow-Up Often ignored or misused, follow-ups are important for customer retention BY PAUL HODOWANIC
up with a customer after his or her vehicle is serviced. “It’s really something not many people do in our industry, or in business in general,” she says. “So they are surprised, in a good way, that we are calling just to say thank you.” Diaz, owner of Wayside Garage in Seaside, Calif., requires her staff to call every customer three days after a visit to the shop. It’s no small task, as the shop services roughly 200 cars per month, but it’s one of several elements that she employs in her shop to make sure customers understand how much their business means to them. In doing so, Diaz has been able to increase ARO and revenue while maintaining strong relationships with her customers. Bob Cooper, president of Elite, preach2 6 / R + W / 12 . 21
es a similar message. Every shop should follow up with their customers anywhere between 24 and 72 hours after their visits. And it should be done with a phone call. “We’ve learned a lot about customer care calls throughout the years. One of the discoveries is that digital methods, like texting, are good, but nothing will beat human touch,” Cooper says. So what are the best practices to follow-up conversations? What should be said and what should be avoided? Ratchet+Wrench spoke with Diaz and Cooper to find out.
Decide who should call.
This is a common issue that Cooper receives regarding customer follow-ups, and there are pros and cons to all possibilities. Diaz has the service advisor that originally worked with the customer call. The
service advisor is told at the beginning of the day by the shop’s customer service representative who he or she needs to call that day. Cooper believes that’s a viable option, but cautions that service advisors may NAIL DOWN THE LOGISTICS. — It can be easy to forget some basics that will make the follow-up experience better for the employee and the customer, Cooper says. Keep these tips in mind when placing follow up calls: • Be well prepared with the customer’s information • Place the phone call from a quiet room, rather than a hectic shop floor • Be personable
PEXELS
Stacey Diaz is always a bit surprised at the reaction she gets when she follows
not relay negative comments, for fear it reflects poorly on them. For Diaz, she is able to avoid that because the shop is small. There isn’t much space to slack, so it is evident if someone hasn’t done their calls for the day. Cooper recommends the owner to do the follow-up calls, especially if it’s newly implemented. He has also seen lots of success hiring a longtime, retired customer to do the calls. He or she can speak on the customers level and often are less intimidating to the customer.
Don’t make it a sales call.
Three days after a customer visits Wayside Garage, the service advisor that worked with him or her will call. Diaz gives her advisors one explicit direction: It is not a sales call. Unless the customer brings up potential additional work, her advisors are not to push for it. No setting up future visits or reminding them of work that didn’t get done. That’s for a phone call for 30 to 60 days later. The message given to the customer during this interaction is simple: Thank you for your business and your trust in us. “It needs to be genuine. We’re not calling them to make sure the car is OK,” Diaz says. “We just do it to say thank you.” Cooper advises a similar approach. There should be no sales talk. The customer should be under no impression that the follow-up is being made for any other reason than to make sure his or her experience went well and to express appreciation. In doing so, Cooper recommends asking one question: “How did we do?” Asking that one question helps cure an issue that Cooper sees too many shops doing, especially dealerships. “Their fault is they are asking questions that are important to them, but it should be questions that are important to the customer,” Cooper says. Asking “how did we do?” allows the customer to go in any direction he or she wants. If he or she wants to talk about how good the experience was, that’s great. If he or she wants to tell you why it
was bad, this opens the door. By asking anything else, the shop is steering the customer toward an answer it wants to hear, Cooper says. After asking that question and either working through concerns or thanking the customer for the compliment, the service advisor should end the call with two questions, Cooper says. First, “do you have questions for me?” and secondly, “is there anything else I can help you with?” This is when you will most often get into scheduling additional work. But again, that should come only if the customer prompts it. “This isn’t rocket science. It’s caring about people,” Cooper says. THE NOT- SO - DREADED VOICEMAIL — Stacey Diaz, owner of Wayside Garage in Seaside, Calif., says about 80 percent of the follow-up calls end up going to voicemail. But that’s OK, she says. Continue to outline your intended message. Express gratitude and let the customer know you can help anytime if he or she has questions. Some will call you back, most won’t, she says. For those that you never hear back from, don’t call again. There’s a fine line between thoughtfully checking in and becoming a pest. “Even though the argument is that we care, if they had something to say, they would tell you. We don’t know what’s going on with them, don’t take too much of their time,” says Bob Cooper, president of Elite.
Give customers the floor.
While almost all of the shop’s calls are met with responses of positive experiences, the shop needs to be ready for that not to be the case, Diaz says. If a customer expresses his or her dissatisfaction with
the work that was done or the experience in the shop, hear the customer out. Understand what went wrong, apologize and make it right. “It can go both ways. Sometimes they’ll talk about little things that weren’t correct. Then it goes into, how can we get the vehicle back to fix it,” Diaz says. Cooper sees this scenario has one of the most beneficial scenarios for a shop. While hearing that your business failed to meet customer expectations is not pleasant, this gives the shop an opportunity to correct it and increase its CSI scores even higher than if there was no complaint. “Customers expect everything to be flawless. So when it is flawless, they aren’t wowed. But if a mistake is made, they expect a bad recovery. So if the shop does a good job with a mistake, that’s unexpected,” Cooper says, “and will often lead to even more appreciation.” The point? Give the customer the opportunity to be critical and be prepared on how to correct it. Having a plan to address a customers’ complaints is pivotal in retaining customers.
Personalize the message.
The follow-up procedure at Wayside Garage doesn’t end with just the phone call. Every customer also gets a handwritten note. The shop’s customer service representative writes every letter, including details about the car and service that was completed. She puts the letters in the mail on the same day that the service advisor calls the customer. It’s just part of Diaz’s philosophy of making the customer feel valued. But sending a thank you note isn’t the only way to personalize the experience. During the follow-up phone calls, shops should make sure to have the customers’ file on hand. Before calling, the employee should know the customer’s name, the car they drive and service they received. They should also be familiar with the vehicle’s repair history. It sounds simple, but not every shop does it, Cooper says. 12 . 21 / R + W / 27
T O O L B OX / C A S E S T U DY
Hiring From Outside the Industry Find your all-star outsider BY PAUL HODOWANIC
For many repair shop owners in the industry, finding quality technicians isn’t their only hiring struggle. While the technician shortage has been well-documented, an effect of the COVID-19 pandemic has emerged: The Great Resignation. Businesses in industries across the country are seeing a dramatic increase in employees leaving their jobs, and a decrease in applications for new jobs. For the auto industry, finding qualified candidates can be difficult. Matt and Judy Curry, co-owners of Matt Curry’s Craftsman Auto Care, like to bring on employees with five, 10 or even 20 years of experience in the industry, especially for highly-technical positions like a technician. However even before the pandemic, the Currys had begun to adapt and have seen dividends on that decision.
The Currys currently own five locations in Virginia. But back in 2019 when the couple operated just three, they recognized they needed someone to handle the back-end work such as HR work, bookkeeping and other financial work. “We were growing and once we hit that third location, there was no way we could keep going without someone,” Judy says. Ideally, they wanted someone who had experience in the auto industry. But above all else, for this specific hire, they wanted someone they could trust. That led them to a lifelong friend, Susan Boone. Boone had worked for private developers in the area doing much of the same work: bookkeeping and project management. They knew Boone could be trusted and knew she was a hard worker so they pulled the trigger. The couple have also brought on several young workers, including their niece, 2 8 / R + W / 12 . 21
who have little to no experience in the industry to attend to the register and sell basic services like air filters.
The Problem
It’s always easiest in the hiring process to fall back on someone with experience. But in today’s world, those people can be hard to come by, Matt says. So hiring outside of the industry has become more important. And while it may never be realistic to find a technician from outside the industry, the same can’t be said for other positions like a service advisor or a customer service representative. Still, that idea can be daunting. What skills and traits should shop owners look for? Are there specific industries they should be looking to? How should they train them once they’ve brought them aboard? Those are the challenges that shop owners face when hiring outside the industry.
The Solution
Along with Boone, the Currys have hired several cashiers and a cleaner, all of whom had no experience in the industry. Both cashiers, however, worked at a local Sunglasses Hut. To Matt, it was clear they both possessed strong customer service capabilities. They knew how to interact and help customers with empathy, and they were self-sufficient. When working at Sunglass Hut, both worked as the only employee at a given time, meaning they were good at problem solving. For a simple cashier role that could one day expand to a service advisor, that’s all they needed. Whether it’s retail workers or restaurant employees, looking to an industry that also puts a priority on customer service is the key. When you go into one of those places, keep business cards on you, Matt says. You never know
GET T Y
The Backstory
CRAFTSMAN AUTO CARE Owners: Matt & Judy Curry Locations: Five locations in Virginia: Alexandria, Fairfax, Chantilly, Merrifield, McLean Size: 4,000–10,000 square feet Staff: 55 (total) Total Monthly Car Count: 2,000 Annual Revenue: $10 million–$12 million
when an employee may wow you and you may want to hire them away. In keeping with that, the couple recommends prioritizing attitude and being willing to teach about the industry. “You can teach someone to install or sell an air filter, but they need to have the right attitude,” Matt says. “I hired the kid in high school because he came in with a resume, came in well-dressed and was passionate.” In the case of Boone, accounting is accounting. Yes, some new language is involved, but the nuts and bolts are the same. Same thing goes for the cashiers or service advisors. They know how to sell, now they just need to learn about the industry. And if you hire someone who is passionate and hard working, that teaching goes much smoother than you’d think, Matt says.
ed two additional locations, something that wouldn’t be possible without Boone’s help on the backend, Judy says. Boone was thrown into the job as COVID hit and was a major help in formulating a plan to keep the business running strong despite operating at 10 percent capacity. Judy called it “very inspirational and notable.” The younger hires have played smaller but important roles as well. The employee they brought in to do cleaning has begun to change oil as well and the cashiers have provided great customer service, the couple says. Those hires have also been a big help for Judy, who takes on content creation for the shop. She says getting ideas from those employees outside the industry has been “fantastic.”
The Aftermath
For some positions, like a technician, hiring outside the industry may never be
Since hiring Boone, the Currys have add-
The Takeaway
realistic. But for some of the smaller but still necessary roles, like a service advisor, cleaner or bookkeeper, looking outside the industry is not only possible but can yield promising results. The Currys had a family friend they could go to. For others, it won’t be that simple. Looking at the retail and service industry may be the best route to success. It worked for the Currys in some of their smaller roles. They looked for qualities like trustworthiness, customer savviness and a good attitude. “Everything else can be taught,” Matt says. As the labor shortage continues, businesses will need to adapt. Looking outside the industry is one way. Identifying employees with those unteachable qualities, regardless of prior experience, will make it easier to train them on the specifics of the automotive industry, Matt says. 12 . 21 / R + W / 2 9
T O O L B OX / L E A D E R S H I P
Bridging the Staff Divide The key steps to ensuring your front and back of house teams can work together BY CLAIRE PETERSON
to customers on the phone are two very different jobs, but in your shop, it’s important that these two worlds work together effectively. You may have run into problems with your office staff and your technicians getting into issues with communication or teamwork, which stops the efficiency of sales throughout the day and slowly wears down your shop’s culture. You will always have issues within your employees because every business has tough situations, but with the right processes, culture and leadership, those little situations don’t have to interrupt the flow of business. “When you have more synchronicity between your team, you go faster, you go better, you’re more efficient and you’re more effective,” says Rick White, president and coach at 180 Biz, a company that fosters business growth in automotive shops. If your employees are not on the same page, it creates problems and people become frustrated. It’s hard to have a pleasant and efficient workplace if the front and back of your shop don’t get along. “If you have a technician that’s mad, he’s not going to work as fast or efficient as he would if he was content,” says Amanda Clements Drake, vice president and manager of C&C Automotive in Augusta, Ga. “They have to feel good about each other to help one another.” Ratchet+Wrench spoke with White and Clements Drake about creating harmony in the workplace and how to ensure that your front and back of house get along efficiently to push your business forward.
Emphasize the culture.
The most important thing for you to do to foster a perfect harmony between your employees is to create a culture that favors teamwork and communication. Your 3 0 / R + W / 12 . 21
shop’s work experience should be pleasant, where everyone feels comfortable to raise any issues and have open communication. “The biggest thing is to make sure everyone feels seen, heard and appreciated,” White says. Try to build a culture that shows that the technicians can’t do their job without the service people and vice versa. Everyone should know that they need each other to succeed. When you make the decision to hire new people for your shop, make sure that they will align with the culture and environment that your employees already have. Listen in your interviews to find people that get along well with others, know the industry, and have a history of being a friendly employee. “You don’t want to add anybody that’s going to disturb the culture,” Clements Drake says. “Really the culture is the most important thing in the shop.”
Share the work fairly.
It’s easy for a technician to become frustrated when they think that the service staff is handing out work unfairly. They may feel that they have gotten too many cars compared to other techs, or too few. If you don’t show your technicians the service providers’ process for assigning work, they may think the work isn’t handed out equally. It’s important to clearly lay out your process for assigning work so that the technicians can see how every job is assigned. Keep track of how many cars each technician is assigned, and what type of work each of them are getting. It’s helpful to have a visual system, such as tallys or an assignment board. This way, each employee can see how the work is being spread out amongst the technicians. However you do it, make sure your technicians know that the office staff are taking their concerns into account.
“We have to have a visual, organized way of handing out work so that we can prove to them that we handed it out fairly,” Clements Drake says.
Stress the cohesion.
A large underlying concern for the technicians is that they are the ones performing the harder, more physical labor in extreme environments. They often feel that they are the ones doing the majority of the work, and see the office staff as having an easy job. “They’re picturing them up there in the cozy, air conditioned office not doing anything, when they’re back there working on vehicles, which requires a lot of physical activity,” Clements Drake says. Realistically, the back-of-house staff needs the front just as much as the front needs the back. One cannot work without the other. But this is something your employees may not realize if your workplace culture isn’t productive, and you aren’t
GETTY
Changing the oil in a car and talking
Hold all-staff meetings.
Another way to foster good communication is to hold regular all-staff meetings to go over any recurring mistakes or problems. These meetings are an opportunity for every employee to participate and talk together in a productive discussion. Any large issues that they feel are being overlooked can be worked through and overcome as a team. These meetings can stop a recurring problem from continuing to fester. “In a shop there’s lots of elephants. An elephant is a conversation that really needs to be had, but we all tend to pretend it’s not there and hope it goes away. The problem is, those kinds of elephants feed on time and neglect. The more time you give it, the bigger it gets,” White says. C&C Automotive has full team meetings every week, and not only does it start great communication between the front of house and the back, it can also be a time for everyone to bond and get to know each other better. “They are bonding experiences because we all talk together and try to get on the same page,” Clements Drake says.
Have great leadership. showing them essential, everyday work that each employee does. “It’s the owner’s job to make sure that everyone understands what they’re doing and why they’re doing it and the impact it has,” White says. The technician can’t work on cars if the service staff doesn’t sell them work, and the service staff can’t sell work if the technicians aren’t doing their job well. Still, it’s easy for the technicians to feel that they’re doing most of the labor. “What the service counter is doing for the back has to be constantly shown to them so they know that they have a partner, not people that they are necessarily working for,” Clements Drake says. “We try to emphasize to everyone that one side can not do anything without the other.”
Daily check-ins go a long way.
Communication is the key to any workplace issue between employees. That’s
why having your office staff check in with the technicians twice, or three times per day can proactively stop problems. Daily check-ins will streamline open communication between the front and back. “Ultimately we should be having huddles throughout the day with our team,” White says. These huddles can address any small issues and remind the employees that they are all working together. Service providers assign the diagnostics to each tech, so the providers should be checking in with the technicians to see that they have everything that they need, and if they are on time to complete the inspection. The front office wants to sell work just as much as the back does, so it’s important to get the technicians everything they need to complete a job on time. It’s also key that the service employees are updated on the status of each job. “They are working together with the same goal of selling and repairing as many cars as possible,” Clements Drake says.
Every shop has some sort of manager, whether that’s a lead technician and a shop foreman, or one manager who oversees everyone, and it’s important that these leaders inspire a good relationship between the service providers and the back of house. With good leadership, your shop can solve problems easily between employees and maintain a healthy work culture. Your shop manager should check in with each employee to solve any issues they might have, and they should work hard to keep the front and back on the same page. “They kind of unite the front and the back,” Clements Drake says of her own shop managers. It’s also important that you, as the owner, step up and bring your employees together under one goal or shared value. Use everyone’s unique skill to achieve that shared goal. “It’s my job as an owner to orchestrate the moves of each person’s strength to get to the end result,” White says. 12 . 21 / R + W / 31
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Today’s Brake Service How to best choose replacement parts
Brake service has been an integral part of almost every shop’s revenue There are many choices and consequences of making the wrong stream since the aftermarket service industry began. What, then, makes choice. Where to start? Always look at the pad type that the OE brake service today so different from what it was 10 or 20 years ago? The recommends and make sure your replacement part meets or exceeds complexity and interdependence of brakes and other systems on the car those recommendations. But not all friction types are created using demands that we approach brake service as a complete service, not just the same formulations—you also want to choose pads that are using friction and not just fluid service. Every part of today’s braking system is specific friction formulations for the vehicles they are being used engineered to not only stop the vehicle reliably but also perform to the to stop. Carquest Premium Gold and Professional Platinum pads standards engineers assume are correct for Stability Control, ABS and are continually tested and evaluated to ensure industry-leading even ADAS. performance. Both of these brands utilize a friction type that matches The nature of today’s brake system designs requires that we be more the original equipment. exacting when choosing replacement parts. Modern systems have pared weight to an absolute minimum and packed more braking performance Completing Service into ever smaller packages. Now, we depend on advanced design features Pads are not the whole story. When completing a brake service, it’s best and pad compounds that match the OE specifications to either replace rotors or, if using the existing rotor, or better with a very narrow window of tolerance. it must be machined, but not below the minimum Consider this example. Your customer’s vehicle has specified thickness. Regardless if you’re using the Automated Emergency Braking. In that design, the existing machined rotor or a new one, they should Always look at the engineers factor a specific coefficient of friction be washed with warm, soapy water to remove any between the pad and the rotor. What happens to metal powders, oils or rust inhibitors that may be pad type that the OE that complex engineering if the choice of friction is on the rotor surfaces. Also make sure that you have recommends and make incorrect? Emergency stopping distances increase all new hardware and correct caliper slide lubricant sure your replacement with predictable and unfortunate results. to complete the service. Several vehicles today use part meets or exceeds torque-to-yield fasteners that need to be replaced, not reused, during service. Checking service Friction Types those recommendations. Look in any parts cataloging system and you will find a information before starting the repairs can prepare myriad of brake pad choices. Brake friction is divided you and help avoid unnecessary delays. into two types: abrasive and adhesive, with several Once brake pads are installed using best industry choices of friction material in each. practices, the final step is to break in or burnish the Abrasive types of friction include semi-metallic, low-metallic or even some brake pads. This critical step will ensure that the brake system performs as it organic pads. This type of friction uses the wearing of the pad and rotor to should, and your customer gets the maximum life out of the friction material. change motion into heat. This involves the breaking of bonds of both pad If service information does not specify the steps in the process, begin the material and the disc’s cast iron when the caliper pushes them together. break-in process by making 20 moderate stops at 30 second intervals in Abrasive friction is normally used in performance or severe duty applications. which deceleration is approximately 30 mph, not to a full stop. Be careful not Adhesive types of friction include ceramic and some organic pads. In this to overheat the friction material during the break in since transferring pad type of friction, a thin layer of pad material is transferred onto the surface material to the rotor in spots can lead to brake pulsation and a comeback. of the rotor. The two surfaces are now the same material and generate Successful brake service today starts with a thorough inspection and friction by breaking or shearing the bonds in the pad material. The layer is test drive, selection of the proper friction material and associated parts for bonded to the surface of the rotor and cannot be washed away by water or your application, repairs according to OE and industry standards, and that cleaners. The only way to remove it is to machine it off. Generally, this type ever-important initial pad break-in to ensure long pad life and maximum of friction is used in most applications. braking performance. 5 0 / R + W / 12 . 21 32
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Taking the Guessing Game Out of Battery and Tire Service Provide your customers with an accurate assessment of these vital vehicle components
Batteries and tires. It’s no surprise that these vehicle parts reside right at technician doesn’t have to charge the battery for two to three hours to see the top of the list of most often replaced vehicle components. With batif it can conduct a charge. teries having a life span of between three to five years and tires deemed The Autel tool similarly uses adaptive conductance to test the battery’s “expired” at six years, it makes sense that they have a high change rate. partnering components, the alternator, and the starter. Testing the alterStill, recent studies and inspections of vehicles have found that batternator is particularly useful as it too is one of the most frequently replaced ies and tires are usually only replaced when they fail, leaving a driver stuck vehicle components. It is also one of the misdiagnosed. The BT608 anawith a vehicle that doesn’t start or, worse, with one involved in a blowout or lyzes the entire system to see if a “no start” is caused by a failed battery or an accident. In 2017, 738 road deaths occurred due to tire failures. National starter or none of the above. Highway Traffic Safety Administration (NHTSA) research found that of the The tool is simple to use with on-tool guidance to ensure the technician 11,500 passenger vehicles they inspected, almost half had at least one tire performs each of the needed steps, such as turning on headlights or revwith only 50 percent tread remaining. An additional 10 percent had at least ving the engine to simulate load for a proper test of the starter and alternaone bald tire. tor. The results of each component test display in detail. Complimentary inspections of vehicle tires and the starting and charging The BT608’s reports document the service provided for the customer and system can enable technicians (knowing how often these parts need replacesupport a battery, starter, or alternator replacement if needed. Technicians can ment) real opportunities to sell more batteries and tires if print reports directly from the tool’s built-in thermal printer or warranted. Such a service, especially during the upcoming wirelessly to a network printer. Though the color reports are exsummer vacation months as family vehicles start to take to ceptional in detail and presentation, the black and white therThe Autel the nation’s roads, can increase customer loyalty, especially mal prints present the system’s health in easy-to-understand if the tires and charging system test well. graphics and service recommendations just as well. MaxiTPMS TBE200 However, offering such inspections can be time-consumTire inspection has always been subjective, with technibrings tire ing and labor-intensive, and therefore are often difficult for cians giving a cursory look and feel and maybe even taking inspection into shops to justify. out the old penny to gauge tread depth. the modern age. But the development of user-guided smart diagnostic The Autel MaxiTPMS TBE200 brings tire inspection into the tablets and tools, specifically designed for analysis of startmodern age. It’s a wand-like, laser-enabled device that scans ing and charging systems and tire wear, makes such inspeca tire surface to determine the tire’s condition. The TBE200 tions quick and easy. provides uneven wear analysis and displays the analysis and One of the tablets, the Autel MaxiBAS BT608 is an Android-based touchservice recommendations on its 1.65-inch-high resolution AMOLED display. screen tablet that performs an extraordinary number of battery-related tasks, The tool can also scan the DOT Tire Identification Number (TIN) on the tire from out-of-vehicle and in-vehicle battery testing and starter and alternator and alert the technician to a tire recall. Pair the TBE200 with the Autel MaxiTtests to battery registration and electrical components (think power windows) PMS ITS600 tablet to produce detailed service reports. A new ITS600 feature relearns. Add the optional multimeter and amp clamp to root out parasitic enables technicians to register new tires with customer contact information draws or detect amperage leakage. (with the purchase of a CIMS tire registration subscription) directly from the The BT608 truly excels at defining a battery’s state of charge but also its tablet. Sellers currently fill-in registration cards manually and mail them in. The state of health. The BT608 uses adaptive conductance to gauge a battery’s 2014 FAST Act mandates all tire sellers to perform this task, and the fines for conductance health. A low-frequency alternating current is sent through failing to comply rose significantly this past January. The regulation seeks to the battery to determine its remaining plate area. As the battery degrades, enable customers to be contacted if their tires are recalled. the plates degrade, as does its capacity and its conductance. Besides its Batteries and tires are too crucial for guessing games. Today’s tools enable consistent results, this method’s advantage over typical load testers is its busy technicians to provide their customers with an accurate assessment of ability to allow multiple tests without draining the battery and test batthese vital vehicle components, allowing them to make an informed decision teries that are low or nearly completely discharged. With the BT608, the about parts replacement before they leave the shop and get back on the road. 12 3 12..21 21 // R R++W W // 3 51
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5 Steps to a More Accurate Diagnosis How to gather information to build an effective diagnostic strategy
Have you ever struggled with a repair job and by the end felt like you were just part swapping? Sometimes the path to a quicker, more accurate diagnosis is in your process. One of the biggest factors that can improve your process is to fully utilize all of the automotive repair information available to you. Here are five steps that can help you gather information to build an effective diagnostic strategy.
• Common repair procedures and probable components: Having information about common repair procedures and known fixes for specific codes and symptoms based on mileage trends can also help set you on the right path with the most likely components to test first. If the vehicle is equipped with ADAS features, you’ll want to check special equipment and calibration requirements. ProDemand’s ADAS QuickLink puts all this information right at your fingertips.
Step 1: Verify the symptom or complaint. This is the basis of your diagnosis and a crucial step in setting yourself up for Step 3: Isolate the fault through testing. success. Having a complete understanding of the problem will guide you to Now that you have your plan in place, you can execute the diagnostic the best place to start. Step 1 actually has two parts. strategy and isolate the fault through testing. There The first part, understanding the problem, begins are some great shortcuts that can help you save the moment the customer walks in the door. That time. In ProDemand, these include features like Real initial conversation with the customer gives you the Fixes, component test information, interactive wiring opportunity to ask the right questions and collect as diagrams that help with electrical testing, and the Once you’ve much information as possible. Causes & Fixes tool for diagnosing multiple codes. verified the The second part, replicating the problem, can give You will also use your handheld scan tools like symptoms, it’s you further insight into the symptoms that maybe your the ZEUS from Snap-on, as well as oscilloscopes, time to build your customer did not notice. Sometimes this can be done multi-meters, smoke machines and more specialized in the bay, but often it means driving the vehicle to reequipment like fuel injection testing equipment. diagnostic strategy. create the customer complaint. Resources like the Top Step 4: Correct the problem. 10 Repairs List in ProDemand repair information from Once you have identified the component(s) that failed, Mitchell 1 can help you quickly identify the likely cause you can move forward and complete the repair. Access or lead you to even more specific questioning. the basic information you need—repair procedures, diagrams and Step 2: Analyze symptoms. specifications, etc.—in your repair information resource. Once you’ve verified the symptoms, it’s time to build your diagnostic strategy. This is where you do all of your thinking and plan the work, Step 5: Check for proper operation. putting your diagnostic tools to good use. Once the repair is complete, it’s quality check time! Verify the fix by • Scan tools: Pulling codes with a scanner should be your first step. driving the vehicle. Look for the original code or symptom and make sure • Real-world information: OEM information may not be enough it has been addressed and no codes or check engine lights come on. when you’re running into issues like multiple unrelated codes. This quick overview highlights how using a resource like ProDemand This is where real-world information can help. The SureTrack can reduce diagnostic time, and give you more confidence when building real-world information in ProDemand, for example, lets you see and carrying out a diagnostic strategy. how other professional technicians have solved the same codes and symptoms for the same vehicle. To learn more about Mitchell 1, visit mitchell1.com or call 800.275.4417. 3 54 2 // R R++W W // 12 12..21 21
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How Comfortable Are You With Oil Changes? Grow your shop by promoting more oil changes
Most shops are comfortable with performing an oil change. But what can make a shop uncomfortable is recommending, upselling and promoting oil changes.
communications approach have proven to increase premium oil changes by 12 percent. Selling more premium products is a win-win because your customers get enhanced vehicle protection, and your The oil change is the most performed service at all shops. For the sales grow. 276 million vehicles registered in the United States, it’s estimated The other part of your research is to understand the customer each vehicle will receive an average of two oil changes every year. experience. For this, you might want to have your oil changed at These numbers mean there are more than half a billion oil changes one of your competitors. Observe how the oil change is presented performed this year. Do you feel your shop is to you. Look for the branding and how they leverage performing its fair share? their vendors and products. For example, were there Some shops often fall into the trap of thinking an counter mats, menus or brochures? oil change is only part of a larger repair or when the Leveraging the marketing of an oil brand can give customer requests the service. The focus at the front your staff and customers confidence in your service “Selling more counter is on repair and getting the customer back on options. The best tool can be the menu or sales premium products the road. The idea of actively promoting a standalone sheet used to communicate to the customers what is a win-win oil change or other maintenance services at these an oil change involves. However, developing these shops is almost non-existent. materials in-house can be challenging to make them because your To break this cycle, the first step is to evaluate your look professional. customers get current oil-change analytics and operations. Most of Also, pay attention to your mail and email to see enhanced vehicle the answers can be found in your customer database. how your competition follows up. With this new protection, and Next, try answering the following questions: perspective, it’s possible to decide where your oilchange operations rank. your sales grow.” What is the average invoice when an oil change It’s not so difficult to drive traffic with an attractive is performed? offer; the challenge comes once they’re through the What other services were performed? door. First, you must offer them a valuable, repeatable Who is getting their oil changed at your shop? service beneficial to your business. Successful advertising motivates people to visit and revisit your By answering these questions, you will quickly realize the simple oil location and generates profit. change drives a lot of revenue at your shop. You also may discover that Feeling comfortable recommending oil changes becomes easier if the oil change is a customer-retention tool that drives maintenance you have support and the knowledge that an oil change can help your sales and repair sales. But this is only a small part of the total picture. business grow. It also is a lot easier to sell an oil change if the customer Other data can provide you with information that can help you to grow is requesting one. your oil-change operations further. For a shop to survive, it must grow. Growth for most shops is not about Programs like Valvoline SPARK identify the best service package new bays and technicians. Growth is about car counts, average ticket for your customer while bolstering pricing and profitability. With price and customer-retention rates. The one tool to help you grow is the this information, you quickly realize that the simple oil change oil change. helps grow revenue at your shop now and in the future. SPARK’s optimized service bundles, menu designs, messaging and customerVisit partner.valvoline.com to learn more. 12 . 21 / R + W / 3 55 3
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Worldpac Training Institute Achieves Accreditation The training program meets the National Institute for Automotive Service Excellence requirements
Worldpac Training Institute, a wholly owned subsidiary of productivity of their repair business even higher, joining a WTI Worldpac, Inc., completed an evaluation by the National Institute sponsored SMART Group, led by a top management trainer, offers for Automotive Service Excellence (ASE). Worldpac is proud to improved financial knowledge, training, facility inspections, announce the in-service automotive training program met the and keeps shops on track and moving forward. SMART Groups strict requirements for accreditation of ASE for are regionally organized groups of shops who instructor-led training. meet via conference call on a monthly basis and This level of excellence, as recognized by ASE, is attend quarterly in-person visits. This intensive a direct reflection of decades of commitment and collaboration yields transformative improvements hard work by the instructors and administrators of including improved financial understanding and Tools provided to WTI on behalf of the automotive repair community. measurement, improved productivity, employee business owners
Worldpac Training Institute offers: • Advance-Level Technical Training • Business Development Programs • SMART Groups
The technical program provides advanced level diagnostic training for independent repair technicians with a specialty focus on import carlines, domestic brands and hybrids/EV’s. The complexities of diagnosing and repairing late model vehicles requires training that, until now, has not been readily available to independent repair professionals. The business program provides training in shop management, sales, and service writing. Tools provided to business owners and managers help to increase productivity, increase profits, and overcome the challenging aspects of their business. For owners who want to elevate the profitability and 5 34 6 / R + W / 12 . 21
management, improved labor and parts profits, marketing and much more. Traditionally presented as in-person, instructorled training across North America, the Worldpac Training Institute successfully launched a virtual platform to meet the needs for ongoing training during the pandemic. Since its inception, WTI virtual learning has trained over 100,000 students and continues to offer innovative training solutions to the industry. Worldpac Training Institute is committed to helping your independent service center thrive. To learn more about Worldpac Training Institute and how you can attend the training that is right for you and your team visit worldpac.com/training or call 855.878.8750. To learn more about Worldpac, a wholesale distributor of OE and quality aftermarket automotive parts, or to become a customer, visit worldpac.com.
and managers help to increase productivity, increase profits, and overcome the challenging aspects of their business.
Columns
THE FIXER Aaron Stokes
STACK YOUR SKILLS The best way to combat your weaknesses
of-all-trades shop owners; I had three stores and I knew enough (read: a little) about a lot of things to be successful. And it worked great—until it was time to grow beyond that. Suddenly, that became a weakness. The business is growing, we’re opening more shops and now I have to hand off marketing, then the numbers. As you start to hand things off, your focus gets more and more narrow. That means that whatever you’re focused on, well, you better be the best at it. If you’ve handed off the right items, you’ll be left with your core competency, your core strength. But if you haven’t handed off the right things and grabbed hold of the right things, you’re going to meet those jack-of-all-trades guys that have it decently together on everything, but they never get past making $300,000 per year in net profit or $2 million in gross annual sales. There are people that have a certain set of skills—a talent stack, as I like to call it—that are unique to them and make them uber successful. Then the question on the flip side of that is, once you recognize your talent stack that’s helping you get to that next level, who are you recruiting around you for your weaknesses? That’s really the key piece for me. When you see somebody that levels off, people always want to blame fear. I don’t think that’s it; I think that fear comes after what the real problem is, which is that they don’t have those right people around them. 3 8 / R + W / 12 . 21
For example, let’s say I’m weak at sales. I’ve gone out and hired people around marketing leadership, management, recruiting, but I stick with the sales because I think I’m good at it and because I’ve always been able to play “the owner card.” Oh, I should buy because you’re the owner and you must know what you’re talking about. So, I’ve never actually acknowledged that I’m weak at sales, let alone worked on it. If you stop and think about it, your place of authority is what’s allowing you to get the sale, not your skillset. And the problem is, I can’t give my authority to someone else like I can give them my hat. How can I teach somebody how to get into a relationship, close the sale, and then go to the next level if I’m not that skilled at it myself ? That starts a ripple effect: I’m not great at selling, so I can’t sell somebody on working for me. I can’t sell managers on an idea. I can’t sell a new process to my employees. I just make the appearance that I can sell. And so, because I keep making this appearance, people don’t get any better around me. The shop just keeps hitting a ceiling, and although I might be making good money, I’m not really crushing it. I could have 10 stores but there’s a guy down the street doing $350,000 per month and he’s making more than me because he’s out running his overhead. He’s just crushing it. You’ll always have that missing piece because you’ve never focused on improving that skillset. Trust me, once you get that one extra skill, it’s the final link. If you get the right talent stack—oh, my gosh. All of
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. aaron@shopfixacademy.com ratchetandwrench.com/stokes
a sudden now, your value to the world is way up and you’re breaking records. But if you don’t identify, “Hey, I’m kind of weak at that,” and take action on it, you’ll always be missing that final piece. A lot of people don’t do that. And so then the reason they don’t grow and open the next door is yes, they are afraid that next door isn’t going to go well, but they are actually afraid because their weakness is starting to get more and more exposed. No one expects you, an entrepreneur, to know everything. But what every successful entrepreneur needs to possess is the self-awareness to see themselves clearly—the good, the bad and the ugly—and craft a team that is better at it and go, “Why don’t you teach that to other people?”
FUE VANG
For a long time, I was one of those Jack-
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SATURDAY
Autism Awareness Day
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2022
Increase sales! Our decisioning process lets us approve up to 80% of applications submitted by merchants.
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Star Wars Day
Cinco de Mayo
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Mother’s Day
Armed Forces Day
National Brother’s Day
Memorial Day
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JUNE
2022
Expand your reach and boost revenue with lease-to-own financing with Snap.
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FRIDAY
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SATURDAY
National Cheese Day
National Cancer Survivors Day
Flag Day
Father’s Day Juneteenth
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JULY
2022
Increase store traffic! Reach new customers and drive repeat business with our exclusive Snap EDGE program.
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SATURDAY
World UFO Day
Independence Day
National Ice Cream Day
National Father-in-Law Day
Register now for our monthly email to win cool prizes throughout the year! This month, win one of five sets of golf clubs. learn.snapfinance.com/2022calendar 8 4 4 .5 8 1.7898 | SN APSALES@SN APF IN AN C E.C OM | LEARN .SN APF IN AN CE.C OM /2022C A LEN D A R
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AUGUST
2022
Enjoy fast funding in 48 hours or less so you can focus on closing more sales.
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National Chocolate Chip Cookie Day
National Bowling Day
National Sister’s Day
National Potato Day
National Senior Citizen’s Day
National Waffle Day
Women’s Equality Day
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2022
Join our 30,000 Snap Partners nationwide and boost revenue by up to 30%!
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Labor Day
International Chocolate Day
Patriot Day
Oktoberfest
World Gratitude Day
Wife Appreciation Day
National Family Day 8 4 4 .5 8 1.7898 | SN APSALES@SN APF IN AN C E.C OM | LEARN .SN APF IN AN CE.C OM /2022C A LEN D A R
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OCTOBER
2022
With Snap, you can provide purchasing power to your customers and reach your full sales potential.
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International Coffee Day
National Taco Day
National First Responders Day
Halloween
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NOVEMBER
2022
Fast approvals, higher invoice amounts, and flexible payment terms help your customers get what they need today.
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Daylight Saving Time Ends
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SATURDAY
Veterans Day
World Diabetes Day
National Fast Food Day
Thanksgiving
Cyber Monday
Black Friday
Small Business Saturday
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DECEMBER
2022
Motivate your salespeople this holiday season with exclusive, preapproved sales leads.
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Winter Solstice
Hanukkah Begins
Christmas Day
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Christmas Eve
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844.923.7299 | SNAPSALES@SNAPFINANCE.COM | SNAPFINANCE.COM This advertised service is a lease-to-own agreement provided by Snap Finance or its affiliates. While no credit history is required, Snap obtains information from consumer reporting agencies in connection with the lease application. Not all applicants are approved. Not available in NJ, MN, or WI. © 2021 Snap Finance LLC. All Rights Reserved.
