NOLN - May 2023

ONE OF A KIND

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22 LEAD STORY

Focusing on Fleets

Three quick lube operations share how they approach providing services to fleet customers

BY HANNA BUBSER

26 PROFILE

Building Something Great

Learn how a group of industry veterans launched their shop, Great Bear 15 Minute Oil Change

BY PETER SUCIU

Plenty of Room

In Oregon, this Premier Oil Change & Car Wash has three quick lube bays and a 135-foot car wash tunnel.

06 ONLINE

AOCA adds new cases to the Hyundai/Kia oil drain pan defect investigation

08 EDITOR’S LETTER Building repeat business

10 BY THE NUMBERS Dealing with used oil

QUICK HITS

12 INDUSTRY INSIGHT

Tips for recession-proofing a shop

14 AROUND THE INDUSTRY

Recall alerts from Ford, Tesla, Hyundai and Kia

18 SHOP LOOK

Premier Oil Change & Car Wash of Central Point, Oregon

SERVICE

29 TECH+TOOLS

Personal protective equipment in a quick lube setting

31 CASE STUDY

Attracting customers by standing out

33 ADAPT

Q&A with the CEO of an autonomous shuttle program

COLUMNS

21 FROM THE SHOP

Counteracting the “labor death spiral”  BY ADAM TATUM

42 LEADING EDGE

Making a positive impact BY LENNY SAUCIER

HYUNDAI/KIA DEFECT INVESTIGATION PETITION SUBMITS NEW CASES

The Automotive Oil Change Association (AOCA) added “three sets of case submissions” to its petition for the National Highway Traffic Safety Administration (NHTSA) to conduct defect investigations into oil drain pan assemblies from Hyundai/Kia, according to a press release from March.

With these new case submissions–one from July 2022, one from January 2023, and one from March 2023–a total of 137 complaints from consumers that were related to the oil drain pans have been voiced to the “NHTSA, consumer forums online, and aftermarket automotive maintenance experts.”

Cases submitted have covered a large variety of Hyundai and Kia vehicles. The AOCA has identified what is likely “the two most common” parts based on complaints lodged: Part 21510-2G500 and part 21510-2E023.

The AOCA launched the petition for a defect investigation after “unprecedented reports of inexplicable mid-interval plug-out allegations exclusively from Hyundai/Kia vehicle customers” that detailed oil drain pans malfunctioning, typically thousands of miles after the previous vehicle service and without any leaks or indicator lights to alert drivers.

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EDITORIAL

CONTENT DIRECTOR

Matt Hudson

ASSOCIATE EDITOR

Hanna Bubser

ASSISTANT EDITOR

Kacey Frederick

CONTRIBUTING WRITERS

Lenny Saucier, Adam Tatum, Enid Burns, Peter Suciu, Maraya King

EDITORIAL ADVISORY BOARD

Lenny Saucier, Director of Retail Training, FullSpeed Automotive

Pete Frey, Operator, Take 5 Oil Change

Adam Tatum, Director of Operations, Virginia Group

Bill Floyd, Operator, Lucas Oil Centers

SALES

VP AND PUBLISHER

Chris Messer, cmesser@endeavorb2b.com

ASSOCIATE PUBLISHER

Andrew Johnson, ajohnson@endeavorb2b.com

MARKETING STRATEGISTS

Marianne Dyal, mdyal@endeavorb2b.com

Chad Hjellming, chjellming@endeavorb2b.com

Bob Marinez, bmarinez@endeavorb2b.com

Martha Severson, mseverson@endeavorb2b.com

Kyle Shaw, kshaw@endeavorb2b.com

Dan Thornton, dthornton@endeavorb2b.com

Sean Thornton, sthornton@endeavorb2b.com

ASSOCIATE MARKETING STRATEGIST

Kenzie Verschoor, kverschoor@endeavorb2b.com

ART AND PRODUCTION

SENIOR ART DIRECTOR

Jonathan Ricketts

ART DIRECTOR

Emme Osmonson

PRODUCTION MANAGER

Mariah Struab

AD SERVICES MANAGER

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FOCUS ON FLEET

THE AVERAGE QUICK LUBE SHOP GETS 11 percent of its business through fleet accounts, according to the 2022 NOLN Operator Survey (new survey out soon!). That’s not a bad mix, though it’s likely one of those averages that’s made from a whole spectrum of fleet-heavy or fleet-light operations.

Fleet work can certainly depend on how big your market is. It’s great if you’re a small-town quick lube that can give the local municipality or police department all its maintenance needs to keep those vehicles on the road. It’s also impressive if you’re working in a big, crowded market and you’re able to secure those sweet, sweet fleet accounts.

Of course, you don’t need fleet business to run a successful quick lube. But they are nice assets in the customer mix. Reliable fleet owners know that routine maintenance is the key to get the most mileage out of their vehicles, which can be used far into six-digit odometer territory.

Whether you’re looking to land that first fleet partnership or just want to explore new possibilities for your existing mix, this month’s feature story (page 22) takes aim at how operators approach their fleet business. Associate Editor Hanna Bubser put together a great roster of operators, offering perspectives from both

the big national networks to the local powerhouse shops.

They talked about how to approach fleet business based on regionality, your shop’s capacity, what kind of fleet owner you’re working with, and much more. It’s a great guide that I hope you’re able to keep around and reference from time to time.

In this month’s profile (page 26), is a follow-up from an older story. A couple years ago, we featured Great Bear 15 Minute Oil Change in Bechtelsville, Pennsylvania, as a Shop Look after one of the owners reached out to us about their brand-new operation. It’s a sharp building, and in 2023 we decided to reach back out and see how the first couple years of business is going. It’s great to see how new operators enter the industry and put down roots for years of successful business, and it looks like that’s what Great Bear is doing.

Speaking of Shop Look, this month’s feature is a great one (page 18). Matt Webb’s Premier Oil Change & Car Wash shop in Central Point, Oregon, is a unique head-turner. I think you’ll agree that it’s one of the best-looking shops out there.

Wishing all of you a happy May, and be sure to stop by and say hello at iFLEX this month.

MATT HUDSON CONTENT DIRECTOR, NOLN

This month, NOLN offers strategies to bolster that crucial repeat business

PICKING UP USED OIL

For used oil pickup, operators are:

According to data from the 2022 NOLN Operator Survey, used oil pickup may look slightly different depending upon the shop’s situation. While most operators said

they are paid for pickup, a sizable number of operators are charged. It’s also notable that 68% of respondents reported that they are not charged for filter disposal.

Looking at the data below, it’s worthwhile to understand how shops approach this process. But the task isn’t the same for each shop. How does your method stack up?

22% Charged

15% Neither

68% not charged for filter disposal

For some shops, waste oil provides an opportunity. Search “Making the Most From Used Motor Oil” on noln.net to learn about waste oil management and a Jiff y Lube franchise’s strategy to repurpose used oil.

For used oil pickup, operators are:

RECESSION-PROOFING YOUR SHOP

Dennis McCarron shares industry insight on how to protect your business

BY KACEY FREDERICK

SINCE THE PANDEMIC, AMERICANS have feared another recession on the horizon. Dennis McCarron, a partner at an automotive brokerage called Cardinal Brokers, spoke to NOLN about what a recession would mean to shops and how shop owners should respond.

It’s assumed that the auto industry in general tends to be resistant to economic downturns, as most consumers will always need transportation.

“When the economy goes down and people pull back on their spending, they still have to go to work, they still have to pick up their kids: they still need a mode of transportation,” McCarron says.

With a lack of adequate public transit and a long-standing “love affair with independent transportation,” as McCarron puts it, most Americans will not, or cannot, choose to give up their vehicle. This also means people hold onto vehicles for longer amounts of time, resulting in more repairs needed and profit for auto shops.

Though the auto industry remains an essential service for most people, shop owners will still see the effects of a recession with more people skipping out on maintenance.

How Customers Respond to Recessions

Most people do not budget for automotive repairs and maintenance in the United States, McCarron points out.

It’s typically something that comes out of emergency funds or money stowed away for vacations or other nice things.

In the case of a recession, as the cost of everyday essentials increases, people are not as willing to pay for maintenance if they feel it isn’t urgent. Businesses will see their average repair orders decrease as people put off minor maintenance due to financial issues, resulting in less profit for shops.

Caring for Financially Concerned Customers

There are things that shops can do to help themselves before a recession hits: they must take care of their customers.

“You have to develop a reputation as an honest, dependable, reliable business [so that] people will feel comfortable coming to you even when money is tight,” McCarron states.

McCarron says that one of the best things someone could say about a business is, “they’re expensive, but…” The worst thing a business could hear from the customers is “every time I come in here, it’s a thousand dollars.”

“To someone not in the industry those two things may sound like they’re the same type of sentence, but they’re not,” McCarron says. “One is representative of ‘that business charges a lot of money, but they always do good work.’ The latter is a representation of very aggressive over-selling: trying to force sales onto a customer.”

And that is the worst thing a shop can do: become pushy with customers. McCarron says it’s “never a good thing for a shop to do.”

The job of a shop is to inform the customer of the state of their vehicle. They need to decide from that point. Shops must know how to accept “no” as an answer and not let a potential rejection stop them from telling the customer about issues with their vehicle.

“My job is to help keep you informed and then educate you on how to properly maintain this vehicle, but I’ll never cross that line and tell you things like ‘you have to do this,’ or use safety as a weapon,” he warns.

Shops must make their customers feel they are in control. Interactions cannot simply be transactional. The biggest way to gain attention is through word of mouth, which is why taking care of existing customers is essential.

There are more initiative shops can take on their end to attract new customers, too. Getting involved with the local community will spread the business’ name and associate it with being a positive influence.

McCarron has plenty of ideas for such involvement, such as local community projects like Girl Scouts, Boy Scouts, [events with] the town, maybe a church or a synagogue—any kind of local grassroots event. Doing a car care clinic, teaching people how to change a flat tire on the side of the road.

“I think you need to get involved and just make people aware that you exist,” he adds.

Don’t Lower Your Standard

If shops are confident that they are offering quality service at a fair price, they shouldn’t be concerned with cutting their prices and should especially not consider cutting valuable technicians. Doing so would be “cutting off your nose to spite your face,” McCarron says.

Instead, they should focus on maximizing efficiency and productivity. Systematizing and finding the rhythm of the shop, as McCarron describes it, helps move business along faster, such as telling customers specific pick-up times instead of vague phrases like “end of the day.”

When people come in, shops should interview the customer. When they bring a vehicle in and they’re asked questions about the problem, if it’s a problem that the shop is not

equipped to resolve, they can avoid wasting valuable time looking at a vehicle that they can’t even work on.

Systematizing the process, community involvement, and customer outreach: these factors can help a shop establish a growing customer base, even if times are rough–because people will always need cars fixed. Remind your community you’re there to take care of them and have systems in place to ensure every customer is satisfied.

RELADYNE ACQUIRES ALLIED OIL

Lubricant supplier RelaDyne has announced the acquisition of Allied Oil, according to a press release.

Allied Oil is a provider of “lubricant and DEF solutions and industrial reliability services” in the Midwest. It was founded in 1958 in Omaha, Nebraska. The company has served “Transport, Industrial, and Consumer businesses” for 60 years.

The company is run from seven distribution centers in six states and services 11 states in the northern Midwest and is considered Shell’s top distributor. The acquisition will offer RelaDyne a greater presence in the Midwest region.

“The acquisition of Allied Oil is extremely impactful as we continue our strategic expansion in the heartland of America,” stated David Schumacher, RelaDyne’s chief strategy and operating officer. “Allied Oil’s focus in the commercial and industrial segments combined with RelaDyne’s commercial sector and RelaDyne Reliability Services’ expertise are highly synergistic for our current and future customers.”

Allied Oil President Steve Phillips is also satisfied with the acquisition and believes that the two companies have much to offer the other.

“RelaDyne’s geographic impact in the commercial and industrial sectors fully align and complement our existing reach in these segments, aiding in the diversification of products and services offered to our existing and future customers,” Phillips said.

JIFFY LUBE GAINS LAFAYETTE, GEORGIA LOCATION

Chattanooga Times Free Press reported that Fountain Plaza Lube in Lafayette, Georgia has become one of the newest Jiffy Lube locations.

The shop located at 1890 N. Main Street will be owned by Stonebriar Auto Services LLC, a Jiffy Lube franchisee

that owns 80 of Jiffy Lube’s over 2,000 franchised locations.

Stonebriar Executive Vice President Steve Isom said the company is looking forward to expanding its presence in the state.

“We are excited about our growth in Georgia and the opening of this location in Lafayette,” Isom stated. “We hope the community will stop in and experience the fastest and friendliest service in town.”

FAST EDDIE’S CAR WASH AND OIL CHANGE OPENS 17TH LOCATION

Fast Eddie’s Car Wash and Oil Change opened its newest location in Fenton, Michigan, as reported by TC Times.

The Fenton store will be Fast Eddie’s 17th location and is located at 1161 N. LeRoy St.

A grand opening ceremony was held on March 21, where a ribbon cutting was conducted. Fast Eddie’s Vice President of Operations Matt Letavis was present and “thanked the community for their support.”

Alongside Letavis and his family, also attending were the Fenton & Linden Regional Chamber of Commerce and local families and friends in the community.

TESLA RECALLS 35 ELECTRIC SEMI TRUCKS

Tesla has announced the first recall pertaining to their electric semi trucks, Electrek reports.

According to the announcement on the National Highway Traffic Safety Administration’s (NHTSA) recall website, the recall covers 35 trucks and is a result of a parking brake issue.

Air leakage can potentially cause the electronic parking brake module to not engage, without anything to make the driver aware it’s happened. The failure of the brake to engage can result in “a rollaway incident when the driver releases the service brake.”

Bendix Commercial Vehicle Systems, the supplier of the affected units, identified the issue in early February to Tesla. After an investigation throughout the following month, the automaker determined the issue stemmed from 35 “Intellipark Valve Modules” produced by Bendix. That same part has also been identified as the cause for other recalls, “affecting a total of 836 units, including non-Tesla brands.”

The Tesla semis with these units were produced “between November 30, 2022, and February 28, 2023.” Trucks produced since March 14 have been built with units that have “better internals to prevent air leakage.”

Owners of affected trucks will begin recieving letters from Tesla on May 23. The automaker intends to have every affected truck repaired with the improved part.

WISCONSIN TAKE 5 OIL CHANGE CELEBRATES GRAND OPENING

A new Take 5 Oil Change in West Haven, Connecticut celebrated its grand opening in March, as reported by Patch.

Present at the event were West Haven Mayor Nancy R. Rossi, city council members, and other local leaders.

Mayor Rossi assisted the new store’s director of operations, Frank Buffone, in cutting the ceremonial ribbon at the grand opening event.

The new location sits at 1083 Boston Post Road, located in West Haven’s Al -

lingtown neighborhood along the area’s “bustling Route 1 corridor.”

The business is owned by brothers Adam and Jeff Kimberly, who were also present at the grand opening ceremony.

COSTA OIL OPENS NEW LOCATIONS IN NORTH AND SOUTH CAROLINA

Quick lube oil change franchise

Costa Oil has opened new locations in North Carolina and South Carolina, Digital Journal reports.

Two new locations have been opened: one is located in Charlotte, North Carolina, and the second is in Rock Hill, South Carolina. The shops offer a “wide variety of oils” for customers coming through the drive-thru oil change, with a satisfaction guarantee promised for all services.

Owner Mike O’Connor said that the company aims to “make our customers

feel welcome” and recognizes “how important it is to be able to get an oil change quickly and without hassle.”

“We are excited to bring our convenient oil change services to Charlotte and Rock Hill,” Co-owner Matt Wood stated. “Our goal is for every customer who visits us to experience fast, friendly service at an affordable price.”

HYUNDAI

VEHICLES

Hyundai and Kia are recalling over 571,000 vehicles due to the tow hitch harnesses catching fire, AP News reports.

Hyundai has recalled “the 2019 to 2023 Santa Fe, the 2021 to 2023 Santa Fe Hybrid, the 2022 and 2023 Santa Fe Plug-in hybrid and the 2022 and 2023 Santa Cruz.” Only one Kia vehicle was recalled: 2022 and 2023 Carnival minivans.

AND KIA RECALL 570K

The cars were equipped with tow hitch harnesses “that came as original equipment or were installed by dealers.” According to documents from U.S. federal safety regulators, water is prone to enter inside “a circuit board on the hitches,” causing a short circuit, regardless of if the vehicle is on or not.

Hyundai has reported one incident of a fire and five that resulted in heat damage, with no injuries occurring. Kia has not reported any injuries or fires. Vehicle owners are being advised to park the cars outside and away from structures.

The solution will be to have dealers “remove the fuse and tow hitch computer module” until a repair is available. Later on, a new fuse and wire extension with a waterproof connector will be installed. Owners of affected vehicles will begin to receive more information from the manufacturer starting May 16.

SAVANT GROUP APPOINTS BRIAN MILLER AS COO

The Savant Group has announced Brian Miller as the company’s new chief operating officer, according to a press release.

Miller brings training in “six sigma and lean product and process improvement principles” as well as experience with business management, specifically pertaining to “manufacturing, supply chain, procurement, operations, sales, and IT.” He graduated from Central Michigan University with a bachelor’s in business administration, specializing in Sales and Marketing and Logistics Management. Before joining the Savant Group, Miller owned a consulting firm that assisted businesses with their processes, taking care of employees and customers, and growing their business.

“With the addition of his [Miller’s] expertise, we’re poised to accomplish even greater success as we continue to grow our business and improve systems and processes that put our people and customers first,” Savant Group President Rebecca Cox stated.

Putting people and customers first is part of why Miller is “honored” about his new position with the company.

“Together we have a symbiotic relationship that combines the best knowledge in the industry with standardization and digital processes that will take the Savant Group into the future,” Miller said.

FORD RECALLS 22K F-150 TRUCKS

Ford announced a recall of around 222,000 vehicles due to windshield wiper arms breaking while in use, Kelley Blue Book reports.

The recall applies to 2021 F-150 pickups. The reason given by the manufacturer to federal safety regulators was that “worn wiper arm spline tooling core inserts at the supplier resulted in insufficient spline tooth height.”

In simpler terms, the windshield wiper arms on the trucks are prone to snapping, which can pose safety risks for drivers in rainy weather.

Ford’s resolution is for dealers to inspect the windshield wipers on recalled vehicles and perform replacements, if necessary, at no cost to drivers.

WEST VIRGINIA CHANGES VEHICLE INSPECTIONS

West Virginia has officially decided to change state vehicle inspections to being bi-yearly instead of yearly, WBOY 12 News reports.

House Bill 2310 will reduce state vehicle inspections to every other year, as opposed to every year. Additionally, it increases the price of inspections from $14 to $19, though an overall cost saving is argued due to having to pay for fewer inspections.

The bill was signed by West Virginia Governor Jim Justice on March 6. It was first introduced in the West Virginia House of Delegates this past January by Delegate Gary Howell.

The bill underwent “several amendments” throughout both the House and Senate, even sparking some debate. It was passed on March 6.

PREMIER OIL CHANGE & CAR WASH

LOCATION: CENTRAL POINT, OREGON

STAFF SIZE: 8

SHOP SIZE: 3 BAYS

BY HANNA BUBSER

THE BRIGHT LIGHTS OF the Premier Oil Change & Car Wash location in Central Point, Oregon may be eye-catching, but that’s not all that makes this shop stand out.

“It’s on a large site. It’s a two-acre site,” says Matt Webb, president of Premier Oil Change. “And there’s a 135-foot car wash tunnel on the same side as well.”

What began as empty land has been transformed into a quick lube and car wash, opening in December 2021. Webb says it’s the only oil change center in Central Point, which is home to about 15,000 people. It’s located in what Webb describes as a high traffic corridor.

“It’s a growing area and we were actually one of the first

businesses in this particular stretch,” Webb says. “What happened was, the Costco relocated from a different part of town, and we saw that as an opportunity since Costco obviously generates a high amount of traffic.”

AN OUTSTANDING ATMOSPHERE

Webb says the tower at the oil change area provides great visibility from the street. The rest of the exterior is distinctive as well.

“It’s a very unique exterior because it has a red powder coated steel,” Webb says. “It’s definitely a building that stands out.”

Inside, Webb says they strive to create a retail feel for the customer.

PHOTOS BY PHOTO CREATIONS STUDIOS

“My favorite feature is the blue quartz countertops, which are unique for an oil change center,” Webb says. Because most guests stay in their car for the duration of the services, the shop utilizes shelving that allows guests to clearly see products. Also, cleanliness is a top priority – and that’s not just because there’s a car wash involved.

“Our walls are covered with metal instead of a traditional stucco wall or a brick wall,” Webb says. “They’re covered with a metal roofing material, which gives them a really nice look, and they’re cleanable … it’s more of a modern kind of feel.”

KEEP IT MOVING

Considering the multiple services offered at this location, traffic control is important.

“It’s never easy to put an oil change center and a car wash on the same site because you have conflicting traffic patterns,” Webb says. “The buildings are pretty spread out, so there’s very minimal conflicting traffic patterns for the car wash line and the oil change queue.”

Webb says the oil change queue can easily hold 12 cars in the waiting line, if necessary. This is important, because Webb has goals for this location.

“We built the location with 70 to 90 cars a day in mind,” Webb says.

53 million Americans will take a family

Two-thirds of US vehicles are over 75k miles.

ATATUM

@VALUBE.COM

Are You in a Death Spiral?

It’s time to solidify your position with the customer base

RECENTLY, I HAD TO SEND VEHICLES INTO A BODY shop due to wind and tree damage. This was not one of those small, local places, but a large franchise of body shops that each of you likely have in your city. It’s one of those big enough that they have a Geico satellite office built into it.

Taking a look around while I was waiting for the estimate of repairs from the insurance adjuster, I didn’t notice much movement in the shop area. Just inside the office with my adjuster, I noticed the general manager and struck up a conversation regarding employees and hiring. They are shortstaffed by seven to 10 skilled employees to keep up with demand, as they were scheduled out all the way to July with the current staff level.

When we got to talking, it came up how he cannot get this new generation of workers interested in the jobs. They don’t want to apprentice or get dirty. They just want to get paid for what they already know. And this is a prime example of what we are dealing with in our businesses each and every day.

Many of us are old-school operators—let’s admit that. We don’t just give away raises or opportunities. We have been taught that we must work hard and earn our shots. However, somewhere along the line, someone stopped instilling this into our children. Whether it be society or changing of eras, we told our kids that they can do whatever they want, make as much as they want and be anywhere they want just because they could. This has left our industry in a labor death spiral.

What is that exactly? It’s used in reference to a rapidly worsening situation, typically one that ends in disaster, which many of you would say you are in when it comes to finding employees to operate our locations, skilled ones to manage them or certified ones to work in our advanced positions. You are looking for good employees but are having to pay a premium cost for subpar ones. This raises your daily costs in labor and you then lower how many are on the clock to combat that, much like most people

would do in order to balance the accounting. Now you are faced with having to process your customers with slower bay times or worn-out employees. This causes two things. You start to lose customer counts to your faster competition, or you end up losing employees who were not interested in working that hard to begin with. The spiral continues.

But how can you escape this and come out better on the other end?

First, and it will be the hardest to accept, is that you are going to likely have to bite the bullet and staff the locations properly. This may hurt before it gets better. But to maintain your customer counts and build them, you will need labor. Secondly, build your own in-house training program for those expensive skilled employees that that you are always seeking. Now, this is where you can balance the labor scales and potentially pull in some of those next gen employees. They are looking for a job where they can grow and make more money. They leave when they don’t see a way to advance. If you can give them the purpose that they are looking to find, you could see your never-ending search end on that side of the business. Unless, that is, you are happy overpaying those skilled guys until they find someone else that will pay them a buck more.

Just as I finished my conversation with the body shop general manager and was turning to leave, in walked a younger guy wearing a competitor’s uniform. I decided to stick around and pretend like I was checking my emails on the phone. The kid was looking to talk to the manager about a job. They meet, shake hands and the kid proceeds to tell him he’s looking for a job. The manager asks if he has time for an interview. The kids says that he is on lunch break and just wanted to know how much they were hiring for if he was to come there. These are the same conversations that your employees are having right now if they don’t see a direction forward. It’s time to invest in your people and reverse the spiral.

Adam Tatum is director of operations for the Virginia Group, a Jiff y Lube franchisee with 11 locations. He has over a decade of experience in the industry with a proven track record of building customer counts and sales, as well as using innovative ways to bring a new look to the automotive field for both the customer and the employee. Performance comes from growing your business through people.

Three quick lube operations discuss how they maintain fleet accounts

Something that every shop owner can agree on is that they want customers to return to their shop. While the customer base may vary by shop, fleet customers can bring an opportunity of repetition that differs from the average retail customer. Maintaining these accounts can be a different experience to navigate as well.

NOLN spoke with three quick lube operations about their fleet approach. There are many details to keep in mind when it comes to forming an effective strategy, and these operations share some insight into how they build relationships with and provide for fleet customers.

BUILD A RELATIONSHIP

Howard Koffman’s career experience working with fleets has aided him in establishing an approach for Stonebriar. He says his work at Shell revolved around the desire to get new business and cultivate long-lasting relationships. He brought this same outlook into his work with Stonebriar.

“They knew with the right person and the right actions at store level, fleets could be at the vital pillar of growth for Stonebriar,” Koffman says. “So, with that culture ... a lot of store training, and the folks who I knew in the industry, I put together a program to help train the stores on fleet awareness.”

According to Koffman, successful fleet service comes down to the quality of the customer relationship built.

“I was brought in here to acquire and maintain customers, and I think over my career it’s always developing the new business, developing that relationship and watching that build,” Koffman says. “Because once you develop a relationship, they’re going to come back to you. If they have a problem, they’re going to call you.”

He says the types of fleet accounts and the frequency of fleet customers can differ depending on where a shop is located.

“The strategies may vary based upon

By Hanna Bubser

geographics, and with Stonebriar … things that work very well in Arkansas have to be slightly different up in Ohio and Georgia,” Koffman says.

Koffman says larger national fleets may have more vehicles and a bigger territory. This means they could potentially come across a store and decide to use it for service, but he says national fleets also tend to have more options for approved vendors.

Koffman says local fleets tend to hold onto their vehicles for longer periods of time than national fleets, which provides more service opportunities. He says local fleet owners are usually dealt with on a more one-on-one basis, which

means a deeper customer relationship can be formed.

“It’s that local person who will buy more, once you build that trust,” Koffman says.

Koffman recommends shops that are interested in servicing fleets more look at their ability to bring on or incorporate a dedicated fleet employee. They could be part-time or even full-time depending on the size and scale of the operation.

Regardless of if that position is a possibility or not, he says keeping staff aware of the ins and outs of fleet service will help strengthen a shop’s fleet reputation.

“If you don’t know how to service a

fleet, you alienate that customer, he will not … want to come back and will tell his or her friends, ‘Hey, they didn’t even know how look up a fleet account’ or, ‘They didn’t look at the rules enough,’” Koffman says.

This educational piece is critical. Koffman says the frequency in which fleets are serviced is higher than the average retail customer. He says shops could see fleets come in multiple times per year versus the one or two times you may see a retail customer. Additionally, Koffman says developing a fleet program to its full potential may require some patience.

“Fleets take a good three to six

Photos by Meagan Nelson Photography & Bark River Photography

MEET THE EXPERTS

Howard Koffman, business development manager for fleets at Stonebriar Auto Services: Stonebriar is a Jiffy Lube franchise that began in 2019 and oversees 75 service centers in 16 states. Koffman is the resident fleet expert. Prior to joining Stonebriar, Koffman worked at the Shell and Jiffy Lube corporate level in national fleet work and business development support for Jiffy Lube franchisees.

Jordan Mosley, co-owner of Quik’s Oil Change + Car Care: Quik’s Oil Change + Car Care (formerly known as America’s Oil Change and Auto Repair) started around nine years ago and has three locations. The business portfolio of Mosley and his partner also includes fi ve Kwik Kar Lube and Tune locations and one car wash.

David Wade, national sales manager at Valvoline and Chad Snyder, director of commercial fl eet solutions at Valvoline: There are around 1,650 Valvoline locations in the United States. Wade has been with Valvoline for around six years and works with national customers. Snyder has been with Valvoline for 20 years and on the fleet side for around two.

months to nurture because not everybody gets an oil change or service every week,” Koffman says. “So, to really look at the success of a program they need to give it a good sixmonth investment and see how many accounts were open, what the profitability was, did they come back, and how many new customers?”

A WELCOME APPROACH

For Jordan Mosley, building rapport with fleet customers starts by cra ing a welcoming atmosphere in the shop. He says many fleet customers come in first thing in the morning, and it’s nice to leave a good impression on their day.

“So having fresh coffee, having things of that nature, having a clean facility, getting them in and out in a timely manner is super important,” Mosley says.

He says once you foster that relationship, fleet customers are more likely to return because they know they can count on reliable service and quality experience. But like Koffman, Mosley points to location as something to consider for fleet customer availability.

“We have some locations that only do like a few hundred dollars a month in national and local fleets and then we have others that do tens of thousands

of dollars every month in national and local fleets,” Mosley says. “It just depends on the location honestly and what’s around it.”

The type of fleet comes into play as well. Mosley says his locations conduct more consistent business on the national fleet side.

“Once you get in pre y good with the national fleets and you’re starting to service them and they can trust you, they’ll actually refer other fleet companies to your store because they do rate you on the back end,” Mosley says.

Mosley says one challenge to working with local fleets is that they may not use your services as much as they initially claim they will, and price negotiations can be another factor. Mosley recommends working with a local fleet for a li le while to ensure that they are utilizing your services enough before you offer any discounts.

However, Mosley has been able to form some great friendships through the cultivation of local fleet accounts. He says the local approach can form organically.

“If a local fleet does come in, just (strike) up a conversation with them,” Mosley says. “(Ask) how many vehicles they have in their fleet, how o en they’re changing the oil … just ge ing that information for the decision maker

and then passing it along to the manager or the district manager or owner to follow up and give them a call to see if they want to set up something.”

Once you have regular fleet accounts coming in, Mosley says you’ll get to know the services they routinely get done. He says this knowledge can provide an opportunity.

“So most fleets you'll know exactly what they want once you set everything up, you'll know, hey, they do oil change, air filter, and wiper blades … that’s it, they're easier to upsell on fleets, versus I would say the average customer,” Mosley says.

Mosley says fleets require some legwork upfront. He suggests ensuring that time is spent training team members on the different processes required. Mosley says he used to have a dedicated fleet employee, but for the size of his operation it didn’t make sense to keep this position. For outreach purposes, he recommends owners put in the effort to reach out to potential customers.

“The relationship with the fleet company is built by the store manager and its crew,” Mosley says. “You just have to nurture and cultivate each time the driver comes into the business to store for an oil change or service because they're the ones that are going to be coming back."

LARGE-SCALE STRATEGY

Given the sizable network of Valvoline Instant Oil Change locations, the Valvoline approach requires consistency. According to Snyder, with fl eets this includes aiming to get them taken care of within 15 to 20 minutes.

“A big selling pitch for us when we go in is what is an hour of your time in that vehicle worth?” Chad Snyder says. “And a lot of them know it immediately … so, from there we can say, using our method and VIOC then you can add this much profi tability to your business by time saved.”

David Wade explains that Valvoline’s proprietary POS system helps manage the fl eet approach down to the store level, making it easier to keep track of various clients and their needs.

He says the ability to follow prompts through this system allows the technician to concentrate on a quality service instead of procedural steps. Fleets are part of the overall Valvoline training process as well, because the details are important with fleet interactions.

“The decision maker is not behind the wheel,” Wade says.

But maintaining these fleet relationships involves understanding what the customer wants and what they don’t, Wade says.

“I would describe it as you’ve got to thread the needle, because fl eet managers care about two things almost equally: the safety and reliability of their vehicle,”

Wade says. “But not spending on things that are unnecessary on that vehicle.”

According to Snyder, another consideration is the practice of developing a relationship that drives repeat business versus what’s expected of the average retail customer. He says with fl eets you may only see 5% of their 100 vehicles, but it’s Valvoline’s goal to also strive for that other 95%.

“We’re looking for deeper penetration into these fl eets, whereas consumers you’re only dealing with a small number of vehicles per family,” Snyder says.

Snyder says distinguishing the fl eet from the consumer is an important aspect of service, especially because Wade foresees that more fl eet vehicles are on the horizon. Wade says compared to 10 years ago, there are many more on the road due to the infl uence of companies like Amazon and rideshare options.

“The fleet world is changing,” Snyder says. “There are businesses that use fleet to do business and then there’s businesses that their fleet is the business.”

Despite any changes, Wade says that one thing will remain consistent: The Valvoline commitment.

“Our overall tenet is to be quick, easy and trusted,” Wade says. “So that’s the message we give to the fl eet managers as well. We try to take their business model and set everything up for that.”

From Industry Veterans to Lube Shop Startup

What happens when three partners decided to launch a new quick lube brand

By

Peter Suciu Photos by Lexus Gold Photography

ITisn't uncommon for industry veterans to go into business for themselves. That was certainly the case for David Guzman, Frank Muller, and Jeremy Garber, who decided it was time to become the bosses. Muller, who had been in the car wash business for 25 years, joined with Garber and Guzman, who respectively had 25 and 20 years in the business working with Jiffy Lube, and started their own three-bay shop in eastern Pennsylvania, southeast of Allentown and a bit northwest of Philadelphia in the small community of Bechtelsville.

Starting a brand-new shop without having the backing of a big chain was certainly a scary proposition at times, but they also knew the process that they planned to put together would work. Moreover, they took an approach that could almost be described as a bit "against the grain." They also did it without cutting labor or service. Instead, it was about building a loyal customer base by making sure the clientele was out the door as quickly as possible.

The Perfect Location

It is often said that if you love what you do, you'll never work a day in your life. For these partners, not only do they love what they do, but they truly love where

Great Bear 15 Minute Oil Change

Location: Bechtelsville, Pa.

Operators: Frank Muller, David Guzman, Jeremy Garber

Shop Size: 3 Bays (2 quick lube)

Average Car Count: 24

Staff Size: 10

they do it. Guzman, who has some rental properties in the region, tells NOLN that Bechtelsville was simply the perfect place for a shop.

The three partners opted for the name Great Bear 15 Minute Oil Change, both to take the name of the local school and community mascot. In fact, the town is now famous in the region for the local businesses that have custom-ceramic bears in front of local businesses.

It was only fitting that earlier this year the shop added its own bear to greet customers. Named Zoom, he is outfitted in a tropical motif that includes Bermuda shorts and sunglasses, all of which is meant to remind customers that the time between oil changes and services should be an adventure.

For Super Bowl Sunday in February, Zoom was fittingly even decked out in a Philadelphia Eagles t-shirt to show his support for the home team. Zoom might have been disappointed by the eventual outcome, but like the employees in the shop, he'll be greeting clients with a smile.

Fresh Start, New Building

The shop, which opened in August 2021, was purpose-built from the ground up. The partners knew they wanted a clean shop that would grab attention with its

drive-through bays, while those efforts were made to speed up the service.

Garber, who had been on the first Jiffy Lube All-Star team from the Quakertown store that had placed third in the Washington, D.C. finals, had seriously considered efficiency. That included two bays with connecting pits for oil changes while the third bay was dedicated to ancillary sales.

It might not seem like a major consideration, but those bays were the result of a very thought-out process. Guzman, who has a minority stake in another store with multiple pits that are not connected, studied carefully to see what worked as well as what didn't. He and Garber found that those pits weren't the most efficient way for the lower bay tech to get around. When it came time to meet with the construction company, they then ensured a way would be found to have the pits connect.

Obviously, a basement is the best design, Guzman explains, but for a shop that is trying to keep costs down, the connected bays were found to be the way to go. The original design had the bays connecting in the middle with ground lifts on both. When it was determined the floor would not support it, they came up with a solution by connecting them in the back.

Launching a Business During the Pandemic

Great Bear 15 Minute Oil Change actually faced one of its greatest challenges before the doors even opened. Plans were already in place for the shop to open when the Covid-19 pandemic upended the country. That was followed by supply chain bottlenecks in late 2020 and early 2021.

Instead of giving up, the partners pressed on.

"Funny thing was we were building during the pandemic so all the cost kept on going up but we were committed so there was no turning back," says Guzman.

That was also not the end of the challenges that the shop—and really the industry as a whole—has continued to face. Much of 2021 saw record inflation and that was followed by the efforts of the United States Federal Reserve to raise interest rates to slow the economy. Neither is what a newly open shop likes to deal with, and while the town and shop may have a fondness for bears, a "bear market" and the recession that comes with it certainly wouldn't be welcome.

"The high inflation has definitely hurt the bottom line," says Guzman. "We waited as long as we could before we raised pricing."

As a new shop, it meant there was no existing customer base, and Great Bear 15 Minute Oil Change had to claw its way to market. This included at times "over-hiring" so that there would be enough workers to give the customer that great service.

"Just like every market, we have a lot of competition, but I was taught to never worry about that," says Guzman. "I tell my crew we worry about what happens in our four walls, if we give the customer a great service they will not look to go anywhere else. We must always remind ourselves that we are in the customer service biz that just happens to do oil changes."

A True Service Center

In addition to the full-service oil change, the shop also handles cabin filter and air

filter replacements, along with coolant and differential fluid exchanges, as well as tire rotation and transmission services. In just two years in operation, Great Bear 15 Minute Oil Change has seen significant growth.

"The business keeps on growing; every month seems to be a record month for us. We don't do a lot of advertising or coupons, mainly just post on social media and being involved with the community," Guzman continues.

This includes nearly daily posts on Facebook, Instagram, and other platforms, all of which is handled by a web development and digital marketing firm that helped the team use the latest analytics to find its target audience. This has included not only details about the business, but automotive facts and trivia, as well as events in the community. By outsourcing these efforts and carefully targeting different demographics, the shop is able to maintain its "Main Street" connection with its customers in the digital age of smartphones and social media.

The shop also featured a lobby area that is both comfortable and minimalistic. The result is meant to feel more like a lounge, complete with a coffee bar and espresso machine, that is inviting for the

customer. A decision was also made early on not to have the lobby area filled with any point-of-sale clutter.

Instead of TV programming—which today can never satisfy everyone while the wrong news channel might even alienate someone—a decision was made instead to offer Autonet TV. It has maintenance and repair videos that can explain various services to the customer.

"I believe you work more on educating the customers at the 'greet' and making sure the workers in the bay are efficient," says Guzman. "If this happens labor will fall in line."

Planning For the Future

Now that the business is up and running, the current plan calls for an expansion that will include additional locations—a sort of "bear cub" or two.

"Our future plans would be to build two more Great Bear 15 Minute Oil Change facilities, the other owner Frank owns a car wash in Richboro, Pennsylvania, so that may be the next location," said Guzman. "The main thing about our quick lube is we want the customer to feel like they are coming into a friend's house when they come here. We want to give an excellent customer experience."

KEEP PROTECTION ON THE SHELVES

PPE precautions are

a holdover from COVID 19 to keep on hand for contingencies

BY ENID BURNS

THE COVID-19 PANDEMIC IS PAST THE extreme days of high infection rates and lockdowns. At the start of this year, four states (Hawaii, Illinois, Oregon, and Washington) still had indoor mask mandates in place. Small businesses that deal with the public such as quick oil chain shops continue to face challenges to keep up with changing regulations while staying up to speed on day-to-day business operations.

A good standard to live up to is set by the Occupational Safety and Health Administration (OSHA). Businesses nationwide are required to keep certain standards and have regular review. If a business sees a need to go further than OSHA standards, the model set by the organization can be used to implement any additional measures.

Changing Standards

Precautions such as cleaning standards and protective gear have both national and local regulations, which has been difficult for many businesses to keep up with. In a prolonged pandemic rules have evolved over time, and while some Personal Protective Equipment (PPE) standards have lightened, it is advisable to keep gear on hand to use as situations arise.

One effect of the pandemic was to bring cleaning and protective standards to attention, and create better best practices.

“It is best to have a formal safety program which includes the PPE Hazard Assessment required by OSHA,” explains Colette Bruce, owner of Team Safety LLC. “This assessment specifies each task performed by the employees, the hazards associated with those tasks, and PPE required to perform that task safely. This assessment is required to be updated when new assignments/tasks are created, and annually thereafter.”

While some pandemic-related precautions are now relaxed, it is important to keep up with current safety standards and have a plan when it is necessary to increase those measures. Practicing regular safety within a shop or business is always necessary.

“The PPE Hazard Assessment will set out the requirements and best practices for all the tasks performed,” Bruce tells NOLN. “This should be developed with the PPE Written Program that OSHA mandates and posted throughout the shop. Additional signage is a very good way to remind employees of the policies. It is recommended to seek professional assistance with this so it is comprehensive and aligns with OSHA’s requirements.”

Bruce says there are 22 states in the U.S. that have their own OSHA

program, which typically exceed Federal OSHA requirements.

Compliance Concerns

Once the guidelines are set, whether they are imposed by OSHA, the state, or simply by the shop or parent company, it can be a challenge to comply. Standards on cleaning procedures, use of PPE and other practices are only as good as the employees who follow them. Managers may have to instruct employees, but also find individual ways to get employees to follow procedure.

“Behavior-based education is the best way to eliminate resistance from employees and establish a safety culture in the shop. Management leading by example is very important,” Bruce says.

During the pandemic, it was necessary to add more PPE and additional precautions to daily operation.

“We were all over it when COVID first hit,” Bill Floyd, owner of Lucas Oil Center in Evansville, Indiana, tells NOLN. Lucas Oil Center spent time developing policies and adapting to the situation in order to stay in operation.

The OSHA PPE Hazard Assessment is a good place to start for setting best practices for the shop. From there, bringing in new hires is a good time to refresh the staff if best practices are not being met.

“OSHA requires that all employees are trained when a new hire on multiple

topics of which PPE is one of them,” Bruce says. “Then annually the shops are required to conduct training.

“Supporting signage is effective and employers must enforce their policies and lead by example. If there is a sign on the door ‘Safety Glasses Required,’ then that means anyone who enters is to wear the PPE. Employees will lose respect for the PPE if they see others not wearing it.”

Keeping PPE and Supplies in Stock

During the quarantine period of the pandemic, it was nearly impossible to find basic cleaning supplies, masks, gloves, and other PPE materials. While those supplies are more readily available, keeping stock on hand is helpful to keep up with need as it arises.

Just as important as keeping an

“Establishing a PPE distribution system that is a written document similar to the PPE Hazard Assessment that outlines what has been distributed to the employee and when.”

Bruce says. “A policy can also be put in place for lost or negligently damaged equipment that must be paid for by the employee. This tends to encourage proper care of the equipment.”

SHOWCASE WHAT STANDS OUT

Focus on differentiating your business to make the choice clear for customers

BY HANNA BUBSER

WE MAKE DECISIONS EVERY DAY SUCH as where to get dinner or where to run errands. Usually, we have a good idea of what we would prefer. Why we want those things is due in part to what we are made aware of as consumers.

To become a choice quick lube shop option, customers need to understand what services are being provided and what makes each shop distinctive. Standing out in the crowd is important.

Showcasing differentiating factors is

a familiar concept for OilStop CEO Sco Hempy. The strategies that OilStop has implemented have helped its locations form loyal customer bases.

“For OilStop, we’re much more focused than maybe the average shop on quality of service and the reliability and trustworthiness of what we’re doing as opposed to the cheapest value,” Hempy says.

The Challenge

It isn’t always easy to communicate

what’s special about a quick lube business to the customer. It’s one thing to get a customer’s a ention, but it’s another thing to ensure the customer returns.

“I think it’s easy when you’re running a business to focus on profit margins and focus on efficiency metrics. Those are important and have a place, but if you’re missing the main thing (and) the main thing’s not being the main thing— which is serving and having it be our pleasure to serve—it doesn’t really matter how efficient you are,” Hempy says.

“It doesn’t really matter how profitable you are. Because at the end of the day, guests aren’t having that feeling of loyalty and wanting to come back. They’re going to be bought by some other promo and go down the street.”

Hempy says that part of navigating this challenge involves understanding the customer’s needs.

“I think the biggest challenge is really what is the consumer shopping for? What’s the guest who’s coming in looking for?” Hempy says. “One of the areas that I feel like there’s a lot of competing noise in is coupons, discounts and promos.”

Hempy says OilStop aims to communicate the value of a service experience rather than enticing people with promotions and contributing to an already crowded marketing tactic.

“There are different ways to position a company,” Hempy says. “There’s value position and there’s the service offering … I think focusing on the service offering scenario, we’ve tried to differentiate and that has helped us rise above some of the discount noise.”

The Solutions

Hempy says OilStop fully embodies its mission statement: “We will serve people with excellence, humbly, with a servant’s heart.” It was established by OilStop founder Larry Dahl.

“One of the lines Larry used to use a lot is, ‘Always, always do the right thing,’” Hempy says.

Don’t Apply Pressure

Hempy says establishing trustworthiness, reliability and credibility begins when technicians “grab the greet.” This action is executed in a timely manner to ensure that guests feel at ease.

“You feel a sense of calm as a guest, and I think that’s what we’re trying to emulate with grabbing the greet,” Hempy says. “We don’t ever want a guest to sit and wait for us to acknowledge that they’re coming to our house and we want to serve them.”

OilStop technicians also give a

no-pressure statement to assure the customer that they will not be pushed into any services. Hempy says staff are trained to be just as happy with a no as they are with a yes.

“We never want to take advantage of that knowledge gap because we know something they don’t know,” Hempy says. “We want to inform. We want to make sure our guests are getting the information from us and are not getting persuaded by us.”

Stay on the Same Page

To ensure consistency during a guest’s experience, regardless of which location they are visiting, Hempy points to two teams at OilStop.

“We’ve got a dedicated training team and a dedicated internal marketing team, which are two teams that I don’t think a lot of companies invest in or have time for or put effort into,” Hempy says.

When it comes to the training, Hempy says team members are trained to be intentional with words and actions across locations.

“We don’t want the technician ... recommending something in just any old words,” Hempy says. “We want it done in a specific way that makes (guests) feel like there’s not pressure, it doesn’t feel like a sales pitch and (makes) sure it’s clearly communicated.”

The internal marketing team maintains communication with all OilStop technicians, managers and home office employees to ensure the mission statement is built upon every single day. Hempy says strategies for doing so include everything from manager awards to everyday callouts, which don’t go unnoticed by customers.

“Something that guests hear in the bays sometimes is somebody yells, ‘Code 1’ to somebody else,” Hempy says. “That’s basically saying, ‘Good job serving that mission statement.’”

The Aftermath

Prioritizing customer care and embracing the OilStop mission

ensures that customers will keep returning for years to come.

“The things we hear (about) most from guests who’ve been with us a long time are the attitude and the energy of the team,” Hempy says. “You pull in there and it feels like people are happy to be there. It feels like there’s an energy.”

Hempy says quality experiences are valuable to customers these days.

“I think we all, as consumers, kind of miss feeling like we’re being taken care of (and) feeling like someone cares,” Hempy says.

OilStop ensures customers are cared for by making each interaction about more than just the service being rendered. Hempy says it’s ultimately about making the customer feel comfortable.

“These things aren’t always measurable, but the feeling you get when you pull up and they offer you a cold water while you’re waiting, you feel appreciated. You feel like you’re appreciated, and you’re being thought of. To me, that is the best marketing there is.”

The Takeaway

Differentiating your business and communicating those differences to your customers can help you stand out amongst competitors. It may involve extra effort but according to Hempy it’s worth it.

“It’s important because not everyone does it,” Hempy says. “It’s kind of an overlooked piece of the puzzle that to me and our team is the most important piece of the puzzle.”

But the work doesn’t stop once you get the customer in the door, Hempy says. In many ways, that’s when the real work is just getting started.

“It costs a lot to gain a customer in the oil change business. I think it’s what you do with them once you have them that matters a lot more than necessarily just the acquisition spend on the marketing or the advertisement or the coupon,” Hempy says. “How do you retain? How do you drive retention? I think that’s the focus that maybe gets missed sometimes.”

DRIVERLESS IN YELLOWSTONE

Autonomous vehicle technology is already up and running in a remote National Park

BY MARAYA KING

Beep, an autonomous shuttle program based out of Florida, operates an autonomous shuttle at Yellowstone National Park.

With companies like Cruise and Waymo deploying in autonomous vehicles in California, Beep is looking to set itself apart from the crowd and offer a unique perspective on the ways in which autonomous vehicles can shape our world view.

The National Parks Service describes the effort as a pilot project of sorts to determine how feasible short-length shuttle services can be in other parks.

The system is up and running now, but ADAPT reached out back when the vehicle autonomy company announced a move to Yellowstone. Beep CEO, Joe Moye, talked about the program and its historic location in an interview that offered insight into the new grounds that vehicle technology is reaching.

Q: Why did Beep choose to partner with the National Parks Service?

A: Beep sees tremendous value in working alongside NPS and Yellowstone National Park to test out these technologies as they look to improve the visitor experience at the park.

Q: What is the vehicle design of the AVs that will be operating in Yellowstone?

A: Beep proposed three AV platforms to NPS during the proposal. They all seat eight to 10 passengers. The designs are very accommodating

with a modern look and a full step-in cabin with a low profile designed for a comfortable and friendly rider experience. We will be selecting the final brand of autonomous shuttle before the end of the year in concert with NPS based on the ultimate route selected for the service.

The vehicle is fully driverless following a fixed route at a controlled speed. Each shuttle will be supported and monitored by an onboard specialist and our Beep Global Command Center to ensure the safe operation of the vehicle.

Q: How does Beep hope to improve viewer experience with the use of AVs in National Parks?

A: The two electric autonomous shuttles Beep will deploy in the Village Canyon area of Yellowstone National Park have large glass windows and an open design enabling passengers to experience and see the outdoors while riding in the vehicle.

The attendant onboard will also serve as both an ambassador to autonomous technology and to the park by providing information to riders about key destinations along the route.

Q: How is the path decided?

A: Multiple paths are under consideration with the Yellowstone team and we are supporting this planning effort. Ultimately, the objective is to conduct this test in an area which will provide expanded mobility to a good sample of visitors and campers connecting various lodges, camping areas and other services in Canyon Village.

The shuttle stops and frequency will also be evaluated with the Beep and Yellowstone team to provide a level of service that best accommodates visitors’ needs.

Q: How does Beep ensure the vehicle will not damage the landscape it occupies?

A: Our vehicles operate on a fixed route engineered by our team and do not deviate from the predetermined path. The vehicles are equipped with a series of sensors (camera, radar and LiDAR) to provide a 360-degree view of the environment around the vehicle.

This allows it to detect cyclists, pedestrians, wildlife, other vehicles or anything that may be in the vehicle’s path or alongside the vehicle.

Q: What’s in the future for Beep?

A: We are also operating and currently planning two Florida Department of Transportation funded projects utilizing autonomous shuttles to work in concert with their existing transit network and services.

Beep sees value in testing these autonomous vehicle platforms in various use cases and environments. It is our hope and goal to have the opportunity to engage other projects at Yellowstone and other parks upon the successful testing of this service.

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

PHOTOS CREDIT TO NATIONAL PARK SERVICE

Honoring technicians aged 35 and younger who are moving the service repair industry forward, who excel in their current roles and are passionate about their work.

DEADLINE TO ENTER: JUNE 2, 2023

Prizes

Trip to 2023 AAPEX/SEMA Show in Las Vegas

Trip for two to the STX Supplier and Training Expo in Nashville in April 2024

Tools & Equipment from contest sponsors

Award plaque and uniform patch

Qualifications

Techs aged 35 or younger (Must be born after January 1, 1988)

At least 2 years experience in the industry

Shown career development, innovation in their role, technical or educational achievement, community service and importance to the shop

Techs can be nominated or nominate themselves

VISIT vehicleservicepros.com/2023bestyoungtech FOR MORE INFO OR TO SUBMIT YOUR NOMINATION TODAY!

BROUGHT TO YOU BY:

Austin Matney, 2022 Best Young Tech Award winner

Every oil change is either an opportunity gained to better service today’s vehicles or an opportunity lost as your shop lacks the necessary inventory to get the job done. Which will you be?

As more rigorous and specific recommendations come from OEM factory floors, the range of new specialized oils has expanded exponentially to meet those needs. If you don’t stock the specialty motor oils—varieties of synthetic, synthetic-blend, high-mileage, and diesel—to service the vehicles rolling through your bays, rest assured your competitors are taking advantage. That’s why NOLN has compiled the annual Specialty Motor Oil Guide, a comprehensive list of the specialty motor oils available.

What is specialty motor oil? It’s anything that falls outside the term conventional oil. Inside, you’ll find a growing list of high-tech synthetic oils as well as synthetic blends. These oils cater to a growing array of SAE grades as required by manufacturers, but they also address driver needs. Varieties of high-mileage, truck oil and even hybrid oils have been developed to help customers choose the right product.

NOLN also lists which engine oil specifications a product meets, be it API, ILSAC, ACEA, dexos or other.

Don’t let tomorrow’s opportunity pass you by. Be sure your shop is stocked with every oil the market demands.

Chevron Lubricants

Havoline PRO-DS High Mileage Full Synthetic

API SP/SN Plus/Resource Conserving ILSAC GF-6A

HTO-06 (5W-30); Chrysler MS-6395 (0W-20, 5W-20, 5W-30); Fiat 9.55535-CR-1 (0W-20, 5W-20, 5W-30); Ford WSS-M2C960-A1 (5W-20);

5W-20, 5W-30

Havoline PRO-DS Full Synthetic

API SP/SN Plus/Resource Conserving (0W-16, 0W-20, 5W20, 5W-30, 10W-30);

API SN (5W-40, Euro 5W-40)

SP/SN

ILSAC GF-6A (0W-20, 5W20, 5W-30, 10W-30);

ILSAC GF-6B (0W-16)

A3/B4 (5W-40);

C3 (Euro 5W-40)

GM dexos1 Generation 3 (0W-20, 5W-30) / Y

GM dexos 1 Generation 3 (0W-20, 5W-30) / Y; dexos2 (Euro 5W-40) / Y

Acura/Honda HTO-06 (5W-30); Chrysler MS-6395; Fiat 9.55535-CR-1; Ford WSSM2C960-A1 (5W-20); Ford WSS-M2C961-A1 (5W-30); Ford WSS-M2C962-A1 (0W-20); GM 6094M (5W-20, 5W-30); GM 4718M (5W-30)

Acura/Honda HTO-06 (5W-30); Chrysler MS-6395 (0W-20, 5W-20, 5W-30, 10W-30); Fiat 9.55535-CR-1 (0W-20, 5W-20, 5W-30, 10W-30); Ford WSS-M2C960-A1 (5W20); Ford WSS-M2C961-A1 (5W-30); Ford WSS-M2C962-A1 (0W-20); GM6094M (5W-20, 5W-30, 10W-30); GM4718M (5W-30, 10W-30); BMW Longlife-01 (6th Ed.) (5W-40); BMW Longlife-04 (6th Ed.) (Euro 5W-40);

FCA US LLC (formerly known as Chrysler Group LLC) MS-12991 (5W-40); Daimler-MB

Approval 229.50 (5W-40); Daimler-MB Approval 229.51 (Euro 5W-40); Porsche A40 (5W-40, Euro 5W-40); VW 505 00 (5W-40, Euro 5W-40); VW 505 01 (Euro 5W-40); VW 502 00 (5W-40)

Chrysler MS-6395; Fiat 9.55535-CR-1; Ford WSS-M2C930-A (5W-20); Ford WSS-M2C960-A1 (5W-20); Ford WSS-M2C961-A1 (5W-30); Ford WSS-M2C962-A1 (0W-20); GM 6094M (5W-20, 5W-30, 10W-30)

0W-20, 5W-20, 5W-30

Havoline Synthetic Technology

GF-6A

Havoline Synthetic Blend API SP/SN Plus/Resource Conserving ILSAC GF-6A

GM dexos1

Generation 3 (0W-20, 5W30) / Y

Chrysler MS-6395; FIAT 9.55535-CR-1 (5W-30); Ford WSS-M2C961-A1 (5W-30); Ford WSS-M2C962-A1 (0W-20); GM 6094M (5W-30)

0W-16, 0W-20, 5W-20, 5W-30, 10W-30, 5W-40, EURO 5W-40

0W-20, 5W-20, 5W-30, 10W-30

Delo 400 XSP Full Synthetic

Delo 400 XLE Synthetic Technology

Delo 400 SDE

CK-4, CJ-4, CI-4, CI-4 PLUS, CH-4, SN; SN PLUS

CK-4, CJ-4, CI-4, CI-4 PLUS, CH-4, SN, SN PLUS

CK-4, CJ-4, CI-4, CI-4 PLUS, CH-4, SN (15W-40)

Delo 400 XSP-FA Full Synthetic FA-4, SN, SN PLUS SN PLUS

Delo 400 ZFA Synthetic Technology FA-4, SN, SN PLUS

Delo 400 SNG Natural Gas

E6 (5W-30), E7 (5W-30), E9

E6, E9

E9

Chrysler MS-6395; FIAT 9.55535-CR-1 (5W-30); Ford WSS-M2C960-A1 (5W-20); Ford WSS-M2C961-A1 (5W-30); GM 6094M 5W-20, 5W-30

Cummins CES 20086; DEUTZ DQC III-18 LA (15W-40); DEUTZ DQC IV-18 LA (10W-30); Mack EOS 4.5; Volvo VDS-4.5; Renault RLD-3; Caterpillar ECF-3; MTU Category 3.1 (15W-40); Detroit Fluid Specification (DFS) 93K222

Allison TES-439 (5W-40); Cummins CES 20086; Daimler MB-Approval 228.31; Daimler MB-Approval 228.51 (5W-30); DEUTZ DQC III-18 LA (5W-40); DEUTZ DQC IV-18 LA (5W-30); Detroit Fluids Specification (DFS) 93K222; Mack EOS 4.5; Renault RLD-3; Ford WSS-M2C171-F1(15W-40); Volvo VDS-4.5; Caterpillar ECF-3; JASO DH-2 (5W-30, 5W-40); MAN M 3575 (5W-40); MTU Category 2.1 (5W-40); MTU Category 3.1 (5W-30)

Allison TES-439 (15W-40); Cummins CES 20086; Daimler MB-Approval 228.31; Daimler MB-Approval 228.51; Detroit Fluids Specification (DFS) 93K222; DEUTZ DQC III-18 LA; Mack EOS 4.5; MTU Category 2.1 (10W-30); MTU Category 3.1 (15W-40); Renault VI RLD-3; Volvo VDS-4.5; Caterpillar ECF-3; JASO DH-2 (10W-30); MAN M 3575

Cummins CES 20086; Daimler MB-Approval 228.31; Detroit Fluids Specification (DFS) 93K222; DEUTZ DQC III-18 LA (15W-40); Ford WSS-M2C171-F1 (10W-30); Mack EOS 4.5; MTU Category 2.1 (15W-40); Renault VI RLD-3; Volvo VDS-4.5; Caterpillar ECF-3; JASO DH-2 (10W-30); MAN3775 (15W-40) MAN 3575 (10W-30)

VDS-5; Mack EOS-5; JASO DH-2F; Cummins CES 20087; Detroit Fluids Specification (DFS) 93K223; Ford WSS-M2C214-B1; Daimler MB-Approval 228.61

Cummins CES 20087; Detroit Fluids Specification (DFS) 93K223; Ford F150 diesel engines where Ford WSSM2C214-B1 or API FA-4 SAE 10W-30 is specified; Daimler MB-Approval 228.61

Cummins CES 20092; meets all of the requirements for Cummins CES 20085

10W-30, 15W-40

5W-30, 5W-40, 15W-40

10W-30, 15W-40

10W-30, 15W-40

5W-30

10W-30

15W-40

Lucas Oil Products Inc.

800.342.2512

lucasoil.com

EOS-4.5M E0-0 Premium Plus, E0-N, Volvo VDS-4.5, Caterpillar ECF-3, Cummins 20086, CES 20081, CES 20087, Detroit Fluid Specification (DFS) 93K223, 93K222, DFS 93K218, Daimler MB 228.31, MAN M3575, MTU Catagory

Renault RLD-4, Ford WWS-M2C171-F1C171-F1

EOS-4.5M E0-0 Premium Plus, E0-N, Volvo VDS-4.5, Caterpillar ECF-3, Cummins 20086, CES 20081, CES 20087, Detroit Fluid Specification (DFS) 93K223, 93K222, DFS 93K218, Daimler MB 228.31, MAN M3575, MTU Catagory

2.1, Renault RLD-4, Ford WWS-M2C171-F1C171-F1 15W-40

Cummins 20087, Daimler MB-228.61, Detroit Fluid Specification (DFS) 93K223, Recommended for: Ford F150 diesel engines where Ford WSS-M2C214-B1

Mighty Auto Parts

770.448.3900

mightyautoparts.com

Mobil 1 High Mileage

SJ,SL,SM, SN, SN PLUS,SP,(0W20,5W-20,5W-30,10W-30, 10W-40); SP Resource Conserving (0W-20,5W-20,5W-30)

Mobil 1 Advanced Fuel Economy

Mobil 1 ESP, ESP Formula, ESP X2, ESP X3

SJ,SL,SM,SN,SN PLUS,SN Resource Conserving, SN PLUS Resource Conserving,SP,SP Resource Conserving (0W-16,0W-20,0W-30)

CF (ESP 0W-40, 5W-30), SM (ESP 5W-30); SN (ESP 5W-30, X3 0W-40); SN PPLUS ( X3 0W-40); SL (ESP 5W30, 0W-20, 0W-30), SJ (ESP 5W-30); SP (X2 0W-20, 0W-30)

Mobil 1 FS SJ,SL,SM,SN, SN PLUS, SP, CF (0W-40,5W-40,5W-50)

Mobil Super Synthetic

SJ,SL,SM,SN,SN PLUS, SN PLUS Resource Conserving,SN Resource Conserving,SP,SP Resource Conserving (0W-16,0W-20,5W20,5W-30,10W-30)

Conserving (5W-20,5W-30)

Mobil Special

SL,SM,SN,SN PLUS, SP (5W-20,5W30,10W-30,10W-40,20W-50); SN PLUS Resource Conserving, SN Resouce Conserving, SP Resource Conserving (5W-20, 5W-30, 10W-30)

Mobil Delvac 1 CK-4, CJ-4, CI-4, CI-4 PLUS, CH-4, SN, SM; SL (ESP 5W-40)

Mobil Delvac Extreme CK-4, CJ-4, CI-4, CI-4 PLUS, CH-4, CG-4, CF; SL (15W-40), SM (15W-40)

Mobil Delvac 1300 Super

CK-4, CJ-4, CI-4, CI-4 PLUS, CH-4,

CG-4, CF, SP, SN, SM (10W-30, 15W40); CF-2, CF-4, SL (15W-40)

GF-6A (0W-20, 5W-20, 5W-30; 10W-30)

GF-6B (0W-16);

GF-6A (0W-20, 0W-30) GM Dexos1Gen 3 Licensed (0w20, 0w-30)

C2-16 (5W-30);

C3-16 (0W-30, 5W-30, X3 0W40) ; C5-16 (X2 0W-20); C6-21 (x2 0W-20)

A3/B3-16, A3/B4-21 (0W-40,5W40,5W-50)

GM Dexos 2

(5W-30) , GM4718M (5W-30, 10W-30)

FORD WSS-M2C947-A(0W-20), FORD WSS-M2C947-B1(0W-20), FORD WSS-M2C962-A1 (0W-20); FORD WSS-M2C945-A (5W-20), FORD WSS-M2C945-B1 (5W-20), FORD WSS-M2C960-A1 (5W-20); FORD WSS-M2C946-A(5W-30), FORD WSS-M2C946-B1(5W-30), FORD WSS-M2C961-A1 (5W-30); FIAT CHRYSLER AUTOMOTIVE MS-6395 (0W-20, 5W-20, 5W-30); FIAT CHRYSLER AUTOMOTIVE MS-13340 (5W-30)

GM6094M (0W-20,0W-30); FORD WSS-M2C947-A (0W-20), FORD WSS-M2C947-B1 (0W-20), FORD WSSM2C962-A1 (0W-20); GM 4718M (0W-30), FORD WSS-M2C929-A (0W-30), FORD WSS-M2C953-A (0W-30), FORD WSS-M2C953-B1 (0W-30), FORD WSS-M2C963-A1 (0W-30); FIAT CHRYSLER AUTOMOTIVE MS-6395 (0W-20)

MB 229.31, MB 229.51 (0W-30, 5W-30, ESP X3 0W-40); MB 229.52 (0W-30, 5W-30, X3 0W-40); MB 229.71, Porsche C20,VW 508, VW509 (X2 0W-20); Porsche C30, VW504 00,VW507 00 (0W-30, 5W-30); FIAT 9.55535S2 (ESP 0W-40); VW 502,503,503.01,505,506, PSAB712290, PSAB712297 (5W-30); VW511, PorscheC40, FIAT9.55535-S2 (X3 0W-40)

China GB, FIAT 9.55535-M2, Porsche A40, MB 229.3,(0W-40,5W-40,5W-50); MB 229.5, AVTOVAZ (Lada cars) (0W-40, 5W-40); VW 502, VW 505 (0W-40,5W-40); Nissian Genuine Performance, Ford WSS-M2C937-A, VW 503.01 (0W-40), BMW Longlife, RENAULT (5W-40); LEXUS (5W-50)

0W-20,

GF-6A (5W-20,5W-30, 10W-30) GM Dexos 2 (0W-40,5W-30), GM Dexos D (X2 0W-20) 0W-20, 0W-30,0W-40, 5W-30

GF-6A(0W20,5W-20,5W30,10W-30); GF-6B (0W-16)

GM dexos1:GEN3 Licensed (0W-20,5W-30)

GF-6A(5W20,5W30,10W-30)

E7-16,E9-16

E7-16, E9-16

0W-16,0W20,5W-20,5W30,10W-30

5W-20, 5W-30,

FORD WSS-M2C930-A, FORD WSS-M2C945-A, FORD WSS-M2C945-B1, FORD WSS-M2C960-A1 (5W-20); FORD WSS-M2C929-A, FORD WSS-M2C946-A, FORD WSS-M2C946-B1, FORD WSS-M2C961-A1 (5W-30); GM6094M (5W-20,5W-30,10W-30); Chrysler MS-6395 (5W-20,5W-30,10W-30) 5W30, 10W-30, 10W-40,

ALLISON TES 439 (0W-40); Caterpillar ECF-3 (0W-40, 5W-30, 5W-40); CUMMINS CES 20081 (0W-40, 5W-40); CUMMINS CES 20086 (0W-40, 5W-30, 5W-40);DAF Extended Drain (5W-30); Detroit Fluids Specification 93K218 (5W-40); Detroit Fluids Specification 93K222 (5W-30, 5W-40); DEUTZ DQC IV-18 LA (5W-40); FORD WSS-M2C171-F1 (0W-40); ISUZU DEO (w/ DPD Equipped Vehicles) (5W-30, 5W-40); JASO DH-2-17 (5W-30, 5W-40); MACK EOS-4.5 (0W-40, 5W-30, 5W-40); MAN M 3677 (5W-30); MAN M 3775 (5W-30); MB 228.31 (5W-40); MB 228.51-V2019.1 (5W-30); MB 228.52-V2019.1 (5W-30); MTU Oil Category 2.1 (0W-40, 5W-40); MTU Oil Category 3.1 (5W-30); RENAULT VI RLD-3 (5W-30); RENAULT TRUCKS RLD-3 (5W-40); VOLVO VDS-4.5 (0W-40, 5W-30, 5W-40)

ALLISON TES 439 (15W-40); Caterpillar ECF-2 (15W-40); Caterpillar ECF-3 (10W-30, 15W-40); CUMMINS CES 20081 (10W-30, 15W-40); CUMMINS CES 20086 (10W-30, 15W-40); Detroit Fluids Specification 93K218 (10W-30, 15W-40); Detroit Fluids Specification 93K222 (10W-30, 15W-40); DEUTZ DQC II-10 LA (15W-40); DEUTZ DQC II-18 LA (10W-30); DEUTZ DQC III-10 LA (15W-40); JASO DH-2-17 (10W-30, 15W-40); MACK EO-N Premium Plus 03 (15W-40); MACK EO-O Premium Plus (10W-30, 15W-40); MACK EOS-4.5 (10W-30, 15W-40); MAN M 3575 (10W-30, 15W-40); MAN M 3775 (10W-30, 15W-40); MB 228.31 (10W-30, 15W-40); MTU Oil Category 2.1 (15W-40); RENAULT TRUCKS RLD-3 (10W-30, 15W-40); VOLVO VDS-3 (10W-30, 15W-40); VOLVO VDS-4 (10W-30, 15W-40); VOLVO VDS-4.5 (10W-30, 15W-40)

Caterpillar ECF-3 (10W-30, 15W-40); CUMMINS CES 20081 (10W-30, 15W-40); CUMMINS CES 20086 (10W-30, 15W-40); Detroit Fluids Specification 93K218 (10W-30, 15W-40); Detroit Fluids Specification 93K222 (10W-30, 15W-40); DEUTZ DQC II-10 LA (10W-30, 15W-40); ISUZU DEO (w/ DPD Equipped Vehicles) (10W-30, 15W-40); JASO DH-2-17 (10W-30, 15W-40); MACK EO-N Premium Plus 03 (15W-40); MACK EO-O Premium Plus (10W-30, 15W-40); MACK EOS-4.5 (10W-30, 15W-40); MAN M 3275-1 (15W-40); MAN M 3575 (10W-30, 15W-40); MB 228.31 (10W-30, 15W-40); RENAULT TRUCKS RLD-3 (10W-30); VOLVO VDS-3 (10W-30); VOLVO VDS-4 (15W-40, 10W-30); VOLVO VDS-4.5 (15W-40, 10W-30)

Mobil Delvac HDEO CK-4, CJ-4, CI-4, CI-4 PLUS, CH-4 ECF-3, CES 20081, CES 20086, Detroit Fluids Specification 93K218 and 93K222, , FORD WSS-M2C171-F1 (10W-30), MACK EO-O PREMIUM PLUS, MACK EOS-4.5, RENAULT VI RLD-3, VOLVO VDS-4,VOLVO VDS-4.5; China GB 11122-2006 CI-4, MTU OIL CATEGORY 2.1 (15W-40)

20W-50

0W-40 (ESP), 5W-40 (ESP), 5W-30 (ESP)

10W-30, 15W-40

10W-30, 15W-40

15W-40

Royal Purple royalpurple.com

LSAUCIER @FULLSPEEDAUTOMOTIVE.COM

Making the Impact

Giving every team member a chance to be the best

IT MAY BE THE AGE I AM GETTING INTO, BUT I HAVE been thinking a lot about impact. Just in case you are wondering, my age sits between “oh you’re not that old” to “dang, you need a nap?” I guess in a way, age is as much of a perspective measurement as impact is.

In my early days of the industry, I walked into a room where my leaders were pushing in their 40s. Me, much younger and much more naïve, I couldn’t imagine what someone of that age would be doing still hanging around in this industry. Like I said, naïve. Luckily my perception of their age didn’t negatively affect my impression of the impact they could have on my life. Many years later I have learned so much from these men professionally and personally. And as fate would have it, I still get to learn from these leaders on a daily encounter, but man have they aged.

As I reminisce of those days and the lessons learned by those countless that have impacted me, I wonder how my impact has been on others. I shy away from receiving direct positive feedback but hope that I have been able to successfully advise on a few path corrections in my interactions. The burning question still lingers in my head. Why do I, and others, seek impact? And while we are at it, how do we as leaders coach to positively impact better those around us?

HOW TO DETERMINE YOUR IMPACT

There are those who seek normalcy to fit in. Those who are told at hire they are getting X dollars an hour, but since they are new, they only know part of the job and therefore are getting paid the full amount without being able to perform the full job yet. They are motivated by the need to pay attention and catch up to earn what they are making. Their impact on the team is catching up so they do not make waves. Your impact to them was to show them their path to do so. These types are typically described as “S” in the DISC model.

There are those in our business who want to impact the bottom line. The sales professionals connect products and services to people, focusing on ticket average, service percentages and car counts. They are typically “I” personalities and

DISC profile and feed off the customer interactions and opportunities. The “D” personalities also feed off the ticket averages, but are less motivated by the interaction, instead the task of getting it done makes them tick. The accounting types, or “C” in the DISC, are those who desire to fill out the morning paperwork and can be found counting and straightening the inventory. These are impacted by the ability to make the numbers match which shows the opportunities of different ways to move the needle further.

As a whole, all of these are great and needed places in our business. The ones who seek out impact in the relationships are the ones that are more cherished in my eyes. They may seem to stray from the game plan, pushing aside monetary profit to teach, preach and reach. These are the people who love our PM side of the industry more than anything. Not for the ease of the jobs, but the access to the raw or unpolished talent pool. Like a bamboo farmer, they tend to the needs of the unseen for a very long time, trusting the process they have labored over will eventually sprout almost out of control and provide comfort in knowing their dedication worked.

Our young and inexperienced workforce needs our guidance, wisdom and patience. I can’t count how many times my mentor Pete Frey should have fired me over the years. A much harder equation, and the start of this article is attempting to find out how many I have impacted because of his impact on my career and my life. There is no measurable monetary repayment of those who seek to set aside profit for persuasion. The best way to repay a soul like that is to push forward, grow as tall as they can, knowing they too can create impacts passed down from farmer to farmer. It is my purpose and the purpose of so many greater leaders than me to push past the P&L (profit and loss) to the greater statement “P of L” (purpose of life) and create the most immeasurable and unaccounted impacts.

I will challenge everyone to plant seeds, tend to the crop of the unknown, so that one day they will sprout, tall and plentiful. When that day comes, you will hope that their impact on life is measured by their own success, and never by your work.

Lenny Saucier has been serving the automotive aftermarket and its future leaders since 2000. He serves as the director of retail training for Fullspeed Automotive.

LENNY SAUCIER

t t i o T t W

ISIPAY ™ FLEET CARD INTEGRATION

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ACCEPTED FLEET CARDS

` Wex/Wright Express

` Voyager

` Fuel Man (only non-fuel)

` Visa Fleet

` Mastercard Fleet

` FleetOne

` FleetCOR