NOLN - August 2023

A NEW VENTURE

Bringing service to a community without nearby options

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NAVIGATE INDUSTRY EVENTS

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FUEL YOUR FRANCHISE

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CONNECT WITH SUPPLIERS

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Great Opportunity Bill Brown opted out of a quiet retirement and now runs a Grease Monkey location in Mesquite, Nevada.

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GOVERNOR ABBOTT ELIMINATES TEXAS SAFETY INSPECTIONS

Texas Governor Greg Abbott has officially signed the elimination of annual vehicle safety inspections into law, Jalopnik reports.

The law was passed by the Texas state legislature a week prior to Abbott’s signature being penned, according to reporting from KXAN. There was a shadow of doubt thrown on whether Abbott would go through with the bill, with law enforcement officials such as Travis County Constable Stacy Suits urging him to veto it.

Supporters of the bill have argued it will save Texas residents time and money, but criticism cites that with the $7.50 fee for inspections being replaced with an “inspection program replacement fee” of the same price, people may only save money by putting off repairs for things that they otherwise would have been required to maintain.

Though the bill has been signed, it won’t be put into effect until 2025. Seventeen counties in the state will still require annual emissions inspections, which include Harris, Fort Bend, Brazoria, Montgomery, Galveston, Williamson, Travis, Dallas, Tarrant, Denton, Collin, Rockwall, Kaufman, Ellis, Johnson, Parker and El Paso.

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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

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

ASSOCIATE PUBLISHER Andrew Johnson ajohnson@endeavorb2b.com

ASSOCIATE SALES DIRECTOR Mattie Gorman mgorman@endeavorb2b.com

DIRECTOR OF BUSINESS DEVELOPMENT Cortni Jones cjones@endeavorb2b.com

ACCOUNT EXECUTIVES

Diane Braden dbraden@endeavorb2b.com

Marianne Dyal mdyal@endeavorb2b.com

Chad Hjellming chjellming@endeavorb2b.com

Bob Marinez bmarinez@endeavorb2b.com

Lisa Mend lmend@endeavorb2b.com

Michael Parra mparra@endeavorb2b.com

Martha Severson mseverson@endeavorb2b.com

Kyle Shaw kshaw@endeavorb2b.com

Sean Thornton sthornton@endeavorb2b.com

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THE BUILDING BLOCKS

This month’s issue of NOLN is all about creating good habits and maintaining relationships

THE ORIGIN STORY FOR BILL

Brown’s shop is about as straightforward as it gets. He couldn’t find a decent quick lube in his small town, so he started one.

There’s a lot more to the story, which you can read about in this month’s profile. But with Brown’s giving spirit as the building block, it’s easy to see why he’s seen success at his Grease Monkey location. He’s quoted in the story as saying that he wakes up every day energized and happy. How many of us can say that?

This August issue of NOLN is truly about building blocks. They are the basis of the rest of the business, upon which your growth rests. Even in a franchise system that offers some tools of the trade to help get shops on the right foot, there are operators who make it and there are those who don’t. That tidbit comes from “The Franchise Handbook,” one of this month’s articles.

Of course, the automotive service business is about relationships. You can also read about working with distributors, which is one of the most crucial relationships out there. This month’s case study is all about maintaining great supplier relationships.

A building block that all shops have, whether they know it or not, is culture. The feature story this month focuses on that dynamic and features perspectives from both the multi-shop

network and the single-shop owner. In both setups, company culture sets the tone for staff each day. It can be tough to know how involved a business owner should be with the rank-and-file staff in daily matters, but it’s crucial that the business owner shows up and sets that culture. Absent that first step, a shop’s culture will take root nevertheless, as an operator told me once. And in that case, it might not be the shop culture you’d prefer. After reading this month’s feature, you’ll find that an open-door policy of sorts is a thread that appears in most successful cultures.

As a building block, shop culture can provide a backstop during challenging times. Right now, in the summer travel months, hopefully your shop’s main challenge is a constant line of cars in queue. That’s one of those good problems. But when your team has practiced habits—like good communication, helping out during downtime, and keeping a cool head—then those are the actions they will take when the shop is busy. It’s automatic.

My father always told me not to talk bad about other people in private, because that’s a path toward creating a bad habit. Practice keeping that kind of talk to yourself as a good habit, and maybe in a tense conversation, it becomes your automatic response. That’s a foundation, a building block.

The tough thing about a building block is that it’s tough to rearrange those foundational elements. But don’t fret; it’s never too late to make a positive change.

MATT HUDSON CONTENT DIRECTOR, NOLN

TRAINED GREETERS MEAN INFORMED CONSUMERS WHO BUY

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TALKING SHOP STRUCTURE

Each quick lube shop has its own story to tell. Whether you operate in a single location or have a network of shops, your story as a shop owner is part of the greater quick lube narrative that stretches across the country.

In the 2023 NOLN Industry Survey, we asked several questions about one chapter of that story: Operations. Data reveals that most respondents don’t run a franchise location. For the question about acquisitions versus new builds, respondents were pretty evenly split aside from the “other” section.

Is your operation a franchise?

Yes: 32%

No: 68%

For the majority of your shops, did you acquire or build new?

For some quick lube owners, making an acquisition is the right move. Learn strategies for navigating the acquisition process at noln.net. Search “Make a Splash with Your Acquisition.”

Nothing brings the automotive aftermarket community together like AAPEX. It’s the only event where hands-on training meets expert-led business education. Where professionals and industry leaders from around the world gather to make connections, catch the latest demos, and find the perfect products. And it’s where you belong. Secure your spot today.

LOU STORNELLO HAS ALWAYS loved the feeling of running his own shop, but when he moved to Beaverton, Michigan in 1999, he left behind the shop he had to work as a technician.

Twenty years later, he knew it was time to return to his role as a shop owner and took over T & J Automotive—an established business that he and his wife, Tina, helped launch into success it had never seen.

Stornello sat down with NOLN to talk about how his business got to where it is now: Opening a separate facility dedicated to oil changes due to the volume of business they now receive.

Born to Run a Shop

Stornello owned his first shop in Flint, Michigan in the late 1990s. He and his wife lived on the east side of Flint before making the decision to move to Beaverton in 1999. Following the move, Stornello hoped to open another shop, having enjoyed the work he was doing.

Not finding many options for sale at the time, he gained a job as a technician at a shop in Gladwin, Michigan, and stayed there for 20 years.

In 2020, Stornello decided he wanted to do something different, and got in touch with the now-former owner of T & J Automotive.

The previous owner had difficulty getting around due to hip issues, and being the only one there, was unable

SMALL TOWN SUCCESS

to work quickly. Looking to retire, he accepted Stornello’s offer for the shop.

“The gentleman that was working here before was pretty much working on his own,” Stornello recounts. “So we churned out quite a few more cars.”

The business continued to pick up, with Stornello completing more business in one week than the former owner could do in a month.

Stornello also made an effort to be visible in the community.

“That definitely helped, getting into some advertising and doing some stuff around the local community and stuff,” Stornello says.

Not only did it help with promoting T & J’s image, but Stornello says that it helped him network with other business owners in his small town that were able to help guide him.

A Natural at Networking

Networking has been one of Stornello’s most useful tools. Other shop owners have provided insight for him at roadblocks, even meeting someone through his parts supplier that was able to help him navigate several issues.

“… He set me up with a guy, and he helped me out with getting a grip on how to handle certain things, and how to keep track of things or stuff like that, to make sure I’m actually making money at the end of the day,” Stornello remembers with a laugh.

T & J has seen so much success that the business had to start turning

BY KACEY FREDERICK

away oil changes due to the volume of repairs they were performing. Stornello had the idea to expand the building, but zoning issues with the city prevented him from being able to.

Just across the street from T & J was another shop that was out of operation. Stornello decided to contact its owner, who was going to enter the tow truck business and sell the building, placing the perfect opportunity in Stornello’s hands.

As T & J’s expands and grows, Stornello also has had to grapple with a shortage of available talent. Being in a small town, he’s found the best way to find talent is by utilizing the network he’s built.

“I talk to people and tell ‘em I’m looking for people, y’know, tell ‘em to spread the word,” he says.

Enjoying the Ride

Though there’s undoubtedly much to learn about the industry, that’s part of what motivates Stornello. He thrives off constantly learning, with he and his team making time to attend classes on emerging vehicle technology and trends to stay informed.

Not only is Stornello happy to work for himself and retire on his own terms, but he’s also proud of building a business that he can call his own.

“It’s my shop, so there’s a lot (of)... almost, like...kinship. Where you feel like it’s almost like your baby. Y’know, you gotta take care of it, love it, try to grow it. Make it behave,” he adds with a laugh.

PHOTO: 514505390 ADOBESTOCK

After a move and two decades, Lou Stornello returned to his calling: Running a shop

REPORT: AUTO CARE INDUSTRY TO GROW BY 8.1% IN 2023

The Auto Care Association (ACA) released its 2024 Auto Care Factbook as well as the 2024 Auto Care Factbook & Lang Annual in June, which reveals that the auto care industry has outperformed expectations in the past year, according to a press release.

Despite fears of a recession and problems with supply chains, in 2022 the automotive aftermarket grew by 9.7%, surpassing the predicted growth of 8.8%.

For 2023, a growth of 8.1% is expected, with growth steadily continuing from 2024 to 2026–it’s expected a 3.5%4.0% growth rate will be seen during that time, making the automotive aftermarket a $573.8 billion industry by 2026.

Other information readers can expect to find in the new report includes insight into the electric vehicle market in China, tool and equipment purchasing trends, consumer satisfaction with aftermarket service and more.

“Consistency, reliability and adaptability—that’s what the motoring public have come to expect from the auto care industry over the years, but especially in more recent times with many Americans facing the very real rise in their cost of living,” was ACA President and CEO Bill Hanvey’s summary of the report’s findings.

ELITE WORLDWIDE ANNOUNCES NEW DIRECTOR OF OPERATIONS

Elite Worldwide has announced Tom Amero as the company’s newest director of operations, according to a press release.

Amero holds a bachelor’s degree in business administration and has experience in people management.

As the director of operations, Amero will be supervising certain departments within the company and will work with the executive team to strategize for long-term goals. He will be responsible for upholding quality service as well as

looking for ways to improve the company’s processes based on data.

“His extensive experience and unwavering commitment to integrity make him an outstanding addition to our organization,” said Elite Worldwide President Darrin Barney. “Tom’s leadership skills and ability to drive operational excellence will further enhance our ability to provide topnotch services to our clients.”

LUCAS OIL APPOINTS BRAND AMBASSADOR

According to a press release, Lucas Oil Products has announced Jamie Little as the company’s newest brand ambassador.

Little has been a sports reporter since 1998 when she covered the Summer and Winter X-Games for ESPN. She went on to be a pit reporter for several years, covering the INDYCAR series for ESPN/ABC. In 2015 she went to Fox Sports, where she was a pit reporter for all three of their national touring series.

She became the first woman to act as a lead television play-by-play announcer for a national motorsports series in 2021 when she was picked as the lead announcer for the ARCA Menards Series. This year she became the first woman to be a lead announcer for NASCAR as the NASCAR Craftsman Truck Series announcer.

As Lucas Oil’s brand ambassador, Little will be overseeing social media content for the brand through interviews and experiences with current brand ambassadors and partners, such as her recent discussion with ECR Engines’ Senior Vice President Bob Fisher on Lucas Oil’s partnership with Richard Childress Racing and ECR Engines.

JIFFY

Jiffy Lube has partnered with the Good Humor ice cream brand to launch the ‘Keep Summer

Rolling’ program to support neighborhood ice cream trucks, according to a press release.

The program allows any ice cream truck that meets Jiffy Lube vehicle qualifications to apply for a complimentary maintenance voucher that may be used at participating Jiffy Lube locations, while supplies last.

Good Humor will be hosting ice cream socials at Jiffy Lube locations nationwide to celebrate the program. Throughout the summer, these events will offer complimentary ice cream from Good Humor, giveaways, and more.

“By helping to keep ice cream trucks on the road, we hope to not only help to preserve this nostalgic element of summer, but also let consumers know that we can help keep their vehicle on the road, rolling all summer long too!” said Jiffy Lube’s Brand Team Lead, Anna Bellamy.

TAKE 5 OIL CHANGE RAISES OVER $200K IN SCHOLARSHIPS

Take 5 Oil Change raised over $200,000 for families of fallen or disabled military service members and first responders with its second-annual fundraiser for Folds of Honor, Yahoo Finance reports.

The funds are used for academic scholarships given to family members. This year, a total of $204,044 was raised, coming from customers, employees and communities around the country that decided to contribute to the fundraiser at their local Take 5 location.

Donations for the fundraiser were accepted from May 21 through June 9. The total raised this year succeeded in surpassing the fundraiser’s inaugural run last year, which raised a total of $201,500.

In July of this year, the brand launched its annual Children’s Hospital fundraiser, which last year raised over $1.1 million for children’s hospitals nationwide.

“As a brand deeply rooted in service, Take 5 Oil Change recognizes the

LUBE LAUNCHES ‘KEEP SUMMER ROLLING’ PROGRAM

significance of supporting our Nation’s heroes and their families,” stated Mo Khalid, EVP and president of Take 5 Oil Change. “Our successful Folds of Honor fundraiser and upcoming Children’s Hospital fundraiser showcase our unwavering dedication to making a lasting impact in the lives of those in need.”

NEW VP OF OPERATIONS APPOINTED FOR SPEEDEE OIL CHANGE

FullSpeed Automotive has announced the promotion of Scott Accardo to vice president of operations for SpeeDee Oil Change & Auto Service, according to a press release.

Accardo brings over three decades of experience in the automotive industry, starting as a 7-year-old vacuuming in his father’s SpeeDee store. His father joined the company in 1982 as the first

SpeeDee franchisee, and as Accardo grew up helping throughout his three locations, he eventually became manager of the Covington, Louisiana store for 12 years.

He then went on to become a franchise support director for SpeeDee Worldwide before working as an integration shop operations manager for SpeeDee/Midas/TBC. Following that, he was given the title of operations manager and oversaw over 65 locations in the central U.S. for SpeeDee and Midas.

As vice president of operations, Accardo will now supervise franchise operations and work to maintain the company’s relationship with franchisees.

“Scott’s leadership role within SpeeDee is vast, and his decades of knowledge and understanding of the SpeeDee brand is well known within the franchise community,” said FullSpeed Automotive’s President of Franchising, Ron Stilwell.

TAKE 5 CAR WASH HOLDS ‘TAKE 5 TAKEOVER’

A Take 5 Car Wash in Fuquay-Varina, North Carolina held the first-ever Take 5 Takeover event, according to a press release.

The June 16 event was organized to raise funds for Duke Children’s Hospital and was met with much support from the local community. With the help of volunteers from the hospital, $1,800 in funds were raised.

This was the first of what the brand plans to be more Take 5 Takeover events, which seek to provide opportunities for customers, employees, and community partners to show support to those in need within their local communities.

“We are incredibly proud of the outcome of our inaugural Take 5 Takeover event,” said Take 5 Car Wash VP of Field Operations, Matt Pickelsimer. “The dedication of our team onsite and the passionate

involvement of Duke Children’s Hospital volunteers have truly showcased the power of collective efforts.”

PEP BOYS CELEBRATES NEW LOUISIANA LOCATION

Pep Boys’ newest location in Chalmette, Louisiana celebrated after opening its doors for business, according to a press release.

Located at 3370 Paris Road, the new store officially opened for business on June 6. It joins four other Pep Boys locations in the New Orleans market.

An opening ceremony was held for the new store on June 13, attended by members of the St. Bernard Chamber of Commerce who watched a ribbon-cutting ceremony.

CEO of Pep Boys, Scott Collette, has also announced a $1,000 donation that

will be made to the St. Bernard Autism Awareness Krewe to celebrate the community’s new store.

“We are excited to bring another Pep Boys to customers in the New Orleans market with the opening of our new location in Chalmette,” Collette stated. “Our incredible team is looking forward to connecting with the local community and providing a seamless service experience to make quality car care simple, convenient, and accessible for everyone.”

NEW VEHICLE PRICES REMAIN STEADY

New vehicle prices are showing signs of remaining steady and under sticker price, Kelley Blue Book reported in June.

The average price paid for a new vehicle in May 2023 was $48,528, which

is $251 more than in April. Though prices are still $1,393 higher than they were a year ago, as reported by Cox Automotive, between May 2022 and May 2023 only a 3% increase in prices was seen–the smallest year-over-year price increase seen this year yet.

More Americans are looking to buy as well, with May’s sales volume up by 0.7% from April and up 22.1% from the previous year. To attract the influx of consumers, automakers have been offering more discounts and incentives recently, which made up 4% of average sales and brought the average price down by $1,914.

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AUTOMOTIVE MAINTENANCE SHOP OWNERS AND THEIR CUSTOMERS CHOOSE API’S LICENSED OILS TO IMPROVE ENGINE PERFORMANCE AND FUEL ECONOMY, FIGHT EVERYDAY WEAR AND TEAR AND HELP REDUCE EMISSIONS.

LUBE TECH

LOCATION: MECHANICSVILLE, VIRGINIA

OWNER: TOMMY MOYER

SHOP SIZE:

4 BAYS (3 QUICK LUBE BAYS AND ONE FOR MINOR REPAIRS) AND 5 CAR WASH BAYS (4 SELF-SERVICE BAYS AND ONE DRIVE-THRU AUTOMATIC SETUP)

STAFF SIZE: 9

BY HANNA BUBSER

PHOTOS COURTESY OF TOMMY MOYER

STAYING POWER

Tommy Moyer started working for Lube Tech in the early 1980s. Then in 1986, he graduated from Virginia Commonwealth University with a business degree and took on a managerial shop role.

From there, another location was added in 1996 and another in 1999. The latter is the Mechanicsville shop that he now owns independently. It’s the only remaining Lube Tech location.

“A brief synopsis: In ‘99 when we built (that location), we were approached by Jiffy Lube to sell and (the owner) was ready to get out and I was ready to get on my own,” Moyer says. “So, we sold two of the stores and I bought him out.”

CALL WAITING

Here’s something that you don’t see every day at a quick lube shop: An original English telephone

booth from London, England. Lube Tech has one right outside. Moyer got it from an antique dealer.

The booth had an operating phone in the ‘90s, but these days it simply serves as a great photo opportunity for customers – not to mention a surefire way to give directions to the shop.

“I tell them, ‘Just look for the old English phone booth and you’ll find me,’” Moyer says with a laugh.

But Moyer says there’s something else that stands out about his shop: The people. Lube Tech inspires dedication and longevity in its staff. Moyer’s son works at the shop. The

lead mechanic has been there since 1999. There’s even a manager who has been working for Lube Tech since he was 14. He’s 40 now.

“We just treat people (fairly) with a great product and a great location,” Moyer says.

PERFECTLY POSITIONED

The shop space is roughly 75 feet by 40 feet. Moyer says the layout of the basement mirrors the shop above. The basement is home to oil tanks, general storage, and an office. Moyer makes good use of the building, and it helps that he is also a fan of the physical location.

“Up until 12 years ago, I lived in Mechanicsville,” Moyer says. “So, I was born and raised in Mechanicsville.”

The shop is located close enough to Richmond that it attracts that population as well as the surrounding communities. Customers visiting the shop have access to a waiting area and an outdoor picnic table setup. But Moyer and his team prefer to not keep customers waiting by offering timely service.

“I have a waiting room with a TV … but we all say we hope that we don’t have them wait too long,” Moyer says.

Achieving “Life After Lube” in Under 5 Months

What about a seller’s existing team? Can you talk a little more about the education opportunities you mentioned before?

Employees love it when their business is transferred to the Jiffy Lube brand.

JLI places a high value on staff training and development. In addition to competitive salaries and benefits, we also offer a comprehensive training program through Jiffy Lube UniversityTM — team members who enroll can qualify for college credits through University of Maryland University College (UMUC).

What types of businesses is Jiffy Lube looking for? Are there any qualifications?

We are looking for independent owners who are already operating a retail quick lube site with a basement and two or more drive-through bays. We also require that there be a customer restroom and lobby.

Why would someone who owns their own independent lube shop or auto repair consider selling their business now?

It’s tough to be an independent business owner these days. It’s a 24/7 job for most; we’re in a challenging economy and many small businesses are still struggling to fill open positions and maintain the necessary staff. Additionally, the growing market for electric vehicles is rapidly changing the landscape of quick lube and auto repair.

Something we hear every day from sellers is the hope for retirement – we call it “Life After Lube.” Our acquisition program provides the opportunity for these small-business owners who have worked tirelessly for so many years to sell their business and finally get a chance to relax, to take that vacation, to enjoy life with their loved ones. They can move into the next chapter of their lives with the assurance that the business they’ve worked so hard to build is now in the hands of the #1 Automotive Maintenance Franchise in the nation1.

Being in the service industry, most sellers wish to ensure their customers continue to receive the respect and continuity of service they have

become accustomed to. Customer experience is a key hallmark of the Jiffy Lube brand. As a market leader, Jiffy Lube has high customer satisfaction ratings and the resources to ensure consistency in every customer interaction.

Finally, sellers can feel at ease about the future of their team. Jiffy Lube provides ongoing education and the opportunity for your team to grow in their careers – both at the local, regional, and national level.

Why Jiffy Lube?

What benefits can JLI offer a potential seller and their employees?

Jiffy Lube pioneered the fast lube industry over 40 years ago and today we are #1 in brand recognition2. We continue to expand, adding more locations to the network of over 2,000 service centers across North America. One of the ways the brand is growing is by purchasing existing fast lube centers.

Service center owners who work with Jiffy Lube to sell their business can look forward to confidential, fast closings and all-cash transactions. We have a team of experienced professionals who help guide owners through these business transactions.

What should a potential seller expect if they are considering selling to Jiffy Lube? How long does this process take and what’s involved?

Once a seller expresses interest, one of our team members will reach out for an initial conversation to get to know them and their business. If everyone agrees, both groups sign a non-disclosure agreement before any additional financials are shared. We visit the location in person. If everyone agrees to the terms, then a closing typically can take place very quickly. In many cases, the transaction takes only a few months.

What are the next steps if someone is interested?

Who’s ready for Life After Lube? If you own a service center, when you’re ready to sell, we’re looking to grow!3

If you’re interested in learning more about the Jiffy Lube Acquisition program, scan the QR code or visit https://acquisitions.jiffylube.com.

1 Recent survey conducted by Harris Poll with 4,000 respondents in January 2023. When asked “Regardless of whether you may have mentioned the brand in a previous question, which of the following service facilities have you heard of before?” 82% of surveyed had brand awareness of Jiffy Lube. Survey considered eight direct competitors and OEMs in the aggregate.

2 Recent survey conducted by Harris Poll with 4,000 respondents in January 2023. When asked “Thinking about all of the different service facilities you could visit to get your oil changed, what is the name of the service facility that comes to mind first?” considering eight direct competitors and OEMs in the aggregate, Jiffy Lube received 2x+ percentage points vs. OEMs and 3x+ percentage points vs. the nearest competitor.

3 Jiffy Lube® service centers are independently owned and operated. Each franchisee handles all matters regarding employment at their stores, and sets their own employment policies and procedures. This advertisement presents a potential opportunity for the possible sale of a service center to Jiffy Lube and should in no way be construed as an assurance that Jiffy Lube will either make an offer for, or purchase, a potential seller’s service center.

Director of Network Development, Lee Zorn, sat down to share some insights into the Jiffy Lube® International (JLI) Acquisition program and what this means for owners of independent quick lube shops.

Adam Tatum is director of operations for the Virginia Group, a Jiffy 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.

Super Man-ager or Just an Average Joe?

What skills should you be looking for in leadership in your stores?

WE ALL KNOW THAT TO BE SUCCESSFUL, YOU have to have the right team in place. Ideally, we have all been doing this a while and we have an idea of what we are looking for in this person. However, the changing landscape of interviewing and hiring combined with a new generation of employees in the workforce, this seems like something that you might want to tackle. These ideals below are things that I look for in hiring either a manager in training or promoting from within. Some may work for you and others may not, but thinking outside the box is sometimes needed to find the right candidate.

Leader or Follower?

This is much easier to determine with an in-house employee than an interviewee. You ideally want a leader in the shop that is ready and willing to give direction, set standards and be able to separate friendship from work. We work in tight environments with these people every day, so friendships are going to happen. This can be a positive for having a team that will buy in to what is expected; however, you need to look for red flags. Some of these are how often are they cliqued up or not taking the job serious, how do they interact with one another and most importantly is how are they influenced. You don’t want the leader of your team to be the guy or gal that is allowing things to happen that are unacceptable. When it comes to a new hire, this can be difficult, but not impossible. Look at the resume. How often are they changing jobs? What positions do they rise to in their stays? Ask them open ended questions regarding situations that may arise and how they will handle them. You want to find the voice that everyone respects and has also bought into your company philosophy. These are the ones that will take you to the next level.

Communication Skills

This one doesn’t sound like a big deal, but it could be a gamechanger. We work in an industry that is customer service focused. Yes, we work on cars, but we also work with people. You want a level headed person as your lead. If there is a customer

issue, they would be the initial conversation. If there is an employee issue, they will be the mediator of the situation. So, having someone that has an ease of communication will greatly improve your chances of success in both in store and out of store issues. Again, in-house is an easy one. You can see how they interact with people. An interviewee can be just as easily done if you hold the interview the right way. Avoid yes or no questions and ask lots of open-ended ones instead. This forces them to conversate with you and gives you the opportunity to listen to how they communicate. If you choose poorly and have someone that cannot diffuse a situation, then you are setting yourself up for a lot of phone calls that you are handling yourself.

Work Ethic

The leader in your shop will be the driving force in your success or failure. Have you ever heard the phrase “speed of the leader, speed of the crew”? If your manager is engaged and hustling, so will your team. You want someone that is not afraid to get in there and get their hands dirty too. If your manager is always telling people to do things, but not willing to jump in themselves, the crew will lose respect and you will begin a vicious cycle of hiring and recruiting to follow them. If you have a manager that wants to sit in an office all day and allow his team to do all the work, you will find that you are losing out on opportunities that are missed. This is not just on the sales side of the business, but in training and teambuilding. You ideally want someone that is not willing to ask their team to do something that they themselves would not be willing to do themselves.

So, in conclusion, we can all sit around and brainstorm many different traits that would be good to look for in a candidate. However, these three of being able to lead, communicate and work are going to get you the most well-rounded person. If you have one of these in your shop already that is not a manager, start working with them! Identifying and attracting these candidates are core to running a successful business that is staffed for long term success!

PHOTO: LUCAS MOORE

Group

by Hanna Bubser

There’s a lot to be said about a strong foundation. After all, houses aren’t built on quicksand. Flowers don’t bloom from bent stems. Cars don’t run on empty gas tanks. Well-developed foundations help a building stay standing. They bring life to a garden, and they allow us to get where we need to go.

When it comes to running a shop in the quick lube industry, foundations go beyond the physical sense. In an industry that is no stranger to navigating change, a solid base keeps things structured. This benefits everyone involved – from the shop owner to the employees to the customer.

It starts with shop culture. Each shop may have a different way of defining it, but its existence helps shops survive and thrive despite any challenges. NOLN spoke with three quick lube operators about this topic – each with their own distinct setup and culture approach.

RECOGNIZE GREATNESS

Achieving consistent shop culture isn’t cut and dry. According to Chad Weisbeck, who owns a multi-location Jiffy

Lube franchise based in South Carolina called Bronco Lube, outside factors have an impact.

“I wouldn’t say that culture is consistent because it’s just so affected by all the things going on around us,” Weisbeck says. “It’s such a hard word to put a measure on.”

Weisbeck has been in the industry for 28 years, and Bronco Lube celebrated 20 years in 2022. While he has witnessed change throughout his career, he doesn’t rule out consistency entirely.

“Culture is not something that happens in a vacuum or a closed box, it is affected by a new hire we bring on today,” Weisbeck says. “The short answer is, we have a solid culture. Because from the top, we’ve had some real consistency. Our leaders and top roles have been here for a significant time.”

This foundation is created by a “topdown” mentality across the Bronco Lube

Right on Target

network. Weisbeck describes it as a telephone game. He’ll convey his vision, and that gets passed down to managers and team members.

Weisbeck acknowledges that there is potential for inconsistencies to sneak in due to the amount of people passing that message along. But in the grand scheme of things, putting in the effort to communicate across the franchise pays off.

“I do think when you are communicating with the same individuals regularly enough … there’s certainly a better chance that a consistent message gets delivered day in and day out,” Weisbeck says.

Over the years, the crowd of people looking for work in this industry has

CULTURE

PHOTO: MUSE

How three quick lube operators have established strong shop cultures

The practice of employee recognition at Bronco Lube focuses on what the team is doing right instead of wrong.

CHAD WEISBECK’S CULTURE KEYS:

1. Focus on character when hiring and training employees

2. Invest in tools and equipment to build physical culture and create a comfortable work environment

3. When making decisions for your shop, simply ask: “Is it the right thing to do?”

Take Note

shrunk. Weisbeck says the “do as I say” managerial mentality of days past doesn’t work with the younger generation.

“Our environment 25 to 30 years ago created this leadership style where people didn’t matter … and they were expendable,” Weisbeck says. “They didn’t do the job, they didn’t want to follow the rules, then we’d just hire the next guy because there was a line of people waiting to work.”

Weisbeck says the addition of a Human Resources Director to Bronco Lube has brought a valuable perspective to this topic: Instead of writing someone off, take a moment to consider if they are redeemable.

“When it comes to that question of whether or not we’re going to separate or terminate somebody, if you just stop and ask a very important question, ‘Do they have redeemable qualities?’ You may look at it differently,” Weisbeck says.

This goes along with another thing Weisbeck and his team practice: Recognition. Say someone shows up to work disheveled or they aren’t rising to a standard of customer service. Instead of singling that person out, compliment the employees who are doing it right.

Weisbeck says this is a mindset shift, and it shouldn’t be misinterpreted as not telling someone when they’re doing something wrong. It’s about finding that balance and focusing on the positive.

“Even a difficult employee wants some level of encouragement,” Weisbeck says. “You’ve got to find a way to give it.”

TRAIN FOR TRUST

Implementing a culture strategy when taking over an existing business may seem like a daunting task, but Jeff Perreault has proven to be up to the challenge. He’s the owner of Mike’s In Out Oil Change in Alexandria, Minnesota.

Perreault took over from the previous owner about five years ago, coming off a career in dealerships. He credits much of the growth that the shop has experienced in recent years to

their connection with customers, which was instilled in him at the dealership.

“I’m very comfortable talking to anybody,” Perreault says. “Because in the dealership world, that’s what you had to do. That’s how I was trained for 41 years. I’m lucky that way, that’s what’s helped us grow. I’m sure of it.”

Perreault says there was some turnover when he took over the shop. He says three out of five original employees voluntarily left Mike’s In Out, but now the team is up to 16. He describes their culture as family-like, and they enjoy having a good time together.

“I like to have fun,” Perreault says. “I’m actually out there vacuuming when I can, I’m out there checking tires when I can, but I’m also the biggest cut-up.”

Perreault has always prioritized trust. He says customers followed him from the dealership sector to Mike’s In Out because of the standard he upheld. He doesn’t put the focus on selling.

“In the dealership world, I truly struggled because of whatever reason that I just was uncomfortable selling everything under the sun,” Perreault says.

Instead of trying to hit a certain sales goal, Perreault trains his team to only address what’s necessary.

“When I got here, I said, ‘If it’s broke, we’re going to sell it. I catch you selling something that isn’t broke, (and) it’s theft. And I have zero tolerance. You go home,’” Perreault explains.

Perreault says this approach tackles a couple of things at once. It allows the technician to feel good about the services they are providing, and it encourages the customer to spread the word.

Enjoy the Work

Jeff Perreault takes his work seriously at Mike’s In Out Oil Change, but he also describes himself as “the biggest cut-up.”

“It ties your technician to the store because he doesn’t have to go and sell stuff that’s questionable, but also that customer’s going home and he’s talking to his neighbor … and (says),

Chad Weisbeck says encouragement goes a long way for his team at Bronco Lube.

JEFF PERREAULT’S CULTURE KEYS:

1. Establish trust

2. Have an open door with your team

3. Practice attentive listening

‘Hey, they didn’t try to sell me a battery. They didn’t try to sell me that air filter,’” Perreault says. “My people didn’t cram it down their throat to make sure they had the buyer.”

Perreault sees trust being built firsthand by observing his technicians tell customers that there is still plenty of life left in something like an air filter. Once that employee goes back to work, Perreault hears customers comment that they’ve never experienced something like that before. They’ve always been told to replace it.

“The employees see that, then it builds the trust between that technician and the customer, which they want,” Perreault says. “They want to be trusted.”

All this combined is what Perreault says sets his shop culture up for success – now and into the future.

“Us in the quick lube world … we’re in a good spot I think,” Perreault says. “We’re timed right. This is what the customer wants. He wants quick, honest service.”

LEAD BY EXAMPLE

Facing industry-wide challenges such as the current labor shortage can be difficult, but Famous Quick Lube owner Chris Schroeder says it comes down to the leadership approach.

“As a leader, you’ve got to step in and jump in and get your hands dirty with your guys,” Schroeder says. “Let them feel, ‘Hey, we understand it’s a shortage of labor but we’re here to help you as best as we can and we’re going to be here to fill in and help you out and make sure you’re getting your days off and everything like that.’”

Strategies such as this one have helped Schroeder create a supportive work culture across his Jacksonville, Florida-based network, which includes 13 quick lubes and 7 repair shops. Schroeder says he treats employees the way he wants to be treated and doesn’t view anyone as if they are a “corporate number.”

“If you teach them you’re only as good as yesterday’s numbers, then you’re training your guys wrong,” Schroeder says. “Because everybody’s entitled to a bad day.”

Schroeder says this understanding extends to customers as well, because his team is trained to handle different customer interactions and know when to walk away from an irate customer. He says nine times out of 10, customers just want someone to listen.

“We train our guys, instead of getting defensive sit back and listen and take in what they’re saying to you before you give a rebuttal back,” Schroeder says.

Show and Tell

CHRIS SCHROEDER’S CULTURE KEYS:

1. Encourage everyone to show up on time

2. Value trust and integrity

3. Develop a team that is honest, doesn’t steal from the business, and doesn’t lie

For Schroeder, it’s all about treating the customer the way you want to be treated. He says Famous Quick Lube is known for having a family-oriented atmosphere that prioritizes customer service and care. Building this reputation starts at the top.

“We’re hands-on, so we’re always in the field,” Schroeder says. “There’s not a day that they don’t see one of the owners in their shop.”

Micromanaging is not Schroeder’s style. He says a lot of faith and trust is put into his team to make the right decisions. They’re motivated to maintain trustworthiness because of the example that’s set for them. Schroeder says a hands-on approach is key.

“It shows … that you’re willing to work the trenches right with them,” Schroeder says. “You can’t ask them to do something that you’re not willing to do.”

This element of respect is important to maintain at Famous Quick Lube. Schroeder says the shop culture is valued by his team.

“Culture is what’s keeping our guys together … because they feel like it’s a brotherhood and a sisterhood,” he says.

Overall, Schroeder believes that what he’s built in his shop network keeps employees around and has the potential to encourage new faces to join the team as well.

“As long as we keep the culture going like this, we’re going to have great employees and people that want to grow,” Schroeder says. “And they’re going to bring their friends in and people that they know that (are) looking for jobs and they’re going to explain to them how they feel when they’re at work with us.”

Chris Schroeder takes a hands-on approach at Famous Quick Lube.

PHOTO: BETH LEIPHOLTZ

PHOTO: SEVERINE PHOTOGRAPHY, LUIS PENA

THE Pursuit OF Service

by Enid Burns

For many it is a retirement dream. It involves moving someplace warm—or even hot—while the days are spent in the pursuit of leisure activities. But for Bill Brown, a retired wealth manager, the move from Idaho to Mesquite, Nevada left him looking for something to do.

“After four months I was going crazy. I needed something to do,” Brown says. “I’m not going to be one of those guys who retires and dies in his chair.”

The light bulb went off in Brown’s head when the oil light came on in his truck, just as he was getting ready for a trip back to Idaho. He looked for a quick lube location but found no options in the Mesquite area.

“I worked my way through high school and college in a lube shop in Idaho,” Brown tells NOLN. “I could do this. I think this town needs it.”

Back in Idaho, Brown spoke with his friend Tyson Daniels, who owns five shops in the Brown’s old hometown, and the two decided to partner on a new venture.

LOCATION, LOCATION, LOCATION

Mesquite, Nevada sits on the border with Arizona, while Interstate Route 15 cuts right through town bringing many travelers on their way to Las Vegas, about 80 miles southwest. With a population of over 20,000, it was truly underserved, and the only place to get an oil change is Walmart, or drive to the next town over.

Opportunity came knocking via a warning light.

The newly formed partnership between Brown and Daniels was then set. Daniels was able to offer help in working with a franchise, and certain marketing tasks, including communications with customers and social media.

“I know I can run the shop, but I don’t know the franchise thing,” Brown explains.

As a result, the two initiated work on the franchise with Grease Monkey and started on the next step. The challenge was finding a location to serve the community. That actually took some time.

Brown found a few suitable locations in Mesquite, although one fell through when an owner backed out, while another location couldn’t get city zoning approval. After offers fell through on five locations, Brown and Daniels started looking in the next town over when an opportunity in Mesquite emerged.

The owner of an independent automotive repair shop was also looking to retire. He contacted Grease Monkey to offer a sale, and the pieces began to fall into place.

However, the one-man shop needed renovations to bring it up to speed. Fortunately for Brown and Daniels, it didn’t require a total teardown.

“We painted. We tore up the parking lot and redid it,” says Brown. “It was a lube shop long ago. We were able to keep the tanks but had to rebuild and replace the pumps and guns.”

Other necessary improvements included replacing the swamp cooler and compromised air delivery system. The alignment rack also required a software and equipment upgrade. In addition, Brown needed new tools, new phones, new computers, software and inventory. They remodeled the entryway and customer bathroom. They even addressed the landscaping.

The renovated shop has two oil change bays, an alignment bay and a two-post hoist behind the building.

In many ways, it was still a fresh start –not a takeover of a legacy operation.

“We had to retool, do all of that,” he

says. “There was no inventory, no oil and no filters.”

SOFT OPENING

Grease Monkey’s Mesquite location opened in December, but the cars weren’t initially lined up. Even as the community benefits from a quick service shop in the area, it took time and word of mouth. In some of the early days the Mesquite location serviced only three to five cars a day.

“When we first started, we did four cars a day, I was looking at the investment,” Brown explains.

However, Brown was clearly not the only local who found himself in need of an oil change, and it didn’t take long for the business to grow.

By spring, the shop was seeing swift business of up to 25 cars a day, Brown reports. To get the word out, Brown’s partner Daniels had his team run email campaigns, social media activity and run ads in several local circulars.

After gearing up with a marketing campaign, Grease Monkey Mesquite was ready to make a bigger splash.

Brown scheduled an open house event that would coincide with an annual parade through town in May. The Chamber of commerce got involved in the ribbon cutting. The open house event

Built for More

A former shop was refreshed and given new life as a Grease Monkey location.

PHOTOS: KRIS ZURBAS

Providing for Customers

also included the local high school dance team and food trucks and vendors. The shop was easy to spot with the inflatable Grease Monkey to mark the occasion. A Grease Monkey float was among the attractions in the town parade, which took place the following Saturday. The float was surrounded by employees passing out candy and coupon cards.

STAFFING A NEW FRANCHISE

If the town of Mesquite, Nevada was in need of a quick service shop, skilled technicians were also in need of a shop in town, with a closer commute to work. In a time when some shops find it difficult to recruit and retain staff, this Grease Monkey practically has technicians beating down the doors for jobs. Brown anticipated staffing would be one of the biggest hurdles. However, manpower was

Job Seekers

The shop gives skilled technicians an opportunity to pursue their trade locally.

Fully Stocked

Bill Brown says the shop got brand new inventory prior to opening.

The team bring Grease Monkey service options to the Mesquite area of Nevada.

one of the easier tasks to get the business up and running.

“Because there are so few options, I’ve had an abundance of people who have worked in lube shops, people traveling to Las Vegas and St. George for work,” Brown explains. “We’ve got five employees who’ve worked at other quick lube type businesses and tire changes, and they’re happy to stay local.”

The staff is a good fit, with a good worth ethic and great customer relations. Brown was pleased “to be able to step in and have applicants, to be able to reach out and have that kind of participation.”

As a staff member himself, Brown puts in more than the four or five hours a day he envisioned before beginning this endeavor. In fact, he says he works 12 to 16-hour-days, and as much as six days a week. He plans to hire a management-level person to take some of the load off but has no complaints about the

hours or workload.

As has often been said if you love what you do, you’ll never work a day in your life. Brown is now living it.

“I wake up every day energized and happy,” Brown tells NOLN.

FRANCHISE SUPPORT

Grease Monkey has been a big support for building a new location from an old shop that needed lots of work. The company worked on the color scheme for the building, signage, vendor list and software systems. Opening week Grease Monkey sent executives from the management team. Brown attended a franchise conference and made a number of contacts to follow up with to advise and compare notes with, in addition to marketing support.

“Marketing (sessions) gave me a number of great marketing ideas,” Brown recalls. There was also a helpful panel

on training employees. “It was worth the money, very rewarding.”

SEASONAL FLOW

The increase in business from three cars a day to 25 or 30 has been encouraging. However, this area of Nevada can be somewhat seasonal with snowbirds heading elsewhere in the hot summer.

“My concern for Mesquite is when the snowbirds go home, what does that do for the traffic count?” explains Brown. His business is responsible for the livelihoods of his employees, as well as their families.

To address this potential seasonal flow, Brown and his partner are looking to market to fleets.

“We have ten people’s families that depend on this shop to pay their wages,” says Brown. “That’s all contingent on me to train, drive traffic and bring customers into our shop. That’s where my current focus is.”

MAKE EVENTS COUNT

Industry trade shows and conferences can be fun, but don’t forget to find value

BY ENID BURNS

ATTENDING INDUSTRY EVENTS

doesn’t mean all work and no play. These outings can be fun, informative and help your business get to the next level. However, these networking and educational opportunities can still be intimidating. With the proper strategy, you can take some of the anxiety out of networking and make events pay back in dividends. This can include returning home with more than a stack of business cards, and instead result in meaningful contacts that can work to help you.

To maximize your time and to meet goals, you should head out to any major event with a plan. Otherwise, you might not get as much out of events like iFLEX or The SEMA Show.

There are many reasons to attend an industry event or show, the most of which is to gain perspective and learn more about the industry.

“These shows are all great opportunities to expand your horizons,” explains marketing strategist Jennifer Filzen, head of Rock Star Marketing. “Shops, owners, start looking only at their own four walls. If they are looking outside they’re looking at competition only in their home city.”

At shows “you get to see everything,” Filzen expands.

Set Goals

Your first goal might be to decide to go to an event. Once you decide to attend an event such as iFLEX, ask yourself what your main goal is for the trade show. If your goal is to learn new procedures, techniques, or marketing strategies, check the show’s schedule to determine which educational seminars to attend.

Are you hoping to refresh your product offering? These shows have aisles of vendors waiting to show new and innovative

products that could attract new customers. For some that may mean browsing the aisles on the exhibit floor, but others may want to lock down the companies they want to meet ahead of time.

“If you want to meet the vendors and see what the new tech is doing, going to the shows is a great idea,” Filzen tells NOLN. “There’s new tech, new accessories, new parts, new vendors.”

Filzen suggests it’s possible to find people who can fill a shop’s roster such as technicians, service advisors, and other roles.

Whether your goal is education, recruiting, or products and technology, you should have a goal to work the room, meet industry executives, and possibly have some fun while you’re there.

Network Every Opportunity

When an education session wraps up, go introduce yourself to the speaker and participants. If you collect a business card or contact information you can reach out for follow-up questions once you return to your shop and try to put the strategy to work.

Do more than take the free tchotchke at a vendor’s booth, talk to a rep about what they’re offering and how it might benefit your shop.

At industry shows such as iFLEX, there are both formal and informal networking opportunities. Formal settings includes booths, classes, sessions and show events.

“Then there’s the bar,” Filzen says. “Going to the bar is truly an opportunity to meet up with people. It could be an opportunity to discuss a franchise opportunity, acquiring a new shop, or finding a vendor that has a product or service that makes your business stronger, faster, better.”

Along with industry parties and other

events, spending time at the bar can provide an opportunity to compare notes with other shop owners to find out what you missed on the show floor, and get the scoop on what vendors or people you should meet up with the next day.

Shop owners might also be able to meet a business coach at an industry event. Discuss goals and use the networking time to determine if a coach, and a particular coach, is someone you might want to work with to help advance your business.

The Take Home

While networking, or schmoozing, may be the fun part, the real work begins when you get back to your home base. Go over all show materials, business cards and even some of those tchotchkes you picked up.

If you took a class or an educational session, start to make a plan to implement what you learned. How will it work for your business? Whether it was a technical tutorial or a deep dive in keeping up with social marketing to stay in contact with your customers, how can you put that into action?

Next, look though those acquired business cards. Put those contacts into your version of a Rolodex: Your database, spreadsheet, or your phone’s contacts. Sort through those cards to separate based on what type of contact they are. Put all the contacts that you want to seek for more information, products and services. Then create a spot for those people you chatted with who might not seem as relevant. Don’t toss those contacts!

“The first thing I do as a marketer is put them in my database,” Filzen says. “I make sure and send them an email. It doesn’t always have to be about selling them on something. You just never know who you’re going to run into.”

THINKING IN 3D

How 3D printing could be used to empower the repair industry

BY KACEY FREDERICK

As the repair industry faces supply chain constraints and lengthy waiting times for parts, many are looking for solutions to help overcome these obstacles, such as IBIS Global’s 3D Printing in Auto Repair Task Force.

The task force is dedicated to researching the application of 3D printing in the repair space and how it can be used in the production and repair of parts–not only by OEMs (Original Equipment Manufacturers) but in aftermarket segments as well.

Task force lead Harold Sears sat down with NOLN to talk about what he and his team have unearthed about this innovative technology and the ways it can be used to empower the repair industry.

The Beginning: Rapid Prototyping

Sears has worked with 3D printing for nearly 30 years, starting during his time at Ford Motor Company while helping them oversee the expansion of 3D printing technology in the company.

Sears was a CAD (computer-aided design) application programmer in the early ‘90s when his technology-inclined boss volunteered to take over the operations of a rapid prototyping machine installed in their building. The machine created 3D-printed parts for prototypes by adding material one layer at a time and was put there by the company’s product development group, who had no intention of running it after they finished experimenting with the machine.

The CAD models used as input for the processes of the machine were hard to come by at the time. With Sears’ intimate knowledge of CAD databases, his boss implemented his help to create solid models as input to the system, marking the beginning of Sears’ involvement with 3D printing technology.

“My boss said, ‘Gosh, you know, you’re helping so much with this group, do you want to become part of that group?’ And I said, ‘Yeah, I think so. I think it’s (going to) be interesting for the future,’” Sears recalls. “Little did I know that 30 years ago, the decision that I made was going to impact the rest of my life.”

The Evolution into Additive Manufacturing

Between then and now, Sears has seen great developments in 3D printing technology. While it has initially been used for development application and prototyping under the name “rapid prototyping,” it has evolved into what is called additive manufacturing, which has utilized the capabilities of 3D printing to assist in optimizing design, reducing the weight of the parts and reducing total part count.

Though companies such as Whirlpool and John Deere have implemented 3D printing in the repair of their products, the automotive industry has not been as willing to adopt the new tech. Much of this is a result of 3D printing materials not always being compatible with vehicles, with many of the processes for 3D printing utilizing UV-sensitive materials.

While UV-sensitive materials pose a risk for vehicles, there are still opportunities for parts that are located in places blocked from the sun, such as under a vehicle’s hood. Part of what Sears’ task force is doing is working with manufacturers to find out what parts of a vehicle could be 3D printed, and with what materials.

“Another goal of our task force in working with the automotive OEMs is (that) they’re working hard at certifying these materials (and) they’re working hard at pushing the material suppliers to get these materials that they can certify and use in their applications,” Sears explains.

The Aftermarket Benefits of 3D Parts

As many OEMs become more interested in the use of 3D printing in production and work to make it happen, many opportunities are presented for those in the aftermarket industry as well to save time and money in obtaining and repairing parts.

Instead of tossing a part that has minor damage, with 3D printing shops could have the option to recreate small pieces of a part to help make it whole again. Not only will this save money and resources, but it also has a positive environmental effect.

“You may have a part that’s perfectly good, and just a little piece is broken off of it that’s not even visible to the customer, and it’s totally repairable,” Sears says. “Why take that off and throw it in the garbage and have it end up in the landfill if you can 3D print that little piece and mend it back together and have the part be safe and functional for the customer?”

The ADAPT: Automotive Technology Summit takes place Dec. 4-6 in Rosemount, Illinois, and covers pressing technology topics that affect your shop. Learn more at adaptsummit.com

PRESSUREUA DREAMSTIME

THE FRANCHISEE HANDBOOK

BY PETER SUCIU

THE HISTORY OF FRANCHISES actually predates the history of the United States. During the Middle Ages, the crown of England would “franchise” government land to noblemen and church officials, where in turn the land was offered to farmers in exchange for a portion of their crops.

In the United States (then the American colonies), future “Founding Father” Benjamin Franklin became a franchise founder when entered into a “co-partnership” with Thomas Whitmasrch to establish a printing press business in South Carolina. Their agreement outlined the ownership of intellectual property, the division of equity and even the disbursement of profits. Franklin went on to “co-partner” with dozens of others, and under the terms of the deal, all of the equipment and paper needed for the business were to be purchased from Franklin.

It is a business model that isn’t all different from today’s modern franchises, including those in the quick lube market. Though many franchises set terms much as Franklin had done nearly two and a half centuries ago, it still requires navigating the franchise structure.

“First off we have to realize that as franchisees, we are not truly entrepreneurs,” says Steve Sanner, owner of Jiffy Lube of Indiana. “We bought into a system, one that is time-tested and proven. You have to then understand that you may not agree with everything you are asked to do, but that is the model you bought into.”

Sanner, who also was quick to say that the model at Jiffy Luby is “fantastic” and also works when you follow it.

“Even in Jiffy Lube, there are franchisees that will execute the model and struggle, but that is o en tied to the quality of the people,” Sanner tells NOLN.

Check the Ego at the Door

As a franchisee, it is important to remember that the name on the sign likely isn’t the owner’s last name – and as the owner you didn’t found the company.

“One of the most important keys to being a successful franchisee is being able to put aside your own ego and your own cockiness and allow yourself to follow the franchise system that you signed up to be a part of,” explains Dave Repass, owner of Lewes DE Meineke.

“I mean let’s be frank, most entrepreneurs or most successful leaders are

influential with good decision-making and, most importantly, excellent communication skills which are necessary for leading and motivating staff but not always the best at following someone else’s rule book,” Repass tells NOLN, adding that he fits very well within the system, including the structure they provide.

In other words, it is still possible to be your own boss, but with a few certain limits.

“There is plenty of room for entrepreneurism,” adds Sanner. “You just have to adhere to the system.”

Navigating the Franchise Structure

As with what old Ben Franklin offered way back when, today’s franchising structure allows a business to operate under the brand name while following certain guidelines.

“One thing that a racted me to the Meineke brand was of course its long-standing name in the industry,” says Repass. “However, Meineke allows their franchisees the freedom to purchase products and/or services from any vendor they choose. They do offer purchase options through partnerships with Meineke Corporate and the Meineke Dealers Association, a very strong dealer association that works closely with trade partners.”

In many ways, it would even be fair to say that as a franchisee, you are part of a large family, where it wants everyone to succeed, while still allowing owners to be their own boss. That fits with the Meineke Corporate and Dealer concept of ‘We are be er together,’” explains Repass. “From the President of Meineke Corp to the newest Franchisee and the seasoned franchisee I would say the mass majority of the system believes and lives this culture.”

Have Your Check Lists

Even as many franchises will offer a model for franchisees to follow, there are still plenty of things that owners will need to come up with on their own. For Repass, he says he learned a long time

There is plenty of room for entrepreneurism

ago that it begins with a “to-do list.” It may not be on actual paper but suggests that one is created.

“Ensure all needed items are completed and get a better understanding of what you’re doing with your time,” says Repass. “It will help reduce stress, and you won’t have to keep track of all your to-dos in your head.”

In addition, it is necessary to be realistic about what you can do in a day, and to that end have a day and a week list.

“Some days the list is just too much, so you may need to experiment and find the system that helps you feel most in control of your tasks,” Repass explains. “For long-term projects, create separate lists. Cross off items you’ve completed, and give priority to help to ensure that the most important items are completed first. Delegate what you’re not good at.”

In addition, if should be necessary to focus on what you’re great at, as well as the things that only you as the owner can do correctly. When possible, it will be necessary to hire someone to do those things you’re not as good at, and even to build a team around you full of people who complement your strengths and fill in for your weaknesses.

“Your goal as a business owner should be to do the things that build, protect, and expand the business. Leave the rest to your staff,” says Repass. “Also remember rest is critical, but how rested and fulfilled do you really feel? Instead of being mindless during your rest time, practice being mind-full and intentionally doing things that build yourself up.”

And be sure to make the time to do the things that make you feel alive, the things that help you become a better person, the things that get you excited or would contribute to yourself in some other way.

“These are the types of things successful people fill their free time with, so you should too,” Repass continues. “You’ll feel more rested, accomplished and become a better person all at the same time.”

Your goal as a business owner should be to do the things that build, protect, and expand the business. Leave the rest to your staff.

DAVE REPASS, OWNER, MEINEKE OF LEWES, DELEWARE

BUILDING A RELATIONSHIP WITH A SUPPLIER

BY PETER SUCIU

COUNTLESS

CRIME DRAMAS

OVER the years have served to remind us that “it’s not personal, it’s business.” Such sentiments ring true even for those who don’t have such colorful connections. Keeping it friendly while fostering a professional relationship with vendors is often a crucial step on the road to success for any business. For those who provide a service to the customer, suppliers can be the lifeblood of a business and key to its success.

With that said, it is still important to remember that business relationships need to be about business first and that is absolutely true when it comes to finding the right supplier, even if there are times when there is a clash of personalities. It can be all too easy for a shop to find that it doesn’t have the right relationship with its supplier – and that can keep the operation from running smoothly.

The Challenge

Suppliers are a critical part of the shop equation, and shop owners and operators, therefore, need to ensure that they have access to the right tools, as well as the parts that customers may need. Shops also need to build and maintain a relationship with those suppliers.

A major challenge can be in establishing communication with a supplier and making it work to keep things running smoothly, says Adam Tatum, director of operations for Jiffy Lube franchise Virginia Lubes and columnist for NOLN. It all begins once a shop has found a supplier that is the right size for the business.

“In this instance, it really comes down to pricing and availability together,” Tatum tells NOLN. “A smaller vendor may be able to give you a be er price on oil filter A and B, but they would have to outsource themselves the volume that you would need, causing delays.”

When time is of the essence, delays won’t work.

Vendors need to understand this fact, and that is where it begins with communication. Yet, many times, if there wasn’t a communication channel set up, parts could all too o en get back-ordered.

“This would then increase your costs by having to grab from a parts store,” warns Tatum. “In the end, you have to decide what is good for your business. In my case, I don’t mind paying a li le more to a vendor if I am able to get my needs consistently and be able to reach out and have a conversation if something is wrong.”

Moreover, it is also possible that the supplier’s inventory isn’t the problem. It could be the point of contact’s personality that is an issue. That is as much a problem as one who doesn’t have what you need when you need it.

“Now if you are the best supplier in the world and if I can’t talk to you, you

When picking the right supplier, it needs to be about business first

For

lubricant storage needs.

won’t be my supplier,” Tatum admits. “A big issue that sometimes comes up is when you have a product issue that causes a claim, and the vendor is dismissive in helping with the solution. This will make someone leave a vendor in a heartbeat.”

The Solution

Part of addressing a relationship that isn’t working out is determining as much. It is all too easy for a shop owner or operator to believe they’re the problem. Sometimes it is even hard to see that the supplier isn’t fulfilling their responsibility.

Determining that there is a problem shouldn’t really be all that challenging, says Tatum. If the vendor doesn’t have what you need, then they’re not the vendor you need. Other times it comes back to building the relationship with a supplier that not only has what you need but that it can also deliver. If that isn’t the case, find another vendor.

•

•

• Easy to install

• Compact design

• Exceeds industry standards

• UL2258 Certified

• Compliant with NFPA 30/30A

• Low-cost

• 30-Year warranty

“This one is easy. When you are consistently having to order outside to get products to operate,” he explains. “If your volume is high enough, you should look to a high-volume vendor. Do your due diligence in this. Call and speak with the sales reps. Determine what is important for your business and if they can handle those needs. Be prepared to pay a little more for consistent service.”

The Aftermath

Finding the right supplier can result in a successful shop/supplier relationship. Again, the key is finding a supplier that can meet the shop’s needs and one that isn’t a headache to call. A supplier doesn’t need to be an owner’s or manager’s best friend, but the supplier should never be an enemy or adversary either.

If something isn’t working, communication is necessary to solve it. If that doesn’t work, it is time to find a new vendor.

“The biggest thing is the open channels of communication,” says Tatum. Though many shop owners may still

be “old school” and believe that communication is about dialing a number, today there are multiple channels of communication. It can include email, text, Zoom calls, and even social media. Shops need to be flexible when it comes to connecting with vendors today, but again, never to the point that a shop owner is doing all the heavy lifting.

“Another thing that I believe should be taken into account is their technology capabilities. I personally like being able to submit orders digitally and being able to search for items that I may want to try out. A third thing is being a one-stop shop. If I am looking to make a move to a vendor, I would want to know what they carry and what I can get.”

The Takeaway

In the end, it is important to remember that this is a business relationship; first and foremost. While the supplier may never be your best friend, it is also just as easily not advisable that the relationship gets in the way of business. In other words, you can be weekend buddies with your contact at the supplier, but if the supplier doesn’t have what you need, that can also be another problem.

Don’t feel it necessary to stick it out with a vendor that can’t deliver, and perhaps look for one that goes a bit above and beyond. Remember, suppliers need customers to buy their products so they should be just as proactive as reactive.

“Again, communication is key. For myself, I am big on True Brand products and additives,” said Tatum. “When new products come out, I get told about them. They have great trainers and are willing to get you the help you need.”

In the end, it is about good communication that is friendly but professional.

“If you have a good communication channel, a vendor may be willing to send you in the direction of someone that could help if they can’t serve your need,” adds Tatum. “I live in the keep-it-simple world. If I can talk to you and you are a well-rounded business with quality products, you are my guy!”

Proper Storage and Management of Engine Oils is Vital to Your Business

Avoids Costly Errors and Protects Your Reputation with Customers

BY JEFFREY HARMENING, AMERICAN PETROLEUM INSTITUTE, SENIOR PROJECT MANAGER – EOLCS/DEF

Modern engine design and the need to reduce CO2 emissions have led to the development of additional engine oil categories and a growing number of engine oil viscosity grades for gas and diesel engines. In 2016 and 2020, respectively, the launch of two new diesel engine oils categories (API CK-4 and API FA-4) and three new categories for gasoline engine oils (ILSAC GF6A, ILSAC GF-6B and API SP) required shops to properly accommodate numerous oils. From this, specific planning and training have been necessary to avoid mixing oils and pouring incorrect oil into engines.

Training technicians and service people in specific applications is essential to avoid misapplications and potentially result in expensive engine damage or voiding of manufacturer warranties. API has several proper storage and handling tips to avoid misapplication.

When it comes to the storage and handling of engine oils in a shop, there are some important things to keep in mind to ensure safety and maintain the quality of the oils. The designated storage area for engine oils should be cool, dry, well-ventilated and away from electrical equipment. Also, avoid storing engine oils near chemicals or substances that may cause contamination.

• When receiving new shipments of engine oils in drums, bottles, or pails, ensure that all containers are tightly sealed and undamaged before storing them. Damaged containers may lead to oil leakage or contamination.

• Storing oils in a stock room or shop requires some planning:

» Maintain a well-organized storage system to prevent confusion and ensure proper inventory management.

» Arrange the containers in a way that allows for easy access and clear labeling.

» Consider using shelves, racks, or storage bins to organize the oils.

» Avoid cross-contamination by assigning specific storage areas for different grades or types of engine oils to keep them separate.

While engine oils have a fairly long shelf life, it’s important to rotate your stock to ensure that older oils are used before newer ones. Follow the Firstin-First-Out (FIFO) principle by using the oldest stock first to avoid potential degradation of oils due to extended storage periods. In addition, proper storage applies to diesel exhaust fluid (DEF) which has a shelf life of about 18 months if stored in room temperature conditions. Following FIFO is highly recommended for this fluid, as well.

Handling Engine Oils in the Shop

The following tips can help streamline operations and help minimize issues relating to productivity, mixing of different products, and misapplication.

• For all oil offerings, dedicate and clearly mark tanks/storage, dispensers, tools, etc., to avoid comingling of different products and misapplication. At a minimum, identify the product name, viscosity grade and performance level. In this manner, you will also meet weights and measures regulations that have been adopted in over half of the states in the U.S.

• Reassess your shop’s need for all the oils you stock and eliminate older category oils, like ILSAC GF-5 and API CJ-4. These may no longer be necessary, thanks to the backward compatibility of current specifications. Also, evaluate specific viscosity grades and adjust inventory to ensure you stock the proper supply of the most commonly recommended oils for your customer base.

• If you plan to change oil product offerings, set a specific date, and communicate this information to staff so everyone understands what is changing and when.

• When replacing one type of oil in bulk tanks with another, clean all tanks being transferred to a new oil.

• All dispensing equipment should be properly labeled to prevent misapplication.

• Technicians should know the current gasoline and diesel oil categories and requirements for each. The API Motor Oil Guide provides current information and can be found at www.api.org/eolcs.

API works across the industry, including with quick lube and fast maintenance business owners, operators, and managers, to ensure they use the high-quality engine oils their customers expect. API has developed the best practices referenced below, which may help your business, and these are available free of charge at www.api.org/eolcs.

• API 1525 - Bulk Oil Testing, Handling, and Storage Guidelines provide recommended equipment and procedures for properly handling incoming and outgoing shipments of lubricants to prevent contamination and spillage and protect product quality. The guidelines cover finished lubricants in bulk, drum, or pail.

• API 1525A - Bulk Engine Oil Chain of Custody and Quality Documentation provides procedures for managing the bulk engine oil chain of custody to ensure oil quality from the point of manufacture to installation in a consumer’s engine.

If you have questions or need additional information, contact the API Engine Oil Licensing and Certification System at eolcs@api.org.

Your Partner Beyond Products ™

Ramp Up Profitability with an Auto-Pour Program

BY MIKE ‘MIKEY B.’ BAUER, BG CORPORATE FIELD TRAINER, U.S. AND CANADA

First, let me explain what I mean when I say Auto-Pour Program. It automatically includes a pour-in product such as fuel or engine oil supplements to not only provide additional value for your customers, but to also increase shop profitability. Let’s face it, a basic oil change includes a narrow profit margin at best, and is often considered a loss leader for many shops. You can change this reality with an Auto-Pour Program.

It’s Not Just an Oil Swap

We need to get away from the term Oil Change and use the phrase Oil Service. “Oil change” over simplifies what you are doing, especially if you add auto-pour options. Plus, with an oil change, every customer has a dollar amount in their head. The name of the service may seem like a subtle difference, but it has an impact on how consumers view what they are paying for. It’s all about quality. If vehicle owners are confident they are getting quality products for their money, most often they will pay the difference.

Just because it’s an auto-pour, it doesn’t mean you shouldn’t talk about the products. Take the opportunity to explain the high-quality engine oil and supplements you are using in your customers’ vehicles and educate them about preventive maintenance. If your customer sees an additional charge they weren’t told about, that’s a recipe for disaster.

Take it one step further, mention any value-added benefits that some fluid providers offer, such as protection plans or roadside assistance programs. When customers get extra peace of mind with each visit to your shop, they are much more likely to keep coming back. Shop owners and service managers, look for partners who provide these types of programs and use them!

How to Implement an Auto-Pour Program

Bear with me a moment, implementing an Auto-Pour Program is relatively easy, but still requires discipline and resilience.

It’s easy if you just treat it like a car wash menu! Ask the customer which Oil Service they would like and wait for the answer. Everyone has seen a “Good, Better, Best” menu at some point. Personally, I like “Best, Better, Good” as we read left to right, the best option is what your customers see first.

Don’t be afraid to get creative with your menus. There are multiple ways you can design them. Your menu can be three tiers; Best (fuel supplement and oil cleaner and conditioner), Better (oil and fuel supplements), Good (oil

supplement only), or two tiers; Best (fuel supplement and oil cleaner and conditioner), Good (oil supplement only)

Implementing an Auto-Pour Program can be hard because you’re changing old habits, and change is difficult. Be careful to not overthink it, over-explain, and inadvertently talk your customers out of the higher tier. But, also be ready to educate vehicle owners who say, “I just want a simple oil change.”

Penetration Rate with Supplements

When you use an Auto-Pour Program, you’re getting 100% penetration, with little to no effort from your advisors. Every car, every time, gets at least a basic oil supplement. The important thing is to make sure your customers understand the value of the oil service they are getting at your location versus your competitor who only offers an oil swap.

It is worth noting, some OEMs like Honda, Hyundai, KIA, and Toyota are recommending an oil and fuel treatment. And in 2021, GM stated in their service advisor training, they want their advisors to recommend a fuel service with top engine cleaner every 15K miles or every second oil change AND a fuel treatment every 7.5K miles. Many commonly used reference guides do not list these recommendations.

Implementing an Auto-Pour Program can be a gamechanger for automotive shops, offering the following key benefits:

» Increased profitability through added value services.

» Emphasized quality and benefits by rebranding the service as an “oil service.”

» Guided customer choices with a clear and creative menu of service tiers.

» Established 100% penetration, ensuring every vehicle receives at least a basic oil supplement.

» Enhanced customer satisfaction through effective communication of value and benefits.

» Created a competitive edge in the market by offering a comprehensive oil service experience.

In summary, an Auto-Pour Program presents a lucrative opportunity for automotive shops to boost profitability and improve customer satisfaction. By focusing on quality, effective communication, and industry alignment, shops can transform the traditional oil change into a comprehensive service experience.

Take the opportunity to explain the highquality engine oil and supplements you are using in your customers’ vehicles and educate them about preventive maintenance.

Are you getting full value out of your most valuable asset – people?

BY BILL BEYERLE AND ANGI SCHOOLCRAFT

As the automotive service business recovers, we continue to hear from shop operators that staffing is one of their biggest challenges. It’s especially challenging to find and retain experienced people who know the business and have acquired the skills to perform at a high level with minimal supervision. This puts pressure on shop owners to recruit and hire from outside the business, train and motivate less experienced people, and equip them to make a valuable contribution to the business. It also means striking the right balance between being selective in hiring and ensuring you have adequate staffing levels for periods of peak demand.

Simply finding and attracting people is the first part of the challenge. A good place to start is with your existing employees. Who do they know? Consider setting up a referral bonus plan that rewards employees for introducing candidates who can make the grade and ultimately get hired. Referrals and relationships are still the most common avenues for matching open positions with available talent.

That said, people who are looking for work are looking online. Use your social media presence to let people know you are hiring. Make sure your website is easy to find, and that it prominently features messaging on career opportunities in the field and at your business. Take advantage of local job search sites. Other industries like tech and retail are going through layoffs for purely economic reasons, providing there is a growing pool of capable people out there looking for a new direction.

Quick lube and auto service shops need to be in “always hiring” mode. Even if you think you are fully staffed, you should still be talking to people and considering candidates who demonstrate a service-minded attitude. Some owners are actually over-hiring so they have a buffer against attrition, and they can handle peak times without making people work overly long hours. The important thing is not to let the customer experience suffer because of a shortage of people – be sure every customer who comes in feels they are getting the attention and service they need and expect.

Once you have people on board, what can you do to keep them engaged and performing up to your needs and expectations? Successful businesses cultivate a team spirit, which gives people a sense of belonging as well as respect for their co-workers. It’s a good strategy to rotate people through

different roles, from the front counter to the bay, so everyone has some understanding of everyone else’s job. Besides giving people well rounded experience, this also educates them and helps them understand how the business operates. They will be better prepared to take on bigger responsibilities and managerial roles. Encourage and incent those who would qualify to pursue industry certifications, which not only helps them advance their careers, but also helps build a professional mindset and reputation for your business.

Investing in training will most certainly pay you back in the form of employee loyalty and better performance. Training should encompass not only the technical skills employees need to change oil or perform inspections and tune-ups, but also the “soft” skills of good everyday work habits, teamwork, and above all, customer service. Everyone who works in a small business, even those who spend most of their time under cars, is likely to come faceto-face with a customer at some point. They should know how to represent the business regardless of their roles. Compensation matters, of course, and you want to be sure you’re paying competitive wages. However, people also appreciate recognition and a sense that their work is valued. Work/life balance is a good thing for both the employee and the employer. People will also appreciate some flexibility on your part if they have to take some time off to attend to a family matter. Those are the things that will make them think twice about jumping to another job.

When employees take pride in the business and care about their work, customers can tell. Developing a strong team ethic may turn out to be the most successful marketing strategy and competitive differentiator you can employ.

Bill Beyerle has been with Chevron Lubricants for more than 25 years and is currently the Automotive Installed Sales Manager. You can reach him at BillBeyerle@chevron.com.

Angi Schoolcraft has been with Chevron Lubricants for more than 19 years and is currently the lead marketing specialist supporting Havoline®, Havoline xpress lube®, Chevron xpress lube® and Techron®. You can reach her at angi. schoolcraft@chevron.com

Even if you think you are fully staffed, you should still be talking to people and considering candidates who demonstrate a service-minded attitude.

Women and Vehicle Maintenance: A Paradigm Shift

BY ASHLEY WRIGHT, CHANNEL MARKETING MANAGER, CALUMET SPECIALTY PRODUCTS PARTNERS, L.P.

In recent years, there has been a shift in the automotive industry, as an increasing number of women are developing a greater interest in car maintenance. Nearly 9 in 10 female motorists are at least somewhat involved in the decision-making process for their household’s vehicle maintenance and repair, according to an exclusive new study commissioned by the Automotive Aftermarket Industry Association (AAIA).

Breaking away from traditional gender roles, women are actively seeking knowledge and acquiring skills to take charge of their vehicles’ upkeep. Let’s discuss the changing landscape of women’s involvement in car maintenance, highlighting the growing enthusiasm and empowerment that comes with it and the tools your vendors can provide you to ensure you are able to capitalize on this market.

1. Women Taking the Wheel: Embracing Automotive Servicing and Maintenance

Gone are the days when women relied solely on their male counterparts to take care of their automobile maintenance. Today, women are embracing their independence as vehicle owners and demonstrating a genuine interest in understanding the mechanics of their cars. This cultural shift can be attributed to several factors, including increased access to information, changing societal norms and the desire for self-sufficiency.

2. Knowledge is Power: Empowering Women Through Education

To break free from gender stereotypes in the realm of vehicle maintenance, women are actively seeking educational resources to equip themselves with the necessary knowledge and skills. Online tutorials, workshops and automotive classes tailored for women are gaining popularity. By actively pursuing these opportunities, women are empowering themselves with the confidence to handle their maintenance needs. Ask your lubricant and functional fluid vendors what consumer education materials they have that you can share with this critical consumer base.

3. Breaking Barriers: Women’s Influence in the Automotive Industry

The traditional male dominance in the automotive industry is gradually being challenged as more women pursue careers as mechanics and technicians.

Women are challenging the stereotypes, as well as bringing diverse perspectives and valuable contributions to the table. Their increasing presence serves as an inspiration for other women by encouraging them to explore their passion for cars and embrace car maintenance as a viable path. Ensure that your vendors provide your team with the most up-to-date training materials to build their knowledge and drive your bottom line.

4. A Driving Force: Women as Informed Consumers

Recognizing the ever-growing presence of women as consumers in the automotive market, car manufacturers and service providers must tailor their marketing strategies and services to meet this influential demographic’s unique needs and preferences. By prioritizing factors such as safety, reliability and convenience, women are driving changes within the industry and pushing for gender-inclusive services that prioritize customer satisfaction. It is imperative to work with your lubricant and fuel system product vendors to ensure that your greeters and technicians are using promotional materials and greeter scripts to diagnose all potential system needs. That includes oil changes, automatic transmission fluid services, and complete fuel system cleaning services.

The increasing interest of women in car maintenance signifies a substantial paradigm shift within the automotive industry. By actively seeking knowledge, pursuing careers and influencing the market as informed consumers, women are breaking stereotypes and transforming the landscape of vehicle maintenance. Moving forward, it is vital to continue supporting and encouraging women in their pursuit of car maintenance knowledge by fostering an environment where their skills and contributions are recognized and celebrated. Ask your vendors for support today. If they do not provide such programs, consider doing a vendor review.

Ashley Wright is an accomplished professional with a diverse background in the oil and gas industry, having dedicated the last several years of her career to the aftermarket automotive sector. She is currently serving as the Channel Marketing Manager for Calumet Specialty Products Partners, L.P., which is the proud owner of the Royal Purple and Bel-Ray brands. Ashley can be contacted via ashley.wright@clmt.com.

By prioritizing factors such as safety, reliability and convenience, women are driving changes within the industry and pushing for gender-inclusive services that prioritize customer satisfaction.

Attributes of Entrepreneurs

BY AMBER KOSSAK, CEO OF SOLID START

What are the characteristics of entrepreneurs? In what ways do they think and see differently from other people? Let’s start by defining what an entrepreneur is. The most common definition is “a person who organizes and operates a business or businesses, taking on greater than normal financial risks in order to do so.”

Everything in life involves risk, of course. People who are risk averse may shy away from starting and owning a business. It’s the rewards of business ownership, both personal and financial, that stimulate our interest in entrepreneurial pursuits.

Benefits to the Community

Successful entrepreneurs bring many benefits to our local communities. If you own a business, it not only puts food on your table and a roof over your head, but it also helps other families make ends meet by providing jobs. In addition, many other local businesses are helped. Your employees may pick up lunches in nearby restaurants. Your business will routinely need supplies of various kinds, and local services as well. If you advertise on the radio, TV or in print publications, these local businesses are also helped.

Being a part of the local Chamber of Commerce or a neighborhood business association can also help. Many cities and towns have leaders that seem unaware of the impacts their decisions have on business. Business associations can help educate local leaders, making it easier for businesses to thrive, which generates jobs and strengthens the community’s tax base.

Running a business forces us to grow and develop skills in a variety of areas.

The real benefits of being an entrepreneur are not only for the people you employ and how you can help them but also for the entrepreneurs themselves. Owning and running a small business can be challenging, but it helps us become better people. Just as a good workout helps us exercise all our muscles, so does running a business force us to grow and develop skills in a variety of areas.

The Entrepreneur Mindset – Grace Under Pressure!

Entrepreneurs are self-starters, self-motivated and driven from within. If you don’t have that inner spark, it will be a challenge to maintain that strong-minded determination to keep going when the going gets rough.

Courage is definitely another attribute you’ll find in entrepreneurs. It requires a willingness to take risks when nothing is guaranteed. Hemingway defined courage as grace under pressure

Big picture thinking is also a must. It’s easy to lose oneself down in the weeds. Entrepreneurs need to be able to regularly step back and get a bird’seye view on what’s happening in the company as well as the community, industry and beyond.

Entrepreneur Skillsets - We Can All Benefit

All the personal attributes of leadership apply here. I have heard them called soft skills however, some of the most important; integrity, self-awareness, respect, empathy, ability to delegate and good communication skills.

Another group of intertwined skills would include planning, forecasting and decision making. Leaders develop the ability to foresee consequences of decisions and learn to think before taking action. Like advanced chess players, they learn from experience how to see many moves ahead and understand the likely outcomes in response to their own moves. They become adept at considering alternative options before making commitments.

A subset of planning is problem solving and the ability to prioritize. Prioritizing includes keeping situations in perspective, focusing one’s energy on activities that offer the highest payoff. It also means giving proper weight to threats. Understand that perceptions are not always reality so that a healthy skepticism is sometimes in order. Edgar Allen Poe purportedly observed, “Believe half of what you see and none of what you hear.” Before you react, know if it’s a fact.

So what are the characteristics of entrepreneurs?

This is hardly a comprehensive checklist of things entrepreneurs need to work on. Reviewing these qualities and skills can serve as a good guide to your own self-improvement no matter where you are in the organizational chart. All of us can be working on improving ourselves by noticing where we’re weak and giving attention to strengthening ourselves in those areas.

This points to the essential foundation: know yourself. The better you know yourself, including your strengths, weaknesses and blind spots, the more likely you will succeed.

Amber Kossak is the CEO of Solid Start, manufacturer of True Brand Products. She has been in the automotive industry for almost 20 years and is serving on the AOCA board of directors. She can be contacted at kossak@solidstart.com. For more information please visit solidstart.com.

LSAUCIER @FULLSPEEDAUTOMOTIVE.COM

The Hidden Business Agenda

What motivates your business model?

TRIVIA TIME: WHAT DO GOOGLE, FACEBOOK, Twitter, and McDonald’s have in common? They all have a predominant business that doesn’t match what their end user acquired. Although they have a strong following, brand, and market position, all of them deliver you a desired product but use that product as a driver to their actual business agenda.

The McDonald’s corporation has long been one of the dominant faces on busy business corners for decades. Their consistent approach to fast and affordable meals has dominated the fast-food industry, (even with a broken ice cream machine). In its explosive growth years, the strategy changed from producing 15-cent hamburgers quickly to buying up land, building sites in “A” locations and leasing the land to franchisees. Yes, the land of the two all-beef pa ies, special sauce, le uce, cheese, pickles, onions on a sesame seed bun is just a tool. The key is to get someone to do the burger flipping while you own the $30 billion real estate and negotiate the leases.

Social media giants like Facebook and Twitter deliver you the ability to connect with friends, family, your ex you never really got over, plus celebrities all over the world. Last year Facebook’s app was downloaded 413 million times despite being around for over 10 years. You wouldn’t be surprised that your monthly Facebook bill comes out to zero dollars each month. 2.9 billion people use Facebook and pay nothing, yet Facebook reported a profit of $23 billion in 2022. This is because social media companies do not sell social media, they sell you. Facebook alone took over 23% of all market share in advertising dollars last year (second biggest). They are in the business of providing companies with an audience to sell to.

Another giant business called Google is the dominating force in web services. Whereas kids in the ‘80s and ‘90s were told to look up a question in the dictionary, the kids of today are told to “Google it”. That trademark name is just as popular as saying “Grab a Kleenex” instead of saying “Grab a tissue”. Your quest to prove yourself right in a spirited debate of wits pushes you to jump on Google and pay them nothing for your answer. Google is not an answer machine, they are not in the business of selling you answers. Like social media, they are in the business of selling your a ention to companies.

As the biggest holder of advertising market share (over 30%) their profits from SEO, search ads, and YouTube ads exceeded $224 billion in 2022. This is roughly 80% of their entire revenue.

Our business has multiple agendas. Some consider our business and automotive business where we service vehicles to prevent future damage or to fix damages. Some would say they are in the customer service business, where their key component is pleasing guests and others are in the car count business offering up lower prices or convenience, giving up profit percentage for net dollar revenue. Do you have a hidden agenda?

Many business owners went the way of McDonald’s offering up names in franchising. You don’t buy a franchise to learn to change oil, you buy for market share, buying power and leaned processes. Strong companies like FullSpeed, Driven Brands, Jiffy Lube and Strickland Brothers have found great success in not just producing a quality service, but to produce a quality business to sell to franchises. This helps with their own internal purchasing power and creates great profit margins. For example, McDonald’s reports keeping 16% of their income from corporate store income and 80% profit from their franchise income.

Other hidden agendas get more personal. Some wanted a place of their own to “be their own boss”. Some wanted to build a business to help a personal mission. Take The Ranch Quick Lube in Morgantown, West Virginia. This Jiffy Lube is owned by a non-profit as a revenue driver to support its ranch for troubled boys. There are some that want to provide a path for their kids and family to work and thrive in a family environment. I have had the pleasure of working with some owners whose mission was to create shop owners from their own ranks. Giving someone who came in to turn a wrench the opportunity to turn a key to their own store.

The hidden agenda is a driver of dreams. Robert Kiyosaki of Rich Dad Poor Dad teaches a mindset that changes “I can’t do it” to “how can I do it”. For you to be successful in any venture you need to understand your driving agenda. Understand what you are attempting to do and create a platform that gives the guest what they want (hamburger, an answer, oil change, or video) while delivering what you really started this path for.

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