NOLN - November 2023

Your new business toolbox

NOVEMBER 2023 � NOLN.NET

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Attract Customers

Local Market Insights

Earn Rewards

Drive your business forward with Castrol Castrol SYNC is a brand-new digital toolset for shop owners designed to help you maximize the performance of your shop.

Unlock exclusive local insights, reach new customers, activate marketing offers, and earn valuable rewards along the way.

Learn more at CastrolSYNC.com/GetStarted

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BUILD THE BEST CREW

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STRUCTURE SHOP PROFIT CENTERS

Set the Example Luke Self says he doesn’t ask employees to do anything that he wouldn’t do himself at his shop in Ripley, Tennessee.

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SOLIDIFY YOUR SERVICE MENU

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EXCEED EXPECTATIONS Prioritizing intentional team management strategies PAGE 22

NOVEMBER 2023 � NOLN.NET

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11.23

VOLUME 38, ISSUE 11

CONTENTS 6 ONLINE

Acquisition news 8 BY THE NUMBERS

Adding services

QUICK HITS 9 INDUSTRY INSIGHT

AOCA becomes PAMA 10 AROUND THE INDUSTRY

API adds viscosity grades 17 SHOP LOOK

Oilstop of Salmon Creek, Washington

SERVICE 31 PIT STOP

Developing an admirable team 32 SALES+MARKETING

Navigating multiple sides of service 38 CASE STUDY

COVER STORY

FE ATURE 22 FEATURE STORY

PHOTO: JAKE FOUNTAIN

Centering Team Dynamics

From the Source At Fast Lube in Ripley, Tennessee, teamwork is a hands-on effort.

Focusing on shop offerings

COLUMNS 20 FROM THE SHOP

Setting standards

BY A DA M TAT U M

Approaches that lead to success when overseeing quick lube employees

42 LEADING EDGE

BY HANNA BUBSER

BY LENNY SAUCIER

Emphasizing care

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PODCAST: JOE BENZA TALKS SHOP The elements that draw a person to the quick lube industry can be very personal. People participate in this line of work for a variety of reasons.

Every career starts somewhere. Every shop starts somewhere.

Joe Benza has been in the quick lube game for years. He even ran a network of shops with his dad until they decided to sell. But Benza came back strong to ownership by opening Carolina Quick Lube in Johnston County, North Carolina. He’s taking what he learned earlier in his career while also bringing in some new ideas.

He joins the show to talk about it.

PHOTO: JASON POOLER

OIL CHANGERS ACQUIRES 10 MINUTE SPEED OIL CHANGE CENTER Oil Changers has announced the acquisition of 10 Minute Speed Oil Change Center, according to a press release.

The acquisition brings an additional seven North California locations to Oil Changers, spanning from Oakland to Sunnyvale.

The company now has a total of 159 stores across 13 states. More stores are expected to open before 2024 as well.

The transition to the Oil Changers brand is expected to be completed within three months. Existing 10 Minute Speed Oil Change employees will have the option to continue working under the new brand name.

“The San Francisco Bay Area is where Oil Changers first opened its doors, and our customer base here is very loyal,” said Eric Frankenberger, president of Oil Changers.

“The addition of 10 Minute Speed will offer our current customers more location options and introduce us to new members of the community.”

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PODCAST: DANIEL WILSON OF BIG RAY’S EXPRESS LUBE As anyone in the quick lube industry would say, there is so much more that goes into this work than changing oil. Running a successful operation involves strategy, dedication, and passion for the job.

Daniel Wilson embodies this mindset as the regional manager at Big Ray’s Express Lube in Illinois, and he joins the podcast to talk about his approach to the work he does for the shop network.

NOLN.NET

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11.23 VISIT

NOLN.NET TODAY

PODCAST

THE NOLN PODCAST Head online to check out NOLN’s library of podcast interviews. Hear from quick lube leaders about new strategies, service stories, and innovative operations that push the industry forward.

PHOTO: STRICKLAND BROTHERS 10 MINUTE OIL CHANGE

STRICKLAND BROTHERS ACQUIRES 24 SNAPPY LUBE LOCATIONS

Listen to all the episodes and subscribe at: noln.net/podcasts.

Strickland Brothers 10 Minute Oil Change has acquired two dozen Snappy Lube locations in North Carolina, according to a press release.

Strickland Brothers had more than 178 locations across 27 states. With the acquisition of 24 Snappy Lube stores, Strickland Brothers has now surpassed 200 total locations.

All 24 locations will be converted to the Strickland Brothers 10 Minute Oil Change brand later this year. COO Aaron Jansen believes that the acquisition will empower the company to pursue innovation and set new standards in the industry.

“We’re beyond excited to welcome these stores into the Strickland Brothers family,” said CEO and Founder Justin Strickland. “Strickland Brothers was founded on the desire to bring quality customer experience to the quick service oil change industry, and we can’t wait to bring this level of service to new markets.”

NOLN NEWS

SHARE YOUR NEWS Does your shop have something newsworthy to share with NOLN? Email news@noln.net to get in touch, and visit noln.net to stay up to date on the latest industry news.

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N O L N . N E T/ P O D C A S T S

N O L N . N E T/ V I D E O S

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NUMBERS

TRYING SOMETHING NEW Changing up your daily routine can keep things interesting. Maybe you’ve decided to swap out your usual cereal breakfast for toast. Maybe you’ve recently taken up a new hobby, or have tried driving a different route home after work. Newness can bring a fresh perspective. But does that idea translate over to your quick lube shop? Well, for some shops, the answer is yes.

In the 2023 NOLN Operator Survey, respondents were asked if they planned on adding a new service within the next year. While an overwhelming amount of respondents said they would not, there was a sizable response from those who said they would. Adding to a service menu is not always a simple decision, but it can be a concept that is worth Yes thinking about. Which services do and don’t make sense for your shop?

19%

81% No

Will you be adding a new service in the next 12 months?

When asked to list the

FIND OUT MORE 8

Tires have become an avenue of exploration for some quick lube operations. But what does it take to get involved with tire sales and service? Search “Get Started with Tire Sales” on noln.net to learn how one shop did it.

IMAGE: 75338822 © OSTAPENKO OLENA | DREAMSTIME.COM

new service, the majority of the answers provided by respondents revolved around adding tire services.

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INDUSTRY INSIGHT

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THE REBRANDING OF A STAPLE PREVENTATIVE AUTOMOTIVE MAINTENANCE ASSOCIATION

Why AOCA has decided to rebrand as PAMA

PHOTO: 164963680 © DMYTRO VARAVIN | DREAMSTIME.COM

BY K AC E Y F R E D E R I C K

THE AUTOMOTIVE OIL CHANGE Association (AOCA) has been a staple in the industry for decades now.

As the industry evolves and more lube shops expand their services to include other general maintenance procedures, the time has come for AOCA to rebrand N OV E M B E R 2 0 2 3

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INDUSTRY INSIGHT

as the Preventative Automotive Maintenance Association (PAMA).

President Matt Webb and Executive Director Christina Bauders share with NOLN why now is the time to rebrand and what that process will look like for the association.

We’re hoping that we can appeal to a broader audience of automotive service providers with the new name.”

LOGO: COURTESY OF PREVENTATIVE AUTOMOTIVE MAINTENANCE ASSOCIATION

- MATT WEBB, PRESIDENT OF PAMA

Time For a Change Founded in 1987, the association has established itself as a resource for fast lube and oil change facilities but has never been exclusive to businesses only performing those services. Many of its members perform other maintenance alongside oil changes as well.

This was a driving factor for the decision to rebrand. The association has no plans to divert its original focus, but wanted to better represent the diverse membership it has.

“If you were a general repair shop or a tire shop, for example, you’d probably be deterred from joining–or potentially deterred–from joining our organization just because oil change isn’t your core business,” says Webb. “We’re hoping that we can appeal to a broader 10

audience of automotive service providers with the new name.”

PAMA has had members that specialize in services other than oil changes since its inception, though the number of facilities performing solely oil change jobs is not as prevalent as it once was. Many oil change shops have decided to include other services to make a profit and remain relevant.

The organization has considered rebranding for the past decade. As the auto industry heads in new directions such as increasing electrification and the other services that many oil change facilities now offer, it felt like the perfect time to enact such a change.

With the organization’s members voting to move forward with a name change, a rebranding was put into motion.

to hold as part of the various programs it offers and advocacy for pressing regulatory concerns, such as Right to Repair, which PAMA feels is especially important now.

“The independent automotive world, you know, we really do need to band

Introducing PAMA Several options for new names were considered, but it was Preventative Automotive Maintenance Association that was chosen as the best reflection of the organization’s membership.

Having been known as AOCA since its creation, steps will be taken to ensure that PAMA remains recognized under its new name.

Alongside speaking with sources such as NOLN, members of PAMA are aware of the coming change, having already voted on it.

“Our members already voted for this change; they were all in support of it. So, they know it’s coming,” says Bauders.

In 2024, PAMA will also be asserting its new identity through events it plans

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INDUSTRY INSIGHT

together and team up against some of this legislation and things like telematics,” Webb says. “The automotive manufacturers are battling to own the data.”

highlighted at PAMA’s management course.

With PAMA looking to be on the forefront of EV maintenance, it’s another aspect that the rebranding helps encapsulate as part of its expansive services.

Oil change and fast lube facilities are the core of PAMA’s focus, but as this industry continues to expand its offerings to handling general maintenance such as fluids and filters, PAMA wants any company that could benefit from its services to feel welcome to join its organization.

“We feel that there’s huge value to other maintenance providers,” Webb states. “While they might not be an oil change-only facility, there’s huge value for them to be a part of our membership for that reason: for the advocacy and the training.”

PHOTO: BOB RIDER

Representing Its Membership At a time in which Webb feels is most important for independent businesses to come together to address the challenges facing them, a rebranding to encapsulate the variety of businesses that benefit from PAMA’s mission felt right.

Alongside its Right to Repair efforts, PAMA is unique in its involvement with things impacting the oil change industry such as waste oil and other hazardous wastes that are highly regulated in many states.

“We’ve been at the forefront of those issues, whereas (for) other automotive

organizations ... it’s not as high of a priority for them,” says Webb.

Though the organization has a focus in oil change and fast lube shops, the programs and advocacy work PAMA offers benefits other automotive service providers that do oil changes, such as tire shops and muffler shops that perform oil change services in addition to their specialties.

PAMA members have access to programs such as its government affairs committee that releases weekly government affair updates, a management training course offered throughout the year in differing locations, and an online technician training course.

The organization also plans to roll out courses on electric vehicle maintenance procedures, with EV (electric vehicle) maintenance services recently

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REPAIR ACT DISCUSSED DURING CONGRESSIONAL HEARING

The U.S. House Committee on Energy & Commerce Subcommittee had a hearing on September 27 involving discussions around the REPAIR Act, where different groups in the automotive industry were present to make their voices heard.

The Automotive Service Association (ASA) released details on Board of Directors Chairman Scott Benavidez’s testimony to the subcommittee during a hearing titled “Proposals to Enhance Product Safety and Transparency for Americans.”

Benavidez argued that an earlier agreement made with the Alliance for Automotive Innovation (AAI) and the Society of Collision Repair Specialists (SCRS) will ensure that independent shops maintain access to the data they need to operate on newer vehicles, and effectively “nullifies the need for the REPAIR Act.” “Newer vehicle technologies, with an increasing number of sensors, will present challenges to our shops without access to repair data,” said Benavidez.

“That is why, in July of this year, ASA proudly announced it had reached a landmark agreement with automakers that ensures independent repair shops can diagnose and repair their customers’ vehicles without hindrance from telematics nor any other innovation.”

The agreement Benavidez is referencing has been met with great criticism from Right-to-Repair advocates, who have claimed the agreement 12

does not sufficiently guarantee access to that data.

Also present at the hearing were proponents of the REPAIR Act, such as CAR Coalition Executive Director Justin Rzepka, who argued that the REPAIR Act will help maintain affordable car repairs and freedom of choice, according to a press release.

Also speaking in support of the REPAIR Act was bill co-sponsor Representative Diana Harshbarger, REPAIR Act lead sponsor Representative Neal Dunn, Representative Lori Trahan, and Subcommittee Ranking Member Jan Schakowsky.

“The REPAIR Act allows the free market to work by prohibiting competition-busting barriers that vehicle manufacturers use to protect their competitive advantage,” argued Kathleen Callahan, owner of Xpertech Auto Repair.

“It will guarantee that our shops, chosen by the vehicle owner, can access the data they need to safely diagnose and repair vehicles today and in the future.”

AUTO CARE ASSOCIATION LAUNCHES ONLINE EDUCATIONAL RESOURCE

The Auto Care Association has launched Auto Care Academy, a collection of online courses offered to auto care industry professionals, according to a press release.

The platform offers materials for individuals at every stage of their careers, ranging from those entering the industry to those with years of experience.

Auto Care Academy is also collaborating with Northwood University to

offer the University of the Aftermarket’s online course catalog in addition to its original content.

Currently, there are two courses offered as part of a data standards series. The first is titled “Introduction to ACES and PIES,” with the second being “Intermediate ACES and PIES.” A third course called “PIES for Heavy Duty” is currently being developed for those in the heavy-duty aftermarket.

Also in development is a comprehensive course titled Aftermarket Essentials, aimed at onboarding and educating new employees about the auto care ecosystem. This course serves as a prerequisite for the University of the Aftermarket’s program, Aftermarket 101.

Those interested in joining the new educational platform may do so by logging into the Auto Care Academy website with their autocare.org credentials. Users may then select and purchase available courses and be granted immediate, lifelong access to the content.

FULLSPEED AUTOMOTIVE APPOINTS SVP OF RETAIL OPERATIONS

FullSpeed Automotive has appointed Laura Sasser as the company’s new senior vice president of retail store operations, according to a press release.

Sasser will oversee operational efficiencies among FullSpeed brands Grease Monkey, SpeeDee Oil Change & Auto Service, and Kwik Kar. Having worked at Channel Control Merchants (CCM) for the past 18 years, Sasser has experience in restaurant management, retail operations, and team building.

During her time at CCM, Sasser assisted in developing growth strategies and surpassing company goals, and throughout her career has been trained in asset protection, inventory management, store operations, and training and development.

PHOTO: 147823703 © SUTIPONMM | DREAMSTIME.COM

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As senior vice president of retail store operations, Sasser looks to help the company achieve double its sales in the next four to five years.

“As we continue rapid growth into Q3, bringing on Laura will help us to ensure that we offer a consistent and worldclass customer experience across our shops,” said FullSpeed Automotive CEO Rob Lynch. “She is proven in consistently delivering maximum results, has a keen eye for driving continuous process improvement, and cultivates high-performing teams.”

API ADDS VISCOSITY GRADES

PHOTO: COURTESY OF KEN FRENCHAK

TO SERVICE CATEGORY SP

The American Petroleum Institute (API) has added SAE 0W-8 and SAE 0W-12 viscosity grades into API Service Category SP, according to a press release.

API Service Category SP is the most current gasoline engine oil category currently available. The addition of the two viscosity grades is meant to help establish licensing requirements, aftermarket conformance, and enforcement procedures for these viscosity grades globally.

The API 1509 Engine Oil Licensing and Certification System—API’s standard for how Engine Oil Service Categories and Quality Marks are licensed and displayed—will be updated with more information on the September 19 passing ballot.

SAE 0W-8 and SAE 0W-12 are viscosity grades that are currently being recommended by some global original equipment manufacturers (OEMs).

The addition of them to API Service Category SP allows those OEMs to recommend API-licensed engine oils and helps consumers easily access them.

GROVE CITY VALVOLINE EXPRESS CARE HOLDS YMCA FUNDRAISER

Valvoline Express Care of Grove City, Pennsylvania, recently held

its second annual fundraising event for the local YMCA, according to the shop’s general manager Ken Frenchak.

The event took place on Saturday, September 23. Frenchak told NOLN via email that 70 oil changes were completed out of their 100 oil change goal for the day. Frenchak said the shop’s daily average is usual 45 on a normal day.

Two teams consisting of five people each were working on vehicles, with morning bay times at five to six minutes. Frenchak said the “unofficial proceeds” to the local YMCA total $5,000 for their general fund.

“The team performance was flawless. It was great team building,” Frenchak said. “Two team members are new with less than three weeks under their belts. We had Jay Rutherford our Valvoline Express Care Business Advisor on hand assisting us.”

Frenchak said the shop plans on continuing the annual event next year.

VOLVO TO CEASE PRODUCTION OF DIESEL VEHICLES

Volvo will be suspending production of diesel vehicles as soon as early 2024, Reuters reports.

The Swedish company, largely owned by China’s Geely, has set a goal to be one of the first legacy automakers to go fully electric by 2030.

The company announced this past Tuesday that production of all remaining diesel models will be canceled as soon as early next year.

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Though a majority of the company’s sales in Europe were diesel in 2019, they made up only 8.9% of sales in 2022. This past August, 33% of Volvo’s sales were electric or hybrid vehicles. The number of diesel vehicles within in the company’s remaining 67% of combustion-engine models versus how many run on gasoline has not been disclosed by the company.

Diesel models have been on the decline in Europe since Volkswagen’s emissions testing controversy, with only 14% of new vehicle sales in Europe being diesel in July compared with over 50% in 2015.

“In a few months from now, the last diesel-powered Volvo car will have been built, making Volvo Cars one of the first legacy car makers to take this step,” Volvo said in a statement. Volvo will be suspending production of diesel vehicles as soon as early 2024.

INDIANA JIFFY LUBE HELPS RESCUE GROUNDHOG FROM VEHICLE

A resident in Fort Wayne, Indiana, recently found an uninvited guest in the front bumper of her car, WPTA reports.

A woman took her vehicle to Mike’s Car Wash after a bird had got stuck in the front grille of her car. When the car wash attendants inspected her car, however, they discovered a groundhog was stuck in the front bumper of the vehicle.

Employees from the Jiffy Lube next door came over to help handle the situation, with the Fort Wayne Animal Care and Control soon joining. The groundhog was alive but became increasingly agitated as the team attempted to remove him from the bumper.

“He was cute but definitely mad that we were trying to take him from his warm home,” said Jiffy Lube manager Dalton Brenneke.

The groundhog moved around so much that workers had to remove the front skid plate to offer more room, but the critter then ran toward the back of the vehicle. A left rear tire then had to N OV E M B E R 2 0 2 3

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be removed before the team could get the groundhog out.

Though the vehicle owner was not charged for the work done, the groundhog had furiously chewed through some wiring, racking up $500 in damages.

Following the ordeal, the groundhog, named Mike by the rescue crew, was handed over to an officer.

CASTROL OPENS NEW ‘AMERICAS TECHNOLOGY CENTER’

Castrol has announced the opening of the Castrol Americas Technology Center in Wayne, New Jersey, according to a press release on JobbersWorld.

The 12,000-square-foot laboratory was funded by a $7.5M investment by BP and will house research on engine and driveline oils, industrial lubricants,

and fluids for electric vehicles.

More than 25 Applied Science technologists will be conducting research at the facility. The laboratory marks the first time Castrol has had automotive and industrial lubricant technology teams supporting the US, Canada, and Latin America in one place.

A grand opening ceremony was held and private tours of the new facility were offered.

“It’s great to see the opening of our new facility and have our technology teams based together in a new high-tech lab,” said Advanced Lubricants Products VP Rebecca Yates. “The lab will help us develop products to address the current and future needs of our customers.”

TOYOTA RECALLS TUNDRAS FOR INACCURATE WEIGHT LABEL

Toyota Motor Engineering & Manufacturing has issued a recall for newer-model Toyota Tundra vehicles, Yahoo Finance reports.

The recall only applies to 2023 Tundra and Tundra Hybrid vehicles containing a spray-on bed liner accessory.

An incorrect label is cited as the cause for the recall; specifically, the load-carrying capacity modification label that informs how much weight the vehicle may carry was printed incorrectly.

Due to the risk of an overloaded vehicle as a result of the inaccurate label, the vehicle fails to meet National Highway Traffic Safety Administration (NHTSA) requirements.

Vehicle owners have been instructed to refrain from loading their vehicles with the specified weight on the label and to contact a local Toyota dealer to have the labels replaced with the correct weight limit.

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AROUND THE INDUSTRY

PHOTO: 999405 © DAVID HSU | DREAMSTIME.COM

ART FISHER MEMORIAL SCHOLARSHIP RECIPIENTS ANNOUNCED

Thirteen students have been awarded the Art Fisher Memorial scholarship, according to a press release.

The scholarships are dispersed through the University of the Aftermarket Foundation and were created in honor of the late founder of Federated Auto Parts, Art Fisher.

Recipients of the scholarship for the 2023-24 academic year were Alyssa

Aponte; Cristian Belman; Kyle Binkley; Drew Forner; Ian Gacek; Derek Glasshoff; Davis Grote; Kris Kraev; Zack McLaughlin; Nash Nagy; Yvana Perez Ponce; Karina Rice; and Micah Stolp.

“We extend our heartfelt congratulations to these remarkable students for their outstanding accomplishments.

As they forge ahead in their educational journeys, the entire Federated team takes pride in supporting their academic aspirations,” said Federated Auto Parts Chairman Bo Fisher. “The fact that we can do so in honor of my father adds an extra layer of significance to this endeavor.”

QH

Texas, KTSM reports.

The store located at 14518 Pebble Hills Blvd. is owned and operated

by Jiffy Lube franchisee Stonebriar Auto Services, which operates other Jiffy Lube facilities in multiple states, including four others in El Paso.

Stonebriar announced that the store is open and advertised its various services besides oil changes, including tires, brakes, suspension work, and batteries.

“Our current teams in the El Paso community have done a superior job and we are excited to add another new Jiffy Lube store in El Paso,” said Stonebriar Executive Vice President Steve Isom.

JIFFY LUBE FRANCHISE OPENS FIFTH TEXAS LOCATION

A Jiffy Lube location will be opening in far East El Paso,

NEW TAKE 5 OIL CHANGE OPENS IN COLORADO

A Take 5 Oil Change two years in the making has opened its doors

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m 8:45 AM

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in Longmont, Colorado, the Longmont Leader reports.

Franchise owner Kelly Meyer, who owns two other Take 5 locations in Loveland and Arvada, said that the Longmont location has taken him the longest to complete.

The Pizza Hut that formerly occupied the 2255 Main Street spot was torn down, and construction on Meyer’s first ground-up Take 5 location had begun earlier this year.

The store’s grand opening was celebrated this past Tuesday alongside the Longmont Area Chamber of Commerce.

To commemorate the memories the community had with the Pizza Hut that had previously held the spot, Meyer had pizza from another Pizza Hut freshly delivered to the event.

With the Longmont location now in operation, Meyer hopes to provide

quality service for his customers, making it customary to offer a bottle of water for their 10 to 11-minute visit.

“People don’t usually write reviews about an oil change, but we have all these customers writing about their great experiences,” Meyer said. “Maybe that says something about what people expect from automotive service more generally, but it’s important to me that people leave here feeling good.

We are part of the community, and we want to be a positive addition in every way possible.”

locations at 1789 N. Eastman Road at the corner of Stone Drive and Gibson Mill Road, where a former restaurant serving Japanese food called Tamiko was. The restaurant is currently undergoing demolition.

There are currently other Valvoline locations in both Johnson City and Greeneville, Tennessee.

A representative of Valvoline has said the locations are slated to open in September 2024, but that could change due to factors such as permit schedules and the weather.

VALVOLINE DEVELOPING TWO TENNESSEE LOCATIONS

Valvoline Instant Oil Change will be opening two new locations in Kingsport, Tennessee, WJHL reports.

The company has signed leases for

Get more industry news at noln.net

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S H O P LO O K

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OILSTOP SALMON CREEK LOCATION:

VANCOUVER, WASHINGTON

STAFF SIZE:

10 LUBE TECHNICIANS AND AND 10 CAR WASH EMPLOYEES SHOP SIZE:

2 BAYS AND A CAR WASH TUNNEL

BY H A N N A B U B S E R P H O T O S B Y M I S S Y FA N T P H O T O G R A P H Y

HAPPY TOGETHER

When the owner of a Havoline xpress lube in the Vancouver/ Salmon Creek area was looking to sell, Oilstop stepped in. Scott Hempy, CEO of Oilstop, explains that they met the shop’s former operator through Oilstop’s oil supplier, Chevron. After the introduction was made and the transaction was completed, an Oilstop and Happy’s Car Wash opened on the site in December 2022.

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S H O P LO O K

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H AV E A N O U T S TA N D I N G S H O P T O S H A R E ? E M A I L N E W S @ N O L N . N E T

“We remodeled it, so it’s very similar to our standard Oilstop layout and process,” Hempy says. “Two bays with a full basement underneath with catwalks for our lube techs to move between the two vehicles that they’re working on. Upstairs, we have the guests wait in their vehicle.”

As for the car wash component, the Happy’s Car Wash brand was launched about two years ago by Oilstop. At this location, it’s a 90-footlong conveyor tunnel.

FRESH NEW LOOK

The remodel was a chance to make the 2,100-square-foot building truly shine.

“We’ve been working for several years to refine our kind of remodel and rebrand strategy,” Hempy says. “We

love to find buildings like this one that are kind of the old two or three bay almost box-looking buildings … what we try to do is really freshen that up.”

White paint was added to the exterior with Oilstop blue added toward the top of the building to help make it “pop off the street,” in Hempy’s words. The inside got attention as well.

“We rip out anything that’s on the floors. We’ve been putting in a nice bright clean white epoxy floor with a little bit of speckling,” Hempy says.

Additionally, there were new bay doors added to drive home the notion of adding freshness into the space.

GREAT COMMENTARY

QH

that they enjoy the energy of the staff as well as the physical building itself.

“We’ve gotten several comments about how it feels like a new building,” Hempy says. “It feels like we tore it down and rebuilt even though we used the same walls and the same structure.”

The team is also appreciative of the building’s design, which is something that Hempy says Oilstop always tries to be intentional about at each of their locations.

“We’re pretty thoughtful about where each piece goes to try and make it, from a working in the store standpoint, a really seamless (and) easy store to work in so everything’s where you need it right when you need it,” Hempy says.

Hempy says feedback has been positive for this location.

Comment cards from customers reveal N OV E M B E R 2 0 2 3

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c

FROM THE SHOP

Doing the Right Thing

ADAM

TATUM

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.

ATAT U M

@V A L U B E .COM

20

WATCH YOUR THOUGHTS; THEY BECOME words. Watch your words; they become actions. Watch your actions; they become habit.

Watch your habits; they become character. How many of you have heard that phrase? It means a lot more to how your business operates than you may think. Many of us have add-ons to our service to attract the customer to us over the competition.

Some of these things could be offering water and snacks, washing windows, vacuuming floors, and more. How many of these eventually get missed or stop being done altogether by your teams?

When you have teams that do not follow your strategy, they may not realize how much they hurt the integrity of your business. It only takes one or two customers to voice their concern about not getting what they paid for until you start to see a pattern. How many have you gotten that have said this same thing? This should be a red flag because it was not just these one or two people that had this happen to them. If you do not do what you promise or promote, then that is what you will soon be known for.

So, how can we get these habits changed after they have been set? Well, it will not be easy for sure, but it can be done with a lot of personal attention to the details. Understanding how habits are set can open your eyes to how big the problem could be. It takes 19 times doing something to make it a habit, on average. That’s potentially 19 customers that didn’t get what they paid for.

So, you must go in and oversee the service.

Don’t just allow them to skip it. The crews and managers will likely hate it at first, telling you, “I know what I’m supposed to do,” while working on it. And that is what you want to happen. If you know, then why didn’t you do it? It was a habit that has been set to skip something, likely for speed of service.

By making yourself present and vocal on the expectations of your service, the teams will

eventually start doing what you want without thinking, just to not hear you remind them to do it. You have built the habit. Now to keep that expectation moving forward, you must have a leader in place that understands what you did and how to replicate it as an expectation.

So, if your leader is not buying into what you are doing, then you might have to get yourself a new one if you ever want your standards to be held. Setting the expectation yourself shows these team members that you care about the service that you are offering and how your business looks to your customer.

If you have a standard of service and it is being held up with proper procedures and good habits, you will see that your business will reflect it. Your Google scores will rise and the word-of-mouth advertising that is important to building new customers will flip. If you do not have these amenities in place, think about adding a few to your service.

It may be something as simple as adding a water cooler or a Keurig for your customers.

But none of the niceties will matter if you are not performing the service you promised. Habits become character. What does your character look like to your customers right now? Is it where you want it to be? If not, what are you going to do to build your character?

PHOTOS : LUCAS MOORE

What you do each day sets your standards

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Is it time to grow or sell your business?

Deciding when to make a change – and what kind of change to make - is difficult. Valvoline offers two exceptional solutions for the future of your quick lube:

Grow your business

Sell your business

or

to a trusted industry leader

with a powerful partner Join the hundreds of quick lube owners who benefit from our industry leading program, Express Care. Receive hands-on expertise and proven tools that drive business growth.

Valvoline has acquired more than 700 quick lubes since 2014 and offers owners a straight-forward valuation. Our ownership transition aims to protect your legacy by focusing on you, your employees and your customers.

EXPRESS CARE When the time is right to make a change, call Gayle McMillin at (859) 357-7303 or visit www.valvolinequicklubes.com.

US-DIG-2541-EN

©2022 Valvoline 10/22 ™Trademark, Valvoline or its subsidiaries, registered in various countries

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10/17/23 10:13 AM 4/4/23 8:35 AM

F E AT U R E

Elements of effective approaches to teamwork

By Hanna Bubser

Masterful

Managemen 2311NOLN_22-29_Feature.indd 22

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PHOTO: JAKE FOUNTAIN

ment

Quality Control Shop owner Luke Self is a proponent of "quality of life over work."

10/17/23 10:13 AM

F E AT U R E

“T

eamwork makes the dream work” is something everyone has heard. Whatever the context, the sentiment remains the same: When a team works well together, goals are achieved.

Luke Self sees this idea in action every day. He owns Fast Lube in Ripley, Tennessee. His team operates much like a well-oiled machine, if you’ll pardon the pun.

“Let’s (say), for instance, your courtesy guy got tied up on a 4-wheel drive truck and spent a lot of time putting air in the tires, the hood technicians … they’ll jump in and help vacuum the

car (and) clean the windows,” Self says.

“Everybody helps. (A) guy gets down in the pit and he gets tied up with a skid plate, somebody’s running down to help him out. And you don’t even have to tell them that. They just do it.”

Over at the Ranch Quick Lube in Morgantown, West Virginia, General Manager Kevin Bode oversees a team environment that encourages a productive group effort for the betterment of everyone.

“We kind of have a motto, ‘Let go so others can grow,’” Bode says. “So, we provide opportunity for those that want to grow and hold them accountable for the tasks. They all know that their growth is based on teaching

others and managing others to achieve or accomplish our vision.”

Even though Self and Bode are at different shops, employee management is a throughline for both. Proper management is crucial to the integrity of a shop’s structure, and it is subject to change as necessary.

Take a moment to think about your approach to employee management and how it’s changed over the course of your shop ownership. Is your team working to make the dream work?

TEAM MINDSET

Luke Self assumed the role of shop owner in October 2022, but he’s not new to the industry. In fact, he’s

The Next Step Luke Self had already dedicated years to the quick lube industry when he decided to take ownership of this Fast Lube shop in Ripley, Tennessee.

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Talk Technique At Luke Self's shop, good communication hinges on talking to employees rather than at them.

PHOTOS: JAKE FOUNTAIN

dedicated about 20 years to it. Some previous experience includes being a district manager for eight Grease Monkey shops, and before that he helped run a network of four quick lubes based in Rapid City, South Dakota. The move to ownership of Fast Lube in Ripley, Tennessee, was a natural one.

“That … just kind of fell into my lap,” Self says. “My kids live in Tennessee, and through different channels somebody gave me a phone call and said it was for sale. I looked into it, looked at

Stay on Task Luke Self implements cross-training to strengthen the skillsets of his employees.

They all know that their growth is based on teaching others and managing others to achieve or accomplish our vision.

–KEVIN BODE, GENERAL MANAGER, THE RANCH QUICK LUBE N OV E M B E R 2 0 2 3

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the numbers and made an offer and purchased it.”

Self has seven full-time employees at his three-bay shop. He says success at his shop is a team effort, and he’s happy to exemplify what that means.

“I’m more ‘lead by example,’” Self says. “I’m hands-on. I’m in the shop, I work the pit, I’ll take out trash. That, to me, has been the big management style that I’ve been my whole career.

I won’t ask anybody to do anything I wouldn’t do myself.”

Self says they have a bonus system that’s based on shop performance, not individual performance. But individual attention is still important.

“I’ve never begrudged any employee for trying to better their life quality or their life circumstance,” Self says.

“And that’s what (my wife and I) are firm believers in is quality of life over work … I’ve gotten comments from the employees (who) were with the previous owner of just the little differences that (my wife and I) have instilled into the business model that they didn’t even know was a possibility.”

Supporting his employees in this way has paid off. One of his favorite parts about managing employees is watching them thrive.

“I love seeing, especially the inexperienced technicians, come in to give it a shot and work their way up to being very knowledgeable and then enjoying coming into work,” Self says. “I’ve always lived by the motto, ‘If you’re not happy at work, you need to go find something else to do.’ You spend too much time at your place of employment to not enjoy yourself.”

It all stems from a solid foundation of training, which has a hands-on component. Self says all employees build their way up.

“Our new employees, they start on courtesy and shadow,” Self says. “And

Check It OUt At the Ranch Quick Lube, training is implemented in-house through a detailed checklist of necessary knowledge.

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PHOTO: MARK SHEPARD.

F E AT U R E

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then as they get experience on the courtesy and then using the computer, depending on where we’re at staffing wise, they’ll either move downstairs to learn the pit or upstairs and learn how to greet and explain items on a vehicle to a customer.”

It’s important to Self that technicians use language customers can understand—nothing too technical or confusing. Customer service is the No. 1 goal.

“One of our mottos is, ‘We kill them with kindness,’” Self says.

Self is clearly proud of the work being done at his shop, but he acknowledges that there are some challenges with employee management that require adaptive thinking methods. For example, he says getting employees to come in to work when they’re scheduled can sometimes be an issue.

If he notices an employee is consistently missing days or is not showing up on time, he initiates a conversation about the importance of communication and responsibility. It helps hold them accountable and circles back to the quality-of-life prioritization that Self values.

“This day and age you kind of have to give a little leeway, unfortunately,” Self says. “Unlike 10 years ago when you would get a stack of applications ... on a weekly basis, you don’t get that anymore.”

Cross-training is another tactic he implements. It’s something he’s been doing throughout his career. At his shop, he trains employees for multiple tasks, so they aren’t doing the same thing every day.

“When you cross-train like that, it seems to give them a sense of accomplishment during the day,” Self says.

“Everyone on my team always asks throughout the day, ‘Where are we at?

What’s our number?’ That gets them involved instead of just being mundane, ‘Alright the next car.’”

There’s an importance to staff knowing the ins and outs of various roles at

THE WORKFORCE The talent that keeps the industry running STARTING WAGE FOR LUBE TECHS

10%

$9-$11

$11-$13

29% 27%

$13-$15

34%

$15+

MANAGER SALARY

18%

Less than $45,000 $45,000-$50,000

11%

$50,000-$55,000 $55,000-$60,000 $60,000+

18% 18%

35%

LUBE TECH TENURE (IN YEARS) 0-0.5 0.5-1 1-3 3-5

5-10 10+

10%

8%

23%

10% 6%

43%

AVERAGE HOURLY WAGE FOR ALL LUBE TECHS $9-$11 $11-$13 $13-$15

3%

15%

31%

$15+

51%

MANAGER TENURE (IN YEARS) 0-5 5-10 10-20 20+

20%

15%

31% 34%

N OV E M B E R 2 0 2 3

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F E AT U R E

Learn the ropes At Fast Lube, team members start by job shadowing and gain experience from there.

EMPLOYEE GROWTH

Kevin Bode describes the Ranch Quick Lube as a “for-profit that helps generate funds for a non-profit.” The Valvoline Express Care location helps generate income for Chestnut Mountain Ranch, which is a school for boys in crisis in West Virginia and is the “parent company” of the Ranch.

Aside from that distinguishing factor, the Ranch operates much like any other quick lube. This means Bode (who is also the director of business for Chestnut Mountain Ranch) understands the importance of good employee management in this line of work.

“First and foremost, we believe that in order to grow business you need to grow people,” Bode says. “Without the people, you really don’t have a business.”

With the Ranch Quick Lube, Bode

Keep Connected Through dedicated communication efforts, employee wellness is kept top-of-mind at the Ranch Quick Lube.

28

Right now, I’m just a single store owner, I’ve got one shop, but I still do the cross-training because of that. You never know what’s going to come down the road.

–LUKE SELF, OWNER, FAST LUBE IN RIPLEY, TENNESSEE

PHOTOS: BOTTOM, MARK SHEPARD AND TOP, JAKE FOUNTAIN

the shop, says Self. Knowing the pit to knowing what a serpentine belt is gives technicians an edge.

“Especially when you’re a multiple store operation, you’ve got to be able to give incentive because you’re promoting from within,” Self says.

“Right now, I’m just a single store owner, I’ve got one shop, but I still do the cross-training because of that.

You never know what’s going to come down the road.”

From in-depth cross-training to general support and understanding, Self ’s approach to employee management works well for the team at Fast Lube.

He has a genuine care for his employees and cares for how they’re managed.

“Talking to them versus talking at them helps with the management of people,” Self says.

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oversees another Valvoline Express Care in Morgantown that’s under the same Chestnut Mountain Ranch umbrella. Between the two locations, there are approximately 23 employees. He’s the general manager, and there is also a manager at each shop, a supervisor at each shop, and shift leaders.

About 25% of Bode’s employees are part-time. Full-time employees get the opportunity to receive full benefits after a 90-day probation period including dental, vision, and health care coverage as well as 401(k) matching and life insurance.

“We realized, probably in the past two years, that we need to be proactive in our human resources and not reactive,” Bode says.

Bode says 70% of shop employees are fresh faces in the industry and another 15% have experience as technicians. After that, the pool that’s left are people that they’ve hired from vocational technical training programs.

One area of change in employee management that Bode has observed revolves around where resources are being dedicated.

“It’s fair to say that before the pandemic maybe we spent 25% of our time on personnel issues and concerns and now it’s probably about 65% of our time,” Bode says.

In-house leadership staff conduct shop training. As the employee completes the training, they have written tests to complete.

“About a year ago we implemented our own training system where we have a checklist of all the items, we want that new employee to learn over 90 days because sometimes they get moved around and have different trainers, and we were not always hitting all the marks we need to hit,” Bode says. “So, we have a physical checklist that they go through.”

Bode says it’s important for those in leadership roles at shops to be able to “zoom out” and see the entirety

of the shop. This may involve taking your hands off vehicles and becoming more concerned with the overall shop’s needs—from basement to bay.

This perspective allows for all corners of the business to be seen.

“It’s focusing more time, giving more resources to the personnel side of the business than we did before because employees and prospects have options,” Bode says. “They have a lot of options, and you need to do your best to stand out.”

For Bode, standing out also involves prioritizing employee wellness. Focusing on consistent communication, employee assessments, and conversations about work and personal life attribute to a supportive work environment. Bode says they’ll even do staff bonding events to further this outreach.

“It’s more frequent and effective and direct communication versus if I don’t hear anything, I assume the employee is happy,” Bode says.

“That’s probably the biggest thing that’s changed.”

A team that’s supported well performs well, and that’s evidenced by the action of building one another up, which Bode bears witness to.

“When they’re not just concerned about themselves, but they’re concerned about the growth and success of others below them. Things really take off and obviously watching that gel and formulate as a productive management team, that’s really where the reward is,” Bode says.

Ultimately, this dynamic not only serves the work environment, but also connects to the overall mission of good customer service.

“Every shop … they realize that customer retention is huge, and you want to give a good customer experience and in order to do that you have to have effective and well-functioning employees,” Bode says. “So, the only way to do that is to pour your resources into them so that your outcome is what you want.”

DO YOU GIVE COMMISSION/ BONUS TO TECHS?

65%

35%

Yes

No

AVERAGE WEEKLY HOURS PER TECH

2%

Less than 35

55% 35-40

43% 40+

*In 2023, this question changed to multiple choice to ease survey completion and data compilation.

OWNER EXPERIENCE

52%

of respondents have 21+ years of industry experience

This story uses data from the 2023 NOLN Operator Survey. Special thanks for Valvoline for sponsoring this year's survey.

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804 QUICK LUBES ACQUIRED SINCE JANUARY 2014, AND COUNTING!

WE BUY QUICK LUBES

Valvoline is seeking ™

single and/or multiple locations performing 7500+ oil changes per year.

Contact the Valvoline Quick Lubes Team

(859) 357-7303 SM

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VRS-VIOC-2985-EN ©2023 Valvoline 9/23 TM Trademark, Valvoline or its subsidiaries, registered in various countries.

Service mark, Valvoline or its subsidiaries, registered in various countries.

10/17/23 10:13 AM 9/13/23 12:40 PM

PI T STOP

THE WINNING TEAM

Good help is hard to find and harder to keep

PHOTO: 7449220 © RICHARD THOMAS | DREAMSTIME.COM

BY P E T E R S U C I U

HELP WANTED SIGNS ARE commonplace across all sectors of the service industry—while the automotive service sector is struggling as much as, and at times more than, the fast food or hospitality services. Many shops are simply struggling to build and then maintain their winning team.

Across the country, efforts are being made to attract talent, but it is unclear whether all the openings can be filled.

“That’s the million-and-a-half-dollar question right now,” says Tom Staker, international director of new services and training at FullSpeed Automotive.

“We are seeing that the entire service industry is having a problem in finding help, but automotive service has been hit especially hard,” admits Staker, citing a number of factors including the fact that the younger generation doesn’t have nearly as much interest in cars as their fathers, uncles, and grandfathers.

“We’re seeing a generation that doesn’t even care if they even have driver’s licenses, so that makes it really difficult to find younger workers today,” says Staker. “In the ‘old days,’ you were never without a stack of applications.

The kids coming out of high school wanted to work on cars. We’re just not seeing that today.”

As a result, the entire industry needs to be more creative in finding talent.

This includes having full-time employees who must work different adventures to attract new team members. That can include being present for career days at schools, and basically putting more emphasis on job opportunities.

More Emphasis on Onboarding The next challenge in building a winning team is ensuring that those who have been hired will show up and then

/23 es. es.

12:40 PM

keep showing up. Plenty of service industries have to deal with brand new hires that quit after the first day, but since the “Great Resignation” that followed the pandemic, it became all too common for those new team members to be no-shows on the first day—or opt not to return after that.

“One of the issues we have been forced to take a look at is what onboarding now looks like post-pandemic,” says Staker. “We need to focus on onboarding so that new team members will go home after their first day and tell their friends and relatives how great it was to work at our shops.”

FullSpeed Automotive has adopted an approach that can let would-be hires know what to expect when they show up for work, and how they can see it transforming from a job to an actual career.

This begins in the hiring process.

“We’re spending a lot of time making sure we’re keeping the talent, and this includes making sure that those applicants want to be part of a team,” explains Staker. “Most quick lubes are conducive to teamwork, and we need to be team-oriented in our business models. This may go without saying, but it was also something that we didn’t need to worry about just a few years ago.”

This is also true, and perhaps more so, of those applicants who are into cars.

There are those individuals who love cars, but they still need to be part of a team for the operation to run smoothly.

“We’re seeing that in the interview process—even as it is harder to attract talent—that we need to ensure that we’re finding those right for a winning team.

We have to make sure the candidate is the right fit,” Staker continues. “We’ve moved way past the, ‘You’re breathing, you’re upright, and so you’re hired.’”

The Guest Experience Business

Another consideration is to make it clear that changing oil and servicing cars is the job, but the guest experience is actually the business they’re in.

“This might be hard for some to hear, but we’re not really in the ‘oil business,’ at all,” says Staker. “Everyone does it the same way, and this is clear to the consumers, who already think that all quick lube shops are the same. We have to accept that the industry isn’t all that innovative. But having said that, it comes to what business we’re in.”

As noted, this is really because like all retail services, it is about the guest experience. What you do is often less important than how you do it—and that includes every member of the team. Smiles from five people won’t be remembered if one employee presents a bad attitude.

“That is true in all of retail,” adds Staker. “But it is certainly true in automotive because we have to deal with the trust issues with our guests. This is why a team needs to be built around providing a great overall service that is more than a great oil change; it is about delivering a great guest experience.”

Staker says he’s never received a letter about the type of oil that goes into the cars, rather it is always about the team and the experience—good or bad. He also says he’s hopeful for a bright future for the industry.

“We can expect more challenges, but the industry is filled with fine, smart people,” Staker concludes. “I’m an optimist, and I think we have smart folks out there, and we will come up with ways to keep our associates interested in the industry. We can expect it to change, but I continue to be optimistic.”

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MANAGING PROFIT CENTERS

Balancing two different sides of the business

BY P E T E R S U C I U

SHEA PERKINS, THE GENERAL MANAGER OF GWATZILLA WASH ‘n Lube in Jacksonville, Arkansas, tells NOLN that while oil and water don’t mix, “You put vinegar and oil on a salad still.”

That point was made as much to tout a tasty dressing as it was to address the combination of a car wash and quick lube shop. It can provide an additional profit center for a shop.

And though oil and water might not mix, these two businesses serve to complement one another quite well—and it can even help to ensure customer loyalty, which isn’t bad for the bottom line.

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Customer Convenience

The two seemingly dissimilar businesses are something that Perkins says go hand in hand for many customers, which is ever crucial as “free time” during the day is often spent crossing “to-do” items off the chore list. These are things that can’t be done after the workday, and it allows the clients to tackle two things at once. They can get the oil changed and get the car washed afterward.

“The customer feels they are taking care of the car at that point; mechanically and aesthetically,” Perkins continues.

“The other oil change options in our city do not offer a car wash. That is one thing that sets us apart from the competition in town.”

Offering the car wash service can also be an attraction for many customers—as it provides that one-stop option for two tasks, but it also is something that can build loyalty. Whereas 34

Anything that I can offer to the customer pertaining to their vehicle is a plus. If I could top off the gas tank during an oil change, I would. One less thing they would have to stop and do later on.

- SHEA PERKINS, GENERAL MANAGER, GWATZILLA WASH ‘N LUBE

oil changes can be something that sees “return business” every few months, a car wash can serve to keep those clients returning at other times. Yet, Perkins says that he has still learned that you can’t count on everyone to come back for frequent car washes.

“We have some customers that don’t care too much about washing their car. A small portion of our customers only wash their car when they get their oil changed,” Perkins tells NOLN. Yet, the fact that some clients do come back in between the regular oil change means that Gwatzilla Wash ‘n Lube is offering the right services. The placement of the car wash

PHOTO: 46741793 © ALEXANDR DEMESHKO | DREAMSTIME.COM

“It comes down to convenience. How convenient is the stop for the customer? The more things the customer can have done during this one-stop, the better,” Perkins explains.

“Anything that I can offer to the customer pertaining to their vehicle is a plus. If I could top off the gas tank during an oil change, I would. One less thing they would have to stop and do later on.”

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can possibly convince some consumers that they can save time by having their car washed while running errands.

Moreover, a carwash business can offer a variety of value adds, such as a wash club subscription service where customers can opt to pay monthly and then use the service as often as they want. That is a way to get those customers to come back quite often—which serves as a reminder to get the oil changed sooner than later as well.

Addressing the Staffing

Though adding a car wash, auto detailing, or similar service to a quick lube shop will serve as a second revenue stream, it could still mean that some seasonal issues could come into play. However, this can be mitigated—in part because a car wash tunnel often only requires one or two employees to run it.

“The people that want their car to maintain a clean appearance typically want it to remain clean most of the time. Sure, we are busier during pollen and spring with bugs, but the ‘slow time’ is still a steady flow of cars and averages a couple of hundred cars a day easily,” says Perkins. “If it isn’t the pollen or bugs keeping the customers consistently returning, it is the rain on the ground, salt or

sand in winter or just the fact that they want tire shine back on the tires.”

It should also be noted that customers are just as likely to head to the carwash in the colder months when it would be unheard of to pull out the hose and wash their own car!

Yet, whatever the second business is to the quick lube, there will always be considerations with staffing. A rainy or snowy day could mean that those employees—even if it is just one or two tasked to the car wash—will have less work, but managers and operators should just plan to have other duties to address. That can include an ongoing “to-do” list of tasks that don’t require immediate attention but can be done during lulls in the business.

“I honestly can’t think of a downside of offering the two services; nothing that you would not deal with if you had just one of them on their own,” says Perkins. “If you find yourself slower than normal, which happens anywhere, that is your opportunity to get the wash cleaned and maintenance done.”

Making Sure the Businesses Support Each Other

Synergy is also important, but that goes beyond having a single marquee out front. The customer needs to know

PHOTO: 46741793 © ALEXANDR DEMESHKO | DREAMSTIME.COM

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The customers assumed we just offered detail and cleaning services, not oil changes.

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- SHEA PERKINS, GENERAL MANAGER, GWATZILLA WASH ‘N LUBE

through marketing efforts that the two businesses are one and the same—even if the offerings are as different as oil and water. Distinct businesses need to support each other. At the same time, operators should never expect the customers to know what you consider to be obvious.

“Customers must be trained sometimes, even on what seems apparent,” Perkins adds. “For example, our store had been open for five years when I got hired on, yet a large portion of our car wash customers had no idea we did oil changes, even with our name ending with ‘Wash ‘n Lube.’ We put a large sign at the end of the wash tunnel stating we change oil as well and picked up a lot on the quick lube side. The customers assumed we just offered detail and cleaning services, not oil changes.”

In other words, every aspect of the shop’s marketing needs to be made clear, and in this way, the two unique services can help support each other.

“Having both services allows you to cross advertise to each of their benefits,” Perkins explains, noting how Gwatzilla Wash ‘n Lube alerts customers directly. “’Become a car wash member and get a discount on the lube side,’ and ‘Since you are getting your oil changed, you have the option for a wash at a discount.’”

This is all proof that sometimes oil and water in the right combination can be the perfect mix—and not just for those fall salads!

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C A S E S T U DY

WHAT’S MISSING?

Evaluate your business to see where there are gaps to fill or bulges to address to better serve customers and improve profits

BY E N I D B U R N S

IF BUSINESS IS GOOD, CUSTOMers leave satisfied and the employees are happy, then you are clearly doing something right. But there are times when you can still be doing everything right and there can still be a few problems.

And worse, if the steady stream of cars flowing through the shop hits a few snags, it might be time to evaluate operations and see if there are gaps to fill or bulges to iron out. Sometimes it may not even be that something is missing. Problems can arise when a shop tries to take on too much.

This can be a reflection of the country, as we’re all too often doing too much these days. But for some businesses, doing too much is simply bad business.

blade swaps, the quick lube also offered specialty services like transmission maintenance. Customers sought out the shop for maintenance and service issues. However, sometimes those customers would have to come back later.

“One of our big complaints from customers was that many said, ‘Every time I drive by the shop you have a line,’” explains Pete Vogel, general manager of Auto Ace Express Lube.

Services such as transmission work were a significant reason for the line of customers.

“We’ve gotten away from doing the big jobs, just keeping it simple,” Vogel told NOLN. “We’ll go through the full inspection and let customers know what needs to be done. But we are sticking to preventative maintenance.”

The shop offers maintenance such as changing cabin filters, main filters, and wiper blades in addition to oil and fluid changes. The main focus of the shop is quick lube.

“Our shop is small, with two bays,” says Vogel. “The amount of cars we put through in a day is 50 or 60. If we tried

The Backstory

At Auto Ace Express Lube in Duluth, Minnesota, owners Alan and Gina Amatuzio determined that their shop was offering more services than it needed, and that wasn’t good for the bottom line. After some deep contemplation, the Amatuzios decided to streamline business when it was determined that high-dollar specialty services can be time consuming and don’t always equate to high profits.

The change paid off when services were streamlined, and quick lube customers were better served.

The Challenge

The two-bay Auto Ace Express Lube offered it all, and the shop was always full—and that was a happy problem until it turned into an actual one.

In addition to maintenance services such as oil change, new filters and wiper 38

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to do anything like a transmission service that would take a lot of time, the profitability drops.”

The Solution

“We do it in an honest way,” says Vogel. “Our customers appreciate it and that’s what keeps them coming back.”

The Aftermath

While some customers still call for transmission or other services, they are told the shop no longer handles such work. For some that can be a disappointment, but for the bulk of the customers, it means they also don’t have to wait to get an oil change. The two-bay shop is able to handle the flow that comes through the overhead doors.

PHOTO: 31972460 © LEUNG CHO PAN, 133543530 © OMEI26 | DREAMSTIME.COM

The mindset at the shop had been that a higher dollar item like a transmission service or doing a differential where it is a higher dollar equals more profit.

“It is not, from what I’ve found,” Vogel says. “If we can just focus on keeping it simple, it ends up more profitable for the company than trying to do big ticket items.”

After evaluating services, Auto Ace Express Lube decided to streamline its offerings to its core business.

“We decided not to do the transmissions,” reports Vogel. “We’re leaving it for the specialty shops to do that. We were leaving customers out and not having the volume to do oil changes.”

The shop took transmission off the list of services and focused on preventative maintenance services. Technicians still perform an inspection when servicing an auto, and report findings to the customer to advise on future service.

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Another action the Amatuzios took to alleviate wait time was to buy a shop about eight miles away in Superior, Wisconsin. A significant portion of Auto Ace Express Lube’s customer base would drive from the Superior area to get service.

“We’ve been notifying customers that the Superior shop opened,” Vogel tells NOLN. “We sent flyers, did a mailer, just to notify everybody.”

Now there are two options, and Auto Ace Express Lube hopes customers will

also patronize the Superior shop and spread the business between the two.

The Takeaway

The results of streamlining services at Auto Ace Express Lube have been measurable.

“The speed is still on average about 10 to 15-minutes per car,” Vogel says.

The shop is able to service about five cars in the time it would take for one transmission job—which took upwards of three hours. Fluid changes and filters are also less labor intensive.

The business shift was undertaken about mid-summer of 2022, and in that time the shop has increased business about 8% from the previous year.

“This was our big thing, to get more vehicles through the shop,” states Vogel.

Focusing on the core business and a quick turnaround also had an impact on the staff.

“I think it brought morale up a bit,” explains Vogel. “When there is a big job like that, it brought everybody down.

You either were going to make a big mess, or everybody was stuck with that task for a long timeframe.”

While the Superior location has the same focus for two of its bays, the shop also has two bays set up for auto repair to handle those customers who want to remain with the shop for all services.

Vogel expects the Superior shop to increase its business once the new signage is installed. The two-shop chain anticipates customers to come from the Duluth shop as well as those in the area who are new to the shop, or who used the automotive shop under the previous owner who is now retired. An oil change is important to the customer, but it is not a high-stress task for employees.

“Nothing is high pressure,” says Vogel. “We give it more focus.”

PHOTO: 39803494 © VVOEVALE | DREAMSTIME.COM

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LEADING EDGE

Who Cares?

LENNY

SAUCIER

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.

LSAUCIER

@FULLSPEEDAUTOMOTIVE.COM

42

RECENTLY, I HAD THE HONOR TO WORK WITH some great leaders in Dallas, Texas.

Experience in the automotive field varied, but everyone had experience in operations supervision. All but one were pretty fresh in their roles at the company. During our initial introduction, we played the game of interview and introduction.

This is where you interview a person with the sole purpose of introducing them to the room.

In true automotive fashion I kept them in close groups and made them sit back-to-back so they couldn’t see their partner (you know, because that is shop life; rare direct contact in a noisy area while trying to communicate.)

During the introduction phase, I was keyed into the level of information that was being shared. Of course, they started with name, location, and work history. Unscripted, they dove into family, hobbies, dislikes, and goals. I began to admire everyone’s ability to dive deeper than a quick professional recap and really introduce the person (we are people, after all.) Despite what our direct reports may think, each one of us has a life outside of work.

Questioning if the overhearing of others asking these types of questions caused such a sync of personability, I asked each one of them to call out a shop number that they oversee and then asked for the manager’s name and their personal data (just like they presented of their peers). I was very proud to hear the names of partners, kids, and a description of them and not their work stats.

How special is that? Could you as a multi-unit operator recite such personal information about the people that keep you from being yelled at by customers and finance? Could the single store operators key in on all levels of employees? Who cares if you can?

As a Simon Sinek fan (maybe you should be one too), I am reminded of a phrase from a TED Talk in 2009 simply stating, “People don’t care what you do, they care why you do it!” I have had the distinct pleasure in my life to work with great leaders who focus on the why. You can go back in my now five years of writing for this magazine and pull out countless heroes in my life that illustrated this tactic. I have also had the displeasure of working with those who haven’t.

As we key in on employee development this month, it is important to realize that is exactly what we are doing. When we drive our success based on a specific line in the profit and loss statement, we begin to place people in positions to hit the target or replace them if they do not hit it. These are the leaders who refer to labor as a lever that needs to be fine-tuned to meet targets.

The better leaders place people into positions to grow and know that the long-term game is the person developing into something (not them hitting a target).

The little league coach keeps the struggling pitcher in despite the score so they can improve in challenging situations. Despite the angry parents fussing from the bleachers, the coach sees past the score today to realize this will pay out in the long run, and they realize it may not even be a benefit to the coach. The parent who is teaching their kid how to drive is purely focused on ensuring their kid can handle situations when the parent is no longer in the car. The manager who doesn’t fire the pit tech for causing a double gasket claim because they know the tech now knows more about the why than the person they are going to replace them with.

In a recent blog by Juliette Faraut, she keys in the trending mindset of employee growth. It seems that people are becoming more interested in working for startups where they can learn and grow, rather than big corporations. If this is the case, most likely you will have an advantage in the workforce because you can focus on their growth. There is only one problem ... What do they want to do?

What are their challenges? What is their motivation? How in the world can you know these things?

Care! Take the time during their development (not their interview) to learn them, their history and the future. Mold your talks not around your profit margin, but the skills they will learn from you. These skills will ultimately place a positive impact on the P&L. If you don’t truly care about the people who support your goals every day, why would they want to support your goals? Because of a check? Nope! They can get a check anywhere. In the end, you will find success because they found success, because you cared.

PHOTO COURTESY LENNY SAUCIER

Take a holistic approach with your team

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