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Sponsorship opportunities abound But tire dealers must get off the sidelines

“It’s essential that we encourage dealer involvement in whatever sponsorship opportunity we take advantage of,” says Rick Brennan, vice president of marketing for Kumho Tire U.S.A. Inc. “Consumers don’t go to the manufacturer to buy tires, they go to the dealer.”

Kumho has created various platforms to help dealers get involved with its various sports team sponsorships. That includes its partnerships with the NBA’s Los Angeles Lakers and Miami Heat (see photo above).

During the regular season, the company partnered with America’s Tire Co. for a retail promotion with the Lakers. It featured a sweepstakes for free Lakers tickets, with at least one winner coming from each of the dealership’s 51 participating Southern California locations every week. (Discount Tire Co. Inc. does business as America’s Tire in California.)

Sponsorship opportunities with a professional sports team like the Lakers is not cost-prohibitive for small businesses, says Chris Hayre, director of corporate partnerships for the Los Angeles Lakers Inc. “We recognize that every potential sponsor may have a different budget

A joint promotion between America’s Tire and Kumho received play on the jumbotron during the Lakers-Heat game earlier this year. Wade Helmle, COO of Tire’s Warehouse Inc. in Corona, Calif., and his wife, Rachel, were guests.

and/or objectives, and analyze each sponsorship opportunity with an open mind. Of course, there is a certain threshold that needs to be met to ensure that a sponsorship is mutually benefi cial. The Lakers’ menu of elements can be customized to meet the needs of small and large businesses alike.”

“We have the ability to create customized marketing programs that cater specifi - cally to the goals and objectives of partners of any size,” says Daniel Monahan, manager of corporate partnerships administration for The Heat Group. “With that said, the investment level determines the assets we can provide.”

Kumho encourages its dealers “to come to us for opportunities in areas and regions we currently don’t have sponsorships in,” says Brennan. “The more we can work together, the more success we’ll reap.”

Th e power of letting go

SalesMinded dealers use their greatest assets to grow

By Doug Trenary open a store with potentially a young manager who is a

Iknew it was time for this message. Th e issue today If you answered yes to these questions, you’re not alone. comes out in nearly every conversation or training Solution: Each of your leaders must sort out the priorities session I have with leaders. It comes out with manuof the business that produce the most results, develop a facturers. It comes out with owners and managers of indesystematic and consistent environment of coaching othpendent retail tire dealerships. It comes out with leaders ers to do those priorities fi rst — not last, and have your of wholesale locations and/or commercial truck service leaders understand and get command of the emotions of centers. What’s the issue? Managers are gett ing bogged lett ing go to grow. down being doers instead of being leaders. Th eir store’s growth is limited because they won’t let go and let their people be the best assets they can be.

I had a series of phone calls recently with a major tire manufacturer’s commercial sales leadership team. We agreed that one of their key problems with their sales management was that many of their managers (and sales reps) were spending their time on a whole host of activities that produced marginal results — majoring in minors instead of majoring in majors.

At a recent training session with a group of retail store managers, as we “went around the horn” and discussed what challenges they were having to grow store sales, one store manager clarifi ed the problem perfectly. He said, “When I started in a store over 30 years ago, I could have my hands in just about everything and keep the store in growth mode. Today, there Empowering your employees to do some of your duties can free you up to perform the key things that will help grow your business, like leaving the store and Empowering your employees to do some of your duties can free you up to per is so much more to do, and going out and making sales calls in your community. without a change in my habits to get my assistant managers and associates more involved SalesMind principles applied: Th ere’s no bett er time in all aspects of the store’s business, I just can’t do the key than now to sit down in a series of planned meetings with things for more growth — like leaving the store and going your leaders/managers (meetings that build on each other) out to make some sales calls in the community.” and grind out these ideas into real actions that they in turn

Challenge: Is your team stuck in the habit of doing too can incorporate with their own employees: many things themselves instead of empowering others? fabulous worker, but lacks coaching skills to grow others? Are your stores or business units losing productivity • Priorities: Make an honest list of what really creates the every day — the high-priority work that brings in the real most sales. Is it more training in sales techniques or phone money is not gett ing done — because other urgent but skills so that more potential buyers are converted (close less-productive work is stealing your team’s time? Did you rates) to customers? Is it fi nding more ways for sales

people to do less “service” work and make more sales calls?

I had a dealer manager tell me he personally drove 40 miles each way to take two tires to a customer — 80 miles of driving and how much productivity lost? I had another large customer tell me that with more focus on sales priorities and bett er service teamwork, they believe they could double the actual sales call time of their commercial team. Double.

His punch-line to me: “Th at’s like doubling my sales force.”

Here’s another tip: I have att endees at my SalesMind seminars make two lists. List one is the things they really like to do each day. As we discussed those activities in an open forum, we all agreed that many of them were simply not productive. List two was the things they didn’t like to do — and we all discovered those activities had the potential to really produce the results desired. Cultivate the habit where your employees will do the things they don’t like to do, and I’ll bet your stores sales will go up. • Empowering: Leaders get trapped by being doers — they do a task instead of teach it to an employee — and then fall into a dual trap. Trap one is that they never have enough time to get all of the work of the day done. Th ere are simply more tasks on their plate than time available. Trap two is that the associate cannot grow — because they don’t get the chance to learn how to understand the task and then take action to get it done. Leaders need time back and employees need to grow in capabilities. • Emotions: Do your leaders want to let go? Do they feel threatened if they share responsibility? Th ey may feel, “Aw, it’s just easier for me to do it instead of Ron, the assistant manager — it’s just too much of a hassle to go through the whole problem with him.” As a dealership team, you’ve got to sit down together and talk about these emotions. List them out. Why do they exist? What’s the win to conquer them? If your organization can get these feelings out on the table, it’s oft en the recipe for gett ing leaders to let go and let others try things in the store — and become real solution-providers and problem-solvers.

So as you go forward this year with your team, stay focused on this truth: We’ll grow if we can tap the potential of the greatest assets we have — the minds, eff orts and talents of our people. ■

Doug Trenary, president of Doug Trenary’s Fast-Track Inc., is an awardwinning author, speaker and teacher who has helped companies of multiple sizes, including independent tire dealerships, increase sales and productivity since 1985. His book, “The SalesMind,” focuses on how to establish strong positions with yourself, your buyers, and your time. For more information, email him at info@dougtrenary.com or call (404) 262-3339.

Blah, blah, blog! Simple steps to improve your content and visibility

Ihave a client who is really 3. Design a proper layout. A structure that works well engaging the digital world in a blog is a skim-able format. People like to skim, with fantastic results. Th ey so make it easy for them by using bullet points, lists, have built a clean, professional headers, sub-headers, and short summaries. Make your and easy-to-navigate website points consumable and resist the temptation to be too that’s intended for the average cute or overly creative. An Internet blog is about gett ing tire shopper; not the enthusiast information out quickly and effi ciently. or weekend auto-crosser, but John Q. Public. The website 4. A picture is worth a thousand words. A lot can be “said” is targeted toward their main in a picture. Pictures are how humans interpret words. customer base, the local neighIf I say, “big, white, fl uff y cat,” in your mind’s eye, you borhood tire buyer. By Wayne Williams visualize a cat, not the words “big, white, fl uff y cat.” Th e

Recently, they asked me to right image(s) will help tell the story and communicate write a series of blogs to assist in their search engine opthe ideas and thoughts you’re trying to express. Again, timization and their continued eff ort to communicate to don’t overdo it. their target audience in a friendly and professional manner. I did a litt le research on preparing content for social media, 5. Be yourself. Write your blog in the voice of you. Don’t and I thought I would pass along what I found. try to be funny if you’re a serious person. If you are a

Th ere are two primary reasons to blog: One is to get friendly person, be upbeat and casual. Always be proyour message out, and the other is to get noticed by fessional, and look at the blog as more than something search engines. you have to do. Make it an adventure for you to write

Google has an insatiable appetite for new and fresh inand others to read and digest. I took a Dale Carnegie formation. Posting blogs is a simple and easy way to refresh Public Speaking class in the early ’80s, and I remember your Web content and cause Google the instructor saying, “Nobody is and others to pay bett er att ention to more qualifi ed to tell your story your digital initiatives. I encourage you to consider the following simple steps ‘Tell them what than you.” Th is is so true. It’s your story, your blog, your idea; have to improve your content and visibility. you’re going to at it and don’t be too tentative. 1. Keep your content simple. Content should be short and to the point. In our digital world, people want what tell them, tell 6. Remember your audience. It seems today that so many people are easily off ended or overly they want fast. Don’t make people dig for your point. Th e old adage of them, and then defensive; then again, maybe it’s just me. I caution you to

“Tell them what you’re going to tell them, tell them, and then tell them tell them what remember your audience and remember the reason you are what you told them” is a simple and direct approach. It’s bett er not to elaborate or make more than a few you told them.’ writing the article. It should be writt en to inform and certainly not to off end. points. Avoid the temptation to cram too much information or too many Here’s my simple recap. Decide ideas into a paragraph, or the entire blog for that matt er. on your message, and stick to your message. Start strong, 2. Start strong, do what journalists do. Journalists use Th e easier the format, the more they’ll read. Insert an image a style of writing or storytelling known as the “inverted or images that support and clarify the central message. Be pyramid.” Th e most important or interesting information yourself; you’re the best you got, go for it. And like Mama leads the article. Th e information is then presented in said, “Remember who you’re talking to.” ■ descending order of importance. Why bury the good stuff clearly stating your intent and most important points fi rst. deeper in the article? If you do, you’ll lose readers and Wayne Williams is president of ExSell Marketing Inc., a compromise your message. Many people skim articles “counter intelligence” fi rm based in La Habra, Calif. He can and blogs, so I suggest to start strong and fi nish strong. be reached at exsellmkting@gmail.com.

BKT (USA) outlines strategies for growth North American sales goal is $220 million in 2014

By Greg Smith

BKT (USA) Inc. has a strategy for growth that has helped it increase sales rapidly in North America. Th e company exceeded its original forecast by over 30% in 2010 and by 25% in 2011. And through the fi rst quarter of this year, it was at 39% of its goal for the whole year. In fact, the company achieved its fi ve-year growth objective of $100 million in sales in North America in just four years.

BKT (USA) is a subsidiary of Balkrishna Industries Ltd., which is based in Mumbai, India. Th e company is a manufacturer of agricultural, earthmoving, construction, industrial, ATV and lawn and garden tires.

So, what’s the strategy? It’s “been to establish BKT (USA) as a premium brand name with high quality products and provide value,” says Rami Bitran, general manager. He adds that the company is pricing its products lower than the other leading brands in the market.

Another component to BKT (USA)’s success is “we aim to do what we say,” says Bitran. “You must continue to tell the customer what you can and cannot do.

“We keep our ear to the ground and deliver what the market needs.” Th is means continuing to expand its product mix and line-up quickly. BKT (USA) is 70% agricultural tires and 30% off -the-road, which also includes ATV and other tires that are not specifi c to the agricultural line. Th e company is trying to drive its mix to more of a Rami Bitran, BKT (USA) 50/50 mix in the future. general manager, says the In total, Balkrishna Industries has more than company’s strategy includes establishing BKT as a premium brand name with 1,800 SKUs, a number high quality products that which continues to grow provide customers value. rapidly. It introduced 150 SKUs in 2011, with 71 of those SKUs being specifi c to the North American market. Th e company plans to launch

Th e plant will produce the

BKT (USA) Inc. sales growth full product range of BKT (USA) tires. When completed, 25000 Balkrishna Industries will have BKT shipped four tire plants, with a capacity set for 167,000 metric tons at the end of 2012, 224,000 metric tons at the end of 2013, 20000 BKT forecast and 280,000 metric tons at the end of 2014. To further support its supply needs, Balkrishna Industries has 15000 a new mold plant in Dombivil,

Metric tons Indian, not far from its Mumbai headquarters. Th e plant is able to produce 270 molds per year. BKT (USA)’s new business 10000 plan, which the company calls “Top Spot,” is quite ambitious. The company has already achieved the number one market share in bias rear farm 5000 tires in the U.S.; its new goal is to achieve the top position in radial rear farm and small farm tires by 2014, too. Knowing the importance of 0 2009 2010 2011 the OE market, the company has Not only is BKT (USA) growing rapidly, it also has surpassed its forecast every year. appointed Bill Haney as its sales manager for this segment. “It’s the next big initiative for us,” another 150 SKUs during 2012. says Haney. “Th e OEMs keep working on

Since BKT (USA) opened its offi ces in bigger, larger and higher horsepower units Akron, Ohio, in 2008, it has consistently and we must have tires to meet those needs.” outpaced the industry in growth for its According to Bitran, the company is products. Bitran likes to view sales in terms working with three key distributors in of metric tons, and the chart on this page Mexico, and will sell $20 million worth of shows how quickly the company has grown. tires there in 2012, making it the market

Like others, it has experienced product leader. shortages. If not for that, BKT (USA) Th e company is looking to increase its may have had sales of more than $140 North American sales to $110 million for million last year. “We started 2012, $165 million for 2013 the year overbooked and have and $220 million in 2014. slowly been gett ing on top of Bitran says that these sales the situation,” says Bitran. would account for 25% of

To further help supply, the parent company’s total Balkrishna Industries will start sales objectives in 2014. “Our seeing production coming out whole group is committ ed to of its new Bhuj, India, factory this vision.” during the third quarter of 2012. The company recently Th e plant is being built on 300 moved to new offi ces in Akacres with the fi rst phase utiron. It has divided its organilizing around 30 acres, with The company recently zation into three sales teams the capability of producing expanded the range to bett er service its customers 90,000 metric tons of products. of sizes for its TR 171 as the company continues its Balkrishna Industries is planning to invest around $325 million in Deep Tread tractor tire. It is one of more than 1,800 SKUs the comgrowth. In total, the company employs 12 people in its Akthe project, according to Bitran. pany offers. ron operations. ■

A Moosic billboard emphasizes savings, not brands. There are 27 Jack Williams Tire retail stores.

Left to right: Tracey, Jason and Bill Williams (along with President Scott Williams) played hosts to a record number of guests.

David Myers (left) and Kevin Burkly of GITI Tire talk with Ken Hess of Hess Automotive Inc.

There is a reason the event’s theme is “Delivering Success.”

Hennessy’s Bob De Pamphilis demonstrates for Mark Tuthill of Performance Tire in Delhi, N.Y.

Family-oriented Bill, Scott, Jason and Tracey showed why a Jack Williams Tire event is wholesale fun

By Bob Ulrich

Three hundred wholesale customers attended the Jack Williams Tire Co. Inc. 2012 Trade Show in Moosic, Pa., recently. Many of them were there to buy tires, and walked away with anywhere from $1 to $5 in cash per tire, depending on the order.

With more than half of the year left , the big spenders may already have qualifi ed for the dealership’s 2013 Incentive Trip to Cabo, Mexico.

All of the visitors enjoyed the hospitality of the principals, who opened their headquarters and warehouse to 1,063 people. One of the facility’s features is a wholesale call center, which coordinates calls to the eight Pennsylvania warehouses. Jack Williams Tire has more than 4,000 wholesale customers in Pennsylvania, nnsylvania, New York, New Jersey and Delaware.Delaware.

Chairman and CEO Bill Williams, l Williams, President and COO Scott Williams, Williams, Executive Vice President and General nd General Manager Jason Williams and Vice PresiVice President Tracey Williams hosted the 11th d the 11th annual event. In all, 29 vendors set up booths. Six ooths. Six were domestic tire manufacturers: Carlisle rs: Carlisle Tire & Wheel Co., Continental Tire the al Tire the Americas LLC, Goodyear Tire & Rubber & Rubber Co., Michelin North America Inc. (MiInc. (Michelin Americas Small Tires), Cooper Cooper Tire & Rubber Co. (Mastercraft ) and aft) and Yokohama Tire Corp.

Another six were imported orted tire manufacturers or marketers: keters:

Joe McLenaghan Sr., presisident of McLenaghan Wholeesale Tires Inc. in Havertown, n, Pa., purchased a lot of raffl e fle tickets for the prize drawings. s. He held a number of the winnning tickets; one of them was as good for $750. There were re seven Major Prizes, including ng $1,000, a 55-inch fl at-screen en television and an Apple iPad3. 3. Premium Prizes included venndor tires, $200 gift cards and a a Blu-ray Disc player.

American Pacifi c Industries Inc. (API), GITI Tire (USA) Ltd. (GT Radial), Kumho Tire U.S.A. Corp., Nexen Tire Corp., Nokian Tyres Inc. and Pro Comp USA.

Rounding out the vendors were Bartush Signs Inc., Casco USA, Challenger Lift s Inc., CompuSpections LLC, Craft Oil Corp., East Penn Mfg. Co. (Deka), FCC Environmental LLC, Hennessy Industries Inc., Hunter Engineering Co., Jame Enterprises LLC, Pennzoil-Quaker State(Shell Lubricants), Symtech Corp., Tech International, Hallowell, Wheel Collision Center, Th e Wheel Group (Wheel-1) and Oro-Tek USA.

Bill Williams was Modern Tire Dealer’s 2006 Tire Dealer of the Year. ■

Check out MTD’s Facebook page for more photos fr om the event!omtheevent!

Professional focus, investing in growth

Tire Pros dealers speak out, ATD responds with more growth opportunities, enhanced online presence

By Bob Bissler event set a record. “Th is is the largest gathering of Tire Pros dealers in the history of the franchise,” said Brown.

Communication was a key theme at the American “Th ere are 265 of the industry’s fi nest sitt ing here today.” Tire Distributors (ATD) Tire Pros National BusiTh e total number of Tire Pros retail franchises have ness Conference March 18-21, 2012, in San Juan, grown considerably since ATD bought Tire Pros. Th e Tire Puerto Rico. Pros program, along with AM-PAC Tire Distributors Inc., Tire Pros National Council Chairman Tom Ceniglis, was purchased by ATD from Itochu Corp. in December president of Tom’s Tire Pros, Abilene, Texas, told the 2008. Today there are 272 individual Tire Pros franchisees general session about upgrades to Tire Pros online presence representing 348 locations. (www.tirepros.com) that were based on dealer feedback. Brown discussed upgrades to Tire Pros online, including a central communication link with sections on marketing, a business center, an ad center, training, an operations manual and a dealer hub. He also covered results from a dealer survey conducted by ATD in early March. The survey revealed that 96% of dealers feel ATD is meeting or exceeding their expectations. Tire Pros dealers also are becoming more Web savvy, with 68% reporting they regularly visit Tire Pros Online. Brown said that in 2011, 151 dealers joined the network, for a total now of 462 retail points of sales. ATD added members from six new states in 2011, and Tire Pros locations can now be found in 40 states. Brown said dealers from 38 of those states were att ending the meeting. Ed Mangola, vice president of marketing, said that ATD is expanding advertising into 20 new markets in 2012. Branding initiatives are an important part of the Tire Pros franchise program and will include billboards and print ads. Th ere will be 12 national Tom Ceniglis, president of Tom’s Tire Pros, Abilene, Texas, reacts as promotions this year. Dan Brown, executive vice president of sales for ATD, recognized him Dave Crawford, Tire Pros vice president of operafor his leadership as chairman of the Tire Pros National Council. tions and training, outlined 2012 objectives including branding and training initiatives. Th e underlying “One of our biggest problems for a long time was complatform for these initiatives is a Tire Pros focus on profesmunication,” said Ceniglis. “Now our landing page for Tire sionalism. Crawford said that branding is the foundation Pros online gives you everything you need to know. If you of professionalism, and image is fi rst and foremost. want to fi nd something out, you just log-on to your account Crawford also discussed the Tire Pros credit card and if there’s something new, it’s right there on the landing program, which will feature an online quick-screen funcpage. I really believe that we’ve taken our communication tion that launched May 1. He said with the quick screen, to a higher level than it’s ever been.” franchisees can get pre-approval for any customer who Ceniglis also addressed vehicle inspection sheets, which wants the card, which avoids having to tell the customer haven’t always been consistent from store to store. Now they were turned down. all Tire Pros dealers can utilize a new standardized vehicle Crawford also covered the group’s Quick Bay program inspection sheet. that guarantees tire installation in 59 minutes or less. At the 2011 Tire Pros National Business Conference, Quick Bay off ers a 30-day ride guarantee and exclusive there were 179 att endees. Dan Brown, executive vice nationwide roadside assistance and towing. Th e program president of sales for ATD, announced that the 2012 also stresses ATD’s focus on professionalism.

Wheeling and dealing includes the DUB Garage Dealer Program with proprietary

David Insull, director of wheel procurement and marketing, wheel brands. and Brian Moyer, director of wheel sales, outlined ATD’s new Myles Kovacs, president of DUB, explained that the name marketing alliance with DUB Publishing LLC. Th e alliance of his celebrity car magazine, which is popular with the Latino was announced at the 2011 Specialty Equipment Market Asand African American demographic, stands for “Double Dime,” sociation (SEMA) show in Las Vegas, Nev. Th e marketing plan slang for 20-inch wheels. Kovacs said the 2012 Tire Pros Wheel Program is the result of feedback from Tire Pros Dealer Councils. It will include a wheel volume rebate, Tire Pros branded POS materials, national pricing, an exclusive wheel display program and wheel training at the online Tire Pros University training program. Bill Berry, CEO and president, said ATD saw 2011 record sales of above $3 billion. “Th e importance of that number is it gives us the ability to continue to invest and reinvest in the Tire Pros program,” Berry said. In 2011 ATD opened eight distribution centers in new markets, and Berry said ATD’s goal is to open 12 new distribution centers, one a month, by January, 2013. “One of the challenges that we face over the next fi ve years is relevancy,” he explained. “We’ve got to remain relevant in a world that’s ATD’s leadership includes (left to right): Ed Mangola, vice president of marketing; Dave Crawford, vice president operations and training; Dan Brown, changing far faster that I could have imagined a few years ago. Working together will make executive vice president of sales; and Bill Berry, CEO and president. this a strategic partnership that can last.” ■

Destination: Eco-friendliness

Bridgestone debuts Turanza, Destination tires

By Bob Bissler

Bridgestone Americas Tire Operations LLC (BATO) recently launched the next generation of two of its popular tire lines. Th e Bridgestone Turanza Serenity Plus and the Firestone Destination LE2 were introduced at an event at the Las Vegas Motor Speedway, Las Vegas, Nev.

Both tires have the company’s “Eco-Product” distinction for Bridgestone — or Firestone-brand tires designed for improved environmental performance over the predecessor product.

“Our Eco-Product distinction means it has improved rolling resistance, environmentally conscious materials, and reduced tire weight which conserves resources and lengthens tread life,” said Julie Porter, BATO’s product manager, touring and eco products. “Th is will also be the fi rst eco product we have where it is stamped on the sidewall.”

Bridgestone says the Turanza Serenity Plus features a quiet ride, wet performance, long tread life and ride comfort. It also has improved winter performance and fuel effi ciency. It replaces the Turanza Serenity.

All Turanza Serenity Plus products come with increased limited tread wear warranty — the V-rated with a segmentleading 75,000-mile limited tread warranty, an increase of 25,000 miles from its predecessor. Turanza Serenity Plus will be available starting in June in 30 sizes ranging from 15- to 19-inch rim diameters. Th ey will be H-, V- and W-rated.

Th e Firestone Destination LE2 replaces the Firestone Destination LE. Made for CUV, SUV and light truck applications, it has improved dry performance, ride comfort, a quieter ride and bett er fuel effi ciency.

“In the last 10 years, one of the most signifi cant changes

Rod Hutchinson, Bridgestone’s product manager for light truck-CUV-SUV, points out some of the attributes of the Firestone Destination LE2 to dealers during a launch event at Las Vegas Motor Speedway. The tire is available in 37 sizes. The Bridgestone Turanza Serenity Plus replaces the Turanza Serenity. It offers improved fuel effi ciency.

in the automotive industry has been the advent of the crossover vehicle,” said Rod Hutchinson, BATO’s product manager, light truck-SUV-CUV. “Th at has driven changes in tire technology. When we think about a tire that’s designed to suit a crossover vehicle, we need to think more about a quiet and comfortable ride, and more about tuning, than previously.”

Hutchinson said that feedback from BATO’s retail sales associates drove improvements in the tires that were researched and designed at Bridgestone’s Akron tech center.

Th e Destination LE2 features a 15% improvement in its rolling resistance coeffi cient, which translates to up to 2% in fuel economy improvement over its predecessor product. Destination LE2 has been available since the beginning of the month in 37 sizes ranging from 15- to 20-inch rim diameters with T- and H-speed ratings.

“We’re always working to make our products even bett er for our customers, and we’re excited to bring these next generation tires to market,” said Larry Magee, president, consumer tire U.S. and Canada, BATO.

“Both Turanza Serenity Plus and Firestone Destination LE2 are high-demand products for today’s drivers, and we are excited to raise our own bar in providing even more performance as we continue to evolve these brands.” ■

Volvo C30: Driven to program TPMS CEM must undergo relearn step when replacing sensors

SUBJECT VEHICLE: 2008-10 Volvo C30. RELEARN PROCEDURE? Yes, directions follow. SPECIAL TOOLS NEEDED? No.

Th e tire pressure monitoring system (TPMS) on the 2008-10 Volvo C30 is integrated in the central electronics module (CEM) and uses remote receiver module (RRM) or remote keyless entry (RKE), along with four wheelmounted tire pressure sensors and the driver information module (DIM).

When the vehicle is moving at a speed of 25 mph or faster, the TPMS sensors are activated and transmit their tire pressures and the tire pressure sensor ID once every minute to the vehicle’s RRM or RKE. Th e RRM or RKE translates and transmit the data to the CEM.

Th is TPMS system is designed to assist the driver with maintaining the correct tire pressure. It cannot alert the driver when there is a serious problem with the vehicle.

When a low tire pressure is detected, the TPMS will illuminate the tire pressure warning light in the instrument panel, and will display a message on the DIM. Th e wording of this message is determined by the degree of infl ation pressure loss.

To remove an old sensor, follow these steps. NOTE: If a new TPMS sensor or CEM is installed, the CEM must undergo a relearn procedure. Th e tire should be demounted from the wheel using the tire changer manufacturer’s instructions.

Use the following information to avoid damage during demounting and mounting procedures.

1. Raise the vehicle on a suitable support. Remove the tire/wheel assembly from the vehicle. 2. Remove the union nut and carefully remove the sensor body from the tire pressure valve. See Figure 1.

CAUTION: Only factory-mounted wheels are equipped with TPMS sensors in the valves. If the vehicle is equipped with a temporary spare tire, this tire does not have a TPMS sensor. NOTE: When infl ating tires with TPMS valves, press the pump’s mouthpiece straight onto the valve to help avoid bending or otherwise damaging the valve.

To install a new sensor, follow these steps. 1. Place the tire pressure sensor in the wheel hole. 2. Tighten the union screw to 88 in.-lbs. (10 N.m). 3. Install the tire on the wheel. Install the tire/wheel assembly on the vehicle. 4. When a new TPMS sensor is being installed, make sure the TPMS has time to learn the sensor ID.

Ready, set — reset

When the tire pressure warning message has been displayed and the warning light comes on, immediately check the air pressure of all the tires and adjust to the specified pressure listed on the tire label. Make sure the warning light goes off . If the warning light stays on, there is a malfunction in the TPMS. See the appropriate manufacturer’s service information.

Figure 1

If a new TPMS sensor or CEM is installed, the CEM must undergo a relearn procedure. Also, the CEM must learn the new TPMS sensor ID by performing a workshop test or by driving the vehicle.

Driving the vehicle for 10 minutes or more at a speed of 25 mph can program the new TPMS sensor IDs. Th e low tire pressure warning light will remain illuminated until the CEM has all the new TPMS sensor IDs.

Using the WS test method, the vehicle has to be parked for 15 minutes or more for the CEM to learn the new TPMS

sensor IDs. When the CEM has learned all the new TPMS

sensor IDs, the scan tool will display “OK” verifying the TPMS sensors are learned and the TPMS is functioning properly.

NOTE: Make sure there are no other learn procedures being performed while the CEM is learning the new TPMS sensors. It is possible to learn the TPMS sensor ID from another vehicle. ■

Information for this column comes from Mitchell 1’s ”Tire Pressure Monitoring Systems Guide” for domestic and import vehicles through 2010. Headquartered in Poway, Calif., Mitchell 1 has provided quality repair information solutions to the automotive industry for more than 80 years. For more information, visit www.mitchell1.com.

Your turn

Article put ‘wind in the sails’ of reader

Dear Editor:

I just wanted to take a moment to let you know that I thought Doug Trenary’s February 2012 article in MTD was outstanding! It is certainly a real o eye-opener to see the impact e just one account can make to j the bott om line. It’s relatively diffi cult to be persistent and to have the “SalesMind” discipline to commit to the act of having a door shut in your face multiple times before any real positive benefi t. But when that benefi t presents itself, the outcome can certainly be worth it. I just dropped off half of my uniforms to the dry cleaners for a heavy starch press, and will be committ ing f h h every Monday morning to calling on customers and gaining new accounts. I will be following up to let you know how it’s going for me.

I appreciate your inexhaustible knowledge in all of these situations and I can assure you that we will all be bett er for it. I’m excited about it, a litt le “wind in the sails.” Mason Wallace, Store Manager Clark Tire Greensboro, N.C.

We asked for a comment fr om the writer, and he said: “It’s nice to see focus and response skills like Mason’s! Th at’s why I write these articles, to help and invigorate readers to action!” - Ed. ‘I don’t fi nd Walmart to be a competitor’

Concerning the blog on www.moderntiredealer.com fr om Editor Bob Ulrich on “Walmart’s size infl uences its customers, competitors and suppliers,” a reader commented:

“I don’t fi nd Walmart to be a competitor at all. Th ey have some internal policies in their tire department (which I won’t discuss) that actually drive customers away. And their pricing is a non-factor in most cases.” Dave Stanton, Owner Metro 25 Tire Center Mount Pleasant, Mich.

A NAC for quotable quotes:

Members of our National Advisory Council speak out

1. “Mild weather has allowed the farmers to start their spring work earlier than usual. This has made us busier than usual for this time of year.” Mike Thompson, President Thompson’s OK Tire Inc. Beloit, Kan.

2. “The soft winter selling season, due to the lack of intense cold and very little snow, should give us a small uptick in demand this spring, unless it is offset by the reduction of miles driven due to gas prices.” Tony Sagona, President Midtown Tire Inc. Rochester, N.Y.

3. “Consumers lack disposable income; they are using tax returns to catch up on deferred maintenance on older vehicles.” Tripp Lee, Service Manager Frasier Tire Service Sumter, S.C.

4. “We seem to be thriving by having a higher quality mix of products and not promoting low price imports.” Phil McConnon, Vice President Allen Trio Tire and Service Inc. 2. Philadelphia, Pa. 5. 4.

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5. “Truck tire sales are soft 3. and passenger and light truck 6. tires are facing stiff pricing competition from the big box stores. Supply is still a problem with passenger, light truck, medium truck, off-the-road, as well as farm tires.” Gary Van Blaricom, President and CEO Eastern Iowa Tire Davenport, Iowa

6. “Business is very inconsistent, very much like the stock market. We have some very good days, and some not as good. But overall there’s a steady climb in sales. Supply is slowly getting better on truck tires.” Marty Gilkes, General Manager Jee Wholesale Tire LLC Houston, Texas

Join Modern Tire Dealer’s National Advisory Council Each month, Modern Tire Dealer is guided and infl uenced by a select group of readers — members of our National Advisory Council. Th ese members’ opinions are the heart of the monthly Ludwig Report, compiled by well-known industry analyst Saul Ludwig. If you’d like to join this prestigious group, please let us know. We’d love to hear from you. Contact Editor Bob Ulrich at Bob.Ulrich@bobit.com or call (330) 899-2200, ext. 11.