71 minute read
Tactics for boosting alignment sales
from Modern Tire Dealer - November 2018
by EndeavorBusinessMedia-VehicleRepairGroup
Alignment Sales Tactics for boosting alignment sales
By Ann Neal
How important is alignment service to Matt Petersen and Kent Coleman? For Petersen, it’s what sets Alignment Pros–Point S apart from competitors in Gillette, Wyo. For Coleman, it is the service that drives the most profits at his six Salt Lake City area Big O Tires stores.
ALIGNMENT EXPERTISE Alignment Pros–Point S provides complete automotive repair services as well as sales and service for passenger, light truck, agricultural, ATV, trailer and other specialty tires. But the store’s name tells the marketplace that the Petersen family has staked its livelihood on being the best at solving alignment-related issues. Alignments and related front-end work represent about 40% of mechanical revenues. Overall, about half of the store’s business is mechanical work and half is tire sales and service.
Petersen’s father, Dick, established Alignment Pros Inc. in 1990. He had performed alignments out of a work truck on service calls to local mines for many years, recalls his son. “He had done alignments on bigger, heavier equipment. When he opened the store he wanted to specialize in alignments and make that the main focus of what we do.”
The elder Petersen also wanted to focus on service. When Alignment Pros opened in 1990, the local economy was booming from the coal and oil industries. “There were a lot of shops that were super busy and pumping work in and out. I think that niche of really taking care of customers wasn’t quite there. I know he wanted to fill that niche.”
The store continued to specialize in alignments after the founder’s death in
(From left): Matt Veal, Matt Petersen and Kalina Petersen are partners in Alignment Pros–Point S, which has specialized in alignment service since 1990.
2011, and Petersen became a co-owner with his mother, Kalina. “She’s our leader here in the shop. We’re all kind of lost puppies without her. She’s definitely the one that keeps us all together. She’s a pretty amazing lady,” says Petersen.
About a year later, longtime employee Matt Veal, an alignment technician, became a partner. “He was one my dad originally trained,” says Petersen. “We brought Matt on as a business partner, and he has truly helped us to grow.”
Today the store’s car count averages 450 to 500 a month. About 80% of vehicles are light trucks. Three of the 10 employees are alignment techs. “One of our techs has over 18 years on the alignment rack; and I have 15 years. It’s something we take a lot of pride in,” says Petersen.
KNOW THE DRIVING STYLE Alignment Pros aims for five to seven alignments a day. “We try to focus more on quality over quantity,” says Petersen. “Instead of trying to pump out a lot of alignments, we focus on the customer’s driving style, what kind of problems they are having with wear and being able to understand the numbers and know where to adjust to make sure their issue is resolved.” Customers are asked to indicate vibration and other concerns on a diagnostic check sheet. “The check sheet been working very well in finding a customer’s underlying issue,” says Petersen.
An alignment can take care of tire problems created by a customer’s driving style. “We see a lot of cars that have an issue with inside tire wear,” says Petersen. “When you put the tire on the alignment machine, sometimes the readings will be within the vehicle’s specifications. But when the machine calls for a negative amount of camber, a lot of times those tires will still wear. If the customer is on the highway a lot and not canyon roads where they need that additional negative camber, we’ll adjust the specs out a little to try to resolve the inside wear for them.”
UNDERSTAND THE NUMBERS “When my dad trained all of us on alignments years ago, we were trained on understanding the numbers more than just what you need to do to make the alignment in spec,” says Petersen. Finding a customer’s underlying issue and resolving it requires understanding the manufacturer’s range of alignment specifications versus the preferred settings.
“A lot of these new machines have made it to where techs can align a vehicle
without a lot of extensive knowledge about alignments,” says Petersen. “If the customer is having an issue after the alignment, that’s where the technician really needs to understand the numbers.”
Petersen installed the latest HawkEye Elite aligner from Hunter Engineering Co., which resets a vehicle’s safety features after a mechanical alignment, in August 2018. PROCESSES FOR ALL VEHICLES Kent Coleman’s six Big O Tires stores are expected to align 20% of vehicles that enter the bays. To reach that target, employees follow specifice processes, starting with a dedicated alignment technician.
Coleman’s blueprint for sales includes a free alignment check for every car that comes in for service, even tire rotations. The free checks are the most effective tool for selling alignments. “For customers who need alignments, the conversion rate is about 90%,” says Coleman. The sales conversion rate for all vehicles that receive an alignment check is 75%.
His employees also use the report the aligner generates which shows a vehicle’s alignment readings as a selling tool.
Coleman recommends not doing other mechanical work on the alignment rack and using quality equipment. “Generally the better equipment is faster. If you are lining up alignment checks, you want to do them as quickly as possible, and that means you need good equipment.”
Coleman has installed the latest generation Hunter aligner, the HawkEye Elite, in his stores. But equipment alone will not boost sales, he cautions.
The processes for increasing alignment sales are practiced at all of Coleman’s six Big O Tires stores. “For me, I believe alignment sales are the number one contributor to a shop’s profitability,” he says.
There are stores in Salt Lake City, Murray, West Valley and Bountiful and two stores in Ogden. Most have seven bays and one dedicated alignment tech. The Salt Lake City store has 18 bays, two alignment racks and two dedicated alignment techs.
Alignment packages sold in one-, threeand five-year increments are popular. A customer gets up to four alignments per year. “Most people are not going to buy three alignments in a three-year period. They would probably buy one. So you can get triple the money,” Coleman says.
COMPETE ON SERVICE Coleman is competing on impeccable service, not price. “We had been $80 forever. I’m paying double for my equipment and my wages are up 30%. I have to raise my alignment prices,” he says.
“We went to $99.95 a year ago, and we did not lose one customer over the price. I like telling people I’m at $99.95 so that maybe they will come to where the market should be relative to the inflation that has occurred in the industry.”
Sales manager or store manager?
DIFFERENT JOBS, DIFFERENT RESPONSIBILITIES
By Dennis McCarron
O en, as is the case, a tire and automotive shop will employ a store manager. That is what we call the job, a store manager. But is your store manager really a store manager? Or is he or she a sales manager? Let’s look at the dierences.
A store manager’s primary duty is to protect the assets (people, property and inventory) of the company. Store managers should have operational control over the day-to-day activities of the store. This includes but is not limited to hiring and firing of employees who report to the store manager. ey are either directly managing workow (ticket assignments to technicians, estimating tickets, procuring parts/tires) or overseeing another employee who manages this job function.
Store managers are responsible for setting and adjusting inventory levels of tires and possibly automotive parts, scheduling employees’ work weeks, managing or overseeing customer appointments, customer satisfaction and CRM systems. A store manager is also expected to develop, deploy and adjust sales, gross prot and payroll goals and benchmarks on a daily, monthly, quarterly and yearly basis. ey are expected to engage the local community as the face of an independent small business and develop meaningful relationships with other local businesses.
In our industry, a store manager is also expected to not only be the best in sales, but be able to express sales leadership which means coaching and mentoring other sales and service advisors in educating the customer. ey are also expected to manage ongoing education for technicians.
Wow, that’s a mouthful.
A sales manager is someone in charge of managing the sales sta. ey are responsible for overseeing that sales and gross margin targets and goals are met, educating and training the sales sta, and managing the amount of payroll distributed to the sales sta. ey o en are the primary key holders responsible for either opening and/or closing the store, as well. ey will occasionally be responsible for workow, usually as a ll-in role. at’s a big dierence
Text Pics to 951-RimText (951-746-8398)
in responsibilities. Which position should a tire and automotive store owner choose? Well, it depends on the owner’s company size and ability to trust and delegate.
All too o en, small business owners hire a store manager, but do not fully hand over the proper power, authority and responsibilities to that person in order for them to successfully do their job. You can’t make a store manager responsible for the nancial success of the store if they aren’t seeing the P&L or equivalent reports on a regular basis. If the store manager isn’t seeing a full or modied P&L, they need to see at least sales, gross prot and payroll gures. If their bonus is based on net prot, then the owner is obligated to show and entire P&L. Additionally, they can’t be held accountable to manage all of the sta if they don’t have the authority to hire and re (which is actually a federal wage and hour requirement).
Of course, ring an employee, which carries many legal hurdles and pitfalls, should always be “run by” the owner — but the owner should more o en than not approve the decision, not override it constantly. e reasons owners of small businesses o en do not fully empower a store manager are o en over the desire to have more hands-on control, fear of the store manager making mistakes, and a concern over how much of the nancial
position of the company to divulge to the top employee. However, for a store manager to even be able to come close to doing their job properly, they must be allowed to have the ability to assess the business in the sales, gross profit and payroll areas, so they can properly manage head count, while leading, coaching and directing employees on the proper course of actions to take in selling and fixing cars. To ask a store manager to run a shop without this information is setting up the store manager for failure.
A sales manager does not nearly have the level of responsibility a store manager has. Nor do they have the level of authority. They are expected to manage the quality, quantity and process of the sales force, and occasionally fill in other roles. With a sales manager, the responsibility of all the other areas falls back on the owner. A store manager, or owner acting as a store manager, needs to be able and have the authority to make independent decisions on the activity the business is engaged in. As a business owner, if you do not or cannot allow a store manager to make those decisions, you are the source of most of the frustrations from your store manager, and it isn’t fair to them by any standard.
A sales manager is good at following orders. A store manager is one who comes up with orders to be followed. But they can only create duties and give direction if they are fully empowered to do so.
Small business owners who have learned to delegate and manage from either a short or long distance are usually more comfortable with giving a store manager a fighting chance at success. A store owner who keeps a lot of duties and information close to the vest, and likes to involve themselves in the day-to-day operations, is usually more suited to a sales manager being the number one employee.
The difficulty, of course, is developing trust. Many times an owner is terrified of handing over such big responsibilities to someone else. And this is understandable, it carries huge risk. What if they make a bad decision? What if they make a decision that puts your business in legal jeopardy?
I understand the concern associated with those questions. I can also tell you that employing a store manager, and then rescinding their power and authority, will do even more damage. It will create high employee turnover, less than satisfied customers, and create more work for you. It is imperative that you spend time up-front educating them on how you make decisions, and asking them early on to simply run their ideas by you first. This will take time at first but save time for you in the end.
As you get more comfortable that their decision-making has comes in line with your thinking, you should allow them “more rope.” Just don’t forget to actually let them do things that don’t always line up perfectly. If you are always shooting down their ideas, you are falling back into a trap, and should hire a sales manager instead of a store manager.
Dennis McCarron is executive director of Dealer Strategic Planning Inc., a company that manages multiple tire dealer 20 Groups in the U.S. (www.dsp-20group.com). To contact McCarron, email him at dennis@dsp-20group.com.
A disappointing Reifen Show adds to trade show drama in Europe
By John Stone
As I mentioned in the May issue of Modern Tire Dealer, tire shows in Europe have never been more aggressively competitive, a situation that has been almost entirely generated by an extremely progressive marketing battle between Reifen Essen and The Tire Cologne in Cologne, both based in Germany.
The first round of this epic “tire show” battle took place in Cologne at the end of May, and I was in attendance. The first Tire Cologne event proved to be successful, with a few growing pains. Then almost exactly four months later at the end of September, a revamped Reifen Show (formerly Essen) was launched as part of the Automechanika Frankfurt Show 2018, which is regarded as one of the largest automotive trade shows in Europe and on a global basis.
This year’s event marked the 25th anniversary of the Automechanika series in Frankfurt, and of course I had to be at the show to find out for myself whether the Reifen Show’s gamble of teaming up with a leading international automotive trade event would be successful.
The Automechanika show was definitely a resounding success as it broke several event records, including having the highest-ever number of visitors through its doors over the five days of the show (136,000 from 181 countries), as well as presenting more exhibition space than ever before — spanning 23 dedicated halls.
Without a doubt it turned out to be the most popular Automechanika show ever staged in Germany, which unfortunately is more than I can say for the Reifen Show, which proved to be
disappointing. In fact, although marketed throughout Europe as “two shows in one” that would bring together tires with the automotive sector at one event, the Reifen Show consisted of one hall (12), and even this was just the upper floor of the hall.
I visited the booths and spoke with a great deal of tire companies, including Continental AG, Al Dobowi Group (Dubai), Linglong Tire (China), Maxion Wheels (North America) Giti Tire (Singapore) and Pirelli, who all expressed significant disappointment that the Reifen Show had dramatically diminished from a large and popular tire show in Essen, Germany, to just one hall in Frankfurt.
On a more positive note, the hall did attract a steady daily flow
The Reifen Show at Automechanika Frankfurt 2018 was held in only one hall. Only time will tell if this show can grow.
of interested visitors, and most of the companies I talked with admitted that although they had primarily exhibited to gauge the impact of this new show (within a show) and its effectiveness for the future, they had attracted potential new sales interest.
It was also interesting to note quite a few companies specializing in tire retreading and recycling were exhibiting, including Matteuzzi, Cima Impianti, Elgi Rubber, Reinheimer, Sun Rubber, Italmatic and Salvadori. However, they were of the same opinion that being just in one hall was ineffective.
I have to say that all the other 22 halls were busy and buzzing most of the time, and as one exhibitor clearly stated, “Staging a single hall event within a very busy show that is primarily for the automotive sector has only made the presence of the Tire Cologne Show even stronger in Europe,” and I have to agree with this statement.
Perhaps the original intention was to take up space in more than one hall but the interest from potential exhibitors just wasn’t there. Maybe, like many shows that re-organize their concepts, some tire companies preferred to “sit on the fence” for this initial show and see how successful it would be.
What I can say for sure is that the general opinion of the exhibitors I spoke with was that attending the new Reifen Show was not new and improved.
John Stone has been working within the global tire industry for the last 27 years. In 2004 he launched his own consulting company, Sapphire Media Service, which caters to business media clients around the globe. Stone also writes for tire and automotive-related publications in Europe, South Africa and Asia.
Invest in your business so potential buyers won’t have to
By Michael McGregor
PART 3 OF 3 I think the degree to which you can play hardball depends on
In the last two issues we looked at several important considerthere are substitutable options for buyers in your same market. ations that matter to strategic and financial buyers when lookIf a similar competitor can be enticed to sell out at a comparable ing for an acquisition of a multi-unit tire and service retailer. price in your market, you have less leverage. Remember that. These were revenue size, geography, the stores themselves, area Stock vs. asset sale. Why are so many tire and service dealerships demographics, growth trajectory, people and management, still formed as C- Corporations? I run into a lot of old C-Corps profitability, synergies, and the business environment. whereby the only way a transaction works is to sell the stock, or
In this third of a three-part series, I’ll highlight additional else the seller will get killed with taxes. issues that matter most to acquirers. They are again not listed in Most buyers prefer an asset sale so they can mark up assets for order of importance. depreciation and don’t have to assume past unknown liabilities
Quality of financial reporting. To the extent any buyer wants (environmental, discrimination, etc.). An asset sale is not a problem to be reasonably confident the numbers you disclose accurately if your form of organization is an S-Corp or an LLC. But if you reflect the real revenue and profits of your enterprise, the quality are a C-Corp and plan to make some sort of transaction down of financial reporting matters. They’ll do their own due diligence the road, say in five years’ time, please ask your accountant to at great expense to confirm your numbers, but rest assured review why you should not switch to an S-Corp or LLC structure they’ve seen it all. Nothing will be a surprise now. If they can’t justify it, think about getting when it comes to analyzing the accuracy and IF A SIMILAR COMPETITOR a second opinion or changing accountants. It
“GAAP-ness” (i.e., generally accepted accountcan save you millions. ing principles) of your financial reporting. CAN BE ENTICED TO SELL Brands carried. This can go several ways.
Nevertheless, a business with accurate and OUT AT A COMPARABLE If you’re too strongly associated with one or transparent financial reporting will fetch more in the marketplace as it reduces the perceived PRICE IN YOUR MARKET, several brands of tires, potential buyers might have second thoughts about the challenges they risk for the buyer. YOU HAVE LESS LEVERAGE. would face in switching to their preferred brands.
Delayed investments matter. If you’ve delayed investment in equipment, store mainte REMEMBER THAT. But if you are less identified with a single brand and known for carrying multiple brands, you nance, advertising, inventory, employee training are perhaps more desirable to a broader array or anything else, it will likely show. And it’s totally appropriate of potential acquirers. for a buyer to lower the value of your business based on what Environmental issues. I hope you run a clean operation and he or she will have to invest after they take over. No one wants your sites have not had any chemicals dumped on them. Any to pay top dollar for your business and then immediately turn past violations will come up and cause heartburn for any buyer. around and have to buy new equipment, stock up on inventory, Greater environmental liability means more risk, and lowers fix a roof or whatever. valuations and appetites. It slows deals and can even kill them.
As for real estate, most acquirers prefer not to buy your real Take the initiative and remedy problems in any area that you estate, but will if they absolutely have to. Owning real estate is suspect might prove problematic — before the sale. a different business, with a different set of skills required to be In closing, these are just some of the things that I’ve seen that consistently successful at it. So keep yours if you can and become matter to an acquirer. Because there are so many things that come a landlord. All the wealthiest tire dealers I’ve met over the years up in a transaction, it’s impossible to list them all. But if your did exactly that and it worked out just fine. business can be perceived as dominant in your market, if you
Valuation expectations. If a seller has an unrealistic expectaoffer some new twists that an existing acquirer does not have, or tion about what his business is worth and takes a hard-line stance on it, that matters because the likelihood of getting a deal done is significantly reduced. Time is money, and acquirers would rather spend their time on deals that actually have a chance of happening. They may walk away at some point, agreeing to stay in touch in case anything changes, but they will be chasing other opportunities in the meantime. your reputation, the quality of your operation, and whether or not if you simply are large and profitable, interest in and valuation of your business are likely to be much higher.
Michael McGregor is a veteran of the tire and service industry and a partner at Focus Investment Banking LLC (focusbankers.com/tire-and-service). He advises and assists multi-location tire dealers on mergers and acquisitions in the auto aftermarket. For more information contact him at michael.mcgregor@focusbankers.com.
Focus On Industry How technology can meet opportunities in the global tire industry
By Dr. James Popio
The automotive industry is evolving faster than ever. Technological, economic and engineering trends each play a part in shaping the global automotive marketplace. And because no single factor is pushing the wave of evolution, it’s equally challenging to meet both consumer needs and industry demands.
Change can mean challenge for all auto component manufacturers, including tire producers. Global markets and shifting social dynamics are pushing for more efficient, intelligent and autonomous vehicles, which create a need for a smarter tire. Tire companies are investing in adaptation to the automotive landscape of the future, which means meeting the changing demands for durability, data collection and lower rolling resistance. They can start by assessing the following possibilities and the ways in which they can respond.
Electric vehicle market share. Germany made headlines recently when its government voted to ban internal combustion engines by 2030. China continues to invest heavily in electric vehicle development. One result of legislation and environmental initiatives is the ongoing increase in the number of electric cars sold across the world. Though doing away with combustion engines might be a lower priority in the United States, there are potential market forces that will drive the popularity of electric vehicles with consumers.
For the tire development process, this calls for greater focus on higher torque and meeting increased load demands. Load, specifically, is a major consideration due to a need for heavier batteries to support increased vehicle range. On the other side of the equation, improved rolling resistance can be used to increase vehicle range.
To meet these needs, tire companies can develop a tire testing program with an emphasis on durability, rolling resistance, air retention and tread wear. Benchmarking current designs against new formulations or competitive offerings can allow companies the ability to zero-in on the attributes that can better meet the unique needs of electric vehicles.
Higher level autonomous vehicles. Level 4 and 5 autonomous vehicles will be able to perform most of the functions of a driver on their own. Increased capability is a convenience for consumers, but the implications are complicated. • A mostly or fully automated driving style will be noticeably different from a human-controlled one, and these altered driving patterns will call for different tire assessments. In theory, the computer will not make as many evasive maneuvers and may drive at slower speeds than human drivers, lessening the effects of certain forces and moments.
• In an autonomous system, the tire is the first contact with the road and a potential
“A mostly or fully automated driving style will be noticeably different from a humancontrolled one, and these altered driving patterns will call for different tire assessments,” says Smithers Rapra’s Dr. Popio.
COURTESY OF SMITHERS RAPRA point of failure. • In addition, when the driver is not concentrating on physically driving the vehicle, they can be focused on other activities, diminishing the “feel” for the drive and road.
Research and development departments may put measurements like ride and handling lower on the list of priorities in favor of more critical considerations, like air retention
and durability.
As autonomous vehicles are developed,
it is assumed that most will be driven by an electric drivetrain. Because of this, the factors noted above will also come into play for an autonomous vehicle. This will pose some interesting tradeoffs and design challenges for engineers as they try to meet the durability, rolling resistance and handling requirements.
Intelligent tire development. For a vehicle that utilizes any level of computerized system, data gathered from the road can make driving safer and smoother. What better way to communicate road conditions than through the meeting place of the vehicle and the road? Intelligent tires can relay traction, inflation, temperature and wear information to a car’s central computer, allowing it to influence stopping, braking and acceleration, while
understanding safe operating parameters.
While intelligent tires can improve the driving experience, they also call for more scrutiny during testing. The weight and placement of sensors could meaningfully impact a tire’s performance. Durability of the sensors themselves should also be assessed. Tire companies should evaluate force and moment, temperature and dynamic impact data when seeking to create a suitable intelligent tire.
With so many market dynamics potentially driving conflicting tire design and formulation requirements, it can be difficult to manage during the product development process. Tire companies can apply scenario planning for each of these potential market market reality.
demands in order to react quickly when the trend becomes a
Dr. James Popio, vice president North America for Smithers Rapra (www.smithersrapra.com), has spent 20 years working for and/or with tire companies, tire dealers, automotive OEMs, industry suppliers, manufacturers, standards organizations and government agencies.
Mike Jensen, Matt Jensen and Nick Jensen
MATT OWNER
JENSEN
JENSEN TIRE & AUTO
Matt Jensen, owner of Jensen Tire & Auto, could have written the book on what it means to have Midwestern values. He works hard, his word is his bond, he lends a helping hand to those in need and his name and reputation mean everything to him. In short, he’s a great leader of a great company.
Jensen Tire & Auto opened its doors in 1973, when Bill Jensen, Matt’s father, decided to leave Th e Goodyear Tire & Rubber Co. as an area sales manager to become a Goodyear dealer. Matt bought the business in 1997 and has grown it to 21 retail locations in and around the eastern portion of Nebraska, along with a location in western Iowa. To help manage the business and plan for the future, last year Jensen built a 8,200 square-foot corporate offi ce complex along with a 14,000 square-foot warehouse designed to hold 25,000 tires.
Matt has seen tremendous changes in the tire industry during his time in business and he has been quick to react and grow the company with the help and support of Goodyear, his main supplier.
“Goodyear is second to none in their support of us. Th ey have really ramped up their programs in the last two years,” says Jensen.
Goodyear has provided Jensen with tremendous sales and marketing support through its Tire & Service Network (TSN) program. “By not participating in the program last year, we could not off er some of the benefi ts that Goodyear provided. We found not having those benefi ts cost us sales. Th e program allows us to off er customers rebates on tires, including a double rebate if they use a Goodyear credit card. Plus, they have spiff s for our salespeople on most G3 products for the entire year.”
Jensen is ramping up his sales of the Kelly brand, which is a profi table line of tires in his market area.
To help celebrate Jensen Tire & Auto’s 45th anniversary this year, Goodyear fl ew in its blimp for the festivities. Matt was amazed at the response from the community. “First, the blimp is an American icon. Goodyear fl ew it out of Lincoln and for two days it went back and forth from Omaha to Lincoln. People were actually pulling off the side of Interstate 80 and taking pictures. Th e greatest thing is that the blimp kept fl ashing our ‘Jensen Tire & Auto 45th Anniversary’ on its side. It was fantastic,” says Jensen.
A big believer in sports marketing, Jensen Tire & Auto is a major supporter of all University of Nebraska sports programs at its Lincoln and Omaha campuses, as well as Creighton University. “You’ll see our orange signs throughout the venues,” says Jensen. Jensen also is a big believer in training, and is pleased that Goodyear provides excellent product and sales training for its tires. “If I don’t think a supplier’s trainer can do a better job than we do, I won’t waste my people’s time. I can count on my Goodyear salesperson for excellent training.”
As Jensen looks to the future, he can smile knowing that his company now has a third generation moving up through the ranks. His sons, Nick and Mike, are both in the business and learning the ropes of running a successful dealership. Having the family nearby also allows Matt to see his three granddaughters with one on the way -- a priceless advantage.
Goodyear recognizes Jensen Tire & Auto for being an outstanding dealer – let’s keep winning together!
Focus On Industry
Tire store owner says skilled trades offer ‘great opportunities’
By J. Craig Shearman, National Retail Federation
When John Marshall and co-owners of Ohio’s Dayton-based Grismer Tire & Auto Service tried to open a new location recently, the ribbon-cutting had to be delayed by three months.
The reason for the delay — trouble finding enough skilled technicians and tire installers to fill the jobs.
“There’s way too much of a push these days for four years of college and not nearly enough for trade schools,” Marshall said. “We have trouble finding enough people who are skilled automotive technicians. What really needs to be addressed is the image of a tradesman. In Europe, they’re held in much higher esteem.”
The shortage of skilled blue-collar workers and training to prepare them for their jobs was one of the top concerns Marshall voiced in August when House Small Business Committee Chairman Steve Chabot, R-Ohio, visited Grismer’s Springboro store south of Dayton. Chabot, who represents the district and was accompanied by representatives of NRF (National Retail Federation) and the Ohio Council of Retail Merchants, met with employees, toured the store and heard owners’ concerns about challenges facing small businesses.
The visit came just after President Trump signed legislation providing a $1.2 billion reauthorization and update of the Perkins Career and Technical Education Act, which is expected to provide training for 11 million students in programs run by high schools, community colleges and trade schools. NRF and other business groups supported passage of the bill this summer, saying in a letter that it would help end a “shortage of skilled workers to fill in-demand positions.”
Marshall said he hopes the legislation will help with training, but that a public relations campaign is needed as well.
“It needs to start with high schools,” he said. “Someone needs to explain the great opportunities that are out there. There’s nothing wrong with a four-year college, but you don’t need it to make a good living.”
Grismer has 280 employees at its 26 retail and two commercial locations, and automotive technicians receive a median annual wage of $52,000 plus full benefits, according to Marshall. A number of the company’s technicians make $100,000 a year.
The company saw significant savings under the federal tax reform law that took effect at the beginning of the year, and has used the money to increase wages — a move Marshall said was necessary because of tight competition to find qualified workers.
Marshall also welcomed the recent Supreme Court ruling that online sellers can be required to collect sales tax the same as local stores. He said some customers regularly buy tires online to avoid state and local sales taxes, then bring them to his stores to be mounted, leaving him with a far smaller share of the transaction than if they bought locally.
Co-owner John Marshall (second from right, with Assistant Manager Mark Joefreda), hosted Rep. Steve Chabot, R-Ohio (second from left, with Store Manager Ryan Woodie), at Grismer Tire Co.’s Springboro, Ohio, store.
Rep. Steve Chabot, R-Ohio (right) speaks with MTD‘s 2003 Tire
Dealer of the Year John Marshall (far left) and Ryan Woodie.
Avoiding sales tax is so common that Montgomery County, where Dayton is located, recently had to increase its sales tax rate by a quarter of a percentage point to make up for the lost revenue. “People think they’re saving, but they’re getting a tax increase anyway because the community has to raise the sales tax,” Marshall said.
In addition to those issues, Marshall remains concerned by the Affordable Care Act. Even though Grismer provides health insurance, paperwork costs have been driven up by the law’s requirement that employers provide proof that the insurance they provide is affordable, he said.
J. Craig Shearman is vice president for government affairs public relations at the National Retail Federation in Washington, D.C. NRF is the world’s largest retail trade association, representing both brick-and-mortar and online retailers from throughout the United States and more than 45 countries around the world. Shearman may be reached at shearmanc@nrf.com.
Focus On Industry Telle Tire makes a move outside St. Louis
NEW STORE PRESENTS LOCATION AND TRAINING CHALLENGES
By Joy Kopcha
Telle Tire & Auto The facility in Jefferson City Service Inc. has has eight bays and an enthuacquired two more siastic team. (The Kwik Kar stores and crossed franchisee in Jefferson City a major goal off its operated just one location list — expand beyond the St. with automotive services; Louis metro market. Telle says the owner’s other
In June the company, led locations focus on the Kwik by fourth-generation tire Kar Wash business model.) dealer Aaron Telle, acquired “This is something we’ve Midtown Tire and Auto been looking at as a company, Service in St. Louis, and on to expand out of the St. Louis Oct. 1 Telle Tire closed the market. It’s been part of our deal to purchase Kwik Kar & business plan,” Telle says. “I Lube in Jefferson City, Mo., think the timing was right. the state capital, located two We’re starting to build out hours west of St. Louis. our management team where
The acquisitions are we could take on something the second and third deals like this. completed in 2018 — the “One of the things that has company acquired Shamel As Telle Tire continues to grow, it’s also investing in its brand. CEO and us excited are the people who Auto & Tire in January. Telle President Aaron Telle wants locations like this one in Richmond Heights, Mo., to look more like a furniture store than a tire store. are working there. There’s a Tire now has nine locations. lot of longevity. They’re young
Telle, CEO and president, says the Midtown Tire acquisition and excited about the opportunities and to learn about the tire is similar to previous deals the company has completed. Midtown industry.” Tire offered tires as well as automotive services. The store has been Telle says he and Mike Allen, a Telle Tire general manager who rebranded as Telle Tire and has undergone a $75,000 renovation. The interior space previously had been divided into two rooms. The dividing wall was removed, as was the drop ceiling, and the entire space was remodeled.
“What we’re trying to do with these spaces is we’re trying to create a positive and exceptional customer experience,” Telle says. That same thought went into the company’s rebranding a year ago. “When (customers) are sitting there waiting, I don’t want them to feel like they’re in a tire store.”
Telle Tire showrooms are filled with modern furniture and offer amenities such as refrigerators full of free water and soft drinks, bowls of fresh fruit, freshly made cookies, plus wireless work stations. “We’re trying to be unique and do something different. When people walk in, they get a kick out of that. It removes another barrier for when people walk into a tire store. It helps them put their guard down.”
The company also offers a free shuttle, free loaner cars and a valet service for $20.
HELLO JEFFERSON CITY The Kwik Kar & Lube acquisition presents more than just a location challenge. Unlike any of the previous stores Telle Tire has acquired, Kwik Kar has never offered tires or tire services. is in charge of acquisition transitions, will spend the next 60 days in Jefferson City. The company has invested $50,000 in equipment from Hunter Engineering Co., and once it’s installed Hunter will offer in-store training to the new Telle Tire team. After that, the Jefferson City employees will go to Hunter’s headquarters in the St. Louis suburb of Bridgeton, Mo., for more training.
The tire dealer has its tire manufacturer partners lined up to offer product training as well.
“The next 60 days there will be a lot of additional hours being put in,” Telle says. “We’re fortunate some of the guys (on staff) have worked in a tire environment before, so they’re not necessarily brand new.”
The equipment installation and training will occur as the store remains open for business. Telle says it will be a slow roll out. In 30 days he expects the store will begin offering some tire work, though It won’t be advertised. It will be offered to customers when technicians spot a set of worn tires or another tire issue.
“They’ll get the deal of a lifetime on tires so we can build that trust and help them see we’ll be a future source” of tire service.
“We recognize we have one chance to get this right. It’s important for us before we roll this out and market it that our team is educated and informed and equipped to handle these additional services,” Telle says.
Focus On Industry Striving for 5 stars
EARNING RAVE REVIEWS ONLINE IS A TOP PRIORITY FOR BEAMER TIRE
By Shana O’Malley-Smith
Doug Beamer isn’t a “numbers” guy, at least not when it comes to sales at Beamer Tire & Auto Repair Inc.
“If you ask me what we did in sales yesterday, I couldn’t tell you,” he says. “I have never been one of those guys. I was an accounting and business major in college, but it’s funny how the numbers are not my point of emphasis. My guys have no sales goals that they have to hit.”
The 59-year-old owner of two namesake tire dealerships in
North Carolina instead prefers to focus on another very important number — his overall rating on Google.
With an impressive 4.7 out of 5 stars at Beamer’s High Point,
N.C., location and 4.6 stars at the Greensboro location, Beamer
Tire’s online reputation is realistically about as good as you can get for a small business. But Beamer wants more.
IT’S A DIGITAL WORLD Gone are the days when customers would look you up in the Yellow Pages. In today’s digital world, customers are Googling and reading reviews about your company before they come in.
“We have polled people coming in the door, and we have found that about nine out of 10 of them found us online,” Beamer says. “I couldn’t tell you the dollars I’ve spent on direct mail and advertising, but it doesn’t return the results that I get from people walking in and saying they came here because of our reviews.”
In addition to Google, Beamer maintains a strong presence on multiple online platforms including Facebook and Yelp.
Beamer Tire has received hundreds of reviews, and the company takes time to respond to every single one, even the negative ones.
“You have to be careful how you respond, but I try to be positive about it,” Beamer says. “We learn from everything. Even the ones that give you four stars out of five, we want to know how we can get that fifth star.”
Beamer is usually the one who responds to reviews.
“It just came naturally to me,” he says. “I enjoy doing it and I can do it quickly.
“Responding is important. It can make you or break you. You don’t want to give customers one reason not to come back.”
He says the review information is invaluable because it helps him learn what the customers liked or didn’t like about their experience.
“I turn around and I give that information to the guys at the counter and reward them for good performance,” he says. “I tell them all the time to mention their name. I want the customers to know them. Yes, my name is on the sign but they don’t deal with me every day.
Beamer Tire services 20 to 30 vehicles per day at each of its two locations in North Carolina, says owner Doug Beamer.
Beamer also uses his online channels to promote coupons and deals from time to time to build traffic. He’s not interested in attracting too many coupon customers, however.
“They’re not looking for a relationship, they’re looking for a deal,” he says. “If you have a $17 oil change customer, then the next time they need an oil change they’re going to find the $15 guy, and that’s who they’re going to go to.”
EARNING A REVIEW While customers love reading reviews, getting a customer to take the time to write one can be a challenge. Beamer does not offer discounts or incentives in exchange for customer reviews. Instead, he says the best way to get a review is simply to ask.
“If a customer says, ‘Hey you guys have been great,’ then that’s the time when we’ll ask them for a review,” he says. “We explain that we work off reviews and we really value them.”
He also uses an automated email service to follow up with customers after their service has been completed and makes phone calls to customers who have spent a certain dollar amount.
“That usually prompts another time to ask them to leave a review,” he says.
If a customer leaves an unfavorable review, Beamer will do whatever he can to make it right.
He says in many cases, the customer will delete the negative
review or update it to let people know the issue was resolved.
GOING OUT ON HIS OWN Beamer Tire is a relatively “young” business, opening the first location in High Point in 2009 and the second location in Greensboro in 2014. Beamer decided to open his own shops after working in the automotive industry for nearly 30 years.
“I got started in the tire industry right out of college,” he says. “I graduated from Elon here in North Carolina. Goodyear came to the campus looking for managers for their stores and I interviewed with them.
“I was not a mechanic, per se, but I did dabble with cars and had owned several cars. I had actually interviewed with a bank on campus first, and then I interviewed with Goodyear and something clicked there. They needed a manager in my hometown of Greensboro, so I took a job offer from them in 1982.”
Beamer worked with Goodyear on and off for about 17 years, managing various stores in three different states. He also worked for some dealerships and dabbled in insurance sales.
“I left the auto industry to sell insurance for a few years,” Beamer says. “I went to a tire dealer here in town to sell insurance and I ended up leaving with a job offer.”
It was at that job where he had heard about a Merchant’s Tire store that was leaving High Point.
“The owner of the property needed a tenant to move in, and with the help of the good Lord above that is where I ended up,” Beamer says. “The Merchant’s people left most of the equipment to the landlord, so the landlord financed that to me. We came in one weekend and painted the office and showroom, and we were open that following Monday.”
Beamer opened his doors in the middle of the Great Recession and says he was a little concerned about starting a new business on such shaky economic ground.
“I pray and pray about everything I do. I really feel my history and training with Goodyear helped, and working for car dealerships for a few years. If I tried to do this 20 years ago, I probably would have failed. I don’t feel like I would have been as confident about it.”
Today his stores are going strong, with 10 employees at the High Point store and five employees at the Greensboro loca
Ronnie Grillo, left, and Randy Everhardt are sales managers at the High Point location. All of Beamer’s managers have the authority to take care of customers however they need to. Priority number one is customer satisfaction.
tion. Each store services about 20 to 30 vehicles a day.
CUSTOMER SATISFACTION AND TRUST Beamer has taken a modern approach to operating his business. He combines his extensive knowledge of the automotive industry with a little Southern hospitality to create what he hopes will always be an exceptional service experience for the customer.
Buddy Gaither, the Greensboro store manager, stresses good communication.
TODD TURNER PHOTOGRAPHY
In many of the online reviews, customers note that Beamer Tire actually saved them money by prioritizing service and giving them options. “You can’t get a better group of people to work on your car. Very nice, very professional, very knowledgeable! They also look for ways to save you money instead of ways to cost you more,” states a recent customer review by Samuel Noyes.
“Extremely knowledgeable about vehicles and parts. They didn’t try to sell me on services I didn’t want like most places do,” states another review by Crystal Hinson.
While a lot of places are quick to throw prices at you, Beamer makes it a priority to discuss the proposed service in detail and give the customer options on how they should proceed.
“People want to know if it’s a safety matter, do they need it done right away or is it preventive maintenance that could save them money down the road,” Beamer explains.
Beamer Tire’s number one priority is customer satisfaction, and they host weekly meetings to discuss ways they can enhance their customers’ experience. Beamer says being honest, being fair and having good communication with the customer are some of the biggest ways they’ve earned repeat business.
Whether you’re a store manager or a technician in the bay, every Beamer Tire employee knows how to “talk” to the customer.
“A main point of emphasis is making sure were communicating on the customer’s level,” Beamer says. “I catch the guys all the
time saying, ‘Your tie rod end is loose,’ and the customer usually doesn’t know what that means. We try and spend quality time with the customer.
One of the ways Beamer keeps customers informed is through Autovitals software. Through the program customers can use their phones to receive photos of their vehicle and track the stages of their repair, similar to the way you can track a package or pizza delivery.
Beamer (pictured with his wife, Debbie) says he was a little concerned about starting a new business during the days of the ‘Great Recession.’
“As we move your car through the service line, the customer sees that and they get texts about exactly where their car is and exactly what’s going on. Then we can call them and explain what was good or not good and needs attention.” THE ‘WOW FACTOR’ A few years ago Beamer implemented a “Wow factor” rule in the shop after attending a community business luncheon with High Point University President Dr. Nido Qubein.
“One of the things he mentioned was how to make yourself stand out among competition, and he said, ‘Does your business have three things that when customers come in they go ‘Wow’?’”
From there Beamer came up with his three Wow factors. The first is the online reviews.
The second Wow factor is the free snacks offered at both locations. Beamer goes beyond the cart of bulk (and sometimes stale) popcorn that you see at most dealerships, and offers tasty treats to those who need to wait for their vehicles.
“We’ve got Snickers candy bars, Honey Buns, crackers,” he says. “I spend about $500 a month on candy bars and snacks, and I put them on the counter and they’re free.” The third Wow factor is the presentation of the waiting area. One of the most striking things you’ll notice about the tire store is that there are no tires in the showroom. “I got to thinking, ‘How many times has a tire wall sold me a set of tires?’” Beamer says. “Most customers don’t know one tire
COURTESY OF BEAMER TIRE
from another. If they trust you they don’t
At his High Point, N.C., location, Beamer has earned a Google rating of 4.7 stars.That’s an impressive number, but Beamer says he wants more.
COURTESY OF BEAMER TIRE
really want to see the tire, and if they do I’ll go in the back and bring one for them to put their hands on.”
Instead, Beamer offers a clean, comfortable, nicely decorated waiting area, more like a doctor’s office than a tire and automotive repair facility.
“Seventy-five percent of my customers are women,” he says. “More and more women are taking care of the cars. We see fewer men in our showroom so why not make it more feminine appealing then male appealing?
“I don’t have pictures of race cars or parts on the wall. My wife decorated the showrooms and she keeps up with it.” AHEAD OF THE COMPETITION Even with his strong customer base, Beamer is always trying to find new ways to stay one step ahead of his competitors.
While there’s no shortage of competition around Beamer’s locations, his positive online reviews, inviting atmosphere and quality service keep customers coming back. He says if you have those things, the sales numbers will take care of themselves.
“I don’t do business for the numbers, I do business to take care of people and their cars. Once people know they can trust you, you don’t have to worry about the numbers.”
Shana O’Malley-Smith is a freelance writer living in northeast Ohio. She specializes in the automotive aftermarket.
For sales inquiries please call 800.452.5010
◆ Space saving ◆ No fumes and disturbing noise ◆ Works on a wide variety of tire sizes ◆ Guarantees workshop quality at your customer’s driveway ◆ Easy to install and operate
Come see our demos at SEMA, booth #42191 (Lower South Hall)
E-cube IncludEs:
◆ 15 Gallon 3 HP compressor ◆ German HAWEKA centering ◆ AC/DC and DC/DC charging ◆ 1200W pure sine wave inverter ◆ 48V Smart Lithium or AGM battery bank ◆ Semi automatic tire changer 10” - 24” ◆ 2D balancer for mobile application ecube-equipment.com
SUBJECT VEHICLES: Toyota Corolla 2008-2018 and Toyota Corolla iM 2008-2017 RELEARN PROCEDURE? No. SPECIAL TOOLS NEEDED? e Toyota Techstream must be used.
The tire pressure monitoring system (TPMS) of the 2008 – 2018 Toyota Corolla and 2008 – 2017 Corolla iM is designed to provide warning when the tire ination pressure of one or more road tires is low. A tire pressure warning valve sub-assembly equipped with a tire pressure sensor/transmitter is installed in each tire and wheel assembly. e sensor measures the tire pressure. e measured value and transmitter ID are transmitted to the tire pressure monitor antenna and receiver assembly on the body via radio waves. is data is then sent to the tire pressure monitor engine control unit (ECU) from the tire pressure monitor receiver.
If the transmitter ID has been previously registered, the ECU compares the measured air pressure value and the standard value. When the value is less than the standard value registered in the tire pressure monitor ECU, the tire pressure warning light on the instrument cluster will turn on.
In order to reset the warning threshold in response to changes in tire pressure values due to tire type and installation position changes, a tire pressure warning reset switch is used. is switch is used to initialize the system aer certain repair procedures. Under the following conditions, the system may not function properly:
• Facilities or devices that use similar radio wave frequencies are located in the vicinity of the vehicle. • A radio device of similar frequency is used near the vehicle.
A large amount of snow or ice is stuck to the vehicle, especially around the wheels or wheel housings. • e ID of the tire pressure warning valve and transmitter has not been registered with the ECU.
Figure 1: Identifying the data link connector (DLC3) terminals.
VDO and REDI-Sensor – Trademarks of the Continental Corporation www.redi-sensor.com
REDI for anything.
Get the job done faster with the sensor that needs no programming, no cloning, and no dedicated programming tools. REDI-Sensor is ready to go, right out of the box.
Figure 2: Locating the TPMS reset switch (2008).
COURTESY OF TOYOTA MOTOR SALES U.S.A. INC.
• Tires and wheels are installed that are not equipped with a tire pressure sensor. • A type of film that affects radio waves has been affixed to the windows. • Snow tires or tire chains are used. • The sensor battery has been depleted. • Wheels other than manufacturer factory wheels are being used. If wheels other than those specified are used, the system may not function properly because of interruptions in transmissions from the tire pressure sensor. Depending on the tire type, the system may not function properly even though the specified wheels are used. • The compact spare tire is installed. The compact spare does include a tire pressure sensor and transmitter. • If the system was initialized with pressures which were not at the specified values.
NOTE: The system will need to be initialized when tires are replaced with tires of different pressures, or the tire pressure sensor and/or tire pressure monitor ECU are replaced. When a tire pressure sensor and/or tire pressure monitor ECU are replaced, the sensor ID must be memorized (registered) by the tire pressure monitor ECU prior to system initialization. See “Reset procedures.”
TIRE PRESSURE MONITOR WARNING LIGHT NOTE: The tire pressure warning light may turn on due to natural causes such as natural air leaks or tire pressure changes caused by temperature. In this case, adjusting the tire pressure will turn off the warning light.
NOTE: If the warning light turned on due to very low outside temperatures that cause decreases in tire pressure (such as in winter), adjust pressure to a higher pressure suitable to cold conditions. Tire pressure decreases by about 1.45 psi (10 kPa) for every 18 degrees Fahrenheit (10 degrees Celsius) drop in ambient temperature.
Figure 3: Locating the TPMS reset switch (2009-13).
COURTESY OF TOYOTA MOTOR SALES U.S.A. INC.
NOTE: The compact spare tire is not equipped with the tire pressure warning valve and transmitter. If a tire goes flat, the warning light will not turn off when the flat tire is replaced with the spare. When the standard tire is repaired, inflated to the specified level and returned to the vehicle, the warning light will go out.
When the tire pressure warning light does not go off, or when it comes on during driving, check tire pressure and adjust as necessary. The warning light should turn off within a few minutes. If the warning light is still on even though the tire pressure is correctly adjusted, the tire could be punctured. Repair as necessary. If the warning light turns on within several hours after adjusting the tire pressure, the tire may have a slow air leak. Repair as necessary. If the warning light is on or blinks after all above situations have been investigated, there is a malfunction in the TPMS. See the appropriate manufacturer service information.
RESET PROCEDURES NOTE: The system will need to be initialized when tires are replaced with tires of different pressures, or when the tire pressure sensor and/or tire pressure monitor ECU are replaced. See “Initializing tire pressure monitor system.” When a tire pressure sensor and/or tire pressure monitor ECU are replaced, the sensor ID must be memorized (registered) by the tire pressure monitor ECU prior to system initialization. See “Tire pressure sensor registration.”
When the tire pressure warning light does not go off, or when it comes on during driving, check tire pressure and adjust as necessary. The warning light should turn off within a few minutes.
Figure 4: Locating the TPMS reset switch (2014 and later).
Figure 5: Locating the tire pressure sensor transmitter ID.
INITIALIZING THE TPMS NOTE: When a tire pressure sensor and/or tire pressure monitor ECU are replaced, the sensor ID must be memorized (registered) by the tire pressure monitor ECU prior to system initialization. See “Tire pressure sensor registration.”
CAUTION: Set tire pressure within the specified range before initializing. DO NOT push the reset switch without adjusting tire inflation pressure of all tires (including the spare tire). Otherwise, the low tire pressure warning light may not come on even if the tire pressure is low, or it may come on when the tire inflation pressure is actually normal. If you push the reset switch while the vehicle is moving, initialization is not performed.
Figure 6: An exploded view of the tire pressure sensor.
COURTESY OF TOYOTA MOTOR SALES U.S.A. INC.
NOTE: Perform the tire pressure adjustment aer the tires have suciently cooled down. e initialization is normally is completed within two to three minutes.
If the initialization has not been completed successfully, DTC C2177/77 will be set aer approximately 20 minutes.
Initialization can be terminated by connecting terminals 13 (TC) and 4 (CG) of the DLC3 (see Figure 1).
During initialization, the tire pressure sensor measures the ination pressure of the tires, and registers the signals that are transmitted into the tire pressure monitor ECU at a frequency of one per minute. e initialization process is completed when the signals from the tires (including the spare tire) have been received. e initialization process is canceled if the ignition switch is turned to the OFF position prior to the completion of initialization. To restart initialization, the tire pressure warning reset switch must be pressed again. 1) Set tires to the specied (cold) pressures as indicated on the tire and loading information label. 2) Turn the ignition switch ON. 3) Press and hold the tire pressure warning reset switch for three seconds or more so that the tire pressure warning light blinks three times (one second on, one second o). See Figures 2, 3 and 4. 4) Turn the ignition switch OFF. 5) Connect the Techstream to the DLC3. 6) Turn the ignition switch ON. 7) Turn the Techstream ON. 8) Check the Data List. Enter the following menus: Chassis / Tire Pressure Monitor / Data List.
NOTE: It may take about two or three minutes until the values are displayed. If the values are not displayed aer a few minutes, perform troubleshooting according to the inspection procedure for DTCs C2121/21 to C2124/24. If the initialization has not been completed successfully, DTC C2177/77 will be set aer the vehicle is driven for 20 minutes or more. 9) Conrmation that the initialization is completed is when the Data List “ID Tire Ination Pressure” shows the correct tire pressures.
TIRE PRESSURE SENSOR REGISTRATION NOTE: When a tire pressure sensor and/or tire pressure monitor ECU are replaced, the sensor ID must be memorized (registered) by the tire pressure monitor ECU prior to system initialization. To perform this procedure, the Techstream must be used. It is not necessary to register the sensor ID(s) when only a tire rotation is performed.
NOTE: Before beginning registration process on vehicles where tire pressure sensors have not been replaced, retrieve sensor transmitter ID(s) using Techstream or by reading the ID on the tire pressure sensor. If a sensor is being replaced with a new one, make a note of the seven-digit number (transmitter ID) before installation, as it cannot be seen aer sensor is installed (see Figure 5). 1) Set the tire pressure of all wheels to the pressure specied on the tire and loading information label. 2) Ensure the ignition switch is OFF. 3) Connect the Techstream to DLC3. 4) Turn the ignition switch ON.
PROGRAMMABLE UNIVERSAL TPMS
98 %
VEHICLE COVERAGE
TS508
( 855 ) 288-3587 autel.com / maxitpms.com
Figure 7: Disengaging the bead using a tire remover.
COURTESY OF TOYOTA MOTOR SALES U.S.A. INC.
5) Turn the Techstream ON. 6) Perform the transmitter ID registration. Enter the following menus: Chassis / Tire Pressure Monitor / Utility / ID Registration. 7) Input the transmitter IDs (ID1 to ID5) using the Techstream and transmit them to the tire pressure warning ECU.
NOTE: Registration can begin while in initialization mode. However, the initialization will be cancelled when the registration is started. 8) The “ID Registration is complete” is displayed on the Techstream display. 9) Confirm tire pressure data from all wheels is displayed on the Techstream display.
If the IDs have not been registered, DTC C2171/71 will be stored in the tire pressure warning ECU after three minutes or more. • If correct pressure values are displayed, the IDs have been registered correctly. • If the tire pressure values are not displayed after a few minutes, the IDs may be incorrect or the system may have a malfunction.
After all IDs are registered, DTC C2126/26 (Transmitter ID not Received in Main Mode) is stored in the tire pressure warning ECU and the tire pressure warning light blinks for 1 minute and then comes on. When the tire pressure warning ECU successfully receives radio waves from all the transmitters whose IDs are stored in the ECU, DTC C2126/26 is deleted and the tire pressure warning light goes off. 10) Enter the menu items in this order: Chassis / Tire Pressure Monitor / Data List. Confirm that the expected data of
Figure 8: Installing the tire pressure monitoring sensor.
COURTESY OF TOYOTA MOTOR SALES U.S.A. INC.
tire pressure of all tires are displayed on the screen.
DEMOUNTING/MOUNTING PROCEDURES CAUTION: The tire should be demounted from the wheel using the tire changer manufacturer’s instructions. Use the following information to avoid damage during the demounting/mounting procedures.
NOTE: The system will need to be initialized when tires are replaced with tires of different pressures, or tire pressure sensor and/or tire pressure monitor ECU are replaced. When a tire pressure sensor and/or tire pressure monitor ECU are replaced, the sensor ID must be memorized (registered) by the tire pressure monitor ECU prior to system initialization. See “Reset procedures.”
TIRE PRESSURE SENSOR CAUTION: The use of tire sealants is strictly prohibited for vehicles equipped with the TPMS. Tire sealants can clog tire pressure sensors.
CAUTION: Be sure to reinstall tire valve caps, or dirt or moisture could get into the valve core and cause air leakage. Use only the original valve cap.
If any other valve cap is used, it may corrode or melt, and become extremely difficult to remove.
NOTE: The average life of the grommet of the tire pressure sensor is approximately five years, at which time it must be replaced. If the valve is leaking air, but it is less than five years old and the grommets are in good condition, retighten valve nut to 35 in.-lbs. (4 N.m).
Whenever the tires must be replaced, replace grommets for tire pressure sensors as well.
NOTE: If the tire pressure valve subassembly is going to be replaced, make a note of the seven-digit number (transmitter ID) before installation, as it cannot be seen after the sensor is installed (see Figure 5).
Torque specifications
Component Wheel nut 1 Ft.-lbs. 76 (N.m) (103)
In.-lbs. Tire pressure sensor nut (1-piece sensor) 35 (N.m)
(4)
Torx screw (2-piece sensor) 44 (5)
Whenever a new sensor is installed, it will need to be registered in the tire pressure monitor ECU.
Removal
1) When replacing a wheel or tire, tire pressure sensors must be set up in one of the following ways:
Remove the sensor from the old wheel and install it in the new wheel. Keep the same wheel with tire pressure sensor, and replace only the tire.
Or use a new wheel and sensor (the new sensor must be registered after installation). 2) Remove the wheel. Remove the cap and valve core, and release air from the tire (see Figure 6).
NOTE: Keep the removed cap, valve core, nut and washer. 3) After ensuring that air is sufficiently released, remove the nut and washer that is used to hold the tire pressure sensor and drop the sensor inside the tire.
NOTE: Be careful not to damage the tire pressure sensor due to interference between the sensor and the tire bead. 4) After dropping the tire pressure sensor into the tire, disengage the bead using the shoe of the tire remover (see Figure 7). 5) Remove the bead on the upper side following the usual procedure. 6) Take out the sensor from the tire, and remove the bead on the lower side following the usual procedure.
NOTE: Check that no cracks or damage are visible on the grommet. If so, replace the grommet together with the washer and nut. Always replace the grommet and washer when replacing the warning valve and transmitter. 7) Remove the inner grommet from the tire pressure sensor, or retrieve from the wheel, if necessary.
NOTE: The tire pressure sensor is powered by a lithium battery. When the sensor
Figure 9: Positioning the tire pressure monitoring sensor.
COURTESY OF TOYOTA MOTOR SALES U.S.A. INC.
is defective, remove the battery from the sensor and dispose of properly.
Installation
1) Insert the tire pressure monitor valve into the valve installation hole. Insert from the inside of the rim so that the print surface can be seen (see Figure 5). Check for the following: • Check that there is no visible deforma- tion, damage or other abnormalities on the tire pressure warning valve and transmitter. • Check that there is no foreign matter on the inner grommet and around the rim hole. • If the tire pressure warning valve and transmitter is installed upside down, it may be damaged by the tire bead when the tire is installed, or may fail to transmit signals when the vehicle is driven at high speeds. • If installing a new tire pressure warning valve and transmitter, write down the ID number before installation (see Figure 5). It is necessary to register the ID in the ECU after installation. 2) Install the washer on the tire pressure monitor valve from the rim side, and tighten the nut to 35 in.-lbs. (4 N.m). See Figure 8. No further tightening is required once the nut is tightened to the specified torque. • Check that there is no foreign matter on the washer and nut. If the tire and tire pressure warning valve and transmitter have been removed, check that there is no damage or cuts visible, and no foreign matter, such as mud, dirt or sand, is attached to the grommet. Replace the grommet with a new one if any of the defects mentioned above are found. • Check that there is no oil, water or lubricant around the rim hole, tire pressure warning valve and transmitter, washer and nut. Failing to do so may result in improper installation.
CAUTION: If the tire pressure warning valve and transmitter is positioned outside this area, it will interfere with the tire bead, and may cause the tire pressure warning valve and transmitter to be damaged. If the use of lubricant is required when install- ing the bead, do not apply the lubricant directly to the tire pressure warning valve and transmitter. 3) Put the wheel on the mounting machine, and install the lower tire bead. Position the main body of the sensor in the shaded area as shown in the illustration (see Figure 9). 4) Making sure that the tire bead and tool do not interfere with the main body of the sensor and that the sensor is not clamped by the bead, install the upper bead and inflate the tire. 5) After the tire is inflated, the valve nut may be loose. Retighten the nut to the specified torque, and then check for air leaks with soapy water. 6) Install the tire and wheel assembly on the vehicle. 7) When a new sensor is installed, the ID code will need to be registered. See “Tire pressure sensor registration” under “Reset procedures.” 8) After completing the operation, remove the valve core to rapidly release the air in the tire. Ensure the tire pressure warning light comes on. If the warning light does not come on, refer to the appropriate manufacturer service information. Reinflate the tires. 9) If there is an air leakage, tighten the tire pressure monitor valve nut to 35 in.-lbs. (4 N.m), and push the valve core two to three times to remove any dirt attached to the valve core.
If air continues to leak, replace the grommet, washer and nut.
Information for this column comes from the tire pressure monitoring systems data in ProDemand®, Mitchell 1’s auto repair information software for domestic and import vehicles. Headquartered in Poway, Calif., Mitchell 1 has provided quality repair information solutions to the automotive industry since 1918. For more information, visit www.mitchell1.com. To read archived TPMS articles, visit www.moderntiredealer.com.
New Hercules Avalanche RT winter tire is studdable
The new Avalanche RT from Hercules Tire and Rubber is a studdable winter tire for passenger and crossover utility vehicles. Features include a dynamic cold weather compound for maneuverability and responsive handling, a multi-pitched directional tread pattern with 60% more sipes than the predecessor tire, sawtooth grooves that hold snow in the tread to provide critical snow-on-snow traction, and small ribs in the buttress that bite into deep snow and slush. The Avalanche RT is certified with the 3-Peak Mountain Snowflake designation and is available in 41 sizes from 14 inches to 18 inches. HERCULES TIRE AND RUBBER CO. www.herculestire.com
Ford Motor Co. has added fuel delivery modules and pump kits to its Omnicraft brand of replacement parts for non-Ford/ Lincoln vehicle repairs. Features include high-efficiency turbine or gerotor-style pumps for positive displacement applications, over-molded armatures to help increase performance and resist corrosion (not applicable to all pumps); flex-fuel compatibility as needed by application and carbon commutators for E85 applications. In-tank location helps minimize noise and vibration. The fuel delivery module sensors include corrosion-resistant noble metal sensor cards. FORD MOTOR CO. www.omnicraftautoparts.com
JS Products adds Steelman light with a 40-foot cord
The new Steelman 99761 Slim Lite with 40-foot retractable metal cord reel kit is designed for automotive repair shops and heavy-duty truck repair shops. JS Products says the glassfilled nylon Slim Lite body is ideal for narrow and hard-to-reach places. The low voltage Slim Lite produces 500 lumens of usable light with 16 LED (light emitting diodes) while only consuming 3 watts of power. The kit comes complete with hardware for ceiling or wall mount, and a low voltage power adapter. JS PRODUCTS INC. www.steelmantools.com
Ti re Profiles has released an update to its non-stop, d rive-over laser-based tire and alignment diagnostic system. New features for TreadSpec 2.0 include a durable, composite construction that won’t be affected by the harsh environmental conditions f ound in service drives and repair shops. In addition, t he new design has a lower profile on the above-ground v ersion that is easier for customers to drive over and will e nhance any service drive with its futuristic look, according to the company. TreadSpec 2.0 also features a patent-pending system to deflect water away from the system, reducing or eliminating the need for cleaning. TIRE PROFILES LLC www.tireprofiles.com
Gaither Tool unveils mobile tire servicing unit
Gaither Tool Co.’s new E-Cube is a mobile tire servicing platform designed as a single compact unit that does not require a generator. The company says E-Cube is not a direct replacement for traditional garages and car workshops. The E-Cube’s compact size enables technicians to work in an upright position and inside their vehicle. The E-Cube has no generator, which eliminates noise and smoke, creating an environmentally friendly alternative for the mobile tire servicing market. The E-Cube accommodates tire sizes from 10 inches to 24 inches. GAITHER TOOL CO. INC. www.gaithertool.com
Ingersoll Rand has new 1-inch pneumatic impact wrench
The new 2850Max D-Handle 1-inch impact wrench from Ingersoll Rand is available with a 6-inch anvil or standard anvil and accommodates a wide variety of heavy mechanical automotive applications. The company says three unique features of the 2850Max give it a high power-to-weight ratio and help reduce operator fatigue when performing maintenance on large vehicles: a weight of 21.5 pounds; 2,100 foot pounds of maximum reverse torque; and a 360-degree adjustable side handle with an ergonomic grip. INGERSOLL RAND PLC www.ingersollrandproducts.com
New lug nut wrench folds for easy storage
Ken-Tool’s new 35636 Stow & Go heavy-duty 4-way lug nut wrench can be stowed in a trunk, a tool box or behind a seat thanks to its fold-away design. The company says the moveable arms easily swing and lock into the 90-degree position, plus the arms can be slid within the locking hub to create greater leverage. The Stow & Go features three fixed 17, 19 and 21 mm lug nut sockets, plus a ½-inch square drive adapter to use other sockets for lug nut removal. It also doubles as a heavyduty, high-torque wrench. KEN-TOOL CORP. www.kentool.com
TBC offers Wild Spirit HST-C for light commercial vehicles
TBC Brands has released the Wild Spirit HST-C for the sprinter and commercial van segment. The company says the Wild Spirit HST-C is engineered for extended traction performance, high durability and superior allseason handling for vans and light trucks that transport cargo, passengers, or other heavy loads. The tire is available in seven sizes: 215/55R16, 195/70R15C, 185/60R15C, 195/75R16C, 225/75R16C, 205/65R15C, 235/65R16 in load ranges XL, C, D and E. The line has a nationwide manufacturer’s limited warranty. TBC BRANDS LLC www.tbcbrands.com
Impact wrench has torque level control
The new CP7782TL-6 one-inch torque limited impact wrench from Chicago Pneumatic Tool is designed for heavy vehicle tire replacement. The company says the torque limited function of the CP7782TL-6 enables efficient and effective torque level control, particularly for truck, bus and heavy vehicle tire installations where multistep torquing solutions are required. The CP7782TL-6 one-inch torque limited impact wrench allows users to keep the same power when loosening nuts while avoiding overtightening them in the forward position. CHICAGO PNEUMATIC TOOL CO. www.cp.com
Apex Tool adds Cleco right angle grinders
Apex Tool Group has added a line of pneumatic right angle grinders featuring a high-performance 1.7 hp motor to its Cleco brand. The new Cleco right angle grinder is designed to fit all Type 27, Type 27 threaded hub and Type 1 abrasive discs. The right angle grinder also features quieter operation with rear exhaust over-hose standard; ergonomic, anti-vibration handle for increased comfort and less operator fatigue; spindle lock for quick and easy abrasive changes; dual-layer, high-impact composite housing for extreme durability; and versatile 270-degree adjustable guard for easy access to tight spaces. APEX TOOL GROUP LLC www.clecogrinders.com
Lumileds expands Philips lighting portfolio
Lumileds has added 31 forward lighting and miniature bulbs to Philips branded commercial lighting products. The new SKUs include a variety of forward lighting bulbs, including Philips OEM exclusive HiPerVision and HiPerClick bulbs, LongerLife and Standard halogen bulbs, and miniature bulbs in both 12V and 24V configurations. The portfolio expansion includes 20 OEM exclusive HiPerVision and HiPerClick bulbs for turn signal lights, back-up lights, brake lights and daytime running lights. LUMILEDS LLC www.philipsautolighting.com
New Meyle PD brake disc has a full-surface coating
Meyle has released the Meyle-PD brake disc with a full-surface coating designed to protect against corrosion and wear for more than 5 million BMW applications worldwide. The Meyle-PD brake disc is manufactured from a single steel casting, which makes it possible to coat the entire surface of the brake disc and prevent corrosion. The company says the high-carbon single-component brake disc is tested and certified in accordance with the ECE R90 quality standard. MEYLE AG www.meyle.com
WHEN YOU CONTACT ONE OF OUR ADVERTISERS PLEASE BE SURE TO MENTION YOU SAW THEIR AD IN MODERN TIRE DEALER
ADVERTISER 1-800EveryRim—OEM Wheels Aftermarket Auto Parts Alliance Inc. American Omni Trading Company Atturo Tire Corporation AUTEL Bartec USA BendPak Inc. Ranger Products BKT USA Inc. Blackburn OEM Wheel Solutions CEAT Specialty Tyres Limited Continental Tire Cooper Tires Dealer Strategic Planning Inc. Delinte Tires Falken Tires Gaither Tool Company Inc. Goodyear Tire & Rubber Company Greenball Corporation GRI Tires GroundSpeed Tires Hankook Tire Hunter Engineering Company Independent Tire Dealers Group K & M Tire Inc. Kenda Tire USA Kumho Tire USA Inc. KYB Americas Corporation Linglong Americas Inc. Marangoni Tread N.A. Maxxis International—USA Mighty Auto Parts Mr. Tire/Big 3 Tire Nexen Tire America Inc. Nitto Tire U.S.A. Inc. Nokian Tyres Inc. Oriente Tire USA LLC Pirelli Tire LLC Sailun Tires Sumitomo Tire Sumitomo Tire Synchrony Car Care Tire Profiles Toyo Tires Travel Centers of America Triangle Tire USA VDO TPMS Replacement Parts West Creek Financial Yokohama Tire Corporation ZC Rubber America Inc. PAGE 76 29 53, 69 51 17, 97 99 47 11 39 37 25 43 101 21 81 94 27, 85 73 78 59 64-65 74 13 45 IBC 19 79 7 77 61 87 91 IFC OBC 35 103 9 32-33 54-55 5 40-41 66 15 93 83 95 89 75 67 WEBSITE www.1800everyrim.com www.alliance1.com www.american-omni.com www.atturo.com www.autel.com www.bartecusa.com www.bendpak.com/brakes www.bkt-tires.com www.blackburnwheels.com www.ceatspecialty.com www.continentaltire.com www.coopertire.com www.dsp-20group.com www.delintetires.com www.falkentire.com www.gaithertool.com www.goodyear.com www.greenball.com www.gritires.com www.groundspeedtires.com www.laufenn.com www.hunter.com www.itdgusa.com www.kmtire.com automotive.kendatire.com www.kumhotireusa.com www.kyb.com www.linglongtire.com www.na-marangoni.com www.maxxis.com www.mightyautoparts.com www.mrtirebig3tirectd.com www.nexentireusa.com www.nittotire.com www.nokiantires.com www.orientetireusa.com www.us.pirelli.com www.gosailun.com www.sumitomotire.com www.sumitomotrucktires.com www.syfenroll.com www.tireprofiles.com www.toyotires.com www.ta-petro.com www.triangletireus.com www.redi-sensor.com www.westcreekfin.com/mtd www.yokohamatire.com www.arisuntires.com
