Need another bay? Expand to adapt to market growth
COLUMNS
21 FROM THE SHOP
Developing leaders takes precedence over training on tasks BY SCOTT HEMPY
42 FROM THE SHOP
Seek first to understand, then to be understood BY ADAM TATUM
COVER STORY
PAMA GOES TO WASHINGTON FOR ITS FIRST ADVOCACY DAY (WITH TOWNER FRENCH)
Towner French, managing director at Cozen O’Connor Public Strategies, joins the NOLN Podcast to discuss the Preventative Automotive Maintenance Association’s first Advocacy Day in Washington, D.C., where members met with legislators and agency officials to share their perspectives on Right to Repair and other proposed legislation. French also explains the value of these in-person meetings, the longterm strategy behind them, and the importance of building ongoing relationships with lawmakers.
PREDICTIVE MAINTENANCE AS A COMPETITIVE ADVANTAGE (WITH NICK HAASE)
On the heels of iFLEX 2025 at The Car Wash Show, NOLN catches up with one of the event’s exhibitors, Nick Haase, co-founder of MaintainX, a maintenance and work execution software firm. Haase discusses why having a great maintenance strategy is a competitive lever, what operators can learn from unplanned downtime data, and how they can shift into a more proactive mindset with regards to their operational maintenance needs.
» More from iFLEX 2025: Visit NOLN.net for coverage from iFLEX 2025, including highlights from PAMA education sessions and sights from the trade show floor.
Head online to check out NOLN’s library of podcast interviews. Hear from quick lube leaders about new strategies, service stories, and innovative operations that push the industry forward.
Listen and subscribe at: noln.net/podcasts or subscribe to the NOLN Podcast on your favorite listening app.
Have you subscribed to the newsletter? NOLN will send the latest industry news, strategies and profiles straight to your inbox.
Sign up at noln.net/subscribe.
ACCELERATE SUMMER SALES
Get their rides set for road-trip season.
Seasonal preventive maintenance boosts billable hours while improving the safety, performance, and reliability of your customers’ vehicles. Learn more about BG’s Summer Car Care solutions and pointof-sale materials.
BE SUMMER READY WITH BG
PUTTING IN THE HOURS
Lube techs on average are working at least 35 hours per week, with many over 40 hours
BY NOLN STAFF REPORTERS
How much time have your lube technicians spent under the hood?
In the 2024 NOLN Operator Survey, we asked industry professionals how many hours their techs are working per week, as well as how long they’ve been employed by the shop.
Survey respondents’ answers tell us that a tenure between 1 and 3 years is most common, and that nearly all techs are working at least 35 hours per week.
HELP ENTRY-LEVEL TECHNICIANS INTEGRATE IN YOUR SHOP
Phil Webster of Webster Tire & Auto Service shares how he recruits young people new to the industry and builds the confidence in them to pursue a long-term career
BY KACEY FREDERICK
THERE’S A NEED FOR PEOPLE
entering the industry that only continues to grow. For many shops, it can be a struggle to balance the need for seasoned techs with onboarding of entry-level techs—but investing time into building up those new to the field acts as an investment into the long-term health of your business, as well.
Phil Webster, owner of Webster Tire & Auto Service in Teutopolis, Illinois, has always had a huge focus on recruiting and training young technicians just entering the field. It’s for this reason that most of his techs are in their early 20s, and he wouldn’t have it any other way.
The Right Way to Recruit
Webster has an extensive process for hiring all of his staff members. First, applicants take a 10- to 15-minute online survey to assess their personality. It shows a level of commitment that Webster is seeking from potential team members.
“When someone applies, are they going to do a simple step of, ‘Hey, here’s a here’s a survey that I need you to take’?” explains Webster. “So that’s part of my process. If they can’t spend 10 minutes taking a survey or follow those instructions, that tells me they’re not very interested in putting in the work to get the job.”
It’s essential to use multiple channels to reach potential talent, including online job postings, networking with parts stores and tool truck drivers, and exploring statefunded training programs that can help offset hiring costs.
Webster is involved with the community through teaching driver’s ed classes at schools, participating in career fairs, and more that allows him to identify and encourage potential auto industry professionals—be they technicians or many of the other roles that are needed in the service industry.
“There’s also sales jobs, there’s also accounting jobs. There are a lot of different jobs available that you might not consider when you think about automotive. So we approach it that way,” says Webster.
Webster’s shop provides an in-house apprenticeship program, which plays an enormous factor in helping entry-level techs grow comfortable in a shop environment. It lasts about two weeks, with an A-level tech providing training and guidance. They’re provided tools they can keep if they stay on with the shop.
The business also takes part in a local program where 15 high schoolers go to five different local auto businesses, including auto body, detailing, and a salvage yard. They
spend three weeks at each business, learning basic functions. During that time, Webster’s shop will teach them tires, alignments, and brakes.
“It gives them good options to feed right into our shops from that, because they get several weeks working in the different areas of the business,” tells Webster.
In Illinois specifically, there are resources in place to fund such practices, which helps pay for 75% of technicians’ wages while they’re in Webster’s training program.
Don’t Throw Your Techs to the Wolves
Once a technician is brought into the fold, Webster remains attentive. On their first day, he sits down with them and shares his own story of getting started in the industry. Then, he gives them a book—“How to Win Friends and Influence People,” by Dale Carnegie—along with a special note.
“I have a little stamp in the front of that book. It says, ‘A gift for your brain, from Phil Webster,’” he says. “Because I try to pour into them the fact that your mindset and what you put in your mind is going to affect the outcome and results of everything you do. That’s how I try to get people believing in what we’re doing: that we’re helping people and changing their lives by fixing their car.”
At Webster Tire & Auto Service, most of the technicians are under the age of 25, and it’s no coincidence. With there being a two-year auto tech program at the local community college, Webster pays for technicians to pursue education there while working at his shop. This is also something that is supported in part by state-funded programs.
Taking technicians on for training is undoubtedly an investment for a shop, but it can be one that pays off massively, even for just one apprentice. Within six months, Webster has taken individuals inexperienced with automotive work and trained them to do C-level work, such as tires, brakes, suspension, and alignments.
“If you have the time to work with them, then you can quickly have a guy that can turn 20 or 25 hours within three to six months. Then he’s bringing in the billed hours to pay for himself and maybe making the shop some money at that point,” says Webster.
Building up entry-level technicians is definitely something that will require time and effort on a business owner’s part. Especially
when bringing on entry-level techs, their skills and ambitions will likely evolve as they grow in your shop. To stay in touch with each team member’s needs, Webster holds an annual goals review at the beginning of the year. Taking time out of his year to do this simple practice has allowed him to have a tremendous impact on the lives of his technicians.
This is how Webster discovered one of his technicians’ desire to own his own home. Webster not only coached the employee on credit and financing, but established a plan to get him to the income he needed to achieve that. Being enrolled in the local auto program, Webster told him if he completed his ASE master credentials, he would also receive increased compensation to reflect his accomplishment.
This investment in and dedication to his employee resulted in a newfound confidence from the technician, enabling him to thrive in his talents as he never had.
“As with all true technicians, they want to do the job right. But he was so cautious and struggled with confidence in himself. Through trying to meet his goals of owning a house,
it got him to work on his speed and trusting himself,” Webster says. “He would double, triple, quadruple check himself. … It helped him build his confidence and speed, and to realize you can do quality work fast.”
Regardless of how seasoned a technician would be, it’s always important for the owner of a shop to stay in touch with each employee— what their motivations are and what they may be struggling with.
Recruiting and building up entrylevel techs is undoubtedly a big investment, and some shops may only be able to take on one apprentice at a time, but even that can help safeguard the future of your shop and maintain consistently solid service.
“Sometimes we’re throwing them to the wind, as far as going, ‘Oh, they worked at the shop down the street for a year.’ There’s a big assumption that they should know how to take tires on and off, how to torque them—but maybe that shop didn’t tell them that. Maybe that shop just impacted lug nuts on, and said 200foot pounds is good,” says Webster with a laugh. “Working with young techs, you have to train them well, not just turn them to the wolves.”
Seasonal Promotions for Summer Car Care
Harnessing the seasonal surge
BY ANDY BALDASSARRE, BG DIRECTOR OF MARKETING AND TRAINING
The automotive maintenance industry is fiercely competitive, and shops continually seek ways to attract customers, boost sales, and enhance loyalty. One potent strategy in this quest for success is the implementation of seasonal promotions.
Seasonal promotions not only capitalize on holidays and changing weather patterns; they also align with vehicle owner needs, purchasing behaviors, and market trends during specific times of the year.
Offer a spring-cleaning package: Think oil change, wipers, air filters, tires, all wrapped up in a summer trip bundle. These initiatives tap into customers’ summer car care needs. They address such concerns as comfort, maintenance, reliability, and safety. In addition to routine fuel, oil, and coolant needs, these summer car care services offer customized solutions that resonate with customers.
Point-of-Sale Materials
Central to the success of seasonal promotions in automotive shops is the effective use of point-of-sale (POS) marketing collateral. These visual materials engage customers, drive sales, and reinforce brand messaging:
Counter mats: Themed counter mat menus provide a visually appealing and informative platform for showcasing seasonal offers and services. They capture attention, serve as convenient references, and increase impulse sales.
Flyers: Distributed in-store or through targeted marketing channels, flyers extend the reach of seasonal promotions beyond the physical shop. Eye-catching designs, compelling copy, and clear calls to action prompt customers to make a purchase.
Weather-driven promotions help shops strengthen relationships with existing customers and attract new ones. Discounts, value-added services, and service packages designed for seasonal needs enhance customer loyalty and solidify the shops’ reputation as a trusted automotive partner. Customized seasonal packages allow vehicle owners to proactively address their automotive needs while saving money over the life of their vehicles. Additionally, seasonal promotions frequently focus on preventive maintenance, enhanced performance, reliability, and safety—empowering customers to prolong the life of their vehicles and improve their driving experience. Customers often rely on promotions to access quality products and services for their seasonal needs. Yearly promotions act as a reminder for your customers to make a habit of maintaining their vehicles. Encourage your customers to schedule their next seasonal service—and mark their calendars.
Seasonal promotions offer shops the opportunity to increase revenue, clear excess inventory, and drive customer traffic.
Large displays: Strategically positioned displays in the shop and in waiting rooms serve as visual anchors, highlighting the promotion and prompting vehicle owners to ask about featured services. Displays and posters highlighting summer car care and travel accessories encourage impulse purchases.
Benefits for Shops and Customers
Implementing seasonal promotions yields a multitude of benefits for shops and customers alike.
Seasonal promotions offer shops the opportunity to increase revenue, clear excess inventory, and drive customer traffic during specific periods of the year. They also increase customer awareness.
Be Prepared
The final key is preparation. It’s never too early to start planning for seasonal campaigns:
• Design your own seasonal promotion or consult a trusted vendor.
• Seek input from shop staff and get them on board early in the process.
• Set goals and rewards to incentivize the challenge.
• Ensure that necessary products and supplies are available and order POS marketing materials.
• Implement your promotion and make it a success.
Communication Is Key
Customers come to your shop for a certain service, but if you connect with them on a personal level, they’ll trust you more and take your suggestions to heart. Ask about their seasonal travel plans. Share a relevant, personal story. When you have a service recommendation, use a visual aid (such as a cracked belt, worn-out oil, or a graph showing improved gas mileage) to help educate customers. And help your team stay engaged with thoughtful teaching moments, as well as shop banter.
Seasonal promotions help shops to capitalize on seasonal surges in consumer demand while delivering real benefits to customers. Whether cost-effective solutions or preventive maintenance, they support your customers’ diverse needs and your shop’s overall success. Seasonal promotions represent a win-win scenario where shops thrive and vehicle owners flourish—all year long.
HIGHLINE WARREN BECOMES EXCLUSIVE FILTER SUPPLIER FOR MOBIL 1
Highline Warren has announced a collaboration with Mobil 1 to be its sole supplier of filters, according to a press release.
Effective Feb. 1, Highline Warren is now delivering filters designed to meet or surpass the specifications required for Mobil 1 filters.
“The transition to Highline Warren will be seamless for our customers,” said Reed Colerick, Highline Warren senior vice president of special projects. “We are committed to maintaining the current SKU mix, pricing and shipping terms while identifying potential enhancements and new product introductions as needed.”
J.D. POWER REPORT SHOWS INCREASED SATISFACTION IN QUICK OIL CHANGE SERVICE
The latest J.D. Power U.S. Aftermarket Service Index Study shows satisfaction continuing to improve throughout the aftermarket service sector, but highlighted areas needing attention from the industry.
Of the three aftermarket segments looked at, tire replacement had the biggest spike in satisfaction, increasing by 19 points on a 1,000point scale. The second-largest improvement was quick oil change with a 17-point bump, followed by full-service maintenance and repair with a 15-point increase.
The study also found the aftermarket sector is lagging franchise dealerships in customer trust for the use of technology to make service more efficient. Additionally, although 56% of tire replacement and quick oil change customers preferred receiving text messages for service updates, some shared they receive phone calls instead.
This can play a major role in satisfaction—when customers who prefer text messages are contacted via their preferred method, their overall satisfaction score is 854, and satisfaction with their advisor is 861, marking a respective 34- and 31-point increase over the study’s average in these areas.
For quick oil change providers specifically, providing charging stations had the greatest impact on satisfaction, bringing an additional 101 points. For tire replacement, the biggest increase in satisfaction (+103 points) came from snacks and beverages.
Within the quick oil change segment, Express Oil Change and Tire Engineers topped the list for a third consecutive year, with a score of 845, followed by Take 5 Oil Change’s score of 826, and Jiffy Lube’s 819.
AUTOMOTIVE LIFT INSTITUTE RELEASES 2025 EDITION OF VEHICLE LIFTING POINTS GUIDE
The Automotive Lift Institute has released the 2025 edition of its lifting points guide, “Vehicle Lifting Points for Frame Engaging Lifts,” according to a press release.
Updated annually, the ALI-sponsored Lifting Points Guide aims to assist lift operators in finding OEM-recommended lifting points, with over 250 undercarriage images showcasing proper lifting points.
This year’s edition covers model year 2000 to 2025 cars, SUVs, vans, light-duty trucks, and EVs sold in the U.S. and Canada, and is offered digitally or bundled with a print version.
“The guide is very handy for technicians and home mechanics because most lifting points aren’t marked on the vehicle and they may change from model year to model year as the OEMs redesign vehicles or components,” said R.W. “Bob” O’Gorman, ALI president.
NEW TOOL HELPS AUTO CARE ASSOCIATION MEMBERS CALCULATE POTENTIAL TARIFF COSTS
The Auto Care Association has launched a tool for shops to calculate potential tariff costs they may face on parts, as shared in a recent press release.
Available exclusively for ACA members, the Auto Parts Tariff Calculator tool will help shops determine which tariffs apply to them, and also provide a step-by-step process to determine potential tariff exposure based on stacking rules, exemptions, and product-specific considerations.
“The recent rounds of tariffs on automotive imports have introduced additional complexity to supply chain planning and cost management,” said Lisa Foshee, ACA’s senior vice president of government affairs and general counsel. “U.S. automotive companies are reviewing sourcing strategies and production logistics to maintain operational efficiency and meet regulatory requirements in a shifting trade environment. We are pleased to be able to offer this new tool to our members to simplify the process.”
HYUNDAI OUTLINES PLANS TO MITIGATE POTENTIAL COST HIKES FROM TARIFFS
Hyundai recently outlined plans to help mitigate potential cost hikes from a 25% tariff on the automotive sector at the 2025 New York International Auto Show, according to Yahoo Finance. Claudia Marquez, Hyundai Motor America’s COO, said the automaker plans to help with any cost increases through its recently launched Hyundai Assurance Program.
Though building new plants is something that requires extensive time and money, Hyundai already produces around 40% of its vehicles in the U.S., with a factory in Alabama and Hyundai’s Metaplant that recently opened in Savannah, Georgia.
STRICKLAND BROTHERS 10 MINUTE OIL CHANGE RAISES OVER $100K FOR SCHOOLS NATIONWIDE
Strickland Brothers 10 Minute Oil Change announced the conclusion of its spring fundraiser in a recent press release, raising over $100,000 for schools across the U.S.
The initiative offered customers a raffle entry in exchange for any donation of $3 or greater. By the
fundraiser’s conclusion, over 200 raffle winners were notified they won a free oil change.
Donations were raised from customers through DonorsChoose—a crowdfunding platform for teachers, donors, and district administrators— with funds being allocated to school projects local to the community of each donation.
JIFFY LUBE IN AIKEN, SOUTH CAROLINA, SOLD FOR OVER $1M
A Jiffy Lube in Aiken, South Carolina, has recently switched hands to new ownership, according to Aiken Standard.
Located at 1025 Pine Log Road, the store was sold by Alpine of S.C. Inc. to AAG Aiken LLC for $1.064 million.
The deal closed March 24. The one-story, 1,848-square-foot shop isn’t the only Jiffy Lube in Aiken, joined by another one at 3558 Richland Ave. W.
Formed in Delaware this past February, AAG Aiken is listed under an address in Irving, Texas.
EXPRESS OIL CHANGE & TIRE ENGINEERS FRANCHISEE OPENS FIFTH VIRGINIA STORE
An Express Oil Change & Tire Engineers franchisee in Virginia recently opened his fifth store in Powhatan, Virginia, according to a Richmond BizSense report.
The shop opened in April, and is franchisee Robley Bates’ fifth store.
Bates first learned of the brand in the early 2000s while working
TPMS Success Starts with Great Support!
Bartec has earned the label of the Trusted Brand in TPMS because for more than TWENTY years, we’ve always “been there” for our customers.
Our Field Service Team supports our customers, at their business, providing training and assistance. Our Technical Support Team answers the phone and gets our customers through the difficult vehicles.
Our entire TIA ATS Certified Team uses Service Data to help our customers improve their TPMS service! At Bartec, our customers are at the center of everything we do!
as an investment banker in Charlotte, North Carolina, after serving in the Marine Corps for eight years. His firm worked with Express Oil Change’s corporate office, and Bates was impressed with how well the company was doing.
After working as a technician at an Express store in Alabama for a couple of years, Bates went on to open his first store in Midlothian, Virginia, in 2013.
Since then, he’s expanded to Mechanicsville, Virginia, in 2016 and Chester, Virginia, in 2019, before opening a second Midlothian store in 2023, located across the street from the first one.
The new store was built on a vacant 1.6-acre site, acquired last year by an LLC tied to Bates for $650,000. Bates estimated the all-in cost to open the store to be $4.5 million.
ASE RECOGNIZES NAPA AUTOTECH XCCELERATOR PROGRAM FOR REDUCING WORK EXPERIENCE REQUIREMENT
The National Institute for Automotive Service Excellence has recognized the new NAPA Autotech XcceleratoR program as a valid pathway to reducing the ASE standard work experience requirement, according to a press release.
Powered by an AI-driven XR (extended reality) workforce development platform called Skillmaker, the XcceleratoR program uses XR simulations, AI-guided practice modules, and real-time remote support to identify knowledge gaps and reduce training time for techs.
Additionally, the XcceleratoR program helps techs on the job through
AR-capable smart glasses and expert guidance from real-time AI or a live human.
ASE NOW OFFERING MAINTENANCE AND LIGHT REPAIR CERTIFICATION TEST ONLINE
The National Institute for Automotive Service Excellence is now offering an online version of its automobile maintenance and light repair technician (G1) certification test, according to a press release.
Tests are completed online via Prometric’s ProProctor, a remote platform.
The ASE G1 test serves to identify technicians who can perform the most common maintenance and light repair tasks.
It contains 55 scored questions,
plus 10 unscored research questions covering knowledge of the skills related to maintenance and light repairs in engine systems, automatic transmission/transaxle, manual drive train and axles, suspension and steering, brakes, electrical, and heating and air conditioning.
FULLSPEED AUTOMOTIVE HOLDS INTERNATIONAL JOINT FRANCHISE CONFERENCE IN TEXAS
FullSpeed Automotive hosted its recent International Joint Franchise Conference with Grease Monkey, SpeeDee Oil Change & Auto Service, and Kwik Kar Oil Change & Auto Care in Grapevine, Texas, according to a press release.
The three-day event hosted approximately 400 franchisees, vendors, and regional operations leaders, representing 482 franchises across North America.
During the conference, the company outlined plans to expand throughout Texas and the Southwest, and to incorporate more modern services into their offer-
ings, such as electric vehicle maintenance.
VALVOLINE ACQUISITION OF BREEZE AUTOCARE EXPECTED TO CLOSE BY SECOND HALF OF FISCAL 2025
Valvoline and Greenbriar Equity Group have received a Request for Additional Information and Documentary Material from the Federal Trade Commission as part of its regulatory review of Valvoline’s proposed acquisition of Breeze Autocare from Greenbriar.
According to a press release, this additional request will extend the waiting period imposed by the Hart-Scott-Rodino Antitrust Improvements Act of 1976 until 30 days after Valvoline and Greenbriar have substantially complied with the requests.
The waiting period could also be voluntarily extended by the companies, or terminated sooner by the FTC.
Valvoline’s acquisition of Breeze Autocare will be subject to the expiration or termination of the waiting period under the HSR Act, in addition to other customary closing
conditions. Valvoline expects to close the transaction in the second half of fiscal 2025.
VALVOLINE INC. NAMES KEVIN WILLIS AS NEW CHIEF FINANCIAL OFFICER
Valvoline Inc. has named a new chief financial officer, according to a recent press release. Effective May 19, Kevin Willis will be succeeding Mary Meixelsperger in the role of CFO, after serving as chief financial officer at Ashland Inc. since 2013.
Willis brings experience in capital markets management, financial systems integrations, and operating efficiency improvements. Before serving as CFO for Ashland Inc., he held other leadership positions within the company, including vice president of finance for Ashland Specialty Ingredients, vice president and finance/treasurer for Ashland Corporate, and other finance positions.
Additionally, Willis led the separation of Valvoline Inc. from Ashland when the company completed its Initial Public Offering in 2016.
• Designed to store diesel and bio fuels, motor oil, used oil, ATF, DEF and heating oil, class II and class III combustible fluids
• Outer tank holds 110 percent of inner tank
• Up to 50 percent lighter than conventional steel tanks
• Easy to install and compact design
• Exceeds industry standards/UL2258 Certified
• Compliant with NFPA 30/30A
• Low-cost
• 30-Year warranty
• Leak-proof and will not corrode
How Do I Increase Car Counts & Tickets?
BY AMBER KOSSAK, CEO OF SOLID START
Your property taxes and other fixed costs are going up. The value of cash earned is shrinking. If nothing changes, then you are going backwards. Even if we didn’t have inflation, a percentage of our customers move every year, so to break even you must replace those who aren’t coming back.
In short, we always need to be thinking about how to generate new business while taking care of our existing customers.
Car Counts – You
can’t manage what you don’t measure
The starting point is assessing where you are currently at. What is your current car count? What are your average ticket prices? What percentage of your existing customer base is repeat business? How much down time is there in the shop? If you are already full from morning till night, then the only ways to increase car counts are to have longer hours, improved efficiency (faster service) or a bigger facility with extra service bays.
One facet of increasing car counts is to continually make it a priority. Do you have a plan? Don’t panic. Being aware of your numbers is the essential starting point. How can you know where you’re going if you don’t know where you are to begin with?
Marketing Tactics To Improve Car Counts
When it comes to maintaining customers and growing your car counts, there are few things more important than providing stand-out customer service. An exceptional experience will nearly always generate buzz. This means having friendly, competent staff with the right people in the right positions and word of mouth is still among the most powerful ways to bring people in.
Improving Efficiency – Speed is not the final measure of good service.
When was the last time you took an inventory of how long it takes to service a customer? What if you measure and record the amount of time it takes from initial greeting to when the customer pulls away? Do this for an entire day’s worth of customers and you have a benchmark. Make this a team effort. If two or three customers had longer wait times and another was exceptionally quick, ask your team if they noticed what caused the delays. Maybe there was a problem getting a filter off. Or maybe there was a problem with a credit card. Whatever the reason make a note and continue to improve your efficiency.
What we’re doing is taking a snapshot of a moment in time. Increased efficiency is achieved by means of continuous incremental improvements.
When it comes to maintaining customers and growing your car counts, there are few things more important than providing stand-out customer service.
Another low-cost strategy for small businesses is to connect with other small businesses in your community. Becoming involved with your local Chamber of Commerce or neighborhood business association can have many benefits. It’s one more way your business gets noticed and it adds to your credibility. Small businesses around the country are working together to turn their neighborhood’s into destinations, increasing their pool of potential customers.
Building relationships with local media can have payoffs as well. What new things have you done in the past year that have not received media coverage? Have you made an effort to share your success stories with local TV, radio or print media?
Remember, though, that speed is not the final measure of good service. If you are pushing so hard that you strip the threads on an oil pan bolt or forget to tighten a filter, you have a problem. Efficiency + Customer Service = Building Trust!
Exceptional Customer Care – Never taking a customer for granted.
How you treat your customers is the #1 determinant as to whether they keep coming back or not. Friendly, personal service goes a long way toward making customers feel like family. Never take a customer for granted. There are generally two reasons people leave comments online: one, because something offended or annoyed them or, two, they were blown away by something exceptional they experienced. Strive to make it the latter. “We couldn’t believe how friendly the staff was,” will go a long way toward bringing new business to your store.
Treat their vehicles like your own. Quality service will also contribute to increased ticket profits. In any sales situation, trust is a major factor. When your technician makes an add-on recommendation--whether it’s a Filter change, fuel system cleaner or another performance enhancer-the stronger your relationship with your customers the greater consideration he or she will receive.
Remember, you can’t manage what you don’t measure. Make sure you understand your numbers, your team, your customers, and continuously make incremental improvements.
PITTSTOP 10 MINUTE OIL CHANGE
LOCATION: AKRON, OHIO
OWNER: STEVE PITTMAN JR.
STAFF SIZE: 5
AVERAGE DAILY CAR COUNT: 29 CARS
WRITTEN BY AND PHOTOS BY TOM VALENTINO
STEVEN PITTMAN JR.’S introduction into the quick lube industry came from spending seven years as an outside sales and new business development rep for Mighty Auto Parts. Fast oil change shops were his customers, and he quickly learned which ones in Northeast Ohio were thriving and which could use some help.
Today, he sits on the other side of the desk, a quick lube operator himself. Pittman oversees four PittStop 10 Minute Oil Change shops in Northeast Ohio, and he recently welcomed NOLN for a tour of his Akron location.
Pittman made the transition into the field in 2017, when he observed a client in nearby North Canton struggling. The shop “was in rough shape at the time,” he said, adding that it was down to serving about 4 to 6 cars per day.
Pittman had considered one day making a career change and getting into the world of operating a quick lube of his own. When he saw an opportunity present itself, he decided the time was right to jump in,
although he admits he faced a bit of skepticism from his wife, Molly.
“My wife is very risk-averse, and I am the gambler, so, it works well, right?” Pittman says. “She can reel me in a little bit, and I can kind of get her to take some chances.
“She’s like, ‘Are you crazy? What are you talking about?’ And I’m like, ‘I’m confident I can do this. You know,
I know this business. I might be crazy, but at the end of the day, my thought process was like, hey, I’ve got to borrow a little bit of money to start this. I wasn’t buying anything crazy, so what’s the worst-case scenario, right? … (If) I lose some money, what do I do? I go back and get a job like I have before.”
Pittman purchased the assets
of the North Canton business and entered a new lease agreement with the property’s owner. “It was in bad shape,” he says. “I essentially bought the inventory and tools, and started over.” For Pittman, “starting over” meant cleaning up the site and creating a fresh brand. On July 1, 2017, the North Canton store officially reopened as the aptly named PittStop 10 Minute Oil Change.
Pittman stayed in communication with the property owner for the North Canton spot, and in late 2020, an opportunity emerged for Pittman to acquire two of the owner’s other properties in Akron and Salem. A deal was reached in January 2021, and the PittStop brand grew to three locations. A fourth shop, located in nearby Louisville, was added in 2023.
MEETING LOCAL DEMAND
Today, the four PittStop shops are thriving by meeting the unique needs of each community. A key to success, Pittman says, is finding a balance between being consistent in pricing and service offerings across locations, but being flexible when deciding which products and services to highlight depending on local demand.
“Our pricing structure is the same because our locations, being where they are, we do have fleet customers that use all four stores, and we have customers that bounce between locations, especially North Canton and Louisville, and even North Canton and here (in Akron) because (of the) proximity. So, we want that experience to be the same. I don’t want somebody to come here and pay $44 for an oil change, and somebody to go to North Canton and spend $47. It’s just not good business.
“How we tailor that to what we’re doing (at each location) on a daily basis is just what product lines and services we choose to highlight. There are certain things that customers will buy in North Canton or Louisville that we couldn’t sell here (in Akron) to save our lives. It’s all about choosing the right product to highlight. We’re going to offer everything, but what product lines and services we are driving is going to depend on the customers you’re seeing.”
The Akron shop, for example, gets a lot of older cars among the 30 or so vehicles it services per day, so high-mileage oil changes are in demand. North Canton and Salem, which now serve about 25 and 32 vehicles per day, respectively, tend to see customers with higher ticket averages and newer vehicles.
“Obviously, income level and the age of the vehicles you’re seeing— all of that is going to determine the
type of services you’re going to be able to sell,” says Pittman. “You know certain things you’re not going to sell on a 2023 BMW that you can sell on a 2012 Chevy Cruze.”
EXPECTATIONS MET
Closing in on eight years of being a quick lube operator, Pittman says the role has generally matched what he originally envisioned. Pittman’s time in sales was invaluable, he says, because it gave him the opportunity to talk with a wide range of shop owners to get a feel for what works and what doesn’t.
Pittman says he would ask shop owners and employees about what was working and what changes they would make if they could.
“I was very lucky having been that close to these other businesses and their operations and how they do things,” Pittman says. “To see, hey, these guys do it really, really well, and this is how they do it. And these guys do it really poorly. What’s the difference (between them)?”
Pittman mostly works out of an office at home, but he keeps in frequent contact with managers at each of his stores and tries to get to at least one location each week. He’s open to the possibility of adding more shops to his portfolio, but has been measured about expanding.
Future growth is likely to come from acquiring competing shops willing to sell, as retrofitting an existing structure has been more cost-effective than trying to build new, he says.
Once the gambler, these days Pittman is exercising patience, knowing when to hold ’em.
“I have snatched up just about all the quick lube buildings (in the area) that are available, with the exception of one I’ve got my eye on,” Pittman says. “I’m playing the waiting game currently.”
Developing Leaders Takes Precedence Over Training on Tasks
Whether you’re a multi-site franchise operator or you own a single independent shop, prioritize culture fit and leadership potential when hiring
WE RECENTLY STARTED A PROJECT AT
Oilstop to create a manager development program. As we grow, our single largest bo leneck is developing great leaders to be ready to step into a new service center and lead a team. Developing strong leaders in your service center is critical and impactful, whether you are a large multi-site franchise operator or if you operate a single independent quick lube. When you develop strong leaders in your service center, you can trust those leaders to drive performance, set the tone with your team, and care for your guests. Whether you need to step away for a day off or vacation, or are trusting that leader with the care of a service center in a remote location, strong store leadership is vital to helping grow your business. So, where do you start in developing talent?
Scott Hempy leads the team at Oilstop Drive-Thru Oil Change and Happy’s Drive-Thru Car Wash. Oilstop and Happy’s are rapidly growing their footprint of oil change and express car wash locations across the West Coast, combining convenience with an outstanding emphasis on guest experience. Prior to Oilstop & Happy’s, Scott was the founder and CEO at Filld, a SaaS-based software solution for last-mile oil and gas delivery companies. He was recognized as a member of the Forbes 30 Under 30 class of 2016 for starting Filld.
@OILSTOPINC .COM
In “Good to Great,” author Jim Collins correctly suggests that, “The right people are your most important asset.” Who you hire matters most. The most commonly expressed challenge of the quick lube operators I speak with is finding and hiring good talent. The labor market, and perhaps even our culture, has shifted, and finding good, reliable talent is challenging. So, if this is the case, how do you develop leaders in your service center?
A simple hack we’ve learned is not to hire for experience or technical ability. We hire for culture fit and leadership potential. While most companies are interested in what a new hire has done in the past, we are interested in what they want to do in the future. If you bring great potential leaders onto your team, you can teach them how to change oil. You can teach them about your process and how to service vehicles and serve guests. But they will have an intangible asset—a desire to learn, grow, and lead. They will help build a culture that aligns with yours, instead of resisting your process and culture.
Once you’ve hired a green and inexperienced but high-potential future leader, the next
ingredient is time. At Oilstop, we like to say, “You can’t microwave leadership.” You can’t speed up the time it takes for a new hire to learn your process, develop mastery of it, and begin to seek to grow and yearn for more opportunity. Investing time with those team members to work alongside them, mentor them, and help them understand the why behind how things are done is a critical element in helping develop them into a future leader. This helps them understand what “good” looks like, but also helps them understand how to lead and teach other team members.
Jesse Cole is the founder and creator of the Savannah Bananas baseball entertainment concept, which has taken off like a rocket over the past few years. Cole explains how to approach teaching your new hires: “We do not believe in training. We believe in coaching, teaching, mentoring, and educating, and not the typical language of training. Dogs are trained, people are coached and are educated on the company and the culture.” Training instills how to rinse and repeat a process to perfection. Coaching is about developing the whole person. Spend time developing your future leaders in softer skills. Communication style, professionalism, organization, and financial planning are equally as important as your service process.
At Oilstop, we will focus more time in our leadership development program on our mission, culture, leadership skills, and people skills than we will on the tactics of running an oil change service center. How to lead the team, how to inspire them to perform, and how to treat your guests is something that requires cultivation. Focus your leadership development on these more important tenants.
Investing in developing leaders in your service center gives you options—taking a day off, opening a new service center, or growing your existing sales. As an operator, the most important investment you can make is to develop future leaders in your service center.
SCOTT
SCOTT HEMPY
CONNECTION
CONNECTION
QUICK
LUBE OPERATORS leverage their standing in their local communities to help those in need through various initiatives
By Tom Valentino
Serving the Community
The Ku-DiPietro family supports various local causes through its philanthropy efforts operating Valvoline Instant Oil Change.
If you do the right things and help people, you can do anything, really.
Since 2002, Tim and Dorothea Ku-DiPietro have been Valvoline Instant Oil Change franchise owners in Virginia. Beginning with the opening of a location in Sterling, Virginia, the couple’s network of shops has grown to 14, seven of which offer vehicle repair services in addition to oil changes.
When navigating to the franchisees’ online home for their stores, however, site visitors aren’t greeted with pitches for flash sales or promotions. Instead, the website’s homepage is topped with a simple headline: “Dedicated to Serving Our Community.”
The Ku-DiPietros navigated rough waters to get their quick lube business off the ground a generation ago, and now that they’ve achieved stability, their family business is making it a priority to lift those around them, whether it’s employees or community organizations.
“If you do the right things and help people, you can do anything, really,” Dorothea Ku-DiPietro says.
A WAY OF LIFE
Before becoming a VIOC franchisee, Tim Ku-DiPietro spent 10 years as a store manager for a bustling Jiffy Lube in the Northern Virginia area that routinely serviced 300 vehicles on a weekend day.
After a decade with Jiffy Lube, Tim and wife Dorothea scraped together proceeds from the sale of a 1966 Corvette Sting Ray convertible that Tim had restored with his father while growing up to open his first VIOC franchise location of his own. The Corvette was a labor of love, inherited after father Robert’s passing. Selling it wasn’t an easy decision, but ultimately, it was one the Ku-DiPietros made, Dorothea says, because it represented an opportunity to build “a living, breathing legacy.”
Their hope and optimism were tested quickly. Shortly after opening the Sterling store, daughter Anna was diagnosed with leukemia at the age of 7.
“To go through that while still trying to build a business is, pretty much, a living hell. … It was
First Gear Proceeds from the sale of a 1966 Corvette helped the Ku-DiPietro family get started.
PHOTOS: GIULIANNA HUDSON
Growing Strong
The Ku-DiPietro family operates 14 Valvoline Instant Oil Change locations in Virginia.
important for us to rise above and not be defined by that,” Dorothea Ku-Pietro says. “The business was really a means to make sure we were remembering what we had, which is access to medicine and living in an area where she could get treatment to survive.”
Twenty-three years later, Anna now serves as the business’ operations manager. Son Michael is director of finance and development, and another daughter, Katy, works as the marketing manager. Recently, 17-year-old daughter Reese has begun working in an administrative role. Taking care of their community has become a way of life (and business) for the Ku-DiPietro family, punctuated by a stated mission to “change lives through stewardship.” The philanthropy has taken on various forms. More than 200 local groups, including high schools, recreation-level sports teams, and area churches, participate in the VIOC Rewards Program, for example. The initiative offers supporters 10% off a service invoice at the Ku-DiPietros’ VIOC locations, and 10% is donated back to the participating partner organization.
Additionally, the Northern Virginia VIOC stores have sponsorship agreements with local organizations, typically between $250 and $500, as well as tuition assistance for fulltime and part-time employees. VIOC service centers are also encouraged to choose charities to support, and for each charity chosen, a weekend is dedicated to raising funds. While the Ku-DiPietros will occasionally engage in larger partnerships with other franchisees, they tend to focus on smaller programs that directly serve the local communities in which their stores operate.
PHOTO: SEAN KELLEY
Scoring for the Home Team
The DiPietro family's VIOC locations are active community supporters.
“The more we grow, the more people that we can impact,” Dorothea Ku-DiPietro says. “That is our main driver behind wanting to continue to grow our number of stores and to be a big part of the Valvoline franchise.”
PAYING IT BACK
A little less than 300 miles south of the Ku-DiPietros’ VIOC stores, the Pons family has brought a similar community-focused mindset to operating Chapel Hill Tire. Launched in 1953, the company was acquired by Al Pons in 1964. His son, Marc Pons, has served as president of the brand for more than 20 years, now presiding over 12 locations with a 13th on the way.
The significance of being a longtime fixture in Chapel Hill and the contributions of those who came before them isn’t lost on the family, Marc Pons says.
“We’re a 70-year-old business,” he says. “We’re drinking from wells we did not dig.”
The Pons family’s appreciation for their community has manifested itself in a variety of ways. Chapel Hill Tire is a partner of Wheels4Hope, a not-for-profit organization that helps economically challenged families by providing affordable vehicles. Shops take in donated vehicles and make necessary repairs to ensure the vehicles are safe and reliable. The vehicles—typically valued at between $2,000 and $5,000—are then sold to families in need at a price of $500, which covers North Carolina title and licensing fees.
For more than a decade, Chapel Hill Tire has also organized 12 Days of Kindness, a program in which its customers nominate an individual who is always giving of themselves and asking nothing in return. Twelve recipients are then selected from a pool of nominees that usually tops 100. The program recipients receive free care for their vehicles, and their inspirational stories are shared on
Chapel Hill Tire’s social media channels.
In the fall of 2024, Chapel Hill Tire organized a food and resources drive for victims of Hurricane Helene in western North Carolina. The company also runs a food program that provides backpacks full of goods that local students can take home to feed their families.
In the month of May, teachers are offered free oil changes on their vehicles. Also within the realm of education, Chapel Hill Tire has partnered with area high schools and a nearby community college to produce automotive education programs that have served as a gateway for students to eventually be hired on as Chapel Hill Tire employees.
The various community initiatives derive in large part, Pons says, from Chapel Hill Tire’s five core values:
• Strive for excellence.
• Treat each other like family.
PHOTOS: GIULIANNA HUDSON
Making Connections
Taking an interest in the causes that matter to your employees can inspire them to stick with you for the long haul, says Dorothea Ku-DiPietro.
• Say yes to customers and each other.
• Be grateful and helpful.
• Win as a team.
“I think in any community you go to, that’s what small business does,” he says. “And so, we’re just trying to do our part with looking to pay it back to the community that gives us so much.”
GETTING INVOLVED
Both Dorothea Ku-DiPietro and Marc Pons have recommendations for fellow quick lube operators who would like to make a difference in their communities.
Getting involved with your local chamber of commerce is a great place to start for making connections and learning about a community’s needs, Pons says. Local churches can be great partners as well, he adds.
as part of the process (of a service visit). You can ask when you’re out and about. Be open to it. A lot of people will come and find you as a result of it. Don’t wait. Just be fearless and ask, because you’re not asking for a sale. You’re asking, ‘Do you want to partner? We’re happy to help you.’ It will return dividends way beyond a profit.”
Find out what causes matter most to your employees as well, Ku-DiPietro adds.
“Empower your people to have a
quick lube operators beyond keeping vehicles on the road.
“Helping others really makes anything possible because it really is about building relationships,” she says. “You can die tomorrow. Things can be done. Businesses fail. But at the end of the day, whether people will come and work with us and then their paths change, or a customer comes and then they move away or something changes, we just hope that they leave better than when we met them.”
BORN TO BE IN THE BUSINESS
Ron Morrow Jr., a second-generation Grease Monkey franchisee, has continued expanding since taking the reins
by Peter Suciu
I spent my first day in a shop when I was just 13 years old, where I started out washing windows and vacuuming cars.”
– RON MORROW JR.
Adream of many parents is to see their children grow up, succeed, and do better than they did. That hasn’t been easy in recent years, but Ron Morrow Jr. is an example of how hard work and determination can get you there. The secondgeneration Grease Monkey franchisee has even expanded far beyond his father’s footprint in Colorado, with new locations in neighboring Arizona and Texas.
It would be easy to suggest that Morrow was simply handed the keys to the proverbial kingdom. The business was already successful, and it could have likely continued as usual for years, even decades to come. But Morrow didn’t just learn the ropes to run the business; he maintained a drive to expand it.
As National Oil and Lube News reported in February, Morrow has since grown their number of his franchise locations to 26 with two more set to open at press time. That makes him the Grease Monkey franchisee with the most locations, which explains why he was named the Franchisee of the Year by the International Franchise Association for the brand.
GREASE WAS IN THE BLOOD
Morrow grew up as a “grease monkey,” working with his father when most kids would have rather been playing video games. Morrow tells NOLN he has always had a deep passion for automobiles, especially older classic models.
“It’s very fair to say I grew up with Grease Monkey,” says Morrow. “My father was a franchisee with the brand from 1987 to 2016. I spent my first day in a shop when I was just 13 years old, where I started out washing windows and vacuuming cars.”
Morrow went on to work with his father for 20 years, when Morrow Sr. became the largest Grease Monkey franchisee in the country. Morrow Sr. proved to be an excellent mentor,
providing what was essentially hands-on training of a multi-unit operation.
After his father sold the company in 2016, Morrow stayed on and continued to oversee it as part of FullSpeed Automotive. That expanded to 32 locations, where the younger Morrow further learned the importance of taking care of people, including the staff, to build a strong team, while also teaching the lesson of effective time management.
That helped pave the way for him to branch out on his own.
“I left after about three years and purchased my first store in 2021,” adds Morrow. “From there, with the help of some investors, our goal has been to grow, and we currently operate 26 stores, with two more scheduled to open in April. The team at Oilex is fantastic—they’re eager to grow and have proven they can handle it the right way.”
LEARNING THE ROPES
While working alongside his father, Morrow also gained an understanding of the challenges that may come with expansion. That included maintaining a connection with the employees. Morrow adds having the right team in place can’t be overstated.
“Managing a large number of shops is always a challenge, especially if you don’t have the right people in the right positions,” he explains. “At Oilex, we’ve built a talented team with incredible store-level managers and employees. We strongly
Standing Tall
Ron Morrow Jr. was named 2024 Franchisee of the Year by Grease Monkey's International Franchise Association.
Family Time
believe in nurturing our employees and empowering them to make solid, independent decisions that benefit both the customer and the business.”
To that end, he says he does his utmost to stay connected with every one of the franchise’s 240 employees.
That includes a monthly newsle er to communicate updates and insights, while he visits the stores as much as possible. An “open door policy” is also maintained, and employees know he is available anytime.
“Distance can be a challenge, especially now that we’re operating in three states,” explains the franchisee owner. Efforts are made to visit each
location at least once a month, or every other month at the least, and more importantly to connect with employees in person. When that’s not possible, Morrow makes a point to check in frequently through phone calls and video chats.
“It’s all about staying connected, even when the physical distance is a factor,” Morrow continues, while he says that there are plans for further expansion. “We love the markets we are currently in—Colorado, Arizona, and Texas—and we see great potential for continued growth in these regions.”
NOT JUST EMPLOYEES— THEY’RE FAMILY
Not surprisingly, Ron Morrow Jr. has employees whom he has known personally for decades, including some who worked alongside his father. He says the franchise has been blessed to
During his time away from work, Ron Morrow Jr. enjoys spending time outdoors with his wife and watching his children compete in sports.
have several team members who have been on board for 30 to 40 years.
“Their experience and dedication are invaluable to the success of our franchises,” acknowledges Morrow.
Likewise, Morrow believes that the expansion has benefited the customer as well, as it ensures that they receive a consistent experience at every location.
“We focus on providing the same level of detailed care, whether it’s the vehicle we’re working on or the customer we’re serving. This consistency builds trust, so our customers know they can expect the same quality of service wherever they go,” he tells NOLN. “For example, we have several ‘snowbirds’ who use our locations in Colorado and then in Arizona when traveling or residing in both states.”
IT’S A BALANCE
Beyond running a successful franchise, Morrow acknowledges that there is a time for rest and play, which includes a focus on family.
“I’m a proud parent of two beautiful kids, and I love watching them compete in whatever sport they’re involved in,” says Morrow.
He and his wife enjoy spending time outdoors in the mountains, especially hiking and snow skiing, while his other passions include fly fishing and chasing big trout on the great rivers of Colorado, and playing golf. He’s even taken up beekeeping.
The future of the brand is never far from mind either.
“As for passing the business down to a third generation, I do have an 18-year-old son who’s very interested in the business,” Morrow continues. “He’s worked at one of our locations for about two years now, and he chose a college in a town where we have a store. He plans to continue working in the business and learning everything he can.”
Beat the Heat
The summer months mean potentially dangerous temperatures at Kwik Kar Vista
FEELING THE HEAT: KEEPING YOUR EMPLOYEES SAFE IN HOT CONDITIONS
When the summer heat in Texas climbs high, you can bet the temps in Ray Bowens’ Kwik Kar Vista Ridge are even higher. He shares how he’s keeping his staff safe and comfortable
THE HOTTEST TIME OF THE year is now upon us. For quick lube shops, that means more drivers getting up to date on maintenance before that big summer road trip—it can also present intensely hot conditions that can impact not just the quality of your technicians’ workplace, but their safety as well.
Living in the Dallas–Fort Worth, Texas, area, Ray Bowens has been more than aware of the impact the heat can have on the techs he employs at his shop, Kwik Kar Vista Ridge. Bowens originally didn’t have a background in automotive, having left a senior vice president position at a large bank to pursue his own path as an entrepreneur. Since then,
BY KACEY FREDERICK
the shop has won several awards, and Bowens has even served on the Chamber of Commerce in Lewisville, Texas.
“I wanted to do something local, and I always wanted to be an entrepreneur,” says Bowens. “I really wanted to make an impression on young people considering entrepreneurship.”
Ridge in Texas.
Bowens’ motivation has always been giving back to his community, which has made it natural for him to care for his employees. He lays out some basic measures he takes that can go a long way in protecting your team members and shop culture.
Foster a ‘Safety First’ Environment
Once the temperatures outside get close to 100 degrees, Bowens has notices placed throughout the shop informing customers their wait times may be impacted due to technicians having to take breaks to cool off.
“We post signs in several places—on the door, anywhere the customers come in at, we have a sign posted,” tells Bowens. “One says, ‘When the outside temperature approaches 100 degrees, the temperature in the shop can easily exceed 105 degrees.’ And we have another one that says ‘safety first.’”
Employees are empowered to take breaks whenever they feel the need to, and to rest for a bit in the air-conditioned break room. A refrigerator is kept stocked with water and sports drinks, and staff members store their beverages as well.
Bowens sees no need to enforce any sort of schedule, and no pay is deducted from the time they’re away. He’s seen little to no impact so far on productivity levels, though it certainly helps that he has several staff members who have been on for over a decade.
It’s practices like this that have kept those team members around for so long.
“It really shows the employees that we care about their well-being. It has definitely increased the morale,” says Bowens. “It gives them bragging rights. You know, these guys kind of know each other in different shops. Vendors come by, and they see the sign and they like it.”
Safety First
Know What Your Shop Needs
Bowens has yet to face any complaints from customers, despite servicing hundreds of vehicles on a weekly basis. In fact, the reaction has been overwhelmingly positive, as customers feel it shows a level of transparency other shops don’t. Taking care of his employees is a year-round effort. In winter, the shop supplies technicians with gloves and positions heaters to ensure their comfort, demonstrating that shops can take measures in any climate to keep their team comfortable.
“Here in Texas, we have quite a few cold days. They’re not as long term as they are in some other parts of the country. You don’t necessarily have weeks and weeks of cold. The joke in Texas is: If you don’t like the weather, just wait for a while,” Bowens says with a smile.
Each shop will face a unique set of issues, especially depending on the type of facility that they’re housed in. Bowens’ shop area, for example, is over 20 years old and lacks the insulation of most other newer buildings. Even so, it’s often enough to set up fans throughout the work areas, coupled with frequent breaks throughout the day.
Take Safety Seriously
Heat in areas like Texas can grow intense enough to threaten someone’s health—especially with temperatures in the shop rising higher than those outside. It’s been a serious priority for Bowens, who grew up on a farm and has seen firsthand what the impacts of heat exhaustion can be.
Even now, he sees reports on the news of individuals who push themselves too far in the heat—but he has yet to see many other shops take similar actions for their own staff. He often comes to other shops around the area to observe, and has seen just one other business post a notice informing customers of potential wait time impacts from the heat.
Bowens hasn’t seen a tremendous impact from the heat on wait times yet, but putting up signs and taking precautions is about fostering a safe workplace where employees know they’re taken care of, and showing customers that it’s something your shop takes seriously.
“I would definitely encourage shops to post a sign somewhere, so the customer can see it and understand how important it is to keep your employees safe,” says Bowens.
When the heat rises, Kwik Kar owner Ray Bowens (above) makes sure employees can cool off as needed to stay safe.
FORMING A BOND, TRUSTING ONE ANOTHER, and referring business back and forth can pay off for quick maintenance and auto repair shops alike. And for customers, the arrangement can be a lifesaver.
How does a quick lube owner put an unofficial but long-lasting business partnership like this into play?
When q u icklube shopsandautorepairfacilities partner up, bothsidescanbenefit
If the quick lube calls and says,
‘Lucas, I have a problem with this,’ I drop things and help them.”
– LUCAS UNDERWOOD, PRESIDENT OF L&N PERFORMANCE AUTO REPAIR
Making a Bumpy Road Smoother
Underwood did not set out to be a businessman. He was an ace technician trained in diagnostics. So, in less than five years after starting L&N Performance in 2007, he decided the business was too stressful.
“My wife handed me an ASTE (Auto Service and Tire Alliance Event) flier that came in the mail. And so I walked through the doors, just looking to be the best tech I could be, and a guy came up to me. He wanted to know why I was taking all tech classes there when I was a business owner.”
Underwood’s new ASTE ally put him into two business management courses that day. And quickly, the L&N owner realized, “I didn’t know how to run a business—working on a car and running a business are two very different things.”
classes not to throw anybody under the bus.”
Underwood adds, ”We’re going to take care of the problem, but we give (quick lube) shops a chance to do something first. The guys in that shop know we do high-end diagnostics and complex repairs, and they’ll tell the customer to go to us.”
For quick lubes, relationships with shops like Underwood’s can be a lifesaver.
“We know that things happen, especially with quick lubes where (technicians) are pushing boundaries and going quickly, and sometimes there’s not the level of skilled techs on staff,” Underwood says. “So we help them handle problems quickly and efficiently. If the quick lube calls and says, ‘Lucas, I have a problem with this,’ I drop things and help them.”
Two repair shop leaders—Matthew Wagg, owner of Accelerated Diagnostic & Automotive in Bennington, Nebraska, and Lucas Underwood, president of L&N Performance Auto Repair in Blowing Rock, North Carolina—share how their shops’ partnerships with quick lubes work, and why they wouldn’t trade them in.
He also learned another valuable lesson: the value of connections and partnerships in a business owner’s journey.
Today, Underwood swaps business with quick lube owners in his area, and he finds these arrangements invaluable.
He explains, “If something goes wrong (during quick lube service), we handle these situations with kid gloves. I learned at the management
Wagg at Accelerated Diagnostic and Automotive, who started his shop from scratch in 2020, says his business is a competitor with local dealer service departments, but an ally with the quick lubes.
“We have a lot of referral partners,” he says. “Our team has a great deal of training and can handle things like complex electrical issues and diagnostic problems.”
Since his shop is on the outskirts of Omaha’s large metro area, Wagg uses a professional networking
group to find and connect with other owners. Here, he met a gentleman who owns a local oil change shop, and through that connection his shop gets referrals.
As in Underwood’s situation, the partnership isn’t official—just beneficial on both ends.
“We have a gentlemen’s handshake,” as Wagg describes it. And even though the oil change owner sends more business Wagg’s way than vice versa, since the repair shop handles repairs the quick lube cannot, Wagg does reciprocate.
“I talk them up when I’m out and about,” Wagg notes. “It can be a slippery slope because we’re somewhat competitors, but we’d never try to take their customers or solicit that.”
The fact that Wagg’s repair shop and his unofficial partner’s quick lube are 15 miles apart helps make the relationship work even better.
Keeping a Partnership Running Right
Both Wagg and Underwood have tips for quick maintenance owners who want to cultivate relationships like the ones they describe.
“If somebody is looking to do this, they must be constantly nurturing the relationship,” Wagg states. “Stop in and talk with them; this reminds them (about you) and keeps things fresh. Give them business cards or fliers (for) their guests. Then, we both can say to our customers, ‘These guys will take great care of you if you’re in that area.’”
In his own unofficial partnership with the quick lube owner, Wagg says they’ve developed a genuine camara derie over time.
“We visit each other’s shops, share stories, and ask for advice. This guy has a unique perspective, he’s a resource if I have business questions. And he brings his personal vehicles to us,” Wagg adds.
Underwood notes that sometimes issues with customers’ cars—the very things that brought about his unofficial partnership in the first place—can be stressful on both the quick lube and repair shop ends, especially when a client is very upset. So, he says communication is critical to keeping the business relationship working well.
“We ask questions and try to understand first before we make a move with (their) client’s vehicle,” Underwood says. And he reiterates, “I’m asking questions, not throwing them under the bus (if something went wrong at the quick lube). It shows to their customer that they take care of things. And (together) we get clients back on the road as soon as possible.”
If somebody is looking to do this, they must be constantly nurturing the relationship.”
– MATTHEW WAGG, OWNER OF ACCELERATED DIAGNOSTIC & AUTOMOTIVE
EXPAND TO ADAPT TO MARKET GROWTH NEED ANOTHER BAY?
As its community has grown, Fast Lane Express Lube & Repair Shop has added a second building to accommodate local drivers’ quick lube service needs
BY ENID BURNS
WHEN A MARKET GROWS,
A business often must pivot to grow with new and existing customers. This is true for quick lube businesses. However, the existing number of bays can only accommodate so much additional business. With a growing shop, an owner must consider whether to expand or move to a new location. Fast Lane Express Lube & Repair Shop in Thompson’s Station, Tennessee, experienced such a challenge. Owner David Cianfaglione decided to expand by building additional bays in an adjacent building.
The Challenge
“I actually built the shop in ’05,” explains Cianfaglione. “I took advantage of a program with Pennzoil.”
Cianfaglione opted for an appearance package offered to the
franchise. “It was a three-bay shop with a seating area in the lobby, customer bathrooms, and storage upstairs,” Cianfaglione tells NOLN.
The business grew swiftly as the surrounding area expanded, and by 2017, the owner of Fast Lane determined that the shop needed more lanes or bays.
“We were growing as the area and community were growing. I realized I had to change with the times. We had to get our mechanic out of our building,” Cianfaglione recalls.
“The area really started to blow up in 2016, and we were starting to put ideas together. We knew we had to do something new in the area and grow in the area,” he states.
He devised different plans. Due to the existing space, zoning, and the shop’s needs, one plan emerged as the most viable. The shop ultimately
expanded to six bays. However, it wasn’t possible to remodel under the same roof. The shop had to manage how to divide business and direct traffic.
“The town at the time when I approached them to change the direction of the driveway and make it flow better didn’t approve that,” the shop owner recalls. “We had to put [the driveway] between two buildings and the parking in the rear.”
Fast Lane never shut down during construction. The original three bays remained operational. The shop communicated with customers on social media, posting details of the expansion and continued operations. Local newspapers covered the progress of the construction.
“That lets people know we’re not going anywhere; we’re just getting bigger,” Cianfaglione says.
The Solutions
With a divided shop, Fast Lane splits duties between the two buildings. Oil changes and quick tasks, such as fluid services, remain in the original building with three bays. The other shop handles brakes, tune-ups, tire rotations, wheel alignments, and other services. The new building and its three bays handle jobs that take more time.
There are exceptions. When a customer requires an oil change and additional services that can be handled in the other building, the car doesn’t have to transfer between facilities. “If it’s a compact or mid-size vehicle or SUV, we can provide (some services) in the lube shop. For the most part, we do the oil change first and bring it to the repair shop, and one of our techs or mechanics will do the repair,” Cianfaglione explains.
The Aftermath
Two distinct buildings with assigned tasks came with a learning curve. Employees and signage were required to alert customers how to pass through the driveway and determine which building to go to for service.
“With the new driveway, we had to show customers how to get in,” Cianfaglione says, “with employees teaching customers which way to go.”
The business has two phone systems, one for each building. This presented a challenge in learning the system and remaining operational.
Once some of the kinks were worked out, the shop was ready to open the floodgates.
“I did a postcard drop about three months after I opened the shop and got all the bugs out,” Cianfaglione details. “We did a postcard drop for
Doubling Up
Owner David Cianfaglione has overseen the expansion of Fast Lane Lube & Repair Shop.
about 18,000 houses and homes in the community. We did Facebook posts and did a lot of pushes saying that we could do brakes and more repairs,” he said.
Expanding the number of bays and the volume of business Fast Lane could handle allowed for new business opportunities.
“As I grew the shop and we put that repair shop in, we started to grow and get fleets with monthly charge accounts,” remembers Cianfaglione.
Fleet accounts include electric, plumbing, and gas companies. “They have bigger vehicles that need maintenance, and we’re able to accommodate and take care of them. It is a move in the right direction,” he continues.
The Takeaway
As the area has grown, Fast Lane Express Lube & Repair Shop has adapted to the need. Doubling the number of bays and expanding beyond the quick-lube duties has signaled growth for the business and the community. Fast Lane reports an
average of 90 cars on a daily basis in the lead quick-service shop. The next challenge is coming up with a new way to expand.
“I’m sure there’s other ways to grow the business,” Cianfaglione says. “Right now, we’re looking at some of the electric cars in the area. We’re looking at adding charging stations with overnight parking.”
The shop is based on two acres of land and can handle the charging stations. Once the installation is in place, it would advertise the shop’s capacity to handle electric vehicles.
If Fast Lane Express Lube & Repair Shop goes through with adding electric vehicle services, the shop will hire a technician with the specialized skills and experience to perform such work, Cianfaglione says.
Right now, business is flowing through the shop.
“At this time, everything is going well,” says Cianfaglione. “It’s still growing, the area is growing, and we’re growing with it, taking care of cars as best we can.”
Seek First to Understand, Then to Be Understood
Defuse tense situations by actively listening first, then offering constructive solutions
THE FIFTH STEP IN BECOMING AN
Adam Tatum is director of operations for the Virginia Group, a Jiffy Lube franchisee with 11 locations.
He has over a decade of experience in the industry with a proven track record of building customer counts and sales, as well as using innovative ways to bring a new look to the automotive field for both the customer and the employee. Performance comes from growing your business through people.
effective lube manager might be the hardest to accomplish. This is difficult because you must listen and understand in each situation. There are things that will pop up from time to time every week that you just take control of in the way that you do, being experienced. Sometimes you miss opportunities to grow yourself and your team because you just take over. So, let us just slow down and go over a few situations that you find yourself in while running the shop.
The most likely scenario that you will have is getting people to buy into something that you are changing in the shop. Such changes could include adding a new service, adjusting a procedure, or getting the team on the same page with processes. You need that buy-in to be successful in these changes. I bet that you will have at least one experienced technician who will have to question it, because that is what technicians do. Many work on the idea of “if it isn’t broke, why try and fix it?”.
In these cases, we use active listening and hear what they say. When you take the time to listen to why an employee is questioning the change, rather than taking the “do as I say” method, the person that is being heard is more likely to be open to your influence. Huddle up, go over what you want to implement, field questions, and you are more likely to calm any reservations that they may have.
This can absolutely work with customers as well. Think about all the times that you have had someone come in and try to explain to you what they think their issues are and get upset with you when you shut it down prematurely. The way that I like to approach situations is to ask the customer to explain what they are feeling or hearing. I may have an idea quickly of what it is,
but I will wait. I then ask some follow-up questions a er they have made a full explanation. This allows them to feel that you heard them and that you are working on a solution. At this point, you have their a ention, and when you go to explain what you think the issues are with the vehicle, they are more open to your suggestions because you heard them out. Active listening is a skill that you can build on each day.
A third scenario in which you can take this method is one that none of us want to hear about: a warranty claim. You already know that you are going to have an upset customer. You are expecting a backlash of swear words and anger. Do you react negatively in these situations? When my team members have this issue arise, we let the customer speak and then use these words: “Let me see what I can do to help you.” This can have an almost immediate 180-degree turn on the situation with the customer. They will feel that you have heard them. Many times, they will apologize if they went a little overboard. Ask them to explain what they saw and what they heard when the issue happened. These are all the key points of information for you to determine what happened and whether you are truly at fault. Keeping customers calm and talking is a terrific way to start to get them to trust you when you go to assess the situation with the vehicle.
The key point in the fifth step is really to listen before you react. Using active listening and involving anyone in the back-and-forth of questions will build confidence in the rapport. Next time you have a situation that you feel is not going the way that you want it to, step back, huddle up, and talk it out. Just taking the time to hear what someone has to say can help them understand why things may be going the way that they are.
PHOTO: LUCAS MOORE
OFFER YOUR CUSTOMERS WHAT THE COMPETITION CAN’T.
Offer your customers what the competition can’t with Valvoline Restore & Protect™—the first motor oil to actively restore engines and protect against future damage. Talk with us to learn how
