NOLN - August 2021 by EndeavorBusinessMedia-VehicleRepairGroup

REVEALING THE GROWTH METHOD

PAGE 40

KEEP A COOL HEAD

PAGE 38

ROI FROM ONLINE REVIEWS

Division of Duty

Charlie’s Fast Lube of Missouri grew multiple profit centers while growing into new locations. The owners adapted their leadership styles along the way.

PAGE 46

DYNAMIC LEADERSHIP As your operation grows, so should your leadership style PAGE 26

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Q U A L I T Y PROD U C T S

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IN V ENTORY MAN AGEMENT

B U S I N ES S I N S IG H T

C U S TOM I Z E D T R A I N I NG

2021

VOLUME NO.

ISSUE NO.

RADIANT REFLECTIONS PHOTOGRAPHY

CONTENTS

AUGUST

COVER STORY Does your leadership change with the times? Experts break down

how your role at the top changes

alongside your operation. PAGE 26

AU G U S T 2 0 2 1

08.21

CONTENTS

09 ONLINE

Expert lending advice 11 EDITOR’S LETTER

Many ways to grow a quick lube operation 13 BY THE NUMBERS

A first look at the latest survey figures

QUICK HITS 16 INDUSTRY INSIGHT

Reaction to the FTC’s aftermarket report 18 AROUND THE INDUSTRY

Philanthropy and new locations abound 21 ADAPT

Web-based sales increasing 22 SHOP LOOK Building for both shop and office space

SERVICE 38 PIT STOP

Don’t get angry; get improvement 40 FINANCE+OPERATIONS

Two approaches to quick lube growth 42 CASE STUDY

Success begins with a good attitude 46 SALES+MARKETING

Turn reviews into car counts

26 FEATURE

Dynamic Leadership

How to adapt and maximize your impact BY M AT T H U D S O N

30 PROFILE

Family First

For this shop, family is baked into the culture and customer service BY RYA N M c C A N N A

Management Math Charlie’s Fast Lube co-owner Jason Glueck adapted his leadership as the company’s needs evolved. District manager and quick lube expert Brian Hahs, left, was a key to that transition.

COLUMNS 25 FROM THE SHOP

How hiring strategies change over time BY A DA M TAT U M

49 AOCA CORNER

New recognition for shop teams BY JOANNA JOHNSON

58 LEADING EDGE

Be the example for your organization BY LENNY SAUCIER

NOLN, VOL. 36, NO. 8 (ISSN 1071-1260), IS PUBLISHED MONTHLY BY 10 MISSIONS MEDIA, LLC, 571 SNELLING AVENUE NORTH, ST. PAUL, MN 55104-1804. COPYRIGHT ©2021 BY 10 MISSIONS MEDIA LLC. ALL RIGHTS RESERVED. NOLN CONTENT MAY NOT BE PHOTOCOPIED, REPRODUCED, OR REDISTRIBUTED WITHOUT THE CONSENT OF THE PUBLISHER. PERIODICALS POSTAGE PAID AT ST. PAUL, MN AND ADDITIONAL MAILING OFFICES. POSTMASTERS SEND ADDRESS CHANGES TO: NOLN, 571 SNELLING AVENUE NORTH, ST. PAUL, MN 55104-1804.

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EDITORIAL VP CONTE NT AND E VE NT S

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E DITORIAL DIRECTOR

Anna Zeck

SE NIOR E DITOR

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SPECIAL PROJECT S E DITORS

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Paul Hodowanic, Noah Brown CONTRIB UTING WRITE RS

Caleb Brooks, Ryan McCanna, Adam Tatum, Lenny Saucier, Joanna Johnson

EDITORIAL ADVISORY BOARD

Lenny Saucier, Director of Retail Training, FullSpeed Automotive Pete Frey, Operator, Take 5 Oil Change Adam Tatum, Director of Operations, Virginia Group Bill Floyd, Operator, Lucas Oil Centers

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Chris Messer, cmesser@10missions.com AS SOCIATE PUBLISHE R

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HOW TO REACH US

571 Snelling Avenue North, St. Paul, MN 55104 tel 651.224.6207 fax 651.224.6212 web 10missions.com The annual subscription rate is $72 (U.S.A. only) for companies not qualified to receive complimentary copies of NOLN. Past issue single copies are $8. Go to noln.net/backissues Send letters to news@noln.net. For high-quality reprints or e-prints of articles in this issue, call 651.846.9488 or email reprints@noln.net. Opinions expressed in NOLN are not necessarily those of 10 Missions Media, and 10 Missions Media does not accept responsibility for advertising content.

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08.21

VISIT

NOLN.NET TODAY

PODCAST

THE NOLN PODCAST

NIXING THE FIX

The Federal Trade Commission recently sent a report to Congress detailing some of the tactics that dealership service centers and OEMs use to divert maintenance work to their shops. NOLN brought in the expert to talk about the main points in a two-part podcast. Joanna Johnson, policy advisor for the Automotive Oil Change Association (AOCA), has been working for years on issues that this report covers. In this episode, she talks about some of the tactics that OEMs use to direct service and how this report shines a light on issues that need to be addressed. Be sure to check out part two with Joanna, which digs into the new frontier of connected vehicle technology. Telematics will change the way service centers work with vehicles, and this is the arena in which vehicle technology, Right to Repair, and independent aftermarket issues collide.

NOLN has expanded its offerings of podcasts, bringing four monthly episodes to the airwaves. The podcast brings operators and industry experts to the screen to go in-depth with the editorial staff on topics that matter to shop owners. Listen to all the episodes and subscribe at: noln.net/podcasts.

THE NOLN PODCAST

LOAN FUNDAMENTALS

WILLOW LANE PHOTOGRAPHY

With businesses opening back up and shops seeing strong performance through the first half of 2021, many operators are looking to make investments in their shops. Often, that might involve borrowing finances, and for this episode of The NOLN Podcast, an expert in the field breaks down the basics for planning and execution of a loan to have the biggest impact on your business. Josh Jones is the chief revenue officer at the small business lending firm Kapitus, and he joins editor Matt Hudson to talk about how operators can find the right loan and prepare to work with lenders.

N O L N . N E T/ L I N K E D I N

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NOLN NEWS 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.

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AU G U S T 2 0 2 1

What’s my business worth? How do I grow my business? Is now the right time to sell? How do I create a succession plan?

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EDIT LETTER

GROWTH IN MANY FORMS This issue dives into operators’ approaches to sustainable shop life GROWTH IS SOMETHING YOU’RE

reading about a lot these days in National Oil and Lube News. From where we’re sitting, covering the quick maintenance industry, it seems to be everywhere. At times, the daily news feed on the NOLN website might show multiple brands that have acquired new locations, held a grand opening, or petitioned a local government to begin the planning process. Those stories are great barometers for the industry. They’re our meat and potatoes, in many ways. In the magazine, there are many ways to go in-depth on the topic of growth. In July, I wrote about three operators and their expansion strategies from an

operational perspective—examining the logistical hurdles that many operators might face when moving to a second location, or a fifth, or a 50th. This month, the magazine takes a look at growth from a more personal perspective. How do owners internalize growth? What does that mean for the roles that they play in their businesses? Those are important questions. Most operators might think about growing a network, their revenues, and geographic reach as a collection of power in the industry. What I’ve found is that in most cases, owners actually have to give up a bit of power and control to get there. They must delegate to their managers, and above all, trust that others will get the job done. That brings us to “The Next Stage of Leadership (page 26),” as this month’s feature story is called. It explores the ways in which operators create their foundations at the one or two store levels and then adapt their roles to oversee a larger picture in their organizations. This is the key to successful growth; you can’t run 10 stores like you did with one. “Business ownership is the act of replacing oneself, right?” franchise expert Rick Bisio told me during an interview for that story. That’s an idea I held onto through the story. If you’re the owner-operator of a single location, you’re likely fulfilling the roles of technician and manager. If you grow to three locations, you might replace yourself by hiring store-level managers. You become the regional manager. Ultimately, if aggressive growth is your goal, you’re overseeing a network of managers and stores. Those managers are filling the roles that you once did. Where do you go from there? It can be a daunting thought at first, but one thing Bisio told me was that when you’re at that point, you’ve taught yourself the essential skills to take

08.21

leadership to the next level. It’s the cultivation of talent in your organization that makes all the difference. “You have to get out from behind the desk and morph into a manager of people, and empower managers to run their locations,” Bisio told me. Elsewhere in the magazine, longtime industry expert Pete Frey lays out the site essentials that operators need to consider when looking for a new location (page 40). Plus, you’d better have a good attitude if you’re going to lead an aggressive growth strategy. For that, we’ve brought you shop owner Matt Webb, who has a tried and true method for setting value-based goals and adjusting your leadership approach for a healthy work culture (page 42). Of course, business growth doesn’t have to be into new geographic regions. Businesses are growing and evolving all the time within their own footprints. That idea is explored in this month’s profile story (page 30) about a small operation in Washington state. It focuses on a shop manager named Glen Schmitt, who became a leader at the family business after his father died. What Schmitt found was incredible growth in carrying on the family name— based upon the ethics and practices that Schmitt’s father laid out years before. As usual, I hope that you’ll take away some great strategies, whether you are interested in growing geographically or building on success within a single shop.

MATT HUDSON

SENIOR EDITOR, 10 MISSIONS MEDIA

AU G U S T 2 0 2 1

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NOLN.NET

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08.21

THE LATEST INDUSTRY INDICATORS The wait is over—the 2021 NOLN Operator Survey is here. Check out some of the key performance indicators that guide the industry nationwide, as reported by operators like you. Find the full survey at noln.net/store.

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AROUND THE INDUSTRY

ADAPT

SHOP LOOK

APRIL ROSE PHOTOGRAPHY

QUICK HITS

INDUSTRY INSIGHT

SHOP LOOK Combining a quick lube and

office space? No problem for this operator after taking on a bold renovation. PAGE 22

AU G U S T 2 0 2 1

INDUSTRY INSIGHT

FTC REPORT MAKES WAVES

This federal report on repair restrictions could make big impacts in the industry BY MAT T HUDSON

the Federal Trade Commission seeks to address some crucial roadblocks that independent repairers have when working with the newest vehicles. Called “Nixing the Fix: An FTC Report to Congress on Repair Restrictions,” the report follows hearings and testimony about the tug of war between OEMs (and affiliated dealer service centers) and independent repair and maintenance facilities. The report sought to identify potentially unfair practices and suggest paths forward. The Automotive Oil Change Association was involved in the development of

NOLN.NET

this report and has been working on similar issues for years. In a podcast interview with NOLN, AOCA policy director Joanna Johnson said that it’s a big step to have this federal agency back up the policy work of aftermarket organizations. “This is history of the industry important,” Johnson said. Other trade groups, like the Auto Care Association and the Motor and Equipment Manufacturers Association, praised the report and its findings, which included that OEMs showed no evidence “to suggest that independent repair shops are more or less likely than authorized repair shops to compromise or misuse customer data.”

On July 1, a coalition of organizations including the AOCA sent a letter to FTC Chair Lina Khan expressing support for the report and its findings. “The report highlights the barriers that face consumers when they seek independent repairs, including from independent motor vehicle service facilities, for the products they own,” the letter says.

Key Findings The headline for aftermarket groups was that the report found no credibility in OEMs’ justifications for restricting repair and maintenance access. The report leaned heavily on

GETTY

A REPORT SUBMITTED TO CONGRESS BY

technical service bulletins that attributed symptoms like engine knock to an aftermarket oil filter and directed service centers to replace the filter with an OEM model at the customer’s expense. “One of the big factors in proving that is if the automaker engages in prohibited tie-in sales of brand products or services,” Johnson says. The report also outlined tactics used by OEMs to limit competition, including complex product designs, unavailability of parts and information, tactics to steer customers to preferred service centers, disparagement of nonOEM parts, and more. The report also highlighted the new frontier of repair and maintenance information, which overlaps with the Right to Repair movement.

the Magnuson Moss Warranty Act (MMWA), which is a consumer protection law meant to inform customers about their warranty rights. Specifically, the FTC sought to identify how effective the tie-in sales provision of the act has been in practice. “In short, the anti-tying provision bars manufacturers from using access to warranty coverage as a way of obstructing consumers’ ability to have their consumer products maintained or repaired using third-party replacement parts and independent repair shops,” the report says. Through research, Johnson had documented cases like Hyundai-Kia

Telematics Access to telematics has been a top concern for aftermarket repairers and installers. These groups worry that OEMs are creating separate, proprietary data streams that will give dealer service centers an advantage in acquiring repair and maintenance customers. The FTC report quoted commentary it received from parts distributor LKQ Corp.: “Information and advertisements sent by the vehicle manufacturer can appear on the information display, and following an accident, vehicle manufacturers can steer the consumer, perhaps unwittingly and at the time when they are most vulnerable, to a dealership or loyal repair facility,” the report says. One of the simplest cases of this tactic is one that the AOCA has been following for years. An oil life monitor system on

a vehicle might give a dashboard alert to the driver that doesn’t appear to give him or her a choice—“Maintenance required. Visit your dealer.” Technological barriers for independent facilities can also include software locks that block anyone but a dealer service center from accessing crucial vehicle systems.

Moving Forward Groups like AOCA are hoping that this FTC report will spark interest to increase enforcement of anti-competitive tactics and provide plenty of notice to consumers about their rights under warranty laws. According to the letter sent to the FTC, trade groups are also asking for the agency to work with the National Highway Transportation Safety Administration to track complaints made at that level. That way, any enforcement by the FTC can be backed up by consumer complaint information about repair denials or warranty issues. Some of the most interesting movements will be at the data access level. Aftermarket groups hope that this report will help progress in Right to Repair policymaking, breaking vehicle data free from OEM silos. “Access to mechanical vehicle data is critical to ensuring that independent shops can provide repairs and maintenance for vehicles. Therefore, if the current control of data by OEMs is left unchecked, they will be the gatekeepers for in-vehicle data, ultimately determining whether a competitive marketplace continues to exist to the point of rendering the MMWA irrelevant,” the letter says.

AU G U S T 2 0 2 1

AROUND THE INDUSTRY

AZ CHAIN PARTNERS WITH CHILDREN’S HOSPITAL

Costa Oil 10 Minute Oil Change announced it will build a new location in South Euclid, Ohio, by the end of the year. The Pennsylvania-based quick oil chain said the location at 689 South Green Rd., about 15 miles northeast of Cleveland,

will be the company’s third location in the metropolitan area and 16th corporate-owned location across four states, according to a Costa Oil news release. With a developing network of franchisees, the chain plans to have 22 locations by the end of 2021.

JIFFY LUBE NETWORK GROWS

Multiple Jiffy Lube locations were announced in recent weeks. Allied Lube Group opened a new location in Fort Worth, Texas. The location is Allied Lube Group’s 115th storefront and is located about seven miles southwest of the Interstate 35/20 interchange. The new four-bay service center offers “a wide range of automotive services” according to a news release.

Another service center will go to Trussville, Ala. The new location will be built on the site of an old Taco Bell about 15 miles northeast of Birmingham, according to the Trussville Tribune. The old building will be demolished, and paving, landscaping and grading will be needed before construction can begin. Premium Velocity Auto, LLC, will own and operate the franchise.

TAKE 5 ADDS SERVICE CENTERS

Take 5 Oil Change announced new locations in Texas and South Carolina. According to the Community Impact Newspaper, one Take 5 will open a location on Golden Triangle Boulevard, about 15 miles north of Fort Worth on Interstate 35W. Take 5 has not announced an official opening date.

NOLN.NET

Another new location will go up in Copperas Cove, Texas, and will replace an old Arby’s location that has been closed for nearly two years, according to the Copperas Cove Leader Press. The shop is expected to be complete the first week of September, pending weather and materials.

TOTAL ENERGIES, STELLANTIS RENEW PARTNERSHIP

TotalEnergies and Stellantis announced a five-year extension to their partnership. The partnership covers Peugeot, Citroën, DS Automobiles, Opel and Vauxhall, according to a press release. Through the agreement, TotalEnergies will be the “first-fill” lubricant for each of the five brands, and will supply lubricants to factories of all five brands. The extension also guarantees that Quartz lubricants, which are produced by Total Energies, will be exclusively recommended for all after-sales and maintenance networks for each of the five brands.

COSTAOILS.COM

COSTA OIL ADDS THIRD CLEVELAND LOCATION

Arizona-based Super Star Car Wash is partnering with Phoenix Children’s Hospital through September to raise money and awareness for the hospital’s Child Passenger Safety Program. From July 1 through September 30, customers can donate pre-specified amounts while purchasing a car wash, according to Patch.com. Super Star will also have a designated “Make a Difference at a Distance” wash available from August 1 to September 30 that will automatically donate funds Members of the hospital’s Child Passenger Safety Program team will also be on site at three locations September 19, 24, and 25, to educate the public on proper car seat safety for kids. “Our cars are like a second home because of how much time we spend in them. This partnership is the perfect chance to help further our mission of helping communities we do business in, all while improving safety for kids in that second home,” said Jonathan Kierman, Super Star’s vice president of sales and marketing.

Per the report, approved shops will “have access to TotalEnergies’ high-tech motor oils, specifically developed for the engines of these five brands of vehicles.”

LUBE SHOPS PAINT CATALYTIC

CONVERTERS IN MINNESOTA

The Rochester, Minn., police department partnered with three local oil change businesses June 16 to paint catalytic converters on cars for free. According to KTTC 10, more than 160 drivers came to the event Wednesday. Three locations, Jiffy Lube on Commercial Drive, Valvoline Instant Oil Change on 55th Street and the Quick Lane on 2nd Street, offered painting services. Rochester police painted “RPD” on each converter and gathered basic license plate data from participants. The hope is that if a painted converter is stolen, it will be easier to find and recover the part. The initiative was meant to help curb an increase in the theft of converters.

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X TO

A Costa Oil 10 Minute Oil Change shop in Hanover, Pa., had a surprise cervidae visitor when a wayward deer ended up in the pit. The York Daily Record reports that the white-tailed deer bolted across the street and right into the shop bay. State game wardens were called in to examine the animal, which had to be tranquilized. It had serious injuries and was ultimately euthanized.

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AU G U S T 2 0 2 1

WE BUY QUICK LUBES

658 658 LOCATIONS PURCHASED SINCE JANUARY 2014, AND COUNTING! Valvoline is seeking single and/or multiple locations performing 7500+ oil changes per year. ™

Contact Gayle McMillin

859-357-7303

lgmcmillin@valvoline.com 20

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K E Y I N S I G H T S , T R E N D S A N D S T R AT E G I E S F O R T O M O R R O W ’ S I N D U S T R Y—T O D AY

THE ONLINE MARKETPLACE HITS A GROWTH SPURT

BY ADAPT STAFF

GETTY

The COVID-19 pandemic greatly challenged how businesses and individuals in every industry operate. While many quick lube, repair and auto body shops stayed open during the pandemic, the processes and systems for how to run the business had to evolve and adapt. And whether it’s the automotive industry or any other industry, one of the most notable trends that was amplified during the pandemic was the growth of e-commerce. According to the Auto Care Association’s 2022 Factbook, the automotive aftermarket industry experienced an unprecedented increase in e-commerce adoption, driven primarily by COVID-19 and the corresponding shift in consumer preferences towards

D E C E M B E R 5 –7 • N A S H V I L L E , T E N N .

shopping online. As a result, 2020 e-commerce sales of new automotive parts and accessories exceeded $16 billion, representing a year-over-year growth rate of roughly 35 percent. Now while the industry was on a steady growth path prior to COVID, the pandemic exacerbated it. It brought distant thoughts and realizations closer to the forefront, and it’s important that repair shops take notice, said Jim Lang, publisher of Lang Marketing, which aided the ACA in its data and research efforts. “It is disruptive, no question about it,” Lang said. “Now whether it’s to the benefit or detriment to shops… that’s more complicated.” While e-commerce is rapidly growing, what makes up e-commerce is shifting. In 2016, an overwhelming amount of the e-commerce transactions in the aftermarket industry were occurring for DIY repairs. But this recent growth isn’t attributed to that. Instead it’s coming from what is categorized as “Online to Offline” (o2o), which are sales that involve the online purchase of auto parts by a consumer that are then installed by do-it-for-me (DFIM) outlets. Consumers are buying parts online from Amazon, Walmart or a more traditional parts seller’s website and bringing it into shops that the platform has approved. That, Lang says, presents an opportunity for repair shops. “If the e-commerce platform controls the relationship between repairer and consumer, choosing where they can have the repair done, then the shops are going to have to seek out a relationship with the platforms,” Lang said. If shops can become part of an approved list of repairers that these customers can take their parts to, that opens up their opportunity for growth. This will be especially pivotal for general repair shops and quick lubes, where there are a myriad of options and picking between an approved shop and a non-approved shop would lead to a relatively obvious decision, Lang said. The pandemic accelerated the industry’s growth, but Lang still expects it to grow once the pandemic is over. In the two years prior to the pandemic, automotive aftermarket e-commerce grew by 18 and 25 percent year-over-year, as millennials and Gen Z prefer online shopping than any other form. With those demographics increasingly encompassing more of the buying power, the growth will continue. “The millennial is not seeking that relationship with the repair shop or any establishment. They have more confidence dealing with Amazon,” said Lang, leading to more DIFM requests than ever before. So as social distancing and mask requirements disappear, don’t expect e-commerce to face a similar fate.

Registration is open for The ADAPT: Automotive Technology Summit. Want to check out the full two-and-a-half-day lineup? Head over to adaptsummit.com.

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S H O P LO O K

JIFFY LUBE OF FREDERICKSBURG, VA. OPERATOR:

CB SQUARED SERVICES

LOCATION:

FREDERICKSBURG, VA.

STAFF SIZE:

12 (INCLUDING OFFICE STAFF) SHOP SIZE:

3 BAYS

AVERAGE CAR COUNT:

BY MAT T HUDSON PHOTOS BY APRIL ROSE PHOTOGRAPHY

THE RIGHT FIT This Jiffy Lube franchise has been in business since 1983 and has grown to 18 service centers with additional auto glass and car wash segments. The company is also a Mighty distributor. This building was a Texaco lube shop to start, according to General Manager Jason Russ. CB Squared acquired it and started operations as a Jiffy Lube in 1998 as a two-bay shop. “At the time, our (company) headquarters was at an office condo at Manassas, Va.,” Russ says. “It was around the late 2000s that we were outgrowing the space.” They decided to build an addition at this location and add office space for the company’s home base, bringing them close to the action. In May 2011, the work was finished and they moved into the office above the lube bays.

CAREFUL PLACEMENT The remodel was extensive and added a new three-bay shop to the side of the existing two-bay facility. The office space sits atop the new shop space, with 2,500 square feet of working room. The auto glass business occupies the older, two-bay shop space. With the renovation, the company was able to choose where key equipment would

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

be placed. Russ says they put some of the larger items in the basement, which takes up space below but makes for a great, open upper bay area. It also reduces compressor noise. “It worked out very well, frees up usable space for workers and cars and keeps compressors going all day long out of the customer’s ear as well,” he says.

ENTRY ACCESS Some small design choices helped to enhance the customer experience. One such choice was to make the building a bit deeper. “To accommodate the office space above, the depth of the building was extended,” Russ says. “So one neat thing that we did was that the pit openings aren’t the full depth of the building.” That means that for the customer, there’s a lot of lead space in the bay to drive up before actually being over the pit. It makes for a comfortable, weather-free entry into the lobby space.

AU G U S T 2 0 2 1

Quick lube’s most definitive resource

THE 2021 NOLN OPERATOR SURVEY REPORT

GE T YOURS TODAY!

KPIs • Tools & Equipment • Leadership Strategies • And more!

SP O NSO RE D BY:

noln.net/products 24

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FROM THE SHOP

A New Way to Hire

The changing landscape of our industry—post-pandemic BY THE TIME THAT YOU READ THIS ARTICLE, WE WILL

ADAM

TATUM

Adam Tatum is director of operations for the Virginia Group, a Jiffy Lube franchisee with 11 locations. He has over a decade of experience in the industry with a proven track record of building customer counts and sales, as well as using innovative ways to bring a new look to the automotive field for both the customer and the employee. Performance comes from growing your business through people.

ATAT U M

LUCAS MOORE

@VALUBE.COM

be well into the long, hot and busy summer days in our industry. The country is opening back up and people are traveling now in higher volumes than we will have seen in a few years. As the demand for maintenance increases due to the lifting of restrictions, many of us are going to be in dire need of a workforce that is just not coming back to work. High staff turnover rates are nothing new for the preventative maintenance industry, but they have worsened in recent months. The struggle to find, train, and keep reliable staff is more difficult than ever, resulting in higher recruitment costs and putting extra strain on already struggling businesses. To get qualified applicants in our industry now, we will have to bite the bullet.

New Landscapes Let us begin with the most obvious issue that we will deal with from this point forward. You will have to contend with the government’s decision to give out free money. We can all say that during that time period, with many out of work, it did boost the economy slightly. We still had restaurants and theaters closed, but you saw an uptick to your bottom line each time a draw came out. However, this has created a death spiral to small businesses and the retail industry. With this extra boost to unemployment, people changed their spending habits and now the applicant expects you to have to accommodate them with this style of pay. How many times have you heard that they make more on unemployment? The only way to get someone in the building now is to pay them double digits in hourly pay rates. Pay Scales On to your next issue that stems from the increase in pay for new hires, your current staffing. Without even discussing this future $15 minimum wage increase in a few years, if a new hire must make $11 per hour in January, how much does your former $12 per hour, experienced technician need to make to compensate

for their experience? What about that $14 assistant or your salaried $50,000-per-year manager? Your labor costs are going to skyrocket in the next 12 months, with no real increase to your customer base and seemingly lower bay times, as you are unable to secure the proper staffing.

The Bottom Line And so we get to the uncomfortable conversation that will solve all these issues on your bottom line. You are going to have to raise prices. Now, before you argue that we already charge enough or this will run our customers off, realize that this is what happens with inflation. As your supply costs rise, you seemingly must raise prices to compensate. As your labor costs rise, you will do the same. You will not be alone. McDonald’s, Amazon, Wal-Mart and many more are going to be doing the same. That $8 Big Mac meal will now be $9 and so on and so forth across all industries. You are going to have to do this, because otherwise you will have no staff. How much you increase your base cost is up to you, but it should be reflective of your own costs. If you are increasing to $12 per hour on average, determine your cars serviced per hour and even it out. That may sound too simple, but that truly is the easiest way to minimize the brain power needed to bring about the cost change to your business. The Bright Side It’s not all doom and gloom for the future. We have had moments in history just as this one, where we have staffing gaps or cost increases. It is the nature of the beast. Good, experienced employees are going to want to get paid what they feel they are worth. If you are not the one willing to pay to retain them, then someone out there is going to be willing to pay them to stop their own staffing gap. If we understand the changing landscape and its costs to our profitability, you can make changes now to sustain the hit overall. This is the world that we live in now in hiring and recruiting, and knowing what you are facing is just half the battle.

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The Next Stage of Leadership As your shop network grows, so should your role

BY M AT T H U D S O N

NOLN.NET

P H O T O G R A P H Y B Y R A D I A N T R E F L E C T I O N S P H O T O G R A P H Y, G E T T Y

Many operators get into the business with the vision of a single-store operator. Being at the shop each day, they embody the institutional knowledge of that location and become the face of the operation. They see every customer and train quality techs. Paying attention to the details is part of the formula for success. “You can be the quarterback. You’re there and running everything on a day-today basis,” says Rick Bisio. “And it’s a very specific kind of skill set to run a location.” Bisio is a franchise coach and author of The Educated Franchisee, which has guided business owners to success in the franchise space for years. He says that business owners often start out in that day-to-day, managerial role. Often, single-store operators don’t remain that way. Whether you’re in a franchised operation or not, there is a real incentive to grow your brand and expand. Bisio says that most operators focus on the financial factors. Growth brings real potential for greater revenues. That’s important, but one of the biggest determinations of success will be how the operators adapt their own roles to meet that growth. That can also be the biggest challenge. “Your job changes. The skill-sets that are required change,” he says. “You have to get out from behind the desk and morph into a manager of people, and empower managers to run their locations.”

Take a closer look at how operators shift their focus and skills during growth spurts, and see how one successful operator has found an efficient division of duties as the business matures.

In a growing quick lube network, each level of unit growth has specific challenges and needs. In the early stages of growth, what number of locations do you think is the toughest to manage? Having worked with franchise owners in many different sectors, Bisio says that the toughest growth point might be just as things are taking off. “Having two or three locations is probably the hardest part,” he says. “Because when you have two or three locations, you don't have the cash flow in many cases to hire high-quality management.”

resources might allow for more room to run, so to speak. “When people get to four or five, they often get to 10,” Bisio says. That’s because the cash flow allows for a regional manager. At that point, you’ve also got a bit more experience in managing multiple locations at once. And that redundancy becomes available to you. “Any additional location becomes not plug and play, but a whole lot easier,” Bisio says. “If a location is not doing well, you can pull from another location.” Here’s another way to think about it: The development is a lot like moving up through the management ranks yourself. At one location, you start out fulfilling the duties of store manager. At two or three, you’re effectively the district manager. At five stores and beyond, that’s when you truly become the CEO, the company president, the owner—the

That’s the point when you likely still have a daily presence in your shops, because you might not be ready to add a position like regional manager or district manager. Bisio says that it’s difficult because there’s also not a lot of redundancy. If one manager needs to take time off for an extended period, the owner is right back in the mix of daily duties. Grow your network more, and your

Growth Points Starting with one tire center and one lube shop, the Charlie’s brand grew to seven quick lubes and five tire shops. At the same time, the ownership structure changed to best fit the company’s direction.

Pivot Points

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T H E N E X T S TAG E O F L E A D E R S H I P

person at the top of the organization. Therein lies another challenge, because your roles can end up being very different than before. “The goal is not to be in the day-today operation as much as it is to watch the day-to-day operations from afar and have a perspective about what’s going on in order to grow the business and grow the people over time,” Bisio says.

PODCAST

Go online to noln.net/Bisio to listen to a podcast featuring franchise coach Rick Bisio, who talks through the changing roles that operators face as their businesses grow.

Changing Your Role

Lots of operators will say that they’re in the people business, and it’s an adage that rings true in many ways. Throughout growth periods in an operation, owners should learn to manage their rank-and-file employees at the shop level, then their managers, followed by the managers of managers. When you become the operator of a larger network, that people management is no less important. Cultivating a strong team from top to bottom is a key to retention, and a larger organization is able to show employees that there is room to grow into a career. That experience can pay dividends at each shop level. For the person at the top of the organization, it’s crucial to set a standard of care and attention to personnel matters. “As companies grow, hiring, managing, and motivating the right

NOLN.NET

people—making sure they know what they’re doing and feel empowered—is very important,” Bisio says. Your role shifts from overseeing each customer interaction to creating the business culture that maintains those positive customer interactions. It’s a change that requires a shift in management style, but there’s one quality that’s required most of all: trust. Bisio says that trust is the crucial ingredient that allows owners to know that duties are being carried out in the shops so they can focus on their new big-picture roles. “A lot of entrepreneurs never get to that point where they’re able to trust or empower employees, and if they can’t do that, they’re stuck,” he says. “You can accomplish that. If you can get to that point, then you get to the stage where you’re really working on culture. You’re working on direction and vision and finances. You start running the

business in a little bit of a different way at that point.”

Case Study: Charlie’s Fast Lube

Missouri-based Charlie’s Fast Lube is a network of seven quick lubes and five tire shops, and the network has grown slowly and steadily over the years. Co-owner Jason Glueck is a second-generation owner of the business alongside his brother, Brian Glueck. He has worked in tech roles on the shop floor and managerial roles before transitioning into co-ownership. As a family business, they had plenty of time to plan the transition. “We started this process five years ago,” Glueck says. “We ran a three-year transition for Mom and Dad getting out of the business. So when it came to buyout time, we were already in position.” Operationally, it was a well-planned and well-executed transition. Glueck’s went from managing the tire shop

Leadership Circle From left to right: co-owner Jason Glueck, co-owner Brian Glueck, former owner Charlie Glueck, and district manager Brian Hahs.

operations to being a co-owner of the entire business. His challenge was to carve out a role that would be efficient and effective while working alongside a co-owner and a lube operations strong manager, Brian Hahs. “I was doing that on the tire side, so probably the biggest transition is I came into an office setting, working on the bigger picture.”

Division of Duties

The organizational structure at Glueck’s company is a little less common with the co-ownership. But what’s important to take away is how Glueck and his leadership team interact and carry out their roles. Like many owners, Glueck had to let go of some of the details in order to focus on the broader operational vision. “That was kind of the transition for me,” he says. Glueck’s company has that ingredient that is key for leaders at the top of

an organization: trust. Glueck knows that day-to-day operations on the tire and lube sides of the business are being handled with care. Perhaps more importantly, he trusts that important items of business will get brought to him to work out a solution. Likewise, there are certain topics that Glueck works on that he wants to bring to the leadership team for the final say. “I think the biggest thing we have here in the office is some chemistry between people,” he says. “We don’t always see eye to eye on everything, but we can always talk through it.” On the lube side, that trust is placed in Brian Hahs. Glueck identified Hahs more than a decade ago as a great shoplevel manager. For 12 years, Hahs has managed operations on the lube side of the company. Effective company leadership from Hahs’ perspective begins with that communication and chemistry. “Communication is just the biggest part of it,” Hahs says. “If you’re not out there thinking about where the game is going, you’re going to die on the vine.” Having that communication between a company leader, like Glueck, and a regional or district manager, like Hahs, is crucial. Hahs embodies that important link between on-the-ground details at each shop and the big-picture vision of the company leader. Hahs excels because he forms a strong link in that position. “As you are in the stores and you do have your feet to the ground and listen to what your guys are saying, even though you’re not doing the oil change yourself,” he says.

Take Full Ownership

If there’s one true key in the transition between a one-unit owner and a 20-store operator, it’s that you’ve got to adapt the business to fit. That means making the most of your resources at every stage. Glueck has thought about that with Hahs overseeing seven quick

Key Industry Stats

Average Owner Experience:

20 years

Average Shop Network:

2-3

Property Status:

59% own

Gross Profit Margin:

Less than 30% Manager Tenure:

9.75 years Tech Tenure:

3.9 years Source: 2021 NOLN Operator Survey

lube shops. There’s not necessarily a specific number that necessitates a regional-type manager, but he will know it when he sees it. “What is the limit to that? Is it 10, 12, 15? I don’t know yet,” Glueck says. “We try to grow within reason. We don’t want to just grow to grow.” At the same time, Bisio says that growing as a leader is an exercise in patience. Know that managers aren’t going to do things exactly like you did, though they will rely on the processes you put into place. “For an owner, it’s patience to learn a new skill,” Bisio says. “And the new skill isn’t knowing how to change oil. The skill is how do I hire, manage, train and motivate great employees.” That’s why the “being in the people business” adage rings so true. The oil change is a process. Customer service has standards and steps. Managing people can be a bit different, utilizing intuition and quick thinking. “If you’ve got a good process. If you’ve got things to be able to hold accountable to, I think it works,” Glueck says. Thankfully, your business can be the best training program.

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Ties that Bind Glen Schmitt’s father started Ernie’s Rapid Lube in 1983. Now Schmitt is carrying that legacy into the modern industry.

NOLN.NET

Following a Father’s Legacy The joys and hardships of taking over the family business By Ryan McCanna / Photography by Bobbi Fox Photography

ot every shop can say they see multiple generations of customers walk through their doors, but Ernie’s Rapid Lube can. The shop is run by Glen Schmitt, who says that his father, Ernie, first opened the business in 1983. It was the first quick lube in the county. Nowadays, Schmitt runs the business and strives to honor his father’s legacy. “He never wanted it to be just a quick lube,”Schmitt says. “People can go anywhere for an oil change, but we wanted to be worth the drive.” Schmitt says that his father’s experience in the automotive industry included dealership work and owning several gas stations. However, Ernie Schmitt dreamed of a quick, one-stop shop for his customers’ needs. “Nothing major, just helping with what we could do in one day or overnight,” Schmitt says. In 1992, the business outgrew its original location and decided to move just an eighth of a mile down the road. That’s where it’s been ever since. The family kept the business going. Ernie and his wife, Deanna, owned the store and regularly employed family members.

“I worked for my dad as a kid, my dad was good about hiring family members. There was always someone in the family working there,” Schmitt says. Schmitt pursued his own career in real estate appraising after college, but he ultimately ended up back in the family business.

Family First Carrying on a family legacy was both a challenge and a gift for Glen Schmitt and his shop.

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F O L LO W I N G A FAT H E R ’ S L E G AC Y

We kept the lessons Dad learned along the way.” —Glen Schmitt, manager, Ernie’s Rapid Lube

He balanced the two careers for about four more years before taking over for his father in 2013 as the general manager. Ernie passed in 2018, leaving behind a powerful legacy. “Ernie was a character,” Schmitt says. “Not a day goes by without a customer’s storytime. People still talk about him. Although he passed away, he’s still here.” Schmitt remembers that a customer spoke at Ernie’s funeral. He says that when the customer was a young man, he was coming by the shop and mentioned that he was having a hard time financially. “Dad said, ‘I can help if you need,’” Schmitt says. “And he did. That was Dad. He’d give you the shirt off his back if you needed help.”

Legacies Matter For the Schmitt family, serving the community is more than a good business move. Sponsoring local sports is one way they honor Ernie, the late family patriarch.

NOLN.NET

Looking Back on a Legacy Although the quick lube had always been a family business, Schmitt only took an active leadership role in his father’s business after the Great Recession rocked the nation, and Ernie’s health began to decline. After Ernie had a kidney transplant in 2009, Glen split his time between the business and his real estate work. It might not have been his original plan, but Glen took over operations to honor his father’s lifetime work, and because he knew there was a dedicated customer base.

Keeping Things Rolling Helping individual people wasn’t the only way Ernie stayed involved in the community. “My dad had a real soft spot for sports,” Schmitt says. “If he wasn’t at work, he was involved in sports— going to games, watching games on TV, catching up with friends about the game. He was my coach as a kid, and that meant a lot to me.” Ernie sponsored local youth sports teams like girl’s fast pitch softball, youth football, and more. Schmitt now carries on that tradition. “Anytime you can add sponsorship and get your name out there, make connections, that makes it worth it for business purposes. Honestly, though, we do it because it’s something my

dad loved to do. He had a presence in the community,” Schmitt says, “If he couldn’t coach he would provide funds for causes he cared about. And that’s something I keep up with, for him.” Weathering the Storm Like everyone, the COVID-19 pandemic surprised Schmitt and his family (who make up most of the staff at Ernie’s). Although the state declared automotive services as essential, Ernie’s closed for six weeks. About the closing, Schmitt refers to safety concerns for his employees and customers. “We could have stayed open financially, but we didn’t know if we had the right cleaning equipment. There wasn’t enough PPE (personal protection equipment) in place for hospitals, much less us,” he says. After six weeks, Schmitt says his shop had the best 12 months ever. As a result, Ernie’s didn’t have to lay off a single employee. “We kept the lessons Dad learned along the way,” Schmitt says. “Customer service is No. 1, accuracy before speed. It’s not a pressured environment, customers are the boss. We assume customers don’t know everything about their vehicles but don’t want to feel intimidated. They’re paying us to help them get their money’s worth at their yearly checkup.” Schmitt feels that the family approach to business certainly helped. The care and effort that goes into the business carries the family name, which means a lot from the top of the organization to the bottom. “Obviously, I’m surrounded by family all the time,” Schmitt says. “The

Care and Attention The family name can be an asset to a business as well. Customers have come to know Ernie’s and the style of service that’s consistent though generations.

separation between business and family isn’t very far. My mom, Deanna, is the owner, and I’m the manager. My kids (Kyle and Lindsey) work for me, it’s family all the time. They have an interest in the business to keep it going strong.” And that, he believes, is exactly what his father would have wanted.

ERNIE'S RAPID LUBE LOCATION:

Chehalis, Wash. OPERATORS:

Deanna & Glen Schmitt AVERAGE CAR COUNT:

STAFF SIZE:

BAYS:

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INDEPTH TBE200

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THE NOLN PODCAST NET WORK PODCAST

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NEW EPISODES EVERY WEEK! LISTEN TODAY BY VISITING

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Attitude is everything, especially as the leader of a business.

One operator breaks down his attitude adjustment strategy. PAGE 42

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PI T STOP

KEEP CALM AND PROSPER

Angry customers happen. Is your staff ready?

expectations are going to be clear, dialogue will happen, customers will be engaged, value and reasoning and questions will be answered. Prevention is always going to be key.

MAKE SURE YOU’VE CREATED A PLAN AND TRAINED STAFF TO HANDLE THESE CASES

before they happen. Certified leadership and sales trainer Jennifer Monclus with Elite weighs in on what shop staff can do if customers lose their cool. A S TO L D TO RYA N M C C A N N A

Hot Heads, Cool Minds I’ve worked with probably thousands of advisors, and I would say the umbrella cause for angry customers is miscommunication. So normally, when that kind of heightened emotional situation arises, generally speaking it could be because expectations were not met. Maybe an advisor (shop manager, employee, etc.) over-promised and

under-delivered. Promises might have been made that fell short. First and foremost, the thing we should be doing in a perfect world is preventing all of those surprises and miscommunications from happening. The key thing that I teach here at ELITE is following a sales cycle. So when you follow the proper procedure, communication is going to be clear,

Quick Tips to Ease Tension 1. When these situations arise, keep your emotions in check. The customer is reacting at this point, so if an advisor can keep their own emotions in check, that’s the fine art we want all of them to master. They can’t take these situations personally. Whatever the customer is feeling, those are facts to them in that moment. Whatever they’re experiencing, that’s their reality. So don’t let your emotions override your calm, cool thinking. 2. Take them aside, if there is an office you can take them to or something if

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the escalation begins in a parking lot or in a lobby. Of course, use common sense, but anything the advisor can do to calm them down is important. 3. Let them vent. Let them get it all out in the air, all their issues on the table, remain calm and just listen. Now is not the time to interrupt, now is not the time to get defensive. Just apologize. Apologize for the hassle. Advisors have to be really sincere. 4. They should reassure and reiterate to the customer that they’re still with the right shop, they’re still with the right people, you’ve still got the right principles. Now is the time to put them at ease. Any good doctor would do that, if you came back and were still sick. Advisors need to show major empathy and be

very patient. If the advisor is aware of how they sound, their tonality, their body language, their cadence and how they’re speaking—if they’re coming across as receptive, really great listeners, they’re there to hear the customers’ feelings—I feel like that’s going to help diffuse a lot of uncomfortable situations. 5. Honesty is always going to be the best policy. Remain transparent and ethical throughout the process. This helps customers feel that nothing is being hidden from them, that they’re not in a bait-and-switch situation with a dishonest company. Training Heroes In our advanced classes, we talk about the emotional mind and how that really does play a role in the buying

and selling environment. It’s got to be relational, not transactional. I would recommend that the advisors meet with management, do role plays, talk about training that could help them, but also look back at occurrences that happen and look at them as learning opportunities. Emotional situations happen. Our industry has to face a negative reputation, unfortunately. Because of this, at the beginning of the relationship, the customers’ anxiety is going to be high. Our training is about reducing their anxieties. No one wants to walk in and pay hundreds or thousands of dollars unnecessarily. It’s a harder sale and that makes this a really tough job. As a result, if you can have a service advisor who manages emotions really well, offers reassurance, and is emotionally attuned to people, they’re going to be really successful.

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AU G U S T 2 0 2 1

F I N A N C E + O P E R AT I O N S

GROWTH MINDSET

Tackling acquisitions from the leader mindset to the method of operations B Y M AT T H U D S O N

GROWING A FOOTPRINT IS ONE OF THE

most exciting and challenging endeavors for quick lube operators. Pete Frey knows a thing or two about that. He is the former president of Take 5 Oil Change and oversaw the brand through some of its biggest growth spurts. He’s now an operator of a single franchised Take 5 shop in Louisiana. Whether an operation is big or small, successful operators are sure to do their homework. “The most important thing is to make sure that the property itself meets all your criteria,” Frey says. “Many people, because of price or other reasons, have walked away from sites that probably would have made them a lot of money in the long run because sometimes you feel overwhelmed.” There’s a lot to consider on your method to acquire the property itself, and this article will dive into that. But there’s another big factor, and that’s your leadership and mental planning. You’ve got to be ready for the challenge and not get overwhelmed, as Frey put it. “You don’t have to be an absolute real estate guru to pick out an ‘A’ site,” Frey says. “But you can make some critical mistakes along the way.” Take a walk through some key acquisition tips from two angles—the mindset and the method—to make sure you’re on the right path. Mindset: Ready for Change Joe Conner is a managing director in the transportation and logistics group at Harris Williams, a firm that specializes

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in mergers and acquisitions. Conner and his colleagues have worked on some of the biggest company acquisitions in the quick maintenance industry. He says that whether you’re a big firm that’s taking on a large network or a small operator setting up a second location, there needs to be a full mental preparation for the work ahead. A shop owner acquiring a second location must prepare to split their attention by half at each store. The first question is: Are you ready? “Do you have good managers in place in your store?” Conner says. “Do you have people that you feel like you can move into a location who are trained up who buy into the culture of the organization that you’re running so that you know, when you have that second location, or if it’s your 20th location, it looks and feels like the rest of them.” Working with a mergers and acquisitions partner to identify all the challenge spots might be the right choice for a larger company. For smaller operators, an industry peer, fellow franchise owner, or another business owner might be a good fit. Method: Linking Sites and Customers Frey says that it’s easy to get into a long wish list for a potential quick lube property. If you’re feeling unsure where to focus, think of the customer. “I think really the prime and most important thing is to identify a good piece of property that’s going to attract your type of customers,” he says. “That’s where a good program to help you identify the demographics comes in handy.”

Learn about the community that you’re looking at. What kinds of vehicles are driving by each day, and how many? Your potential shop site needs to match the customers’ needs right there on the spot in many cases, because oil changes tend to be quick decisions. While you’re considering how your site will attract customers, think very literally about how they will access the shop. There might be certain ingress and egress requirements that make or break a deal. “You can fall in love with a piece of property that has tons of cars coming by,” Frey says. “But if people can’t get to a light and make a turn to get to you, then you’re going to find yourself in trouble there.” Mindset: Shift Your Leadership The operator of one store is often the day-to-day manager as well. There’s an important transition that takes place when that operator starts to oversee a bigger network of shops. That day-today work is delegated. Being able to transfer your day-today expertise and management doesn’t happen naturally. In many cases, you need to think and plan a strategy to delegate duties to your management team. The mindset challenge for the operator is to really change the way they work on perfecting their enterprise. “That is a very hard leap for a successful entrepreneur who’s been doing it one way, and then realizes that they might have to let go of some of that stuff because they can’t get that overextended,” Conner says.

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It’s about trusting the managers that you’ve put into place and believing in the process that you’ve built in the company, Conner says. The upshot is that the processes that support growth are often in place for successful businesses. After working with multiple leaders going through this transition, Conner says that growth is no accident—it’s the goal. Conner’s advice is to trust what you’ve built. “You’re going to have to have an incredible belief in yourself and your team that you’ve got the right group to get it done,” he says. Method: Buy or Lease? Buying or leasing can depend on your personal preference, your initial investment abilities, your exit plans, and a lot of other factors. Outright ownership of a property can be a good investment if it’s a good fit. At the end of a career, the owner

could sell the business and retain the property for some partial income. Leasing has become more common and could allow for an operator to get into a more suitable shop space, Frey says. “I think if you are a single store operator, maybe the best way to go might be a lease property,” he says. “Or certainly finding a building that’s already there that you can convert. Maybe not go too far into debt with the property.” There can be many moving parts during a lease negotiation, but Frey says operators should pay attention to exit options—starting after the first 10 years or so—and the assignment provisions in the event that you sell the business. If your wish list for building attributes is a high priority, think about leasing property and building to suit. “A single store operator, nine times out of 10, might find a long-term lease and then build what they want so that they can cross that off the list,” Frey says.

Buying Commercial Real Estate—Pros and Cons PROS • Equity in the property builds over time • Asset value appreciates over time • Potential for rental income • Tax breaks for interest, depreciation and nonmortgage expenses • Control of the property CONS • Upfront downpayment • Difficult financing eligibility • Prepayment penalties on loans • Liability insurance required • Potential for loss of liquidity or capital Source: ValuePenguin (site)

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C A S E S T U DY

GROWING POSITIVITY DAILY

Can improving your culture decrease bay time and increase retention? BY CALEB BROOKS

P H OTO G R A P H Y BY J E A N I N N E H E N D R I C KSO N

Matt Webb, owner and president of Premier Oil Change, was a student of the franchise oil and lube game. “I came from a great company that was very positive,” said Webb, “but at the end of the day I wanted to be the one making the decisions.” Webb had this mentality for a couple of years before stepping out on his own. “When I saw that there was a lot of opportunity to do positive things as an owner, that’s when I knew it was time to go out on my own,” Webb says. Ultimately it was this mentality that led Webb and a few friends to start a brand where they could have the freedom to do things on their own terms. Part of his success with the Premier brand is Webb’s attention to attitude and its effects on the operation. “I learned really quickly that as a leader, everything rises and falls under your leadership,” Webb says. “You need to be positive because no one will be more positive or enthusiastic than you are.” To Webb, this is where a lot of owners miss the boat: “They don’t take the time to create and support a positive culture.”

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Group Effect A leader’s attitude has ripples throughout an organization. Matt Webb (middle left) keeps this in mind when managing staff.

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C A S E S T U DY

WHETHER YOU WANT YOUR EMPLOYEES TO OR NOT, THEY WILL FOLLOW YOUR LEAD, AND YOU CANNOT EXPECT OTHERS TO HAVE A POSITIVE ATTITUDE WHEN YOU DON’T,” —Matt Webb, owner and president, Premier Oil Change

The Challenge Webb says that the true challenge for owners is to define core values. It’s important because it changes your thinking and allows you to alter the trajectory of your organization. “As the leader of the organization, every action that you do will impact the performance of your employees,” Webb says. For this reason, Webb says that you need strong core values to align your actions with, then your employees will follow the example you give them. Without them, and this speaks to the true challenge, your organization will lack direction and purpose. The Solutions Set aside time. The first step is to formally convey your goals and attitude throughout the chain of command. “The first step is somewhat easier, getting your entire leadership team together to discuss what your values should be,” Webb says. Sync the leadership team’s calendars to make time to have an at length discussion about what the organization’s values need to be. Furthermore, finding the right space for the meeting can also be difficult. “You want them to get out for a day, to someplace that is neutral, and removed from the day to day of the shop,” Webb says.

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Establish a mission statement. This statement needs to include the goals of the shop, not just business goals, but goals for how you want your company to be, Webb says. “This step is important because it enables you to identify what values you want to choose that will help you achieve the future goals of your organization,” he says. To define your values, grab a pen and paper and start a conversation on what values support your mission statement. The list will probably be long after this initial conversation, so start whittling the list down until seven or so values remain. “We did this two years ago, we defined them as proficiency, respect, enthusiasm, integrity, excellence, and relationships,” Webb says. In his shops, Webb says that the core value of relationships has delivered the best impact on the organization. “As the leader, driving and focusing on our relationships has brought the most change, whether it be with vendors, guests, eachother, or our facility neighbors,” Webb says. Ultimately, he wants to do right through these relationships so they do right by him and his shops. Adjust your attitude. The final step in the process is adjusting your organization’s attitude, culture, and atmosphere to the values.

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“Following this process allows the values to become a road map leading you to achieve your future goals,” Webb says. Webb says that you accomplish this by being the standard bearer for your organization and by training your employees to live up to the values. Once you get that buy-in from your team, the transition can be dramatic for the business—in positive ways.

Formula First Matt Webb has a strategic approach to attitude. Create a value-based goal and adjust your leadership to match.

The Aftermath Webb says this organization went through this transition in recent years, and it made a huge impact. He’s a strong believer in the idea that your company culture is being created, whether you recognize it or not, and whether you want it to or not. If the culture is being created regardless, why not control it to be positive? “We do this by putting our values on the walls, on shirts, and sweatshirts,” Webb says. “It really gets buy-in from our employees.”

These concrete cultural changes have made Premier a more positive place to work. Webb cites statistics showing that retention has increased by 20 to 30 percent. Webb has noticed a trend across the industry, the stores that constantly try to create a positive culture always have less bay time. The Takeaway Above all else, one takeaway stands out above the rest. Change must start at the top. As the operator, it’s your responsibility to set the tone and make sure that managers follow through. Webb firmly believes that everything rises or falls under that leadership component. If you set attitude goals, make sure you’re living it. “Whether you want your employees to or not, they will follow your lead, and you cannot expect others to have a positive attitude when you don’t,” Webb says.

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SALES+MARKETING

NEGATIVE REVIEWS: GOOD FOR BUSINESS

Utilizing positive and negative reviews to grow the reputation of your shop BY CALEB BROOKS

FOR MIKE DELACRUZ, VICE PRESIDENT

of sales at Elite, there is an intrinsic reward in helping shop owners reach their sales goals. This helps DelaCruz when training shop owners to manage their online presences. His work includes working with shops to quickly boost reputations through online reviews. “The best way to boost a shop’s reputation is to give them an effective system for getting more online reviews,” DelaCruz says. “Working with shops in this capacity created many relationships, these relationships eventually formed friendships, and they keep me energized in the industry.” DelaCruz says that focusing on how owners can boost online reviews is the best way to expand your quick lube and outperform your competitors. But what does this process look like? Fish for reviews. Getting people to leave reviews can be a daunting task. Simply asking people to

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go home and leave you a review will yield limited results. This is because people generally think about leaving a review as out of sight, out of mind—once they’ve left your shop, the customer experience might feel finished. So, what is the secret? DelaCruz says that online communications systems that integrate with shop management software can be a timesaver. When a repair order is closed out of the system, a text message could be automatically sent to the customer thanking them for their service and leaving a link for a review. This is where the process goes deeper. Some review systems can identify the habits of social media users, when they’re most active on the sites and when customer contact is maximized. “Having access to this information allows the system to craft a unique thank you message that contains a review link to whichever platform they are logged into,” says DelaCruz. This process maximizes the potential

for each customer to leave an honest online review, while also providing a large online presence for the shop. This streamlined approach helps to automate the review process for the customer but maximize reach to the potential platforms that are being used. Balance positive and negative reviews. Some organizations may use a process called “review gating” to ensure that only happy customers leave reviews while disgruntled customers are filtered out. DelaCruz says that this isn’t a good approach for businesses and could run afoul of regulatory bodies. “Anti-gating regulations try to prevent companies from only posting positive reviews,” DelaCruz says. The best way for shops to guarantee positive reviews is through continuous training, he says. That includes ongoing “how-to” training and support webinars. These sessions focus on best practices for the shop to adhere to if they want to see mostly positive reviews. Respond to bad reviews. Shops need to be equipped to respond to bad reviews, DelaCruz says. It’s not enough to just leave the post up on the platform, either. “Potential customers look upon a shop more favorably if they take the time to respond to a bad review,” DelaCruz says. After working with many shops, DelaCruz has found that potential customers like seeing that a shop cares enough to respond to negative reviews. This is

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because responding to bad reviews says more about a shop’s character than a shop that only has five star reviews, he says. “For this reason, it is better to be a shop with a majority of five-star reviews and some negative reviews that were quickly handled,” DelaCruz says. Take a moment to breathe. Customers will be suspicious of a page that only has positive reviews. Everybody knows that no shop is perfect, what they really want to see is how they handle the imperfections, DelaCruz says. However, he says that shop managers should take 24 hours before responding to a bad review to stay objective in the response. “When responding to bad reviews, managers should thank the customer for their business, ensure that their concern is being taken seriously, and

then affirm that they are looking into the issue,” DelaCruz says.

sure to turn potential customers toward your competitors. “The amount of reviews you have is absolutely critical,” DelaCruz says, “and since a small review count turns customers away, having more reviews than your competitors is also critical.”

Benefit from reviews. Operators put a lot of time and money into signage, storefront cleanliness, landscaping and other curb appeal items. Nowadays, is that the first impression that most customers are getting of your facility? “A lot of shop owners talk about curb appeal and how their shop needs to stand out, but not nearly as many talk about online curb appeal,” DelaCruz says. When it comes to an online presence, it is just as important for shops to stand out from the rest. Having a large amount of online reviews will really take a shop far. It distinguishes your shop from competitors and makes your operation look favorable to customers. DelaCruz explains that a shop with a small number of ratings is

Find a review increasing system. DelaCruz says that using some basic principles, shops can lead to an increase in positive reviews left each month for a shop. Determining the ROI can begin with car counts. Working mostly in the repair shop segment, DelaCruz says that a shop that sees 200 monthly cars might see an increase of 25 to 30 positive reviews by focusing on this initiative. The bottom line is that having a larger online presence and more reviews makes you the easy choice for future customers.

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AO CA C O R N E R

Recognizing the Best in the Biz

AOCA now accepting nominations for the new courage and leadership awards THE 2021 AOCA COURAGE AND LEADERSHIP AWARDS

JOANNA

JOHNSON

Joanna Johnson, is the president and founder of Johnson Policy Associates, Inc., a company that specializes in developing, negotiating and implementing solutions to environmental, transportation, competition and safety-related regulatory issues for individual businesses, trade associations, government agencies and non-governmental organizations (NGOs). She has advocated for the fast lube industry on behalf of the Automotive Oil Change Association (AOCA) since 1991.

INFO

@AOCA.COM O R 8 0 0. 2 3 0 . 0 7 0 2

celebrate fast lube industry staff who have gone above and beyond to exemplify courage and leadership especially under difficult circumstances. This gives owners, operators, and managers of AOCA member fast lubes and vendors a great opportunity to shine the spotlight on everything that makes their teams’ work exceptional In honor of the extraordinary impact of COVID-19, this year’s award will go to 19 outstanding fast lube industry staff teams (up to 10 individuals per team). Nominations will be accepted online until October 1. AOCA publications like the monthly Government Affairs Update highlight nominated teams, so don’t miss out on good press by waiting until the last minute. The winners will be announced during iFlex at the Car Wash Show in Las Vegas, November 15 - 17.

The first nominations submitted represent teams from across the country: • Hoffman Jiffy Lube in New York: Brenden McAuley (Store Manager), Andrew Sale (Assistant Manager), Jeff Ciarfello (Assistant Manager), Maxwell Jones (Team Leader), Bianca Gonzalez (Team Leader), and Alex Culora (Team Leader). According to David Brooks, Director of Operations for Hoffman Jiffy Lube, “This team has great Customer Experience Tracker (CET) scores resulting from excellent customer service and customer feedback. The store received 526 positive reviews in the last year… The team handled the stresses and challenges that came with the pandemic. They followed the CDC guidelines and communicated regularly with our customers to ensure they understood the new process. By focusing on what it could control, the team was there for each other and our customers.”

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• Mr. Lube/Diamond Plated Automotive in Wasilla, Alaska: Kami Lorentz (Customer Service Advocate), Jacob Thornton (Tire Tech, Lube and Mechanics Apprentice), Jessica Streight (Customer Service Advocate), Cory Perich (Tire Lead & Lube Hood tech), and Keith Santerre (Parts & Inventory Supervisor). President/CEO Gretchen Geist said of her team, “All of our staff is crossed trained in all departments

to ensure a smooth and organized system for the health of our customers vehicles!” • Premier Oil Change in Palo Cedro, California: Angelise Peters (HR & Compliance), Jacobe Krizman (District Manager), Jason Harlow (Store Manager), Philly Jones (Store Manager), Justin Krizman (Store Manager), Tim Long (Store Manager), and Steven Vanthida (Store Manager). According to company owner Matt Webb, “This team of folks is truly a team of superstars. During the early months of the COVID-19 pandemic they all stepped up to the plate overcoming significant uncertainty and everchanging conditions. Angelise Peters spent hours making sure that managers and team members were given the proper tools, communication and best practices for keeping staff and guests safe. Jacobe Krizman did a phenomenal job maintaining a positive atmosphere in our stores despite significant challenges with car count decreases and staffing challenges and everchanging rules. Everyone on this team represented our company and the oil change industry at a level over and above what was expected.” • PM Attendant in Edmond, Oklahoma: Tiffany Colon (CIO); Ash Bullard (Vice President of Sales); Jennifer Klakulak (Vice President of Marketing), and Heather Day (Vice President of Customer Management). According to CEO Ricardo Colon, “Our team works as a cohesive unit. We are always talking and innovating about how to make our software better. We know that when we do that, it helps our customers run their business efficiently and cost-effectively…. If they can’t see how their business is doing at a glance or collect income, we aren’t doing our job…. During Covid-19, we had several customers that were forced to close their doors due to state-mandates. As a team, we decided to provide some relief to them by not charging them their subscription fee while they were closed. We were also able to allow future payment for current service to those who just weren’t seeing their quota of cars.” Congratulations on your nominations! AOCA looks forward to more members joining the party!

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Developing Engine Oil Standards to Meet the Needs of Evolving Engine Technology A look into the development process that requires consensus and collaborat BY JEFFREY HARMENING, MANAGER - EOLCS/DEF/MOM, AMERICAN PETROLEUM INSTITUTE

For more than 70 years, API has developed engine oil standards that dispersed to all industry participants for review, AOAP works to achieve meet the evolving lubricant demands of engines and has been licensing consensus among all of the interested parties and ensures that the process engine oils for almost four decades through the Engine Oil Licensing for creating the new specification provides full transparency. Consensus and Certification System (EOLCS). EOLCS has a robust global network requires that all views and objections be considered and that an effort be of licensed companies in more than 60 countries and currently licenses made toward their resolution. All concerns raised during this important nearly 23,000 products that display the API Quality Marks through their review must be addressed before a final draft can be completed. voluntary licensing and certification program. The challenging process to develop the current standards, ILSAC GF-6A, The development of a new engine oil performance specification is detailed ILSAC GF-6B and API SP, demonstrates how the procedures in API 1509 Annex in API 1509 - Engine Oil Licensing and Certification System which describes C work successfully to ensure that technically-sound, reliable performance the voluntary licensing as well as the processes behind development of engine standards were created to meet the needs of the variety of engines in the oil standards. In June, API released the 20th edition of API 1509. Standards present and future engine landscape. The biggest challenge was the need development processes are found in Annex C for developing to develop new and replacement engine tests that support new gasoline-engine oil performance standards and Annex D API standards. Changes in engine technology since the last “Working with the for developing new diesel-engine oil performance standards. specification in 2010 required that seven new or replacement Each of these annexes detail the interaction and roles of engine tests be developed, evaluated, and measured for many stakeholders the various independent organizations that are part of the precision. This included new tests to minimize low-speed prein the industry, API specification development process. These organizations are ignition (LSPI) in gasoline direct turbocharged engines and develops standards comprised of vehicle and engine manufacturers, including provide chain wear protection to meet the needs of different to meet the needs the North American and Japanese OEMs within ILSAC, engine technologies from a number of manufacturers. The the Truck and Engine Manufacturers Association, trade tests are designed to create extreme conditions so that of current and associations and technical societies such as ASTM, SAE, new oils are robust enough to perform properly across the future engines and the American Chemistry Council (ACC), and any other spectrum of engines as well as throughout the entire auto around the world.” company or organization with a material interest. drain cycle, which can be as high as 10,000 miles. Each test A request for a new gasoline- or diesel-engine oil required a great deal of time, effort, and resources to ensure — Jeffrey Harmening, specification can originate from any of these organizations that the test was fit for purpose. manager - EOLCS/ and must include adequate data and justification for the The development of diesel engine oil specifications DEF/MOM, American proposed specification as well as demonstrate a need for follows a similar process and, at this time, a request for a Petroleum Institute significant oil performance changes to meet requirements not new diesel engine oil specification—presently referred to as met by existing categories. The justification for the proposed PC-12—is under evaluation by the New Category Evaluation specification usually includes one or more of the following: impending Team (NCET). As they wrap up their work in the next few months, the NCET government regulations, consumer-driven needs, new hardware design or will make an official recommendation to the Diesel Engine Oil Advisory Panel service requirements or field problems encountered with current oils. (DEOAP) on the merits of the request. Using the Annex C process for gasoline-engine oil standards development Working with the many stakeholders in the industry, API develops standards as an example, once a formal request has been received by API, the Auto-Oil to meet the needs of current and future engines around the world. This Advisory Panel (AOAP), co-chaired by API and the OEMs, is assembled and ultimately enables consumers to have confidence in the quality of the oils they the evaluation of the request begins. Once the AOAP determines that the are putting in their engines. new specification is needed, the OEMs begin the difficult and lengthy task of developing the performance tests necessary to support the category needs. API is committed to making sure shops are able to confidently pour high-quality As the OEMs deliver each of the individual performance tests, AOAP is API certified motor oils in the customers engines. For more information, please working to develop a draft specification. After the draft is completed and visit MotorOilMatters.org to learn how you can become MOM certified. 50

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Investing in Your Employees will Pay Dividends How to find and keep top-notch employees BY BILL BEYERLE, AUTOMOTIVE INSTALLED SALES MANAGER AT CHEVRON LUBRICANTS, ERIC MONTANYE, LEAD BUSINESS CONSULTANT AUTOMOTIVE INSTALLED AT CHEVRON LUBRICANTS

With COVID-19 restrictions rapidly receding in the rear-view mirror, the US You also need to think about recruitment techniques and messaging. economy is regaining steam, and many of the jobs lost in the early days of the Use your website, social media presence, and job posting sites to educate shutdown are coming back. Ironically, however, employers are having trouble potential employees about the opportunities in this industry—starting finding people to fill these positions. This is happening to businesses of all types, with a ground-floor opportunity in your shop. Often your employees are and fast lube shops are no exception. Judging from conversations we’ve had with an excellent resource for recommending friends or family who might be owners; many are rethinking their hiring practices to ensure that they can attract in the job market. You could provide additional encouragement to your and retain quality employees while encouraging top-notch performance. employees via a “finders” financial incentive if their recommendation Selecting the right people for the job is the key to success in any worked out and ended up joining your team. business. But who is the right hire these days? Is it an automotive technician After successfully hiring a new employee, you need to have a plan in with three to five years of experience? Or is it someone place to grow and develop their skills so that they continue who’s intelligent and responsible, personable, outgoing to learn on the job. An employee that is challenged and and a team player? The service technician is the face of learning will have a greater chance of staying with you for “An employee that your business to the customer, responsible for building the long term. Another key to success is creating a positive is challenged and the confidence and trust that will determine whether the work environment in which employees feel valued and want customer returns for their next service. Who is the type of to contribute. learning will have person you want representing your business to customers, As a small business, you can afford to offer employees a a greater chance regardless of their experience? bit more flexibility than, say, a factory job or a chain store. of staying with you Competition for experienced hires is heating up, and the Of course, you don’t want to run a lax operation, but if an for the long term.” talent pool is shrinking. With that in mind, the technical employee needs a weekday off to attend to a family matter, be and mechanical aspects of the typical service technician open to it. These types of gestures can go a long way towards —Bill Beyerle, position can largely be taught and trained. It’s the intangible generating goodwill among your employees, plus they will automotive installed qualities—positive attitude, reliability, a customer-service appreciate your flexibility and hopefully pay you back with sales manager at mentality—are harder to teach. Today, many operators are increased loyalty and good performance. Chevron Lubricants focused on finding people with desirable soft skills and Speaking of pay, consider instituting a “success sharing” investing in training them to perform oil changes and vehicle program. Let your employees know that if the shop does inspections. They are looking at attitude over experience in well, they deserve an occasional surprise bonus for doing many cases to broaden their applicant pool. their part. Keep an eye on employees who show managerial potential, and Following the layoffs and shift to remote work during the pandemic, let them know they have a growth path with your business. more people are thinking about changing their career paths. Especially In the current climate, an investment in employees is perhaps the those workers with experience in hard-hit sectors, like retail or hospitality, smartest investment you can make in your business. Ultimately, the final may already possess the customer service skills you are looking for, and key to success comes down to treating your employees well, like a family, they could be ready for a career change. Think about tapping into larger and then they will take care of your customers. segments of the population in the search for motivated candidates who want to learn a rewarding trade. This could include people, specifically Bill Beyerle has been with Chevron Lubricants for more than 25 years and is women, who have chosen to stay at home to take care of their families but currently the automotive installed sales manager. You can reach him at are now looking to rejoin the workforce. As part of hiring practices small BillBeyerle@chevron.com. businesses should endeavor to have a workforce that mirrors community demographics and that includes female employees and females in Eric Montanye has been with Chevron for 4 years and has over 20 years of management positions. Having this kind of diversity is viewed positively by experience in the Lubricants and Automotive Market. You can reach him at the team and more importantly by paying customers. ericmontanye@chevron.com. AU G U S T 2 0 2 1

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Identifying and Mitigating Hazards in the Workplace How to best keep your employees and customers safe BY KEN MILLER, CO-FOUNDER AND PRODUCTION MANAGER OF DEVON

When we think of changing our customers’ oil, the “Final Destination” movies don’t immediately come to mind. The only pain most people experience is not driving their car for roughly 15 minutes. However, in some rare circumstances, customers have been injured at the neighborhood quick lube. In this month’s article, we’re going to take a closer look at why these accidents occur and how to minimize the opportunities for injury.

basement pit. These accidents can result in lawsuits, injury, and in some cases, can be fatal. Before the advent of YouTube, I would hear about these types of accidents through the grapevine in the industry. I knew something needed to be invented to prevent this from happening even more. In 2000, I was awarded the patent for the “EZ-Glide” system, a series of grated metal panels that create a surface to prevent cars and people from entering the quick lube basement. They effortlessly glide to give ”Customers are not permitted in the employee work zone.” access to the technician tending to a vehicle. The EZ-Glide system These words are displayed clear as day at every was my response to hearing about these accidents quick lube facility, but it is sadly not enough to happening across the country. Twenty years later, prevent some injuries from happening. Most quick DEVON is still custom building these in the USA for “You can never be too lube injuries result from a customer attempting to quick lube facilities across the country. safe when it comes to notify the staff about a quirk relating to their vehicle. your business.” While their intentions may be good, the result can Clear for Takeoff be catastrophic. Always remind the customer to Earlier this year, two quick lube employees were injured —Ken Miller, co-founder stay inside their vehicle or in the lobby during their when a customer getting her oil changed mistakenly and production manager oil change. One positive change our industry has hit the gas instead of the brake and slammed into of Devon endured during the pandemic is most customers them. Although both employees made a full recovery, remain inside their cars during their oil change. there’s a lesson to be learned here: You can never be too safe when it comes to your business. Being in our A Quick Pit Stop industry, we are surrounded by heavy machinery and equipment so much The facility operator of an oil-lube service center may believe workplace that we forget that not everyone is as comfortable being around this hazards are simply part of the job, and for the employee, it may be the environment. Knowing this, we can be extra attentive to customers and same. Why should there be “safety upgrades” if nothing has gone wrong give them clear instructions so that both parties are confident that an in recent memory? Luckily, this isn’t as common as it once used to be. injury will not occur. This includes making sure employees are not in a One of the most significant potential safety hazards in your quick vehicle’s path while the car is still on. lube is most likely the basement pit. Loose board covers, nets with large holes, yellow tape, cones, and caution signs may not be enough, Hey Now, You’re an OSHA All-Star not only to be compliant, but to be safe. Because of this, there are If you’ve been in the industry a while, this article may not have taught additional safety measures your location can take to prevent any you anything new. However, keeping safety at the forefront of your workplace injuries from staff and customers. mind is never a bad idea. Let this serve as a friendly reminder to roam through your facility and spot any potential workplace hazards for Innovating for Safety your employees and customers. The more we mitigate these issues as A simple YouTube search for “Oil Change Accident” will show you an industry, the more value we can provide to customers all across security camera footage of customers driving and falling inside the the country. 52

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Practicing Shop Safety A technician’s life may depend on it

Many of you have been involved in the automotive field for years and experienced firsthand how minor negligence can lead to a catastrophic event. Many technicians fall into a pattern that results in taking some steps that could result in personal injury or damage to the customer’s vehicle. It is human nature to get relaxed and careless in our environment and that’s when unnecessary chances are taken, and accidents occur. While there are too many safety precautions to list all in this writing, let us consider a few that generate major concerns. Batteries

Batteries contain sulfuric acid and produce explosive gases. Precautions must be taken to prevent sparks from occurring at the battery and igniting those gases, resulting in a catastrophic event. Take safety precautions when jump starting or charging the battery. Never disconnect a battery charger lead from the battery until the charger has been turned off. When jump starting, attach the negative lead to a good engine ground instead of the negative post of the battery. Fuel

Start) comes with some safety measures that must be considered to prevent injury to the technician. Imagine making repairs in the engine compartment from beneath the vehicle with the hood closed. Suddenly the vehicle starts. Hopefully, the technician’s hands are clear from pulleys and belts.

Just to note, two scenarios usually promote a sudden start: 1. The owner mistakenly starts their vehicle using the remote start feature of a mobile app. 2. A mix-up of key fobs in the service department, a technician accidently remote starts the wrong vehicle. The hood should be fully opened, or opened to the second latch when performing any repairs in the engine Make certain compartment or under the vehicle, as this may disable the that you are remote start feature. Make certain that you are familiar with the safety procedures of the vehicle being serviced. familiar with

the safety procedures of the vehicle being serviced.

Never disconnect a fuel line or fuel system component until the system pressure has been relieved. The system is still under high pressure, even with the engine off. Flammable mixtures are present, and things can go south when subjected to an arc, spark, or flame. Do not carry or operate electronic devices when servicing fuel related components or fueling the vehicle. Airbags

When servicing the electrical system or adding an electrical device, take special precautions to prevent accidental airbag deployment. When handling these devices, point the trim or cover away from you when transporting the component. Never place an airbag on the bench or floor with the trim cover or tear seam facing down, as an accidental deployment can propel the assembly like a rocket. Keep in mind that memory saving devices can keep the system active with the vehicle’s battery disconnected. An airbag deployment can rearrange your day, your face, have you smelling funny for days, and it is loud enough to damage your hearing. Keyless Ignition

The transition from a key to an electronic code (Keyless Push Button

Safety Items

Wear safety glasses to protect the eyes from rust, debris and liquids. Gloves should be worn to protect the skin from nicks, scratches and chemicals. Wear earplugs when operating noisy tools such as impacts and cutting tools. Lift Safety

According to the law of gravity, “If it goes up it must come down”. The primary objective is for the vehicle to achieve this motion in a controlled manner and not come crashing to the shop floor. Lift accidents usually are the result of misuse or negligence when positioning the lift arms. Never exceed the capacity of the lift. The center of gravity must be determined for equal weight distribution prior to lifting the vehicle. Be aware of a truck that may contain heavy objects in the bed, as that weight must be considered for proper lift arm placement. Be aware of any service that may cause a sudden change in the center of gravity, such as the removal of the transmission, etc. Once the vehicle is a foot off the floor, shake it to determine if it is positioned safely on the lift arms. Always make certain the vehicle is resting on the safety locks prior to getting beneath the vehicle. When lowering a lift, make certain all objects such as toolboxes, oil drain containers, etc. have been cleared. Always reference the lift manufacturer’s safety manual and service recommendations for lift safety. Pay attention to detail and be alert. Your safety depends on it. AU G U S T 2 0 2 1

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Three Types of Engine Oils and When To Use Them Protect your vehicles’ engines with the right oil

Engine oils have many “jobs”. An engine oil’s primary job is to provide lubrication to protect against the heat and friction caused by moving parts inside internal combustion engines. However, not all engine oils are the same, and it’s vital to know which one is best suited for each job. Properly maintained engines using the correct oil will run smoother and last longer. But choosing the right oil can be complicated. Engine type, age, climate, and driving conditions all impact the wear and tear of automotive engines. Understanding different engine oil types, specifications, and additives will help you select the best oil that matches the needs of each vehicle you service. 1. Full Synthetic Engine Oil Modern full synthetic engine oils are created in a variety of ways, ranging from severely hydroprocessing select crude stocks in order to precisely control the size and shape of base oil molecules, to laboratory-designed complex chemical compounds. Full synthetic oils are engineered to increase the performance of today’s more precisionbuilt and hotter-running engines, as well as to meet fuel efficiency standards and emissions regulations.

temperatures, protect against thermal breakdown, and retain viscosity under these extreme conditions. Cleaner engines: As oil flows through a vehicle’s engine during combustion, deposits form. Deposits from conventional oils can turn into sludge that builds up in the engine, reducing efficiency and lifespan. Synthetic engine oils contain chemical detergents and other additives that resist the buildup of deposits. Cleaner engines run smoother, more efficiently, and longer than dirty, congested engines.

2. Synthetic Blend Oil Just as the name implies, this type of oil is a mixture of synthetic base stocks and conventional crude-based oil. Synthetic blends provide some of the performance advantages of a full synthetic at prices more closely comparable to Full synthetic oils conventional oils. are engineered Using synthetic blend costs about 30 percent less to increase the than using a full synthetic. Conventional oils will only last about 3,000–5,000 miles between oil changes. Full performance synthetics can last up to 15,000 miles (sometimes more). of today’s more Synthetic blends fall in the middle at about 7,500 miles. precision-built Therefore, using a synthetic blend provides a step up in and hotter protection without breaking the bank.

Advantages of Full Synthetic Oil Better protection: Full synthetic engine oils are running engines. made from a petroleum base oil that is purer than a 3. Conventional Engine Oils conventional crude product. Fewer impurities mean the All conventional engine oils are initially refined from oil doesn’t break down as quickly and protects the engine longer than natural petroleum crude. With so many manufacturers switching to conventional engine oils or even synthetic blends. Using full synthetic synthetic motor oils, you may wonder if it’s ever OK to use conventional motor oil results in better fuel efficiency, more horsepower, and oils. They still have their place and can provide good protection under improved wear protection. the right circumstances at a lower price. Stable viscosity: An engine’s parts are constantly moving at Conventional oils are typically used in older cars and those out of high speeds, creating heat and friction. Full synthetic motor oils are warranty, and generally cost much less than synthetics. Those who engineered to retain viscosity, resist extreme heat, and still flow are diligent about timely oil changes can use conventional oil, if quickly in winter temperatures, allowing your engines to run smoothly the owner’s manual indicates it is permissible to do so. Additionally, year-round. more frequent oil changes can alert a mechanic to a serious problem Turbocharger protection: Turbocharged engines are designed to developing in an engine. improve performance and fuel efficiency. However, that improvement also means higher temperatures. Because these engines run hotter Today’s automotive engines need maximum protection, so choosing and often have tight oil passageways, they require low viscosity the right lubricant to match every job is critical to achieving peak engine oil that flows more quickly and withstands the heat and friction performance for the vehicles you service—and to ensure happy, repeat of a turbocharger. Full synthetic engine oils are the best for high customers are rolling into your service bays. 54

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Why Perform a “Professional” Induction Service How to sell the needed service to your customers BY AMBER KOSSAK, CEO OF SOLID START

Nearly everyone who owns a car is aware that vehicles need a periodic oil change. Motorists tend to be less aware of why the oil needs to be changed, or possibly what the function of the oil is besides simply lubricating some moving parts. Even so, they still know it needs to be changed. In this article I want to address another maintenance matter that motorists need to be conscious of, but often aren’t: professional induction service.

The combustion chamber is another area where deposits can build up. Optimum cylinder combustion depends on precise air/fuel ratios for engine operating conditions. Carbon buildup in the combustion chamber can affect this air/fuel mix. The end result is a reduction of fuel economy. These deposits also affect heat transfer. An additional heat buildup of just 30 to 40 degrees Fahrenheit from excessive combustion chamber carbon deposits can cause pre-ignition with an even greater loss of engine efficiency.

It’s a Harsh Environment The purpose of the internal combustion engine (ICE) is to harness the energy Selling a “Professional” Induction Service of combustion and turn it into usable power. In a gasoline engine, the fuel-air Many say, “Go For The NO,” and “Believe in the service you offer”. We fully agree mixture is ignited by a spark. In a diesel engine, ignition occurs you must ask for the sale. However, before you ask, make sure you when the atomized fuel is mixed with hot compressed air. understand what you are asking for and why. Vehicle owners are In both cases tremendous heat is generated. Over unaware of how important it is to perform preventative maintenance. “When people time, undesirable fuel system deposits can get baked on Keep in mind that today, more than ever, it is important to maintain are unaware of critical components and impede the efficient operation of your customers’ vehicles. People are keeping their vehicles longer a need, they can your vehicle. Symptoms will include loss of power during and purchases of used vehicles are on the rise. often be resistant acceleration, rough idling, hesitation, reduced fuel economy, When people are unaware of a need, they can often be resistant to and overall poor engine performance. These problems are our efforts to help, even when it is in their own best interest. Many live to our efforts to accentuated in newer gasoline direct injected (GDI) engines. in a world of distrust. Unless you already have a relationship, they may help, even when think you are trying to pull a fast one. This is why maintaining strong it is in their own Deposits Are a Problem relationships with your customers is important. best interest.” Fuel injectors aren’t the only problem area in an engine, One of the most effective ways to sell any service is to take but they do need to be kept clean. They have a very specific advantage of opportunities to educate your customers. To educate —Amber Kossak, function: to spray the precise amount of fuel into the engine means to inform. Having signage or literature in the waiting area CEO of Solid Start for an optimal air/fuel mix upon combustion. The spray pattern is also useful because some people get defensive if you come on itself is purposefully engineered—all controlled by sensors. too strong. Efficient combustion depends on properly atomized fuel being delivered At some point, though, you will need to motivate them to take action. It might to the combustion chamber. All this precision and efficiency is disrupted, start with something as simple as asking if they have any questions. The service you however, when deposits interfere. Fuel injector deposits not only alter spray are providing is something they need, whether they are aware of it or not. Your own patterns, but they also interfere with fuel flow, which can starve the engine, confidence in this fact will go a long way toward reassuring them. resulting in the abovementioned poor acceleration, rough idling, lost power, In a nutshell, it’s really this simple: etc. It can also cause your vehicle to fail a state emissions inspection. Step 1. Educate = Inform Intake valves are another area that need to be kept clean and free of debris. Step 2. Motivate = Go for the sale Regardless of whether the engine is port fuel injected or direct injected, the This is why we we say, “Our best customer is an educated buyer.” intake valve goes into the combustion chamber. When it does, for that brief instant the valve is exposed to combustion byproducts that can stick to its neck, especially if the previous combustion cycle was less than optimal. In Amber Kossak is the CEO of Solid Start, manufacturer of True Brand Products. She has addition, recirculated crankcase gases (via the PVC system) deposit oil droplets been in the automotive industry for almost 20 years and is serving on the AOCA board within the intake system. These can build up and combine with dust particles not of directors. She can be contacted at kossak@solidstart.com. For more information caught by the air filter and get baked onto the intake valve. please visit solidstart.com. AU G U S T 2 0 2 1

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LEADING EDGE

Lead or Lie Down

Everyday decisions form the big picture in your operation

LENNY

SAUCIER

Lenny Saucier has been serving the automotive aftermarket and its future leaders since 2000. He serves as the director of retail training for Fullspeed Automotive.

LSAUCIER @FULLSPEEDAUTOMOTIVE.COM

Can’t Please Everyone I have been seeing a trend in leadership styles as frightened managers across many industries lie down and allow their team to walk over them. They feel that if they correct the employee, they will quit and go work for someone else. The manager instead picks up the slack, tries to keep everyone happy and no longer manages or leads. How did we get here? One of the obvious factors was COVID, followed by an over-exertion of government benefits to not work. An equally big factor is that we feared not having a crew, so we set aside our skills of development, procedures, and leadership so we can work with a crew that has no will or skills to complete the job. That lack of “will” was created by the lack of leadership in the store. It was the acceptance of less execution that churned out the lack of outcome. In all of the employee engagement surveys I have seen or hosted, I have never found one where pay is ever in the top half of the ranking when

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asking employees what they want out of their work environment. What they want is a steady job, a sense of accomplishment, a place to grow, and a balance in their life. Creating an environment where no one knows what to do and the place is hectic drives off the best employees. It is like advertising a $20 oil change and complaining about your ticket average because they only want the cheapest oil change. You have set up the environment that you do not want because you feared being in that environment you now have.

Lead or Lie Down? Do you now lead, or do you lie down? You have seen what lying down has brought. Leading is the other option. I mean lead—I do not mean dictatorship, shock collars, and the infamous write-up. I mean teaching, communicating, posting expectations, and teaching them how to reach those goals. There are a million of those yard signs out there saying “now hiring,” but they came to you. You already have an advantage of keeping them at this point. Many people are finding new careers as their old ones kicked them to the curb when times were rough last spring. You hung in there, served your customers, took care of your stores, and kept people going. Be proud of that. It was not easy. If you can find a way to express that to your team they will get on board and continue the journey with you. It is not a celebration (and this is no time to celebrate), but showing your team effort, compassion, and vulnerability goes a long way when putting people on the bus. Brush up on your communication skills, feedback, shadowing, and delegation techniques. If you need help, Google each one of those phrases or read some previous articles in NOLN on leadership and development tactics. Be prepared for the realization that you may lose one that does not want to be there or do anything. That is not really a bad thing. Realize that they are more influential in chasing off the good employees than you are by requiring them to pull the safety nets back in place when the service is done. If you like the way things are going right now, ignore the article, hold your head high and your chest out and say, “That’s not me.” If not, get up and lead.

COURTESY LENNY SUACIER

HAVE YOU WONDERED WHY MCDONALD’S HAS

signs out saying they will give the person that pushes the fry button $14 ot $15 an hour? Then you look at a place like Target, and the average cashier makes $10.25 (according to Indeed). Why would anyone apply and work for Target for 33 percent less money when they are both entry-level positions? McDonald’s should be overwhelmed with applicants and Target should be scratching its head, crunching numbers to raise wages. The reality sets in when you go to Target and the store is stocked, clean, and the team members are smiling and ready to work. Go to McDonald’s, and they probably still have the lobby closed as they are short-staffed, the place is dirty, and the staff, well, they put a chicken patty on my Big Mac. How can one company pay significantly less to hire and train successfully while the other hires for more and cannot get the cashier to put the cellphone down while taking your order. When you think about this, why are you using the McDonald’s pay rate as an excuse for why you cannot get or attract people? Your employees are not leaving you to go to McDonald’s. If they wanted to be there, there was nothing stopping them from applying and getting a job. Nothing.

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