NOLN - March 2024

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EDITORIAL

EDITORIAL DIRECTOR Matt Hudson

ASSOCIATE EDITOR Hanna Bubser

ASSISTANT EDITOR Kacey Frederick

CONTRIBUTING WRITERS

Adam Tatum, Peter Suciu, Carol Badaracco Padgett

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

SALES

PUBLISHER Greg Smith gsmith@endeavorb2b.com

ASSOCIATE SALES DIRECTOR Mattie Gorman-Greuel mgorman@endeavorb2b.com

DIRECTOR OF BUSINESS DEVELOPMENT Cortni Jones cjones@endeavorb2b.com

ACCOUNT EXECUTIVES

Diane Braden dbraden@endeavorb2b.com

Marianne Dyal mdyal@endeavorb2b.com

Chad Hjellming chjellming@endeavorb2b.com

Lisa Mend lmend@endeavorb2b.com

Martha Severson mseverson@endeavorb2b.com

Kyle Shaw kshaw@endeavorb2b.com

Sean Thornton sthornton@endeavorb2b.com

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Quick maintenance brands often have a strong presence in the Franchise 500, and this year was no different. Brands moved around a bit from last year’s rankings. Some rose and others fell, but the message remains clear: Quick lube and quick maintenance brands are an important and impressive part of the franchise industry.

Valvoline Instant Oil Change was the top ranked quick maintenance brand this year, coming in at No. 27 overall. This is a slight drop from its No. 21 ranking in 2023.

Other brands including Grease Monkey and Jiff y Lube experienced dips in their ranking compared to last year. Grease Monkey was ranked No. 182 in 2023 and No. 435 in 2024. Jiff y Lube was at No. 99 in 2023 and No. 119 in 2024. Additionally, Christian Brothers Automotive, which ranked at No. 223 in 2023, is at No. 303 for 2024.

Midas moved up this year from No. 103 in 2023 to No. 98. AAMCO Transmissions and Total Car Care made moves too, going from No. 196 in 2023 to No. 148 in 2024. Take 5 Oil Change remained steady, maintaining the same No. 106 ranking in 2024 as it did last year.

Brands including Precision Tune Auto Care, Mighty Auto Parts, and Strickland Brothers 10 Minute Oil Change were not on the list in 2023, but have spots in 2024. Precision Tune ranks at No. 341, Strickland Brothers is at No. 423, and Mighty Auto Parts is at No. 471.

NHTSA CLOSES PROBE INTO HYUNDAI/ KIA ENGINE FIRES

The National Highway Traffic Safety Administration (NHTSA) has closed an investigation into potential risk of engine fires in Hyundai and Kia vehicles, determining no further action will be needed, Reuters reports.

The agency first launched its investigation of the problem in 2019, with the effort escalating in 2021 after receiving reports of 161 fires caused by engine failures. This investigation is separate from the probe NHTSA opened in November, related to oil leaks in 6.4 million Kia and Hyundai vehicles posing fire risks.

Kia and Hyundai have issued a total of eight recalls for engine fire risks. During its investigation, NHTSA found that those who received the recall fixes experienced fewer incidents related to engine fires than those who failed to receive the repairs.

The automakers said that they have extended their limited engine warranties and are utilizing an engine control software modification that will detect potential engine failure, limit engine power, and warn the driver.

Hyundai will be reminding drivers affected by the recalls to receive repairs for the next three years. Kia will send reminders out every eight months for the next three years as well.

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CHALLENGING TERRAIN

Quality quick lube service helps keep vehicles running smoothly. But running a shop to provide those great services doesn’t come without its bumps in the road.

In the 2023 NOLN Operator Survey, we asked respondents about the biggest challenges facing their operations. Respondents were able to select more than one answer. Labor was the most popular category by far. Cost of goods was a common answer as well, followed by representation in several other categories that fellow shop owners may resonate with.

40% 18% 12% 12% 68% Cost of goods Extended service intervals

Electrification of vehicles Market saturation Hiring/ availability of labor

*In this section, some of the challenges mentioned included franchise fees, employees, and experienced technicians.

Interested in seeing how other aspects of shop operations stack up across the industry?

Download your copy of the NOLN survey report at noln.net. Just type “2023 NOLN Operator Survey” in the search bar.

OPTIMIZING SERVICE OFFERINGS

AutoSAM is a customer-facing software for shops

BY HANNA BUBSER

INFORMATION IS A POWERFUL tool. Anyone who owns a smartphone or tablet, for example, knows this well. With a few swipes of your finger and a phrase typed into a

search engine, you quickly have access to a world’s worth of information in the palm of your hand. This concept is as overwhelming as it is endearing. But with the right

strategy, the concept of information access can be more than a powerful tool. It can lead to success.

In a shop setting, one way to think about it is in relation to service

recommendations. It’s about ensuring an efficient process that educates the customer, streamlines the work for the shop employees, and creates a satisfactory experience across the board.

Inspired by providing a customizable solution for shops, AutoSAM is customer-facing automotive maintenance software currently available for quick lubes, tire dealers, auto service shops, and dealerships. It was founded by Jim Weis and Paul Seiler. Weis spoke with NOLN about

the ideas behind AutoSAM and the way that it works in practice.

“A lot of the issues that I had when I was in the service industry and retail space was the training. It was the turnover and the constant working with employees and teaching them how to do recommendations properly and just making sure that when the customers came into the locations that I was responsible for that they were being told everything they should know about their vehicle,” Weis says. “Because it it’s not just about what the cars need at that point, it’s about what they’ve done in the past, what is coming up soon or due soon, and then obviously what is needed or recommended at this point in time.”

AutoSAM helps with this process, making the service selection and communication process easier for shops and customers to determine.

“So, I basically took that concept, and I built a program around that which basically provides the customer with all the data ... me as a manager or me as a location owner would want customers to be able to see,” Weis says.

AutoSAM has service customizability as well, meaning shops can tune the software to their specific offerings. Weis says there are about 100 different service options. This list was developed with what the customers are looking at in mind. He says some of these services (such as vehicle suspension) are more generalized because a customer may not know the intricate details of their suspension issue, while things like oil changes, wiper blades, and fuel filters are more location specific.

“We work with (shops) initially to set up all of the services based on the services that they offer at their location,” Weis says. “So, we can enable/ disable services and do things like that as well as with their pricing and everything to make sure that the customer is getting accurate price quotes, so to speak.”

Using the Interface

In practice, Weis says he strives to make AutoSAM as user-friendly as possible—from the ease of downloading the app from the Apple App Store and getting things set up to its use in a shop.

“So, the customer can view more services at one time and there’s more information buttons on each service so the customer can look to see why a service really needs to be completed,” Weis says. “And then all they would really do is when they want to purchase a service, they would hit the ‘select’ button and it automatically populates into a shopping cart for them.”

Weis says services are shown based on recommendation—it will tell the customer what is due at the time of service, what it due soon, and what is not. After clicking into the shopping cart, in addition to their selections, customers are once again shown recommended services that they didn’t select to have one last chance to look those over before selecting “confirm,” after which point the shop location employees can enter it into their point-of-sale system.

In this vein, AutoSAM is fully integrated with quick lube management software provider Droptop. Weis

says the ability to use AutoSAM and Droptop in tandem creates a “soft sell” interaction between technician and customer, essentially allowing the technician to focus on the service while the customer builds the work order.

“What we do is we actually pull any of the service packages that (are) built into that particular customer with Droptop, and it’s a seamless transition for the customer at that point,” Weis says. “So, they’re looking at the services that are available

to them based on what Droptop has built in that location’s point-of-sale system and also it actually builds the work order in the Droptop point-ofsale for the for the location.”

Looking Ahead

Long term, Weis hopes to see AutoSAM in shops across North America. (More information about AutoSAM can be found at www.autosamus.com.) He wants to help shops generate profitability while making an impact on the industry.

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“Outside of that, we are evolving the capabilities of the application constantly. We plan to incorporate new reporting, a marketing platform, and a client-side portal on our website so changes a business wants to make to their customizations can be done virtually,” Weis tells NOLN. “We also are looking at additional POS integrations with other companies as well.”

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Weis says AutoSAM is a kiosk-style platform unlike anything currently available to the automotive aftermarket that ultimately can benefit the technician and customer alike.

“So, this is an easier process, because the technician can just focus on the job that they have at hand,” he says. “They can work on the vehicle, they can get the service in and out, reduce the bay times ... and the customers get a much better experience because they’re being presented with everything that location offers them, but also tells them things that they don’t need to worry about—which oftentimes get missed.”

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VALVOLINE INSTANT OIL CHANGE OPENS 1,000TH FRANCHISE LOCATION

Valvoline Instant Oil Change has announced the opening of its 1,000th franchise-operated location in a recent press release.

Located in Raleigh, North Carolina, the new store is owned by Quality Automotive Services, LLC (QAS), one of Valvoline’s biggest franchise partners that has worked with the company for over 20 years. The three-bay facility marks the 166th Valvoline location for QAS, with its stores spanning across 13 states.

Having only just recently surpassed a milestone of 900 franchise stores, VIOC is rapidly expanding, having already opened 38 new stores in the first quarter of its 2024 fiscal year. The company now operates a total of 1,900 retail locations and has a goal of launching more than 3,500 locations going forward.

“When we opened our first Valvoline Instant Oil Change location in 2001, we knew it was the beginning of a strong partnership with Valvoline,” stated QAS CEO Matt McKeown. “We’re excited to be a part of this milestone with the company and look forward to many more years of bringing quick, easy, and trusted automotive preventive services to even more communities.”

ACA OPPOSES IDAHO BILL LIMITING USE OF AFTERMARKET PARTS

The Auto Care Association voiced opposition to a bill in Idaho that aims to limit the use of aftermarket parts, according to a press release. The bill, SB 1233, is a proposed amendment to Section 41-1328B of the Idaho Code. It was introduced in late January but has already moved quickly through the Idaho State Senate.

According to ACA, the bill would classify headlamps, fenders, hoods, tail lamps, and bumper parts as aftermarket crash parts; add warnings to written disclosure statements telling consumers that non-OEM crash parts could affect vehicle safety and function; and suggest that consumers inquire with a qualified industry expert or repair shop before using non-OEM crash parts.

ACA fears that, if implemented, the bill would result in insurers being accused of unfair claim settlement practice for specifying the use of non-OEM aftermarket crash parts, or repair shops getting in trouble for the use of non-OEM aftermarket crash parts if the customer has not received a written recommendation to do so.

The Idaho State Senate Commerce and Human Resources Committee heard testimonies from those supporting and opposing the bill, including ACA members.

The session ended with a decision to hold the bill in committee, where it will be unable to move forward.

“In Idaho specifically, our industry provides over 12,492 jobs, generates $1.6 billion in economic activity, and provides $679 million in wages,” argued Tod Moore, manager of grassroots and advocacy for ACA. “SB 1233 would have immediate, detrimental effects on this otherwise vibrant aftermarket ecosystem, not to mention the negative effect it will have on consumers.”

COLORADO DRIVERS WHO FAIL EMISSIONS TESTS COULD BE GIVEN VOUCHERS FOR REPAIRS

Drivers in certain areas of Colorado may soon be given vouchers to repair vehicles that fail to meet emissions standards, the Denver Post reports.

Colorado’s Front Region, consisting of nine counties, is currently in violation of federal air quality standards and has been considered to be in severe non-attainment by the Environmental Protection Agency since 2022.

SB24-095 is a proposed bill that, if passed, would provide a $850 voucher for residents whose vehicles fail to pass an emissions inspection and who are eligible for an economic hardship waiver. The vouchers may be redeemed by any qualified auto service facility.

The program would be dissolved once the state meets the EPA’s National Ambient Air Quality Standards, but it’s estimated that it will be years before it can reach the threshold again. It would be of great assistance to lower-income families, who often drive older vehicles that emit more pollution.

“If we can help people get their vehicles fixed and knock that down, it would help the metro area,” she said. “Our issues in the metro area are tied to light-duty vehicles–cars and trucks.”

VIP TIRES & SERVICE CONTINUES FUNDRAISING SUCCESS FOR MAKE-A-WISH

New England-based VIP Tires & Service has announced the results of this past year’s fundraising efforts for the Make-A-Wish Foundation in a recent press release.

The company operates nearly 70 locations across New England, employing around 600 staff members. In 2023, VIP employees at the company’s 35 locations and support center in Maine donated over $80,000, while employees from the company’s 34 locations in Massachusetts, New Hampshire, and Vermont donated over $57,000 altogether.

The donations received were then matched by VIP Executive Chairman John Quirk at the end of the year, bringing 2023’s total donations to just over $275,000.

Since first beginning its fundraising efforts for MakeA-Wish in the past few years, VIP has raised more than $1.275 million for the organization.

“In 2023, the VIP team took our support for Make-AWish to an entirely new level, setting a new record with over $275,000 in contributions to one of the world’s most impactful charities,” said VIP President and CEO Tim Winkeler. “VIP keeps proving that businesses large and small can play pivotal role in helping those in need, and I couldn’t be prouder of our employees for supporting such a noble cause.”

OIL CHANGERS FORMS ‘BREEZE AUTOCARE’ HOLDING COMPANY

Oil Changers has announced the launch of a new holding company for its brands, Breeze Autocare, in a press release.

Breeze Autocare will bring together the operations of three brands: Oil Changers, which provides drive-thru oil changes; The Wash Shop, which provides car washes; and Oil Changers + Repair, which offers both oil changes and additional maintenance such as tire rotations and brake services.

The creation of Breeze Autocare aims to provide efficiency for all three of the brands, offering one resource for the total 179 operating locations, according to CEO Eric Frankenberger.

“With our growth plans now and in the future, we wanted one umbrella for all our brands that provides support to our teams, vendors and investors,” said Frankenberger.

ADVANCE AUTO PARTS FOUNDATION CONTINUES SUPPORT FOR VETERAN SUPPORT GROUPS

The Advance Auto Parts Foundation (AAPF) has continued its support for nonprofit organizations supporting veterans with a total of $1.75 million in donations, according to a press release.

Donations from over 100 Advance Auto Parts supplier partners will go towards supporting Hire Heroes USA of Alpharetta, Georgia, Building Homes for Heroes of Island Park, New York, and Stop Soldier Suicide based in Durham, North Carolina. This is AAPF’s second year of fundraising and has brought a total of $3.75 million in donations between the three organizations.

Using earlier contributions from AAPF, Hire Heroes USA was able to establish its Women Veterans Program, which provided over 2,000 women veterans with access to career services, transition specialists, and support staff last year. This year’s donations from AAPF will help to continue the program.

Funds gifted to AAPF partner Building Homes for Heroes will be put towards the Advance Auto Parts Foundation Rapid Response Program, a group that supplies financial support to veterans in need. Last year, 130 veterans received assistance from the program.

Stop Soldier Suicide will use its received donations to build upon its wellness team, which was expanded last year thanks to previous AAPF donations, allowing the organization to provide support to over 300 veterans at no cost to them.

“The military veteran community is one of the Advance Auto Parts Foundation’s three focus areas, and we are proud to partner with our suppliers to support critical needs within that community,” said Advance Auto Parts Foundation President Elisabeth Eisleben. “Our veterans have earned the opportunity for meaningful employment, appropriate housing and mental health care, all of which are fundamental to their wellbeing.”

FORD REDUCES F-150 LIGHTNING ELECTRIC VEHICLE PRODUCTION

Ford Motor has announced plans to reduce production of its electric F-150 Lightning pickup truck, Reuters reports.

Starting April 1, Ford will be reducing production at its Michigan Rouge Electric Vehicle Center to one shift, following an announcement this past October that it would be temporarily suspending one of three shifts at the plant.

At its Michigan assembly plant, a third crew and almost 900 jobs will be added to advance production of the gas-powered Bronco SUV and Ranger pickup.

Roughly 1,400 workers at the Rouge EV Center will be affected by the reduction of shifts. Around 700 of them will be transferred to the Michigan assembly plant, with the remainder being placed in various positions at the Rogue Complex and other Michigan facilities. Workers also have the option to enter into Ford’s special retirement program.

For those working at component plants for the F-150 Lightning, it’s predicted that a few dozen of them will be impacted by the change.

Ford has been displaying signs of slowing EV production for a while. In December, the automaker told suppliers

that beginning in January, it would produce around 1,600 F-150 Lightning trucks per week–only about half of the 3,200 trucks Ford initially planned on producing.

Though Ford still expects EV sales to grow in 2024, it’s reevaluating how high that growth may be. In October, the company said it would be focusing its investments on its commercial vehicle unit and plans to increase gas-electric hybrid vehicle sales four-fold in the next five years.

YOUNG AUTO CARE NETWORK GROUP NOW ACCEPTING SPONSORSHIPS YEAR-ROUND

The Young Auto Care Network Group (YANG) will now be accepting corporate sponsorships yearround, according to a recent press release.

While the organization previously accepted sponsorships annually each fall, it will now be available throughout the year. Corporate sponsorships offer companies increased exposure, discounts, exclusive content, and opportunities to network with others in the industry.

Sponsorships go towards supporting professional development and industry education that is offered as

part of Auto Care Connect, the YANG Mentorship Program, scholarships, and YANG Regional Meet-Ups. YANG offers five tiers of sponsorship: bronze, silver, gold, platinum, and diamond. Each tier offers different benefits, ranging from the company’s logo being displayed on YANG’s website to being named in YANG e-mail campaigns, and a presence at the annual AAPEX and Auto Care Connect events.

“We must ensure that the next generation of leadership has the tools and mentoring it needs to advance the independent auto care industry,” stated Auto Care Association President and CEO Bill Hanvey. “YANG offers the opportunity for those under the age of 40 to network, share best practices and develop a support system to ensure our future.”

AUTO SHOPS ACROSS COUNTRY SEE INFLUX OF POTHOLE DAMAGE

In February, extreme weather across the country provided auto shops and tire dealers with an influx of customers, and that stream of business has continued as drivers encounter a sudden increase of potholes on roadways.

“This past weekend, Friday we had a couple cars dropped off, Saturday we had cars dropped off,” Stephen Crocco of Springfield Tire and Auto Service in Springfield, Massachusetts told Western Mass News. “Today alone I’ve had (five) cars towed in, all saying they hit something over the bridge.”

Indeed, the change in temperatures and melting ice on roads has caused potholes to pop up around the area. One driver recounted hitting a pothole on the south end bridge from Springfield to Agawam, and shortly thereafter seeing three other vehicles pulling off to the side in front of him and a couple of others being towed.

It’s not just Massachusetts that is experiencing problems with potholes: in Kansas City, Missouri, a pothole on a highway rendered over a dozen drivers unable to drive, according to Fox 4.

Josh Buck, who operates a tow truck service, said that potholes have been the reason for most of his services for the past week. In Chicago, Illinois, Wells Automotive Service Owner Frank Guske told ABC 7 that he’s seen drivers suffer some tremendous damage as a result of the potholes ravaging the roads.

“We’ve have a lot of bent rims, a lot of damaged tires,

suspension damage, bent struts, broken steering knuckles,” described Guske.

Guske has suggested that drivers who hit a pothole should document the incident, take pictures, and share the info with an insurance company to see what can be done to help.

EXPRESS OIL CHANGE & TIRE ENGINEERS OPENING JACKSON, TENNESSEE, LOCATION

Express Oil Change & Tire Engineers is working on building a new location in Jackson, Tennessee, according to 101.5 FM WNWS.

The new store is currently under construction at 3132 North Highland Avenue, next to a Walgreens store.

When completed, Express Oil Change & Tire Engineers LLC’s new building on the 0.70-acre property will measure 4,748 square feet.

The new location will join 332 other Express Oil Change & Tire Engineer locations across 19 states when it opens for business.

CONTAMINATED FUEL CAUSES STALLED ENGINES FOR NORTH CAROLINA DRIVERS

Some drivers who filled up their tanks at a Circle K in Hillsborough, North Carolina, experienced a myriad of issues due to contaminated fuel, the News of Orange County reported in January.

The Circle K compiled a list of several pages containing the names of people who filled up their vehicles at the station on Jan. 10 and shortly thereafter experienced problems. Upon an investigation of the gas station’s fuel tanks by field inspectors, they found phase separation, which is caused by water and ethanol mixing.

There are a variety of causes that could be cited for such an error: fuel caps that are inadequately secured, or cracks around the fuel pipes–and while it can often be an easy fix, one driver was faced with enormous damage to her 2003 Ford Focus Wagon after visiting the Circle K.

Jenna Hartley’s Ford began decelerating after filling up its tank, eventually failing to exceed 20 miles an hour before the steering wheel locked up and left her stranded on the interstate.

Her father helped her to the closest service center, where seven other vehicles suffered the same fate. Hartley had to have her fuel system cleaned, the fuel filter and spark plugs replaced, the ignition timing reset, and the fuel pump replaced. Along with additional repairs, she faced a bill amounting close to $1,300.

As Grant Edwards, a technician with Petty’s Garage in Randleman, points out, the problem can often be easily handled–but if left unattended by an unaware driver, it can quickly culminate in serious damage, making it worthwhile to educate drivers on the symptoms of faulty fuel.

“For the most part, it’s a simple fix. Mostly requires replacing contaminated fuel with good fuel,” explained Edwards. “It’ll cause starting and drivability issues if it’s bad enough, though it shouldn’t cause any serious damage unless the bad fuel is left in an older vehicle too long.”

OHIO LAWSUIT ALLEGES EXCESSIVE OIL CONSUMPTION IN GMC AND CHEVY VEHICLES

The owner of a Chevy Silverado in Ohio has filed a lawsuit against General Motors that claims her vehicle has suffered excessive oil consumption–though GM doesn’t believe there is enough evidence to warrant the suit, according to GM Authority.

The class action lawsuit was first filed in December 2020 on behalf of plaintiff Lisa Mae Jennings, who alleges that her vehicle needed an oil pressure switch, an

AFM lifter, and a camshaft to be replaced, as well as two quarts of oil added to the truck in between 6,521-mile oil changes.

Other similar lawsuits have been filed, alleging issues with excessive oil consumption and defective piston rings in Generation IV 5.3L Vortec V8 engines. One similar suit in Alabama was dismissed due to reaching the statute of limitations, while one in Georgia and another in Virginia both ended with a verdict of insufficient evidence.

Of the lawsuits filed, it’s been claimed that vehicles affected by the problem include the 2010-2014 Chevrolet Silverado; 2010-2014 Chevrolet Suburban; 2010-2014 Chevrolet Tahoe; 2010-2014 Chevrolet Avalanche; 2010-2014 GMC Sierra; 2010-2014 GMC Yukon; and the 2010-2014 GMC Yukon XL.

Similarly to the results of previous suits, GM said that there is inadequate evidence to claim that Jenning’s truck contains any defects and that her suit should be dismissed.

“The truck has not needed any other repairs, and plaintiff has never had an oil consumption test performed,” countered the automaker. “There is no evidence that any of the repairs to her truck had anything to do with excess oil consumption or a piston ring defect.”

TAKE 5 OIL CHANGE FRANCHISEE CONTINUES EXPANSION ALONGSIDE 7 BREW COFFEE

A franchisee of both Take 5 Oil Change and 7 Brew Drive Thru Coffee has continued its mission of opening the two brands alongside one another at various locations, the News-Gazette reports.

The newest 7 Brew opening at 1703 Springfield Ave. in Champaign, Illinois, will be neighbored by a soon-to-beopen Take 5.

Kody Smith, an area operator with the incoming 7 Brew, shared that the location is slated for completion by late February or early March and that the Take 5 is likely to be on a similar timeframe. Net Lease Properties’ Senior Development Manager Kevin Myers said that the company is a franchisee of both 7 Brew and Take 5, and it has attempted to develop the two brands directly neighboring one another whenever possible.

The company’s most recent location in Urbana stands on its own, but it launched the combination of the two brands this past October with the opening of a Take 5 and 7 Brew in Danville.

QUICK LUBE Q&A: BILL SNOW OF RAD AIR COMPLETE CAR CARE

BY NOLN STAFF REPORTERS

Finding the right employees for your shop is crucial. So, for this Quick Lube Q&A, NOLN spoke with Bill Snow. He’s the vice president of franchise development and operations at Rad Air Complete Car Care, which is based

in Ohio. He shares his tactics for hiring and onboarding. For additional insights from Snow, visit noln.net to read the full interview.

NOLN: Why do you think it’s important for shop owners to develop a

strategy for hiring before just jumping straight into the process?

Bill Snow: One of the things I learned very early on in shop ownership by talking to other shop owners is most people just hire Mr. Right Now (or Mrs.

QUICK LUBE Q&A

Right Now) because they don’t have a plan. A shop owner or manager has a need, they put an ad out, they’re busy, (and) they’ve got a lot going on. Someone comes and … they check all the boxes, and they hire them.

And if that’s your process you’re going to end up maybe finding somebody that’s good, but you’re probably just going to hire Mr. or Mrs. Right Now, when you really need to be thinking about hiring Mr. Right or Mrs. Right. Having a defined process makes sure that your interview process is consistent, it’s not rushed, and it measures every applicant and candidate on the same criteria.

NOLN: When shop owners make the actual job listing, how can they make sure that they have their bases covered?

Bill Snow: The job description ought to describe a day in the life of what this person is going to do. But then, I recommend having friends and family and even other employees read that job description and ask them … two questions: Does this catch your eye? Would you apply (for) this job? Then you take the job description you’ve written about the day, and now you need to make it exciting.

Why would someone leave what they’re doing today to come and apply for this? (The job listing) could talk about your benefits, you can talk about your shop culture (or) your training. You could talk about your awards. You can even highlight an employee who has moved up from apprentice to lube tech to general tech to shop manager— whatever that case might be. Make the job post engaging.

Make it fun. Make it to where someone says, “That’s what I want.” And it really should appeal to someone (who’s) not looking for a job right now. It should be that appealing that someone says, “I think I need to go talk to that shop owner and hear what this is all about.”

NOLN: When looking at an applicant, what should shop owners be looking for in the application that they receive?

Bill Snow: First and foremost, did they follow the rules in the job application? That’s actually where you could write the job application to weed out some people.

I’ve seen positions written where (it says) do not send a resume or send a resume with this or include something in your cover letter ... so first off, did they follow the rules for how you want them to apply? That will show you whether or not they can follow procedures and processes in your shop. Then … look for any red flags. Are they somebody who, every six months, is moving?

In most cases that could be an indication that they’re only going to be with you a short time or maybe they just haven’t found their forever employer yet. And you could be that person because you offer what they need and the type of environment where they’ll exceed.

The other thing is, did they skip over anything? If you’re using paper applications, did they write legibly? Because … if you’re not using digital inspections and processes in your shop, (a) shop owner (or manager) is going to have to read their writing … so, if the application comes through messy, that could be a red flag. The other thing I’ve always been impressed (with is) applicants (who) send a well written resume. And what I’ve found out when I’ve hired those folks (who) have a resume (is) they tend to be the rock stars (who) really work well and are career minded.

NOLN: What about when the applicant comes in for an interview, or to meet the shop owner for the first time? What should shop owners be looking for in these applicants?

Bill Snow: Did they show up on time? Hopefully, they showed up early. If they’re late to the interview and there

wasn’t something weird like construction on your street, that could be an indication of how they’re going to show up each and every day to a shop. How do they present themselves? Do they use … good language? Are they swearing? (that should be a red flag right away)

How are they dressed? If they just came from their current job, I would expect them to be in their shop uniform or something very close to that. But if they have the day off, if you’re meeting them after hours or on the weekend, did they take the time to put their best foot forward? Not saying they need to come in a suit and tie, but look presentable. Because ultimately if you hire that person, they’re going to be representing your business and a shop’s brand.

And the other thing that I look for when they’re there is, are we having one- or two-word responses to questions? During the interview you ought to have a predefined list of questions. Are they giving you one- or two-word responses, or are they telling a story? Are they explaining stuff? How thorough are they with their responses? Again, that’s going to help you (or a hiring manager) understand how thorough they’re going to be in their job.

NOLN: What do you think are some of the main questions that shop owners should make sure they’re asking applicants in these interviews?

Bill Snow: The first question should always be, “Tell me about yourself.”

Because the applicant will give you answers to questions you’re not allowed to ask. They will tell you everything about their background … if there’s anything negative in their background, a lot of times, that will come up because they don’t know what else to say, so they’re going to tell you everything.

I always make the first interview not about money, not about benefits—I make it about the candidate first, the shop second, and based on how that goes, that would lead to a second interview. That’s where we dive into some other great questions like, “Walk me through a front brake job.” Because I want to see at what point do they start the process of explaining a front brake job to me?

Sometimes, (there are) wrong answers. But I love it when a candidate says, “I review the work order with the service advisor. That’s the first thing I do.” I know that person (is) very thorough. What steps do they walk through when you ask them a question like that? The more open-ended, the better.

I think some hiring managers tend to assume things—that the candidate knows this, or you don’t need to ask that question. If anyone’s been in an interview recently, they’ve always heard, “Tell me about a time when … you got in a disagreement, you were patted on the back, you won an award.” Ask a lot of those … a lot of their history will come up, good and bad, in those types of questions.

NOLN: Although the process may look different for every shop, what are some key components to onboarding a new employee in a shop setting?

Bill Snow: At the very beginning of this, there should be an offer letter stating everything that you’ve agreed to with … that new employee. What is their start date? What are their hours? What is their pay? When is their … if you’re going to do a 30-, 60-, and

90-day review (which I highly recommend)? When do the benefits kick in? That should be black and white, given to your new employee, and signed by that new employee. Hopefully, there’s an employee handbook that exists for that shop. Or a binder that has all the standard operating procedures. That needs to be reviewed with the new employee as well.

Part of the onboarding, to me, starts (with) that offer letter. Once that’s received and signed … hopefully that candidate that you hired is giving two weeks’ notice. So, you’re not going to see them again for two weeks. You ought to be working with them during those two weeks. Here’s your tax paperwork, and here’s a link to fill out our onboarding materials. Or here’s a packet I need you to fill out. Here’s where I want you to park when you come on your first day.

On that first day, there ought to be a welcome card from every employee signed. There should be a sweatshirt or a T-shirt or something with your brand on it … give them as much branded things as you can to make them feel welcome. That first day is less about turning wrenches as it is about getting to know the team, getting to know the building layout, getting their tools set up and established (and) understanding the workflow.

All too often, new technicians and mechanics get hired into environments and they are set up to fail because they’re not taught any rituals or any processes that exist within that. I’m a big fan of that first week of onboarding, that employee is getting to the hiring manager or owner of that business (to) talk to them at the end of each day. What questions do you have? What worked? What didn’t? What do I need to know?

They have fresh eyes on your business. You’re going to learn more from that person than you’ll ever learn from any business consultant or anything.

Then after that first week, you’re checking in every couple of days. Then after that, it’s every week. And then you get them into your regular monthly one-to-one discussion that every employee should be having with their boss.

NOLN: Is it necessary for shops to have a “trial period” for new employees? What should shop owners be looking for when new employees start?

Bill Snow: I do like the probationary period idea. The way we do it is 30 days, and it’s followed by a 30 and then a final 30, so a full 90 days. In the first 30 days, it’s all about, “This is everything you said you could do. This is everything your references told us about you. Let’s see if you can live up to that.” And that’s really what that 30 day is about. It’s also about ... your new employee seeing if everything you told them about your business is true. Does what you say about your culture … match what they live each day in your shop?

And at the end of 30 days, you sit down and assess with them. Hey, did I live up to my end of the bargain? Did you live up to your end of the bargain? And sometimes, we will put a pay increase after that first 30 days.

So, if we decide to hire an employee at $30.00 an hour, we might offer them $28 (an hour) to start. At the end of the 30 days, if they (do) everything they said they could, then they move to $30. So, there’s a little incentive for them to bring their best self. But that needs to continue for the next 30, and the final 30. And then, of course, throughout the rest of their career.

The other thing too is to make sure you’re keeping in touch with your existing team members and what habits or behaviors are they seeing that are either consistent with the culture, or that goes against the culture so that those can be adjusted or corrected as quickly as possible.

Defining

Establishing a workplace that helps employees succeed

By Hanna Bubser

Everyone has a different reaction to their alarm clock sounding in the morning. Some people wake up right away, ready to start the day. Others may hesitate, grab their phone, and spend a few extra minutes in bed. For some, several alarms are necessary.

Upon waking up each morning, work is usually a common thought. Preparing for the workday, both mentally and physically, is a task that some people look forward to and others do not.

Development

When that alarm clock goes off, what can employers be doing to ensure that their workplace is one that employees are excited about heading into each day? How can employees be supported toward their own success? Developing the foundations of a great workplace involves strategy, perspective, and defined dedication. Three representatives from the quick lube industry spoke with NOLN about their approaches.

SETTING THE STAGE

Much like how people guide their lives by their values, solid shop structures are formed by the motivations

behind the service.

Cody Posey is the division manager for Toot ‘n Totum, which has multiple quick lube locations in the Amarillo-Panhandle area of Texas. Toot ‘n Totum car care is part of the larger Toot ‘n Totum company, which also includes convenience stores, travel centers, car washes, fuel stations, and the like.

Posey says Toot ‘n Totum is guided by pillars: to be team focused, guest ready, and to have honor, value, and ownership.

“Our motto is, ‘Creating experiences worth repeating,’” Posey says.

At Victory Lane Oil Change, Jim Harrington is the executive vice president. He oversees operations on the company side and franchisee side. There are similar guiding forces for both.

“Providing a safe work environment is absolutely essential,” Harrington says. “Providing opportunities for (employees) to grow within in the company, and possibly providing them opportunities to expand into different roles in the company.”

Ben Enns, Northern California district manager for Oilstop, says “putting people before our own selves” allows Oilstop to provide a quality experience at its stores.

“We focus on a mission statement heavily at Oilstop,” Enns says.

“Our mission is that ‘We will serve people with excellence humbly with a servant’s heart.’ We project that to the new hire (and) throughout the teams as we grow together.”

All three of these approaches help set the stage, but what about the performers themselves? In this circumstance, that would mean the actual employees. Determining the right people to hire for an operation is just as important as the actual operation.

From Posey’s perspective, bringing on new employees who are willing and able to be trained allows the values of Toot ‘n Totum to be spread.

“We want someone (who’s) energetic, willing to show up a little early, (and) stay a little late if he or she needs to,” Posey says. “That’s really what we’re looking for.”

Posey says that while most of the jobs filled are not “career positions,” employees still enjoy the opportunities provided by the workplace atmosphere.

“What we do, it’s not black and white,” Posey says. “Every day is different.”

Education is a key component for many Toot ‘n Totum employees as well. After an employee reaches 90 days of employment and they maintain certain grade averages, they can use a tuition reimbursement program that helps that individual pay for schooling with money that can be used towards tuition, books, and supplies.

Harrington says he tends to position Victory Lane as compared to a retail environment, and this can be put into

practice when looking for potential employees. He says oftentimes, people who do not have an automotive background can find success at Victory Lane.

“Because I feel with our training capabilities, that if I can find somebody who can have good attendance, wants to learn, (and) has had good stability in their positions prior to this, those things I can work with to create a good lube shop technician, lube shop crew chief, assistant manager (or) manager,” Harrington says.

For Oilstop, Enns says evaluating a potential hire involves assessing an important skillset.

“What causes us to gravitate towards an individual is somebody (who) communicates well,” Enns says. “That’s No. 1. Great communication is super important.”

When asked about why employees tend to enjoy their work with Oilstop, Enns says he recently spoke with team member Maya Cervantes, who shared her appreciation for the opportunities available with Oilstop. This notion is exemplified by Enns sharing how Oilstop promotes from within to encourage leadership in the organization.

“We’re all on the journey together and seeing other people’s success is the true reward in our company, and seeing other people become extremely successful,” Enns says. “What we do is so exciting and so it motivates me—it gets us going.”

DOING THE WORK

While there can be some predictability in quick lube, it remains a fact that no two days are ever quite the same. That variety can keep things interesting, but it’s important to have reliability to fall back on in the workplace.

One way in which a comfortable environment is crafted at Toot ‘n Totum is through a focus on positivity and an attention to who is being brought on the team.

“It’s a fun environment. We have great management on site,” Posey says. “I personally don’t hire in, so the manager has the ownership and the freedom to hire in their own team members. And before they’re hired in, they meet the other team to make sure it’s a good gel.”

Something that Posey keeps in mind, on the employee development side of things, is the idea of betterment. He shares this with the management team members that he works with as well to keep the idea moving forward.

“I want you to end Toot ‘n Totum better than when you came,” Posey says. “Whether that’s individually, or it’s work-related.”

At Victory Lane, Harrington says the workplace culture is sustained by everyone—starting from the top and trickling down.

“We really try to keep it a family-type environment, with recognition for performance through the month, recognition for attendance (and) all these different things to show the other employees hey, people are moving through this process,”

Harrington says.

An emphasis is placed on consistent communication throughout the teams at Victory Lane. This not only keeps everyone informed, but also creates a network of individuals who are on the same page about challenges and successes.

“We really try to focus on the communication not only going out but coming back,” Harrington says. “What problematic vehicles are out there? What are employees encountering that are presenting challenges? And what can we do as an organization to look at those challenges and provide solutions on there?”

The daily work at Oilstop harkens back to the mission, and Enns says they pay special attention to ensure the people they hire are committed to that mindset.

“The culture … I would describe it as mission-minded,” Enns says. “Serving others is a top priority to us.”

By putting the customer first, employees build an attention to service that is welcoming and guided by a desire to do a good job and offer a good experience.

“You pull into (an oil change facility) you can be greeted by a couple different ways,” Enns says. “You can run into a staff that look at you and you feel like you’re an imposition upon them by being there, or you can run into a staff that runs to your car ... is excited to see you, and says hello and offers you a beverage and gives you a great smile and a great greet. That’s a successful candidate at Oilstop—somebody that’s ready to greet our guests as you would in your own home.”

UNDERSTANDING THE IMPACT

can begin. It’s one thing for a shop to have a process in place for developing a positive workplace environment, but it’s another to see the greater impact of that dedication. development is encouraged. This is exemplified in part by the tuition reimbursement

program, which Posey says employees don’t just use for car care related ventures—some individuals are involved in business school, exploring areas like accounting. But overall, when asked about why it’s important to invest time and energy into this kind of workplace development, Posey’s answer is simple.

“We operate as a family … we want to make sure that we can help you out in any way, shape or form,” Posey says. “Hopefully, whenever you graduate, you stick with us if there’s something we can help you with. But if not, we understand.”

At Victory Lane, supporting employees means looking at the whole person.

“I think it even goes beyond being an employer,” Harrington says. “You’re providing mentoring and training for people with skills that they can utilize even outside of the work environment. You’re growing and developing people, and I think that’s how we approach it.”

Harrington says leadership goes further than molding a lube technician or manager. It’s about focusing on the hard and soft skills that can be used throughout a career. He finds this kind of thinking to be especially applicable with Victory Lane, as many of the individuals they hire are young, being between the ages of 18 and 28 years old.

“I think that really has to be the focus when you’re looking at employees,” Harrington says. “How are you developing this person to be successful in their everyday life? Because if they’re successful in their everyday life, they’re going to be successful with you on their end.”

Enns says employees are set up for success from the get-go at Oilstop, as they are “exposed to things right away that show them how they get ahead.” Enns shares that Oilstop CEO Scott Hempy often says “clarity is kind,” which Enns says means it’s important to be clear with employees about their expectations and opportunities.

members.”

Se ing this path forward for employees is just one of the ways Oilstop invests in its people. But including elements such as this can make or break a workplace.

“I think without it, people may feel neglected or overlooked,” Enns says. “It’s a wonderful opportunity to have a live pulse on staff needs and people’s needs as they’re going through life. Without that heavily investment into people, you’re definitely … leading a ship without a rudder.”

THRIVING TOGETHER

Cody Posey, Jim Harrington, and Ben Enns define the traits of people who find success when working in each of their respective workplace environments.

Toot ‘n Totum

Cody Posey: “I think working as a team, (being) willing to go above and beyond, asking a lot of questions, willing to move up, wanting to move up, and just (being) eager to show up every day.”

Victory Lane Quick Oil Change

Jim Harrington: “Their day-to-day activities … we’re looking for a self-starter that’s going to come in, work through (the Victory Lane) training program, learn those items, and want to move to the next step.”

Oilstop

Ben Enns: “The ideal candidate at Oilstop is expressing joy through their work and finding joy in it that’s real.”

Getting Jiffy With It

Meet Richard Minnick: one of the district managers helping Jiffy Lube’s Stonebriar franchise thrive

By Kacey Frederick

Common Ground

Richard Minnick (second from right) appreciates the impact of a reliable team mindset.

One of the biggest names contributing to Jiffy Lube’s growth right now is Stonebriar Auto Services, LLC, a franchisee currently operating over 90 Jiffy Lube locations across the United States. Like most brands in the automotive field, its biggest asset is the talented employees working behind the scenes to supply the best service they can.

Though Stonebriar was founded only four years ago, technicians working in the company have had the opportunity to start a successful career by working their way up, such as Richard Minnick, one of Stonebriar’s strongest district managers today.

AN UNEXPECTED TURN

Before his time with Stonebriar, Minnick led a career with USA Team Spirit, a company that fundraises for high school clubs and classes. When the COVID-19 pandemic hit, it put him out of a job, pushing him to find

a career that would be considered essential work.

He left his home state of Texas to move to Lexington, Kentucky, to pursue an education. While looking for a job to support himself in the meantime, he came upon an opening at a new Jiffy Lube in Nicholasville, Kentucky, and was immediately interested. The quick lube business always appealed to Minnick.

From an early age, his brother-inlaw’s family owned a Kwik Kar shop, offering some early exposure to the environment for Minnick. He found the fast-paced work setting exciting.

FINDING A CALLING

Joining the Jiffy Lube as a lower bay technician, Minnick began to realize he had many skills that aligned with a career in this field, having training in sales, customer service, and even some experience working in a refinery for ExxonMobil.

“All those skills combined just kind

of seem perfect and suitable to lead at Jiffy Lube: talking to guests every single day, helping them with problems making sales, and really leading people to success,” says Minnick.

The transition from a team member to a store manager was not as much of a change as becoming a district manager. Now overseeing stores in Tennessee, Georgia, Alabama, Mississippi, and Florida, Minnick has had to master dividing his time between a large swath of the country.

The franchise has experienced substantial growth since Minnick first joined only a few years ago, expanding from 14 stores to 95. Only having a limited amount of time that he can spend at each store, he tries to make each visit as impactful as he can but credits the rest of the Stonebriar team for helping the business to function efficiently.

“People that work for us—our store teams—we all have bought into what we’re trying to do here, and we want

Guided

they figure it out. And I love helping them get to that point.”

to all do it together,” tells Minnick. “I have never worked anywhere where I can pick up the phone and call our head accountant and have a conversation about things to figure out something, or our marketing representative, or anybody. So that’s really been the big thing here for me.”

Though it can be challenging, getting to work with people and help their stores succeed is what motivates Minnick to work so hard.

He describes himself as a motivational manager, always encouraging his team to continually improve upon themselves.

“I really enjoy watching the store manager succeed,” Minnick explains. “I love seeing when that light bulb goes off, and everything clicks, and

INSPIRING OTHERS TO SUCCEED

Having started with the company as a technician himself, he encourages not only managers but their staff as well. He knows what their work entails and what it would take to advance ahead if they’re motivated to.

“The sky’s the limit, and I feel like if you just keep working hard, and like I said, keep making your guests happy, everything else falls in line,” Minnick says.

Much of his inspiration comes from the support he’s received from his own boss at Jiffy Lube. Having started as a store manager himself before becoming a current regional manager, Minnick credits him with aiding in his professional growth and development.

Whether it’s fellow Jiffy Lube staff or their customers, for Minnick, the most important part of the business is its people. He strives to provide their clients with the best quality service and empowers other employees to be able to do the same.

Knowing when to turn to others for guidance and a willingness to adapt and learn has been the key to Minnick rising to where he is now; he advises anyone else seeking a career in the auto industry to try and do the same. Be open to change, and don’t turn away from leaning on those who are there to help you—a united team is a strong one.

“I truly believe what our executives say, when we talk about, ‘we’re not in the oil business, we’re in the people business;’ whether that’s our employees, our guests, our vendors, that’s what it’s all about,” says Minnick.

Ready to Help

Richard Minnick encourages a work environment where team members turn to each other for support.

MULTI-SHOP OPS

Tactics for running more than one quick lube

BY CAROL BADARACCO PADGETT

JUSTIN KRIZMAN, DISTRICT manager with Premier Oil Change in Redding, California, was born with his boots on the automotive industry ground.

“I grew up in the shop with my dad, who owned a transmission repair shop,” he notes.

Straight out of college, Krizman’s older brother invited him into the oil change business he managed.

Today, 15 years later, the brothers are district managers of eight oil change shops in California and Oregon, with Justin in charge of five of them.

“Every area I manage is a little different,” Krizman contends—as he rolls up his sleeves to share basic business maneuvers that have helped his businesses succeed over time.

Find the Right Fit

While operations of the brothers’ Premier Oil Change locations started out with a one-size-fits-all approach, Krizman says they learned—as they grew—how to accommodate each shop individually.

“Due to the different kinds of cars we see at the different locations, what works in one may not work in another,” he says.

For example, a shop that sits in an older section of town might see older cars pulling in while a shop in a newer area will tend to see customers with newer cars. To keep easy track of the supplies that each shop needs, the brothers found that regular inventory analysis was mandatory.

“We keep in touch with the store managers and see what sells at each,

making sure we’re stocking inventory for what they need,” Krizman says.

Then, as the vehicles coming into a shop’s location are gradually updated to newer makes and models, eventually the inventory will need to be liquidated.

“We transfer the inventory from one store to another, where it might still be needed, so it’s never wasted,” Krizman shares.

In addition to maneuvers like swapping inventory around between locations as needed, the brothers rely on technology to get ahead of the game and make sure each shop is stocked right.

“We have a sophisticated computer software system that has information on every vehicle and part number,” Krizman describes. His shop managers then use physical whiteboards to write down what they need.

Weekly, Krizman and his managers place orders, calling on a distributor they work with closely.

“We have a direct line to our distributor so we can get information when we need it and figure out where to obtain inventory,” he says.

Krizman is also relies on Premier Oil Change’s resources at the very top.

“I’ve been doing this a long time, and the owner of the company, Matt Webb, has been in the business for 30 years. Between us, we have a good circle of contacts,” he notes.

Stay Connected

Krizman advises owners to make use of organizations in the industry. One he has learned a great deal from is the the Preventative Automotive Maintenance Association, or PAMA.

Webb is the organization’s current president. In addition to giving owners an instant industry network, joining PAMA can help them learn when something is faulty on newer vehicles, Krizman says.

“Things can get blamed on auto repair shops and quick lubes that are really just factory issues,” he notes. “PAMA makes shops aware of it.”

He further advises: “Don’t leave yourself at risk of paying for something that is not your fault.”

Moving forward, Krizman is paying special attention to what’s coming out next so he can make sure it’s pulling into his shops.

“Lots of oil change companies are trying to figure out how to get electric vehicles (EVs) in the door and make revenue on them,” he says. “We’re trying to get ahead of this and figure out how to service these vehicles, because every single day people are trading in gas vehicles for EVs.”

Right now, Krizman says that somebody else is getting their business: dealerships.

“PAMA is doing great to educate people and say, ‘Hey, you don’t have to go to the dealership. In the preventative maintenance industry, we’re qualified to work on these vehicles.’”

For Krizman, getting the EV business will allow his quick lube shops to compensate for revenue lost as the number of traditional vehicles on the roadways slowly begins to shrink.

“It’s key that our industry gets the message out to the EV industry— and helps make people comfortable bringing EVs to us,” he adds.

A WHOLE DIFFERENT

Five tips for the newcomer quick lube owner

BY CAROL BADARACCO PADGETT

TAKE A GERMAN SHEPHERD, for instance. When you meet a new one you don’t just run up and stick your hand out.

Life experience tells you it’s wise to inquire into its temperament first, observe closely, and approach with care. Nobody wants to get their hand bitten.

Running a quick lube is a little bit like that. But with some wise council you could find yourself a lifelong companion.

Here are some tips and takeaways from two industry pros to help you succeed.

No. 1: Understand people

Jeffrey Crafton is director of Sayle Lube, based in Charleston, Mississippi, and between himself and his team he draws from over 50 years of experience in the industry. He started in the pit at age 17 and was running a store by the time he was 20.

You may think you’re in the business of cars, he finds of newcomers who want to own a quick lube, but it’s really customers and employees you’ll have to learn to handle.

“If you’ve always been locked away in an office and then decide to get out in front of people, it probably won’t work out well,”

ANIMAL

Crafton says. “You have to be able to set the standard for your employees for how to take care of people—your customers.”

Another point Crafton makes is that while nearly anyone can be trained to do the technical part of the job, only certain people will be capable of truly excelling at the art of dealing with customers.

“You can’t really teach people to deal with people unless they have a good attitude about it and can deal with people,” he notes.

Does this mean that everyone you hire must be a people person? Not at all, Crafton admits.

“Put the right people in the right spots. For example, you might have a great assistant manager who was a good technician but you find he’s not really a good manager. You’ve got to put people where they’re a strong fit.”

No. 2: Understand how a business makes a profit Cecil Bullard is the CEO and president of The Institute for Automotive Business Excellence in Ogden, Utah. Before he became a training consultant, he owned a West Coast automotive business that did $2.6 million in sales in 2007 with four techs and two service advisors—and it made Motor Age magazine’s Top 10 Shops list three years in a row.

Just as new owners can sometimes be people who’ve been locked away in an office prior to opening a quick lube, sometimes they’re people who’ve only ever been buried in the bays.

“Many come in as technicians and they’ve never run a small business,” as Bullard puts it. “They may call around to six to seven different shops to see what they charge and then decide they want to be the least expensive—and lose money in the process.”

If an owner understands the business, though, or learns to understand it, they’ll come about their pricing quite a bit differently.

“If you understand your business you’ll know how many cars you need at this repair order and at this margin,” he gives as an example.

In addition to understanding the business and how to price services, a new owner will need a head for marketing.

Bullard boils marketing down to this: “How do I get people into my business?”

No. 3: Understand the industry importance of “quick”

It sounds so simple, but new owners must grasp the realization that when someone brings their vehicle to a quick lube, they expect their service … quickly.

As Crafton says, “We need to be quick in our industry, it’s what sets us apart from the dealership or the general tire shop that does oil changes.”

And the notion of quickly always includes efficiently, he notes.

“You need procedures in place that you never waver from,” he stresses. “The moment you do,

mistakes happen. And that easy job can cost you a lot of money without the procedures in place.”

No. 4: Understand who you want to be by learning from others Good management includes an unwavering vision of who you want to be as a business.

“The includes foundational principles that staff understands, and then they can make better choices (for how to handle things throughout the course of the workday),” Bullard says.

He adds, “When you’re managing people, you can’t attack them for not doing their job unless you’ve determined who you are and decided how you want to get there. And then your conversations with employees—and even customers—will be different.”

What are some sound ways to determine vision and culture at your new business in the first place?

Bullard advises looking through some franchise guides to see what their guiding principles look like.

Another tip: talk to a good mentor or coach, as well.

Bullard says that despite years in the industry, he still makes use of a coach. “I don’t know everything,” he states. “And when I can’t see the forest for the trees, I want somebody to say, ‘Hey, there’s the forest.’”

Crafton piggybacks on the topic, suggesting, “Utilize all your vendor training. For example, we use Shell oil for our oil supplies, and they’ll give you all the knowledge around the oil you’re selling.”

Another tip from Crafton, “Our new location, a state-of-the-art multi-care center with a quick lube on one side and a minor mechanical on the other, has Hunter Equipment and we send our guys to their class for alignment.”

And finally, he suggests reading up. “I read things in NOLN all the time that help me out. And we also attend conventions that we hear about in magazines.”

No. 5: Understand who’s best to face the public

“I would prefer someone from the hotel or restaurant industry at my counter when people walk in because sales is about knowledge of

people—not about an individual’s knowledge base,” Bullard notes.

“Techs can come in with a lot of baggage and think customers want to know all these details about their cars, when all many want to know is that their cars will be safe and they will have a good experience with you,” he states.

Someone new to the business who doesn’t know quick maintenance will ask what they need to know, while giving advice to people who’ve already been techs can be more difficult.

“Years ago I started as a tech,” Bullard shares. “And you’d work for a long time on cars and then you’re going to talk to customers. And you’re bringing your preconceived notions about what it takes to do the job and how long.”

Crafton weighs in about his personal experience gained from the early days, as well.

“I’m a people person, and that kept me around in this business. I like to work with the general public. It gives me a sense of satisfaction to see a customer smiling when they leave,” he adds.

LOOKIN’ GOOD, INSIDE AND OUT

Shop aesthetics and heart help keep the car count high

BY CAROL BADARACCO PADGETT

“LIVING THE DREAM,

ONE CAR at a time.” That’s how owner Doug Edgman describes the experience of running his shop, Doug’s Pro Lube, in Monett, Missouri.

Monett is a small city of under 10,000, situated in the Ozarks between Joplin and Springfield.

Edgman’s sunny disposition may be the byproduct of personal temperament. But it could also be the result of the inviting vibe the oil salesman has cultivated at Doug’s Pro Lube—a pleasing aesthetic that keeps a steady flow of customers coming through the doors of the three-bay business each time they need an oil change.

The Backstory

In 2006, Edgman and his wife, Ramona, bought the quick lube business.

When Edgman’s own banker wanted more money down than the couple could pay, a friend suggested maybe his bank could help.

So, instead of the $50,000 Edgman’s bank required, he was able to get the loan with just $5,000 down.

“The day we were set to close was Friday the 13th at 5:01 p.m.,” Edgman remembers. “And the banker said, ‘You wanna move it to another day?’ And I said, ‘Dude, if I can overcome Friday the 13th, I can overcome anything.’”

Closing complete, Doug’s Pro Lube opened with five employees, a number he set his sights on after realizing the previous owner had too many.

“He had eight people for 25 cars a day,” Edgman says. “There was a bench sitting out in the shop and two or three would sit there and watch the others work.”

After paring down the number of employees, the Edgmans started cleaning up the business. And this is where aesthetics became a consistent calling card of Doug’s Pro Lube. A calling card that clicked with customers in the local community.

PHOTO: EMILY ROWE

The Challenge

At purchase time, the Doug’s Pro Lube building needed some work.

“The building was totally gray outside, with a red roof. The waiting room was a Mohave tan, the walls were tan, and the counter was red. It was boring and it always looked dirty,” Edgman describes.

So, the Edgmans made the walls red, the counter black, and changed all the shop’s dated oak finishes to diamond plated aluminum.

“Kinda snappy,” the owner puts it. “And we got new furniture.”

Outside, they also relied on polished good looks to grab the public’s attention from the road.

“We cleaned it up and painted it and made it look totally different,” Edgman recalls.

Aesthetic challenges overcome, the owners turned their attention to operations. Because they knew that in order to be successful, the beauty of Doug’s Pro Lube had to be more than skin deep.

The Solution

As much as the Edgmans rely on aesthetics to help make Doug’s Pro Lube successful, they keep their eyes focused on customer experience.

“Customer service is my No. 1 button,” Edgman stresses. “Your name is all you’ve got.”

It’s a button he has learned a great deal about in every job he ever had before opening Doug’s Pro Lube.

“Basically, I’ve been in an interview for this job my whole life,” he says, remembering a prior role as a parts manager at a Chevrolet garage, along with work experience at a parts store and an RV company.

To most effectively pair up aesthetics with customer service, Edgman also put an eye to ingress and egress.

“Our people meet them in the parking lot before they make it to the

waiting room. It’s inviting,” Edgman says of the experience.

Another reason Edgman excels at creating an inviting customer experience is his ability to put himself into his customers’ shoes and to understand their needs.

“Let’s say the customer is your grandma and she’s 82 and still driving,” the owner imagines.

She’s met in the parking lot, shown into the business, and when her quick maintenance is complete it’s easy for her to leave.

“We back her car around to the back so all she has to do is get in and drive away. No tripping or getting into the wrong car,” Edgman says.

He adds, “I’m blessed to have my crew, and they buy into the customer service approach. And business is way easier when you know how to talk to your customer.”

Another inviting move at Doug’s Pro Lube is that customers are remembered on holidays.

“On Mother’s Day we give roses. On Father’s Day, gun oil,” he says. “And on Valentine’s Day—roses again.”

For Christmases in the past few years, the business has given out $1,000 worth of $20 gas gift cards.

In Monett, Edgman paid attention and noticed that heavy-duty vehicles in the area needed his services.

“My quick lube is a little different because we’ll do dump trucks and semis and fire trucks,” he says. “We have one bay for heavy-duty.”

Doug’s Pro Lube is impressive from the backend, too.

Starting out, the business’s point-of-sale system was Sage Microsystems, now DRB Systems.

“When they download our daily information they send out messages to our customers. My cashier gets email addresses if customers will share them, and we’ll email them a coupon for the future—maybe a deal for $10 off a tire rotation or $5 off wiper blades,” Edgman shares.

And if they don’t get an email address, Doug’s Pro Lube keeps in touch through snail mail.

The Aftermath

The same quick lube building that once saw 25 vehicles a day coming through its bays now sees 50 to 70 almost every day.

“Keep laying the bricks,” Edgman says of his consistent emphasis on delivering excellent customer

PHOTO: EMILY ROWE

service. “Keep giving people what they need, and they’ll spend money.”

His approach has clearly paid off: the business that pulled in $300,000 a year when he bought it now pulls in nearly five times more.

“Who would’ve thought a small town boy could buy a quick lube on $5,000 credit? And this year we’re looking at doing $1.5 million,” he scratches his head.

As much as being a quick maintenance provider, Edgman and his team have become trusted advisors.

“We ask people questions and we show them a way to do what needs to be done,” he says. “We build the customer rapport. We don’t just take your money because you came in—we plant a seed and it will grow.”

Some customers are easier to deal with than others, naturally, but

Edgman doesn’t let that get him down. No matter who pulls in for service, his approach is consistent and customer service is No. 1. As he puts it, “We don’t take advantage of anyone.”

The Takeaway

The beauty of doing business at Doug’s Pro Lube has been cultivated from the inside out. Aesthetically pleasing? Most definitely. At the cost of customer service? Never.

“You can either be a hero or a zero,” Edgman says of courting business and keeping it. Another Edgman pearl of wisdom: “Honesty is honesty.

“A lot of business people don’t look at the customer that way. They see them as a dollar sign, in some respects. But give them what they need and they’ll come back.”

Ever putting himself in his customers’ shoes, he closes, “You know how you see a picture of food at a restaurant and you go in for that hotdog and it looks like an elephant sat on it? I tell them, ‘I want this big beautiful hotdog on the picture.’”

PHOTO: EMILY ROWE

CLEANING UP IS GOOD BUSINESS

An organized and clean shop will be inviting to customers and employees alike

BY PETER SUCIU

THE AUTOMOTIVE SERVICE INDUSTRY HAS LONG HAD a certain “reputation”—one that is all too often reinforced in movies and TV shows. Customers show up and almost expect to see an unkempt shop floor with puddles of grease and other fluids, dirty rags, and tools spread across the counter. In recent years, the industry has gone to great lengths to set the record straight, but some owners and operators argue that more can be done.

“I don’t think people realize what a big difference it makes for customers to walk into a clean shop,” says Ben Capelle, owner and operator of the Costa Oil 10 Minute Oil Change franchise in Columbus, Ohio. “There is still very much a negative connotation within the industry, and perception is really important today—especially as customers have so many options.”

That First Impression

A clean shop should go hand-in-hand with greeting the customer with a smile, as it makes that lasting first impression.

“People who see a clean shop are going to have the perception that the staff is more knowledgeable and experienced,” Capelle tells NOLN. “We have to remember that perception is everything. Why would a customer even come into a shop that is a mess?”

A clean shop can also build trust. There is certainly the perception that the shop makes the effort to maintain a level of cleanliness, the customer will likely have greater trust that the same effort is being employed on their car.

“That is a big deal in our industry, and someone who cares about their shop is going to convey that they care about the customer’s car. I think it is one of the things that can really set the shop apart,” Capelle continues. “People aren’t going to give you a second chance when it comes to trust. Don’t give them a first strike by presenting a dirty shop.”

Cleanliness Builds Morale

Another important consideration today is that unemployment remains at near-record lows, and talent in the

industry remains hard to find and hard to keep. A clean and organized shop can make it easier to attract and retain talent, especially those workers who strive to go above and beyond. It is going to be hard to build an all-star team if the place of business is dingy, dirty or otherwise doesn’t convey a level of professionalism. A clean shop will be a place where employees will want to work.

“It is exactly that,” says Capelle. “Attracting employees is as challenging today as it is to get new customers. Employees have so many choices, and there might be a small number who don’t mind working in a dump, but we believe that a clean shop is good for morale.”

An unkempt shop may draw in customers if the prices are dirt cheap, but if it is well-kept, it will draw in clientele that could grow the business with more respectful customers.

Cleaning is Work—But Don’t Make It a Chore

It would be easy to suggest that each evening the shop should get a scrub down from top to bottom with the power washers pulled out, and the technicians detailing every crevice and polishing every tool. That is certainly overkill, but at the same time, cleaning shouldn’t be done only when needed. Instead of allowing the shop to need such deep cleaning, Capelle suggests that a schedule be made where cleaning becomes routine. It begins with organization.

“This is the absolute first step,” he says. “And things need to have a place and should be required to stay there when they’re not being used.”

That can also keep the shop running smoothly as tools, critical equipment, and other items aren’t misplaced. Employees shouldn’t have to be reminded to be clean, but there should be instructions and the proper supplies.

“You can’t just hand an employee a bottle of Windex and say, ‘Clean the shop,’” says Capelle. “The staff needs to be equipped to keep the shop clean. There should be procedures for cleaning when there is downtime. And there should be a schedule in place to cover certain tasks.”

Emergency Services

What should you do when you have a medical emergency in your shop?

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.

ATATUM

@V A L U B E .COM

I WAS RECENTLY ON A CALL WITH OTHER franchisees and representatives when the topic of AED devices in our location was brought up. There were mixed thoughts on them and I, for one, was not keen on them being in the location. We all have guys who might be tempted to check it out or even do something wrong while using it. But it did mention a good topic for discussion. What can we do to help in an emergency in one of our store locations?

Most of the time, what we hear about in a quick lube or a shop is when someone has been knocked over by a car or has been injured by a faulty machine or tool. When these things happen, what do you have available for first aid? Now, we should all have a first aid kit in place in our location. This is standard. But to go the extra mile in this training, look into sending a few key personnel to do this. It will especially become more important if you happen to have the unfortunate event of an employee or customer being struck by a car.

On that point, this is a situation that may require more than some basic first aid. We have all seen the videos and heard the stories in the field. Employees getting run into doors, broken bones, etc. Absolutely first and foremost, call 911! In any situation that is beyond basic bandaging up and stopping any bleeding, this is the primary duty. If you have someone who has the training that we were discussing previously, have this person check on the condition of the victim. You will be looking for ways to stabilize the person while waiting for emergency services. In many cases, this could include keeping them from moving or even applying pressure to injuries. You do not want just anyone doing this. So, in these unfortunate circumstances, it is good to put together an action plan of who does what in a situation.

This leads me back around to what started this conversation in the first place: the

installation and use of AED devices in our locations. An automated external defibrillator or automatic electronic defibrillator is a portable electronic device that automatically diagnoses the life-threatening cardiac arrhythmias of ventricular fibrillation and pulseless ventricular tachycardia, and is able to treat them through defibrillation, the application of electricity which stops the arrhythmia, allowing the heart to re-establish an effective rhythm.

In other words, it can restart your heart in an emergency that involves a person losing a pulse. If you have someone that has CPR training in the store, this is a secondary way to help save someone’s life. There is training required for the usage of these machines, as it can do more harm than good if not done correctly. In the United States, we do have “Good Samaritan” protections that can protect you from being criminally liable if you are using these machines to save a life.

However, please consider that not everyone will be thinking or acting in appreciation of your efforts. We investigated the liability of our shops with these and in our state, even though you cannot be charged criminally if something goes wrong, you can still be sued in court for monetary recoveries. With every good deed, there is always a consequence in today’s day and age.

We have discussed a few ideas for safety in the workplace in this column. Whether you choose to implement any of the training opportunities or installation of increased first aid and/or life saving devices in your location is up to you. The most important thing that we can take from this is that things do happen. Someone will get cut; they will slip and fall or even bang their head on something. Having someone in the building that can help with these issues will not only lower workers comp risks but could be the difference of someone having permanent damage due to lack of response. Remember that your employees are your most important asset. How are you going to protect your assets from damage?

PHOTO: LUCAS MOORE

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