NOLN - September 2022

SEPTEMBER 2022 / NOLN.NET toCommittedExcellence The 2022 Operator of the Year Page 20 THINK ON YOUR FEET PAGE 40 SUPPORT PART-TIMERSFOR PAGE 36 KNOW YOUR CUSTOMER BASE PAGE 35 Living the Legacy Eric Frankenberger has led Oil Changers through a massive period of growth, drawing upon the lessons learned from his mentor, Larry Read, who was NOLN Operator of the Year in 1992.

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SEPTEMBER 2022 5 09.22 06 AOCAONLINEisthe industry watchdog 07 EDITOR’S LETTER Celebrating industry leaders QUICK HITS 09 INDUSTRY INSIGHT FullSpeed’s “future” shop design 12 AROUND THE INDUSTRY Utah chain raises charitable funds 15 ADAPT EV education promises innovation 16 SHOP GwatzillaLOOKWash ‘n’ Lube SERVICE 35 PIT STOP Key customer survey strategies 36 HUMAN RESOURCES Perks for part-timers 40 CASE STUDY Proper pivots in busy times 38 BetterSALES+MARKETINGemailsforbetter contact COLUMNS 18 FROM THE SHOP Being a community leader BY ADAM TATUM 55 AOCA DealershipCORNERmodel shakeup BY BRETT FRASER 58 LEADING EDGE What not to learn from COVID BY LENNY SAUCIER DrivenExperience-Leadership Since 2010, backthehisasledFrankenbergerErichasOilChangerspresident.Buthistorywithindustrygoesmuchfurther. BARBIERILUCAS CONTENTS NOLN, VOL. 37, NO. 9 (ISSN 1071-1260), IS PUBLISHED MONTHLY BY 10 MISSIONS MEDIA, LLC, 571 SNELLING AVENUE NORTH, ST. PAUL, MN 55104-1804. COPYRIGHT ©2022 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. FEATURE 20 LEAD 2022STORYOperator of the Year Eric Frankenberger has led Oil Changers through an impressive period of growth, and he’s just getting started. BY MATT HUDSON

In a statement, the AOCA says it has conducted three years of research into reports of the plug-out events. The statement read in part: “...the Automotive Oil Change Association (AOCA) discovered this unique malfunction, which occurs without telltale leakage or malfunction indicator lights and most o en while driving thousands of miles a er service, is likely the result of (1) double-gasketing due to a paint-camouﬂaged factory gasket fused to either the plug or the pan; and/ or (2) overall ﬂimsy pan material that expands and contracts under pressure such as the kind of intense pressure and vibration associated with Hyundai/Kia’s pervasive engine defects (connecting rod bearing wear, improperly heat treated piston rings, excessive oil consumption, etc.)”

The AOCA has joined The Auto Care Association, Tire Industry of America, Service Station Dealers of America and Allied Trade, and the Automotive Services Association to ask the National Highway Traffic Safety Administration to investigate potential defects.

The Automotive Oil Change Association is urging federal regulators to investigate malfunctions in certain Hyundai and Kia models that cause drain plugs to fall out unexpectedly.

6 NOLN.NET NOLN.NET/PODCASTS NOLN.NET/BLOG NOLN.NET/VIDEOSNOLN.NET/TWITTERNOLN.NET/FACEBOOKNOLN.NET/LINKEDIN GETTY 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 THE NOLN PODCAST Head online to check out NOLN’s library of podcast interviews. Hear from quick lube leaders about new strategies, service stories, and innovative operations that push the industry forward. Listen to all the episodes and subscribe at: noln.net/podcasts PODCAST VISIT NOLN.NET TODAY AOCA URGES INVESTIGATION OF HYUNDAI, KIA DEFECTS

Furthermore, the AOCA reports that another group, the Automotive Maintenance and Repair Association, is working to establish a rebuttal for claims that plug-out events are due to technicians not applying the correct torque pressure during service.

09.22 ONLINE

EDIT LETTER OFECHOES1992

MATT HUDSON CONTENT DIRECTOR, NATIONAL OIL & LUBE

NEWS EDITORIAL CONTENT DIRECTOR Matt Hudson DIGITAL REPORTER Hanna Bubser CONTRIBUTING WRITERS Adam Tatum, Lenny Saucier, Peter Suciu, Nolan O’Hara, and Daniel Pearson 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 VP AND PUBLISHER Chris Messer, cmesser@10missions.com ASSOCIATE PUBLISHER Andrew Johnson, ajohnson@10missions.com MARKETING STRATEGISTS Marianne Dyal, mdyal@10missions.com Chad Hjellming, chjellming@10missions.com Bob Marinez, bmarinez@10missions.com Martha Severson, mseverson@10missions.com Kyle Shaw, kshaw@10missions.com Dan Thornton, dthornton@10missions.com Sean Thornton, sthornton@10missions.com ASSOCIATE MARKETING STRATEGIST Kenzie Verschoor, kverschoor@10missions.com CLIENT SERVICE SPECIALIST Jen George, jgeorge@10missions.com ART AND PRODUCTION CREATIVE SERVICES DIRECTOR Zach Pate ART DIRECTOR Jonathan Ricketts GRAPHIC DESIGNERS Mitch Bradford, Morgan Glisczinski NOLN GENERAL MANAGER AND PRODUCTION MANAGER Mariah Straub EVENT PRODUCER Kate Fahlen COMMUNITY DEVELOPMENT ASSOCIATE Meghan Horan SENIOR DIGITAL MEDIA STRATEGIST Tiffany Fowler BOOKKEEPER AND CLIENT SERVICE SPECIALIST Meghann Moore 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 Endeavor Business Media, and Endeavor Business Media does not accept responsibility for advertising content.

09 .22

LET ME BEGIN BY QUOTING A PASSAGE:

This year’s award winner includes a callback to a former operator Frankenberger would mind. In our interview, he spoke a lot about the great foundation Read set up in the company and the lessons he shared. And hopefully Read is proud of the state of Oil Changers today. The brand surpassed 100 locations earlier this year, and it has added stores in new states. For his part, Frankenberger has been a capable leader. In each interview I’ve had with him over the years, he has always clearly demonstrated a problem to fix and the strategy to fix it. And he’s always giving credit to his team, who make those strategies work. We get so many nice award nomina tions each year, so of course we at NOLN like to highlight runners up. This year, I hope you enjoy the story of Ray Gould, who became a shop owner shortly before going on a yearlong deployment with the U.S. Army Reserve. The second runner up you’ll read about is Jeffrey Crafton, who runs a network of quick lubes on behalf of the Sayle Oil Company in Mississippi. He has always been an impressive operator who does things the right way—and the numbers he’s produced are direct results. This is the 33rd edition of NOLN’s Operator of the Year award. Thank you to all who nominated great opera tors, and please keep letting us know about the triumphs you’re seeing in your field.

SEPTEMBER 2022 7

“In 1984, after working nearly two decades in the insurance industry, Larry Read began formulating the busi ness plan that led to the creation of the northern California-based Oil Changer fast lube chain.” That was the opening line of the 1992 NOLN Operator of the Year article featuring Read. At the time of the article, the company had 39 locations. Three decades later, NOLN celebrates current Oil Changers President Eric Franken berger as the 2022 Operator of the Year. I might hesitate to open a column about Frankenberger by talking about his former boss, but I don’t think

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FullSpeed Automotive’s “Store of the Future” model aims to take quick lube service and customer experience to the next level.

SEPTEMBER 2022 9 INDUSTRY INSIGHT QH

In terms of the quick lube market, FullSpeed Automotive is preparing for the future in a slightly different way.

DESIGNED WITH THE FUTURE IN MIND

“Most automotive aftermarket facil ities have looked the same for decades,” Stilwell says. “They all seem to be tan and brown, and they all have brick at the bottom. They’re all the same kind of shape. Most of them have a tower of some sort, and they all look the same.”

BY HANNA BUBSER WHEN PICTURING A STORE FOR THE future, many elements may come to mind. Perhaps it’s a store that only exists in virtual reality. Maybe it’s one of those stores that attaches to an online account, meaning you don’t have to check out at a cash register. Or, it could be that a truly futuristic store would encompass many unexpected yet effective components.

Ron Stilwell, chief development officer at FullSpeed, says that nothing was left to chance in the development of this new store model.

The automotive services franchisor announced a “Store of the Future” model that brings a new perspective to the classic quick lube approach.

GETTY

Stilwell explains that there were five elements that were prioritized in the development of this model. They include: the exterior, the service bays,

This model was designed specifically with the idea that elements can be incorporated into any existing store as well as a new one. FullSpeed is working with franchisees that are in the design phase and who are wanting to revitalize existing older buildings by adding these “Store of the Future” elements.

Stilwell also believes that having a consistently clean and visually appealing environment creates a better work space for team members. This could help with recruitment and retention in today’s industry, with many

10 NOLN.NET the lobby design, value engineering, and technology. Define the Identity FullSpeed looked to fast-casual restaurants, other automotive concepts, and even airports for inspiration. Overall, the automotive services franchisor wanted to establish a modern and upscale feel for its Thestores.model will first be rolled out to Grease Monkey and SpeeDee Oil Change locations, which are two brands under the FullSpeed Automotive umbrella. Stilwell says that these brands lend themselves well to the design elements due to their franchise opportunities.

Promote, Inform, and Impress

“As a franchisor, we really feel it’s important that we are instantly identifiable, that we’re separated from the others. and that we provide a quality experience,” Stilwell says. “All of that is great, but you have to be able to do that in an affordable manner and you have to make sure that the model works and that the franchisees can be successful.”

In an eﬀort to promote new quick service lanes, the “Store of the Future” will incorporate overall cleanliness to the utmost degree.

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“A lot of garages and bays in the past have been dirty and not wellkept because the customers aren’t in there,” Stilwell says. “This new approach that we’re doing has a very clean and well defined experience for the guest if they stay in their car while they are having their oil change.”

Another component of the “Store of the Future” is technology, naturally. Stilwell explains that FullSpeed is working closely with technology in several diﬀerent ways, including the development of tech that could help speed up overall operations.

Embrace Technology

• Designed to store diesel and bio fuels,

SEPTEMBER 2022 11

“If they are in a quality environment, they have a much be er impression as to the type of service that’s being done on their vehicle,” Stilwell says.

Stilwell sees the advantages of using technology to provide insight to the customer, the brand, and to help reduce any mistakes that are made in the ﬁeld.

The idea of technology helping to improve efficiency especially stands out to Stilwell, as he explains that it will keep FullSpeed’s brands relevant to multiple generations of customers. Speed is at the core of the future of quick lube locations in a big way.

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“We tried to think about the entire experience from what the guest would see while they’re sitting in the car.” Stilwell says. The hope is to establish a clean, comfortable, and unique environment for the customer. In addition to screens showcasing additional shop services while the customer gets their vehicle serviced, the “Store of the Future” houses a lobby that people wouldn’t mind spending a little extra time in if necessary.

automotive shops finding it difficult to staffForlocations.thecustomer experience angle, this store model has considered the perspective of the actual customers themselves.

“Some of the research that we did shows that the guest is really looking for a be er experience,” Stilwell says. Stilwell explains that customers prioritize speed and quality. In an eﬀort to help establish the la er, the lobby designs were inspired by airport lounges. They oﬀer space for customers to plug in electronics, get comfortable, and have an added sense of privacy.

“The younger people growing up are used to instant everything,” Stilwell says. “From instant oatmeal to this, that, and the other. Everything is instant, so speed is more and more important.” motor

“Since 2005, we have held our annual fundraising program in support of our partners at the Boomer Esiason Foun dation to help find a cure for this deadly disease. We’re very proud and appre ciative of the community’s support in donating more than $1.4 million over the last 17 years and we hope to continue the momentum in 2022,” said Kirk Umphrey, president of Lube Management, in the press release.

SPLASH ACQUIRES FAST LANE OIL CHANGE AND CAR WASH Splash Car Wash has acquired Fast Lane Oil Change and Car Wash in New York state. GREASE MONKEY IN ARIZONA

FULLSPEED OPENS CORPORATE-OWNED

There are currently seven franchise locations in Peoria, Phoenix, Prescott, and“OverTucson.the past few years, we’ve been on a phenomenal growth curve, and with only a select number of facilities operating in Arizona, now is the oppor tune time to invest and continue to build out our brands in high-profile markets,” said Rob Lynch, chief executive officer of FullSpeed Automotive, via the press release. “This new corporate opening will further promote the need for quick lube services and solidify FullSpeed’s position as one of the nation’s largest automo tive aftermarket services operators and franchisors. With the right concepts, proven track records, and a booming auto aftermarket industry, we’re eager to accelerate our development efforts acrossThisArizona.”newlocation brings the brand’s total to 500 locations in the United States and internationally. FullSpeed’s target goal is to have 1,000 units by the end of 2023.

FullSpeed Automotive has announced the opening of its first corporate-owned Grease Monkey location in Arizona.According to a press release, the store opened August 1 in Anthem, Arizona. FullSpeed hopes to add five new locations to the state over the next two years.

12 NOLN.NET AROUND THE INDUSTRY PHOTOGRAPHYRIVERBARKPHOTOGRAPHY,LEIGHDANA QH

Lube Management, a franchisee in the Salt Lake City area, has launched its 18th-annual fundraiser to support the Boomer Esiason Foundation for Cystic AccordingFibrosis.toapress release, custom ers take advantage of service coupons as part of the program, and that triggers a $1 donation from Jiffy Lube to the foundation.

UTAH JIFFY LUBES RAISE FUNDS TO BATTLE CYSTIC FIBROSIS

SEPTEMBER 2022 13

TBC BRANDS APPOINTS TOR OF COMMERCIAL SALES

“Through his vast knowledge in the commercial tire and retreading industry in addition to his extensive custom er-centric sales and management experi ence, I am confident that Clif will lead the TBC Brands commercial team into our next phase of growth,” said Geoff Doster, president and COO of TBC Brands and TBC International in the press release.

According to a press release, this acquisition brings Splash to a total of 36 wash locations in New York. Fast Lane is located in Brewster, New York. Splash and Fast Lane have been direct competitors since 2007, upon Splash completing the acquisition of its existing Brewster location.

Armstrong has had a nearly 30 year career in leading strategic development for the commercial tire business. Some of his past roles have included: Conti nental Tire’s director of commercial tire marketing in the Americas, president of Pirelli Industrial Tire North America, and president and CEO of Marangoni Tread North America.

Additionally, he was on the Board of Directors for Systeme De Rechapage RTS and Marangoni Tread North America from 2019 to 2021. TBC Brands LLC is one of North Amer ica’s largest distributors of proprietary brand tires.

“This is a nice addition to our portfolio,” commented Dan Petrelle, chief operating officer of Splash via the press release. “We plan to convert the site to an express wash with the addition of free self-service vacuums, pay gates and substantial equipment upgrades. Unlimited customers will be able to utilize both washes with their membership – express members will pay a small fee for unlimited access to the existing full-service site while primary full-service members can use either facility free of additional charge. This mirrors Splash’s strategy in the White Plains market, which has worked very well, where the chain operates two full-service sites and one express wash providing a comprehensive offering covering all wash needs of the customer base.”

TBC Brands has appointed Clif Armstrong to Director of Com mercialAccordingSales.to a press release, Arm strong’s role will focus on developing growth efforts for commercial businesses.

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One area that Morelock is interested in revolves around converting ICEs to EVs, and he believes his proposed idea on the topic may have helped the school get the grant in the first

Ernie Morelock, head of the Automotive Motor Sports De partment, says that including EV education goes further than just showing how to work on a car. It’s also about understand ing potential dangers.

“Whether it’s still ICE or whether it’s a fully electric motor, we want our students to have that competitive edge,” Morelock says.

The ways in which the grant will be able to benefit the stu dents are plentiful, and Morelock is excited to see where the curriculum could take students once fully developed.

There are many exciting components at play through this grant, which Farrell believes will only boost the reputation that Northeast already has.

Northeast is working on a curriculum that effectively integrates EV technology into its pre-existing programs, but Farrell wants the program to go beyond that as well.

Farrell explains that the National Science Foundation has a section called the Advanced Technological Education Program, which focuses on advanced technology fields that drive the nation’s economy.

“We’re are partnering with local, regional and national partners in this project,” Farrell says.

“We feel that this grant is going to help us on the top end to secure equipment,” Morelock says. “There are a lot of companies out there that are manufacturing training equip ment for automotive programs…but there are very few that have started on their EV and HEV side.”

The ADAPT: Automotive Technology Summit is a three-day event covering the most progressive and pressing trends disrupting the industry. Learn more at adaptsummit.comSEPT. 24-25 • DALLAS-FORT WORTH, TEXAS.

SEPTEMBER 2022 15 KEY INSIGHTS, TRENDS AND STRATEGIES FOR TOMORROW’S INDUSTRY—TODAY

Morelock explains that this grant will help the school gain access to manufacturer level trainers that will specifically help with EV education, which Morelock says is harder to come by then it may seem.

Northeast State Community College received a $350,000 grant to integrate electric vehicle technology into its automotive curriculum

Existing automotive programs at the school include automotive service, a motor sports training program, auto body technology and certificates in auto body service and automotive service.

“If it was mandated, how many people could give up their internal combustion engine and purchase an EV right now, with minimum costs at $39,000?” Morelock asks. “We want to stay a little ahead of the curve when it comes to what type of training our students will need. If it happens tomorrow, if they mandate [EVs] tomorrow, we’d have to scuttle a little bit but I think we could be ready.”

The school was also invited to be a part of the National Electric Vehicle Consortium, which is made up of a network of industry and academic experts.

“The safety issue, when you’re around such high voltage, is very important,” Morelock explains. “We’ll need to stress how important it is that these inter-level techs, and the workforce, understand that they cannot conduct themselves around these EVs the way they did previously with regular ICE vehicles.”

With this backbone of support in place, the school is set up for success when it comes to bringing an EV focus through the grant.

“The goal of the National Electric Vehicle Consortium is to bring people together in the EV world focusing on standardizing knowledge across fields,” explains Donna Farrell, Dean of Tech nologies at Northeast. “Workforce projections estimate more than 250,000 jobs in the EV sector by 2030.”

BY HANNA BUBSER Northeast State Community College in Blountville, Tennes see, creates educational environments that prepare individu als for the automotive industry while also taking into account the various technologies and innovations at play.

Morelock says that this approach could help technicians effectively train for a greater EV presence, and would also benefit the consumers who purchase electric vehicles.

“Ifplace.youhave a workforce out there that’s trained to convert the internal combustion engine to a fully electric system and tie in the existing electronic systems with that, I think that would work,” Morelock says.

THE OFOPPORTUNITIESENDLESSEVEDUCATION

Recently, the school was awarded a $349,340 grant from the National Science Foundation to integrate electric vehicle technology into its existing automotive Programming.

“We consider ourselves leaders in technology education,” Farrell says.

The name Gwatzilla is derived from a nickname for Gwatney, who passed away in January. The original sign depicted a Godzilla-like creature to align with that nickname. That didn’t last long, Perkins says. Attorneys for the intellectual prop erty around Godzilla sent a cease-and-desist letter BY MATT HUDSON PHOTOS BY JOHN DAVID PITTMAN

16 NOLN.NET SHOP LOOKQH BIG BRANDING

It’s tough to look at the branding of Gwatzilla Wash ‘N’ Lube and not get a feelling of fun. The name, the bright green facade, and the cartoon depiction of company founder Harold Gwatney all give that impression.Gwatzilla started in 2015 as Gwatney, a local dealership owner, want ed a separate quick lube business to serve all makes and After seeing some steady numbers with wash and lube services, the shop added some mechan ical repair services, which has been a nice addition, according to General Man ager Shea “CustomersPerkins.ask, ‘Can guys do it?’ the longest time said “So with in the last year, we started doing full service repairs on bay three.” The conversion included the addition of a twopost lift. Perkins said they weren’t sure if it would fit through the bay doors until it was“Wedelivered.werejust hoping and praying that it was go ing to fit,” Perkins says.

WASHGWATZILLA‘N’LUBE LOCATION: JACKSONVILLE, ARKANSAS STAFF SIZE: 6 LUBE TECHS; 6 ON WASH SIDE SHOP SIZE: 2 QUICK LANES; THIRD BAY FOR LIFT & CERTIFIED TECH CAR COUNT: 45 no,” Perkins says.

we

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models.

And for

ABOUT THAT SIGN

The conversion of the third bay for repairs actually helped the car flow a bit on the back of the building, where cars line up in the queue. It makes the choice easier for drivers—just to the shorter line.

“The layout, we make due with,” Perkins says. “It can be kind of troublesome for the traffic flow, but customers can learn how to navigate through the parking lot.”

“Now, when you look at the gwatzilla logo and it’s Mr. Gwatney shifting a monster truck, the outside template is still Godzilla,” Perkins says. “Once you see it, you can’t unsee it.”

SPACE AT A PREMIUM

“I liked being forced down to two bays,” Perkins says. “It’s kind of like being in front of the vending machine. When you have too many options, it can be frustrating to figure out which way to go.”

SEPTEMBER 2022 17 HAVE AN OUTSTANDING SHOP TO SHARE? EMAIL NEWS@NOLN.NET that said you can ditch the name or ditch the Godzilla sign. The company chose theButlatter.ifyou look closely at the sign, you can still see the dinosaur’s outline.

One logistical chal lenge for the loca tion is the frontage space. There is a sliver of driveway in front of the building, where cars exit the bays and enter from the roadway. It can cause some backup, but repeat custom ers are quick learners.

Another route that you can take, in case you are not a member of a local Chamber of Commerce, is to pound the pavement. Talk to your customers. Cold call other businesses and ask who they are supporting, in case they want to work together on a project. Once you ﬁnd some good options, work with your team and put together a package that can beneﬁt you both. Think outside the box and be creative.

A Force for Good

You do not need to hire an agency to help you if you have the time to do the work yourself. Many agencies are going to direct you to the big box charities that you see at every fast-food restaurant or grocery store. I do not have to name them because they are already running through your head. Be diﬀerent.

Community-Based Some franchises out there are doing an outstanding job of working with community outreach programs and entrenching themselves in it. Examples of this can be found in Indiana with the local Jiﬀy Lubes having artwork on the sides of their buildings from local artists or independent shops that run Coats for Kids programs for the underprivileged. How much do you think these cost them? Now think about the amount of advertising and conversation that they get for free just by doing this. News stations, newspapers and independent websites jump on these stories and run with it. In fact, this magazine has featured some of these shops within these very pages. So how do you get into these types of situations? Well, from my personal experience, the easiest way is to just visit your local chamber of commerce. As we opened our new locations, I met with the group to determine a good, local charity to support. We found one in Sleep in Heavenly Peace. They build beds for children who otherwise would not be able to get a new bed. There are branches in most of our markets, so feel free to reach out to them. Using your chamber of commerce will allow you to use their network of businesses and contacts to help get this information out into the community. They can coordinate news outlets and more, all you must do is ask.

Making Contacts

Some advantages to working with a local charity organization can include free advertising by their website, radio ads, and more. You can also take advantage of using these donations as tax write-offs, and even get reimbursements on costs through your franchisee, if you have that option. Put together a special weekend where a portion of your proceeds go to the charity, give out a discount card for donating or set up a kids area for the day to drive in that business. If you do not want to spend those dollars on doing this, offer up your building. You can copycat the painting idea or have local artwork in your lobbies from local schools. You can set up a school system contest for entries. All these things take a li le bit of your time but can pay dividends. Now that you have made it to the end of my turn on the soapbox, how many of you have things spinning around in your head? Some of you will bypass these ideas and stick with whatever has been sent to you from a corporate office. A few of you will just decide that times are too tough to take a chance on something that is not a guaranteed home run. But the ones who are still reading this and are looking at how the dollars make sense may just find that hitting a single for one day can lead to many runs in the future! Small ball can always beat the long ball if played right.

18 NOLN.NET

WHETHER YOU ARE A FRANCHISE OR AN INDEPENDENT provider of services, we all struggle to maintain a sustainable customer base. We spend a good amount of time and money just to achieve this goal. We set up training programs, we work on customer service scores, and market our brand against the competition. The purpose of this entry is to give you an area of marketing that is cost eﬀective and gives you a leg up on your competition. How well are you doing in working within your own community?

There is an avenue of goodwill marketing that many of us miss, just because it’s not always at the top of our minds. As businesses, we all need to get be er at reaching out to our communities. The word-of-mouth advertising that you get from your customer base is free and can mean more than any dollar amount that you spend on billboards or radio advertising. Take a few minutes and read the rest of this for some ideas on how to a ain this valuable advertising, and it will cost you nothing to do that!

Adam Tatum is director operationsoffor the Virginia Group, a Jiﬀ y Lube franchisee with 11 locations. He has over a decade experienceofin 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.

ATATUM @VALUBE.COM FROM THE SHOPc

MOORELUCAS

Performance comes from growing your business through people.

How getting involved in your community can pay big dividends

TATUMADAM

jiffylube.com/sell WE’RE LOOKING TO GROW. ARE YOU LOOKING TO SELL? (346)325-9987

20 NOLN.NET

ERIC

FRANKENBERGERByMattHudson

FRANKENBERGERPhotographybyLucasBarbieriSEPTEMBER21 2022 Operator of the Year

22 NOLN.NET

“I like what we do. It was a cool place and I saw an opportunity and ran with it,” he says. “So 29 years later, here I am. It’s been a good run for sure.”

Just like that, Frankenberger was washing windows and ﬁlling tires in the bay for a company that he’d eventually lead. Frankenberger tried other lines of work, but it wasn’t long before he came back to Oil Changers.

Quite a run it has been. Frankenberger worked through the managerial ranks, helping to bring the Oil Changers brand into what it is today—a nationally growing quick lube business. Just four years ago, Oil Changers had a few dozen locations. Earlier this year, the brand reached 100 units. He has also become a big part of the industry’s association, the Automotive Oil Change Association. Frankenberger has given a lot to quick maintenance. And when a major injury threatened to sideline him, the industry and the Oil Changers company had his back. Through the journey, Frankenberger credits company founder Larry Read for setting the tone professionally, personally, and as a leader.

“He really created what I’d say is a family environment for us as an organization that I take to heart and really think is an important part of us as we continue to grow into the future,” Frankenberger says. It is indeed a bright future thanks to Frankenberger and his colleagues. Given his team focus, it’s only ﬁ ing that Frankenberger shares an anniversary award with his mentor, Read, who was the 1992 Operator of the Year.

Thirty years later, it’s time to congratulate Frankenberger as the 2022 Operator of the Year.

Showing how the right leader can bring a brand and an industry forward

In 1993, Eric Frankenberger was at college in San Diego, California. He needed a job, and a friend said that there was a pre y good environment changing oil over at Oil Changers.

SEPTEMBER 23

LET’S BECOME BETTER TOGETHER. JAMIE SCERBO (LUBE) (917) MARK.BOCHNOWSKI@OILCHANGERS.COMJAMES.SCERBO@OILCHANGERS.COM843-5609MARKBOCHNOWSKI(WASH)(915)525-2156JERITDALEY(LUBE)(707)580-4818JERIT.DALEY@OILCHANGERS.COM PEOPLE FIRST | TRUSTED REPUTATION | 38 YEARS IN BUSINESS OPERATING ACROSS THE U.S. Frank Gonzalez Jr. of National Lube Express, McAllen, TX Over the past two years we had been approached by several companies that were interested in purchasing our 9 store chain, but none of them treated us with the same fairness that Oil Changers showed during the negotiating period. In fact, what pleased us the most was the pay and beneﬁts that were being offered to our employees. Not one single employee left and to this day have been happy with the family attitude of Oil Changers. Ready to sell your quick lube or car wash? Explore what makes Oil Changers your premier partner.

Frankenberger wasn’t airing tires in the bays for long. He worked his way up to become a store manager in Poway, California. In his off time, he loved to race dirt bikes. In 1998, he went over the handlebars practicing for the upcoming racing season.

“I learned a lot about the business side, things like P and L management, best practices, people-first organization,” Frankenberger says. He says he took to heart the six Ps from Read: prior planning prevents piss poor performance. Make a plan and execute. Frankenberger says Read was tough with vendors and had a lot of talent as a businessman, but he wasn’t confined to a corner oﬃce. He’d be out, mixing it up with new hires all the time.

“He would dress with the best but also roll up his sleeves and shake hands with a new hire and spend time with them,” Frankenberger says. “Just really not separating himself from all the team members, but also being very business savvy.”

It was about finding the appropriate leadership style for diﬀerent arenas.

“I wouldn’t be where I’m at today without for me,” out deﬁnitely Eventually, the married him,” he says.

2022 Operator of the Year

Thrown Oﬀ Track

“I lost it and the bike just kind of crushed me. It sha ered L3 (vertebrae). I still today have brackets and the rods going from L2 to L4,” he says. “I’ve got partial paralysis down the right side of my body, waist down.”

“He took care of me during a time that was pre y dark for me,” Frankenberger says. “And as I started coming out of it, I deﬁnitely wanted to repay and give my thanks.” He worked as best he could with a walker, and later a cane. Eventually, he regained enough mobility to continue his career track at Oil Changers.

The Read Eﬀect

A serious injury requires serious rehabilitation. Laid up in the hospital for six months, it was unclear what his mobility would be in the future. Some professionals told him he might not walk again after a nine-hour reconstructive surgery. Work was not the primary concern at the time, but his shop was without its manager for a total of eight months.

Eric Frankenberger, president at Oil Changers and 2022 Operator of the Year, credits a lot of his professional success to company founder Larry Read.

The icing on the cake: Frankenberger walked down the aisle to get married in August of that year, roughly eight months a er the crash.

Facing the prospect of using a wheelchair for the rest of his life, he thought he might take opportunities to learn a different trade or go into a different line of work. He says the company offered those training options. Oil Changers kept him on the payroll so he could pay bills during that time. Frankenberger says Larry Read reached out early to wish him well and offer support.

Eric Frankenberger President of Oil Changers CONGRATULATIONS Eric FROM THE TEAM AT: 1-2 DAY NATIONWIDE DELIVERY | SHOP 24/7 AT SERVIC E CHAMP.COM | CALL: 1.800.221.0216

Frankenbergerplaybooks.managed operations for the entire Oil Changers network leading up to his taking over as company president in 2010, and he says he hopes to maintain that team-first ethos. Since taking over that position, he says that his perspective has changed as the industry evolves. But the fundamentals remain.

2022 Operator of the Year

Frankenberger’s experience through his injury demonstrated how much of an impact colleagues and company leaders can have on the lives of employees. The Oil Changers Family mindset was a part of the secret sauce back in 1998, and today it’s the subject of many progressive business operation

“You’ve got to be looking at it and be a little of an engineer to make sure that you’re staying up with it,” Frankenberger says.

A IndustryChanging

Employees who have been with Oil Changers for 20 years get a special watch, and Frankenberger has given out quite a few of those. Employees who hit the 30-year mark get a ring. That goes for acquired shops that started under a different brand. Experience is experience, according to Frankenberger.

As a leader, Frankenberger says he’s a bit entrepreneurial, but he’s a lot like an engineer—his dad worked in that profession. He’s a tinkerer at the edges to see which changing variables can make for a more efficient machine.

“I think we’re always looking for ways to improve what we’re doing and get better,” he says. “This industry, I love it. Cars are always changing. Things are always in that state.”

Top Quality The Oil Changers brand retains a strong link to the andemployees,Ericcompanythat'scommunity,motorsportswhetherthroughPresidentFrankenberger,theorthelookfeeloftheshops.

When Frankenberger started in the shops, carbureted vehicles came in with those big, donut-shaped air filters under the hood. Now shops are carrying ultra-low viscosity oils of multiple varieties to protect highefficiency, modern engines. That state of change plays into Frankenberger’s engineer outlook. A period of change offers a chance for improvement.

“I can guarantee with 100-percent confidence that the people who are successful have the right teams, and that’s what it is,” he says. “Because there’s no business plan that outweighs teams.”

“We reached 100 stores in four years,” Frankenberger says. “I think the next 100 stores are going to come unbelievably fast. We’ll be at 200 stores probably by the end of next year, the way things are looking now.”

Through it all, the Oil Changers family remains a strong component—the concept of creating memories that Larry Read taught years ago. That includes team baseball outings, picnics, and other events. One thing Read taught Frankenberger is that money doesn’t last as long as memories. “We do things to create memories, not just for the team members but for their kids and family members,” Frankenberger says. “So 20 years from Boom Times Just a few years ago, there were a few dozen Oil Changers locations. In 2022, the company reached more than 100 service centers in the multi-state network.

A Growing Family

now, they look back and remember those events when we took the time to really treat them.”

Where Frankenberger was once working on building strong teams at a store level, he now finds himself building the support service and admin teams to support massive growth. It’s a challenge that Frankenberger is ready to take on. “Even though it’s been 30 years, we’re kind of still at the beginning of the story, from my perspective,” he says. “I think we have a lot of runway ahead of us, not just on mergers and acquisitions, but on new builds as well.”

Frankenberger really worked to hone his leadership and industry ties after taking over as company president. But in 2018, the company really hit a growth spurt.

At the time, Oil Changers was at 34 locations. Trivest Partners led a recapitalization of Oil Changers that included growth funding. The growth that followed was swift, and it included the addition of the first new construction in the Oil Changers network in 20 years. In 2021, Greenbriar Equity Group acquired Oil Changers and the trajectory continued.

PM Attendant Congratulates the 2022 NOLN Operator of the Year ERIC FRANKENBERGER We count it a privilege to have served Eric and his team since 2018 pmattendant.com

Upon taking ownership of the shop, the Goulds had additional preparation work to do. They had to plan the logistics of Gould’s ownership during an upcoming commitment for the U.S. Army Reserve.

Service in Multiple Capacities

The staff of eight includes an ASE-certified technician. The business has been in Gould’s family since he was young.

He knew it would be a challenge as a new shop owner and a deployed military service member, but he wasn’t new to the shop environment. His parents owned the shop since Gould was 6 years old. And by the time of taking ownership, he had been running operations for years. Still, the situation wasn’t short of challenges. One of the most important pieces was already in place: a great manager. Gould says that the shop manager is able to handle daily duties well. Next, Gould wanted to set up the shop for as much remote access as possible while Gould worked from afar. He set up an app to take shop calls on his cell phone, as one“Accessexample.thePOS system to do inventory, ordering, things like that,” Gould says. “I have cameras that I can view remotely and digitalize timekeeping.”

Shop owners are great multitaskers. You need to be good at it in order to run the operation—especially smaller, singleshopForsetups.RayGould, the ownership experience has been a multitasking practice on overdrive. For more than a year, he has been balancing three fulltime duties: his shop, his family, and his military service.

“This last year and a half to two years have been a complete blur,” Gould says.

30 NOLN.NET

Gould holds virtual video calls with his staff as often as he can to keep his thumb on the pulse of the business— all while working long hours for the Reserve. Ashly estimates that he puts in 50 hours with the Reserve and 30 hours with the shop each week.

Gould enlisted right out of high school, had a deployment to Iraq, worked with U.S. Border Patrol along the TexasMexico border, and shortly afterward decided to commit to serve through a 20-year period.

Let’s start in October of 2020, when Gould and his wife, Ashly, took over full ownership of the Valvoline Express Care service center in Denton, Texas. It’s a stout shop with four oil change bays, as well as additional bays for repairs and inspections.

“One of the things I really enjoy about working the family business is being able to have a greater impact, not just to the employees but to the greater community,” Gould says. “And I really enjoy the small business side of that.”

“I chose the warrant officer route,” he says. “Warrant officers are technical experts in the field. I've really enjoyed my specialty.”

ServiceTrue

2022 Operator of the Year Runner Up

Being a new shop owner while deployed for military service? All in a day’s work for Ray Gould

Within a year of shop ownership, Gould and his family faced a 400-day deployment. He served as a mobilization commander for the Military Intelligence Readiness Command in support of contingency operations overseas.

Gould is looking forward to becoming the on-site leader at the Express Care shop, taking the location to new heights in a busy Texas marketplace. In July, he returned home to Denton to start that journey.

Sometimes, Gould will squeeze in some face time at his shop. That means getting off from Reserve work at around 5 a.m., catching a flight to Fort Worth, heading to the shop for a few hours, and then catching a flight back to headquarters to resume Reserve duties.

“I'veway.been incredibly blessed throughout my life to surround myself with people who are better than me,” Gould says. “And that ranges from great parents to mentors, a wife who’s everything and more than I could have asked for. So I am a truly blessed man.”

Gould says that he hangs his hat on the Golden Rule for customer relations. He views the work as an obligation and an important responsibility to work on customers’ cars safely and smartly.

“If you can really get people to buy in on that, the customer experience is changed forever,” Gould says. “And then things like price aren’t as important, because the customer will remember how they feel.”

“We are extremely proud,” Ashly Gould says. “And just so fortunate that we have the opportunity to be a part of it. He’s a hard worker, and that’s definitely something I want to emulate.”

SEPTEMBER 31

More important is the role of family man. The Goulds include Ashly and their three children. There’s no denying that it’s been a challenge, but the Goulds are proud of their service to the country. Through it all, they’re supporting each other.

For the most part, Gould relies on a strong operational structure that he’s put in place and builds on the foundation that the business had for years.

“I definitely have given a lot of latitude to the management and employees there. I'm not in the business of babysitting,” he says. “We have clearly outlined company policies and procedures, and I expect folks to follow them.”

The Balancing Act

Although it was a complicated start, being a shop owner has been the right opportunity.

“There’s working the business and there’s working on the business, and that’s something that I found challenging,” he says. “Especially in this year, when I'm just trying to make sure that we stay healthy and maintain our reputation. Working on the business is a completely different animal. It takes mental energy and focus and solving complex problems to be better than the competition.”

Gould says that he has been humbled by the opportunities at hand—even overlapping full-time opportunities. It’s tough to imagine that he’d have it any other

“You're ge ing it straight from me,” he says. “I may be si ing in the oﬃce doing paperwork one day, but I'm in the pit the next day changing oil.”

Great customer service will take you places, but it also helps to get more customers in the door to experience it. Since taking over the operational reins in 2017, Cra on put a focus on marketing and hired a support specialist for that role.

“Even if you didn't do anything other than topping oﬀ their ﬂuids, let them know,” Cra on says. “Even if you give them a receipt with a checklist on there, you want to make sure you go over it with them, and that’s building trust in what you do.”

The constant a ention to events, social media presence, and other promotions keeps the brand name visible in the communities they serve. They solicit reviews from every customer using an online tool. They share shop successes and show customers public appreciation for staﬀ members. It all promotes the idea that a Sayle shop is a supportive environment, which can help with recruiting, too.

32 NOLN.NET

Hard Work

CONGRATS, ERIC! On being named We’re honored to be your marketingmulti-channelplatform. NOLN Operator Of The Year Your results speak for cinch.io/quicklubeGrowthemselves:withCinch: +$6 Avg Ticket Value +12% Customer Retention 4x Email Open Rates

Like many of the best operators out there, Jeﬀry Cra on got his start changing oil in the pits. These days, he’s the director of quick lube operations for Sayle Oil Company, a distributor based in Oxford, Mississippi, that also runs a network of 14 quick lube shops.

Marketing ConsultantsCustomer

Jeﬀrey Crafton helped his shop network succeed the right way

Sayle’s network of shops includes names like Dipstix, Shell Rapid Lube, and Service Pro. And under Cra on’s leadership, the quick lube segment is doing great. The network had a record year in 2020, and car counts just kept growing the following year. “Last year, out of 14 locations, right at about 142,00 oil changes,” Cra on says. “That was up right about 20,000 compared to 2020. So we’re extremely happy with that number there.”

At the end of the day, they’re why we’re at where we’re at.”

Customers want to know what’s going on with their vehicles, like a health checkup. Even the items that might not warrant an explanation should be communicated to customers.

Through a combination of savvy sales and marketing strategies, Cra on leads a strong local network that is poised to grow and support its communities.

A big part of Cra on’s customer service approach has to do with the consultant strategy of service. He trains his technicians to take an educational stance with drivers, le ing them know what needs to be done and why.

Cra on has worked to improve each piece of the operation to make the entire business grow.

“I've got a marketing manager who does a phenomenal job,” he says. “We work closely together to come up with things like customer appreciation days, other promotions to get our customers excited and get employees excited as well.”

One thing Cra on loves about his job with the family-owned quick lube network is that he’s able to retain his shop ties and customer relations. When the company replies to an online review, for example, they’re o en seeing Cra on’s comments.

“I just want people to know what we put emphasis on our customers and being a family-owned business,” he says. “And we put our emphasis on our employees.

Premium Sales

Each year under Crafton’s leadership, tickets have improved, he says. Another metric that’s important to note: team salaries are up, too.

“We try to do what we can as a family-owned business to make it a great atmosphere for people to work in, keep them happy,” Crafton says. Thanks to the successes in marketing and KPIs, Crafton says that the Sayle company is putting more of an emphasis on the automotive service segment. Sayle is planning its first expanded-service express location, which will include office space, a quick lube, and tire and maintenance operations.

“This is going to be a whole new beast, having a full mechanic on one side and doing oil changes on the other side,” Crafton says. “I’ll be learning on the fly— it seems kind of scary.” Scary, but Crafton says he’s ready for the challenge. He says that his team, both in managerial positions and at each shop location, has what it takes to add to the network’s success. Crafton says he takes pride in how they’ve achieved that success, helping customers and providing products and services that improve their transportation needs. That’s something Crafton and his team are equipped to do in a changing industry.

One goal that Jeffrey Crafton had for the Sayle shops was to grow premium oil sales. The shops did that in a big way, growing ticket averages and car counts.

“There are cars, more and more, that require [synthetic oil] from the factory, but not all of them,” Crafton says. “I've always put emphasis that it’s the sale that just keeps on selling. And you’re doing the customer a favor.”

2022 Operator of the Year Runner Up

More Metrics Car counts were suffering when Crafton took over years ago. That number has since improved, but that’s not the only area. Tickets are also seeing bumps in the Sayle network. Crafton says that the shops went from a $62 ticket average in 2020 to $68 in 2021, and this year has been looking to improve upon that figure. That’s great for a shop that runs a relatively small service menu of quick maintenance items. Much of that ticket success is due to an emphasis on premium oil sales. Some of that, admittedly, comes naturally as newer cars require synthetic oil. But it’s also a strategy for growth for all customers who want to take care of their vehicles—no matter how old.

Work Pays Off

“With all of us, I think that we’re going to be OK,” he says. “It’s a whole new ball game. I’m excited for it and can’t wait to get that going.”

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“Shop owners often like to try to use social media to generate customer feedback, but it can be a double-edged sword,” Tremper says. “When you look to social media, you’re posting things like, ‘It’s a great day here. We’d love to see you. Our bays are wide open.’ Maybe you’re just posting a friendly photo and also asking for people to respond and you have something specific you’re ask ing through that.”

SEPTEMBER 2022 35 KNOW YOUR TARGET AUDIENCE

The typical service costs from $25 to $30 per month.

CUSTOMER SURVEYS CAN BE A GOOD WAY TO DETERMINE WHAT’S WORKING AND WHAT’S not for a shop. But in the quick lube environment, it can eat up a lot of time and turn off the customer to stop and ask someone to fill out a survey.

Tremper says the idea of using text mes saging to handle customer feedback may seem daunting to many shop owners, but today there are many different avenues that can be used to create a simple text survey.

“You can focus on ranking questions to learn what services your customers enjoy and identify areas of lower satis faction. If you want more information, you can include an open-ended, optional question at the end of the survey for additional feedback.

How to Create a Text Survey

• Build a participant list by asking your customers to opt-in to text messages from your shop. This can be done manually by having an employee ask for permission to receive an SMS alert when they initially engage with the customer or at the end of the service experience during payment, but more often best done at the beginning to pro vide the optimal feedback.

Make Your Survey Matter

Find out which kind of customer survey works best for you

“A few examples of what a business can do to go above and beyond when giving back to their customers are to give away something for free, or at least heavily discounted, in exchange for feedback, and offer loyalty programs for repeat busi ness,” Mastin says. “This will ensure that people don’t feel like they’re being mar keted to but instead are having an actual impact on the service they are receiving.”

Relying on social media for cus tomer feedback can be a double-edged sword,“You’rehowever.takinga risk of whether the customer might have had a bad day or not,” he says. “People today are used to expressing their opinions with the cloak of the internet, and as many business own ers already know, too often the majority of feelings they give are negative.”

S

How to Craft Survey Questions James Green, owner of Cardboard Cut outs, says he’s used text surveys many times in the past to complete the cus tomer experience, and that simplicity is the key when it comes to crafting a survey that customers will actually want to take. “If you ask too many questions or make those questions too complicated to answer, your customers will abandon the survey halfway through, or not start it to begin with,” Green says. “However, if you make the survey quick to complete, and the questions simple and easy, your customers are going to be more likely to complete it. If you also add in some kind of bonus for them in exchange for complet ing the survey, your completion numbers are much more likely to increase.”

Bill Glaser, CEO of Outstanding Foods, says the best way to save customers time and encourage participation in text surveys is to ask mainly closed-ended questions.

Using text surveys is a great way to gather customer feedback, and it is a useful, cost-efficient tool for helping you understand what your customers want and for learning how they feel about your shop’s performance. They also help shops improve business by allowing owners to make changes based on what customers are saying. Oil and lube shop owners, however, need to foster scenarios that invite customer feedback without making indi viduals feel like their answers are just going to be used as part of the sales process. It all comes down to trust and to offering back something of value, says Alex Mastin, chief executive officer of Home Grounds.

• Track and analyze the results your customers provide using the built-in analytics that comes with the survey software of your choice.

• Determine the type of survey that works best for the question you’re trying to answer — multiple-choice is always a quick-and-easy method.

The most cost-efficient way to implement a customer feedback survey these days is through text, or SMS messaging. It offers a method of generating customer feedback, and it provides shops with options because multiple types of surveys can be created, such as texting-to-vote, customer experience feedback questions, multi ple-choice polls, and ranking-by-choice.

“Ask one question at a time to avoid overwhelming the customer,” he says.

• Determine which texting service you will use, such as Survey Monkey, ZonkaFeedback, or Survey Sparrow.

Jeff Tremper, owner of Throttle CRM, a company that specializes in helping automotive shop owners connect with their customers, says text message surveying also allows customers to respond at their convenience.

BY DANIEL PEARSON PIT STOP

• Write down exactly what questions you wish to have answered, such as, “Did you find our shop bays or customer lounge to be clean?” or “Were our employees kind and courteous during your visit?”

The health reimbursement arrange ment is an account that’s paid into by an employer, and the employee can use that money for qualified, health-related activities. The benefit of enrolling in an HRA instead of a basic healthcare sti pend is that the money is tax-free, and in some cases, the money can be rolled over from year to year.

IN GENERAL, THE MENAGERIE OF benefits offered to full-time employees are well-known. If a company is able, it typically offers some combina tion of healthcare, vision, dental, and maybe a 401(k) plan in exchange for 40 hours of work each week. But in the quick lube business, fulltime employment might not be the norm. Part-time labor is a great way for quick lubes to give younger workers a start, keep employee schedules flexible, and manage costs. But in an increasingly competitive hiring environment, employers might want to add a little incentive to part-timers— something a little extra for their time.

And while traditional healthcare benefits are still sought after, they aren’t as standard as they once were. Penny Yountz, an HR business partner for Employer’s Advantage, says that online healthcare marketplaces and subsidized plans helped all kinds of employees get competitive plans.

“That is what a lot of folks right now are looking for,” Yountz says. “It is putting money aside for the future. And the younger generation is really looking for that.”

BY MATT HUDSON HUMAN RESOURCES

UNSPLASH S

Start a Nest Egg Part-time workers, especially younger ones, are serious about saving for the future. Yountz says that a little help from employers in this area could be a great way to round out support for employees.

“There are some that are doing it on a post-tax basis,” Yountz says. “But if you’re going to do it, you might as well do it right.”

This could be a 401(k) or IRA setup, and the message to the employee is that your business wants to help them set up financial security for the future.

Yountz says that 40 percent of high school graduates are looking for posi tions that have growth opportunities, whether that’s related to their income or job title. For relatively small quick lubes with little movement among tech positions, that might be tough to offer. But a savings plan helps to put that growth mindset into the compensation.

Plus, employers have the opportu nity to sweeten the pot and contribute to one of those plans.

36 NOLN.NET

Health ArrangementReimbursement

According to the federal govern ment, many kinds of HRAs require the employee to be enrolled in a healthcare outside the box with benefits and show part-timers you care

“Now, they have an available method of getting coverage on their own and not needing that employee coverage,” Yountz says. “It really gave a lot of small employers the opportunity for that not to be the biggest need.” If operators aren’t yet ready to offer health benefits to their part-timers, there are more creative options for employee perks.

PERKS PART-TIMERSFOR Think

“It’s not that big of an investment as it would be contributing to a traditional medical plan,” Yountz says.

Back to Basics for Part Timers

Yountz suggests a quick survey to ﬁnd out what ma ers most to your people.

“Another big key topic right now from an HR standpoint is burnout and mental health awareness,” she says.

Some view part-time work as a perk itself and love the ability to have a shifting schedule from week to week, balancing personal and professional time. Employers can lean into that concept when hiring and scheduling.

SEPTEMBER 2022 37 plan before ge ing the HRA. They may be able to use the HRA money toward a healthcare premium, however.

“With the points, we go online and select what we want,” Yountz says. “If I’m a Netflix person, I can use it to pay for my Netflix subscription. If im a foodie, I can pay for certain food boxes or a coffee-of-the-month club.”

Employee Assistance Programs

Check for Vendor Perks

Yountz recalls a company that said it was spending to provide a whole bunch of beneﬁts but had a low participation rate. It took some time before the company realized that the beneﬁts weren’t applicable to the age bracket of the employees.

“If you have a part-time person who's working and doing well and staying for one year or two years, at some point, think about offering them PTO,” Yountz says.

When investing in various benefit programs for employees, check to see if the vendor offers any additional perks to businesses. Yountz says that, for example, the company that manages business retirement accounts might have a financial education seminar program that could visit your shop. Those kinds of sessions could offer valuable information that some employees might not get elsewhere.

“Like helping employees understand why it’s important for them to have a will,” Yountz says. “And pu ing money aside in case something happens to them.”

The Employee Assistance Program, or EAP, could oﬀer a number of diﬀerent services for employees. Those services are typically geared toward employee well-being and could include counseling, crisis intervention, substance abuse, elder care, and others. Yountz says that employees are encouraged by employers who are striving to promote better mental health among the workforce.

The employee is then able to redeem those points for a number of everyday uses, like toward a streaming subscription, to help pay for food or grocery delivery, or a number of other things.

General Fringe Benefits

“Give the employees a voice,” she says. “If you haven’t done it before, then kick it off by looking at some benefits options, saying, ‘We want to know what’s important to you.’” Different benefits might be beneficial to different age brackets, people who live in different areas, or even employees at different times of the year. Much like the nature of part-time employment, business owners can be nimble with their benefit choices to adapt to changing times. For example, if someone in your small business recently adopted a boisterous dog, maybe a dog-si ing stipend is the benefit for your operation. Employees will notice the effort.

“There are a lot of different things you can do to increase retention,” Yountz says.

“The key buzzword these days is flexibility, which is partially why they're part time,” Yountz says. “A lot of employees want to be flexible with their schedule and what’s expected of them while on site.”

There are some newer vendors that package a bunch of smaller fringe beneﬁts to oﬀer. One such vendor, with which Yountz is familiar, is set up so that an employer can award employees “points.”

Not Sure Where To Start? Ask!

Another potential opportunity might be in a benefit that many consider traditional for full-timers only: paid time off.

EAPs are structured in diﬀerent ways. Some are created by an employer, while others are grouped and sold as a service package by a third party. For many employers, the cost can be surprisingly aﬀordable for impactful services.

Companies also oﬀer sessions on home-buying or renting. For the automotive enthusiast, vehicle purchasing and maintenance could be another session topic. Those additional perks could help you decide which vendor to use.

“Most of the EAPs that I am familiar with are anywhere between $2 and $4 per month as the investment that an employer makes,” Yountz says.

It may not be a full two weeks per year. It can be prorated based on the weekly hours that someone works. And it shows them that you value their worklife balance, giving them some agency over their scheduling. If an employee is putting in a full shift on the Fourth of July, think about giving them a makeup holiday on another date.

BETTER MARKETINGEMAILRESULTS

“We have a lot more opens when we do that,” Wallace says.

Taking Action: A CRM is a great resource for helping shops with email automation. Choose a CRM that provides the tools you need for your shop, and start sending value-added communications that include offers and promotions your customers can take advantage of right away.

“A so er call to action can be something like ‘learn more,’” Wallace says. “Whereas your hard call to action is like ‘schedule now, book now, buy now’ kind of thing.”

Know Your Audience Wallace deals with three separate audiences and uses diﬀerent strategies for each. BG Products is a business-to-business and a business-to-consumer company, meaning Wallace has experience cra ing messaging both to businesses as well as directly to consumers. Her email messaging is dependent on her

Wallace has also noticed that GIFs within emails have worked very well to drive engagement, something they now typically include in all their emails. Videos and images have also been successful.

Something as simple as an email coming from a person rather than a business has been known to drive engagement.

EVERYONE, AT SOME POINT OR Danielle Wallace has been the content strategy manager at BG Products, an a ermarket supply company, for 15 years, and there’s one sureﬁre content strategy that’s never failed: the changing of the seasons.

With summer soon on the horizon, that’s a strategy Wallace has been focused on in recent email campaigns because dealerships and shops alike will be working to sell air conditioning and other climate services to their customers as temperatures rise to torrid levels.

BY NOLAN O’HARA

It’s one of the many important email strategies Wallace uses, working to engage and retain clients. In the digital era, email has become an incredible tool for marketing, and its importance can’t be understated. It’s an unbelievable instrument that, if used correctly, can help businesses engage, nurture, and retain clients. Wallace works to engage clients on a daily basis and has go en familiar with several email tools and tricks that have proven successful at creating connections with customers, drawing engagement, and furthering their goals at BG Products.

Taking Action: Tailor your email messaging to your audience. Speak their language, provide perks that matter to them, and think ahead for your shop and your customers (e.g., air condition check coupons in the early spring, heating system check coupons at the end of summer).

Automation in particular has been quite successful. They allow Wallace to see what clients have clicked on, providing the methodology for a more targeted approach. For example, if Wallace had sent out an email and saw a client had clicked on a link about air conditioning, she’d be able to send a follow-up email that keyed in even more on air conditioning.

Wallace also recommends pu ing what she calls a “so call to action” above the fold of the email, as opposed to forcing the customer to scroll to the bo om to see it.

Taking Action: Know why you’re emailing your customers and focus on that one thing.

Offering too much information or too many choices can create analysis paralysis and derail your efforts.

Keep It Simple One of Wallace’s biggest pieces of advice is to keep emails simple. Ask yourself, ‘What do you want them to do, feel, or learn?’” she says.

CUSTOMER SERVICE GETTY S

Whenaudience.working with sales reps and distributors, Wallace focuses her email campaigns on things like products, promotions, technical service bulletins—anything upcoming they might need to know. But when working with independent shops and ﬂeets, Wallace shi s to the climate strategy, using the seasons to her advantage. Demand for air conditioning is always going to rise as the temps climb! And when working on promotions directly to consumers, the messaging shi s directly toward the vehicle owner. That comes in the form of reminders, maybe about transmission service or air conditioning, important service reminders that’ll get the customer thinking about bringing their car in.

38 NOLN.NET

Wallace says a lot of people starting out will try to include the “entire kitchen sink,” and she believes that keeping things simpler creates a more targeted and eﬀective approach that be er drives home the message you’re trying to sell.

In addition to messaging, diﬀerent email tools can help you reach your audience and can further drive engagement.

Wallace says BG Products has also been working on campaigns that oﬀer “free swag,” which have also been really big openers. And if they oﬀer a mug, hat, or t-shirt to a customer who they’re trying to solicit a testimonial from, they’ve tended to get a good response.

Use this tool for engaging, nurturing, and retaining clients while creating visibility for your shop

Tools of Engagement

Wallace uses HubSpot, a customer relationship management platform, which provides numerous tools to drive engagement. She uses the service to create email landing pages, create forms for BG Products’ website, and create automation.

Don’t Be Afraid Wallace says it’s important not to be afraid to send out emails.

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While a lot of marketing is researchbased, Wallace says trial and error is also huge. There are floods of strategies that have the potential for success, so take the time to figure out what’s working. Keep refining those ideas, take the time and set yourself up for success.

“Once you ﬁnd something that works, keep doing it till it doesn’t work anymore,” Wallace says. Taking Action: Study your email analytics from week to week. Learn which subject lines work, which don’t, which offers generate a response, and which fall flat. Then make adjustments to better dial into your customer’s needs.

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Capturing Emails Email marketing requires one small item before it can be successful: email

“I think a lot of people worry that it’s going to go straight to their spam and that they’re annoying people,” she says. But Wallace says it takes people five times to see something before they realize they even saw it. But she also acknowledged there is a flip side, where businesses send out too many emails. She says it’s important not to shy away but sending 2-3-4 emails per day is definitely too much.

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Additionally, Wallace says they use other lead capturing methods, such as trade shows.

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Taking Action: People are protective of their inboxes, which makes freebies and low-cost offers the best lead generation tool for capturing email addresses. What value can you offer prospective customers in exchange for their email address (and remember, it needs to be valuable to them, not you).

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Capturingaddresses.emails is vital to any email marketing campaign, and Wallace uses a variety of methods to capture emails, many of which come right back to HubSpot. HubSpot allows her to build forms for their website, allowing BG Products to capture emails right from there. If they have a car care guide on their site and people download it, they capture those emails, and it goes straight to the intended list. Those people are enrolled, and soon, BG Products will start sending them emails.

"Some experiences slowed us down, but we learned and pushed on toward the best version of ourselves and our model and from those experiences, we refined and shaped our model."

Even as the leader, Frey also says that he knew to call in the talents of his team of all-stars, and in this case, he has asked them to weigh in and share their thoughts on how a shop can keep things rolling smoothly when things simply don't go as planned. The Challenge The business model for most fast lube operators is to provide a quality service to the customer as quickly as possible. The industry is built on this model, and most days, the business of the shop will run smoothly. Then, there are those days when something happens. Suddenly it isn't a normal day, and it is time to hit the "don't panic" button.

BY PETER SUCIU GETTY

40 NOLN.NET CASE STUDY QUICKS ON YOUR FEET

WE'VE ALL BEEN THERE ONE TIME OR another. The day is going along fine and then a wrench is thrown into the works. "The best-laid plans of mice and men often go awry," or more simply put, no matter how carefully we may plan, something could go wrong. Though it is impossible to see every problem that may come along, a business leader knows that panicking is never an option. Instead, it is time to think like a Marine—consider how to improvise, adapt and overcome.

"The unexpected is something you don't expect, honestly, but it certainly can impact your workflow and change the experience for every customer in the shop if you're unprepared," warns Blake Dunaway, Take 5 Oil Change's training manager, who has lived through plenty of those "We'vedays.allbeen there. Summer heat, 1 p.m. lunch rush, cars stacking out the bays and maybe onto the drive," says Dunaway. "Any myriad of things

Don’t let one problem throw off the work flow

"Some significant and successful moments of my adult life in the fast lube business in some ways evolved from quick-on-your-feet moments," explains Pete Frey, shop owner of Take 5 Oil Change in Covington, Louisiana. "Situations like that helped us define our model, what services we wanted to perform and not," Frey tells NOLN.

Gather the team, and consider how you can tackle the obstacles at hand, one by one based on the immediate first. Like a great coach or a platoon leader, you need to position the staff where they need to be. Keep moving forward, and don't panic.

"If we run into a situation where we do not have the customer's oil filter, we have a few options," he says. "One; we would call our local parts store and get one from them ASAP. If they have the filter in stock because they are so close, they will bring it to us. On some occasions, we may send a staff member over to them pronto, while we start the service on the customer's vehicle."

SEPTEMBER 2022 41 could happen and today the threads came out of an oil pan. At this moment there are so many things to take into consideration. How is this customer feeling about the situation and what are you going to do to fix the car? The customers behind them are now wait ing in the summer heat. The flow of great service and fast oil changes has now stopped and for a split second you are at a standstill." This is when the team needs to improve, adapt and overcome.

The first consideration may be whether the risk even outweighs the reward. No shop can stock every thing—especially today—so when a Lotus or Ferrari rolls up, maybe you can't take on the job.

The Aftermath You win some; you lose some. Either way, the sun will still come up tomor row, and such bad days should be considered valuable life lessons, and learning experiences. In addition, these moments should be discussed by the staff to determine what may have gone wrong, and how not to repeat past"Ourmistakes.crewworks similarly to a foot ball team," says Trent Wood, the shop's assistant manager, who has also earned a reputation for being the "king of calm." Here is where every "Monday morn ing quarterback" and "armchair general" can get a say in the future strategy.

Regardless of whether something broke during service or the shop lacks a part to get the job done quickly, com munication should absolutely be part of theCustomerssolution.shouldn't guess why a job is taking too long, because they may come to think that it is business as usual and you've instantly lost a potential repeat client. Instead, be direct, explain the situation; and sometimes, the customer may be told they'll have to wait. It happens, and in the new post-pan demic new normal most people understand the situation. "In worst-case scenario if our local auto parts stores do not carry the filter, we will write the filter number down with the customer's information, order it from our main distribution source, or a back-up if needed then call the customer as soon as we receive it," saysToHodge.ensure that the work-flow isn't disrupted, it may be necessary to even move a vehicle from the bay. But always keep a professional decorum and positive perception, which can go a long way in gaining the respect of all of the customers.

"We all try to meet our customer's needs but sometimes it's like running against the wind. Availability of parts, logistics, supply shortages, trucking and basic transportation problems are only exasperating things," Dunaway explains. Yet, because of those supply chain bottlenecks, even seemingly "common" parts can be in short supply.

"Although we hope every service goes without issue, the occasional hiccup is inevitable," Wood adds. "We steer our senior technicians and man agement team on the vehicle's we know are difficult or require special care to perform the service properly. We also do not miss an opportunity to teach and coach the staff up."

"We attempt to carry what makes sense according to inventory turns while targeting the type of vehicles we service frequently," adds Take 5 Oil Change's shop manager James Hodge.

The Takeaway Again use those bad times and even missteps as future teachable moments. This can include coming up with new procedures that may not have been pre viously considered, while you also know what to avoid. This can include determining who is the best-inclined technician for a particular problem, suggests Take 5's general manager Doug Bell, who adds, "The manager on duty should make the customer aware and comfortable." Following such problems, all employees will know how to respond in the future. That can further include communication with the customer, and letting them know your plan to resolve a problem. Moreover, anything you've encountered once can be used as a prec edent for similar issues. It can also help shops prepare a checklist of what to do as well as what not to do.

"Remember the importance of your shop culture, which dictates the cus tomer perception of your business and your staff," says Frey. "Your customers have a lot to gain if we achieve excellence as an industry."

The Solution In wartime, men and women might win medals following such high-pressure moments, while in sports there are MVP trophies. For the fast lube team there likely aren't such recognitions, but keeping the workflow going and the customers happy is the clear path to that day's victory.

In addition, seeing that you can resolve even a serious problem can help instill customer confidence that they've chosen the right shop to do the work.

Customers never want to see panic. A problem doesn't stop the clock, it doesn't stop the day—just needs to be addressed.

?Is now the right time to sell? What’s my business worth? How do I grow my business? How do I create a succession plan? We offer independent owners like you a variety of resources to help answer pressing questions about the future of your business. Contact us for a free, no obligation consultation. Questions about the future of your business? Valvoline can help. TM Trademark, Valvoline or its subsidiaries, registered in various countries. SM Service mark, Valvoline or its subsidiaries, registered in various countries. Learn www.ValvolineQuickLubes.comMore Call Gayle McMillin at (859) 357-7303

Products and services you need to run a more efficient and profitable quick lube operation QuickUltimateLube Autel / Devon / Mighty Auto Parts / RelaDyne / Solid Start/True Brand Sponsored Content

Autel’s latest tool, the MaxiTPMS ITS600 underlines Autel’s commitment to its customers with tools that offer expanding capabilities and increasing value. A sleek, lightweight touchscreen Android tablet, the ITS600 performs every aspect of TPMS service, including activation of all-known sensors, system diagnostics, 1-Sensor programming providing 99 percent vehicle coverage, and displays vehicle-specific position Relearn instructions. Autel’s TPMS tools’ interface has for years enabled technicians to perform these tasks easily and consistently. And the ITS600 gracefully improves upon these TPMS services’ efficiency. Recent software updates give the ITS600 expanded tire service capability. The tablet’s Tire Identification Number (TIN) scan function enables a real-time safety check for the customer’s current vehicle tires. And the DOT tire registration feature (available with a separate CIMs tire registration subscription) and a method to ensure your shop complies with government regulations when selling new tires. The TIN is the string of six to 13 numbers or letters marked on the tire sidewall following the letters DOT (Department of Transportation) identifying, among other things, the tire’s manufacture date (week and year). After scanning the TIN, the ITS600 will display a replacement recommendation if applicable.TINregistration is another ma er and one whose responsibility has shi ed over the years between seller and consumer. The FAST Act of 2015 made it mandatory that the tire seller register just-purchased tires on behalf of the customers. The goal, of course, is to alert customers of a tire recall and get those tires oﬀ the road. Eightyﬁve percent of recalled tires are believed to be still out there. The ITS600 brings the capturing and registering of the TIN into the modern age, eliminating the hassle of mailing in postcards and reducing the possible transcribing errors (40 percent of registrations are invalid because the TIN was incorrectly wri en). The ITS600 makes compliance easy: Input the tire information and the customer’s contact information, and tap submit.

It’s no coincidence that Autel has become the world’s leading supplier of a ermarket TireMonitoringPressure System (TPMS) sensors in the last several years. Autel credits its success to a comprehensive approach to the industry by becoming the only company producing TPMS tools and sensors. With the repair process in mind, Autel designs, engineer and manufacture all its TPMS products. This comprehensive approach gives the company total control over the tools and sensors’ continuity, quality control, and functionality.

Autel’s universal programmable 1-Sensor has truly dominated the a ermarket TPMS industry. Autel considered the repair process and developed its sensors with technology that would make TPMS more eﬃcient. Autel developed a dual-frequency universally programmable sensor with a press-and-release valve stem needing no tool for installation. The 1-Sensor can emulate 315 MHz and 433 MHz frequencies (314.95, 433.95, and 434 MHZ are also supported) and can be programmed to replace 99 percent of the TPMS sensors on today’s vehicles. So that’s one-part number to service nearly TPMS-equippedeveryvehicle that enters the bay. Batch programming is a feature Autel pioneered and is not oﬀered elsewhere in the industry. Current Autel TPMS tools can program up to 20 sensors at once, with each sensor having its unique ID. Fleet managers love this feature as they can pre-program in batches and always have them ready on the shelf.

Ultimate Quick Lube 44 Sponsored Content

Autel’s comprehensive approach to TPMS—universal programmable sensors teamed with function-rich tools— makes servicing this vital vehicle safety system not just more eﬃcient but also more lucrative.

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Lube dispensing racks are manufactured in the Oklahoma City warehouse with a wide range of dispensing meters for any budget. Devon’s point-of-sale podiums are welded, powder coated and packaged in Oklahoma City with both traditional and space saver options available. Devon manufactures a line of step stools to help your technicians safely get to those hard-toreach spots on larger trucks. In the pit, custom catwalks are designed to ensure the best fit for every quick lube facility. Devon offers either open or gator grip decking, durable welded steel frames, rust-proof galvanized steel components and double guide drain pan rails. Catwalks are perfectly designed to work in tandem with the EZ-Glide pit covers and Devon’s drain pan rail system provides an easy and efficient experience for your technicians. Additional features can be built into the catwalk to facilitate a clean, ergonomic workflow. This includes oil filter dispensers for be er organization and tool boards that provide an instant visual evaluation of your tool inventory. Devon’s installation teams can deliver, cut, and fit shelving systems in the pit for all your storage needs. Based on your facility a variety of bulk tank options are available and nationwide teams can have tanks, lines, and pumps installed in a ma er of days.

Ultimate

Devon Industries was created in 1988 to serve the growing quick lube industry.

Over the past 30+ years they have been the leader of innovative products such as the EZ-Glide© pit covers. EZ-Glide pit covers were designed and patented by one of the company’s original founders, Ken Miller. Today, Devon is recognized as the premier provider of quality, innovative automotive equipment and service for the quick lube industry. Based in Oklahoma City, Devon still custom fabricates catwalks, tool boards, podiums, pit covers, oil gun racks, Blazer Li s, and more for both independent operators and nationally recognized chains. Their most recent innovation comes in the form of an oil evacuation machine. This top side fluid evacuation machine allows operators to perform oil changes without the need for a pit. Even be er, an oil change with top side filter can be completed in 3-4 minutes on most vehicles. With three pump designs (stationary single, portable single, and stationary dual), our customers can provide oil and other fluid changes without requiring bo om-side access for most vehicles. The customer’s oil is collected in a clear reservoir which provides both a visual for the consumer as well as a clear measurement of how much fluid was extracted for the technician.

To accommodate the ever-changing needs of the quick lube industry, Devon continues to custom design equipment to ﬁt the needs of single-bay, tandem-bay, multi-bay and multi-service facilities. You’ll recognize Devon’s quality products in thousands of locations across North America. Devon custom manufactures and installs catwalks and full store systems to the exact size and footprint needed, while also providing ancillary equipment needs such as air compressors, oil guns, reels, pumps, and oil and air plumbing for a turnkey experience.

SolutionsEquipmentQuickForIndustries:DevonAllYourLube

Devon provides unique insight and expertise for any new project, expansion, or remodel, and will design a complete solution based on your drawings andDevonplans.supplies the best top-side equipment in the industry. The EZ-Glide pit covers are the standard for safety in pit covers across North America. Knowledgeable sales teams help spec and size your pit cover needs for any opening. Assistance with completing the appropriate dimension form found on devonlube.com is available.

Devon carries the low-rise Blazer Li . Rated for 9000 lbs, it is ALI-certified and fits with the EZ-Glide pit covers. It can either be installed as a flush mount during the construction of a facility or retro fi ed in existing facilities. Additionally, they carry the RIZR system, rated for up to 9000 lbs as well. Should an in-ground or low-rise system not fit your facility, two and four post above ground li s are available. For integration with both existing and new pits, rolling pit jacks (RPJ) offer the perfect space saving solution in a low-profi le design. Devon’s commitment to superior service provides multiple avenues to get answers to your questions. Sales teams are available via phone (800-468-1970) and email (sales@devonlube.com). The updated website is a quick and easy resource for new or existing customers. Worksheets are available to aid in our custom services include catwalk sizing, vehicle li placement, safety net and EZ Glide pit cover sizing. Devon offers references to product warranty forms and provides one to 3 year product warranties on everything they make. You won’t find a be er option for quality supplies and services for all your quick lube equipment needs! Call us today at 888-500-0353.

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Ultimate Quick Lube 48 Sponsored Content

When Mighty VS7 Engine Shield is installed with conventional or synthetic motor oil, this carrier will dramatically enhance the oil’s lubricity and performance, helping to reduce thermal breakdown and keep the oil performing at peak levels for the entire oil cycle. The harder the engine works, the better the oil will perform. The carrier will also give the oil better adhesion properties, helping to reduce dry and cold starts.

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Mighty VS7 Engine Shield will work well with all oils and in any engine, gasoline or diesel. Most everyday drivers will experience an increase in fuel eﬃciency, reduced engine temperature and oil consumption, and a much more responsive engine. For performance enthusiasts and racers, VS7 Engine Shield will also help increase horsepower and stabilize oil pressure.

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And that program delivers. Weaver carries all the DuraMAX oils, oil filters, air cabin filters, coolants, wipers and more. He even carries some of their secondary lines, such as Rain-X, “and if they don’t have it or can’t get it to us, they’ll find someone who can or provide a similar product at negligible cost and inconvenience to the store.”

“I recommend them to everyone,” he adds, “and though they have a smaller foothold in Texas, this is where the market is going. I see competitors’ prices, show others what I pay and everyone beneﬁts. They’re competing with big companies and helping us be successful in the process.”

“Onceservice.you have a consistent clientele who trust your prices, that’s deﬁnitely good for business,” he says.

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“DuraMAX kept the price on synthetics and semi-synthetics low and always fair,” he says, “which allowed us to not enforce dramatic price hikes on our customers.

Now, Weaver is able to foster a consistently loyal customer base who trust his products and, in turn, trust him and his team to provide high quality quick lube

Adapting with the Industry Weaver began his shops’ relationship with DuraMAX (a RelaDyne brand) about ten years ago and hasn’t looked back. They began as his shops’ secondary supplier and he cites excellent supply-side customer service as an added bonus. But the industry changed (as it always does) and his primary supplier kept raising prices and Weaver wasn’t able to oﬀer the same value to his customers and soon looked to his secondary option as a primary supplier and partner.

As competitors raised their prices, mine didn’t go up nearly as much—they went up $5, I went up $1. It kept me in the market.”

Weaver is also operation manager of In-N-Out Lube, the two oldest quick lube service stores in Fort Worth, Texas. One was built in the mid-seventies, and the one he operates was constructed about ten years later. So what’s the secret to long-term success deep in the heart of Texas? “If I knew that, I’d make a million bucks!” he laughs. “Finding people to work in the industry, maybe—the right people. Employee retention. I’ve been lucky to surround myself with smart people.” But smart people can only do so much—when they’re equipped with smart products, increased revenue isn’t a possibility; it’s a certitude.

It’s been a banner year for Weaver and In-N-Out Lube, and with a partner such as RelaDyne, who knows what’s next? Maybe that million-dollar secret. To learn more, check out reladyne.com.

Kevin Weaver is living his best life. At 57 years old, he’s in be er shape than he’s been in years—he’s cut some carbs and dropped more than 50 pounds well ahead of his fall schedule.

ShopisDuraMAXaModernSolution

“DuraMAX has increased our profits. We can keep good quality products without paying premium prices, and in this market that’s a good thing. If you buy fi lters through an outside supplier, it could be 50 percent higher than this time last Weaveryear.”says that switching oil providers didn’t affect car count in any way and that In-N-Out Lube anticipates ge ing through another pandemic summer without a single hiccup; in fact, they’re having a great“Weyear.always want to improve,” he says, and that the business model and services offered by RelaDyne and the DuraMAX line of products is the future of the industry.

Achieve Millennial loyalty through superior products and value

Weaver notes that today’s customers aren’t brand loyalty fanatics like many of the drivers of old; instead, they’re value and experience connoisseurs who look to Google and Yelp to ﬁnd what they need. He also says that RelaDyne has exceptional products across the board and has helped lower his cost of goods. “Pricing is important, of course,” he says, “but today’s drivers just want to make sure the car runs. RelaDyne has always been exceptional, and the signage package was great. They help with tanks and anything else we need—it’s a really great and appealing program.”

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“Our in-market testing shows the pressurized canister service consistently takes less than half the time of a drip bo le service,” Weicht says. “While a drip bo le service takes an average of around 20 minutes to complete – and that doesn’t include the extra time it might take tech to search for and ﬁ nd a proper vacuum source - our pressurized canister service takes around seven minutes at max to complete. This means that the shop can essentially perform two to three times more services per day a er they switch to the pressurized canister.”

The True Brand Pressurized Canister utilizes shop air to pressurize the metal canister and deliver a consistent atomized mist of their GDI Induction Cleaner directly to the thro le body via the S-Hook delivery system. This cleans and lubricates the thro le plate to eliminate a sticky gas pedal without harming the thro le-position or mass-air sensors. While this is a great benefit over the traditional IV-style drip bo le application, Weicht says that the efficiency of the pressurized canister service is where shops are seeing huge benefits.

“That’s easy,” he says. “Our pressurized canister induction service—hands-down the easiest and most profitable change any shop can “Comparedimplement.tothe plastic IV-style drip bo les that most shops use when performing a fuel-system or induction cleaning service, the pressurized canister service wins easily in every metric imaginable,” Weicht says. “Besides the obvious fact that the metal canister looks far more professional when performing the service, it also saves time, eliminates the stress of finding the proper vacuum source, adds in the benefits of a thro le plate cleaning, and removes any chance of flooding the catalytic converter. All of these add up to a more profitable shop.”

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In addition to increased efficiency and effectiveness, the pressurized canister service also offers the shop the option to benefit from an increase in service price, thanks to the addition of the thro le plate cleaning to the typical valve and injector cleaning benefits of a drip bo le service. Weicht says that this is an option that he discusses with each shop when reviewing the benefits of the pressurized canister.

NOLN recently sat down with Weicht to discuss the one change he recommends to every shop owner and manager.

According to Weicht, many techs end up using the brake booster for the drip bo le style service because it’s the easiest vacuum source to find and has good vacuum pressure. However, around 80 percent of the time, that’s the wrong source and will dump the cleaner into the last valve and flood the catalytic converter. “This results in poor cleaning and possible catalytic converter damage,” he says. “Since our pressurized canister always delivers the cleaner through the thro le body via the s-hook, this eliminates the chance of not hi ing all the valves, the possibility of flooding the catalytic converter, time wasted searching for the correct vacuum source and the possibility of accidentally pulling a coolant line. Additionally, with newer vehicles using plastic vacuum lines, we are seeing more incidents of techs accidentally breaking the lines and shops having to replace them. With the pressurized canister, you don’t have to worry about any of that.”

Grow Your Shop with One Product True Brand offers a more effective, more efficient, and more profitable induction service

“Since they’re adding another layer of cleaning to the service, they can—if they wish—charge more,” he explains.

The market seems to agree with Weicht: Mark W., the general manager of a seven-store franchise group, states, “The customer perception and improved satisfaction with the price of the service is 10 times be er using the True Brand pressurized canister. It just carries a be er-perceived value because of the application, something you can also show the customer.”

Chris D. manages a ﬁve-store group in Eastern Idaho and loves how simple and eﬃcient the service is for his techs to perform. He says, “No questions on how my tech is supposed to perform the service… and it works like a charm!”

With its time-saving and revenue-generating beneﬁts, True Brand’s pressurized canister service is changing how shops approach ancillary services. If you’d like more information on implementing this easy and proﬁtable service in your shop, contact your True Brand representative or call 877.290.3950.

“This thing really is a game-changer,” Jason Weicht, Solid Start’s director of sales, says. “We’ve seen such a huge impact in the shops that are utilizing it. It’s really exciting.”

Contact your local Solid Start Distributor to get True Brand® in your shop. Call Today: 877-290-3950 | www.solidstart.com | #TrueBrandTough “Small changes can make huge destination differences.” - Sean CoveyTruth: MAKE ONE SMALL CHANGE FOR HUGE PROFITS More Efficient! More Effective! More Profitable! True Brand Products are specifically formulated to help your customers stay on the road longer! “This thing really is a game-changer. We’ve seen such a huge impact in the shops that are utilizing it. It’s really exciting.” Are you having difficulty choosing the proper vacuum source? Take the guess work out of it and perform a “PROFFESIONAL FUEL SYSTEM SERVICE” right every time! In-market testing shows the True Brand SGX113 pressurized canister service consistently takes less than half the time of a drip bottle service. While a drip bottle Fuel System/Induction service takes an average of around 20 minutes to complete, the same service using the SGX113 takes about seven minutes, allowing you to perform two to three times the amount of services per day. Call today to make one small change that equals HUGE profits! -Jason Weicht, Director of Sales - Solid Start, Inc.

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SEPTEMBER 2022 55 AOCA CORNER c

All of these questions are going to be answered by people from a variety of walks of life, not just those who make decisions for major manufacturers like Ford. We live in an ecosystem where the decisions and actions of one person or group affects another. With that being said, those who adapt early on, and with proper due diligence tend to sustain their businesses longer, and those who don’t sometimes wait until it is too late.

One of these key issues comes with the right to repair your car under warranty with non-OEM parts. This change could affect the way maintenance services are offered from dealers in the future and open opportunities for others.

IN THE FAST LUBE BUSINESS, IT LOOKS LIKE IT IS time to start paying attention to new information coming from major manufacturers. Ford recently announced that it will be shifting away from the dealership model as one of its key growth strategies for its EVs. This is just another announcement that supports the idea that auto manufacturing companies are going through a major transformation, whether it is shifting production to meet new demand like electric vehicles or changing its sales system to be more in line with the con venience of a direct-to-consumer model. These changes will have a direct impact on tangential industries like the fast lube Historicallyindustry.speaking, the fast lube and preventative maintenance industry are not in lockstep with dealers on what rules and regulations best suit their own interests.

The impetus for Ford’s decision to focus their EV sales on the direct-to-customer model is tied directly to a few items that will be discussed in greater detail below.

The new model would include a smaller number of vehicles at the dealership, just enough to test drive. This could save on transportation costs for vehicles, as not as many will be shipped to the dealer, and not as many will have to be transported away from the dealer. Additionally, the inventory costs would decrease for the dealers, which would ideally allow the time previously spent maintaining stock to be spent educating a customer. After a customer test drives one of the stock vehicles, they can then custom order their product to their liking at the dealer or from the comfort of their own home.

In this projected sales model change, Farley also pre dicts that the cars will undergo more software changes than hardware changes. These system upgrades would “freshen” the car with features like autopilot, perfor mance enhancements, and the like while extending the time the company manufactures the same exterior body style. The longer shelf life of body style reduces cost of manufacturing plant changes, and reduces need for raw materials like steel.

The above list is obviously tongue-in-cheek, as all changes are meant to save money. According to USA Today,

Farley is planning to cut operating expenses by $3 billion by 2026. It is reasonable to assume that, if cost savings are possible with the EV production line, that precedent is being set for that same type of dealership adjustment to be made in the combustion engine lines as well. Apparently, Ford is not alone in this line of thinking. While there are no definitive statements from other major manufacturers that show that they are immediately following suit with Ford’s strategic moves, there is plenty of smoke to indicate that might not be far off. General Motors, for one, is frus trated with the dealer markup on vehicles (Bogage and Gregg, Washington Post). Volkswagen, which is looking to reintroduce the Scout brand as a rugged, electric vehicle, would do well with a similar cost savings in the model pioneered by Tesla and adopted by Ford. BMW, Audi (not developing combustion engine vehicles after 2026), and Mercedes all have conversations regarding the topics popping up in online forums. Online forums are, of course, not to be considered authoritative or reputable sources for taking business action. Taken in context of other industry changes, those conversations are worthy enough. These dealership changes would have major impli cations downstream. Individuals in these affected industries need to adapt, and, for those with an entre preneurial spirit, fill service gaps that may be left. In the new vision laid out by Ford, more cars will be using computer-based features. Where will these upgrades be done? In the cost-saving vein, the physical size of real estate occupied by dealerships may shrink. Less land is less expensive. This may eliminate aspects of their service that are less profitable, especially if some of the service features, like diagnostics and software updates can be effectively completed in the comfort of one’s own Value-addhome.software upgrades, like autopilot, will likely need to be tested before going out on the road. Where will these tests be performed for car owners who live near dealerships with a small footprint and no service center? Is there a place for fast lube and pre ventative maintenance centers to fill these gaps? Will it change the demographic of technicians needed, or the training required to be an effective technician?

Ford advances the showroom strategy

FRASERBRETT is the industry.maintenancefortrade(AOCA),AssociationOilthespecialistprogramsmemberforAutomotiveChangetheonlygroupthequick INFO @AOCA.COMOR800.230.0702

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Is The Dealership Model Changing?

Jim Farley, CEO of Ford, feels that the traditional deal ership model puts Ford at a disadvantage when competing with competitors like Tesla. This disadvantage equates to roughly $2,000 per vehicle, which is added into the final sales cost, according to a CNBC article on Farley’s decision.

Your customers depend on you to keep vehicles running smoothly. And you depend on your industry event to keep you in the know about the tools, training, products, and technology to help you do that. Make plans to join your community. With a robust marketplace and experiential learning opportunities, 2022’s event will give you that traction you need in a changing market with new and renewed connections, current insights, training, and a profitable future. LEARN MORE aapexshow.com THE VENETIAN EXPO | LAS VEGAS, NV | #AAPEX22 TUESDAY, NOVEMBER 1 - THURSDAY, NOVEMBER 3, 2022

SEPTEMBER 2022 57 CLASSIFIEDS WE BUY QUICK LUBES! With over 130 shops acquired in 2019 alone, we know how to make it easy! Call or email Take 5 Oil Change today, or check out our website for more info. dbacquisitions@drivenbrands.com(980)-235-8380www.take5quicklubesales.comNeed to Hire? Want to Sell? REACH OVER 111,000 INDUSTRYSPECIFIC CANDIDATES EACH MONTH DISPLAY ADS Per column inch (1-time rate) ......$130 Per column inch (6-time rate)......$115 Per column inch (12-time rate)....$100 WORD ADS Minimum 10-word charge......................$80 Per word charge thereafter......................$1.00 Border and/or screen (on word ads).........$60 Highlight box...........................................$65 Specific location on separate heading ...add 15% ADVERTISE IN THE NOLN CLASSIFIED SECTION BY CALLING KYLE AT 651-846-9490 LISTEN TODAY BY VISITING noln.net/podcast PODCAST NEW EPISODES EVERY WEEK! Never Miss an TODAY!SUBSCRIBEIssue. START YOUR FREE SUBSCRIPTION TODAY BY VISITING noln.net/subscribe CONSULTING Advertise your consulting business to thousands of industry specific clients in the Classified pages of NOLN. Call Kyle for details 651-846-9490. Print and online ads available. EDUCATION+TRAINING Highlight your educational institution here! Reach those candidates seeking a career in the fast lube and fast lube plus industry choosing a college or university. Call Kyle for details 651846-9490. ADVERTISERS/ PRODUCT INDEX AAPEX (56) API (4) AUTEL 855.288.3587(44-45) AutoCenter Sales (10) 800.874.5793 BendPak, Inc. (39) 855.223.2665 Chevron 866.354.4476(2) Cinch (32) Devon Industries (46-47) 888.500.0353 Filpac (30) FullSpeed Automotive (34) ISI Software 800.922.3099(60) Jiﬀ y Lube (42) Kafko International Ltd.Oil Eater/Degreaser (13) 800.528.0334 Mighty Auto Parts (48-49) Oil Changers (24) OTOFIX Tools (59) Phillips 66 / Kendall (54) 877.445.9198 PM Attendant, Inc. (29) 866.341.7449 RelaDyne 317.696.3009(50-51) Roth Industries (11) 888.266.7684 Service Champ (26) Service Pro 800.313.2463(8) Solid Start – True Brand (3, 52-53) 877.290.3950 Valvoline 859.357.7303(42)

Change one thing today. Celebrate that execution with your team and build on that with another piece that complements that. Lather, Rinse, Repeat. Raising the bar slowly will put your underperforms in line but more importantly show your great teammates there is a path before you have them joining the great resignation.

SAUCIERLENNY LEADING EDGEc SUACIERLENNYCOURTESY

In each example, we have accepted the fact that this is just the way it is. It is just the way it is now. What can you do? It’s COVID. With each dismissive comment we build a resistance to progress because we accept this as the new normal. I’m not suggesting that you tell the restaurant to get over it and open the table. I have seen that happen too many times. What I am suggesting is that your acceptance of these behaviors has trickled over to the way you operate your own business. We have lowered the bar of performance and expectations and have become scared to enforce the very policy and procedures that have made us great to begin with.

responsible,

REMEMBER WHEN YOU COULD WALK INTO YOUR local McDonald’s and get bad service and the ice cream machine was broken? Those were times when you could go to a restaurant and see an open table and be assured that you were going to be seated very soon. You could probably think back to the time where you had an applicant, hired them, they came into work on time and adhered to the policies and procedures, you have set forth in your center. Believe it or not, that wasn’t too long ago. Fast forward a few crises later and the ice cream machine is still down, but you may not even get inside the McDonald’s. You’ll have to settle for the attitudes at the drive-thru. The number of tables open are as much as they were (or greater), but there is no one to wait on them so they stay empty. And that applicant you got? Well, if you are still reading this, you probably know that they didn’t show up for their first day. If they did, chances are they didn’t last long or they stayed around because they didn’t have to do what you asked them to and you are still giving them a check.

Be but don’t fall into the pandemic’s bad business habits

We have become COVID scared. Not about catching COVID, but ge ing back to our core values because we are scared to lose what we have as everything changes. We have become scared to stop the endless bleeding of bad employees through our doors because we think we need to keep the bad employees to do good business. Does that make sense?

58 NOLN.NET Lenny Saucier has been serving the aftermarketautomotiveand its future leaders since 2000. He serves as the director of retail training for Automotive.Fullspeed LSAUCIER @FULLSPEEDAUTOMOTIVE.COM COVID Scared

This is a fact that is overshadowing the fact that if they were truly happy, they wouldn’t be looking. Is it that people don’t want to work, or people don’t want to work for you or with the crew you have created a er COVID? Do you really believe if things ran smoothly, people had trust in each other that they would be running out the door to try their luck at another place that doesn’t have their business in order for another dollar an hour? Do you believe that McDonald’s is really a threat to your labor pool?

There is a great saying that is posted by many business leaders that says, “People don’t leave bad jobs; they leave bad bosses.” This was true before COVID just as much as it after COVID. Your good employees are leaving to look for better places to work and better teams to work with because they have an expectation of what great things should be. You do, too. You just have put that idealism away to survive instead of to thrive. How do we get back on track? Start small and build on the core foundations that you laid in the beginning. Start with that. Saying you are going to institute all that you had the weeks before COVID is going to be as successful as me saying I’m going to cut out all carbs starting today to lose 60 pounds.

Being COVID scared has affected us all. Look around at the places that are crushing it. They are providing great service and making big money, and probably with the people who left those jobs that didn’t get it.

Readjustments The newly famous lines, “They are overworked and I can’t,” or, “They will quit if I do,” keep running in my head as I type this article. The fear around “The Great Resignation” keeps you in check because you see and hear people leaving for other jobs quicker than before. It is true—people are leaving for other jobs, better jobs and sometimes higher paying jobs.

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