NOLN - June 2024

Help Your Guests Beat the Heat this Summer with TRUECOLDº A/C Performance Booster.

Our patent-pending formula cleans and protects automotive A/C systems unlike anything else on the market! This innovative formula not only cleans and removes oil fouling, but also contains an A/C Booster and Leak Detector.

• Quick and Easy High-Profit Service.

• Compatible with R134A & R1234YF Systems.

• Protects A/C System Components.

• Detects A/C System Leaks.

• Boosts A/C Performance.

• Cools Down Faster.

• Helps Increase Fuel Mileage.

• Helps Extend A/C Compressor Life.

ADVERTISERS/PRODUCT INDEX

AutoCenter Sales (37 )

800.874.5793 Bartec USA (10) 855.977.9732

BG Products (13, 41)

Chevron Lubricants (2, 32)

Devon Industries (11)

866.354.4476

888.500.0353 ISI Software (44) 800.922.3099

Kafko International (17 ) 800.528.0334

Mighty Distributing System (27 ) Milton Industries (16) 800.231.1525

Roth North America (36) 888.266.7684 Samson Corporation (40) 828.686.8511

Service Pro (8) Solid Start (3, 34) 877.290.3950 Valvoline (14) 859.357.7303 Wrenchers (43) 800.261.7729

EDITORIAL

EDITOR Hanna Bubser

ASSISTANT EDITOR Kacey Frederick

CONTRIBUTING WRITERS

Adam Tatum, Scott Hempy, Enid Burns, Emily Kline, Peter Suciu

EDITORIAL ADVISORY BOARD

Lenny Saucier, DIRECTOR OF RETAIL TRAINING, FULLSPEED AUTOMOTIVE

Pete Frey, OPERATOR, TAKE 5 OIL CHANGE

Adam Tatum, DIRECTOR OF OPERATIONS, VIRGINIA GROUP

Bill Floyd, OPERATOR, LUCAS OIL CENTERS

SALES

PUBLISHER Greg Smith gsmith@endeavorb2b.com

ASSOCIATE PUBLISHER Andrew Johnson ajohnson@endeavorb2b.com

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

DIRECTOR OF BUSINESS DEVELOPMENT Cortni Jones cjones@endeavorb2b.com

ACCOUNT EXECUTIVES

Diane Braden dbraden@endeavorb2b.com

Marianne Dyal mdyal@endeavorb2b.com

Chad Hjellming chjellming@endeavorb2b.com

Lisa Mend lmend@endeavorb2b.com

Martha Severson mseverson@endeavorb2b.com

Kyle Shaw kshaw@endeavorb2b.com

Sean Thornton sthornton@endeavorb2b.com

ART AND PRODUCTION

ART DIRECTOR Rhonda Cousin

PRODUCTION MANAGER Mariah Straub

AD SERVICES MANAGER Jen George

ENDEAVOR BUSINESS MEDIA, LLC

CEO Chris Ferrell

PRESIDENT June Griffin

COO Patrick Rains

CRO Paul Andrews

CHIEF DIGITAL OFFICER Jacquie Niemiec

CHIEF ADMINISTRATIVE AND LEGAL OFFICER Tracy Kane

EVP ENDEAVOR BUSINESS INTELLIGENCE Paul Mattioli

EVP TRANSPORTATION Kylie Hirko

VICE PRESIDENT–VEHICLE REPAIR GROUP Chris Messer

HOW

TO REACH US

571 Snelling Avenue North, St. Paul, MN 55104

tel 651.224.6207 fax 651.224.6212

web endeavorbusinessmedia.com

Send letters to news@noln.net

Endeavor Business Media does not accept responsibility for advertising content.

FEATURE

HANNA BUBSER

SHOP LOOK

At the Center

David M. Hays owns American Lube Service Center, a fourbay shop with express lube and mechanical repair capabilities.

6 ONLINE

Midas turns 68

7 NUMBERS

Shops with commission/ bonus programs

QUICK HITS

15 AROUND THE INDUSTRY

New rules for emergency braking

9 INDUSTRY INSIGHT

Inspiring confident leadership

18 SHOP LOOK

American Lube Service Center of Falls Church, Virginia

SERVICE

33 PIT STOP

Finding and retaining employees

35 TOOLS+TECH

Using tools to your advantage

38 CASE STUDY

When competition is nearby

COLUMNS

21 MAINTAINING THE MISSION

Building community relationships BY SCOTT HEMPY

42 FROM THE SHOP

Staying safe this summer BY ADAM TATUM

KACEY FREDERICK

MIDAS SEES RECORD ATTENDANCE AT ANNUAL CONVENTION IN NASHVILLE

In a press release, Midas released details on its annual convention that took place in Nashville, Tennessee, which featured recognition and awards.

With 70% of the Midas franchise system being present, the three-day event set a new record in attendance.

Kicking off with a celebration of the brand’s 68th anniversary, President and COO Lenny Valentino addressed the audience with an opening speech. Throughout the conference, franchisees were featured in panels that discussed topics including people development, EV and hybrid service, and emerging vehicle technology.

For the second year in a row, Midas selected a nonprofit to donate to as part of the event. This year, Youth Villages in Middle Tennessee was selected as the recipient of $1,500, with a matched donation from the International Midas Dealers Association bringing the total to $3,000. The funds will go towards its LifeSet program, a resource for young people who have aged out of foster care.

Finally, an awards ceremony was held on the conference’s final night, where it was revealed that there has been more than a 157% increase in the number of Midas franchisees earning $2M, $3M, $4M, and $5M in revenue, and that the franchise system has experienced 36 months of record-breaking sales.

The Franchisee of the Year title was awarded to Daniel Evers of Saint-Jean-SurRichelieu, Quebec, who operates a single-unit; and Nasser and Amer Halwani of Detroit, who operate multi-unit stores. Read more at noln.net.

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.

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 COMMISSION QUESTION

When the word “commission” is thrown around by the average consumer, they may think about it in the context of a shopping excursion. Perhaps they’re buying a new suit at a department store; someone greets them, guides them through the process, and helps them make a purchase. The customer might wonder, “Does this person make a commission?”

The question doesn’t inherently have a negative or positive connotation, it’s simply a curiosity. Commissions and bonuses have their place in many different environments, but how do shop owners feel about them?

According to respondents of the 2023 NOLN Operator Survey, most shops have a commission/bonus program while 35% report that they do not.

PROVING HER PLACE

Grease Monkey Co-Owner Aleisha Hendricks tells of how vital confidence is for women in the automotive field

BY KACEY FREDERICK

WHEN THE GREASE MONKEY LOCATION THAT ALEISHA Hendricks now co-owns in Farmington, New Mexico, first opened, she wasn’t an owner—she worked there part-time in marketing. But her drive and innovative ideas quickly elevated her to being the current co-owner

of the shop, responsible for all day-to-day operations. Hendricks has had to work harder to prove herself than her male peers, but she now uses her experience to set an example that empowers other women to thrive under her leadership.

PHOTO: COURTESY OF ALEISHA HENDRICKS

Fueled by Ambition

Though Hendricks initially had no experience working in the quick lube industry before joining the Grease Monkey brand, the great women she met early in her career would help shape her.

Hendricks has done a lot of work in advertising, with her first role having her sell advertising spots in the local newspaper. In that position, she had several women that set the standard for how she should conduct herself— namely, her first boss.

“I learned so much from her,” says Hendricks. “She put me to work, she let me fail, she picked me up, she showed me how she wanted it done, and then I would just learn the process, over and over again. Building up that confidence I think is what it takes no matter what industry it’s in.”

Another woman who was a sales representative managing the automotive section of the newspaper provided Hendricks her first peek into what would be her future career. Hendricks would watch how the sales rep carried herself and spoke confidently, slowly setting an example in how to assert herself as a professional.

Hendricks would go on to handle advertising for a

dealership before leaving the field for seven years to focus on raising her kids. With her experience in marketing, she was reached out to by three friends of hers who had recently purchased a Grease Monkey business, asking her to come on to handle their media relations.

Hendricks has been with the business since day one, having first started working there part-time to do outside fleet sales and handle marketing. Before long, she became a more integral part of the business as she continued to introduce innovative ideas that promoted growth.

“I think that I had just shown some real hustle and some initiative. I was constantly coming up with some ideas that would really make it easier for me to be out there selling us,” shares Hendricks.

Eventually Hendricks’ work became full-time, and when one of the owners decided to leave the business, she became the prime candidate to take his place.

Growing Into a Leader

The owner whose place she took oversaw day-to-day operations, while the other two provide support in the background. Though they were there for Hendricks when

she first made the transition, there were many lessons she had to learn from firsthand experience—but with her training in sales, customer service was second nature to her.

Hendricks has cultivated a workplace that encourages growth and confidence in her staff. Of the seven lube techs she employs, four of them are women. Similarly to Hendricks, most of them came into it having no prior experience, but the management at Farmington’s Grease Monkey has been highly supportive of giving training opportunities to its staff.

This can be a huge benefit to any entry-level technician, but for most women who aren’t offered an early introduction into automotive work, being in an environment that welcomes newcomers looking to learn is even more conducive to their success.

A woman leading the shop has undoubtedly inspired female techs at the Farmington Grease Monkey, and Hendricks is able to access a perspective that many shop owners aren’t able to relate to; specifically, that of caretakers.

Having been a stay-at-home mother for seven years, she realizes the ways work and personal life can interact.

I think that I had just shown some real hustle and some initiative. I was constantly coming up with some ideas that would really make it easier for me to be out there selling us.

–

ALEISHA HENDRICKS, CO-OWNER, GREASE MONKEY IN FARMINGTON, NEW MEXICO

Being a mother is a full-time job in the truest sense of the word—it’s not something you can clock out of before entering the shop.

“I help them in their personal life as much as I possibly can, without overstepping, when they ask for help because as much as we think that those two worlds shouldn’t combine, they really do, especially (for) women who have

families,” says Hendricks. “I’m not oblivious to the fact that personal life can’t always be left at the door—especially for moms.”

Confidence That’s Contagious

Nowhere does Hendricks display her dedication to her employees more than when she defends her female techs in the face of harassment; which, unfortunately, can be all too common for women in the industry.

Though there are certifications and training certificates for all the technicians displayed throughout the shop’s lobby, it doesn’t stop some customers from expressing skepticism at the sight of a female technician, including other women who come into the shop. For a tech who’s worked hard to get to where they are, it can be disheartening to face a customer doubting your capability.

“Sometimes it’s not easy to settle our customers down just at the first pass, and sometimes it can go a little bit further than that, and it does get discouraging and it is frustrating,” tells Hendricks.

While it can initially feel insulting, Hendricks uses these incidents as opportunities to affirm her shop’s transparency. As she learned early in her career, confidence will take you a long way. Her staff keeps records of everything they do and are trained to do it right.

In every encounter with an unhappy customer, Hendricks picks up her shoulders, puts a smile on her face, and looks to defuse the situation as best as she can. She finds out what the problem is, what went wrong, and what they can do to make it better. Recently, when a customer came into the shop claiming he bought windshield wipers that weren’t installed for him, one of the techs pulled up the ticket from his most recent visit, which didn’t show any such purchase. But he insisted it was the case and demanded to speak with someone else.

Hendricks came and went over the invoice as her employee had done, while being confident, friendly, and honest. Her assurance was effective, and the customer eventually settled down and agreed to have some windshield wipers installed.

“He just needed someone else to tell him the exact same thing. And that happens all the time,” says Hendricks.

It’s true that customers can sometimes act differently towards female staff members than they would to men, but Hendricks’ capabilities as a leader shows people that they

are in good hands, regardless of any preconceived notions they had. However, Hendricks does not tolerate harassment or insults being launched at her employees, ever.

“That’s just one thing that I don’t tolerate on the property, because customers can get offensive, and they will berate my employees if allowed,” Hendricks explains. “The buck stops with me on the property, is basically it. I command that respect, I demand it for my employees. And I command it for myself by just putting my foot down in a very professional way.”

Indeed, Hendricks has never experienced any encounter with a customer that turned uncivil. She stays positive as she tries to find what went wrong with the customer and if it’s something she and her team can resolve. But in cases where a female staff member is being chastised for her identity, it can reach a level where it’s only harmful for the work environment to allow it to continue.

Hendricks doesn’t believe it’s inherently difficult for a woman to enter the industry. The biggest challenge comes from how others will react. For any woman looking to succeed in the automotive field, it’s imperative to remember your strengths, to not be shy about them, and to find an environment that helps you achieve your full potential.

“Maybe you don’t know everything you could, but you assert the confidence that you’re going to find out (and) that you’re going to do better next time,” Hendricks advises. “Let them know that you deserve to be there.”

Hear more from Hendricks in her two-part interview series for The NOLN Podcast. Scan the QR code or tune in wherever you listen to podcasts.

POWERHOUSE POUR

Restore Power and Drive Sales at Every Oil Change

Choose the premier piston ring cleaner: Add BG EPR ® Engine Performance Restoration ® to every oil service. This superior pour-in effectively removes carbon deposits, reduces oil consumption, and balances compression while increasing revenue. Find a BG Distributor to get EPR® in your shop: bgfor.me/distributor

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

ALL NEW U.S. VEHICLES TO HAVE AUTOMATIC EMERGENCY BRAKING AFTER 2029

The National Highway Traffic Safety Administration has said that all new vehicles sold in the U.S. must be equipped with automatic emergency braking systems by September 2029, according to Reuters.

Since the COVID-19 pandemic, there has been a spike in pedestrian traffic deaths, with 2023 seeing a fatality rate higher than any prepandemic year since 2008. In 2022, the number of pedestrian deaths rose by 0.7%, marking a new record since 1981. With the passage of the 2021 infrastructure law, NHTSA was directed to implement standards for AEB.

After 2029, all cars and trucks must be able to stop and avoid collision with vehicles in front of them at a speed of up to 62 mph. In the event that collision with a vehicle is imminent, AEB must be applied at up to 90 mph. When a pedestrian is detected, AEB must be applied up to 45 mph.

NHTSA claimed that the new rule will save 360 lives each year and prevent 24,000 injuries. In 2016 a voluntary agreement was made by 20 automakers, stating that they would make AEB standard on nearly all U.S. vehicles. In 2023, the Insurance Institute for Highway Safety found that all 20 automakers have followed through thus far, having equipped 95% of their products with AEB.

STUDY: QUICK OIL CHANGE INDUSTRY SEES INCREASE IN CUSTOMER SATISFACTION

The latest J.D. Power U.S. Aftermarket Service Index Study reveals what’s causing an increase in satisfaction for quick lube customers, according to a release on Business Wire.

J.D. Power combines scores

from seven different factors that businesses are evaluated on: ease of setting up appointments, fair prices, service advisor courtesy, service advisor performance, service facility, time to complete service, and quality of work.

Now in its fifth year, the study found a four point (on a 1,000 point scale) increase in overall satisfaction for the quick oil change industry, with tire replacement seeing a five point increase. Following a gradual yearover-year decline, the improvement seen in this year’s study is attributed to service advisor performance, enhanced facilities, and convenient wait times.

Leonard Martin, J.D. Power’s director of automotive retail, noted how the results underscore the importance of service advisors and creating a welcoming environment for customers. The study found that younger, Gen Z customers experience a lower rate of satisfaction compared to older age groups, presenting an opportunity for service advisors to guide them and establish trust, Martin also noted.

When looking at different brands, Express Oil Change & Tire Engineers scored the highest in satisfaction for the quick oil change segment for the second consecutive year in a row. The company was followed by Take 5 Oil Change, and Valvoline Instant Oil Change in third place.

For the first time, Jiffy Lube ranked the highest in satisfaction for tire replacement, followed by Meineke Car Care Centers and Midas.

“Aftermarket service providers should continue to focus on service advisor performance, courtesy and creating a welcoming environment for customers who wait at the facility,” surmised Martin. “In addition, technology utilization can inspire transparency, trust and strong advocacy for the service provider.”

HYUNDAI EXPANDS ELECTRIC VEHICLE FACTORY TO INCLUDE HYBRID PRODUCTION

Originally intended for just electric vehicle production, Hyundai’s future Georgia facility will now also produce hybrid vehicles, according to CBT News.

While the Bryan County, Georgia, factory was initially planned to solely manufacture EVs, the automaker made the decision for an expansion following the release of its firstquarter earnings.

During a quarterly shareholders call, Hyundai executives said there was a spike in hybrid demand since the beginning of 2024, outpacing EV demand in some regions. Its first quarter saw EV sales fall and hybrid demand increase.

The Georgia facility is slated to launch production later this year, producing up to 300,000 units annually that will include hybrid vehicles such as the Tucson.

STUDY: NEARLY HALF OF DRIVERS IGNORING DASHBOARD WARNING LIGHTS

CarMD’s 2024 Vehicle Health Index shows an increase in the number of drivers that are ignoring warning lights in their dashboard. The annual study examines check engine light-related vehicle repair trends across the United States.

An online survey from earlier this year, conducted by Veridata Insights on behalf of CarMD, found that 49% of respondents had a warning light on their dashboards. Twenty-two percent had the check engine light on, which is double the number from the last time CarMD surveyed drivers on their check engine lights.

A large reason many drivers may be opting to ignore these warning lights is the rising cost of parts.

Though labor rates rose only 1% in 2023, car repair costs saw an overall 5.1% increase, marking an all-time high since CarMD’s first Vehicle Health Index in 2011. Additionally, the cost of parts rose more than 7%.

The study found that check engine light-related problems are more common in model year 2007 vehicles, and—for the first time since CarMD began tracking check engine repairs—the gas cap is not among the top five most common check engine repairs. Those spots are now taken by catalytic converters, oxygen sensors, spark plugs, mass air flow sensors, and ignition coils.

“Ignoring the check engine light will cause your car to fail an emissions test and can result in the need for additional repairs down the road,” explained David Rich, CarMD

technical vice president. “We encourage drivers to address all of their dashboard warning lights to help make sure their vehicle is as reliable and efficient as it can be.”

WARNER ROBINS, GEORGIA, SEEKS TO ENFORCE DISTANCE BETWEEN OIL CHANGE BUSINESSES

A sharp increase in the number of oil change businesses in Warner Robins, Georgia, has prompted attention from city officials, reports 13WMAZ.

Warner Robins is currently home to 21 oil change facilities, with many of them sitting along the same street–namely Highway 96, Highway 247, and Russell Parkway.

One of these businesses is the

Express Oil Change & Tire Engineers on Highway 96, where Manager Kevin Eakins said that a variety of options for oil changes isn’t necessarily a bad thing. While Express Oil Change aims to address a number of maintenance needs, he notes that other businesses perform different services, with some specifically specializing in oil changes.

Though the store sits across the street from a Take 5 Oil Change, Eakins said that there’s typically enough business to go around.

“Just because we have an oil change stop shop right across the street from another one doesn’t mean we all do the same thing,” he said.

According to Kate Hogan, the city’s community and economic development director, a dramatic increase has been seen in the number of vehicle service businesses, as well as

corporate team members, according to a press release.

This theme of this year’s event, “Building for Success,” featured business growth and customer experience expert Jay Baer as a keynote speaker, a town hall panel of senior leaders from TBC Corporation, and breakout sessions on dealer resources and other industry topics.

Approximately 50 vendors had interactive booths, demonstrations, and more on display as part of the event’s trade show. Convention attendees also helped assemble 500 drawstring backpacks with school supplies and 175 toiletry bags that will go to students and teachers at Martin Behrman Charter School Academy of Creative Arts and Sciences.

A casino night was also held at

the event, where attendees placed bids for prizes including a 2023 Ford Bronco, and helped raise $120,000 to benefit the Big O Tires Scholarship Fund.

Several award winners were recognized at the conference.

The Standing “O” Awards, which commemorates individuals who have shown dedication through serving on committees or helping fellow franchisees and team members, had six recipients this year:

• Matt Story, a multi-store franchisee in Colorado and chairman of the brand’s marketing advisory committee

• Jose Perez, a multi-store franchisee in Southern California

• Jason Kassing, executive vice president and partner at MāHK Advertising

• Rhonda Beaty, a customer support center manager for TBC Corporation

• Jeremiah Alton, general manager for Central Arizona Auto Group

• Mike Sharpe, a franchise business consultant for Big O Tires

Steve and Cody Gray were named Franchisees of the Year in the multistore owner category, and Josh and Melissa Cherry were named the winners of the single-store owner category.

The Point of Light Award, which recognizes an individual that has left a positive impact on the organization, was given to Kent Coleman. Inducted into the Hall of Fame was Scott Koldenhoven, who owned or co-owned over 20 Big O stores during his career of over 40 years.

Scan for a FREE Sample

Where did you find us?

AMERICAN LUBE SERVICE CENTER

OPERATOR: DAVID M. HAYS

LOCATION: FALLS CHURCH, VIRGINIA

STAFF SIZE: 7

SHOP SIZE:

2,500 SQUARE FEET (FOUR BAYS)

BY EMILY KLINE

PHOTOS BY ALEX SAKES PHOTOGRAPHY

DIVERSIFYING SERVICES

After decades in corporate marketing, David M. Hays opened American Lube Service Center to pursue his automotive and entrepreneurial passions.

Hays opened the business in early 2016 and transformed a quick lube shop into one that served all

different types of vehicles.

“It’s an express lube but it’s also an advanced mechanical repair shop,” Hays says. “So, we can write $6,000 repair tickets while also doing $75 oil changes. People have difficulty in this business because diagnosing modern cars is challenging, but our mechanical team enjoys the technology. We also turn

away very few cars. Food trucks to Ferraris, BMWs to buses, bring it in and we’ll service it.”

CUSTOMER-CENTRIC AMENITIES

With four bays, American Lube is set up to service its broad range of customers quickly and efficiently.

“We have two doors on each end of the building, so the four bays are end to end. The express lube service lane is on the right and can take two cars every 20 minutes or so,” Hays says. “The two bays on the left have lifts and are used for mechanical services.”

To speed up service, one of the mechanical bays has a convertible

floor. If the quick lube bays are too busy, the shop can open a mechanical bay up for quick lube services.

The waiting area includes six comfortable black leather chairs, clean hardwood floors, plants, a coffee bar, and a clear view of the shop floor provided by a wall of glass windows. There is even a patio with tables out front.

THE ART OF HOSPITALITY

Hays’ investment in the physical luxuries of his waiting areas and the timeliness in his bays all come down to his placement of value on the customer experience. He understands that customers are what drive business, and to retain them, investing in their trust is what matters most.

This is why Hays continues to build a culture at the shop that nurtures one another and the customer.

“Customer experience is everything. Getting the technical services

right and on time is par for the course. To wrap up a five-star experience, not only does the venue have to be welcoming but the staff as well, and that means friendly, knowledgeable, and even bilingual,” Hays says. “If you’re going to get top dollar pricing and maximize repeat business, you must have all pieces of that puzzle.

“I’ve got staff that have been here for 25 years and it’s fun to watch them interact with long-time customers,” he says.

Hays is serious about converting new customers into repeat customers.

“I love meeting new customers, going that extra mile, and leaving them with that, ‘thank God I found you guys’ feeling,” he says. “Customers come because they’re treated right. You’ve gotta invest in people who not only know their stuff, but they also need to be able to make customers feel like family.”

Serving Your Community (Lessons from Larry Dahl)

Have a greater impact on the community that surrounds your shop

Scott Hempy leads the team at Oilstop Drive-Thru Oil Change and Happy’s Drive-Thru Car Wash. Oilstop and Happy’s are rapidly growing their footprint of oil change and express car wash locations across the West Coast, combining convenience with an outstanding emphasis on guest experience.

Prior to Oilstop & Happy’s, Scott was the founder and CEO at Filld, a SaaSbased software solution for last-mile oil and gas delivery companies. He was recognized as a member of the Forbes 30 Under 30 class of 2016 for starting Filld.

GOOD COMPANIES PROVIDE A POSITIVE experience for their guests. Great companies become a part of the fabric of the communities in which they operate. Great companies are able to find a greater purpose and mission in serving the community around them. By serving the community around your business, you will establish strong roots in your community that will help your business thrive. Growing deeper roots into the community that you serve requires building relationships both inside and outside of your store’s four walls and a spirit of generosity to the community you serve.

Being a part of your community starts with the guests you serve every day. Creating a culture that welcomes every guest with a smile and a team that desires to get to know those guests on a personal level allows you to build meaningful relationships with those guests. We all want to shop where we feel known and are not just an invoice number.

Shortly after I joined the Oilstop team, I went on a tour to visit all our stores. While on this tour, Kenroy, our Oilstop manager in Tucson, shared a story about building a relationship that resonated deeply with me. Kenroy and his team had been changing oil for a regular guest for many years.

Unfortunately, earlier that year, our longtime guest had passed away. When the reminder light came on next, this late guest’s wife had needed to bring her car in for service for the first time. Kenroy had built a 15-year relationship with her husband, so he stopped at her window, got on one knee, and they began sharing stories and memories about her husband. They both ended up sharing both laughter and tears as they remembered her husband together.

What Kenroy did certainly wasn’t in our process or script. He prioritized building personal relationships with each of his regular guests, so his reaction was a completely normal human reaction. By focusing on building personal

relationships with your guests, you become a consistent part of the community. Another wonderful benefit is that your guests will keep coming back!

It is also important to build relationships outside of the four walls of your store. This can look different in different communities.

At Oilstop, we regularly encourage our managers to attend chamber of commerce meetings, visit and network with other local businesses, and attend local community events to represent our company.

By participating in events in the community, you will create opportunities to grow your business and help others grow their businesses. Some of our best marketing campaigns at Oilstop have come through cross promotions with local businesses.

Another key to becoming a part of the community you serve is having a spirit of generosity towards your community. Finding a cause in your community to help support through your own donations or through fundraising efforts helps connect your operation to your community. At Oilstop, we often will run a campaign where we ask every guest at the end of their service if they would like to donate $1 towards a specific cause.

If they donate, our company will match that donation. Through this program we have donated funds to many local and national causes, including the Jimmy V Foundation, Maui Wildfire Relief, The California Wildfire Fund, and World Vision. Giving generously to those in need is both the right thing to do and helps connect your shop to your community around a common cause.

For 35 years at Oilstop, we have tried our best to be active and engaged members of the communities we serve. Oilstop’s founder, Larry Dahl, focused on building personal relationships with our guests, with other local businesses, and being generous to those in need in our community.

The ‘Why’ in the Work

The motivating factors behind a career of vehicle service

By Hanna Bubser

In a career, the “what” component is important. You invest your time and energy in the industry that you choose. But something else to consider is the “who." The “who" in this context is the person doing the work. They show up and they show dedication.

They celebrate their professional successes, and they’re not defined by any bumps in the road—this is their career and their journey.

The stories of shop owners showcase the opportunities that this industry has to offer. So, NOLN reached out to two shop owners and spoke with them about their career journeys thus far and what inspires them to continue doing this work.

THE “WHO” AND “WHAT”

Who: Brent L. Tomman,

What: Owner of Brent’s SpeedyLube in Clinton, Iowa

Who: Greg Costa

What: Owner/operator of Safeway Oil Change & Automotive Services in Cranston, Rhode Island

THE JOURNEY BEGINS

Greg Costa and Brent L. Tomman both have their fathers to thank in part for an early introduction to the automotive world.

Costa describes his father as a “jack-of-all-trades” with experience in heavy equipment and traditional car and truck repair. When Costa got his first car at age 16, he was inspired by the idea of vehicle repair out of necessity.

“I started off when I purchased my first car ... not having the money to have somebody else fix it,” Costa says. “So, I started putting the effort into learning how to fix it myself.”

In addition to the hands-on aspect, Costa also enjoyed racing cars and demolition derbies at the time.

His passion for cars led to his first job at a towing company, which had an in-house body shop and repair facility. While employed there, he towed cars and learned more about working on vehicles.

In 1996, Costa started working for SpeeDee Oil Change & Auto Service. He worked his way up to the management level before leaving to work for a Goodyear shop, after which he returned to work at SpeeDee. Overall, he worked for SpeeDee for about 20 years, which even included purchasing franchise locations himself.

Even after eventually closing those franchise locations, his connection to SpeeDee played a role in establishing the location where he now runs his shop Safeway Oil Change & Automotive Services in Cranston, Rhode Island—it used to be a SpeeDee.

The location was being closed and the building was up for rent, and when he was approached about it, Costa was interested but didn’t want to run a franchise again. Thus, Safeway Oil Change & Automotive Services came to be—it opened in April 2013.

The Long Run Greg Costa's Rhode Island shop seeks to offer lasting repair solutions.

I take pride in vehicles. I want to make sure that they're always safe for everybody. Whoever drives in them, I want to make sure that they get the longest life out of them because then it becomes the best value for them.

–GREG COSTA, OWNER/OPERATOR, SAFEWAY OIL CHANGE & AUTOMOTIVE SERVICES

“(I’ve) been working it ever since,” Costa says. “I opened it up underneath my own name—no franchise affiliation—and just been working it every day.”

Tomman and his father have a special connection to the building that now houses Brent’s Speedy Lube in Clinton, Iowa. Originally, it was a Speed Lube where his father acted as manager when Tomman was a teenager.

At 15, Tomman wanted some cash flow. He went to work at the shop washing windows, checking tires, and filling washer

PHOTO: COURTESY OF GREG COSTA

For the Family Brent L. Tomman's Iowa shop centers around community and loved ones.

fluid in cars. He was paid out of his father’s pocket until he turned 16, at which point he officially got hired at the shop.

“And that’s just how it started,” Tomman says. “Go to work with dad, and then once I turned 16, I could work here, and that’s what I did. And then once I was here, I worked here for two or three more years before I left.”

Tomman left the shop to go into the welding and fabrication industry, which he was in for 15 years. His father left the shop too, but it was always in the back of their minds —especially when it sat closed for 13 years.

“Sometimes (my dad and I), we’d go out to lunch, we’d sit in the back parking lot, and just have memories of this place,” Tomman says.

Tomman was still in his welding career at the time, and his father was retiring. Tomman says he was ready for a “life change” and he and his father worked together to make a new shop on old stomping grounds a reality.

The building sale came to fruition in 2020. Tomman says it took eight months to get things back in working order. Since the building had been empty for years without functioning air conditioning or heat, they had their work cut out for them.

Improvements included a new parking lot, new garage floors, new roof, garage doors, signage, oil tanks, air compressor, and computer systems—just to name some.

The hard work paid off, and the shop opened in July 2021. Tomman says they’ve won some awards along the way from the Clinton community, including property improvement as well as an award in 2023 for top rated oil change center. Additionally, the shop was a 2022 and 2023 award winner from CarFax for top rated service center.

“So, everything has just been going really really good since we decided that this was the place that needed to be reopened,” Tomman says.

THE JOURNEY CONTINUES

Costa is a consistent presence at his shop, calling his role a “lifelong” job that he enjoys doing each day.

“I’ve always been here, I’ve always worked a full week every week,” Costa says. “Very rarely do I take time off— not as much as I should, that’s for sure!”

He’s proud to be an independent operator, but something he learned to appreciate from his time as a franchisee was the value of an outside perspective. Costa and a group of other franchisees in the New England area would do franchise rides—visiting each other’s shops and providing fresh eyes.

“They might see things that you don’t see because you’re used to it every day. So, it allowed us to have somebody else look at it from a different perspective and (we were) able to make changes and grow from there,” Costa says. “I always liked learning on how I could become a better ... business and better for the customer.”

The motivation to provide the best for the customer also comes from a place of helping them successfully take care of their vehicles.

“The only way to maintain the value on your vehicle is to maintain your vehicle,” Costa says.

Costa welcomes any vehicle repair need into his shop, saying that he doesn’t like to turn people and their vehicles away. He says his shop has the tools, knowledge, and equipment to tackle any fix.

“That’s why we take every challenge that comes through our door—where there’s a will, there’s a way,” he says.

In Costa’s opinion, modern vehicles don’t seem to be built to last despite modern technology. But that makes attention to detail all the more important. He wants the repair work to last.

“I went through the years every time that we go to repair vehicles, I look for the best quality parts possible. I look for the ones that can last the longest for the customer,” Costa says. “I like to fix cars once and have and our repairs last as long as possible for the customer.”

Costa says the automotive repair industry’s reputation is subject to being besmirched by “some places that take advantage of the customer,” but that’s the exact opposite of what he strives to do. He values quality—from the parts used to the interactions had.

Plus, he says it simply brings him happiness to keep people’s vehicles “running and on the road.”

“I take pride in vehicles. I want to make sure that they’re always safe for everybody,” Costa says. “Whoever drives in them, I want to make sure that they get the longest life out of them—because then it becomes the best value for them.”

When Tomman first opened Brent’s SpeedyLube, he says “the goal was to provide a great service to an even better community.” Every business requires a strong leader behind it, and Tomman learned leadership skills from his time as a welder—where he worked in a variety of

environments with many different people. He developed a keen sense of supervision and how to establish the steps to success in a plan of action.

“I’m good with people. I’m good with workers. I’m good with morale and attitude and making sure everybody has what they need, making sure that if they have an issue in personal life that they can come to talk to me,” Tomman says.

People skills come in handy at the shop. Tomman takes care of his staff, from ordering pizza every Saturday to offering good salaries and time off when needed.

It’s a family-first mentality.

“Me, I’m the type of person where family’s first. We’ll change oil later—family’s first,” Tomman says.

Being active in the community is a major priority for Tomman, going beyond offering quick lube service by acting as a booster for local clubs and giving back to local charities.

“We just want everybody to know that we’re not just a business, we’re a family-run place who has not only our family, but your family in mind as we’re running it,” Tomman says.

Tomman says he has customers drive from outside of Clinton to get their oil changed at his shop due to the

price and speed of service. Something Tomman values is clear communication with customers.

“You got to be straightforward and you gotta be honest. You gotta let your people and your customers know what you can do for them and what you cannot do for them,” Tomman says. “You don’t want to leave anybody in the dark, which we don’t. Just be upfront, forward, and honest.”

Tomman says he offers “pretty cut and dry” service that revolves around quality oil changes.

For Tomman, success comes from customers being satisfied with their service and having the shop be topof-mind when people need that service. Word-of-mouth stretches beyond customers—he says other shops have even recommended Brent’s SpeedyLube to get the job done when those shops are at capacity.

“We always tell people we want this to be an errand on your list. You need to go to the grocery store, you need to go to the bank, change the oil, and get the kids from school,” Tomman says. “We want that to be another check on your list.”

Running the shop is a labor of love for Tomman—he says he always puts in 100%, he loves getting up for work in the morning, and he “wouldn’t change it for the world.” A guiding principle for him is simple: be nice.

“It’s literally $0.00 to be nice. If you can just be nice ... and I always try to have fun,” Tomman says. “If we’re not having fun, then what are we doing this for?”

This fall, Tomman will get to share that fun with his teenage daughter as she’ll start working on the computer at the shop. He says he’s visited high school classes such as driver’s education before as well to emphasize to young people the importance of automotive maintenance—and the job opportunities in it.

Tomman enjoys pouring his energy into the shop, even though it requires much of his time.

“I tell people all the time when I can’t do stuff ... I have a 3-year-old toddler in Clinton needs my attention—usually all day,” Tomman jokes.

Being able to resurrect a shop that meant so much to him and his father and turn it into something new and just as meaningful has been a huge accomplishment.

“I like an adventure. I like a challenge, and this was this has been a fun adventure and it’s had its challenges along its way,” Tomman says. “But the benefits have outweighed the challenge tenfold.”

30%MORE 100% LESS

TheNEW Mighty MAX Oil Filters protect engines 10K miles or more between service intervals.

Unique red M-Pleat design has more media for higher dust-holding capacity and 30% longer life.

Silicone Anti-Drainback Valve provides extended protection against dry engine starts. Bold red can screams performance. Visit MightyAutoParts.com/MightyMAX

It Runs in the Family

Freddy Saraiva’s parents were ready to retire –but he was just getting started

By Kacey Frederick

It’s hard to know what your calling is until it hits you. When Freddy Saraiva’s family sold the quick lube shop he had worked at since he was 16, he went on to find other

paths—and quickly realized he was in the right place all along.

Going from working in an independent shop to running a franchise location has been a change for

Saraiva, but he hasn’t sacrificed any aspects of the family-owned business he loved growing up. As his father Fred Sr. entered retirement, Saraiva moved from California to Arizona

Dream Team

Freddy and Amanda Saraiva are building their success story with Victory Lane Quick Oil Change.

to take over a Victory Lane Quick Oil Change franchise within months after leaving the family business.

Saraiva spoke with NOLN about how he found himself returning to the oil change industry and found the perfect brand to accommodate his family-oriented work culture in Victory Lane.

OLD HABITS DIE HARD

From 2005 to 2023, Saraiva ran a Havoline xpress lube alongside his parents and brother in Yuba City, California, providing him with plenty of industry experience before launching his career with Victory Lane.

He grew up in the Yuba City area, but often came to Lake Havasu City, Arizona, on vacation with his family as a child. A tourist destination for many jet ski enthusiasts across the world, it sits in between Las Vegas and Phoenix, with the next closest town being 30 miles away.

Saraiva never expected to live in Lake Havasu City—at least not before his father, Fred Sr.

“My dad, since I was a kid, has always wanted to live there. He’s always wanted to retire there,” says Saraiva. “When I tell people the story it’s really strange … I never thought I would actually live in Lake Havasu, and then I’d never thought I’d actually own a business there, and I never thought I’d actually live there before my dad moved there. So, it’s all kind of coming together, the puzzle piece.”

Having worked in the field since he was in high school, when Saraiva’s family decided to sell the business, he wasn’t sure what to do next. He took on a few odd jobs following the business’ closure in 2023 but knew the oil change industry was where he wanted to be.

AN OPPORTUNITY FALLING IN YOUR LAP

When Saraiva became aware of a Victory Lane franchise opportunity in

Lake Havasu, he and his wife Amanda arranged a meeting with Victory Lane’s Vice President of Franchise Operations, James Harrington.

The owner of an existing franchise location in Lake Havasu had fallen ill, and someone needed to step in and take over. With him and his wife being familiar with the area already, it was a great opportunity to jump back into the industry.

Prior to meeting with Harrington, Saraiva wasn’t familiar with the Victory Lane brand. He did his research, but it was upon meeting with Harrington that he could tell they would make a good fit.

“That’s how I kind of knew I was in the right place, when I started talking

to him. They have the same mindset business-wise that my dad taught me,” explains Saraiva.

Having a background working in a family-owned business, Saraiva appreciates the close-knit nature of Victory Lane’s franchise network. The brand has over 30 locations, primarily found in Michigan, Ohio, Pennsylvania, and North Carolina. The only other Arizona store is a corporate-owned location in Payson, about four hours east of Lake Havasu City.

Working in a franchised business is certainly different from an independent shop, mostly for the support you receive as a business owner. Victory Lane franchisees take part in monthly meetings and have access to a

database that keeps them informed on everything they need to know, such as recalls or new oil product releases.

FAMILY MATTER

Though the store had been in existence before the Saraivas took over in

June 2023, the community wasn’t paying that much attention. There was no effort being made on the advertising front, and since the building was first constructed in 1997, it’s seen several businesses come and go.

While Saraiva handles working on

vehicles and speaking with customers in the shop, his wife Amanda has been the backbone of their advertising and customer outreach. Saraiva has been pleasantly surprised by how much growth they’ve had in only a year, but they’ve seen enormous success from establishing a social media presence and working to build a place the entire community can enjoy.

The store is undoubtedly on the right path, though it’s been anything but a walk in the park. A little less than a month after taking over the location, a pipe in the waiting area busted, flooding the entire room. For the entirety of that summer, the Victory Lane team had no air conditioning during the intense Arizona heat–and yet, customers didn’t seem to mind.

“We didn’t even have a waiting room and people still supported us,” recalls Saraiva. “We had a Portacool, we offered waters—we tried to get the cars out as quick as we could because we knew the customer couldn’t really go anywhere besides a car.”

Despite being presented with a huge roadblock upon starting, Saraiva has worked to keep a positive, comfortable atmosphere that brings customers back–but working in the shop alongside not only his wife but also his son and brother makes it easy to come in with a smile on his face.

Family is what brought Saraiva into this industry when he first worked in his parents’ shop, and it’s what motivates him to remain in it. As Saraiva continues to succeed in the field, his father will be moving to Arizona this coming summer to reunite with his family and achieve his lifelong dream of living in Lake Havasu City.

“That’s what motivates me the most is my family,” Saraiva confesses. “And being that it’s me and my wife, and we’re kind of building this together: that’s why I go to work six days a week. I’m there to make that place work, no matter what it’s going to take.”

The Best of Both Worlds: Independence Plus Big-Brand Support

BY BARB NELSON, CHEVRON AUTOMOTIVE INSTALLED MARKETING MANAGER

Owning your own automotive service business can be very rewarding, not just financially, but in the satisfaction that comes from being your own boss and building something of value. Yet many independent operators know the feeling when their business has reached a plateau and must decide how best to continue growing. That prompts many to explore the option of aligning with a national brand to create expansion opportunities and attract new customers. The question is how to do that without compromising the independence you’ve worke d so hard for.

Darius “DC” Collins reached just such an inflection point in his career. A third-generation auto mechanic and technician, he knew from an early age that he wanted to carry on the family tradition. When he had the chance to co-own a local quick lube in Pilot Mountain, North Carolina, he jumped at it. The business eventually expanded to include repair services and a car wash. Business was brisk, but as the years passed, DC wanted more to pass on to his two daughters. The idea of aligning with a known and trusted brand had a lot of appeal, but he and his partner valued their independence.

For operators considering partnering with a large brand, there are essentially two choices: joining a franchise operation or entering into a sales and licensing agreement (S&LA). The two have many similar benefits, including brand signage and an image makeover for your shop, advertising and promotional support, and training. Some programs include business consultation on matters such as site selection, facilities design, and equipment purchasing. There is often some form of financial assistance as well to help with th e conversion.

The key difference is that as a franchisee, you will pay a franchise fee and, in some cases, a royalty percentage that cuts into your profits. You also give up control over certain aspects of the business. In the S&LA model, there is no franchise fee. The licensor grants you the right to use its trademarks and brand assets and is compensated through product sales. Most notably, you retain full ownership and independent control of the business.

After reviewing several programs and entertaining different offers, DC and his partner opted for the S&LA approach. Today, they operate

Pilot Mountain Havoline xpress lube®. “We were able to partner with Chevron without the requirement of franchise or royalty fees,” DC explains. “We kept operational independence while gaining the brand strength and dependability of Chevron and Havoli ne products.”

Since becoming a Havoline xpress lube, DC says, “Our repeat business has increased by 12%, our car count has increased by 18%, and our ticket average has gone up.” The return customers and increased traffic has benefitted the shop’s repair business and carwash as well. “We have seen growth in every aspect of our business because everything drives off th e quick lube.”

Alishan “Shan” Nanji, owner of a Havoline xpress lube in Stone Mountain, Georgia, came from a different background, but arrived at a similar conclusion. Entrepreneurship runs in his family. Since he opened his first quick lube, car wash and gas station with his father, he has opened three additional locations, and hopes to open a new one every year until he retires. Independent ownership was core to his family’s values, which is why he signed on to a sales and license agreement with Chevron to advance his ex pansion goals.

“One of the key reasons we chose to partner with Havoline was that they were able to give us a fresh look and modernized exterior that we were looking for,” Shan says. “We’re on a busy freeway where we get a lot of traffic, so that fresh look has really attracted more customers to our site.” Shan believes the association with a known brand has helped attract new and more diverse customers, driving a 10% increase in quick lube sales and even greater growth in the gas station and car wash business. “Customer satisfaction has been off the charts.”

DC and Shan agree that business is better as a Havoline xpress lube. It’s the best of both worlds– alignment with a great brand, and the pride of ownership that has defined their careers.

If you are a quick lube owner and are looking to take your business to the next level, without sacrificing your independence and without having franchise fees or royalties cut into your profits, visit www.chevronlubricants.com to learn more about becoming a Chevron or Havoline xpress lube.

GOOD HELP IS HARD TO FIND, RETAINING IT IS EVEN HARDER

Meeting employees where they’re at

BY PETER SUCIU

ANYONE WHO HAS DRIVEN DOWN THE MAIN DRAG

near their home likely has seen the signs on the marquees of the fast-food eateries that promise to pay $15 an hour or more. As the unemployment rate remains at near record lows—just 3.7% according to the U.S. Bureau of Labor Statistics for February—there just aren’t enough workers to go around. The automotive aftermarket’s labor market has been tricky terrain for some time, but the new reality of low unemployment is further making it hard not just to find good help, but to retain the best workers.

“A lot of this can be solved by just having better management,” explains David Fadayel, owner and operator of Perfect Lube in San Carlos, California. “After the pandemic we needed to go back to the drawing board and see what we were doing right, but also figure out what we were doing wrong. We really had to take a hard look to see how we can progress.”

Fadayel tells NOLN that the COVID-19 pandemic truly upended the entire service industry, and he has seen from the front lines how businesses big and small alike are struggling to find employees.

California Dreaming Means Paying Up

For Fadayel, the problem is further exacerbated by the highest cost of living in the continental United States. A dozen of the nation’s most expensive cities for cost of living, including housing, are in California. Coupled with a labor shortage, Perfect Lube, which averages about 25 cars a day, now finds itself in a perfect storm that makes it harder to retain workers.

“The cost of living in California is just insanely high,” Fadayel adds. “But I know that things aren’t really much better across the country. Inflation has really taken its toll on the staff.”

For Fadayel—and probably many other small businesses—the easiest option is to pay more, which can mean raising prices. That model has worked for fast food, and just about the rest of the service industry. That can impact the bottom line, as some customers may put off an oil change, stretching the time between other automotive services, yet it may be necessary to keep the shops staffed.

“There is a burger joint down the street paying $21 an hour, and that’s the starting pay,” Fadayel continues.

Higher pay is just one part of the equation, however. Offering flexible hours is now increasingly necessary. Likewise, those who show greater initiative are often rewarded with bonuses or other incentives.

Many shops are now offering employees tickets to a ball game or other small price bonuses, while lunch is provided on Fridays and/or weekends.

Such encouragements further help employees feel like part of a team and to take the job more seriously. At the same time, it could be wrong to assume that the staff expects management to pull their weight on the shop floor.

The techs are hired, and possibly promoted, based on their skills. Many don’t expect to see the boss looking over their shoulder on the shop floor, and instead expect the owner to be looking at the big picture.

“When I worked for a previous small business before moving to the quick lube industry, I’ll admit the owner never showed up. I worked there for seven years and never saw his wife,” adds Fadayel. “The business still ran, and it did well. So, when I first took over this business, I was very hands-on, but I realized you have to step back. Otherwise, the business will suffer, and that’s not going to help keep employees.”

Cutting Loose the Dead Weight

Many a shop has likely had a tech who isn’t cut out for the job, or who just brings down the morale of the other employees. Such individuals aren’t worth retaining, even in an extremely tight job market.

“Fortunately, I’ve never had to cut anyone loose,” Fadayel admits. “I think we’re particularly lucky, but so many people are living paycheck to paycheck that they see that they need to pull their weight. That is what it is like in California. They’re willing to work, just not for peanuts.”

Finally, Fadayel says it comes back to good management. If the shop runs like a well-oiled machine, employees are able to do their job, pay their bills and come back for another shift.

The Power of Your “Why”

Never stop sharing!

Whether you are a small, medium or large business, your “Why” a ects everything you do. This includes you, your employees, your customers, and even your community. It’s a question that encapsulates the purpose, the driving force, and core values that underpin your business.

Here are some of the many ways that having a clearly defined purpose a ects your business.

First, it helps attract and retain customers. Customers are more likely to do business with companies that they believe in and that share their values. When a company has a clear purpose, it can communicate that purpose to its customers and make them understand that they are part of something bigger.

Having a “Why” motivates and engages employees. In his book Man’s Search for Meaning, Viktor Frankl shared the profound insight that meaning was even more important than food and water. People need a “Why.” Employees are more likely to be happy and productive when they feel like they are working for a company that is making a di erence in some way. When a company has a clear purpose, it increases motivation and engagement.

The Gallup organization has been studying employee engagement for decades. When employees are not engaged, they are more likely to leave. Disengaged employees are also less productive. Having a “Why” not only improves morale, it improves your bottom line.

to that question. Our purpose reminds us why we started and helps us push through those di cult times. It gives us the strength to overcome challenges and persevere.

Here are some tips for defi ning your company’s purpose or mission statement.

1. Start with your company’s values. What are the things that are most important to you? What do you believe in? Your values should be the foundation of your purpose statement.

“Your Why gives you courage, it will inspire you and others… it will help give you a purpose! Never stop sharing your why!”

Having a “Why” helps retain top talent. The best people are seldom driven by money alone. Sure, everyone wants fair compensation, but your best employees like challenges, big goals and a well-defined purpose.

Stay focused, motivated, and resilient.

Having a “Why” is a powerful motivator for you personally. It’s the reason you do what you do. It’s what keeps you going when things get tough. When you have a strong “Why,” it will help you to stay focused, motivated, and resilient.

Resilience is a very interesting concept. It’s the ability to bounce back from adversity, to cope with di cult situations while maintaining a positive outlook. It’s a skill that can be learned, but it begins with having a “Why.”

Who hasn’t had experiences in which they ask, “Why do I put up with this?” If you have a clear sense of purpose, you already have an answer

2. Think about your customers. Who are you serving? What are their needs? Your purpose statement should be about how you are making a di erence in the lives of your customers.

3. Consider your competition. What makes you unique? What value do you offer that no one else does? Your purpose statement should highlight what sets you apart from the rest.

4. Be clear and concise. Your purpose statement should be easy to understand and remember. It should be no more than a few sentences long.

5. Be specific. Don›t just say that you want to «make a difference in the world.» Be specific about what you want to achieve.

6. Be aspirational. Your purpose statement should inspire people. It should make them want to be a part of your company.

7. Be authentic. Your purpose statement should be genuine and believable. It should reflect your true values and beliefs.

8. Review it regularly. Your purpose statement should not be set in stone. As your company grows and changes, your purpose statement may need to be updated.

Once you’ve defi ned your “Why” it’s important to share it with others. Make sure to communicate it clearly with employees and customers, helping them know not only what your purpose is but helping them be engaged. When others understand your “Why,” they’re more likely to be a motivated and dedicated employee not to mention if your customers understand it, they will want to be a part of it. So know the power of your “Why”!

to improve efficiency in his shops. He also listens to the feedback from employees at his two shops for their expertise.

“Many in my support staff (have) been in this business longer than me,” states the industry veteran, who has been in the business for 25 years.

Matson employs ASE master technicians at both facilities.

Universal Tools Help with Efficiencies

There is the long-held belief that you need to have the right tool for the job, and that is certainly true today when many tools are increasingly task-specific.

Yet, this doesn’t necessarily mean that a large investment is required, or that it will result in a full tool bench of new gizmos and gadgets. Many tools have a base unit that accepts attachments—much like a drill—that can make the purchase of new tools somewhat easier to handle. One example of a tool system is the M18 Fuel line from Milwaukee Tool, where many of the accessories work on the same system and are forwards and backwards compatible, which helps upgrades to go more smoothly.

“It starts and ends with the end user,” Milwaukee Tool Senior Product Manager Ryan Mack details to NOLN. Development starts with

“spending time in the shop, understanding the process, workflow of the shop. What are the technicians trying to achieve?”

Milwaukee Tool offers trade-focused solutions for professionals with products that drive productivity in the shop. User feedback drives development of new tools to help advance traditional processes and introduce innovative changes such as using a high torque impact wrench to change tires.

The impact wrench helps drive productivity in a number of ways. The tool is designed to speed up tire changes in the shop by minimizing application time.

“There is a general-purpose solution available, the impact wrench. This is designed specifically for tire changes,” says Mack. “To change the way users are changing tires, reducing the time it takes.”

Mack suggests that tool acquisition falls into three categories: productivity, safety, cost.

“Time is money in every shop,” says Mack. “If you can save somebody five seconds, that starts to stack up to a savings over time.”

Productivity and cost go handin-hand, as improved productivity equates to cost savings per user.

Further, tools that increase safety minimize hazards in the shop and help employees maintain a safer work environment. Considering productivity, safety, and cost helps in the decision on whether to acquire a new tool, and how it will fit into shop operations.

It is also helpful to consider whether a tool will be useful in the shop or sit in the toolbox waiting for that same task to come up again.

Matson says he discusses tool acquisitions with his service and sales staff to determine how often a service task will occur. “Is this something that is going to become more

frequent, or is this a one-off?”

It might be possible to get around the one-off service requests without a specialized tool. If the same jobs come into the bays more often, it will help with efficiency to have more specialized tools, and the purchase will pay off for the shop.

Build a Network of Colleagues

Word-of-mouth is often the best way to choose a tool or hear about a technique you can put into action in your shop. Seek out other shops in your market as well as from other areas to regularly discuss what is going on in the shop, what new tools you’ve added, and other experiences that can help each other.

When it comes to tools, “I often ask for representation. If somebody else has implemented a specific tool in their business, I will just call them and ask about it,” explains Matson.

The Brewer, Maine, shop owner offers the same consideration to colleagues who contact his shop. “We’ve helped multiple shops in our area both get off the ground and improve their processes and techniques,” he says. “We’re always here to help lend

AutoCenter Sales, we specialize in selling auto businesses. With over 1 billion dollars in sales and 2,000 shops sold, we have the expertise to assist you in achieving a successful transaction.

a hand to fellow owners of shops. I’m a firm believer that there’s plenty of business out there, and we would rather work with local shops in the area than try to work against them.”

This network of colleagues helps Matson—and other shops—stay on top of new tools and technologies coming out.

“I consider ourselves leading edge, but we’re never the first to do anything,” Matson explains. “We reach out and ask (other shop owners) for a few minutes of time and get a realworld review from a user. We get some professional input.”

➜ ➜ ➜ ➜ ➜ ➜ ➜ ➜

SURROUNDED BY COMPETITION

Differentiate your shop from the rest on main street by telling a story and inviting businesses to partner

BY ENID BURNS

MANY QUICK LUBE SHOPS FIND themselves to be the only game in town, knowing their clientele doesn’t have a lot of options—at least that doesn’t mean driving to the next town over. Still, other shops are surrounded by competitors offering the same

services, just with employees decked out in uniforms with a different logo on their chests.

The Backstory

Though today’s customers may favor one burger over another, too often the quick lube shops become

interchangeable. However, there are several ways you can differentiate your shop to stand out from the competitor just down the road.

This can include improvements that enhance the shop’s appearance and boost curb appeal, while others might involve a greater presence on

social media. It can take some effort, but the payoff could be more new customers and a deeper connection with an increasingly loyal clientele.

Social media can be “an easy thing to do,” exclaims Brian Walker, co-owner and CEO of Shop Marketing Pros. Though there are a few steps beyond a simple social media presence.

The Challenge

Customers need automotive maintenance a few times a year, and the challenge is to determine how to keep them pulling into your work bay rather than just any shop in town.

Many shops look the same, which can lead to customers thinking every shop is the same. The common design of a quick lube shop is a beige box with garage door openings, or something pretty close to it.

Technicians are often in the background and don’t stand out to customers. The customers often expect the work to be done and to be on their way. The technicians remain the faceless “mechanics” that do the dirty work.

The Solutions

Though speed and price are paramount for many customers, it is possible to draw in clientele by showing the shop’s personality.

“We’ve seen shops that are in a plain beige building,” says Walker. “Most quick lubes are in prime commercial real estate, doing anything that can get their business to stand out to people helps.”

Landscaping, signage, a paint job, and possibly even a mural can give your shop some eye-catching character that people will remember when the check engine light comes on—or hopefully before that point.

There are more things than just cosmetics to be done. A social media presence goes farther than a minimal website or a basic Yelp listing. A website should offer more than the bare bones information, and accounts on platforms such as Facebook, Instagram, X (formerly Twitter), and even TikTok can help customers get to know the shop, and possibly become more educated on the basic needs to maintain their cars.

“When a market is saturated with service providers, that means there’s a lot of opportunity,” Walker tells NOLN. “Most service providers are going to do the same old, same old.”

One step shops can take with a big impact is to introduce their employees. Highlighting employees can help customers learn more about the shop, but also get employees more involved and invested in

their position. This can be done by putting a spotlight on employees in the shop—as well as their interests, hobbies and life outside of the shop—on social media, says Walker. Customers can start to get to know the person behind the wrench.

“It’s about showcasing who you are and the people behind the brand,” explains Walker. “Getting people to know they can trust you.”

Walker continues, “If you’re not putting yourself out there, showcasing your team, it’s hard for people to know they can trust you.”

Once you’ve spent some time introducing your employees, it might be time to give the shop some personality. This is when you might give the shop a fresh coat of paint, do some landscaping, and make the business inviting and unique compared to other shops in the neighborhood.

A business can also become a standout in the market by doing community outreach. A quick lube shop can find businesses to partner with, such as a nearby coffee shop to give customers a place to go while waiting, or a car wash down the street. Business can be referred back and forth to develop a loyal clientele.

Events are another way to become known in the community, and you don’t always have to foot the whole bill.

“You can team up with a business that doesn’t have a location,” says Walker. “A catering company has food; a quick lube has a location.”

Walker suggests involving the local chamber of commerce to help promote the event and bring in a crowd

that will do more than just bring in their own cars.

“People who attend chamber of commerce events are naturals with spreading the word,” Walker states.

If the shop has limited space, sponsor the event at a local restaurant or auto insurance agency where there is more space to mingle with local attendees who can become customers. Be creative with ways to reach new customers and let them know your shop is different and worth patronizing.

The Aftermath

Giving the customer an opportunity to get to know the shop and its employees in another light establishes what Walker calls the “Know, Like, Trust thing.”

“That is what it’s about when you’re differentiating,” Walker says. “Unless you’re differentiating on price, are you the cheapest, closest? That’s not really the best way to differentiate.”

It all starts with the pump. Samson’s quality is based on a strong pump platform. Be it for Oil, Grease, DEF, Coolant, Gear Lube, or Used Oil, Samson has you covered.

Walker and his team featured a client in California who held a customer appreciation event, in a recent company podcast. The interview discussed the planning, preparation, and execution of shop events. The return on such events can be that attendees bring their cars in the next day, and then tell their friends and associates about their positive experiences with your business.

The waiting area is another spot to stand out. When Walker and his wife owned a shop, they had a partnership with the local bakery and bought the day-old pastries to set out in the waiting area.

The Takeaway

“Everybody wants to compete on price, we think that’s what the customer cares about,” explains Walker. “But they do care about more than just price. For any business, you have to figure out what makes you different. There’s a lot of ways to showcase that.”

Whether it’s an event, giving your employees a voice, or shop beautification, there are many strategies that can help bring your shop to the forefront.

“There’s probably a million different ways to do it. It comes down to differentiating yourself,” says Walker. “You have to be different.”

Your Partner Beyond Products ™

The Lowdown on Carbon Buildup

BY ANDY BALDASSARRE, DIRECTOR OF MARKETING AND TRAINING

In the busy world of automotive maintenance, quick lube shops are the unsung heroes keeping engines purring and wheels turning. However, amidst the fast-paced oil changes, there’s a silent villain that can wreak havoc on engine performance: carbon deposits.

With today’s gasoline direct injection or GDI engines, carbon buildup is a common occurrence in combustion chambers, piston tops, piston rings, and on intake valves, and it’s a problem that quick lube shops can’t afford to ignore. Let’s explore the causes, effects, and solutions for combating this issue.

Understanding Carbon Buildup

Carbon deposits inside the combustion chamber occur when fuel doesn’t burn completely during the combustion process. Instead of being expelled as exhaust gases, some of the carbon particles stick to surfaces inside the engine, such as the combustion chambers, piston tops, and piston rings.

Another common area that is susceptible to buildup on the intake valves. This occurs when oil and oil vapors are introduced into the intake, via the positive crankcase ventilation system (PCV). These deposits can interrupt the airflow into the cylinder, which compounds the problems of incomplete combustion. This leads to even more oil and vapor being pushed into the intake and the issue continues to snowball.

Several factors contribute to carbon buildup:

1. Reduced Engine Efficiency: Carbon buildup can result in pre-ignition, knocking, misfires, and reduced engine efficiency.

2. Poor Fuel Economy: As carbon deposits increase, they disrupt the proper air-fuel mixture, causing the engine to burn more fuel than necessary.

3. Loss of Power: Carbon buildup can impede the movement of piston rings, leading to reduced compression and power output.

“Quick lube shops are in a prime position to educate customers.”

—Andy Baldassarre, Director of Marketing and Training

1. Low-Quality Fuel: Subpar fuel quality with higher impurities can lead to incomplete combustion and increased carbon deposits.

2. Driving Habits: Stop-and-go driving, frequent short trips, and prolonged idling can accelerate carbon buildup.

3. Engine Design: Certain engine designs, especially those with direct fuel injection and turbochargers, are more prone to carbon buildup due to injector location, high heat, tight tolerances, and low tension piston rings.

4. Lack of Maintenance: Infrequent oil changes can contribute to carbon accumulation. Low quality fuel and oil, combined with longer service interval suggestions, and the common practice of vehicle owners exceeding even the longest recommended OEM oil change, are a recipe for carbon deposits.

Problems

Carbon buildup might seem like a minor nuisance to your customers, but it can have significant consequences for engine performance, longevity, and fuel mileage. Here are some common issues associated with carbon deposits that you can educate your customers about:

4. Increased Emissions: A dirty engine burns fuel less cleanly, resulting in higher emissions of harmful pollutants such as carbon monoxide (CO), hydrocarbons (HC), and nitrogen oxides (NOx).

Solutions

Quick lube shops play a crucial role in maintaining engine health, and addressing carbon buildup should be part of their service offerings. Here are some solutions that quick lube shops can implement to prevent or remove carbon deposits:

1. Regular Maintenance: Encourage customers to adhere to recommended maintenance schedules, including timely oil changes and air filter replacements.

2. High-Quality Fuel: Advise customers to use high-quality fuel with detergents that help prevent carbon buildup.

3. Fuel Additives: Offer fuel additives that contain detergents and cleaning agents designed to break down carbon deposits and prevent their formation. These can go a long way in removing injector and piston top deposits, preventing them from becoming a problem.

4. Other Pour-In Products: Recommend pour-in products specifically formulated to remove carbon buildup. These products can be added to the oil system and work to dissolve deposits. A good oil system cleaner is imperative to modern internal combustion engines. Keeping the rings clean and functioning properly is one of the most important steps in preventing all the problems that we have discussed above.

Conclusion

Carbon buildup is a persistent problem that can reduce engine performance and lead to costly repairs if left unchecked. Quick lube shops are in a prime position to educate customers about the importance of addressing carbon deposits and offer solutions to prevent or remove them. By implementing preventive measures such as regular maintenance including oil changes and offering pour-in products, quick lube shops can help customers keep their engines running smoothly and efficiently for miles to come.

It’s Going To Be a Hot One

Tips and tricks to keep your team cool this summer

AS WE ROUND THE CORNER OUT OF spring and into summer—the busy season for the repair industry—we need to make sure that we keep the people generating these sales safe and sound. In this article, we will discuss some safety tips for the hot weather months and things that you can do to keep your teams going in the heat.

Adam Tatum is director of operations for the Virginia Group, a Jiffy Lube franchisee with 11 locations.

He has over a decade of experience in the industry with a proven track record of building customer counts and sales, as well as using innovative ways to bring a new look to the automotive field for both the customer and the employee. Performance comes from growing your business through people.

Each day, workers who are exposed to extreme heat or work in hot environments may be at risk of heat stress. Heat stress can result in heat stroke, heat exhaustion, heat cramps, or heat rashes.

Heat can also increase the risk of injuries in workers as it may result in sweaty palms, fogged-up safety glasses, and dizziness. Your managers need to be trained to look for these symptoms to keep your teams going each day. We can reduce these opportunities by putting in place a few steps to plan for success.

First and foremost, stay hydrated. Make sure that you allow your teams to bring water bottles in to fill up or have water stations set up for them to grab a drink while moving between services. If you want to take an extra step forward and purchase a five-gallon cooler and some Gatorade mix packs.

You know what they are, just like you see on the sidelines of the football game your kid is playing in. They add a packet, a bag of ice, and water each day. These can last up to two days if stored properly. However, once they realize you are making this, they will drink it in a day. These packets can be found at a local sports store or off Amazon where I buy cases for each of my locations.

Second, increase the air flow to your building. If you tend to keep your doors down during the day, put them up instead and allow the natural airflow to dissipate hot air building up. Add in some fans that you can hang at angles from the corners of the bay to blow across your workstation.

These are cheap and available off Amazon or at your local Walmart or Target. If you have an open pit, think about investing in a large

industrial fan like Uline has to keep all that trapped heat out of there. You have multiple products and can have a flash point, so being cooler is better.

Finally, think of some things that you can control for employees. We incorporate Dri-FIT uniform tops into our options for purchase. These wick away the sweat and heat, keeping you cooler throughout the day. If your uniform company has an option for shorts, try them out. Most of the time we are wearing darker colors like black and dark gray, which absorb the heat of the sun, so having the lower half of the legs gone allows for better heat dissipation.

Another thing that you can do is set up a system of short breaks for each person each hour. Now, I am not talking about 15-to-30-minute breaks, but a rotation of five minutes or so for each person to step away and grab a drink, sit down, and then get back to it.

Taking these extra steps will help you stay safe this summer. If you happen to have someone encounter a medical emergency, call 911. While waiting for the medical professionals, move the team member to a shaded area and try and cool them off.

Use wet towels on the skin and put cold water on their clothes to help reduce their temperatures. An ounce of prevention is all it takes. So, look at your locations and what you can do to help your teams. It is going to be a hot one this summer, so let us all beat the heat.

PHOTO: LUCAS MOORE

WHERE TECHNOLOGY MEETS TRUST

ISI’S COMMITMENT TO ELEVATING RELATIONSHIPS

At ISI, we define success through the quality of our relationships. Integrity and connection are at the core of our commitment to industry-leading point-of-sale software.

Thirty-five years of history and leadership in the industry, technical expertise, and unwavering dedication to quality ensures that every product meets the unique needs of your business.

UNWAVERING COMMITMENT

ISI is dedicated to facilitating the growth of your business by maintaining high standards and fostering a foundation built on trust and reliability.

QUALITY ASSURANCE

Our products undergo rigorous testing, providing excellence in every solution we provide.

REAL PEOPLE, REAL RESULTS

ISI’s technical support team is committed to delivering real solutions and fostering lasting relationships with every customer.

WHEN YOU CHOOSE ISI, YOU’RE NOT JUST A CUSTOMER; YOU’RE A VALUED PARTNER.