EVACUATES MOST PASSENGER VEHICLES ENGINES IN UNDER 2 MINUTES!
THE DEVON
DDIFFERENCE
THE QUICKEST LUBE CENTER EQUIPMENT
Devon Industries is proud to unveil the DSD4000 Evacuator, a groundbreaking solution designed to streamline and enhance fluid evacuation processes in automotive maintenance. This state-ofthe-art machine is engineered to meet the demands of modern service centers, offering unparalleled efficiency, versatility, and ease of use.
Devon Industries provides extensive support and resources to ensure the optimal performance of the Evacuator. The product page includes detailed manuals, instructional videos, and technical support to assist users in getting the most out of their investment. Additionally, the Evacuator’s design emphasizes safety and reliability, with thorough guidelines for installation, operation, and maintenance.
Unmatched Efficiency
The Evacuator is a gamechanger in the industry, capable of evacuating up to 12 quarts of oil from almost any vehicle in under four minutes. This performance is achieved without the need to remove most skid plates or drain plugs; significantly reducing claims, improving service times, and increasing the daily car average for service centers. Whether it’s oil changes, power steering services, or differential services, the Evacuator handles it all with remarkable speed and precision.
Versatility and Adaptability
Equipped with adaptive hoses, the Evacuator is designed to service a wide range of vehicles, making it an indispensable tool for any automotive maintenance facility. The static machine can be installed beside or between bays available in single and dual configurations and the portable machine provides shops without pits the ability to maneuver the unit around with ease. These flexible installation options suit nearly all shop layouts.
User-Friendly Design
Ease of use is at the core of the Evacuator’s design. The intuitive interface and straightforward operation ensure that technicians can quickly master the machine, minimizing training time and maximizing productivity. The Evacuator’s robust construction and reliable performance make it a trusted partner in any highvolume service center.
With the Evacuator, Devon Industries continues to lead the way in innovative solutions for the automotive maintenance industry.
For more information, or to see our operational video and view our install and operation manual, visit www.devonlube.com
MAKE IT HAPPEN
ADVERTISERS/PRODUCT INDEX
American Petroleum Institute (14)
AutoCenter Sales (4)
Bartec USA (17 )
800.874.5793
855.977.9732
BendPak (2) 800.253.2363
BG Products (8, 43)
ISI Software (44) 800.922.3099
Mighty Auto Parts (33)
Milton Industries (16)
Petra Automotive Products ( 7 ) 888.792.1861
RelaDyne (10) 888.830.3156
Roth North America (41) 888.266.7684
Samson Corporation (13) 828.686.8511
SEMA (37 )
Service Pro (21) 800.313.2463
Solid Start (3, 38) 877.290.3950
Valvoline (25, 31) 859.357.7303
EDITORIAL
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CONTRIBUTING WRITERS
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EDITORIAL ADVISORY BOARD
Lenny Saucier, DIRECTOR OF RETAIL TRAINING, FULLSPEED AUTOMOTIVE
Pete Frey, OPERATOR, TAKE 5 OIL CHANGE
Adam Tatum, DIRECTOR OF OPERATIONS, VIRGINIA GROUP
Bill Floyd, OPERATOR, LUCAS OIL CENTERS
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Setting the (Shop) Stage
How
It’s Done: Team and Culture Building
Establishing a workplace environment that speaks to the customer, the employees, and the shop’s brand.
BY HANNA BUBSER
The El Paso-based Lube X-press brand strives to exemplify a “WOW” experience for customers and employees alike.
6 ONLINE
Purchases and partnerships
9 NUMBERS
Exploring additional profit centers
QUICK HITS
11 INDUSTRY INSIGHT
Preparing for AAPEX and the SEMA Show
15 AROUND THE INDUSTRY
Launching the Lubricant Packaging Management Association
18 SHOP LOOK
Benny’s Mobil 1 Express Lube of Baton Rouge, Louisiana
SERVICE
32 PIT STOP
Defining shop roles
35 EDUCATION+TRAINING
Reliable service tactics
39 CASE STUDY
Taking community connection to a new level
COLUMNS
20 MAINTAINING THE MISSION
Growing your car count BY SCOTT HEMPY
42 FROM THE SHOP
Finding purpose and place BY ADAM TATUM
NEWS: STEER AND DROPTOP ANNOUNCE PARTNERSHIP
Steer, a customer marketing and communications platform, and Droptop, a cloudbased quick lube shop management system, have announced a new partnership. Vasilios Karagiannis, co-founder and CEO at Droptop, and Gregg Rainville, SVP at Steer, told NOLN about the innovative approach the partnership takes on quick lube operations, with an aim at providing an opportunity to engage with newer technology to an industry that has historically leaned a little more toward physical pen-and-paper processes.
Steer is a customer retention management platform that helps shops automate communications and marketing, and Droptop is a shop management system that’s built with the needs of quick lube operations in mind—with invoices, scheduling, and more.
Scan the QR code to read the full article at noln.net.
NEWS: WORLDPAC SOLD FOR $1.5B TO CARLYLE
According to a press release, Advance Auto Parts, Inc. has announced the sale of Worldpac, Inc., its automotive parts wholesale distribution business, to global investment firm Carlyle for $1.5 billion in cash. The transaction is expected to close before the end of the year.
Worldpac generated approximately $2.1 billion in revenue and approximately $100 million in EBITDA over the last twelve months at the end of the second quarter of 2024.
Scan the QR code to read the full article 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.
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Upgrade Your Oil Change Game
BY MIKE BAUER, INSTRUCTOR AND CORPORATE FIELD TRAINER
Are you looking to increase profitability and expand services in your shop? What if you could provide more than just a quick oil change and tire rotation without sacrificing speed? Consider preventive maintenance (PM) beyond the basic oil change.
As a quick lube, you might overlook preventive maintenance services. People go to quick lubes for convenient maintenance, fast services, and affordable pricing. Your customers might not be on the market for an entire fuel system service. That’s why it’s important to train them to expect additional value every time they receive an oil change.
Many of you have been trained to be reactive. The bulk of your customers only come in every 5K miles for an oil change and to get their tires rotated. But how much potential profit have you lost out on by not adding additional value to your core services?
Achieving a more profitable labor mix of services and preventive maintenance might be the financial boost you need for your business. Don’t miss out on potential value!
Missed Opportunity
If the customer just wants a plain “oil change,” do it. But don’t advertise it. Train your customers to understand the importance of preventive maintenance, and make it your norm to offer an oil service that includes more than an oil and filter change.
How Your Oil Service Should Look
• Oil change
• Filter
• Oil fortifier
• Fuel system cleaner
• Tire rotation
• Battery check
• MPI Expanding will be challenging if you don’t take advantage of opportunities when they come your way. Noticing these opportunities is a colossal bonus when creating a more lucrative labor mix for your quick lube business.
The OEMs and dealers are giving you a huge gift . Most OEMs offer two years/24K miles of free preventive maintenance
Once that free PM is gone, so is their customer. They will move on to your shop and be welcomed into your waiting arms.
So, the vehicle is two years old and has 24K miles on it. It’s only had run-of-the-mill oil changes and tire rotations. They have probably never
received an oil service with an additional PM product, like a pour-in. When they start coming to your business, always add value by offering an oil service that includes more preventive maintenance products.
It’s up to you to look at what has not been done with the customer’s best interest in mind:
• Tire balance
• Alignment
• Brake fluid service
• Battery service
• Wiper blades
• Evaporator cleaning
• Fuel service
• Transmission and driveline service
Focusing on preventive maintenance options adds value to your services and quickly adds up. Once you introduce these services, it shouldn’t take long to see a return on investment.
Boost Profitability
By emphasizing preventive maintenance services, you can achieve a more profitable shop, not to mention morale! Offering PM services creates a financial cushion, helping to stabilize your business.
When implementing any new program, there are four key factors to consider:
1. Customer benefits
2. Store profitability
3. Tech benefits
4. Advisor benefits
Consider giving an expanded “oil service” a 90-day trial. Chances are, you’ll see positive results that will boost your performance metrics. You can always revert back to the standard oil change if it doesn’t work, but the expanded offering could add significant value to your services.
Lastly, think about how your customers were trained by dealers. They are used to a certain level of service and environment. Position your quick lube as a place where they can get “dealer services at quick lube prices!”
Mike Bauer (Mikey B) has trained thousands of BG Reps and Service Advisors worldwide. His spirited training has been a major factor in service sales for dealerships, independent shops, and franchises.
14% Have car washes
OPERATIONAL AVENUES
Classic quick lube services tie NOLN readers together. The task of completing an oil change is common ground, but for some shops that is not where the service menu ends.
50% Offer tire sales and service
77% Offer full-service auto repairs
The 2024 NOLN Operator Survey asked respondents about additional profit centers, focusing on some popular components that are combined with quick lube shops: car washes, tire sales and service, and fullservice repairs.
Respondents were invited to select the offerings relevant to their operations, and here is how their answers tallied out.
POP-UP CITIES: WHAT’S IN STORE FOR AAPEX AND SEMA SHOW 2024
Hear about what all is planned and what’s new in store for this year’s events from SEMA Vice President of
Events
Tom Gattuso and AAPEX Director of Shows Jessica Finnerty
BY KACEY FREDERICK
AAPEX AND THE SEMA SHOW
2024 are coming up fast, and there is a lot planned for this year’s event. SEMA Vice President of Events Tom Gattuso and AAPEX Director of Shows Jessica Finnerty share what to look forward to in Las Vegas this November, and how to make sure you get the most out of
SEMA Show 2024
Networking is undoubtedly one of the hallmarks of the SEMA Show experience. For those looking to connect with others, there will be plenty of opportunities from the
moment the show begins with its kickoff breakfast on Tuesday morning, which will feature a showcase of some of the most innovative new products on the market. Later that night, Industry Night @ SEMA will take place: a brand-new concert event open to event exhibitors and attendees. The Goo Goo Dolls, O.A.R., and Reignwolf are set to perform at the event to cap off SEMA’s first night. Tuesday and Wednesday evenings will see plenty of industry councils and networks putting on events to attend, which are also good places to connect with others in the industry. On Thursday evening,
the SEMA Industry Awards Banquet will be another opportunity to make connections. Beginning with a cocktail hour, the awards gala dinner will recognize the winners of titles, including Hall of Fame members, SEMA Person of the Year, Content Creator of the Year, and more. Besides all of that, the SEMA Members Lounge is always a place where you can find people to chat with as well. Those looking to gain some training from this year’s SEMA Show will not leave disappointed, with 70 different training sessions being offered. Topics range from marketing to management and repair procedures. There will be a plethora to learn about EVs, as well as other technologies being developed. The FutureTech Studio alone is a space on the show floor that will feature everything related to new vehicle innovations: EVs, hydrogen vehicles, hybrids, synthetic fuels, and every other emerging technology. With 2,000 parts to be showcased across 16 different categories, you’ll never be short of new sights to see at SEMA; but some changes to the show will be seen this year. Mainly, the convention center will be undergoing an expansion and is currently under renovation. While the show will still occupy the same halls, the outside will look a little different.
“There still will be an activation where you’ll be able to see cars and products in practical use right in front of the show, but it’s just going to look a little different, because we’ve got some new partners doing
that, and we’ve just gotten a new footprint to be able to do it within,” explains Gattuso. “So, we’re excited to be able to bring that new look.” SEMA Fest, a concert taking place on the Friday evening following the
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show, will be located on the SEMA Show grounds, and will run for one day instead of two. Last year, the concert was just slightly out of convenient walking distance, around three quarters of a mile away. Performing acts will include Cage the Elephant, Sublime, Fitz and the Tantrums, and Petey. Additionally, all 31 hours of this year’s SEMA Show will also be live-streamed, allowing those unable to physically attend the event to still experience it and see what it’s like from anywhere.
“We’re excited about that because there are some people who may not be able to attend the show, or don’t know enough about it as to whether they think it can help their business, and we’re going to really be able to show them what’s happening on the show floor,” says Gattuso.
AAPEX 2024
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AAPEX will kick off on Monday with its evening reception, hosted in the level two lobby. It will be a great opportunity to see both some new and familiar faces, and to prepare for the week ahead. Tuesday morning will start off with the keynote breakfast, which will be a ticketed event. This year, Ratchet+Wrench (a sibling publication to NOLN) columnist Kathleen Callahan will be interviewing sports broadcaster Erin Andrews, followed by a panel discussion between the newly appointed CEOs of several companies, including Advance Auto Parts, Arnold Oil Company, AutoZone, Genuine Parts Company, and O’Reilly Auto Parts. That evening will then see the Service and Repair Reception, which this year will take place on the show floor from 4-6 p.m. and is open to anyone. The winners of the AAPEX
and Repair Awards will be named during this event. With just under 60 training sessions currently slated for AAPEX, those looking for a
chance to expand their skill set will have plenty of options. Educational topics span from technical training to business management and HR, with most sessions lasting around two hours. Many of the programs being offered will be hosted by AAPEX partners, such as Worldpac; and, for the first time, AAPEX will be partnering with the ATRA Powertrain Expo this year to have a section on the show floor about transmission repair. The EV Experience stage in Joe’s Garage—which makes up the entire downstairs area and is focused on service and repair—will be expanding, with all spaces for EV presentations already being sold out. Another stage focused on ADAS will be added to Joe’s Garage this year, and a third new stage, focused on sustainability, is also being introduced upstairs. Joe’s Garage has featured a simulated shop with vehicle bays and running cars set up, but it will look a little different this year. Live training will be conducted in bay six of the garage, including a session on diagnostics and repairs on Tesla vehicles. The conference will expand into Caesars Forum, an exhibit space that opened a few years ago across the street from the Venetian Expo. Free boxed lunches will be offered to buyers at Caesars Forum during all three days of the show.
“If you go out the back of the expo, it is ... I’ve been told, 117 steps— which is oddly specific. But it gives you kind of an idea of how close it is,” tells Finnerty.
One of the most exciting events planned for AAPEX 2024, is a new student competition that will take place Tuesday, Wednesday, and Thursday in Joe’s Garage. Seven different vocational schools will be sending a group of students who will compete to rebuild an engine the fastest. “That’s going to be fun; it’ll be just a cool way to engage with
some students, in addition to also being a live, fun element to add a little excitement on the show floor,” says Finnerty.
Are You Ready?
All of this is just a glimpse at what AAPEX and SEMA will both have to offer. To get the most out of
your experience and know which sessions and events are a perfect fit for you, both shows offer mobile applications providing info on what sessions, events, and exhibitors you can find at the show. Ultimately, one of the best things to do at AAPEX and SEMA is to give yourself time to explore. Be sure and pack comfy shoes, and let yourself take a moment to walk around and soak everything in.
“When we build this pop-up city and see everybody come, you can feel the momentum as you’re walking through the show,” describes Gattuso. “You can hear the conversations happening; and you’re not hearing a specific conversation, but you’re hearing this buzz of conversation that really translates itself into opportunity.”
Samson’s metered control valves are used to dispense lubricants, antifreeze, coolant, DEF, and grease. They are engineered to withstand constant rigors of the job, ensuring durability and longevity under demanding conditions.
828.686.8511
API-LICENSED ENGINE OILS
DRIVE PERFORMANCE
Improve engine performance and fuel economy, fight everyday wear and tear and help reduce emissions. API-licensed oils display an API certification mark to signify the highest performing oils.
To
BOISE, IDAHO VALVOLINE STORES CELEBRATE NEW PARTNERSHIP WITH ‘BRONCO FAN FRIDAYS’
Having become the official oil change provider of the Boise State University Broncos, Valvoline is celebrating by launching Bronco Fan Fridays at its Boise, Idaho-area stores, according to a press release.
Valvoline’s partnership officially launched with an event at its 2315 Apple Street store in Boise. In attendance were Boise State mascot Buster Bronco and the Boise State Spirit Squad, with complimentary tickets to the Bronco’s home-opener football game on Sept. 21 given away to a lucky guest.
Additionally, all 14 of Valvoline’s stores in the Boise area will be holding Bronco Fan Fridays throughout the 2024-2025 school year. Any customer wearing Broncos Blue or Boise State spirit wear will receive a 20% discount off their entire invoice.
The company has plans to hold other events at future home football games throughout the season.
“We are excited to partner with Boise State University athletics,” said Chief Customer Officer at Valvoline, Laura Carpenter. “With 14 service centers in the Boise area, we’re honored to be part of Bronco Nation, cheering on the Broncos, and delivering quick, easy, trusted automotive preventive maintenance services.”
LUBE X-PRESS CELEBRATES BACKTO-BACK STORE OPENINGS AS IT EXPANDS IN SOUTHWEST
El Paso-based Lube X-press recently opened two new locations within the span of a month, according to a press release.
Having opened at least two new locations each year since 2017, Lube X-press opened its 12th and 13th
stores within 30 days of each other this summer.
“We’re focused on development opportunities in the Southwest and expect to reach name-brand status in the next few years,” said Lube X-press co-founder Karlos Lazo. “We powered through the pandemic and continued to grow during that challenging time. The fact that we’ve thrived over the past five years proves that our drive-thru concept and commitment to providing world-class service is a winning strategy.”
The brand’s El Paso team already has plans for its 14th location, and the real estate arm is focusing on further development opportunities in the Southwest, in states including Nevada, Arizona, New Mexico, and Texas.
“We pushed our limits and tested our ability to perform at the level of a national retailer. This took significant planning, organization, and grit, but our corporate team rose to the challenge, executing back-to-back grand openings,” said Lube X-press Co-Founder Justin Lazo. “Our development partners at Banes General Contractors were instrumental in ensuring we met our strict deadlines and opened the bay doors right on schedule.”
Lazo Holdings, LLC, which is the parent company of Lube X-press, has also been recognized on the Inc. 5000 list.
VALVOLINE, CASTROL, OTHERS FORM LUBRICANT PACKAGING MANAGEMENT ASSOCIATION
Chevron, ExxonMobil, Shell, Valvoline, and other petroleum brands have established an organization to help their products abide by packaging laws in certain states, according to Resource Recycling.
The Lubricant Packaging Management Association was recently founded by Castrol’s parent company, BP Lubricants USA; Chevron
LPMA’s goal is to help producers of lubricant products remain compliant with extended producer responsibility laws, which essentially holds producers responsible for a product’s entire lifespan, and any waste or pollution it may create.
Currently, extended producer responsibility laws related to packaging exist in Maine, Oregon, California, Colorado, and Minnesota. Vermont also recently passed a packaging law that would impact lubricant producers as well.
Some states have made it so that only one organization can oversee extended producer responsibility. In Oregon, California, and Colorado, this role has already been given to the Circular Action Alliance.
LPMA has plans to attempt to collaborate with CAA, arguing that packaging for petroleum products require unique consideration from something like food-grade packaging.
“Based in the U.S., this national, member-based, non-profit organization was developed with a purpose of providing EPR compliance options for its members and supporting the development of circular material management solutions for their petroleum-based and related products and packaging,” stated a press release.
MIDAS FRANCHISEES RAISE OVER $10K FOR ‘SPECIAL OLYMPICS’ PROGRAM
Midas franchisees within as well as outside the U.S. came together to raise over $10,000 for Special Olympics, according to a press release.
Special Olympics is an international program that provides individuals with intellectual disabilities the
opportunity to compete in a variety of different sports categories.
Franchisees located in California, Indiana, Virginia, and Nova Scotia all pitched in to raise money in support of the program, with their efforts culminating in a donation of over $10,000.
The fundraiser was part of a yearlong campaign by Midas to celebrate its 68th anniversary. Last year, the company did something similar with its 67 Acts of Kindness initiative.
“We are honored to support the Special Olympics and the work they do year-round to help children and adults with intellectual disabilities discover new strengths, abilities, and skills through sports,” said Lenny Valentino, Jr., president and COO of Midas. “These contributions reinforce Midas’s commitment to positively impacting the local communities
where we operate and fostering the development of tomorrow’s leaders by empowering them to reach their fullest potential.”
LUBRICATION SPECIALTIES EXPANDS MARKETING DEPARTMENT WITH DIGITAL MARKETING MANAGER
Lubrication Specialties has expanded its marketing department with the addition of Katherine Simmons as its digital marketing manager, according to a press release.
Simmons was first hired in June, and will report directly to Senior Director of Marketing and Sales, Bud Prenatt, in her new role.
Simmons specializes in e-commerce website development and
search engine marketing, and has previously worked with ASG and AVC Communications, where she managed product asset creation, search engine marketing, and conducted social media campaigns.
As Lubrication Specialties’ digital marketing manager, she will be responsible for developing strategies that support its product, Hot Shot’s Secret, across multiple markets, including automotive, agriculture, and fleet.
“We are excited Katherine has joined our expanding marketing team,” said Prenatt. “She has a proven record of building brands through solid digital strategy and tactics. We look forward to her input as we expand our product line and make inroads to new audiences and markets.”
WYOMING MIDAS PARTNERS WITH
Wyoming, recently partnered
became owners of the independent NAPA store just at the beginning of this month—but the previous owners had a history of working doing chari-
Owned by Matt Lube for the past 15 years, Midas of Sheridan has been
Throughout July, Sheridan Media took submissions for a Fix-It-For-aCause contest to provide essential vehicle repairs to those struggling. Of the 75 who entered, four candidates
One family, who use their van to get to and from medical appointments
located six hours away in Denver, had their vehicle taken in. Midas repaired major oil leaks from the engine and transmission, as well as steering component wear, and performed basic maintenance.
A young couple with children brought one of the two vehicles they had been reliant on. It had been diagnosed with major transmission failure, and had been left parked for months. Alongside routine maintenance on the engine and transmission, Midas identified and addressed safety issues with the steering system and drive line.
The third vehicle was one passed down from a relative to a single mother, who has been forced to walk to work in the cold winter months due to the vehicle not having a heater or defrost. Midas completed an expen-
sive heater core repair to remedy the issue, in addition to fixing a safety issue with the front suspension and routine maintenance.
Finally, the fourth vehicle belonged to a young man, who recently purchased a home and is struggling to pay for needed repairs. The vehicle had a cooling leak that another shop had addressed, but Midas techs addressed a minor issue they noticed with it, as well as replaced the car’s brakes and brake fluid.
Between the parts donated by NAPA and the labor performed by Midas, a total of $8,000 was contributed for the initiative.
MAINE
LAWMAKERS BEGIN DISCUSSING RIGHT TO REPAIR LAW’S IMPLEMENTATION
Maine’s right to repair law is slowly making progress to being implemented, reports CBS 13 News.
Though the law was passed by around 84% of Maine voters last year, it has faced roadblocks in its implementation since then.
Now, a small group of lawmakers is reportedly meeting to hash out the details of how the law will be enforced.
A meeting was held last month in Augusta, with several more to follow before a final report and recommendations are submitted to the Legislature.
“We are looking forward to giving Maine consumers the right to choose who repairs their motor vehicles as soon as possible,” said Right to Repair working group member Mark Gallagher.
BENNY’S MOBIL 1 EXPRESS LUBE
LOCATION:
BY KACEY FREDERICK
WHERE IT’S EASY BEING GREEN
From first opening as a car wash in 1951, to broadening its horizons to quick lube in the early 1980s, to now, Benny’s has remained a family owned and operated business. First started by Justin Alford’s grandfather, he now co-owns the business alongside his father and brother, with his daughter to soon be the fourth generation entering the business.
Based in Louisiana, Benny’s has seven oil change facilities throughout the Baton Rouge area, each one accompanied by their signature car wash. Each one is built from the ground up, complete with a pit and basement. The first thing customers likely notice driving up are the bright lights and vibrant green of the shop signs.
The result of a rebranding effort made in 2016, a marketing company had come in and did a market study that found consumers associated green with the environment.
“So, environmentally friendly,” explains Alford. “And there’s a lot of red in town, so we chose the green.”
MAKING A SMOOTH RIDE
The quick lube drive-thru has a sleek, white, metal exterior. Above the tunnel is the Mobil 1 Lube Express logo, accompanied by Benny’s logo.
While the waiting room is now rarely used, every location comes with one. Certain situations, such as state inspections, will require a customer to exit their vehicle.
Customers pull in and are treated to bottled water and portable air conditioning blowing on them. In newer locations, cameras are set up so the customer can watch the techs as they work on their car.
A TRADITION OF IMPROVEMENT
While oil changes used to be done with lifts, Benny’s has transitioned to exclusively using pits and utilizing the drive-thru oil change style.
Another change the business has seen in the last 30 years is the surge in the number of oils offered and used throughout different vehicles. It’s required Benny’s to invest more in expanding their storage space.
“30 years ago, you had three
grades of oil: 10-30, 10-40, 20-50. Now you got dozens of different
types of oils and it’s a lot more challenging than it used to be. So, space and storage become a real issue,” tells Alford. “Every manufacturer has got their own little speck of oil that they want you to use.”
From experimenting with evacuating oils in vehicles with complicated skid plates, to using bay timers to count how long a car has been in the shop, the shop is ever evolving—but hasn’t forgotten its roots.
“Our member number with PAMA (Preventative Automotive Maintenance Association) is member number six,” tells Alford. “We’ve been around a long time in the industry.”
Driving Your Car Count
Taking steps to grow the car count at 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.
AS YOU SEEK TO GROW YOUR QUICK LUBE operation, there are two levers you can pull: You can grow your “ticket” per car or grow your daily car count. Ticket growth is well understood. Quick lubes can grow their ticket by increasing prices, converting more guests on additional services, or adding new services to your offering. Growing car count can often feel more elusive. I often hear the phrase, “We don’t control car count” from various people around the industry and even in our own stores here at Oilstop.
I couldn’t disagree more! Not only can car count growth be controlled but growing your car count is actually a simple recipe. But as in all good things in life, it requires hard work! So, how do you grow your service center’s car count? First, car count starts with a great guest experience. The easiest guest to acquire is the guest you already have. It’s very hard to keep a bucket full of water if there is a hole in the bo om of the bucket. There are studies that show it is o en about five times more expensive to acquire a new guest instead of keeping your existing guests.
By ensuring your team provides a great experience in the bays, it will ensure that the guests you are already serving continue to come back to you for every oil change. To understand how you are doing at this today, track your guest retention and average visit interval. How many of your new guests try you once? How many come back for a second visit? How long do they wait to come in for their second visit? Look at your Google or Yelp reviews to understand how guests feel about the experience in your service center.
Once you have a sense of how well you are retaining your guests, then work with your team on areas of improvement. I love to call guests who leave negative reviews explaining their bad experiences. Apologize for their bad experience and ask a few questions about how you could do be er. This will teach you what areas you can improve in. Make changes to improve the service based on this feedback. By retaining today’s guests, it will allow you to focus on bringing in new guests who will GROW your car count. Once you’ve made sure your bucket isn’t leaking,
then you can focus on how to get new guests to give your service a try. In the past five years, the quick lube market has seen a significant shi towards offering discounts for first-time visits.
“Discount” can be a scary word in retail, but instead of discounting, think of this as giving the guest a reason to try your service. Habits are hard to break and even harder to form, so you need to give them a reason to change their habit. By offering a discount to first-time guests, you are giving them a reason to believe and try out your service.
Next up, you need to communicate this offer. We offer discounts to first-time guests through our managers in our service centers, on banners in the bays or in front of the stores, on mailers we send out to nearby neighborhoods, on social media, Google, and everywhere we run advertisements. If your service center is on a high-traffic street, then banners and signs will work well. If not, you need to focus on finding ways to spread the news about your service.
Investing in marketing will help grow your car count. Track each area or “channel” you spend money on for marketing and monitor how many guests come in from that channel. At Oilstop, we put a unique coupon code on every marketing tool, so we can then measure how many guests came from each channel.
This allows us to find out what marketing channels are working at each service center. Once we know which channels work best for a service center, then we keep doing that and stop spending money on things that don’t work. The amount of marketing money that is wasted each year would make a big dent towards our national debt, so be sure to track your spend so it doesn’t go to waste. We are always excited to test a new channel, but we always make sure we can track it to know if we should continue to invest in it for the long term. As you find marketing channels that help bring you new guests, you will see your car count grow. These two steps are quite simple: 1) Make sure your guests come back and 2) Find and convince new guests to give your service a try. Track and measure both to know if you are improving. Keep reading at noln.net.
SCOTT @OILSTOPINC .COM
SCOTT HEMPY
PHOTO: SCOTT HEMPY
Emphasizing
Excellence
Quick lube industry career duration may vary. Some people choose to stay for a lifetime, and others are just passing through.
In the 2024 NOLN Operator Survey (sponsored by Valvoline), 42% of respondents reported their average lube tech tenure as one-to-three years. When it comes to manager tenure, 33% reported the average as five-to-10 years. Think about it this way: the average quick lube shop employee is around for at least a year. That’s plenty of time to make an impact on that individual’s life.
As a leader, there is value in building a team that lives and breathes intentional service and care. From the work environment to the interactions with customers, the blueprint of a quality quick lube brand is founded on culture.
Building a culture that motivates employees and inspires confidence from customers
By Hanna Bubser
Emphasizing
Excellence
Setting Expectations:
Christopher Potter of Lube X-press in El Paso, Texas
Something emphasized at El Paso, Texas-based, multilocation Lube X-press is a “WOW experience” that extends to everyone.
“We feel like anytime a guest chooses us, that’s really a privilege for us to know that they trust us to take care of their vehicles, and we don’t take that lightly at all,” Christopher Potter says.
Potter is the executive leader of talent and culture at Lazo Management, which is the corporate owner of Lube X-press locations.
Lube X-press team members are expected to be friendly, transparent, and caring. Each interaction with a customer begins with a smile and a complimentary bottle of water.
Potter says new hires are given their own “WOW experience” that starts at the corporate level and trickles down through leadership and into each shop setting—establishing a workplace that people want to be part of.
“Our thing is, if we have that approach, we feel like our team
members value that and in turn this allows them to make our guests feel welcome and provide the brand standard,” Potter says.
Potter also points to the “prestigious” look of the Lube X-press shops. Pride is taken in their branding and how they present it to the world, and potential hires notice this as well.
But it’s not just Lube X-press aesthetics that put their best foot forward. The people who are hired are expected to do the same. Potter says they need to have an “X” factor.
“Our expectations are high, they truly are,” Potter says. “It’s not easy to get hired by us, but it’s definitely worth it.”
There is a thorough vetting process with hiring. This is how they distinguish the difference between the people who simply want a job, and
Hydration Station
Once they drive in for service, customers at Lube X-press locations are offered a complimentary bottle of branded water.
PHOTO:
MAYA ISABELLA PHOTOGRAPHY
LUBES ACQUIRED SINCE JANUARY 2014, AND COUNTING! Valvoline™ is seeking single and/or multiple locations performing 7500+ oil changes per year.
The Extra Element
Lube X-press focuses on a culture that includes both employees and customers.
those who want to make a real difference, Potter explains.
Quality employees help enforce the high standards at Lube X-press, with a culture that Potter describes using the words “collaboration,” “empowering,” and “rewarding.” The team trusts one another, the brand, and its processes.
As a result, he says team members can take confidence in knowing that they have the support and tools to help them be successful in “doing things right every time the first time.” It helps continue to set the standard that keeps the “WOW experience” top-of-mind and inspires return business from customers.
“We don’t tell our staff what to do, we tell them why it’s done,” Potter says. “I feel like our team universally
appreciates this approach, as it makes them feel part of us and not just a number.”
Potter says they do quite a bit of cross-training at their shops, with a focus on defining responsibilities and offering a refined approach to speaking with and educating customers.
Teamwork is a huge component of this, enabling what Potter describes as “engagement amongst our team by executing call outs (and) ensuring checks and balances are done. And I think our guests really feel like that’s a transparent approach.”
In line with keeping people informed, Potter also says that managers frequently go over goals, metrics, and KPIs with team members—it keeps everyone on the same page and boosts motivation.
“Our thing, and I feel like our team members embrace this, is that we’re not just an oil change shop— we feel like we’ve really built an
industry-breaking identity. There’s a blueprint there that we’ve created that’s proven and we feel like we’re ready to take off.”
Taking off is in the plan for Lube X-press, as Potter explains that the brand is ready to become player on the national stage with its franchise opportunities, which Lube X-press launched last year. Working with franchise partners will allow the brand to take the “WOW experience” even further. Culture is a group effort, and it’s one that Lube X-press takes seriously.
“And I do have to give great kudos to our ownership, corporate team, director of operations, district managers, and shop managers from raising our culture and enforcing that,” Potter says. “We don’t have any issues typically with holding anyone accountable. We feel like you’re either on board with our culture or you’re not the right fit for the brand.”
Shop Owner Perspective: Jeff Perreault of Mike’s In Out Oil Change in
Alexandria, Minnesota
Service With a Smile
Jeff Perreault, owner of Mike's In Out Oil Change, approaches quick lube service with a positive attitude.
Jeff Perreault runs his shop with a smile—literally. Making people grin and laugh while they’re at Mike’s In Out Oil Change is a huge win in his book. This focus on positivity finds its way into the shop employees and their workflow. Perreault spoke with NOLN about a few components of this approach.
As told to Hanna Bubser
Repeat business is our biggest thing we aim for.
But I also told my staff just this
morning, “If I start driving this thing with only profit in mind, we’ve already had the wheels fall off. We’ve got to drive it putting the customer first, so we do a consistent job every time, so the customers want to come back.” We do have to do it fast and efficiently but going too fast on short staff; that’s when mistakes happen. So, I think our mission statement is let’s just do it right and do it with a smile.
If you can make them laugh, they’re coming back. We try to make the customers comfortable while they are waiting in line; make them smile. As for my write-up people, I work really hard at that—trying to make the customer smile—and I’ve got to make sure I have personalities in place that CAN do that. But also, between my cashiers, or whoever is closing the sale or whoever opens the door for the customer will say, “Hey, go do something fun the rest of the day,” or “Take the rest of the day off.” We always say that just to close it and the customers kind of chuckle, you know?
I’m the king of practical jokes, but I also expect (my team) to practical joke me.
It’s a two-way street. It can’t be just one-sided. I have a 16-year-old homeschooled young lady who works here. When she started, she looked at the floor, and she had trouble interacting with everybody. She’s been with us almost a year, and now if I go outside and put something in a dumpster—she’ll lock me out, because she knows my keys are on my desk! That’s exactly what we want. This young lady wants to go into the car business and I feel this job is a great stepping stone for her. She learns how to interact with other employees, and she learns how to interact with the customers.
We are a pipeline to our local farm equipment dealers for their scholarship programs.
These young gentlemen or young ladies, whoever wants to go into the agriculture/diesel business, we’re a pipeline.
We partner with our local farm equipment dealer for sponsorships to help get their tuition and tools paid for. I don’t just send anybody there; they have to be a good fit. I’m happy to say that we have about eight guys and gals that went into the agricultural or small engine fields after working here and then graduating from college.
They work for us part-time and then when they do their internship, they go to work for a local farm equipment or power sports dealer. But in that process, they’ve had their two years of school. It’s a great resource for me, and for the kids too.
An example of team comradery at the shop:
We have a gentleman here, he’s one of our managers. He’s 50 years old. His family has a history of heart problems. Well, he went to get a stint put in yesterday. I texted him before he went in for the procedure, and one of the other employees saw me doing that and she said, “This is why I work here. You honestly care about us.”
That was one of the greatest compliments anybody could give me. He went through the procedure and now he needs open heart surgery ... so, we all know we’re going he’s going to be out for six months, but we’ll just work around it. We are more concerned about his health than we are about being shorthanded.
Six years ago, when we bought this (shop), this thing was going really well already.
It was up and on its way. The previous owner wanted to retire, and he
Work Hard, Play Hard
The team at Mike's In Out Oil Change has an enjoyment of the work and of each other, which is something that customers also appreciate.
said, “This thing’s going to do double the business in two years.” Well, it does better than that. We had four employees when we started, and we have 18 right now. We keep the shop clean and up to date, that along with our culture is noticed by our customers when they’re sitting in their car or in the lobby. They hear how we
interact. They hear how we give each other a hard time, just for fun. I also enjoy listening to our customers. My office is right off the lobby, so I can hear the customers interacting with each other. I often hear customers comment on how fun it is to hear our guys having fun and enjoying what they do.
I think that, for me personally ... that is a great compliment to see the employees smiling and laughing out there, because the customers pick up on it. They feed off it because then they’ll chime in. I think that’s what I’m trying to build here—and we’re not successful every day, but you’ve got to look at the big picture.
PHOTO: BETH LEIPHOLTZ
Shop Owner
Perspective:
Russell Hotchkiss of All Tune and Lube Total Car Care in Cedar Rapids, Iowa
The Golden Rule
Russell Hotchkiss’ shop embodies productivity through employees who are committed to a timely and highquality work output. Motivated employees at All Tune and Lube Total Car Care invest in their own success—which funnels into success for the shop. Hotchkiss gave NOLN some insight into how this mentality plays out in everyday operations.
As told to Hanna Bubser
We want to treat people the way we want to be treated.
And then, we even go one step further: We treat you or your family or friends like you would want your grandmother treated if she was 3,000 miles away.
But you’ve got to go to where the core of that came from. I own two other businesses, and I have over 20 vehicles in a fleet and over 23 years in business.
Up until I opened this (shop) ... nine years ago, I thought I had friends taking care of my vehicles at different automotive shops—and they weren’t. So, I opened my own to take care of my own fleet, and if we could help other customers not get screwed along the way—then that was a benefit.
There’s a front and a back to an automotive repair facility.
The front—those guys are very fun, very knowledgeable, (and) can speak with the customers. They’re down to Earth, they make (the customer) laugh and feel at home because they’re interacting directly with the customer.
However, on the back end, those guys are—not that the front isn’t— they’re after the pay. They want to make sure that they don’t have comebacks because they don’t want that docked from their pay or (to) have to work on something a second or third time—which takes away from their ability to make money— because then they’re losing money because they have to redo something and all they’re on is the clock and not on their commission.
We look to see if (potential new hires) actually have entrepreneurial spirit.
Are they getting certifications at their other place? Have they been in a leadership role? Do they understand we’re trying to beat the clock—understanding that we can’t have comebacks? It just looks bad on not only them, but on the company
itself, even though we weren’t the ones that had the hand on the equipment. So, we’re looking for those types of things: making sure they understand (that) time’s money. The more time you waste, the more money you waste.
Did they get their ASE certifications or any other certifications—whether it’s from a dealership or third-party vendors? Did they invest in themselves? Did they buy their own tools? How much do they have in tools?
We look to see if they’re hungry and whether or not they’re confident enough to invest in themselves— because if they don’t invest in themselves, then why are you asking me to do it?
We’re laid back and low-key, but we’re also fun-having and slightly competitive.
I’m an open book (with) management, so they actually see: How much did we generate? How much did each of them generate? What was their proficiency? They see all those numbers week in and week out. So, they know who’s pulling their weight and who isn’t.
Russell Hotchkiss of All Tune and Lube Total Car Care values a reciprocal view of care.
Know the Goal
Successful employees at All Tune and Lube Total Car Care are motivated to do well for themselves and the entire shop.
It’s not like when you go to the dealership and all the work is given to just the most senior person there.
If you can show your worth and that you’re comfortable doing things, we will give you more work. We don’t play favorites. Well, we kind of do— we play favorites to the ones (who) are productive, not just the ones (who) have been there for a long period of time, have their tenure in, and we’re just feeding them to keep them happy.
It’s going back to that slightly competitive thing—but also proving that you can handle what’s been given to you. And they do help each other out because they know that if they can help that other person out, then if they get in a pinch later and need some help, they’ll get it reciprocated to them.
The ones who do well here, they understand what their goal is. Obviously, the goal is to have the highest proficiency (and) not have the comebacks—which translates into dollars weekly, which increases their paycheck, which increases the overall revenue of the company— those things. They get here, they get it done, they don’t complain, (and) they understand the more that they can get through in a shorter period of time, the more they make, the more the company makes. Those are the successful ones.
The ones (who) aren’t successful sit there and complain and stay on their ... phone and their proficiency is only 50% instead of 100% and they’re not doing the weekly revenue goals, they’re doing half of that. Basically, their proficiency tells you, they’re only doing half of what they could do. We have benchmarks and measurements that we go through every week.
Shop Stats: Team Dynamics
Quick lube teams may each have their own distinct dynamics, but there are trends worth recognizing. Data from the 2024 NOLN Operator Survey Report showcases how shop operations consider employees. Special thanks to Valvoline for sponsoring the 2024 NOLN Operator Survey Report.
SETTING JOB EXPECTATIONS
Defining specific responsibilities and managing expectations
BY PETER SUCIU
THE DAYS OF THE “GREAT resignation” may be over, but low unemployment rates continue to present challenges across the service industry. As has been said before, good help is hard to find, and employee retention isn’t getting easier—and resolving the latter issue can help ensure that you don’t need to constantly put out a “help wanted” sign.
An employer can begin by setting job expectations during the hiring
process, especially as it is worse to spend the time training a new employee, only to have that person quit days later.
“We expect our employees to give 100% effort and maintain excellent a endance. While emergencies are understandable, we emphasize our strict a endance and performance policies,” says Kyle Findley, staff manager at The Oil Connection in Fairfield, California. With a full staff, the shop historically averaged around
55 to 60 cars per day, but due to a limited staff, is now averaging around 35 to 45 cars.
Findley tells NOLN that during the hiring phase, the importance of being a team player is stressed, and then reinforced in the training.
“Supporting colleagues and doing your fair share is key to our work culture,” adds Findley. “This sets a high standard and attracts individuals who are committed to excellence and teamwork.”
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This begins with asking targeted questions during the interview process to see if the potential hire has previous work performance aligns with the shop’s practices.
“Both parties will know early on whether or not the position is a good fit,” says Findley. “Within the first one-to-three months, you can usually tell if someone aligns with your company’s ethos. Invest in training for those who fit but need skill development, and address those with attitude issues promptly.”
Creating Team Structure
Shops may seek to develop a plan for assigning tasks and then creating a team structure to avoid any “that’s not my job” mentality among the workers. Clear cut job obligations need to be laid out, which in turn ensures that everyone can, and will, be part of a team.
Findley explains that during interviews, the shop outlines that every team member is responsible for all shop-related tasks, including cleaning, inventory, and stocking. New hires then receive a detailed list of duties, setting a clear precedent that every job is your job.
“This approach fosters a sense of shared responsibility and teamwork, ensuring that everyone contributes to the shop’s success,” he continues. “This includes upper management, who actively
participate in daily operations, like morning preparations, closing procedures, stocking inventory, and maintaining the work, reception and bathroom areas.”
It is also important to be clear in instructions and see how the employee learns best—whether that is verbally, written, or kinetically— and then train them accordingly.
“If the problem is attitude or acceptance of criticism, try to coach them. If they still can’t get with the program, it’s time to let them go,” warns Findley.
Defining Specific Responsibilities
Even as the entire team may be responsible for key tasks (such as the aforementioned cleaning and stocking) there are still duties that new hires won’t be required to tackle immediately. This is where defining the roles that each team member plays also needs to be clearly addressed.
“We find it best to start employees in one specific role. Once they’re proficient, we gradually integrate other tasks. For example, a lube technician might assist a service writer in checking in customers, or help a manager place a stock order,” says Findley.
Such a cross-training method can help everyone understand and appreciate the different roles within the shop. Moreover, it can help foster
Within the first one-to-three months, you can usually tell if someone aligns with your company’s ethos. Invest in training for those who fit but need skill development, and address those with attitude issues promptly.
– KYLE FINDLEY, STAFF MANAGER, THE OIL CONNECTION
a united front where team members can step in and help each other as needed. Team members then feel supported, and the shop can minimize gaps that would otherwise exist if an employee were absent or unable to perform at 100% that day.
A shop should also hire leaders, not managers—who will energize, unite, and push the team to be their best.
Managed Expectations
At the time of hiring, and then with new employees, a thorough job description and expectations remains important. Too often, it may be easy for some employees to do the bare minimum if a shop fails to set standards. Defined expectations can prevent toxic dynamics where some employees do the minimum while others over-perform.
“Without standards, you risk losing your best workers due to inequitable treatment,” warns Findley. “Setting high expectations ensures everyone understands their role in maintaining a smooth operation. When employees respect and support each other, it positively impacts the customer experience. Customers can sense when there’s a good team dynamic—they feel the positive energy when everyone is working together seamlessly.”
Conversely, if there are internal conflicts, customers will certainly notice.
“A team that supports each other ensures that even if someone isn’t at their best one day, the rest of the team will pick up the slack, creating a consistently excellent customer experience,” suggests Findley, who also noted that small gestures like gift cards or team lunches can significantly enhance morale and create an atmosphere where employees feel valued and motivated. “When your team feels like family, your customers will notice and start to feel as if they are a part of the family too.”
CONSISTENCY IN THE OIL CHANGE EXPERIENCE
Creating a consistent experience helps the team work more efficiently and helps develop a level of service for customers
BY ENID BURNS
IN THE QUICK LUBE INDUSTRY, consistency is a key component of the business. Customers have expectations when they bring their cars in for service, and once they become customers, that service should remain reliable.
There are a number of strategies a shop can utilize to ensure that each quick service visit is consistent. One method used by Costa Oil - 10 Minute Oil Change in Peachtree City, Georgia, is to do everything the same every single time a car comes through the bay. That has built the
“out of the way,” single bay shop up to a 400-car-a-month business in a year and a half of operation.
Task Callouts
A good experience can mean having a consistent experience, or that the staff goes over-and-above. Most shops strive for the latter. Even that extra special experience often has a base in consistent service such as a greeting.
“When I train my team, I say I want things to go this way every single time,” says Ralph Brand, owner
Clear Communication Workflow callouts keep the technicians at Costa Oil -10 Minute Oil Change in Peachtree City, Georgia, on task —plus, shop owner Ralph Brand says the customers appreciate hearing what’s going on.
of the Peachtree City Costa Oil - 10 Minute Oil Change.
Service starts with a customer greeting when the car pulls in. This can even pull a technician away from working on another vehicle. Brand gives workers an easy way to recognize loyal customers by stamping loyalty cards with a heart. When a tech sees the stamp they can say, “Welcome back,” even if they don’t recognize the customer or the car. Then the customer is offered a bottle of water, especially in the Georgia summer heat.
“This is part of our every time routine,” Brand tells NOLN.
Once service begins, communication between the technicians in the bays is an important function during servicing any vehicle. The systematic calls to drain, plug, and fill fluids ease workflow and also serve as a safety measure. Brand has scripted the workflow callouts. He’s also had to revise the script on occasion.
In one instance, a customer sitting in the car heard the callout “finished,” and proceeded to start the engine before the rest of the tasks were completed. The staff quickly alerted the customer to power down the engine and finished the work. That may stand out as an inconsistent occurrence and serves as a learning experience on what callouts work, and how to update a customer who has the key in the ignition.
The customer is listening. Brand says customers like hearing the callouts and the ability to keep up with what is happening with the service.
The script is consistent, and it serves a purpose. The callouts ensure that everything is done and done properly.
“It’s very meticulous, and when I’m there I always stop them if they get out of order,” says Brand. He finds it’s worth it. “We get so many compliments.”
Staffing Consistently
Consistency can begin at the job interview.
“I spent a lot of time interviewing candidates in the beginning, and I wasn’t going to settle for anybody who didn’t think the same as me in this respect,” Brand says.
He doesn’t just tell employees, “This is the way things are done,” Brand takes the time to explain the reasoning so employees will understand the importance.
“I explain to them why it’s a value.
As soon as I explain the value, they accept it. They see things the same way as me,” Brand details.
Waiting While You Watch
There are a number of options shops can offer customers while their car is being serviced. Many customers choose to sit in their vehicles while workers get under the hood—and under the car. Costa Oil - 10 Minute Oil Change lets customers sit in their car, in a seat on the side of the bay, or in a small air-conditioned room that is also the employee break room.
Brand stocks the break room with snacks and drinks for customers and employees. Supporting the employees also helps keep that “every time” experience.
“Making sure my guys are in tip-top shape as the day goes around, I keep snacks, whatever they want,” explains Brand. “I need them to be able to have that same attitude. I want them to be as close every single time.”
To battle the Georgia heat, the shop has an air-conditioned break room. Brand also added a freestanding A/C in the bay. The cool air actually blows on the chairs set up for customers. While the bay is open and he admits it is a somewhat futile effort for employees that are essentially “outdoor workers,” it does offer some respite in the hot bay.
Customers who want to see the action have a number of options. The shop has a camera installed to capture footage of the service once the hood is lifted. The video appears on a screen that’s visible from the car and the seats in the waiting area.
“I decided to put in a camera facing the engine in the bay and have the view up where the customer can see it,” Brand details. Many customers— including young children—like to take a look under the hood as the service is going on, he says, and the technicians are happy to show their work.
Special Offers
It’s rare for someone to go into Costa Oil - 10 Minute Oil Change and pay list price for their service. While the discount may not be the same each visit, it is a consistent offer that the shop practices.
“One thing I’m very consistent on, no matter who the customer is, you have to give them a discount,” Brand explains.
When a technician goes over the service, he asks the customer a few questions to find a coupon or discount to offer. Is it a customer’s first visit? Do they like the shop on Facebook? Is the driver a veteran? The franchise always offers coupons, and the shop wants to be sure customers take advantage.
“We are consistently trying to give value (to the customer) every time,” says Brand. “We don’t want them to drive away and look us up and see they could have gotten a discount.”
There is always an opportunity for a custom discount when warranted. When a loyal driver has to wait for service because there are a few customers in ahead in line, or there is a delay due to extended work on a vehicle, the customer may be surprised to get half off service for the inconvenience.
“As soon as we know we have a delay, we go out and talk to anybody there. We tell them how long it’s going to be and offer an extra discount,” Brand says. “We want to make people understand that we value them, and we value their patience.”
The quick service shop is off the town’s main street and has attracted a diverse set of drivers and vehicles. The shop stocks oils for high-end cars alongside standard oils and supplies. It is not uncommon to see a luxury sports car drive up. The treatment, however, remains at that level.
“We make sure we treat every customer identically, no matter what they’re driving, no matter who they are,” Brand states.
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The Value of Leadership!
BY AMBER KOSSAK
Are you struggling with customer retention? Are you experiencing lower sales? Are you o ering 100% of vehicle inspection? Building trust is not only important with our customers but also with our employees. Staying consistent with your training, having clear communication and remember if you are not o ering the services someone else will.
To receive 100% of vehicle inspection 100% of the time, the right people matter. Your people are a big part in having a successful business as well as the level of service you o er. It has been said “In order to be e cient you must do things right, but to be e ective you must do the right things.” Peter Drucker famously stated that “management is doing things right; leadership is doing the right things.” “Vision that allows them to set their sights on the “things” that truly merit attention” can be taken many ways in how we conduct ourselves’ in our everyday life; however, regarding our industry we must look closely at how we are a leader fi rst and a manager second.
Understanding, compassion, loyalty, honor, respect, these words are extremely valuable but sadly rarely practiced by many. The # 1 buying factor is trust, so how do you accomplish building trust if you have employees that may not exercise respect, honor or compassion?
The great Stephen R. Covey said to “Seek fi rst to understand then be understood”. It is di cult today to think of the other person as most people only see the world from where they sit. The question again, are we having issues with customer retention? Are we experiencing lower sales? If we place ourselves in our customers shoes, will we operate our location better? Will we communicate with our customers better because we are thinking of them vs how we feel? Remember if you o er 100% inspection 100% of the time you are helping educate the customer on how to protect their investment – in turn building trust.
Not all employees will be a leader, thinking ahead and taking a moment to ask how will this a ect the other person? It is human nature to think of one’s self fi rst and not the other person; however in servicing customers and dealing with a growing business we cannot just think of ourselves. If we do, many things will not work well. Think about
this: the marketing ideas you see would only be for the inventor themselves, the gadgets sold would only be for who invented them, and your employees would probably not sell anything because they would think with their wallet. No money would be made. We are in the money making business but we are also in the people business. People do Business with People!
Going above and beyond… I love to see businesses that go above and beyond, doing their best to “exceed expectations.” Greet the customer before they even enter the bay, give them a GBB (Good, Better, Best) option, vacuum, o er them a water or co ee, educate them on what you did and what they may need the next time. If your customers get out of the car some have benefi ted from what they call a “no door policy” where customers are not to touch a door. This does not mean if you o er this concept you will supersede your competition by 10 cars a day, but it is something that will separate you from your competition. (Going above and beyond for your customer!) Remember every action causes a reaction. When you are positive with your employees your employees will be positive with your customers.
“The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly.”
—Jim Rohn
It is possible to fi nd a leader in everyone, however an outstanding leader will not look for their own interes t; they will build their team’s self esteem. If people believe in themselves it is amazing what they will be able to accomplish!
Car Care
COMMUNITY OUTREACH CAN BENEFIT THE BUSINESS
Championing a charity or hosting a giveback drive can have a great effect on your business and community alike
BY ENID BURNS
IT’S UNDERSTANDABLE THAT business owners will focus on their business and not look for outside projects. It’s also devastating to see someone struggling with medical bills on top of a tiring battle with cancer or other illness. Many businesses—including many quick lube businesses—find it rewarding to give back to the community by championing a cause, charity, or community issue.
The Backstory
It is no different for Evansville, Indiana-based Lucas Oil Center, a shop with two locations in town. The family-owned business champions multiple causes with annual fundraisers both close to home and close to their hearts.
The Challenge
When April Maxey, VP of operations and human resources at Lucas Oil
Centers and daughter of owner Bill Floyd, saw her good friend battling breast cancer and struggling with medical bills, Maxey realized she could do something to help her friend and empower the community.
“They decided to do a giveback for her,” says Christopher Payne, marketing, e-commerce, and distribution manager at Lucas Oil Center.
The proceeds of a giveback weekend went directly toward the friend battling breast cancer, rather than an organization where funds might get lost to administrative costs. The drive is now an annual event typically held during the second half
Lucas Oil Centers hosts a car show as part of a giveback for a local children’s hospital.
of October, Breast Cancer Awareness month. Each year the Lucas Oil Center franchise finds one or two individuals battling breast cancer to raise money for their medical bills.
The business not only recognized a need to help individuals with battling breast cancer but has found other causes close to home that have also become an annual focus.
“One of our owners at the time was diagnosed with multiple sclerosis, so that naturally became a charity we wanted to be involved in,” Maxey tells NOLN. “Through our involvement we found that many of our customers we also affected by MS in one way or another and it sparked lots of conversations and we saw a need for a connection to our community on such a personal level.”
Even more causes came through the shop’s doors, and Lucas Oil Centers responded.
“It was shortly after this that the owner’s granddaughter was struggling with an unknown illness and became a Riley Kid,” Maxey explains, referring to the Riley Hospital for Children network throughout Indiana. “Through lifesaving measures and treatment at Riley Children’s Hospital, her life was saved.
“This sparked our connection and personal relationship with Riley Children’s Foundation” Maxey continues.
Unfortunately, the Floyd family has had more Riley kids. It has strengthened the family’s relationship with the children’s foundation and created community involvement for the cause.
“Since this we’ve now had multiple family members including two other grandchildren who have received lifesaving care through Riley,” says Maxey.
“Our community is connected to us through our stories and shared struggles. As success continued, we wanted to be involved in breast cancer awareness as the owner, Bill Floyd, has four daughters,” Maxey details.
The Solutions
The quick service franchise has found success with giveback weekends where events include haunted car washes, trunk-or-treat, oil changes, Silver Crown racing, and car shows.
Keeping up with the givebacks and drives is a year-round effort.
“January through March is planning time,” explains Payne. “As soon as April hits, we are set to go. We do a big push for the car wash starting in April.”
Right after the spring clean at the car wash, Payne starts planning for the Riley event, which is held midJuly each year.
“After that we start planning for the breast cancer event, then the Christmas toy drive,” Payne says.
The Tons of Toys drive is held in partnership with St. Vincent de Paul’s local shops, and promoted through local radio stations. Parents in need can go to select toys from the drive to give their kids gifts at Christmas.
“Our owner, Bill Floyd, felt there was a need as a business owner to contribute to the community,” Payne says.
A typical giveback weekend includes a drive to bring cars in for oil changes and car washes, of which a percentage such as 15% or 20% is donated to the charity. An event
Centered Around Kids
An annual giveback benefitting Riley Children’s Foundation is just one of the ways Lucas Oil Centers prioritizes its community.
Our owner, Bill Floyd, felt there was a need as a business owner to contribute to the community.
– CHRISTOPHER PAYNE, LUCAS OIL CENTER
also highlights many givebacks. For the Riley event each July Lucas Oil Centers holds a car show at its location on the west side of town, where there are few car shows.
In October, to coincide with Breast Cancer Awareness month and the company’s annual event, the shop brings out its Pink 69 Racing Silver Crown racecar and takes part in the race at the Lucas Oil Indianapolis Raceway Park in nearby Brownsburg, Indiana.
The Aftermath
Each drive brings in money for individuals or foundations. In 2023 the breast cancer awareness giveback raised
$9,000, which went to two women fighting breast cancer. The 2023 event for the Riley Children’s Foundation raised $6,000. This was matched by Lucas Oil to make a total donation of $12,000 for the foundation, which provides lifesaving treatment.
The car show for the Riley event last year raised $2,500, which made up part of the $6,000. The show had over 100 car owners, who each paid $20 to show off their wheels.
This year, the 2024 Riley Giveback Weekend in July raised $4,500 culminating from 15% of proceeds from the weekend’s oil changes and services, plus participation in the Sunday car show. Lucas Oil Products matched the donations to offer a total of $9,000 to the Riley Children’s Foundation. The weekend included giveaways from the shop, Riley Children’s Foundation, and nearby businesses.
Lucas Oil Centers also participates in charity golf outings and other events throughout the year to support various charities and causes.
“From the moment of conception, we knew that community involvement would be very important to us,” says Maxey. “However, after our first
year of being open we really started to see that we had a responsibility to our customers who come from all different walks of life. We wanted to be able to connect and support them in any way possible.”
The Takeaway
The business’s community involvement tagline is “We’re not just changing oil, we’re changing lives,” and Lucas Oil Centers lives by that motto by participating in their own drives as well as others when they are approached.
Events change over time. For two years the shop hosted a popular haunted car wash. Payne says setting up the haunting took lots of work and planning, so the shop changed gears to host a trunk-or-treat event this past year.
Customers are loyal supporters of events and the business.
“We have customers who always mention they came to the Riley car show, or got toys from the Tons of Toys drive,” Payne tells NOLN. “That’s why it’s so important that we keep doing these events every year.”
Employees are excited to be involved. Payne says the events are
discussed during the hiring process, and all employees are on hand for the weekend of each event, as the shop gets very busy with customers who come to support the cause. Every employee gets a shirt that calls out the giveback event to wear throughout the weekend.
Employees also participate. “We have employees who bring cars and bikes to the car show,” says Payne. “They pay to register. The employees love it, they know it’s important.”
While the driving force of the events is to give back to the community, Payne also says work in the community is marketing for the shop. It is a way for a business to get more involved in the community, and gain customers in the process.
“I encourage any shop to get involved, even if it starts small like we did,” says Maxey. “Start slowly in your local schools by maybe hosting a ‘Back to school drive for backpacks or school supplies’ or by donating gift cards to local silent auctions. Giving back to the community doesn’t have to be a large event, it can simply be smaller ways that then lead to word-of-mouth and a good reputation as a giving company.”
Harness Your Best Self
Finding your place in the shop
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.
AS WITH ANY JOB OR CAREER THAT someone starts, they want to feel like they have a purpose for doing it. In our industry, there are many routes that can be taken by personnel to increase their knowledge of or importance to the shop or business where they are employed.
Most seem to think that the only way to move up is to find a place in management and settle in, but I am here to tell you that you have so many more opportunities to grow that you may not even know.
Now, obviously, the most direct route to making an impact is through management. You are the leader of the team and can make decisions to make your location the fastest, the most profitable, or the best of the best in your locality. But let’s be honest, how often do spots like general manager really come open?
If your shop is a well-oiled machine, the manager has found his place, and you may feel that you have stalled out. But wait, there is more to that management game than meets the eye. Now most managers who have an eye on moving to the next level are looking to impart their knowledge to others.
This makes them look good in the eyes of decision makers. So, positions such as assistant managers or customer service specialists are not stopping places for this manager. So, if you are an ASM feeling like you can go no further, what do you do? Start by collaborating with the manager to get to as close to his level as possible. This will show initiative. Suddenly, there is a spot open in another location, in need of a qualified leader. Are you ready to be that leader?
We all know that not everyone has a desire to be the person in charge. That does not mean that you cannot find your niche in the job. Are you mechanically inclined? Have you ever thought of reaching out to your boss to see about getting ASE certified? Trust me, they will want to have one of those in their building if
they do not already. It is even something that they would pay to have you take, making an investment in you for the company.
Depending on your shop setup and the services that they offer, this route can lead to many of these certifications. ASE has options for brakes, suspension, engine, and more. For that person who just likes to tinker and does not want that responsibility of being “the man,” this is a great path to walk along.
Do you have the gift of gab? Do you like meeting new people and making them smile? If so, then you are the perfect candidate for being a customer service advisor/specialist. In this role, you are the customer facing person for your business. It is your responsibility to go over services and recommendations with the customer regarding their vehicle. Since a vehicle is the second biggest purchase by someone behind a home, they want to know that it is taken care of and operating to the fullest. Businesses and managers are always looking for people in these roles. It is one of the easiest things to do in a shop but the hardest to fill with what you are looking for in that candidate.
There is an ASE certification for this role as well, though that is mostly geared towards dealerships and service writers. If you are looking to move into that management track in the future, getting this skill set down would give you a step forward in attaining that goal.
So, these are just a few important key areas that one may work towards finding a place. There are many more if these done interest you. There is nothing that says that you need to find an elevated role to find your place. You may be the company’s best lower bay technician that trains all the new hires in that spot.
If you offer courtesy services in your location, you take pride in making sure that every window is washed properly and vacuuming the interior is top notch. Whatever your role is in the shop, do it to the fullest and you will one day find your place.
PHOTO: LUCAS MOORE
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