The MSO Project - December 2019

THE YEAR IN

CONSOLIDATION PAGE 10

DEBUNK

CUSTOMER MYTHS PAGE 18

S T R AT E G I E S A N D I N S P I R AT I O N F O R M S O S U C C E S S

PARTNER UP WHY STRENGTH IN NUMBERS MIGHT BE THE KEY FOR CONTINUED SUCCESS

BUILD BETTER

RELATIONSHIPS PAGE 29

DECEMBER 2019

Bright Future After operating independently for years, Dino DiGuilio decided to become a CARSTAR franchisee in order to continue growing, with more support.

PAGE 12

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THE MSO PROJECT | DECEMBER 2019

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THE TECHNICIAN

SHORTAGE W IL L N OT D E FE AT U S

autojobcentral.com 4

THE MSO PROJECT | DECEMBER 2019

CONTENTS 12

Still the Same Dino DiGiulio’s shops changed their names when he joined CARSTAR, but service remains strong.

F E AT U R E

Advertiser Index

12 | Group Initiative

Joining a franchise group can ensure that a small MSO not only survives but also thrives

4

Auto Job Central

BUSINESS BUILDING

31

Axalta Coating Systems

18 | Setting Things Straight

28

LAUNCH Tech

2

SATA/Dan-Am

A look at business books that can make an impact for shop operators

32

Toyota Wholesale Parts

22 | Driven for Success

9

Vehicle Service Group

How to put an end to customer misconceptions

10

WHO’S BUYING

6 | Acquisitions EDITOR’S LETTER

8 | The Path Ahead OMAR ASSEF, GETTY IMAGES

Your actions will define you

T R E N D S + A N A LY S I S

10 | Analyzing Consolidation Trends Industry analyst Vincent Romans notes how industry trends may impact MSOs moving forward

20 | Book It

The president of CARSTAR breaks down what’s next for his growing brand Sponsored by

25 | Preaching Patience

In a constantly evolving industry, patience is truly a virtue for today’s technicians, according to one veteran collision repairer

GROWTH PLAN

29 | Be a Better Boss

The first step to becoming a better shop leader is to show legitimate interest in getting to know each and every employee

DECEMBER 2019 | THE MSO PROJECT

5

WHO’S BUYING

ACQUISITIONS SEPTEMBER

GERBER COLLISION ACQUIRES GOFF’S COLLISION REPAIR CENTERS Goff’s Collision Repair Centers has been acquired by Caliber Collision Centers.

Goff’s Collision Repair Centers has been a familyowned business for 52 years.

Goff’s was started in 1967 by Bob Goff. Over the years it has expanded to seven locations and more than 100 employees in suburban Milwaukee.

Bob Goff’s daughter, Angela Goff Chmura, has operated the business in recent years.

GERBER ACQUIRES THREE SOUTH CAROLINA LOCATIONS The Boyd Group recently acquired three collision repair centers in the Columbia, S.C., area.

Those locations previously operated as Baker Collision Express. The Irmo shop opened in 2004, the Lexington repair center was added in 2013 and the Columbia location opened in 2016. Larry Baker owns and operates Baker Collision Express. Not only does he have over 40 years of industry experience and 15 years spent consulting, he also spoke at the 2016 FenderBender Management Conference.

In 2017, the shop was producing approximately $11.2 in estimated annual revenue.

Lefler Collision & Glass Repair has four locations in the Evansville, Ind. area. Jimmy Lefler, owner of Lefler Collision & Glass Repair, has a staff of 70 with an annual total combined revenue of $12 million.

In 1952, Leroy Lefler started Leroy’s Paint and Fender Repair.

Three generations of Leflers have been serving the Evansville tri-state area for more than a half century.

Jimmy Lefler, a former FenderBender Awards winner, has, in recent years, become known for his charitable efforts both locally and internationally.

life wherever the good Lord

World Class Management. Two

leads me.

additional locations are joining the CARSTAR family—CARSTAR

GERBER COLLISION & GLASS ACQUIRES TWO WASH. SHOPS

North Glendale and CARSTAR Sun Valley.

The Boyd Group Inc announced repair centers in the Seattle

COLLISION WORKS ACQUIRES AUTO CRAFT COLLISION REPAIR

and Tacoma, Wash. area. The

Collision Works has acquired

locations previously operated

Auto Craft Collision Repair’s eight

as Rainier Collision and have

locations, including facilities in

served the communities of Gig

Wichita, Andover and Junction

Harbor and Port Orchard for

City, Kan., and Tulsa, Okla.

the acquisition of two collision

12 years.

The repair centers are

With the newly acquired locations, Collision Works is

located within the Kitsap Penin-

now the two states’ largest

sula, which has a population of

independently-owned auto

approximately 270,000 people.

body collision and paint repair company, operating 30 locations

OCTOBE R

CALIBER ACQUIRES NAGY’S COLLISION

BIG SKY COLLISION NETWORK ADDS SHOP IN WESTERN MONT. The Big Sky Collision Network

across Oklahoma and Kansas.

N OV E M B E R

Ron Nagy, president of Nagy’s

recently added another location

Collision Centers, announced

in Montana. In adding EZ Auto

DRIVEN BRANDS ACQUIRES CLAIRUS GROUP

his business’ acquisition

Body of Manhattan, Mont.,

Driven Brands has acquired

through Facebook. Caliber

the Big Sky Collision Network

the Quebec-based Clairus

recently acquired all 11 locations

added its fourth location.

Group, which adds 240 physical

of Nagy’s.

Nagy’s Body & Frame was

Other BSCN locations include:

service locations, over 330

A&D Auto Body of Bozeman, Big

mobile locations, 22 distribution

established in 1973 by Dave

Sky Collision Center of Billings,

centers and a claims manage-

Nagy in Doylestown, Ohio. In

and Crash Repair in Livingston.

ment platform to the Driven

1995, brothers Ron and Dan

Company president Matthew

Brands portfolio.

Nagy purchased the business

McDonnell, a past Fender-

from their father, expanding the

Bender Management Conference

is an integral part of Driven

business to eleven locations

speaker, said BSCN was excited

Brands’ continued growth in

across northeast Ohio.

to add a facility that was a pillar

the automotive aftermarket

in its community.

industry. Clairus will form the

“I cannot begin to name names of all those who have

The acquisition of Clairus

newly-created Glass vertical.

ness from the single location

CARSTAR OPENS 700TH BODY SHOP

UNIGLASS, VITRO PLUS, Go!

helped Dan & I build this busi-

Marquee brands include

we bought from my father to

CARSTAR recently marked a mile-

Glass, and Docteur du Pare-

GERBER ACQUIRES LEFLER COLLISION

the 11 location company we

stone with the opening of its 700th

Brise under the service channel,

finished with,” Ron Nagy stated

repair facility in Los Angeles.

PH Vitres d’Autos under distribu-

Gerber Collision has acquired Lefler Collision & Glass.

in a Facebook post. “I’m excited

6

to start the next chapter in my

THE MSO PROJECT | DECEMBER 2019

CARSTAR Montrose is part of a three-store MSO operated by

tion, and Conversense, its claims management platform.

MSO NEWS AND STRATEGIES DELIVERED RIGHT TO YOUR INBOX “Reading FenderBender gives me the ability to see what’s new and trending in our industry without leaving the shop. Some of the best ideas and information are at my fingertips without trying to gather that information myself. I find that this magazine has helped me become more informed and a better shop owner over the years.”

—PHIL O’CONNOR, OWNER, POC COLLISION, FIVE LOCATIONS IN MAINE

Grow your repair business with ideas and insights from MSO industry experts.

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7

EDITOR’S LETTER

Finding Focus

SIMPLIFY YOUR APPROACH TO FACING A CHANGING INDUSTRY Let’s face it: Your job isn’t an easy one. Operating any business—let alone

one with multiple locations, facilities, teams and sets of leaders—is a large challenge. And those challenges come in many different forms with myriad solutions that rarely serve as a one-size-fits-all answer.

And that’s the premise to which we bring you The MSO Project, as our goal is to share the unique experiences of your colleagues to help you better understand the possible strategies available to you (and how you can adapt them to your own specific situation).

Dino DiGuilio’s story (“Consolidation Evolution,” p. 12) of joining a franchise network is a great example. He not only outlines his decision-making process behind the move, but he also talks in detail about how he was able to sell this change to his team; that’s not an easy task, as many of you likely know.

Granted, knowing Dino personally allows me to easily connect his thoughtful, caring leadership approach to the way he went about that change. But, overall, the story our staff writer Melissa Steinken put together hits on a great message: A team defines “who” it is by its actions and the way it conducts itself, not by the name on the side of the building.

It’s an important thought to remember, especially as the industry’s landscape shifts so substantially in the years ahead. The argument that a personalized approach and focus on the true cause of a business is lost as it grows is simply a hollow accusation. Creating a team culture that unites everyone in a true belief in the purpose of their work is what will impact your customers and allow you to achieve your goals. You’re not defined by the labels put on you by others, or even by yourself. It’s about doing things the right way, and doing that every day. Your actions are what will define you.

As we wrap up 2019, it’s clear that the path ahead in the collision repair industry isn’t going to get simpler. But simplifying that mindset and approach can certainly add confidence to the way we all navigate it.

Bryce Evans Vice President, Content and Events

8

THE MSO PROJECT | DECEMBER 2019

Calibrate, don’t compromise.

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See the future of collision repair at chieftechnology.com/mosaic DECEMBER 2019 | THE MSO PROJECT

9

TRENDS+ANALYSIS

Vincent Romans Analyzes Consolidation Trends

THE NOTED INDUSTRY ANALYST BREAKS DOWN RECENT SHIFTS THAT COULD TRULY IMPACT THE COLLISION REPAIR SPACE B Y K E L LY B E AT O N

Few have studied consolidation within the collision repair realm as thoroughly as Vincent Romans. The founder and CEO of The Romans Group LLC advisory firm, Romans has been immersed in the industry for more than three decades.

The longtime consultant and frequent speaker monitors industry trends exhaustively. Below, he provides insight about how consolidation is currently impacting the industry.

VINCENT ROMANS FOUNDER AND CEO THE ROMANS GROUP LLC

The velocity of change for collision repair consolidation within the U.S. collision repair industry has moderated somewhat over the past three years. The four legacy multiple location operators, MLOs and consolidators: ABRA, Boyd-Gerber, Caliber, and Service King [are] now the three remaining consolidators. They still remain significantly ahead of the remaining MLOs when measured by their number of locations and total revenue.

As we entered the second half of 2019, Caliber continues to retain the No. 1 position based on revenue, with a run rate of almost $4 billion. This appears to be one of the top years since 2014 for what was the last billion dollar MLO transaction year for MLO acquisitions by the consolidators.

One can see the trend for the four legacy consolidators’ MLO transactions that shifted locations and revenue within the U.S. market from smaller MSOs to the legacy consolidators, with the annual average total number of locations at 191 and revenue at $572 million.

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THE MSO PROJECT | DECEMBER 2019

GETTY IMAGES

HOW HAS THE RATE OF CONSOLIDATION IN THE INDUSTRY CHANGED RECENTLY?

The average revenue/location acquired of just under $3 million over the course of 2012 through mid-year 2019.

We expect 2019 to grow again for this top 10 segment, reinforcing consolidation among the top segments.

HAVE YOU NOTICED SMALL MSOs ADDING MORE LOCATIONS OF LATE?

During the last few years, before Cooks Collision was acquired by ABRA in late 2018, they did not have any noteworthy MLO acquisitions of significance. They continued their focus on maintaining and improving their performance while leveraging their market footprint.

Other consolidators like Joe Hudson and ProCare, both backed by private equity, are also expanding. Despite a steady flow of both single- and multiple-location platform acquisitions, there remains a significant gap in size for these growing consolidators whose revenue is significantly under $1 billion.

In addition to smaller MSO organizations gradually growing, a number of small to medium size private equity partners and strategic investors are rolling up franchises within Maaco’s and CARSTAR’s national networks, which operate as growing MSO platforms. CARSTAR suggests it has 109 MSOs within its North American network.

Other independent and dealer MLOs, such as AutoNation with a multi-state footprint, Classic Collision in Georgia and Alabama, and Crash Champions in Illinois, are actively expanding and acquiring single and MLOs, as well as building out new brownfield and greenfield locations in their respective and targeted markets.

HAVE YOU NOTICED A NOTABLE TREND OF SMALL MSOs BEING CONSOLIDATED IN RECENT YEARS?

The trend to acquire small to medium MSOs by larger consolidators has picked up somewhat since 2016, primarily with Caliber and BoydGerber. ABRA took a hiatus from MLO transaction in 2016 and 2017, and then engaged in a number of MLO acquisitions in 2018 before the merger with Caliber.

We see the same type of hiatus today by Service King, which started in 2018 and continued through the first half of 2019. Caliber and Boyd-Gerber have had an active 2019, acquiring a total of 10 large, medium and small MSOs, including the ABRA/Caliber merger.

HAVE YOU NOTICED ANY OTHER NOTEWORTHY TRENDS REGARDING CONSOLIDATION?

MSO consolidators in general continue to pursue their market development and growth strategies, through the acquisitions of varioussized MLOs, to enter new markets and enhance their market positions in existing markets.

Large scale, multi-state platform acquisition development strategies continue to include a combination of aggressive organic growth as part of their ‘cluster expansion and tuck-ins’ model through strategically targeted single shops, as well as brownfield and greenfield locations, which are leveraged selectively to build out and expand existing and contiguous markets.

DECEMBER 2019 | THE MSO PROJECT

11

C O N S O L I D A T I O N

I N C E R TA I N M A R K E T S , J O I N I N G A FRANCHISE CAN OPEN MORE OPPORTUNITIES FOR AN MSO

BY MELISSA STEINKEN

12

THE MSO PROJECT | DECEMBER 2019

DECEMBER 2019 | THE MSO PROJECT

13

CONSOLIDATION EVOLUTION

Strength in Numbers For Body Best Collision, joining a franchise group helped with elements like KPI management.

After making a tough decision, Dino DiGiulio saw zero turnover within his body shop. In fact, after deciding to get on board and join the CARSTAR franchise group, he actually hired more employees. the shop wasn’t decreasing, it certainly was not increasing.

In his area, DiGiulio is surrounded by other franchise owners, including Fix Auto and other smaller, family-owned MSOs. About one year ago, he took a hard look at his business and made a decision to join a franchise.

“When you don’t have consistency in workflow, the staff sees busy and slow days, and that can ultimately be scary if you’re staring at your paycheck,” he says. “The team starts to question if they will get paid, not when.”

DiGiulio’s choice to join a franchise in the era of rapid consolidation has led to a jump in annual revenue for the body shop, more training opportunities for staff and an increase in the shop’s new customer base.

CARSTAR Body Best Collision OWNER:

Dino DiGiulio LOCATIONS:

Two locations in California SIZE:

7,500 square feet MONTHLY CAR COUNT:

80 ANNUAL REVENUE:

$3.6 million

OMAR ASSEF

Today, DiGiulio has about six employees that have stayed with him for over 17 years and another handful of staff that have been in the business for 10 years (See Sidebar: Body Best’s Journey to an MSO).

“My staff was excited,” he says. “They Googled CARSTAR and looked into the company to see what the logo was and find out more before it was even official.”

As a two-body shop MSO in the California area, DiGiulio was faced with decisions. His shop had about 65 percent work coming in from insurance companies and about 35 percent coming in through customer-pay work and referrals. His charts all indicated the same trend: while the amount of new customers coming into

14

THE MSO PROJECT | DECEMBER 2019

BODY BEST’S JOURNEY TO AN MSO

DINO DIGIULIO, OWNER OF CARSTAR BODY BEST COLLISION REPAIR IN SONOMA AND SUISUN, CALIF., HAS FORMED A COMBINED, $3 MILLION BUSINESS.

Dino DiGiulio enters the industry painting cars and working on customer’s vehicles in his grandma’s converted barn-garage

1990s

1995

Maneuvering Around Market Obstacles

From about 2015 to 2018, DiGiulio’s shop made “enough” money and maintained about $1.5 million in sales at the Sonoma, Calif., location. Then, he started noticing a concerning trend: The shop remained steady for growth but didn’t increase at all for two of those three years and then, in the third year, Diguilo’s shop lost about $400,000 in sales.

DiGiulio had a thought: What if he opened a second shop to help load-level some cars and strengthen the other shop by being established in a different market?

But, when the second location opened, he realized yet another obstacle was in his way. His second shop in Susuin, Calif., was surrounded by other MSOs, including two family-owned

Body Best Collision produces $2.1 million to 2.3 million in annual revenue

2012

2018

In one year, the shop increases its average monthly car count from 60 cars to 80 cars

DiGiulio is introduced to I-CAR training. His team works for a year and a half to earn I-CAR Gold Class status

DiGiulio chooses to become a part of the CARSTAR franchise

2019

DECEMBER 2019 | THE MSO PROJECT

15

CONSOLIDATION EVOLUTION

MSOs, two Caliber Collision locations and the franchise, Fix Auto.

DiGiulio was stumped. And, he was wary of joining a franchise because of rumors about the company taking 8 percent of the body shop’s revenue and growth.

He turned to his KPIs and punched out the numbers. When DiGiulio realized the franchise partner would more likely be taking 2–3 percent of the shop’s growth, he thought he’d give it a chance.

In 2018, DiGiulio joined CARSTAR. How to Increase Loyal Customers

Marketing a New Brand

DiGiulio walked down the streets of his town and still saw his old customers 16

THE MSO PROJECT | DECEMBER 2019

Cornering the Market Despite changing his shops’ names, owner Dino DiGiulio’s staff has aimed to keep customer service stellar.

CONDUCTING A VERBAL SURVEY W H E N I T CO M E S TO F I N D I N G O U T H OW M A N Y C U S TO M E R S A R E R E F E R R E D BY OT H E R LOYA L C U S TO M E R S , T H E T E A M AT C A R S TA R B O DY B E S T CO L L I S I O N A S K S T H E H A R D Q U E S T I O N S .

1: How did you hear about us?

2: Did you hear about us on the radio or newspaper?

3: Have any friends or family been here before?

4: Did you pass by the shop for a while or is this the first time you’ve seen it?

If the customer was referred by another previous customer, DiGiulio will personally write a handwritten thank you note and send that note along with a gift to the previous customer. Gifts often include gift cards for the customer to “have a coffee on us” or gift cards to local restaurants for a free meal. The size of the gift depends on the size of the job that was referred, he says.

OMAR ASSEF

From simply switching over to CARSTAR and acquiring a few more insurance partners, DiGiulio’s shop witnessed an increase in new customers walking into the building.

The body shop increased new customers from 55 to 65.

When a new customer walks into the shop. DiGiulio or a CSR will ask the customer how he or she heard about the body shop. The first initial conversation with the customer is not brushed off for its importance, he says. Instead, the team recognizes that the customer hearing about the body shop is vital to the business’ growth (See Sidebar: Conducting a Verbal Survey).

DiGiulio will ask follow-up questions to the customer. In essence, he conducts a sort of verbal survey with the customer.

If the customer says that an insurance company referred them, he’ll ask if the customer saw any of the shop’s advertisements around town as well or if the customer heard about the shop from another friend as well.

Then, the office staff will input the customer’s response into a spreadsheet.

The new repeat customers are entered into a website that tracks the stats and creates a graph.

SUCCESS BY STATS DIG IULIO’S BODY SHOP HA S BEEN ON THE ROAD TO IMPROVEMENT BUT SINCE JOINING THE FR ANCHISE, HE’S SEEN A CHANG E IN SOME KPIs. Percentage of DRP Business: Before Closer to 70%

After 80%

Average Monthly Car Count: Before 60 cars

After 80 cars

Length of Rental: Before 11 days

After 5.2-5.3 days

Annual Revenue: Before $2.5 million

sporting the free T-shirts they received after having their car repaired by his team.

“It became a matter of telling the customers that this is what they’d start seeing,” DiGiulio says. “We made sure to remind them that it was still the same company and the same old Dino owning it.”

Body Best Collision joined CARSTAR but other than joining the brand, accessing the franchise’s resources and adding CARSTAR to the name, DiGiulio’s shop remained the same. After becoming CARSTAR Body Best Collision, he reminded clients that the service and staff hadn’t changed.

One way he spread word of the brand change was by mailing newsletters to customers. He sent out a newsletter that

showcased the old shop logo next to the new logo and included information about the news. And, he emphasized how nothing about the shop’s operations had changed.

He also continued the shop’s commitment to giving back into the community.

Since 2011, the shop was participating in a program that DiGiulio founded himself, Wheels to Prosper. The program is nationwide and gives cars away to deserving people. By continuing his initiatives, DiGiulio kept a solid presence in the local business community.

Now, the body shop can boost that it’s increased its overall combined annual revenue to $3.6 million (See Sidebar: Success by Stats).

After $3.6 million

TAKING ADVANTAGE OF TR AINING OPPORTUNITIES • Still do I-CAR training • Now follow CARSTAR University • Internal competition for training points • Training can be done at shop/ home, whichever the tech prefers • Training online modules might take less than an hour or an hour at a time- easier to schedule • Cut down on cost of paying company to help consult the shop because a carstar representative comes to the shop

DECEMBER 2019 | THE MSO PROJECT

17

BUSINESS BUILDING

Debunking Shop Myths

HERE’S HOW TO STOP CUSTOMER MISCONCEPTIONS IN THEIR TRACKS

BY MELISSA STEINKEN

Myth: An MSO is always corporate owned.

Debunked: Cole’s Collision was built on customer service, Cole says. Since Cole’s is a smaller MSO, the owner says his shops are able to have a personal touch with every customer and make sure there’s a person interacting with each customer at all times. Cole is always available to his staff and customers if they need him.

In order to make that personal connection, Jewitt says the operator needs to communicate. For any customer that has bigger concerns, either the management staff or Jewitt himself will get involved in the conversation. He’ll reach out directly to that customer.

18

THE MSO PROJECT | DECEMBER 2019

Buchanan grew up in the collision repair industry and learned the trade from his father. He started his own business in 1995 and, since that time, makes sure to visit each shop. He’ll go between his two locations, which are about 10 minutes apart, and pop in to say hi to the customers. He says he makes sure the customers know his business is family-owned and that the family is there every day.

Myth: Your repair process is too long.

Debunked: An MSO can have a larger footprint and is able to service customers on a larger scale.

“In my opinion, customers need to

have the expectations set up front because the average person has no idea the volume of work that goes into building a large hit, or the complications of metals, repair procedures and electronics,” Cole says.

Jewitt says he prefers to move vehicles to different locations if one shop is at capacity. That way, every employee stays steady during slower times.

Buchanan explains to the customer from the beginning that the team is focused on the safety of the vehicle. Focusing on safety in the repair might take the team longer, he explains, but Buchanan eases the customer’s mind by explaining the shop’s lifetime warranty.

GETTY IMAGES

It might seem obvious to you that an MSO is successful and can offer customers quality service.

But what about from the customer’s perspective?

“Why are your estimate and this other shop’s estimate so different?”

“Aren’t shops usually dirty and unorganized?”

“If you have a lot of employees, why are there delays in the repair?”

The list can go on and on. While the collision repair industry has taken strides as a whole to debunk preconceived notions brought by the customer, the questions still arise (SEE Sidebar: 7 Seconds to Impress Customers).

Josh Jewitt and John Cole operate five Cole’s Collision locations in New York. At the start of 2010, Cole had one shop and a few months later, in May 2010, he purchased a small MSO of two shops. Jewitt moved from his position managing the Albany location to the smaller location in Saratoga. Some employees saw Jewitt, the youngest employee in the shop, take over a leadership role and questioned his ability to perform well.

Today, however, the whole MSO produces over $20 million in annual revenue with an average monthly car count for all locations of about 690.

Customers not only occasionally question larger, regional MSOs but they also sometimes make assumptions about smaller MSOs, too.

Scotty Buchanan, president of two locations of Scotty’s Body Shop in the Des Moines, Iowa area, took over an old Maaco building and moved locations, all while maintaining a positive presence in the business community.

Below, the leaders share how you can disprove some of the common myths surrounding collision repair and, specifically, surrounding multi-shop–operated locations.

7 SECONDS TO IMPRESS THE CUSTOMER E R I C D O N E N F E L D, O W N E R O F A T W O - LO C AT I O N M S O, N O R T H W E S T AU TO B O DY A N D TO W I N G , I N I DA H O, S H A R E S H O W H I S T E A M W O R K S TO I N F LU E N C E T H E C U S TO M E R M I N D S E T R I G H T W H E N T H E Y WA L K I N T H E D O O R . A S A B O DY S H O P I N A S M A L L TO W N , D O N E N F E L D S AY S C U S TO M E R S O F T E N M I S TA K E T H E P U R P O S E O F T H E B O DY S H O P. I M P R E S S I O N S H AV E PA I D O F F, TO O. T H E S H O P P R O D U C E S A P P R OX I M AT E LY $ 3 . 8 M I L L I O N I N A N N UA L R E V E N U E .

First, keep the office spotless and clean. The customer is likely to think the shop is going to be dirty and small because it’s in a small town, Donenfeld says.

Secondly, meet with the staff each day for at least 5 minutes. A short, morning meeting is a time for an owner to share positive thoughts and inspiration to the staff, which they can then take and share with the customer.

Donenfeld says positivity makes a difference.

Third, make sure the owner or manager is present in the shop. Even though an owner has to run more than one body shop, he or she needs to be involved directly in the business. The customer should walk in the door and see someone with authority interacting with the team.

“We want people to buckle up, and safety always comes first, then the business,” he says.

Myth: Your shop is dirty.

Debunked: “In terms described by the towns we have gone through planning with, we build palaces,” Cole says.

Cole’s Collision has a full-time maintenance employee in every location and a facility carpenter for larger projects. Every piece of equipment is on a cleaning or maintenance schedule.

Jewett says the business advertises on television and, within those advertisements, has the camera pan through each shop location. Advertising the shop’s orga-

nized workspace helps customers trust it is a clean shop before even arriving there.

Scotty’s Body Shop team perform a free car cleaning and detail for every customer.

The added cleanliness tends to impress customers when they pick up their vehicle.

Myth: Your staff won’t know how to address my concern because other shops haven’t.

Debunked: Customers at Cole’s Collision are typically taken on a walkaround of their vehicle upon arrival to a shop.

The cars are also road-tested so that any other issues can be determined.

The staff will never turn a customer away, even if they think the concern is

related to collision repair or not. If a team member gets to the point where he or she can no longer help the customer and find a solution, they get the body shop manager involved in the conversation.

Buchanan always reminds his staff that a customer can be very upset after being involved in a collision accident. He makes sure that the team lets the customer know they will be notified about how the repair is going or if there are any additional repairs required.

Finally, Buchanan tells the customer that the estimate is what the team can visually see, but the rest of the damage won’t be determined until the car is disassembled.

DECEMBER 2019 | THE MSO PROJECT

19

BUSINESS BUILDING

Books to Build Your Business THREE MSO LEADERS SHARE THE BOOKS THAT HAVE CHANGED THEIR SHOPS FOR THE BETTER

It was unexpected and simply out of the blue. Tom Bemiller couldn’t believe his ears.

Him? A bad leader? He had gotten an MBA. He had worked his way through a body shop, to the office, and then become the founder of an MSO. But, yes, he heard correctly.

Bemiller’s employee had pulled him aside and told him that there was a problem in his shop. The rest of his team were scared to be honest. They thought Bemiller was negative and when he was upset, brought his emotions into business meetings.

Bemiller sat there, and thought to himself, “Maybe I do need to change.”

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THE MSO PROJECT | DECEMBER 2019

Thus began a journey to personal and professional growth.

He hired an executive business coach to come in every day and work one-on-one with him. He sought out podcasts, speakers, seminars and conferences about leadership.

And, he picked up as many leadership books as he could, with his to-be-read list growing and growing.

One book, Scaling Up: How a Few Companies Make It... and Why the Rest Don’t, by Vernie Harnish, made a huge impact on how Bemiller dealt with cashflow, strategy, execution, and people.

Bemiller is not the only MSO leader reading books and learning from books. Below, two MSO marketing experts share, along with Bemiller, which books have led to their most influential leadership changes.

AMAZON

BY MELISSA STEINKEN

BRAND THINKING AND OTHER NOBLE PURSUITS

BY DEBBIE MILLMAN REVIEWER: Amy Anderson turns to

a new marketing book when she has a new project she’s working on as Heppner’s Auto Body’s marketing manager. For instance, she recently worked on brand awareness for the company, so she turned to a book for more information.

REASON FOR READING: At the end of

2018, Heppner’s Auto Body, an MSO with six locations in the Minneapolis area, added glass repair operations to the body shop’s services. Anderson had to change not just one logo but make a change to the multiple locations’ logos. She changed the logo to say “Heppner’s Auto Body and Glass.”

She contracted her graphic designer and had the tweak made. Then, she had the logo added to the shirts that the team wears and business cards.

WHY YOU SHOULD READ IT: “The book

talks about what different people have done when it comes to protecting their brand,” Anderson says. “I try to take care of my responsibility, which is keeping the brand the same across all six locations in Minnesota and keeping everything the same online.”

The simple tasks, like keeping the logo the same across all sponsorships or partnerships the shop participates in, can make a huge difference, Anderson says.

SCALING UP: HOW A FEW COMPANIES MAKE IT… AND WHY THE REST DON’T

BY VERNIE HARNISH REVIEWER: Tom Bemiller never thought

he would form his entire business career in the collision repair industry but

soon he had worked his way to be the CEO and founder of the Aureus Group, an MSO with three locations in Pennsylvania. He saved his business by turning to one book that made him re-evaluate his company culture.

REASON FOR READING: Bemiller’s shop

culture was not up to par with its profits and success. He realized that, at one point, as a leader he treated every employee as if his or her sole purpose was to come in, work and help make more money for the shop. When, in fact, that’s not the case.

After reading Scaling Up, Bemiller realized the biggest aspect of his shop he needed to change was the strategy and execution of procedures. In order for strategy and execution of daily tasks to improve, he needed to form a clearer business vision.

WHY YOU SHOULD READ IT: Bemiller

says that Harnish’s book reads more like a textbook. And, he eventually read it 10 times.

Since reading the book, Bemiller changed the shop’s vision. Now, the team focuses on “Repairing the repair process.” The vision helps the team grow beyond simply repairing cars. It also helps Bemiller’s team decide if they want long-term careers in the industry.

“One of my guys came to me and told me that he didn’t want to be in the industry anymore, so I actually helped him leave the company,” Bemiller says. “I helped to transition him out of the company in three months, find him another job and get him on his way with education to his desired career path.”

Business strategy and execution cannot be successful without removing obstacles that are preventing employees from being successful, he says.

THE FOUR AGREEMENTS

BY DON MIQUEL RUIZ REVIEWER: As director of marketing and

community outreach for The Body Shop Collision Repair, Jessica Rattan tries to maintain a positive outlook, along with personal and professional growth in her career. After a friend handed her The Four Agreements and said, “you need to read this,” Rattan has spent the rest of her collision repair career recalling takeaways from the book.

REASON FOR READING: Rattan grew up

in the collision repair industry and has spent years working alongside her father, who is the owner of the body shop’s three locations in Texas. While the body shop team operates more as a family than coworkers, she says that one of her biggest learning curves in her professional career was not taking anything too personally.

“That’s definitely a challenge—working side-by-side with your father—but I’m always up for a good challenge,” Rattan says.

By working on developing a thicker skin for receiving feedback, Rattan is following the book’s second agreement: Don’t take anything too personally. The three other agreements are: be impeccable with your words, don’t make assumptions, and always do your best.

WHY YOU SHOULD READ IT: After fin-

ishing the book, Rattan also has tried to follow the agreement to not make assumptions. She says this can help a leader avoid unnecessary tension and arguments in the workplace. Instead of assuming she knows why her coworkers acted the way they did, Rattan makes sure now to communicate and ask questions to avoid misunderstandings.

“You just have to ask,” Rattan says.

“People don’t think the same way you think.”

DECEMBER 2019 | THE MSO PROJECT

21

BUSINESS BUILDING

CARSTAR President on Future of Driven Brands

THE PRESIDENT OF CARSTAR DISCUSSES THE ACQUISITION OF ABRA’S FRANCHISE LOCATIONS

Key Highlights of 2019

B Y K E L LY B E AT O N

APRIL

Driven Brands, which owns CARSTAR franchises, recently announced that it had acquired the franchise locations of ABRA Auto Body Repair of America.

Shortly thereafter, FenderBender was able to track down the new president of CARSTAR, Dean Fisher, in the Minneapolis area. The acquisition of ABRA’s 55 franchise locations increases Driven Brands’ size and scale, though the transaction excludes over 300 corporately owned ABRA facilities, including the glass business.

In a nearly 30-minute conversation with FenderBender, Fisher expressed excitement in the wake of the acquisition. Here are some highlights of the conversation.

How exactly did this acquisition come about?

Driven Brands is always looking to add franchise locations to their vertical, especially in the automotive space. … When ABRA purchased Caliber, we [had] enough relationships with the other consolidators in the marketplace to understand franchising is not their forte—the franchising, they weren’t really working to build that out. [ABRA] grew to about 34 franchises in their organization and then sat there for a while.

They then continued to build to 55 stores over time and Caliber elected to stop at that point.

Bottom line is, Caliber and Driven Brands coordinated a meeting and had a discussion around their franchise vertical.

The acquired franchise locations will keep the ABRA name, right?

Yes. They come in as a wholly-owned subsidiary within Driven Brands, under the ABRA name.

Caliber buys Prices’ Collision Centers MAY Fix Auto expands to 10th state AUGUST TSG Consumer Partners, private equity firm, acquires Joe Hudson’s Collision Centers Caliber Collision acquires Herb’s Paint & Body SEPTEMBER Gerber acquires Lefler Collision & Glass Caliber Collision acquires Goff’s Collision Repair Centers

What has the reaction been internally?

The reaction has been positive. We have learned with the Driven Brands family of business to embrace growth and change. The name is appropriate, right? We like to drive hard, we like to run fast, and we like to grow. And CARSTAR is that way; we’re getting ready to announce our 700th store this year, which means we’re adding at a pace of almost 100 stores a year right now.

And we compete against consolidators who are growing. So we actually embrace this. … [We are] the Ace and the True Value Hardware of the collision repair industry. We’re the guys that are going to take the independents that may be in jeopardy against Home Depot and the Lowes and we’re going to put them under a consolidated umbrella and provide protection for them.

Is it for everybody? Probably not. Are we a savior? No, we’re not. There’s some independents that will probably go out of business in this industry. … We do enough research, have enough analytics, so we know who’s in trouble, because of the technology of the automobile and the demands on cash, frankly, and the cost to invest in repairing the vehicle.

So where does that sit? Mergers and acquisitions.

Can we expect more of these types of acquistions coming from Driven Brands?

Well, we’re Driven Brands; you can always expect more from us. That’s the way I’d say it.

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THE MSO PROJECT | DECEMBER 2019

OCTOBER Driven Brands acquires the franchise locations of ABRA Auto Body Repair of America DJ Mitchell, regional director for Joe Hudson’s Collision Centers, leaves JHCC to join his father in starting MITCHCO Collision Repair Caliber acquires Nagy’s Collision Centers CARSTAR opens 700th body shop

Caliber Collision

ABRA

Gerber Collision & Glass

Service King

THE YEAR IN CONSOLIDATION A LOOK BACK AT A YEAR THAT FEATURED MULTIPLE, NOTEWORTHY MERGERS AND ACQUISITIONS FEATURING MSO Over the course of the past year, major collision repairers acquired even more shops.

Caliber Collision and ABRA merged in 2018, reducing “the Big Four” to “the Big Three.” Gerber Collision & Glass grew to over 500 locations in the U.S. and in Canada. Service King now has a total of 344 locations in the U.S., and Caliber Collision has 1,100 locations.

According to the Romans group consolidation report, the top MSOs represent 26.9 percent of the industry’s market size. Caliber sits at the top followed by Service King and the Boyd Group. The top ranked collision repair MSOs in Canada are CSN Collision Centers followed by Fix Auto, CARSTAR, CarrXpert and Maaco.

The graph below further illustrates where consolidation is taking place, and how regional MSOs are currently spread out.

DECEMBER 2019 | THE MSO PROJECT

23

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THE MSO PROJECT | DECEMBER 2019

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BUSINESS BUILDING

How I Work: Christopher King

GETTY IMAGES

AMID ACQUISITIONS AND SALES, A TECHNICIAN CAN FORGE A LONG CAREER LARGELY BY DISPLAYING PATIENCE Often, Christopher King wakes up, rolls over in bed, and turns off his alarm at 5:45 a.m. And, from the minute he rises before dawn, King is already mentally preparing himself for the day.

“I try to get my mind in a state of producing,” he says.

“I definitely don’t want to go into the body shop and then have to stop and go use the restroom or get a cup of coffee too many times. I try to accomplish all that before I walk into work.”

After working as a body technician for 11 years at Quality Body and Paint, which was recently bought

by Caliber Collision Center, King learned the key to being productive is to eliminate distractions throughout the day.

King typically works on 6–14 vehicles each day. While he tries to get done as much as possible during the day, he realizes that sometimes productivity can occur in unexpected ways.

Yet, each day he’s out of the shop by 5 p.m. so he can return home to his family and seven dogs.

AS TOLD TO MELISSA STEINK EN

CHRISTOPHER KING BODY TECHNICIAN CALIBER COLLISION CENTER

DECEMBER 2019 | THE MSO PROJECT

25

BUSINESS BUILDING

I often wake up really early and get into the body shop by 7 a.m. When I

arrive at the shop, I have to clock in.

This system helps my managers track my productivity along with the rest of the team.

I always make sure to get a cup of coffee in the mornings before work and to use the restroom. If I get these t wo tasks out of the way, then I am less likely to take a break at all in the morning.

Integrity helps me stay extremely focused on my tasks. I have a one-year-

old, a two-year-old and a 12-year-old daughter. I am constantly thinking about how I want to do my best at work so I can provide for them. I want to set a good example, as well.

I’ve also been excited for the new opportunities that Caliber brought with it upon the acquisition. When they bought out the mom-and-pop shop I was working at beforehand, I was really excited because I knew they valued growth and education in their employees.

We did have to adapt to a new company’s procedures. It was challenging

to adapt to a new set of tasks and procedures. Before, we didn’t have SOPs we were following. As technicians, we would just come in day after day and try to work hard to make the most money.

A lot of people couldn’t adapt in the end and left.

Now, we have two technicians and one painter left at the body shop. At the start of the acquisition, there were 15 employees or so, and now there are only 5 left.

Nowadays, our production meetings are more individually-focused. During the

mom-and-pop shop days, we had a morning production meeting, which I find helpful because the team can discuss issues on repairs and discuss the flow that’s expected for the day. After that, the technicians can just head to work and focus on 26

THE MSO PROJECT | DECEMBER 2019

their work individually but with a clear goal in mind.

Now, a production manager or general manager will walk around to each technician and discuss the flow of work for the day one-on-one. This is done before 8:30 a.m. and, depending on the type of car you’re working on, can take between 5 and 10 minutes.

The community around us and the weather determine the amount of work we get. We work near a military

base, so every time the military personnel are stationed at home, that’s a potential 10,000 vehicles in the community that might need repairs. But, if the military deploys units, then we have less work.

We typically don’t have hail storms in Texas but, when we do, all work picks up drastically. At the end of each month, each Caliber location is required to produce a certain amount of money. If our location is ever behind and say, only has three days to make up that money, then our front office team gets together to determine a scheduling plan.

I do take an hour break for lunch every day. Again, I clock in and clock out.

My favorite tool to use is a Dura-Block sanding block. I like this sanding

block because it’s long, thin and f lexible, and conforms to a lot of mistakes on newer vehicles.

Personally, I’ll lay a piece of sandpaper down on a panel to form to that shape, and then place the block on top of it so it sticks to that shape. This way, I can keep the shape as I work on the car.

As a technician, you’re required to purchase most of your tools on your own. Some courses offered by collision repair shops do give technicians tool boxes, but it’s under the agreement that the technician completes the full course.

I try to keep up with my training by attending training courses and also reading social media. Each of the

shop technicians has to attend annual I-CAR training. At the beginning of my career, this took up a lot of my time but now, it’s more sporadic. Most of the training we do acquire helps the shop get more work from insurance partners as a whole.

I spent the early years of my career standing around, watching others work.

I observed from a distance. Most of the other technicians at the time were 40–60 years-old. They had years of experience on me, so I tried my best to soak up as much information as possible.

When I do go to off-site I-CAR training, I attend two classes each year. Typically each class is about four hours. Sometimes I’ll have to take off a half day of work to travel to those classes because they start right at the end of the workday.

I do appreciate the time I have to relearn the skills, but it’s also difficult because it’s not often that technicians are compensated for the time we take off to complete required training.

Patience is the secret weapon. In this

industry, it can be overwhelming to suddenly not work at a speed you’re accustomed to working at, or vice versa, and I think the biggest advice I can offer is to be patient.

You might not agree with the way the production is run or what management tells you, but you need to take a step back and be patient for your turn.

I do try to leave by 5 p.m. each workday. Sometimes, that’s not possible

because the temperatures get so high here. By 4 p.m., it can get up to 120 degrees Fahrenheit during the summer. It’s simply too exhausting to work during those conditions, so, on those days, I get into the shop earlier and leave earlier.

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THE MSO PROJECT | DECEMBER 2019

DJ MITCHELL GROW TH PL AN

HOW TO IMPROVE RELATIONSHIPS WITH EMPLOYEES IMPROVING RELATIONSHIPS WITH EMPLOYEES TYPICALLY INCREASES MORALE AND PRODUCTIVITY, AND IT DOESN’T REQUIRE MUCH WORK

TO IMPROVE YOUR RELATIONSHIP WITH YOUR TEAM, TRY THESE 3 TIPS

1

Treat everyone with kindness. You don’t have to like everyone you work with, but you have to be friendly with everyone and kind to everyone.

B Y DJ M I T C H E L L

GETTY IMAGES

I hear people say all the time you can’t be

friends with employees or coworkers. People say there needs to be a cut-off point in order for them to respect you. I feel that’s just wrong. How is anyone going to respect you or follow you if you treat them like they’re on a different level than you? You’re a normal person just like them. You have a job to

do just like them. Your job just happens to be a little different.

The employee-employer relationship is a complicated one, but it doesn’t have to be.

Treating employees the right way, and having a strong relationship, has so many benefits. If your relationship is strong then people will want to work for you and they will tell

2 3

Ask people about themselves and care about what they’re saying.

Let people into your life, as well. Making connections with people is easier than you think.

DECEMBER 2019 | THE MSO PROJECT

29

DJMITCHELL / GROWTH PLAN

“IF YOU WORK WITH YOUR TEAM AND MANAGE YOUR TEAM INSTEAD OF YOUR SHOPS, YOU WILL BE ABLE TO EFFECT SO MUCH MORE.” DJ MITCHELL DIRECTOR OF OPERATIONS MITCHCO COLLISION REPAIR

Being kind and friendly with people at work is sometimes hard to do and, sometimes it gets pushed to the back burner with the hustle and bustle of our industry. If you keep it at the forefront of your mind, and practice it in your personal lives, as well, it truly becomes very easy. Start by saying good morning to everyone everyday. It takes two seconds. Some people aren’t morning people, and you’ll start to learn that when you say hello to Angela in the paint shop they may just nod. Learn how each person wants to be interacted with in the morning.

Don’t get frustrated if some people don’t react the same way. I promise you they’ll all remember it and appreciate you for it. Growing up and working in my father’s body shops, I remember all 30

THE MSO PROJECT | DECEMBER 2019

the people used to tell me no matter what was going on, who he was with, or what he was doing, my dad always said hello to everyone and greeted them. It meant so much to the team, and it’s a practice I’ve adopted ever since.

The other story that stands out to me about kindness is a from a gentleman who sold us his shop. We were sitting out under a big oak tree talking to all the employees. This gentleman, who was getting his knee replaced within a week, noticed one of the ladies was swatting at bugs and getting bit by mosquitoes. He hobbled and limped all the way to his truck and back to get her bug spray. It had to hurt him like hell. That person had worked for him for 15 years.

I can see why.

Next, throughout the day, try to ask people about how their lives are, and actually listen to what they say.

Everyone is going through something you have no idea about. A quick, “How are you?” could make someone’s day.

Try to build off the f irst conversation.

If someone says they’re f ixing a fence this weekend, on Monday ask them how it went. If someone says their child has basketball every Wednesday, then, next Thursday ask them how their kid did.

One of my mentors, the late Steve Laszlo, had a ton of responsibilities from running the shops, to I-CAR commitments, to his family. I don’t know how he kept up. But, what was amazing about

Steve is he remembered everything. He found a way to connect with each and every person he met. If you told him your child was going to a camp, he would find a way to connect and make it personal. The next time he saw you he’d say, “How was your daughter’s camp?” It made a lasting impression on his team, and they respected him because of it.

Lastly, let people into your life, as well. You don’t have to invite them over for dinner or catch a game with them, but if they know you’re a regular person outside of work, it helps. Simple things as to what teams you like to root for, what your hobbies are, or where you’re can help bridge the gap and improve relationships.

I have bonded with one manager over our dogs. Another manager and I would bring each other different beers to try.

We had another manager who mentored kids and worked with them to help them grow. I let him know I used to volunteer my time to coach some teams for some local kids. It’s simple things like these that make real relationships between people. Not just the artificial ones that come from being the boss.

Improving relationships with employees will increase morale and productivity. It will make each workday more enjoyable, because it’s better to be around people you connect with instead of those you don’t. Once you start handling things this way you’ll never go back.

DJ MITCHELL is the director of operations for MITCHCO Collision Repair in Florida. He also hosts a podcast for FenderBender’s The MSO Project.

E M A I L : D J M I T C H E L L @J H C C . C O M

COURTESY DJ MITCHELL

other people where they work. They’ll want to come and do a good job for you. They’ll be happier at work, which, in turn, will make the work product that much better.

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THE MSO PROJECT | DECEMBER 2019