NOLN - October 2022

The Right Fit Travis Miller of Speedy Lube wanted to add repair services to his shop. Thanks to planning and the right factors, it was a great success.

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Explore

approaches

BY MATT HUDSON

Different Approach

Jiffy Lube’s Multicare model changed the traditional strategy for quick maintenance.

Other shops have followed suit.

06 ONLINE

How to navigate Right to Repair

09 EDITOR’S LETTER

Crafting the best service menu

10 BY THE NUMBERS

How online are shop owners?

QUICK HITS

13 INDUSTRY INSIGHT

An operator takes aim at a community issue

16 AROUND THE INDUSTRY

Take 5 comes to California

21 ADAPT

A look at a top industry issue

SERVICE

39 PIT STOP

What to double check during service

40 FINANCE+OPERATIONS

Right-sizing staff levels

44 CASE STUDY

Shop culture in DVI use

46 CUSTOMER SERVICE

Giving more to customers

COLUMNS

22 FROM THE SHOP

Making winter more comfortable

BY ADAM TATUM

55 AOCA CORNER

A look at supply chains

BRETT FRASER

58 LEADING EDGE

Great expectations in shop ownership

BY LENNY SAUCIER

PODCAST: BILL HANVEY ON HOW TO KEEP UP WITH RIGHT TO REPAIR

In this interview from NOLN’s sibling publication, ADAPT, hear from Auto Care Association President Bill Hanvey about how shops can promote education surrounding the Right to Repair issue. The podcast episode is online now one major platforms.

In related news, the Auto Care Association also announced its support of the right to repair referendum in Maine.

According to a press release, Hanvey has admired the effort put forth in Maine. ACA released a statement from Hanvey showcasing support.

“The Auto Care Association proudly supports the right to repair referendum introduced in Maine by independent auto repair shops,” said Hanvey in the statement. “As we await a decision on the Massachusetts right to repair lawsuit and concurrently pursue federal legislation through the REPAIR Act, we applaud the citizens’ initiative for bringing more visibility to the need to secure the consumers’ right to choose where they get their vehicles maintained and repaired. Momentum is increasing and it’s clear that consumers and our industry will not be satisfied until these basic rights are granted.”

Supporters of the Maine Right to Repair Coalition recently filed intentions to seek out a statewide referendum in 2023 that would help repairers across the state protect their right to repair new vehicles.

Check out NOLN’s podcasts at noln.net/podcasts

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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EDITORIAL

CONTENT DIRECTOR

Matt Hudson

DIGITAL REPORTER

Hanna Bubser

CONTRIBUTING WRITERS

Adam Tatum, Lenny Saucier, Paul Hodowanic, Enid Burns, Zane Douglas

EDITORIAL ADVISORY BOARD

Lenny Saucier, Director of Retail Training, FullSpeed Automotive

Pete Frey, Operator, Take 5 Oil Change

Adam Tatum, Director of Operations, Virginia Group

Bill Floyd, Operator, Lucas Oil Centers

SALES

VP AND PUBLISHER

Chris Messer, cmesser@10missions.com

ASSOCIATE PUBLISHER

Andrew Johnson, ajohnson@10missions.com

MARKETING STRATEGISTS

Marianne Dyal, mdyal@10missions.com

Chad Hjellming, chjellming@10missions.com

Bob Marinez, bmarinez@10missions.com

Martha Severson, mseverson@10missions.com

Kyle Shaw, kshaw@10missions.com

Dan Thornton, dthornton@10missions.com

Sean Thornton, sthornton@10missions.com

ASSOCIATE MARKETING STRATEGIST

Kenzie Verschoor, kverschoor@10missions.com

CLIENT SERVICE SPECIALIST

Jen George, jgeorge@10missions.com

ART AND PRODUCTION

CREATIVE SERVICES DIRECTOR

Zach Pate

ART DIRECTOR Jonathan Ricketts

GRAPHIC DESIGNERS

Mitch Bradford, Morgan Glisczinski,

NOLN

GENERAL MANAGER AND PRODUCTION MANAGER Mariah Straub

SENIOR

Tiffany Fowler

BOOKKEEPER

Meghann Moore

For high-quality reprints or e-prints of articles in this issue, call 651.846.9488 or email reprints@noln.net. Opinions expressed in NOLN are not necessarily those of Endeavor Business Media, and Endeavor Business Media does not accept responsibility for advertising content.

FIND YOUR PATH

The customer-centric method to building a quick lube operation

A COMMON THEME IN NOLN STORIES is the idea that right-sizing the business will look different for each shop. Whether that’s the size of the facility, the services on the menu, the equipment in the bays, or other considerations, the most important thing is that your choice is tailored to your operation.

In an interview for this month’s fea ture story, a Jiffy Lube operator named Shane Burton had an interesting comment. We were talking about the differences in clientele between cities or towns, but he said that this can vary between parts of Twin Falls, Idaho, where he’s headquartered.

Burton said that “even in this town that I’m in, our three shops have totally different clientele.”

That means a lot for an operator— which add-ons work best, how to plan inventory, and much more.

That dynamic is at the heart of this month’s feature story (page 25), which draws on data from the 2022 NOLN Operator Survey. While the survey compiles averages from quick

maintenance shops across the country, the story brings the scope down to individual levels. Two operators talk about how they’ve found success by paying attention to what services work in their markets, for their clientele.

While there’s no one right way to run a quick lube, there might be one right way to run your individual shop. This month’s issue is aimed at helping you find that path.

MATT HUDSON CONTENT DIRECTOR, 10 MISSIONS MEDIA

THE SOCIAL IMPACT

If it’s a no-brainer to promote your business on social media, you’re in good company. For the first time, this survey collected data on operators’ use of online platforms and found that 83 percent of them utilize social media in some form.

Roughly 25 percent of operators post daily, and another 23 percent post weekly. The rest who are engaging online create posts at least monthly or quarterly.

Percentage of operators who use the platform

Facebook

Google Business Profile Instagram

None Twitter LinkedIn Pinterest TikTok Snapchat

FIND OUT MORE

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Want more digital strategy? Head online and check out September’s story that’s all about improving your email marketing work. Search “Better Email Marketing Results” on noln.net

Automotive

RON KATZ

CARVING OUT CUSTOMER CARE

Midas Franchisee Ron Katz is doing his part to combat catalytic converter thefts by offering free VIN etching opportunities to his community

BY HANNA BUBSER

IT CAN BE EASY TO GET CAUGHT UP IN the daily grind. As a shop owner, thoughts are constantly swirling about goals getting met and operations running correctly. Undoubtedly, these are crucial components of any operation. But there is something else to consider as well that gets to the root of why people join this industry in the first place: the opportunity to offer a solution to a problem.

This concept is never far out of mind for Ron Katz, who runs owns a Midas franchise in Florida with three locations: West Palm Beach, Cocoa, and Cutler Bay. The latter, as he will tell you with pride, is the farthest south store in the Midas system due to its proximity to Key West.

Katz always puts his customers first, and he prioritizes finding them the right solutions for even the most enduring problems. Recently, as

catalytic converter thefts have dras tically risen throughout the country, Katz has taken action.

“Since the beginning of the year it has gotten rampant,” Katz says. “We’ve prob ably changed about 30 or more already.”

The thefts surrounding this auto part are something that Katz takes to heart, as he sees it impacting nearly every aspect of a customer’s life.

“The problem is that they steal a catalytic converter, and it affects

so many things because now this guy can't go to work. He’s spending anywhere from $750 to $3,000 on a catalytic converter that, in this economy, people don't have,” Katz says. “He’s going to lose a day or two days of pay or even worse if we can't get [the replacement] for a couple of weeks...now the person can't go to work. So, it snowballs.”

Take Initiative

When Midas corporate asked if there was any interest in helping mitigate this problem, Katz jumped at the chance.

“I always raise my hand for any thing that I feel would help the community,” Katz says.

Katz put together a free VIN-etch ing event at his West Palm Beach location this past August. He wanted the community to have the option of doing something proactive rather than reactive.

“Hopefully if somebody goes under there and sees [the etching] they'll go to somebody else. Not that you want it done at all, but it'll save that person,” Katz says.

Katz partnered with the Palm Beach Sheriff’s Office for the event, which proved to be a great way to get the word out. The department posted about it on their website, and pro motion for the event was featured on several news stations.

Katz estimates that they performed around 25 to 30 VIN etches. He is happy with the number of people that he was able to help, and he is certain that there would have been more in attendance if it hadn’t been a 100-degree day outside. He says that he will continue to offer the free etch ing as a service to vehicles that come into his shop.

“If a customer asks me to do it while the car is in the shop, I'll be more than

glad to do it for them,” Katz says. “Any thing that we can do to help people.”

Keep It Going

Katz says he would like to host more events like this in the future, and he stresses that doing an etching event is an achievable goal for other shop owners to pursue as well.

“The entire investment was a $50 tool that I bought at Home Depot,” Katz says. “If that’s going to help your customers by spending $50, it’s well worth it. The ROI is ten times over in the long run.”

For Katz, the larger investment is in the people. Providing a free service for the community is not only a nice thing to do, but it also solidifies the reputation of his shop.

“It shows goodwill to our custom ers. Will some of these customers be back? Maybe, maybe not. But you know what? I can tell you right now, if they were never in my shop before until this time and we killed them with kind ness, when they do need something, they’ll come back,” Katz says.

“They’ll say, ‘I remember that guy that worked with my car and they were good over there. Let me give them a call.’”

Building a community inside of his shops is really what it’s all about for Katz. He is not a rookie, either. Katz has received accolades and awards for giving back to his community, including previously winning Midas Franchisee of the Year.

The customer experience always comes first for Katz. That’s why seizing any opportunity to help his customers free-of-charge is so important to him, especially when faced with ongoing challenges like catalytic converter theft.

“I don't want this to happen. I want to make my money on people's maintenance, doing their breaks, and doing things that they need done on their car,” Katz says. “I don't want to make money because of something being stolen from them. That bothers me as a person.” RON KATZ

TAKE 5 OIL CHANGE OPENS FIRST CALIFORNIA LOCATION

Driven Brands has announced that Take 5 Oil Change has opened its first location in the state of California.

According to a press release, the location can be found in Richmond, Cali fornia. It opened on Sept. 2, and is owned and managed by Automotive Services Holdings, LLC.

“We’re exceptionally proud of the Take 5 Oil Change brand and how con sumers have responded to the service offering and customer experience,” said

Danny Rivera, EVP and Group President of Maintenance at Driven Brands via the press release. “Our first location in California marks an important milestone for the company, and we look forward to continuing our growth in California and the West Coast.

Automotive Service Holdings plans to open more Take 5 Oil Change locations in this region. Driven Brands acquired Take 5 in 2016, and Take 5 has over 750 locations.

CONTINENTAL ANNOUNCES NEW FILTRATION PRODUCTS

Continental has announced a new line of filtration products.

According to a press release, the product line includes cabin, oil, fuel and air filters. These products can be used on cars, SUVs, vans and light trucks.

Continental is an aftermarket supplier of many OE-engineered parts. Conti nental is also a global supplier of com ponents, systems and tires to automo bile, truck, agriculture and construction equipment manufacturers.

“Built to ensure safe engine opera tion and clean air in the vehicle interior, our premium OE quality filters are designed to deliver reliable protection against dirt, abrasion, ultrafine par ticles and moisture for injection sys tems, engines, and passengers,” said Continental Product Manager Laura Huerst via the press release. “These world-class filters are produced to the same quality and performance standards we apply to our original equipment parts.”

WISCONSIN JIFFY LUBE RUNS DIAPER DONATION DRIVE

A Wisconsin Jiffy Lube location ran a diaper collection drive throughout the month of September.

According to WQOW, Jiffy Lube in Lake Hallie offered $20 off an oil change for individuals who donate new diapers of any size.

These donations will go to Feed My People Food Bank, which is located in Eau Claire.

Matthew Lewis is the store man ager at Lake Hallie Jiffy Lube. He told WQOW he remembers taking care of kids in diapers and spending over $100 each week, so he knows the expense firsthand.

EXPRESS OPENS NEW SOUTH CAROLINA SHOP

Express Oil Change and Tire Engineers has opened a new location in South Carolina.

According to the Upstate Business Journal, the shop can be found in Simp sonville. The staff can conduct tire rota tions and tire balancing as well as brake inspections, brake service, A/C repair, oil changes and vehicle maintenance.

The Simpsonville location, which recently held a ribbon cutting ceremo ny, is open Monday through Saturday. The Express Oil website states that the company has 324 locations across the United States.

KWIK KAR MARSH OWNER PUBLISHES BOOK

Corrine Hudson, owner of Kwik Kar Marsh in Texas, has pub lished a book.

According to a post on the Kwik Kar Marsh website, Hudson’s paperback

book is titled, “My Auto Body”, and includes illustrations made by Hudson.

The book compares car parts to body parts in an effort to relay informa tion about properly maintaining a car.

“I have always been passionate about sharing and teaching what I know with

VALVOLINE GETS PERMITS FOR LOCATION NEAR CAR WASH

A car wash purchased by Valvoline has begun renovations and permits have been filed for a Valvoline location next door.

According to Patch, the Mr. Spar kle car wash on Route 83 in Vernon, Connecticut, has started renovations. Valvoline has purchased several Mr. Sparkle car wash locations, as reported earlier this summer.

The Route 83 Mr. Sparkle location purchase included a parcel of land next door. Valvoline has now filed the permits needed for construction on that parcel.

Although a construction plan has not yet been shared with the town, the parcel of land will operate as a Valvoline Instant Oil Change location. The Route 83 Mr. Sparkle location will continue to operate as a car wash after renovations are complete.

For the time being, Mr. Sparkle customers are being redirected to a nearby Mr. Sparkle location in Tolland, Connecticut for their car wash needs.

others,” Hudson said, according to the website post. “At Kwik Kar Marsh, it start ed with our basic automotive maintenance class called Hood Raiders. This further inspired me to write “My Auto Body” as I believe it is never too early or too late to teach current and future responsible drivers about how to maintain a car.”

Commercial Construction Building is the de sign firm behind the new Jiffy Lube location.

JIFFY LUBE PLANS NEW LOCATION IN NEW YORK

A new Jiffy Lube location has been approved in New York.

According to Rochester First, the town of Webster, New York, has approved a 4,000-square-foot facility that has a project ed completion date of early 2023. Empire

“We look forward to continuing our relationship with national franchise devel oper Guggenheim, to deliver our second location this year for a pioneer in the fast oil change industry,” said Empire Presi dent Jayne Penepent to Rochester First. “Jiffy Lube remains the industry leader in preventive vehicle maintenance, and much like Empire Commercial Construc tion is committed to providing customers a convenient, quality service experience.”

Committee made a request for the development of a new gasoline engine oil specification, and the request has been received by the co-chairs of Auto/Oil Advisory Panel and the chair of the API Lubricants Standards Group.

According to a press release, the antic ipated name of the specification is ILSAC GF-7. The AOAP will perform an evaluation of the proposed specification, which would replace the current GF-6 specification.

API RECEIVES GF-7 SPECIFICATION REQUEST

The International Lubricants Standardization and Approval

Goals regarding this specification include the ability to maintain back wards compatibility, the inclusion of 0W-12/0W-8 Low Viscosity Oils, the evaluation of ethanol fuel impact on tests, and the protection of future EPA/ CARB requirements.

The request hopes for a first-licensing date from API of Q2 2028 and no later.

COSTA OIL ANNOUNCES NEW OKLAHOMA LOCATION

Costa Oil International, Inc. has announced a new franchise location in Oklahoma.

According to a press release, Jonathan and Katie Wilcox are the owners of the new Costa Oil – 10 Minute Oil Change location in Oklahoma City market. Jonathan owns a car wash business and also has the role of Chief Investment Officer for an insurance company.

“Jonathan came to our discovery day on a mission! We are very excited to announce that he has acquired the entire Oklahoma City market,” said Brandon Cornelius, director of franchise development, via the press release. “We

love expanding our brand into new and fresh markets. We think Jonathan will be a great steward of the Costa Oil – 10 Minute Oil Change brand”.

Costa Oil promotes drive-thru oil change model and is headquartered out of Hanover, Pennsylvania. It was founded by CEO Costa Kapothanasis in 2014.

• A single acquisition in Austin, Texas

• A single acquisition in Racine, Wisconsin

• An acquisition of 4 shops in Grand Rapids, Michigan (previously Big Ray’s)

• Acquisition of The Lube Shop in Caldwell, Idaho, which marked the first Oil Changers location in the state

• Acquisition of a 3-store Speedy Oil and Lube chain in Grand Rapids, Michigan

OIL CHANGERS ANNOUNCES 10 ACQUISITIONS

Oil Changers has announced 10 new acquisitions.

According to a press release, these acquisitions took place from July into August 2022. These acquisitions have included the following:

Thanks to these new additions, the Oil Changers total location count is now at 124. Get more industry news at noln.net

TACKLING INDUSTRY CHALLENGES

BY HANNA BUBSER AND NOAH BROWN

In an industry as vast as the automotive aftermarket, it can be easy to forget that some challenges are shared among nearly all of its members.

There can be frustration around persistent problems within this industry since they can happen at a high level that feels im practical for a single shop to do anything about it. What can the industry do to approach these challenges? How can the industry come together to make change?

An example of a higher-level industry topic surrounds the Right to Repair. The Massachusetts Right to Repair law deci sion was delayed for a sixth time in July 2022 and sits in legal limbo until a final decision is made. It is a decision the entire industry is waiting on, as it could mean big things for data and access regarding aftermarket repairs.

Bill Hanvey, president and CEO of the Auto Care Association, has a front-row seat to the intricacies of industry issues such as the Right to Repair. The Auto Care Association represents a multitude of automotive industry sectors.

“We represent the entire independent repair chain start ing from tier one manufacturers all the way down to the local repair shop on the corner of Elm and Main and everybody else in between,” Hanvey says.

Given this large network, Hanvey sees the collective power of the automotive industry as a whole. He believes everyone within the industry can come together and make some really impactful noise regarding Right to Repair.

“What’s so fundamental is that people have to understand that they do have a voice,” Hanvey says. “Yes, the [Auto Care Association] has got this on behalf of the industry, but we need the collective 4.5 million people within our industry to raise their voice about their right to be able to repair vehicles on behalf of the consumer.”

The Right to Repair can be an intimidating topic, but Hanvey

stresses that the role shop owners can play in getting the word out about Right to Repair is extremely important. Hanvey believes every shop owner can make a difference, and there are some easy ways to get started.

“Shop owners, please contact your local Congressperson, please. Go visit your local Congressperson. Please sign our petition that you can find on our website that supports the Right to Repair,” Hanvey says. “It’s a very simple thing, but politicians listen to folks within their district that pay taxes and employ peo ple, and certainly the shop owners meet all those requirements. We need the industry to be active on this.”

Additionally, Hanvey points out that the Right to Repair goes beyond those directly involved in the industry. At its core, the Right to Repair is about consumers as well. That said, Hanvey says it is critical for shop owners to relay information to customers.

“[Shop owners] have a fundamental responsibility as business owners that are protecting their own interests and as members of this autocare community to educate the consumers as to the threat that’s looming.” Hanvey says.

Information for shop owners to share can be found on the Auto Care Association website. Shops can print out resources from the website to hang in their shops, along with a QR code that allows an individual to follow a link for sending a letter to their legislators.

Right to Repair is obviously a massive topic that won’t be going anywhere anytime soon. But there are many other topics at play throughout the industry that the Auto Care Association aims to help educate the industry members on and provide opportuni ties for advocacy.

“The Auto Care Association does a tremendous job in terms of the education and the advocacy piece,” Hanvey says.

One of the ways that the Auto Care Association relays information on industry-wide topics, such as shifts in vehicle technology, is through speaking directly to industry members.

“It’s just good old-fashioned grassroots, to be quite honest with you,” Hanvey says. “Our communications team puts out a tremendous amount of information on this. My ask of the industry is that the shop owners become more in tune with when they hear this to take an active role. Become participative in the government process or the regulatory process, let your voice be heard.”

This article has been edited for brevity. For the full article and its accompanying podcast with Bill Hanvey, visit adaptautomotive.com

The ADAPT: Automotive Technology Summit is a three-day event covering the most progressive and pressing trends disrupting the industry. Learn more at adaptsummit.com

Bill Hanvey of the Auto Care Association stresses the importance of awareness, education, and advocacy

ADAM TATUM

Adam Tatum is director of operations for the Virginia Group, a Jiff y 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.

Winter is Coming

Services and customer amenities for the winter months

WHEN THE WINTER MONTHS ROLL AROUND MANY OF us prepare for the slowdown, cutting hours or employees as we drop a little customer count from November to February.

We are preparing for snow and ice by purchasing shovels and ice melt and much more for the cars like winter mix windshield fluid. The employees receive jackets to wear and some of us go looking for hats and beanies to protect from the cold. These are all operational adjustments made to make sure that we can operate efficiently daily. There are still many other things that we can do to maximize the customer experience and knock out some sales at the same time.

When a customer comes into your lobby to await their service, our goal is to make them as comfortable as possible. A customer that is comfortable is not looking at the clock as often. We have nice, comfortable chairs, televisions with programming to attract their eyes and sometimes cameras to watch the services on their vehicle. We can take another step in the wintertime by adding amenities. Coffee in a waiting room is a given, but that cannot be the only hot beverage available. Spend a few dollars and pick up hot chocolate and apple cider for your options. In some cases, you can talk about this on your social media through thoughtful posts that garner attention.

Change with the Seasons

In the lobby, you want a comfortable atmosphere. Keeping the heat at a standard temperature, like 70 degrees Fahrenheit, will keep the customers cozy like in their vehicles. With upcoming holidays, spend some dollars and decorate. We have four distinct holidays that you can use with Halloween, Thanksgiving, Christmas, and Valentine’s Day. This may seem a li le trivial, but to a customer it may feel a lot less like a mechanic’s shop and more like a home. Put up a tree, set out valentines for customers or any of the many ideas floating in your head at this moment.

Why are we spending so much time on making sure that the customer is comfortable? Well, that

is simple. A comfortable customer is a happy customer, and a happy customer is a better customer to sell to! How many grumpy customers are going to drop their cash with you? If you can get a customer open to listen to what you have to say, you have won half the battle. Remember that customers do not wake up in the morning and say, “I’m going to spend a couple hundred today at the quick lube!” They would so much rather spend that on a steak dinner, a new pair of shoes and much more.

Service Focus

So now that your happy, comfortable customer is full of hot chocolate and laughing over the TikTok playing on your tv setup. Now, what are services that you can present to them that are vital to the winter months?

Look at the fluids that are floating around in your engine. The antifreeze exchange is the number one service that everyone thinks about during these times. It is simple, regardless of what machine or method that you use, to complete this service in a time efficient manner to keep those customers happy and comfortable. Another fluid to think about is blinker fluid. No, I am just kidding. Brake fluid is what I am really talking about. That’s a sealed system, so it should not get contaminated, but the fluid does wear out. As we move into the snowy, icy months of the year, stopping in a slide becomes particularly important. If you do not have this service on your checklist of options, get on it. There are simple machines that you can get that are quick and efficient and keep the system sealed from air. These two services are money makers for the right salesperson.

So, these next few months, look at what you can do at your locations to work on these amenities. May I suggest giving your store a budget and le ing them get their own decorations or drinks. This gives your stores buy-in to the process and will make them more apt to look for other ways that you can make some changes to take it a step further. No ma er what you do, think creatively, and try something!

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The StrategyRight

By Matt Hudson

Does car count or ticket average dictate your service mix?

Photography by Megan Hurt Photography & Adrian Sanchez-Gonzalez

This story uses data from the 2022 NOLN Operator Survey. Special thanks to Valvoline for sponsoring this year’s survey.

“I try to tell my customers when they ask to do it faster—I say, ‘My business isn’t here to be the fastest oil change. We want to make sure we’re checking fluids and making the vehicle safe as a full-service shop versus just a quick oil change,’” he says.

A er all, Speedy Lube has a lot to offer. Customers can still get in and out for a quick oil change, but they also have at their disposal a menu of additional fluid exchanges, fuel system cleanings, and full mechanical work in a separate bay.

Over the years, tickets have increased for the shop. Car counts have remained steady.

“My car count numbers have not decreased,” Miller says. “We do pre y much as many cars as we can per day.”

Miller has found the right mix of service options for his shop. A variety of factors play into that decision—his personnel, his building, his clientele, and his market, among others.

It’s tough to find the right mix, and it can be tough to resist the urge to tinker with the formula. Amid lots of change in customer expectations and shop strategies, NOLN explores the philosophies behind the “right” service mix and how different operators view the challenge in their markets.

peedy Lube in Bozeman, Montana, has two quick lube bays. Owner Travis Miller is always looking for the right balance between quick and thorough service.

Extra Bay

The layout of Speedy Lube in Bozeman, Montana, helped to make the addition of repair services successful without interruping quick maintenance.

The Quickest Shops

According to the 2022 NOLN Industry Survey, shops that reported the quickest average bay times are more traditional quick lubes, deriving 89 percent of annual sales from quick maintenance.

The quickest shops have an average car count of 48, compared to the overall average of 39. Their tickets are around $7 lower than the overall average.

Alternatively, the shops with the highest tickets report bay times that are 8 minutes longer than the overall average.

Oil Changes Performed

Synthetic Blend

Conventional High Mileage Diesel

True Benefit Manufacturer recommendations drive the use of synthetic oil, but operators can see sales bumps by helping any customer switch.

The NOLN Operator Survey has shown drain intervals rising by around 1,000 miles over the past five years. The anecdotal evidence is always that customers are opting for longer periods between oil changes. Owners see newer cars coming out of dealership warranties that rely exclusively on synthetic oil, which o en come with longer recommended intervals.

That disruption is one of the main drivers behind a shi in the traditional quick lube model. If customers are coming in less o en for the oil change, then it might make sense to try and get more “bang” for each visit. In other words: add services for higher ticket averages.

Looking broadly at quick maintenance, two polar models emerge. Operators can run stripped-down, car count machines that offer oil and filter exchanges and little else. Many of the big brands and independents still

operate on this model, relying on the foundational tenets of drive-up service that is affordable and can fit into a lunch break.

There are newer operations looking to push that model. Costa Kapothanasis, operator of the Costa Oil 10 Minute Oil Change chain, built a franchise model on shops that are smaller (sometimes one bay), with a lower cost of operations to maintain a true quick model amid the rising cost of goods.

On the other hand, operators are starting to incorporate brake work, more complex flushes and exchanges, and tire sales and service.

This is, of course, no more evident than in Jiffy Lube’s Multicare approach, which publicly rolled out in 2018. The move to include brake, tire, spark plug, and other services marked a shift for one of the best-known quick

Drain Intervals

Expansive or Simple?

Quick lube operators can add services for higher tickets or they can streamline for quick car counts. Most fall somewhere in between.

maintenance brands. Steve Ledbetter, company president at the time, called the move “more of an extension” of the service model than a rebrand. By 2021, company President Edward Hymes told this magazine that “the majority” of stores have transitioned to the newer model. Newer shops are being purpose-built for Multicare

While the definitions of the quick lube are shi ing, there’s no one model that’s going to work across all markets for all operators. Multi-shop operators likely know how expensive flushes might be popular in one market and fail in another.

“It’s a microcosm not only from state to state but from town to town,” says Shane Burton, a Jiffy Lube franchisee. “And even in this town that I'm in, our three shops have totally different clientele.”

There aren’t just two sides to this debate.

Burton has been a successful Jiffy Lube operator for years. He oversees a group of service centers in Twin Falls, Idaho, but has partnerships in other areas. He says that the growth in service offerings has been an ongoing debate among operators.

“When we first started, we did mainly lube, oil and filters,” Burton says. “And occasionally radiator flushes. Now we have 26 different services, and that’s hard in a way, because you don’t want to pres sure your customers.”

When there’s more to offer, there’s more for technicians to discuss with customers. For a given mileage on a

Exploring Options

While navigating Multicare service menus, Shane Burton explored different strategies that matched his customers' needs.

vehicle, it can be a mouthful just to list all of the options.

On the operations side, there can be signif icant challenges to rolling out new services. Equipment needs to be purchased, and staff need to get trained on it. When it comes to customer service, there’s a challenge of show ing them a maintenance item that they didn’t think they needed a month ago.

Burton said he remembers when power steering flushes were intro duced years ago. The service emerged as vehicle technology changed, but it was new to technicians and a challenge to sell to customers.

“You start trying to sell that to custom ers who have never heard of it,” Burton says. “In the back of your mind, you know that your employee doesn't believe it, either. So he’s never going to sell it. And that’s a fight that all of us have with the new trends.”

There’s a similar shift today with synthetic oil. A customer with a new car might wonder why their synthetic oil change is suddenly much more expensive than a year before when they were getting conventional oil changes. But for the shop that succeeds, there are ticket benefits. Operators shared some of the highest ticket averages in survey history in 2022.

Playing with Numbers

When Jiffy Lube first started testing new services in a move toward Multicare, Bur ton says that one of his first concerns was about speed. He saw this as the crucial advantage that quick maintenance has over auto repair and dealership shops.

“It’s tough for anybody to keep up the speed as a fully fledged mechanic shop,” he says. “We see that with car dealers who offer fast lube. And customers still come to us, because the car dealers can’t figure out that speed will kill you if you do not have it.”

Burton and his team watches bay times closely. It’s part of their customer experi ence philosophy. Adding new services can impact that experience if it’s overdone.

At Speedy Lube, customers have come to expect a more thorough approach. Miller has found that his clientele will sac rifice a bit of time for that experience.

“Even if I didn't have the mechanic shop, I'd still like to provide the service

where you’re checking everything and pro viding a more in-depth service than just the lube and filter,” he says.

The mechanic side of the business is an extension of that philosophy. The operators who do that the best know how quick maintenance and repair can work in harmony. In Miller’s case, around 75 percent of the mechanic work is found when customers come in for an oil change.

That’s not to say that speed is a non-factor for Miller, and he has needed to decide where to perform certain services that are more than basic quick maintenance but aren’t necessary to schedule out with a mechanic.

“We are performing flushes and stuff in our oil change bays but not in our third bay,” he says. “So that did extend our times a little bit, but not significant enough that we’d not do the mechanical work.”

Two Operators Speedy Lube’s Travis Miller (top) and Jiffy Lube operator Shane Burton (bottom) have made changes that reflect their customers’ needs, ensuring investments pay off over the long term.

Finding Your Mix

As you’ve read, Miller and Burton had slightly different outlooks on the proper service mix and how changes impact speed, customer experience, and tickets.

Miller’s Speedy Lube has a more “onestop shop” attitude with its full-service repair bay. Burton’s Jiffy Lube shops have adopted lots of new services over the years, but he hasn’t gone the full Multicare route and still relies on quick, basic maintenance.

What’s key here is that both operators are correct—for their markets and situations.

One big factor that Miller had in his favor when implementing a repair component was the layout of the building itself. It has two quick lube bays with easy access in and out. The third bay is off to the side and separated.

“This wasn’t built as a quick lube,” Miller says of the building. “It was a gas station and mechanic shop, and our mechanic’s bay was an old-school car wash.”

When it came time to invest in repair for that third bay, it could be done in a way that didn’t disrupt the flow of the quick maintenance operation. The third bay could be viewed as added value.

“We never really thought it would affect our car count, because we didn’t use that bay for oil changes,” Miller says. “There’s even a wall between the two, so it would be hard to do oil changes over there.”

Furthermore, Miller has suited his service to the needs of the customer base. His shop takes care of the city of Boze man’s police and municipal fleets, as well as the county sheriff’s office and some construction outfits. He says those clients are happy that if the oil change techs find something wrong with a vehicle, that work can be performed at the same location.

“Fleet is big for me,” he says.

As mentioned earlier, Burton has sought a model that works as a multi-shop operator in different parts of town.

“Even in Twin [Falls], we have our own clientele at each shop,” he says. “And they’re totally different. We find that not only is it a micro-economy per neighbor hood, but within a town.”

A quick lube model works for that situation. It can be deployed as an eco nomical option in most areas. Regular maintenance is the best way to maintain an older vehicle, after all.

As for added services, Burton and other operators also have local compe tition to balance against. Burton’s shops adopted tire rotation services a while back, but they were charging for it. They

Multiple Models

Whether you have a one-stop shop or a true quick oil change shop, ensure that your shop footprint fits the service model.

have to compete against local tire shops that might do it for free. But Burton’s shops retain that advantage of timeliness.

“Most of those guys do free rotations with the set bought there,” Burton says of the local tire dealers. “So you’re compet ing against them and we’re charging. The only advantage to the customer is time and money. We can do it faster than they can do it, and they’re already here.”

That’s an added service strategy that’s responsive not only to the local mar ket and client, but it also leverages the “quick” model of maintenance for just a bit more on the ticket.

What Works for You?

Whatever your service strategy, customer service is going to win the day. That’s the top factor to consider when tampering with the quick maintenance model. Do the additional bay times and sales pitches detract more than the added value of per forming tire rotations, spark plug checks, or serpentine belt replacements?

“You’d better be there everyday and know your customers,” Burton says. “There was a time where we were run ning 100 cars out of one of our stores per day. We were Johnny on the spot—so fast. We’d still get complaints about bay times. If you don't know your customer, and you just start implementing stuff, you’re going to have problems.”

In Miller’s case, he has tried to utilize the full repair bay in order to keep the quick lube bays moving along at normal speed, as long as customers are able to come back for an appointment. So far, his clientele have supported the model.

“Anything that’s going to take too long, I just schedule an appointment for the mechanic side,” Miller says.

What’s important to remember is that all of the shops described—whether it’s Multicare, quick lube, or something in between—rely on the fundamentals of the quick maintenance model. That means no appointments, service that’s quicker than the dealership, and a price point that makes the work a worthy investment.

Burton says that if you’ve got that much down, you’re well on your way.

“Go slow, do the basics . Lube and filter, and always fix the broken stuff— that’s wipers, rock chips, light bulbs,” he says. “Those are easy and offer great customer service.”

REMEMBER TO DOUBLE CHECK

Having a clear system in place keeps customers and their vehicles safe

BY ZANE DOUGLAS

THERE IS AN APPROACH TO THE PROCESS OF A QUICK LUBE THAT WILL LEAD TO DESIRED results, like reliability and safety. Checking your work might not save time, but it could save lives.

While some processes during a quick lube may be more important than others, all of them are degrees of importance that require constant attention and double checking. Jerod Starch, who manages Lube Pro Oil Change and Inspection Xpress in Lubbock, Texas, believes double checking the processes in any oil change is the most important step.

“Obviously any safety concern is just that,” Starch says. “We want to make sure that we’re bringing up anything that could be an issue for a person driving on the road.”

just for their own understanding, but for the understanding of the customer.

“If you were to not have a cap that was on correctly or left off entirely, that oil can get all over the engine and start a fire,” Starch says. “[...] It’s essentially just making sure that all of the mechanical systems underneath are checked correctly, have the right amount of fluid in them and of course keeping those systems closed from contamination or any spillage issues or any hazards.”

Step one: Check it Twice

Going through the checklist of any oil change, there are many important things to do and check when being thorough under the hood. Starch believes that constant communication is key in this area.

“Making sure that communication is constant, not only for ourselves but for the customer,” Starch says. “Completing everything, checking and rechecking and even verbally saying the stuff that we’re checking out loud, again, not only for ourselves but for the customers.”

What does it mean to check and recheck? Starch says it’s about keeping each check thorough and reliable. Checking to see whether you saw something right or whether you adjusted something correctly. This starts with verbal communication and collaboration between team members and customers.

A very important thing in the inter est of safety is making sure caps are tight. Double checking those can be key, because without them a fire could start. Transmission and oil dipsticks need to be down and in place without

a shadow of a doubt and air filter bas kets should be completely put back together with no leaks.

It’s standard stuff, but Starch says they’re all very important when it comes to double checking. Without that thorough mindset, safety con cerns could open up for customers.

“If we have a vehicle that we have not seen before and even if it’s a returning customer, there’s never anything [under the hood] that is more important than [something else],” Starch says. “[...] If we have not touched anything under the hood before, every single thing is just as important as the other because we may be catching something that was left behind on a previous visit that we don’t want to have issues over.”

Step two: Safety First

With the caps, dipsticks and air filters being some of the more potentially dangerous mistakes a lack of double checking can bring on, safety of the customer needs to be a priority.

Starch says everything needs to be checked multiple times, out loud, but not

There’s no big secret to checking everything multiple times, but Starch says his group will say each thing out loud to make sure they’re keeping up on it and to inform the customer of what they’re checking.

Step 3: Conclude

Customers will want to get in and out quickly when getting their cars looked at. However, checking things twice could be the difference between life and death for some people and some vehicles.

Starch says it’s important to remember that being thorough and leaving no stone unturned in the rechecking process is the best way to value your customers and treat their vehicles in the correct manner.

The safe practice can be a benefit to the customer and the people run ning the oil change as well. A safe and thorough check is ultimately what the customer wants.

“Be prepared to make sure that your customers are always first,” Starch says. “They’re the ones that make you successful, so having those kinds of ideas and that kind of struc ture is very important.”

STAFFING THE SHIFT

How to optimize for your shop and clientele

BY ENID BURNS

WHILE CUSTOMERS ALMOST EXPECT to wait in line for their morning coffee or to pick up lunch, a business that has a line out the door can often result in lost customers.

Likewise, an empty business could be as much of a turn-off as a draw—as some clientele think there is a problem, or that the shop isn’t even open.

In the quick lube world, customers also expect to see busy technicians attending to vehicles, yet there needs to be a balance between having enough workers to service cars quickly yet without too many hands to make the work more awkward with employ ees getting in each other’s way. It is a demanding task to staff each shift with enough employees to run the shop effi ciently without having extra workers sitting around without tasks.

Some shops believe the best way to keep up with customer demand is to over-staff so that there are employees available to greet customers as they come in, as well as to handle overflow when the shop gets especially busy. While having a full house works for many shops, other location managers tend to staff a lean crew that can handle customers as they come in yet always stay busy and not get in the way of the work to be done.

Running at Optimal Staff

The total number of employees nec essary to run a shop can be difficult to determine, which is why there needs to be set shifts for each day. Most shops will have two or even three shifts, depending on the hours of service. Shifts can work to a shop’s advantage,

where there is overlap during busy hours such as lunchtime, with fewer employees to finish out the day if more cars typically come in each morning rather than late-day service.

The full size of the staff has to take into account how many workers are needed for each shift, and how workers can be scheduled to work most effi ciently together.

Lube and Latte in Lakeland, Colo rado, an 1,800-square-foot shop with three bays, and a café serving espresso and other blends, has a staff of just five, which owner Dustin Olde has found to be the best size to handle the business that comes in without overstaffing the shop.

“At Lube and Latte and Automotive Evolution in Golden, it is one techni cian per bay,” says Olde, who operates shops in Lakewood, Golden and Den ver, with a new location set to open in Littleton.

“At Automotive Evolution in Denver it is approximately one tech per two bays,” Olde tells NOLN.

Other shops may see the need to have at least five people working each

day. Brian Morrison owns a total of nine shops under the SpeeDee Oil Change and Auto Service and Grease Monkey franchises in South Carolina. He has about eight to 12 employees at each location and staffs about five to seven per day.

With three SpeeDee Oil Change and Auto Service locations and six Grease Monkey sites, he has locations with two bays and three of his shops have eight bays. The team works together to ser vice each vehicle.

“We typically service one vehicle at a time on the quick lubes,” explains Morrison. “There is an upper bay tech, a lower bay tech, a customer service person and an advisor. The whole team goes from one vehicle to the next as a team.”

Though the SpeeDee locations already offered more automotive ser vices when Morrison took ownership, he added multi-care service including light mechanical work and tune-ups to the Grease Monkey locations.

Covering a Shop’s Shifts

Scheduling can pose a challenge for some shops, especially in a tight labor market, although once a shop finds the right shift set-up, things should run smoothly.

Shops such as Lube and Latte with a total staff size of 23 across its locations breaks out to a staff of five in Lake wood, 10 in Golden and six in Denver; the shop runs with extra help to keep up with the pace.

“We are typically overstaffed,” Olde explains. “I have managers in reserve that can fill in where needed. It limits our profits a little more but relieves any heartache that might come with losing a staff member to sickness or PTO. Typically, if we are down by more than three staff at any location we have problems.”

Even as Olde may consider his shop overstaffed, he finds that having extra

hands helps to keep up with a pace of over 300 cars per month on average. Moreover, having a larger overall staff helps address issues such as the afore mentioned sick leave and PTO, but also with seasonal needs.

Catering to Employees

Some shops may also have a larger overall staff size to accommodate full-time and part-time employees. Balancing full-time and part-time workers is a mix that can benefit scheduling. It can also lead to greater employee happiness.

In South Carolina, Morrison says the mix of full-time and part-time workers is about 75 percent to 25 percent. At his SpeeDee and Grease Monkey locations he offers insurance to all employees, whether they are full-time or part-time—which is a nice benefit for each employee. Morrison also works to schedule shifts that work with his staff.

Such flexibility with hires addresses an employee’s needs.

“We do that to an extreme to help reduce turnover,” says Morrison. “We’d rather have someone be happy to work the days and shift they want to work.”

Morrison says having that flexibil ity in hiring and scheduling is good for business as it has been shown to reduce employees calling in sick, no-shows and other time-off requests. The shop wants to offer shifts that work for employees as often as possible.

In addition, the region of South Carolina where Morrison operates is subject to hot spells for a portion of the summer, which he addresses by scheduling shorter shifts, providing more breaks and even having employ ees work fewer days each week to reduce exhaustion.

“We typically stagger shifts, we start with three employees,” says Morrison. “We try to bring in closers closer to lunchtime so openers can go home.”

Yet, some employees say they’d still rather work longer shifts to reduce the number of days they commute. As Morrison has an employee with an hour-long drive to get to work, he has shifted that employee to four 10-hour days per week.

“It’s absolutely free to offer a sched ule that an employee likes,” Morrison finds. “Don’t try to fill a square into a round hole.”

Recruiting Talent and Experience

Regardless of staffing needs, finding skilled technicians and knowledge able employees is a challenge. Such struggle is not new to the industry, nor is it limited to the industry, but the pandemic and post-pandemic climate has certainly exacerbated the situa tion. Shop owners address this issue by raising hourly wages, offering training, creating schedules that fit an employ ee’s needs and offering bonuses.

“We raised our hourly rate to com pensate for the rising cost of staffing,” says Olde. “We have discovered less-sea soned technicians are interviewing, but still requesting premium pay. Therefore we have used the increases in hourly rate to train these staff members so that they can be more effective.”

Scheduling is one component that helps. “It’s hard to find people, good talented ones, you don’t want to throw that away over a scheduling conflict once you’ve invested in peo ple,” says Morrison.

Additional tactics employed by Morrison include recruiting from the nearby NASCAR Technical Insti tute. His shops currently recommend people get their ASC certifications and Morrison offers reimbursement for such qualifications. In addition, he also pays out bonuses with each paycheck instead of monthly or quarterly.

“We are constantly trying to think of new ways to reinvent how to recruit and maintain our staff,” says Morrison.

ARE DVIS FAILPROOF?

DVIs aren’t a cure-all solution. Culture and process still matter

BY PAUL HODOWANIC

PERFORMING VEHICLE INSPECTIONS IS an integral part of the repair process. But with paper inspections, too often the task can become an afterthought in a rush to check boxes and speed to the next task, says Chris Monroe, owner of Monroe Tire & Service in Shelby, North Carolina.

Monroe introduced digital vehicle inspections (DVIs) with the hopes that a greater focus would be put on the task and that the shop would benefit from having a digitized and centralized system to track them. But are DVIs a failsafe option?

Monroe began implementing DVIs early on at his shop, around 2015. He’s used several different DVI platforms,

from AutoVitals to BOLT ON TECH NOLOGY, and now to autotext.me. The initial challenge was making sure it was compatible with other shop software, like R writer. Then one he switched his shop management system to Protractor, he needed to switch his DVI tool again, that’s when he chose autotext.me. Mon roe has become a big proponent of DVIs since he began using them, enjoying the transparency and accountability that the system provides.

The Challenge

A switch from entirely paper inspec tions to DVIs has been a major upgrade at Monroe’s shop, but it is no saving grace.

“I get bored and tired of hearing the Hail Mary and saving grace stories because they don’t tell you about the challenges that come with DVIs and boy there are some,” he says.

An inspection can still be sped through and done poorly. Bad pictures can be taken. Insufficient descriptions can be attached. If technicians aren’t committed to doing the inspection right, DVIs won’t help, he says. The challenge to using DVIs is putting the right systems in place and framing the right mindset to make sure the tool is used effectively.

The Solutions

Transparency over Productivity

One of the main benefits that are often discussed with DVIs is efficiency.

Monroe has seen it in his shop, with the tools a DVI platform provides, the inspections are done quicker and more accurately. But that’s not his top prior ity, transparency is.

“The productivity piece was sec ondary and it still is,” he says. “For customers, there’s always this doubt, are they telling me what I need to know?’

With DVIs it’s easy to show exactly what they need to know.”

Employees can quickly show custom ers pictures of their vehicle that were

taken during the inspection and lay out why it needs to be fixed. The digitization of the report allows the customer to receive an online copy of the inspection and it allows for easy access to informa tion on the employer side.

Monroe says if productivity is prioritized over transparency, you’re doing it wrong. Changing the team’s mindset to fit this has allowed them to realize that productivity will come if the main motivator is being trans parent, he says.

“We’re not here to sell you some thing, we’re there to maintain cars and I think the business that can create the most transparency and can demonstrate their abilities most efficiently is the one customers are going to choose to do business with.”

Culture is Key

Shifting a technician’s mindset away from thinking the inspection is just an arbitrary part of the repair process is vital.

“If they don’t understand the reason for implementation, you’re dead in the water,” Monroe says.

For that reason, Monroe seeks out feedback from customers relating to the inspection. When his technicians hear that, “it’s a game changer.” When a

technician performs a really good DVI, Monroe will send it in the group chat to the rest of the technicians. When a technician performs a sloppy inspec tion, those also go in the group chat. Everything in the name of transpar ency and accountability. Monroe wants to see good photos, a fully completed inspection and comments. Pencil whip ping (the act of quickly and flippantly completing an inspection) doesn’t just go away when a DVI platform is imple mented, it can happen on any platform, Monroe says. The culture is what will make it productive.

Keep Learning

Monroe also works as a business coach for Elite. The biggest mistake he sees with others’ DVI implementation is a lack of training. Monroe estimates the average shop is using just 20 percent of the software’s capabilities. Shops will understand the original orienta tion and then think it’s good enough and move on, never going back to see everything it can do.

Monroe is on the phone monthly with autotext.me setting up zoom training sessions for himself and his employees. He also recommends hav ing a dedicated IT person during the

installation, whether it’s the owner, a technician, a tech-savvy employee, or an outside source. Set yourself up for success from the beginning.

The Aftermath

Monroe has seen about an 18 percent increase in the average repair order (ARO) since he put the DVIs in place. However, the bigger benefit he’s seen has come in customer trust. The shop’s ability to be transparent has been piv otal in developing a good rapport with customers. When Monroe tells a cus tomer they need a brake repair, he’s able to send photos and videos right to the customers’ phone. The customer can see that Monroe isn’t just giv ing his opinion, it is actually needed. Those interactions have left Monroe more satisfied than any ARO numbers.

The Takeaway

Anything can be pencil whipped. It’s not about the provider or the plat form, Monroe says. It’s about the shop. Don’t put DVIs in place and expect a bad inspection system to suddenly get better. Instilling the right mindset and specific shop processes are the key to making the most of and reaping rewards from the tool.

MASTERING THE CUSTOMER GIFT

A well-executed gift can be the difference between a repeat customer and a one-time job

BY PAUL HODOWANIC

EVERY TIME YOU LEAVE A DENTIST appointment, you’re often given a small gift bag with a toothbrush, some floss, and toothpaste branded with the dentist’s logo.

It’s a small consolation prize for an often undesirable activity—a token of appreciation for completing an under whelming, but necessary task.

Henry Roggi, owner of Roggi’s Auto Ser vice in Hartford, Connecticut, has taken the same mindset with customer gifts at his shop. Often taking their car in for ser vice is not the highlight of his customers’ week. It may lead to unexpected spending and time-consuming delays. And unlike the dentist, or a trip to a restaurant, the returns can be hard to appreciate.

At a restaurant you can taste and expe rience your food. After a trip to the dentist, you can see and feel whiter, cleaner teeth. A trip to the repair shop is less likely to achieve similar noticeable rewards. That’s where a customer gift comes in.

“With nearly everything that we do, most of the time the customer won’t be able to see it. It’s going to be under the hood or under the car, and if it’s routine maintenance they’re often not even going to feel it. So we try to give them something tangible that can relate back to the quality service.”

So what goes into the gift-giving pro cess? Roggi and Richard Cox, owner of Orion Automotive in Ann Arbor, Michi gan, detail their experiences.

Prioritize personalization.

To Cox, the most important part of developing a “swag bag” or customer gift, is personalization.

“We make sure there’s constantly something there in their vehicle when they pick it up so they know we thought of them in some way, beyond just fixing their vehicle.”

For different shops that means different things, and it should fit the company’s brand and style, he says. Cox’s shop sits on two acres of land, much of which Cox uses to grow flow ers. So naturally, Cox will put flowers in customers’ cars after service. In keeping with the theme, he also part nered with a local seed company to put

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seed packets in the vehicle. He’s also done grocery totes, coffee mugs, and coupons for free lattes at well-known cafe in town.

Roggi’s thought process is similar. After having countless personal experi ences where he was forgetting to keep sunglasses in his own car, Roggi began giving away branded pairs of glasses to customers. He’s also given out draw string bags and reusable grocery totes, a popular item around town as the nearby stores charge for plastic bag use.

Roggi even has given away golf tees, which he often reserves for customers that he sees have golf clubs in the back of the car, going the extra mile to pro vide personalization.

Regardless of what gift is given, one thing remains the same for both shops: a thank-you note.

Determine the scope.

Roggi’s Auto Service gives every single customer a gift. When the technician has finished working on the vehicle, one of the last parts of their job is going to a big basket that is set up on the shop floor and grabbing a gift to put in the front seat of the vehicle. Every vehicle gets a gift and a note.

On the other hand, Cox’s shop is selective on which vehicles get a gift. At the bare minimum, every car will be cleaned inside and out, and have a note placed inside, but not everyone may get a seed packet or flowers. Some gifts, like the flower bouquets, are reserved for the shop’s biggest jobs. Other customers won’t receive a gift because of the expe rience they had with the shop.

“Some of those don’t apply to people who don’t treat us right,” Cox says.

In Roggi’s case, calculating the amount of gifts he’ll need to order and keep in inventory is relatively easy. He can rely on past car count numbers to give a good estimate of how many mugs or tote bags he might need to purchase for a given time period.

For Cox, the process is a bit more involved. Within RO Writer, his shop’s management system, they have a spe cific category that designates which customers should receive gifts and which customers shouldn’t.

That system might be tedious for some, but Cox’s gifts fit nicely in that model, since the availability of flow ers and seed packets are bountiful. He doesn’t have to worry about tracking inventory as closely.

“We just have an endless supply of that stuff because my wife and I are really into it,” Cox says.

Keep it fresh.

Roggi and Cox both rotate gifts throughout the year, roughly on a quarterly basis. In the colder months in Michigan, Cox will give away branded coffee mugs, seed pack ets and starter plants go out in the spring, and flowers are given in the summer.

Roggi gives out the sunglasses in the summertime, that’s been the most pop ular item the shop has given away. In the winter, Roggi he’s given out mugs with hot chocolate and candy canes inside.

The idea should be that every time the customer comes into the shop, they are receiving something different. Depending on how often you’re scheduling cars for regular maintenance, that can be a good barometer for switching it up, Roggi says.

At Roggi’s shop the letter reads: “Thank you for trusting us with your vehicle. We are thrilled to have you as part of the Roggi family.” During COVID, Roggi added an extra sentence along with giving out the sunglasses that said “Brighter days are ahead.”

“That little bit of personalization goes a long way,” he says.

API Receives Request for New Gasoline

Motor Oil Specification

Evaluation of Potential ILSAC GF-7 Has Begun

BY JEFFREY HARMENING, AMERICAN PETROLEUM INSTITUTE, SENIOR MANAGER – EOLCS/DEF/MOM

Throughout this year, we have updated you on how new engine oil specifications are developed. In our August column we let you know that API had submitted a request to the Auto/Oil Advisory Panel (AOAP) and the API Lubricants Group to add SAE 0W-8 and SAE 0W-12 viscosity grades to the current ILSAC GF-6 specification. ILSAC GF-6B is currently applicable only to oils meeting the SAE 0W-16 viscosity grade.

As of this writing, the AOAP is evaluating the request and, if accepted, they will undertake the technical efforts of adopting the new viscosity grades into the category. The API Lubricants Group will work in parallel to make changes to API SP to match with ILSAC GF-6. We expect the SAE 0W-8 and SAE 0W-12 viscosity grades to receive quick approval and hopefully be ready for first license by API by the end of 2022.

The request for this change occurred in part in anticipation of the recent development of a new gasoline engine oil specification. In August, the International Lubricants Standardization and Approval Committee (ILSAC) formally requested that a new gasoline engine oil specification be developed. The request was made to the Co-Chairs of the AOAP and the Chair of the API Lubricants Group. The AOAP has begun the evaluation process of the specification, which is expected to be called ILSAC GF-7, and which would eventually replace the current GF-6 specification. The desired first-licensing date from API is requested to be no later than the end of Q2 2028.

The goals for the new specification include a number of elements that need to be addressed as engine technology changes and requires oils that can meet increasing demands and more stringent EPA and CARB requirements. These include the following:

• Maintain backwards compatibility

• Evaluate ethanol fuel impact on tests

• Inclusion of SAE 0W-8/0W-12 Low Viscosity Oils

• Protection for future EPA/CARB requirements

The new specification is being requested with the following improvements:

• Replacement Sequence V & VI engine tests

• The Sequence V sludge test has been using the same engine since GF-4. The engine components are in short supply, and there is a need to update the test procedure to better reflect current engine platforms. The Sequence VIE/F Fuel Economy tests also require an updated engine platform.

• Improvement to Sequence IIIH - Oxidation and deposits test

• Increased oxidation protection

• Resolution of Sequence VIII - Corrosion test

• Evaluate the test for possible removal

• Review of Sequence IX - Low-speed pre-ignition (LSPI) test

• Review due to potential end of component life

• Introduce a stand-alone Aged Oil LSPI Test to ensure mitigation of pre-ignition throughout the drain interval

• Review of Sequence X - Chain wear test

• Review due to potential end of component life

• Seal Test changes

• Keep/replace/add new seals

• New/modified Bench Tests

• NOACK Volatility (ASTM D5800)

• Oil gelation/filterability (ASTM D6795)

• Sulphated Ash (ASTM D129 (was D874)

These requests will help the industry be prepared for advances in engine technology that will require low viscosity oils that can manage increasing demands. Adding the new low viscosity oils now makes it easier to have them included in GF-7 and hopefully can help reduce the time needed to test and prepare for the new specification.

API PC-12 Development

The development of API PC-12 engine oil for diesel engines is continuing. The request for first licensing date from API is no later than January 1, 2027. This coincides with the anticipated 2027 implementation date for EPA and CARB heavy-duty on-highway regulations. This is similar to the PC-11 licensing timeline which resulted in the current API CK-4 and FA-4 categories. The current C subcategory will maintain its backwards compatibility and the new F subcategory is intended to replace FA-4 and does not need to retain backwards compatibility.

API will continue to provide updates on the development of new gas and diesel engine oil specifications. If you have questions or need additional information, contact the API Engine Oil Licensing and Certification System at eolcs@api.org or find us at api.org/EOLCS.

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To Get Ahead of the Next Disruption, Pay Attention to the Essentials: People and Product

BY BILL BEYERLE, AUTOMOTIVE INSTALLED SALES MANAGER, CHEVRON LUBRICANTS ANGI SCHOOLCRAFT, LEAD MARKETING SPECIALIST, CHEVRON LUBRICANTS

Among the many lessons we learned from the pandemic is that you always need to be prepared for the next disruption. Regardless of the economic climate, there are fundamentally two things you need to stay in business: people and product. And these days, both are in short supply. Welcome to the new normal!

As quick-lube and auto repair shops try to return to “business as usual,” it is important to acknowledge what has changed. Our customers are telling us that recruiting and retaining good employees is one of their biggest challenges. The labor shortage across all industries has been widely reported, and competition for skilled workers is fiercer than at any time in recent memory. Gone are the days when people felt lucky just to have a job. With unemployment at record lows, workers feel they have more choices. You’re not just competing for talent with other shops or chain operations, but with other occupations and large employers like fulfillment centers and warehouse stores – businesses that can afford to advertise that they’re hiring and offer well above minimum wage.

It’s time to get creative with your recruiting and hiring practices. A “help wanted” sign in the window is not enough. Get the word out through social media and your business network. Utilize job fairs at local schools or in the community, especially those that have automotive trade programs. Be open to consider candidates whom may lack the experience, but have the right attitude and a willingness to learn. While experience is always preferred, skills can be taught. And don’t overlook your current employees – they may well be your most effective recruiters. Offer referral bonuses and incentives for spreading the word among their friends.

Speaking of your current employees, what can you do to minimize employee turnover and relieve some of the pressure to hire? While offering competitive wages is an effective way to retain employees, they also want to feel like valued members of a team. They appreciate flexibility to tend to personal matters. They want to work for environmentally responsible

employers. Be sure you are creating a work environment where people feel they have a voice. Consider having a long-term incentive plan such as profit sharing or a bonus system and advancement opportunities that encourages people to stay longer.

On the product side, you don’t want to get caught without supply. Proactively reach out to your suppliers before your inventory starts to dwindle. Ask them about their supply outlook and whether they are having any problems getting product. This is a good time to explore new relationships and line up some back-up suppliers, so you have other sources to turn to.

The labor shortage and supply chain issues are exacerbating the other big challenge impacting businesses today: inflation. Though it appears to be slowing down, higher prices may be with us for a long time. If your cost of doing business is going up, you will most likely have to pass it along to customers to maintain profitability.

Business as usual is clearly not what it used to be. Your ability to weather an inflationary cycle, an economic downturn, supply chain disruption, or another global health crisis starts with anticipating it before you have to. Make sure you have the basics covered so you can keep your business running and profitable.

Bill Beyerle has been with Chevron Lubricants for more than 25 years and is currently the Automotive Installed Sales Manager. You can reach him at BillBeyerle@chevron.com.

Angi Schoolcraft has been with Chevron Lubricants for more than 19 years and is currently the lead marketing specialist supporting Havoline ® , Havoline xpress lube ®, Chevron xpress lube ® and Techron ®. You can reach her at angi.schoolcraft@chevron.com

How To Select The Right Automatic Transmission Fluid (ATF)

Many new vehicles perform better with synthetic fluids, so most ATFs on the market are now blended with synthetic base oils, but there are still some types that can operate on a conventional formulation

BY JIM CHANCEY, DIRECTOR OF AUTOMOTIVE PRODUCTS, PHILLIPS 66 ® LUBRICANTS

Automatic transmissions are more e cient than manual transmissions but are more mechanically complex. There are a lot of di erent pieces all working together, and, if they are not properly maintained and protected, they are expensive to repair. It’s important to choose an automatic transmission fl uid (ATF) that will keep the transmission protected from damage and ensure it achieves optimal fuel economy and performance.

SELECTING AN AUTOMATIC TRANSMISSION FLUID

In automatic transmissions, the ATF keeps the transmission cool and lubricated, and functions as a viscous fluid that transmits power from the engine to the transmission. It lubricates the mechanical components in the transmission, helps maintain fluid pressure, conditions the gasket, and prevents oxidation and rust. Without the right ATF, the transmission is at risk of experiencing severe wear and tear that can put the entire vehicle out of service.

Automatic transmission fluids will have di erent viscosities, friction coe cients, and additives that will impact which types of vehicles they should be used in. The makeup of the transmission fluid protects the transmission and enables improvement in fuel economy.

CHECK THE OWNER’S MANUAL

When choosing a transmission fl uid, the fi rst place to consult is the owner’s manual for the vehicle. The best ATF will depend on the year, make and model of a vehicle, and its type of transmission.

Phillips 66 Lubricants can you help you fi nd the o cial OEM recommendations for virtually any vehicle type, at LubeLookup.com

Types of ATFs

There are several different types of fluids available for automatic transmissions:

• Ultra-Low Viscosity (ULV) Automatic Transmission Fluids [DEXRON ULV (GM) / MERCON ULV (Ford)]: ULV is an ultra-low viscosity for the highest level of fuel economy performance.

*New specification*

• Low Viscosity Transmission Fluid (DEXRON VI and MERCON LV): First generation low viscosity fluids introduced for better fuel economy.

• Continuously Variable Transmission (CVT) Fluid: For a range of CVT transmissions.

• Multi-Vehicle Synthetic Transmission Fluid: Recommended for older (mostly pre-2006) vehicles that require a higher-viscosity fl uid.

HOW OFTEN SHOULD YOU CHANGE AUTOMATIC TRANSMISSION FLUID? For automatic transmissions, it’s recommended to change the transmission

fluid every 60,000 to 80,000 miles. However, the exact mileage will depend on the vehicle’s use – and there is no harm in changing the fluid before it hits that mark.

If the transmission fl uid isn’t changed at the recommended interval, the lubricant is at risk of becoming less e ective over time. Transmissions are particularly susceptible to rust and corrosion, so it’s important to make sure the fl uid is fresh and working as it should be to prevent wear and tear.

CHECKING AUTOMATIC TRANSMISSION FLUID LEVELS

Most transmission failure is the result of overheating, which is usually caused by low fluid levels or depleted fluid due to a lack of regular maintenance. If fluid levels are too low, it can lead to permanent damage to the transmission and an expensive repair or replacement.

Always look for signs of leakage on the ground under the parked vehicle and check for leakage every time the oil is changed. If the vehicle has a dipstick, you can easily check the transmission fluid level. For newer transmissions without dipsticks, repair shops should assess the levels and make sure there are no leaks.

WHAT IT MEANS FOR INSTALLERS

Having an oil supplier with a full range of transmission fluids that meet all major OEM specifications will help you serve a broader set of vehicles. New transmission designs from automakers have created additional specifications that are important to know and recommend to your clients. Phillips 66 Lubricants has created a trusted line of ATFs through close OEM relationships and ongoing research and testing. Make your shop more e cient with fewer products that cover more transmissions on the road. Contact us at Lubricants@p66.com or visit LubeLookup.com to find a recommended ATF.

VersaTrans® ULV is a newly introduced full-synthetic, ultra-low viscosity ATF approved for MERCON ULV for use in passenger car and light truck automatic transmissions that require a Ford MERCON ULV or GM DEXRON ULV ATF. VersaTrans ULV helps provide the best fuel economy performance over other ATFs and is one of the very few licensed transmission fluids that is Ford MERCON ULV approved and can be used in DEXRON ULV applications as well.

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Kendall & Phillips 66 VersaTrans ULV product images

The Value of Listening

BY AMBER KOSSAK, CEO OF SOLID START

A vital component in life is having good communication skills. If we have poor communication, it can cause tension, mistrust, misunderstandings, frustration, and strained relationships. However, good communication is fundamental in having effective outcomes, both inside and outside the workplace.

Though we can obtain more effective results by improving both our speaking and listening skills, I am going to focus on listening.

In business, when managers are poor listeners, it undermines a team’s morale. It makes them feel that managers don’t care about them. When a staff member is a poor listener, it can undermine a manager’s confidence in the team. In short, listening is an essential skill to master in whatever role you play

Listening is not as easy as it may seem. In the late 1950s psychologist Carl Rogers coined the term “active listening” rather than locking on to the words being spoken, we need to use our perception and try to understand the other person’s point of view. Therefore; “active listening” involves intentional focus and undivided attention, which is not easy today.

Whether we are the one speaking or listening, there can be a variety of barriers with communication. First, we might have our own inner distractions, a meeting at work, a deadline, or family life. We may even be distracted by our internal thoughts: “Where is this conversation going? Is this really important? I have a lot to do!”

REMEMBER: “Listen with the intent to understand, not the intent to reply”

In many conversations there may be no listening at all as everyone thinks about what they are planning to say next. Think about this, when we take the time, little to no distractions and demonstrate “active listening”, we are helping the other person. Be kind! You might not know what the other person is going through.

Listening has benefits for our customers – creating a value & respect! Sometimes non-verbal facial expressions or body language can interfere with the message being communicated. Are you portraying with your facial expression or body language a closed-door policy? Communication comes in all forms. If we do not show we are ready to listen, how do our customers feel? How do our employees feel? Listening helps affirm another person’s

value. It shows respect. Being a good listener builds trust and helps the other person feel more comfortable knowing that you understand.

Failure to listen can have unintended consequences! Listening is key to understanding. This is why good listeners make better decisions. What’s more, people have respect for you when you are an “active listener”. Remember it creates value.

Practical Tips

• Be aware of your non-verbal communication. (Distractions) This could be looking repeatedly at your phone or computer monitor while engaged in conversation. Don’t do it.

• Seek clarification of what the other person is trying to say. Ask questions if necessary, never assume you understand. If you are receiving direction, make sure you understand the end goal. Confirm what you’ve heard by relating in your own words how you understood the conversation. It’s like a handshake. This will lower the anxiety level when both parties feel affirmed and on the same page.

• This is a big one. Train yourself to not emotionally engage or respond until you fully understand what is being said. Also, make sure you withhold judgment until all your questions have been answered.

• With customers, it is important to always strive to make them feel that you are on their side. You can do this by listening, building trust, lowering their anxiety. We all know this but it is a good reminder, make your customer happen and you will have a customer for life.

We mentioned communication as being a vital part in life. Without listening you cannot truly communicate. Of course we can get through life without being a good listener but if we want to be better than we were yesterday then we need to “Listen with the intent to understand, not the intent to reply”.

Amber Kossak is the CEO of Solid Start, manufacturer of True Brand Products. She has been in the automotive industry for almost 30 years and is serving on the AOCA board of directors. She can be contacted at kossak@solidstart.com. For more information please visit solidstart.com.

SHIFT PROTECTION AND FUEL ECONOMY INTO ULTRA HIGH GEAR.

VersaTrans ULV provides your customers with a MERCON-licensed ATF to service newer Ford Explorers, F-150s, Expeditions, and Mustangs.

One of the very few approved Ford MERCON ULV licensed products, VersaTrans® ULV ATF provides long service life and consistent smooth shifting in modern transmissions. VersaTrans ULV ATF is engineered to meet the needs of 2018 or newer Ford and GM vehicles with 9 and 10 speed transmissions where ULV uids are recommended. Designed to speci cally help increase fuel economy. Scan to learn more about VersaTrans ULV and its applications.

Phillips66Lubricants.com

BRETT

FRASER is the member programs specialist for the Automotive Oil Change Association (AOCA), the only trade group for the quick maintenance industry.

INFO @AOCA.COM OR 800.230.0702

Examining Supply Chains

Thinking in terms of a value chain

OUR ABILITY TO PROVIDE OUR SERVICES IS dependent upon a variety of factors within our supply chain. Each link in that chain is affected by each preceding link all the way back to the unpro cessed raw materials that eventually make their way to the end customer. Considering the supply chain is important in procurement practices, especially when a shortage near the beginning of the chain, will affect other items downstream. For an individual lube location, a complex understanding of supply chain logistics is likely not necessary but taking time to consider it through a value chain lens may help jump start the process of increasing profit margins.

Supply Chains: A supply chain is best explained through examples. An oversimplified supply chain is below:

1. Farmer orders a supply of seeds

2. A grocery store orders the vegetables that the farmer grew from those seeds

3. A customer buys the vegetables from the grocery store that came from the farmer who ordered the supply of seeds.

In this example, we see that each link in the chain is dependent upon the previous step and the customer would have never been able to get their vegetables if the farmer had not ordered the seeds. There are additional logistics that go into this, such as the complex network of raw materials a farmer must procure and use to grow those vegetables, like water and fertilizer. We are all likely familiar with this idea in some form or another.

What our analysis may be missing is the applica tion of relative value in that chain. In each tier of that chain, additional value is added, and thus, hypothet ically, the price to the end customer increases. With effective practices, you can create additional value that will translate to your customers. This is perfectly exemplified in a hypothetical coffee-shop example.

1. Supply Chain: Farmer grows coffee beans. The focus is on how to effectively grow beans at lowest cost.

A. Value Chain: Which type of bean is most valuable to your customer? Arabica?

i. This will help you to account for competition in the industry. If you source a more desirable product, your offerings will sell more.

2. Supply Chain: Farmer transports coffee bean to roaster. Focuses on most effective route, best storage practices for distribution, etc.

Value Chain: Does the product maintain better taste if it is stored at a specific tem perature translating to better taste and better customer value?

3. Supply Chain: Coffee shop receives roasted beans to prepare for their customers

Value Chain: What coffee drinks taste best? Are there different ways to sell the product like in a cup of coffee already made versus a bag of roasted beans for home grinding?

This example places supply chain against value chain. In practice, the focal points of these two concepts often overlap. For example, value preser vation should be considered as part of the supply chain logistics. However, looking through this lens, you can see that, whatever the size of your operation is, thinking in terms of value provided to your customer can improve operations. You may be a business that considers the value chain from the sourcing of the raw materials, or you may just be worried about increasing value in the final two or three stages of this chain.

These ideas are already implemented well in many locations in the way of a check-up list. As technicians go through the list of items with their customers that are included in a car’s basic check-up service, they are adding value. There are also opportunities for upselling at that point based on the maintenance needs. When techni cians take the raw material (oil), they add value to that product by removing the old oil and disposing of it. In the end, value is all perception. It is why we pay several dollars for a soda at the fast-food chain, when the cost to the chain is minimal. Having that drink with the meal adds value that would not be available if the same amount of soda were purchased from the grocery store. Bundled service packages, bundled product packages, Wifi in the lobby, etc. These are all value ads that may be worth considering.

API (50,

AUTEL (20) 855.288.3587

AutoCenter Sales

800.874.5793

BendPak, Inc.

855.223.2665

Chevron (2,

866.354.4476

FullSpeed Automotive

ISI Software (60) 800.922.3099

ITW (18) 800.989.8363

Jiff

Lube

346.325.9987

Kafko

800.528.0334

Lucas

Mighty

Milton

800.231.1525

Phillips

877.445.9198

RelaDyne

317.696.3009

Roth

888.266.7684

Royal

SEMA

800.313.2463

877.290.3950

Valvoline

859.357.7303

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Lenny Saucier has been serving the automotive aftermarket and its future leaders since 2000. He serves as the director of retail training for Fullspeed Automotive.

LSAUCIER @FULLSPEEDAUTOMOTIVE.COM

Why So Blue?

Change your expectations; change your chances at success

BLUE CARS ARE MORE COMMON THAN YOU THINK.

Sure, there are plenty of silver or black cars. Even the occasional red car. The blue car is very special, it is everywhere you were not looking until you started looking for it. And if you’re reading this before you go home and say that blue cars are everywhere, chances are you will see one. This is called the R.A.S., which is the cool and easy way of saying the Reticular Activating System. This R.A.S. is a great tool in your head that brings things that you want to focus on. It’s kind of like when you google about a new flat top grill and Facebook shows you an advertisement on Blackstone’s griddles.

While we already know that Facebook is spying on you to sell more ad space, it is a perfect example of how the R.A.S. works in your life. I practiced this on a drive from Dallas to New Orleans, where I purposely told myself that blue cars are everywhere. Low and behold, there they were, driving down the interstate—blue cars everywhere. There were plenty of other colors on the road, but that blue sure popped out at me.

When you take a look at your goals for the day, how you want to conquer your world and what you want out of the mission, it is important to bring these ideas mentally and verbally to the forefront. Just like you can’t search for things on the internet without actually typing (or saying something), you can’t bring things into your vision without sounding them out or writing them out. Lead your visions or leave things up to chance, the choice is yours.

What you think about is just as important as how you are thinking about it. In football the quarterback who looks for open receivers makes completions where the quarterback who looks to see if a receiver is covered gets sacked or throws an interception. A skier in the dusty slopes enters a wooded area and looks for snow, if the skier looks for trees, they meet the unforgiving bark of the spruce tree. If a golfer tries to avoid the sand trap, they be er grab the wedge, but if they try to hit the ball on the green, they are more likely to walk away smiling. These are perfect examples of the R.A.S. at work because you focused on what you

wanted versus what you don’t want. You see what you tell yourself to see.

Ok, practical terms for your career: I am a career trainer. My goal is to take someone who enters our industry (usually by desperation or chance) and train them on the delicacies of leadership, procedures, and relationship-building. These actions can be taken to any career so I am not looking to teach someone how to lead, but teach someone how to change. I enjoy it when someone gets it and thanks me, I enjoy it more when I get a random message from a past employee who thanks me for something I brought to their vision years ago and has now helped them in their new career.

I want to change people. Get in, discover their needs and assist with their goals (even if they didn’t realize they were not hi ing their goals). Tell yourself, “I am the change.” I mu er this to myself when I leave my house, when I walk into shops, and when I write content. Ensuring my mind is focused on change, I can see things that need changed. I can interject change and direct away from disaster because I am looking for ways to change.

I don’t say, “I hope no one screws up,” because I would be more focused on the screw up and bringing it to light than I would be focusing on opportunities to change, which most of the time prevents the screw up. I place all my vocal and physical input on the things I want and not on the things I don’t want. Think about how many times you have screamed the phrase, “You see? That is exactly what I thought would happen!”

Is it a li le weird to stand in front of the mirror and talk to yourself? Perhaps. Is it as bad as constantly allowing undesired media into your head that keeps you from focusing on things that you truly want in life? Nope! You are what you eat, garbage in garbage out. You can do anything you put your mind to.

All of these work around your ability to change your ways by changing your mind. Don’t believe me, jump in your car and tell yourself there are blue cars everywhere. When you see it, explore what else your mind will let you see when you want it to.