Modern Tire Dealer - November 2024

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HOW TO CAPTURE THE NEXT GENERATION OF CUSTOMERS

TOUGH LOVE FROM MR. TIRE

Photo: Sailun Tire Americas

By

IMike Manges

California inches toward rolling resistance mandate

PROPOSAL RAISES EVEN MORE QUESTIONS

f you’re a regular reader of this column, you might remember that I’ve listed, on several occasions, potential problems that the state of California’s proposed tire fuel efficiency mandate could create for dealers and consumers, as well as unnecessary burdens such a rule would place on tire manufacturers.

I also have mentioned how a fuel efficiency mandate could inspire other states to take up the same mantle. (You might recall that Washington attempted to implement similar legislation earlier this year, which thankfully went nowhere.)

As we near the end of 2024, I have an update that contains both good and bad news.

The good news is that the California Energy Commission (CEC) has stated that its rolling resistance coefficient standard won’t go into effect until Jan. 1, 2028. In other words, there’s still time for our industry to influence the CEC as the agency continues to collect feedback from stakeholders.

The bad news is two-fold. One, the CEC remains bound and determined to enact a rolling resistance mandate. Number two, there are still many unknowns about the impact such a directive would have.

The Tire Industry Association (TIA), which has been in talks with the CEC ever since the rolling resistance mandate idea was resurrected several years ago, also has serious concerns, which were recently relayed to me by Roy Littlefield IV, the association’s vice president of government affairs.

First and foremost, a mandate “is really going to impact retailers,” he said. “Not every tire is going to be on the (CEC’s) approved list. Dealers are going to be limited in what they can sell. This is a big concern.

“Existing inventory ... how is that going to be impacted? From what the CEC has told us, anything manufactured before 2028 is going to still be legal. They’ve made it clear that this regulation is not going to include used tires. A lot of consumers who can’t afford a new, lower-rolling resistance tire will just go to the used tire market, which is concerning in terms of (consumer) safety.

“And our biggest concern with all of this is the installation” of non-compliant tires. he explained. “Is it going to be legal for (dealers) to put (non-compliant) tires on vehicles? We don’t know yet. It hasn’t been clearly spelled out.

“And there will be requirements for retailers. They’re going to have to be able to inform consumers about what this program is and what their options are. You’re going to have to know what it all means.”

On that note, in a public notice filed a couple of months ago, the CEC stated that “tire dealers would be required to display conspicuous and accessible information through signage about the energy efficient tire rating system” that would be established.

Another concern — one that I’ve raised before — is that not all tire manufacturers will have the ability to meet the CEC’s mandated rolling resistance coefficient. (Again, think back to the early days of the SmartWay medium truck tire program, when only a few tiremakers had the wherewithal to design and build tires that qualified for SmartWay designation.)

“They’re going to let manufacturers self-certify,” said Littlefield, “so it will be interesting to see how that plays out, as well. You’re going to have manufacturers wanting to include their products” on the CEC’s approved list “and if they’re self-certifying, what is going to be the process of double-checking those products? Will the CEC retest those (tires) to make sure they’re compliant?” (If you heavem’t heard, the CEC is planning to develop an online database of low rolling resistance tires sold in California that will contain data supplied by tire manufacturers.)

In its recent public notice, the CEC also stated that “unless specifically excluded, all replacement tires sold in California will have to comply with the efficiency minimum performance standard, including original equipment tires that are sold as replacement tires,” which raises even more questions.

Once again, whether you are a tire dealer who operates in California or a tire dealer who does business elsewhere, I urge you to contact the CEC and make your voice heard.

I’m sure TIA will continue to press the commission to provide more answers, but all of us, as an industry, should express our concerns. What happens in California rarely stays in California, as history has shown. ■

If you have any questions or comments, please email me at mmanges@endeavorb2b.com.

“Not every tire is going to be on the (CEC’s) approved list,” says Roy Littlefield IV, vice president of government affairs for the Tire Industry Association. “Dealers are going to be limited in what they can sell. This is a big concern.”

Photo: MTD

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Tire dealers are working to close the books on 2024 with positive momentum so they can begin the new year on the right foot.

Photo: Gills Point S

New people, products and programs

Tire dealers and tire manufacturers are both making a big push to end the year strong and the fourth quarter has revealed some of the places where tiremakers are investing. And in the world of products, this spans everything from racing and consumer tires to new commercial truck tire lines.

1. Damon to replace Ferrari at Bridgestone

2. Wheel Pros brand owner Hoonigan declares bankruptcy

3. A non-negotiable wheel-off policy

4. Tireco builds momentum with new associate dealer program

5. Why Joe Tomarchio thinks private equity is good for independent tire dealers

6. Hoosier Racing unveils TrackAttack Pro summer tire

7. Continental announces fully owned U.S. D/C

8. Photos: Turbo unveils new TBR line

9. Growing and investing in Gills Point S

10. Dealers help Hurricane Helene victims

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Industry News

A steady hand

DEBRA HAMLIN IS READY TO GUIDE TIA

Debra Hamlin, who starts her yearlong term as president of the Tire Industry Association (TIA) this month, is a 27-year veteran of the tire industry, having spent most of her career with Bridgestone Americas Inc., where she currently serves as director of operations for the Bridgestone Commercial Dealer Network.

In this MTD exclusive, Hamlin discusses TIA’s priorities for 2025, her role within the association, benefits of TIA membership and more.

MTD: How will your position and experience at Bridgestone inform the direction you want the association to take during your term?

Hamlin: TIA already has a mission and a vision, focused on safety through the training resources we have and advocacy through government affairs, so I really feel that my role is to ensure that we, as a board, are aligned with that vision and mission and are prepared to move these forward as new issues arise in the industry.

MTD: From your perspective, what are some of the most pressing issues facing TIA and in particular, its tire dealer members?

Hamlin: Certainly, the consolidation of the industry has an impact, not only on dealers but also on TIA, in that we see the number of dealers getting smaller, as opposed to having all the different options out there. The economy has had a huge impact with inflation and the costs of goods and the price of services. And then I think the third thing is (employee) recruitment and retention. There continues to be a struggle to find and retain talent. Keeping the tire industry relevant and exciting is something that will be important for us to focus on as an association.

MTD: What efforts are underway to boost TIA membership among tire dealers, including larger ones?

Hamlin: Part of what the board does is we collaborate together with staff to encourage new members to join. We’re always evaluating the top dealers to make sure we’re educating (them) on the benefits of membership, (including) the support TIA will give in the event that they need it.

MTD: TIA’s training is considered to be the gold standard for our industry and your predecessors placed a lot of emphasis on continuing to develop TIA’s training programs. Can you bring us to up to speed on progress that’s been made over the last 12 months or so?

Hamlin: Over the last 12 months, we’ve (updated) and released ATS (Automotive Tire Service), we’ve translated Basic CTS (Commercial Tire Service) to Spanish — with an anticipated release prior to end of year — and we’re doing a complete update on Basic ETS (Earthmover Tire Service), with an anticipated release in 2025. There’s momentum to get bilingual offerings for our membership, as well as to refresh and renew the content we have.

MTD: What are some of the association’s other priorities?

Hamlin: We’ve launched little training blurbs, so continuing production of those to broaden their reach and scope (will be a priority). As we branch out our Electric Vehicle Advisory Council, it also ties in nicely with our environmental affairs committee. Right to Repair is certainly something that remains high on our priority list.

MTD: How is TIA’s Electric Vehicle Advisory Council progressing?

“TIA already has a mission and a vision,” says Debra Hamlin, new Tire Industry Association (TIA) president. “I really feel that my role is to ensure that we, as a board, are aligned with that vision and mission and are prepared to move these forward as new issues arise in the industry.”

Bridgestone Americas Inc.

Hamlin: The council remains strong and we plan on having another bringing together of members during the Global Tire Expo/SEMA Show to keep all of us informed. The council continues to retain a very strong cadence of meetings and putting together best practices that we can publish on our website to share with our dealers.

MTD: Why is it beneficial for dealers to get involved with TIA? What would you say to a tire dealer who might be thinking about joining the association?

Hamlin: Certainly, all the things we’ve talked about — the councils, the advocacy and the partnerships, including some of the recent activity around Truckers Against Trafficking. Our training is really best-inclass. Not every tire dealer has the ability to be (active with) government affairs or keep up to date on what’s happening with environmental issues. We also have a nextgen council. They’re all value-adds that can help TIA members and dealers.

TIA is such a valuable resource. Being a member can afford you the ability — at any time you’re struggling with an issue — to receive support.

As an association, we can promulgate change and bring about things that are beneficial for the industry as a whole and small dealers can get the same benefits as large dealers. — Mike Manges

Photo:

Bites

Williams talks tire tech

Rob Williams, president of Hankook Tire America Corp., discussed technological advancements in tires at the 43rd Tire Society conference, which was recently held in Akron, Ohio. Williams served as the event’s keynote speaker and told attendees that consumers are expecting technological advancements in the tires they buy.

Black’s gives to charity

Black’s Tire Service Inc. hosted its annual charity golf tournament on Sept. 19 to support the Boys & Girls Homes of North Carolina. The 2024 event raised $231,295.70. The 95-year-old tire dealership has been an active supporter of the organization for all 70 years of its existence.

Best-One’s Elliott retires

Rich Elliott, longtime president of Indy Tire Centers Inc. dba BestOne of Indy, retired in September. He had been part of the business for 29 years. Elliott will be succeeded by Bruce Piper.

TireHub opens center

TireHub LLC has opened its second regional distribution center, a 422,000-square-foot facility in the Dallas/Ft. Worth, Texas, market. The new distribution center will support 16 TireHub logistics centers throughout the central and southern United States.

VIP acquires store

VIP Tires & Service acquired Center Automotive in Needham, Mass., on Oct. 1. The store will be co-branded, retaining Center Automotive in its name for several years before switching to VIP branding.

API names leaders

American Pacific Industries Inc. (API) has named Barry Littrell its president and CEO and Geoff Doster its chief operating officer. Doster joins API with more than two decades of tire and automotive industry experience.

Tireco builds momentum with new associate dealer program

Tireco Inc. launched its first associate dealer program, Milestar Momentum, on Oct. 1, promising “a world of exclusive benefits” to participating distributors and dealers.

Milestar Momentum provides quarterly bonus incentives at four pay-out levels that Tireco officials say are on par with what tier-one and tier-two manufacturers offer; a wide array of distributor and dealer resources and support tools, including online training offered through the newly created Milestar Academy program; inclusion in Milestar’s online dealer locator; advanced performance tracking and more.

“This is a significant investment in our brand and to help our distributors create additional pullthrough by setting up small retailers across the country on the program,” says Andrew Hoit, president, brand division, Tireco Inc.

Inc.

“This is a significant investment in our brand and to help our distributors create additional pull-through by setting up small retailers across the country on the program,” Andrew Hoit, president, brand division, Tireco, told MTD.

“The tire industry, since COVID-19, has been on a roll with a surge in demand,” he said. “We felt that the time was right to make this investment.”

Mike Park, Tireco’s assistant director of marketing, told MTD that Tireco created Milestar Momentum “for several reasons,” including strengthening “our partnerships with our dealers” and helping them “tier-up from opening price point lines into a third tier or above, where (the) Milestar (brand) really fits.

“We want to create that value and accessibility and help our dealers be more profitable. An associate dealer program helps us achieve that.

“We looked at a lot of associate dealer programs from other brands and came up with a pay structure that puts us up where the tier-two brands are. This is really what sets our program apart.

“Another exciting thing is our (package of) dealer support tools,” noted Park, citing the company’s Milestar Academy, which also launched on Oct. 1, as an example. Milestar Academy “is where dealers and distributors can log in and get in-depth training to learn more about our products.

“We also have marketing assets and marketing information that we’re launching at the same time to help distributors and dealers really understand the Milestar brand and get engaged with the program. There’s tracking information that’s also available for distributors and dealers” via a platform “where they can log in and track their earnings and so forth.

“Once they are enrolled in the program and are approved,” Milestar Momentum members will receive access to “the Milestar Momentum kit, which will be sent to associated dealers to help them brand their stores with Milestar point-of-sale materials and literature. And associate dealers who are enrolled and approved will be added to our existing dealer locator at milestartires.com.”

Hoit told MTD that Tireco needed to put its minimum advertised pricing (MAP) program in place before it could launch an associate dealer program. “You need pricing integrity and discipline,” he noted.

“Mike (Park) and his team over the last year-and-a-half have done a great job of getting that pricing integrity out there with our MAP program. There aren’t too many tier-threes with a MAP or associate dealer program.”

The new Milestar Momentum program “gives (members) a step that we believe is just as compelling as a tier-one or tier-two associate dealer program,” he said.

Small tire dealers “are trying to compete with 800-pound gorillas that buy direct at the lowest possible price, so they need back-end incentives” and support. “This also gives them a flag to fly” and “helps them brand their shop so they can have a go-to flag brand.”

At the wholesale level, Hoit added that “all Milestar distributors will not necessarily be Momentum distributors. There are some requirements” that must be met to become a Milestar Momentum distributor. — Mike Manges

Photo: Tireco

A LONG WAY TOGETHER

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Bites Tire dealers help Hurricane Helene victims

Tire Discounters expands

Tire Discounters Inc. has opened a new location in Alpharetta, Ga. The store is the Cincinnati, Ohiobased company’s 36th location in Georgia.

Andy’s Tire buys Cantrek

Andy’s Tire Group in New Brunswick has acquired Cantrek Tire & Supply, a wholesaler based in Prince Edward Island. Andy’s Tire Group operates 35 retail and commercial outlets and two commercial retreading plants.

Tire Pros dealers meet

Tire Pros retailers recently met for their annual conference hosted by American Tire Distributors Inc. The franchise program is adding resources to Tire Pros University to alleviate pain from the labor shortage. The group also introduced an integrated website and point-ofsale system.

WTD signs boxing champ

Wholesale Tire Distributors’ Arroyo brand has partnered with champion boxer Leo Santa Cruz. A car enthusiast, he will represent Arroyo as its boxing ambassador.

Nokian opens plant

Nokian Tyres plc recently marked the grand opening of its passenger car tire factory in Oradea, Romania. The opening marks the completion of a two-year-long project.

Touchette partners

Quebec-based Groupe Touchette has formed a partnership with commercial tire distributor Pneus Belisle. Groupe Touchette says the majority investment strengthens its national presence and offers new opportunities to grow.

BKT names OEM leader

BKT has named 30-year off-highway tire industry veteran Ludovic Revel as its president, global OEM. In his new role, Revel will help expand BKT’s OE business.

Tire dealers in North Carolina reacted quickly to the aftermath of Hurricane Helene, while helping their customers.

Among the tire dealerships on the front lines was Black’s Tire Service Inc., based in Whiteville, N.C. The company transformed into “Operation Make-A-Difference mode” for its locations, vendors and communities affected by the flooding and devastation of Hurricane Helene, which struck at the end of September, according to Rick Benton, who directs BTS Tire & Wheel Distributors, the dealership’s wholesale business.

All Black’s Tire Service stores, the company’s BTS Tire and Wheel distribution centers and their wholesale customers collected items and donations for people in western North Carolina who were affected by Hurricane Helene.

Black’s Tire asked for bottled water, sports drinks, non-perishable foods, baby supplies, toiletries, batteries, pet food and other items that were shipped to impacted communities from the dealership’s headquarters.

Benton told MTD that his company always helps when devastating weather events happen, but has “never been hit this bad.”

According to Benton, a lot of the dealership’s retail stores and BTS locations were hit on Sept. 27 by heavy winds and rains, but power was quickly restored to all locations. “Our stores and our D/Cs are very, very fortunate, but we have customers, vendor partners and just community members that were hit so hard,” he said.

“Our dealers are family to us and usually our motto is ‘Families Doing Business with Families.’ Now, with the hurricane disaster, it’s ‘Families Helping Families.’”

Another dealership affected by the hurricane was McCarthy Tire Service Co. Inc., which is headquartered in Wilkes-Barre, Pa., but has four stores in the impacted area.

John McCarthy Jr., the dealership’s president, says the company’s Asheville, N.C., location got hit the worst. Locations in Hickory, N.C., Spartanburg, S.C., and Easley, S.C., were affected, as well, but not as badly, he says. At press time, McCarthy said the Asheville location was doing OK, but its employees were still struggling.

“We have a few (who are) living at our location because their homes were destroyed. We set up a GoFundMe page” with the goal of raising enough money to purchase and deliver a trailer-full of supplies to families in need.

The company also sent an email to all of its customers in the Asheville area that stated:

“We are deeply saddened by the devastating impact Hurricane Helene has had on the community of Asheville, N.C. and the surrounding areas.

“Our hearts go out to all those affected by this natural disaster. We know that many of you are facing significant challenges and we want to assure you that our thoughts and prayers are with you.

“As a local business, we are committed to supporting our community during this difficult time.

“We are grateful for the resilience and strength of the Asheville community and the affected neighboring communities. Together we will overcome this challenge.”

— Madison Gehring

Black’s Tire Service is among the tire dealerships that collected and delivered donations to provide help for those affected by Hurricane Helene.

Photo: Black’s Tire Service Inc.

Bites Damon replaces Ferrari at Bridgestone

BendPak is building

BendPak Inc. has broken ground on a new industrial complex in Mobile County, Alabama. The site will be home to light manufacturing and assembly, product development and testing, plus distribution, marketing and sales support.

Radar lends support

Omni United (S) Pte. Ltd.’s Radar brand has partnered with the Breast Cancer Research Foundation to raise awareness and funding for breast cancer research.

Hankook offers rebate

Hankook Tire America Corp. has announced its fall savings rebate that continues through Nov. 30. Consumers who purchase at least four tires from eligible Hankook iON, Hankook Dynapro and Laufenn lines will qualify for up to $120 in savings.

AASP dissolves

The Alliance of Automotive Service Providers has announced its dissolution at the end of next month. However, its seven affiliate groups will continue their work and will receive remaining assets from the national organization.

Bridgestone renews

Bridgestone Americas Inc. and Penske Entertainment have renewed their partnership with IndyCar for five more years, with Firestone remaining the exclusive tire brand for the series.

AACF elects Chalifoux

The Automotive Aftermarket Charitable Foundation has named John Chalifoux to its board of trustees.

Eddie Tuck Jr. has died

Ed “Eddie” Tuck Jr., a founder of T&T Tire in Tacoma, Wash. (dba T&T Tire Point S), died on Sept. 1 at 86. T&T Tire dates back to 1955, when Tuck was just 18 years old. The dealership is currently operated by his son, Ed Tuck III.

Scott Damon has replaced Paolo Ferrari as CEO, Bridgestone West; group president, Bridgestone Americas Inc.; and Bridgestone’s global chief digital transformation officer.

The move was effective on Nov. 1, with Ferrari transitioning out of his executive roles. He will remain an advisor to the company through the end of 2024.

Damon moves up from serving as a vice president and senior officer of Bridgestone Corp. and group president, Bridgestone West Mobility Solutions. He also is a member of the Bridgestone Americas (BSAM) Board.

Bridgestone officials say that Ferrari “has been a visionary leader who has been deeply involved in shaping and executing our strategy for the future and whose inspiring leadership has been deeply appreciated by teammates across the West.”

of Bridgestone West, group president of Bridgestone Americas Inc.; and global chief digital transformation officer.

“On behalf of the Bridgestone Global leadership team and our teammates worldwide, I want to share our sincere gratitude to Paolo for his leadership and contributions to Bridgestone globally and in the West, as he has been a key member of the global executive committee of Bridgestone Corp. for several years,” says Bridgestone Global CEO Shuichi Ishibashi. “We wish him the greatest success in the future.”

Ferrari has served as president, CEO and chief operating officer of Bridgestone Americas since January 2020.

“I have worked with Scott for many years and have been continuously impressed with the depth and breadth of his knowledge of industries, products and operations,” Ishibashi continues.

“His expertise and experience in our industry, particularly in the commercial solutions, and understanding of customer pain points that leads to customer success will be instrumental in our next stage.

“I am 100% supportive of Scott and confident that he is the right leader who will fully turn around BSAM and the West business, overcoming its current challenges. Scott also has a proven track record of developing exceptional talent and teams that will support our further value creation as Global Bridgestone.”

Yokohama TWS names new president

Yokohama TWS has appointed Elio Bartoli its new president, effec tive Dec. 1. He replaces Paolo Pompei, who is leaving the company. “Elio Bartoli brings a strong display of leadership experience, including the last 12 years in various strategic roles at Yokohama TWS,” say Yokohama TWS officials. “His tenure has included positions such as commercial leader of industrial tires and most recently, president of the EMEA Region and global OE leader.

“In these roles, he consistently demonstrated outstanding leadership across both commercial and operational functions, driving significant growth and delivering exceptional business results.

“Elio’s deep expertise spans the entire supply chain, commercial strategy, and customer relations.

“His people-centric leadership style, coupled with his strong track record of fostering collaboration and innovation, makes him the ideal choice to lead Yokohama TWS into the next phase of its evolution.

moved up to the president’s office at Yokohama TWS after 12 years with the company.

Pompei will become the new president and CEO of Nokian Tyres plc on Jan. 1, 2025, “at the latest,” Nokian officials announced several months ago. He will replace Jukka Moisio at Nokian. ■

Scott Damon has been promoted to CEO

Photo: Bridgestone Americas Inc.

Elio Bartoli has

Photo: Yokohama TWS

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Numbers ThatCount

Relevant statistics from an industry in constant motion

4

Number of tiremakers building or expanding manufacturing sites in Mexico

Source: MTD

Yokohama Tire Corp.

133 MILLION

Repair orders dealerships wrote in the rst half of 2024

Source: National Automobile Dealers Association (NADA)

Rice Tire Co.

337.4 MILLION

12

Dealers on the 2024 MTD Top 25 Commercial Tire Dealer list with 10 or more commercial-only locations

Predicted U.S. tire shipments in 2024

Source: U.S. Tire Manufacturers Association (USTMA)

Photo: MTD

15.8 MILLION

Source: MTD Top 25 Commercial Tire Dealer list

McCarthy Tire Service Co. Inc.

Estimated number of truck tire retreads produced in the U.S. in 2023

Source: 2024 MTD Facts Issue

MTD

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Your Marketplace

John Healy By

RSellout improves as temperatures fall THERE ARE POSITIVE SIGNS FOR TIRE DEALERS

etail sellout bounced back in September, with dealers reporting sellout trends that were up slightly — in the low single digits — in September. The 1.5% increase year-over-year is an improvement compared to the 2.7% decline from August. Trends were flat to up slightly during the second quarter.

In September, the regional winners were the Midwest and Southeast, which both saw positive volumes. Other regions reported flat or negative volume trends, with the Southwest showing the weakest numbers, a decline of 3.8% year-over-year.

This clarifies our picture that summer trends were muted and shows that fall appears to have started off on the right foot, with the turn of the season putting weather and tire replacement higher on the consumer’s metaphorical to-do list. We know that October has a softer comparison, as October 2023 sellout was down 1.9%. That gives us hope that October 2024 volumes, when tallied, will be at least flat or even slightly positive.

Given the volatility of the environment right now, with inflation and other macroeconomic factors, we’re curious about the health of and demand for automobile travel. Miles driven in September were up low single digits following a decline during the second quarter. Our Miles Driven Momentum Index recorded a 0.3% year-over-year increase in September, and that follows a 1.1% increase in August. These numbers continue the trend with miles driven

staying ahead of pre-pandemic trends. We continue to expect to see flat-to-slightlyelevated trends for the months ahead.

SIGNS OF FALL

Dealer commentary suggests consumer demand for passenger and light truck tires in the replacement market was positive on a net basis in September, compared to the prior year. We note a net 34% of our independent tire dealer contacts saw positive demand trends in September, a sequential improvement from a net negative 14% demand trend in August. Consumer deferment and trade-down have been consistent themes over the past several months. Dealers believe we may have seen that begin to soften as consumers started to think about winter weather. That being said, we still see consumers trading down into tier-two and tier-three tires, yet there’s been a turn in the rate of replacement. On the negative side, dealers continue to see less demand for premium, tier-one tire brands.

STRENGTH IN TIER-THREE

Looking at the mix of best and worst performers, our recent talks with tire dealers indicate tier-two and tier-three brands remain the most sought-out by consumers during the month of September. That marks two straight months of these tires tying for the top of our rankings and it’s the fourth straight month that tier-three tire brands are the most in-demand seg-

‘Consumer deferment and trade-down have been consistent themes over the past several months.’

ment in the industry. Tier-two tires are regularly atop our survey results, but as tier-three products continue to hold at least a share of the top of the demand charts, we believe consumers are continuing to make concessions and opting for lower performance, better value tires. That trend held for tire dealers in September. We do see volatility in these tier rankings, but overall, we still expect tier-two tire brands to be the most in-demand, long-term, as they offer a balance of cost and performance.

RISING INPUT COSTS

Another thing holding steady at this point in 2024 is the overall increase in the price of the raw materials needed to build a basic replacement tire. The average price of inputs grew almost 10% during the second quarter and prices are off to a fast start in the third quarter, as well, with an 11.9% year-over-year increase. If the hikes of this season were to hold for the remainder of 2024, input costs would rise 10% this quarter when compared to year-ago figures.

Among the issues is that there are pressures on the supply of natural rubber from Southeast Asia, while synthetic rubber costs are also on the rise and up double digits so far in 2024. ■

John Healy is a managing director and research analyst with Northcoast Research Holdings LLC, based in Cleveland, Ohio. Healy covers a variety of subsectors of the automotive industry. If you would like to participate in the monthly dealer discussions, contact him at john.healy@ northcoastresearch.com.

PREMIUM WINTER TIRE PERFORMANCE AT THE RIGHT PRICE

ROADX RXFROST FX11 IS DESIGNED TO SELL

Tire dealers looking to plug a cutting-edge, high-margin, dedicated winter tire into their product line-up have an exciting new option in the RoadX RXFrost FX11, exclusively from Sailun Tire USA.

Available now in 41 popular sizes with 19 more sizes available to order in the first quarter of 2025 for the 2025 winter season, the RoadX RXFrost FX11 is engineered to deliver maximum winter tire performance for owners of sedans, coupes, pickup trucks and even electric vehicles.

The directional, studdable RoadX RXFrost FX11’s advanced siping system substantially enhances the tire’s braking power, while a completely unique, proprietary, winter-tuned compound ensures it will consistently deliver the grip, traction and safety that consumers demand.

Specially designed lateral grooves channel away water and slush from the tire for optimal driving confidence, while other built-in features guarantee maximum driver comfort, help minimize road noise and enhance overall longevity and tread life.

The RoadX RXFrost FX11 is manufactured at Sailun’s state-ofthe-art plant in Vietnam, guaranteeing dependable supply of a tire infused with premium-tier technology that reliably and consistently delivers the performance and security that dealers and customers alike have come to expect from the RoadX brand.

And the tire is priced in a way that allows dealers to build large margins. “We understand the segment that RoadX plays in,” says Bishop. “We understand that customers buy RoadX tires because of their quality, performance and price. The quality of the RoadX RXFrost FX11 is such that dealers can price it up, if they like, but also can use it as a low-price leader. Some of our dealers have priced the RoadX RXFrost FX11 as a tier-two tire and are making a great profit on it.” Bishop adds that RoadX offers exclusive territories to RoadX dealers so they can market the tire as their own, unimpeded by direct competition. “We don’t stack RoadX dealers on top of each other.”

An ultra-contemporary sidewall design also adds to the RoadX RXFrost FX11’s appeal, providing a visually stunning, fashionable addition to the aesthetics of any vehicle. “It’s a very attractive tire, when you look at the sidewall,” says Scott Bishop, vice president, independent channel sales, Sailun Tire USA (STU). “Some winter tires have old-looking sidewalls. This tire looks current.”

The tire’s tread design is new to the RoadX line, but not new to the market, having been tested extensively in both lab and real-world conditions to ensure the RoadX RXFrost FX11 performs optimally on all winter surfaces, from snow, ice and slush-covered roads to cold, unyielding pavement, according to Bishop, who adds that Sailun Tire USA is a proven winter tire technology expert.

Dealers who sell the RoadX RXFrost FX11 also will benefit from Sailun Tire USA’s world-class infrastructure and customer support capabilities, including international shipment tracking and direct access to company executives. “From order to delivery, RoadX is one of the most robust programs in our industry. We want to make sure our customers are happy and satisfied at all times.

“We fully understand what tire dealers need to be profitable — not only in terms of having easy access to a world-class product positioned at the right price point, but also ensuring premium service,” says Bishop.

“There are still areas of the country where winter tires are the best option and the RoadX RXFrost FX11 gives tire dealers a highly profitable, easily marketable, top-performing product to reach customers who prefer the safety, security and dependability of a dedicated winter tire — backed by a market and technology leader like STU.” ■

Photos: Sailun Tire USA

“The quality of the RoadX RXFrost FX11 is such that dealers can price it up, if they like, but also can use it as a low-price leader,” says Scott Bishop, vice president, independent channel sales, Sailun Tire USA.

The directional, studdable RoadX RXFrost FX11’s advanced siping system substantially enhances the tire’s braking power, while a proprietary, winter-tuned compound ensures it will consistently deliver the grip, traction and safety that consumers demand.

Available now in 41 popular sizes, the RoadX RXFrost FX11 is engineered to deliver maximum winter tire performance for owners of sedans, coupes, pickup trucks and even electric vehicles.

ON THE RISE

THESE EMERGING LEADERS ARE BUILDING THE INDUSTRY’S FUTURE

By Joy Kopcha and Madison Gehring

Of the 31 honorees who are On the Rise in 2024, three descriptors rose to the top of the most-often used words to represent one of the young people we’re highlighting:

LOYAL. PASSIONATE. RESOURCEFUL.

But there were others. These young leaders are also motivated, trustworthy and helpful. They’re honest, consistent and ambitious. Yes, some are stubborn, hardheaded and even a little wild. They’re funny and quirky — and have some moxie.

THEY SOUND LIKE JUST WHAT WE NEED.

Lucky for us, they’re already here, working in all corners of the industry. For the ninth year, Modern Tire Dealer is thrilled to introduce you to some of the enthusiastic young people who are helping tire dealers and the entire industry forge ahead. Enjoy this glimpse of these promising leaders of tomorrow. You can find their full profiles at www.moderntiredealer.com/ontherise.

EVAN WOOD Tire Discounters Inc. Director of operations

Cincinnati, Ohio | Age: 24

Who has had the biggest in uence on your career?

My dad and grandpa have always been a big in uence on how I approach all jobs. A lot of people worked with my grandpa before he passed and most everyone worked with my dad. I’m always hearing stories about both of them and they’re always good role models for me to reach towards in my career. If I’m compared to either of them, good or bad, my day is made.

What was your rst job in the industry? Tire tech at our rst store.

What is your biggest accomplishment in the industry?

Back when I was a tire tech, installing a 35-inch mud tire and it zeroing out on the balance machine with no needed weight. The whole store stopped to crowd the balancer to see that it really didn’t need any weight.

Tell us about your current job and responsibilities. How do you spend your workday?

My main focus right now has been facilities. Learning the intricacies of our operations from the lens of facilities has been great for me to fully understand what goes on in our stores, o ces and warehouses. Lots of very talented and experienced people in our organization are involved in operations and I’m blessed to work alongside them. I’ve also been working with our director of mobile services to help spin up our mobile program. We’ve been focusing on starting mobile in Cincinnati, since that is our home base. We’ve been able to assist a lot of local eet accounts with our mobile service and we’re looking forward to launch into residential here soon.

If you could wake up tomorrow with one new skill, what would you choose? Patience. We work on a lot of important tasks and want to see the fruits of our labor as soon as possible. ●

Tell us about your family. I don’t know that there is much to say that you don’t know already. My mother was just awarded MTD’s Tire Dealer of the Year, so a lot about has already been published. I have been married for four years to my wife, Chelsea, and have a beautiful two-year-old daughter, Eleanor.

CHARLIE BARRON

Chabill’s Tire and Auto Service

Vice president of technology

Morgan City, La. | Age: 28

What was your rst job in the industry?

My rst job was working for Chabill’s in our distribution center/warehouse, where I would unload containers of tires and organize inventory. In the hot summers in south Louisiana, I can’t say that I really enjoyed that job while I had it.

What is the biggest challenge you have faced in your career?

Leaving the company and industry when I didn’t necessarily want to. During COVID-19, when the future was really uncertain, I had just graduated college in May 2020 and my mother encouraged me to walk a di erent path. I understood where she was coming from, but at the time it wasn’t what I wanted to do. Ultimately, I came back a year later once we got through the thick of things, but it was tough at the time to consider doing anything else other than working for the family company.

What’s been the biggest surprise of your current job?

How much work truly goes into running a company behind the scenes. ere are so many things that we at Chabill’s do outside of just providing services to our customers. So much of my job is making the job of the people in our stores easier. Without these worries on their hands, they can do what they do best and take care of our customers and all the things that pertain to that on a store level.

If you could switch careers tomorrow, what would you want to do, and why? Professional food traveler. ere is no career that I want to be in other than the one I am in now, so the only thing I would want to do professionally is travel the world and eat. I love traveling, I love food and if I could be paid to do that, I am not sure I can nd any downside to that career.

If you could wake up tomorrow with one new skill, what would you choose? e ability to accomplish the task at hand the rst time, every time. ●

HARIS NADEEM

USA Wheel & Tire Outlet Inc. CEO

Mesquite, Texas | Age: 24

What attracted you to the industry? I was blessed to be born in the industry. My father started USA Wheel & Tire Outlet Inc. in 1996, four years before I was born. What I love about the industry is the chance to build long-lasting relationships with people from so many di erent backgrounds. In the wholesale business, you tend to talk to the same people almost every day, whether it be your vendors or your customers, so relationships mean a lot.

What was your rst job in the industry? I would unload containers of tires, stack them and move them to their locations around our warehouse.

YO U R B E S T M OV E

On the Rise

What is the biggest challenge you have faced in your career?

I think I currently am facing my biggest challenge, which is transitioning into our new D/C, while hiring new team members, while implementing a new warehouse management system, changing b2b websites, plus 100-plus more things that come with moving tire warehouses.

If you could wake up tomorrow with one new skill, what would you choose? Developing leaders.

In a single word, how would your friends describe you? Stubborn!

What’s been the biggest surprise of your current job?

The amount of responsibility and stress that comes with being a leader.

How do you unwind after a stressful day? Hit the gym and pray. That’s a really big part of my day, every day. After that I go home, find a good show/movie and continue working on my laptop and communicating with overseas vendors.

What do you expect to be doing 20 years from now?

Twenty years from now, hopefully I’ll be training my kids on how to sell tires! l

ENRIQUE HERNANDEZ

Tire Group International LLC

Chief operating officer Miami, Fla. | Age: 37

What is the biggest challenge you have faced in your career?

When I first started at Tire Group, I was struggling financially and needed to help my family at home. I remember coming to work every day on a mission to show my worth and it was a period of a few years in

my career where I truly felt like it was sink or swim. Later on, I would realize that it was great for me and it was the birth of my new mentality to never stop challenging myself. If growth is the objective, then there will be no shortage of difficult moments.

Tell us about your current job and responsibilities. How do you spend your workday?

My current job consists of overseeing company-wide operations and making sure we hit on long-term and short-term initiatives. Depending on the day, I will meet with my team and different department heads to review ways to improve their business process or find better ways to service our customers.

What’s been the biggest surprise of your current job?

All of the different contracts and agreements! I have read and reviewed so many different types of agreements with our legal team that I think I could pass for a lawyer.

In a single word, how would your friends describe you?

Funny. I tend to be a jokester and really try to get a few laughs.

Tell us about your family.

I am married to an amazing, smart and strong woman who is also doing great things in her career. Together, we have a one-year old son who is an absolute blessing in our lives and a goldendoodle named Rosso, who is like another kid in the house.

Who has had the biggest influence on your career?

I am fortunate to have a long list of amazing mentors. I will start the list with my mom and dad. They set the foundation for me. Next on this list is Joaquin and Tony Gonzalez, current owners of Tire Group. They are the ones who hired me and gave me my first shot.

What goal did you set for yourself this year? Are you on track to reach it?

My goal this year was to survive the first year of parenthood and balance work and life. So far, so good. l

Yokohama Tire Corp.

Brand manager

Irvine, Calif. | Age: 36

What attracted you to the industry?

I am a huge Chelsea Football Club fan and Yokohama had just signed their five-year shirt sponsorship contract, so I thought it would be an amazing opportunity. I had some experience with IndyCar, so I was familiar with the automotive industry and thought this job could be an interesting switch from what I was doing at the time.

What is your biggest accomplishment in the industry?

I was really proud to receive the Service Excellence Award at Yokohama’s 2024 National Sales Meeting. This award means so much to me because winners of this award are selected by our peers and it means that other employees appreciate the hard work I do for them and our company.

If you could wake up tomorrow with one new skill, what would you choose? Cooking. I enjoy cooking and do enough to get by, but I wish I could be excellent!

What’s the biggest issue facing the tire industry?

I think the biggest issue facing the tire industry is a shortage of tradesmen and tradeswomen. Right now, there are not enough applicants to fill the gap that will be left when this current round of employees retires. The auto technician shortage is something that will directly affect the tire industry specifically, but we all need to support and elevate the trades to encourage people entering those fields to keep our country running.

How do you unwind after a stressful day? I like to work out every day. If possible, during the summer it’s great to get a few holes of golf in after a stressful workday. l

MELISSA AGUIRRE

LINE

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On the Rise

BRYAN ROBBINS S&S Tire

Executive director of marketing Lexington, Ky. | Age: 32

What was your first job in the industry?

My first job in the tire industry was as a product design engineer for Cooper Tire and Rubber Co. I designed tread patterns, sidewalls and tire profiles to maximize performance, while meeting the visual design standards of the product marketing team.

What is the biggest challenge you have faced in your career?

One of the most significant challenges I’ve faced so far in my career was transitioning from a senior account executive at Cooper Tire to the executive director of marketing with S&S Tire. Navigating the complexities of the wholesale business while transitioning from sales to marketing presented a distinct challenge. Additionally, while at Cooper I was only focused on selling three brands in the passenger and light truck segment. In my current role with S&S Tire, my focus has broadened to include dozens of brands across multiple product segments. Thankfully, we’ve got a great team here at S&S that helped me get up to speed quickly and is constantly looking forward to prepare for what’s next.

Tell us about your current job and responsibilities. How do you spend your workday?

My current role requires I wear a lot of different hats. Day to day, I manage a cross functional team to ensure we have the right balance of pricing, programing and inventory to help our sales team be successful. My number one priority is to maximize profitability while balancing unit volume sellout requirements and maintaining competitiveness in the market. The engineering side of me really loves digging into data and finding opportunities that are going to push us forward as a company.

What’s been the biggest surprise of your current job?

The continuously changing competitive landscape. There is no one-size-fits all solution in what we do. We have different competitors across all of our markets, so we are constantly monitoring our performance and getting feedback from our customers to continue to offer the best service possible.

When you were a kid, what did you want to be when you grew up?

I wanted to be a lot of different things growing up, including being a race car driver. But one other profession I wanted to be when I grew up was a firefighter. My grandpa was a fire chief and my dad was a volunteer firefighter. l

Gills Point S Tire & Auto Service Marketing manager Helena, Mont. | Age: 38

What attracted you to the industry?

I have always felt the most comfortable working around people who are down to earth and hardworking. This industry is filled with these types of people, so from day one, I always felt like I belonged with the people I have worked with. I was drawn to the industry because I knew that I would be working with people that would not only challenge me, but support me in all my crazy ideas.

In a single word, how would your friends describe you? Moxie.

What is the biggest challenge you have faced in your career?

I have faced a ton of challenges over the years, but the biggest one I would have to say is figuring out how to market what we do at Point S in a fun and engaging

way. The industry can tend to be very vanilla when it comes to marketing, so finding new and engaging ways to market what we do is a constant challenge. I have even gone so far as to make some of the mechanics in Helena wear tutus in an ad for their sponsorship of a production of The Nutcracker. It is a challenge sometimes getting people on-board for my wild ideas, but I accept that challenge and will keep pushing the envelope.

If you could wake up tomorrow with one new skill, what would you choose? This may sound weird, but I would love to learn how to process meat in a butcher shop. I think it is so important for people to know where their food is coming from and having this skill would provide insight into something that I think most people don’t even give a second thought.

What’s been the biggest surprise of your current job?

The people! The people that I work with keep me on my toes, constantly push me and are so amazing to be around. l

SETH MURPHREE

TravelCenters of America

Truck service risk specialist

Anderson, S.C. | Age: 36

What attracted you to the industry?

I didn’t initially plan on joining the tire industry. I was working in construction when job opportunities started to dwindle, so I took a job at the truck stop to make ends meet. What started as a temporary solution quickly turned into a passion.

Tell us about your current job and responsibilities. How do you spend your workday?

I currently work as a truck service risk specialist, where my primary focus is on risk assessment, incident root cause

VANESSA LARSON

On the Rise

analysis and strengthening policies and procedures. A significant part of my day is spent partnering with the operations team to assess potential risks and recommend proactive solutions for reducing those risks in our shops.

What is the biggest challenge you have faced in your career?

The biggest challenge I’ve faced in my career is learning patience. As someone who loves to fix things quickly, I’ve had to learn the importance of slowing down and seeing the bigger picture.

What is your biggest accomplishment in the industry?

One of my proudest accomplishments in the industry is training and mentoring others. I take great pride in sharing my mistakes so others can learn to do things correctly the first time. Unfortunately, safety in the tire industry is often overlooked. I am deeply committed to proactively improving training and safety culture and I truly believe that my efforts have made a significant impact, potentially saving lives.

If you could switch careers tomorrow, what would you do, and why?

I’d become a submariner. My grandfather served in the Navy for 30 years, spending a decade on diesel submarines. He didn’t share many stories, (they call it the Silent Service for a reason,) but the ones he did tell were fascinating and taught me a lot about teamwork and shared responsibility.

Tell us about your family.

I have two daughters, ages 13 and 11, and two sons, ages nine and (almost) one, with another daughter on the way, due in January. My partner, Kenzie, and I’s lives are busy with sports. Volleyball, basketball and baseball are our staples. We also make it a point to have family time on weekends, playing card and board games with a strict “no devices” rule.

In a single word, how would your friends describe you?

Passionate. l

MATT DUNN Atturo Tire Corp.

Logistics specialist Montgomery, Ill. | Age: 28

Tell us about your current job and responsibilities. How do you spend your workday?

I handle imports, exports and domestic freight. I spend each day ensuring our tires are produced and shipped on time to the correct destinations.

What was your first job in the industry? Freight broker. I partnered with carriers and ran dedicated freight for a tire company.

What is the biggest challenge you have faced in your career?

Speaking from a logistics perspective, the biggest challenges arise from the volatile market, geopolitical factors, climate and strikes. Each issue holds its own weight and you must source a solution by all means possible.

What’s been the biggest surprise of your current job?

The biggest surprise thus far is the (recent) Baltimore bridge collapse. Usually, we have speculation before market interruptions, but the bridge collapse caught everyone off guard.

If you could wake up tomorrow with one new skill, what would you choose? Ability to golf par.

When you were a kid, what did you want to be when you grew up? NBA player or dentist.

What do you expect to be doing 20 years from now?

Going to my kids’ sporting events after a day of work at Atturo Tires in a higher position. l

ALAN DRUNGELL

McCarthy Tire Service Co. Inc.

Regional sales manager

Macungie, Pa. | Age: 34

Who has had the biggest influence on your career?

My father and my uncle, both of whom have built success from sales and operations backgrounds. I look to them for mentorship and advice on how to take my knowledge and expertise to the next level constantly.

What’s been the biggest surprise of your current job?

How quickly the job has expanded in just two years. My team started with 14 sales reps and now has grown to 20. I started with eight stores and have increased to 11. Our company continues to grow at a fast rate and I have jumped right in for the ride.

Tell us about your family.

I am happily married to my wife, Amanda of seven years and we have two beautiful children, Isaac, four, and Isabel, two. I not only want to bring value to the company I work for, but all of what I put in each day is to build the legacy for my family and be an example to my children of what working hard will get you in life.

When you were a kid, what did you want to be when you grew up?

I wanted to be an accountant, as I love numbers. I learned as I went on that sales was more my style, since it was a numbers game, but allowed me to be in front of people and develop relationships. In my opinion, it’s the best job out there.

What goal did you set for yourself this year? Are you on track to reach it?

Hit our sales goals we put forth for 2024. We have obtained 99% of our goal. Considering the interesting year it’s been, I am happy with that. We still have the fourth quarter to hit a home run! l

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On the Rise

CODY BENTON

Black’s Tire Service Inc.

Retail management and business analytics

Lake Waccamaw, N.C. | Age: 24

What was your first job in the industry?

This job with BTS was my first job out of college! I have been fortunate to step into my family’s tire business and help grow it as part of the third generation.

What is the biggest challenge you have faced in your career?

One of the biggest challenges I faced starting out of college has been transitioning into the real-world dynamics of the industry. Quickly adapting to the demands of the workplace, managing expectations and taking on responsibilities that I hadn’t had to deal with in school are some challenges that I have been focusing on so far.

Tell us about your current job and responsibilities. How do you spend your workday?

Since starting with my family business, I have been on a training program working in various markets across the Carolinas, which consists of visiting and working in retail and commercial stores, learning the demands of the industry. I’m also working in different departments in the family business learning and (am) trying to figure out ways to make jobs easier and more efficient.

If you could wake up tomorrow with one new skill, what would you choose? If I could wake up tomorrow with one skill, I would choose advanced knowledge in artificial intelligence (AI). Mastering AI could empower me to leverage its potential across various applications, from optimizing retail operations to automating and making jobs more efficient. This skill would put us over the top, but also enable us to drive meaningful change and efficiency in daily operations.

When you were a kid, what did you want to be when you grew up? Growing up, I wanted to be a Major League Baseball player. I grew up playing baseball and ended up playing five years of college baseball. l

DUSTIN LANCY

Goodyear Tire and Rubber Co.

Senior commercial product marketing manager Silver Lake, Ohio | Age: 37

Tell us about your current job and responsibilities. How do you spend your workday?

I lead a team who helps develop the strategy for our current and future Goodyear product portfolio. This would include new tires, retreads and premium technologies. I also have begun to learn about all other functions of the business to help make the best decisions for the company.

What is your biggest accomplishment in the industry?

Participating in a global Goodyear strategic initiatives team focused on future innovative products and solutions to advance technology in various commercial applications, including last-mile delivery, electric and autonomous vehicles.

If you could switch careers tomorrow, what would you want to do, and why?

I would do something in the fishing industry. I truly enjoy all types of fishing, especially ice fishing, and spending time outdoors. I believe you should have a passion for what you do and this is my favorite activity.

What goal did you set for yourself this year? Are you on track to reach it?

This year, I wanted to focus on my own personal development and the development of one of my direct reports by learning about other important functions in

our organization, such as manufacturing and supply chain. Since making this goal, (both of us) have visited various Goodyear manufacturing facilities to help us develop the most effective product portfolio.

When you were a kid, what did you want to be when you grew up?

I wanted to be a meteorologist because I loved the weather. l

BRADLEY SCHEFFERSTEIN

Chabill’s Tire & Auto Service Store manager Thibodaux, La. | Age: 30

What was your first job in the industry?

I started in our warehouse when I was 16. There I would load/unload trucks and pick up stock tires. I did this after school part-time and worked full-time during the summer months.

What is the biggest challenge you have faced in your career?

As I progressed in my career, the stigma of being young and dumb really held true for me. I became a store manager when I was a few months away from 20 years old at our smallest location. I really had no idea how to manage anything. but had a burning desire to become the very best manager in the company. It was difficult for me to hire good employees, manage workflow, stay on top of inventory and all the other responsibilities that come with management. Luckily, Chabill’s is filled with great leaders who guided me along the way to help me flourish into the person and employee I am today.

Who has had the biggest influence on your career?

There have been so many great people I have had the privilege to work with. I would say my biggest influence would have to be our current CEO, Beth Barron. She has always given me the encouragement and

On the Rise

lessons needed to have a great career and also how to be a good person.

What is your biggest accomplishment in the industry?

Every year, we have an awards ceremony at our Christmas party. It was one of my goals to become the youngest to win our outstanding manager award. I accomplished this in the year 2019 at age 25. l

TOMMY SCHADL

K&M Tire Inc.

Outside sales representative Aurora, Ohio | Age: 24

What was your first job in the industry?

I started at K&M Tire as a warehouse employee.

Who has had the biggest influence on your career?

My dad. His guidance, work ethic and leadership has had a huge influence on my career.

What is your biggest accomplishment in the industry?

Being trusted by K&M Tire to build my network and community. As a result, I was promoted twice in two years and chosen to be part of a leadership training program within our company.

Tell us about your current job and responsibilities. How do you spend your workday?

Building and maintaining relationships with my customers, while simultaneously trying to find new opportunities for them to grow their business. Other responsibilities include managing accounts, supporting customers, resolving issues that may arise, collaborating with other departments throughout our organization and making the customer the most important person in our business.

If you could wake up tomorrow with one new skill, what would you choose?

The ability to have the most effective time management skills, so that I can balance more tasks and maximize productivity.

What’s the biggest issue facing the tire industry?

SKU proliferation, which makes it difficult to have the most accurate inventory.

Tell us about your family.

I have an incredible support system. I am from a very large family, as is my wife, so we definitely feel loved and supported. I got married in June 2024 and just found out that my wife is pregnant and I will become a dad in 2025! l

ASA Automotive Systems General manager — enterprise Londonderry, N.H. | Age: 35

What attracted you to the industry?

My passion for vehicles and the automotive industry, especially custom modifications, began with a simple but rewarding task: replacing a CV axle. The satisfaction I felt from that experience fueled my enthusiasm for automotive work. I took this passion to the next level by completing my project car: a 1979 C10 on bags.

My other passion is technology. By combining my love for both vehicles and tech, I’ve lead development and customer success teams to empower industry professionals to run their businesses at peak performance.

What’s been the biggest surprise of your current job?

Over the past few years, I’ve been really impressed by the rapid changes in our industry. It’s incredible to see how many companies are leveraging these dynamics for growth and innovation. It’s truly inspiring.

What is the biggest challenge you have faced in your career?

One of the biggest challenges of working in the automotive and tire industry is being a woman in a male-dominated space. I use this challenge as fuel, empowering me to confidently bring my unique value to the industry.

If you could wake up tomorrow with one new skill, what would you choose? I would choose to be fluent in as many languages as possible. It would be amazing to connect with more people and immerse myself in different cultures through language.

How do you unwind after a stressful day?

I’m an aspiring nature photographer, which fuels my love for travel and exploration. After a stressful day, I often head to local trails, lakes or mountains to unwind, capturing the beauty of nature while finding peace and inspiration. l

WYATT ZIPPERIAN

Pomp’s Tire Service Inc. Store manager Helena, Mont. | Age: 31

What was your first job in the industry? Tire junker. I started loading junk tires and sweeping floors in the fifth grade.

What attracted you to the industry?

It’s in my blood. I am a third-generation tire guy. My grandfather had a small tire shop in Townsend, Mont., named Zipp’s Tires. My father, Ken Zipperian, worked in the tire industry his whole life starting at the bottom at a truck stop. I worked alongside my dad while he managed Whalen Tire in Helena. From the time I was little, I always wanted to do everything my dad did. I took over managing Whalen Tire after he passed in 2021.

ASHLEY HOPKINS

On the Rise

What is the biggest challenge you have faced in your career?

The biggest challenge I faced was taking over the store at 21 years old when my dad passed away. It was a lot of responsibility to put on a young kid. The second biggest challenge was stepping into multi-store management in February of 2024. I now manage two locations 60 miles apart from each other — in Helena and Butte, Mont.

In a single word, how would your friends describe you? Honest.

How do you unwind after a stressful day? Coming home and seeing my son and my wife excited to see me is all it takes to wash the stress away. l

RACHEL POTEE

Bridgestone Americas Inc.

Manager of brand experience and influencer engagement Nashville, Tenn. | Age: 36

Tell us about your current job and responsibilities. How do you spend your workday?

I manage Bridgestone’s brand experience and influencer engagement. This is a relatively new practice within the company, which I’ve worked the last two years to help build. I look at what I do as storytelling. I get to tell brand and product stories through our events and the creators who work with us. This allows us to engage with customers where they are most passionate and show them in an authentic way how our brands support those passions. My team is responsible for working with our different business units, from marketing to OE replacement to OTR to retail, to help provide strategic guidance on engaging consumers. Day to day, I lead the influencer selection and man-

agement of creators who help share our brand story with auto enthusiasts through their content.

What’s been the biggest surprise of your current job?

How quickly everyone has accepted influencer marketing and how eager they are to try to leverage it for their business unit.

What’s the biggest issue facing the tire industry?

I think there are a few issues, from material circularity to efficiency, but the biggest one is that the younger generations aren’t driving or purchasing cars.

In a single word, how would your friends describe you? Resourceful.

When you were a kid, what did you want to be when you grew up?

As a kid, I wanted to be a dentist with a dental spa overlooking the Pacific Ocean. l

ERIK JANDREAU

VIP

Tires & Service Director of

merchandising and logistics Auburn, Maine | Age: 38

What attracted you to the industry?

When I was in high school, I had a twowheel drive Chevy pickup with the wide tires and loud exhaust and I thought that was the best thing, so I figured I’d like to work somewhere that had all the things I was into back then. As I got more acquainted with tires, I enjoyed learning more and getting better at selling them.

What was your first job in the industry?

My first job was with VIP back in 2004 as a senior in high school. I was hired as a part-time parts counter associate back when VIP was selling parts over the counter.

What is your biggest accomplishment in the industry?

At the end of 2023, our company made a change from TBC Corp., who we had been partnered with for close to 40 years, to Tireco Inc. As we started to make this change, I took over the department. Shortly after this, we made the decision to move our warehousing locations to better serve our retail locations. Overseeing both of these tasks and having successfully executed them was a great accomplishment, but one I couldn’t have completed without a great team surrounding me.

Tell us about your current job and responsibilities. How do you spend your workday?

I oversee the merchandise department and manage the logistics partnership we have with U.S. AutoForce. I have five great team members who make my life easier! A typical day usually has me in about 17 Excel spreadsheets at any given time, but also working to come up with new ways to support our stores, build better relationships with our partners and continue to grow.

What’s the biggest issue facing the tire industry?

In my opinion, it’s the external factors that we have no control over. Things have been so unstable that it’s hard to confidently predict anything moving forward. Coupling that with an unstable economy and record inflation, it’s not a great mix. l

MARK FERRIS

Atturo Tire Corp.

Business operations specialist Waukegan, Ill. | Age: 35

What attracted you to the industry?

Initially, it was the stability of the job. Everyone needs service or maintenance on their vehicle at some point and so independent shops or dealerships are pretty constant in their workloads. As I learned

On the Rise

more, especially about tires, I became more or less obsessed with tire designs and spider web graphs showing all the trade-offs there are.

What is your biggest accomplishment in the industry?

The accomplishment I am most proud of is being a part of the team that helped develop our AZ850DR drag radial tire and it winning a Global Media Award at SEMA 2022. We all put in a lot of work developing this tire and we had a lot of fun testing it at the drag strip, as well, to make sure it could be a very competitive tire in that segment.

In a single word, how would your friends describe you?

Helpful.

What’s the biggest issue facing the tire industry?

I think the biggest issue facing the tire industry is consumer education. For so many people, tires are just the black circles that only need to be replaced every few years. There are so many options today from a lot of different brands that are made for specific purposes that can do different things for a vehicle and driver. Even after the right tire is selected, ongoing education on keeping proper tire pressure, maintaining alignment and having rotations done is essential for keeping a consumer happy with their tires that last as long as possible while delivering the best performance.

If you could switch careers tomorrow, what would you want to do, and why? I would want to move into the player development department of an NHL franchise, where I would help track a variety of data sets to help the front office make decisions on personnel, as well as help players develop into better players. l

RICHARD INGRAM Purcell Tire & Rubber Co.

Account

manager

Marana, Ariz. | Age: 39

If you could wake up tomorrow with one new skill, what would you choose?

More patience.

What was your first job in the industry?

Tire tech.

Tell us about your current job and responsibilities. How do you spend your workday?

I help change mining tires, tire tracking software, quotes/ordering/delivering tires and supplies and scheduling tire maintenance work.

What’s been the biggest surprise of your current job?

The difficulty of managing employees with the scheduled workload.

If you could switch careers tomorrow, what would you want to do, and why?

General contractor to utilize all my experience I had in construction before starting in the tire and mining industry.

What’s the biggest issue facing the tire industry?

Changing the culture to be seen as a skilled profession, with safety and performance issues addressed.

What goal did you set for yourself this year? Are you on track to reach it?

My goal has been to maintain the great relationship I have with mine management on my site, which I am on track to reach.

What do you expect to be doing 20 years from now?

Managing an entire region of mining tire shops. l

ANGEL KOON

Chapel Hill Tire

Human resources generalist Chapel Hill, N.C. | Age: 25

What’s been the biggest surprise of your current job?

I’ve been surprised by how close-knit our team is and how much the HR department can shape workplace culture. Building personal connections with employees while supporting them has had a bigger impact than I initially realized and it is super rewarding to help our team. Some days you may be supporting a team member in a life crisis and some days the team just needs a box of popsicles to cool off.

What attracted you to the industry?

With my background in industrial-organizational psychology and experience in HR, I’ve always gravitated towards industries that offer complex challenges and possibilities for optimizing human potential within organizations. The automotive industry, known for its history of innovation and technological advancements, provides a distinct platform for applying psychological principles to improve workplace dynamics and enhance employee well-being. This dynamic setting presents exciting prospects to guide employees through periods of change, promote continuous learning and adaptability,and ensure sustained engagement and motivation among the workforce. I love having a hand in the future of the revitalization of trade skills as generations shift closer to retirement.

If you could switch careers tomorrow, what would you want to do, and why?

I would love to become a program coordinator in the trade skills industry, particularly in apprenticeship and mentoring initiatives. Working closely with young people to help them explore their interests and develop their skills would be immensely rewarding.

What is the biggest challenge you have faced in your career?

Navigating the promotion of diversity as a female professional within the automotive sector involves confronting deepseated gender biases and stereotypes. Despite strides forward, the industry’s long-standing male predominance poses significant obstacles to overcome. Women may encounter obstacles, such as limited access to leadership positions, unequal pay and a lack of representation in decision-making roles.

In such demanding situations, utilizing the expertise gained from my degree becomes essential. Industrial-organizational psychology has armed me with techniques and tools to tackle challenges such as gender biases, organizational culture, and resistance to change.

How do you unwind after a stressful day? I love to unwind by spending time with my husband. We often play video games together, which is a fun way to relax. l

ANDREW LAU

Goodyear Tire & Rubber Co.

Product marketing manager Akron, Ohio | Age: 37

What attracted you to the industry?

After seeing the film, “The Fast and the Furious” in 2001, (I became) passionate for automotive and motorsports. I knew that tires are the best modification you can make to your car, since they are the only things touching the road. I got into working at a Goodyear company-owned retail store because I wanted to learn

about the tire/service business model in hope of opening my own shop one day. My plans changed as I wanted to work at the corporate office at Goodyear in Akron.

If you could wake up tomorrow with one new skill, what would you choose? If I could wake up with a new skill it would be to be able to drive like Max Verstappen. I really admire racing drivers because I know the level of skill it takes to master a car and to be fearless when driving.

What is your biggest accomplishment in the industry?

My biggest accomplishment in the industry was launching the first replacement EV-specific tire in North America, Goodyear’s ElectricDrive GT, in December 2021 and now the successor, ElectricDrive 2, in the second quarter of 2024.

When you were a kid, what did you want to be when you grew up? When I was a kid, I wanted to be a cop.

On the Rise

I loved watching law enforcement movies, especially the ones where the o cer knows martial arts, like Chuck Norris or Jackie Chan.

How do you unwind a er a stressful day? I listen to country music and enjoy a drive on the highway. ●

Turbo Wholesale Tires LLC Product manager

Oak Park, Mich. | Age: 35

What is your biggest accomplishment in the industry?

Successfully launching new tire and retread products into the market. It’s a pretty awesome feeling pulling up next to a tire on the street that you helped design, market and launch.

If you could switch careers tomorrow, what would you want to do, and why? Now that I’ve discovered business and marketing, it’d be hard to turn away. Maybe a physician or a motivational speaker, mainly because both careers can literally change lives.

What is the biggest challenge you have faced in your career?

Di erences are feared instead of embraced much too o en. Being a woman of color in this industry at my age was/is challenging. It pushes me to work harder, drive results and prove myself constantly. Diversity is a beautiful thing in any industry. I wish more companies in our automotive industries embraced this. It brings perspective and a huge value to business.

When you were a kid, what did you want to be when you grew up?

I switched between a lawyer and a teacher. I never thought about business until college.

What’s the biggest issue facing the tire industry?

Succession planning. So many businesses don’t have the second and third generation lined up to take over. It’s takes a special skillset and work ethic to successfully run a tire business, even at the corporate level.

What do you expect to be doing 20 years from now?

Hoping to be close to retirement at that point, but I think I would still be doing something in the realm of marketing. I’d like to be spending close to 75% of my time doing more philanthropic activities, such as, mentoring, coaching, etc. ●

Atturo Tire Corp.

Warehouse manager Harbor, Ill. | Age: 31

Tell us about your current job and responsibilities. How do you spend your workday?

I am the warehouse manager for Atturo Tires’ headquarters in Waukegan, Ill. My typical day consists of overseeing the loading and unloading of full truckloads. We also have daily parcel order and local deliveries to ful ll. I’m also part the safety team and oversee facility maintenance for the building.

What was your rst job in the industry?

My first job in the industry was as a porter and parts delivery driver at a car dealership.

What is the biggest challenge you have faced in your career?

Since taking over a managerial role, I would say the hardest part is handling di erent personalities in the workforce to be able to work with anyone to accomplish our company goals.

Tell us about your family.

I have one brother and four sisters. My parents worked hard to provide us with a good education and strong work ethic, which I will always appreciate. I have been married to my wife, Brittney, for four years now and we have four dogs that are spoiled rotten.

If you could switch careers tomorrow, what would you want to do, and why? I would be Scottie Sche er’s caddie. Being a caddie for the best golfer in world and being able to see courses across the world would be amazing. ●

GRANT WHYTE

OTR International Inc. Key account manager Fort Worth, Texas | Age: 28

What is the biggest challenge you have faced in your career?

Moving to Texas and building a strong team dynamic with my new coworkers. Sometimes it can be hard moving into a new role and leaving behind a familiar environment, but the key is to be emotionally and cognitively adaptable.

Tell us about your current job and responsibilities. How do you spend your workday?

As a key account manager, my main goal is searching for new business. I spend my days visiting customers, selling products and ensuring logistics stay on track.

How do you unwind a er a stressful day?

By exercising and surrounding myself with good friends and good BBQ.

What’s been the biggest surprise of your current job?

Surpassing a million in sales in one month at such a young age.

BRIDNEY JORDAN

ISAAC RODRIGUEZ

THE SMART CHOICE IN TIRES

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On the Rise

If you could switch careers tomorrow, what would you want to do, and why?

Pro baseball scout. I played college baseball and have always had a huge passion for the sport.

Tell us about your family. I was born in Omaha, Neb. My father was a tire salesmen and business owner and my mother was a NICU nurse. I am the baby of the family and have three beautiful older sisters. ●

Colony Tire Corp.

Wholesale account manager Norfolk, Va. | Age: 22

What is the biggest challenge you have faced in your career?

My biggest challenge so far has been standing out in a crowd full of long-time industry people. In the beginning I felt like an outsider when trying to sell, but a er a couple years of hard work, I have begun to make a name for myself as someone who can provide deals on OTR, ag, TBR and military surplus tires. I still have a long way to go.

Who has had the biggest in uence on your career?

Without a doubt, Sean Wheeler has had the biggest in uence on my career out of anybody. Sean has provided the tools and opportunities that I needed to make it as far as I have made it. Sean has 50-plus people in Norfolk and he will always go out of his way to take care of anyone when they need anything. He leads by example and always makes things right.

What was your rst job in the industry?

When I started, I was guring out how to build a social media presence for our wholesale business.

What attracted you to the industry?

I never had considered the tire industry until I was o ered a job within it. I was uncertain of where my future was heading and it seemed like a good t for the moment. Little did I know I would turn it into my career. ●

Tire Corp. Graphic designer

Ill. | Age: 35

What attracted you to the industry?

I have always been a car enthusiast, thanks to my dad. He has been in the auto industry since he was a teen and passed down his love for all things with motors to me.

What is your biggest accomplishment in the industry?

One of my biggest accomplishments has been my role in helping design the sidewall for the new Trail Blade H/T tire, a project that allowed me to contribute to the product’s visual identity. It has always been a dream of mine to design something people would get to use and love to look at.

What’s been the biggest surprise of your current job?

One of the biggest surprises in my current job has been the overwhelming support and encouragement I’ve received as a female in a traditionally male-dominated industry. I didn’t expect to nd such an upli ing and positive environment, but working at Atturo Tires has been made easier thanks to the incredible people here.

In a single word, how would your friends describe you?

Probably quirky. I’m a mix of creativity and sass and I don’t mind laughing at myself.

Who has had the biggest in uence on your career?

My dad. He has overcome countless hurdles and disadvantages in his career, but has never let them hold him back. roughout his time in the industry, he has worked on cars, managed service departments for vehicles, boats and RVs and spent over a decade in his current corporate role. He has always been a fantastic mentor and one of the most encouraging people in my life. My dad is one of the smartest and hardest-working people I have ever known and I will always look to him for courage and strength. ●

AARON SPANN

Black’s Tire Service Inc. Store manager Raeford, N.C. | Age: 26

What attracted you to the industry?

I enjoy working with vehicles. My real passion is taking what I learn while working on vehicles and helping customers understand how vehicles work. is not only adds value to the service we o er, but provides a community with knowledge.

What is the biggest challenge you have faced in your career?

Biggest challenge I’ve faced in my career is adapting to change, One of the ways I’ve overcome that is by taking advantage of some of the training on newer vehicles, including hybrids (and) electric, and even dabbling in commercial truck repair. I face the challenge head-on by staying ready, so I don’t have to get ready.

Who has had the biggest in uence on your career?

My friend and mentor, Cole Fraser. He’s taken his belief that I can take things to the next level and really backed me every step of the way. His mentorship, honesty and genuine compassion and love for what he does every day pushes me to drive for excellence.

NATHANIEL POTTS

ASHLEY LAWLESS

Atturo

Waukegan,

What is your biggest accomplishment in the industry?

I’d love to say that my largest accomplishment in the industry is running my own location, but I really give that credit to my guys. We all work as a team and all glory goes to them. Their professionalism and attention to detail really makes the difference.

In a single word, how would your friends describe you? My best friend has described me as wild.

What goal did you set for yourself this year? Are you on track to reach it?

With the opening of the new location I’m currently running, my expectations are set every day. They are realistic, time-oriented, specific and easy to track. With my location being new to the company, I didn’t know what to expect, but after nearly a year we’ve reached the same achievements as other local retail stores in the area. The clientele has grown by approximately 53%, and our Google rating has risen from 4.3 (stars) to 4.8 in less than six months. l

IAN MCKENNEY

Bridgestone Americas Inc. Consumer product strategy manager Franklin, Tenn. | Age: 37

What attracted you to the industry?

I was initially drawn to the industry though my love of motorsports. I saw tire development as a way to explore my passion for racing.

Tell us about your current job and responsibilities. How do you spend your workday?

At the moment, I am responsible for the touring, performance and winter segments of the consumer replacement tire portfolio for both the Bridgestone and Firestone brands. Most of my day is spent combing through industry data to understand the

latest trends related to tire performance, sizing, merchandizing, etc. With my engineering background, I try to leverage these data sources to make quantitative decisions, while also understanding that the tire industry may have just as much art as it does science.

What is the biggest challenge you have faced in your career?

The biggest challenge that I faced was the decision to leave the technical side of tire development and my engineering background and jump into the business and product strategy side of things. It felt very risky to move away from something that I considered myself good at to pursue a whole new opportunity in a different business unit and state.

If you could wake up tomorrow with one new skill, what would you choose?

I’d like to do a better job of slowing down and appreciating the moment as it’s happening. It feels like we’re always pushing to stay ahead or create the newest thing.

What is your biggest accomplishment in the industry?

I can still remember the feeling of pride I had after seeing my first replacement tire line launched into the market.

In a single word, how would your friends describe you? Trustworthy. l

TROY ALTMAN

Atturo Tire Corp.

Customer service representative Waukegan, Ill. | Age: 31

What is the biggest challenge you have faced in your career?

My biggest challenge was to get rid of the warehouse label I had on me when I transitioned into the office. Once that happened,

I became one of the people counted on within the walls of Atturo.

When you were a kid, what did you want to be when you grew up? I really wanted to play baseball. I grew up a big Chicago Cubs fan (and) always dreamt of stepping into the box and taking a few hacks out there.

Tell us about your current job and responsibilities. How do you spend your workday?

My current job responsibilities include assisting customers — helping dealers find availability of our tires (and) processing orders from our array of distributors and dealers.

Tell us about your family.

My dad is a Navy veteran who still boils water to this day even though he has been off the ship for awhile. My mom loves helping people out and talking to people. While she is shopping she will start up a conversation with a complete stranger just to try to make their day.

What’s the biggest issue facing the tire industry?

I feel the biggest issue is getting quality employees that are hungry to learn the business.

If you could wake up tomorrow with one new skill, what would you choose? My new skill would be to pause time. I feel like I never have enough time in a day to do everything, so to be able to pause it to do more in a single day would be great.

What’s been the biggest surprise of your current job?

The biggest surprise I have had currently here is everyone’s willingness and want to assist each other to succeed. That is a difficult thing to find at an employer. l

TYLER PAPARELLO

AMG Enterprises, a Midas franchise Chief operating officer

Branford, Conn. | Age: 36

What was your first job in the industry? I was a lower bay technician at Jiffy Lube.

What is the biggest challenge you have faced in your career?

COVID-19, for sure, but not exactly why you’d think. Maintaining a business and its people was certainly challenging during that time, but the uncertainty it created

was an even bigger challenge. I’m proud to say we didn’t furlough a single employee throughout COVID-19, but the following year when we laid out our growth strategy, it was difficult to get back on the offensive because of the ambiguity of the pandemic. We wanted to be staffed properly to handle our customer flow, but no one really knew what that would look like. Those peaks and valleys were very challenging to manage.

Who has had the biggest influence on your career?

I would have to say my wife, Amber. She has helped me become the best husband and father I can be. So many of the characteristics it takes to be a good dad and partner — patience, integrity, honesty and accountability — all translate into being a good leader in business.

Tell us about your current job and responsibilities. How do you spend your workday?

As the chief operating officer, I’m respon-

sible for anything and everything in our day-to-day operations. I am a service-style leader and I enjoy leading from the front. I believe the most impactful time spent is in the shops with the people that make our business go! I’m in the field from Tuesday through Thursday, working in the stores, coaching our folks and interacting with our customers. Doing this regularly keeps my insight honest and keeps our people motivated. Monday and Friday, I’m usually holding meetings and reviews with our leadership team.

In a single word, how would your friends describe you? Persistent.

If you could switch careers tomorrow, what would you want to do, and why? I was working on becoming a firefighter before I got into this industry and I think if I wasn’t doing this, I would have ended up at a fire station somewhere. I like helping people. l

Consumer tires

What’s trending in consumer tires

TIREMAKERS DISCUSS CURRENT AND FUTURE DEVELOPMENTS

Madison Gehring By

Tire manufacturers say the trend toward specialization in consumer tires will continue as vehicle demands and customer preferences multiply.

“We are seeing more specialized products in the market, including EV (electric vehicle)-speci c tires, all-weather tires and commercial grade all-terrain tires,” says Drew Dayton, senior product planning manager, consumer tires, Yokohama Tire Corp.

Brad Robison, director of consumer product strategy for Bridgestone Americas Inc., says that in the long-term, EVs will continue to grow in popularity.

“As a tire manufacturer, that means we have a seat at the table for EVs’ long-term adoptability by ensuring we develop o erings that match their unique performance characteristics,” he says, noting that tire

are becoming increasingly popular among consumers.

dealers need to be “well-versed” in the performance demands EVs place on tires — speci cally when it comes to wear and rolling resistance.

continues to grow every

“As EV adoption rises, consumers are seeking tires with low rolling resistance, enhanced durability and noise reduction,” says Joaquin Gonzalez Jr., president of Tire Group International LLC (TGI).

On the light truck tire side, David Poling, vice president of research and development and technical at Giti Tire (USA) Ltd., adds that rugged-terrain (R/T) tires are gaining popularity.

“ e R/T market, as an alternative to A/T (all-terrain) or M/T (mud-terrain),

Nick Gutierrez, sales and marketing director for Sentury Tire USA, says tires for CUVs are becoming more popular.

year,” says Poling. “Generally speaking, the R/T segment sits squarely between the traditional A/T and M/T markets, o ering a more aggressive look to an A/T tire and more well-mannered, on-road behavior than an M/T.”

Jared Lynch, director of sales for passenger, light truck tires at Sailun Tire Americas, says that ruggedterrain tires

Photo: Sailun Tire Americas

Photo: Sentury Tire USA

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Jared Lynch, director of sales for passenger, light truck tires at Sailun Tire Americas, says R/T tires “o er the ability to tackle challenging o -road conditions, while still providing a smooth and quiet driving experience on highways, appealing to a wider audience that includes both weekend o -roaders and daily commuters.”

Nick Gutierrez, sales and marketing director for Sentury Tire USA, says tires designed for CUVs will gain momentum.

Chris Lawrenz, senior outside sales rep for Maxxis InternationalUSA, says more CUV tires means bigger tire sizes.

Maxxis International-USA

“CUVs and SUVs are becoming the new ‘family cars’ and light trucks are expected to surpass passenger vehicles in the original equipment market,” Jenifer Golba, senior vice president of consumer product marketing for TBC Corp., adds.

e rise of CUV tires also means larger sizes, according to Chris Lawrenz, senior outside sales representative for Maxxis International-USA.

“There is a discernable trend favoring larger diameter light truck radial tire sizes, particularly those measuring 17-inches and above — with the 285/70R17 consistently emerging as the preferred option.”

ULTRA-SEGMENTATION

Consumers are also focused on enhancing their vehicles’ performance, according to Moonki Cho, product manager for Hankook Tire America Corp.

“This consumer desire for an enhanced driving experience is not limited to just the sports and supercar

categories, but also pertains to SUV and light-truck categories, in addition to more standard and compact vehicle segments,” he says.

Cho advises dealers to stock a wide range of options for “the enthusiast consumer who values a sportier driving experience.”

All-weather is another growing tire category that many manufacturers and suppliers are addressing.

“Well-informed dealers can still earn a nice sale while matching the consumer with a tire which offers a better value and will still deliver a great experience,” says Michael Mathis, president of Atturo Tire Corp.

Photo: Atturo Tire Corp.

Photo:

Mike Park, assistant director of marketing at Tireco Inc., says low rolling resistance tires are gaining momentum.

Photo: Tireco Inc.

Mike Park, assistant director of marketing at Tireco Inc., says that all-weather tires are ideal for consumers in regions with variable climates.

Another prominent trend is “ultra-segmentation,” according to Brandon Stotsenburg, vice president, automotive division, American Kenda Rubber Co. Ltd.

“There was a time when there were only six size tire segments: passenger, performance, H/T, A/T, M/T and winter,” says Stotsenburg. “Now, according to some companies, there are over 19 segments. The fact that we have many smaller buckets in which to keep our tires is a situation probably not missed by the independent tire dealer.”

Stotsenburg says this doesn’t have to be a bad or intimidating thing for dealers.

“It gives you the opportunity to (create) a more satisfied customer, by dialing in on the vehicle, manner, frequency, distance, geography and the conditions in which they drive,” says Stotsenburg.

“The evolution of tires “will remain on track with advancements in vehicle technology,” says Chris Tolbert, director of sales for Trimax Tire.

Moonki Cho, product manager for Hankook Tire America Corp., says tire dealers should stock a wide range of options for “the enthusiast consumer who values a sportier driving experience.”

Photo: Hankook Tire America Corp.

Consumer tires

There are more research tools at consumers’ fi ngertips, says Josh Benson, vice president of First Choice Sourcing Solutions.

“ e light truck and SUV H/T, A/T and M/T have spun o R/T and X/T tires, with continued hybrid spino s.

“Passenger all-season and winter tires have spun-o high performance, ultra-high performance, EV and allweather. One tire to t all does not work in today’s world.”

LIFESTYLE TRENDS

Tiremakers and suppliers say it’s important for tire dealers to be aware of consumer lifestyle trends a ecting tire buying choices.

High in ation has caused more consumers to search for value in their tire purchases, according to Michael Mathis, president of Atturo Tire Corp.

“Dealers need to be ready to offer value-oriented options across all tire categories,” he says.

“ is does not mean racing to the bottom of the price list with every consumer. ere are still important di erences in bene ts and performance, which need to be discussed with each customer individually.

“Look at the customer’s vehicle and discuss how and where they drive,” he continues. “Well-informed dealers can still earn a nice sale while matching the consumer with a tire which o ers a better value and will still deliver a great experience.”

Consumers have more research tools, says Josh Benson, vice president of First Choice Sourcing Solutions (FCSS), which sells the Ironhead brand of tires. “Now more than ever, consumers can access a plethora of online resources to research product o erings, compare cost and place a particular importance on consumer reviews.”

Jenny Paige, director of product plan-

“Consumers are also gravitating toward all-weather for their convenience, versatility and ability to handle year-round conditions, reducing the need for seasonal tire changes,” says Andre Oosthuizen, vice president of marketing for Pirelli

ning at Goodyear Tire & Rubber Co., says smart tires and digital integration are other trends.

“Tires with advanced safety features, such as improved wet traction and shorter braking distances, are in high demand,” she says.

“ e integration of digital technology in tires — such as sensors that monitor tire pressure and wear — are gaining traction. ese smart tires provide real-time data to drivers, enhancing safety and performance.

“Consumers are keeping their vehicles longer,” says Andrew Hyland, product manager for light trucks, 4X4 and on-road, Continental

“We are seeing more specialized

says

products in the market,”

Drew Dayton, senior product planning manager for consumer tire, Yokohama Tire Corp.

Photo: Yokohama Tire Corp.

Tire North America Inc.

Photo: Pirelli Tire North America Inc.

Photo: First Choice Sourcing Solutions

Tire the Americas LLC.

Photo: Continental Tire the Americas LLC

“Dealers should stay informed about these innovations to offer the latest technology to their customers.”

Another trend manufacturers are noticing is that “consumers are keeping their vehicles longer and the annual vehicle miles traveled are returning to higher pre-pandemic levels,” says Andrew Hyland, product manager for light trucks, 4X4 and on-road, Continental Tire the Americas LLC.

“From a tire dealer’s perspective, this further emphasizes the need for properly qualifying the consumer, ensuring the most appropriate tire choice is presented. Improved tread life will become a higher priority, while at the same time, safety is the most important factor in a consumer tire buying decision.”

LOOKING TO THE FUTURE

“As specialization increases, targeted tire performance continues to improve in all categories, but the options available to consumers are increasing and those options can be confusing,” says Yokohama’s Dayton.

He adds that it’s important for dealers to qualify consumers and educate them on tire technology and performance advancements.

Andre Oosthuizen, vice president of marketing for Pirelli Tire North America Inc., says that dealers should expect to see

a growth in the EV segment as adoption of these vehicles continues.

“Consumers are also gravitating toward all-weather for their convenience, versatility and ability to handle year-

Brandon Stotsenburg, vice president of the automotive division, American Kenda Rubber Co. Ltd., cites “ultra-segmentation” as a prominent consumer tire trend.

Photo: American Kenda Rubber Co. Ltd.

Consumer tires

Benson believes wheel diameters will continue to get larger and tire load carrying capacities will increase.

“Common examples of increased load carrying capacity are EV original equipment (OE) tments and the growing movement from 10-ply to 12-ply in the replacement market,” he says.

“Dealers need to keep this top of mind and have the replacement sizes for those tments in the next two to three years.”

Giti’s Poling says that in the past, tires came in standard load and extra load.

Recently, the industry has seen the introduction of high-load tires, which “will come standard on some EV and hybrid vehicles,” he explains.

“High-load tires carry a higher load than extra load at the same pressure, usually on the order of two to three load indices.

“ ese tires will have HL in front of the tire size, but will also say ‘extra load’ on the tire, so the dealer should be careful in the application of replacement tires.”

Tiremakers agree that wheel diameters will continue to increase.

“Consumers are seeking tires with low rolling resistance, enhanced durability and noise reduction,” says Joaquin Gonzalez Jr., president of Tire Group International LLC.

“A key consumer tire trend is the

toward

and SUVs are “the new ‘family cars,’” says Jenifer Golba, senior vice president, consumer product marketing for

“Tires with advanced safety features ... are in high demand,” says Jenny Paige, director of product planning for Goodyear Tire & Rubber Co.

Chris Tolbert, director of sales for Trimax Tire, says as vehicle technology progresses, tire technology will evolve to keep up.

shift

larger wheel sizes and vehicles, driven by both aesthetic preferences and performance needs,” says Brad Robison, director of consumer product strategy for Bridgestone Americas Inc.

Photo: Bridgestone Americas Inc.

Photo: Goodyear Tire & Rubber Co.

Photo: Trimax Tire

Photo: Tire Group International LLC

CUVs

TBC Corp.

Photo: TBC Corp.

“A key consumer tire trend is the shi toward larger wheel sizes and vehicles, driven by both aesthetic preferences and performance needs,” says Bridgestone’s Robison. “ is has increased demand for high-rim diameter tires.”

Hankook’s Cho agrees. “ is trend has had a direct impact on the consumer’s need for tires that t and is an important consideration for dealers to keep in mind regarding inventory adjustments,” he notes.

Speci cally, Ken Coltrane, vice president of product development and marketing for Prinx Chengshan Tire North America Inc., says 21-inch sizes are getting more popular and are becoming more common, even in lower-tier lines.

“Until now, these sizes have mostly been available only in tier-one or tier-two brands,” says Coltrane, who adds that his company “is adding 21-inch sizes to our Fortune and Prinx value-tier lines in 2025.”

Kenda’s Stotsenburg also predicts that size proliferation will continue. “As OE manufacturers continue to try to meet

fuel e ciency requirements and more specialized performance requirements in multiple segments, new sizes will be born,” says Stotsenburg, citing tire sizes developed for the Toyota Prius (195/50R19) and Toyota Tundra (245/75R18) as examples.

“Alternately, as the aftermarket pushes the boundaries of cosmetic and actual performance in o -road conditions with desires to t new trucks and SUV’s, taller and narrower tire sizes are just as likely to enter the market as taller and wider sizes.”

Goodyear’s Paige highlights connected and autonomous vehicle integration as another future trend. As more of these modern vehicles come on the market, tires will need to adapt and integrate to these systems, she says. “ is includes features like self-monitoring for wear and tear.”

TGI’s Gonzalez says dealers should be ready for evolving tire shopping practices and preferences. “ e future of tire shopping will blend technology and convenience, so dealers need to invest in tech-driven solutions.”

And just because a trend is “dead” doesn’t mean it will stay that way.

“What is old will be new again,” says Atturo’s Mathis. “ e obituary of the mud-terrain has been written many times over the years. Don’t forget that these types of tires have been on the market for over 50 years. ey are not going away. Mud-terrain tires will always be there. Don’t ignore this segment.” ■

Photo: Prinx Chengshan Tire North America Inc.

Advice from Mr. Tire

Tough love from Mr. Tire

JOE TOMARCHIO SAYS TIRE DEALERS KNOW PRICES, BUT NEED TO LEARN THEIR VALUE

Joy Kopcha By

Aer more than 50 years in the tire industry, Joe Tomarchio has accumulated a lot of nicknames. And even though it’s been 20 years since he and his brother sold their Mr. Tire stores to Monro Inc., one of the names that continues to stick is “Mr. Tire.”

Over the years, his employees learned to call him by another name: “Mr. 1-800-Get-It-Free.”

at one comes from his penchant of giving an unhappy customer whatever he or she wanted in exchange for becoming a Mr. Tire customer for life.

“I’m doing $51 million in revenue in 2004 out of 26 retail stores. I’m spending $2 million on marketing and I’m going to make a customer mad for $100? Are you insane? at’s not happening.”

He’s blunt and sees things as black and white, all the way from the front counter to the technician clocking in for a day of work in the service bay.

Tomarchio ne-tuned his retail strategy while leading more than 1,100 tire and automotive service locations in 27 states for Monro and he recently shared his operational expertise on two episodes of e Modern Tire Dealer Show. Here are some excerpts from our exclusive conversation.

MTD: What is it about this industry that keeps you red up 50-plus years later?

Tomarchio: I started as a very young man in this business. I was 14 years old and I was selling tires before I could even drive

— legally. I always loved cars and automobiles. I think when I really started falling in love with cars, as crazy as it sounds, was in 1963. I was seven years old. I saw my rst ‘63 Corvette split window coupe. We entered the business in the early‘70’s, when tires only lasted anywhere from 10,000 to 15,000 or 17,000 miles. And this was before radial tires.

So that’s why I think I have an enthusiasm for it. My brother and I started with zero — less than zero — in our rst store and the industry has been extremely gracious to us. We had some tough times, but we grew the business from one store to 26 full-service tire and auto service centers that we sold to Monro in 2004. At that time, in 2004, we were doing $51 million in revenue, which today would be around $80

Joe Tomarchio is known by many as “Mr. Tire.”

Photo: Monro Inc.

‘I found when you paid peanuts, you got monkeys, and I didn’t want them working

for me. I wanted the crème de la crème working for

me.’

to $100-plus million — probably even more because tires went up exponentially and have exceeded the typical in ation rates. en I spent 19 years of my career with Monro. e majority of that was running their stores.

It was not only the business, but it was the people. A lot of people in the automotive business are not given the dignity and respect that I think they deserve.

There are a lot of great people in the business and it probably took me a good ve years of being in the industry to realize how important human capital and hiring good people (was for business). And I found when you paid peanuts, you got monkeys, and I didn’t want them working for me. I wanted the crème de la crème working for me.

MTD: You’ve touched on a big issue for tire dealers today: hiring and retaining workers can be such a struggle. What are your thoughts on this?

Tomarchio: Well, I can tell you what worked for my brother and (me) and I will give you a few examples. What I found is when you paid people well, you respected them, you treated them with dignity and respect — you got the most out of them.

Right before my brother and I sold our business in 2004, in the Baltimore, Md., area, where we had the bulk of our stores, we were the employer of choice (in automotive). We really didn’t have the issue of hiring good people because we paid better than anyone else, we treated our people better than anyone else and because we were a growing company, we were able to o er a career path instead of just a job. If you ask me, ‘How are you able to pay more, Joe?’ I will say our industry has a guilt complex. We do not charge enough

money for our services. I just visited a couple of stores and I was looking at (the owner’s) prices and I told him, ‘You’re insane. You’re not charging enough money.’

If you’re not charging the consumer enough money, you’re not collecting enough money (and) therefore you can’t pay (employees) enough money.

What irks me is that people are willing to pay full price for a Starbucks coffee, Nike tennis shoes, Oakley sunglasses and an iPhone.

And I looked this up: Microsoft’s net pro t was nearly 36% — not gross pro t, net pro t. Apple had 26.44% net profit. Oracle (had) 19.76%. Oh, you want automotive? Ferrari: 22% net pro t.

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Advice from Mr. Tire

Harley-Davidson, on the low side, 9% net profit. I bet most tire dealers would salivate to make 9%. These numbers are after paying taxes.

So why can they demand the price, but yet you won’t demand the price? Why aren’t you selling the value of your company? If you can charge more — and you should be charging more — then you can pay your people more. And if your competition is not smart enough to do the same, they are ‘NFL,’ which, in my book, means ‘Not For Long,’ because you will clobber them.

The average consumer does not rank price as the most important (priority). It’s trust. It’s convenience. I think price is No. 3, maybe No. 4. What I find is a lot of tire dealers are guilty of knowing the price of everything and the value of nothing. They don’t even value their own business.

If you can charge the right price ... and I’m not saying you have to be charging car dealer pricing, but you shouldn’t be much lower than them. Why should they be able to collect more money than you? Their technicians aren’t any better than yours.

Back in the day, I found that my technicians were as good or better than the car dealers’ technicians because my guys worked on every vehicle from an Audi to a Yugo and the car dealer technicians only worked on Mazda or Toyota or Chevrolet or Mercedes. So who has the better tech? I have the better tech.

That being said, I am not a pushover. I paid top dollar, but I demanded top performance. I was not a guy who tolerated people being late. I did not tolerate an employee giving poor customer service or being indifferent to a customer.

To me, the number-one asset is the customer and we focused on the customer. Number two is your employees. If you can take care of number one, you can take care of number two because number two takes care of number one. It’s a victorious cycle if you do it right.

Let me flip that on you. It’s a vicious cycle if you want to pay the lowest price you can pay for your employees, not charge enough money for your products and services and have filthy locations —and then you wonder why you can’t hire anybody. Well, you have a horrible working environment. You have a horrible environment for your customer base, so you can’t charge the proper price, so you can’t pay your people. That’s called a vicious cycle.

MTD: What do you look for in employees to ensure you maintain a victorious cycle?

Tomarchio: There were four things that my brother and I looked for (when hiring people). Two of them, I could pick up in an interview. The other two I had to find out after you worked for me.

By the way, this is my opinion, but you can’t teach these four things. You’re either born with them or you’re not.

‘A lot of tire dealers are guilty of knowing the price of everything and the value of nothing. They don’t even value their own business.’

The first thing we looked for was attitude and enthusiasm. I could tell in an interview if you had a great attitude and enthusiasm, which are not the same. They’re similar, they’re in the same church, but they sit at a different pew.

The second two were work ethic and moral compass. I didn’t know whether you had a good work ethic, but I knew in probably the first week or two.The most critical to me, —and there was no exception to this

— and that’s a moral compass. Don’t lie. Don’t cheat. Don’t steal and tell the truth even if it hurts. And that I can respect because you’re a human being. You’re going to make mistakes. I can tolerate that. However, making the same mistake twice means you’re telling me something. You don’t understand, you don’t care or you did it with malice and forethought. (Confirming) the moral compass took a little while, but not long. People are who

Joe Tomarchio says his recipe for hiring top-notch employees requires four qualities from every candidate.

Photo: MTD

Advice from Mr. Tire

they are. To me, you’re born with it. With that being said, your environment will either dial it up or dial it down because (of) peer pressure. The five people that you associate with most have the most influence on you. So if you’re soaring with the eagles, you’re going to be an eagle. If you want to be in the gutter, you will be like (those people).

What I found is when I got people with those four attributes, they were my superstars. They were my rainmakers, my money makers.

MTD: Has this always appeared as black and white to you or is this a skill you had to hone over time?

Tomarchio: I had to hone this skill over time. But it’s also just my personality. My friends and family have a saying: ‘If you want to know, ask Joe.’ Because I will tell you and I am brutally honest. I paid people extraordinarily well, but I demanded better than average.

(Speaking of average…) anytime I would look at a company, I would always take the bottom 10% (of employees) and I would take them out of the mix when calculating the average of that store. (His theory was that 10% needed to either be retrained or replaced) because they don’t have a great attitude, they don’t have enthusiasm, a good work ethic and their moral compass is corrupted.

If you find the people with these four attributes and you pay them well and treat them with dignity and respect and take care of them like family, you will win. It’s almost impossible to lose.

When I hear people telling me they can’t hire people, I’m not saying it’s not a problem, but I think you need to look inward — (at) yourself, your company and how you are running it. How are you pricing products? How are you taking care of your people?

You have to inspect what you expect, because you get what you accept. If you accept mediocracy, that’s what you get. If you strive for perfection, you can settle for excellence.

I have a mantra — and I’ve said this thousands of times and it’s really simple: when it comes to business — you’ve got to be consistent, persistent (and) relentless, with perseverance — each time, every time, all the time. To beat me, you have to eat me. If I haven’t won, the war

“I know some dealers, even some larger ones, fear the acquisition or fear private equity. Don’t fear them at all. If anything, I think they’re great for the industry.’

more money. It’s going to give you the ability to pick off top talent. It’s going to give you the ability to usurp their customers that they don’t treat as personably, providing you are focused on the number one asset, the customer. If you’re not, then you’re not going to be able to take advantage of what these firms are leaving on the table, because there are a lot of scraps on the table. Those scraps can be significant to a company that’s already profitable. That gross profit turns into net profit for the most part, if you’re able to take advantage of it.

isn’t over. Winners find a way and losers find an excuse — or hire a lawyer to have one for them. Be a winner.

MTD: At Monro, you eventually transitioned from operations to mergers and acquisitions. What’s your take on the atmosphere for deals today and specifically the role private equity is playing in the market?

Tomarchio: Well, I’ve been doing consultations with several large private equity firms that have entered our sector and (are) looking to enter our sector. I know some dealers, even some larger ones, fear the acquisition or fear private equity. Don’t fear them at all. If anything, I think they’re great for the industry. They’re giving people an exit strategy.

They have a discipline that they’re going to bring to the industry that hasn’t existed for most tire dealers. They’re going to raise the price. They’re going to get paid for the value that they’re offering. That’s one thing they’re going to do that’s positive. They’re going to do some negative things, but it’s going to be positive to the independent tire dealer.

These large firms that are gobbling up these tire stores are having cultural issues. They’re not as personable with their employees, so you’re able to pick off their people. And they’re not as personable with the customer, so you’re going to be able to pick them off, providing you’re running your business properly (and) you’re focused on the customer, the number one asset.

So don’t fear private equity or these large firms (that are) coming in acquiring your competitors in your marketplace. It’s going to give you an ability to make

MTD: It’s interesting to think that the insertion of private equity into tire dealerships may finally remove the hesitation to increase prices. Coaches and 20 groups have been talking about the need to raises prices and labor rates for years.

Tomarchio: If you have the mindset to take advantage of it — meaning, if you’re focused on the customer and your employees — you will absolutely take advantage of these monsters coming into your market, whether it’s Monro or Icahn (Automotive) or Mavis (Tire Express Services Corp.) or, you know, Percheron (Capital) or Sun (Auto Tire & Service Inc.) — whoever. They’re all owned by private equity. Let me tell you about private equity. They’re all about making money. They like to buy things for one multiple of EBITDA. Their exit strategy is usually somewhere between three and seven years, with five being the sweet spot. We just saw that Les Schwab is up for sale. (Its owner has) owned it for four years. They’re looking for an exit strategy. And they’re looking, I think they paid $4 billion for it. They want $7 billion. It looks like they’re probably going to look for something north of 15 times their EBITDA. So when these private equity firms come in, they’re looking to make money. I mean, they gotta, to pay their investors. And they got to put that money to work.

And what most people don’t realize about private equity is, roughly speaking, about one-third of private equities’ investments fail, one-third are mediocre and one-third are a home run. Their home run rate is about one-third. They don’t talk about the (other) 66% because they don’t have to. ■

Employee management

More tips for managing store managers

CHAPEL HILL TIRE BELIEVES IN ‘EXTREME OWNERSHIP’

Mike Manges By

Editor’s note: This is the second installment in a two-part series in which successful “managers of managers” share strategies and best practices for mentoring, inspiring, motivating and guiding the people who run their stores.

“We give a ton of autonomy to our store managers,” says Marc Pons, president of Chapel Hill Tire, an 11-location dealership based in Chapel Hill, N.C. “But you first have to set that up within a framework.

“What does your company stand for? We ‘re very clear about our values. Those values dictate the atmosphere of our stores. They dictate how our team interacts with each other. They dictate how our team interacts with customers. They dictate how you make decisions when you’re not sure what the right thing to do is.

“The energy of the shop and the behaviors of everybody in that shop are going to be dictated by your values,” he explains. “If we have clear values, we don’t have to micromanage our managers.”

Each Chapel Hill Tire store operates as its own profit center, according to Pons. And each Chapel Hill Tire store manager is fully responsible for his outlet’s profit-and-loss statement.

“The energy of the shop and the behaviors of everybody in that shop are going to be dictated by your values,” says Marc Pons, president of Chapel Hill Tire, whose 12th store is currently under construction.

Photo: Chapel Hill Tire

This arrangement only works when store managers buy into the concept of “extreme ownership,” he says. “You want people who own the outcomes.”

Without that sense of ownership, Pons explains, managing store managers is tantamount to “babysitting.”

Chapel Hill Tire, which is building its 12th outlet, holds weekly manager meetings to ensure everyone is on the same page and issues can be addressed. “We have what’s called ‘an issues list.’ Managers are invited to put issues or problems

“You have to make sure that as the leader, you’re setting the right environment, where people are OK with being vulnerable and saying, ‘I’m struggling,’” says Pons.

Photo: Chapel Hill Tire

on that list. We go through it and allow managers to ask questions about those problems or what they’re stuck on.”

Other managers are encouraged to help. “You have to make sure that as the leader, you’re setting the right environment, where people are OK with being vulnerable and saying, ‘I’m struggling.’ If you don’t create the right environment where people can have the courage to admit that they’re struggling, nobody will ever bring up problems.”

Some managers may believe “it’s a sign

of weakness if they don’t have a handle on everything that goes on in their store,” says Pons. “People don’t want to admit that they don’t have it all under control. If your team is telling you there are no problems, that’s a problem.

“One of our core values is ‘strive for excellence,’ but we’re very clear that striving for excellence doesn’t mean perfection,” says Pons. That said, “we help our managers succeed by having a high level of accountability. They always know what’s expected of them. They’re encouraged to have that same level of expectations and accountability set up with their teams.

“If someone’s straying off-course, it won’t go on very long without us talking about it. We’re going to communicate how that behavior isn’t consistent with our values. If it comes to the point of putting things in writing or having a manager create an action plan for how they’re going to get back on course, we’ll do that. You have to hold people accountable.” ■

Generational trends

What about starting a car or tire club where the customer is billed $20 a month to a credit or debit card?

How to capture the next generation of customers

DATA SHOWS PREFERENCES, BUYING HABITS OF MILLENNIALS AND GEN Z

Kevin Rohlwing By

Successful businesspeople, including independent tire dealers, try to predict what’s next. Spotting a trend before it becomes a trend and being able to capitalize when that trend hits is critical to long-term success.

ere is no shortage of information on the purchasing habits of today’s customers. So much has changed over the last four-and-a-half years that it’s almost impossible to summarize the automotive consumer evolution concisely.

ere also has been a lot of attention paid to studying the generations of people who are purchasing cars, tires and service:

• Baby Boomers, who were born between 1946 and 1964;

• Generation X, members of whom were born between 1965 and 1980;

• Millennials, who were born between 1981 and 1996, and;

• Gen Z, members of whom were born between 1997 and 2012.

As a tire dealer who also provides auto service, looking at data about the vehicle buying habits of these customers — as well as their general attitudes toward vehicle maintenance — will help you gain a better understanding of your future customer base. According to Statista, 42.4% of the current U.S. population is either a Millennial or member of Gen Z. These consumers are very di erent from the Baby Boomers and Gen Xers who have come before them.

Irina

Cox Automotive recently interviewed 5,000 car shoppers and separated the results by generation.

According to survey results, only 24% of Gen Z buyers said they knew what they wanted at the start of the car-buying process, compared to 26% of Millennials, 28% of Gen Xers and 38% of Boomers.

The reverse was true regarding the number of days spent researching and shopping for a new car, with Gen Z buyer leading the way, followed by Gen X, Millennials and Baby Boomers.

In another survey commissioned by Cars.com, 76% of Gen Z respondents said they bought their rst car before turning 21, compared to just 56% of Millennials.

While 16% of Millennials favor online shopping for cars, only 9% of Gen Z respondents said they prefer to buy cars online.

As someone who lives with and works with members of Gen Z, all of this makes perfect sense. Members of that generation tend to drive nicer vehicles than I drove when I was their age and seem to be more comfortable with a car payment to make that possible. I ran into a friend of my son’s

‘There is no shortage of information on the purchasing habits of today’s consumers.’

not too long ago who is 23 years old and is driving a BMW. His rst car was an In niti, which he sold to buy the BMW.

My rst car was a 1972 Buick Century that died before I was able to sell it. I’m currently driving a 2017 Toyota Corolla that I bought used in 2021, so I cannot relate.

I could a ord a nicer car, but my Gen X practicality about a low car payment, low insurance and low operating/maintenance costs are the most important factors for me.

For Gen Z, the most important car shopping factors are price, followed by fuel e ciency, longevity and reliability, the vehicle’s safety rating and nally, comfort. Members of this generation are cautious

BABY BOOMERS

BORN BETWEEN 1946 AND 1964

GENERATION X

BORN BETWEEN 1965 AND 1980

MILLENNIALS

BORN BETWEEN 1981 AND 1996

GEN Z

BORN BETWEEN 1997 AND 2012

buyers who are going to take their time researching a vehicle purchase.

Members of Gen Z also want to talk to people in person and test drive the car before they buy it.

In addition, members of Gen Z are looking for a car that ts their budget, but the vehicle also needs to t their lifestyle, so they will put in the work to nd that balance.

Generational trends

GENERATION GAPS

A recent MarketWatch Guides survey of car owners who were 18 years old or older asked a series of questions about car care attitudes and practices.

The first question in the survey was, “How well do you think you take care of your car?” Respondents were given one of four choices:

A. I care for my care and maintain it to the best of my abilities.

B. I am mostly responsible about car care and maintenance.

C. I don’t care for my car as well as I should.

D. I don’t care for or maintain my car with any regularity.

Baby Boomers led the way with 59.3% saying “I care for my car and maintain it to the best of my abilities,” followed by 56.1% of Millennials, 54.9% of Gex X and 50.6% of Gen Z answering the same way.

My interpretation: Most people are going to take care of their cars, especially Millennials who are now a little older and probably have nicer and newer cars than members of previous generations when at their age. Both Millennials and members of Gen Z see their cars as part of their lifestyle, so they are going to maintain them. Most Baby Boomers are in retirement or are nearing retirement, so they are going to maintain their vehicles to avoid the expense of replacing them. Cars are considered transportation for members of Gen X, who are sandwiched between taking care of their aging parents and their kids, so things like vehicle maintenance are sometimes going to slip through the cracks.

Question number 2 was, “How much do you stick to your manufacturer’s recommended service schedule?”

A. Almost always.

B. Most of the time.

C. Only sometimes.

D. I do not follow the manufacturer’s service schedule.

Baby Boomers led the way with 35.5% answering “almost always.” Meanwhile, 34.6% of Millennials, 30.8% of Gen X and 25.7% of Gen Z picked the same response. Millennials answered “most of the time” more than any other group.

My interpretation: Following the car manufacturer’s recommended service

schedule is not cheap, but Millennials, Boomers and Gen Xers see value in spending their money in this way to maintain their vehicles. In fact, I know people who have spent $3,000 in order to maintain a $3,000 car because it’s way cheaper than buying a new or used car. With new and used car prices still high, I expect this trend will continue. Gen Z is the most stressed-

‘The purchasing habits of Baby Boomers and Gen X are well-established and unlikely to change.’

out generation from a financial standpoint as they enter their work lives, so it’s not surprising that they are the least likely to follow the manufacturer’s recommended service schedule.

Question number 3 was, “How often do you change your car’s oil?”The following options were offered:

A. Every 3,000 miles or more frequently.

B. Every 4,000 to 5,000 miles.

C. Less frequently than every 5,000 miles.

D. I don’t change it regularly.

At 37.5%, Gen X was the biggest group to say “every 3,000 miles,” while 37% of Millennials, 25.3% of Gen Z and 25% of Boomers chose the same answer.

My interpretation: Oil change intervals are lengthening thanks to new synthetic oils that provide extended life. Millennials are the best at changing their oil regularly. The lack of oil change regularity for Gen Z is not surprising because of cost restraints. Older generations probably follow the 5,000-miles-or-less recommended interval practice.

The final question was, “How quickly do you address issues or warning lights?” with the following options as answers:

A. As soon as possible.

B. As soon as it is convenient for me to do so.

C. I wait until I have the money to pay for service.

D. I wait to see if the problem goes away on its own.

Cars are considered transportation for members of Gen X.

Photo: Pat Durham

The results of this question said a lot about each generation. Baby Boomers led the way with 68.6% answering “as soon as possible,” followed by Gen X at 59.2%. Millennials were not far behind Gen X at 56.9% when answering “as soon as possible,” while Gen Z was a distant last at 40.7%.

My interpretation: All three of the older generations know the risks associated with ignoring warning lights. Boomers usually have the time to get warning lights checked and fixed right away. Gen Xers and Millennials have busier schedules, so they deal with check engine lights when it’s convenient. Members of Gen Z know they have to get lights checked and possibly fixed, but their financial situation forces them to hold off until they have the money.

The purchasing habits of Baby Boomers and Gen X are well-established and unlikely to change.

As we get older, we tend to drive less and when retirement for many Baby Boomers does come, cumulative generational vehicle miles are going to drop.

Your customers are changing and to remain successful, you have to change with them. You are in a perfect position to create relationships with next-gen customers.

Photo: HM Motor Works

Generational trends

HOW TO REACH GEN Z

How do you reach younger car owners? Research shows that members of Gen Z are looking to independent businesses as the leading source for their vehicle maintenance needs. This next generation of vehicle owners needs a “safe place” where they don’t experience auto anxiety and can rely on trusted advisors.

The challenge is reaching them so they know such a place, like yours, exists. And it starts with having an online presence.

‘Tire

safety starts with...’

Educational video resources from TIA

The Tire Industry Association (TIA) has a series of short five-to-six-minute consumer education videos under the “Tire Safety Starts with” banner that can be used to educate your customers. These videos have proven to be extremely popular. TIA’s “Tire Safety Starts with Proper Tire Repair” video has over one million views on YouTube and “Tire Safety Starts with Winter Tires” has over 95,000 views. (Find TIA’s YouTube channel at www.youtube.com/@tiresafetystartshere.)

“Tire Safety Starts with Proper Tire Repair” explains why on-the-rim repairs are dangerous and the reasons for a proper plug and patch repair that follows industry guidelines. Video includes first-of-a-kind live images of a puncture occurring on the side of an inflated tire.

“Tire Safety Starts with Winter Tires” explores the differences between all-season, winter and studded tires on ice and snow. Video includes test track footage of what happens when two winter tires are installed on the front axle of a front-wheel-drive vehicle.

“Tire Safety Starts with Tire Selection” covers the basic guidelines that should be followed when replacing tires and the role of the vehicle tire placard. Video shows the loss of control in wet conditions after installing two new tires on the front axle of a front-wheel-drive vehicle.

“Tire Safety Starts with Inspection” addresses the maintenance guidelines that drivers should follow, including tire inflation and tread depth. This video includes animation that demonstrates how pinch shock creates a pencil bulge on the sidewall of a low aspect ratio tire.

“Tire Safety Starts with TPMS” explains how tire pressure monitoring systems (TPMS) operate and the safety benefits associated with properly inflated tires. The video details the different types of warning lights and steps that must be taken to correct them.

“Tire Safety Starts with Tire Registration” shows consumers how to use the tire identification number or the DOT code to register their tires with the manufacturer.

“Tire Safety Starts with Installing your Spare” outlines the procedures for installing a traditional spare tire.

‘Millennials and members of Gen Z like to do their research. Educate them. Coach them.’

Gen Z Googles everything and spends more time on YouTube or video websites than I ever thought possible.

Tire dealers who want to earn their business should consider starting their own YouTube or other social media channels and populating these platforms with basic tire and car care tips.

If the Gen Z vehicle owner suspects they may need new struts and comes across a video either on your dealership’s site or linked to your site that explains how they can tell if they need them, why the struts should be replaced and what happens when struts aren’t replaced, they will see you as a trusted information source and service provider.

There’s a good chance they will call your dealership or even visit it.

Tire dealers already have access to a library of consumer education videos that can be easily added to a website or social media channel.

The Tire Industry Association offers a consumer tire and service education section on its website featuring videos that explain proper tire repair, tire inspection, tire selection, tire pressure monitoring system service, spare tire installation and other topics. (See sidebar on this page for more information.)

If your web provider can provide a chat function or something similar to answer additional questions, you will be even more likely to earn Gen Z business.

Education can start with online videos. Follow this up with car care clinics so customers can learn about parts and basic auto service.

Photo: Westside Tire & Service

HOW TO REACH MILLENNIALS

Millennials are known for sometimes prioritizing their personal satisfaction and image over practicality. Gen Z shares some of those traits, but also is looking for balance between budget and lifestyle.

It’s an outside-the-box idea, but imagine loaning a filter wrench and the catch bin/container to members of this generation who want to change their own oil? Then you sell them the oil and filter.

Remember, members of younger generations are smart, but are strained financially.

Most also use subscription services, paying a fixed, monthly cost. (Think Netflix, Amazon and other streaming TV platforms.)

What about starting a car or tire club where the customer is billed $20 a month to a debit or credit card and the money accrues in a “savings account” at your dealership?

You can then follow this up with car care clinics, so they can physically see how to do things like change windshield wipers, air filters and install the spare tire.

Your customers are changing and to remain successful, you have to change with them. As an independent tire dealer and auto service provider, you are in the perfect position to create relationships

with the next generation of customers. If you want to reach what will be more than 40% of the U.S. population by the year 2030, according to various estimates, you will have to adapt your business model. ■

Kevin Rohlwing is chief technical officer of the Tire Industry Association. He can be reached at krohlwing@ tireindustry.org.

‘Members of Gen Z are looking to independent businesses as the leading sources for their vehicle maintenance needs.’

When a financially strained Gen Zer comes in for an oil change or some other service, the money is taken out of their account, so they don’t take the bigger hit to their monthly budget.

If they know they’re going to need tires, then they up their contributions to $30 a month.

When that big bill hits, there’s a way for them to get it fixed right away and pay off the balance with regular monthly withdrawals.

Millennials and members of Gen Z like to do their research.

Educate them, coach them and explain the “why” behind the repair so they have a better understanding of the cost and benefits.

As with other generations, that education process can start online with videos about tire and auto maintenance.

REMA TIP TOP Group of Companies

Retail sales

How to up-sell without pressuring your customers

FIVE TIPS FOR SELLING ADD-ONS, MINUS THE ANGST

Mike Townsend By

Now more than ever, the American consumer feels an enormous amount of pressure. The biggest paradigm shift has been inflationary pressures on nearly every consumer product. Gasoline is up. Electricity is up. Groceries are up. Rent is up. Even tires are more expensive than they were four years ago. As a result, consumers’ defenses are up.

But despite that, could this be an ideal time to learn new ways of up-selling your customers on replacement tires and auto repair? The obvious answer is yes.

As we look at how to up-sell customers, it is important to note that some do this right and some do it wrong — and it usually can be spotted in a few customer reviews.

In the digital age, customer reviews should be a powerful motivation for up-selling the right way — without putting pressure on the consumer.

Believe it or not, there is still a lot of money that you allow to stay in your customers’ pockets that could be spent in your store — and it would ultimately help them.

But how does your salesperson at the front counter up-sell the right way when he has objectives to hit?

Here are five pragmatic tips to help up-sell without putting pressure on already-stretched customers. All five are equally important!

You must have a process. Most people do not understand that good, correct, no-pressure up-selling starts with every customer touch point and those touch points must help you build trust.

Assuming you have a great website and a great customer experience process that you execute every day and not just sporadically, you must also have an up-selling process.

Why do you need a process? The simple answer is that you will be more intentional with every customer engagement and that engagement will become

‘Even though most salespeople do not wish to come across as aggressive, many times they unintentionally commit this sin.’

memorable for your customer. They must remember that there was “no pressure” applied.

Having a process will keep your people from caving to the pressures placed on them from above and separate them from the need of having to hit a goal/number at all costs.

Even though you can be moderately successful without a process, you will not be firing on all cylinders without a process that helps the customer become more informed and/or educated about his or her car.

I have seen good processes and bad processes over the years.

Some that are bad make customers feel like it’s all about what the tire dealership is trying to do “to” them instead of making the customer feel like it’s trying to do something “for” them.

An example of this is using an unlikely, catastrophic scenario as a motivator to close the sale. (“Fix this now or your car will explode!”) There should never be mention of a catastrophic event taking place. However, incorporating phrases like “This will help your car perform better” or “This will help extend the life of your vehicle” can be coupled with “while keeping you safe on the road.”

Since we live in the information age, customers must be educated as to why they need a repair or preventive maintenance service.

Photo: MTD

This will make a sale more palatable to most consumers who will trust you more because they are being helped and not hurt. And this could lead to positive customer reviews that others will see.

You must have a better understanding of the customer. Assume customers do not think like you or know what you do.

Several years ago, when I was consulting for a multi-store tire dealer, a front counter salesperson did not offer a customer the option of installing a new serpentine belt even though there would be no added labor charge.

When the owner of the three stores was driving the car to the customer — who was also a friend of his — the serpentine belt failed.

When the counter salesperson was asked, “Why didn’t you recommend a new belt to the customer?” he answered, “The repair bill was already so expensive I did not think they would want to pay the extra money for the part.”

Needless to say, in hindsight, the customer would have gladly paid if the salesperson had offered to install a new belt.

I have listened to many phone calls where customers called a tire store to complain that an add-on was not offered to them and now they were on vacation having to spend time and money getting a repair performed that their local repair shop should have already mentioned. Understand that with the price tag of new cars and increased interest rates for auto loans, most of today’s customers want to make their cars last longer and are willing to pay for maintenance that’s needed.

Never try to diagnose on the phone. I know this one sounds simple, but I have heard countless salespeople at some very successful stores tell the customer what they “think” a mechanical problem “could be.”

Sometimes they will even throw a ballpark price at the customer. Most of the time they are wrong on both counts and they end up having to eat some crow and lose the customer’s trust.

All of this can be avoided by getting the customer to the store and letting them know that an inspection will be performed on their car, a certified tech-

nician will inform them what needs to be fixed and they will then have the option to either approve or disapprove. Worst case scenario, you explain your diagnostic fees on the phone and let them know if or how much of this fee would be applied to their repair bill if they decide to approve the repair.

This kind of interaction will almost always build trust. The salesperson should always be able to explain what the technician found and the repair they recommend.

Refrain from being perceived as being too aggressive. Customers perceive things on many levels depending on what is going on in their lives.

Even though most salespeople do not wish to come across as aggressive, many times they unintentionally commit this sin. They use the wrong words and do not follow a process or they focus only on their needs — such as hitting a certain internal sales objective — without focusing on the actions needed to help and build trust with the customer. The best way not to be viewed as aggressive is to

Retail sales

let the customer know what needs to be done today and what can be done next week or at their next service interval.

I saw a talented salesperson do this very well once.

After the vehicle inspection process was completed, he simply told the customer everything that needed to be fixed on their car. When the customer

objected due to a strained budget, he agreed with them and asked if they could afford to fix the two most important items on the car and then come back after their next pay check for the other needed repairs.

He then offered financing options, the customer agreed and a no-pressure up-sell was made that day.

Remember to always be real with your customer and follow a process. Be calm, neutral and understanding of the customer’s financial situation.

Never come across as pushy or argumentative.

Always build value and help the customer understand the “why” of the repair’s need. Value starts with trust and trust is earned like drops of water in a bucket. It takes time.

You must also understand that since trust is earned like water dripping into a bucket, one swift kick to the bucket — such as being aggressive or trying to diagnose over the phone — can empty the bucket and the process of earning trust will have to start over again. That’s if the customer will allow you to earn their trust!

Since we live in the information age, customers must be educated as to why they need a repair or preventive maintenance service.

A good example can be something as simple as a fuel system cleaning service or a coolant flush.

When customers understand why these two valuable preventive maintenance services are important and how they can extend the life of their car while keeping them safe on the road, they will be more likely to allow you to up-sell them and will see the “value.”

And if you offer any add-on or up-sell, always mention any warranty that comes with the part or repair.

When you stand behind what you do, customers will trust you.

When keeping the above dynamics in mind, it’s also important that you develop a process that allows information to flow quickly and clearly to the customer without applying any pressure.

Many times, the use of filler words or phrases like “to be honest with you” will accidentally turn a customer off to the possibility of an up-sell.

My best advice is to develop a robust customer experience process and make sure your people have a pragmatic, zero-pressure procedure that makes it easy to gain the customer’s trust and additional business. ■

Mike Townsend is the owner of Townsend Strategies, a sales and leadership training and marketing company that advises independent tire dealerships. To contact Townsend, email him at mike@townsendstrategies.com.

By

J. Mark Jackson

Hiring some outside organization isn’t necessarily required for planning and decision-making. Who knows the organization better than the people invested in it?

THE SEVEN QUESTIONS OF DECISION-MAKING

HOW TO GAIN A 360-DEGREE VIEW OF ANY BUSINESS SITUATION

Photo: Pat Durham

It sometimes seems like planning and decision-making is alchemy or magic and best left in the hands of consultants. However, leaders of successful tire dealerships realize that planning and decision-making are the lifeblood of their companies’ destinies.

What if there was a template to apply to planning and decision-making that helps remove some of the sting? If that method was tested and could easily be used by people at all levels of your business, would it be valuable?

The U.S. Army uses an approach called the Military Decision-Making Process (MDMP). It is exceedingly thorough, but ponderous and cumbersome. The guide manual to MDMP is over 200 pages long!

When I served in the Afghanistan War, one of our flanking brigades decided to use a strict application of MDMP for every mission.

The process was so involved that they missed all timelines — not by hours, but by days and weeks. Their planning was perfect, but their goals were completely compromised.

The simplest solution is usually the best and it’s based on the following seven questions, which were originally developed by the British Army.

We’re now adapting it for the business world.

When applied — using the scope, time and resources/ information available — you will gain a 360-degree view of the situation (any situation) and how to confront it.

Here are the questions, which, as you can see, generate a few additonal questions:

1

WHAT HAVE I BEEN TOLD TO DO AND WHY?

If you’re the owner of your company, you might think, “Well, no one really tells me what to do.” But even CEOs answer to boards. Survival is a stern taskmaster in business and can dictate actions. Your employees and stakeholders must remain on-board with what you’re doing or they will leave. Your customers get a vote, too. No matter your role, someone or something has an impact on

Store management

your decisions. Your motivation must be logical and rational or no one will support the plan that emerges.

2 WHAT IS THE MARKET OR COMPETITION DOING AND WHY?

Who is winning and who is not? What trends are you seeing and are those trends likely to continue? How does your business fit within this picture and why? (The “why” is critical.) What is driving your competition’s thinking and are their conclusions valid? You need to get inside your competitors’ heads before you can figure out how to defeat them.

3 WHAT EFFECTS DO I WANT TO HAVE ON MY MARKET OR COMPETITION AND WHAT DIRECTIONS MUST I GIVE TO DEVELOP A PLAN?

This is the spot where goals may show up. What would success look like? With this picture of success in mind, who needs to take what actions to make your vision come true? How do you see the competition chasing your business, rather than the other way around?

4

WHERE

CAN I BEST ACCOMPLISH EACH ACTION/EFFECT?

This helps narrow the scope of your vision. Where will your easiest or most profitable wins come? Geographically, where do your ideas stand the best chance of success? What group, division or areas are impacted the most and will drive success? Who is in the forefront and who supports?

5 WHAT RESOURCES DO I

NEED TO ACCOMPLISH EACH ACTION/EFFECT?

Who are the instrumental people for this plan? How much time do you have and how much time can your team spare? What logistics are necessary? What are the costs, in dollars and sweat? For example, can your existing facilities handle your plan or will this require new rooftops?

6 WHEN AND WHERE DOES EACH ACTION TAKE PLACE IN RELATION TO EACH OTHER?

These are what I call “time hacks.” What can happen now? What actions can happen concurrently? What actions need to happen first before your plan can move forward? These clutch points

are bottlenecks and stop forward progress until they’re solved. What actions are most important? Can the actions occur in multiple geographic locations and when?

7 WHAT CONTROL MEASURES, STANDARDS AND METRICS DO I NEED TO IMPOSE?

How will you measure progress? How often will you take a sounding of your progress? What information and data are accepted across your team as key measurements? Who will contribute to progress reviews and who is responsible for supplying information and data? Who owns the review process? What is the cadence for long-term follow-up? This is key. Too often, beautiful business plans are crafted, bronzed and forgotten when the tyranny of the “now” overcomes the organization. If commitment to your plan is uneven, your team might duck and let the plan blow over and watch it wither from general apathy.

Answering the above seven questions could result in a 250page business plan or a one-page action plan. If you and your team are investigating a major acquisition and time is available, the document might be long and in-depth. If you’re participating in something less important, your plan will be less involved. But answering the questions gives a complete view of the situation and your plan forward.

Applying the seven questions rests on the following maxims and premises:

• Teddy Roosevelt’s adage, “Do what you can, with what you have, where you are.”

• The answer is within you.

• An honest SWOT (strengths, weaknesses, opportunities and threats) analysis before you apply the questions to your business.

Planning and decision-making are always imperfect. There is never enough time, the information available to you may be incomplete and resources — including people and money — can be inadequate. If you wait for all these factors to align just right, the opportunity is often lost, with the future already riding in the rearview mirror.

The U.S. military frequently states that “the plan never survives first contact intact.” Planning and decision-making require flexibility to adapt to a changing situation or environment. Your plan is only the cost of admission to the future, but the planning — driven by changes and updates — is the future. Using Roosevelt’s idea, we act and adjust as time, information and resources become available.

The answer is within you simply means that a solution is either in your team’s collective mind already and just needs brought

out, or the solution is discoverable with soul-searching, collaboration and information. Hiring some outside organization isn’t necessarily required for planning and decision-making. Who knows the organization better than the people invested in it?

The SWOT analysis is critical because it forms the foundation upon which the seven questions begin.

Strengths and weaknesses are inward-looking — who we are. Opportunities and threats are outward-looking — what the world/market looks like. The SWOT must be brutally honest because it provides much of the information that will fuel the answers to the seven questions.

The choice is “garbage in, garbage out” or “gold in, gold out.” Where reality meets the future, confidence is key.

Planning is not the exclusive domain of consulting groups. As mentioned the answers to the seven questions likely reside within the leaders of your business or its stakeholders.

I won’t pretend that planning and decision-making are not complex topics.

You don’t always start with traditional goals, necessarily. You can groom the background, the playing field and what

must be true for the future. Then the seven questions walk you to your goals.

In this, the seven questions are unique in planning and decision-making. They allow you to establish plans that fit the situation and not a situation shoe-horned to fit a plan.

Applying the seven questions should be a permanent part of your dealership’s culture and the results should be non-negotiable. Paint your plan on walls. Tattoo it on everyone’s arm. It’s vital to the success of your business.

The seven questions work in all decision-making situations, whether you’re the president of the United States or chairperson of the local county fair.

Planning can be laborious and potentially gut-wrenching. The seven questions make the process more natural and simpler. ■

J. Mark Jackson is a 30-year veteran of the tire industry and a founding partner of Guidon LLC, a leadership and resilience training/consulting organization. A former U.S. Army officer, he was awarded the Bronze Star for combat service in Afghanistan, he has mentored senior government executives and all levels of industry personnel in leadership, resilience, sales, marketing and business planning. Jackson can be reached at jmarkjackson238@gmail.com

As a leader, you can also cultivate other finishers within your organization.

Selling: How to start and finish strong

MASTER THESE TIPS TO MAXIMIZE YOUR SUCCESS

By

TDoug Trenary

here is a tendency in our fast-paced, tech-heavy world to rely on some new app, a better presence on social media or some other technology to help us get to where we want to go. I see this all the time in my work with independent tire dealers.

However, there are some old-fashioned, time-tested methods that will never let you down when you are searching for the competitive edge that creates results. It’s almost too simple.

In my in-person seminars and speeches, I encourage attendees of all ages to craft themselves into the right combination of “new school” and “old school.”

Those terms tend to mean either being up on using cutting-edge technology, which is great, or mastering the personal presence skills of being a strong, engaging individual, which is great, too. You really and ultimately need a combination of both.

But before that, you need to master starting and finishing if you want to be successful at selling.

STARTING STRONG

Being a “self-starter” is one of the timeless competitive advantages that you can deploy. It means winning the procrastination war. It’s the habit of acting now, with passion — and most of the time, ahead of others. (One sure way to win is to get going when others are idle or in “pause mode.”)

The greatest quality of the starter is that they always define the first action to begin a process. That action could be the smallest thing: a single phone call or first meeting, an outgoing email or tackling a project inside your dealership that never seems to get going and no one seems to want.

Starters have goals with purpose, they address any fears in life or business with

action and deal with the toughest issues at the start of the day on high energy — not at the end on low energy, when they will avoid them. They get adequate sleep, knowing that the morning should be addressed with a maximum energy level and strong focus. They are not afraid to take on a lot. They’re excited about their work because they see the end goal in mind and the rewards that come from it. They want to get going!

Always looking for a technology edge, one client of mine had for years faced the problem of creating an inventory of wholesale tires with literally a sheet of paper and an employee walking around counting them — an endless loss of time and productivity.

So they got started by purchasing a warehouse supply system involving software and scanners to count the barcodes placed on each tire in his warehouse.

Photo: MTD

One employee using a wireless scanner could now pick 20 orders in the time it used to take to count one tire. Great idea — and the key was getting started!

How many times though have we all started something, only to let it languish and not get finished? But starting out and getting going on something is only half the answer.

FINISHING STRONG

Being a “finisher” is the greatest compliment anyone in sales can receive. It’s called being a “closer.”

The key dynamics that finishers possess are that they follow up, they stay with a business opportunity and they finish with a deal, a final project or a completed idea. In sales terms, the interesting thing about a closer/finisher is that they’re not pushy, but rather they create a proposition of value and appeal for a potential buyer that draws them to purchase of their own will. In effect, they “pull” the buyer toward the sale and always stay after the opportunity until it is finished. This is the runner who not

only starts fasts, but finishes and wins the race. Effective finishers are the last leg across the line, the go-to person for the tough job and the person who puts the final touch on a project. They see the end in mind with every task, sale, goal or project. They ask this question in any circumstance, “How can I bring this to a close and to finality?”

They also realize it is far more common to start and not finish things, as opposed to finishing what you start. Every person has undone things at home and at work. Focus on getting them resolved and finished, step-by-step!

Often, the hardest and most precise effort in any project is the last 5%. It takes the most discipline and concentration to create the most rewarding finished projects.

As a leader, you can also cultivate other finishers within your organization. Take some action, put someone in charge who will lead the execution of these initiatives, check the progress of implementation each week, review what’s working or not working and how

it is or isn’t and make a strong effort to build this process into your company’s permanent culture.

Another client of mine, a chief financial officer of a tire dealership, once needed information from his 30 stores reconciled more quickly. He started with buying software that would help each location more quickly generate invoices and reconciliations — a great start. But the finishing touch came when his team set up an interface by customer number, where all store information could be transferred instantly, in real-time, to him. This was not just starting strong. It also was an example of finishing strong! With these ideas in mind, let’s beat procrastination and ask, “Do I or do we start fast and finish strong?” If your answer is yes, you’re already winning! ■

Doug Trenary, a speaker and award-winning author, has counseled and trained numerous tire dealers and their leadership teams to help them achieve top-level performance. To get a free copy of some great tips on “Five Ways to Defeat Procrastination” or to find out more, email him at info@dougtrenary.com or call (404) 931-8779.

By

IDennis McCarron

How to capitalize on ‘what’s next’ START INVESTING

IN THE FUTURE OF YOUR DEALERSHIP

TODAY

t’s particularly difficult to track and pick up on trends in the automotive aftermarket. Just a few years ago, major consulting groups were predicting electric vehicles (EVs) would overtake internal combustion engine-powered vehicles by 2030. Now those estimates seem to be in major jeopardy as the EV market is hitting some speed bumps. But it’s only slowing. Make no mistake: change is coming.

Shop owners will routinely growl at the cost of technology and other investments and rightfully so. Much of the time, new technology is very expensive and the promises of it being a “gamechanger” are often discovered — thousands of dollars later — to not be the case. It’s frustrating.

Our industry is likely never going to be on or approaching what is thought to be the “bleeding edge” of technology because there is demand from consumers to keep prices as reasonable as possible, since getting to work and driving kids around will remain a necessity, not a luxury. But let’s deconstruct the meaning of the word “reasonable.”

‘When dealing with an unknown — in this case, the future of the automotive aftermarket and the tire industry — you are bound to make mistakes. It’s OK.’

A customer who is grumbling over the price of a repair or a set of new tires isn’t the industry speaking. Even if most of your customers are complaining about the cost of your services, the industry isn’t whispering to you that you need to lower your prices. As a matter of fact, it’s screaming to you to raise your prices across the board.

We are about to hit a phase in America’s automobile love affair that we haven’t quite seen before. Cars are still being driven longer. Their sticker prices rival the cost of some low-income housing. And if hydrogen, EVs and other technologies even grab a foothold on the market, your shop needs to be the place to go.

If you don’t evolve and if you don’t change and adapt to your circumstances, you will be obsolete.

A few years ago, a major manufacturer of luxury vehicles ran an ad that showed a side-by-side shot of an expensive car entering a new car dealership repair facility and entering an independent one. Not surprisingly, the independent shop was characterized as dark, dirty and full of idiots with stains on their shirts. The new car dealership was depicted as being clean, pretty and professional.

Now there is a major player in the aftermarket making the same comparison. This company shall remain nameless, but it is familiar to readers of this publication.

The only way you can fight unfair stereotypes perpetuated about independent tire dealerships is by being anything but what’s shown in those inaccurate depictions. And that takes money to pay the right employees the right amount, money to keep your dealership clean, and of course, money to invest in technological upgrades that will benefit your ability to recoup the investments you have made.

When dealing with an unknown — in this case, the future of the automotive aftermarket and the tire industry — you are bound to make mistakes. It’s OK. Not everyone is Nostradamus. No one is, actually.

But if you wait until a clear winner rises from the ashes of the competition, you will be behind the eight ball. You will be that dealership the commercials make fun of.

Independent tire dealerships cannot continue to hold up the rear in profitability. Out of the trades, we are dead last — still — in collection rates. Yet there are fewer bays in America than ever and more vehicles on the road. I’m not going to tell you what to do.

Nobody has a crystal ball. But I can tell you that burying your head in the sand will put your business perilously behind the competition and render you unable to capitalize on what’s next. ■

Dennis McCarron is a partner at Cardinal Brokers Inc., one of the leading brokers in the tire and automotive industry (www.cardinalbrokers.com.) To contact McCarron, email him at dennis@cardinalbrokers.com.

The only way you can fight unfair stereotypes perpetuated about independent tire dealerships is by being anything but what’s shown in those inaccurate depictions.

Photo: MTD

GONNA DEALERS

Mergers and Acquisitions

Predicting 2025’s deal environment

NEW DEVELOPMENTS STILL POINT TOWARDS

HIGHER ACTIVITY LEVELS

Michael McGregor By

In April 2024, I wrote an MTD column on uncertainty in presidential years and how it impacted deal activity. I reviewed all kinds of research in academic journals that showed there definitely was a lag in dealmaking running up to an election as compared with the months following an election.

The gist of my column was, however, that since we had two well-known quantities in Trump and Biden running for president, where was the uncertainty? We all knew what would happen if either prevailed so we could all plan accordingly.

I did leave myself an out by saying that “unless something unexpected happens,” it was looking like Trump versus Biden. Well, that something unexpected happened on July 21 when President Biden dropped out.

Now, with relatively unknown Vice President Kamala Harris taking Biden’s place and former President Trump proposing even more populist economic policies, all bets are off regarding who will win and what they will do after winning. It’s a tight race and sure to be a photo finish. (Editor’s note: This column was written several weeks before the Nov. 5 presidential election.)

‘An improving economy boosts most businesses’ bottom lines, so sellers are in a better position to sell.’

But despite this election year’s uncertainty, I’m still predicting that the remainder of 2024 and the first half of 2025 will defy this trend toward lower deal activity in an election year for multiple reasons. We’re already seeing prospective sellers we talked to three years ago reapproaching us to represent them for sale this year. It’s getting busier and we’re pitching a lot.

One new development all business sellers are focused on are taxes and the prospects for tax increases. The 2017 Tax Cuts and Jobs Act (aka the “Trump Tax Cuts”) are set to expire at the end of 2025. Already the Harris campaign is proposing to raise capital gains taxes on high income earners from 20% to 28% and proposing to raise the corporate tax rate from 21% to 28%.

The make-up of the Congress and the degree to which it can get bills enacted will matter a lot as to what gets passed. But regardless of whether you are an S-Corp or a C-Corp, under a Democratic administration and Congress, sellers of businesses are likely to pay more when they sell their business and C-Corp owners will pay more tax on profits even if they keep their business.

We’ve heard this concern about taxes directly from nervous clients already. This tax uncertainty will be fully answered as

Despite this election year’s uncertainty, the remainder of 2024 will defy the trend toward lower M&A activity.

2025 plays out. A prospective tax increase will incentivize many sellers, regardless of party affiliation, to go to market now and throughout 2025. We saw some of this same dynamic play out partially in 2019, although COVID-19 dampened the rush to the exits that year.

Recent economic reports still show an improving economic picture, with September job growth exceeding expectations. Also September’s inflation rate was 2.4% and is moving even closer to the Fed’s target rate of 2%. GDP growth in the second quarter exceeded 3%. The Fed started reducing interest rates in September by a quarter point, a much-awaited development. And consumer spending is still strong and projected to remain so through the end of the year. Holiday spending is projected by Deloitte to exceed last year by 3%.

An improving economy boosts most businesses’ bottom lines, so sellers are in a better position to sell. As of this writing, the Dow Jones Industrial Average is a whisker from its all-time high. A rising tide lifts all boats. In this case, lower interest rates and a higher stock market bode well for company valuations.

As mentioned several times in MTD columns and editorials, private equity now has $2.59 trillion in dry powder on the sidelines. Private equity firms will leverage this with the $1.3 trillion in private credit available to them and will put it to work in transactions. If the stock market stays high, this will allow room for private equity and strategic buyers to pay higher valuations.

Deal activity is cyclical. The total value of M&A in the U.S. was down 25% in 2023. That was the worst year in dealmaking in a decade. When previous years’ activity has been very low, one might reasonably expect to see that turn around. I certainly do. ■

Michael McGregor is a partner at Focus Investment Banking LLC (focusbankers.com/automotive/tire-and-service). He advises and assists multi-location tire dealers on mergers and acquisitions. For more information, contact him at michael.mcgregor@focusbankers.com.

Dealer Development

Randy O’Connor By

WHow to create a five-star customer experience

TAKE A FEW CUES FROM THE RESTAURANT BUSINESS

hen it comes to creating a five-star customer experience, can your dealership take a few cues from the restaurant business? Curious? Read on. In a restaurant, the owner is the final mile between source, distributor and execution for the customer. The way a restaurant markets, organizes, receives, prepares, cooks and delivers its product is paramount.

Your dealership isn’t any different. You have to master your business and that starts with your menu. Once you’ve mastered the menu, you work on speed.

Once you’ve mastered speed, you work on consistency.

That’s the magic: excellent products that can be delivered consistently with quickness. And just like in the restaurant business, this demands serious investment from everyone involved.

We all struggle with discipline to some extent. That’s OK. What’s not OK is to deliver a service as integral as yours without making your own mark, in your own way.

Without being committed to your role in these three areas — mastery, speed and consistency — your success will be limited. You can read all the books about service and leadership that you want. There are no three other ingredients that will separate you from the rest than those.

So where do you stand? In a kitchen, the execution of individual roles culminates in the customer experience. From host/hostess, server and order expediter to line cook, salad prep, dessert prep and head chef, the roles are defined. Flawless execution of each role is paramount. Any breakdown in execution is a failure for both your team and your customer.

When it comes down to it, no one really cares if you’re a service advisor, technician, store manager or owner. They care about how much you care about your role.

If you need inspiration, I encourage you to talk with your peers. No five-star restaurant owner ever created a five-star menu without having sampled a five-star menu elsewhere.

The same goes for service advisors, technicians, your store manager and the rest of your team. You and your customers deserve it.

Once again, the goals are simple: mastery, speed and consistency. You have to figure out how to get exactly what you want out of each role within your system. And you have to hold each other accountable to a standard. Isn’t

that what your customers really deserve? They want the most out of their dollar. And the value of their dollar is dependent on your mastery, speed and consistency.

We all saw examples of how not to do things watching the recent Netflix series, “Tires.” Some of us laughed and some of us got pretty upset at how tire dealers were depicted in this show.

‘You have to master your business and that starts with your menu.’

It’s sad that our industry doesn’t command the respect it deserves, especially to be selected as the theme of a sitcom. The bad service represented on “Tires” also is a call to action. Where does your shop stand? We can all be better than we are today. It’s vitally important you own your role in creating that five-star customer experience. We should demand the same of those around us, too.

Are you a master with speed and consistency in your role as your dealership’s owner? If any one of those three qualities isn’t solid, you’re off the customer’s menu. It’s a package deal. You’re either a professional, working towards being more of a professional, or you’re just working a job.

It’s with pride, commitment and straightforward honesty that I say that you — and the rest of us — are capable of so much more.

Visit a successful restaurant, watch the kitchen and the execution, taste the product and tell me I’m wrong. ■

Tire and auto industry veteran Randy O’Connor is the Owner/Principal of D2D Development Group (Dealer to Dealer Development Group.) He can be reached at randy@ d2ddevelopmentgroup.com. For more information, please visit www.d2ddevelopmentgroup.com.

EV Intelligence

Know the truth about EVs SEPARATE FACT FROM FICTION

AND KEEP AN OPEN MIND

Craig Van Batenburg By

Awhile back in MTD, l debunked my top 10 electric vehicle (EV) myths. Over the years, technicians, tire store owners and others have given me some pushback. I expect that, so I work hard to separate fact from fiction.

Here is my latest installment. These are in no particular order:

• Salt water and lithium-ion packs will explode. This is mostly false. If you are discussing pure EVs, the high voltage li-ion battery packs are sealed and mounted under the vehicle. Salt water — or any water — is kept away from the cells in the pack. Once you repair a pack, a test is done to ensure the pack has no leaks. Since 2013, most hybrids (except Toyota) and all plug-in hybrids changed the chemistry from nickel metal hydride (NiMH) — non-flammable — to a li-ion based chemistry. There’s more risk in a flood when the packs are not sealed. Many hybrids’ packs are not sealed.

‘Staying away from EVs may feel good until you realize you are losing customers.’

• Recharging takes all day. Mostly false. My company’s Tesla charges at about 200 kW on a Tesla Super Charger. Our Kia Niro EV is a shade under 100 kW using a CCS fast charger. The Nissan Leaf is 50 kW using a CHAdeMO. From the highest to lowest charge rate, you will add 50 miles in anywhere from four minutes to 30 minutes.

• All direct current fast chargers (DCFC) are powered by diesel generators. This is laughable. None are powered by generators. The big box next to the chargers is housing the alternating current (A/C) from the grid and converting it to D/C.

• EVs pay no road tax. Was true, but now less true. Gasoline and diesel federal and state taxes are used to build and maintain the roads and bridges we drive on. The more fuel you use, the more you pay — simple, easy to manage and somewhat fair. As we move to “electrical fuel,” no road tax is collected. We are in the beginning stages of creating a new system. No good ideas have been put in place yet.

• Only Democrats drive EVs. False. My close Republican friend just traded in his Tesla for a Lucid. EVs make sense for many people and businesses.

• Class 8 over-the-road EV trucks will never work . This depends on how broadly you define an electric heavy-duty truck. If you include fuel cell technology added to a Class 8 truck, the answer is yes, they will work. Fuel cells have come a long way in the last 10 years, as have li-ion battery packs. The fuel is the remaining large issue. Fuel cells recharge the heavy-duty system’s battery as you drive and produce electricity and water.

• EVs pollute more than gas cars. This is false. In the worstcase scenario, they are the same up to about 35,000 miles of driving — and then the EV is producing less carbon-dioxide. The electrical power grid is getting greener every year, so EVs are, too.

• EV motorcycles are not possible. False. Harley Davidson sold an electric motorcycle a few years back to compete with Zero, a California-based EV startup. Both companies are growing. Honda will have an EV two-wheeler soon. They are “torque monsters,” says one rider. Full disclosure: I own a Zero SR/F.

• We will run out of lithium. Toss-up. Lithium, an alkali metal, is used in the cells of an EV and is naturally found where there is salt. We have enough in the U.S., but extracting it with less water than we presently use is an issue. Lithium-ion batteries contain lithium, cobalt, nickel and manganese and about 95% of the battery can be recycled. The recycling is proven to work.

• Americans do not want EVs. Partly true. We love our big trucks and SUVs, but U.S. sales of EVs grew nearly 5% in the second quarter of 2024 compared to a year earlier and compared to a 0.6% drop in U.S. sales of ICE vehicles.

There are more myths than ever before. 2024 is an election year and so that is to be expected. I understand that this is a huge change and many would like the internal combustion systems we have in place to stay the same, but they won’t. Staying away from EVs may feel good until you realize you are losing customers. EVs have problems and engineers will solve them and you will, too, in your bays.

We are in a new mobility era. As we all welcome the world around us, it will seem less scary. Remember, FEAR stands for False Evidence Appearing Real. We can all do this. ■

Craig Van Batenburg is the CEO of Van Batenburg’s Garage Inc., dba Automotive Career Development Center (ACDC), which is based in Worcester, Mass. A 50-year automotive service industry veteran, Van Batenburg provides training for facilities that service — or want to service — electric and hybrid vehicles. For more information, see www.fixhybrid.com or email him at craig@fixhybrid.com.

17”, 18”, 20”, 22”, 24”, 26” 28”, 30”

33X12.50R24LT FURY MTII F LOAD

35X14.50R24LT FURY MTII F LOAD

35X16.50R24LT FURY MTII F LOAD

35X14.50R26LT FURY MTII F LOAD

37X14.50R26LT RT PLUS F LOAD

37X12.50R26LT RT PLUS F LOAD

37X12.50R24LT RT PLUS F LOAD

37X12.50R24LT FURY RT PLUS F LOAD

37X14.50R26LT FURY RT PLUS F LOAD

40X13.50R20LT MTII

33X12.50R24LT FURY MTII F LOAD

35X14.50R24LT FURY MTII F LOAD

35X16.50R24LT FURY MTII F LOAD

35X14.50R26LT FURY MTII F LOAD

37X14.50R26LT RT PLUS F LOAD

37X12.50R26LT RT PLUS F LOAD

37X12.50R24LT RT PLUS F LOAD

37X12.50R24LT FURY RT PLUS F LOAD

37X14.50R26LT FURY RT PLUS F LOAD

35/12.50/22 RT

37/13.50/17 MTII

37/13.50/20 MTII

37/12.50/20 RT

40X13.50R20LT MTII

Focus on Dealers

Turbo expands into TBR tire market

ROLLING BIG POWER BRAND ADDS TO LINEUP

Mike Manges By

Turbo Wholesale Tires LLC’s Rolling Big Power brand isn’t just for light truck tires anymore.

The Irwindale, Calif.-based company has launched a full line of commercial medium truck tires under its Rolling Big Power banner.

The new Rolling Big Power TBR range encompasses four long-haul tires under the Deliveror name, four regional haul tires under the Expressor name, three 17.5- and 19.5-inch local haul tires sold under the Courior name and three mixed-service tires marketed under the Constructor name, for a total lineup of 40-plus SKUs.

Hundreds of Turbo customers recently enjoyed an up-close look at several of those tires during an open house at Turbo’s distribution center in Hammond, Ind., some 30 miles outside of Chicago, Ill.

‘A COMPLETE LINEUP’

“We wanted to come to the marketplace with a complete (commercial truck tire) lineup, priced right and distributed right, so people would say, ‘This is a truck tire program built by truck tire people for truck tire people,’” Turbo CEO Phillip Kane told MTD before the open house event began.

Prior to the new line’s development, “TBR was not part of the lineup at Turbo in any way, shape or form. We didn’t sell a single truck tire. Meanwhile, our customers were saying, ‘It would be great if you had truck tires’” — a message Kane relayed to the rest of Turbo’s leadership team.

“There were a couple of things that were tremendously important as we embarked on this journey,” Kane told MTD. “The first is that this was not going to be just another tier-four (truck) tire that was undifferentiated and indistinguishable.

“For us and me, there was really only one manufacturer I wanted to do business with — for reasons of quality — and that’s CMA/Double Coin, so that’s who we pursued” and eventually secured as

the line’s manufacturer. “The second thing that was important is that it be a complete line. We have over 40 SKUs, from long-haul to mixed-service. We have four SmartWay lines. We even have a spread-axle tire. And the products have the same quality and engineering — and the same warranty — that goes into any Double Coin tire.

“It was important to me that a servicing dealer could satisfy the needs of any type of fleet in any vocation” with the Rolling Big Power TBR line, said Kane.

“The other thing we did is (give) names to the products that extended the ‘or’ nomenclature that the rest of Rolling Big Power’s (products) have.” (Editor’s note: Turbo sells Rolling Big Power brand light truck tires under the Repulsor and Conveyor names.)

“We named the long-haul tire ‘Deliveror,’ the regional haul tire ‘Expressor,’ the urban (delivery) tire ‘Courior,’ and then our mixed-service tire is the ‘Constructor.’

“Each vocation has a descriptive name that means something and then each tire (name) will be followed by a letter that corresponds with its wheel position. For example, Deliveror S is a steer tire. And there may be some other delineator following that, if the tire has a particular characteristic.”

DISTRIBUTION DETAILS

Rolling Big Power brand TBR tires, which are built in Thailand, will be available through Turbo’s distribution centers “or they can be purchased direct from the factory by our distributor customers,” said Kane.

When asked about the Rolling Big Power TBR line’s positioning, Kane told MTD, “I always say, ‘You don’t tell the market what tier you’re in. The market tells you what tier you’re in.’ I think the market would tell us we’re kind of in the lower part of tier-three and that was the goal.

“We tried really, really hard to make certain between ourselves and Double Coin that this (would be) a comprehensive program from the jump.”

Turbo Wholesale Tires LLC displayed several of its new Rolling Big Power TBR tires during a recent open house event at the company’s Hammond, Ind., distribution center. (Pictured, behind tire, JD Casas, Turbo’s national sales manager, commercial.)

Photo: MTD

MORE LT INVESTMENT

Kane also told MTD that Turbo will continue to expand its Rolling Big Power light truck tire range.

“We said, ‘Wouldn’t it be something if Rolling Big Power was a soup-to-nuts light truck tire line?’ We said, ‘Let’s do an M/T and an R/T first’ and we did that last year. We (then) said, ‘To have a complete LT line, you need X/T, H/T and A/T also,’ and said, ‘Let’s put those on the calendar.’

“There also will be a commercial van tire in Rolling Big Power and that will be called the Transferor,” he revealed.

“By the end of the year, the promise to remake the Rolling Big Power light truck tire line will be completely done.”

Filling out the Rolling Big Power light truck tire range “is important because our dealers told us it’s important,” said Kane. “Our dealers said, ‘We love you, but ... buying an M/T (tire) from you and then having to buy an R/T or an A/T from someone else doesn’t work for us.’”

The R/T light truck tire category, in particular, is “going gangbusters for us,” Kane told MTD. ■

Focus on Dealers

Mahone Tire Service thrives on family, community

OHIO TIRE DEALERSHIP CELEBRATES 75 YEARS

Mahone Tire Service, located in Marietta, Ohio, recently celebrated its 75th anniversary of being in business.

Ted Mahone, the owner of Mahone Tire, credits the longevity of his dealership to a service-oriented approach and involvement in his community.

At almost 77 years old, he starts every morning at Mahone Tire unloading the tires from trucks that come into his dealership, which has seven bays and sells both consumer and commercial tires.

“He’s not one of those guys that sits at his desk and tells other people what to do,” says his wife, Colleen Cook.

“He loves what he does. Even though it’s hard work, he’s still enjoying it.”

A FAMILY AFFAIR

“My father, Max Mahone, started Mahone Tire Service in 1949,” says Mahone. “I was born in 1947, so my dad used to bring me along and I would clean the oors and do stu like that around the shop.”

Ted says he started working at the family business full-time when he was 15. When his father died in 1994, he took over Mahone Tire Service.

He wasn’t the only Mahone who ventured into the tire industry.

Both of Ted’s uncles opened tire dealerships – one in Parkersburg, W. Va., and another in New Martinsville, W. Va.

“ ree brothers — all in the tire industry!” exclaims Ted.

CHALLENGES AND ACHIEVEMENTS

Ted names competition and employment as his two biggest challenges throughout the years.

“Keeping good employees is a challenge,” says Cook. “We’ve been lucky to maintain some long-term employees (whom) his dad actually hired, but it is still a challenge.”

When big box stores moved into Mahone Tire’s neighborhood, Ted admits he got a little nervous. “ ey came in and were selling tires cheaper than I could even buy tires,” he says.

However, the in ux of big box stores didn’t turn out to be a huge issue.

Ted credits the long-term success of his business to the loyal customers it has acquired over the years.

“A lot of those big places don’t participate in the community as much as the smaller ones do and it shows,” he notes.

Mahone Tire is heavily involved in the community and gives back. It partners with other small businesses in the area.

“We treat people fairly and we never sell to somebody that doesn’t need to be sold to,” he says.

“A lot of times, customers will come in saying they need new tires and a er we inspect them, we tell them, ‘No, you still have x number of miles le on these tires.’”

“We try and get the customer in and out without them waiting for a long time,” says Cook. “And that has always been our model.”

For customers who do have to wait a few extra minutes, Ted has stocked his waiting room with magazines to help them pass the time.

“He has these really cool travel and food magazines in the waiting room and the only complaint I’ve gotten is that people’s vehicles have gotten completed so fast that they didn’t get to nish their magazine article,” says Cook.

THE FUTURE

Ted says he is not “actively looking” to sell Mahone Tire Service, but if the right buyer walked through the dealership’s door, he says he “probably would sell” his company.

“I think he would love to see Mahone Tire purchased by someone who would continue with the kind of service we have and would treat people the way we have — and that is going to be very hard to nd,” says Cook.

In the meantime, Ted continues to enjoy taking care of customers and giving back to his community. ■

Madison Gehring By

Ted Mahone (center), owner of Mahone Tire Service in Marietta, Ohio, credits his dealership’s longevity and success to its service-oriented approach and involvement in its community.

Photo: Mahone Tire Service

At 77 years old, Ted Mahone still unloads tires at his dealership.

Photo: Mahone Tire Service

Nissan Sentra ■ 2023

DESCRIPTION AND OPERATION

During driving, the TPMS system receives the signal transmitted from the tire pressure sensor installed in each wheel.

e body control module (BCM) of this system has pressure judgment and trouble diagnosis functions. When the TPMS system detects low in ation pressure or another unusual symptom, the low tire pressure warning lamp in the combination meter comes on.

If the tire pressure is less than the warning tire pressure value, the low tire pressure warning lamp illuminates.

Location of wheel is speci ed due to the synchronism of wheel sensor position and tire pressure sensor position.

e TPMS system is activated when the vehicle speed is 25 mph (40 km/h) or more.

e TPMS system has Easy Fill Tire Alert function to aid in tire in ation.

ID REGISTRATION PROCEDURE

Work Procedure

TPMS ID registration can be performed using one of the following procedures:

• Transmitter Activation tool [KV48105501 (J-45295-A) ] using CONSULT (preferred method)

• Signal Tech II tool [- (J-50190) ] using CONSULT (preferred method)

• Signal Tech II tool [- (J-50190) ] without CONSULT

• CONSULT only

TPMS Registration with transmitter activation tool — KV48105501 (J-45295-A)

1. Ignition switch ON.

2. Select “Work support” mode of “BCM (AIR PRESSURE MONITOR). “ en, select “ID REGIST.”

3. Select “Start” on “ID REGIST” screen.

4. Hold the transmitter activation tool against the side of the le front tire, near the valve stem.

5. With the tool held at a 0 to 15 degree angle to the tire, press and hold the transmitter activation tool button until the indicator lamp turns OFF (approximately ve seconds).

6. Repeat steps four and five for the remaining tires in this order: right front, right rear and le rear.

7. When ID registration is complete, check the following pattern at each wheel: Front LH, Front RH, Rear RH, Rear LH. (Two blinks of the turn signal lamp. Green on CONSULT indicates done.)

8. A er the ID registration procedure for all wheels is complete, select “End” to nish ID registration.

9. Test drive the vehicle to ensure that the TPMS lamp is OFF and no warning messages are present.

TPMS Registration with signal tech II tool — J-50190

1. Adjust the tire pressure for all tires to the recommended value.

2. Ignition switch ON.

3. Select “Work support” mode of “BCM (AIR PRESSURE MONITOR). “ en, select “ID REGIST.”

4. Select “Start” on “ID REGIST” screen.

5. Turn on the Signal Tech II tool (J-50190).

6. Hold the Signal Tech II against the side of the le front tire, near the valve stem.

7. With the tool held at a 0 to 15 degree

Always replace after every disassembly.

N m (kg-m, ft-lb)

N m (kg-m, ft-lb)

Should be lubricated with oil.

Sealing point

Select correct part. Apply multi-purpose grease.

angle to the tire, select “Activate Sensor” from the main menu, then press and release the “OK” button to activate the sensor. Once the sensor is activated, the vehicle parking lamps will ash and the sensor ID will appear on the CONSULT screen.

8. Repeat steps 6 and 7 for the remaining tires in this order: right front, right rear and le rear.

9. When ID registration is complete, check the following pattern at each wheel: Front LH, Front RH, Rear RH, Rear LH.

10. Once all sensors have been activated, select “End” to nish ID registration. Test drive the vehicle to ensure that the TPMS lamp is OFF and no warning messages are present.

TPMS Registration with signal tech II tool (J-50190) without CONSULT

1. Adjust the tire pressure for all tires to the recommended value.

2. Turn on the Signal Tech II tool (J-50190) and select “TPMS Check” from the main menu.

TPMS

3. Select vehicle model and year.

4. When prompted, hold the Signal Tech II against the side of the left front tire, near the valve stem.

5. With the tool held at a 0 to 15 degree angle to the tire, press and release the “OK” button to activate the sensor. Once the sensor is activated, the tool will sound a tone and the tire pressure will be displayed.

6. Repeat steps four and five for the remaining tires in this order: right front, right rear and left rear.

7. When prompted, connect the tool to the data link connector. The tool will connect to the BCM, read the VIN, read sensor IDs and check for TPMS DTCs. Along with DTCs detected, one of the following will be displayed next to each wheel:

• N/A - Not applicable because no ID found by the tool

• OK - Wheel and sensor are in original position

• NEW - New ID found compared to BCM

• RT - Wheel has been rotated

• Low Press - Low tire pressure

8. If no DTC is present or the repair has been completed, press the “OK” button to register the IDs and clear DTCs.

9. Test drive the vehicle to ensure that the TPMS lamp is OFF and no warning messages are present.

10. Print a Signal Tech II Audit Report for your records. Refer to the Signal Tech II User Guide for instructions.

TPMS registration with CONSULT ONLY

1. Adjust the tire pressure for all wheels to match this list: Front LH 35 psi, Front RH 32 psi, Rear RH 29 psi, Rear LH 26 psi

2. Ignition switch ON.

3. Select “Work support” mode of “BCM (AIR PRESSURE MONITOR) “. Then, select “ID REGIST.”

4. Select “Start” on “ID REGIST” screen.

5. Drive the vehicle at a speed greater than 25 mph for three minutes or more.

6. After ID registration for all wheels is complete, select “End” to finish ID registration.

7. Adjust the tire pressures for all tires to the recommended value.

8. Test drive the vehicle to ensure that the TPMS lamp is OFF and no warning messages are present.

TIRE PRESSURE SENSOR REMOVAL AND INSTALLATION WHEEL AND TIRE

Removal and Installation REMOVAL

1. Remove wheel cover (if equipped). 2. Remove wheel nuts using power tool.

3. Remove wheel and tire.

CAUTION:

• When installing wheel nuts, tighten them diagonally by dividing the work two or three times in order to prevent the wheels from developing any distortion.

• Be careful not to tighten wheel nuts to a torque exceeding the specification to prevent strain on the disc brake rotor or brake drum.

• Use Genuine NISSAN wheel nuts.

TIRE PRESSURE SENSOR

Removal and Installation

REMOVAL

1. Remove the wheel and tire.

2. Remove the valve cap and the valve core to deflate the tire.

CAUTION:

Do not use silicone lubricant. Use of silicone lubricant will deteriorate the tire and wheel.

Do not damage the wheel.

3. Lubricate the tire outside bead well with a suitable non-silicone lubricant and separate the tire outside bead from the wheel.

4. Lubricate the tire inside bead well with a suitable non-silicone lubricant and separate the tire inside bead from the wheel.

5. Carefully lift and set the wheel and tire onto the tire changer turntable so that the tire pressure sensor is at the bottom. Position the wheel and tire so that the tire pressure sensor is 270 degrees from the mounting/ demounting head.

6. Remove the tire from the wheel.

CAUTION: Do not drop or strike the tire pressure sensor. Replace the tire pressure sensor if it has been dropped from higher than one meter.

7. Remove the screw and the tire pressure sensor from the valve.

8. Cut the inner end of the valve using a suitable tool.

9. Remove the valve from the wheel using Tool.

INSTALLATION

Make sure there are no burrs, foreign substances, or indications of damage to the wheel.

1. Clean the valve hole in the wheel.

CAUTION: Do not use silicone lubri-

cant. Use of silicone lubricant will deteriorate the tire and wheel.

Do not allow lubricant to contact the air pressure detection hole.

2. Apply a suitable non-silicone lubricant to the surface of the valve that touches the wheel and to the valve hole in the wheel.

3. Remove the valve cap from the new tire pressure sensor unit.

Do not damage the tire pressure sensor.

Do not allow lubricant to contact the air pressure detection hole.

The tire pressure sensor must be oriented tangentially to the rim of the wheel.

4. Position the valve in the valve hole in the wheel.

CAUTION:

Do not drop or strike the tire pressure sensor. Replace the tire pressure sensor if it has been dropped from higher than one meter.

Do not damage the wheel.

Install the valve all the way into the wheel.

Make sure the valve seats properly in the valve hole in the wheel.

TPMS

If the tire pressure sensor unit position is not correct, rotate the tire pressure sensor unit to the correct position using tool.

5. Install the valve to the wheel using tool.

6. Apply a suitable non-silicone lubricant to the tire inside bead.

Do not damage the wheel or the tire pressure sensor.

Do not allow the tire beads to make contact with the tire pressure sensor.

7. Install the tire inside bead onto the wheel in the position shown, below. Do not touch the tire pressure sensor with the mounting head.

8. Place the wheel on the turntable of the tire machine. Make sure that the tire pressure sensor is 270 degrees from the mounting/dismounting head.

9. Apply a suitable non-silicone lubricant to the tire outside bead. When installing, make sure that the tire does not rotate relative to the wheel.

NOTE: If the tire is being reused, align the matching mark applied on the tire with the position of the valve hole in the wheel for the purpose of wheel and tire balance adjustment a er installation.

To avoid damage to vehicle, the tire must not slip or spin on the wheel when demounting, or mounting a tire’s outer bead. Damage to the wheel or the tire pressure sensor could result.

10. Install the tire outside bead onto the wheel as normal.

11. In ate the tire.

12.Install the valve cap.

13. Balance the wheel and tire.

14. Install the wheel and tire in the appropriate position on the vehicle.

15. When replacing the tire pressure sensor, the ID registration procedure must be performed.

DISPOSAL

CAUTION:

When discarding tire pressure sensor, remove battery from tire pressure sensor and dispose of battery according to the law and local regulations.

1. Remove battery from tire pressure sensor.

2. Remove urethane from tire pressure sensor.

3. Using a suitable tool, cut battery terminal, then remove battery from tire pressure sensor. ■

Information for this column comes from the tire pressure monitoring systems data in ProDemand, Mitchell 1’s auto repair information software for domestic and import vehicles. Headquartered in San Diego, Mitchell 1 has provided quality repair information solutions to the automotive industry since 1918. For more information, visit www.mitchell1.com.

Michelin adds sizes to BFGoodrich line

Michelin North America Inc. is rolling out fi ve additional sizes of its BFGoodrich All-Terrain T/A KO3 tire in phase three of the product’s launch. The tire will be available in more than 100 sizes eventually and 35 of those sizes are available now. The BFGoodrich All-Terrain T/A KO3 builds off of the BFGoodrich All-Terrain T/A KO2 tire and has improved wear performance, gravel road durability and snow traction, while maintaining sidewall toughness and soft soil traction, according to Michelin officials. The tire carries a 50,000-mile warranty and comes with a 60-day satisfaction guarantee.

MICHELIN NORTH AMERICA INC. www.bfgoodrichtires.com

Maxxis rolls out summer UHP tire

Maxxis International-USA has unveiled the Victra Sport VR2, an extreme summer ultra-high performance tire. The tire features a 3D lateral groove and notch design in its tread that breaks up surface fi lm, and along with the three circumferential grooves, improves hydroplaning resistance. The Victra Sport VR2 is based on the Victra VR-1, with the newer tire having faster dry lap times and good heat-cycling and on-limit handling. The Victra Sport VR2 is available in 19 sizes, fi tting wheels ranging from 15 inches to 19 inches in diameter.

MAXXIS INTERNATIONAL – USA www.maxxis.com

CEAT

expands with forestry line

CEAT Specialty Tires has added a forestry tire range for North America, including tires for log skidders, forwarder harvesters and other forestry equipment. The new tires include the CEAT Logger XL (LS2) for log skidders and the CEAT Forest XL. The CEAT Logger XL has a reinforced sidewall and shoulder protectors to guard against impact and cuts. Sizes available include 23.1-26 LS2 16PR, 28L-26 LS2 20PR and 30.5L-32 LS2 26PR. The CEAT Forest XL, which has been designed for forestry forwarders and harvesters, features wide, robust lugs for maximum traction. It is currently available in size 710/45-26.5 LS2 24PR.

CEAT SPECIALTY TIRES www.ceatspecialty.com

Autel unveils MaxiSYS IA700 ADAS Calibration Solution

Autel U.S. has released its latest advanced driver assistance system (ADAS) calibration solution, the MaxiSYS IA700. The new solution offers a modular, compact design with wheel alignment pre-checks, optical positioning and unlevel fl oor compensation.

The Guided ADAS application, featured on the IA7000, enables Autel ADAS calibration system users to calibrate just-released models not yet covered by Autel software with their Autel tools.

AUTEL U.S. www.auteltech.com

Continental introduces General Grabber H/T

Continental Tire the Americas LLC has released the General Grabber H/T all-season touring tire. The product is made for crossovers, light trucks and SUVs and is built on the success of the General Grabber HTS60 tire. The new tire features Replacement Tire Monitor and Visual Alignment Indicators to ensure proper alignment and detect wear. It also offers enhanced tread life, improved wet braking performance and reduced rolling resistance. The General Grabber H/T is available in 62 sizes fi tting 15- to 22-inch rim diameters, including six V-speed rated options.

CONTINENTAL TIRE THE AMERICAS LLC www.generaltire.com

Sailun launches Rovelo

Ridgetrak R/T

The Rovelo Ridgetrak R/T is the latest Sailun Tire Americas rugged-terrain light truck tire to hit the market this year. The new Rovelo Ridgetrak R/T is available in 36 sizes, fi tting wheels ranging from 17 inches to 22 inches in diameter, plus it comes in 33-, 35- and 37-inch fl otation sizes. The tire features the 3-Peak Mountain Snowfl ake symbol, with LT and fl otation sizes pinned for studs and a sturdy sidewall with enhanced sidewall biters to increase durability. The Rovelo Ridgetrak R/T has a 45,000-mile warranty.

SAILUN TIRE AMERICAS www.rovelotireusa.com

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