NOLN - January/February 2024

We Appreciate You!

As 2024 begins, we find ourselves reflecting on the past year, knowing that our success wouldn’t be possible without you. Thank you SO MUCH for being a part of the True Brand family! We are excited to work with you to make this year even better!

My current supplier with great products and support. Very trustworthy with high quality products and an organization to back them up!

Great Products!

Great company that stands behind their products with great customer service!

My trusted source!

Been using True Brand for 10 years. Great products & people!

Great follow up with clients!

Use their products everyday. Great company, great leaders (Amber & Crystal). Good margins. Great service!

Truth:

Quality products and great people!

Excellent customer service!

Great products and fair pricing!

High quality aftermarket service chemicals!

“We are what we repeatedly do. Excellence, then, is not an act, but a habit.”

-Aristotle

EDITORIAL

EDITORIAL DIRECTOR Matt Hudson

ASSOCIATE EDITOR Hanna Bubser

ASSISTANT EDITOR Kacey Frederick

CONTRIBUTING WRITERS

Lenny Saucier, Adam Tatum, Enid Burns, Peter Suciu

EDITORIAL ADVISORY BOARD

Lenny Saucier, DIRECTOR OF RETAIL TRAINING, FULLSPEED AUTOMOTIVE

Pete Frey, OPERATOR, TAKE 5 OIL CHANGE

Adam Tatum, DIRECTOR OF OPERATIONS, VIRGINIA GROUP Bill Floyd, OPERATOR, LUCAS OIL CENTERS

SALES

PUBLISHER Greg Smith gsmith@endeavorb2b.com

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

DIRECTOR OF BUSINESS DEVELOPMENT Cortni Jones cjones@endeavorb2b.com

ACCOUNT EXECUTIVES

Diane Braden dbraden@endeavorb2b.com

Marianne Dyal mdyal@endeavorb2b.com

Chad Hjellming chjellming@endeavorb2b.com

Lisa Mend lmend@endeavorb2b.com

Martha Severson mseverson@endeavorb2b.com

Kyle Shaw kshaw@endeavorb2b.com

Sean Thornton sthornton@endeavorb2b.com

Mariah Straub

FEATURE

20 FEATURE STORY

On the Horizon

Perspectives on the bright future of quick lube.

BY HANNA BUBSER

24 PROFILE

It Takes Two

Brothers Joshua and Jonathan Keeton went from industry outsiders to working for Oil Changers.

BY PETER SUCIU

CONTENTS

SHOP LOOK

Lasting Impression Ecolube in Chowchilla, California, is a new-build shop with a welcoming crew at the helm.

6 ONLINE

Bookkeeping and employee retention

8 BY THE NUMBERS

Tallying car counts

QUICK HITS

9 INDUSTRY INSIGHT

Electric vehicle training

12 AROUND THE INDUSTRY

Take 5 Oil Change opens 1,000th location

16 SHOP LOOK

Ecolube of Chowchilla, California

SERVICE

35 CUSTOMER SERVICE

Relaying information to customers

39 CASE STUDY

Rebranding a shop

COLUMNS

18 FROM THE SHOP

The benefits of ASE programs

BY ADAM TATUM

42 LEADING EDGE

Bidding farewell

BY LENNY SAUCIER

PODCAST: BEST PRACTICES FOR BOOKKEEPING WITH STACY KILDAL OF KILDAL SERVICES

On this episode of the podcast, we’re having a conversation about the importance of sound bookkeeping practices. Stacy Kildal of Kildal Services LLC is a bookkeeper and QuickBooks Online expert. She shares expertise and advice about bookkeeping strategies that is relevant all year long, including tax season and beyond.

PODCAST: RETAIN YOUR TALENT,

YOUR TEAM WITH CLAUDIA ST. JOHN OF THE WORKPLACE ADVISORS

Inspiring motivation and dedication amongst your shop team is connected to nearly every element that keeps your business running. Shop culture, team management, and shop-wide communication are just a few areas to develop that help establish a quality workplace. Claudia St. John, president of The Workplace Advisors, joins the show to talk about what it takes to truly develop your team.

PODCAST

THE NOLN PODCAST

Head online to check out NOLN’s library of podcast interviews. Hear from quick lube leaders about new strategies, service stories, and innovative operations that push the industry forward.

Listen to all the episodes and subscribe at: noln.net/podcasts.

NOLN NEWS

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STANDARDS OF EXCELLENCE

Adaptable Design

Symmetric or Asymmetric

Our 10AP Series offers the convenience of wide or narrow installation wrapped up into one configurable package. This durable, safe, and reliable car lift features an expandable top beam and BI-METRIC™ arms to suit virtually every vehicle lifting requirement –symmetric or asymmetric. The 2-in-1 design gives operators the option of loading vehicles either symmetrically (centerline of vehicle at column) or asymmetrically (centerline of vehicle behind column). The simple, yet highly sophisticated is sure to keep operating costs low and productivity high. Check out the full line of 10AP lift series at bendpak.com or call us at 1-800-253-2363.

LEARN MORE

COUNTING CARS

Tracking key performance indicators (KPIs) at your shop can be a helpful way to gain a complete understanding of what’s happening in your quick lube bays each day. Car counts are a common KPI to analyze because the data gets straight to the point: Car counts are a direct measure of the number of cars visiting your shop daily.

That’s why we asked about car counts in the 2023 NOLN Operator Survey. According to respondents, many shops see a range of 21-40 cars per day. The ranges of 0-20 cars and 41-60 cars have solid representation as well. In fact, every range selection provided in the survey has representation.

Interested in seeing how other aspects of shop operations stack up across the industry?

Download your copy of the complete NOLN survey report at noln.net. Just type “2023 NOLN Operator Survey” in the search bar.

BRANCHING OUT: THE LAUNCH OF EARTHLING AUTOMOTIVE’S EV TRAINING PROGRAM

San Francisco’s Earthling Automotive is working to fill the looming need for EV-trained technicians

BY KACEY FREDERICK

ACROSS THE AUTOMOTIVE industry,

discussions surrounding electric and hybrid vehicles have gained momentum. Several states have made the decision to halt sales of new gasoline-powered vehicles by the 2030s. Oregon, New York, and California are just a few that have made the step–the latter of which being the home of Earthling Automotive and its EV training program.

Originally specializing in hybrid vehicles under the name Luscious Garage, the San Francisco shop reopened as Earthling Automotive in April 2023 and redirected its focus to include electric vehicles. Not only does the shop aim to fulfill electric drivers’ needs, but it also has a mission to help the industry with its EV

training program that launched this past October.

Planting the Seeds

The program is led by Jack Rosebro, who has 20 years of experience working with EVs and hybrids. Canada, Sweden, and Denmark are just a few of the places that Rosebro’s career has taken him as an automotive instructor with an interest in hybrids and EVs.

Before he joined Earthling, Rosebro helped schools across the world develop their own hybrid vehicle programs and taught for Toyota North America. It was while teaching a class in 2005 that he would meet none other than Earthling Automotive CEO Carolyn Coquillette, who at the time was a student of his.

A couple of years later, Coquillette

went on to open Luscious Garage. It marked the beginning of a symbiotic relationship between Coquillette and Rosebro.

“I used to go to her shop when she serviced taxis at two in the morning and collect a lot of data there,” Rosebro remembers. “And it was just a synergistic friendship on both a personal and professional level.”

When Coquillette began developing Earthling Automotive, she asked Rosebro to join her team. Still holding a career with Toyota North America that he was enjoying; he initially declined her offer–but Rosebro couldn’t shake the feeling that it was a path to something exciting.

“I started looking at the EV world and was really struck by how all the different manufacturers all had their own solution to the electric vehicles,” Rosebro explains. “This growth time for the industry was going to be very interesting technologically, and I didn’t want to miss that. And so, I jumped over, and the rest is history.”

As part of the transition, Earthling Automotive moved to a bigger shop, and the old Luscious Garage is now used by Rosebro to teach several EV and hybrid courses as part of the training program.

Cultivating Knowledge

There are currently five different classes offered by the program. Tesla 1 is an introductory course on Tesla vehicles. It addresses certain things

COURTESY OF JACK ROSEBRO

Inside the Action

Earthling Automotive’s training center is located in the building that once housed Luscious Garage, which was the original San Franciscobased shop started by Carolyn Coquillette.

that make them different from most other vehicles, such as knowing how to work with a vehicle that you know won’t turn on while working on it.

Then there’s Hybrid/EV 1, an introductory course to hybrid and electric vehicles, and Hybrid/EV 2, for those who have prior experience working with hybrids and EVs. Take someone who hasn’t changed a battery on a hybrid vehicle before: Hybrid/EV 1 would teach them how.

In the second level, students learn beyond simply replacing battery packs and delve into how the system itself works. It builds upon previously acquired knowledge to supply an in-depth understanding of how hybrids and EVs work.

Similar to the Hybrid/EV classes, there is also Electrical 1 and 2, which focus on understanding electric components in vehicles. The topic has been a point of weakness for many technicians throughout Rosebro’s career, and he believes that a firm understanding of electrical work is a crucial foundation for many technicians to potentially build upon.

“Good technicians are hard to find; bad technicians are hard to find, even. But what I’m seeing a lot of people do is, they’re focusing more on a grow-your-own philosophy as opposed to a philosophy where you go out and find people,” describes Rosebro. “So, if you want to grow your own, then you need some electrical basis for them to be able to grow further.”

Each course runs for three days, the only exception being the Tesla 1, which is two days.

These shorter classes are less likely to make students feel overloaded with information. In courses that run over three days, Rosebro has seen students lose the same momentum they had going into the class. They need time to digest all the information that they’ve learned.

For those starting at any course’s first level, it can provide them with time to solidify the knowledge they’ve gained before going to the next stage. Though there’s currently only one Tesla course, the program is prepared to offer a Tesla 2 course if it grows in demand. The size of

each class is limited to four people; something rarely seen in this field. It was a deliberate move to promote hands-on work that meets every student’s needs. Most classroom tasks involve students looking up information on a procedure and then performing it themselves on a variety of vehicles spanning different makes and models.

Reaping What You Sow

Upon returning to the aftermarket industry from his time at Toyota, Rosebro was surprised to discover the lack of hybrid and EV training on the West Coast, which has posed itself to be the leader in the transition to EVs.

The training program is partly motivated by inspiring others to find an interest in the subject and to help accelerate the adoption of EVs. When first developing Earthling’s EV training program, Coquillette knew that the increased adoption of EVs would bring with it an increased demand for EV technicians that the industry can’t meet unless more are trained.

As it stands now, pursuing EV training is valuable for any technician who is located in an area with a high EV uptake or working with a lot of EV-driving clientele. But many shops are seeing the long learning curve and are working to be ahead of it to maintain their value, as the push for EVs grows.

“We’re not worried about anybody ‘stealing our secrets,’ as if we had any,” says Rosebro. “We want to see more and more shops being very proficient in EVs, even if they compete with us.”

PHOTO: COURTESY JACK ROSEBRO

Plan for Success

A thought-provoking guide for 2024

BY ANDY BALDASSARRE, BG DIRECTOR OF MARKETING AND TRAINING

With 2024 under way, now is the time for quick lube shop owners to set the stage for success for the rest of the year. Strategy is crucial in this fast-paced industry, and a key aspect of a successful strategy is to evaluate, update, and optimize various components of your business. The goal of this article is to guide shop owners and managers through a thought-provoking exercise to help you prepare for your best year yet!

Do You Have the Right People?

Examine the current composition of your team. Encourage a culture of learning and professionalism. Promote skill-building through training or mentorship programs. Conduct performance reviews to identify strengths, as well as areas for improvement. Be prepared to make changes, such as updating roles, to ensure your team is in line with your shop’s goals. Evaluate whether or not team members have the skills and mindset required for success.

Have You Trained Them?

Assess the training programs you have in place and ensure they are up to date, comprehensive, and effective. Ask your team for suggestions for improvement. Invest in training and continuing education for your staff to keep them informed of industry trends. Keep track of certifications and reward ongoing professional development. A well-trained and confident team is more likely to deliver exceptional customer service which contributes to the overall success of your shop.

Do You Have Clearly-Defined Goals?

Do You Need More Staff?

Review the capabilities of your team and your current workload. Research industry trends to identify benchmarks. Determine where gaps or bottlenecks exist to decide if hiring more people will help meet demand. Make sure you have an efficient and streamlined hiring process to attract top talent. Make time to build a diverse and skilled team to strengthen your shop’s capabilities.

Do You Have an Onboarding Process?

Assess your onboarding process to ensure it helps new team members get up to speed effectively. Strive for a balance between efficiency and thorough integration. Design the onboarding experience to highlight your shop’s values, mission, and long-term goals to help align new team members with the organizational culture.

Make use of available vendor training during the onboarding process for a comprehensive introduction. Seek feedback from recent hires to update the onboarding process regularly. These steps will help new team members fit in and set the foundation for their success within the shop.

“Hire the best people you can and choose your vendors wisely.”

Have You Chosen Vendor Partners Wisely?

A mentor once told me, hire the best people you can and choose your vendors wisely.

Some vendors do nothing more than drop off products. Seek out vendors who go beyond product delivery and offer help with most of the strategies listed above. Search for partners who are committed to mutual growth, that provide training, industry expertise, and problem-solving capabilities. Get feedback from your team to find partnerships that fit with shop goals.

Establish clearly defined and achievable shop goals for the year and share them with your team. Consider the use of stretch goals to challenge your team. Create incentives that celebrate team and individual achievements tied to these stretch goals to motivate and reward exceptional performance. Involve employees in decision-making when possible and ask for regular feedback.

Taking time to plan for success now, creates a blueprint for everyone on your team to follow for the rest of the year. Educating, training, and defining goals will promote both employee growth and shop success. By carefully and deliberately improving each of these elements, quick lube shop owners and managers can pave the way for a prosperous and growth- oriented 2024.

VALVOLINE ANNOUNCES ‘RESTORE & PROTECT’ FULL SYNTHETIC MOTOR OIL PRODUCT

Valvoline Global has introduced a premium full synthetic motor oil product called Restore & Protect, according to a press release.

The company claims the product removes up to 100% of engine-killing deposits with continuous use, helping to both restore engines and prevent future damage for both new and older, high-mileage gasoline-engine vehicles.

The result of three years of development, Valvoline touts Restore & Protect as its most technologically advanced engine oil to date. It contains two new proprietary technologies from the company: Active Clean, which is a deposit remover and helps with restoring engines; and Liqui-Shield, which acts as a protectant against deposit formation and future damage.

Restore & Protect is slated to be available for purchase in stores and for Valvoline business partners worldwide this year.

“We are thrilled to introduce Valvoline Restore & Protect on a global scale,” said Valvoline Global President and CEO Jamal Muashsher. “This product truly redefines what motor oil can achieve and positively impacts consumers and customers like never before.”

CASTROL ANNOUNCES NEW STRATEGY TO CELEBRATE 125TH ANNIVERSARY

In celebration of its 125th anniversary, Castrol has announced plans it holds for the following year to commemorate the milestone in a recent press release.

In addition to a special 125th-anniversary logo that will be used throughout 2024, the company will implement what it is calling an “onward, upward, forward” strategy to improve efficiency and company growth for the next year.

With each term intended to represent goals for 2024, “onward” includes improving upon the company’s mobility solutions and utilizing circular products more, such as re-using base oils, the main constituent ingredient in lubricants. The company’s lineup of advanced Castrol ON EV Fluids is also cited as an example of the “onward” segment of 2024’s strategy.

“Upward” refers to an effort to maximize equipment used by the company’s industrial customers, following a partnership made last year with SKF that allowed for the reuse of lubricant fluid in the metalworking industry. The final part of the strategy, “forward,” will encapsulate opportunities for the company to expand into new markets, with immersion cooling fluids for data center operations highlighted as the most likely course of action for Castrol.

“We’re developing more circular offers to help customers achieve their sustainability goals and exploring exciting new growth opportunities beyond lubricants,” stated Castrol CEO Michelle Jou in the press release. “It’s a privilege to take Castrol’s 125-year-old iconic brand forward to serve the changing needs of customers and set our business up for future success.”

FULLSPEED AUTOMOTIVE NAMES VP OF MERGERS AND ACQUISITIONS

FullSpeed Automotive has named Kevin Cook as its newest vice president of mergers and acquisitions in a recent press release.

Cook holds 30 years of experience in store operations, asset protection, change management, corporate strategy, and mergers and acquisitions. He has held roles with Advance Auto Parts, Icahn Automotive Group, and, most recently, led mergers and acquisitions for Tire Discounters.

Using his knowledge of cross-functional dynamics, Cook plans to promote collaboration and improve communication between different company departments.

“Kevin’s wealth of experience and proven track record make him an invaluable addition to our executive team,” said FullSpeed Automotive CEO Rob Lynch. “We are confident in his ability to navigate the complexities of the automotive industry and lead our strategic growth initiatives.”

TAKE 5 OIL CHANGE CELEBRATES 1000TH LOCATION OPENING

Take 5 Oil Change has opened its 1000th store location, according to a news release.

The store is located in Fort Pierce, Florida, and is operated by franchisee Purple Square Group.

To celebrate the milestone, the store held a 1000th grand opening celebration in December, where Take 5 sponsor and oil supplier RelaDyne provided a sprint car exhibition and a meet and greet with sprint car driver Logan Schuchart; and Mobil 1, which put on a NASCAR vehicle display and a racing simulator for attendees to interact with.

In addition, a $5,000 donation was made by Take 5 to local nonprofit GraceWay Village, an organization providing support to Fort Pierce residents struggling with poverty, food scarcity, homelessness, and other basic needs.

Having just opened its 300th franchise location this past year, the Take 5 brand has grown by more than 1400% since it was first acquired by Driven Brands in 2016.

“This is a major milestone for our brand, which started with humble beginnings as a local oil change shop in New Orleans back in the 1980s,” said Mo Khalid, EVP and group president of maintenance at Driven Brands. “Since acquiring Take 5 Oil Change with just 50 locations, we have seen tremendous growth and have more in the pipeline to look forward to.”

NHTSA REJECTS HYUNDAI/KIA OIL LEAK RECALL, CITES IMPROPER SERVICE PROCEDURES AS CAUSE

The National Highway Traffic Safety Administration (NHTSA) has determined that a recall does not need to be issued for certain Hyundai and Kia vehicles

experiencing oil leaks, according to Car Complaints.

The vehicles in question include several Hyundai and Kia models spanning between model years 2005 through 2021, containing 1.6L T-GDI Gamma, 2.4L Theta II GDI, 2.4L In-Line GDI Theta II, Kappa, and 3.8L V-Shaped GDI Lambda-II engines.

A defect petition was opened by NHTSA after receiving a petition to investigate that alleges over 5.2 million Kia and Hyundai vehicles pose a risk of engine oil leaks. Vehicle owner complaints within the petition cite cracked oil pans and faulty oil drain plugs as the cause for oil loss.

However, upon further investigation, NHTSA decided a recall was not needed. The agency found that none of these issues originated between the vehicle’s sale and its first oil change, making it likely that the problem stems from an oversight during vehicle service rather than a problem with the vehicle itself.

“If during an oil change service, a technician fails to remove the existing drain plug gasket before installing a new gasket, it is likely that a proper seal between the drain plug and the oil pan will not be made,” the agency explained in a statement.

RESEARCH SHOWS DRIVERS CHOOSING INDEPENDENT SHOPS OVER DEALER—AND SOONER

Consumers are turning to aftermarket repair shops sooner in the vehicle’s life cycle than before, according to research from IMR Automotive Research.

Market research trends show that over the past decade, dealership service centers are losing preference to aftermarket segments like independent repair shops, tire dealers with service bays, and others.

“Aftermarket outlets have been increasing in share for vehicle repairs and services in younger model vehicles (new to 3 years old) over new car dealerships over the last 10 years, mainly due to convenient location and price,” says Barlo Hardin, senior analyst at IMR. “While trust in the dealerships has stayed consistent, where we have seen the most growth is in non-warranty part service and repairs. Aftermarket share for domestic and European vehicle maintainers has been growing while Asian vehicle maintainers have been going to new car dealerships more consistently over the last 10 years.”

IMR research shows that in 2013, 25.6% of consumers went to dealership service centers. A decade later, that figure is down to 20.3%. The data also show that dealerships are losing newer vehicles to the aftermarket.

For vehicles 0 to 3 years old, 35.8% of consumers are going to the dealership. That’s down from a high of more than 50% in 2013. Tire dealers and independent repair shops see 11.1% and 7.2% of repairs, respectively.

Other aftermarket segments, like quick lube shops, parts retailers, national repair chains, and repair specialists also take up market share, according to IMR’s data.

IMR Automotive Research is a division of Endeavor Business Intelligence. Founded in 1975, IMR conducts syndicated and proprietary market research studies that focus on the automotive industry including the automotive aftermarket, heavy duty, and fleet segments.

ECOLUBE

LOCATION:

CHOWCHILLA, CALIFORNIA

OPERATORS:

CLAY HAYNES, JOSH RINGEISEN, AND JERRY VOLKMAR

SHOP SIZE: 3 BAYS

STAFF SIZE: 7

BY HANNA BUBSER

PHOTOS BY LEE VANG, LC PHOTOGRAPHY

JUST KEEP SWIMMING

After two years of dedicated sweat equity and one of the wettest California winters in decades, Ecolube opened its bay doors to the Chowchilla community on September 6, 2023. Business partners Clay Haynes, Josh Ringeisen, and Jerry Volkmar took a literal hands-on approach when they helped construct the shop and didn’t even let something like a flooded basement deter their goals.

“We pumped out a swimming pool of water out of our basement with shop vacs when we were building this place,” says Ringeisen.

Nevertheless, the partners persevered. The result? A 2,665-square-foot drive-thru shop with a full basement and ample storage space. One of the three bays is 14 feet tall, which allows the shop to service tall vehicles such as motor homes and school buses.

Other intentional design components include modern equipment, LED lighting, and a fully concrete and steel structure built without any

asphalt or wood. That goes for what’s around the building as well. The partners say the entire nearly half-acre large lot is concrete.

IT’S ALL IN THE DETAILS

Ecolube is well situated for exposure to consistent traffic.

It’s near two major shopping centers, and another Chowchilla business is right next door: a newer car wash facility.

Customers have commented not only on the convenience of the local lube shop, but also on its details. For example, some of the shop’s curb appeal employs the use of vintage

wine barrels as repurposed planters. The clean and sturdy floor of the shop is something that also gets a lot of attention.

“We have a very, very nice floor— top and bottom, basement and upper,” Ringeisen says. “We get comments about that all the time.”

Other elements that aren’t as

customer-facing were thoroughly thought through as well, such as waste oil disposal.

“We set up our waste oil where it would be pumped at ground level,” Ringeisen says. “That’s one of the things we’re kind of proud of.”

But the partners emphasize that they can’t take all the praise. They

also take great pride in their team, describing the crew as an “outstanding group of people,” who have helped the start-up lube shop begin to make its mark on the community.

Upgrading Your Talent

Investing in-house with ASE programs

MANY OF YOU ARE ALWAYS ON THE

ADAM TATUM

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

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

Performance comes from growing your business through people.

ATATUM

@V A L U B E .COM

lookout for the next big hire. We are always looking for a talented salesperson or a gearhead that can add some higher-level services to our business. This comes with generally higher costs in labor and recruiting, as well as onboarding and training costs. But what if there was a resource that you could utilize to not only build up your own people in-house, but also get national certification at the same time? Let’s talk about your options within ASE certification programs.

Let’s start with the most sought-after certification within the quick lube industry: looking to add more services. The A5 Brake certification is the ASE’s designation for their techs. The testing is not that difficult or expensive to get set up. During the pre-training process, your technician will learn about everything from simple brake diagnostics to complicated understanding of brake system rebuilds. This will allow you to add brake repairs, rebuilds, and replacements to your lineup of services. The testing is done by season, so if your technician misses out on the score the first time, they can return for another shot at a lower price point.

If you want to get deeper in the repair weeds, you can send your technician to another testing option: ASE A8 Engine Performance certification. This test is one of the most popular test series offered by ASE and tests your knowledge of an automobile’s ignition, fuel, exhaust, and emission control systems. There is a lot more studying and hands-on work to get this one down, but the financial benefits back to your shop are worth the effort. You may have to do some investing to get the full effect of this certification. You’ll want to get specialty tools, a toolbox, and maybe add in a two-post lift. However, you would have new abilities in changing starters, alternators, fuel pumps, and more.

Finally, there is an odd one that most do not think about, and I send certain people to take this one. Like any ASE certification exam, the C1 Service Consultant test requires a great deal of knowledge and preparation. Not only are you required to have two years of previous on-the-job experience, but you also need to demonstrate communication skills, product knowledge, sales skills, and an understanding of shop operations in order to pass the test. This program will help you fine-tune each of these skills so you will be prepared to take on C1 certification. The C1 is great for service advisors or salespeople in our business. The skills that they will acquire on this track will allow your people to be able to explain services and answer simple questions about repairs that need to be made. You can see the results of this training over time as you add additional services.

There are many tracks that can be beneficial to your business that can be taken with the ASE certification programs. There are so many more that I did not discuss, such as A/C and heating systems, diesel specialists, suspension, and transmission tests. Invest in ge ing some training materials for your teams to be able to check out and study. You can get complete sets of ASE study guides on Amazon for less than $200 that can be used as pretests. With a certified technician, you gain the ability to advertise yourself as an ASE certified location and will be able to hang up banners and signage to say as much. Take advantage of marketing it on social media and in your advertising. You will be happy that you made the effort to train and advance your own people. It is a lot easier to cultivate loyalty in your business trying within rather than always overpaying for someone looking to make a li le more somewhere else. Remember that YOU might be the one that they move on from next.

PHOTO: LUCAS MOORE

The Future Looks Bright

Elements of the industry may be changing, but there is still plenty of opportunity to be found

By Hanna Bubser

Oftentimes with quick lubes, brainpower is focused on the day-to-day. But what happens when we look ahead? What opportunities can be found? Despite all the changes felt across the automotive aftermarket—from labor to emerging technologies and more—what can shops in this current industry look forward to?

That isn’t a trick question. There is room for quick lube providers well into the future. It starts with evaluating where we are as an industry, and what can be done to embrace that and build upon it. Three different perspectives—all part of one strong industry—shed some light on the topic of looking forward.

SPOTLIGHT 1: RON STILWELL, PRESIDENT OF FULLSPEED AUTOMOTIVE

For Ron Stilwell, the conversation starts with one unavoidable factor pertaining to the modern car parc.

“I think the thing that is the big elephant in the room is the fact that cars are getting older and (there are) more and more older cars on the road,” Stilwell says. “So that brings a greater opportunity to the oil change business to provide additional services that maybe they didn’t focus on in the past.”

But to provide services, there needs to be technicians. Stilwell acknowledges the ongoing battle with labor shortages across the industry but also adds that FullSpeed Automotive has a strategic approach to these kinds of challenges.

“I think that’s one reason why we’re so interested in our ‘Store of the Future,’” Stilwell says. “With the labor challenges today, we really feel that keeping and retaining employees has to do with giving them a great work environment from which to work in.”

The ‘Store of the Future’ has been a huge project for FullSpeed. The model takes many things into account such as visual appeal, thoughtful lobby design, cleanliness, and an overall positive shop experience for customers and employees. It’s being rolled out to Grease Monkey and SpeeDee Oil Change and Auto Service locations, which includes a reimaging program that

allows existing shops to utilize the model as well as new buildings.

“With labor as tight as it is, you want to make sure that people don’t have to run all over the store to get supplies and things, so shrinking the footprint (and) designing the footprint in such a manner that you have efficiencies in your steps and in your walk and where things are located and where the tools are located, all that gives a better work environment for our teams,” Stilwell says.

FullSpeed also prioritizes continuous improvement, which Stilwell says comes up in nearly every meeting—in topics ranging from cost of goods to providing services and

hiring high quality individuals.

“We are trying to adapt what has been a business model that really hasn’t changed in decades,” Stilwell says. “We’re trying to bring it in to the 21st century.”

The ‘Store of the Future’ is something that Stilwell is looking forward to more Grease Monkey and SpeeDee shops incorporating moving forward and the greater impact that will be made.

“It’s really an elevated look and feel … we’ve heard comments from customers that, ‘Man, it feels like I’ve just pulled into a dealership,’ or, ‘I feel safe and that my vehicle is being worked on in a trustworthy manner,’” Stilwell says. “It just elevated the whole brand image and the whole thought process of the consumer when they see how much detail went into our ‘Store of the Future.’”

Stilwell notes the world is changing at a rapid pace, and along with that comes the changing wants and needs of today's customers. That is one of the reasons why adaptation may be important for shops to take into consideration.

“That customer in the future is going to require and expect very

ADRIAN SANCHEZ-GONZALEZ

COURTESY OF RON STILWELL

different things than I do,” Stilwell says. “So, I think we need to be constantly improving (and) constantly looking. And the vehicles are changing. More and more vehicles are becoming more and more electronic in nature, and so it’s going to take a little bit different skillset in the future to work on our vehicles.”

Stilwell sees how training plays a role in this as well.

“Training is probably the biggest reason you either keep an employee or lose an employee,” Stilwell says. “So, if you really want to retain an employee, you’ve got to provide state-of-the-art training for them.”

At FullSpeed, Stilwell says that training is “light-years” ahead of where it was even just a year ago. He says this is important because there are less opportunities these days for students to learn how to do tasks like an oil change in a classroom setting.

“And so, our training program has to be more robust. It has to be more intuitive. It has to be designed to be one ... video-based learning, but also hands-on learning and training and it needs to be in such a way that the employee feels comfortable and that we’re providing great services without any claims issues. So, training is probably one of the most important things we can do for our crews,” Stilwell says.

Another thing that has been floating around for aftermarket service providers is electric vehicles. Stilwell acknowledges that the use of these vehicles can differ depending upon which part of the country someone may find themselves in. But overall, he says high demand for EV services just isn’t quite there yet. It’s something he sees transitioning over time.

“I think there’s a lot of obstacles that have to be overcome for this to really get to the point where electric vehicles are being sold at

anywhere near the rate of combustion engines,” Stilwell says.

SPOTLIGHT 2: TRAVIS MILLER, OWNER OF SPEEDY LUBE IN BOZEMAN, MONTANA

Travis Miller’s shop has three bays. Two of them are strictly for oil changes and fluids, and one is for mechanical repairs.

“We’ll do lots of brakes and water pumps and wheel bearings … kind of your minor repairs,” Miller says. “We’ll get into engines and stuff if we’re slow, (but) we haven’t done that in years. We’ve been so busy we haven’t had time to need to do those bigger jobs.”

Diversification of services is something that some quick lube shops have been considering. In this realm, Miller’s service menu is intentional. He sees having these multiple services is good for the customer and the shop.

“The oil change for me is the way to get them in the door,” Miller says. “We try to be kind of a full-service shop that people can come get everything done when they’re here.”

While the busy nature of Miller’s shop keeps cars coming, the other side of the coin is the current industry-wide challenge of staffing. Miller says Bozeman is an expensive place to live, and so his labor rates are a bit

higher, but in turn he’s also charging higher rates for oil changes. Still, he’s having trouble getting people through the door to work.

“I’ll put an ad on Indeed and I’ll get 20 applicants, and they don’t even show up for an interview,” Miller says. “They’ll schedule an interview and then don’t show up.”

Miller says he hasn’t experienced a phenomenon quite like this before when it comes to hiring in the industry.

“We’ve never had this issue in the past, I mean, not at this regularity,” Miller says. “You’ll always have people that quit and don’t show, but it’s weird. They go through the effort. They put their resume on Indeed and they answer your phone call. Then, they don’t show up for the interview.”

But Miller’s shop reputation remains strong, which means customers will keep coming back. Offering the array of services that Speedy Lube does is a way for Miller to encourage customers to visit his shop instead of the dealership. It has worked out well.

“In my area here anyway, people respect us as much as they do the dealer … any of our quick lubes, we’re all very busy here. I don’t think any of us have the reputation of ‘Oh that’s just the cheap oil change,’” Miller says.

His shop services about 50 to 60 cars a day. The age of vehicles on the road may be higher these days, but Miller says his shop is also welltrusted with newer cars. Porsches, Corvettes, and BMW models alike have visited his bays.

“We do all cars, we don’t turn away any car,” Miller says. “I think that’s just the training that’s out there that we provide our employees. I think we do a good job (of) training and people are comfortable. They trust us with their vehicles.”

ADRIAN SANCHEZ-GONZALEZ

Miller says this is something that is different from when he first started in the industry. He used to see many more people go to the dealer for longer periods of time before visiting a quick lube shop.

“I think that’s education that people have done to help improve the

quick lubes,” Miller says. “I don’t think that people think of you just like the ‘quick oil change.’” This reputational boost for the industry is bound to keep customers coming in for years to come, and Miller strives to continue to be a “one-stop shop” into the future while

SPOTLIGHT 3:

staying up to date on the industry at-large.

“For me, it’s just keeping up to date on technology and education of customers that they know that we’re able to take care of their maintenance needs and keep them happy,” Miller says.

JAMES HODGE, MANAGER OF TAKE 5 OIL CHANGE IN COVINGTON, LOUISIANA

James Hodge is the manager of this Take 5 location, which is operated by Pete Frey. Hodge was reached via email, where he shared responses to questions about the modern quick lube industry and its future.

NOLN: How can quick maintenance shops prepare for the future of the industry and respond to industry challenges/changes in their shops?

James Hodge: EV’s popularity continues to grow, however the average vehicle on the road (is) 10-plus years. I feel that the market for gasoline and diesel-powered engines will always be around for quite some time.

NOLN: What kinds of services are being offered to customers (in your shop), and why are some services included over others?

James Hodge: Today’s consumers want convenience over anything else. Consumers want to run errands efficiently and as quick

as possible. Headache free. Stay in your car in and out service in under 10 minutes will trump parking your car and waiting hours for similar services at mechanic shops or dealerships.

NOLN: What makes you excited about the future of quick maintenance and vehicle services? What challenges do you think are most pressing in the industry today?

James Hodge: The demand for services we offer will never go away. It’s simple, fast, and friendly service with polite employees. The challenges we are facing more than in years past are more and more vehicles are coming with skid plates that require removal before servicing. With the correct tools and knowledge this is a small bump in the road. Oil specifications continue to change as well, so staying up with those is easily done because of the information (given) to us by oil manufacturers.

NOLN: What kinds of opportunities are there for service providers?

James Hodge: To be polite, friendly, and professional. Complete the service correctly and in a timely manner. Consumers trust us to provide a service that we stand by. Continue to grow with the new automotive standards changes. To set a standard that is higher than your competitors.

COURTESY OF JAMES HODGE

ADRIAN SANCHEZ-GONZALEZ

Fueled by

Fast Service

It’s all about service for Joshua and Jonathan Keeton

By Peter Suciu

Over the years, many a shop owner, operator, or manager has described running a quick lube shop not as being an automotive business, but rather a service business. It isn’t really about the cars; it is about making sure the customer is happy when they leave. Arguably no one knows that be er than Joshua and Jonathan Keeton, who are now with the Oil Changers team. And the truth is that neither really knew much about cars—or at least automotive service—when they entered the industry 17 years ago.

What they did know was service, as they had previously been employed with Burger King, and since making the move from one service industry to another, they’ve successfully navigated their way from being techs on the floor to “key operations guys” for former NOLN Operator of the Year Kevin Davis, who first saw their potential while he was an operator of 19 Fast Change Lube & Oil locations before becoming part of the Oil Changers brand.

“CAR GUYS” AT HEART

The brothers are quick to tell how they appreciated classic muscle cars and enjoyed the occasional car show, but yet had no automotive knowledge before their journey began in the industry.

“Actually, during my interview, I made sure to tell the hiring manager that I didn’t even know how to read a dipstick. That’s something that’s not easy to say when you’re trying to get a job at a quick lube,” says Joshua, who was the first to seek out the quick lube industry as a career. “But being a car enthusiast isn’t what made me apply. It was the culture.”

It came after he had been a customer at Fast Change Lube & Oil for several years and always enjoyed the atmosphere during the service.

“The technicians were professional,

friendly, and simply looked happy to be there,” Joshua tells NOLN. “I always thought, ‘I want to be a part of this.’ It wasn’t long after, just a few months actually, that Jonathan joined the team at another location.”

Brother Jonathan was drawn in for the same reasons that attracted Joshua, and he needed little encouragement.

“I remember when Josh first started working for Fast Change, he always spoke of his time there with enthusiasm and seemed genuinely happy working there—I wanted that,” says Jonathan. “I was working somewhere that I never spoke about with excitement or enthusiasm and never looked forward to the next shift. A career in the automotive industry was a path I never thought I would take but I’m happy I did.”

Fresh Perspective

Joshua and Jonathan Keeton didn’t know much about automotive when they started in the quick lube industry, but this has allowed them to understand where a customer without car knowledge may be coming from.

PHOTO: LAVANA HOWARD, VANNA D. PHOTOGRAPHY

KNOWLEDGE IS POWER

The Keeton brothers’ lack of initial automotive experience actually provided them with insight that is often missing in the quick lube industry, especially by old pros who have been around cars since they were kids. That was being able to understand that the customers often don’t know what a dipstick is, and even those who do, probably haven’t touched the one in their car—or maybe never opened the hood.

This fact gave Joshua and Jonathan some added insight into how so many customers may feel when they’re asked questions that might seem fairly basic to those are the shop floor day after day.

“In our position, the customer’s experience is always our main concern,” Jonathan continues. “We’re always taught to ‘place yourself in the customer’s shoes.’ Our perspective has helped us use that to our advantage when training our team members to take the opportunity to educate our customers instead of making them feel uncomfortable.”

IT’S ABOUT SERVING PEOPLE

The brothers tell NOLN that they brought a lot over from the fastfood industry, which they say isn’t really that dissimilar from quick

We’re firm believers in that having the right attitude is the first step in learning to adapt to changes, no matter what your career choice is.

-JOSHUA KEETON

lube—and not that both can be a bit greasy at times.

“Both are speed of service oriented. Not only do they want to serve the customer quickly, but they also make sure everything is done exactly the same way; no matter what location you visit. Sound familiar,” ponders Joshua.

“When you go through your favorite fast-food drive-thru, your expectation is to receive your meal the way you ordered it very quickly,” adds Jonathan. “They achieve this by following processes and procedures they have in place to ensure your food has been prepared properly and at a fast pace.”

The similarities are certainly there, and the brothers were quick to say that in the quick lube industry, there is very much the same goal. Customers are rushed, may not always be or at least seem grateful, and a mistake isn’t going to make them happy.

“Whether we’re making Whoppers or changing oil, we rely on our team members to follow a very exact set of operating procedures over and over again throughout their career, day-in day-out, without forgetting to put the straw in the bag—or in our case a reminder sticker or resetting the maintenance light,” says Joshua.

CAREER OPPORTUNITIES

One notable difference between fast food to quick lube was that the latter offered career growth that might not have come so easily by starting on the grill line. This fact was noted that both Keeton brothers are still in the industry after nearly two decades, and yet they’re in very different roles than when they started.

The brothers’ dedication to the job allowed them to climb the corporation ladder, which took them off the shop floor and beyond. They both started as lower bay lube techs and

LAVANA HOWARD, VANNA D. PHOTOGRAPHY

quickly worked through the ranks of store managers within the first year.

They explain that they were very competitive while they also were very passionate about being the best at what they did. That included running great stores and creating great teams, many of whom went on to become managers of their own shops

It wasn’t long before Kevin Davis asked them to begin writing their own processes and best practices so that we could share them with others. Later, they would be turned into standard operating procedures that would be implemented company wide.

“We then were given the opportunity to take our skill sets and share our best practices with lower-performing stores within the organization,” says Jonathan. “We had great success with helping those low-performing locations begin to consistently achieve their KPI goals. This eventually helped us move into district manager positions and then directors of operations.”

Even today, when it comes to hiring the brothers say when reviewing candidates for hiring, they do tend to lean more towards those with fast food experience.

Trust the Process

Customers are the main focus for Joshua and Jonathan Keeton, with an emphasis on sticking to operational procedures that guarantee a good experience.

“They’re already primed for success within the quick lube industry because of their experience with working at a fast pace with a team consistently following routine policies and procedures,” Jonathan explains. “It’s very similar to what we do, just replace hamburgers with cars.”

READY FOR THE FUTURE

It is also true that the quick lube industry is already facing great change with automobiles, which are not the same today as they were in 1983 or even 2003. The industry has to change as the cars are changing, and in some ways, being outsiders back in the day could allow the Keeton brothers to better adapt. In fact, throughout their entire nearly two-decade-long careers, change has been the only constant.

“A lot has happened over our nearly 17 years in the industry, with each year bringing its own unique challenges and unexpectedness,” says Joshua. “We’re firm believers in that having the right attitude is the first step in learning to adapt to changes, no matter what your career choice is.”

The duo recently joined another former NOLN Operator of the Year Eric Frankenberger and his team at Oil Changers, making the transition with mentor Davis.

“We’re excited about the future in the quick lube industry and the opportunities to share our passion for customer service and developing others,” says Jonathan.

“Working for Kevin has been a truly gratifying experience,” Joshua adds. “He has the unique talent of seeing the spark inside of people and igniting the flame. If you were to ask him, he would say he simply gave us the opportunity and it was us that seized it and ran with it. But I think he recognized our passion and drive for developing others. It’s been almost 17 years since we started, and he’s been there every step of the way as a mentor, coach, and leader.”

LAVANA HOWARD, VANNA D. PHOTOGRAPHY

GUIDE TO PROGRAMS & FRANCHISES

QUICK LUBE PROGRAMS AND FRANCHISES

have huge impacts on how operators connect with customers, brand their shops, and load up on inventory. They can be efficient ways for new operators to hit the ground running or for seasoned operators to grow a strong network. The 2024 edition of this guide reflects those companies that responded to NOLN’s call for information, including their advantages and support offered to franchises.

Use the color-coded key to take a closer look at the additional support offered by franchises. The sections have been broken up into the following categories: advertising, building considerations, business support, equipment & products, financial considerations, and other. We recommend deciding which of these factors is the most important to you, and then using the checkboxes next to the support listings, marking them as you go.

Key of Support Offered

On the following pages, use these categories to determine who offers support that is most beneficial to you.

Advertising

Building Considerations

Business Support

Equipment & Products

Financial Considerations

Other

CHEVRON OR HAVOLINE XPRESS LUBE®

Bill Beyerle | 866.354.4476

BillBeyerle@chevron.com | chevronlubricants.com/xpress-lube

SPECS

Program option: Sales and license agreement

Territory: National

Franchise Fee: None

Royalty percentage required: None

Average start-up cost: $25,000–$50,000 depending on location

Individual qualifications: Current quick lube operator and/or retail business background. Business financial and credit reviews required.

SUPPORT OFFERED

† Advertising: Access to advertising providers through preferred partner program. Consultation with Chevron marketing staff to build strategic annual plans customized to your local market.

† Signage: National sign program including project management, sourcing, design, permitting and installation.

† Promotion: National consumer promotions designed to reward loyalty to the site and grow premium product sales.

† Building Design: Prototype drawings, design, and business consulting.

† Site Selection: Demographic assessment specific to your market area.

† Business support: Product line, sales process, and marketing consultation.

† Training: Comprehensive training focused on lubrication fundamentals, customer service, vehicle education and market insights. Training customized based on audience.

† Equipment: Access to equipment providers through preferred partner program.

† Customer Warranty: All Havoline, Techron, and Delo products are backed by Chevron’s limited product warranty.

† Financial assistance: Cash advance provided to cover the cost of facility re-imaging (signage, paint, equipment, site improvements).

† Shopper Program: The xpress lube shopper program is designed to promote high levels of customer satisfaction, to improve customer retention, increase car count, and grow sales.

COSTA OIL™️10 MINUTE OIL CHANGE

Brandon Cornelius | 717.698.3260 brandon@costaoils.com partner@costaoils.com | franchise.costaoils.com

SPECS

Program option: Franchise

Territory: United States Approved: CA, IL, IN, MI, MN, ND, NY, VA, WI.

International Franchises: No

Cash Investment: $60,000

Total Investment: Single- $131,750 to $212,900 Multi- $174,250 to $321,900

Minimum Net Worth: $150,000

Franchise Fee: $54,900

Royalty: 6.50%

Ad: 2.5% Local Spend

Item 19: Yes

Visa Candidates: Yes

Passive Ownership: Yes

Master Franchise Opportunities: No

Veteran Discount: Yes

SUPPORT OFFERED

† Advertising: The Lube Shop manual serves as a resource for information on special promotions, direct mail options, collateral materials and media advertising. We offer in-house social media management and customer reputation management solutions as well.

† Signage: Independent operators have access to the OILU.ORG image database. A custom sign package is available.

† Business Construction: Complete prototype plans are available through participating architects. Our one and two bay plan includes a set of reproducible plans with supporting AutoCAD drawings.

† Site selection: We can put you in contact with our program partners who can provide detailed demographic, market profile and automotive expenditure reports.

† Training: In HQ training for classroom training, plus training in facility. Our proprietary website oilu.org offers online training. Custom workshops and on-site consultations are also available.

† Equipment: A complete equipment list that includes everything for the operation of a quick lube is available upon request. Preferred pricing with pre negotiated pre vetted vendors.

† Financial assistance: We recommend working with your local lending institution.

GREASE MONKEY FRANCHISING

Franchise Development | 800.364.0352 greasemonkeyfranchise.com

SPECS

Program option: Franchise

Territory: National

Franchise Fee: $39,900, 15-year agreement; $29,900 for veterans with valid DD214

Royalty percentage required: 6%

Average start-up cost: $245,816-$761,952

Individual qualifications: Minimum of $300,000 in liquid assets; $500,000 minimum net worth; 680 or higher credit score

SUPPORT OFFERED

† Advertising: Brand fund: 0.5%; Local ad: 4.0% (managed by franchisee through third-party services with Grease Monkey approved guidelines and content); Total: 4.5%

† Signage: Complete national sign program including sourcing, design and permitting.

† Building design and construction: Several prototype options available.

† Site selection: Dedicated real estate department to assist in the site selection process.

† Training: Required training includes new franchisee on-site training, classroom training at the corporate and initial handson training. Ongoing training is available through FullSpeed Automotive University.

† Equipment: Grease Monkey identifies all needed equipment, provides complete equipment package offerings, and helps with ordering and installation process.

† Customer warranty: Nationwide service warranty provided.

† Credit cards: National credit card processing program.

† Financing: Grease Monkey does not provide financing itself; however, there are several banks and financial institutions we have preferred relationships with. These banks have both SBA and conventional financing available for those with good credit.

JIFFY LUBE

Larry

jiffy-lube-development@shell.com

|

SPECS

Program option: Franchise

Territory: U.S.

Franchise Fee: $35,000 for new development, or $17,500 for conversions

Royalty percentage required: 4% of sales (reduced to 3% with prompt pay discount)

Average start-up cost: Ranges from $207,000 - $500,000 (excluding real estate)

Individual qualifications: $250,000 liquid and $500,000 net worth

SUPPORT OFFERED

† Advertising: To connect with consumers and maintain a strong brand presence from coast to coast, Jiffy Lube activates a robust multi-million dollar national advertising campaign. Additionally, Franchisees receive strategic counsel from dedicated Area Marketing Managers to help maximize local store marketing.

† Site selection: Jiffy Lube business development managers have access to numerous resources to assist with the site selection process. Jiffy Lube works with real estate development companies to provide turnkey solutions for its Build To Suit Program.

† Building design and construction: The Jiffy Lube construction team is available to assist with recommendations and to provide building designs, equipment options, and consulting for new store development.

† Training: Jiffy Lube offers an award-winning training program, Jiffy Lube University. Jiffy Lube University is accredited by the ASE Training Managers Council (ATMC) and the American Council on Education (ACE).

† Other: Jiffy Lube provides field operations, marketing and business development support as well as a proprietary point-of-sale system. The strength of the Jiffy Lube brand is complemented by Pennzoil, and Shell, one of the most innovative energy companies.

MOBIL 1 LUBE EXPRESS & MOBIL 1 CAR CARE

1.800.275.6624

mobilinstalledprograms@exxonmobil.com

poweredbymobil.com

SPECS

Program term: 5 years

Territory: North American (U.S. and Canada)

Franchise Fee: None

Royalty percentage required: None

Individual qualifications: Current operator and/or business management background; business financial and credit reviews required; site must meet annual volumne minimums

SUPPORT OFFERED

† Promotion: National promotion focused on engaging consumers to trial more profitable products while supporting customer retention.

† Signage: Program provides your location an individualized mockup, consultations, as well as additional branding support for the internal store.

† Business support: We offer a range of business accelerators, marketing support, and tools to extract the most value out of our industry-leading brand.

† Training: Online training focused on vehicle education, customer service, market insights, education of Mobil branded products and sales approach.

† Equipment: Access to equipment providers through ExxonMobil’s preferred partner relationships.

† Customer warranty: All Mobil branded products have a limited warranty.

SPEEDEE OIL CHANGE & AUTO SERVICE

Franchise Development | 800.364.0352 speedeeoilfranchise.com

SPECS

Program option: Franchise

Territory: National

Franchise Fee: $39,900, 15-year agreement; $29,900 for veterans with valid DD214

Royalty percentage required: The greater of $225 per week; or the sum of 5% of Gross Revenues from brake products and brake repair services plus 6% of Gross Revenues from all other products and services

Average start-up cost: $265,626-$872,142

Individual qualifications: Minimum of $300,000 in liquid assets; $500,000 minimum net worth; 680 or higher credit score

SUPPORT OFFERED

† Advertising: The greater of $225 per week; or 6% of all Gross Revenues

† Signage: Complete national sign program including sourcing, design and permitting.

† Building design and construction: Several prototype options available.

† Site selection: Dedicated real estate department to assist in site selection process.

† Training: Required training includes new franchisee on-site training, classroom training at the corporate office, and initial hands-on training. Ongoing training is available through FullSpeed Automotive University.

† Equipment: SpeeDee identifies all needed equipment, provides complete equipment package offerings, and helps with ordering and installation process.

† Customer warranty: Nationwide service warranty provided.

† Credit cards: National credit card processing program.

† Financing: SpeeDee does not provide financing itself; however, there are several banks and financial institutions we have preferred relationships with. These banks have both SBA and conventional financing available for those with good credit.

TAKE 5 OIL CHANGE

take5franchise.com

SPECS

Program option: Franchise

Territory: North America (U.S. and Canada)

Total Investment: $222,794-$1,616,685

Franchise Fee: $35,000

Royalty: 7%

Ad: 5%

Item 19: Yes

Minimum Net Worth: $500,000

SUPPORT OFFERED

† Advertising: Franchisees work directly with a Take 5 marketing manager to craft local advertising campaigns and adapt to each franchisee’s specific market. The majority of Take 5’s 5% advertising fee goes to local marketing.

† Construction: Take 5 has an in-house construction team to help consult with franchisees on due diligence, design, permitting, and construction.

† Site Selection: Take 5 provides an in-depth market plan by identifying specific trade areas to focus on for new stores. Franchisees work closely with a real estate manager on site selection and throughout the permitting and construction process.

† Training: Take 5 has a multi-week training program in the main training store in Charlotte, NC, for all store management and above-shop management.

† Equipment: Take 5 provides all equipment and opening inventory in a single truck delivery. All inventory is sourced through Take 5.

VALVOLINE TM GLOBAL OPERATIONS

https://partner.valvolineglobal.com/en/quick-lube/

SPECS

Program Option: Proudly PouringTM

Territory: North America (U.S. and Canada)

Franchise Fee: None

Royalty percentage required: None

Average start-up cost: Proudly Pouring Program is an independent quick lube partnership program

Individual qualifications: Owner/Operator

SUPPORT OFFERED

† Special Programs and Promotions: Valvoline fully-funded programs and promotions to help increase ticket value and drive customer growth

† Signage: Access to Proudly Pouring trademarked cobranded signage, promotion and marketing materials

† Training: Our ASE-certified, award-winning training includes online, classroom, virtual, and in-store opportunities

† Financial Assistance: Available for qualified Quick Lubes

† Product Portfolio: Access to Valvoline’s premium product portfolio including motor oil, chemicals, coolant, wipers and filters

† Marketing Support: Access to exclusive industry research, digital assets and preferred rates with industry marketing vendors

† Equipment: Access to preferred rates with industry equipment providers

† Customer Warranty: Valvoline backs the protection with a Limited Lifetime Guarantee

† Other:

† Digital Account Service Hub (DASH): Tracks and simplifies ordering and provides product information, solutions and training

† Support: Valvoline Account Management and Product and Technical Hotline support

VALVOLINE EXPRESS CARE

859.357.7303

expresscare.com

SPECS

Program option: Sales Agreement

Territory: U.S. and Canada

Average start-up cost: $0

Individual Qualifications: Express Care is the platform for business owners who want to retain their independence, benefit from guaranteed growth and capitalize on proven expertise and tools from a trust partner.

SUPPORT OFFERED

† Marketing: The Valvoline Express Care platform incorporates proven marketing strategies that are included but not limited to customer retention, digital marketing, reputation management, lead nurturing campaigns, and new customer acquisition tools.

† Signage: With Valvoline’s vibrant brand image, Express Care operators are set apart from the competition. Each location receives permanent and professional exterior building signage. Operators work with Valvoline through sign rendering, permitting, production, and installation.

† Business Support: Each Valvoline Express Care location receives operational and business growth support through the Express Care Business Advisor.

† Training: Valvoline Express Care operators receive handson and online training for their team through Express Care University.

VALVOLINE INSTANT OIL CHANGE

859.357.7303

viocfranchise.com

SPECS

Program option: Franchise

Territory: National

Franchise Fee: $30,000

Royalty percentage required: 4-6% on a graduated scale

Average start-up cost: $204,750 to $3,270,550, depending on whether real estate property and equipment are purchased or leased.

Individual qualifications: Net worth $1,000,000; $600,000 liquid. The ideal franchise candidate is a successful businessperson and already a multi-unit operator.

SUPPORT OFFERED

† Marketing: Franchisees have access to proven marketing programs that focus on retaining customers and using first-party data to find new ones.

† Location Development: Through a mix of analytics and development tools, we work alongside franchisees in available markets to provide assistance with site selection, forecasting and planning.

† Operations: We provide franchisees with access to a support team with a combined 275 years of experience in quick lubes and multi-unit management.

† Training: Our training program can transform technicians into multi-unit managers. Through streamlined talent development, we’ve built and maintained our status as an industry leader in customer service.

† Technology: The backbone of the VIOC experience is our proprietary point-of-sale system — helping to ensure experience consistency across our locations nationwide.

† Customer Experience: Built for convenience, with no appointment necessary, our stay-in-your car oil changes provide a quick, easy, trusted experience, in about 15 minutes. Our SuperPro™ system ensures a standardized process for every customer, every time.

Launching or Relaunching Your Own Business, Remember: Brand Matters

BY BILL BEYERLE AND ANGI SCHOOLCRAFT

People who have spent a long time in the automotive installer business often get the urge to breakout on their own. They’ve developed both technical and customer service skills, they’ve seen how businesses operate from the inside, and they have the confidence that they could successfully run a business. The industry also attracts people who don’t have direct experience, but they have entrepreneurial instincts, a retail business background, and access to investment capital. They can recognize a growth opportunity when they see it.

Finally, there are long-time owner operators who find themselves at a crossroads. They need to do something to reinvigorate their business. Perhaps that means giving the business a whole new identity, a rebrand, while taking steps to upgrade operations and build more cus tomer appeal.

In any of these scenarios – launching, acquiring or restaging a business – you essentially have three choices:

You can commit to making it on your own as an independent. That means making all the decisions on your own. What do you call the business? What do the exterior signage and the interior styling look like? How do you hire staff or attract customers? What kind of computer system do you need? How do you find good vendors and source product? Even if you can draw on your experience and supplier relationships, it’s a lot to take on and the rampup can take a long time.

Whether you’re launching a new venture or re-staging an existing business, there’s one important consideration: branding makes a big difference in this industry.

One alternative is to become a franchisee with a chain operation. That takes some of the burden off your shoulders and simplifies much of the launch or relaunch process. You get the benefit of a recognized national or regional brand name and advertising support. However, you will pay a franchise fee or royalty percentage that takes a sizeable portion of your revenues, and you will give up control over certain aspects of your business.

The third way is to enter into a sales and licensing agreement that gives you the best of both business options. You get the branding benefits and marketing support of a national operation, but without having to pay a franchise fee or royalties. And you retain full independent control of your business.

There are some similarities between this type of agreement and a franchise. For example, your partner would likely have a national signage program that covers design, fabrication and installation. You would have assistance with facility design. You may have access to staff training covering the technical, service and marketing aspects of the business. You would be directed to preferred equipment providers, which greatly simplifies the process of selecting equipment for your shop. And you would have brand-name pro ducts to sell.

When you are considering the pros and cons of a franchise business versus a sales and licensing program, it’s important to do your due diligence and ask the right questions. Will you have access to brand assets to use in your local marketing and advertising? Can you participate in national promotions? Can you count on your prospective partner for advice and consultation personalized to your market? Will they help you cover any start-up costs, such as re-imaging, equipment and overall site improvements? Be clear about how financial responsibilities are divided.

Whether you’re launching a new venture or re-staging an existing business, there’s one important consideration: branding makes a big difference in this industry. It sets the customer expectation and instills confidence in your products and service. It can take years to build your own brand and the trust that goes with it. Alternatively, you can come under the umbrella of a known and trusted brand with a proven support program, which eliminates much of your risk and accelerates your time to market. If the agreement allows you to keep more of your earnings and retain your independence, so much the better.

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

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

ARE YOU HAVING THE RIGHT CUSTOMER CONVERSATION?

Forge the essential link between the technician and customer and translate the work that needs to be done

BY ENID BURNS

THERE IS A LOT MORE TRUST IN quick lube shops today than in the past. Part of this trust can be attributed to better lines of communication, as well as a better relationship fostered between the shop’s employees and the customer.

The Great Service of a Service Writer

Not all customers are likely to have a full understanding of the service that is being performed on their cars. This is where a service writer can help bridge the discussion

between the technician and the customer.

This is the professional who is tasked with understanding the diagnostics performed by the mechanics, listing the issues that need to be addressed, prioritizing the work

What is the next step?

that needs to be done, and offering a timeline based on urgency. The service writer should be able to then communicate all these attributes to the customer in a way they can understand and appreciate.

“The biggest thing that a service writer has to do is inform the customer of work that needs to be done,” explains Jeffrey Cox, president of the Motorist Assurance Program with the Automotive Maintenance and Repair Association. “A technician does the inspection, the service writer, they are the ones that call and discuss with the customer. It’s a really important role.”

While the service writer role is essential in this respect, it can be part of a larger position.

At Midas West Palm Beach in Florida—which also has locations in Coco Bay and Cutler Bay—managers cover the role of service writers. At all three locations, the manager greets the customer, puts their information in the system, and prints a tail order. The service technician then does a brief inspection of the car’s condition before taking it in to the shop for a full inspection and service.

Once service is complete, it is up to the service writer to go over the work that was done, as well as the findings from the inspection. This can be done in person if the customer remains at the site, or over the phone. Many shops will have the service writer bring the customer to the vehicle to actually show them what work is required.

Photos on a tablet or smartphone also help demonstrate the need for upcoming service. Very often photos will be sent to the customer’s text or email so they can retain a record and keep the service schedule in mind for future visits.

The service writer will “go over the entire car with them with everything in the inspection,” says Ron Katz, owner of Midas of West Palm Beach. “We will go over every part of the car with the customer, good and bad.”

The service writer is also the face of the shop in many cases and directs the tone of the relationship.

“We have a great relationship with our customers because they see we are trying to help them and not trying to sell them something,” Katz tells NOLN.

We go over every part of your car.

Sometimes customers need visuals. “We are willing to show them what brake pads look like new, and what theirs looks like,” explains Katz.

Technology Helps Drive the Conversation

Service software such as a digital vehicle inspection program (DVI) helps shops keep track of customers and their cars and tracks progress through each step of a visit. The technician will have a service order to know exactly what needs to be done with the vehicle and can input the results of the inspection. The service writer can use this report to communicate the service that was done, service that needs to be done, and how immediate the service is.

Software programs can help bridge a gap in communication between a part that needs to be fixed and the customer understanding.

“We take every part on a car, and we document every reason why that part could fail,” explains Cox. Reason codes are assigned to each part that could come up in a service check. “If you’re going to require a vehicle to have this work done, there

are three categories the work falls into: The parts no longer perform an intended purpose, the part does not meet design specifications, or the part is missing.”

Other situations where a part or system requires service include when a part reaches the end of its service life or has a chance of failure due to condition.

These reason codes will come up once a technician completes an inspection. The reason codes can help illustrate the severity of a problem. Software might also provide a picture for the customer, with a new part versus the customer’s part.

Service Plan

The service writer is the point of contact for a customer at many shops. The professional is there to walk a customer through the service needs of the vehicle and translate any technical terms into language that can be understood. While it’s not always a “service writer,” every shop has a person or team that fills the responsibility.

“There are shops of all shapes and sizes,” says Cox. “I think even the smallest shop recognizes that it is a different skill set when they are communicating to customers what work they need to have done. If it is the technician communicating with customers, then they need to give them the training.”

A technician can perform the role if he understands the difference between shop talk and advising a customer. In many cases it’s better to have that professional who can perform that role.

“That’s why I don’t have the technician talk to the customer,” says Katz. “The technician will talk strictly about technical stuff. The manager can translate it. The customer won’t know what a caliper is.”

It also helps to show a customer

what the problem is. As noted, technology can aid in this process and it can be done with photos, and also with the car itself.

At Midas West Palm Beach, managers take each customer to their

car and go over the points of inspection, and outline what needs to be done. Managers also highlight what works and is in good condition on the vehicle, to offer reassurance and build trust.

“I think it’s important for service writers to not only share the issues, but what the tech saw that was good on the car: the tires, fluids, etc.,” explains Katz. “That’s a much easier conversation to have with that customer. When all they hear is the negative, they start to feel doubts.”

Some of these skills come naturally, while other skills will come from training.

“We don’t want to just float someone in without training,” Katz tells NOLN. “I give managers tools to succeed. If I don’t show them how to use it, they will not succeed.”

Samson provides a comprehensive range of used fluid collection units designed for reliable and efficient removal of fluids from most any automotive engine.

GETTY IMAGES 1317137029

CONQUERING THE REBRAND

Boost a shop’s brand recognition with a national name while still retaining the service of a local business

BY ENID BURNS

TODAY IT SOMETIMES FEELS MORE COMMON TO SEE A branded quick lube shop than an independent. But there are also opportunities for the two to come together.

The Backstory

For The Lube Connection Automotive Services Center, a Port Clinton, Ohio-based shop that handles about 800 to 900 oil changes per month, the Castrol name on their marquee provides brand recognition, material, and marketing resources—along with the ability to remain an independent shop yet still enjoy the backing of a national brand.

The Challenge

The 20-year-old shop had existing branding as a NAPA Auto Care Center for services such as brakes, exhaust work, and tune-ups. However, the center was an independent entity for its quick lube side of the business.

“The Lube Connection was built in 2001, and my partners and I bought the property and operation in 2010,” explains Eric Schramm, managing partner and co-owner with Theresa Schramm and Will and Sarah Moore.

The challenge was to build on existing operations while retaining autonomy.

Operations since acquiring the shop in 2010 “have remained roughly the same with our focus on our two drive-thru oil change bays that are supplemented with two service work bays,” Schramm tells NOLN.

The Solutions

An investment from Castrol helped the partners strengthen their business. While branding is often in the form of a franchise or branch, Castrol structures its locations as partnerships.

“As a Castrol Premium Lube Express, we are not a franchise and we do not have any associated franchise fees,” Schramm explains. “Instead, we think of it as a partnership. Castrol has invested in our business by offering signage, funding, some building renovations, and providing other great benefits.”

The terms of the agreement are mostly time-based.

“We signed a five-year agreement that obligates us to exclusively use Castrol’s lubricants and meet certain annual volume requirements,” Schramm continues.

Castrol allows The Lube Connection to continue its relationship with NAPA for the service side.

The Aftermath

The partnership brought improvements to the shop.

“The program is truly a win-win because we were able to upgrade our facility, lean on Castrol’s worldwide brand recognition, and provide superior lubricants for our guests to complement our outstanding service,” says Schramm. “In return, Castrol has guaranteed sales or our high-volume shop and great brand exposure at our location level.”

The deal took a few months to set up.

“We were approached by our oil distributor over a year ago about joining the Castrol Premium Lube Express program,” says Ryan Portales, general manager. “Initially, we thought it was just another franchise opportunity, but with a second look we realized that it was really an opportunity to foster a partnership between two great companies.”

The Lube Connection had several meetings with Castrol and the shop’s distributor to discuss the program and structure the deal.

“With minimal negotiation, we were able to settle on the improvements and signage that Castrol would provide, and the volume requirements that we need to meet over the next five years. The Lube Connection remains an independent small business with minimal requirements from one of the largest oil companies in the world—Castrol does not require internal changes of us, they just set oil usage minimums based on historical sales and expect us to respectfully represent our shop and the Castrol brand,” Portales details.

The shop got upgrades and beautification.

“Castrol beautifully revamped the exterior of our shop with new paint and signage around the building,” says Portales. “They also covered the cost to epoxy the entire shop floor, office, restrooms, and lobby, giving us a clean, new look. Castrol is also fair and competitive with its pricing and has been able to offer some of the prices on the market.”

The shop owners are pleased with the partnership.

“Castrol has really upgraded the image of the shop,” says Schramm. “Locally, The Lube Connection has already been known for amazing and friendly service, strong business ethics, and fair prices. By adding the Castrol brand to that

few days while our floors were epoxied,” Schramm details. “All in all, it was a pretty seamless transition with minimal disruption.”

mix, we have been able to increase our presence in the market and even further add to our already stellar reputation with the backing of a global brand.”

The partnership has also benefited the employees.

“Our crew has felt an increase in their sense of pride for our ship and their work and they have enjoyed showcasing our professional look,” says Schramm.

An already successful shop appreciates the support it receives from the Castrol partnership.

“Castrol offers support in many areas including marketing, technical, and supply that is equal and substantial,” Portales reports. “For example, an initial direct mail program was included as an advertising option, in addition to website support, and training programs. I have lots of new resources at my disposal for new marketing options and technical support, if needed.”

While the rebranding took place, The Lube Connection was able to keep business going—with minimal interruptions to operation as needed to revamp the location.

“We were able to stay open for full service during the printing and signage installation process but closed for a

The shop held a grand reopening on August 1, 2023, with participation from Castrol and the local chamber of commerce.

“Additionally, Castrol provided us with a free initial direct mailing program to reach out to our local market, and we have been running several social media campaigns,” Schramm says. “The biggest impact has been from our striking new paint job and new large signs on our building. The road that we are located on is a major thoroughfare and Castrol really took advantage of that exposure with the exterior upgrades of the building.”

The Takeaway

Schramm has prior experience as an automotive filtration engineer prior to owning The Lube Connection.

“I can say with confidence that the technology that Castrol uses to engineer its products is second to none, which gives us a superior product and resources to help educate our guests,” Schramm advises. “That technical support is matched with creative marketing options, like bounce-back coupons and free giveaways, that the Castrol team has provided to us to continue to help us grow our operation.”

Initial reports are positive for The Lube Connection.

“Our guests have been extremely impressed with both the inside and outside of our building and have commented on the clean look. They easily recognize the Castrol name and have said they associate it with quality and appreciate our effort to provide great products to complement our outstanding service,” Portales concludes.

My Final Rant

In his final column for NOLN, Lenny Saucier reflects on what it means to make an impact

well within a spreadsheet. Conversations are more about line items and people who can make those lines turn for the be er. You can even find a few nuggets of gold inside this magazine that can get you moving into the black.

LENNY SAUCIER

LSAUCIER @FULLSPEEDAUTOMOTIVE.COM

IN EARLY JULY OF 2018, A MUCH YOUNGER (but not as wise as he is currently) Matt Hudson calls my phone as I vacation with my two girls. I had just resigned from one of the largest preventative maintenance companies after 17 years. As I watch my kids tumble down a waterslide, Matt asks me if I would share my experiences with the rest of the industry by being a monthly contributor to NOLN. They say that journaling is good for you; it helps you vent and figure things out. Since I felt I had much to say—and I like to vent—I was happy to have a platform for continuing my quest to impact others.

Impact: a line from one of the greatest entrepreneurs I have had the privilege to work for. He called out a set of words to me that impacted this whole series of articles: “It’s not about changing oil, it’s about changing people,” -Monty Montgomery.

He believed (and preached) that business was less about profit and processes than it was about building a team and making an impact. His mission was carried out by Pete Frey, who is a true mentor and a great friend. While Pete should have fired me many times, he used those opportunities to build me, as he did with so many others.

In my final rant for NOLN, I want to ask you just one question: What is your impact in life?

For most, I believe and hope you are looking to gather insight and inspiration on how to leverage people. Not to get them to grow numbers, but to actually just grow. I believe in, and have witnessed the power of empowerment in many great companies by many great leaders. It can be seen just by walking on the floor of any company, happy to help versus happy to get a check.

People want to be successful—just ask any kid what they want to be when they grow up. I actually wanted to be a garbage man at first. I wanted to ride on the back of the truck because that looked fun. I only realized riding behind that truck that it stunk. It boggles my mind how someone could look so happy in such a smelly situation. While I never followed that dream, I still believe it is the freeness that kept the smiles going on the garbageman’s face. Perhaps their quest could also be fulfilled on a motorbike.

Read the rest of Lenny’s final column at noln.net or scan the QR code below.

I believe those who read this magazine are looking for the edge to make their business, picking up li le gems throughout the magazine to bring back to their shops. Some of you actually make it to the last page of the magazine to read my rants. FYI, I call myself the closer to justify to myself that my article is in the way back. When you are done absorbing knowledge, what are you bringing back to the table? A er all, as the owner/manager you are responsible for feeding your team.

Running a business by P&L is commendable. If you master this, you will get paid very well to make other people money. While the path to profit is not easily achievable, it can be tracked

From the moment we start trying to figure out this world, we start building our future version of ourselves and our vision of our life. It is only when we come across roadblocks do we start lessening our vision. Just as equally important, exposure to the world allows us to see paths that were not visible and allows us to alter our vision with this new knowledge. This is where you, as a leader, can make a huge impact.

Due to the nature of our business, we are fortunate to intertwine with so many walks of life who are all looking for their greatness. Most of those come to you as a stepping stone, or placeholder, fulfilling a financial responsibility just enough to cloud their intended path. The guidance of an impact seeker in us allows them to continue on their path. For a moment, they return the favor by moving the lines on the P&L. People who feel they are on a path to success will move mountains for those who help with the journey.

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

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