NOLN - December 2016

2016 VENDOR SPEAK

TIME TO HANG IT UP?

2016 AUTO SALES

by Kelsey Carlson

by Peter Suciu

by Lauren Henderson

www.noln.net

Our 31st Year of Serving the Fast Oil Change & Service Industry

December 2016

Follow us on:

2016

Operator the year of

Brian Bouthillette

December 2016

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inside this issue Features

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This year’s prestigious award goes to an operator who has, literally, worked his way to the top.

With so much to do and see, attendees had to keep their heads on a swivel so as not to miss the excitement and the many celebrities in attendance.

2016 OPERATOR OF THE YEAR: BRIAN BOUTHILLETTE

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VENDOR SPEAK 2016

Get to know these industry vendors a little better.

DON’T BLINK, OR YOU MIGHT MISS SOMETHING: AAIW HIGHLIGHTS

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DEALING WITH YOUR LOCAL FOOD TRUCKER

You could become the local, go-to provider for food truck mechanical and maintenance services.

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2016 AUTO SALES: SUVS AND TRUCKS CONTINUE TO SURGE, PASSENGER CARS HITTING THE BRAKES

As 2016 model year vehicles continue to hit your bays, you’ll want to make sure you are ready.

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HANGING IT UP: HOW TO TELL IF YOU’RE READY TO RETIRE

Change is scary, but from change also comes some of life’s best and most memorable moments.

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SINCERELY – A LETTER TO THE TOP

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No matter your position in the shop, you either are this person or you should strive to be more like them.

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HOW TO KEEP YOUR EMPLOYEES HAPPY WHEN RAISES AREN’T IN THE BUDGET

Non-cash incentives are often the most successful motivation.

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SYNTHETIC IN FAST LUBES AND FAST FITS *

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Next Level Performance.

Contact Shell Representative, Todd Bortmess at 815.534.5673 Pennzoil.com *NOLN Operator Survey. © Shell Products 2016. All rights reserved. CS10356-16

December 2016

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IN EVERY ISSUE

inside this issue

10 AROUND THE INDUSTRY 36 RECALLS 40 TECH SPEC 62 PRODUCTS & SERVICES 64 CLASSIFIED ADVERTISING 65 ADVERTISER INDEX

Viewpoints

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FROM THE PUBLISHER Operator of the Year

by Steve Hurt

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SYNTHETIC SOLUTIONS

Bank Deposits Are Better Than Engine Deposits

by Ed Newman

54

GIVING ADVICE, GIVING BACK

Designed to Succeed or Designed to Give, That is the Question

by Cricket Killingsworth

56 AUTOMOTIVE MAINTENANCE

The Absolute Legitimacy of Performance Chemicals and Services

by Larry Barnes

57 WASHINGTON WATCH

Help Motorists Prepare Vehicles for Winter Driving

by Rich White

58

THE TRAINING NEVER STOPS 2016 VENDOR SPEAK

2016 AUTO SALES

by Kelsey Carlson

Evaluations

by Ragan Holt

TIME TO HANG IT UP?

by Peter Suciu

by Lauren Henderson

www.noln.net

Calendar of Events

December 2016

Our 31st Year of Serving the

Fast Oil Change & Service

Industry

Follow us on:

April 4-6, 2017

Oct. 31 - Nov. 2, 2017

Las Vegas Convention Center Las Vegas, NV www.aoca.org

Sands Expo Center Las Vegas, NV www.aapexshow.com

iFlex at the Car Wash Show

MAKING IT HAPPEN Mind Over Matter

by Kit Sullivan

AAPEX Show

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On the cover, the 2016 Operator of the Year is Brian Bouthillette, operator of five SpeeDee shops in New England.

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Join the Conversation /OilLubeNews

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PROMISES MADE, PROMISES KEPT

Operator the year

Please Don’t Make Me Sell: Back Scratching, The Art of Reciprocity

by Dave Prange

of

Brian Bouthillette

December 2016

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@OilLubeNews

@Oil_Lube_News

www.noln.net

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December 2016

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LETTER FROM THE PUBLISHER

Publisher

Steve Hurt

Operator of the Year Every once in a while, you will meet someone and think to yourself that new person reminds you of someone else you knew from a long time ago. I haven’t had the opportunity to meet the 2016 Operator of the Year, Brian Bouthillette, in person, but he reminds me of someone I have known for years. Brian is a self-made man in every sense of the phrase.

When reading his story, one would think they are reading a Hollywood script.

The other day, I was in one of our local quick oil changes and I saw a kid hustling around my car making sure my tire pressure was correct. Then, the kid came back over with a fresh, clean towel and rewashed my back window because he saw a smudge on it. I thought to myself, how refreshing it was to see a young man hustling around, taking pride in his work. I wanted to get out of my car and shake this kid’s hand, but I didn’t want to embarrass him either. Instead, I just watched.

A few days later, Tammy Neal brought me the three finalists for Operator of the Year.

When I read Brian’s story, I thought about this local kid and it gave me the same feeling I got when I was in the local shop — how refreshing.

Later that same week, an old friend from our industry called to discuss some industry news. When I hung up the call, it dawned on me. Brian Bouthillette not only reminds me of the kid I watched at my local shop, but he also reminds me of so many of the quick oil and lube industry leaders. I wish I had space to start naming off names, but I can’t. However, Brian has reminded me of all of these people in one way or another.

Brian works for one of the best companies our industry has to offer. Many of the veterans in the industry probably have not met Brian, but he is cut from the same cloth as our industry legends, and I am proud to be associated with him. Brian is a family man who is ambitious, smart, hard working, kind, community minded and respectful to everyone around him. In a nutshell, Brian is the kind of operator all of us admire. Brian reminds me of the many men and women who have had the honor of receiving the National Oil and Lube News Operator of the Year award. I hope you are as inspired when you read his story as we were when we selected him.

I also wish I could list all of the names of the other candidates we received for Operator of the Year, but I guess it wouldn’t be appropriate. Believe me when I say, we have some outstanding men and women in our industry, and thank you very much for all the submissions we had.

Until next month, keep on lubin’. S Steve Hurt is the publisher of National Oil & Lube News.

Published twelve times a year (along with an additional Buyers Guide) by TKO Multimedia 2345 50th St., Lubbock, TX 79412-2336. Postage Paid at Shepherdsville, KY. Postmaster: Send address changes to National Oil & Lube News, 2345 50th St., Lubbock, TX 79412. Editorial Information: info@noln.net. Annual subscription rate to U.S. destinations is $39. Subscriptions to Canada and Mexico are $70. All other foreign destinations are $130 for postage. Prepayment is required on all foreign orders, paid in U.S. funds. ©Copyright National Oil & Lube News 2016. Reproduction is allowed only with permission of publisher. Views expressed by columnists and guest writers do not imply National Oil & Lube News endorsement. Every attempt is made to provide accurate and reliable information described or offered herein, nor can NOLN verify accuracy of advertising claims made herein. The purpose of NOLN is to open an active line of communication between lube shop owners and managers and to provide a link between lube shops, manufacturers and suppliers throughout the country.

Authors — We welcome editorial proposals and submissions. Contact Tammy Neal for more information.

Advertisers — Advertising rates are available upon request. Please contact Eli Torres for display advertising deadlines, Internet advertising and other information.

Contact Nikki Held for classified advertising information.

steveh@stevehurt.com Chief Operating Officer

Ragan Holt

ragan.holt@noln.net Senior Director, Creative Team

Tammy Neal

tammy.neal@noln.net Senior Director, Sales & Marketing

Eliseo Torres

eliseo.torres@noln.net Senior Director, Business Operations

Sheila Beam

sheila.beam@noln.net Creative Team, Digital Communications

Kelsey Carlson

kelsey.carlson@noln.net Creative Team, Graphic Design

Eric Cisneros

eric.cisneros@noln.net Circulation

Nikki Held

nikki.held@noln.net Advertising Sales & Marketing

Brian Ashley

brian.ashley@noln.net Advertising Sales & Marketing

Travis Cargile

travis.cargile@noln.net Advertising Sales & Marketing

Kristen Moser

kmoser@tkomultimedia.com

contributing writers t

Jim Baumer David Burbach Lauren Henderson Ray Hoeneisen William Lynott Peter Suciu

contributing editorial design t

Tiffany Fowler December 2016 Volume 31 s Number 12 ISSN 1071-1260 All correspondence and inquiries should be directed to our business offices: 2345 50th St. Lubbock, TX 79412 Phone: 800.796.2577 or 806.762.4464

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AROUND THE INDUSTRY Grease Monkey Franchisee of the Year: Tyson Daniels

Rush Truck Centers and ExxonMobil Salute the Unsung Heroes of Trucking

Grease Monkey International, Inc. franchisee, Tyson Daniels was honored by the International Franchise Association with its Annual Franchisee of the Year Award. The award winner is elected by their franchise company and is done so based on a number of qualifications, all of which Daniels has exceeded.

Daniels owns five Grease Monkey centers in Idaho and has been a part of the Grease Monkey family since 2014. Ever since he became a franchisee with Grease Monkey, Daniels has undeniably taken the Grease Monkey System of Operations to the highest level. All of his centers are Pit Crew Certified and have installed and adapted the Pit Crew Guarantee.

Daniels continues to see sales increase at all of his centers, which can be attributed to his superior leadership skills and his dedication at each center. He has worked hard at building a strong team of employees who are all extraordinarily customer-focused and Grease Monkey-driven. Daniels keeps the teams at each center motivated by sending weekly updates to everyone, by holding a weekly manager and customer service manager meeting and by creating serious competition between the centers.

Not only does Daniels make a difference in his centers, but he also positively impacts his community and requires his managers to pick a nonprofit group to join.

After two years of being a Grease Monkey franchisee, he is a franchisee many others already look to for guidance.

For the second consecutive race season, ExxonMobil and Rush Truck Centers sponsored Tony Stewart’s No. 14 Stewart-Haas Racing (SHR) Chevrolet. Both brands were featured on Stewart’s racecar – Rush Truck Centers on the hood and Mobil Delvac 1 on the rear quarter panel and deck lid – for the Alabama 500 NASCAR Sprint Cup Series race at Talladega Superspeedway, which helped to promote a program highlighting the need for more truck technicians and saluted the vital behind-the-scenes professionals.

Before they hit the road to Talladega, Stewart and his No. 14 Rush Truck Centers/Mobil Delvac 1 team visited a Charlotte-area Rush Truck Centers location to learn from technicians and helped perform a diesel motor oil change. The visit coincided with a discounted Mobil Delvac product and oil change promotion that was available at all Rush Truck Centers locations nationwide during the month of October.

“As a follow-up to last year’s partnership with Rush Truck Centers, which saluted truckers, it was with great pride that we

again spotlighted a collection of unsung heroes crucial to the NASCAR experience and to the American economy – technicians,” said Kai Decker, global motorsports manager at ExxonMobil. “Joining Rush Truck Centers and Stewart-Haas Racing to raise the visibility of these professionals handling critical roles largely behind-thescenes is a cause worthy of our full support and participation.”

Experienced truck technicians have never been more vital. The American Trucking Association estimates that an additional 200,000 technician professionals will need to be developed over the next 10 years to meet service maintenance demands industry-wide. Concurrently, it is expected that 40 to 50 percent of truck technicians will retire before 2030.

“It’s essential we raise awareness of the importance and necessity of America’s truck technicians so that a new wave of talent can be groomed to keep trucks up and running,” said W. M. “Rusty” Rush, chairman, chief executive officer and president of Rush Enterprises, which operates Rush Truck Centers, the largest network of commercial vehicle dealerships in North America. “The partnership and support of Stewart-Haas Racing and ExxonMobil always ensures that our message is impactful. For that, we’re very grateful.”

“The number of technicians needed over the next 10 years to keep the industry going is truly astonishing, and it’s important that we shine the light on the crucial work they do as we develop the next generation of technicians,” Stewart said. “The average racing fan watching at home may not understand all that goes into making a NASCAR race happen each week. It requires a whole fleet of expert technicians who work wonders before the race ever begins. We’re so thankful for them.”

Grease Monkey Expands to South America, Starting with Colombia

Grease Monkey International, Inc. recently announced the opening of the first Grease Monkey center in Colombia, South America. The center officially opened on November 1, 2016, and is located in the city of Medellín, the second largest city in Colombia.

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dellín is a unique business in Colombia.

The center’s appearance is truly spectacular because of the detailed work that went into building it. One example of the extraordinary work that went into the design of the building is the hand-painted epoxy floor in the bay. When customers walk into the center, they are generally surprised it’s an oil change facility — some of them thought it was a restaurant.

The development of this center is a huge accomplishment for Grease Monkey International, Inc., and especially for the owner, Juan Luis, and his team in Colombia.

selected by an esteemed panel of international judges out of more than 3,000 products that were featured at this year’s SEMA Show. Judges from around the world were encouraged to select products they believed would be of most interest to their publication’s readers and most likely to succeed commercially in their respective countries. Pennzoil

Platinum High Mileage was nominated by GarageShots Magazine in Canada for the product’s low-temperature performance properties, which help engines withstand the frigid Canadian winters.

The SEMA Global Media Awards Program recognizes that automotive personalization and customization is growing throughout the world. While the industry has strong roots in the United States, the appeal of making cars and trucks fit one’s lifestyle is universal — and growing. S

“The amount of time and effort Juan Luis put into the center to mirror the Grease Monkey model is astonishing. There were many hurdles to overcome with sourcing items in Colombia, but Juan Luis was very diligent,” said Rick Juarez, director of Purchasing and Corporate Regional director of Grease Monkey International, Inc. Grease Monkey Colombia has a bright future to look forward to. The center itself is equipped with a training facility, which will allow employees to constantly update their knowledge and skills. The employees are eager to be a part of such a customer-driven company.

Pennzoil Platinum High Mileage Full Synthetic Motor Oil Named a 2017 Global Media Award Winner at 2016 SEMA Show

Pennzoil Platinum High Mileage Full Synthetic Motor Oil was given a 2017 Specialty Equipment Market Association (SEMA) Global Media Award, Wednesday, November 2, 2016.

Pennzoil Platinum High Mileage was December 2016

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2016 Operator of the Year: Brian Bouthillette

by Peter Suciu

It has been said there aren’t men like John Rockefeller or Andrew Carnegie anymore; that there just aren’t those type of individuals who can come from very modest means and build a thriving business.

However, the 2016 National Oil & Lube News Operator of the Year is proof there are such persons of character and determination, who can start from the bottom and create a truly lasting legacy.

Brian Bouthillette may never have buildings named after him, and he likely won’t leave this world with billions of dollars in the bank. Yet, he is the kind of man who has always put in a hard day’s work and put a smile on his customers’ faces in the process. In today’s world where many people are simply out for themselves, this New England native has given back while providing for his family and making a good life for his employees. He is the kind of individual you’d want to work for — which couldn’t always be said about men like Rockefeller or Carnegie.

“Money can come and go, but credibility is hard to gain back if you lose it,” Brian explained. “I took every opportunity I had and ran with it, but I didn’t forget those who got me where I am today. Loyalty and one’s word mean a lot to me. That’s more important than just getting rich.”

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Brian Bouthillette works side by side with longtime manager of the Cumberland, Rhode Island, SpeeDee Oil Change & Auto Service shop, Steven Elderkin.

This self-professed small-town guy started at the very bottom in the lube industry. With a whole lot of ambition and a little help from his friends, he has worked his way up and currently operates five successful SpeeDee locations.

“Every day that I am in the shops, I’ve always felt that each customer is like my neighbor,” Brian said. “We may not live on the same street, but they are all a part of a community I care deeply for. I live so close to my shops that I often see customers when I am out and about, and I get a chance to talk to them outside of work. I truly love that about my job, and I love getting to know my customers and their families.”

In many ways, Brian’s story could have turned out quite differently, but hard work, determination and playing the cards he was dealt has paid off.

“Brian’s the epitome of perseverance and integrity,” said Brian’s wife Carla.

“Dropping out of school at age 16 should’ve probably set him up for a very difficult life, but his determination to turn everything around after his father passed away is really inspiring to me.”

Brian’s story certainly mirrored those notable 19th century entrepreneurs.

His parents, while not formally divorced, lived apart. For many teens, that might have been enough of a catalyst for rebellion and to be angry at the world.

Instead, Brian entered the workforce at age 13, washing dishes for a restaurant in Attleboro, Massachusetts. By the time he was 16, Brian’s parents were both fighting cancer, and, along with his brother, Henry, he stepped up to help — not just for the extra pocket money but because his family depended on them.

“At age 16, I was driving my mother to chemotherapy and then going to work,” Brian said. “I did what I had to do. It was a moment in my life when I had to grow up really fast.”

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The Fast Lube Fast Track Just like those self-made men from a bygone age, Brian quit school, seriously entered the workforce and, in 1990, started down the career path that would take him to much better things.

It was not without more than his fair share of hardship along the way, and it was also not the path his family had planned for him.

Cumberland manager Steven Elderkin (left) and Brian Bouthillette (right)

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His father, who succumbed to cancer only a few years later, had told Brian to consider joining the military. For Brian that wasn’t an option, since he wanted to spend as much time as possible with his parents and try to provide for them in the process. He started his employment with SpeeDee at age 17, beginning at the very bottom.

Brian’s career began as a courtesy technician, vacuuming cars, washing

windows and setting tire pressure. Interestingly, he opted for this job over a slightly better paying opportunity to work as a janitor.

“It was a difficult time to find a job, and the SpeeDee opportunity was less money per hour but more hours,” Brian said.

Brian’s desire to continue his training and attend Rhode Island Trade Shop School almost ended up setting him back instead of launching him forward.

“After Brian’s father died, he ended up owing his entire tuition to the Rhode Island Trade Shop School,” Carla explained. “This was supposed to be paid when his father died, but they made him sign a paper for graduation, and it transferred the loan to his name.”

Brian was stuck with the student loans for his training, yet unlike many students today who simply want their debt forgiven — for someone else to foot the bill — Brian again rolled up his sleeves, literally.

Bouthillette’s management team (from left to right) Cumberland assistant manager Michael Bouthillette; Attleboro manager Alfonso Paolantonio; Raynham manager Brian Costa; South Attleboro manager Robert Patenaude; Cumberland manager Steven Elderkin; Providence manager Chris Glasgow; and 2016 Operator of the Year Brian Bouthillette 11/17/16 8:57 AM

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“Lou Morra, the restaurant owner Brian had worked for from the age of 13 paid off his loan for him, and to pay him back, Brian worked for free,” Carla added. “Even after the loan was paid back, Brian continued to work for free well into his twenties because he appreciated everything he did for him. While he worked there, Morra taught Brian a lot about business, about paying attention to detail in business and the importance of taking care of your employees.”

While Brian worked off his debts, he also saw the value that could come from investing in real estate. At age 19, when many young people still live with their parents, he opted to buy his first house. The only problem was banks weren’t exactly ready to loan money to someone so young, so Brian turned to Maria Carney, a friend of the family who offered to hold the mortgage instead. Like clockwork, Brian paid that debt, too. Little did he know, this first foray into real estate would help catapult his career years down the road.

“Brian has always been mature beyond his years, a hard worker and paid great attention to detail. I promoted him to be manager at 21 years old. By then, he already had four years of experience and had worked every job on the floor,” said Ed Mikkelsen, owner of the first SpeeDee shop Brian ever worked at and current franchisor of Brian’s shops, as well as all of the SpeeDee Oil Change & Auto Service facilities throughout New England.

Soon, Brian was able to use his investments to further his career in the quick lube industry. By mortgaging that first house he bought when he was still a teenager and using its equity, Brian

became the youngest SpeeDee franchisee in the North East region — at 26 years old — when he purchased the Providence location where he had been the manager.

“I had enough confidence in him to finance his first location for him,” Mikkelsen said. “I knew back then he would be a successful owner.”

Even in 1998, Brian showed he had business savvy beyond his years. He could have tried to buy the Providence location sooner but opted to wait for the timing to be right.

“I could have tried to take on the business with a colleague a year earlier; he was willing to be my partner,” Brian explained. “But I know sometimes partnerships don’t work out, so, instead, I took an extra year to save and get equity from the property I had purchased.”

In the end, the extra year was probably a good choice. It allowed Brian to truly be his own boss, and from that one location he has continually expanded — but not before finding a different kind of partner.

It wasn’t long after he bought his first SpeeDee shop that Brian and Carla were married. The two have grown their business and family together.

Ups and Downs

As with any good biographical story, there’s bound to be some bad with the good. In Brian’s case, the economy presented some challenges.

(Far left) Brian Bouthillette with his children Brian Jr. and Breanne at their local county fair (top middle) Brian with his family — wife, Carla, and children, Brian Jr. and Breanne (top right) Brian’s partner at home and in business is his wife, Carla (bottom right) Ed Mikkelsen, president and CEO of SpeeDee Oil Change & Auto Service of New England, and Brian Bouthillette at the benefit car show held at Bouthillette’s Raynham, Massachusetts, SpeeDee location 16 NOLN | www.noln.net

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Brian purchased his second shop — located in Cumberland, Rhode Island — in 2003, followed by a third — in Raynham, Massachusetts — in 2007 and the fourth — located in South Attleboro, Massachusetts — in 2011. This steady growth came with a price. Brian was able to move forward despite the economic downturn of 2008, but the market corrections of 2011 were a bit rougher.

“In 2014, he didn’t take a paycheck for two months,” Mikkelsen said. “Instead, he made sure his guys got paid, and he always paid me. That was actually surprising. I knew things were tight, but I didn’t know they were that tight for him.”

Brian’s early education about investing in real estate paid off and paid his bills when times were tough. The income from Brian’s rental properties ensured food was on the table and that his family — as well as his crew — were properly provided for. As a result, in 2016, he was able to purchase his fifth SpeeDee location in his hometown of Attleboro, Massachusetts.

“That meant a lot to him, since he grew up there,” Carla said. “It was a little worrisome as the past owner had problems. But Brian has a proven track record.”

Over the years, Brian hasn’t just purchased new locations, but he has also personally overseen the remodeling and renovation of all of his shops. This includes providing waiting rooms that are modern and clean, offering a pleasant and comfortable place for customers to wait while their vehicles are being serviced. Then, there’s the attention that goes into the bathrooms.

“It might sound funny, but we hear all the time how nice our bathrooms are,” Carla said. “We ensure they are nothing like people would think the bathroom at a quick lube shop would be!”

Brian’s hard work at all of his locations hasn’t gone unnoticed.

“Brian’s locations are models of how a SpeeDee should operate,” Mikkelsen said.

“They are clean and inviting, provide fast, friendly service and have skilled technicians. Brian has literally grown up in this industry and with SpeeDee. He comes from modest beginnings and worked his way to being a successful multi-store owner and operator. He is one of the few who can successfully operate multiple, profitable locations. He is in his stores every day, he knows his customers by name and he’s always smiling and making a joke. I’ve known

him since he was 17 years old. He worked hard since day one and was always on time.

In many ways, his ways were almost too good to be a true story.”

Important Partnerships

Brian was quick to note his accomplishments wouldn’t be possible without his team; especially with five locations, he can’t be everywhere all the time.

“That’s where having a great team of managers and technicians comes in,” Brian said. “Without them, my job would be a lot more difficult, and I couldn’t do it without them. I don’t see that they work for me; we’re in this together.”

Among the team members Brian truly credits is Steven Elderkin, who has been with Brian for more than 23 years.

“He is a longtime employee, manager and friend who is my go-to guy,” Brian said. “It really is comforting to know I have such a loyal and strong team of excellent people behind me, and I’m honored to work with them all.”

Today, Brian is very grateful to the team at SpeeDee, who he said gave him a chance when he truly needed it most.

“Ed Mikkelsen hired me when I was just a kid,” Brian said. “He was an integral part of teaching me the business and promoting me when I was ready. Under his tutelage, I learned so much. His motto was always ‘back to the basics,’ which is a motto I still believe in strongly today and try to instill in all my managers. Don’t try to reinvent the wheel; just get back to basics. Ed has always been a very supportive franchisor, and I truly appreciate all the work he puts in on all of our behalves as franchisees.”

During his 26 years in the SpeeDee system — and being an owner for 16 of them — Brian has been an outstanding franchisee. His shops have won Franchise of the Quarter honors multiple times, and they consistently rank in the top five for Mystery Shop scores. In 2015, Brian was honored as the SpeeDee Franchisee of the Year for the New England Region, and he was recently appointed by his peers as a member of the National Franchise Advisory Council, representing all of the New England franchisees.

When it comes to his success, Brian insisted he gets a lot of help from his partners — especially the relationships he has

800-426-7754

Proud Supplier of Speedee Oil Change

Congratulations!

Brian Bouthillette, Operator of the Year

December 2016

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with some key vendors, such as ExxonMobil, Service Champ, GH Berlin and Sage Microsystems, just to name a few.

“Brian is a tough but fair negotiator,” Mikkelsen said. “He looks at every deal from both sides, realizes business is about long-term relationships and that both sides of a business deal must make a profit.”

“Our loyalty to each other helps us all to be successful,” Brian explained. “You must have a great relationship with those that are there to help, support you and help you grow your business.

Our vendors are all here to help support us in our businesses every day, and I would be remiss to leave them out as a partner to a successful automotive shop.”

Still, Brian’s most important partner has remained the one he returns home to each night.

“My wife has been an amazing partner in business,” Brian said.

“The hard work she puts in every day, both at home and for the business and the support she gives me in all my business ventures is what made it possible for me to expand to five locations. She’s not only my wife and office manager, but she’s also my rock and my biggest cheerleader.”

It’s easy to be a cheerleader when you have a lot to cheer about.

“To me, Brian is a great example of perseverance and determination to succeed when there were many people who told him he wouldn’t amount to much when he was younger,” Carla said.

“When I think about everything he has accomplished without so much as a high school diploma, I am very proud.”

Giving Back and Being a Family Man

If being named NOLN’s Operator of the Year were just about running five successful shops and charting your way through good times and bad, Brian would easily be on the short list for the award, but he is also a family man and a man of the community.

Brian enjoys playing golf, camping with his family and raising his two children, Breanne and Brian Jr. “Breanne and Brian Jr. are the light of his world,” Carla said. “He ensures he makes time for his family.”

Brian also gives to numerous charities, never forgetting about his roots.

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“It is important for me to give back when I can,” Brian said.

Brian’s Raynham location holds an annual car show that gives the proceeds to the Raynham Fire Department, and all of Brian’s locations hold Toys for Tots drives and support local youth sports teams near the shops. In addition, Brian has also regularly donated to the Hasbro Children’s Hospital in SpeeDee’s name. He also regularly donates and offers support to the Friedreich’s Ataxia Research Alliance. Friedreich’s Ataxia is a rare inherited disease that causes nervous system damage and movement problems and is a cause close to the Bouthillette’s hearts because they have a family member afflicted with the disease.

“He puts his time into helping others,” Mikkelsen said. “Brian is truly a role model who started with nothing and gives everything he can. He is successful enough that he could sit back, but he still works every day and has no plans to change.”

All of this would be enough to keep a Rockefeller busy eight days a week, but what little free time Brian has after running five locations, managing six rental properties and raising his children, is spent restoring his 1969 Firebird.

“Brian enjoys buying real estate and working on his rental properties,” Carla said. “But working on the car his dad left him is how he unwinds. That car was the last thing his father gave him before he died of cancer when Brian was 18.”

In many ways, the Firebird could be the perfect symbol for Brian’s life. Just as it would be easy to give up on the car, it might have been easy for Brian to give up, too. Instead, he kept pushing forward, and this is why he truly is the Operator of the Year.

“His true passion — more than the car, more than real estate — is the automotive service business,” Carla said. “After our family, it is what gets him up in the morning and brings him home with a smile.”

Somehow, Brian remains low-key about his big heart and his big work ethic.

“I was able to achieve the American dream,” he said. “If I have one piece of advice for others, it is that I never made decisions under a hot head, and everyone from your employees to the customers to anyone on the street, deserves respect.” S

(From left to right) 2016 Operator of the Year Brian Bouthillette, with his wife and office manager, Carla, and Mark Gadoua, vice president of Operations for SpeeDee New England

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Vendor speaK Each year we ask vendors to chime in on important issues in the fast lube industry in this annual feature. Their responses vary, as do the products and services they offer fast lube operators. Read on to learn what they’re speaking about this year.

by Kelsey Carlson

variety of clothing items and materials to promote the brand, so lube shops and oil change specialists can let their customers know they carry Amsoil.

AMSOIL INC. Ed Newman, Advertising manager www.amsoil.com 800.777.8491 Q. How have you seen your customers’ and/ or their employees’ expectations change over the years, and what do you expect them to be in 2017?

A. The history of the automobile is a history of change. As new engine designs are adopted, new demands are placed on the fluids that lubricate and protect them. Staying current with all these changes is a critical piece of the success puzzle. Success isn’t just about marketing or having a positive mental attitude, but also includes keeping up to speed and making sure employees are well trained.

We’ve seen an increased demand for lubricant-related training from our customers. We have had direct requests for product and sales related training from both independent auto parts stores and fast lubes. In support of these requests, we’ve been enhancing our existing training materials and creating new materials in video and other formats to meet our customers’ unique needs.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. Amsoil offers fast lubes a free merchandising kit, which includes a counter mat, window decal and 500 custom oil change reminder decals, on their first order over $300. We also offer free shipping on every order of $300 or more and a listing on our public-facing retail locator at amsoil.com. The company also produces a wide

䄀甀琀漀䌀攀渀琀攀爀 匀愀氀攀猀 AutoCenter Sales Joe Thissen, senior vice president of Sales www.autocenter-sales.com 800.874.5793 Q. How have you seen your customers’ and/ or their employees’ expectations change over the years, and what do you expect them to be in 2017?

A. Our clients’ expectations are high. We understand and respect the fact that selling your business is a challenging and critical time in your life. Our goal is to make the sale and transition as seamless as possible, allowing you to focus on the important day-to-day operations.

The market for quick lube businesses is always fluctuating, but we look forward to helping you navigate the transition when ready.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. The best incentives and offers in the business, of course. It’s absolutely 100-percent free to give us a call and discuss your exit plan. We can review the best options for you, whether you’re looking to exit in the near future or years from now.

BayNets Joe Menhart, Division Sales manager www.baynets.com 800.596.1066 Q. How have you seen your customers’ and/ or their employees’ expectations change over the years, and what do you expect them to be in 2017?

A. At BayNets, we have seen a growing change in quick lube employee expectations for safety. It no longer seems normal for a service pit to remain unprotected. Over the last couple of years, we have noticed an increased awareness of safety.

There have been more proactive requests for safety nets. In other words, in years past, almost all quick lubes were getting safety nets because the Occupational Safety and Health Administration said so, or because there was an accident. As more mom-and-pop, single-site quick lubes are being purchased by larger chains, the new owners usually order a safety net before they open for business. Brand-new sites, recently constructed, are requesting nets prior to opening day.

We have also seen a growing need for easeof-use and durability in all safety products. That changing expectation is realized by the dramatic increase in the number of requests we receive from customers who want to replace their web netting or steel grates. Our customers have expressed those stronger systems are more difficult to use and are more prone to inoperable damage. A sliding net system is economical, easy-to-use and long-lasting.

Our customers also expect us to provide a

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price immediately and to ship within a week or less. Although most netting systems are custom-made and custom-priced, the point-andclick mentality remains. So, we do our best to meet this need with one-minute verbal quotes and next-day shipping when required, with typical lead times under three days.

Years ago, we saw a growing expectation that if we shipped it, the product would get there and nothing would be missing. Many little parts can be hard to count, so we would add a few extra pieces. We later added additional quality checks for increased accuracy. Since heavy cables can sometimes rip through cardboard boxes, we started shipping our product in a highly durable plastic drum. Our shipping losses and damage dropped to zero. Yes, zero, and we didn’t increase our price.

Lastly, customers continue to expect more for less. Fortunately, with our ongoing Kaizens, continuous improvement initiatives and lean manufacturing, we have not increased our BayNets pricing for several years.

We believe all of these changing customer expectations will continue in 2017 — safer, faster, better, lower priced and higher quality.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. BayNets does offer incentives and discounted packages. Everyone can and does take advantage of these special offers. This is a direct response to the ever growing need to remain competitive and to continue to provide customers with more for less. When comparing apples to apples, our apples can always be offered at a lower price than our competitors, and at higher quality. It is worth noting that many other netting companies sell oranges, and by that, we mean their netting product is just not the same as ours. Fish nets can catch fish, but maybe not people. Sports nets can catch loose soccer balls, but maybe not people. Buyer beware — ask for manufacturer test results and test certifications.

Once we understand the customer’s essential requirement, discounts are available for a quick buy, a large quantity buy, a major account with multiple sites or a reseller who distributes BayNets. Also worth noting, you will pay more for a fall protection system if you would like to walk on it or drive on it. BayNets is an impact absorbing system that safely catches people in the event of an accidental fall. Do not confuse a safety net with solid flooring. For that reason, be sure you are not buying more than you really need. We are safety experts and not priceline.com. But tell us what you need, tell us the competitive price

and system you may be considering and we can do better every time, every day.

Castrol John Hickey, Channel Marketing manager www.castrol.com 800.462.0835 Q. How have you seen your customers’ and/ or their employees’ expectations change over the years, and what do you expect them to be in 2017?

A. We are currently seeing a dramatic shift in the market, which is causing some angst in our customers and employees. Declining car counts, extended drain intervals and the ever present $20 oil change are causing a market of uncertainty throughout the industry. Training and retaining skilled technicians is becoming more and more challenging, and the ever changing legal and regulatory environment is adding more expense to a fast lube’s operational cost.

For 2017, we expect these trends to continue, but we are also optimistic that as an industry we can find a way to strike a balance between operational cost and overall profitability of the fast lube market.

Castrol is dedicated to helping customers learn how to effectively market premium products to maximize their profits. Keys to success in the industry are programs designed to provide customers with the educational materials needed to explain which is the best lubricant for their vehicle and why, and retention programs to keep customers coming back for service. Having an educated discussion with customers is the first step toward moving the market in the right direction.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. Castrol offers a unique points-based rewards program designed to provide premium rewards aligned with our premium products. The more oil a customer purchases, the more points our customers are rewarded. These points can be used to purchase marketing materials, merchandise, trips and event tickets. Just launched in August of this year, it is available to customers who purchase from authorized Castrol wholesale distributors. To date, our customers have accrued over 2.5 million points. They have used their points for everything from first-class trips to Mexico to massage chairs for their waiting rooms

to purchasing local marketing materials designed to retain and grow their customer base. Best of all, this is just the first phase of the program; we have so much more to come in 2017.

Comgraphx Cynthia Boyle, director of Sales and Marketing www.comgraphx.com 918.258.6502 Q. How have you seen your customers’ and/ or their employees’ expectations change over the years, and what do you expect them to be in 2017?

A. With the changes in the oil industry and the economy, we continue to see customer’s expectations of service increase. They want the right product at a competitive price. That being said, they are also looking for a vendor that will take care of them and make their life easy. At Comgraphx, our account executives work directly with our customers to ensure accurate communications, production of material and delivery in a timely manner. I expect we’ll continue to see these expectations from our customers in the future.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. We offer many solutions that provide efficiencies and, therefore, create great cost savings. We offer printer systems the can easily be incorporated into fast lube programs and are fully supported by a customer service team 8 a.m. to 5 p.m., Monday through Friday. We have numerous solutions for your labeling needs. We’re currently offering a discount if you trade in your old printers.

Integrated Services, Inc. Steve Barram, CEO www.ints.com 800.922.3099 Q. How have you seen your customers’ and/ or their employees’ expectations change over the years, and what do you expect them to be in 2017?

A. In the ‘90s and early 2000s, it seemed our customers were more intently focused on our

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product and its features. Over time, they began to direct their lens toward a greater examination of our customer support capabilities and our ability to help them dig further into their data and business. In turn, that led to discussions often revolving around our customers’ needs for solutions from ISI. Providing ways for our customers to review their business in a timely and in-depth way has proved helpful in keeping them competitive in today’s marketplace.

Product features and growth are always imperative, but the growing awareness that ISI could play a part in store and company growth has grown well beyond features. In part, this has been reflected through our customers’ attentiveness to the changing views and values of their own employees.

For instance, beyond just reviewing data, the respect accorded to employees is a major topic these days. ISI is being engaged to be a part of solution discussions as it relates to this and similar areas of changing expectations by the employer and employees.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. Having been a market leader for much of our 28-year history, ISI has learned to successfully focus on listening intently to our customers. By doing so, we have been able to fashion solutions crafted for customer needs. We would say that has been a core strength of our growth and success. It truly is less of our own needs and more about providing dedicated resources from our team that reach a specific and needed set of solutions presented by our individual customers.

Lubegard by International Lubricants, Inc. Mark Roach, National Accounts manager www.lubegard.com 800.333.5823 Q. How have you seen your customers’ and/or their employees’ expectations change over the years, and what do you expect them to be in 2017?

A. After years of price-driven buying strategies, the trend in the quick lube industry is shifting to high-quality/high-tech products that are reasonably priced and deliver more customer benefits.

Customers are keeping their cars longer and demanding longer life from their vehicles’ systems.

Quick lubes are buying proven, high-tech prod-

ucts to meet customers’ expectations. Lubegard fills this niche by offering high-quality products at reasonable prices to keep cars running better, longer.

Lubegard has historically been known as a transmission fluid and service solution to the industry. However, as more quick lubes venture into general repair, they are utilizing our non-transmission related products for cooling, engine and power steering systems in their service offering. Quick lubes count on us to deliver the same high-tech, multi-functional products in these non-transmission related services, keeping cars in top shape longer. We expect this general repair trend to continue to allow the quick lubes to optimize their profit potentials.

With these new service offerings, quick lubes are asking manufacturers for additional product training. Mistakes and comebacks are very costly, both financially and reputation-wise. Lubegard offers field training to quick lube chains for them to understand optimal product selection and the service capabilities of our products. We also offer extensive training to our distributors to, ultimately, help individual quick lubes be successful.

These programs will continue in 2017 to meet the demand of the marketplace and keep technicians ahead of the curve.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. Lubegard takes partnering with quick lubes seriously and offers many promotional opportunities: spiff programs, gift card incentives and starter kits, all supported with in-store pointof-sale (POS) materials. We customize seasonal/quarterly promotions and create full-year promotional calendars for those partners who qualify. Our research shows once someone tries a Lubegard product, they come back for that product as well as additional products as their needs arise. Lubegard has among the highest rate of brand loyalty in the marketplace. With that mindset, we will continue to promote heavily and look forward to new opportunities with our distributors and quick lube customers.

Mahle Aftermarket Inc. Ted Hughes, director of Marketing www.mahle-aftermarket.com 248.305.8200 Q. How have you seen your customers’ and/ or their employees’ expectations change over

the years, and what do you expect them to be in 2017?

A. Change is the only constant in doing business today. Technology and advancements in manufacturing and service have raised the bar in terms of what we, as manufacturers, can provide the market, whether it be in terms of parts proliferation and staying on top of new coverage or the gains made in electronic catalogs to make sure the users have the data they need in real-time.

Quality today is a pre-requisite to doing business, as is coverage and availability. Manufacturers must understand they need to deliver on these basics before anything else. This trend will only grow in 2017 and beyond.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. While we do not have any existing, or canned incentive or discount packages, growth in the fast lube industry is one of our core strategies at Mahle. Our team of experienced account managers and sales professionals are available to design a program specific to the needs of each individual facility or chain. We feel this is the best path forward. As customer needs vary, so should the offering from suppliers like us. By visiting our website, fast lube customers can get in touch with someone in sales to create a program that works for them.

Marli Manufacturing Mark Epstein, owner www.marlimfg.com 607.729.9118 Q. How have you seen your customers’ and/ or their employees’ expectations change over the years, and what do you expect them to be in 2017?

A. Our offering direct to installers is limited to windshield washer concentrate, so expectations over the years have not changed. It is a basic requirement common to most industries: quality product, competitive price and exemplary service. We are pleased to be providing our product to the quick oil change industry for over 20 years.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. We certainly do. Our product is inexpensive, so freight is always our largest issue. We pay freight to our customers, and it is our most

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troublesome expense. Thus, our incentives are designed in a way to better amortize the freight across a larger shipment of product and for us to obtain shipping discounts. Customers who buy four cases of Deep Blue, get one free. This is an easy hurdle for many customers, or customers with multiple stores that can accept the shipment at one location and disperse the individual cases or bottles themselves.

A number of years ago, we also developed a form of Deep Blue we call Super Concentrate.

It does require two steps to properly mix, but our standard shipping unit is one pound instead of 36 pounds. We are able to offer this at a healthy discount over the regular concentrate because of the shipping advantage.

Penray Mark Kardon, director of Marketing www.penray.com 800.373.6729 Q. How have you seen your customers’ and/ or their employees’ expectations change over the years, and what do you expect them to be in 2017?

A. Customers continue to rely on us to hold more inventory as businesses focus on cashflow and inventory reductions. This will continue in 2017. As service intervals continue to lengthen, our customers are looking for additional opportunities to help them explain to the consumer why a preventative service is so important. We are focused on providing product education to help technicians better understand the preventative maintenance services available to them and how this helps consumers keep their cars on the road longer.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. We work very closely with our distributor partners to develop programs and promotions to support the fast lubes, based on their specific needs and what they are trying to accomplish.

PM Attendant Ash Bullard, vice president of Sales and Marketing www.pmattendant.com 866.576.8957 Q. How have you seen your customers’ and/ or their employees’ expectations change over the years, and what do you expect them to be in 2017?

A. Owners continue to struggle finding good, loyal employees. What were once considered benefits are now seen as requirements — or may even be legal rights for employees. This drives up the cost and potential risk for the owner. I think we will see owners take advantage of more tools and systems to help them manage their businesses. Shop ownership will also continue to trend toward larger multi-shop owners that have the time, energy and resources to manage or a reduction of shop count down to a more individually manageable level.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. We are currently waiving all upfront fees.

Our all-inclusive monthly fee is $169.

Roth Industries Joseph A. Brown, PE, president and CEO www.rothlubetanks.com 315-579-3319 Q. How have you seen your customers’ and/ or their employees’ expectations change over the years, and what do you expect them to be in 2017?

A. Just like everything today, business seems to move at a very fast pace with an expectation from the customer that product should be in stock and ready to ship almost immediately.

Execution of business has never been closer to real-time than it is today. Our goal at Roth is to recognize the expectations of our business partners and model our business to align with, and hopefully meet, those expectations.

Roth’s commitment to our distributors is a key focal point in how we operate. We keep a healthy inventory of product at our manufacturing facility in Watertown, New York, and

we stock three remote warehouses, located strategically across the country, to make deliveries almost daily to hundreds of customers across North America. Our double-wall tanks are rapidly setting the standard for secondary containment in the fast lube market, and we are constantly striving to ensure we build our brand in a manner that meets our customers’ expectations.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. Roth offers a number of incentives, particularly for new accounts, and discounts for volume purchases. The market competition today demands that any supplier provide a comprehensive value proposition to their customers. There is simply too much competition to rely on any one component of your program. In addition to how we develop our pricing models, we also offer joint marketing services, custom designed sales programs, free technical and regulatory assistance with local code compliance and other non-product specific support measures.

Roth highly values direct engagement with our customer base and is always seeking feedback to elevate the next experience any one customer has with us. We feel that by providing a friendly and supportive network to meet our customers’ needs, questions and concerns, we are building a relationship that is comfortable for our accounts and that nurtures a long-term relationship.

Sage Microsystems Inc. Bob Sampson, president www.sagemicrosystems.com 800.724.7400 Q. How have you seen your customers’ and/ or their employees’ expectations change over the years, and what do you expect them to be in 2017?

A. The quick lube industry appears to be pivoting away from just doing oil changes and air filters.

While these services may still bring the vehicles in initially, it’s the scope of additional services that will help them spend more money. As such, our customers are expecting us to change with them. Sage has added many new features that expand the services offered, including Epicor’s integrated service estimator (ISE) product that

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gives our customers the ability to perform repair estimates, order parts and move the estimate to the Sage invoice automatically.

In the fast-paced quick lube industry, we’ve seen a change in our customers’ expectations of customer services and technical support.

The previous standard for support, across the industry, was getting a call back from a service representative. At the request of our customers, we’ve changed our help-desk procedures so our customers and their employees talk to a technician immediately. This allows them to get their questions answered faster and return to servicing their customers.

As the industry becomes more and more saturated with quick lubes, customer retention is becoming a key metric. Our customers have asked us to continually improve the tools and reports that help them better address retention. From the time a customer first comes to the store, to the time they are in the store and then after they leave the store, point-of-sale software tools have to assist in the retention process.

Many of our customers use iPads and Windows tablets to greet customers at their car as they pull up. It is a high-tech look and an efficient way to check customers in and use manufacturer specifications to pre-sell overdue services. As vehicles get more computerized and complicated to service, it is increasingly imperative that, during the service, technicians have simple access to manufacturers’ service procedures. This allows them to professionally and confidently reset oil lights, install cabin and fuel filters, correctly route serpentine belts and accurately complete many other profitable service items. After the customers leave the center, the quality of the follow-up systems may have the biggest impact on their loyalty. Professional and timely thank you and reminder cards are the follow-up standard.

However, today’s technology now allows email and text options that significantly enhance the communications and help solidify ongoing relationships.

Sage also offers several reports that list customers who were serviced, including phone numbers, that allow our customers to directly communicate on how well they performed. More importantly, other reports show customers who did not return over a period of time. Calling those customers has helped many of our customers specifically understand what improvements are needed to continue to grow their businesses.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. Sage offers a variety of incentives and discounts that help our customers continue to take advantage of the services and products that are available. As Sage releases new products, they are either included as part of the ongoing Guardian program fees, or, when additional licenses are required, they are typically incentivized. For example, Sage offers the Epicor ISE estimating and repair product integration at a significantly discounted rate.

Onsite installations and previous software providers’ customer and service history conversions are currently discounted. Multi-store operators’ ongoing Guardian fees are discounted, and Sage offers annual pre-pay discounts.

Throttle Muscle Sean Porcher, founding partner www.throttlemuscle.com 855.738.9687 Q. How have you seen your customers’ and/or their employees’ expectations change over the years, and what do you expect them to be in 2017?

A. The needs and expectations of our customers and their employees have continued to evolve over the past few years. Needs and expectations are becoming more and more specific to the needs of the end-consumer and the needs of the vehicle that consumer is driving.

Just a few short years ago, the end-consumer fell into one of just two or three buckets: conventional, synthetic-blend or full-synthetic. Installers carried two or three SKUs of each, and that was what they could offer the consumer. But as vehicles have changed and OEM requirements have changed, the SKUs needed to offer just these few product lines has increased, as well.

Add to that the needs and wants of the end-consumer, and an installer can be looking at 20 to 30 different SKUs for motor oil alone. From blended high-mileage to full-synthetic, needs and expectations are changing. Installers need to change and adapt along with them, and so do manufacturers such as Throttle Muscle.

We are constantly improving and adapting our product line to meet the needs of our installers as driven by the end-consumer. Two years ago, we had two different fuel treatments, and now we have six! For those needing specific fuel treat-

ments for GDI vehicles, high-mileage vehicles or high-performance vehicles, we have created products to cater to the specific needs of those guests. We have created three new oil converters to help installers cut back on the number of oil SKUs they need to carry and the amount of dollars they have tied up in inventory but still be able to meet the specific needs of each guest.

These were driven by the wants and expectations of the end-consumer. Maybe they don’t want to pay for full-synthetic but want something better than a conventional high-mileage product; now, we can offer them a blend. Maybe they want the best full-synthetic motor oil you can buy but the installer doesn’t have it in high mileage; now, we can offer that. If you are looking for a vendor that can adapt to your needs and the needs of your end-consumer, look no further than Throttle Muscle.

Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. Similar to the needs of the end-consumer, we have found that needs and wants vary from installer to installer. Our programs and offerings are adaptable to the needs of our individual installers. Some programs we ran with success in 2016 included a bounce-back offer for the end-consumer, a prize wheel with prizes for the installer and installer’s employees and discounted packages where a fuel treatment was offered along with an engine treatment or converter.

Our company was also founded on the premise of giving back to charity. We have a national charitable relationship with the Muscular Dystrophy Association but have also worked with other charities, such as the American Heart Association and the Red Cross. We will help support the charity of our installer’s choice. We also include on-site training, free product samples and good, old-fashioned customer service.

Unilube John Fanning, Sales manager www.unilube.com 800.326.1711 Q. Do you offer incentives or discounted packages that fast lubes can take advantage of?

A. The desire for efficiency and cost savings drive companies’ expectations. Fortunately, we have the expertise and experience to customize some of our products to meet those needs. S December 2016

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2016 Auto Sales:

SUVs and Trucks Continue to Surge, Passenger Cars Hitting the Brakes

by Peter Suciu

T

here could be a tight squeeze coming to service shop operators in the years to come. This won’t necessarily be on cash flow but rather the literal space in shops as more customers might be driving in with an SUV. American drivers have continued to go big when they drive home, as SUV and light truck sales topped passenger cars for 2016 model vehicles.

“The 2016 model year saw the same trends we’ve seen in recent years, only amplified,” said Michelle Krebs, Autotrader senior analyst. “Sales of traditional cars, particularly compact and midsize cars, continued to fall. Sales of sport utility vehicles rose.”

That mirrored the Cars.com Top 10 Best-Sellers list for September, which showed a 5.5 percent year-to-date increase in sales of the Ford F-Series line of trucks, followed by an 8.3 percent uptick for the Ram pickup. The Chevrolet Silverado rounded out the top three, despite a slight drop in sales year-to-date of 3.5 percent.

Most notable, however, was that the Toyota Corolla was the only passenger car in the top five vehicles, as the Honda CR-V filled the fifth spot.

Trucks may have surged at the end of the summer, but SUVs were king of the road last year, according to Autotrader numbers, and won’t likely be dethroned this year.

“In 2015, the category of compact sport utilities was the No. 1 segment for sales,” Krebs said. “The same will be true in 2016.”

Over the summer, the Honda CR-V earned its own distinction.

“The Honda CR-V crossover passed the Toyota Camry as the

top seller in August,” noted Matt DeLorenzo, managing editor of news for Kelly Blue Book’s KBB.com. “In particular, the crossover SUVs, which are car-based, are growing in popularity. This signals a shift from the typical family vehicle, which was the four-door sedan, and now we’re seeing more SUV/crossovers replacing them.”

What also remains true is that vehicles are getting bigger, which could mirror the increased size of American TVs, homes and, unfortunately, waistlines. Bigger is apparently as American as baseball and apple pie.

“We’re seeing that the pickup will be the top selling vehicle,” DeLorenzo added. “[What should be] noted is that vehicles are growing — the Nissan Titan XD is larger than the traditional halfton pickup. We’re also seeing things like the CR-V and Toyota’s RAV4 are both growing in size. These used to be the entry-level compact/sub-compact size vehicles. Now, these are really in the compact to midsize. That could open up an area below the Honda CR-V, but everything else is bigger.”

Even luxury car buyers are looking at bigger vehicles. In 2016, the sports car was out, and the luxury SUV was in.

“What is happening in the non-luxury market is also occurring in the luxury market,” Krebs said. “Traditional luxury cars are down, while luxury SUV sales are up. Luxury makers heavier in cars than in SUVs are struggling. BMW has been down for several months now, while those who are strong in SUVs, like Lexus, are doing well.”

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Vehicle Breakdown

The move to larger SUVs and trucks doesn’t mean consumers are completely ditching passenger vehicles, but those who do choose a traditional sedan are not looking toward Detroit. Japanese automakers had the best selling cars for September, according to Cars.com. Detroit’s Big Three were boxed out of the top five Best Selling Cars by the Toyota Camry, Honda Civic, Honda Accord, Toyota Corolla and Nissan Altima, which bested the Ford Fusion that filled the sixth spot.

American automakers fared better in the Best Selling Truck positions in recent months, with the Ford F-Series, Chevrolet Silverado, Ram pickup and GMC Sierra filling spots one to four ahead of fifth-placed Toyota Tacoma. The SUV/crossover market was split, with the Honda CR-V, Nissan Rogue and Toyota RAV4 besting the Ford Escape and Chevrolet Equinox for the top five spots.

The Changing Vehicle

The shift toward SUVs and light trucks is just one part of how the service business may have to evolve with the times. This year has seen continued trends in the move to turbocharged vehicles – and in October, Honda revealed its new CR-V crossovers, which will be slightly wider and longer than the outgoing models, will also include an available turbocharged 1.5-liter direct-injected four-cylinder engine.

“This is part of a shift we’re seeing away from V6 and V8 engines to turbocharged four-cylinder and six-cylinder engines,” DeLorenzo said.

“The oil change interval with turbocharged engines will become shorter, which will result in the need for more oil changes in those vehicles. It is a far more complicated system.”

Automakers have said these turbocharged engines don’t require special precautions or operating procedures, but do recommend that owners observe the general guidelines for minimization of wear and tear. On the service side it could require some new procedures along with new opportunities — but this is just one of several changes service operators should be aware of with new vehicles.

“It will be interesting to see what happening with eight-, nine- and even 10-speed transmissions,” DeLorenzo added.

One other significant change that will continue to present issues to drivers, and potential opportunities for shops, is with the more technical computerized systems. Just as the desktop computer requires regular updates, more sophisticated vehicles may need these, as well.

“Right now, that sort of complexity will result in call backs to the dealerships, but as the cars age, service shops will be able to step up as the computer controls need to be updated and reflashed,” DeLorenzo said.

With drivers opting to go big, it could present another opportunity for shops that can do light body work — especially as the choice of materials has changed in efforts to reduce weight.

“I’d be interested in what the F-150’s aluminum construction could mean when it comes time for servicing,” DeLorenzo said. “Some body shops and repair facilities will have to add aluminum repair to their services.”

Dealer Dissatisfaction

While most of the cars sold in 2016 will likely see dealer service, consumers may be lured away from the dealership at an increasing rate. According to Cox Automotive’s 2016 Maintenance and Repair Study, which was released earlier this year, many drivers are opting to skip the dealership service department and choosing to go elsewhere when repairs are needed.

The study found after buying a car, 72 percent of customers sought third-party repair services. The main reasons cited were price and customer service, with 58 percent of respondents indicating they avoid the dealership for service work due to fears they would be overcharged.

That could be good news for those who can offer competitively priced services, especially as these ever-more complex vehicles begin to need service.

The trick may be making room in the bays — and in the waiting rooms. S

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December 2016

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Sincerely – A Letter to the Top

by Lauren Henderson

Dear Bossman, Today marks six years since my first day on the job at your place. You know I’ve worked a few other places in my day, but I don’t think I’ve ever told you why I decided to build my career here at your quick lube. It’s no secret, I’ve told plenty of other newbies who’ve shown up here for work over the years. Whenever a new guy or gal arrives for their first day of work, I tell them if they’re willing to put in the time and work as if they want to run the company themselves one day, they will never wonder where they stand with you, feel insecure in their position or fear for their job. It sounds simple, but it’s amazing where personal responsibility will get you — you taught me that.

In fact, you’ve taught me a lot of things along the way, some things more directly than others — like how to use the new wheel alignment system, ring somebody up or make sure Mrs. Lockney gets the exact same service she’s been used to getting for the past 15 years — but you’ve shown me even more. I think that’s what I’d have to say makes you the most different from any other boss I’ve ever had — you lead by example. You’re the one who starts the pot of coffee in the morning and rolls down the final bay door at night. You don’t expect entitled respect without earning it, and you’re slow to anger when a situation gets heated. You’re a selfless servant. I watch as you treat every customer the exact same way. It doesn’t matter if it’s their first time in the shop or if they’ve been bringing their car to you since you opened in the 1990s — you treat everyone like an old friend.

When the occasional situation has arisen and the patron’s vehicle needs more repairs than they bargained (and budgeted) for, I’ve witnessed you handle the situation

with grace and humble understanding. I’ve even been on the receiving end of your generosity. Remember in 2012, when my car was out of commission for three months and you let me borrow that old blue Camry you had? Because of you, I didn’t have to miss a single day of work, and, therefore, my family didn’t have to go without anything, either. You were not only a blessing to me, but you were a blessing to my family, too.

However, it’s important for people who work for you to understand just because you’re a nice and empathetic person doesn’t mean you let things go awry. You’re far from a pushover. You’ve got a business to run. You lead with a quiet, certain confidence that makes people want to fall in line and do their best. On the few occasions people who have worked for you have not wanted to do that, you haven’t let them poison the well and infect the entire staff. Instead, you’ve isolated those incidents and handled the situations on a one-on-one basis. I admire that kind of leadership. It’s easy to know what to do when everything is going well, but a leader’s true colors show when they have to navigate waters of conflict. You recognize the value of a motivated, happy and positive team, and you make a point to preserve and protect those qualities when you feel like they could be threatened. It’s a good thing you recognize the importance of a cohesive team. It’s probably because you know it is very easy for customers to recognize when we’re having an “off” day out in the bays. Occasionally, when that has happened, customers have gone as far as asking us, “What’s wrong?” We are generally known for being a positive and happy group. I think there are a lot of things that have attributed to the success of your shop,

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Q

but I imagine knowing what motivates your team to want to work for you is a huge part of it.

I imagine, another big contribution to the success of your shop is your ability to never get too stuck in your ways or too attached to an idea. If there is a better way to approach something we’re doing, you’re always open to try it out and see if it works. If it does work, awesome, and if it doesn’t no harm, no foul, we’ll try something else.

You also like to stay ahead of industry trends and changing standards placed on the automotive industry. That’s hugely helpful when it comes to knowing what is coming down the pipe. We all know, this is a competitive market, and staying relevant in an industry that’s constantly changing is hard but oh so necessary to our success.

Lastly, (but only because it goes without saying) you’re

smart. I admire your intelligence and your desire to consistently pursue knowledge both personally and professionally and to encourage those around you to do the same. Because of you, I am looking forward to going back to school to further my certifications.

I know this letter is the last thing a person like you expects. Knowing you, it probably makes you a little uncomfortable, but I didn’t want these things to go without being said. I’ve heard it can get pretty lonely at the top, and I just wanted you to know you’re doing a great job up there!

Sincerely,

Employee of the Year (hint, hint) S

If you’re a reader of the National Oil & Lube News blog (noln.net/blog) you may remember a post we published in March of 2015 called “Dear Service Writer.” The letter was written from the customer point-of-view and gave a nod to hard working service writers. The response NOLN received after publishing that letter sparked us to launch this series. Don’t forget to subscribe to the NOLN blog to get the latest industry news, trends and bonus tips from industry experts. You never know, you may just stumble on our next idea and spark your own!

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December 2016

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Automotive Recalls As a service to your customers, please note the following vehicles that have been recalled by the National Highway Traffic Safety Administration (NHTSA) or by their manufacturers.

Note these recalls apply only to items that could affect vehicle occupancy safety.

Items listed under separate manufacturer technical service bulletins are not always covered by warranty.

2010-2016 Hyundai Genesis Coupe Hyundai Motor America is recalling certain Genesis Coupe vehicles manufactured December 12, 2008, to June 11, 2016.

2016 Hyundai Genesis Coupe

In the affected vehicles, the knee guard bracket may not be properly attached to the steering beam assembly. If the knee guard is not properly attached and the driver is not wearing a seatbelt, the knee guard may not be able to properly restrain the driver’s lower body in the event of a crash, increasing the risk of an injury.

Subaru will notify owners, and dealers will inspect the knee guard welding on each vehicle’s steering beam, replacing the beam as necessary, free of charge.

2016 Honda Civic Honda is recalling certain 2016 Honda Civic two-door and four-door 1.5-liter turbo and 2.0-liter vehicles.

2016 Honda Civic

The electrical harness connector for the front passenger seat Occupant Classification System (OCS) may dislodge when the seat is moved. In the event of a crash necessitating deployment of the passenger frontal air bag, the disconnected OCS would, by default, cause the first stage, and only the first stage, of the air bag to deploy, whether there is a child seat in the front seat and the bag should not deploy or if the crash is severe and both stages should deploy.

Either scenario increases the risk of injury to the front seat occupant.

Hyundai will notify owners, and dealers will secure the OCS connector to prevent it from disconnecting, free of charge.

2017 Subaru Legacy, Outback Subaru of America, Inc. is recalling certain vehicles manufactured September 21, 2016, to September 23, 2016.

The electric parking brake (EPB) may not engage if it is applied immediately after turning the ignition off. If the EPB is not applied, the vehicle may roll away, increasing the risk of a crash.

Honda will notify owners, and dealers will update the vehicle’s software to allow the EPB to engage immediately after the ignition is turned off, free of charge.

rates from the vehicle, it will not be able to move forward. Additionally, if the parking brake is not applied upon exiting the vehicle, the vehicle may roll. Either scenario can increase the risk of a crash.

Kia will notify owners, and dealers will replace the front axle driveshaft, free of charge.

2016-2017 Chevrolet Express; 2016 GMC Savana General Motors LLC is recalling certain Chevrolet Express vehicles manufactured September 25, 2015, to August 22, 2016, and GMC Savana cargo and cutaway vans manufactured January 28, 2016, to May 18, 2016.

2017 Chevrolet Express

2016 Kia Optima

The affected vehicles were manufactured without an inside rearview mirror and with a right-hand convex exterior review mirror.

These vehicles are required to have either an inside rearview mirror or both left and right-hand flat exterior rearview mirrors.

Thus, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 111, “Rearview Mirrors.”

If the driver does not have a clear, unobstructed view to the back of the vehicle, it can increase the risk of a crash.

GM will notify owners, and dealers will install a right-hand flat rearview mirror, free of charge.

The right front axle driveshaft may crack and fail. If the driveshaft cracks and sepa-

2009-2012 Audi Q5; 2007-2012 Audi Q7 Volkswagen Group of America, Inc. is recalling certain model year Audi A5 and Q5 vehicles equipped with gasoline engines.

The fuel cap flange on the affected vehicles may crack, allowing fuel to leak. A fuel leak in the presence of an ignition source increases the risk of a fire.

Audi will notify owners, and dealers will

2016 Kia Optima Kia Motors America is recalling certain model year 2016 Kia Optima vehicles manufactured November 13, 2015, to April 23, 2016, and equipped with a 2.4-liter engine.

2017 Subaru Legacy

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2012 Audi Q5

replace the underhood fuel pump and fuel hose, free of charge.

2013-2017 Ford Focus Ford Motor Company is recalling certain Ford Focus hatchback vehicles manufactured February 14, 2012, to August 26, 2016, and equipped with a manual transmission.

clean the pump flange and install a butyl rubber band to protect the pump, free of charge.

2017 Ford Focus

2015-2016 Audi A3; 2015-2016 Volkswagen Golf, GTI Volkswagen Group of America, Inc. is recalling certain Golf, Golf SportWagen, GTI, A3 sedan and A3 cabriolet vehicles.

2012 Audi A3

Due to a problem with the suction pump inside the fuel tank, fuel may flow into the evaporative emissions system. As fuel accumulates in the EVAP system, it may leak out through the charcoal canister filter element. A fuel leak in the presence of an ignition source increases the risk of a fire.

Volkswagen will notify owners, and dealers will replace the suction pump, free of charge.

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2012-2013 Audi A6, A7 Volkswagen Group of America, Inc. is recalling certain Audi A6 and A7 vehicles because a fuel hose in the engine compartment may degrade and leak fuel.

A fuel leak in the presence of an ignition source increases the risk of a fire.

Audi will notify owners, and dealers will

The hatchback of the affected vehicles may be unlatched with a single press of the interior latch release button. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 206, “Door Locks and Door Retention Components.�

With only a single press needed, the driver may accidentally unlatch the hatchback, increasing the risk of injury to any unsecured passengers in the back.

Ford will notify owners, and dealers will reprogram the Body Control Module with updated software, free of charge.

2014 Ford Transit Connect Ford Motor Company is recalling certain Transit Connect vehicles manufactured October 4, 2013, to July 14, 2014, and equipped with a panoramic fixed-glass vista roof.

2014 Ford Transit Connect

2013 Audi A6

The panoramic roof panel may have an inadequate bond to the vehicle, possibly resulting in the panel separating from the vehicle. If the panoramic roof panel separates from the vehicle while it is being driven, it may increase the risk of a crash.

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Ford will notify owners, and dealers will remove, clean and reinstall the panoramic roof panel, free of charge.

2017 Jeep Grand Cherokee Chrysler is recalling certain vehicles manufactured August 8, 2016, through August 16, 2016.

2017 Porsche Macan Porsche Cars North America, Inc. is recalling certain Macan, Macan S, Macan GTS and Macan Turbo vehicles.

2017 Porsche Macan

2017 Jeep Grand Cherokee

cles manufactured October 28, 2015, to August 4, 2016, and equipped with high intensity discharge (HID) headlamps. The affected vehicles may have been assembled without the headlight horizontal adjustment lockout clips properly secured. As such, these vehicles fail to comply with the requirement of Federal Motor Vehicle Safety Standard No. 108, “Lamps, Reflective Devices and Associated Equipment.”

2017 Mitsubishi Mirage

In the affected vehicles, the rear tow hook bracket or tow eye bracket may be loose. If the tow bracket is loose, the bracket may detach from the vehicle while it is being driven, possibly becoming a road hazard. If the bracket detaches during a vehicle recovery, there may be a loss of control of the towed vehicle. Either scenario increases the risk of a crash.

Chrysler will notify owners, and dealers will confirm both tow hook bracket bolts are properly tightened, free of charge.

In the affected vehicles, the anti-rollbar connecting links may move out of position, allowing the vehicle to oversteer in certain driving conditions. Vehicle oversteer may lead to a loss of vehicle control, increasing the risk of a crash.

Porsche will notify owners, and dealers will inspect, as necessary, and replace the front anti-rollbar links, free of charge.

2017 Mitsubishi Mirage Mitsubishi Motors North America, Inc. (MMNA) is recalling certain Mirage vehi-

Without the horizontal adjustment locking clip being secured, the headlight can be adjusted to either reduce the driver’s visibility or blind oncoming vehicles. Both conditions can increase the risk of a crash.

MMNA will notify owners, and dealers will secure the horizontal locking clips as necessary, free of charge. S

2016 Mazda Mazda3 Mazda North American Operations is recalling certain Mazda3 vehicles manufactured September 24, 2015, to October 16, 2015.

2016 Mazda Mazda3

During manufacturing, the fuel tanks for the affected vehicles may have deformed, resulting in a fuel leak from the recirculation pipe welded connection. A fuel leak in the presence of an ignition source increases the risk of a fire.

Mazda will notify owners, and depending on the tank lot number, dealers will inspect the recirculation pipe weld, replacing the fuel tank, as necessary, free of charge.

December 2016

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NUTS & BOLTS

Tech Spec: 2016 Lexus RX 350

Motor oil (gasoline): SAE 0W-20 Capacity: 5.8 quarts (5.5 liters) – with filter change and towing package Coolant: Super Long Life Capacity: 10.5 quarts (9.9 liters) – with towing package

In late 2015, Lexus released an all-new redesigned RX 350.

The exterior of the RX features a new design.

The front view of the new RX is characterized by an emboldened version of Lexus’ signature spindle grille, featuring triple L-shape-LED headlamps. A compact Bi-LED headlight is standard. Also, Intelligent High Beam is available as part of Lexus Safety System+. Intelligent High Beam helps ensure optimal forward visibility during nighttime driving and automatically turns off the high beam headlamps when another vehicle is detected. When no other vehicle is present, the system turns on the high beams.

Other new exterior features are flush-fitting headlight washers, panoramic moonroof design, solid roof rails, redesigned SmartAccess door handles and convenient door handle illumination. Also, three new colors have been added: Caviar, Autumn Shimmer and Nightfall Mica. A choice of three distinct 20-inch wheels are now available with the RX. Inside, there have been a number of enhancements to the interior trim. Available interior trims include Matte Bamboo, Espresso Walnut, Matte Linear Dark Mocha Wood, Striated Black Trim or Gray Sapele Wood with Aluminum.

The 2016 Lexus RX 350 features a 3.5-liter direct-injected V6 gasoline engine mated to an eight-speed automatic transmission. Power is rated at 295 horsepower at 6,300 rpm with 267 pound-feet of torque at 4,700 rpm.

The RX 350 uses an all-new cylinder head design with reshaped intake ports and combus-

tion chambers for added efficiency in the engine’s combustion process, a D-4S fuel injection system that enables direct injection to the cylinders with high fuel pressure and a quick-shifting eight-speed automatic transmission, whose gear ratios have been tuned to provide excellent punch off the line and robust passing power while maintaining excellent fuel economy.

To maximize torque throughout the rev range, Variable Valve Timing with intelligence Wide (VVT-iW) has been included on the intake side, while the exhaust side features VVT-i. The inclusion of VVT-iW has enabled the adoption of the Atkinson cycle to further benefit fuel economy, without sacrificing engine start-up in extremely cold conditions and during wide open throttle driving.

For the RX 350 all-wheel-drive, Dynamic Torque Control AWD has been adopted, which processes information from a number of sensors, including wheel-speed sensors and steering angle sensors, and instantaneously routes engine power to the rear wheels to help maximize tractability on varying surfaces and road conditions. Torque distribution levels at the front and rear of the vehicle, as well as to each individual wheel, are displayed on the multi-information display when the system is in operation.

Although the new RX utilizes basically the same underbody platform of its predecessor, it has been given revamped front engine mounts to the sub-frame structure. The side engine mounts have been relocated to enhance the

vehicle’s lateral responsiveness, resulting in the engine sitting tight in the compartment, which provides for sharper steering feel and enhanced overall cornering reacting of the chassis.

To simultaneously enhance performance and ride quality, the distribution of the stiffness in the springs and sway bars were changed from the previous model to provide an ideal balance of stiffness and compliance. Along with the changes to the engine mounts, the rigidity of the front sway bar was increased. By changing the front and rear spring rate balance, the vehicle was able to maintain a flat posture and decrease vertical pitching.

A dual-stage brake servo booster was adopted, which provides clear feedback when the brakes begin to work as well as moderate feedback force, realizing excellent brake feel and enhanced controllability. A new actuator was added to decrease stroke when the brake pedal is applied.

A premium equipment option, adaptive variable suspension (AVS), adjusts the damping force according to road conditions and irregularities. By adding a linear solenoid with an oil pressure valve to the AVS shock absorber, a shock-free variable suspension system was made possible. Actively changing the absorbance level allows the suspension to respond quickly, as it helps the RX to achieve a flat riding feel in a broad range of driving environments.

The suspension also responds to acceleration, braking and steering initiated by the driver, allowing the person at the wheel to feel one with the car.

A number of optional advanced driving aids and safety technologies are available on the new Lexus RX, including dynamic radar cruise control, lane departure alert with steering assist, vehicle sway warning, intuitive parking assist, panoramic view monitor, intelligent high-beam system, blind spot monitor with rear cross traffic alert and adaptive variable suspension.

A new RX 350 with front-wheel drive carries a starting MSRP of $43,020, while the all-wheel drive version starts at $44,420. A top-of-theline RX 350, complete with the luxury package, a panorama glass moonroof, navigation, rearseat entertainment system package, heated seats, triple-beam LED headlamps, blind spot monitor, running boards and a touch-free power open/close rear door carries a price tag of nearly $62,000.

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Servicing the 2016 Lexus RX 350 Every 6 months or 5,000 miles: • Inspect and adjust all fluid levels • Program Lexus Personalized Settings, if requested • Reset scheduled maintenance reminder • Rotate tires • Visually inspect brake pads, calipers and rotors • Check installation of driver’s floor mat • Inspect wiper blades • Road-test vehicle Every 12 months or 10,000 miles: • Replace engine oil with 0W-20 oil; replace oil filter • Replace cabin air filter • Reset oil maintenance reminder, if oil was changed Every 18 months or 15,000 miles: • Inspect and adjust all fluid levels • Replace Smart Key battery • Re-torque nuts and bolts of drive shaft (AWD) • Inspect axle shaft boots • Inspect ball joints and dust covers • Inspect body • Inspect brake lines and hoses • Inspect engine coolant • Inspect exhaust pipes and mountings • Inspect rack-and-pinion assembly • Inspect rear differential oil (AWD) • Inspect steering linkage and boots • Inspect transfer case oil (AWD) • Inspect wiper blades Every 36 months or 30,000 miles: • Replace brake fluid • Replace engine air filter • Inspect brake rotor thickness and runout • Inspect fuel lines and connections, fuel tank band and fuel tank vapor vent system hoses • Inspect fuel tank cap gasket • Inspect transmission fluid cooler hoses and connections • Inspect transmission for signs of leakage Every 72 months or 60,000 miles: • Replace spark plugs • Inspect drive belt

Every 144 months or 120,000 miles: • Replace vacuum pump for brake booster If you drive primarily under any of these special operating conditions, perform these additional maintenance items: DRIVING OFF-ROAD, ON DIRT ROADS OR ON DUSTY ROADS Every 6 months or 5,000 miles: • Inspect axle shaft boots • Inspect ball joints and dust covers • Inspect engine air filter • Inspect steering linkage and boots • Re-torque nuts and bolts of drive shaft (AWD) • Tighten nuts and bolts on chassis TOWING A TRAILER, USING A CAR-TOP CARRIER OR HEAVY VEHICLE LOADING Every 6 months or 5,000 miles: • Re-torque nuts and bolts of drive shaft (AWD) • Tighten nuts and bolts on chassis Every 18 months or 15,000 miles: • Replace rear differential oil (AWD) • Replace transfer case oil (AWD) Every 72 months or 60,000 miles: • Replace transmission fluid DRIVING ON ROADS ON WHICH ROAD SALT HAS BEEN APPLIED Every 6 months or 5,000 miles: • Re-torque nuts and bolts of drive shaft (AWD) Fluids and Specifications Motor Oil: ILSAC GF-5 SAE 0W-20; capacity 5.8 quarts (5.5 liters) – with filter change, for vehicles with towing package; capacity 5.7 quarts (5.4 liters) – with filter change, for vehicles without towing package; capacity 5.6 quarts (5.3 liters) – without filter change Coolant: Toyota Super Long Life Coolant; capacity 9.5 quarts (9.0 liters) – without towing package; capacity 10.5 quarts (9.9 liters) – with towing package Transmission Fluid: Toyota Genuine ATF WS; capacity 7.2 quarts (6.8 liters) Differential Oil: Toyota Genuine Differential gear oil LT 75W-85 GL-5 or equivalent S December 2016

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DON’T BLINK, OR YOU MIGHT MISS SOMETHING:

AAIW HIGHLIGHTS

by Kelsey Carlson

A

utomotive Aftermarket Industry Week (AAIW) proved to be a great success this year and busier than ever. We, here at National Oil & Lube News found ourselves comparing fitness trackers at the end of each day due to the incredible amount of walking the week entailed.

The event began November 1, as we stepped into the halls of the Automotive Aftermarket Products Expo (AAPEX) and the Specialty Equipment Market Association (SEMA). Rows and rows of booths displayed the industry’s finest innovations alongside the New Products

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Showcase, which featured close to 2,500 new items.

The AAPEX New Product winners included Blue Sage Software for Pacesetter Plus; ITW Global Brands for Slime Pro-Series Super Duty Inflator; Dupli-Color/VHT for Dupli-Color Custom Wrap Removable Coating, Neon; SBI Smart Brands International (America) Ltd. for Michelin Tri-Light Flashlight Series; Penray Companies Inc., for Catalytic Converter Cleaner 2901; Federal-Mogul Motorparts for Moog Complete Pre-Assembled Steering Linkage; Mahle Service Solutions for SmartACX Mobile Phone App; Wagan Corporation for Fred Light 2.0 and JohnDow Industries for Tire Taxi.

The AAPEX New Packaging winners included Advics North America, Inc. for Copper- Free Ceramic Brake Pad; Factory Motor Parts for Splash Resealable Ice Melt Shaker Bags; ITW Global Brands for Slime Pro-Series; Gold Eagle Co. for Start Your Engines! Fuel System Revitalizer and Gold Eagle Co. for Heet Gas-Line Antifreeze Cap-less Compliant Bottle.

The educational opportunities seemed to be endless, as well, with over 100 sessions to choose from. A few highlights from the education sessions include Terri Sjodin’s presentation on the nine biggest sales presentation mistakes and how to avoid them. A few other standout sessions included a human resources segment designed to help employers handle difficult and unusual situations in the workplace, a marketing strategies bit on making the most of your advertising dollars and an informative discussion on the effects of embedded software and copyright law in the aftermarket parts and service industry. The session on the importance of effectively communicating your message both verbally and visually was a favorite of ours. In the presentation, Carla Johnson stressed the concept that people need to know why what they’re buying is of value.

With so much to do and see, attendees had

to keep their heads on a swivel so as not to miss the excitement and the many celebrities in attendance. Shell and actor Sung Kang, best known for his role in the “Fast and Furious” series, celebrated the success of Project Underdog — a program designed to inspire young people to pursue their automotive professional dreams. Kang, along with a few students from Alhambra High School in Alhambra, California, transformed a 1972 Ford Maverick that was on display at the Shell booth. It was truly inspiring to see the passion these students have for their craft. A few other special appearances included Jim and Mike Ring, award-winning custom automotive builders, from Ringbrothers, Chip Foose from “Overhaulin,” Richard Rawlings and Aaron Kaufman from “Gas Monkey Garage” and Richard Petty himself, just to name a few.

AAPEX and SEMA never disappoint and are a fantastic way to close out each year on a high note. These shows are a great way to network and build lasting connections and friendships with other passionate motor heads from around the world. We hope you enjoyed the events as much as we did. Stay tuned next month when we will feature our favorite products from the show. S

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by Jim Baumer

Dealing with Your Local Food Trucker

by Jim Baumer

Food trucks are the culinary scene’s hot commodity right now. About a decade ago, they started popping up in major metro areas like Los Angeles and New York City. Today, there are few small and mid-sized cities in America without at least a handful of food trucks regularly out on the streets and set-up in parking lots on any given day.

Truth-be-told, the food truck concept isn’t a new one. These kitchens on wheels have been around for years, once predominantly serving construction sites, factories and other locations where blue-collar workers desiring quick, low-cost food could grab lunch and get back to work on their 30-minute lunch break.

White collar locales, like New

York’s financial district, had multiple food vendors serving lunchtime clientele.

However, when Roy Choi introduced his gourmet Korean tacos dispensed from his own food truck in Los Angeles in 2008, a whole new era of mobile cuisine had begun. Now, it’s not uncommon to find celebrity chefs slinging their signature food out the window of their own trucks. This latest culinary sensation has even prompted academics to spend time analyzing the evolution and transformation of food truck protocol.

That’s all fine and nice, but as an operator of a fast lube, what do food trucks have to do with me? For one thing, you might want to find out where your local food truck driver services his/her truck. Keeping their truck running and on the road ensures that they can make a living and keep their customers happy. It’s also one more hat to wear and potential headache that a food truck operator has to juggle. Cultivating a relationship with a food truck operator might bring you additional business if you removed the hassle of basic maintenance services for a couple of food truck operators. People talk, and you could become their local, go-to provider for food truck mechanical and maintenance services.

Recognize that successful food trucks usually partner with other businesses. Is there a match between their food and some other product or service that you offer?

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In Portland, Maine, a city of about 60,000 people, craft brewing has exploded. With a wealth of breweries offering tours and opportunities to sample the city’s popular craft beers, brewers like Allagash Brewing Company found out that matching beer with food trucks has been a boon to their brewery and a welcome opportunity for food truck vendors to park and serve up their unique dishes and treats.

According to Charli McGrew, Allagash’s events coordinator, pairing food truck offerings with their beer flights has been a win-win.

“Food and beer go great together,” McGrew said. “We want to have food available to our customers. Being able to have a food truck or two is perfect for us.”

Social media — used heavily by food truck operators to promote their locations — allows a brewery like Allagash to cross-post, alerting their customers about which truck(s) will be set-up in their parking lot on a given day or about special events involving a host of food truck vendors.

“When we’re jam-packed in our tasting room, it’s great for customers to step outside and grab a sandwich or other treat from one of the food trucks,” McGrew said. “It makes it that much more festive and enhances the experience we’re able to provide.”

Erica Dionne launched The Muthah Truckah in October of 2014. You’ll usually find the green truck with the catchy logo in the Allagash lot or in Portland’s East Bayside neighborhood at Rising Tide Brewery on weekends, with Dionne set-up in the heart of the city’s Old Port business district during the week.

“Partnering with breweries like Allagash and Rising Tide has been great for me,” Dionne said.

“They’re licensed to sell beer, and I’m not. I’m set-up and licensed to sell food, which they don’t have to worry about, so it works out well for both of us.”

Having a catchy name like The Muthah Truckah hasn’t hurt Dionne, either. She told me the story of how she ended up with her moniker.

“A few years ago, I was out with friends having some adult beverages,” said Dionne. “We started tossing around ideas when I told them I was thinking about starting a food truck. I was all pumped up about the idea and one of my long-time friends laughed and responded, ‘I always knew you were a Mother Trucker!’

When it came down to the name, The Muthah Truckah just fit. It’s a little crass, a little Maine, all the while, still being respectable and giving you a good laugh.”

Food truck owners like Dionne are entre-

preneurial to a fault. They have to be in order to be competitive and find new opportunities and customers. For fast lube operators, your customers might appreciate being able to get their car serviced on their lunch break if they knew that they could also grab lunch. Having a food truck set-up in your parking lot might lure new customers who ordinarily frequent one of your competitors. Also, if your fast lube is near other businesses and your lot is big enough and safety isn’t a concern, having a food truck onsite during the lunch hour might be something worth considering.

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Don’t underestimate the power of social media marketing, either. Food truck owners depend on social media savvy and platforms like Facebook and Twitter to announce their ever-changing locations. The opportunity to cross-broadcast, promoting one another’s product, might be an added bonus, too.

Get a little creative with coupons and special deals and before you know it, you might have developed an invaluable partnership that delivers rewards for both you and your local food truck operator. S

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by Lauren Henderson

Hanging It Up:

How to Tell if You’re Ready to Retire Over the course of our lives we experience a handful of milestones. Some are sweet and unexpected — like a new baby or a job that moves you to a new and exciting place. Other moments in our lives, we see coming and in some cases, have even planned for our entire adult lives — like retirement. But how do you know when is the right time to retire? This question is tricky, and you’re the only one who can answer it.

To many people, retirement feels like the end of something, but it’s important to remember for something wonderful to begin, often something else must end. Try to keep this perspective of adventure and opportunity in mind when you’re looking to retire from or sell your quick lube. If you carefully plan and consider all the financial and emotional implications of your retirement and approach the situation realistically, retirement can be the onset of a new and exciting chapter in life.

National Oil & Lube News knows retirement can be a difficult transition, so we reached out to former operators and a current industry operator whom we knew would have sound advice. We asked them what things should you consider before passing the baton and what you can do to ease the transition? If you are starting to think about retirement, this article is for you.

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Before coming out of retirement to open his Castrol Premium Lube Express with his wife Jean in Millsboro, Delaware, Gary Marsiglia had gone through the process of selling a company he had built and grown. At 46 years old, Marsiglia thought he was ready to live the “good life” but soon the reality of retired life hit him. That’s why he said — among other factors — age of the person retiring plays an important part.

“A lot of people think, ‘this is great I’m going to retire, play golf, go fishing and hang out with my friends.’ But I can tell you first hand, that wasn’t the case for me,” Marsiglia said. “I’ve retired once already in my life. I did it around the age of 46. I was running a family business of about 33 employees when a friend of mine who also had a family business he’d taken over, decided to sell, retire and live the good life as they say. I quickly got bored. I didn’t think about what I was going to incur as far as expenses either. There’s a lot of income lost when you do decide to hang up your boots.”

First and foremost, if you are thinking about trading your quick lube pit for an RV and a pit stop along Route 66 the most important question to ask yourself is, “can I afford it?” Create a game plan for your retirement; what kind of income does your lifestyle require to maintain it? What are you willing to give up? What new expenses will you incur? Remember, often for shop owners, some of their expenses like cell phones, vehicles and health insurance, among other things, are tied to their companies.

“Sit down with your accountant and review your lifestyle with them. Make sure they look at the things you’re expensing through the company. Keep in mind how the loss of a direct income will affect you. If you have an accountant and you’ve had a long-term relationship with that person, then they’re going to know you financially and be able to advise you whether you can retire and whether the income — all or some of it — is going to be taxable,” Marsiglia advised. “Consider what you’re going to do with the money initially. If you get a lump sum are you going to take it and pay it out over a period of time? Is there going to be interest attached to that money? You simply cannot afford to retire without considering these things.”

Joe Haggard, a former NOLN contributor and fast lube owner, said the worst time to retire is when you’re in what Haggard calls, the burned-out-and-fed-up mode.

“We’ve all had those days,” Haggard said. “The OSHA guy came by, Leroy quit, the air compressor broke and you just say, ‘Martha, let’s sell the damn thing.’ The best time to retire is when you can afford it, when there’s something else you’d rather do than run a fast lube and if you’ve spent an adequate amount of time planning for it.”

If you can check those three boxes, go ahead and consider retiring. In your time planning ahead, you should prepare to sell your business for the best possible price, among other things like preparing your friends and family and getting your post-retirement financial plan in order.

“Rejuvenate your thinking,” Haggard suggested. “Repaint the place, spiffy up the restrooms, make sure the landscaping is neat and pretend you just opened the business. You want to show the highest possible profit before you sell.”

Next comes the final and equally as important part, preparing yourself mentally for the sudden change in your daily routine. Personal preparation is equally as important as financial preparation.

As Haggard put it, on Friday, you’re the CEO of a business, you have employees, bureaucrats and maybe even a banker or two at your beckon call. By Monday, you have a fat check in the bank, but nobody is calling to see what they should do about a situation at the shop; no one is trying to loan you money. If you’re not prepared for that reality, it can be a harsh and hard change.

“It’s not just about selling your business and getting the money; it’s about getting your brain and mind set up so you have something to keep you going,” Haggard said.

For Scotti Lee, another long time industry consultant of NOLN and former lube shop owner, retirement was a family decision.

“My family and I started talking about my retirement together. My wife had retired a few years prior, so it was just a natural transition for me to do so, too,” Lee said. “My advice would be to stay busy. If you don’t stay busy, you’ll go crazy. You’ve been busy running your business and going here and there, and the day you retire you no longer have to be at those places.”

Lee suggested when your last day comes and you sign the paper work, hand over the keys, say hello to your newfound freedom take a week or two-week vacation.

“It will help you remove yourself from the scene. While you’re on the trip consider what your days will look like when you get back.

Do you have a hobby like hunting or fishing? There are lots of places that need volunteers and could utilize your skills and talents; consider how you can get involved and help out in the community,” Lee said.

Sure, retirement is the closing of one chapter, but even more so, it’s the beginning of a whole new book. Adventure awaits, and if you prepare right, the possibilities are endless.

“I have a very good friend who when he retired, bought an RV, sold his beautiful home in Dallas, Texas, and has been traveling with his wife in their motorhome ever since,” Marsiglia said.

Retirement means you can say bye to your alarm clock if you want.

“The good part of retirement is the freedom. If you want to buy a boat and sail around the world or climb Mount Everest, you can pursue that,” Haggard said.

Also, keep in mind retiring doesn’t mean saying goodbye to the industry you love and have invested so much time in, forever. There are still ways you can keep in touch with industry news and trends.

“In the early stages, the fast lube industry was always like a big family. We’d go to our conventions and meet and greet everybody.

We’d talk about what to do and what not to do. That sort of thing is still open to you after you retire. You don’t have to disassociate yourself just because you don’t own a fast lube anymore,” Lee said.

Change is scary, but from change also comes some of life’s best and most memorable moments. Right now, you can probably think of times when your life dramatically changed and yet, looking back, you wouldn’t change a thing. If you prepare correctly and the timing is right, years from now you’ll look back and retirement will be one of those things. S

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How to Keep Your Employees Happy When Raises Aren’t In The Budget

by William Lynott

In this volatile economy, dishing out raises to your employees may be a scary thought. When the budget is too tight to allow the raises that you’d like to give, it’s important to understand how a little love can save the day.

As far back as 1924 when the so-called Hawthorne Studies originated, researchers began to understand that employee behavior is not dependent on money alone, far from it. In fact, job satisfaction and performance often depend heavily on factors that have nothing at all to do with money; and nowhere is this more important than in a service business.

Of course, reasonable pay is the foundation of job satisfaction and productivity, but it cannot do the job alone.

Do you know what motivates your employees to do an honest and productive job for you? On the surface, that would seem to be an easy question to answer. Many employers would suggest that paying a competitive wage is all you need to know, but research over the years paints quite a different picture.

The groundbreaking Hawthorne studies were probably the first to take a scientific look at employee motivation, but they weren’t alone. Another study conducted by Abraham Maslow in 1943 fully supported the Hawthorne studies and went further by introducing five levels of needs that humans require to provide satisfaction in our working lives.

While these studies involve psychological complexities that go beyond the scope of this article, they can be boiled down to the important conclusion that job satisfaction and job performance often depend heavily on factors that have nothing to do with money.

Despite all of the studies on the subject over the years, motivating employees is still far from an exact science. Each person has his or her own set of reasons for working, and they are as individual as the person. We all work because we need to obtain something from that work that is important to us.

Here are six things you as a business owner or manager need to know to improve the motivation, and thus the performance, of your employees when budget restrictions don’t permit handing out raises as often as you’d like:

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Self-Esteem Every human has a powerful need to feel respected, to be accepted and valued by others.

This need touches every aspect of a person’s life and nowhere more strongly than in a business environment. From brain surgeons to salesclerks, the craving for self-respect and recognition is so strong that it can dominate and control employee behavior and performance regardless of financial considerations.

The work of an employee left with no reason to think that her boss respects and values her contribution is almost certain to fall well below her potential. In extreme cases, negligent or even harmful behavior will be the eventual result.

Unfortunately, it’s easy for an owner to overlook an employee’s need for recognition and self-respect. Consider this actual exchange overheard between a business owner and an employee passing in a hallway: Employee: “Good morning, Mr. Smith.

Looks like we’re going to have a nice day.”

Boss: “Fine, thank you. And how are you?”

That sort of disconnect between an employee and a busy owner or manager is not uncommon — and a clear message to the employee that he and his work are unimportant. Lack of recognition such as this preys on the susceptibility of many workers at all levels of our workplace hierarchy who are starving for self-respect and the essential dignity that goes along with it. Failing to supply it provides a perfect setting for the loss of initiative and lowered work ethic on the part of the offended employees.

Fortunately, providing the kind of recognition that satisfies this important need is an easy task. One of the simplest and most effective ways to develop and demonstrate sincere interest in your employees is to take a little time to learn something about each one.

Employee Equalization Favoritism, or even the appearance of it, can be a deadly enemy of positive employee attitudes. An employee who feels he or she is the victim of favoritism is likely to develop an unseen grudge that can silently, but effectively, damage your business.

Make a constant effort to show appreciation to your employees in a fair and equitable manner. Any indication that you regard one employee with more respect or appreciation than any other is a certain path to negative employee morale. While it’s not always possible for you to avoid regarding some employees more highly than others, allowing that feeling to become obvious to others is a serious management failure, one that will almost certainly exact a costly penalty.

Gulf NOLN v2 Nov16 half 10/4/16 12:22

Good Working Conditions and Personal Safety While some jobs are inherently and unavoidably dangerous, personal physical safety is one of those instinctive human needs that rank near the top of our subconscious concerns. Employees need to know management is aware of the need to take reasonable precautions to protect them from workplace PM Page 1harm.

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One of the most obvious demonstrations of this concern is an on-going and visible effort to make certain that all equipment, electrical and mechanical, is in good working order and checked on a regular basis.

Another working condition that can affect employee attitudes is cleanliness.

While a lube business is obviously not a hospital, an on-going effort to maintain neatness and cleanliness in the workplace demonstrates a respect for customers as well as those who spend their working hours in it.

While motivation can’t be forced, it is not difficult to create the kind of physical work environment that encourages positive employee attitudes.

Job Security In today’s economic environment, any reasonable person understands no employer can guarantee an employee’s job will always be there. Still, it’s important for owners and managers to demonstrate they understand the need for a work environment that recognizes employees’ concerns about job security. In particular, it’s important to avoid unjustified dismissals that will have a negative impact on all remaining employees.

Employees who feel management strives to provide the highest possible level of job security will be motivated to do their own part by performing at their best levels.

Recognition and Non-cash Incentives A report by the research firm McKinsey & Co. on motivating people strengthened the importance of recognition and noncash incentives in the workplace. In particular, the report points out that non-cash incentives (including sincere praise and recognition from immediate managers) is often a stronger motivator than traditional incentives such as bonuses and stock options. This is of particular importance to businesses operating on tight budgets.

“Cash is too expensive,” said Dave Peer, president of the Incentive Marketing Association. “It costs a lot more to deliver cash awards than non-cash awards.”

Peer reported companies are discovering that cash is not the panacea they thought.

Non-cash awards can include such obvious things as a fruit or flower basket or dinner out with the boss. The only limit is your imagination, but don’t forget the one often suggested as the most important of all — praise and recognition from the boss.

None of this is to suggest that money in the form of wages isn’t the heart of positive motivation, only that money alone is not likely to inspire the kind of motivation that brings out the best performance in your employees.

Respected Leadership A serious disincentive for employee motivation generated by some managers is failing to accept the blame when something goes wrong. A reputation for always putting the blame on others is a management deficiency that will eventually exact a heavy toll in the form of employee unrest. Being in charge means being willing to take responsibility for whatever happens on your watch.

“If a leader wants to build an atmosphere that promotes positive motivation, he or she needs to discuss problems with employees in a private setting. If he wants people to work hard on Fridays to get ready for the coming weekend, he needs to stay late himself. If he wants courteous employees, he must offer courtesy to others.

In short, the person leading the operation must display the behavior he or she wants others to emulate.”

While employee motivation may seem too theoretical of a subject for some busy owners and managers, others will recognize that attention to the kind of employee concerns discussed here can be the difference between mediocre and optimum performance, especially when current conditions do not permit granting the wage increases they would like to give. S

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Synthetic Solutions

VIEWPOINT

Bank Deposits Are Better Than Engine Deposits

by Ed Newman

The history of the automobile is a history of innovation. It is also a history of unintended consequences. That is, efforts to solve one problem have often created other problems.

For example, the reduction of ZDDP content in motor oils resulted in premature wear for flat-tappet cams in older cars. The push in recent years toward smaller, fuel-efficient yet powerful engines and the associated key technologies used to achieve that combination has its own set of new byproducts: engine deposits of a different caliber in places that never used to see them.

Deposits come in many different forms and are often the result of unburned or partially burned fuel, metal fragments from component wear, oil that has broken down or dirt/debris that finds its way into the engine. The most common causes of deposit formation are excessive idling and short trips, which prevents the oil from cycling through the crankcase; dirt and debris; moisture/fuel contamination; lack of maintenance; and hot spots, which can bake clumps and oil right onto parts of the engine.

Excessive deposits contribute to hard starts, misfiring, a trouble light going on because of a bad oxygen sensor, engine overheating or increased oil consumption. Ultimately, deposit formation leads to inefficient engine operation that produces lower fuel mileage, lost power, knocking, pinging and increased emissions.

Two of the culprits today are gasoline direct injection (GDI) and turbochargers. Both are being heralded for certain advantages in fuel consumption as compared to conventional fuel injection and traditional induction setups.

GDI also produces more power than a conventional engine with identical displacement.

What GDI amounts to, is that the fuel is being injected directly into the combustion chamber of each cylinder and not into the intake tract.

That is, the injectors are right there in the cylinder itself.

GDI and turbochargers are now common features of passenger cars and light trucks. By 2020, industry experts predict nearly every

new vehicle will feature GDI technology, and the vast majority will be turbocharged. While these advanced technologies enhance performance, they also present serious challenges for motor oil.

Turbochargers push more air into the engine’s combustion chamber, providing better fuel economy and performance, but also creating intense engine temperatures. They often operate above 150,000 rpm on exhaust gases exceeding 1000 degrees Fahrenheit. These extreme conditions cause some motor oils to break down and solidify into harmful deposits.

Vehicle manufacturers have long recommended a different service interval based on normal and severe driving conditions. Turbocharged vehicles are automatically included in the severe service category due to the extreme heat they generate. Motor oil with unique properties is required to combat the effects of intense temperatures.

One of the problems with contemporary engines is that oil vapor inside the engine is getting into places where it gets baked on and is difficult to clean. Two of these places mechanics have had to deal with are on the backsides of valves and on intake throttle bodies.

Motor Oil and the New Technologies The VVT Issue: Variable valve timing (VVT) uses motor oil as a hydraulic fluid to move the necessary components to ensure the cam phasers provide extra rotation to the camshaft which adjusts when the valves open and close to increase efficiency. Typically, VVT components contain tiny openings through which the oil must flow, acting as hydraulic oil to function properly. Even the slightest amount of deposits can lodge in these tiny openings and negatively affect the system.

Reducing the negative impact of deposits requires a combination of proper maintenance, high-quality motor oil and filtration. Premium synthetic oils resist deposits and sludge better than conventional oils, helping keep sensitive VVT components clean and functioning prop-

erly. Premium synthetic oils also resist viscosity loss, meaning they consistently perform the duties of a hydraulic fluid, which is vital to proper operation of VVT components.

The Turbocharger Issue: Turbos’ center section contains an oil-lubricated bearing. The tremendous heat and stress turbos create can cause some oils to break down and form harmful bearing deposits, known as turbo coking.

Over time, turbos can suffer reduced performance or fail altogether.

This is one reason the bar keeps being raised for motor oil performance requirements. It’s also one of the reasons organizations like the Petroleum Quality Institute of America are paying attention to what is being sold out there. An example of the scrutiny of oils’ ability to prevent deposits is the thermo-oxidation engine oil simulation test 33C test (ASTM D6335), an industry-standard bench test that simulates turbocharger operating conditions.

To meet the API SN Resource Conserving and ILSAC, GF-5 motor oil specifications that are often recommended by vehicle manufacturers, a 5W-30 motor oil must limit total deposit formation to 30 milligrams or less. Synthetic oils typically report much better performance in this challenging deposit test.

Closing Thought Diagnosis is the first step toward solving a health problem, and the same goes for problems in cars. Manufacturers and top mechanics are aware of the problems these new technologies are now bringing, hence the need for better oil performance. Premium synthetic oils are the solution, and that’s advice you can bank on. S ED NEWMAN is the advertising manager for AMSOIL INC., an independent manufacturer of synthetic lubricants. He’s been writing articles about synthetic oil since 1986. He can be contacted at enewman@amsoil.com. For more information, visit: www.amsoil.com

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Giving Advice, Giving Back

VIEWPOINT

Designed to Succeed or Designed to Give, That is the Question

by Cricket Killingsworth

How did you get your start in becoming successful? Have you ever wondered about the moment that launched someone else you believe to be successful?

The answer often gives credit to a characteristic, trait or special skill — or sometimes even a bad experience that drove someone along the path. I have never heard anyone say, “Actually, I set out to fail completely, something went wrong and I ended up succeeding.” No one sets out to fail. Business models aren’t built around making a bad product, giving bad service, getting a horrible reputation and then going bankrupt.

When it comes to being successful, what

I believe we can all agree on is that someone gave us all an opportunity that put us in the direction of success. It takes a lot to become successful: focus, passion, commitment, hard work and more. We have to want to become successful and be willing to give what it takes. Once we’ve been given a break, if we accept the opportunity, we earn credibility by meeting or exceeding expectations, repeating what is good and avoiding what is bad.

Is it really that simple?

I think we need to strive to be both givers and receivers to be truly successful. We must recognize the power of giving, and even make it a part of our success when we

can. We can perpetuate the cycle of success by giving forward. Did someone give you any of these: a chance to show your capabilities, time to teach you, a loan to seed your garden, trust to perform a job as promised or business when you had no other customers? If so, you know what their giving did for you.

Are you willing to give to someone else as part of your business plan? As business people we are conditioned to focus on growing our return on investment for survival. However, we must remember how important it is to give, so our success breeds more of what we were designed for — success.

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“We can perpetuate the cycle of success by giving forward.”

As babies, we have the natural ability to get what we want from adults simply by giving to them. An infant learns to make grown people go beyond their comfort levels and regular behaviors by rewarding them with smiles, coos and snuggles.

We come into the world ready to give and receive. As we get older, we develop language and learn to ask for what we want.

If it is within reason, we often get what we want as children. As we gain more independence, we come to understand that you don’t always get what you want just because you showed up. Not everyone wants to give of themselves, their time, their money or simply hand their business to you! Often, all you need is just one opportunity, where someone says “yes” to help get you started or up and running.

I am very fortunate to have learned from some truly amazing individuals about giving, in both my personal and professional experiences. I am more than thankful for all of those people who gave to me, whether I deserved it or not. I am equally as thankful for all the people who allowed me the opportunity to experience being the giver, as well. There is a wonderful reward in being able to participate in someone else’s story. For all those who touch our lives, we cannot simply repay the value of what was given when it was needed.

We can best repay those who gave to us by continuing to follow their lead and example, by giving it forward in all we do.

I am blessed to work and live the same practice, which makes a whole person — not someone who is one person at work and a different person away from the office. We have more when we give. You can grow from the spirit of giving at all levels.

I would love to hear the story about your success, no matter where you are on your path — the moment someone gave to you when you needed it or when you were able to give to another. More than ever before, we as a nation, industry, friends and family need to come together and unite in giving. I would love to share with you what I have learned about bringing that practice into the workplace for everyone’s benefit.

If that is a little too personal, I don’t apologize. Hopefully, we are old friends, or you

will soon become my new friend, because it’s my way of contributing to your success.

Call or email me, and we can talk further about giving. After all, it’s what we were created to do! S CRICKET KILLINGSWORTH is a veteran automotive aftermarket provider of training, public speaking, dispute management and sales. After several years working and building nonprofit organizations, Killingsworth returned to the do-it-for-me market to grow Throttle Muscle products, incorporating charitable giving to organizations all over the world. She can be reached via phone at 805.354.7077 or by email: cricket@throttlemuscle.com

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Automotive Maintenance

VIEWPOINT

The Absolute Legitimacy of Performance Chemicals and Services

by Larry Barnes

Over the last decade, hundreds of articles have been written about the virtues of automotive chemical products. But the question persists, “Do these performance and maintenance chemicals and services really work?

Or are they questionable brews, concocted by marketing types who are primarily interested in relieving you of your money?”

Well, think of it this way: for years automobile manufacturers have advised having our oil changed every 3,000 miles as an important preventive measure. Even though some have suggested that this time interval may have lengthened due to drive-train design, the engineers continue to recommend this service on a regular basis. These same manufacturers have also begun to recommend other preventive maintenance services such as transmission and cooling system cleaning.

As technology of the automobile increases exponentially, manufacturers have begun to recommend other regular maintenance services such as brake system and, yes, even power steering flushes. Although at present, there is no manufacturer recommendation for a full, professional cleaning of the entire fuel system, in-tank fuel system cleaners have been on the market for years, and by all indications, this service will likely be recommended in the future. Yet, even with scientifically documented recommendations, in 2014 alone, there was an estimated $60 billion worth of unperformed maintenance services. That’s $60 billion just left on the table for those who want to earn it.

Consumers ask, “Are these chemicals and service recommendations just another way to fill the coffers of the dealerships and professional installers without a significant benefit to the end user?” Absolutely not. But how are we going to convince them of that?

Like an oil change, there are several other important preventive maintenance services. Now, an oil change is such an easy sell because the consumer is almost always pre-sold. On their own, they bring their car

into your shop to get the oil changed because that’s what you do! Consumers have been trained to know their vehicle needs fresh oil and a new filter on a regular basis to maintain proper operation but that same principle holds true for the other systems of the automobile, as well.

So why is it so hard to sell additional preventive maintenance services? It’s all about education. It’s about conditioning your customer to understand the necessity of maintaining all of the systems of the vehicle. And the best place for this education and conditioning is in the shop. A confident and proper explanation, along with the use of the manufacturer recommendations will, over time, convince your customer that you are not talking snake oil – you’re talking legitimate science.

An example of this science is top engine cleaning. This service removes carbon deposits from intake valves, upper cylinders, compression rings, exhaust gas recirculation valves, oxygen sensors and catalytic converters. This cleaning process almost always produces immediate and noticeable results. This service also improves the emissions and, in many cases, enables the vehicle to pass emission tests.

There are several different types of chemical formulations available to perform this service. So how do you know if the chemistry is working? The true test is the old “rotten egg test” — the foul smell from the exhaust — the smell that says it all. That odor says the chemistry is effectively cleaning the catalytic converter.

Today’s automobiles operate very efficiently and with fewer emissions than ever before.

The fuel to power these vehicles even burns cleaner than in years past. There is, however, a trade-off. The highly efficient, environmentally friendly design of today’s engines actually creates more contamination and harmful deposits in the system; thus, the need for the chemicals and services to keep the fuel system pristine.

Just as the technology has evolved with the automobile, the same holds true of automotive chemicals. Today’s chemical additives, whether engineered to increase performance, improve fuel mileage or keep systems clean, are more efficient and produce better results to the end-user than ever before. The fact is, these formulations have become a necessity to keep a vehicle in proper condition, according to the engineers.

Another example is transmission service.

Most manufacturers recommend performing a transmission flush service every 30,000 miles. Transmission fluid contains additives to control viscosity, oxidation, corrosion, foaming, etc. Heat is the hardest on transmission fluid. Heat causes these additives to be used up over time, resulting in gum and varnish deposits that affect the proper operation of the transmission system. The chemistry involved in a transmission flush service provides a layered cleaning effect and safely dissolves the sludge, gum and varnish deposits from the transmission system, rather than knocking off chunks of these deposits that could clog filters. This service helps keep the transmission system at optimum operating levels.

Manufacturers recommend cleaning most all of the operating systems on a regular basis. The chemistries available to clean these systems contain lab-tested ingredients to safely dissolve deposits that can affect the longevity and performance of the vehicle.

It makes sense that the systems of a vehicle will operate at peak performance when free of contaminants and harmful deposits. Contamination and searing heat are everyday occurences that demand the counteracting reality of today’s advances in automotive chemistry. S LARRY BARNES is a 25-year veteran of the automotive aftermarket, was instrumental in developing the Mighty VS7 Chemicals Program and is currently the National Sales Manager with the Phillips 66/Spectrum Corporation.

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Washington Watch

VIEWPOINT

Help Motorists Prepare Vehicles for Winter Driving

by Rich White

While last year’s brutal winter may seem like a distant memory, severe weather is once again on its way. The last thing any driver needs is to break down along the road in the bitter cold. Plus, with the year coming to an end, more drivers will be packing their cars and heading home for the holidays. Now is the time to make sure your customers’ vehicles are ready for the rough weather conditions ahead.

With the change in the seasons comes more service opportunities for fast lube operators and automotive shops, especially for oil changes and related maintenance. Checking your customers’ vehicles now before severe winter weather arrives could help them avoid the inconvenience and potential safety hazards of breaking down miles from home. It also gives them the chance to have any service repairs made before they leave on their journey.

To help your customers make it over the river and through the woods in winter weather, encourage them to have their vehicles inspected to make sure they’re road ready. A pre-winter checklist should include the following: • Check the battery and charging system for optimum performance.

• Clean, flush and put new antifreeze in the cooling system.

• Make sure heaters, defrosters and wipers work properly. Suggest winter wiper blades and using cold weather washer fluid. Remind customers that, as a general rule, wiper blades should be replaced every six months.

• Make sure exterior and interior lights work and headlights are properly aimed.

• Check the tire tread depth and tire pressure. If snow and ice are a problem in your area, suggest special tires designed to grip slick roads. Also, remind customers that during winter,

they should check their tire pressure regularly.

• Change the oil and filter at recommended intervals. Also, check the fuel, air and transmission filters at the same time.

If your customer is due for a tune-up, recommend that it’s done before winter sets in. Extreme cold weather magnifies existing problems such as pings, hard starts, sluggish performance or rough idling. Suggest to them that the brakes be checked, as the braking system is the vehicle’s most important safety item, and to have the exhaust system inspected for carbon monoxide leaks, which can be especially dangerous during cold weather driving when windows are closed.

It’s also important to remind your customers that they should keep the gas tank at least half full at all times to decrease the chances of moisture forming in the gas lines and possibly freezing. They should check the tire pressure of the spare in the trunk and stock an emergency kit with an ice scraper and snowbrush, jumper cables, flashlight, flares, blanket, extra clothes, candles/matches, bottled water, dry food snacks and needed medication.

The Car Care Council’s 80-page Car Care Guide is a valuable tool to use when discussing recommended maintenance and repairs with customers. It’s also a great

giveaway for your customers to keep in their glove box. The digital version of the guide can be shared by using this link: www.carcare.org/car-care-guide Printed copies can be easily ordered by visiting the Car Care Council’s website. Custom printing with a company logo on the back cover is available in bulk quantities.

The Car Care Council’s website at www. carcare.org is another good resource for information to help your customers prepare their vehicles for harsh driving conditions. Winter-related articles including Six Quick Tips for Sub-Zero Driving and Winter Car Care, plus infographics and the Winterizing Your Vehicle car care minute video can be shared via email, website and social media platforms such as Facebook, Twitter and Instagram.

While it’s easy to remember to get the family ready for the holiday festivities, don’t let your customers forget about preparing the car that’s going to get them there. Taking preventive maintenance steps now while the weather is mild will give your customers peace of mind and help make their journey safer when temperatures drop. S RICH WHITE is the executive director of the Car Care Council and the “Be Car Care Aware” consumer education campaign.

He can be contacted at: rich.white@autocare.org

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The Training Never Stops

VIEWPOINT

Evaluations

by Ragan Holt

Wait a minute! It can’t be December already. I should have been better prepared.

After all, I was in my local hardware store the week before Halloween, and the store staff was getting out their holiday decorations then. Anyway, the holidays are upon us, and with that comes a busy time in the shop. Many shops are reporting a banner season, and this is following a good summer. All indicators are pointing toward a healthy economy in the automotive maintenance industry. As a country, we made it through a rocky election season, and hopefully we can come together and truly be “one nation, under God, indivisible” once again. Although I enjoy the holidays as much as the next person, I also suffer from anxiety during this time. The holidays and the end of the year also mean it is time for evaluations.

Fortunately, most of us have collected good data during the year, and our software systems have provided good analytics for us. But, the issue comes up of how do we analyze the data correctly? Back in the day when I would analyze a shop’s performance, I might see that the car count average per day was up by 7 percent. I would smile until I saw that the ticket average had dropped by 9 percent. Then, my stomach would start turning over. Higher car counts are great. Who wouldn’t want that? However, increasing car count at the sacrifice of ticket average made me fear that we were not offering the quality of service we built our business on.

End-of-year evaluation is a critical function of the shop, and if we are to have an idea of what our goals are for the next year, we must start by analyzing where we are now. Let’s look at the evaluation process, starting with the shop’s evaluation and then proceeding to inventory and, of course, personnel evaluation. Hopefully after studying the evaluations, it will give us a clear vision of what we can anticipate for next year.

Shop Evaluation Typically, the evaluation process will start with the shop itself. Most of us have access to quality data via our point-of-sale (POS) systems. As a side note, if you do not have a quality POS system and a mandatory requirement for your staff to utilize it, then I would suggest that your first goal for the new year is to purchase a system and get the necessary training to use it correctly.

In today’s business environment, the POS can be the biggest moneymaker you have. However, if you have chosen to stay with the handwritten accounting forms and have kept good records, you also know the value of the information. Knowing what to do with the information is the difference between success and failure. As I have learned from the the good folks at National Oil and Lube News, information is valuable. In my role as an industry consultant, I have seen several times where the owner or manager would have made different decisions if they had had the correct information.

Shop evaluation starts with the various reports found on our POS systems. Start with a statistics report for the year. I also had a template made where I would compare what my expectations were to what we actually did. I made my template in the

same order as the statistics report, so the comparison was easy. Total full services or car counts were my biggest concern, so I would start with that, and then proceed through what I called the service items — air filters, light bulbs and wiper blades.

Then I reviewed the data on the number of recommendations the techs suggested, and last of all, the different services we offered, starting with transmission services and ending with safety inspections. For my preferred method of operations, this followed our company philosophy of service before sales.

Our staff will normally do whatever is important to us as owners and managers. To achieve your expectations, it often means you have to change the way you measure your success. Comparing expectations to the actual statistics report highlighted what the goal was to the staff. After the data from the statistics report was analyzed, I would look at the lubrication, transaction and financial reports, and then finish the shop evaluation with the data from the productivity reports.

Inventory Evaluation As we all know in this business, controlling inventory is an absolute requirement. After finishing the various lubrication reports, it

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is time to delve into the inventory reports.

Most industry experts agree the most important indicator of the health of a business is the inventory level. How many times during the year did each item “turn” during the year? Everyone knows that in an industry that prides itself on speed of service, having inventory on hand is important.

Knowing the cost of goods is as important to the bottom line as the income. The bean counters in the front office tell us 25 percent is an acceptable cost of goods. There is some argument as to what is an efficient turn in the inventory, but generally, the higher the turns, the better for the bottom line. My personal favorite expert on a number of auto maintenance topics was the late Howie Loewen, former senior consultant at Integrated Services Inc. I went back to the National Oil and Lube News archives and pulled an article Loewen had done in March of 2013 relating to inventory control.

“The most significant measurement in inventory management is inventory turnover,” Loewen wrote. “Inventory turns are measured by the number of times your average inventory investment turns over on an annual basis. Inventory turnover is calculated by dividing cost of goods by your average inventory. (Average inventory can be based on monthly, quarterly or annual inventory levels.)

“To calculate average inventory using beginning and ending annual inventory, add the beginning and ending inventory and divide by two. Using quarterly inventory levels, add each quarter-ending inventory, and divide by the number of quarters used to measure the turnover. To calculate cost of goods sold, add your beginning inventory and purchases, and then subtract the ending inventory.

“An evaluation must be done on a monthly basis to review the inventory turnover against the inventory investment. This can be accomplished by dividing the monthly cost of goods (from the store’s profit and loss) by the month-end inventory.

“Monthly inventory turns should range in the 0.75-one turn per month. An evaluation must be done on a monthly basis to review the inventory turnover against the inventory investment. This can be accomplished by dividing the monthly cost of goods by the month-end inventory. Inventory turnover goals should be a minimum

eight to 12 times per year based on the store volume. Lower-volume stores should be in the lower range, and higher volume stores in the upper range.

“By increasing our inventory turn ratio, we can significantly improve our cash flow.

Maintaining a lower average inventory can increase your inventory turn rate.”

Before you can calculate your inventory turnover, like Loewen explained, you must have an accurate inventory evaluation and good numbers to look at. A hand count and adjusting the inventory to correct the onhand inventory number is the first step.

Many inventory control specialists suggest breaking up the inventory into categories to help ensure the most accurate inventory counts. The advantage of breaking up the inventory is that several people can help with the hand counts. One person can count air filters, while another counts oil filters and yet another counts oil bottles.

Once the adjustments are made, the same point-of-sale system that aided in the shop evaluations can do the breakdowns on the inventory. It is interesting that when the data begins to flow, it is normally different from what most operators think it is. Regardless of the method of operation, controlling the inventory is normally the difference in making a profit or not.

Employee Evaluations When it comes to evaluations, the shop and inventory evaluations are easily compared to employee evaluations. When evaluating the shop and inventory, there are no gray areas ¬— it is all black and white. However, evaluating employees is mostly a gray area.

These are people, and there are as many different ways to evaluate people as there are people. If you have six employees, then you will have six different evaluations. Each person brings different skills to the shop and to your customers, and all of these *

skills are important. Thankfully, the POS systems can once again give us some hard data to work with, but please keep in mind that these are people, and people are prone to interpret expectations in different ways.

The preferred POS report is the employee productivity report. This report will break down the various metrics you can use for measuring the productivity of each employee. It goes without saying that a complete employee handbook that includes company policies and your expected procedures when a customer comes into the shop is extremely important. Hopefully, armed with a company policy, the procedure manual and the employee productivity report generated by the POS, you will have good data to perform a helpful evaluation for the staff.

The goal of the employee evaluation is to highlight areas of strength so the employee can continue to build on those strengths.

A good evaluation will also point out areas where improvement is needed. Preprinted forms can be bought at office supply stores, or thanks to the grand ol’ www, you can also download good employee evaluation forms from the Internet. However, the way you decide to evaluate is up to you.

A top-to-bottom evaluation is a necessary chore if you want to continue to improve, and as with any journey, if you want to get where you want to go, you have to first start with where you are. An in-depth evaluation of the shop will serve as a good map of how to get there.

December is a great time of year, and we should celebrate and spend as much time as possible with friends and family, being thankful for the past year and hopeful for the year to come. S RAGAN HOLT is the quick lube advisor for National Oil & Lube News. He is available for consulting and training in the quick oil and lube industry. He can be contacted at: ragan.holt@noln.net

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Making It Happen

VIEWPOINT

Mind Over Matter

by Kit Sullivan

For this month’s column, let’s dig into a subject that’s more subtle and esoteric than most topics: The troublesome male ego — the root cause of most disagreements in the world today.

Now, whether you agree or disagree with that provocative statement, it will still benefit you to grasp and understand how this subject is one that can either be your friend or your foe when it comes to maintaining a happy, productive shop filled with positive employees and eager-to-return customers.

Don’t Trick Yourself The male ego (ME), by its very nature is a competitive mind-set. There is typically one overriding priority in the ME, and that priority is winning. The concepts of competition, winning and losing are all interrelated. For what would be the point of any competition if there was no ultimate opportunity to declare a winner?

In the world of customer service, and in sales and marketing specifically, fully understanding the ME and how it controls your customers as well as your employees can and will help you achieve a much more productive fast lube.

First of all, let’s examine how a typical customer interaction experience unfolds with regard to the influence of the ME in a common customer/technician situation: The basis of the entire service begins with a subtle interaction that could pos-

sibly start the customer/technician relationship down the wrong path; one that does not lead to a happy customer and an acceptable transaction for your shop.

When your average customer drives up to your shop, they are now on your property, in your parking lot, surrounded by your employees and know they will soon be inundated by all the coercions, suggestions, influences and directions your employees direct at them. This is usually more subconscious than conscious, but the customer definitely becomes a little wary and mentally strikes a defensive posture. This is quite obvious when, after a friendly greeting by one of your techs, they immediately say something like, “Just the regular oil change today. Don’t bother to check anything else.”

Hopefully, you don’t hear that from your customers too often, but I know we have all heard that type of statement from time to time.

Why do they say that? It’s very simple. They are defensive, because they feel there is a possibility they may be taken advantage of. This defensive wall is an attempt to forestall any scenario that can lead to them not being able to stop it.

As they drive onto your property, your customer typically has the deep-seated assumption that your team’s priority and only real goal is to get them to spend as much money in your shop as they can be convinced, coerced or conned into. Now, I’m not talking about anything dishonest

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or illegal — just any and all services or parts a typical customer needs on their vehicle at the time of their visit with you.

Imagine, for a moment, if every customer of yours purchased only the services and parts they truly needed on their vehicles — all determined by manufacturer’s recommendations: You would probably run $150 tickets, all day every day. Of course, we all know customers do not do that — far from it. They have many ways to say no to legitimate recommendations from lube technicians. Some of these objections are polite and courteous, while others are outrageous and filled with lies and insults, along with everything in between.

Take Control Immediately So, the first order of business would seem to be to effectively convince the customer — immediately upon arrival at your location — that we are not here just to fleece their wallet but are, indeed, friendly and interested only in their satisfaction with their visit with us today, regardless of how much money they spend.

The best way to start off the initial greeting is to not talk about the oil change or any business-related statements. Don’t begin with, “Hi there! Oil change for you today?” No matter how friendly of a tone you may have with that opening, the first thing you talked about was the “oil change,” which clearly demonstrates to the customer your priority is the oil change. An oil change to a customer is fraught with troubling contradictions. They know they need to get an oil change on their vehicle at some point, and most do not disagree with the logic of taking care of their vehicle in that respect. Conversely, many customers also view the oil change process in a quick lube as an opportunity for a technician to root around under their hood looking

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for reasons to try to sell them a bunch of unneeded, extra services and items. It doesn’t matter if the tech is only making moral and proper recommendations, or if he makes specious and unnecessary suggestions. The emotion from the customer is the same, and it controls them.

A better opening would be something simple like, “Hi, there. How are you today?”

No questions about oil changes or any other kind of business question. A simple, friendly greeting that inquires about the customer as a person and someone whose comfort is respected and made a priority in your shop will do.

It is very important when you ask a question — even the questions that are just throw-away questions that have become part of lazy greetings — that you then give the customer the chance to respond.

An opening that goes, “Hi, how are you today? Oil change for ya?” may be friendly enough, but is socially rude and disrespectful, in reality.

By asking the question, “How are you?” and then following it immediately with, “Oil change for ya?” without giving the customer the fair chance to answer the first, personal question demonstrates to the customer you really don’t care at all how they are doing, because you never even gave them a chance to answer the question.

The customer interprets this as, “How much money can I get from this customer today?” This may seem totally overwhelming and complicated when broken down in detail like this, but it all typically takes place in the first five seconds of the initial greeting with a normal customer. The key is to let the customer know you are most concerned with their comfort and satisfaction. We can do that by talking “to” the customer and not “at” them.

Ask them questions, but always wait for a response before continuing on. Be patient with them. If they are fumbling around with their light switch or hood release, don’t get annoyed and just reach in and do it for them without permission.

By all means, do not talk over them. Let the customer say what they want to say,

even if you think you know what they are going to say.

As Judge Judy says so often on her TV show, “You are not wearing your listening ears”.

What does that mean? It simply means if you listen twice as much as you talk, you will be far ahead of most people. That is good advice for life in general.

Let the Customer Win the Proper Battles The set-up of the situation between a customer and the technician in a service recommendation scenario can also provoke the competitive ME in your customer.

Without realizing it, many technicians take the subconscious attitude that they are the superior in the situation, simply because they are the professionals with all the skill and knowledge on how to diagnose, recommend and perform any extra services the customer’s car may need.

The ME of the customer does not want to be subordinate to anyone, or anything, in any situation (the very nature of winning in competition), so a defensive and competitive mechanism is put into play right away. It is easy to see if your technicians understand if they are using the existence of the ME to their advantage or if they are being unknowingly manipulated by it to their disadvantage.

If, after a typical customer recommendation does not result in a sale that the tech feels very strongly should have been achieved, you may have a situation for improvement there.

If your tech says things like, “That guy was a jerk; he clearly knows that service needed to be done and he just doesn’t care. I can’t believe how stupid they can be sometimes,” then your tech is being slapped around by the ME and doesn’t even know it. Worse yet, he is probably the very person who created the situation in the first place! His anger, disappointment and his blaming of the customer for

not recognizing his quality recommendation shows the competitive component of his ME — winning is the ultimate goal — which was the overriding factor in your tech’s interactions with your customer.

If his goals were truly the best concerns of the customer and the customer’s satisfaction, then your tech would have been mostly disappointed in his own lack of ability to help the customer come to the proper decision to do what is best for his vehicle, and by definition, what is best for the customer.

The psychology of the ME and the workings of the subconscious mind is a fascinating subject, and with a little understanding, everyone can develop habits that will increase their effectiveness in all customer interaction situations. I encourage each of you to learn as much as you can about it.

And as always, just make it happen.

See ya’ next month! S KIT SULLIVAN is a partner in a multi-unit, Florida-based quick lube company. A 20-year veteran of the industry, Sullivan has more than 28 years experience in sales and management training. He is a member of the Society of Automotive Engineers and the Society of Tribologists and Lubrication Engineers. He can be reached via email: quicklubekit@aol.com

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PRODUCTS & SERVICES Treat It Right Lucas Oil recently introduced its new Complete Engine Treatment, which is designed to clean injectors and the whole fuel system.

It attacks deposits on intake valves and controls carbon in the combustion chamber while providing the extra lubrication that Lucas is known for — both in the upper cylinder area through addition to the fuel and as an oil treatment. It is good for gasoline and diesel engines and can be used in automotive, marine and off-road vehicles.

For more information, call 800.342.2512, or visit: www.lucasoil.com

Castrol Edge Bio-Synthetic uses Castrol’s advanced eco-engineering to combine Fluid Titanium Technology with 25 percent renewable plant-based materials to deliver a motor oil that is both Titanium strong and more environmentally friendly than ever before.

Castrol Edge Bio-Synthetic motor oil will also be certified carbon neutral, with the carbon dioxide footprint associated with the production, packaging, distribution and storage of the product offset through BP Target Neutral.

SAME HIGH PERFORMANCE. BRAND NEW LOOK. Premium Packaging

RENT

Pennzoil has streamlined the look of its entire portfolio of high-performing motor oil to be sold in all-yellow, quality packagPACKAGE UPDATED PACKAGE ing representative of the premium product inside.

+ Pennzoil’s same technologically advanced formulations are now in high-quality, easy to find all-yellow packaging.

In addition to the color change, the new bottles will feature an improved heavy-duty cap for easier opening, along with optimized ergonomics for easy pouring and handling. More new features include clear product tiering across the entire portfolio with color-coded caps and labels, as well as prominent placement of viscosity grades to aid in navigation.

For more information, visit: www.pennzoil.com

+

+

The Synthetic Edge Castrol recently announced the launch of Castrol Edge Bio-Synthetic, a new approach to motor oils.

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placement for the Strut Tamer Extreme, building upon the strength and safety of the original model. New features include forged locking jaws as well as larger pads and offsets to clamp onto and compress springs even tighter than before. To provide additional strength, stability and safety, the compression arms are thick 5/8-inch steel. Locking trunnions allow for optimal stability during spring compression. Additionally, arm-locking rings eliminate the need for tools to adjust. The Strut Tamer II Extreme is available with a stand that has wheels for moving easily around the shop.

5QT CASE Castrol’s technologists have harnessed the natural lubricating properties of plants to create an oil that combines the high level of performance required by today’s car engines with the use of renewable sources by using 25 percent plant-derived oil compounds.

Castrol Edge Bio-Synthetic exceeds the fuel economy performance criteria set by the American Petroleum Institute (API SN) and the International Lubricants Standardization and Approval Committee (ILSAC GF-5). The 25 percent bio content is endorsed on pack by the USDA Certified Biobased Product label.

The Castrol Edge Bio-Synthetic range includes 1 quart and 5 quart sizes and viscosity grades that cover the great majority of cars in the US. It will be available to purchase from Amazon and selected outlets in January 2017.

For more information, visit: www.castrol.com Strut It OTC recently introduced the new Strut Tamer II Extreme, available with stand, to assist technicians when replacing struts.

The OTC Strut Tamer II Extreme is a re-

With suspension system maintenance being imperative to sustain overall stability and vehicle handling, the OTC Strut Tamer II Extreme is capable of safely compressing even the largest strut systems. The OTC Strut Tamer II Extreme meets the new American Society of Mechanical Engineers Portable Automotive Service Equipment safety standards for spring compressors.

For more information, visit: www.otctools.com No Seeps, No Leaks Oil leaks on older, high-mileage vehicles are usually the result of aging seals and gaskets that are losing the ability to keep oil from seeping out of the engine. Unfortunately for the owners of these vehicles, finding the cause of the leak and then replacing the bad seal or gasket is a time-consuming and expensive job. For customers who can’t afford a mechanical repair, Bar’s Leaks has an

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inexpensive solution. New Bar’s Leaks Professional Main Seal Motor Oil Leak Repair is a high-tech synthetic blend of seal restorer additives and polymers to stop all engine oil leaks.

Oil leaks commonly occur as engine seals harden and shrink from the plasticizers being removed over time, and as the miles add up. Extended storage can also cause drying and hardening of seals, leading to shrinking, cracking and consequently leaking. Other oil stop leaks on the market can stop some leaks, but not all of them. Some may even degrade the motor oil.

Bar’s Leaks Main Seal Motor Oil Leak Repair works in two ways to solve engine oil leaks originating at the rear or front main seal, as well as camshaft, crankshaft and timing cover seals. It has a specially engineered seal-rejuvenating additive that restores seal size, flexibility and elasticity lost due to engine heat, age and high mileage.

The packaging contains an advanced seal polymer additive that works by building a polymeric film around the seal to help prevent excess oil from bypassing the seal during normal engine operation.

Bar’s Leaks Main Seal Motor Oil Leak Repair is safe to use in all gasoline, diesel, turbocharged and racing engines. It works with all types of motor oil, including regular petroleum, high mileage, synthetic blends and fully synthetic. A 1 quart bottle treats oil capacity from 5 to 7 quarts and can easily replace a quart of oil when needed or during an oil change.

For more information, visit: www.barsleaks.com

Stick to It Plombco recently launched StickPro, a new brand of adhesive wheel weights and related accessories.

The passenger car market is trending toward more flangeless wheels, and adhesive wheel weight usage is likely to increase.

To meet the market needs, Plombco has increased its product offering to include a variety of colored adhesive wheel weights, which include black and chrome, multiple packaging options (boxed or in rolls) and a choice of many sizes (from ¼-ounce to 2 ounces).

Plombco manufactures its adhesive wheel weights in steel, lead and zinc for the passenger vehicle, motorcycle and truck wheels.

The StickPro brand, in addition to the adhesive wheel weights, also includes a full line of tools, accessories and cleaners necessary to properly remove the existing weight and leftover adhesive residue.

For more information, visit: www.plombco.com Mann Up Mann-Filter, a manufacturer of innovative oil, air, fuel and cabin air filters for the automotive aftermarket, recently announced the introduction of 102 new part numbers available for immediate order.

The new parts extend Mann-Filter’s coverage to reach more than 2.6 million new European vehicles. These significant introductions increase Mann-Filter’s already robust coverage by 2.5 percent in the oil filter category, 6 percent in the air filter category and 2.9 percent in the cabin air filter category.

The new part numbers provide original equipment fit, form and function for popular makes such as BMW, Mercedes-Benz, Audi, Subaru, Volkswagen and Toyota.

For more information, visit: www.mann-filter.com Move with Ease JohnDow Industries recently launched its latest innovative product for the automotive tire and service industry. The Tire Taxi is specifically designed to make moving tires and wheels through storage areas and service bays simple, fast and safe. It increases shop efficiency and productivity while decreasing injuries and promoting safety.

Equipped with four heavy-duty casters and a load capacity of 265 pounds, the Tire Taxi can move up to eight tires or five tire and wheel assemblies. Its many uses include moving tires from the storage area, transporting wheel and tire assemblies from the vehicle to the tire changer, and stacking tires for display purposes.

In addition, the Tire Taxi EX is an extended height version of the Tire Taxi. With an overall working height of 23 inches, the Tire Taxi EX creates a more ergonomic working height for the technician that helps to improve work posture, avoids unnecessary lifting and reduces strain on the back, knees and shoulders.

For more information, visit: www.johndow.com S If you have a product or service release you would like published in an upcoming issue, please contact Kelsey Carlson at 800.796.2577 or email: kelsey.carlson@noln.net

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Classified Advertising employment opportunities DISTRICT MANAGERS AND STORE MANAGERS WANTED

Super-Lube is looking for experienced district and store managers for our Florida, Wisconsin and Illinois locations. We are looking for motivated people who are self-starters with experience in managing people.

Salary and benefit package available based upon experience. If you are interested in joining the Super-Lube team, please send resume to Tom Chambasian: fax 850-222-5152 or email tchambasian@superlube.com

LOOKING FOR EXPERIENCED STORE MANAGERS

We are a growing company in Colorado with stores all across the Front Range including Denver, Boulder & up to Fort Collins. We are looking for experienced quick lube managers for our growing business. Great benefits, excellent pay with bonus potential and advancement opportunity! Email ops@enitorgroup.com with your resume and we will contact you.

equipment & supplies for sale

TO PLACE A CLASSIFIED AD PLEASE CALL 800.796.2577

fast lubes for lease

fast lubes wanted

fast lubes for sale TWO FAST LUBES/ ONE MINI STORAGE IN SUNNY SOUTH FLORIDA

For sale by original owner: two 3-bay fast lubes. Both have full basements, block construction and voted #1 oil change 14 years in a row. 265-unit storage behind one fast lube. All goesland, buildings, business. Buy one, two or all three locations!

No phone calls please. Email owner Keith Hedin oilyraz@aol.com for more information. Visit our website at: www.keithsoilcan.com

MILWAUKEE, WISCONSIN

2-bay fast lube for sale or lease.

Recently updated in 2014. For more information, please call 219-613-5035.

misc. business opportunities

CENTRAL WYOMING

3-bay with full basement. Established in 1993. Includes real estate equipment and inventory as a going business. Asking $599K. Contact 307-262-8837.

CLASSIFIED ADS IN PRINT AND ONLINE CALL NIKKI AT 800.796.2577

OIL & LUBE PRINTING CO FOR SALE

60+ year established printing company for sale. Prints and sells labels, printers, keyboards, etc. Repeat sales to most customers. Services the Oil & Lube, Service & Repair, Car Wash & Detailing and Tire Rotation & Thread Depth industries. Relocatable. EBIDA is $185,000 - asking $1.5M (some terms available to right buyer). Call Broker @ 516-885-9862

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ADVERTISERS/PRODUCT INDEX December 2016 AMSOIL INC._____________________________________________ 21_____________800.777.8491_____________________ www.amsoil.com Ads 4 Auto_________________________________________________55_____________888.530.8151___________________www.ads4auto.com Auto Data, Inc. _____________________________________________ 7______________800.767.7580________________ www.autodatainc.com BayNets Safety Systems (Pit Covers)___________________________42_____________860.531.1046____________________ www.baynets.com BP Lubricants - Castrol____________________________________ 35_____________888.227.8765____________ www.castrol.com/installers Comgraphx (Formerly Communication Graphics)_________________59_____________800.331.4438_________________ www.comgraphx.com Devon Industries, Inc._______________________________________34_____________800.468.1970__________________www.devonlube.com eGenuity, LLC - eLube_______________________________________23_____________800.296.0177___________________ www.egenuity.com Exxon Mobil L&S Company___________________________________29_____________800.667.6680_____________________ www.mobil1.com GH Berlin-Windward Petroleum________________________________17_____________800.426.7754___________ www.ghberlinwindward.com Integrated Services, Inc. - LubeSoft - Modulube__________Outside Back Cover_____800.922.3099________________________www.ints.com Kafko International Ltd. - Oil Eater/Degreaser____________________11_____________800.528.0334_____________________www.oileater.com L&M Consulting____________________________________________60_____________302.764.7329____________________________________ M & M Service - Deep Blue Windshield Washer Concentrate____________57 _____________800.657.9834__ www.windshieldwasherconcentrate.com MAHLE Aftermarket, Inc.___________________________________ 37_____________800.338.8786__________ www.mahle-aftermarket.com National Oil & Lube News_______________________________41, 44, 45, 47________800.796.2577________________________ www.noln.net Nu-Tier Brands_____________________________________________51_____________877.771.5823_______________ www.nu-tierbrands.com Phillips 66 Lubricants/Kendall ________________________________43_____________877.445.9198_____________ www.kendallmotoroil.com PM Attendant, Inc.__________________________________________33_____________866.576.8957_______________ www.pmattendant.com Roth Industries__________________________________________ 39____________ 888.266.7684______________ www.rothlubetanks.com Sage Microsystems, Inc. - Quicktouch__________________ Inside Front Cover______800.724.7400__________ www.sagemicrosystems.com Service Champ___________________________________________ 19_____________800.221.0216______________ www.servicechamp.com Shell - Pennzoil__________________________________________ 5______________800.237.8645____________________www.pennzoil.com Shell - Pennzoil Filters_____________________________________ 25_____________800.237.8645____________________www.pennzoil.com Smart Blend Synthetics/Phillips 66 Spectrum Corporation__________ 3______________ 888.422.9099_________________ www.smartblend.com Solid Start – True Brand______________________________ Inside Back Cover______877.290.3950____________________ www.solidstart.biz SpeeDee Oil Change_________________________________________15_____________800.365.0007_________________ www.speedeeoil.com Throttle Muscle/Throttle Blade________________________________31_____________855.738.9687_____________ www.throttlemuscle.com Unilube___________________________________________________38_____________800.326.1711____________________ www.unilube.com Valvoline__________________________________________________ 9______________859.357.7303___________________ www.valvoline.com

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Promises Made. Promises Kept.

VIEWPOINT

Please Don’t Make Me Sell: Back Scratching, The Art of Reciprocity

by Dave Prange

In this column, we continue the Please Don’t Make Me Sell series.

The goal of this series is to provide your front line people, who do the service reviews, with tools and tactics to use when presenting to your guests. Selling doesn’t have to be hard and stressful. When done right, it can increase sales and build customer satisfaction.

This month, we’ll look at reciprocity.

“Reciprocity in social psychology refers to responding to a positive action with another positive action, rewarding kind actions,” according to Wikipedia. “As a social construct, reciprocity means that in response to friendly actions, people are frequently much nicer and much more cooperative than predicted by the self-interest model; conversely, in response to hostile actions they are frequently much more nasty and even brutal.”

In simple terms, you scratch my back, and I’ll scratch yours. It is hard-wired into human nature. We don’t even notice it most of the time, but take a moment to look for it right now. Start with charity, and it seems obvious. Match the gift with the charity. For example, a small imitation poppy, small tootsie roll or a small roll of mints. Did you get American Legion, Knights of Columbus and Lions Club? Do you receive mail with coins taped in a windowed envelope or return address labels? These are all based on the concept of reciprocity.

You might have noticed I used the word small three times. The taped coin can be a penny — size doesn’t seem to matter. Just the gesture is key. Timing is important as technically the gift should

come first to trigger a positive action from the recipient. Otherwise, you seem to be buying what should feel like a gift.

Triggering the reciprocity response doesn’t even have to involve a gift. Gestures and words can do it, too. Door opening, smiles and sincere questions and offers of help can do it, also. Sincerity is critical to this tool. Sincerity gives this whole concept its power. It’s all about them, not you.

Now, you are in a great business to make it work for you. From the warm, professional greeting, to the offering of gifts, to the way you conduct the service review provides you with a rich environment of opportunity. Timing is critical here, too. Most sales take place at the review. Front loading your gifts will get the biggest results. Afterward, the reciprocity is all for the return visit. The front loaded (before review) gifts include beverages, bathrooms, trash bags, pet snacks and kid’s stuff.

During the review, make sure you’re highlighting things you might have done for free during the inspection. Providing good information is looked upon as a gift. Empathy counts, too. “How were your wipers working when it rained last?” is effective as a sales tool because it shows you care — empathy. Explaining your top-off policy here versus goodbye can trigger reciprocity, too.

Reciprocity. Hey, I have an idea, I’d like to give you something free. Contact me, and I’ll send it right out. S DAVID PRANGE is currently assistant to the chairman at Next Generation Mfg. He can be reached at 630.699.6813 or: daveprange@aol.com

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True Brand is family owned and operated, and offers over 250 years of combined experience in the automotive industry. Our goal is to exceed expectations in everything we do to win your trust, build confidence, and grow relationships. This is why our #1 priority is customer service, which includes hands-on training for your techs.

Also, our continued research and development ensures we will supply superior quality products today, tomorrow, and beyond. And finally, since we are the manufacturer, we have the power to make the right decisions to create win/win solutions for our customers. If you haven’t experienced the True Brand difference yet, call us today and find out for yourself!

CALL TODAY FOR A FREE PRODUCT SAMPLE!

Truth:

“If better Is Possible, Good Is Not Enough!”

-Papa John Ivy Willis Call Crystal Toll-Free: 877.290.3950 www.SolidStart.biz

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© 2016 INTEGRATED SERVICES, INC.

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