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NOLN AT 40: TODAY’S CUSTOMER, TIMELESS EXPECTATIONS
PAGE 28
TATUM: FINDING THE RIGHT FIT
PAGE 42
INDEPENDENT VS. FRANCHISE:
His Own Boss Nick Baughman owns Polson Lube Center, an independent quick lube shop.
October 2026 | NOLN.net
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CHOOSE YOUR VENTURE An independent shop owner from Polson, Montana, and an executive from a major national chain offer insights into each path for prospective operators PAGE 20
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Watch fluid evacuators in action!
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VOLUME 41, ISSUE 9
10.26
CONTENTS
FE ATURES
IN EVERY ISSUE 6 ONLINE
Valvoline accelerates growth, maintains mission 8 NUMBERS
Still looking for labor
QUICK HITS 14 AROUND THE INDUSTRY
Take 5 Oil Change franchisees merge 11 INDUSTRY INSIGHT
Quick lube making gains on dealership auto service
N O L N AT 4 0
18 SHOP LOOK
On the Mark Quick lube professionals, including those at Strickland Brothers, are meeting customer expectations.
512 Lube Center in Sturgis, Michigan
SERVICE
28 NOLN AT 40
Today’s Customer, Timeless Expectations
Quick lube guests’ expectations of speed, convenience, and trust have remained constant, but operators are embracing a higher degree of professionalism and modern innovations to continue meeting standards
35 PIT STOP
Training for tomorrow: Why investing in employee development pays off 38 CUSTOMER SERVICE P R E S E N T E D BY
COVER PHOTO: POLSON LUBE CENTER
BY TOM VALENTINO
Cultivate team meetings with traction 40 CASE STUDY
Trust the numbers to target customers
COLUMNS 22 FEATURE
Independent vs. Franchise: Choose Your Quick Lube Venture
20 MAINTAINING THE MISSION
How much does the guest experience change when the leader isn’t there? BY SCOTT HEMPY
An independent shop owner from Polson, Montana, and an executive from a major national chain offer insights into each path for prospective operators
42 FROM THE SHOP
BY KACEY FREDERICK
BY A DA M TAT U M
Finding the right fit
Printed in the USA. Copyright 2026 Endeavor Business Media, LLC. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopies, recordings, or any information storage or retrieval system without permission from the publisher. Endeavor Business Media, LLC does not assume and hereby disclaims any liability to any person or company for any loss or damage caused by errors or omissions in the material herein, regardless of whether such errors result from negligence, accident, or any other cause whatsoever. The views and opinions in the articles herein are not to be taken as official expressions of the publishers, unless so stated. The publishers do not warrant either expressly or by implication, the factual accuracy of the articles herein, nor do they so warrant any views or opinions by the authors of said articles.
OCTOBER 2026
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10.26
ONLINE
VISIT
NOLN.NET TODAY
PODCAST
PODCAST
THE NOLN PODCAST Head online to check out NOLN’s library of podcast interviews. Hear from quick lube leaders about new strategies, service stories, and innovative operations that push the industry forward.
PODCAST | ACCELERATING EXPANSION, MAINTAINING A MISSION (WITH LINNE FULCHER, VALVOLINE COO) With Valvoline Inc. set to celebrate its 40th anniversary in October, Linne Fulcher, the company’s chief operating officer, joins the NOLN Podcast to discuss how Valvoline grew from 42 service centers in 1986 to more than 2,500 Valvoline Instant Oil Change locations today. Fulcher also explains how Valvoline has continued to adapt its business model to meet the needs of modern vehicles while maintaining its core customer experience, and he also dives into the company’s continued expansion plans with a goal of growing to 3,500 locations nationwide.
NOLN columnist Chase Butler explains how quick lube shops can leverage the customer data they are collecting to build on previous guest visits and earn more business opportunities.
NATIONAL OIL AND LUBE NEWS
6
NATIONAL OIL AND LUBE NEWS
N O L N . N E T/ P O D C A S T S
SPOTIFY
PHOTO: VALVOLINE INC.
COLUMN | BUTLER: YOUR DATA, THEIR DRIVE: HOW TRANSPARENCY BUILDS CUSTOMER TRUST
Listen and subscribe at: noln.net/podcasts or subscribe to the NOLN Podcast on your favorite listening app. APPLE PODCASTS
NOLN NEWS Have you subscribed to the newsletter? NOLN will send the latest industry news, strategies, and profiles straight to your inbox. Sign up at: noln.net/subscribe.
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2502NO
847 QUICK LUBES ACQUIRED SINCE JANUARY 2014, AND COUNTING!
WE BUY QUICK LUBES
Valvoline is seeking ™
single and/or multiple locations performing 7500+ oil changes per year.
Contact the Valvoline Quick Lubes Team
(859) 357-7303 TM
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VRS-VIOC-3182-EN ©2025 Valvoline Inc. 1/25 Trademark, Valvoline Inc. or its subsidiaries, registered in various countries. SM Service mark, Valvoline Inc. or its subsidiaries, registered in various countries.
9/22/26 12:45 PM 1/13/25 8:52 AM
10.26
NUMBERS
STILL LOOKING FOR LABOR
Hiring/availability of labor once again cited by quick lube leaders as top challenge their operations face As in many walks of life, good help is hard to find when it comes to the quick lube industry. In 2021, National Oil and Lube News began asking shop leaders about the biggest challenges facing their operations. Extended service intervals, market saturation, and the cost of goods have routinely been cited by operators as big pain points, but one challenge in particular has stood above the rest year in and year out: hiring and the availability of labor. Over the past four years, hiring has been the No. 1 challenge chosen from a list of options presented to quick lube operators. (Hiring/availability of labor was added as an answer option in 2023 after operators used the write-in option to overwhelmingly report that finding qualified staff members was the biggest challenge they faced in 2022. Hiring/ 36% Hiring/availability labor was also the most common write-in of labor response for 2021.) In 2026, hiring and labor still ranks No. 1 among operators, although the number of operators lamenting extended service intervals is growing. The following is a list of the top challenges facing the operations of quick lube leaders in 2026:
34% Extended service intervals
NOTES
29% Electrification of vehicles
• Respondents selecting “other” were asked to write in their biggest challenge. Responses that were provided included consolidation, advanced electronics, and the elimination/potential elimination of emissions testing programs. • The 2026 NOLN Operator Survey was conducted prior to events in the Middle East that have since directly impacted the oil industry.
FIND OUT MORE 8
33% Market saturation 32% Cost of products
16% Specialty oil availability
10% Shop upkeep 1% Other
PAST YEARS’ TOP CHALLENGES: AT A GLANCE 2025 56% Hiring/availability of labor
32% Cost of products
22% Extended service intervals
2024 70% Hiring/availability of labor
33% Cost of goods
10% Market saturation
2023 68% Hiring/availability of labor
40% Cost of goods
18% Extended service intervals
2022 52% Cost of goods
13% Market saturation
11% Extended service intervals
2021 31% Cost of goods
20% Extended service intervals 10% Electrification of vehicles
The pages of NOLN are full of stories from shops that are way above average. Check out noln.net.
NOLN.NET
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PHOTO: ID 76981082 © MAXIM KOSTENKO | DREAMSTIME.COM
INDUSTRY INSIGHT
QH
QUICK LUBE MAKING GAINS ON DEALERSHIP AUTO SERVICE
Data shows convenience and cost are steering more drivers in a different direction for fast maintenance BY K AC E Y F R E D E R I C K
THE QUICK LUBE FIELD HAS seen tremendous growth in recent years—not just in size, but in the level of customer satisfaction, too. The Ducker Carlisle 2026 Consumer Sentiment Survey found that, for the first time in more than a decade of conducting the study,
automotive chains surpassed dealers as the most frequently used provider for auto service. “A 22-point swing in five years does not happen by chance, particularly because the trend has been regular and consistent,” the firm wrote in its findings.
Indeed, there are a few reasons why quick lube has made steady growth and has now overtaken dealers. To help understand what’s caused this shift, Nate Chenenko, a principal at Ducker Carlisle, walks through each factor fueling this trend.
OCTOBER 2026
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INDUSTRY INSIGHT
Price Savings for Drivers Dealership service retention has been on a decline since before COVID, marking an ongoing trend that’s been occurring for roughly eight years now. “After one year, you figure it’s a fluke. Two years, you start to worry. Three years, you realize it’s a pattern. After around eight years, you know it’s structural,” says Chenenko. In particular, there’s success being seen with quick lube chains. In nearly every month since April 2024, quick lube chains displayed the most growth relative to the beginning of the year in Ducker Carlisle’s research—even in January and February, when other segments of the service industry typically stagger, including dealers. There are a few key reasons as to why quick lubes have seen steady growth over dealers. Potentially the biggest reason is pricing, with an oil change service at most quick lube locations being $5 to even $15 cheaper than what drivers see at dealerships. In its 2026 Consumer Sentiment Survey, Ducker Carlisle found that dealers lead independent repair facilities, tire chains, and quick lube chains in dollars per transaction. That gap has been on a steady increase, with dealer transaction costs having increased $120 since 2022—the largest absolute increase of any channel in Ducker Carlisle’s data. Customers react to financial constraints in different ways, and a common one is deferring essential vehicle needs. This, too, can play a role in the decision to choose a quick lube over a dealer. A driver knows they won’t be told what all is wrong with their vehicle—they get an oil change and go on their way. In other words, it’s predictable. That predictability is only more common as quick lube chains grow. 12
The more they grow, the more standardized their teams’ service procedures become. It’s allowed huge companies like Valvoline to even overtake dealers when it comes to service ratings; an area where dealers have historically had the edge over others. “Valvoline has a very good net promoter score. In our recent survey, Valvoline scores just slightly—like a hair—better than dealers, and this is a change from the past,” explains Chenenko. The quick lube industry has gradually had the bar raised through more polished branding, clearer pricing, and more predictable experiences. That consistency has been part of why customers are reporting higher satisfaction.
Location Convenience The convenience of where quick lubes typically are located is another factor that has played into their favor. Quick lube shops are often found in the middle of town, near other amenities such as grocery stores or fast food. By contrast, dealership service departments are usually clustered in auto malls outside of people’s way. It’s easy to see which is the more convenient choice for a driver. The one area where dealers remain on top is customer retention. Though the frequency of stores has made quick lubes more accessible for drivers, it can also lead to customers who aren’t as committed to a single brand as they are the convenience. Their choice could change at any moment based on where they’re located. “If it’s easy to get in, it’s easy to get out,” tells Chenenko. “If it’s easy to switch to the chain, it’s easy to switch away from the chain— depending on where I’m at, who sent me a coupon, or where my errands take me that day.”
The only thing
(dealers) can really
do about (quick lube
competition) is open
more locations, which they’re extremely
unlikely to do, or price themselves more competitively.”
–NATE CHENENKO, PRINCIPAL
AT DUCKER CARLISLE
Looking Ahead Dealers see this overall shift toward quick lubes, and they have shown signs of taking some action, such as extending coverage for free maintenance plans from 2 to 3 years out to 3 to 4 years, which could lock in more early-life oil changes at dealers. Despite that, it’s expected that quick lubes will continue to gain market share from dealers, though the rate of that increase may start to gradually slow. Quick lubes still have plenty of room for improvement though, especially as their competitors begin to examine what they can do better. “Dealers can complain about Valvoline’s quick growth, but there’s nothing they can do about it,” Chenenko says. “The only thing they can really do about it is open more locations, which they’re extremely unlikely to do, or price themselves more competitively. And they’re trying to take business from somebody who’s closer, probably faster, delivers the same quality of service and customer satisfaction, and is cheaper. You can see why they’re losing business. That is a pretty tough combo to beat.”
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9/22/26 12:45 PM 9/14/26 9:48 AM
AROUND THE INDUSTRY
QH
TAKE 5 OIL CHANGE FRANCHISEES MERGE
Take 5 Carolinas, the first franchisee in the Take 5 Oil Change system, and ClayCon Oil, the brand’s third franchisee, have announced that they are combining to form Founders Automotive Services Team (FAST): a unified quick-lube and automotive service operating platform that owns and operates 52 Take 5 Oil Change service centers across North Carolina, South Carolina, Kentucky, Indiana, and Colorado. As shared in a recent press release, FAST will continue to operate as a Take 5 Oil Change franchisee. The combined platform has created the largest Take 5 Oil Change franchisee in the country by revenue. Based in Charlotte, North Carolina, FAST is led by Brannan Lahoda, president and chief operating officer. Lahoda brings more than 10 years of experience operating automotive service platforms, including leading all North American company-owned operations for Take 5 Oil Change during its initial growth phase from 65 to 650 locations. FAST has a defined plan for nearterm growth initiatives, as well as a pipeline of new stores in development to position itself for continued expansion across its markets. “Bringing Take 5 Carolinas and ClayCon together under FAST unites two teams that know how to develop and operate great locations,” Lahoda said. “We share a deep commitment to the Take 5 Oil Change brand and its culture of customer service. Our fundamentals are strong and getting stronger. With one team and the right infrastructure in place, we are well-positioned to keep expanding for many years to come.”
VALVOLINE GLOBAL OPERATIONS
SUPPLY CHAIN DISRUPTIONS
ANNOUNCES NEW HEADQUARTERS
FORCE AUTOMAKERS TO EXPLORE
IN CINCINNATI
NEW LUBRICANT SUPPLIERS
Valvoline Global Operations announced it will create a new global headquarters in Cincinnati, Ohio. Valvoline Global Operations— owned by Aramco—has a current headquarters in Lexington, Kentucky, which will remain a key part of its global footprint and become the central hub for the Americas region. There, more than 400 employees will continue working, focusing wholly on supporting the company’s operations in the U.S., Canada, and Latin America. The company’s new global headquarters will be located in the heart of downtown Cincinnati at 312 Elm Street, where it expects to invest in a revitalization of the 50,000 square feet it will occupy. The move positions executive leadership and global functions minutes away from the company’s largest production facility. The new space will be designed for up to 120 employees. The planned renovation and transition to the new global headquarters will happen over the coming months, with the new facility expected to open in the spring of 2027. “Today marks an important moment for our company,” said Jamal Muashsher, president and chief executive officer of Valvoline Global Operations. “Expanding our presence in Cincinnati and creating our Americas Hub in Lexington provides the space for our teams to better collaborate, innovate, and operate more effectively, which will ensure we continue providing top-tier support for our customers worldwide.”
A recent report from Financial Times shared that automakers are seeking out alternative sources for motor oil, reaching the end of their supply. Since the war in the Middle East, the supply of high-quality base oils used for engine oil has dwindled. In response, multiple major automakers are exploring alternative supplies of motor oil, something that previously would have not been considered, but may now be necessary. “Before, 100% of the original equipment manufacturers would be reluctant to accept any other lubricants,” a manager at a major European lubricants producer shared with Financial Times. “But these days some of them are desperate, and if the market situation continues like this, they might be forced to be more flexible on the specifications to keep feeding the market.” Stellantis and Toyota have both confirmed they’ve secured alternative supplies. Volkswagen has also secured the supplies it needs for now, while looking at other options that still comply with its standards. The impact is already being felt in the quick lube field, even among large networks like Valvoline. In a recent earnings call, President and CEO Lori Flees acknowledged the war’s effect on Group III base oil. However, Flees also said that Valvoline’s scale and strong supplier relationship have helped the company maintain reliable access. Management expressed confidence in the company’s supply position both now and in the near term. Through consumer pricing and OCTOBER 2026
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operational discipline, the company plans to manage the cost dynamic. She added that both company-operated shops and franchisees took pricing actions in the third quarter. “Based on the current forecasts, we expect finished lubricant costs could be approximately 60% above where they were in March,” Flees said. “While that sounds significant, let me clarify: That means we expect a total increase of approximately $5 to $7 per oil change, depending on the lubricant type, relative to the March period.”
ship and franchise support. Most recently, he served as vice president of franchise operations at Grease Monkey International, where he helped strengthen one of the industry’s most respected systems. His background also includes time as vice president of operations for Jiffy Lube. “Brian is the kind of leader who makes everyone around him better,” said Ron Morrow Jr., president of Oilex. “His experience, character, and commitment to excellence will help shape the future of Oilex.”
LEVERE ‘MONTY’ MONTGOMERY JR., PREMIUM GUARD INC. PARTNERS WITH
FOUNDER OF TAKE 5 OIL CHANGE, DIES AT 97
MATTEL TO LAUNCH AUTOMOTIVE BRAND COLLECTIBLES
Premium Guard Inc. recently announced a new long-term licensing agreement with Mattel to bring several of PGI’s most recognized automotive brands to collectible vehicles, construction toys, trading cards, playsets, and other consumer products. The agreement includes licensing rights for brands such as FRAM, Autolite, TRICO, and Luberfiner. Under the agreement, Mattel will have the ability to incorporate the licensed brands across a broad portfolio of products. Future product announcements are expected to follow.
OILEX OPERATING LLC APPOINTS BRIAN MICHEL AS NEW CHIEF OPERATING OFFICER
Oilex Operating LLC has hired Brian Michel as its chief operating officer, as shared in a recent LinkedIn post. Michel brings almost 42 years of quick lube experience, including decades of operational leader16
Levere C. “Monty” Montgomery Jr., founder of Take 5 Oil Change, has died at the age of 97, as shared in a recent LinkedIn post from the company. Montgomery, of Covington, Louisiana, died on Aug. 6. Born in 1929, Montgomery founded Take 5 with his brother-in-law, Jerry Warren, in 1990, after growing his Time Saver convenience stores to 97 locations throughout south Louisiana.
2930 W. Trenton Rd. is the 12th location opened since FEP partnered with Velocity Auto Care to acquire 38 Valvoline Instant Oil Change franchise locations from Valvoline in December 2024. The acquisition also included a development agreement to open an additional 75 service centers over seven years, supporting long-term expansion throughout Texas. Velocity Auto Care has continued expanding throughout its designated territory following the 2024 acquisition, including opening the first-ever Valvoline Instant Oil Change location in the Rio Grande Valley in 2025. The company now operates six service centers in the region. Velocity Auto Care currently has 18 additional service centers in development, all expected to open by the end of 2027. Expansion over the next 18 months will focus on Austin, El Paso, Midland-Odessa, the Rio Grande Valley, San Antonio, Corpus Christi, Las Cruces, New Mexico, and other high-growth markets throughout Central, South, and West Texas.
AUTO CARE ASSOCIATION ANNOUNCES VELOCITY AUTO CARE EXPANDS
LEADERSHIP TRANSITION AS BILL
FOOTPRINT IN TEXAS AND BEYOND
HANVEY PLANS RETIREMENT IN 2027
WITH NEW SERVICE CENTERS
Velocity Auto Care has reached a milestone of 50 Valvoline Instant Oil Change service centers with the launch of its newest store in Edinburg, Texas. The news came in a press release from Franchise Equity Partners, a private investment firm specializing in partnerships with franchisees and franchisors, which owns Velocity Auto Care as a portfolio company. The Edinburg service center at
The Auto Care Association Board of Directors announced that Bill Hanvey, president and CEO, will retire effective June 30, 2027, concluding a distinguished tenure leading the association. “After a great deal of reflection, I’ve decided it’s time to let the next generation take the reins,” said Hanvey. “I am extremely proud of what our team has accomplished and of the service we’ve provided to this industry. It’s been the honor
NOLN.NET
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AROUND THE INDUSTRY
of my career to lead this association, and I know it’s in a stronger position today because of the people who make it up. While I have announced my retirement, my work is far from finished. Over the coming months, I will continue fighting every day for our members and this industry, including tirelessly pursuing passage of Dr. (Neal) Dunn’s REPAIR Act to protect vehicle owners and independent repair shops across America.” Hanvey has served as president and CEO of the Auto Care Association since December 2015, capping a career of more than 40 years in the automotive aftermarket industry. To ensure a smooth transition, the board of directors has engaged Korn Ferry, a global executive
search firm, to lead the search for the association’s next president and CEO. Hanvey will continue to lead the Auto Care Association through the transition period, working closely with the board to ensure continuity of operations and a seamless handoff to his successor.
LUCAS OIL INTRODUCES ADVANCED OIL ADDITIVE FOR MODERN ENGINES
Lucas Oil has announced the launch of its latest product, Lucas Oil Motor Oil Extender with Lucas Shield Technology, in a recent press release. Lucas Shield Technology is the proprietary formulation technology behind Motor Oil Extender,
designed to push oil changes further while extending engine life. Motor Oil Extender is advertised as protecting critical engine components. Users are able to add it directly to engine oil at any time to help reduce oil contamination and extend oil life; reduce friction for higher fuel efficiency and less wear; and boost oil performance for improved engine efficiency and longer engine life. Vehicles manufactured since 2017 require low-viscosity oils, as their modern engine designs are engineered to produce more power while operating with tighter tolerances and greater efficiency. The formulation is specifically designed to meet the lubrication demands of modern engines.
300
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225
160
105
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S H O P LO O K
512 LUBE CENTER LOCATION:
STURGIS, MICHIGAN
OWNER:
TIFFANY NICKELL
BAY COUNT:
2
STAFF COUNT:
8
DAILY CAR COUNT:
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STO RY A N D P H OTO S BY T O M VA L E N T I N O
POSITIVITY, ENERGY, and a commitment to customer service with a personal touch have made 512 Lube Center a bright spot in the Sturgis, Michigan, community for nearly a quarter-century. Located along a busy stretch of South Centerville Road, 512 Lube Center sits about 4 miles north of the Indiana-Michigan border. The shop’s exterior is a clean gray with a red 512 Lube Center logo sign across the top of the building’s façade, along with well-maintained large flower pots along the side of the building. Inside, 512 Lube Center has two bays with pits and a waiting area for customers. 18
A marker board inside the bay area notes a different “holiday” each day. On the day of NOLN’s visit, employees, dressed in fluorescent 512 Lube Center-branded shirts, were recognizing “National Creative Ice Cream Flavors Day.” Despite having just the two bays, 512 Lube Center’s average car count sits at a robust 53 vehicles per day, and earlier this year, the shop hit a single-day record with 99 vehicles serviced. Fridays are their busiest day of the week. The shop is closed on Sundays and open until 2:30 on Saturdays. Shop owner Tiffany Nickell transitioned from a career in the medical field to help her father, Tim Littman, launch 512 Lube Center in 2002. Nickell had no experience in the automotive service industry, but brought an appetite for knowledge and a can-do attitude to the challenge. In a largely male-dominated industry, she says she has found lots of support. “I went to other shops through my vendors. I’ve been all over the state,” Nickell says. “I got lots of feedback and wanted
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H AV E A N O U T S TA N D I N G S H O P T O S H A R E ? E M A I L N E W S @ N O L N . N E T
to see what I could improve on. My biggest thing was from our customers. What do you want to see? What can I do to improve? I want to know because customer service is my thing. You want somebody to treat you how you want to be treated.” Being accessible to guests has become a hallmark of Nickell’s leadership. Customers can reach Nickell on her personal cell phone. She is on
a first-name basis with many guests. During a recent sit-down with NOLN, Nickell effortlessly rattled off the names of several longtime customers, along with their vehicles and fun anecdotes. The approach has created positive vibes around the shop. “I want to make sure they’re having a good experience here,” she says. “With any business, you’re going to have errors and mistakes.
QH
If we did something wrong, we make it right, but we really do our program to prevent that. We have our call-out systems. We’re more or less triple-checking on stuff, and that has been instilled from day one.” Aside from oil changes, 512 Lube Center also offers filters, and transmission, coolant, fuel system, and gear box services. Next door, Nickell’s sister operates a car wash business as a separate entity. Nickell and her team at 512 Lube Center are active in their community, including supporting the area’s Special Olympics team, donating tips to sponsored families, and conducting giveaways during the holidays. Their kindness has helped grow a loyal customer base that includes a guest who regularly brings donuts from a local market and a restaurant owner who frequently sends over pizzas. Operations manager Dennis Saltzman tells NOLN a typical day on the job is as much about listening to customers share their personal stories as it is about turning wrenches and swapping out filters. “People will just start talking about what’s going with them,” Saltzman says. “And you know what? It’s 5 minutes that I can listen to them, and that makes them happy.” Adds Nickell: “We’ve always been like that. My dad always said rise above. That’s a big thing, too. There’s a lot of negativity out there. I said, let’s change it around. What can you do to bring a positive to somebody’s day, too? … Be a ray of sunshine toward somebody else.” OCTOBER 2026
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M A I N TA I N I N G T H E M I S S I O N
How Much Does the Guest Experience Change When the Leader Isn’t There?
O
Mystery shoppers, guest services, and online reviews can uncover recurring themes about your shop’s quality of service
t 1! SCOTT
HEMPY
Scott Hempy leads the team at Oilstop Drive-Thru Oil Change and Happy’s Drive-Thru Car Wash. Oilstop and Happy’s are rapidly growing their footprint of oil change and express car wash locations across the West Coast, combining convenience with an outstanding emphasis on guest experience. Prior to Oilstop & Happy’s, Scott was the founder and CEO at Filld, a SaaS-based software solution for last-mile oil and gas delivery companies. He was recognized as a member of the Forbes 30 Under 30 class of 2016 for starting Filld.
SCOTT
PHOTO: SCOTT HEMPY
@OILSTOPINC .COM
om
c
WHEN AN OWNER OR DISTRICT MANAGER walks into a service center, things can change. Someone straightens up the counter. The manager steps into the bay. Greetings get a little louder, and the team pays closer attention to the details. It’s natural. We all want to do our best when someone is watching. But it raises a question worth asking: How much does the experience change after we leave? Most guests will never visit while we—the owner, CEO, or district manager—are standing in the shop. Their opinion of our business comes from an ordinary Tuesday afternoon, when the manager is handling a delivery and three cars are waiting. That’s the experience we need to understand. Mystery shoppers are one useful way to see it. A shopper can tell us whether someone acknowledged them promptly, explained the service clearly, or thanked them before they left. Those observations give us something specific to discuss with our team. There are professional mystery shopper programs you can pay to use. Alternatively, you can start with 10 to 20 friends to whom you give a discounted service in exchange for taking a brief survey. Narrow down what questions you want to ask. Asking whether the service was “good” leaves too much to interpretation. Asking whether the technician explained a recommendation and accepted a decline without pressure tells us much more. Start with a few behaviors that matter to your operation and measure them consistently. Guest surveys can add another perspective. Keep them short enough that someone will actually finish them, and make room for guests to explain their answers. A score tells you how they rated the visit. A comment may tell you that they felt rushed, didn’t understand the
price, or appreciated someone taking an extra minute to answer a question. Online reviews deserve the same attention. It’s tempting to respond to the unhappy guest and move on, or to celebrate a five-star review without reading it closely. Look for patterns across both. Repeated mentions of friendly explanations, long waits, or confusing recommendations can help identify what needs attention and what deserves recognition. No single mystery shopper, survey, or review tells the whole story. Read them together over time. Bring recurring themes to your manager or team with curiosity. Ask what might be contributing to the experience and what support would help. Share positive feedback just as deliberately. Team members should hear when their efforts made a difference. For owners who rarely leave their shop, this shouldn’t become another reason to stay seven days a week. You deserve a day off. Developing a trusted second-in-command takes time, clear expectations, and room for that person to make decisions. Guest feedback, surveys, and mystery shoppers can help you give you the tools to hold the standard even when you are away from the service center. Use the results as feedback to your trusted leader to grow them as a leader. Choose three things you want every guest to experience. Explain them to your team, then use mystery shoppers, surveys, and reviews to understand how consistently they happen. Review the findings regularly, and work on one improvement at a time. Eventually, take a day off. Let your manager lead, and give the team a chance to show what they can do. When guests describe the same care and attention whether you’re there or not, you’ll have evidence that the standards you’ve worked to establish belong to the whole team.
OCTOBER 2026
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F E AT U R E
INDEPENDENT VS. FR
Choose Y Quick Lube V
An independent shop owner from Polson, Montana, and an executive from a major national chain offer insights into each path for prospective operators By Kacey Frederick
22
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S. FRANCHISE:
PHOTO: VALVOLINE
e Your e Venture A
nyone in the quick lube field knows that no one shop runs exactly like any other. Each part of the operation is the product of a certain management style, but for you as an operator, what works best for your goals? This is the crux of the decision between whether to operate your business as an independent or to join a franchisee network. Both paths see great success in quick lube, each with its own benefits and challenges. To gain a deeper insight into the key differences between independent and franchise operations, NOLN recently spoke with a successful independent operator and an executive from Valvoline—one of the largest quick lube chains in the country.
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F E AT U R E
INDEPENDENT-MINDED
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Carving His Own Path
benefits soon. “I feel like I can do a better job taking care of my employees and my customers, and at the end of the day, those guys are the reason we have jobs,” says Baughman. “If it wasn’t for my employees and my customers, we wouldn’t be able to operate.” With no boss above him in the business, Baughman lets his decisions be guided by no one else but his customers and employees. Having the freedom to make decisions is important for Baughman—however, it does mean that all the weight of each decision comes down on him, not having a team helping navigate it. It can be more difficult to navigate topics like human resources and vendor management when it’s just you and a small team, meaning it
Seeing a local need for a quick lube business, Nick Baughman opened Polson Lube Center, an independent shop in Polson, Montana, in 2018. Going indepdendent gives Baughman control over factors such as compensation, but it can also present extra challenges to navigate, such as HR and vendor management, he says.
takes extra time and dedication to ensure it runs correctly. “There is a lot more involved with being independent. Your vendors and insurance is a big thing,” tells Baughman. “A lot of times, with franchises, they’ll have people to handle that for you. Whereas at this level, you’re overseeing that from start to finish.”
PHOTOS: POLSON LUBE CENTER
Before opening Polson Lube Center in Polson, Montana, Nick Baughman worked at a tire shop. It was his first role out of high school, and he would stay there for 12 years, building up experience as a technician. However, as time went by, Baughman began to realize there was a specific niche in the area not being filled: There were no quick lubes. In 2018, Baughman made the leap: a building was constructed in the rural Montana town of Polson for a new business, becoming the closest and most convenient option for drivers from multiple surrounding communities who already had to travel into town for basic services. “There’s a lot of people that will drive an hour, hour and a half, to come to town just to do their errands, do their laundry. We’ve got the only Walmart within I think an 80-mile radius,” explains Baughman. “So, we do have a lot of people that actually come from out of our area to get this service because we’re essentially the closest place.” For Baughman, having spent time working in a corporate environment, he knew the best choice for him was to operate independently. Not only did he want to be his own boss, but he wanted to have a face-to-face relationship with his employees. “When it’s go time, I’m out there with them, and they see that,” says Baughman. “You’re not just sitting behind a desk somewhere, which I think speaks volumes.” Operating as an independent gives Baughman freedom in how he accommodates his employees as well. He has control over factors such as compensation, and is able to include his staff in decision-making processes. Baughman currently offers benefits to his employees, and is looking to expand his offerings to include retirement plans and other
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FRANCHISE-FOCUSED
Being able to offer resources is where franchise networks truly shine. Valvoline Instant Oil Change, one of the largest quick lube chains in the U.S., has resources in place for its franchisees such as the SuperPro process. Created alongside its franchise partners, it serves as a clear operating playbook, covering everything from employee training to customer service. “That combination of operational excellence and a trusted brand has helped Valvoline deliver best-in-class same-store sales growth for 19 consecutive years,” says Adam Worsham, Valvoline Inc.’s chief franchising officer. It’s essential for a company overseeing such a vast network of shops across the entire U.S. The company has many franchisees, several of whom operate a huge number of stores alone. One of Valvoline’s franchisees, Velocity Auto Care, recently reached a milestone of 50 Valvoline Instant Oil Change service centers with the launch of a new store in Edinburg, Texas, just this past August. It was the 12th location that’s opened since Velocity Auto
Care acquired 38 Valvoline Instant Oil Change franchise locations from Valvoline in December 2024. The acquisition also included a development agreement to open an additional 75 service centers over seven years, supporting long-term expansion throughout Texas. “Our development pipeline reflects the significant opportunity we see across our territory,” says Robert Fish, CEO of Velocity Auto Care. “We’re building strategically in high-growth communities and remain on track to add an average of nine to 12 new locations annually as we continue working toward our long-term goal.” This growth is not unique to Velocity Auto Care, as Valvoline has been recognized throughout the industry for its rapid expansion throughout different markets, including Entrepreneur including Valvoline Inc. in its Fastest-Growing Franchises rankings this year. It marked the second consecutive year the brand has been recognized, rising to No. 21, up from No. 41 in 2025, and securing the top position in its category on this year’s list. Not just anyone can become part of Valvoline’s franchise network. Prior to joining, the company takes time to
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PHOTOS: VALVOLINE
ensure there is a culture fit, and that the store aligns its operations to the company’s standards. That includes a store’s training, systems, integration into Valvoline’s supply chain, and more. “We have a people-first focus and want operators who understand that this is fundamentally about people, from the team to our guests,” Worsham adds. Valvoline maintains 80% repeat customers and a 100% franchise renewal rate, and credits that to consistency throughout its entire network of shops. The company looks for operators who are actively involved in the shop, and in tune with its operations. “If the model were not creating value, franchisees would not stay in the network—or continue investing capital for growth—year after year, and in many cases, for decades,” explains Worsham. “Our success depends on sophisticated, well-capitalized franchise partners who are actively involved in their businesses. We are not looking for passive owners; we want operators who are committed to the business, their teams, and the guest experience.”
Ultimately, whether a shop decides to operate independently or as part of a franchise network will depend on the best fit for that business. While some operators, like Baughman, prefer having flexible options for how to operate, other stores thrive better with the backing of a nationwide chain. At the end of the day, what’s most important is a dedication to helping your customers and your staff. With planning, research, and consideration, you will also be able to settle on which direction is best for your own shop. “If you’re willing to put in the work and put in the time, it will pay off,” says Baughman.
Consistency is Key
Valvoline credits consistency throughout its network of shops for its continued expansion across the U.S.
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N O L N AT 4 0
P R E S E N T E D BY
Quick lube guests’ expectations of SPEED, CONVENIENCE, and TRUST have remained constant, but operators are embracing a higher degree of professionalism and modern innovations to continue meeting standards by Tom Valentino
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PHOTOS: STRICKLAND BROTHERS
Today’s Customer, Timeless Expectations
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N O L N AT 4 0
A
t the most basic level,
customers’ expectations for the quick lube industry have held
steady for decades. The traits
valued by guests 40 years ago ring true for
those pulling their vehicles into bays for an
I A I F
oil change in 2026.
“People have always looked for speed, convenience, and mostly trust,” says Rod Black, senior vice president of marketing for Strickland Brothers. “Trust has kind of always been, I think, the recurring theme that has never changed. … People have always wanted to get their oil changed quickly, pay a fair price, and know the job is getting done correctly— that their vehicle is taken care of, that they are taken care of, and (that they are) building a relationship with their mechanics and team members.” Dave Seelhoff echoes Black’s sentiments. “I think a lot of the core expectations have probably remained the same,” says Seelhoff, who serves as the operations manager for Performance Plus Quick Oil Change Centers. “You know, the industry itself was sort of created around convenience and not having to leave your car at a repair shop or a dealership and not having to schedule appointments and those things. So, I think some of those core expectations have very much remained the same.” Black joined Strickland Brothers in December 2025, but his roots in the fast automotive maintenance industry extend back nearly 15 years. After beginning his career in agency roles in which he worked with car dealerships and other automotive chains, Black moved to Express Oil Change and Tire Engineers in 2017.
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Th
Fea coa we run is l
Se the
Always on Point
Speed, convenience, and trust have been always been keys to success for quick lube brands, whether it's Strickland Brothers in 2026 (top) or Speed Lube 10-Minute Oil Change in 2011.
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“Our CRM, for example, allows us to create a personalized experience on the online side before (customers) even get to the shop,” Black explains. Digital innovations have extended beyond just marketing, Seelhoff notes. Invoices and manufacturer recommendations can now be emailed instead of printed.
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Computer systems were in use at Car Pros Plaza in Summerville, South Carolina, in 2011, but digital tech at quick lubes has continued to evolve.
Seelhoff, meanwhile, has been in the industry for 27 years. He joined Performance Plus in 2007 and has served in his current role since 2011, working in Wyoming, Michigan. But while the core values of the quick lube customer experience have remained largely intact, Black and Seelhoff agree that the ways in which shops have met guests’ expectations have steadily evolved in several ways, from how information is presented during visits to how companies stay in touch after drivers pull away.
DIGITAL AGE
One area that has seen significant change in the quick lube space over the past two decades, Black notes, has been digital innovation. While customers have always expected a convenient quick lube experience, how exactly that experience is delivered has evolved. “(The digital experience) didn’t exist 20 or 30 years ago,” Black says. “There was no mobile phone to quickly search for an oil change near me. There were no map directions or a clickable link. So, while the expectation for convenience hasn’t changed, the entire experience from offline to online has. “Customers expect a personalized experience. They expect an easy experience and a high standard of convenience. It’s our job to meet them where they are at.” To accomplish this, modern quick lube brands have embraced offers and communications, including SMS messages and email, that are segmented to the right customers and personalized to meet the needs of guests and their specific vehicles, Black says.
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Over the past two decades, Seelhoff says the level of professionalism exuded by the quick lube industry has increased significantly, elevating the experience that guests have come to expect. “The old experience was often provided by people that fall closer to the mechanic side of service, and what you often find nowadays is people that are a little more customer service-oriented in the industry,” Seelhoff says. “That increased the professionalism in the communication and the way customers are treated. “The way they’re provided information has changed in that aspect. It’s very information-based communication and much less opinion-based communication (now).” Seelhoff says Performance Plus employees are trained to bring a facts-first mindset to their interactions with guests. “The way we present information to them and that they make decisions about the information we provide, I think that’s changed pretty drastically over the years,” Seelhoff says. “You know, it used to be a very manual process, and often the information that was presented from a technician would be almost opinion-based. And now the information comes directly from the manufacturers, and the customer has an ability to source the information themselves as well. So, there’s this increasing need for that information to be extremely accurate.” The increase in the professionalism at quick lube shops is also reflected in the appearance of the facilities themselves, Seelhoff says. “People thought of it as a relatively dirty industry (decades ago),” Seelhoff says. “And I don’t mean figuratively, I mean literally. And so, our expectations and our aim is to always provide very clean, very well-organized facilities. We believe that to be a reflection of the
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work we do. And I think that most customers expect that nowadays.” A driving factor in the evolution of customer expectations is the increasing sophistication of the vehicles they drive. Modern vehicles deliver alerts when it is time for an oil change and/or other services. But such notifications aren’t foolproof, and it is on quick lube shops to make sure vehicles are being properly maintained. “Vehicles are certainly more sophisticated in terms of telling you exactly what services you need, but there’s still a human element, right?” Black says. “You trust the mechanics. In my case, the mechanics and oil change techs I work with, we’re building a relationship to where I can trust that what they are suggesting to me and recommending are things I really need. “Take air filters, for example. I don’t know that vehicles are going to tell you that you need to change your air filter. At Strickland Brothers, we rarely are going to suggest to you that you must change your air filter. We’ll show you a dirty air filter and a clean air filter, and then leave it up to you to make the decision.” Ultimately, Black says, taking a pressure-free approach to customer interactions helps to increase the likelihood guests will return.
THE BIG PICTURE
At Strickland Brothers, meeting evolving customer expectations has required a more holistic approach that begins before guests pull their vehicles into the service center, Black says, starting with making it easy to find Strickland Brothers locations in online searches and maps. The emphasis on high visibility extends to the road, where Strickland Brothers aims to make it “very clear in what we offer in terms of services, making sure that they’re choosing the right service that they need for the vehicle, the right oil, what’s going to be best for their vehicle, and then communicating with them continually over the course of the period between their oil changes and ultimately, hopefully drive them back to the store for that second, third, and fourth visit,” Black says. To ensure its service centers meet expectations, Strickland Brothers leaders analyze customer interactions and provide feedback to improve future visits, Black says. At Performance Plus, innovations that aren’t
Covering All Angles
Strickland Brothers has taken a holistic approach to service to meet the expectations of its guests.
necessarily customer-facing by nature ultimately serve to help the company meet its guests’ needs, Seelhoff says. Having access to vehicle histories and other data has helped with providing customers with accurate information and fact-based recommendations. “I think just the overall ability to source accurate and correct information from the manufacturers has also been a very positive influence and allowed us to advance,” Seelhoff says.
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SP ONSORED CONTENT
Beyond the Bay – The Power of Giving Back BY AMBER KOSSAK, CEO OF SOLID START
It’s no secret that car count and ticket averages are the metrics that keep the lights on. Investing heavily in marketing, premium products, and top-tier equipment is essential to meet those metrics. But another, often overlooked engine of growth and sustainability for your shop is community involvement and the power of giving back.
their daily work contributes to a company that genuinely cares about others. When you treat your people fairly and build a purpose-driven environment, they become loyal to the shared vision and actively support the direction you are heading in as a collective.
The ROI of Goodwill More Than Just a Transaction
It is a common belief that charitable efforts drain resources. In reality, Your shop is inherently a local business. The vehicles in your bays bethe return on investment for goodwill is substantial. Customers want long to the teachers, nurses, and families in your immediate commuto do business with companies that share their values. When a cusnity. When you shift your perspective from simply processing transtomer knows that their transaction with your shop is being reinvested actions to actively supporting your community and in their community or benefiting those in need, they supporting those in need, you build a foundation of are far more likely to give you their business. trust that no traditional marketing campaign can repThis shared commitment also creates a powerlicate. Giving back – whether through sponsoring a ful bond between your shop and your external part“As an owner, local youth sports team, hosting a charity car wash, ners. When your internal team and your external partyou control your offering discounted services to teachers and first reners share a unified vision, you create an environment culture and the sponders, or dedicating a percentage of every prewhere success is the only logical outcome. Aligning level of service mium oil change to a – transforms your shop from a your business with charitable initiatives attracts simple local business into a valued community pillar. like-minded vendors, partners, and customers who your team want to see you succeed.
Fostering a Culture of Purpose
offers.”
The benefits of philanthropy extend far beyond outward public relations; they fundamentally change your internal shop culture. When your team sees ownership invested in the community’s well-being, it cultivates a deep sense of pride and accountability. Shaping your shop’s soul requires a culture of ownership and service. As an owner, you control your culture and the level of service your team offers. Documenting your guiding philosophy reinforces that true leadership means using your platform to make a positive impact. Employees are far more loyal and motivated when they feel
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A Lasting Legacy Ultimately, the power of giving back is about legacy. We spend our days ensuring engines run smoothly and vehicles operate safely. We should apply that same level of care and maintenance to the communities where we live and work. If you want to go fast, do it alone, but if you want to go far, do it together. By integrating community service and charitable giving into your business model, you are not just building a more profitable shop; you are building a resilient, loyal team and a community that will stand by your business for years to come.
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PI T STOP
WHY INVESTING IN EMPLOYEE DEVELOPMENT PAYS OFF
Whether it is an employee’s first day as a tech on the shop floor or the newly promoted manager sitting down behind the counter, proper training is a must BY P E T E R S U C I U
AS WE’RE WELL INTO A NEW school year, it is a reminder that every day can offer learning experiences. For small business owners, there are new lessons that always come with the job, but sharing that knowledge and other crucial insight with employees is also an ongoing process. Every new employee needs to be trained, as do those climbing the ranks. A promotion typically involves much more than a new title and a bump in salary. So, whether it is an employee’s first day as a tech on the shop floor or the newly promoted manager sitting down behind the counter, proper training is a must. In the quick lube world, there may be on-the-job training, but many positions require specific
instruction just to get started. The question: How does the process begin? “A proprietary training program is one of the most valuable investments an organization can make because it teaches employees not only what to do, but how we do it. Every company has its own culture, service standards, operational expectations, and leadership philosophy,” explains Lisa Drumheller, learning and development director at WLR Automotive Group, which operates the Lube Center and Auto Spa facilities in Maryland, Pennsylvania, and West Virginia. She tells National Oil and Lube News that a customized program ensures every employee receives a consistent experience and understands what success looks like within WLR.
Where Should Training Begin?
It should go without saying that training needs to begin with the fundamentals. This is to ensure that customers receive the best experience, that work is done correctly, and that safety is adhered to throughout the process. “Regardless of position, every employee should understand the fundamentals of delivering an exceptional customer experience. Technical skills can be taught, but creating trust with customers requires consistent communication, professionalism, and genuine care,” says Drumheller. At WLR, training on the fundamentals is focused on the power of “one-size-fits-one,” meaning that every employee and every customer is treated individually. To accomplish this, WLR focuses on several core training concepts that include teaching customer experience and communication skills; an understanding of the company
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TRAINING FOR TOMORROW:
WLR saw that developing its training program was a priority, as it allowed the company to align every learning experience with its culture, its specific processes, and the expectations it had for its own teams. “Our leaders bring real-world experience from our own locations, making the training practical, relevant, and immediately applicable. Our internal resources have increased, specifically because the Learning and Development department went from a team of three to five,” adds Drumheller. “Since then, we have been able to significantly increase the frequency of classes offered supporting company growth, use innovative software to advance the training experience, and apply new knowledge gained from learning and development experts.”
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culture, mission, and values; safety procedures and risk awareness; operational standards and quality expectations; teamwork and accountability; problem-solving and conflict resolution; continuous improvement and personal development; and emotional intelligence. “When every employee shares these foundational skills, the customer experience and employee experience become more consistent across every location,” says Drumheller, adding that all of WLR’s employees go through a training class known as “The Art of the Customer Experience.” In that class, the focus is on fundamental objectives: character, expectations, influence, and values. Every employee is instructed on how individual character drives collective actions and results; how company expectations directly impact the customer experience; how leadership is influence, where everyone is a leader because they influence everyone around them; and that values are the standards that guide all behavior. “If everyone understands how character influences behavior, then the company can expect excellence as a result,” emphasizes Drumheller.
On the Management Track
For employees who are on a management track, a different set of training is needed. Part of it is to determine that someone who is doing well in their current position won’t be moved to a job where they may struggle. That isn’t fair to the employee, nor to the shop and its customers. Even those who are the right fit for such a new role still need the right level of training to match their potential. “Leadership requires an entirely different skill set than technical proficiency. Being a great technician or cashier doesn’t automatically prepare someone to lead people,”
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Drumheller explains. The WLR Management training and development was developed to provide a focus on coaching and developing others; emotional intelligence and self-awareness; effective communication and difficult conversations; hiring and interviewing; performance management and accountability; conflict resolution; time management and prioritization; business and financial acumen; and the ability to build culture and employee engagement. “At WLR, we have our managers begin their management track with a class called Management JDT (Job Description Training), which basically teaches basic leadership lessons with company policies and procedures,” says Drumheller. Once the operations have been understood, the next step is leader development. WLR’s managers are then enrolled in “Leadership Programs” consisting of “Managing for Success (Level 1)” and “Growing for Tomorrow (Level 2).” Throughout each of those programs, the managers learn about their role in communication, developing employees, performance coaching, team building, time management, training, interviewing, retaining top talent, and succession planning. This training is essential in a promote-from-within culture, says Drumheller. Promoting internal talent shows that the company has confidence in the employees, while the subsequent training gives them the confidence and skills to succeed in their new roles. “Without structured development, promotions often rely on technical ability alone. With a strong learning and development program, employees understand there is a clear career path and that the company is invested in helping them grow and develop,” Drumheller continues.
“This not only prepares future leaders but also increases engagement, retention, and succession readiness.” She adds that a promote-fromwithin culture thrives when employees know they won’t just receive a new opportunity, but that they’ll also receive the support, tools, and development needed to be a successful leader within the WLR family.
Team Building with Training
The final consideration with in-house training is the team building that it can provide. “Team building transforms training from an individual learning experience into a shared commitment to excellence. The best training programs encourage collaboration, discussion, and peer learning,” says Drumheller. “When employees solve problems together, practice scenarios, and celebrate successes as a team, they develop stronger trust and communication. Those relationships carry over into the workplace, where teamwork directly impacts efficiency, safety, and customer satisfaction.” Team building can further reinforce company culture, making employees more engaged as they feel connected to something bigger than themselves. Such training should develop both competence and connection because organizations perform at their highest level when people grow together. “At WLR, we integrate different team-building activities into the classroom environment to show employees that learning can be educational and fun,” concludes Drumheller. “The best learning experiences tend to occur when the learner is fully engaged. Whether it is a competitive game or a fun activity, we do everything we can to make training an experience that will not be forgotten.”
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SP ONSORED CONTENT
Meetings With Momentum
Your Partner Beyond Products™
By Spiro Morogiannis, BG Training Manager and BGU Instructor
Here’s a question for quick lube owners/operators and managers: Are you holding team meetings with your employees? If so, are they meetings of substance that reinforce accountability and praise progress? Communication, growth, and a strong team dynamic are some of the most important elements for a successful shop culture. Regular meetings support team building and training. Employee training shouldn’t be left to chance. Use meetings to talk shop, but also review process, expectations, and training through structured team exercises and role-play.
Responding to Comebacks
Collaboration Station
The Power of Word Choice
Empower employees by creating a welcoming outlet for ideas, input, and feedback. Provide a controlled setting where employees learn what’s important to the business and what’s expected of them while gaining insight into the performance of the business. When employees feel involved in the business, they’re motivated to contribute more than what’s required for a paycheck. Structure meetings to communicate the needs of the business and the “why” behind how a business operates—employees will better understand their roles. Consider the following topics and ideas for kicking off meetings and hosting trainings for your lube teams.
Do you sell basic “oil changes” or do you offer “oil services” with additional value? It could be the difference between a one-time visit and consistent customer retention. Such offerings as a courtesy “express” inspection, fluid top-off, fluid test strip, printed service recommendation, and visual underside inspection upgrade an “oil change” to an “oil service.” Train your team to present a service menu with oil service offerings and pricing to the customer—and talk with them about the value difference.
KPIs Many employees don’t get to see or understand the key performance indicators (KPIs) of a quick lube business. KPIs are metrics, such as daily or weekly car count goals, dollars per RO, daily profitability, and upsold items. When KPIs are explained, employees are being educated on the “why” behind what they do versus simply greeting customers or changing oil. It involves them more directly in the shop’s goals.
Oil Service Profitability Quick lubes make the smallest margin on base oil changes. Understanding why other offerings are presented, and the impact of only doing base oil changes, affects the success and profitability of the business.
Policy and Process This is where meetings and employee training overlap. Use meetings to review key processes, including safety procedures, customer reception, handling promotions, and performing an oil service step-by-step. Regularly reviewing these processes reinforces expectations, keeps everyone informed and aligned, and creates accountability for both managers and team members.
Comebacks are a quick lube shop’s worst nightmare. Meetings and training focused on ensuring that the proper steps are followed can help reduce the possibility of a customer comeback. Include such processes as checking for oil filter gaskets, proper oil fill levels, and correct oil used, as well as resetting the oil life monitor, replacing the oil-due sticker and removing any fingerprints and smudges on the customer’s car. Proper process and training help prevent customer comebacks.
High-Quality Inspections Does your quick lube business offer a courtesy look-over? If not, this may be an opportunity to boost your business. Most important, it may reveal unknown vehicle issues. A customer deserves to know if their vehicle needs attention; your shop sees it most often and is likely the last place that has worked on it. Train your team to perform courtesy checks; they’re a simple way to generate additional revenue (e.g., filters, fluid services, general repair). And when time and convenience matter most, customers tend to greenlight additional services with you—increasing shop productivity and revenue.
Customer Role-Play Role-play is an effective way to engage and prepare your employees for real customer interactions. Highly successful quick lube businesses use meeting time to role-play with management and customer-facing employees, practicing word tracks and such common scenarios as greetings, service recommendations, and customer questions and concerns. Practicing these customer moments fosters more-natural communication styles and builds employee confidence. I’ll close with a favorite quote that applies equally to training and routine meetings for quick lube owners and managers: “Inspect what you expect.”
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CULTIVATE TEAM MEETINGS WITH TRACTION
Get the most out of your staff gatherings by setting consistent schedules and simple agendas B Y C A R O L B A D A R A C C O PA D G E T T
CONSISTENCY MAKES regularly scheduled team meetings run smoothly and productively. And when “simplicity” rides shotgun, those meetings are even better. This is according to Steve Sarrantonio, who is the co-owner of Carolina Auto Care along with his wife, Kris. The business is based in Charlotte, North Carolina, a SpeeDee Oil Change franchise with four stores—two in North Carolina and two in South Carolina. For the latter two shops, Chris Parkin, a partner in the business, provides a local presence, living in Charleston, South Carolina. Here’s what else Steve Sarrantonio says can help quick lube owners and managers get the best mileage from meetings.
Right Timing, Right Meeting Leader
“Using the KISS (keep it simple, stupid) method means that we try to do an hour, maybe an hour and a half max,” Sarrantonio says about the timeframe sweet spot for his shops’ monthly meetings. “You really don’t want employees working a 10-plus hour shift and then staying for three hours,
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so timeframe is important,” he emphasizes. When possible, meetings should be scheduled in advance, such as a certain day of every month, Sarrantonio suggests. That way, everybody always knows going into the year when the meetings take place. Sarrantonio adds that he pays employees for their time spent in meetings. Sarrantonio also finds success in having his shop managers lead his franchises’ monthly meetings because he is not as hands-on as he was in the early days, when he was typically in the shop 50 hours a week. “You don’t want to oversee it if you’re an owner who has multiple stores,” he states. Instead, the store manager should lead team meetings because they’re the ones in the trenches each day.
Consistency is Key
Sarrantonio suggests covering the same written agenda at each month’s meeting—with different talking points. “The format of the meeting needs to be consistent for employees because they really kind of beg for that consistency,” he finds. “They
want to know what (to) expect every time they come to an hourlong meeting.” Even though the talking points will change—according to car count for the month, sales per ticket, etc.—Sarrantonio says there’s one key element his managers must include at each meeting: praise.
Why Praise is Vitally Important
Call out good behavior, Sarrantonio suggests. “You don’t want to bring up the negatives or the bad habits or things that are going wrong,” Sarrantonio has found. “In a sense, if you praise somebody, sometimes that kind of shines a light on what maybe someone else is doing wrong, without putting that person who’s doing something wrong on a stage in front of (their) peers,” he reasons. And he adds, “So, whether it’s, ‘You’re getting a great bonus,’ or ‘Your procedures are fantastic, the way your call outs are this or that,’ rather than just pointing out the employee that has the bad behavior.”
Serve It Up Like a Sandwich
Sarrantonio says the best method for his teams’ meetings looks like a sandwich. “It’s where the bread is like a filler, so you start with sales, for example, car count, and ticket average vs. (that same) month last year,” he says. “Or share that you made a goal by this much or missed a goal by that much, but you really want to keep it factual.” In the middle of the sandwich— the meat of the meeting, which probably comes at about 15 minutes in—is where you want to cover your team’s accomplishments and what still needs to be accomplished. “It can be the stuff that you’ve
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meeting, Sarrantonio finds. “Then you end it with the bread (again), because that’s like another filler. (It could be) you go around the room and somebody brings up something positive that happened for them or for the store, or you take questions (and respond),” he says.
m h ed h plis mplis
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In the middle of the sandwich—
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comes at about 15 minutes in—is where you
IMAGE: ADOBE STOCK | 1380625609
want to cover your team’s accomplishments and what still needs to be accomplished.
changed, whether it’s in the area of operational issues or administration issues,” he suggests. “For example, It could be about the process of
greeting customers, and maybe it’s something you’re working to change.” Whatever the issues, the meat can take up about 45 minutes of the
Be on Site After Meeting Previous Night
A manager who leads a monthly meeting should be in the store the following day. As Sarrantonio puts it, “I believe the manager needs to work a minimum of two days after a meeting, because (that’s) the only way to get anything accomplished.” He adds, ”You could sit there on a Monday or Tuesday night, (for instance), and talk about the changes you want on how a car (is) processed, and then you take the next day off.” What happens is that nothing changes when employees come in the next morning and go right back to what they’ve always done. “As a leader, you need to be there … to make the changes you’ve insisted need to happen, whether it’s better service, more revenue, and you need to prove to them that it can be done,” Sarrantonio states.
Perks After Work
The end of each meeting can be a good opportunity for managers to wrap up on a high note, such as the announcement of a team dinner or a bowling night out, if a shop has budget for after-hours activities. “Set goals during that (month’s) meeting and talk it up throughout the month,” Sarrantonio says. “Because if you hit those goals, obviously you didn’t do it alone. The team rallied. And then go out with them and break bread.”
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car count, how many invoices they get through in a day, and how they can get greater revenue every day.” That traffic can come from new customers. However, shops can tap into their existing customer base through their POS system to generate more business.
The Solutions
Analysis of data for existing customers can unlock opportunities for additional business BY E N I D B U R N S
CAR COUNT IS TOP OF MIND for just about every operator. To increase car counts, shops can target both new and existing customers. Targeted messaging helps foster relationships with existing customers and can bring them into a bay for service with the right communications. Bringing in those customers often takes more resources than a shop’s POS software, but that POS system is a solid base to build on.
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The Challenge
Customers don’t always keep to their service schedule. A sticker on the windshield can list the mileage and date to come in for an oil change, but it doesn’t always get the customer’s attention. A reminder is often helpful for the operator and the customer. “Folks come to us,” says Brian Isemann, client relationship manager at Matrix Imaging and its automotive unit, Throttle. “The two things about which they’re most concerned are
The Aftermath
An offering such as Throttle can fill in missing customer contact information. If a shop has an email or phone number, the platform can draw on provider data to match an address or other details and increase contact points. “The appendage mailing: If you give us email addresses, we can backfill that with mailing addresses. If you’re missing a piece of that information, we can backfill with other data,” Matrix Imaging Senior Director of Sales and Emerging Products, Colin Dentino, explains. With information and
PHOTO: ADOBESTOCK | 2118552713
TRUST THE NUMBERS TO TARGET CUSTOMERS
“What we feel is an obvious thing is the value clients (operators) provide to customers,” Isemann tells NOLN. “They want to get them to the shop faster and offer services. We can tap into a client’s point-of-sale system.” Throttle uses the customer’s POS system to spot opportunities to bring customers into the shop and send targeted messages. “We can help notify and educate customers,” Isemann explains. Messaging queries might include time since last visit, whether the POS shows the customer is overdue for an oil change, or whether the customer declined recommended services. The shop can use targeting to identify the customer group and send messaging specific to that customer. Messaging can include discounts and other incentives to bring the car in for service.
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communication points filled in, operators have more ways to contact customers. The next step is to identify occasions to contact customers. Shops can use the demographic and psychographic data to target customers at the right moment. That moment might be reaching out to a customer three months after an oil change, or after an estimated number of miles for high-mileage drivers. If the shop advised a customer of a needed or upcoming service during the last visit, communications can remind the customer it’s time to have the work done. Using data, shops can target customers with specialized coupons specific to the needed service. Operators can also provide additional service information to educate customers. Messaging can be tailored to the shop and even the individual customer.
“We provide the tools to help people,” says Dentino. “We can provide the tools and provide informed decisions on that marketing because it’s such a science now.” Most shops follow a similar progression. Move from keeping customer
records in a spreadsheet to upgrading to a POS system, adding a marketing provider to leverage marketing and communications, and optimizing communications with customers. “You have to start to treat it like a science,” Dentino states.
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The Takeaway
Operators can use data to target customers and increase visits by reminding customers whose due date for an oil change or other service has passed. It is an effective way to stay connected with loyal customers and foster loyalty. Shops working with Throttle are advised to give the service 60 to 90 days to review results, although many shops have reported seeing an impact on their bottom line within a shorter time frame. Messaging can start with a short communication. “It’s as simple as sending a thankyou email or text message, ‘leave us a review on Google,’” Isemann states. The first step in using data to target and bring in customers is maintaining a POS system. The next step is to find ways to leverage the collected data and add services that let a shop segment it and reach customers in relevant ways and at the right times.
(2) In-County Paid/Requested Mail Subscriptions stated on PS Form 3541. (Include direct written request from recipient, telemarketing and Internet requests from recipient, paid subscriptions including nominal rate subscriptions, employer requests, advertiser’s proof copies, and exchange copies.)
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4,731
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(2) In-County Nonrequested Copies Stated on PS Form 3541 (include Sample copies, Requests Over 3 years old, Requests induced by a Premium, Bulk Sales and Requests including Association Requests, Names obtained from Business Directories, Lists, and other sources) (3) Nonrequested Copies Distributed Through the USPS by Other Classes of Mail (e.g. First-Class Mail, Nonrequestor Copies mailed in excess of 10% Limit mailed at Standard Mail® or Package Services Rates)
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Nonrequested Distribution (By Mail and Outside the Mail)
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I certify that 50% of all my distribution copies (electronic and print) are legitimate requests or paid copies:
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Date Tracy Skallman, Audience Development Manager
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FROM THE SHOP
Finding the Right Fit A short story about hiring in the automotive aftermarket industry
ADAM
Editor’s Note: The following is a fictional story based on a collection of real-world examples and industry experiences. Names, characters, and specific details have been created for storytelling purposes, but the underlying issues and lessons reflect actual situations faced by businesses in the industry.
TATUM
Adam Tatum is director of operations for the Virginia Group, a Jiffy Lube franchisee with 11 locations. He has over a decade of experience in the industry with a proven track record of building customer counts and sales, as well as using innovative ways to bring a new look to the automotive field for both the customer and the employee. Performance comes from growing your business through people.
ATAT U M
@V A L U B E .COM
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SARAH JOHNSON OPENED HER REPAIR shop, SJ Automotive, in a converted gas station on the edge of town. By her 10th year in business, she had something more valuable than a prime location: a crew that stayed. In an industry where technicians job-hopped every 18 months, Sarah’s average tenure was six years. Her secret: a smarter hiring process. The automotive repair world had a hiring problem that no job board could fix. Shops posted listings for ASE-certified technicians, offered signing bonuses, and still sat empty-handed. The truth Sarah understood was that certification proved you could pass a test. It did not prove you could diagnose a phantom misfire on a 2007 Subaru or explain a four-figure repair bill to a teacher living paycheck to paycheck. Sarah threw out the traditional interview the day a master technician with 12 years of experience left her customer’s brake caliper hanging by a thread. She stopped asking about resumes and started asking about curiosity. Her new process began with a broken car, not a textbook problem—a real vehicle she had towed in that morning with an actual issue she had not yet solved. Candidates got 90 minutes alone with the car, a basic scan tool, and a notepad. Sarah watched from the office window. She did not care if they found the fault. She cared how they looked for it. Did they start with the obvious, or chase wild theories? Did they talk to themselves, working through possibilities out loud? Did they give up after 45 minutes or dig deeper? The notepad mattered most. Messy, questioning, iterative notes beat clean, confident wrong answers every time. Those who moved on faced the transparency
test. Sarah handed them a real invoice from the previous week, walked them to the waiting room, and asked them to explain it to her. She played a nervous customer who needed her car for work tomorrow and could not afford surprises. She watched for empathy, patience, and the ability to translate camshaft position sensors into plain English without talking down. Technicians who treated her like an obstacle failed. Those who treated her like a partner passed. Then came the part that made her competitors call her crazy. Sarah invited finalists to spend a full paid working day in the shop. They changed oil, rotated tires, and shadowed brake jobs. Her existing technicians voted anonymously at day’s end. One “no” vote was enough. Sarah trusted her crew because they knew the rhythm of the shop, who slowed the bay down, who asked questions, who helped without being asked. Her people chose her people. The final filter was the hardest to explain and the most important. She sat with candidates at the end of the working day and asked one question: Tell me about a repair you had to redo. Candidates who blamed parts, customers, or bad luck worried her. Candidates who walked her through what they missed, what they learned, and how they fixed it differently next time were the ones she hired. Accountability was the only skill you could not teach. Sarah’s shop was not the highest paying in town. She could not match the dealership rates, but she offered something rarer: respect, autonomy, and a team that liked showing up. Her lead diagnostician, a former warehouse worker, had been with her eight years. He arrived with no formal training. What he had was the patience to learn and the humility to ask. Now he trained every new hire himself. As the industry kept complaining about a technician shortage, Sarah learned that good mechanics were everywhere. They were working retail, fixing their neighbors’ cars in driveways, and changing their own transmissions with YouTube and stubbornness. The shortage was not of talent. It was of shops willing to look past paper credentials and see who someone could become. Sarah looked, and every morning as her crew scattered to their bays, she knew she had built something no signing bonus could buy.
PHOTO: LUCAS MOORE
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2605NO
QUESTIONS ABOUT THE FUTURE OF YOUR BUSINESS? Valvoline Instant Oil Change is here to help!
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How do I create
A SUCCESSION PLAN? Is now the RIGHT TIME TO SELL?
Valvoline has acquired more than 800 quick lubes since 2014 and offers owners a straight-forward valuation. Valvoline Express Care has helped over 200 operators with proven tools and hands-on expertise that drive business growth.
Contact the Valvoline Quick Lubes Team
(859) 357-7303 TM
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Oil Change Software Made Simple Cloud Based Real-time Fully Integrated
www.droptop.io 1 833 370 7807
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