NOLN - December 1222

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Today’s Quick Maintenance

BY MATT HUDSON

PHOTO BY APRIL ROSE PHOTOGRAPHY

THE NOLN PODCAST

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

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

KEVIN DAVIS TALKS COMMUNITY

IN THE BUSINESS

Building your toolkit and building your network are two tasks that go hand-in-hand as a quick lube owner and operator.

Kevin Davis of the Quick Lube Expert visits The NOLN Podcast to discuss strategies for taking advantage of industry resources and shaping relationships with your peers. He talks about the vision for Quick Lube Expert, as well as the multimedia and online forums that are part of the program.

Davis is also a longtime industry professional and is the COO and founder of Fast Change Lube and Oil, a multi-shop network based in Kentucky.

Stay tuned for more to come from The NOLN Podcast.

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

EDITORIAL

CONTENT DIRECTOR

Matt Hudson

DIGITAL REPORTER

Hanna Bubser

CONTRIBUTING WRITERS

Lenny Saucier, Adam Tatum, Lindsey Gainer, Paul Hodowanic, Carol Badaracco Padgett, Peter Suciu

EDITORIAL ADVISORY BOARD

Lenny Saucier, Director of Retail Training, FullSpeed Automotive

Pete Frey, Operator, Take 5 Oil Change

Adam Tatum, Director of Operations, Virginia Group Bill Floyd, Operator, Lucas Oil Centers

SALES

VP AND PUBLISHER

Chris Messer, cmesser@endeavorb2b.com

ASSOCIATE PUBLISHER

Andrew Johnson, ajohnson@endeavorb2b.com

MARKETING STRATEGISTS

Marianne Dyal, mdyal@endeavorb2b.com

Chad Hjellming, chjellming@endeavorb2b.com

Bob Marinez, bmarinez@endeavorb2b.com

Martha Severson, mseverson@endeavorb2b.com Kyle Shaw, kshaw@endeavorb2b.com

Dan Thornton, dthornton@endeavorb2b.com Sean Thornton, sthornton@endeavorb2b.com

ASSOCIATE MARKETING STRATEGIST

Kenzie Verschoor, kverschoor@endeavorb2b.com

CLIENT SERVICE SPECIALIST Jen George, jgeorge@endeavorb2b.com

TO BE MODERN

I LIKE AN OPEN-ENDED QUESTION. They’re short, simple, and you may get different responses, depending on who you ask. This is a tactic I use often during interviews for this magazine. It encourages the interview subject to give a thought ful answer and describe why they feel that way. It can also open me up to different perspectives.

This month’s feature story (page 27) is based on an open-ended ques tion: What makes a modern quick lube shop? My hat is off to the three industry experts who are featured in the story for giving responses that are just as I had hoped: thoughtful, with demonstrated reasoning, and occasionally surprising.

The basic contours of the oil change business have remained steady for decades—drain, fill, and check your work. But think about all that has changed around that process. Bookkeeping, point-ofsale, and human resources have all become turbocharged through powerful computers and software. Engine technology has changed to necessitate a whole new variety of synthetic and specialty oils, as I’m sure any inventory-conscious opera tor knows.

Of course, there is also a human side to the evolution of the quick lube business. The rest of the business world has caught up to the quick lube customer service model of “now.” That means no

appointments and quick service that doesn’t disrupt someone’s day. But it goes further. Shops need to be cleaner, with more prompt greet ings and stellar online ratings (and photos!). First-time customers have seen your shop online many times before reaching the bay doors.

So, a modern quick lube shop must encapsulate all of this in some way. The story and its subjects touch on those areas, as well as others, and talk about their strategies to keep up with the pace.

I also want to shine a light on this month’s Shop Look (page 22). I had a great time speaking with Doug Edgman, owner of his eponymous business. Here is a small, indepen dent quick lube that’s innovating in its own way, catering to local customers and finding space for expansion. They even do some work on small engines, like lawnmowers.

Whatever “modern” means to you, I can bet that it’s an improvement for the better. It means striving to tweak the business in small or large ways to help customers. Sky’s the limit with that mindset.

MATT HUDSON CONTENT DIRECTOR, 10 MISSIONS MEDIA

Operators can forge their own pathways toward the next evolution

Data from the 2022 NOLN Operator Survey show that shop owners are willing to invest in their people. Staff at the shop are on the front lines of customer service, and a high rate of turnover can hurt business—something many operators found out in the wake of COVID.

Recent short-term data show small increases in average pay for both managers and techs, and that continues a longer-term trend that has seen wages increase year over year.

AN INSPECTION WITH IMPAC T

Following the devastation of Hurricane Ian, Jiffy Lube franchisee South Bay Lube offers a helping hand to the Florida community with free vehicle inspection services

BY HANNA BUBSER

A SENTIMENT THAT IS OFTEN echoed by quick lube operators and the greater automotive a ermarket alike is the importance of community involvement. Community is found at the core of many a ermarket businesses, and it goes beyond simply being available during a shop’s hours of operation. In some cases, it can mean showing up for a community when they need it the most.

This sentiment hits close to home for South Bay Lube, which is a Jiffy Lube franchise with 32 locations in Florida. Following the recent devastation of Hurricane Ian across the state, South Bay Lube Co-Presidents Jason Thomas and Leif Oskarsson saw first-hand how the natural disaster impacted every aspect of life in Florida.

“In our situation, with the hurricane, it impacted not just our business but impacted the employees and families of our business,” Thomas says.

Thomas says some South Bay Lube locations lost power for five days or longer and some were flooded. Almost every location was closed for the first two to three days following the storm. Thomas even created a spreadsheet to keep track of the status and needs of each location. Gradually, they began to open back up, but not without preparation and cleanup efforts.

Additionally, many employees had damage to their homes, and some went without water access for weeks. It was a life-altering experience for all involved. The incredible response a er the storm was inspiring for Thomas to witness.

“The following day, we had so many people out on the road, assessing the situation, ge ing back to locations [and] seeing what they could do to help,” Thomas says. “It was amazing to see that. I couldn’t be any more proud of the people, the men and women that ... are part of our South Bay Lube family.”

Establish a Response

The extensive storm damage quickly revealed the needs of the community.

Thomas notes that people got back to their lives a er the storm out of necessity. They were still grabbing coffee in the mornings, going to work, dropping their kids off at school and doing what they needed to do to keep going.

“Some of the areas are just obliterated. So, the simplest things like gas, electricity and food became the number one priority,” Thomas says.

For South Bay Lube, prioritization came from a place of compassion. Thomas says they ensured that employees continued to receive their wages. When it came to supporting the community, there wasn’t even a question as to whether their team would help or not.

They decided to offer free vehicle inspections to help drivers determine the safety of their vehicles,

considering many cars got flooded during the storm.

“We didn’t want to monetize on people suffering,” Thomas says. “We just wanted to look at the car, [and] if there’s something we see, [the driver] needs to make the decision … at least they know about it. They can get it somewhere and park it [or] whatever they’re going to do instead of just keep driving on it.”

Initially, the complimentary inspections were set to be offered at South Bay Lube locations in southwest Florida through the end of October 2022. But at the time of this writing, Thomas says he is open to offering the free inspections for a longer period and that the services could be made available at every South Bay Lube location as necessary.

“If we were a sandwich shop, we would be giving away free coffee and sandwiches,” Thomas says. “If we were a car wash, we would wash your car for free.”

LAWSUIT ANNOUNCED AGAINST FERRARI FOR BRAKE FLUID LEAK RECALLS

Recently, Ferrari announced a recall of over 23,000 vehicles, and now there is a a new lawsuit related to recall.

According to Top Class Actions, the major Ferrari recall revolves around potential brake fluid leaks. Nearly every car that Ferrari has made since 2005 is involved in this recall.

A new lawsuit claims that the auto maker failed to keep drivers informed of the defect in certain vehicle models. Ferrari vehicles are known for operating at high speeds, which makes the brake feature especially imperative.

The lead plaintiff claims that he lost braking power while driving at a slow speed. He was able to successfully exit his vehicle before it rolled into a 20-footdeep pond behind his home, where the

vehicle ultimately sank. Upon purchasing a second Ferrari vehicle, the lead plaintiff claims that those brakes also failed. The plaintiff claims that Ferrari has known about this brake fluid leak defect since 2015. The Ferrari recall was originally announced in October 2021, followed by a recent expansion in July 2022. For more information and for a full list of the vehicles involved, visit the Top Class Actions website.

ENGINE OIL ISSUE COSTS GM $102.6M IN LAWSUIT

A California jury has found General Motors negligent in a class action lawsuit verdict. As reported by Jalopnik, the automaker will be on the hook for $102.6 million over accusations it hid an engine defect that led to excessive oil consumption.

The engine defect in question— found in GMs 5.3-liter V8s sold in California, North Carolina and Idaho between 2011 and 2014—was the result of a faulty piston ring design that allowed oil to leak out into the engine.

Despite the hefty settlement, the 38,000 owners of the vehicles will each walk away with $2,700.

STRICKLAND BROTHERS BREAKS GROUND ON NEW TEXAS LOCATION

Strickland Brothers 10 Minute Oil Change has broken ground on a new location in Texas.

According to Community Impact, the location in McKinney is set to open in January 2023. The franchise location will be operated by co-owners Martin Evans and Gianna Venturi. The pair are opening multiple locations in the Dal las-Fort Worth market. The McKinney shop will be their fourth Strickland Brothers location.

N3 Real Estate is the commercial development real estate partner for this project.

U.S. LUBRICANTS BLENDS FIRST BATCH AT BALTIMORE FACILITY

U.S. Lubricants has blended its first batch of THRIVE 0W-20 engine oil at their newly acquired

facility in Baltimore, Maryland, accord ing to a press release.

U.S. Lubricants is a division of U.S. Venture. The plant in Baltimore will blend automotive and heavy-duty lubricants as well as other industrial lubricants.

This facility is large and allows for more space to manufacture private label lubricants for OEM customers, as well as the opportunity to expand toll blending capabilities. This process leverages strategic vendor relation ships for the best additives and base oils for formulation.

BOSS AND TAKE 5 ANNOUNCE PARTNERSHIP IN CANADA

BOSS Lubricants has signed a three-year agreement to be the house-branded oil supplier for Take 5 Oil Change locations in Canada.

According to a press release, there are 38 Take 5 locations across Canada. There are 31 locations in Ontario, four in British Columbia, two in New Bruns wick and one in Prince Edward Island. BOSS has 10 locations across Canada including branches, warehouses, bulk storage and distribution. BOSS has a network of 150 Canadian distributors.

“This agreement will strengthen our brand, our reputation and our commit ment to growing our footprint in the Cana dian marketplace—particularly in Eastern Canada,” said Jarrett Flegel, president and chief operating officer of Calgary-based BOSS via the press release.

PUROLATOR CELEBRATES 100-YEAR ANNIVERSARY AT AAPEX

Purolator Filters announced that it began its 100-year anniversa ry celebration at AAPEX in Las Vegas.

According to a press release, Ernest

PHOTOS COURTESY OF STRICKLAND BROTHERS

Sweetland developed and patented the first oil filtration system in 1923. Sweetland called it “Purolator,” which is inspired by the phrase, “pure oil later.” MANN+HUMMEL acquired Purolator Filters in 2012.

“Purolator’s goal to strive for quality and innovative products began in 1923, and still continues nearly a century later,” said Daryl Benton, vice president of sales and marketing for the automotive aftermarket with MANN+HUMMEL via the press release. “We are thrilled to celebrate our 100-year milestone in 2023. Purolator has been able to maintain its role as a market leader with leading-edge technology and global manufacturing best practices. Through continued hard work and diligence, Purolator will thrive for another 100 years.”

ILLINOIS REPAIR SHOP OFFERS FREE OIL CHANGES TO VETERANS

An auto repair shop in Illinois is giving away free oil changes to veterans.

According to the Daily Herald, Pit Stop Auto Repair is hosting a free Oil Changes for Veterans Event during the month of November. This offer will be valid at the shop’s Libertyville and Lombard locations.

Veterans can call ahead to either location and reserve an appointment time, and all they have to do is bring their military ID with to the oil change. Appointments are first-come, firstserved and will be available Monday through Friday during the shop’s hours of operation.

Shop owner Drew Burmeister said his Pit Stop team wants to honor those who have served with this free service. Burmeister’s brother retired recently from a career with the United States Navy.

THE (HEAVY) ROAD TO ELECTRIC VEHICLES

BY HANNA BUBSER

Part of being involved in the incredibly interconnected automo tive industry involves staying current. This is especially import ant with electric vehicles. Conversations surrounding EVs are constantly changing, and it can be difficult to keep up with all the trends and challenges.

Sarah Amico is an executive chairperson with Jack Cooper, a North American car haul company that has been around since 1928. Jack Cooper delivers finished vehicles for many auto manufacturers including General Motors, Toyota, Ford, Stellantis and more.

“As you look at the multibillion-dollar investments all of our customers are making in the EV market, or some of our customers who are already in the EV market like a Tesla or Rivian,” Amico says. “We have to think about how that potentially could disrupt the supply chain anew.”

In finished vehicle logistics, an aspect of consideration with the influx of electric vehicle production is their weight.

“One of the things about electric batteries … is that they’re heavier,” Amico says. “They’re heavier than ICE engines, and in many cases it’s a significant increase and weight.”

Amico predicts that, in the long run, technology will be developed to make these batteries lighter. She lists the already increased efficiency of electric vehicle charging and the increased lifespan of a vehicle’s charge as examples of developments in a similar vein. But for right now, heavy EV batteries bring about a unique challenge.

“It poses an interesting conundrum for the finished vehicle logistics supply chain in that we are currently limited by law to 80,000

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

PHOTOS COURTESY OF JACK COOPER TRANSPORT

pounds of weight on our rigs,” Amico says. “For [many] car haul com panies, the way that their cost basis will work is largely fixed around per truckload.”

Amico says that independent of the number of units put on a truck, the cost base is fixed. She explains that the price per vehicle and the number of vehicles that can be put on a rig for each trip is called a load factor.

Amico says if vehicle weights increase substantially, this means the load factor will decline. As a result, cars could be more expensive to ship, and shipping times could be longer. But it also provides an oppor tunity to look at the problem through a regulatory and legislative lens.

“We’re going to have to look at how to increase throughput as those vehicle weights increase, and one way to do that is to allow a minimal weight exemption for car haulers to carry more vehicles over short distances in a way that doesn’t disrupt the supply chain again as EVs become more and more of the percentage of cars consum ers are purchasing,” Amico says.

She points to a couple of examples such as a recent 2,000-pound weight exemption for natural gas-powered Class 8 trucks and zero emission propulsion heavy trucks made by Congress. Additionally, she mentions an authorization by California Gov. Gavin Newsom in November 2021 that spearheaded an 8,000-pound weight variant for trucks leaving the port of California.

This is to say that Amico sees what work has already been done and believes that it is possible to keep the momentum going for car haul. She says that many car haulers drop one or two units within the first 100 to 150 miles, so a limit on the radius of a weight exemption in the first few 100 miles could be effective.

“A 4,000-to-8,000-pound weight variance would probably be enough to keep our supply chains really steady during the transition to EVs,” Amico says.

This story has been edited for brevity. To read the full story and listen to its accompanying podcast episode, visit adaptautomotive.com.

DOUG’S PRO LUBE OF MONETT, MO.

BY MATT HUDSON PHOTOS BY EMILY ROWE

ONE BIG BAY

Regular followers of Shop Look will immediately notice the oversized bay extending out of one side of Doug’s Pro Lube. It’s not common for a typical quick maintenance shop, but it’s great for the market in which owner Doug Edgman operates.

“We’ve got several munic ipalities like fire trucks with in a 50-mile radius,” Edgman says. “Some companies bring their semi trucks. We’ll do, I’d say, three to five a week. They all generally hold about 10 gallons of oil.”

An oil change service on a semi truck can bring

a great ticket average. Once he got staff members trained to perform ser vices on those vehicles, it became a great part of the overall operation.

SHARP LOOKS

Edgman has updated the building over the years, including new green paint on the exterior. The most impressive work went into the customer waiting room, which was redone a couple years ago.

“We changed to an antique, ceramic-looking floor,” he says. “The walls are red, and we put LED lights in the waiting room.

The front counter was oak colored, and I had seen in a magazine that one had been done in a diamond plate. And we did that, and it just pops now.”

It can be a challenge to keep the space clean, not just because the shop has a massive third bay, but be cause the inventory orders for heavy-duty truck parts.

“We’ve got a lot of stuff jammed into a little bitty place,” Edgman says. “With the heavy duty stuff, you can’t really buy from a local parts store.”

ADDED SERVICES

Edgman took over ownership in 2006. Since then, he has patiently added services in order to match his custom ers’ needs.

“We started out doing oil changes only in the very beginning,” he says. “Now we do oil, a little bit of brakes, a little tune up. We are doing a radiator today on a car.”

They’ve also jumped into some tire sales and service. Edgman says he sells up to 1,500 tires annually. Heck— they might also perform service on a lawnmower every now and then, making his shop a true community asset.

Another customer perk is that the shop offers pickup and delivery for customer vehicles. Average car counts have grown in the years Edg man added services.

ADAM TATUM

What Makes a Manager

Look for these traits in your current or next expert shop manager

I WHEN WE ARE LOOKING TO TAKE OUR STORES TO thenext level, it is our people that allow us to win or lose. There are many times that we make mistakes on pu ing someone in place because they do one thing well, but there is a be er way to determine whether they will be successful or not. No ma er what leadership style you look for in your management teams, there are a few key things that you can look for in that person. Matching the core values will help you hopefully make one move and not look to make another in a few months.

Communication Skills

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

Performance comes from growing your business through people. ATATUM @VALUBE.COM

Excellent communication is essential to team success. Managers who know how to communicate well with their team members can teach effectively by demonstrating and explaining tasks. They can also motivate others by defining the object to keep them focused. They are also able to connect with and understand their employees. Being able to make this connection is vital to ge ing your team to buy in to what you are looking to accomplish. If you are interviewing a potential applicant or someone to promote, giving short answers or wishy-washy sentences should be a red flag that you may want to continue your search.

Confidence

Managers who exhibit confidence o en show others that it is okay to be themselves, as long as they do so in a respectful manner. Confident leaders inspire those around them to be productive and trust their intuition when making decisions. There is a saying: “Speed of the leader, speed of the crew.” That phrase is perfect for this section.

With a confident and potentially competitive manager candidate, you will have employees that it rubs off on. You may find your next assistant or manager among them when they have been given the motivation to show what they can do. A confident manager will not feel threatened by allowing his team to shine.

Responsibility

A good manager understands that there are some decisions that cannot be outsourced to employees. Solid decision-making provides focus for your team and removes the type of errors that might send your business in a downward spiral. Some decisions might not be so straightforward, so part of a manager’s leadership qualities is the willingness to be creative, intuitive, and confident in se ing a new direction. Responsible managers meet their own goals and know how to guide others to do the same. When you set a goal or a task for a good manager, they will set it into action. Do not allow complacency. You must trust them, but still verify that these goals are being completed. The responsibility goes two ways.

Trust

As you may know, when you put trust in your team, it can improve employee morale and motivation. When you allow your team members and managers to work without micromanaging, make their own decisions and apply their skills and knowledge in the workplace, they may feel more valued for their professional expertise. When they feel that you have that trust in them, they will inherently work harder for you.

When you find a good management candidate, involve them in decision-making processes when possible and empower them to make choices in their roles. If they can make sound decisions and find alternative solutions to difficult problems, then you have the right person.

These are just a few things that I look for in a manager candidate. If you have a good training program, it will make it much easier to identify these people. For you to know what you are looking for, you need to first decide what direction your company is to go. Set your core values that you want for your teams and hire, fire and promote from those. If you have a candidate that fits these roles above, but does not match your core values, then keep looking. The right person is out there that will take you to the next level.

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

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THE MODERN BUILDING BLOCKS OF TOP LUBE SHOPS

Operators of top-level facilities in 2022 are clearly doing certain things exceedingly well. NOLN caught up with several of them to find out what.

By Carol Badaracco Padgett

It’s an understatement to say that a lot has changed in the past decade of quick maintenance. Shops face the challenge of providing the same core service while keeping up with the evolving needs of vehicles and customers.

So how do successful business owners navigate the changes? What lessons have they learned, and how are they steering their businesses into the future?

These three—Justin Strickland, Jason Russ, and Scotti Lee—give us their take.

A Triumvirate of Experience

Justin Strickland doesn’t have a traditional business background. His roots

are in the pits of an oil change facility, and as a college dropout, he is completely self-educated.

But what Strickland, CEO of Strickland Brothers 10 Minute Oil Change based in Winston-Salem, North Carolina, does have is a love of reading and learning, an innate intellect, and a hard-core dose of tenacity.

“When I was a lube tech I’d read a lot in my downtime,” he says. “I started with entry-level books on how to manage money. I’d find books on how to budget, how to save. They were very rudimentary, but I wanted to understand more about finance.”

Once he got through all the financial and accounting material he could get his hands on, Strickland turned to books on real estate.

“Anything that pertained, I’d read over and study, and then move on to the next area,” he says. “And I’ve been doing that for 11 years now.”

His strategy has paid off. Strickland Brothers was founded in 2016 when Strickland and his grandfather started the company with $35,000. To date, there are more than 125 franchised and wholly owned Strickland Brothers locations and a couple hundred more in development.

Another top operation, Virginia-based Jiffy Lube franchise CB Squared Services, is run by general manager Jason Russ who has been in his role for five years. CB Squared currently operates 18 Jiffy Lube service centers throughout Virginia and Maryland.

For Russ and the marketplace that CB Squared serves, expectations are especially high from the largely affluent customer base that calls the territory home.

“There’s definitely zero tolerance for failing to meet any of their expectations,” Russ notes of his customers today. Yet, he knows that his geographic locale and the market conditions that exist there are a blessing in terms of demographics, and he’s used them as a springboard for lock-tight operational improvements and success.

Former NOLN contributor, author, and industry expert Scotti Lee possesses a big-picture view of the industry over time.

Lee also draws from his personal experience as a lube shop owner and operator for 23 years in Delaware. In addition, his perspective is enhanced by the fact that he and two other lube shop founders now own an oil distributing company.

Regardless of where in the country a lube shop or chain rests, Lee understands the universal components that make them fire on all cylinders and serve their communities with success.

One basic tenet he shares: “People won’t come looking for you. You must stand out … location, location, location.”

Commitment to Excellence

No matter what "modern" means to different shop owners, the commitment to customer service underpins success.

Keys to Current-Day Success

For Strickland, top-shop success comes down to the numbers.

As he describes of Strickland Brothers’ operations, “First, we must understand what questions to ask in every department. And then you know what you’re looking for—what KPIs [key performance indicators] you need.”

Strickland says those KPIs need to be close at hand, easy to access and review. That allows operators to focus on the strategy.

“The modern world is a heavy-technology lane,” Strickland believes. “We are data-driven. We innovate. I encourage my staff to measure [our KPIs] and quantify them. As humans, we can’t just make a bunch of emotional decisions. I want my staff to make datadriven decisions.”

Essentially, these data-driven decisions will help ensure that Strickland Brothers doesn’t put all its eggs into one basket. As such, several metrics he and his executive team measure and pay special attention to are new unit growth and same-store sales.

“We need to grow them both in parallel,” Strickland says, “because same store sales growth can only go so far. Ignoring same-store sales while adding new units could be catastrophic, but never focusing on new markets could force you to be late getting into position for further expansion. You need both.”

At CB Squared Services, Russ finds that putting technology in the customers’ hands is having a positive impact on his business and its success.

“Upcoming enhancements with the MyJiffyLube app and better connectivity with customers has allowed them to schedule maintenance, to see their vehicle history, track their vehicle performance, and to keep regular with maintenance,” he says.

On the shop side, Russ says Jiffy Lube’s internal point-of-sale system—which is regularly updated and improved upon—is critically important to keeping his shop on top in

terms of performance in his area of the country.

“I’m on a sub-committee for technology improvements for our POS system moving forward,” he says, “and for helping to keep our employee-facing technology more up to date.”

Tuned-Up Technology

What used to be a printed form on a clipboard, as Lee remembers from his shop owner days, is now incredibly sophisticated technology resting right on the shop floor. The information available in the shop is supercharged.

“Now there are computers out in the bay, and if you’re not there you’ll fall behind,” he says.

The "Wow" Factor

Jason Russ, part of a Jiffy Lube franchise, says that technology gadets can help operations, but they also show customers that you're committed to staying current.

A TOP SHOP'S TAKE

on the Rise of Hybrid and Electric Vehicles on the Roadways

When asked what the next 10 years will look like for his business, General Manager Jason Russ of CB Squared Services, a Jiffy Lube franchise in Fredericksburg, Virginia, says, “The mix of vehicles—internal combustion to totally electric— will continue.”

Already, he notes, “Electric BMW’s and Tesla, too, are commonplace here in the D.C. area.”

But even with hybrid vehicles alone, Russ says, there was almost a stigma and a fear … “what’s the orange cable?” … among technicians in the industry.

“But the stigma is going away,” he finds. “Still, it’s the younger techs who seem more attuned to the new vehicles and more excited about getting into that space at this time.”

While these new vehicles’ needs are obviously worlds apart from the requirements of cars with internal combustion engines, servicing customers’ hybrid and electric vehicles is truly beginning to be a thing.

As Russ acknowledges, “Jiff y Lube is ready to be better prepared to provide electric vehicle services down the road.” One of the ways is with Jiff y Lube University, the corporation’s computer-based training program.

As an example of the company’s preparation, Russ offers up Jiff y Lube University, the corporation’s computer-based training program.

In that program, “There are basic guidelines for handling hybrid and electric vehicles, the safety of it, how to handle different components, including maintenance services offered by Jiffy Lube, such as tire rotations and other maintenance,” Russ notes.

“We’re constantly improving and evolving so we can service these vehicles into the future,” he adds.

Russ notes that a particular fleet of technicians seems more interested in Jiff y Lube U’s materials on electrics and hybrids.

“Gen Z are more in tune to the Tesla vehicles on the road,” he says, as well as other types of hybrid and electric cars.

Yet, he adds, “That’s not to say older generations aren’t able to adapt, and the stigma or fear about touching and servicing hybrid and electric vehicles is beginning to go away.”

Russ finds that helpful tech gadgets aren’t just for smooth operations. They can also be customer service tools. His shops’ modernized bays with stateof-the-art computers and tablets are something that customers take note of.

“We need to make sure people see that we’re a 21st-century business doing 21st-century tasks,” Russ says.

Whereas Jiffy Lube customers used to have interactions with techs in the bay area, where it’s potentially hot, cold, and uncomfortable and their kids are sitting there, the company decided on a full-scale remodel several years ago that would improve the customer flow upon their arrival.

“We want the customer journey to match the internal J Team experience,” Russ says of the experience the company has crafted for both internal operations and customer interactions.

“We developed customer service stations and a secluded area in the waiting room for [various business] interactions,” he says. “We have in-store cell phone charging stations, digital menu boards, single-serve new coffee makers and TVs.”

For Strickland, there’s something that trumps acquiring and utilizing the latest technologies in the lube business, and it’s numbers. Any company, he says, can leverage new technologies. It’s what you do with them that counts.

“If you want to invest in technology you should invest there if it means better service times and a be er customer experience,” he says. “But you must lean into the data, quantify it, and then prioritize for ge ing faster, be er results.”

Drivers of Repeat Business

As with a car’s body style, good old-fashioned looks ma er a great deal if a shop owner expects to draw repeat notice.

“The appearance of the building and your people are right at the top of what makes a lube business successful,” Lee says. “The building should be attractive, and there should be landscaping.”

He also suggests keeping all employees in uniforms, so everyone looks neat

and is easily identifiable as shop staff.

Lee also finds that it’s important to make sure the shop team is diverse and representative of the community.

“A lot of women like to see a woman working on their car. And when they do, they’ll come back,” Lee says.

Fitting right in with shop aesthetics and employee appearance is keeping tabs on how customers feel about their interaction with your business. Just as they’ll remember a clean coffee counter and restroom, for example, they’ll most certainly get a certain vibe from their entire customer experience.

And for Strickland, there’s a performance indicator for that.

“My favorite KPI is the net promoter score,” he says, with net promoter score being a customer’s response to a survey question asking how likely they are to recommend a company, product, or service to a family member, friend, or colleague.

“I place an obsessive emphasis on how the customer feels about their service experience,” Strickland says. “So, while we look at volume and ticket average, for me the focal point— the top leading indicator—is that net promoter score.”

Getting Ahead of the Curve—and Staying There

In his experience, Lee says the top lube shops today have, over time and on an ongoing basis, found other services to expand their offerings. For example, when lube businesses started ge ing cars in and out in 15 minutes, he says he began looking for ways to keep them “in” just a li le longer.

“I started and pushed tire rotation in my shop,” Lee says, looking back. “So we’d look and we’d tell them, ‘Your tires need rotating every 6,000 miles.’ And we’d tell them why their tire pressure is so important—that it will increase your miles per gallon.”

Wiper blades, too, were another product Lee found he had to remind customers about, specifically telling

them that every six months they’d need to be replaced.

For Russ, he sees his D.C.-area shop’s expansion of services happening both organically and intentionally.

“With the mix of internal combustion engine vehicles and totally electric … the average ticket will continue to increase,” he notes. “I also see future growth continuing as we invest in current locations and increase our business through acquisition and new builds.”

The bo om line in 2022: Top lube businesses do not sit idle—they expand.

For Strickland, that business expansion has been into other verticals.

“We recently acquired a car wash business,” he says. Strickland leads both brands as the CEO of a newly formed parent company, Accelerated Brands. “Ten years from now, the car wash business and Strickland [Brothers] should be a sizable auto aftermarket company, and I think we’ll have several more verticals at that time,” he adds.

The Always-Winding Road

No ma er how much the most successful businesses thrive, innovate, and grow, there is an area of operations they have never truly mastered over time: hiring and employment.

“Especially here in the last couple of years, the biggest headwind we face is with employment, recruiting, and retaining the best talent we can find,” Russ admits.

“It’s a never-ending battle. And it’s so important because it all starts with interaction on the front line with the customers,” he adds. “We’re building for the future,” a future that will require excellent and invested employees.

Russ also says CB Squared’s team is doing everything it can to recruit, a ract, and retain talent that will help the company have success on all levels heading into the next 10 years. One of the ways it’s doing this is making use of Jiffy Lube’s extensive training program, Jiffy Lube University, for everything from

onboarding to manager development.

Despite its enviable corporate resources, though, Russ predicts the employment market will become even tougher for his business and other lube shops and related businesses moving into the future.

Building out its talent pool is an area that Strickland Brothers has worked especially hard to improve in 2022. “We have nearly 800 employees, and that has happened in four years,” Strickland emphasizes.

His strategy has shi ed to what he calls a very strategic role in the company.

“There’s human capital in every business and this one is no different,” Strickland notes. “When people say, ‘I’m going to invest,’ they think dollars. But people are a capital and an asset to your business. So we work to invest in technologies, of course, but we also invest heavily into getting the right people in the right places to promote responsible growth.”

Strickland Brothers 10 Minute Oil Change has grown so rapidly, in fact, that the company has added a new job every 2.5 days in the past 18 to 24 months.

“We want the most talented people we can possibly get,” Strickland states. “That how you win, with an all-star team.”

To get hiring down to a science, Strickland went so far as to solicit psychological testing.

“I went through a psychological assessment a year ago so a psychologist could tell me what I suck at,” he states. “It was really about self-awareness and displaying our humility core value. Through this analysis, she was able to point out my blind spots.”

So Strickland began to build out leadership teams based upon those findings, and he did this by giving people the same assessment and then hiring people who are strong in the areas where he is not, as well as in the areas where his team as a whole is lacking.

“I consider them co-workers,” he says of all his employees, “and they complement what I’m not good at.”

Smart Investing

Justin Strickland has led rapid growth at Strickland Brothers 10 Minute Oil Change. He says that key investments in people help build that strong foundation.

Steering a People-Driven Business into the Future

Along with all the technology implementation, real estate leveraging, hiring and training resources, and, of course, scrutinizing data and KPIs, owners of today’s top facilities all agree on the absolute necessity of one simple old-fashioned ingredient that can make or break the success of a lube business. Plainly and simply, it’s friendliness.

Lee says it has been this way since the early days of the lube shop. And he

should know, more than two decades ago when there were no lube shops in Delaware, he opened the first. “You must bring friendship in,” he stresses. “You’ll always go back to that. Of course, you need all the tools and technology, but the friendship the place exudes is very, very important.”

Looking back, Lee remembers going out and buying violets in a little potted plant and giving one to everybody who came into his shop. Word of the customer appreciation gesture spread

across his local community and his business reaped the benefit.

For Russ, courtesy and efficiency have no price tag—especially in today’s world, where they can be in such short supply.

“It’s not about the money for our customers,” he stresses. “It’s about speed, quality, and friendliness. They’re willing to pay for the value we deliver.”

So Russ works hard to make sure that his team is constantly attuned and ready with strong people skills. As he puts it, “Once you get idle and complacent, problems start.”

For Strickland, the friendliness factor starts right in his own business and is then carried out into interactions with the public.

About Strickland Brothers’ culture, he says, “I know it starts with me. I must show and live this. We all have personal lives … and that can spew over into work life. I’m here when my employees get into a pinch. I think they all feel that.”

For Strickland personally, it’s important to him that he loves his job, as well. As he puts it, “My motivation for coming to work is not money. I’d show up tomorrow if the board took away my salary. I love watching other people’s successes and creating opportunities for them to be successful. They deserve 100 percent of the credit. I realize that Strickland Brothers is not necessarily an easy job.”

And Strickland closes, “Proper communication is important, so we do quarterly reviews and that forces open dialogue. I structure it so we’re transparent and you say if you’re not happy. My goal is that nobody is sitting at home on Sunday night saying, ‘Oh, I gotta go to work tomorrow.’ I try to have an intentional mindset on driving a healthy culture.”

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

2022 GUIDE TO

ADDITIVES & CLEANERS

In the fast lube game, the skillful presentation and marketing of chemical additives and cleaners can be one steadfast stream of unexpected revenue. With myriad products on the market from fuel injector cleaning systems to modifying automotive transmission fluid, chemical additives and cleaners can be a valuable source of extra revenue to savvy lube operators.

This is why NOLN presents this guide to additives and cleaners. Use this guide as a resource to identify sales opportunities or to shore up unsold revenue sitting on your shop shelves in bottle after bottle. NOLN hopes this resource will lead to more sales (and a more robust bottom line) for operators everywhere.

For a more complete list of this year’s additives guide, visit noln.net.

In the charts that follow, A = Additive, C = Cleaner.

Chevron

Chevron Techron High Mileage Fuel System Cleaner

Chevron

Chevron

formulated to clean and protect from corrosion, restore power and performance, and maximize fuel economy in classic cars and vehicles with over 75,000 miles. Use every 1,000 miles for continued clean-up and protection.

PRODUCT NAME

TYPE PURPOSE/DESCRIPTION OF CAPABILITIES

OEM’s now recommend that a 2-Step Fuel System Cleaning Service be performed twice a year or every 15,000 miles. Full Throttle™ GDI+ and Complete Fuel System Cleaner is one kit designed to clean all gasoline fuel delivery systems and intake valves. This specially formulated 2-part kit effectively cleans critical fuel system components, including fuel injectors, combustion chambers, intake valves, and ports.

Full Throttle™ GDI+

Complete Fuel System Kit

Part # FTPK21

C

The newly reformulated Complete Fuel System Cleaner increases air flow, restores compression, loss of power, and fuel economy, and contains Polyetheramine (PEA) for deep cleaning. The professional blend of detergents is designed to provide the most effective cleaning possible for PFI and GDI engines. GDI+ Intake & Induction Cleaner is formulated with an exceptional chemistry that is ideal for cleaning of GDI engines. This professional product improves stalling and hesitation and reduces emissions. This kit is used with our new Full Throttle™ Deposit Eliminator Tool, part # FT77025. The Deposit Eliminator Tool eliminates the need to access vacuum lines and instead accesses the air intake for an easier, faster and safer way to clean the fuel system on every car, the same way, every time.

Full Throttle™

Complete Fuel System Cleaner

Part # FT2001A C

OEM’s now recommend the use of a highly concentrated Polyetheramine (PEA) fuel system cleaner at every oil change or every 7,500 miles. Our Full Throttle™ Complete Fuel System Cleaner is the solution to remove carbon buildup and improve drivability. Unlike lesser fuel system cleaners in the market, FT2001A is a premium fuel system cleaner that is designed to withstand thermal breakdown in GDI engines where the operating temperature in the combustion chamber where the fuel injector resides is 2700 degrees. Full Throttle™ Complete Fuel System Cleaner provides clean-up to restore performance and fuel economy in one-tank. This professional blend of detergents significantly removes deposits, even in the toughest areas to clean, such as the combustion chamber. This advanced formula is designed to prevent the formation and accumulation of deposits and provide the most effective cleaning possible for PFI and GDI engines. Not all fuel system cleaners are created equal! Full Throttle Complete Fuel System Cleaner is the strongest, most effective fuel system cleaner available today!

Full Throttle™ 2-Step Fuel Kit

Part # FTPKS2 C

Full Throttle™ Internal Engine Cleaner

Part # FT40203 C

Full Throttle™ Oil System Cleaner

Part # FTPO40 C

Full Throttle™ Engine Treatment & High Mileage Enhancer Part # FT40206 A

OEM’s now recommend that a 2-Step Fuel System Cleaning Service be performed twice a year or every 15,000 miles. Full Throttle™ 2-Step Fuel Kit is a 2-step process that provides effective cleaning in older port injection engines to improve engine performance, increase fuel economy and reduce vehicle emissions. This product eliminates rough idling, misfiring, and power loss. This professional PIBA formula removes deposits on fuel injectors and PFI Intake Valves where the ambient temperature is 300 degrees fahrenheit. The pour in the tank fuel system cleaner in this kit will not clean GDI engine fuel injectors.

Full Throttle™ Internal Engine Cleaner is essential to providing a complete oil change. This exceptional product removes harmful wear metal contaminants in the oil that are not captured by the oil filter. This product ensures a complete drainage of used oil, extending your engine life and performance. Full Throttle™ Internal Engine Clean protects, lubricates and gives your new oil a Fresh start!

Full Throttle™ Oil System Cleaner effectively breaks down and dissolves engine oil deposits and contaminants. This professional formula prevents cross-contamination with new oil and protects internal engine components.

Full Throttle™ Engine Treatment & High Mileage Enhancer improves lubrication and cleaning properties of engine oil. This premium oil additive combats engine wear, reduces friction, and inhibits rust and corrosion. This exceptional formula dissolves varnish and and extends engine life and performance.

DuraMAX

DuraMAX

DuraMAX

DuraMAX

DuraMAX

DuraMAX

DuraMAX

DuraMAX

DuraMAX

DuraMAX

Mighty Auto Parts

800.829.3900 mightyautoparts.com

PRODUCT NAME

A/C Refresher Kit CL120

TYPE PURPOSE/DESCRIPTION OF CAPABILITIES

C Mighty VS7 A/C Refresher Kit cleans mold, mildew and bacteria from the evaporator, then cleans and eliminates odors from the interior of a vehicle.

Battery Cleaner/Acid Detector MN112 C Mighty VS7 Battery Cleaner and Acid Detector is designed to help protect battery terminals, clamps and connectors. It removes corrosion from these areas and can also locate acid leaks.

Battery Protector/Corrosion Inhibitor MN113

C

Complete Engine Clean OL106 C

Coolant & Conditioner Kit CL108 A/C

Engine Shield OL150 A

Foaming Throttle Plate Cleaner FL110 C

Fusion 2-Step Ultimate Fuel System Cleaning Service SB500 A/C

GDI Solution Kit SB600 A/C

Mighty VS7 Battery Terminal Protector is designed to protect vital battery components and also inhibit corrosion on battery terminals. This soft pliable formula flows into cracks and crevices for the ultimate protection.

Mighty VS7 Engine Clean removes virtually all old oil and sludge deposits from the engine and promotes smoother performance and extended engine life. It is safe for all oil changes, including synthetics and semi-synthetics.

Mighty VS7 Coolant two-step treatment is designed to clean and condition all cooling systems. The formulas are compatible with all coolants including regular and extended-life antifreeze. Step one thoroughly cleans the cooling system and step two lubricates the water pump and conditions the system by providing additional corrosion inhibitors, which help minimize rust and scale.

Mighty VS7 Engine Shield with advanced Fluoro-Ceramic Technology is specially formulated to provide unsurpassed extreme protection of vital engine parts and components above and beyond Synthetic, SYN-Blend and Conventional engine oils. Cermilon is a FluoroCeramic Polymer that treats porous areas in metal surfaces creating a Fluoro-Ceramic Shield providing for extreme friction reduction.

Mighty VS7 Foaming Throttle Plate Cleaner is a special blend of solvents that quickly remove gums, resins and varnish from both sides of the throttle plate to help correct rough idle and stalling problems. Unique foaming action penetrates hard-to-reach areas without scrubbing.

Mighty VS7 Complete Intake System Cleaning; removes carbon build-up and cleans the upper engine and intake systems. Dual Tech Tank Additive removes fuel-related deposits. Ideal for GDI engines.

Mighty VS7 GDI Solution Kit is designed to safely and effectively clean carbon and build-up in GDI fuel systems using cutting edge enhanced technology. Targets the intake, valves, pistons, fuel injectors and oil system. Addresses inherent problems and restores loss of power and drivability issues throughout the entire fuel system.

High Mileage Oil Treatment OL107 A Mighty VS7 High Mileage Treatment helps restore performance in older cars. Reduces oil consumption and exhaust smoking. Helps quiet noisy engines. Restores compression, helping to seal worn rings. Reduces oil fouling of spark plugs.

Hood and Door Latch Lubricant MN111 C Mighty VS7 Hood and Door Latch Lubricant penetrates deep into the tightest areas. As this product dries, it turns into a gel that keeps hood and door latches lubricated to ease opening and closing.

Power 2D 2-Step Engine Revitalizer SB400 A/C Mighty VS7 Power 2D cleans the total fuel system, including intake valve seats, compression chambers, fuel injectors and fuel lines in two easy steps. Power 2D helps return compression to factory levels, increasing power and performance while reducing emissions and protecting against carbon build-up.

Professional Fuel Injector Cleaner FL135 C

Mighty VS7 Professional Fuel Injecton Cleaner cleans fuel injectors, combustion chambers, intake valve seats and spark plugs; restores power and performance; reduces harmful emissions; oxygen sensor safe.

Supreme Fuel System Cleaner FL108 C Mighty VS7 Supreme Fuel Additive reduces pings and knocks. Cleans fuel and valve intake deposits. Helps to reduce emissions.

Synthetic 2-Step Power Steering Clean & Protect System Kit SB105 A/C Mighty VS7 Power Steering Clean & Protect System Kit is a two-step process to clean and protect the power steering system. Step one safely cleans the system and removes harmful deposits. This process can be done with or without a flushing machine. Step two protects and prolongs fluid life.

Synthetic 2-Step Synthetic Transmission Clean and Fluid Protectant Kit SB100 A/C

Mighty VS7 Synthetic Transmission Clean and Fluid Protectant Kit is a 2-Step process to clean and protect the transmission system. This unique synthetic technology is safe for internal clutch and seal surfaces. Step one cleans the system and can be used with or without exchange equipment and step two protects internal transmission parts, reduces heat and extends fluid life.

Synthetic Limited Slip Differential Supplement SB106 A Mighty VS7 Limited Slip provides superior protection against metal-to-metal wear and resists thermal breakdown. It will extend the life of the gear oil and help eliminate rear end chatter.

Synthetic Power Steering Fluid PS111 C

Syntramax Dual Tech Fuel System Cleaner SB304 C

Mighty VS7 Synthetic Universal Power Steering Fluid is truly universal. It is designed for use in ALL power steering services/ exchanges requiring regular power steering fluid or specialty high-performance lubricating fluids, such as CHF+ applications.

Mighty VS7 Syntramax Advanced Dual Tech features PEA and PIBA microencapsulation cleaning soft and hard carbon deposit improving performance in one application. Removes performance robbing deposits from fuel systems and combustion chambers. Reducing the Octane Requirement Increase (ORI) helps reduce the need for high-octane fuel. Helps return fuel system performance to factory levels while reducing emissions and increasing performance.

Total Intake System Cleaner SB300 C

Mighty VS7 Total Intake Cleaners advanced GDI technology provides complete intake system cleaning by safely and effectively removing carbon build-up, cleaning a vehicle’s upper engine and intake systems from the plenum to the catalytic converter. Application is quick and safe for all levels of technician.

PRODUCT NAME TYPE PURPOSE/DESCRIPTION OF CAPABILITIES

Heavy Duty Oil Stabilizer

A Lucas Oil Stabilizer is a 100 percent petroleum product formulated to eliminate dry starts and reduce friction, heat and wear in any type of engine.

Transmission Fix A Lucas Transmission Fix is a non-solvent formula that stops slip, hesitation and rough shifting in worn transmissions and completely eliminates most seal leaks.

Low Viscosity Stabilizer

Power Steering Stop Leak

Slick Mist Speed Wax

Complete Engine Treatment

Engine Oil Stop Leak

Fuel Stabilizer

Slick Mist Tire and Trim Shine

Upper Cylinder Lubricant

A A low viscosity, synthetic formulation designed to amplify both the life and performance of your vehicle!

A It is 100 percent GUARANTEED to stop seal leaks in power steering units or your money back. Totally corrects rack and pinion problems.

C Lucas Oil Slick Mist is a polymer paint gloss intensifier, which can be used on other surfaces such as glass, chrome and vinyl decals. Use Slick Mist as a traditional wax.

A Lucas Complete Engine Treatment is a unique formulation that cleans and lubricates multiple systems in your vehicle. When added to fuel, it cleans and lubricates all components from the fuel tank to the cylinders.

A Lucas Engine Oil Stop Leak is an all new formulation of Lucas additives and very specific base stocks designed to stop seal leaks in engines!

A Lucas Fuel Stabilizer prevents fuel degradation during storage that causes gum and varnish deposits. It cleans, lubricates and maintains fuel pumps, carburetors, fuel injectors and compression rings.

C Lucas Slick Mist Tire and Trim Shine is a treatment spray exclusively formulated by Lucas Oil Products designed to give Tires and Trim a long lasting “like-new” shine.

A Lucas Upper Cylinder Lubricant is the world's No. 1 fuel additive for both gasoline and diesel engines. It cleans and lubricates the entire fuel system while increasing the life of pumps, valves, rings and injectors.

Ceramic Speed Wax C Lucas Ceramic Speed Wax is a professional ceramic paint protectant and sealant. It is a long lasting, durable protectant which is easy to use and leaves a super glossy appearance.

Tire Inflator

Sure Start

Lucas ADDITIVES & CLEANERS

Oil 800.343.2512 lucasoil.com 2022 GUIDE TO

A Lucas Tire Inflator and sealer quickly seals punctures and re-inflates damagaed tires. It can be used in all passenger vehicles and is safe for temporary emergency tire repair to get you back on the road, no tools required.

A/C Lucas Sure Start premium starting fluid is a 50 percent ether blend, more than the leading national brand. Helps start stubborn engines in cold weather, saves batteries and contains upper cylinder lubricant.

service pro

800.313.2463 service-pro.com

PRODUCT NAME TYPE PURPOSE/DESCRIPTION OF CAPABILITIES

2-Step Cooling System Re-Charge Kit A/C Cleans entire engine cooling system, water pump and radiator, protect against rust and scale; eliminates overheating and can be used with all antifreeze/coolants including long-life products.

2-Step Fuel Injection and Induction Tune-Up Kit A/C Formulated with powerful detergents for a total fuel system cleanup, including fuel injectors and intake runners, ports and valves.

2-Step Synthetic Power Steering Fluid Tune-Up Kit A/C Removed old and contaminated fluid and conditions power steering system parts; reduces pump noise.

2-Step Transmission Tune-Up Kit A/C Removes dirt and contaminants from internal automatic transmission parts; conditions seals, valves and rings; restores smooth shifting and helps reduce wear.

3-Step Fuel Injection and Air Intake Cleaner Kit A/C Cleans harmful deposits and carbon from fuel system for increased power and acceleration; will improve idle and air flow to reduce emissions.

Detailing Products C Professional fabric cleaner, instant shine and organic all purpose cleaner.

Engine and Oil System Cleaners A/C Professional use petroleum-based formula to safely remove used oil deposits; safe for engine seals and bearings.

Engine Cleaner and Degreaser C Removes tough grease, oil and grime for car, truck and marine engines; spray on and rinse off with water.

Fuel Injector Cleaners A/C Thoroughly removes and cleans gum, carbon, dirt and resin deposits; improves power, acceleration, idling, quicker starting and reduces emissions.

Mass Air Flow Sensor Cleaner C Reduces rough idle and hesitation and safe for plastic and delicate equipment.

Non-Chlorinated Brake Cleaners C Professional grade brake cleaners that clean without disassembly; also available in ultra quick dry, non-flammable and California VOC formulas.

Premium Glass Cleaner C Heavy duty foaming glass cleaner that clings to surfaces and is ammonia free; safe on tinted windows.

Professional Carburetor Cleaner C Professional strength formula that removes gum, varnish, carbon, dirt build-up and much more.

Synthetic High Mileage Treatment & Oil Booster A Helps revitalize seals and gaskets, GF-6 compliant and safe for GFI, PFI, Hybrid and diesel engines.

PRODUCT NAME TYPE PURPOSE/DESCRIPTION OF CAPABILITIES

FUEL JUELS C/A The ONLY time-released fuel treatment in the world! Restores fuel mileage up to 7%, increases compression, fights ethanol problems, safely removes water, lubricates & cleans, boosts octane, and saves you money for up to 12 tankfuls of fuel!

FUEL SYSTEM CLEANER C/A Cleans the entire fuel system using detergents combined with surfactants, while improving combustion, increasing fuel mileage, reducing exhaust emissions, and safely removing water through the combustion process.

ADVANCED INTAKE CLEANER 2-PART KIT C

Surface Science Technology combines two of our hottest, most aggressive formulas to clean and attack tenacious hard carbon deposits that build up and choke performance. Can be used via S-Hook or Vacuum Source service. Ideal for today’s direct injection (GDI) engines. (Also sold separately.)

GDI FUEL SYSTEM CLEANER C/A Provides aggressive 2-stage cleaning for GDI engines from the gas tank to the exhaust; dissolves gums, varnish, and carbon deposits.

GDI EMISSIONS CONTROL CLEANER C

GDI COMPLETE CLEAN 2-STEP KIT C/A

Cleans oily deposits and debris from the PCV emissions system and safely address issues associated with modern, deposit-sensitive engines; dissolves crankcase varnish, sludge and carbon deposits and improves oil drain.

Formulated for GDI and PFI fuel systems; protects against deposits, removes water and fights ethanol, cleans emissions control systems, and removes harmful deposits from induction systems, intake valves, injector tips, and combustion chambers. Requires NO ENGINE TEARDOWN. (Also sold separately.)

GDI COMPLETE CLEAN 3-STEP KIT C/A Our GDI COMPLETE CLEAN 2-STEP KIT with the added power of True Brand GDI Emissions Control System Cleaner to also clean the PCV emissions system and intake valve deposits, dissolve crankcase varnish & sludge, and improve oil drain. Requires NO ENGINE TEARDOWN. (Also sold separately.)

THROTTLE BODY & AIR INTAKE CLEANER C Cleans the throttle valve, throttle body, idle air control valves, PCV valves, and other parts of the air induction system that have deposit accumulation.

DIESEL RESTORE 2-PART KIT C/A

Cleans diesel-fuel system by removing deposits from fuel injectors and combustion chambers. Helps improve fuel flow and spray patterns. Helps reduce emissions, diesel knock, and exhaust smoke. Increases horsepower and torque through improved diesel fuel combustion, and fights moisture damage.

TRUE DIESEL MAX C/A Increases horsepower and torque through improved diesel fuel combustion; also cleans the fuel system, and fights moisture damage.

ENGINE MAX A GF-6 compliant, patent-pending formula with friction-reducing technology bonds to the engine’s metal friction surfaces to help reduce maintenance, improve performance, and extend engine life. Also helps prevent oil breakdown. and reduces friction wear by 50% - 90% as shown by oil analysis.

ENGINE CLEAN PLUS+ C

As effective as a ONE Gallon Engine Clean Service - save money, save service bay time, and space! Deep cleans and removes harmful deposits, gums, varnish, abrasive wear metals and dirt particles from your engine’s oil system. Removes carbon deposits that clog piston rings and reduce compression.

OIL SYSTEM CLEANER C Helps improve oil circulation and extend engine life by removing oils system deposits, gums, varnish, abrasive wear metal and dirt particles.

HIGH MILEAGE TREATMENT A GF-6 compliant formula fortifies all grades of engine oil with a concentrated blend of antioxidants, detergents, dispersants, and lubricants.

POWER STEERING FLUID 2-PART KIT A

PREMIUM SYNTHETIC POWER STEERING FLUID 2-PART KIT

Multi-Vehicle Power Steering Fluid (meets OEM performance requirements for General Motors, Ford, Chrysler, Honda, Acura, and most automobiles) and leave-in power steering treatment designed to reduce wear, foaming & squeal, and extend power steering system life. (Also sold separately.)

A Premium Synthetic Power Steering Fluid suitable for use in ALL power steering fluids and leave-in power steering treatment designed to reduce wear, foaming & squeal, and extend power steering system life. (Also sold separately.)

COOLANT CLEAN & PROTECT 2-STEP KIT C/A Formulated to break down and suspend rust, scale and sediment without needing a neutralizer and is safe for plastic and aluminum. Unique corrosion and rust inhibitor technology enhances protection of cooling system metals such as iron, aluminum, copper and solder. Safe for ALL types of coolant. (Also sold separately.)

TRUE BLUE WASHER FLUID SUPER CONCENTRATE C Makes up to 550 gallons of washer fluid! Engineered with Advanced Hydrophobic Technology to repel water and powerfully clean dust, dirt, road grime, and bugs from the windshield under the most demanding conditions for streak-free driving visibility.

TRUECOLD A/C PERFORMANCE BOOSTER

TRUE BRAND HEADLIGHT RESTORATION KIT

The ONLY product of its kind. Boosts A/C performance - A/C gets colder faster. Cleans and protects the A/C system to extend compressor life and reduce fuel usage, while also helping diagnose A/C system leaks.

Patent-pending formula renews aged, hazy headlights to like-new clarity and increases visibility by up to 50%! Advanced ultraviolet drying agents to leave the clearest, hardest lens coating available for superior chemical, water, heat, and abrasion resistance.

PERFECTING YOUR INTERVIEW PROCESS

BY NOLAN O’HARA

BILL SNOW STARTED

EXPERIENCE HAS COME in handy as a business owner.

Snow, the vice president of development and operations at Rad Air Com plete Car Care and the owner and operator of its Wickliffe, Ohio, location, has no shortage of experience interviewing job candidates thanks to his past experience as a recruiter.

Snow has only gotten more opportunities to interview as a shop owner, as he’s screened candidates on the phone, set up formal interviews, and arranged working interviews at Rad Air Complete Car Care.

Working interviews are a key tool at Snow’s shop. They help candidates get a feel for the job, staff, and culture; they provide insight into candidates, and they can help determine if the situation is the right fit for the candidate and if the candidate is the right fit for the shop’s culture.

As a shop owner, Snow is always looking for candidates that fit into his company’s culture, but it’s not always easy to determine exactly who might be the right fit. Snow detailed Rad Air Complete Car Care’s interview pro cess and how the perfect working interview can provide the insight you’re looking for into potential hires.

The Process

Snow says the interview process can be three to four interviews long, typi cally beginning with a phone screen.

If the phone screen goes well, Snow will bring the candidate in for a more formal interview, where either Snow or the manager of the shop will meet with said candi date. And if that goes well, they’ll ask the candidate to come in for a working interview.

Snow says that they do this for a few reasons.

“As you can imagine, the way we as owners and managers see our cul ture is one way, the way it gets lived out may be slightly different in the back,” Snow says, “and the last thing I want to have happen is I portray our culture, and it’s observed differ ently by a new hire.”

It also gives the shop’s staff a

chance to give their input.

“It’s really a great way for us to make sure that both parties want to take it to the next step and hire them on and have them as one of our team members,” Snow says.

The candidate gets a chance to work with other technicians, and they can talk about life, and family and get a feel for what it would be like to work together. Additionally, they may have a team lunch that day—something Snow says is a part of their shop’s culture—to further build those connections.

If the working interview goes well, Snow says that typically results in an offer.

Fitting the Culture

Well, that might all sound great, but how does one truly tell whether a candidate fits into your company’s

culture? What are you looking for from a candidate in that working interview?

For Snow, it starts with commu nication. At Rad Air Complete Car Care, their culture is centered on camaraderie and a team approach. If a candidate demonstrates good commu nication skills and shows the ability to build connections with the team, they’re off to a pretty good start.

“I know it could be nervous for a candidate doing this working interview,” Snow says, “but if they’re able to come out of their shell pretty early in the day and be able to interact—and we’ve seen it actually where there’s some banter, some fun banter going back and forth already—you know, and we’re like, ‘Listen, that’s a perfect fit for what we do.’”

In terms of what might dissuade Snow from a candidate, he says some conflicting information may come out in working interviews. A candi date might exaggerate their skills in the interview, and then present a little more honest picture of their skillset once they get under a car with fellow technicians.

“It’s kind of a technician code or that comfort level that can come out, and we’ve had that happen at some working interviews,” Snow says.

Additionally, Snow says egos tend to come out during working interviews.

“(If) someone becomes standoff ish, are very opinionated on a way to approach a job we might have in the shop, or ‘Hey, you’re doing it wrong. This is how we do it at my place.’ That approach,” Snow says, “if it comes out, could be a red flag for someone hiring a technician as well.”

HIS CAREER AS A RECRUITER, AND THAT

How a well-executed working interview will help your shop find the right person for the job.

TRAINING AT THE TOP

Top-level leaders need training, too

BY PETER SUCIU

NO SHOP OWNER WOULD IMMEDIATELY send a brand new hire with no experience out on the shop floor. It could result in damage to a car, and it would be dangerous for the new employee. Likewise, employees who rise through the ranks usually are taught how to take on their new responsibilities.

In other words, employees need to be trained to do the job properly. Fortunately, most business owners understand the importance of training their employees. Yet, what is often miss ing is the training that they as business owners should also receive.

Far too often, these business leaders don’t do enough to get trained for their job—and though that may not be as physically dangerous, it can often be a detriment to their potential success, and

even threaten opportunities for future growth. Many owners simply overlook the opportunities that are out there.

“Everyone should have training,” explains Cecil Bullard, president of the Institute for Automotive Business Success. “Even I work with a group, and I regularly add to my library of materials. Training is investing in yourself.”

Bullard, who has been coaching for 20 years and who has been in the industry for 41 years, further suggests that he’s found that the average shop could risk losing $140,000 to $180,000 a year in profits by simply not being efficient. The blame isn’t on the technicians on the floor, but rather the buck stops at the top.

“Shop owners need to understand their margins, how to sell value to cli ents, how to manage staff, and how to

improve efficiency,” he tells NOLN.

It may sound simple, but it isn’t a matter of saying, “do this, and good things will happen.” You can’t take the sage advice, “if you build it, they will come” these days. Instead, Bullard sug gests that shops need a comprehensive business plan that sets goals, which can then guide the owners step-by-step.

This can be overwhelming at first for many business owners, but a bigger issue is that some don’t know there is a problem because they never engage in training.

“Training of the leadership, includ ing owners, is definitely overlooked too much in the industry,” says Dwayne Myers, owner of Dynamic Automotive in Frederick, Maryland. With five shops and 48 employees, Myers is now on track to open another shop by the end of the year. He tells NOLN that the time com mitment is often what stands in the way for many shops.

“Owners and executives are so busy, and they feel they don’t have the time for training, but I have come to see that it is simply like sharpening an axe before you start to cut down the tree,” Myers adds. “But I get it, and it took me a while to understand. I started on the floor, and I was more introverted and wasn’t outgoing—which isn’t good in a business owner. I knew I needed a change.”

Myers took a number of Dale Carne gie training classes on leadership, and it helped put his business on track. He has since started teaching the classes, and sends his leadership to take the training.

“Everyone who is in a leadership role with our company undergoes Master mind peer-level training, and talks to these coaches,” says Myers. “It has really helped us expand the business.”

Training Addresses What is Missing

In many cases, business owners might not know what they’re doing wrong, so they have little chance to actually improve. Operations could be moving along adequately. That may be fine for the shop’s power washer or overhead

doors, but it certainly may not be true for the shop.

“Training can help a shop see why it isn’t hitting part margins,” says Bullard. “We train owners and service advisors to see what they’re missing. We also teach business owners the importance of hir ing and interviewing, and how to explain to employees how to do their job.”

Bullard also says that much of his work is with independent shops rather than large chains, which often have their own marketing and business models in place. However, he does run groups for owners of multiple shops, where he shares the importance of understanding private equity and how it can help with expansion goals.

“There are already a lot of challenges in the industry,” Bullards adds. “One thing training can do is to help a shop owner looking to reach the point to get out find the way to do so. It is an inter esting time in the industry, as there are now many older guys who may be look ing to sell and retire, but they haven’t reached that point because they aren’t maximizing their company.”

Those owners, in particular, may think they’re the old dogs, who can’t learn new tricks, but Bullard says that the right training could still help make the business attractive to potential buyers. “I see a lot of businesses where productivity is running about 72 per cent, but my clients run over 90 and close to 100 percent.”

This can be due to the fact that a lot of time is wasted because techs aren’t given the right information. Streamlining the estimating process, so supervisors don’t have to waste time in discussions can be just one way to improve the work flow. The result is what Bullard says it is “quicker, better, faster.”

Setting Goals

Another key component of training may be to use it also set goals, not only just for the technicians but for those who wish to move up to manager, and higher levels at the company.

“We have one, three and five-year career goals,” says Myers. “Anyone who says that they want to be in a leadership role will then get the coaching, even if it those goals are years away. We had one employee who wanted to be on a 10-year plan, where he wants to be managing a shop. In addition to his technical classes, he’s starting with the leader ship coaching.”

Myers adds that this is a drip of knowledge approach, which can work better for many employees so that they’re not overwhelmed. “We’ve done it the wrong way, where we’ve promoted someone without the training or prepa ration and it was a trial by fire, and the information is provided by a fire hose.”

The Age of Online Consulting Training in 2022 is vastly different than it was before the pandemic, with far more interactions occurring virtually. However, even before COVID-19, the experience had already been changing. Coaches and trainers are now spending less time in the shop, but the pandemic simply expedited the transition.

“I don’t know any coaches that go into a shop for more than a day,” says Bullard. Social distancing is just a part of it, another factor is that training is meant to improve a shop’s workflow in the future, but can still impact day-today operations.

Now more consulting is done over Zoom and via other virtual channels.

“It was going to move online no matter what,” adds Bullard. “COVID just made it happen a lot faster. It has also made clear some of the inefficiencies that come with online training. In-per son is still very important, and our clients generally want to meet in person, as they get a lot more out of it.

This often includes meeting in a hotel conference room, or another profes sional setting, to discuss the issues the shop might have, followed by a day at the shop, which allows the trainers to understand the operations. This is followed by dinners and lunches with

clients, and it is there that often yields some good results.

“Now we see a hybrid approach that includes virtual and in person,” Bullard continues. “Online training can only take you so far.”

A Group Effort

Beyond the training from specialized coaches, there are opportunities with local schools. Myers says that he now works with a local community college leadership program. “It is really good for team members of all levels, but espe cially management level as it teaches HR stuff, how to use Excel, and all the things a new leader would need to learn.”

In addition to sending his employees to the classes, Myers and his managers now run the class once a year. It helps the team truly work as a team. “Our intent is that the class will help those moving up to leadership roles will be better prepared.”

Business leaders can also enhance their skills via various groups, where information is shared by colleagues with similar experiences.

“We run 20 Groups, and these are some of the biggest bang you can get for the buck,” says Bullard. “You are in a group with other owners. That can include someone who has a large number of locations and has gone through the various phases of a busi ness. That person can explain what worked and what didn’t work, and help you get there.”

Moreover, not all of the groups that business owners may join will be entirely automotive-focused. There are plenty of options where one can join as a CEO to learn what a CEO does or should do via other groups.

“A lot of guys who are owners are simply spending so much time putting out fires, instead of running the busi ness and that is holding the company back,” Bullard notes. “There are so many opportunities for training. Any one who says that training is available just isn’t looking.”

CAR COUNT BOOSTERS

BY ENID BURNS

THE GOAL OF ANY BUSINESS IS TO turn a profit. Though that may seem obvious, actually ensuring that the business makes money isn’t always as easy as it seems, especially with rising inflation, and consumers adapting to a new “post-pandemic” normal. This means the volume and amount of sales, and in the case of quick lube operators, it simply comes down to increasing car counts, as well as offering additional services beyond a standard oil change.

Some shops have success bringing in passing drivers with simple and oldschool marketing tactics that can include an inflatable or someone in a costume holding a sign, however, a long-term strategy should include other contact points, and more importantly, developing a relationship with customers to keep them coming to the shop for regular

oil changes and additional services. A gimmick might mean an extra customer or two, but a solid plan will create repeat visitors that become regular clients.

The Backstory

With locations in Payson and Spanish Fork, Utah, owner Ryan Frisby is very conscious of the car count. He operates his two locations, Spanish Fork Oil-N-Go and Payson’s Oil-N-Go, under a Valvo line franchise. However, the locations each offer different opportunities and challenges when it comes to increasing the business.

The Payson location is what Frisby describes as a “mature location” that is well-established in the community. That means regular and often steady business, but such a deep-rooted shop can have a difficult time increasing its car count.

Meanwhile, he opened a second location in Spanish Fork in 2011 with expec tations and strategies to expand the monthly car counts.

To address customer demand, both shops have a 12-person staff while the Payson franchise has two bays, whereas the Spanish Fork offers service with three bays.

“I’m committing to having the extra staff number, running a four-to-fiveman crew to offer consistent business,” says Frisby.

At times, he admits, that the numbers don’t always add up in a way that makes immediate financial sense, but his strat egy pays off with happy customers who receive quick and friendly service.

“When a customer comes in the door they are getting a good experience,” Frisby tells NOLN.

The Challenge

His car count was never so low that Frisby needed to be concerned; how ever, he was operating an established location in Payson and a new location in Spanish Fork. The Payson location, a well-established shop, offers less opportunity to attract new business, and as result it saw monthly num bers leveling off some. Meanwhile, the newly-opened Spanish Fork location needed a strategy in order to grow.

Another issue to address was the seasonal fluctuation of business. Monthly car counts tend to slow in the winter in Utah, only for business to pick up in warmer months. Gas prices also affect the influx of business as drivers put in fewer miles when prices at the pump climb. That was certainly the case during the recent spike in gasoline prices this past spring and early summer.

Yet, it behooves drivers to stay up-todate on oil changes and maintenance to get better mileage when prices are especially high.

Sometimes messaging is the key to educating customers.

The Solution

Shop owners can handle messaging cus tomers in-house, but a marketing firm is often able to streamline actions such as compiling a customer database and knowing when and how to reach out to those customers. The firm can also run outreach programs to bring new custom ers to the bays with coupons and special incentives.

“A lot of our strategy is long-term stuff we are doing with our marketing company for retention,” explains Frisby. “What we are doing in the long-term to increase car count for the future.”

Coming up with a long-term strategy was paramount. Frisby started in-house by using customer retention strategies. This included sending reminders and other

cyclical communications. But it soon became apparent that some outside input was required. Frisby turned to a marketing firm that works with the quick service industry, as well as other sectors in and outside of the automotive industry.

Sometimes shop owners need to understand that they need to focus on what they do best, and call in an outside firm for such services.

“The company works on marketing to customers when they need it. They have an algorithm that does a really good job,” Frisby says.

Customers get reminders every 90 days to alert them it’s time to come in for an oil change. Communications are sent via text, email and sometimes postcards. The old methods often remain the best ways to reach the clientele.

While customer communications is the focus of the marketing for Fris by’s two Utah-based shops, staying on top of trends, technology and ser vices go hand-in-hand with keeping customers returning.

“We try to stay on top of the newer vehicles,” explains Frisby, who adds that his Spanish-Fork shop has developed a reputation for servicing high-end cars. “We try to be able to service the vehicles that come in the door.”

Customer-focused services are a strong point for both Valvoline fran chise locations.

“A big thing for us is how to add in ancillary services,” Frisby says, using the example of resetting the oil-change notifications, which has often required a dealership service center in the past.

“I don’t know that we’ve done it with the intent of increasing car count,” details Frisby. “We do it for the customers.”

The Aftermath

Ryan Frisby now has two shops operating in two different stages of business. The Payson location is well established with

the local clientele, having been estab lished in the community. The Spanish Fork shop was still somewhat new when Frisby enlisted the help of a marketing agency. Yet, both shops benefitted from the regular outreach to customers and other marketing efforts.

We’ve been seeing an increase in car counts,” says Frisby. “With the Payson location, we thought we’d plateaued and then dropped due to competition.”

The numbers started to rise with each campaign.

“We have seen the car counts start to grow over the last two or three years. I wasn’t sure with the mature location if we would see that kind of growth” he says.

After Frisby had success with the marketing company, Valvoline con tracted with the same firm to handle marketing across its business. “Valvoline has brought them on as well,” says Frisby.

The Takeaway Marketing is one part of a long-term strategy to increase car counts. Though marketing to customers is a crucial part of the package. Frisby was able to handle customer communications, but has experienced increased success since bringing in an outside marketing firm.

“Just finding the right partnership is going to help,” states Frisby.

Whether working on customer reten tion and bringing in new drivers in-house or with an outside marketing firm, it is important to create near and long-term goals to keep the business growing.

“We always said we needed to reach [a certain number] of cars a day,” he says. “Once we hit those we adjust.”

Long-term goals are necessary to achieve those goals.

“I always tell my guys that it’s not just what we’re doing today, but what can we do better than we are doing now,” Frisby says. “Otherwise we are stagnant and going backwards.”

MAINTAINING A WORK LIFE BALANCE

Running the shop shouldn’t be your whole life

BY PETER SUCIU

THE OLD PHRASE, “ALL WORK AND no play makes Jack a dull boy” once warned that a person could risk becoming bored from their job, and as a result become a boring individual. Today, focusing too much on the business may not just make you boring, it could impact your family relation ships, and even your health.

Recent studies have found that working too many hours can result in tiredness that never goes away; as well as health problems that can often include ulcers, headaches, backaches, and even lead to increase use of drugs and alcohol. In addition, all those hours at the office could mean that family life simply passes you by.

Even the most dedicated shop owners will tell you that there needs to be a work-life balance. What good is all the success in the world if you can’t enjoy it?

Take Some Time For Yourself

Too often, there is always oil to drain and bills to pay—but don’t wait until then to have a good time, advice even the most hardworking individuals in the industry will advise.

“You may be talking to the wrong per son, everything you said is exactly what I do,” admits Steve Bouldin of Raceway Quik Lube in Covington, Tennessee. “I’ve been doing this job for 27 years, and finding time to get away is something I’ve not been all that good at.”

That doesn’t mean that even Boul din, who describes himself as a true workaholic, doesn’t know how to unwind. As a self-confessed car guy, he would also be the first to admit that as much as he loves what he does, he still doesn’t quite live by the saying, “if you love what you do, you never work a day in your life.”

You can love it, but it is still work.

“If I didn’t love it, I wouldn’t be doing it,” Bouldin continues. “But after working on cars all day, and run ning the shop, I can go for a ride on my Harley motorcycle and I suddenly feel a lot better.”

Those little moments can be so very important.

Working Long Hours Isn’t Efficient

There are certainly those who have been led to believe that success means burning the midnight oil, but working long days can often mean you’re not working smart. If it creates conflict at home, those problems will simply come to work with you the next day.

“If you have responsibilities with the family at home, you’ll never be effective working if those people feel neglected,” warns Jud Cook, owner of three Christian Brothers locations in Riverview, Florida. “You have to take care of those import ant people in your life. That, in turn, will allow you to be extremely effective when you’re supposed to be here.”

It is still true that in the early days of running a new business, or opening a new location, that extra hours may be required. However, dedication to the business should never come at the expense of family or other personal relationships. Kids are only young once, and those important moments in life can’t be repeated because paperwork couldn’t wait until the next day.

When Cook opened his first location as a franchisee he worked alongside his employees as a service writer. After ward, he was able to hire the people to do the floor operations so that he could start working on the business. That may seem counterintuitive to some, but it actually allowed him to determine the workflow, and find the right people to get the job done. Now Cook says he must make sure that the managers aren’t the ones burning the midnight oil as well.

“I think the number one thing is that making sure people are account able during the day, and staying on task, so that we can close up the shop and not have to be here late,” Cook says to NOLN.

His three locations are open from 7 a.m. until 6 p.m., and Cook explains that most days at 6 p.m., they’re locking up. It helps keep the employees focused because they know they’re not going to

be stuck late watching life pass them by. “Now it wasn’t always like that, but we try to make sure that’s how most days end,” says Cook. “When people think they need or ‘want’ to stay late, it is important that leadership is there to convince them they shouldn’t do that.”

Not Working Weekends

For too many Americans, before the pandemic, weekends were all too often the days you ran errands and finished the projects you couldn’t do during the week. That was also the time many consumers might head to get their oil changed, but anyone heading to Cook’s Christian Brothers locations will realize they’ll have to find time at lunch during the week.

“Our shop hours are Monday to Friday,” says Cook. “We really feel that everyone needs to enjoy the weekends with their families. Not being open on Saturday is significant in this industry, but it gives me a leg up in hiring the staff. Most of the employees haven’t had that opportunity in their careers, but they’re happy they have the weekends with the family.”

That in turn helps to create a better shop environment, as employees don’t have to squabble over who is working a particular weekend. In addition, it helps the bonding process as employees often become friends and spend those days off together.

“I’ve seen technicians getting together on the weekends to go fishing or to a sporting event,” says Cook. “That helps create a healthy atmosphere in the shop.”

To help maintain the camaraderie, Cook and his wife try to wrap up each week by sponsoring lunch for the crew. Sometimes they even have a cookout, while other times it is bringing food in. It allows additional bonding that ensures loyalty among the staff.

Having Pride in the Business

For those shop owners who do log the long hours, what often makes it feel

a lot less like work is having a dedi cated team that becomes part of the extended family. Bouldin tells NOLN that making the employees love the job is an important part of the work/ life balance

“There is absolute pride and joy that the business brings me,” says Bouldin. “I know the employees are here for the paycheck, but I want to make sure every one of them likes it and enjoys what they are doing. That pays off because I don’t have to stand over them when they’re working, and I have confidence that they’re doing everything correctly.”

Cook says he tries to get to know the employees during the interview process. “I try to ask about hobbies, so that when we’re hiring someone we can relate to what they do outside of the shop.”

That can then include tickets to a sporting event, passes to Disney World to take the family, or gift cards to buy fishing gear.

“We all have interests outside of the shop, and allowing people to enjoy their time off makes sure they’re back on Monday ready to work,” adds Cook.

A similar strategy has paid off Boul din at Raceway Quik Lube.

“I have been able to maintain a good relationship with past hires who have moved on, and I know I could go to many ex-employees if I need them,” explains Bouldin. “They would help me, and that could include filling in for someone who was sick, or stepping up if vacations overlapped. This isn’t really that complicated, it is about treating everyone with respect, paying them well, and getting the job done.”

Bouldin shares a final thought, one that may resonate with many shop owners: “I don’t really think about retiring, because I don’t know what I’d do. I sure hope I’ll be here for a long time to come.”

As long as life doesn’t pass you by and you love what you’re doing, maybe you really don’t have to work a day in your life after all.

BRETT FRASER

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

INFO @AOCA.COM OR 800.230.0702

The Larger Picture

OVER THE LAST FEW YEARS, ACROSS MANY INDUSTRIES, the trend of mergers and acquisitions has grown. Fueled by low interest rates, financial uncertainty in the wake of pandemic responses, changes in product demand across industries, and many other factors. We have all seen this trend take place in the fast lube industry. Now we see the cost of borrowing increasing, and as one of the commonly cited driving factors of this trend, it is reasonable to question whether or not that will adversely affect future M&A activity.

Below are some relevant factors that may help you formulate an educated opinion on what will happen next and respond accordingly with your individual operation.

How will the increased cost of borrowing affect deal structure?

When money is more expensive to borrow, people want to borrow less of it. A likely scenario is that, when any acquisitions occur that require money to be borrowed, the goal will be to borrow less. Likely, a higher per centage of the purchase price will be covered by liquid capital. Cash is king! If these transactions are to con tinue, those who would be more likely able to continue these would be those who do have the financial means to do so. The rise in interest rates is a decelerator of acquisition activity. However, this does not mean that trend equally affects all of those looking to partici pate in these types of transactions. It may push some players out of the market, but that would mean less competition for those who are still able to complete these deals on the less favorable terms. It may even increase their bargaining power. This would more greatly benefit the larger corporations. The interest rate hike alone will not be the lone causal factor for an industry change in acquisition activity.

How will the increased cost of borrowing affect the timing of deals?

This change will either expedite the timing of these deals or slow it down, and that is all dependent upon the acquirer’s view on which direction the economy will head next. If there is belief that the rate increases will continue, there is an added sense of urgency to complete the deal, as the terms now are going to be more favorable than those if the transaction were completed later. As 2022 nears an end, we have already gone through six rate hikes this year as an effort to curb inflation, yet,

particularly in the real estate market, we have not seen correlating price decreases. Financial service company Grant Thornton posted an article on its website, stating that 72% of 150 merger and acquisitions professionals interviewed expect the M&A activity to increase as 2022 bleeds into the early part of 2023. An increase in cor porate taxes would also likely accelerate the desire for M&A activity before the rates increase.

On the flipside, if the acquirer feels that the current fed rate hikes will decrease in the future or they feel that deflationary measures will have the intended effects, they may wait to acquire until they can achieve more favorable terms. This latter scenario is not likely, as both inflation and deflation take time to make their true effects felt. So, anybody holding on until there are more favorable terms would likely be driven by the idea that more favorable terms are actually coming, either in the way of decreased M&A competition, or by a decreased interest rate. Jerome Powell, Federal Reserve chairman, has stated that it is likely that the size of rate hikes will be reduced, but that doesn’t mean that the interest rates will be reduced, merely that the size of future increases will not be as large.

External Factors

Another driver of M&A activity is the slowing of eco nomic movement. As consumer purchasing power is decreased through inflation, economic movement becomes more stagnant. This has been exacerbated by supply chain issues, as the overall stock available for purchase has been limited. As the supply of these bottlenecked items increased, the price decreases, and potentially negates some of the inflationary effects. With increased purchasing power, those businesses that are on the edge of being for sale may no longer be in the financial situation that forces their hand.

Conclusion

This analysis listed above is not meant to give an answer, but rather to illuminate some key factors and thought processes that will help you better predict how this may affect your individual situation. There is no singular fea ture that will cause M&A activity to increase or decrease by itself. It will be a collection of different societal and economic forces that push it one way or another. Focus ing particularly on these key driving factors will allow for a more-informed view of what may come next.

COURTESY KRISTY BABB

How will interest rate hikes affect mergers and acquisitions?

API Standards and Programs Provide Benefits and Protections to Shop Owners and Operators

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

The American Petroleum Institute (API) works across the auto industry to develop motor oil standards that meet changing lubrication demands as engine technology advances. We have been licensing engine oils for almost four decades through the Engine Oil Licensing and Certification System (EOLCS). However, there is more to EOLCS than developing and licensing engine oils. There are a number of other programs that benefit shop owners and operators by providing protection and monitoring programs.

Engine Oil Licensing and Certification System

The most recognizable program from EOLCS is the voluntary licensing and certification program that authorizes engine oil marketers that meet specified requirements to use the API Engine Oil Quality Marks. API 1509 - Engine Oil Licensing and Certification System contains the latest engine oil performance standards and marketing guidelines for API Engine Oil Quality Marks. It governs how engine oil marketers certify that gasoline and diesel engine oils meet API’s stringent performance standards. The certification system provides assurance that shops, vehicle dealers and consumers are receiving the highquality motor oil they are expecting.

Aftermarket Audit Program

The API Aftermarket Audit Program (AMAP) supports the licensing and certification program through the sampling of API-licensed oils in the marketplace. Samples are tested to verify compliance with engine oil specifications and proper usage of the API Engine Oil Quality Marks. This ensures that oil marketers, distributors, shops and consumers can have confidence in the quality of API-licensed motor oils in the marketplace.

API-licensed engine oils are purchased in packages and from bulk tanks in the marketplace and tested to determine their physical, chemical, and performance properties. The results are compared to the formulations (the “Licensed Fingerprint”) submitted by the licensed oil marketer to API. Conforming oils will show test results that are consistent with the formulations on file with API and meet the API specifications claimed as well as all other EOLCS program requirements. Key elements of the program include:

• To confirm the oil quality, all oil samples undergo elemental analysis and testing for required properties, which include viscosity at 100°C, hightemperature/high-shear testing, cold cranking, pumpability and volatility.

• At regular intervals, the oils are also be tested for foaming properties, shear stability and oxidation, among others.

• Product packages are inspected to make sure they correctly display the API Marks, comply with licensing requirements and carry product traceability codes.

If a licensed oil does not match the physical and chemical data on file, API will work directly with the licensee to evaluate all nonconformances and take appropriate corrective action. Unresolved nonconformance issues are subject to additional enforcement actions. Actions may include termination of the license to display the API Marks and may result in a full product recall of noncomplying product from the marketplace.

Counterfeit Oils

Unfortunately, API occasionally encounters unlicensed engine oil products that falsely claim to be certified by API and may even display replicas of the API marks which are clearly intended to confuse distributors, shops, retailers and consumers. API is continually on the lookout for counterfeit products and takes these infringements very seriously.

In such a case, API works directly with the marketing organization responsible for the product and will require them to cease use of the API marks and recall these products from the marketplace. Failure by the marketer to meet API’s demands could result in additional legal action. API also hosts a public listing of Unauthorized Oils which highlights products or companies that are not licensed by API to display API Marks on their product labels. This listing is continuously updated as API works with infringing companies to remove their unauthorized products from the marketplace and alter their marketing materials accordingly.

The standards and programs established by API are continuously evaluated and updated as needed with input from OEMs, oil marketers, distributors, shop owners and other stakeholders in the industry. This helps assure shop operators that they are getting high-quality oil that will meet the needs of their customers’ engines.

If you have questions or need additional information, contact the API Engine Oil Licensing and Certification System (EOLCS) at eolcs@api.org.

A Time of Reflection and Resolution:

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

The new year is the time when people make resolutions to improve their personal lives – to lose weight, read more books, or kick some bad habits. It’s usually a symbolic ritual – most resolutions don’t make it past January. It’s different for a business, though. It’s a time to review the past year and start making plans for 2023 based on what you’ve learned. For most businesses, it’s the end of the fiscal year, a time to tie up the books and get a clear picture of your financial performance over the preceding year. It’s also the time when your suppliers are rolling out their programs for the year ahead, so it’s important to know what’s coming and get aligned with them.

It’s no secret that the car maintenance business tends to slow down during this period. That’s just a fact. So why not take advantage of a brief lull to pause and reflect, analyze your business, and map out some goals and objectives for the coming year – things you don’t always have time for when you’re focused on day-to-day business demands. What went right this past year? What can you build upon and what would you do differently next year? Put yourself in a proactive rather than a reactive position.

Looking back, when were the peaks and valleys of traffic flow? Did you have the right inventory and the right staffing levels at the right times? Did you run into any supply issues? And was that because of your ordering practices or your suppliers’ product shortages? Answering these questions is important to make sure you don’t have too much or not enough product to balance with demand.

Thoroughly review your point-of-sale data. What is it telling you? Are you seeing any trends in the types of vehicles coming into your shop? Do you have the right mix of premium or synthetic oils on hand compared to conventional mineral-based products? Keeping up with changing automotive technology and consumer preferences is an ongoing challenge, and this is the right time to make any necessary adjustments in your planning for the year ahead.

Perhaps most importantly, with a year’s worth of financial records, look at your P&L and revenue drivers. Where are you making money?

Where are you underperforming? What can you do to bring revenue up to where you want it? It might be time to think about adding or increasing your mix of ancillary products, whether that’s windshield wiper blades, fuel additives, or other things your customers may need. Are there other services you could provide such as emission testing or engine flushing? People don’t often think about what they need until their car is having issues, making strange noises or it’s time for an oil change.

Think about your own marketing and promotional activity and plan ahead. What worked for you over the past year? How can you more effectively and creatively direct your marketing dollars next year? Knowing your seasonal patterns from the prior year will help you figure out your marketing calendar for the year ahead. And of course, work with your suppliers so you can get in sync with their promotional programs and have the right products in stock for those events.

Unlike typical new year’s resolutions, the end of the year really is an opportunity to set realistic goals for your business based on the past years’ experience and data. Your plans have to be flexible and have a fallback position – as we’ve learned over the past few years, we need to expect the unexpected. But if you have some structure and a course of action, it’s easier to weather change and pivot than if you are simply reacting to events.

Happy holidays and best wishes for a prosperous and profitable new year.

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

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

Six Tips to Help Your Customers Improve Fuel Economy

With current gas prices, enhancing real-world fuel economy is important to drivers. A car’s weight, aerodynamics, resistance, drag, and engine performance all impact gas mileage. Share these maintenance tips with your customers to help them get the most out of their wallet and their vehicle.

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

1. Choose a motor oil formulated for modern engines. The push toward better fuel economy and decreased emissions has forced OEMs to develop more fuel-efficient, less polluting engines, which require more advanced motor oils that are specifically formulated to meet their unique challenges.

• Gasoline direct injection (GDI) and turbochargers work together to enable a smaller engine to generate the same horsepower as a larger engine.

• Stop-and-start technology allows an engine to turn off and on automatically when driving in traffic or high-congestion areas.

• Variable compression engines enable high efficiency and high performance of smaller engines at highway speeds.

ILSAC GF-6 technology provides enhanced wear protection, prevents LSPI, improves fuel economy, and reduces carbon emissions in modern engines. Make sure the oils you pour meet the latest API & ILSAC specifications. Learn about GF-6 and the advanced motor oils from Kendall that meet the specifi cation at KendallMotorOil.com/GF-6.

2. Perform regular maintenance

Dirty air filters, worn out spark plugs, and bad connections can all affect fuel economy. Following a vehicle’s recommended maintenance schedule will keep it running more efficiently and produce fewer greenhouse gas emissions. Give your customers the why behind any added service you recommend and explain how it could lower their gas mileage.

3. Keep tires properly inflated

A no cost approach to improved mileage, improved handling, and overall safety is simply keeping tires at the proper inflation pressure. Consider checking your customers’ inflation pressure and giving tires a quick visual inspection for free to build loyalty if you don’t already.

4. Skip the warm-up

The old adage of needing to ‘warm up the car’ before driving is a holdover from the days of carburetors and doesn’t hold true for today’s modern fuelinjected, electronically-controlled engines. Engines perform most e ciently at regular operating temperature, and the fastest way to reach that point is to drive right after starting the car. Give your customers this tip as the weather turns colder.

5. Slow down

Driving habits like speeding, rapid acceleration, and braking waste gas. It can lower gas mileage by roughly 15 to 30 percent at highway speeds and 10 to 40 percent in stop-and-go traffic. A little extra space between you and the car in front of you will reduce the need to brake and accelerate as often as traffic speeds ebb and flow. Offer a friendly reminder for customers to accelerate smoothly and, once up to speed, maintain a steady pace. Smooth acceleration, cornering, and braking also extend the life of the engine, transmission, brakes, and tires.

6. Remove roof racks, cargo boxes, and bike racks

Vehicles often have attached racks and boxes to carry things like luggage, bikes, skis, and surfboards. At highway speeds, more than 50 percent of engine power goes to overcoming aerodynamic drag. Carrying things on the roof or the tail hitch increases drag, increasing fuel use and lowering fuel economy. Encourage drivers to consider removing roof racks, cargo boxes, and bike racks from vehicles when they aren’t in used to cut down on unnecessary drag and improve mileage.

With the right motor oil and the right maintenance partner, drivers can improve fuel economy on the road. For more tips from Kendall, visit KendallMotorOil.com.

Keep Your Quick Lube Running Smoothly

Inefficiencies in the day-to-day operation of your shop can be a drag on your business. Bottlenecks in workflow can leave employees waiting around, bays empty, and vehicles unattended. Disorganized inventory can lead to mismanagement, resulting in over- or under-ordering products.

By taking control of your inventory and improving workflow, you can positively impact your bottom line. Here we’ll explore how you can do both:

3 Tips for Improving Inventory Management

• Managers should be the only ones to receive products from a vendor. They’re the ones ultimately held accountable and therefore should be in charge. Also, a good rule of thumb is to make sure your delivery is accurate before the delivery agent leaves, and ensure you input products into your system before the end of the day. Otherwise, this can lead to inaccurate inventory counts.

• When pouring oil or performing other maintenance services, scan cars into your POS system to help you track the work that’s been done. Make sure to record top-offs in your POS system, as well, as they add up over time and can leave you with an inaccurate inventory. It’s also important that your POS is up to date and capable of tracking proper increments, like half-quart pours.

• Make sure to take inventory consistently, counting faster-moving products monthly and slower-moving products quarterly. Additionally, having someone else double check the count and perform inventory counts before or after store hours will help ensure accuracy.

5 Tips for Optimizing Workflow

• Improve in-shop communications by ensuring work funnels are optimized to complete repairs instead of causing bottlenecks or clogs. It also helps to identify communication processes that can be automated, such as lowtouch communications between the service writer and techs.

• Foster a supportive and collaborative environment by listening to your team’s ideas when it comes to improving operations. Also, take notice if your teams are not working together – when that’s the case, it can be easier for problems to go unnoticed, causing delays and bringing down morale.

• Empower your team to make approvals on their own. This will help speed things up and reduce frustration and even lost business. It can also free up you or your service manager to enhance your business in other areas.

• Your team members aren’t just numbers on a balance sheet – they’re real people – and when you invest in their individual goals, they’ll feel engaged and motivated to do a better job.

• Use metrics to gamify work and incentivize your team. A recent study1 found that gamification caused employees to feel happier and more productive at work. This friendly competition can rejuvenate your team and bring an element of excitement to their daily routine. It also gives you a chance to have fun and reward your team, and when your team feels valued, that’s when they can feel good about doing their best work. By streamlining and improving your inventory management and workflow, you can set your business up to run more efficiently and help keep both your teams and your customers happy for the long run.

1 https://www.talentlms.com/blog/gamification-survey-results/

API (16, 59)

AutoCenter Sales (15) 800.874.5793

Auto Job Central (42)

Chevron (2, 40, 60) 866.354.4476

Devon Industries (48) 888.500.0353

ISI Software (68) 800.922.3099

ITW Global Brands (4, 41)

Kafko International Ltd.Oil Eater/Degreaser (19) 800.528.0334

Lucas Oil (12, 44)

Mighty Auto Parts (25, 43)

Milton Industries (8) 800.231.1525

Mobil 1 (67)

Phillips 66 / Kendall (56, 61)

RelaDyne (10, 42) 317.696.3009

Roth Industries (8) 888.266.7684

Service Pro (6, 45) 800.313.2463

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EDUCATION+TRAINING

Highlight your educational institution here! Reach those candidates seeking a career in the fast lube and fast lube plus industry choosing a college or university. Call Kyle for details 651-846-9490.

LENNY SAUCIER

Remembering Philip

My life changed forever 17 years ago

I TALKED ABOUT THIS ABOUT THREE YEARS AGO. AS I remember, a young Matt Hudson took over as editor for NOLN, and this was his first introduction to my work. It’s not to repeat the article, but every year as the season changes and the backdrop evolves from the Thanksgiving Day parade to the glistening lights hung on houses across the town, Philip enters my mind.

I met Philip as an up-and-coming assistant manager before Hurricane Katrina (this is how we in Louisiana would judge a time frame). Philip was recently married with a young kid. He had a heart of gold, and I recruited him to be my assistant manager in a small two bay shop down in Chalmette, Louisiana. As a young manager myself, I was just taking over as the Director of Training while also taking over the busiest shop in the company. Back then this was a dual role.

and once again had to counsel Philip on policy and leadership. “You’ve got to get this together” were the last words I would say to him.

That night I received a call that there was an accident. I raced to the shop to find the assistant at the shop where Philip had borrowed his car. Philip took his car down the street to a church, and with the gun I told him about, ended his life in the parking lot. It rained so hard that night, and it was difficult to see through my tears that streamed faster than the downpour on my window as I made my way to the hospital. His wife rushed in to see the doctor, screams were horrific but could not match the noise in my head.

LSAUCIER @FULLSPEEDAUTOMOTIVE.COM

Coaching Philip was usually easy. He was an all-star itching to get his hands on his own shop. As with most young new leaders he had plenty of mess ups. They were never too big, but they were met with the same heavy counseling. I was proud of Philip; he was to replace me at the number one shop. Then Katrina hit.

The Category 5 hurricane ripped through the town of Chalmette, dumping feet of water through the town that stayed for a while. The town was destroyed. Lucky my crew had gotten out of there, Philip left before the storm while others had to cut their way out of their attics and nab boats that were floating in their neighborhoods. Philip (like many evacuees) landed in Texas, where he would start his life over with his family until I called him back for a store manager spot in Mandeville, Louisiana. He was happy to be back home (or close to it). He was back working for the company and had a good spot. I was there, not as his direct supervisor, but as a mentor.

Weeks before Christmas, I shared time with Phillip and a few other leaders. Philip gloated at the presents he would hand his kid, Caleb, in just a few short days. Later that evening I stopped by his shop on the way home. I found out that his assistant manager was keeping a handgun in the car

Days later, I walked my good friend to his resting place. Helping place him in his tomb was nothing compared to watching his wife pick up their son to kiss the top of the coffin one last time. The days at work throughout this were terrible to say the least. How do you sit in the shop he ran and work in the chair he used with the guilt of knowing that your words may have pushed him? Emotions would overwhelm me; procedures were halted several times a car to have a break down in the bathroom.

It’s been 17 years. I still don’t truly know why he did it. Yes, I still pack the blame on my shoulders. I think about his passing often, when I see myself forgetting to praise. When I see someone tucked away and isolated at the shop. I’ve been told time and time again that it wasn’t my fault, and I am just finally coming to terms with that thought.

I do not intend to draw tears from you today, but to draw thoughts from you as always. What if we praised as much as we preached? What if we took the time to know our teammates’ struggles instead of distancing ourselves? What if we built leaders of communities instead of leaders of the shops? What if we let people know there is help, and we are there to help? Would we be changing oil still, or changing people? Be great.

The National Suicide Prevention Lifeline is a hotline for individuals in crisis or for those looking to help someone else. To speak with a certified listener, dial or text 988

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

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