Modern Tire Dealer - May 2025

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OPERATIONAL BEST PRACTICES WHY TIREMAKERS CONTINUE TO INVEST IN EV TIRES HIRING AT WARP SPEED

R E L A E D E TIR L A V I V R SU E D I GU How to

→ understand your customer’s Purchase Path → grow through acquisition → use artificial intelligence to help your business → identify and rehab ‘quiet quitters’ → convince customers to stay with you

May 2025 | Vol. 106, No. 5 | $10 | www.moderntiredealer.com

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DEPARTMENTS 6 Editorial

Hiring at warp speed Why Mike Allen tries to lock down top talent right away

8 moderntiredealer.com News and navigation tools for MTD’s website

66

10 Industry News

Industry watches and weighs in on tariffs One tiremaker moves quickly with a price hike

18 Numbers That Count

Read about Cassidy Tire & Service’s new store on page 66.

Photo: Cassidy Tire & Service

Relevant statistics for an industry in constant motion

20 Your Marketplace

A consensus among dealers Consumer demand drops amid tariff, economic worries

54 Business Insight

Being nice versus being kind One is healthy for business. The other should be avoided.

56 Mergers & Acquisitions

Shifting your mindset from ‘owner’ to ‘operator’ How to build your business with less involvement

58 Dealer Development

CRM, DVI and more Are you fully leveraging today’s digital tools?

59 EV Intelligence

Tools and training for EVs and hybrids What to buy and where to learn

60 Focus on Industry

Five years of focus Kumho highlights Ecsta Sport series for performance vehicles

62 Focus on Industry

Pirelli takes aim at all-terrain segment Scorpion XTM AT will evolve the brand’s portfolio

64 Focus on Industry

An EV-only tire plant — in the U.S.?

ENSO says it’s seeing ‘strong interest’ in proposed facility

66 Focus on Dealers

Cassidy Tire marks ‘homecoming’ 18th store opens in a familiar neighborhood

The Industry’s Leading Publication May 2025, Volume 106, Number 5

FE AT UR ES 22 Fully charged Why tiremakers continue to invest in EV tires

30 Operational best practices Three dealers share tips that are making a difference

34 I&I Mobile Tire Services grows by seizing opportunities Dealer branches out into wholesaling and now franchising

36 Tips to promote spring car care And how to market spring car care services to customers TIRE DE A LER SURVIVA L GUIDE

44 How to understand your customer’s purchase path Things to identify along the way

68 Focus on Dealers

46 How to grow through acquisition

70 Products

48 How to use artificial intelligence to help your business

One Goodturn deserves another Goodturn Tire wants 65 stores by the end of 2025

71 TPMS Honda Ridgeline — 2023

74 Ad index

The ability to scale is vital

AI can’t fi x everything — but it can be a useful tool

50 How to identify and rehab ‘quiet quitters’ Ignoring the problem won’t make it go away

On the cover: 99423373 © Flas100 | Dreamstime Modern Tire Dealer is a proud member of:

52 How to convince customers to stay with you Climbing through the three levels of customer commitment

w w w . M o d e r n T i r e D e a l e r. c o m

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Editorial

Hiring at warp speed WHY MIKE ALLEN TRIES TO LOCK DOWN TOP TALENT RIGHT AWAY By

Mike Manges

W

e’ve all heard the adage, “Hire slow, fire fast.”

Mike Allen, owner of Carfix, a growing, three-store business in the Raleigh, N.C., area, is turning that piece of conventional wisdom on its head by hiring both technicians and service advisors as quickly as possible — in fact, the faster, the better.

After first hearing about Mike’s unorthodox philosophy a few weeks ago, I wanted to learn more.

Mike was happy to explain why he believes that hiring slowly is no longer a guarantee of success “because of how competitive the job market is for highvalue employees” and how quickly these individuals can be picked up by aggressive, fast-moving competitors.

“If you have a highly skilled individual who’s in high demand and you try to draw out the interview process,” you could lose them to another employer, he told me.

Mike described how it works at his company. “If somebody submits a resume, I have it set so (job advertising site) Indeed will send an email to me. I’ll get a notification on my phone and I’ll review that resume immediately. If it’s someone who I think has promise, I’m going to call them immediately.

“Frequently, a high-value candidate has been where they’ve been for several years and something has happened to push them over the edge. They’re at a high point of frustration. It behooves you to strike while the iron’s hot so you can identify their pain points and make sure that the job you’re offering addresses those pain points.”

Mike keeps the initial phone call short — 10 minutes or less. “If the conversation goes well and they’re someone who merits further conversation, then it’s, ‘Hey, I think the next step will be for us to meet face to face.’ If we’re having the conver6

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sation in the morning, I’ll offer to drive to wherever they are and buy them lunch.

If it’s in the afternoon, I’ll offer to get together after work and buy them dinner.”

He arrives armed with a folder of documents, including “an application that I’ll ask them to fill out so I have permission to pull their background. I’ll have an offer of employment with blanks I can fill in” for wages and other items.

“I’ll also have one sheet that lists answers to questions that (applicants’) spouses always ask. Then there’s a ‘brag sheet’ that lists reasons why my business is a good place to work.”

It’s all designed to build rapport, comfort and a sense of excitement quickly, says Mike, who adds that sometimes he will make candidates an offer on the spot. Some accept immediately. Others tell Mike they need time to mull it over.

That’s OK, he says. But Mike’s offers aren’t open-ended.

“Our letters have expiration dates,” which could be up to 72 hours or even less — whatever length of time he designates.

“We put a short window on it.

“I’ve had coaches who’ve said, ‘You should go out to dinner with (candidates) and their spouse and let them get to know you.’ I understand the theory behind that, but in this competitive marketplace, by the time you’ve found a time where you can all go to dinner, the (prospect) has already had three other interviews and three other job offers.”

If you snooze, you often lose, according to Mike. “I want to communicate with (candidates) within hours of them reaching out to me. I’ve had occasions where someone’s resume came across on Friday and I didn’t catch it until Monday afternoon. By the time I called them, they had already accepted a job somewhere else.”

Does Mike’s approach sound radical?

It wasn’t popular among his peers when he first recommended it to them. “I discussed it in a 20-group meeting about five

When hiring employees, “it behooves you to strike while the iron’s hot,” says Mike Allen, owner of Carfix, which has three stores in the Raleigh, N.C., area.

Photo: Bryan Regen Photography

years ago. We were talking about things we could do to attract, hire and retain higher-quality individuals and I presented the concept. I was nearly run out of the building!”

Undeterred, Mike put his plan into action. And after a half-decade, he’s stuck with it. (By the way, Mike doesn’t claim to have a perfect batting average, but his home runs outnumber his strikeouts.)

His advice for other tire dealers who are looking to add superstars to their bullpen?

“Consider how you’ve been hiring and if it’s been working flawlessly, don’t change. But if what you’ve been doing is not working or its efficacy has gone downhill, there’s no reason to expect that using the same process will get you the results you need. “‘That’s how we’ve always done it’ is the death knell for any business,” Mike told me, adding that it never hurts to try something new — even if it’s a dramatic departure from the norm. ■ If you have any questions or comments, please email me at mmanges@endeavorb2b.com.

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ModernTireDealer.com DIGITAL RESOURCES FOR THE INDEPENDENT TIRE DEALER

Stay tuned to MTD’s podcast!

The Modern Tire Dealer Show is available on Apple Podcasts, Spotify, iHeart Radio, Amazon Music, Audible and MTD’s website.

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3515 Massillon Rd., Suite 200 Uniontown, OH 44685 www.moderntiredealer.com PUBLISHER Greg Smith gsmith@endeavorb2b.com (330) 598-0375 EDITORIAL Editor: Mike Manges (330) 598-0368, mmanges@endeavorb2b.com Managing Editor: Joy Kopcha (330) 598-0338, jkopcha@endeavorb2b.com Associate Editor: Madison Gehring (330) 598-0308, mgehring@endeavorb2b.com PRODUCTION Art Director: Erin Brown Production Manager: Karen Runion, (330) 736-1291, krunion@endeavorb2b.com ACCOUNT EXECUTIVES Darrell Bruggink / dbruggink@endeavorb2b.com Marianne Dyal / mdyal@endeavorb2b.com Mattie Gorman-Greul / mgorman@endeavorb2b.com Cortni Jones / cjones@endeavorb2b.com Diane Braden / dbraden@endeavorb2b.com Sean Thornton / sthornton@endeavorb2b.com Kyle Shaw / kshaw@endeavorb2b.com Lisa Mend / lmend@endeavorb2b.com Chad Hjellming / chjellming@endeavorb2b.com Annette Planey / aplaney@endeavorb2b.com

An added 25% tariff was imposed on tires, auto parts and vehicles, even while the president pressed pause on most of the reciprocal surcharges on other imports.

Photo: SC Ports | English Hurteau

Watching the twists and turns of tariffs While plenty of industries have undergone a rapid education on what tariffs are and what they might mean for business since President Donald Trump returned to the White House, the tire industry has years of experience on this front. But this also means tire dealers have been reminded that tariffs can affect both supply chains and price, two factors that are critical to their everyday operations.

1.

Trump tariffs will apply to tires

2. Lowe’s sells tires via e-commerce portal 3. TBC to sell Midas portfolio to Mavis 4. Trump tariffs will hit top tire exporters

MTD READER ADVISORY BOARD Rick Benton, Black’s Tire Service Inc. Jessica Palanjian Rankin, Grand Prix Performance John McCarthy Jr., McCarthy Tire Service Co. Inc. Jamie Ward, Tire Discounters Inc. CUSTOMER/SUBSCRIPTION SERVICE (877) 382-9187 moderntiredealer@omeda.com ENDEAVOR BUSINESS MEDIA, LLC CEO: Chris Ferrell COO: Patrick Rains CRO: Paul Andrews CDO: Jacquie Niemiec CALO: Tracy Kane CMO: Amanda Landsaw EVP Transportation: Kylie Hirko VP Vehicle Repair: Chris Messer VRG Editorial Director: Chris Jones

5. More on the Mavis-Midas deal 6. Continental board approves spin-off 7.

Tire industry weighs in on Trump tariffs

8. SRNA will raise prices 9. Monro to pay $800,000 for operations review 10. Successful managers share their secrets

DIGITAL EDITION Check out MTD’s digital edition at the top of our website’s homepage.

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SOCIAL MEDIA Like us Facebook: facebook.com/ModernTireDealer Follow us X: twitter.com/MTDMagazine

Modern Tire Dealer (USPS Permit 369170), (ISSN 0026-8496 print) is published monthly by Endeavor Business Media, LLC. 201 N Main St 5th Floor, Fort Atkinson, WI 53538. Periodicals postage paid at Fort Atkinson, WI, and additional mailing offices. POSTMASTER: Send address changes to Modern Tire Dealer, PO Box 3257, Northbrook, IL 60065-3257. SUBSCRIPTIONS: Publisher reserves the right to reject non-qualified subscriptions. Subscription prices: U.S. ($81.25 per year). All subscriptions are payable in U.S. funds. Send subscription inquiries to Modern Tire Dealer, PO Box 3257, Northbrook, IL 60065-3257. Customer service can be reached toll-free at 877-382-9187 or at moderntiredealer@omeda.com for magazine subscription assistance or questions.

Printed in the USA. Copyright 2025 Endeavor Business Media, LLC. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopies, recordings, or any information storage or retrieval system without permission from the publisher. Endeavor Business Media, LLC does not assume and hereby disclaims any liability to any person or company for any loss or damage caused by errors or omissions in the material herein, regardless of whether such errors result from negligence, accident, or any other cause whatsoever. The views and opinions in the articles herein are not to be taken as official expressions of the publishers, unless so stated. The publishers do not warrant either expressly or by implication, the factual accuracy of the articles herein, nor do they so warrant any views or opinions by the authors of said articles.

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Industry News

Industry watches and weighs in on tariffs ONE TIREMAKER MOVES QUICKLY WITH A PRICE HIKE

F

or those in the tire industry and larger automotive industry, it’s true that President Donald Trump kept his promise to levy tariffs on goods imported into the U.S. Even though the 25% surcharges on all other goods didn’t stick — the president ordered them and then backed off a few hours after they were imposed — the extra 25% tariff on tires, automobiles and other automotive parts still applies.

(Those other automotive parts include a wide range of products, from chassis and drivetrain parts to engine parts and electrical and electric components, according to the Auto Care Association.)

This new 25% fee goes on top of other existing anti-dumping and countervailing tariffs already levied against tires coming into the U.S. from certain other countries.

The Tire Industry Association (TIA) is monitoring the issue and working to “provide our members with the most current and relevant information,” says Roy Littlefield IV, vice president of government affairs for TIA. But the group isn’t weighing into the fray with an official opinion on the matter.

MTD readers did weigh in via an exclusive online survey used to measure the industry’s pulse on the president’s executive actions. More than 300 readers participated in the April 3 survey.

The four questions centered on whether there was support for the trade measures and what effect 25% tariffs will have on the tire industry.

The vast majority of survey participants said they didn’t support Trump’s tariffs on imported automobiles and certain automobile parts, with 62% opposing and 30% saying they are in favor, with another 8% who were unsure.

And there was broad agreement that consumers will ultimately pay for any associated price hikes.

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Seven out of 10 respondents said the added expenses brought on by the tariffs would be passed on to customers. Twenty-four percent of respondents said they would eat some of the added costs. Only 2% indicated they would fully absorb the added expenses brought on by the tariffs.

What was less certain was how tariffs on new vehicles might affect the tire industry.

Fifty-seven percent of survey respondents expected new car sales to plummet due to the tariffs, while 32% thought new car sales would drop only slightly. The rest didn’t think new car sales would be affected much.

The most divisive question of all was if readers thought the tariffs on imported new vehicles would affect their business. Forty-three percent of respondents thought it would result in their automotive repair business increasing.

But 23% of respondents didn’t think the surcharge on new vehicles would affect their business at all. More than a third of all respondents weren’t sure what the result would be.

WHY IT MATTERS

The president’s interest in and actions related to tariffs come after another strong year for tire imports into the U.S. market. In 2024, units were up across the passenger, consumer and medium truck tire categories.

Last year, Thailand continued its reign as the largest exporter to the U.S. tire market in all three of those categories. Thailand also notched impressive increases in 2024, compared to 2023 data. It exported 15.7% more passenger tires to the U.S. in 2024 and 18.6% more consumer tires. Medium truck tire units from Thailand were up 4% at year’s end.

When comparing 2021 global data to numbers from 2024, the total number of imported tires in the passenger, consumer

The Trump tariffs come into play in 2025 after another strong year of tires being imported into the U.S. Photo: SC Ports | English Hurteau

and medium truck categories all increased, according to U.S. Census Bureau figures.

Passenger tire imports were up almost 8.1% in that timeframe, while consumer tire imports increased 9.7% and medium truck tire imports grew by 9.3%.

SRNA ACTS QUICKLY

Sumitomo Rubber North America Inc. (SRNA) took little time to announce a price hike, which it squarely said was in response to the tariff actions. SRNA was the first tiremaker at press time to publicly announce a reactionary price hike, though others are anticipated.

SRNA planned to increase passenger and light truck tire prices by up to 25%, effective May 1. That same day, the tiremaker was set to increase prices on its commercial truck tires by up to 10%. The hikes would be effective “pending further U.S. government announcements.”

— Joy Kopcha MTD May 2025

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Industry News

Bites Yoko promotes Barna Yokohama Corporation of North America (YCNA) has announced organizational changes, including a promotion and expansion of duties for Jeff Barna. The president and CEO of Yokohama Tire Corp. (YTC), Barna will also serve as president and CEO of YCNA, which adds responsibilities supporting both Yokohama Canada and Yokohama Mexico.

TGI launches program Tire Group International LLC has introduced its Cosmo Kat Kash Associate Retailer program.

Designed to be simple with maximum profitability, retailers can qualify with the purchase of 125 units per quarter.

McMahon’s expands Fort Wayne, Ind.-based McMahon’s Best-One Tire has acquired three Best-One Tire locations in western Ohio. The dealership recently closed on the acquisition of two Best-One of Lima outlets and the Best-One of Bryan dealership.

Big Brand acquires in AZ Moorpark, Calif.-based Big Brand Tire & Service has acquired Reese’s Auto, an Arizona-based business. The addition helps Big Brand expand its Arizona footprint.

Sun Auto grows in N.C. Sun Auto Tire & Service Inc. has acquired Piedmont Radiator and Tire in King, N.C. The business, founded in 1993, adds to four Tire Max stores that were acquired by the Mesa, Ariz.-based tire store chain in the state during 2024.

Sullivan celebrates 70 Norwell, Mass.-based Sullivan Tire Co. Inc. officially celebrated its 70th anniversary on April 1.

The company, which was founded on a dead-end street in Rockland, Mass., has grown to encompass 127 locations in five states and will continue celebrations all year long.

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TBC to sell Midas portfolio to Mavis

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BC Corp. has entered into an agree- With the addition of 1,200 Midas ment to divest its Midas franchise locations, Mavis Tire Express Services Corp. will have more than 3,000 stores. portfolio to Mavis Tire Express Ser- In two deals in two years, the company vices Corp. has added nearly 1,800 storefronts.

In a statement released on March 31, Photo: TBC Corp.

Michelin Group says that “TBC identifies tire wholesale, distribution and Big O Tires as core businesses, leveraging an industry-leading network and scale, whereas Midas activity mostly relies on retail automotive services. The operation will enable TBC to focus on driving accelerated growth and value in its core businesses.

“It is also an opportunity for Michelin and Mavis to support and reinforce their commercial agreement,” according to Michelin officials.

“The transaction is expected to close in the coming weeks, subject to the approval of the competent authorities and should have a positive impact in 2025 on Michelin Group’s net result of about $200 million.”

With more than 2,000 locations, Mavis, which is based in White Plains, N.Y., is the largest independent tire store chain in the United States, according to the 2024 MTD 100.

The acquisition will give Mavis 1,200 additional locations across the United States and Canada. When the deal finalizes, Mavis will have more than 3,000 stores.

Midas will continue to operate as a stand-alone brand and will maintain its headquarters in Palm Beach, Fla. Lenny Valentino will continue to serve as Midas’ president after the acquisition.

“The transaction will not impact Midas franchises, as they will retain ownership of their respectively owned Midas franchise stores,” a Mavis spokesman told MTD. Mavis is owned by private equity firm BayPine LP, TSG Consumer Partners LP and a holding company controlled by David and Stephen Sorbaro, Mavis’ co-CEOs. When asked if Mavis will use National Tire Wholesale (NTW) to supply Midas locations, a spokesman for the dealership told MTD that “NTW has been a significant supplier to Midas in the past and NTW will continue to be a supplier in the future.”

Continental makes more organizational changes

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ontinental AG has decided to spin off its ContiTech business unit in order to solely focus on its tire division.

The decision comes after the supervisory board had separately approved the previously-planned spin-off of the company’s Automotive division. Continental says it expects to divest ContiTech after it spins off the Automotive business, which is subject to shareholder approval.

“Continental has already laid the groundwork for its realignment with the planned spin-off of its Automotive group sector and aims to position the three group sectors — Tires, ContiTech and Automotive — as strong, independent companies,” say Continental officials.

“With this move, ContiTech will operate independently as a material solutions specialist with a strong industrial focus. Continental AG will therefore become a global company focused on tires. In a last step, the still overarching holding functions will then be transferred to Continental AG” Even with its new tires-only focus, the company has also decided to leave the agricultural tire market. Continental will cease production of ag tires and will exit that market by the end of 2025. It instead will turn the attention of its commercial specialty tires business to material handling tires, earthmover tires and tires for port operations.

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A LONG WAY

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Industry News Lowe’s, the home improvement retailer, is selling tires to consumers via an online portal and says shoppers can choose from more than 18,000 installers nationwide.

Bites RNR honors franchises RNR Tire Express recognized its top-performing franchises at its annual conference. GulfCoast L&P — led by Shannon and Cynthia Baber Strunk and Shane Baber — took home the RNR Tire Express Franchise of the Year award. They own and operate 16 RNR Tire locations across Alabama, Florida, Louisiana, Mississippi and Tennessee.

Breslin promoted to VP Bauer Built Inc. has promoted Darren Breslin to vice president of logistics. He joined the tire dealership in January 2018 as director of supply chain. He will be responsible for all aspects of procurement, warehousing, transportation and optimizing Bauer Built’s logistical operations.

ISN and NOD merge Integrated Supply Network (ISN) has announced a definitive agreement to merge with National Oak Distributors (NOD). It will combine ISN, an automotive tool and equipment supplier, with NOD, a leader in the automotive paint, body and equipment segment.

Hamlin joins board The Automotive Aftermarket Charitable Foundation has added Debra Hamlin, president of the Tire Industry Association, to its board of trustees. She brings more than 27 years of experience and is currently director of dealer development, operations and compliance for the commercial dealer network at Bridgestone Americas Inc.

Maxam expands warranty Maxam Tire North America has expanded its ag tire warranty program to offer five years of comprehensive coverage. The warranty covers stubble damage and field hazards.

Ralson is now at Love’s The Love’s Travel Stops chain is now carrying Ralson commercial truck tires that are designed for trailer axle applications.

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Photo: Lowe’s Companies Inc. website

Lowe’s sells tires via e-commerce portal

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iant home improvement products retailer Lowe’s is now selling consumer tires via its own e-commerce portal, lowestires.com.

The company, which is based in Mooresville, N.C., and operates more than 1,700 retail outlets throughout the United States, recently launched the portal, which allows consumers to purchase tires and then schedule installation.

According to lowestires.com, consumers can choose from more than 18,000 installers nationwide.

In a FAQ section published on lowestires.com, Lowe’s officials urge consumers to “enter your vehicle’s make, model and year on Lowestires.com and we’ll provide a list of tires that are compatible with your vehicle specifications.

“You can refine your search using filters in the search results. For example, if you prefer a certain brand or require a specific performance category, only those search results will be shown. From there, you can read complete product descriptions, tire specs and warranty information.

“The price of the tires includes the cost of the tires themselves. The installation cost includes shipping to the installer and having the tires installed on your vehicle. It does not include tire pressure monitoring system service, which in some instances, may be required.”

Lowestires.com offers filters “to help you choose the best option for your needs.

The best tire for you depends on your typical driving conditions. All-season tires are a great all-around option, while winter tires are designed for icy and snowy conditions.

Performance tires are ideal for enhanced handling and speed and off-road tires are built for rugged terrain.”

Shipping to installers will vary, “depending on your location and the availability of the tires. Typically, it takes one to three business days for your tires to arrive at your selected installer.

“We currently ship orders exclusively to our trusted network of local installers. By choosing one of our vetted installers, you ensure a seamless experience with guaranteed installation rates that you pay at checkout. This not only saves you time, but also gives you peace of mind knowing your tires will be expertly installed by professionals who meet our high standards.”

TIA seeks Hall of Fame nominations

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he Tire Industry Association (TIA) has opened nominations for the Tire Industry Hall of Fame. Nominees should showcase “outstanding accomplishments” and great contributions to grow or develop the tire industry or otherwise demonstrate high standards, according to TIA officials.

The award is open to all individuals in the tire industry: manufacturers, inventors, publishers, equipment suppliers, tire association executives, tire dealers, tire and rubber recyclers and retreaders. Hall of Fame membership also may be awarded posthumously.

Nominations must be received by June 23, 2025, via www.tireindustry.org.

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Industry News

Bites Touchette names leaders Quebec-based tire distributor Groupe Touchette has appointed Nicolas Touchette and Frédéric Bouthillier as co-CEOs. The company has more than 40 distribution centers across Canada.

Nexen opens center Nexen Tire has established its own winter tire testing center in Ivalo, Finland, that will serve as the foundation of the company’s winter tire research and evaluations. Nexen previously had been using another facility in Finland under short-term contracts, but securing sufficient testing time was becoming difficult.

Smithers marks a century Smithers, the Akron, Ohio-based provider of tire testing services, is celebrating its 100th anniversary.

Vernon Smithers began the independent tire testing company in a three-bay garage in Akron and it has grown into a multi-national company with 27 sites worldwide that serves more than 15 different industries.

Hunter integrates Hunter Engineering Co. has integrated its unmanned inspection equipment with dealership management software supplier PBS Systems. The integration allows shops to streamline processes and attach inspection results directly onto a service ticket.

Bob Fogal Sr. dies Bob Fogal Sr., the founder of International Marketing Inc. (IMI), has died at the age of 88. He founded IMI in 1973 and was the creator of EQUAL, which IMI says was the trucking industry’s first internal tire balancing product.

Goodyear’s Mick dies Chuck Mick, who held a variety of positions at Goodyear Tire & Rubber Co. during his 50-year career, including vice president of dealer sales, recently died at age 79.

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Monro names new CEO, plans operations review

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eter Fitzsimmons is the new president and CEO of Monro Inc. He replaces Michael Broderick, the company’s CEO since 2021.

A partner and managing director of AlixPartners, Fitzsimmons has been given the mandate “to work with (Monro’s) management team and board to develop and execute a performance improvement plan to enhance operations, drive profitability and increase operating income and total shareholder returns,” according to Monro officials.

On the same day Monro’s board appointed Fitzsimmons, the company entered into an “engagement letter” with AlixPartners to “assess the company’s operations to develop a plan to improve the company’s financial performance.”

In previous roles, Fitzsimmons served as CEO of a large automotive collision repair business and also as chief financial officer of an auto parts distributor.

According to Robert Mellor, chairman of Monro’s board, “the Monro board and management are taking decisive actions intended to improve the company’s performance and enhance the value we are delivering to our shareholders today and over the long-term.

“As part of this, the board determined that a change in leadership was necessary and we are pleased to appoint Peter to lead this critical phase in our evolution and our next chapter of growth. Peter has a proven track record of success and a mandate to reinvigorate the business and restore operating margins.”

The board’s actions also may include spending at least $4 million with AlixPartners to “assess the company’s operations to develop a plan to improve the company’s financial performance.” Monro signed an engagement letter with the firm, whose work will begin with an $800,000 assessment of its operations. It could escalate to the $4 million price if Monro opts to utilize additional services from AlixPartners following the initial review.

Monro disclosed the dollar amounts in a filing with the Securities and Exchange Commission.

That same filing notes that Fitzsimmons will be paid a monthly fee of $250,000 “in addition to reasonable out-of-pocket expenses, an administrative fee and the standard hourly rates of additional professionals who provide services” under Monro’s agreement with AlixPartners.

Fitzsimmons has served as a partner and managing director of AlixPartners most recently since May 2020. He returned to the company after serving as an investment partner and managing director of a private equity firm, Tower Three Partners.

If the AlixPartners name sounds familiar, it’s because American Tire Distributors Inc. (ATD) has utilized the same firm as an operational advisor since its initial bankruptcy filing in 2018. Another AlixPartners managing director, Michael Feder, joined ATD in August 2024 to serve as interim CEO.

Hankook appoints co-CEOs

H

ankook Tire & Technology Co. Ltd. announced Jongseon Ahn and Sanghoon Lee as global executive directors and new co-CEOs. According to officials, Ahn will lead global innovation, R&D, procurement, production and quality at Hankook. Lee will oversee global sales and spearhead marketing initiatives to strengthen the premium positioning of the company’s unified global brand, Hankook, while also managing the supply of original equipment tires for new vehicles.

Jongseon Ahn, (left) and Sanghoon Lee have been named co-CEOs and global executive directors for Hankook.

Photo: Hankook Tire & Technology Co. Ltd.

MTD May 2025

4/29/25 10:23 AM

ADVERTORIAL

MAKING A DIFFERENCE, ONE TIRE AT A TIME: ERANGE EV TIRES PARTNERS WITH 4OCEAN TO TACKLE PLASTIC AND TRASH POLLUTION Photos: Sailun Tire Americas

I

n today’s world, sustainability is more than just a buzzword — it’s a necessity. As the ongoing plastic and trash pollution crisis threatens marine ecosystems, businesses and individuals alike are increasingly called upon to take meaningful action. Recognizing this urgency, ERANGE EV Tires has teamed up with 4ocean, an environmental organization dedicated to cleaning our oceans, to launch the Partnership with Purpose campaign. This powerful initiative connects everyday consumer choices with tangible environmental action.

For every ERANGE EV tire sold in North America, 2 pounds of plastic and trash will be removed from oceans, rivers, and coastlines. This partnership highlights how a simple action, like purchasing a tire, can contribute to real, lasting environmental change and provide an easy way for individuals to play an active role in protecting the planet.

A COMMITMENT TO SUSTAINABLE INNOVATION Plastic pollution is a growing crisis, with an estimated 40 million metric tons of plastic waste entering the ocean every year. By 2050, that number could more than double, making it one of the most urgent environmental challenges of our time. The scale of the problem can feel overwhelming, but it also serves as a call to action — one that ERANGE is addressing head-on with their Partnership with Purpose.

“At ERANGE, we believe that sustainability goes beyond the road—it’s about making a lasting impact, ” said Ron Dolan, President of Sailun Tire Americas. “We’re thrilled to partner with 4ocean. ERANGE tires are already made with sustainable materials using our EcoPoint³ technology, so adding this initiative just makes sense. We believe our retailers—and their customers—will be just as excited about this positive step for the environment as we are.”

HOW THE PARTNERSHIP WORKS With ERANGE’s EcoPoint³ technology, their tires offer superior performance, lower rolling resistance, and enhanced efficiency — making them the ideal choice for electric vehicles.

But now, each ERANGE tire purchase does more than just contribute to a smoother, more sustainable ride. It also directly supports global ocean cleanup efforts by funding the removal of plastic waste.

4ocean has been at the forefront of ocean conservation since 2017, with their dedicated cleanup teams having removed over 40 million pounds of plastic and trash from waterways worldwide. These teams operate full-time in areas like the U.S., Guatemala, and Indonesia, collecting debris such as abandoned fishing gear, plastic and other trash that accumulates along shorelines. w w w . M o d e r n T i r e D e a l e r. c o m

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Through this collaboration, each ERANGE tire purchase directly contributes to the ongoing cleanup of oceans, rivers, and coastlines. While the removal of two pounds of plastic and trash per tire may seem small at first, the collective impact of thousands of consumers making this simple choice adds up to significant global change. This partnership proves that even small actions, when scaled, can create lasting environmental benefits.

JOIN THE MOVEMENT The Partnership with Purpose is more than just a corporate initiative — it’s a call to action for anyone who wants to make a difference. With every ERANGE tire purchase, consumers are not only investing in a high-performance, sustainable pro uct, but they are also actively supporting the cleanup of the oceans.

ERANGE EV Tires is proud to team up with 4ocean in the Partnership with Purpose campaign—and you can too.

Because together, we have the power to drive change. Learn more at 4ocean.

For more details on ERANGE EV Tires—or to purchase a set for yourself—visit ERANGE Tires or gosailun.com.

Help make a difference, one tire at a time, with ERANGE and 4ocean. ■ 17

4/29/25 10:23 AM

H

NumbersThatCount

Relevant statistics from an industry in constant motion

4

Of the 10 largest retreaders in the U.S., four utilize the Bandag process Source: MTD 2025 Top Retreaders List Photo: MTD

33

97%

This year’s Tire Dealer of the Year will be the 33rd winner in the award’s history

Decrease in the number of imported consumer tires from China from 2014 to 2024

Source: MTD

Source: MTD

Photo: Jared Navarre | Romph Pou Agency

Photo: Joey Brent

12%

Consumers who reported the new car dealer service department didn’t fi x a repair correctly on the first visit Source: J.D. Power 2025 U.S. Customer Service Index Study Photo: 44268273 © Welcomia | Dreamstime.com

18

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21%

Drivers who said ADAS technologies make them more cautious on the road Source: Hankook Gauge Index October 2024

DI IF HY US DE

Photo: MTD

MTD May 2025

4/29/25 10:23 AM

2505MT

HYPERDRIVE PRE-ENROLL BY

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4/29/25 10:23 AM 4/22/25 3:09 PM

Yo u r M a r ket p l a ce

A consensus among dealers CONSUMER DEMAND DROPS AMID TARIFF, ECONOMIC WORRIES By

John Healy

R

etail sellout dropped for a second straight month in March, with average declines of 3.6% for the month — more severe than the 0.2% decline measured in February.

Regionally, tire dealers in the Southwest and Northwest fared the best, meaning their declines were mild, while tire dealers in the Midwest reported a drop of 5.3%, year-over-year.

Tax refunds usually start to fuel some improvements in March, but we believe those refunds had a minimal impact on retail activity during the month as many consumers who needed replacement tires had already been forced to make purchases during the winter months.

Looking ahead to April, we see a 5.1% comparison, which is one of the strongest comps, and given the trends of March, we would expect retail sellout likely will remain negative for the month.

The miles driven trends don’t offer much to conf lict with that outlook, unfortunately. Miles driven trends were flat to only slightly positive in March, compared to a low-single digit gain in February. Our early results from April indicate the month got off to a soft start, with a 4.9% drop against a soft comp from April 2024.

OIL PRICES DECLINING

The collective price of raw materials needed to build a basic replacement tire fell 1.8% in March, a drop of 0.8% from

February 2024 levels. For the first quarter, that equates to a 1.6% average increase so far in 2025. That slight increase follows a 5.3% year-over-year average increase from the fourth quarter of 2024.

Holding raw material pricing steady would equate to a 2.5% year-over-year decrease in the input costs to build a tire in the second quarter of 2025 and a 1.1% sequential decline from the first quarter.

When we look at specifics, the ongoing pressurized supply of natural rubber in Southeast Asia continues and natural rubber costs grew 8.5% year-over-year in March. Synthetic rubber costs also increased 8.3% in March, while the other inputs all dropped in price. Oil prices dropped most dramatically, with a 15.4% year-over-year decline, while carbon black prices fell 7.0% and tire fabric/ cordage prices were 4.8% lower than the prices recorded a year ago.

This moderation isn’t much of a surprise and we expect those trends to continue during the year ahead as the overall index laps a cycle of year-over-year increases.

We see this as a potentially welcome shift toward stability for the industry.

A DEALER CONSENSUS

Dealer commentary suggests consumer demand for passenger and light truck replacement tires was down by the single low digits compared to a year ago. Our contacts were 100% united in reporting negative demand trends for March 2025.

Snapshot of Dealer’s PLT Tire Volumes (Year-Over-Year Change) Jan-24

Feb-24

Mar-24

Jan-25

Feb-25

Mar-25

Average

Increase

40%

38%

43%

45%

46%

0%

35%

Flat

13%

29%

7%

0%

8%

0%

10%

Decline

47%

33%

50%

55%

46%

100%

55%

Total

100%

100%

100%

100%

100%

100%

100%

SOURCE: NORTHCOAST RESEARCH ESTIMATES

20

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So what’s driving that uniformity?

Dealers reported slower traffic amid consumer concerns about tariffs and a poor macroeconomic environment. Add to that the fact that customers who had planned to replace their tires likely had already done so during the winter months, which means recent rainy days didn’t provide much of a boost in demand.

One thing that remains consistent is that the consumers who are shopping for tires are still largely choosing tier-three tires, rather than the pricier tier-two or tier-one products.

SHOPPING ON PRICE

Our latest survey shows that from a mix point of view, tier-three tire brands were again the most in-demand among consumers in March 2025. That means for the 10th time in the last 11 months, tierthree tire brands were the most popular among shoppers.

As a reminder, it’s usually tier-two tires at the top of our demand charts, but tier-three products have had a stronghold in these current market conditions. In March 2025, tier-two and tier-one tires tied for second place in our rankings.

We believe the type of consumer in the market right now is prioritizing high-value tires available for the lowest price available. Consumers’ wallets are stretched thin and tariffs are weighing heavily on shoppers’ minds. With that in the background, we expect tier-three tires to remain at the forefront in the near- to immediate-term. Yet we still expect tiertwo tires to remain the top performer in the long term as consumers typically balance price and quality. ■ John Healy is a managing director and research analyst with Northcoast Research Holdings LLC, based in Cleveland, Ohio. Healy covers a variety of subsectors of the automotive industry. If you would like to participate in the monthly dealer discussions, contact him at john.healy@ northcoastresearch.com.

MTD May 2025

4/29/25 10:23 AM

2505MT

QUALITY ALWAYS WINS Every tire gets balanced. What are you using?

Choose the perfect weight. Choose Perfect.

Perfect Equipment is a brand of

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4/29/25 10:23 AM 4/22/25 11:38 AM

EV tires

Fully charged WHY TIREMAKERS CONTINUE TO INVEST IN EV TIRES

By Mike Manges

22

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“We continue to view EVs as a promising growth market,” says Jin Han, product marketing manager, Hankook Tire America Corp.

Photo: Hankook Tire America Corp.

Graphic: 341553744 | Dreamstime

T

ire manufacturers that produce and supply electric vehicle (EV)-specific — and in some cases, “EV-ready” — tires are charging ahead with the continued development of these products, as are other tire suppliers.

“Regardless of whether EV demand slows down or rebounds, the fact is the number of EVs on the road is increasing each year,” says Ian McKenney, senior product manager, Bridgestone Americas Inc. “While no one can be exactly sure how EV demand will ultimately play out, we do anticipate there will be more EVs on the road.”

“We continue to view EVs as a promising growth market,” says Jin Han, product marketing manager, Hankook Tire America Corp. “It is important to remember that there is a market beyond just new vehicles.

Aftermarket demand for EV-specific tires is also a crucial area of support and an area in which we see continued potential.”

MTD May 2025

5/7/25 4:21 PM

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EV tires Jack McClure, PLT segment manager, North America, Sailun Tire Americas, says electric vehicle manufacturers’ “full EV transition” targets may have been “overly ambitious,” but EVs “are among the most eye-catching vehicles and have the most tech being offered. EVs will only gain in popularity, especially as they are now offering legitimate range per charge and are continuing to reduce the time to charge.”

“There is a pool of existing electric vehicles on the road that will need replacement tires, which in general, require new tires more frequently due to the unique characteristics of electric vehicles, such as increased weight and instant torque, versus the internal combustion engine,” notes Todd Bergeson, senior manager, product planning and technical services, Toyo Tire U.S.A. Corp.

“In the long-term, the broader industry shift toward electrification suggests that demand will continue to rise over time,” says Joaquin Gonzalez, president of Tire Group International LLC (TGI). “Factors such as government incentives, charging infrastructure expansion and improvements in battery technology will play a crucial role in driving future growth.”

“We do not see the sales of tires for EVs declining due, in part, to the demand of the existing electric vehicle parc,” says Omer Waysman, vice president of B2C marketing, Michelin North America Inc. “We see EV adoption as a long-term trend that will likely continue progressing,” says Andre Oosthuizen, chief marketing officer, Pirelli Tire North America (PTNA).

“EVs will only gain in popularity,” says Jack McClure, PLT segment manager, North America, Sailun Tire Americas.

Photo: Sailun Tire Americas

“There is a pool of existing electric vehicles on the road that will need replacement tires,” says Todd Bergeson, senior manager, product planning and technical services, Toyo Tire U.S.A. Corp.

“The broader industry shift toward electrification suggests that demand will continue to rise over time,” says Joaquin Gonzalez, president of Tire Group International LLC. Photo: MTD

Photo: Toyo Tire U.S.A. Corp.

“We do not see the sales of tires for EVs declining,” says Omer Waysman, vice president of B2C marketing, Michelin North America Inc.

“Our commitment to EV-specific development remains strong,” says Andre Oosthuizen, chief marketing officer, Pirelli Tire North America.

Photo: Michelin North America Inc.

Photo: Pirelli Tire North America

24

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MTD May 2025

4/29/25 10:22 AM

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TIMES ARE TOUGH. NEED A PARTNER YOU CAN COUNT ON? 1,000,000 S OF DOLLARS AT STAKE 1000 S OF PRODUCTS ON THE MOVE 100 S OF SOURCING OPTIONS 1 PARTNER THAT’S ALWAYS READY

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EV tires “Consequently, our commitment to EV-specific development remains strong.”

“While short-to-medium-term EV demand in North America may be flagging or unpredictable, it’s hard to see (EVs) as just a fad that will dissipate,” says Steve Bourassa, director of products, Nokian Tyres North America. “Electric vehicles are here to stay and tiremakers are wise to factor them into product development plans.”

“Electric, hybrid and alternative fuel vehicles are not going away,” says Phillip Kane, CEO of Turbo Wholesale Tires LLC. “They will make up an increased percentage of the car parc moving forward.”

Michael Cati, global head of strategy and product for Omni United S. Pte. Ltd., says his company’s Radar brand “focuses on the replacement market, which is expected to grow significantly as EVs sold between 2019 and 2023 (will) begin needing replacement tires.”

“As the North American infrastructure is improved, cost structure for production (improves) and upgraded batteries are available, it is likely that EV demand will have significant share growth,” says Brandon Stotsenberg, vice president, automotive division, American Kenda Rubber Industries Co. Ltd.

Nokian sees a “strong market” for EV-specific winter tires, says Steve Bourassa, director of products, Nokian Tyres North America.

Photo: Nokian Tyres

EV TIRES FOR TODAY AND THE FUTURE

Nearly 300,000 new electric vehicles were sold during the first quarter in the U.S., “an increase of 11.4% year-over-year,” according to an April 10 bulletin from Cox Automotive. “Despite many obstacles ... electric vehicle sales continue to grow at a healthy pace in the U.S. market.”

This is all good news for EV and EV-ready tire manufacturers and suppliers as they continue to invest in new designs and technologies to further enhance their product offerings.

Bridgestone’s McKenney says the Bridgestone Turanza EV, which was introduced in 2023, “was specifically designed to address the unique performance characteristics of the most popular, premium EVs in terms of wear, rolling resistance and noise.”

The tire “opened the door to a whole range of possibilities in terms of how we apply our latest technologies,” including Bridgestone ENLITEN. “We’ve spent a great deal of time and energy really understanding our customers to make sure we’re addressing their specific and varying needs.”

26

2505MTD_22-29_EVTires.indd 26

“Electric, hybrid and alternative fuel vehicles are not going away,” says Phillip Kane, CEO of Turbo Wholesale Tires LLC. Photo: Turbo Wholesale Tires LLC

“It is likely that EV demand will have significant share growth,” says Brandon Stotsenberg, vice president, automotive division, American Kenda Rubber Industries Co. Ltd. Photo: American Kenda Rubber Industries Co. Ltd.

“The number of EVs on the road is increasing each year,” says Ian McKenney, senior product manager, Bridgestone Americas Inc. Photo: Bridgestone Americas Inc.

MTD May 2025

4/29/25 10:23 AM

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4/29/25 10:23 AM 4/24/25 12:59 PM

EV tires Hankook has “a strong roadmap to continue EV-specific tire development for the North American market,” says Han. Hankook added to its EV tire line with the iON evo and iON evo SUV tires in 2023.

Hankook is also “developing a business strategy to manufacture and supply EV light truck tires. Our full EV portfolio will address the needs for SUV/CUV, LT and sedans, underscoring our commitment to meeting accelerating demand for EV tires across all segments.”

Sailun, which introduced its ERANGE EV tire to the U.S. market in 2022, “continues to watch the growing EV vehicle list and tire size offerings,” says McClure.

“In the last 12 months, we have added five sizes and will continue to grow as the market evolves.

“The electric vehicle market is still in its infancy,” says Toyo’s Bergeson. “All signs point to continued market growth in the long term as the infrastructure, technology and consumer knowledge improve.

“The unique requirements of electric vehicles — such as instant torque, rapid acceleration, additional weight and range efficiency — will continue to push tire technologies. For example, while the Toyo Open Country A/T III EV was developed as an EV-specific tire, those technologies can also provide added benefits for ICE vehicles.”

“We do see EV adoption increasing over the next decade and so will the need for tires designed to accommodate the unique performance, efficiency and durability requirements of electric vehicles,” says TGI’s Gonzalez. “We developed the Cosmo Kurrent,” which was unveiled n 2024, “as an EV-ready tire, but at its core, it is first and foremost a premium touring tire. Th is strategic approach allows us to serve a broader market.”

“Michelin has always seen the development of the EV market as one that will take decades to mature,” says Waysman. “During this transition, existing vehicle technologies such as hybrids and internal combustion engines will remain an important consideration for consumers. Th is is why Michelin has taken the approach of making our lines EV-ready.”

According to Waysman, the EV market hasn’t peaked yet and “many factors will influence the rate of consumer adop28

2505MTD_22-29_EVTires.indd 28

“EVs sold between 2019 and 2023 (will) begin needing replacement tires,” says Michael Cati, global head of strategy and product for Omni United S. Pte. Ltd. Photo: Omni United S. Pte. Ltd.

“It’s important to continue to improve our technology so that we’re prepared for future upswings in demand,” says says Brad Williams, vice president of operations, Maxxis International-USA. Photo: Maxxis International-USA

tion in the coming years. We foresee an evolution in the vehicle market, moving from pure ICE to electric options, like hybrid vehicles, as well as full battery electric vehicles.”

“Looking forward, PTNA has a positive long-term outlook on EV-specific tires,” says Oosthuizen. “We’re investing in solutions like Pirelli Elect technology, designed to meet the unique demands of EVs, from enhanced range to quieter rides. We anticipate growth in this segment as EV adoption strengthens.”

“We believe there is a strong market for EV-specific winter tires due to the complex demands EVs require in wintry weather,” says Nokian’s Bourassa. “Our latest-generation winter tires, the Nokian Hakkapeliitta R5 and the Hakkapeliitta 10, both come with dedicated EV versions.”

“It is our belief that more and more owners of (EVs) are desiring high-value, high-performing, high-image options like the Lexani Volt-EC to the original fitment tire at fi rst and second replacement,” says Turbo’s Kane. “We think that’s the more important long-term trend to watch.”

Omni United’s Cati says EVs “are expected to become an important segment,” but “we don’t believe they will dominate the entire market as some initially thought. EVs are not likely to address all drivers’ needs and requirements, so a range of options such as ICE and plug-in hybrid electric vehicles will likely remain available. Omni United/ Radar Tires is already catering to EVs and (is) expecting significant growth in the replacement EV tire segment.”

“North American vehicle applications will continue to match the unique needs of the (region’s) demographics and geography,” says Kenda’s Stotsenburg, whose company unveiled an ultra-high performance tire for EV applications, the Vezda UHP A/S2-EV, in late-2024.

He expects EV adoption will continue to grow as “initial vehicle cost, maintenance and long-term reliability are improved.”

“Because Maxxis products are sold in markets around the world, we have to think in those terms and stay two steps ahead of global demand in our planning,” says Brad Williams, vice president of operations, Maxxis International-USA. “We believe that it’s important to continue to improve our technology so that we’re prepared for future upswings in demand.”

A spokesperson for Continental Tire the Americas LLC says the company “is well-positioned to serve customers’ needs,” citing the Continental ProContact RX and Cross Contact RX as “two examples of EV-compatible tire lines.”

A representative from Goodyear Tire & Rubber Co. says Goodyear “remains committed to delivering premium products that meet the needs of all consumers, including electric vehicle owners.” ■ MTD May 2025

5/7/25 4:21 PM

2505MT

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4/29/25 10:23 AM 4/22/25 11:31 AM

Store operations

Operational best practices

Korey St. Pierre is among the technicians at VIP Tires & Service who received a professional toolbox valued at $2,000 when he joined the tire dealership as an entry-level technician. VIP says the toolbox program has helped it recruit and retain workers to staff its service bays.

Photo: VIP Tires & Service

THREE DEALERS SHARE TIPS THAT ARE MAKING A DIFFERENCE

By Madison Gehring & Joy Kopcha

30

2505MTD_30-33_OpBestPractices.indd 30

I

ndependent tire dealers are known for forging their own paths — and that includes how they run their businesses.

MTD spoke with three tire dealers to uncover the operational strategies behind their success. It’s probably no surprise that valuing and investing in their people has paid off well for these tire dealers. And another found that a $10 tool made a big difference in processing customers at the front counter and selling brake service.

Their findings just may help you, too.

MTD May 2025

4/29/25 10:22 AM

2505MT

CONSUMER PROMOTION

G E T A $ 1 1 0 R E B AT E* O N Ye s , r e a l l y.

THE SMART CHOICE IN TIRES Purchase a set of 4 Continental ExtremeContact Sport02 tires between May 1 - 31, 2025 and get a $110 Continental Tire Prepaid Mastercard® by mail.

S C A N C O D E F O R D E TA I L S.

Offer Valid: May 1 - 31, 2025 Rebate form must be submitted online or by mail, postmarked by 6/30/25. *MAIL-IN REBATE WITH QUALIFYING CONTINENTAL TIRE PURCHASE OFFER: Valid only with qualified purchase made in the 50 United States, Washington, D.C., and Puerto Rico between 05/01/2025 and 05/31/2025 or while supplies last. Void where restricted or prohibited by law. No rain checks. Submission must include copy or original, dated, paid, itemized receipt and invoice for the purchase of four (4) new qualifying CONTINENTAL TIRES from a participating retail dealer and a completed rebate form. For online purchases, an original, dated, itemized proof of installation also must be submitted. Offer may not be combined with any other offer, discount, rebate, or promotion. Tires must be purchased in a single transaction. Rebate form must be postmarked or submitted online by 06/30/2025. Offer not valid on purchase by wholesalers, dealers, fleets, OEM customers, or other commercial entities or on returned merchandise. Requests from those with an invalid or undeliverable mailing address will be denied. Limit two (2) Continental Tire Prepaid Mastercard cards per person, household, email or address. The Prepaid Mastercard is given to you as a reward, refund, rebate and no money has been paid by you for the card. Physical card is issued by Pathward®, N.A., Member FDIC, pursuant to a license by Mastercard International Incorporated. Mastercard and the circles design are registered trademarks of Mastercard International Incorporated. No cash access or recurring payments. Card can be used where Debit Mastercard is accepted. Card valid for up to 6 months; unused funds will forfeit after the valid thru date. Terms and conditions apply. Not responsible for late, lost, stolen, misdirected, illegible, mutilated, or postage due to mail or inability to connect to the website. Any taxes, fees, or costs, including but not limited to installation, are sole responsibility of the recipient.

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Visit WWW.CONTINENTALTIRE.COM and click on the Offers tab for rebate form and complete offer conditions and restrictions. WARNING: tampering with, altering, or falsifying purchase information constitutes fraud and could result in state and federal prosecution. Fraudulent submissions will not be honored. All decisions made by Continental Tire the Americas, LLC (CTA) or its authorized representatives regarding the validity of any submission are final and binding. CTA reserves the right to verify and review eligibility and reject any fraudulent, incomplete, or inaccurate submissions.

C O N T I N E N T A LT I R E . C O M / P R O M O T I O N

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Store operations A RECRUITMENT AND RETENTION SOLUTION

At VIP Tires & Service, which is based in Auburn, Maine, the highest turnover was among the tire dealership’s greenest employees: entry-level technicians.

Rob Kaffel, director of store operations, says, “If we couldn’t convert them in the first six to 12 months to our flatrate technician, where they would make more money, we saw a lot of them go.”

Some left for new car dealerships.

Others left the automotive industry altogether. “Back then, you could work at Walmart or McDonald’s and make the same amount of money.”

VIP was looking at all kinds of ways to stop that churn. Kaffel says, “We kept increasing compensation and that fixed the turnover a little bit, but still there was a missing piece.”

Conversations with the tire dealership’s employees revealed a recurring theme — that it was difficult for new technicians to invest in their initial toolbox. Some of the tire dealership’s senior technicians suggested VIP provide a tool reimbursement program.

VIP did create that option, but Kaffel also pitched an idea where VIP provides a toolbox and about $2,000 worth of tools to every entry-level technician. Those technicians sign a contract when they join the company and after they complete a year of employment, the tools and toolbox are theirs to keep.

Kaffel says most new technicians choose the toolbox option, though there’s an alternative where technicians can buy their choice of tools and have $1,500 worth of tools reimbursed. “Ninety-five percent of our people take the toolbox program because they want a new toolbox, they want the tools and (the value is) $500 more.”

The tool program has been in place for a couple of years and Kaffel says, “Our turnover for that entry-level position has changed tremendously and we’re retaining those guys. We’re converting more of those flat-rate technicians, which is the next step up.

“It’s really helped our business, not to mention recruiting. When you can sit down with an entry-level guy and let him know, ‘VIP’s gonna invest a couple thousand bucks into you the minute you walk in the door,’ people commit to come work for us.”

Kaffel says he’s aware of one competing business that provides a $500 reim32

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VALUING EMPLOYEES AND SUPPLIERS

At Joe’s Tire LLC’s store in Barnesville, Ohio, technicians were too often encountering brake jobs on their schedule and finding the vehicles didn’t actually need brake pad service. This created profit-busting holes in the dealership’s service schedule, which Joe’s Tire has addressed by giving pencil-style brake pad gauges to its service advisors to use.

Photo: Joe’s Tire LLC

bursement if the technician buys a certain amount in tools during the year, but he’s not aware of anyone else in VIP’s New England market offering a comparable toolbox program.

VIP commits to having the toolbox in the technician’s hands within the new employee’s first 30 days. Kaffel says sometimes VIP has a full toolbox ready and waiting for the next tech who walks in the door, but it’s more common that the business assembles the kit with its partners — GearWrench and Milwaukee Tools — when a new technician is hired.

Kaffel says VIP has spent about $400,000 on the program since its inception. At the outset, VIP provided toolboxes to all of its existing technicians, so the first-year cost was higher than normal. Kaffel says the company now spends about $100,000 a year on the program.

Charlie Clifford, sales manager for Good Tire Service Inc., based in Kittanning, Pa., says his company’s operational practices focus on two main things: talent acquisition and retention.

“Kevin (Good, vice president of the tire dealership) and I both grew up in the tire business, so for us, finding quality employees wasn’t as much of a problem 10 years ago as it is now,” explains Clifford.

He attributes this to attrition — or “guys retiring or getting out of the tire business. There’s just not the same kind of pool of talent out there that there once was.”

Clifford says minimum wage increases have made it hard to “find a person that is going to work on commercial tires on the side of the road.”

Good Tire Service has two commercial locations, one retail store and six combination locations.

The dealership focuses on retaining employees and according to Clifford, the company has made an impact in that area.

“I believe this is because we are very flat. Our organizational structure is flat.

We don’t have this large hierarchy where guys have to talk to 13 different people and go through a chain of command to achieve something.”

Clifford says Good Tire’s ownership and leadership team are “very approachable. Even our tire technicians and our shop employees interact with our owners on a daily basis.”

Clifford says this makes Good Tire Service stand out to other potential employees.

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“It’s applying the same values from your home life and applying them to your work life,” says Kevin Good, vice president of Good Tire Service Inc. “That’s been the hallmark of success.”

Photo: Good Tire Service Inc.

very flat when it comes to operational awareness and interacting with employees and that is attractive to people,” he notes.

Kevin Good, vice president of Good Tire Service, says the company still does many things “like how it was back in the old days.

“Not that we are stuck in the old ways, but we still believe in a good handshake and we are backed by Christian faith, so I treat my guys the way I want to be treated and that kind of stuff. It really goes a long way.”

“It’s like the golden rule of management,” adds Clifford.

“It’s applying the same values from your home life to your work life,” says Good. “That’s been the hallmark of success for the company.”

Clifford also highlights the fact that employees see the dealership’s leadership team all the time and “every one of our employees knows exactly what Denton (Good, the owner of Good Tire) and Kevin look like.”

Clifford says he knows from experience that those values can attract employees to Good Tire Service, because that’s what happened to him. He previously worked for a tire manufacturer and Good Tire Service was his customer.

He says he came to work for Good Tire Service because he “appreciated the value and the foundation they established.”

Good says the commercial tire market looks different today than it did 20 years ago, when there were significantly more commercial tire dealerships.

Through mergers and acquisitions and attrition, the number of commercial dealerships has shrunk and “the handful of the large commercial tire dealers have just gotten larger.”

This has made employee recruitment and retention even more competitive.

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bonus them on their production and we pay them very, very competitively.

We are very strong on retaining quality employees, training them up and then retraining them over time to where we have, in our opinion, the strongest sales force in the business.”

Another operational practice that Good Tire Service follows is keeping its inventory supply and internal systems simple. “By that, I mean (that) we align as a tire dealership with very few new tire manufacturers on the commercial side,” says Clifford.

“We have four or five brands that we buy deep and go long to maintain a strong relationship and get the best pricing from a handful of (suppliers).

“What some dealers can face is the challenge of buying many brands and not getting the best pricing or best service.

“So we aligned with a few of them to get the most aggressive pricing strategy, so we’re not overrun by carrying too many brands.”

He tells his employees that anybody can sell a tire.

To retain customers over the longterm, it comes down to who can provide the best service and supply clients with what fits their needs best.

Clifford adds that Good Tire Service is selective about what tires it stocks.

“Some of our competitors stock and lead with a lot of what I would call the tier-four offerings and tires that are really subject to these incredible tariffs that could be coming out,” he explains.

“What we’ve done — and the practice we’ve employed — is we try to lead with these brands that support us and we upsell to domestically produced tires to drive the most value back to our end user fleets.”

Clifford says Good Tire Service aims to provide customers with tires that offer “the best return on investment, the longest life and the most retreadable casings, so we can lower their total cost of ownership.”

“And that is the value of doing business with our family. We want to try to take (the customer’s) operational cost and reduce it over time, rather than race to the lowest acquisition cost, which isn’t necessarily the best way to go to market.”

GETTING THE DETAILS RIGHT

At Joe’s Tire LLC, Ryan Eicher and his team have identified a recurring problem.

A customer would call his store in Barnesville, Ohio, and say his vehicle needed new brakes. An appointment was made, parts were ordered and on the appointed day, the vehicle would roll into a service bay. Then the technician would look at the brakes and find that the pads were 6 mm thick.

“You can’t conscientiously just replace brakes at 6 mm,” says Eicher, a 19-year Joe’s Tire veteran who is both a manager and a partner in the business.

So the service advisor informs the customer he doesn’t need brakes yet after all.

The problem for Joe’s Tire is that “I have an hour on my schedule that is lost,” he explains.

The tire dealership has created a new process.

If a customer calls about needing new brakes, the service advisor asks that customer to stop by for a quick inspection.

Joe’s Tire purchased $10 pencil-style brake pad gauges.

The gauges can be used between the spokes on a good number of vehicles — but not all, Eicher concedes. Still, it’s a quick way to measure brake pad thickness without removing the tire.

“If somebody’s asking about brakes, we’ll have them stop by,” he says. “We’re in a small town, so we’ll check (the brakes) ahead of time and maybe take a five-minute test drive to see if it’s making noise. Then that gives us an idea of what it needs.”

This small step then ensures that Joe’s Tire has the correct parts on hand or on order. And Eicher says the customer has “some skin in the game at that point to where they’re more likely to show up for their appointment.”

Before the dealership’s service advisors were armed with these brake pad gauges six-plus months ago, Eicher says it felt like his store was losing too much time on unnecessary brake inspections.

“We were doing enough brake checks and pulling off the wheel and running into so much time on it that I was like, ‘We’ve gotta do something different on this.’”

The gauges are also helping to solve the mystery when a customer isn’t sure if a front or rear brake is squeaking.

But the biggest saving is in fully utilizing service bays, says Eicher.

“It’s really cut down (on) the amount of times we schedule something for brakes (and) it doesn’t actually need the brakes.” ■ 33

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Mobile tire service

I&I Mobile Tire Services F grows by seizing opportunities

rom a brick-and-mortar beginning, I&I Mobile Tire Services has grown into a 24/7 mobile tire service provider with more than 20 vans, its own call center, a wholesale business and more.

Owners and husband-and-wife team Ini and Ijeoma Ibanga say it all started nearly 10 years ago when they saw a need to provide more services within their home market of Atlanta, Ga. Before opening I&I Mobile Tire Services, Ijeoma — a second generation tire dealer — and her husband had their own retail store in Gainesville, Ga. “We would get calls from clients and they would ask if we could go to them,” she says. “So we figured we would pilot a mobile tire service.”

Today, I&I Mobile Tire Services’ vans serve customers across the greater Atlanta area. (The couple has since closed their retail store.)

Ijeoma describes the vans as a “tire shop on wheels” and says the company’s mobile service focuses on tires and related services right now. But the couple sees an opportunity to provide other, on-site services like oil changes.

HANDLING CALLS

DEALERSHIP BRANCHES OUT INTO WHOLESALING AND NOW FRANCHISING

By Madison Gehring 34

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Several years after getting I&I Mobile Tire Services off the ground, Ijeoma and Ini identified another need: a call center that customers could use for scheduling tire installations.

“We had local representatives here that we trained exclusively to take inbound calls and turn them into leads or business,” says Ijeoma. “It was really good, but then when COVID-19 happened” I&I Mobile Tire Services began to experience high employee turnover.

The couple took a leap of faith and hired a third-party call center, but that didn’t work out.

“I decided to build (our) own” call center, says Ijeoma. “I developed the metrics on how to sell, how to overcome (customer) objections — the whole nine yards on how to create a customer.

“You still have to get customers to wrap their mind around” the idea of mobile installation, “so there’s still a lot of sales” associated with the process.

Husband and wife owners, Ini and Ijeoma Ibanga, started their mobile tire business in 2016 after realizing a need in the market.

Photo: I&I Mobile Tire Services

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Ijeoma started with two agents when she first built the company’s call center and kept adding from there.

The center has freed Ijeoma and Ini to focus on other aspects of I&I Mobile Tire Services’ business.

“When we first started, I&I Mobile Tire Services was just my husband and I,” she says. Ijeoma answered the phones and Ini performed tire installations at customers’ locations.

“We didn’t have a blueprint,” she explains. “No one told us how to do this.

We were just guessing and that obviously isn’t sustainable. Keep in mind this is a 24/7 operation, so I was jumping out of bed at all hours to take calls. But we were young and thought, ‘OK, let’s do this for a couple of years and just work through it.

“I had thought about” establishing an in-house call center “for so long” that when the opportunity made sense, “I was ready to execute it, so I took the risk.

“You can’t take calls and do quality work” with just a two-person team, she says. “Something is going to suffer.”

I&I Mobile Tire Services’ call center

currently employs a team of 10 agents, with more on deck.

Tire Services to have its own private brand of tires to wholesale one day.

LANDWAVE WHOLESALE

BUILDING FRANCHISES

With a high-functioning call center in place, the Ibangas identified another opportunity: wholesaling tires to other dealers.

“My dad told me that a lot of times when you’re looking for ways to add revenue, you need to just do it inside of the model you have and what you’re good at and take those skills and find ways to multiply that,” says Ijeoma.

“I figured, ‘I’m good at sales and I’m good at managing and I’m innovative.

Why not utilize the products and experiences I have to really take this to the next level?’”

This prompted Ijeoma and Ini to create Landwave Wholesale Tires, which offers same-day delivery, next-day delivery and two-day delivery options from the business’ warehouse in Atlanta. “We sell various brands and have everything from entry-level tires to your tier-one Michelins and Goodyears,” she says.

Ijeoma says the goal is for I&I Mobile

An opportunity that the Ibangas jumped on more recently is launching a franchise program. “It’s very, very new,” says Ijeoma.

“We maybe launched it a month ago.”

They created a website with information for potential franchisees, who would operate under the I&I Mobile Tire Services brand but would have their own territories.

“We (would) build out their van, give them the territory and do the marketing,” notes Ijeoma, who adds that she and her husband are negotiating with several potential franchisees.

They also are developing an app to support franchisees by helping customers connect with them. “If you wake up and your tire is flat, you’re not thinking about getting a tow. You just go into your app and you click I&I Mobile Tire Services and we come right to you.

“I would really like to see us have several locations throughout the 50 states with the franchises.” ■

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Auto service “Every service location should be testing the electrical system of each vehicle,” says Jim O’Hara, executive vice presidentmerchandising at Clore Automotive.

Photo: Clore Automotive

Tips to promote spring car care AND HOW TO MARKET SPRING CAR CARE SERVICES TO CUSTOMERS

By

Kim Klimas

I

t’s easy for vehicle owners to ignore auto service work in the winter when inclement weather can turn any outward venture into a dicey situation. But as temperatures climb, so do hours spent on the road, making spring an ideal time for vehicle owners to tackle neglected issues and tire dealers to promote key car care services in preparation for summer driving. And the need for these services is increasing.

“Between 15% and 27% of vehicle owners reported delayed or underperformed maintenance on vehicles aged four-plus years — the age of vehicle that tire dealers are primarily going to 36

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encounter,” explains Jim O’Hara, executive vice president-merchandising at Clore Automotive.

In this MTD exclusive, experts discuss car care services worth promoting this spring and best practices for boosting add-on sales to customers already in the shop.

MTD: What are several spring car care

services that tire dealers should offer this time of year?

SCOTT SULLIVAN, senior marketing

communication specialist, Bosch Mobility Aftermarket: Wipers are key. They

made it through winter, so now is the time to test wiper blades for streaking, chattering and skipping to ensure adequate visibility for the season ahead. If a replacement is necessary, dealers should encourage drivers to invest in a new set of wipers that guarantee extreme allweather performance. Wiper technology is evolving and higher-quality blades these days boast features like light-absorbing charcoal powder and water-repelling polymer compound, which empower wipers to withstand multiple seasons worth of harsh elements, prolonging product lifespan so drivers can go longer between replacements.

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Auto service Batteries are an important component to check. Many seemingly unrelated vehicle issues often trace back to the battery, so any driver complaints should prompt dealers to conduct both a visual inspection and a diagnostic scan test to evaluate whether a faulty battery may be the source of the problem.

Cold winter temperatures can slow a battery’s chemical reactions, reducing its ability to provide power. Interestingly, extreme heat can damage a battery in just the opposite way, accelerating its chemical reactions and causing premature wear and tear that can compromise its lifespan. All this to say that drivers will depend on dealers to provide a thorough checkup on their battery to ensure it’s in good shape after winter and will continue meeting expectations throughout the upcoming heat waves.

Filters also need service as the seasons shift. Dealers should check the air filters under the hood and in the vehicle’s cabin to inspect for any debris and evaluate whether a replacement is necessary. Generally, drivers will need to replace both filters either once a year or every 12,000 to 15,000 miles, but sometimes increased usage of the heating system during winter, combined with seasonal elements like road salt, can cause debris to build up on the filter faster than usual. This will require a post-winter, pre-summer filter swap to ensure optimal airflow and engine performance.

Brakes are always critical for service.

Driving amid increased moisture and salt on the roads can put brakes at greater risk of corrosion during the winter. Considering corrosion is the most significant link to progressive brake failure and noisy braking events, it’s crucial (that) dealers examine the braking system thoroughly to clear any remaining debris and look out for any signs of corrosion.

Any vehicle tuneup, post-winter or otherwise, should see dealers asking drivers one very important question: “What does it feel and sound like when you brake while driving?” If they highlight any strange sounds or sensations — a squeaking, a rumbling or some jitter, for instance — it’s worth taking a closer look.

To properly diagnose a vehicle, dealers should take it for a test drive (and) look for anything out of the ordinary to validate the customer’s concerns. After this, a visual inspection can confirm any suspected issues. This should include 38

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addressed soon, it provides the customer time to budget for the expected expense.

PETER DOBROWOLSKI, senior prod-

“Tire dealers should include a tire pressure monitoring system (TPMS) service check as a regular part of spring car care services — or any car care appointment, for that matter,” says Peter Dobrowolski, senior product manager at Continental.

Photo: Continental

measuring the brake pads and examining the rotors, boot seals and calipers.

O’HARA (Clore): Every service location

should be testing the electrical system of each vehicle that graces their bays every time (the vehicle) comes in. By this, we mean testing the three legs of the electrical system stool, so to speak: the battery, the starting event and the charging output.

This can be done quickly and easily, using a quality digital battery and system tester, like our Model No. BA327. With such a product, a technician can test the vehicle battery’s condition to confirm that it has ample capacity and substantial remaining service life.

Similarly, the technician can then run a starting system assessment to ensure the battery has sufficient capacity to start the vehicle and that the vehicle is not placing an inordinately high burden on the battery during the starting event, which would be a potential sign of a component problem, such as a failing starter motor.

Finally, the technician can run an assessment of the vehicle’s charging system to ensure proper operation.

This process has benefits for both the shop and the customer/vehicle owner. For the vehicle owner, this preventive maintenance step can provide early warning of trouble within the electrical system. It can also help them avoid an inconvenient, at best, and potentially dangerous, at worst, situation, such as encountering a dead battery in extremely cold temperatures.

If things aren’t dire, but will need to be

uct manager at Continental: Tire dealers should include a tire pressure monitoring system (TPMS) service check as a regular part of spring car care services — or any car care appointment, for that matter.

A remarkable number of motorists are driving with their TPMS warning light on. Many are not even sure what the light means. Of course, they will soon find out if it is on because of critically low tire pressure or if there is a slow leak that eventually must be addressed before it becomes a major issue and strands the traveler on the road. However, if the light is on because of an issue with a TPMS sensor or a system problem, the vehicle owner may drive for months without realizing that there’s an issue with a critical safety system. It can literally save lives if recognized.

It’s quick and easy to check the dash to see whether the TPMS light is on. A TPMS warning light that illuminates solid and remains solid usually means that one or more tires have low air pressure and must be inflated to the correct placard pressure.

However, a light that flashes for 60 to 90 seconds and then illuminates solid signals a problem with the TPMS system. One or more of the sensors are likely not communicating with the vehicle. A variety of issues can cause this. The flashing light can mean the sensor is damaged, missing or has a dead battery and needs to be replaced. It can also mean that an incorrect sensor is installed in the tire.

To ensure you service the TPMS systems properly, you must troubleshoot these potential issues until you find the culprit. While servicing TPMS, visually inspect the stem, hex nut, seal and cap.

The recommended best practice is to replace it with a new service kit. And don’t forget to inspect the spare to see if it has a TPMS sensor.

If a shop consistently tests every vehicle that comes through, it will sell more batteries. It will also uncover needed repairs to rotating electrical components, like starters and alternators. Finally, (the shop) will uncover needed repairs to belts and cable ends. This simple testing process, which takes less than five minutes per vehicle and requires a capital investment of about $500 for the tester, has the potential to drive thousands of dollars MTD May 2025

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of added revenue for a shop, while at the same time providing a valuable service to its customers.

BRIAN MESSENGER, head of product

management, engineering and technical support, MAHLE Service Solutions North America: Spring provides the perfect opportunity for tire dealers to remind customers to conduct a seasonal maintenance check on their entire vehicle.

This complete once-over should include an inspection of all the parts and systems that help keep the vehicle in operation, whether they’re under the hood, within the cabin, on the exterior or in the underbody.

External maintenance items seem like a no-brainer. However, there are other components that need to be examined that are not so visible. There are two often overlooked but extremely important components to keep a close eye on: the air conditioning (A/C) system and cabin air filter.

Having a skilled technician perform a regular A/C system service check is imperative to identifying and diagnosing potential issues and keeping the unit in peak operation. This service includes everything from checking for refrigerant leaks and inspecting pivotal components to cleaning filters, recharging refrigerant levels and checking for proper hose connections. And with the latest recovery, recycle and recharge (RRR) equipment innovations, technicians can fully automate a comprehensive service of recovery, leak test, vacuum and charge with virtually no manual labor required. For example, the MAHLE ArcticPRO A/C handling system is engineered to recover, recycle and recharge vehicles that are equipped with any R134a or R1234yf refrigerant.

sound from the cabin air intake ducts, unpleasant odors and/or excessive noise when the heating or cooling system is running; • Visual inspection of the filter will help determine if you should replace it right away. Cabin air filters catch debris and clog the filter, preventing proper air flow.

Replacement is required if the filter is wet or appears brittle and disintegrated.

MAHLE offers a wide range of cabin air filters designed to fit various vehicle makes and models.

SARA LONGARDNER, communications

manager at Mann + Hummel, the makers of WIX Filters, Purolator, and Mann-Filter: Typically, Americans drive more in the summer than any other time of the year.

Spring is a great time to get vehicles ready

STEFFEN DASSLER, head of global

filtration solutions, MAHLE Lifecycle and Mobility: A high-performing vehicle cabin air filter is also essential. Keeping a few simple yet effective maintenance tips in mind can be wise as seasons change. A few tips are as follows: • It’s recommended to change the vehicle’s cabin air filter every 12,000 miles or at least once per year. Replacement frequency can vary based on factors, including driving habits and weather conditions; • A few signs that a filter needs changing can include reduced airflow, a whistling 39

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Auto service to tackle the demands of summertime fun. A great way to get ahead of the crowd and avoid one of those last-minute crunch items is to get your vehicle serviced. There are a few filtration services for tire dealers to consider during springtime vehicle prep that fit with the season and should be key considerations.

First, customers should consider replacing their oil filter. Clean oil filters ensure that the engine runs smoothly and efficiently by preventing contaminants that can cause engine damage. A clean filter also improves engine performance and longevity.

A cabin air filter is also a smart move.

It can improve air quality on a long trip while also allowing the vehicle’s HVAC system to easily flow the air that keeps you comfortable. Cleaning the cabin air filter is a quick and easy project that makes a huge impact on air quality, as it removes pollen, dust and other allergens from the vehicle cabin. Located near the glove box, the replacement should take no more than five minutes. With springtime dominated by pollen and other allergens, this is a great time to replace the cabin air filter.

Recommending fuel filter services is also recommended. While many vehicles are equipped with non-serviceable fuel filters, other vehicles still require periodic fuel filter servicing. Clean fuel always atomizes better than contaminated fuel and it also burns cleaner. If needed, getting a new fuel filter is also a great way to improve fuel economy and lower vehicle emissions.

Through simple filter maintenance, drivers can prepare their vehicles for the demands of summer driving, ensuring better performance, efficiency and comfort on the road.

MTD: What are some best practices to

effectively market these services or ways to boost sales to customers already in the shop?

SULLIVAN (Bosch): Tire dealers promot-

ing these product lines should emphasize that wipers, brakes, filters and batteries are all maintenance parts that drivers may not always think about until they fail. They are typically great items for the dealer to inspect on a frequent basis but can also be checked by a handy DIY customer. They are product lines that help ensure safety and 40

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“It’s recommended to change the vehicle’s cabin air filter every 12,000 miles or at least once per year,” says Steffen Dassler, head of global filtration solutions, MAHLE Lifecycle and Mobility.

Photo: MAHLE

comfort for the driver and passengers. It is worth the time and money to continually inspect or replace these items, especially after a long winter where extra salt, debris and wear-and-tear may impact vehicles.

This is even more important for vehicles that sit outside during the winter months.

O’HARA (Clore): The good news is that

without extra labor costs and multiple appointments. If you are replacing a sensor because the battery died, suggest that the customer replace all four sensors at once. If one battery has failed, the others are likely to fail soon. The life expectancy of the lithium-ion batteries in a TPMS sensor is five to 10 years. Considering the time and inconvenience of dropping the vehicle off for a sensor replacement, your customer may agree to proactively replace all the other sensors, so they have fresh sensor batteries all around —and it’s the smartest move.

MESSENGER (MAHLE): Customer edu-

Clore Automotive’s Model No. BA327 digital battery and system tester does all the work, including creating the selling proposition, for the shop. When any of the three tests are performed, if an abnormal result is uncovered, the technician can print the result, which provides specific detail related to the abnormal result.

cation is key. It is crucial to ensure that the customer is making the most informed and cost-effective decisions that will help them safeguard the performance and longevity of their vehicle. If a customer comes into the shop for an oil change, it’s worth mentioning to them why it’s important to also inspect the efficiency of the A/C system and cabin air filter.

DOBROWOLSKI (Continental): Always

LONGARDNER (Mann + Hummel): Fil-

inform the customer of the benefits of TPMS, regardless of whether it presents a sales opportunity. Some customers who have been driving with their TPMS warning light on for a while may not see the urgency it represents.

It’s your job to explain that TPMS is there to prevent a sudden, catastrophic blowout that can ruin a family vacation as well as a drive to work. TPMS was implemented to save lives.

One more tip is to be strategic about TPMS sensor replacement while replacing the tires. One service can replace both tires, sensors or sensor service parts

tration is often an easy add-on sale during an automotive repair or maintenance.

Using in-store signage or digital displays can educate consumers about filtration’s role in improved engine performance, better fuel efficiency and enhanced air quality.

It’s also a good idea to create bundled service packages as a “Spring Cleaning Package” perhaps combining products like oil and cabin air filters alongside other maintenance items — even car washing kits or car cleaning supplies. Another idea is to organize spring car care clinics, offering free inspections to critical areas of vehicle maintenance.” ■ MTD May 2025

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TIRE DEALER SURVIVAL GUIDE

R E L A E D E TIR L A V I V R SU E D I GU

By Mike Manges

D

espite today’s uncertain economic environment, independent tire dealers continue to forge ahead by identifying — and capitalizing on — new opportunities, investigating new technologies and focusing on the basics of employee management and customer retention.

In this edition of MTD’s Tire Dealer Survival Guide, Randy O’Connor, owner of D2D Development Group (Dealer to Dealer Development Group), discusses how to understand the purchase path of today’s customer by identifying — and locking in — segments, touchpoints, time frames and more.

Looking to add one or more stores to your network? Mergers and acquisition expert Cole Strandberg, also a managing director with Focus Investment Banking’s automotive aftermarket team, explains why the ability to scale is vital for dealers who want to expand through acquisitions.

You’ve heard of artificial intelligence. How can you, as an independent tire dealer, effec-

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tively harness this developing technology to improve your systems and processes? Dennis McCarron, a partner at Cardinal Brokers, provides some thought-provoking ideas.

Is everyone on your team aligned and rowing in the right direction? If not, you may have a quiet quitter somewhere within your organization. Mike Townsend, retail tire sales coach and owner of Townsend Strategies, teaches you how to identify and rehabilitate quiet quitters before they do more damage to your business.

And finally, customer retention is an evergreen concern for many dealers. J. Mark Jackson, a founding partner of Guidon LLC, a leadership and resilience training/consulting organization, details the three levels of customer commitment and how you can convince clients to stick with you.

We hope you enjoy the 2025 edition of MTD’s Tire Dealer Survival Guide! ■ MTD May 2025

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TIRE DEALER SURVIVAL GUIDE

HOW TO UNDERSTAND YOUR CUSTOMER’S PURCHASE PATH THINGS TO IDENTIFY ALONG THE WAY

By Randy O’Connor

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hat’s the most effective way to understand the customer’s purchase path? It’s all about identifying segments, touchpoints, timeframes, expectations and the system or process. You’re also going to identify stressors and friction points.

Because your view, just like mine, is limited, the more views you have, the broader the perspective you’ll get. And remember: everyone’s expectations differ. Viewing your business and your team from the consumer perspective — not from the tire/auto service provider perspective — will also help you see various points of view.

Some of the systems and processes you’ll be analyzing will involve inter-shop dependencies, so those hand-off friction points will need the points of view from those who will be affected. Most everyone enjoys being part of a team and this is a great opportunity to huddle up.

Finally, you’ll have the opportunity to efficiently and effectively facilitate the planning process and the allocation of resources once your exercise has concluded. With that said, let’s look at how you can improve your business, in your customer’s eyes, in just a few steps. Welcome to the customer journey in today’s market: Step 1: Identify the segments. The segments of a retail customer’s journey are pretty cut and dry. Our industry may be a bit different than traditional retail, but the overall approach to identifying journey segments is the same. The extent to which you know your customers is the extent to which you can have a relationship with them. For your business to thrive, customers need to be aware you exist, be willing to consider you as a viable option, be able to easily engage while making a purchase decision, be able to trust that your service is of value to them and be

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willing to consider you again as a loyal partner for future purchases.

Step 2: Identify touchpoints. Having your team involved in identifying customer touchpoints in each of the segments you’ve identified will come in super handy. Customer touchpoints represent interaction locations and/or channels. All of us consume differently. Having various voices in the room will help ensure that you get several points of view. As diverse as today’s market is, you’ll want to be sure that you are identifying and addressing how various consumers go to market.

Identifying those retail market entry points is key. Th is step allows you to be able to determine the next two steps.

Step 3: Identify the timeframe.

Although this is the simplest portion of the customer’s path to purchase, it should not be taken lightly. Consider for a moment that the average customer gives your website about 15 seconds to deliver what they are looking for. Anything beyond that and they’ll bounce. Making sure the information your customers are looking for is available in short order is key. Look at the segments you’ve established and assign a customer timeframe to each. You’ll know you have a problem with relevance if your webpage’s bounce rate is high. Don’t skip this step. It will help you and your team gain perspective on how important timeliness within various touchpoints may or may not be.

Step 4: Identify expectations. Your business is rated based on each customer’s expectations of you, your competitors, your industry and shopping, in general, so it’s important to understand customer expectations in each segment of their journey. Expectations are a combination of beliefs and assumptions about what is likely to happen in the future. Today’s customers expect mobile experiences, convenience, 24-hour access, quick response,

authenticity and personalization. When you don’t meet these expectations, your business could lose your customers’ consideration. The larger the gap, the more likely you are to create unsatisfied customers. If customers have low expectations of you, it is not hard to meet them. If the customer’s expectations are high and you don’t meet or exceed them, they may go elsewhere.

Step 5: Identify the system/process.

Acting on the insights of the customer journey strengthens your customers’ overall satisfaction. Each insight is routed by touchpoints. Your ability to meet or exceed your customers’ expectations is influenced by the systems/processes you have in place. For each of the touchpoints you have identified, you should identify which systems/processes you already have in place and which systems/processes you are lacking or need to improve. Keeping a keen eye on the expectations associated with each touchpoint will help you understand why and how the systems needed will help improve the customer experience.

Putting yourself and your team in your customer’s shoes is an extremely valuable experience. A clear understanding of how your systems help to ensure the customer’s path to purchase is balanced is a critical step towards improving your brand. Make sure that you keep the customer’s perspective top of mind as you gain a better understanding of his or her purchase path and you’ll be well on your way to a new path of your own — transforming your business. ■ Tire and auto industry veteran Randy O’Connor is the Owner/Principal of D2D Development Group (Dealer to Dealer Development Group.) He can be reached at randy@d2ddevelopmentgroup.com. For more information, please visit www.d2ddevelopmentgroup.com.

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TIRE DEALER SURVIVAL GUIDE

HOW TO GROW THROUGH ACQUISITION THE ABILITY TO SCALE IS VITAL

By Cole Strandberg

I

n today’s competitive tire and automotive service industry, scale isn’t just an advantage. It’s often a requirement for long-term survival.

As margins tighten, competition increases and consumer expectations evolve, dealers who want to remain relevant and profitable must consider growth strategies that go beyond organic expansion. For many, the most effective — and scalable — option is growth through acquisition.

This article is designed to give you an actionable roadmap to acquiring other businesses and growing with intention.

From evaluating your readiness to integrating new locations, here’s what you need to know to pursue acquisitions — and their integration — with clarity and confidence.

Step 1: Understand why you want to acquire. Before you start eyeing your next location, take a step back. Why are you pursuing acquisitions in the first place? Is it to enter new markets, gain more buying power, access new customer bases or acquire top talent? Clearly defining your “why” is essential because it will guide every decision from here on out.

Think beyond financial performance.

Strategic acquisitions should align with your long-term vision. Whether you’re looking to become a regional leader, expand your service offerings or simply increase valuation for a future exit, know what success looks like before you start.

In short, what matters to you?

Step 2: Assess your readiness scale.

Acquiring a business is easy. Successfully operating one after acquisition? Much harder. Ask yourself, “Do I have the leadership, systems, processes and capital to take this on?” Here are a few questions to consider: • Do you have a management team that can operate independently of your direct involvement?

• Are financials clean, accurate and timely?

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• Do you have a repeatable playbook for operations, staffing and customer service?

• Do you have capacity (in-house or external) to evaluate, negotiate and close a deal?

If the answer to any of these is no, consider slowing down and building upon your foundation fi rst. Scaling on shaky ground can be disastrous, especially if you are aiming to build something enduring rather than a quick fl ip. If you want to build a skyscraper, you can’t do it on the foundation for a townhouse.

Not ready to acquire today? That’s OK. Many great operators aren’t. But acquisition readiness is something you can build toward. Think of it like training for a race: the sooner you start preparing, the more confident and capable you’ll be when the opportunity arises. Here are a few smart moves to make now: • Strengthen your financials. Clean, timely books and strong EBITDA aren’t just for sale-readiness. They help you run better. Set up monthly reporting, understand your margins by service line and track KPIs religiously. If you can’t measure your business’ performance, how can you manage it?

• Document your processes. Turn tribal knowledge into standard operating procedures. This makes scaling smoother and builds enterprise value, even if you’re years from selling or acquiring.

• Build your bench. Start identifying and developing leaders who can take on more responsibility. A team that operates without your constant input is a gamechanger for growth and quality of life.

• Think like a buyer. Even if you’re not ready to buy, start looking at listings.

What’s out there? It’s like studying game fi lm. The more you watch, the sharper your instincts.

Acquisitions aren’t only for those who are ready now. They’re also for those who

will be ready soon. Lay the groundwork today and tomorrow’s opportunity won’t feel so far away.

Step 3: Define your criteria. All businesses are not created equal. You want to define your target profi le early. Consider the following: • Geography. Are you looking to expand in your region or enter new markets?

• Revenue size. What size shop can you comfortably acquire and support?

• Service mix. Do you want to offer general auto repair, tire-focused services, fleet services or a combination?

• Culture. Are you looking for businesses with a strong culture and a great team or ones that are in need of a turnaround and can be acquired at a good value?

Clarity here will help you eliminate distractions and pursue only the most strategic opportunities. You can afford to be picky.

Step 4: Build a pipeline and source deals. Finding great businesses to buy takes more than waiting for listings to appear online. In fact, many listings represent opportunities you’ll want to avoid.

Don’t pick the low-hanging fruit. Build a multi-channel strategy by: • Networking with other owners, vendors and associations; • Letting your suppliers and their reps know you’re actively looking; • Considering working with a specialized broker or M&A advisor or at least reaching out to some to let them know you are in the market as a buyer; and • Using direct outreach — letters, emails and calls — to other tire dealers and shop owners in your target area.

The best deals often never go to market. Position yourself as a serious buyer and opportunities will begin to surface.

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Finding good deals makes the rest of the process substantially easier.

Step 5: Build relationships, not just pipelines. Finding great shops to buy is only part of the equation. Earning the trust of and building rapport with their owners is what closes deals. Many sellers in the tire segment are founders or longtime operators. Their businesses aren’t just a livelihood, but their legacy. They want to know things are in good hands.

Approach every conversation with empathy. Ask thoughtful questions.

Listen more than you pitch. Often, what sellers want is someone who will honor their team, take care of their customers and carry the brand forward with pride.

That trust can unlock better deal terms, smoother transitions and the stickiness needed when things get tough.

In many cases, you’re not just buying a business. You’re becoming the steward of a life’s work. And remember we’re in a big industry, but it’s a small world. Word travels. Keep your reputation in mind.

Step 6: Lock down debt and equity.

Acquisitions require capital. While some buyers use only cash, most will leverage debt or outside equity to fund the deal. You should understand your borrowing capacity and what you can contribute personally.

Talk to local and regional banks, as well as specialty lenders in the auto space.

Small Business Administration loans can be a great option for certain deals.

For scaled companies, the private debt markets represent a major opportunity.

When thinking about equity, are you willing to give up a piece of ownership in exchange for capital? Strategic partners, family offices, high net worth individuals or private equity firms can all be sources of equity. And make sure your financials are in order and you have a clear plan for how an acquisition will create value.

Capital providers want to see both.

Another thing capital providers are attracted to is multiple arbitrage. One of the greatest financial advantages of acquisitions is the ability to benefit from multiple arbitrage. Simply put, the more profitable and scalable your business becomes, the more it’s worth.

For example, a single-location shop might trade at 3x to 4x EBITDA, while a larger, multi-location operation with strong systems and leadership might be w w w . M o d e r n T i r e D e a l e r. c o m

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If you have the right foundation and mindset, acquisitions can serve as the ultimate accelerator. (Pictured, a dealership that was recently acquired by Fort Wayne, Ind.-based McMahon’s BestOne Tire.)

Photo: McMahon’s Best-One Tire

worth 6x to 8x. By acquiring a smaller shop at a lower multiple and rolling it into a larger platform, you can create immediate value — sometimes doubling your investment — before even improving the business operationally.

It’s a key strategy used by private equity fi rms and one that smart operators can use too. When envisioning an eventual exit, allocating capital to exploit multiple arbitrage opportunities allows for outsized return potential.

Step 7: Execute the deal. Once you’ve identified a business and have agreed on basic terms, you’ll enter due diligence and final negotiations. Here’s how to get through it: • Hire an experienced attorney and accountant who knows small business transactions.

• Request and review financials, leases, vendor contracts, employee agreements, etc.

• Be clear on what’s included: inventory, equipment, real estate customer lists and more.

• Figure out working capital calculations early on and set expectations.

• Finalize your financing.

Negotiate thoughtfully, but act with urgency. Deals often fall apart due to delays and indecision. As the saying goes, time kills all deals.

Another critical consideration: understand how the seller is handling internal communication about the transaction.

Who within the organization is aware of the potential sale? Have any promises been made to employees that the buyer should be aware of?

Gaining clarity on what has been communicated internally can make a significant difference in ensuring a smooth transition.

Step 8: Integration. Congratulations!

The deal is done. As it turns out, though, you haven’t crossed the finish line. You’ve only reached the starting line! Now comes what is perhaps the most important part: integration. Your ability to fold a new shop into your operations without disrupting culture, quality or customer experience will determine your success. Focus on: • Clear communication with staff — both your team and the acquired team; • Standardizing systems and processes; • Aligning incentives; and • Listening and learning. Why? Every shop has its own unique strengths.

Respect what works.

Integration can take months or even longer. Don’t rush it, but don’t let it drift either. Have a plan and stay engaged.

ADDITIONAL THOUGHTS

Acquisitions aren’t just about getting bigger. They’re about getting better.

If you have the right foundation and mindset, acquisitions can serve as the ultimate accelerator — building your brand, expanding your reach and creating a business that not only thrives today, but stands the test of time.

Imagine a business that no longer depends on you for every decision — with multiple thriving locations, a loyal team and loyal customers. Imagine having the resources and the time to focus on strategy, growth or simply enjoying the fruits of what you’ve built.

Acquisitions, when done right, are about building a business that supports your goals and your future. That’s the power of scaling with intention. ■ Cole Strandberg is a managing director with Focus Investment Banking’s automotive aftermarket team, specializing in mergers, acquisitions and capital raising for multi-location tire dealerships and automotive service businesses. Email him at cole.strandberg@focusbankers.com.

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TIRE DEALER SURVIVAL GUIDE

HOW TO USE ARTIFICIAL INTELLIGENCE TO HELP YOUR BUSINESS AI CAN’T FIX EVERYTHING — BUT IT CAN BE A USEFUL TOOL

By Dennis McCarron

E

xchange overheard at a tire dealership, sometime in the future: Service advisor: “Open the bay doors, artificial intelligence (AI) program.”

AI program: “Affirmative, advisor. I read you,” as bay door instantly opens.

You’ve heard a lot about AI and its possible use within businesses — with more speculation, no doubt, to come. While the future is always fun to ponder, let’s take a realistic look at what AI and other technologies could do for your business.

Over the last several decades, a lot of promises have been made about what technology, in general, can deliver.

While many predictions have come to fruition, there’s also a list of broken promises. Remember the promise of a paperless society?

“Say goodbye to your computer printers, ladies and gentlemen. In the future, your customers will demand paperless receipts.”

That one definitely didn’t pan out. And while the promises of “paperless” still abound everywhere, we still get threefoot-long receipts for the stuff we buy.

So what’s the future state of technology — up to and including AI — in and around tire dealerships?

By the way, first we have to acknowledge that there are some slow pokes on the technology superhighway who just keep going two mph. These dealerships are great at repairing vehicles, but sometimes forget to do a tire rotation or basic inspection since someone never wrote down what the customer asked for in the discovery phase.

This leads to reduced profitability.

Let’s face it: there are still dealerships with a $100 an hour labor rate when the rest of the country is cruising along at 48

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$170 an hour. I’m not a mathematician, but I imagine that when the owners of these dealerships are asked, “Why aren’t you operating in the 21st century?” they respond, “Well, that’s expensive.”

Yes, keeping up with the times is expensive. It’s especially expensive for tire dealers who think the labor rate covers only labor costs and not basic business expenses like store image upkeep and modernization. So put the bubbler down, tie those alignment strings up and take a giant step into today’s market, which is all about efficiency.

For example, drive-over tread depth readers are becoming more standard in forward-thinking shops and should have been standard at least five years ago. Digital vehicle inspections (DVIs) are also standard these days.

A DVI isn’t just about pictures, which, I admit, are a really great, modern version of show-and-tell selling. They allow a dealership to do a traditional, “Here’syour-air fi lter-and-here’s-what-a-cleanone-looks-like” sales pitch. But pictures are a function of DVIs — not a feature.

The main feature is efficiency — in other words, dropping down vehicle time in your shop to as low as possible in order to increase your bay turnover ratio.

If your shop is open 10 hours a day and your average ticket is about an hour-anda-half labor, that vehicle ideally should turn about seven times.

Most shops today are lucky if they turn a bay four times a day. The reason?

Downtime, which otherwise is known as idle time. How much time is the vehicle inside your building where nothing is getting done to it?

In a process-driven environment, the vehicle is brought inside, racked and an initial inspection is completed and

returned to the advisors for estimating, while the technician is performing any pre-authorized work — usually an oil change or tire replacement.

If the technician stands under the car watching the oil drain, that’s idle time.

Didn’t turn in the inspection fi rst? Idle time. Left a voice mail and waiting for the customer to return the call? Idle time.

It’s brutal when you really start to add it up. About 50% of the time a vehicle is inside a shop, something somewhere in the process is slowing down the rate of bay turnover.

Here’s where AI could possibly help.

With use of a simple AI program, a more precise time can be calculated on when the vehicle will be ready — not only giving employees a more accurate pick-up time to convey to the customer, but also giving the shop the proper time to fi nd its rhythm.

‘AI ALONE ISN’T GOING TO FIX EVERYTHING. IT’S NOT MAGIC. IF THE PERSON BEHIND YOUR SALES COUNTER DOESN’T DO THEIR JOB CORRECTLY, AI WON’T BE ABLE TO DO ITS JOB.’ Another area where AI could help reduce idle time is through pre-estimating. Currently, most shops wait until a technician returns the inspection to MTD May 2025

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In addition to placing AI in the driver’s seat for estimating tickets, AI also could be used to enforce price integrity.

begin estimating repairs. Th is causes a big lag in turn-around.

Think of the start of a traffic jam near the bend of a highway. During rush hour, all it takes is one person to tap their brakes unnecessarily and a cascade of red lights appear behind the fi rst offender.

Within a minute, the traffic has slowed to a crawl and there is a lot of open highway in front of the jam.

The time it takes an estimate to be created is the first tap of the brakes, then the contact with the customer is the next if they don’t answer or don’t read your text right away.

We can’t control the customer’s response time, but with basic AI analyzing ticket life cycles and mini-milestones like the time from when an inspection is fi nished to the completion of the estimate for certain jobs, a preemptive text message could alert a customer to an incoming call to action.

Based on VIN, a preliminary estimate could be generated, as well. Say a 2021 Honda Civic with the proper data like ballpark mileage, VIN, and customer history already in place, AI could load a pre-screen of typical items due for service with actual part numbers, available from parts-houses that show inventory. If the vehicle is in for a brake check, this could take the form of a pre-screen list of common brake work at said mileage, based only on total data within your point-ofsale system.

Let’s dream big. Maybe as your technician is inspecting a vehicle, an AI estimator is pre-loading the jobs relevant to the inspection, while highlighting more w w w . M o d e r n T i r e D e a l e r. c o m

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difficult estimates left to the humans. This could revolutionize the ticket life cycle and potentially cut down estimate idle time.

Further, an AI estimator could force-include add-on services. Common add-on jobs often removed from the customer conversation today are tire alignments, flushes and milestone maintenance — items listed in every vehicle’s owner’s manual.

In addition to placing AI in the driver’s seat for estimating tickets, AI also could be used to enforce price integrity.

With an AI driven estimator, based on VIN and local parts house inventory, AI could use the proper matrix or whatever system your shop uses to price parts and lock in those prices. Multiple vendors stocking the same parts can then compete on price and speed of delivery — the way it should be.

AI-driven estimating could also eliminate the all-too-often owner/ manager complaint of service advisors “selling with their own wallets.” Since AI doesn’t have a wallet, advisors will have to comply with pricing guidelines. And there’s no need to show advisors what the cost to the shop is. If an advisor doesn’t have a window to see costs, they will be less sympathetic to customer plights of affordability.

Real-world affordability means price integrity, not discounting. That means a job is x price. If actual affordability is an issue, maintenance items can be removed and payment plans or credit card options and other fi nancing options/programs

can be discussed. But if a customer comes in for brake work and the front brakes need to be replaced and the brake fluid hasn’t been changed in five years, the pads and rotors coming down in price is not an option. The flush can be delayed, temporarily saving the customer from being put in a pinch. But that is the customer’s option — and not left to the whim of the service advisor.

As a shop owner or manager, I’m sure in the next few years you’re going to start hearing about some amazing and hardto-believe solutions AI can bring to your shop — some of it so unbelievable that it will sound like the paperless society pitch from decades ago. I hope you will temper the desire for science fiction-like results and focus on the potential, real-world impact of AI on your shop’s productivity.

Idle time in between the steps of a ticket is a major area of opportunity for each and every tire dealership in America. If you have a process, maybe even documented, I ask that you look between the steps you have listed. That’s your opportunity — today. Put pressure on vendors to solve those problems with soft ware, integration and AI. AI alone isn’t going to fi x everything.

It’s not magic. If the person behind your sales counter doesn’t do their job correctly, AI won’t be able to do its job. ■ Dennis McCarron is a partner at Cardinal Brokers Inc., one of the leading brokers in the tire and automotive industry (www.cardinalbrokers.com.) To contact McCarron, email him at dennis@cardinalbrokers.com.

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TIRE DEALER SURVIVAL GUIDE

HOW TO IDENTIFY AND REHAB ‘QUIET QUITTERS’ IGNORING THE PROBLEM WON’T MAKE IT GO AWAY

By Mike Townsend

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y now, you’ve probably heard of the term “quiet quitting.”

Google defines quiet quitting this way: “When an employee does the bare minimum required for their job, without putting forth extra effort or enthusiasm.”

I am working with multiple clients and all of them have a quiet quitter on their team. Your dealership could have quiet quitters on staff, too. And they are only one job offer away from leaving your company.

With all of the challenges in today’s labor market, it’s very difficult to find good employees in any industry, including ours.

It’s important that you retain, inspire and motivate your employees every day. Ignoring the problem of quiet quitting will not make it disappear.

Let’s look at several examples of quiet quitters: • A top-performing sales representative who has decided to leave your business without informing you and will be difficult to replace.

• A successful counter sales associate who’s also looking for another job.

• A somewhat productive technician who was discovered to be looking on a popular job search website while on the clock.

• A very productive store manager who’s ready to throw in the towel due to an owner who’s out of touch with what’s needed to keep him on-board.

I hope these examples help you see that you may have one or two quiet quitters on your team. Therefore, from here on please take what I have to say to heart and then do something about it.

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As competitive as the job market is in 2025, all tire dealership owners and leaders must re-think how they look at employees who may not be hitting on all cylinders.

Photo:1426461499 | Moyo Studio | Getty Images

‘MOST PEOPLE CAN BE ELEVATED TO AN ENTIRELY DIFFERENT LEVEL IF THEY ARE PROPERLY MOTIVATED AND INSPIRED.’

SPOTTING A QUIET QUITTER

As we mentioned above, there is some truth to the Google defi nition. However, we have also identified several examples of top performers who are quiet quitters and are looking to leave. Spotting a quiet quitter is not easy, but asking the following questions can help. Are the leaders of your business, including your store managers, being intentional with each interaction with every employee?

Are they aware of how they are influencing every team member? Many leaders have blind spots and are not aware that they are either being a “door mat” or a “tyrant.” Th is awareness is a necessity if you want to know who your quiet quitters are.

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KNOWING YOUR EMPLOYEES

Do you really know your people? Many store owners think they know their team members, but lets face it — most do not.

I can always tell when a business owner or leader needs help in this area: they do not know how to ask good questions.

You must know your people and make them feel like they are part of something bigger. If you want to really know your people, you have to know everything about them: family, hobbies, hopes, dreams, skills, strengths and weaknesses and what they want to get from working for your company.

At the end of the day, you have to know that you are meeting their often-unexpressed needs.

Every time I perform an evaluation on a business, I fi nd that there are many employees who could do more and want to do more to contribute to that business. Some need more training. Some were sidelined when they displayed some personality trait or made a rookie mistake. Sometimes these mistakes were made due to lack of or improper training. If your dealership has an A, B, C or D rating system for how much each employee contributes to your success, it’s easy to determine where to spend your attention to make an employee produce at the highest level.

THE VALUE OF HUDDLE-UPS

Knowing who your under-performers are and why they are not meeting expectations can be a challenge. But it’s possible to identify who is or isn’t living up to your vision or mission if your vision and company’s mission are communicated multiple times during the week. This is most often accomplished in a huddle-up meeting.

During a huddle-up, I can always tell who is engaged and who is disengaged by their facial expressions, especially when a challenge is presented to them. The engaged employees are thinking, “Game on!” The disengaged employee — the quiet quitter — looks at me like I am full of nonsense.

What we often find when we ask questions and then question their answers is they are not in the right seat on the bus.

ELEVATE AND INSPIRE

As competitive as the job market is in 2025, all tire dealership owners and leaders must re-think how they look at employees who may not be hitting on w w w . M o d e r n T i r e D e a l e r. c o m

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all cylinders. I have found that most businesses do not know how and when to write up employees effectively and do more harm than good with this practice.

On the other hand, some fi re employees too quickly and too often.

As a business owner, you should never have to use the words, “You’re fired.”

Why? Because it’s important that you maintain a stellar reputation in your area as a great place to work and a fair place to work. If the guidelines have been set forth through a written job description agreement signed by both the manager and employee and behavior can be modified using this amicable document, then you never have to fire anyone.

If done correctly, most people can be elevated to an entirely different level if they are properly motivated and inspired.

Th is takes time and energy, but the payoff in extra effort is well worth it. A great business seldom has to place an ad for a job opening because if you have the reputation as a stellar employer with your internal customers — your employees — they will recruit new employees in the same way your external customers are ambassadors for your business. I know one such owner who has above-average employees seeking him out. He seldom has to look for technicians. If you do everything you need to retain and develop people, you will be ahead of the game.

REHABBING QUIET QUITTERS

So you’ve identified a quiet quitter on your team and have decided to continue to employ him. You often will need to use a performance improvement plan (PIP).

Even though I recommend hiring a third party to execute this type of a plan, it’s not impossible for an owner, manager or other leader to utilize this valuable tool.

It’s important to note that PIPs require weekly or bi-weekly communication, a possible book study and some “heavy lift ing” from the employee who needs to change his or her behavior and/or habits.

Executed correctly, I have seen this work like magic and improve the performance of many who were within days/hours from being let go.

A less harsh option is an individual training plan. Th is tool can be just as valuable as a PIP and should be used for the quiet quitter who sincerely wants to “do more” for your company. Both are designed by you and the employee, who

must agree to be stretched and grow in the current or future role.

SURVEYING YOUR PEOPLE

I recently conducted a survey of business employees and found at least eight out of the 25 employees who responded were quiet quitters. I have one client who has our company come in and survey their people every 24 months and we usually see two or three people who fit the definition mentioned at the beginning of this article — not bad considering more than half of this client’s team were quiet quitters about eight years ago. If you do try a survey approach, I would recommend using a third party. If you own a large company that requires the survey be completed electronically, I would also recommend a third party to gather the results in an unbiased way.

You’ve heard the old saying, “It takes one to know one?” This is something I’ve learned a little about during my career in sales and leadership. In the late 1990s and early-2000s, I was working in sales for a freight carrier that had $1 billion in annual sales. I had a great territory, a company car, a big expense account and a nice office. I also kept a box under my desk. The box had the initials J.I.C. written on the outside of it. The initials stood for “just in case.” Th is meant that I could pack up my personal items and get my stuff out of the office quickly. Why? The reason was simple. Management had no clue how to connect with, inspire and motivate a team. They never had any formal coaching or training and were unaware of what the sales team needed to grow with them and for them.

Because of this, I eventually left. And after I left, a few others followed and found jobs at my old company’s competitors. It’s important that you grow as a leader and manager and work with your team every day. Communicate and challenge them with your vision and always be aware of their response based on their ability. In these trying times, it can be the difference between growing your sales and profit or shrinking sales and profit.

Don’t let quiet quitters tilt your business in the wrong direction. ■ Mike Townsend is the owner of Townsend Strategies, a sales and leadership training and marketing company that advises independent tire dealerships. To contact Townsend, email him at mike@townsendstrategies.com.

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TIRE DEALER SURVIVAL GUIDE

HOW TO CONVINCE CUSTOMERS TO STAY WITH YOU CLIMBING THROUGH THE THREE LEVELS OF CUSTOMER COMMITMENT

By J. Mark Jackson

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ustomers always have options when choosing where to do business.

What makes them choose to stay with your dealership?

It does not matter whether the relationship is retail, wholesale or commercial. Customers expect compelling reasons to continue doing business with a specific vendor or supplier. If someone else can match their expectations more completely, you could lose their business.

When I taught this topic as a sales trainer, I used the example of two magnets and a 15 mm wrench hanging by a string. One magnet was larger than the other. The magnet that had the greatest attraction pulled the wrench.

Likewise, customers seek a type of magnetic pull when deciding with whom they choose to do business. They search for reasons to stay. How do you become the biggest magnet?

Businesses that keep customers seem to do the same things well, regardless of the business segment.

Not all customer relationships are the same. We read and hear platitudes about “10 ways to keep customers,” as if all customers respond equally to the same approach. Experience shows such maxims are only partially accurate. The rest of the story is matching customers’ expectations at the level of maturity of your relationship with them.

A new customer will view the relationship differently than a customer with whom you have built trust and respect.

You must meet them where they stand at the stage of relationship maturity to earn an opportunity to move that customer to the next level of long-term commitment.

This might sound vague, so let’s investigate the levels of relationship maturity and why customers continue doing busi52

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ness with specific partners — in other words, why they stay.

Level 1: When the relationship between dealer and customer is new.

You are presented a gift when a brand new customer conducts business with your dealership. Forces — including that magnetism we mentioned earlier — have brought the customer to your door. Often it means another dealership has breached the relationship bonds and they are searching for a replacement. (This means the entire dealership team and that includes all customer touch points, not just sales.)

Level one customers are wary in this stage and are quid pro quo. (“I will do this if you do that.”) These customers are trying you on for size. Your reputation for quality products and service — coupled with testimonials about how you’ve treated other customers — are often the attraction.

At this early stage of the relationship, level one customers are seeking a solution to a specific situation or problem. You have an opportunity to present your version of a solution after discovering what caused the need for a solution and why their previous dealership was unable to provide an acceptable answer. This stage of the relationship is fragile and transactional, but you gain a chance to establish credibility and highlight your dealership’s qualifications and capabilities for providing solutions. What’s more, you can show care, empathy and understanding of the customer’s predicament. This is the beginning of forming a personal bond, which is enriched further as the relationship matures. The central, driving force at this stage showcases you as the solutions engineer. Caring for the level one customer at a personal level and effectively meeting their needs allows the relationship to evolve to the next level.

Level 2: When the relationship has matured to a favored vendor status.

Level two customers now see your dealership as capable of satisfying their needs and solving their problems at an acceptable level. The customer has returned, which is a show of confidence. You now have an opportunity to strengthen the relationship further. In the level one phase, you provided the customer with a solution. In level two, you provide the customer with a range of options to match their needs. The customer has a basic level of trust, so they will be more open to multiple solutions.

In the level one phase of the relationship, the customer seeks a single, transactional answer. Multiple options potentially confuse them or make them question the dealer’s motives. Without full trust, the dealer in this situation recommends a single, clear, logical solution. At level two, you attain favored vendor status and may now offer options to the customer. This makes you and the customer partners in the solution, giving the customer a genuine feeling of control or being part of the process.

A big part of offering options is twoway communication, with you putting a premium on listening. Ask the customer open-ended questions about what they want and need, then listen deeply to what they reveal. Listen carefully and then say, “Based on what you told me, here’s the options I think will work. Did I get this right?” The communication is a dialogue and not a selling pitch, with the level two customer’s needs in the bullseye.

At this point, the relationship moves from transactional to beneficial. Hearing and understanding the customer’s expecMTD May 2025

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Customers stay with you because you provide compelling reasons and solutions that match their level of relationship development together, while sustaining mutual trust.

Photo: Reno Vulcanizing

effects for a business are lasting.

When you consistently deliver efficiency, accuracy, options and two-way communication for customers at the level two stage, your business’ reputation soars and you earn the right to move the customer to the next level.

tations allows you to increase your efficiency and accuracy. It also allows you to implement a tailored solution, which is efficient and accurate at the level emphasized in the discovery of needs. Efficiency and accuracy require time and effort, which equals money. Dial in both to the customer’s expectations.

‘A NEW CUSTOMER WILL VIEW THE RELATIONSHIP DIFFERENTLY THAN A CUSTOMER WITH WHOM YOU HAVE BUILT TRUST AND RESPECT.’ The primary win in this stage of the relationship results in an engaged, satisfied customer. The second benefit occurs when the customer spreads the message, via word of mouth, about the quality of the interaction. Facilities, advertisements and store appearance build surface reputation, but word-of-mouth recommendations build deep, actual reputation.

Potential customers know quality when they see it and the reputation of your dealership attracts new clients like a magnet.

Building reputation is not instant, but the w w w . M o d e r n T i r e D e a l e r. c o m

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Level 3: When the relationship is fully mature and you’re the only desired option. Customers at this stage are as precious as gold. You are the only option they consider. Th is level three customer not only repeats purchases, but the relationship lasts for years or even generations. These are the bedrock customers who make up the foundation of a business. When building business plans, these level three customers are dependable for revenue. (Customers at previous levels of relationship development might not be 100% committed and still susceptible to the magnetism of your competitors.)

In a retail environment, this fully matured, level three customer is the one who throws you the car keys and tells you to put whatever tires you think best on their car. In a commercial or wholesale setting, the customer only seeks a solution from one dealer: you. Following our example of the magnets and wrench, at this stage of relationship, you are the only magnet.

What allows this relationship to blossom? “Trust” is the short answer. You have moved the customer through the preceding two levels of relationship development and over time, the customer comes to trust that your solutions will consistently meet their needs. The level three customer trusts that your suggestions and answers come from deep, mutual understanding and shared personal commitment.

Complete transparency at this level — sharing more information and insights than is necessary and more than what occurs at a less committed developmental stage — builds this trust. Both parties get an honest look behind the other’s curtain, gaining understanding and insights into

each other’s realities. Neither dealer nor customer at level three feels vulnerable or worries that the other will betray the trust of greater transparency.

A breach of trust at high levels of transparency feels like a business divorce and moves the relationship back to one of the earlier relationship levels already discussed. Naturally, specific details cannot be discussed for legal or contractual reasons. But full transparency acknowledges what information is out of bounds and why. Honesty and transparency go hand-in-hand.

At level three, dealers and customers are partners, without joint ownership. Both maintain a personal stake and are interested that the other succeeds. Failures are mutually shared and actions to solve the situation jointly determined. Relationships at the fully mature level of development are resilient. The level three dealer owns the customer’s expectations. Even mistakes become an opportunity to prove commitment through positive reactions.

How do you reach this point? You achieve this fully matured relationship via successfully passing through the previous stages of development and then upping the ante with deep mutual trust and transparency.

Ideally, you develop a third of your accounts at each of these three levels at all times. However, there are many variables, making clear-cut buckets difficult.

Perhaps your business is relatively new and has not had time to build a sufficient amount of fully mature relationships? You will live in the first two levels for the time being. The reverse of this situation is an older, established dealer that possesses mostly level three accounts. Th is dealer is not attracting the lifeblood of business growth: new accounts.

Customers stay with you because you provide compelling reasons and solutions that match their level of relationship development — while sustaining mutual trust.

You provide a more powerful magnetism than the competition, increasing attraction as the relationship progresses. ■ J. Mark Jackson is a 30-year veteran of the tire industry and a founding partner of Guidon LLC, a leadership and resilience training/consulting organization. A former U.S. Army officer, he was awarded the Bronze Star for combat service in Afghanistan. He has mentored all levels of industry personnel in leadership, resilience, sales, marketing and business planning. Jackson can be reached at jmarkjackson238@gmail.com.

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Business Insight

Being nice versus being kind ONE IS HEALTHY FOR BUSINESS. THE OTHER SHOULD BE AVOIDED. By

Dennis McCarron

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as anyone ever told you how nice you are as a business owner? Odds are, it’s not a regular occurrence. And that’s a good thing.

Business is about performance and reaching goals and expectations by balancing the needs of others with your own needs. But being nice in business can be a negative because of the baggage that being nice brings.

Business isn’t nice. It’s fair.

In business, someone does something and in return, receives compensation. In your situation, fixing cars and replacing tires is exchanged for money. This is a fair transaction.

Have you ever encountered a customer who was “too nice” when reacting to a repair estimate?

When someone is given bad news, it’s normal to have an unpleasant reaction. It’s not normal to receive that news unaffected. This typically means the receiving person either doesn’t understand what was just said or they are hiding their reaction.

If a customer asks for an engine diagnostic because of a light and when the news of what is causing the light is delivered, normal reactions may include relief if the issue is just a gas cap or fear of the high cost and time it will take to fix whatever problem is detected.

Concern or interest in understanding the issue more deeply is also normal. But a non-reaction or a “nice” reaction is usually a cover-up.

At its fundamental level, retailing is human beings discussing problems and solutions. A customer presents a problem and the retailer presents potential solutions with a price tag attached — this for that. Fake “niceness” shouldn’t be part of the equation.

Now let’s talk about being kind. Kindness is a characteristic. It’s a baseline for many people. Kind people are everywhere in retailing.

In order to get customers to part with hundreds — maybe thousands — of dollars willingly, we could argue that kindness goes a long way in helping customers swallow the diagnosis.

Kindness is also truthful. It demands a level of tact or situational awareness. In the tire and automotive space, telling the facts in a way that does not offend a customer coming to you with a need that is not understood — think grinding brakes versus squealing brakes — should always be the goal.

If a customer tells your service advisor that his vehicle’s brakes have been “grinding for a while” and the advisor smiles widely knowing the job will cost $1,000, the customer can sense the hostility behind that smile. It’s very-one sided.

The customer can also experience the uneasiness of “niceness” when discussing a potential vehicle problem. It’s dismissive for a service advisor to say, “Oh don’t worry about. It’s probably nothing.” And if “don’t worry about it” is soon followed up with “I have bad news about your car,” the conversation is unlikely to have a pleasant outcome.

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At its fundamental level, retailing is human beings discussing problems and solutions.

Photo: MTD

‘You should always be kind. You have a job to do. Politely inform the customer of the situation and potential solutions.’

Niceness used to mask the seriousness of the situation also will often be used by the customer as a weapon of anger.

So don’t be nice and be wary of customers who use niceness as a mask. Niceness is a tactic to avoid uncomfortable situations.

However, you should always be kind. You have a job to do. Politely inform the customer of the situation and potential solutions.

“What could that noise be?” asks the customer. Well, if the question is posed before a vehicle inspection, the only kind answer is “I don’t know yet.”

Further kindness, in the goal of an exchange at the end, would include “But here’s what I can tell you now. It sounds like the problem with your car could be brake-related. So the first thing we will do is test drive the vehicle in the parking lot or if safe, go on a local street, making right hand turns. Then we’ll get the car in the shop and document the condition of the brakes and anything else that routinely makes that noise. Then I’ll estimate a fix and I’ll call you or text you by 11 a.m. It’s your car and no charges to you will be incurred without your approval.”

That’s being kind and fair, which will more than likely result in a loyal customer who will do business with you again. ■ Dennis McCarron is a partner at Cardinal Brokers Inc., one of the leading brokers in the tire and automotive industry (www.cardinalbrokers.com.) To contact McCarron, email him at dennis@cardinalbrokers.com.

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Mergers & Acquisitions

Shifting your mindset from ‘owner’ to ‘operator’ HOW TO BUILD YOUR BUSINESS WITH LESS INVOLVEMENT By

Cole Strandberg

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any tire dealers I have met are among the hardest-working business owners I know. They’re the first ones in, the last to leave and if a tire needs mounting or balancing or a customer needs attention, they’re not above jumping in to handle the job themselves.

That work ethic is admirable and often what it took to build a successful first location. This “whatever it takes” mindset separates the success stories from the operators who once had potential, but never achieved it.

But here’s the truth: if your business can’t run without you, you don’t own a business. You own a job.

While jobs are great for earning a living, businesses — true businesses — are how you build real wealth. True businesses command compelling multiples when it comes time to exit.

Jobs pay people, but businesses create value.

There’s also a massive difference between income and equity.

A job pays you for your time. A business pays you even when you’re not there because it’s built on people, processes and systems that continue operating in your absence. Businesses pay you while you sleep or while you’re on vacation.

Let’s say your dealership does $2 million a year in revenue with strong margins. If you’re there running the show every day, the business might be worth a 2x to 3x multiple on your earnings.

Why? Because the buyer knows the business depends on you.

Now imagine the same shop with a general manager in place, standardized operating procedures, clean financials and a strong brand presence. And because of these business fundamentals, you have multiple locations doing the same numbers. That same business could sell for a 5x to 7x multiple or more — same business, double the value.

Why? A business is an asset that runs on its own. A job is only as valuable as the person doing it. One of the quickest ways to diminish business value is over-reliance on the business owner.

If you’re thinking about the long-term — whether that’s a future sale, a transfer to family or simply less stress — you want to have a business that’s not owner-dependent. This concept is called transferable value — the idea that your business would still perform well without you. Buyers, banks and partners all value this highly. Here’s what that looks like: • A strong management team that can lead without daily oversight; • Documented systems and procedures for everything from sales to service; • Clean financials and strong reporting; • Diversified customer base and revenue streams, and; • Scalable infrastructure, including software, processes and people who can support growth.

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If your business doesn’t have these things, you’re not alone.

But this also is where the opportunity lies. If you want something bigger, it starts by shifting your mindset from operator to owner. Here’s what building a real business can give you: • Freedom to take a vacation (or a week off) without the business grinding to a halt; • Scalability, or in other words, systems that allow you to open multiple locations without burning out; • Exit value, so when the time comes, your business can sell for a premium, and; • Legacy in the form of building something that can outlast yourself.

So where do you begin? First, delegate and then document.

Start handing off responsibilities and document how they’re done. You don’t have to disappear overnight, but aim to make yourself increasingly unnecessary.

Number two, build your leadership bench. Hire or develop managers who think like owners, then empower them, train them and let them lead.

Third, systemize operations. Every repeatable task should have a process. Standard operating procedures aren’t just for big chains. They’re the key to freedom.

Next, know your numbers. Make sure you have clean books, regular financial reviews and are tracking key performance indicators that will help you make better decisions and build confidence with lenders or future buyers.

Finally, think five years ahead. What does your life look like if your business doesn’t rely on you? Start working backward from that vision.

If you’re still working in your business every day, ask yourself, “What happens if I step away?” If the answer is, “It all falls apart,” then it’s time to rethink your model.

In the world of mergers and acquisitions, competent buyers often ask sellers the following questions: “When was the last time you took a vacation? How did it go?”

If you don’t have a compelling answer, do you have compelling business?

You started your dealership to build something. Don’t let it become just another job — one with longer hours and more stress than you had before. A true business gives you the best of both worlds: income today and value tomorrow.

At the end of the day, the most valuable business is the one that doesn’t need you. ■

S g c

Cole Strandberg is a managing director with Focus Investment Banking’s automotive aftermarket team, specializing in mergers, acquisitions and capital raising for multi-location tire dealerships and automotive service businesses. Email him at cole.strandberg@focusbankers.com.

MTD May 2025

4/29/25 10:21 AM

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Dealer Development

CRM, DVI and more ARE YOU FULLY LEVERAGING TODAY’S DIGITAL TOOLS? By

Randy O’Connor

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n today’s increasingly customer-centric, digital world, there’s a growing need to embrace new — or newish — technologies.

And the tire industry is no exception.

As customer expectations evolve, tire dealers must adapt by integrating digital tools to enhance customer engagement and improve service efficiency.

From customer relationship management (CRM) systems to digital inspection systems and online service booking platforms, leveraging these technologies can streamline operations, foster stronger customer connections and ultimately drive business growth.

Let’s start with what is often the least understood tool in your potential digital toolbox: your CRM system. CRM systems are often misunderstood and underutilized for a few reasons. First, many operators view these systems simply as tools for storing customer contact information and/or use them as a basic digital communication tool, greatly underestimating their full potential.

In reality, CRM systems can be used to analyze customer data, like knowing what your customer retention and new customer acquisition rates are and forecasting trends to help with staffing, purchasing and promotions, as well as personalizing your marketing efforts with trigger and drip campaigns that align with your strategic goals.

CRM systems can be intimidating. They’re often a bit complex, especially the ones that are not very intuitive, and can be difficult to implement. These factors often result in poor training and lack of execution.

The real value of these systems ultimately lies in their ability to nurture customer relationships over time, enabling you to retain customers and maximize your long-term value. If loyalty and satisfaction are goals for your dealership, dialing in a CRM system is a must.

Let’s move on to the most underutilized, most profitable tool in your potential digital toolbox: your digital vehicle inspection (DVI) system.

Far too many dealers either don’t have DVI systems or greatly underutilize them. DVI systems provide you with the ability to completely revolutionize the way you communicate internally and externally, affording you greater efficiency and higher levels of customer trust and loyalty.

The real gold in DVI systems is their ability to provide transparency, with pictures and videos, in a streamlined process. Taking it one step further, they often integrate with your CRM systems, affording you the ability to capture, inform and remind your customers of how you can help them better maintain their vehicles.

Simply put, DVI systems are an absolutely essential tool for improving customer service and trust. It’s beyond time to put down the pen and paper and get digital — and I mean seriously digital!

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‘Staying ahead of the curve isn’t just about technology. It’s about providing the customer experience that today’s consumers expect and deserve.’

Finally, let’s discuss the basics: digital online booking systems.

The reason I say “basics” is because advanced digital scheduling systems have been out for years and our customers have a basic expectation that we should be easy to contact and schedule with.

Most, if not all, other retail industry segments have mastered the use of digital scheduling systems, yet somehow there’s an alarmingly large number of tire dealerships that still operate with systems from decades past.

As I mentioned, this technology has been around for years.

We’ve all had plenty of time to adapt and adopt, not to mention the number of digital scheduling solutions in the market are numerous and costs are no longer prohibitive. Allowing your customers to easily book appointments online — 100% free of any required action from team members — is essential today.

Think of it like your computer or phone. Over time, new software becomes available and those new versions are essential in order for the technology to function. Without these updates, the technology becomes slow, inefficient, out of date and often useless.

In other words, compatibility is highly reliant on staying up to date and relevant. If the system you’re using isn’t up to date, you’re likely not compatible with your customers’ needs and worse, are quickly working your way towards being irrelevant, not to mention inefficient and slow.

As the tire industry continues to evolve in a customer-driven digital world, embracing technology is no longer optional. It’s a necessity. CRM systems, DVI tools and online booking platforms are not just about keeping up with the competition. They’re about setting your dealership apart by enhancing customer satisfaction, improving operational efficiency and driving long-term growth.

By leveraging these tools to their full potential, you can build stronger relationships, foster customer loyalty and ensure that you remain relevant in an increasingly digital marketplace. The time to adopt and fully utilize these technologies is now because staying ahead of the curve isn’t just about technology. It’s about providing the customer experience that today’s consumers expect and deserve. ■ Tire and auto industry veteran Randy O’Connor is the Owner/Principal of D2D Development Group (Dealer to Dealer Development Group.) He can be reached at randy@d2ddevelopmentgroup.com. For more information, please visit www.d2ddevelopmentgroup.com.

MTD May 2025

4/29/25 10:21 AM

EV Intelligence

Tools and training for EVs and hybrids WHAT TO BUY AND WHERE TO LEARN By

Craig Van Batenburg

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hen you first learned about what was needed to provide tire service, the list of equipment was simple: a good tire mounting machine, a balancer, an alignment rack and the tools needed to make the adjustments. Tire sizes changed over the years, so new machines were needed for wider and larger diameter wheels. With a few exceptions, the equipment could handle almost any consumer tire and wheel combination.

Just like today, training was often provided by the company that sold the equipment. In recent years, we’ve seen the rise of the internet and video training and who knows what artificial intelligence will bring?

As you well know, getting what you need to open a wellequipped tire store today is more capital-intensive. And big investments need a large car count to make a profit. With that mindset, how does hybrid and pure electric vehicle (EV) service compare in the training and equipment space? We will talk about training first and then tooling at the end of this column.

If your store is already servicing and repairing gas-powered cars and trucks, you have a lot of the equipment you need now.

If one or more of your techs are ASE-certified in all eight areas, known as a master-level technician, then you are well down the road to offering full service to hybrid owners. That is not the case if you want to add plug-in electric cars and light duty trucks. This requires more training and equipment.

The training needed for hybrids and plug-in EVs starts with high-voltage system safety. A free YouTube video may not make your technician feel safe. A hands-on class that allows the tech to do the work alone, with supervision and the proper personal protective equipment (PPE), will give the tech the confidence needed to keep going to school. Not only will they be safe from high voltage shocks, they will also learn about high-voltage power flow.

The approach is to keep everyone safe. Once their fear is gone, deeper learning can begin.

As with all modern vehicle systems, the learning never ends.

If you stay with just hybrids, the technology has had 25 years to advance, so not all is new. For example, if you have been trained on Hyundai/Kia hybrids, the basic idea from model year 2011 to now is very similar within those brands. Honda is not the same as Toyota, but Ford is. Volkswagen and Audi share lots of parts.

General Motors does its own thing in the hybrid world. Some OEMs have given up hybrids and have gone all-EV. The brands you want to take on should be the hybrids and EVs that sell well in your part of the country.

When it comes to EVs, the transition may be harder. It will require more training in heating the cabin and charging the battery pack. Tesla EVs do not conform to any norms. Having never w w w . M o d e r n T i r e D e a l e r. c o m

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built an internal combustion engine-driven vehicle, all the OBD regulations never applied to Tesla, so they did what they wanted.

Even the language Tesla uses is new is some ways.

The learning curve on EVs can be steep. No more miles per gallon. Now, it’s kilowatts per mile. MPGe is “miles per gallon equivalent.” The old question, “How large is your gas tank?” is now “How many useable kWh do you have?”

The EV service skill set includes mastery of electrical systems, the ability to read complex wiring diagrams and using scope patterns to find irregularities. As I explain in my class, you will need to move up from being a technician into being what I call “a self-taught engineer.”

The EV segment is new and ever-changing as EV manufacturers keep trying new things. The high-voltage battery pack is still under development to make it safer, lighter and less expensive. Parts that were also used on hybrid cars are mature.

But to make a car run on higher voltages and drive farther and make it all work in sub-zero temperatures is not an easy thing to do.

‘The most logical way to know what to buy is to get trained at a company that owns all the equipment so you can use it and see what you have and what you will need.’

When it comes to equipment, start with all the PPE and other safety-related products. If you have a well-equipped shop doing repairs now, mainstream hybrid technical information is included in your subscription. Most aftermarket advanced scan tools will work for 90% of what you need. There are many fast, four-channel digital oscilloscopes. The digital voltmeters you own must be CAT III-rated to 1,000 volts.

Hybrids are also where the profit is. EVs will require charging equipment and more tooling. The most logical way to know what to buy is to get trained at a company that owns all the equipment so you can use it and see what you have and what you will need.

What are you going to do? ■ Craig Van Batenburg is the CEO of Van Batenburg’s Garage Inc., dba Automotive Career Development Center (ACDC), which is based in Worcester, Mass. A 50-year automotive service industry veteran, Van Batenburg provides training for facilities that service — or want to service — electric and hybrid vehicles. For more information, see www.fixhybrid.com or email him at craig@fixhybrid.com.

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Focus on Industry The new lineup includes the Ecsta Sport AllSeason PA71, an ultra highperformance (UHP) allseason tire, along with two UHP summer options: the Ecsta Sport PS72 and the Ecsta Sport S PS72.

Photo: MTD

Five years of focus KUMHO HIGHLIGHTS ECSTA SPORT SERIES FOR PERFORMANCE VEHICLES By

Madison Gehring

K

umho Tire U.S.A. recently hosted a ride-and-drive event at Atlanta Motorsports Park in Georgia to highlight the latest additions to its Ecsta Sport line. Kumho first unveiled these tires at the 2024 SEMA Show.

The new lineup includes the Ecsta Sport All-Season PA71, an ultra high-performance (UHP) all-season tire, along with two UHP summer options: the Ecsta Sport PS72 and the Ecsta Sport S PS72.

Designed to deliver outstanding performance across seasons and driving conditions, the Ecsta Sport All-Season PA71 offers year-round capability, while the Ecsta Sport PS72 and Ecsta Sport S PS72 are built for maximum grip and handling in summer conditions, according to Kumho officials.

“With the evolving needs of high-performance vehicles and their drivers, over the past five years we’ve been laserfocused on developing our new Ecsta series that not only meets but exceeds industry leading product performers,” says Shawn Denlein, president of sales 60

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and marketing, Kumho Tire USA. Event attendees had the opportunity to put the new tires to the test across three dynamic modules at Atlanta Motorsports Park.

First up was a wet skid pad, designed to showcase the tires’ grip, handling and braking performance in slick conditions.

Next came the autocross course — a tight, technical track outlined by cones — where participants experienced the tires’ responsiveness, acceleration and cornering capabilities.

The final module was a high-speed, lead-follow session on the full racetrack, allowing drivers to push the tires to their limits while following a professional driver, demonstrating the products’ handling and stability at speed.

“We are introducing our most technologically advanced ultra-high performance tires that set a new standard for what a high-performance tire can and should be,” said Denlein at the 2024 SEMA Show. “We are continuing to deliver superior tires with exceptional warranties at extremely competitive price

points, which is what customers can and should expect from Kumho Tire.”

ECSTA SPORT ALL-SEASON

According to Kumho Tire officials, the new all-season tire was designed to be “exceptional in the rain, comfortable and quiet all the time, with great grip.”

The tire comes in 56 sizes for wheels ranging from 16 inches to 21 inches in diameter and has a 50,000-mile treadwear warranty.

Another size, the 255/40ZR20, will be available in the second half of 2025.

The Ecsta Sport All-Season PA71 is an electric vehicle (EV)-compatible tire and features all-season capability even on snowy roads.

It features either a W- or Y- speed rating, depending on tire size. Features of the new all-season tire, according to Kumho officials, include next-generation polymers with high-grip resin and high-dispersible silica to enhance performance on wet and dry roads and improve tread life; wide and stiff outside corner blocks for optimal stability; 3D interlocking sipes for traction; and more.

The tire is also designed with Kumho’s K-Noise Defender Technology, which uses a dimple design inside the grooves of the tire to help interrupt airflow through the tire grooves and minimize road noise.

Denlein says Kumho’s mission this year is to become a “leading, high-performance tire brand. Launching our three new Ecsta products together allows us to meet growing customer demand simultaneously across the segment and make a big impact.”

ECSTA SPORT AND SPORT S

The Ecsta Sport and Ecsta Sport S are summer tires made for performance vehicles. According to Kumho officials, the Ecsta Sport PS72 and Ecsta Sport S PS72 provide maximum traction with an enhanced compound to grip the road and deliver heightened levels of performance in handling, stability, cornering and steering response.

Both tires are EV-compatible and come with a 30,000-mile limited mileage warranty.

The Ecsta Sport PS72 is available in 56 sizes and the Ecsta Sport S PS72 comes in 42 different sizes fitting 17-inch to 22-inch wheel diameters. All three tires are available now. ■ MTD May 2025

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Focus on Industry

“We want to be known as a tier-one in the A/T world,” said Ian Coke, Pirelli North America’s chief technical officer, when discussing the new Scorpion XTM AT, pictured here.

Photo: MTD

Pirelli takes aim at all-terrain segment SCORPION XTM AT WILL EVOLVE THE BRAND’S PORTFOLIO By

Mike Manges

P

irelli Tire North America is targeting the all-terrain (A/T) segment with a new tire that’s also the first product in a new line.

The recently introduced Pirelli Scorpion XTM AT is the debut tire in the company’s newly unveiled Scorpion XTM range, the next iteration of Pirelli’s Scorpion family, which premiered in North America more than 25 years ago.

“The Scorpion line has been iconic for Pirelli, especially in the SUV segment, where it has built a reputation for balancing performance and comfort,” according to Pirelli officials. “With the introduction of the (Scorpion) XTM AT, Pirelli is taking this legacy to the next level by pushing the Scorpion family to its extreme.”

The Scorpion XTM AT will be available in 37 P-metric and LT-metric sizes fitting wheels ranging from 17 inches to 24 inches in diameter.

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It’s designed for both electric vehicles (EVs) and internal combustion engine (ICE)-powered vehicles.

The tire contains Pirelli’s Elect EV technology, which is engineered to minimize both noise and rolling resistance, and will first roll out for EV applications, according to Ian Coke, Pirelli Tire North America chief technical officer.

“We’re known for EV,” Coke told MTD during a recent ride-and-drive event in Death Valley, Calif. He said it was natural for Pirelli to ask, “’Why don’t we do our first (all-terrain) product as an EV (tire), then quickly follow up with ICE?’” Target EV fitments for the new tire include the Rivian R1T, Rivian R1S, Jeep Wrangler 4xe, Dodge Ram 1500 REV, Ford F-150 Lightning and others. The Scorpion XTM AT also is appropriate for popular ICE pickups like the Chevy

Silverado, Ford F-150, Ford F-350, Jeep Wrangler and Nissan Titan XD, according to Pirelli officials.

In addition to Elect technology, the Scorpion XTM AT features an aggressive, high-void tread pattern for optimal performance on dirt, gravel, mud, sand and other off-road surfaces.

It also sports a “radical design with reinforced shoulder technology to provide added protection from obstacles,” according to Pirelli officials. “This combination is tailored for maximum traction and durability for off-road adventures,” while delivering “on-road stability.”

The tire has earned 3-Peak Mountain Snowflake certification for handling and traction in snow.

A/T AND EV-FIRST

When asked why Pirelli chose to launch its new Scorpion XTM line with an all-terrain (A/T) tire while prioritizing an EV-first strategy, Coke told MTD that Pirelli “didn’t have a name in the A/T world.

“Pirelli is not synonymous with offroad tires, so what we wanted to do was launch something where we feel we are quite strong, which is in the EV world.

We tried to match all the OE fitments for EVs to show we can do what we say. The rest of the fitments will follow.”

The Scorpion XTM AT has been in development for more than three years, said Coke. “A/T is an iconic (segment).

There are a lot of brands out there ... and we want to be known as a tier-one in the A/T world. The benchmarks we did were against tier-one brands. That’s why it took a little longer” to develop the tire.

“We also want to be very visible,” he added. “We will make a (highway-terrain) tire going into the end of next year, but we want to see how the market takes our venture into A/T. We think that’s a nice fit for us to evolve our portfolio in North America.”

The Scorpion XTM AT will be available through Pirelli’s network of independent tire dealers. And Pirelli is pursuing OE fitments “within the Big Three” on both EV and ICE models. (The tiremaker already has fitments with EV automaker Rivian.)

The Scorpion XTM AT is engineered and manufactured for the North American market with North American consumers in mind, Coke told MTD. “We took our time” developing the tire. ■ MTD May 2025

4/29/25 10:21 AM

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Focus on Industry fleets, directly to wholesalers and directly to (tire) dealers.”

He added that since ENSO announced its intention to build a plant in the U.S., “we’ve been inundated with interest” from potential distribution partners. “We’re open to talking to everyone.”

“We’ve already seen strong interest in funding our facility,” ENSO CEO Gunnlaugur Erlendsson told MTD. “Capital is the easiest part of the equation. The key is to figure out where in America we want to find a home.”

‘A WIDER AUDIENCE’

Photo: ENSO

An EV-only tire plant — in the U.S.?

ENSO SAYS IT’S SEEING ‘STRONG INTEREST’ IN PROPOSED FACILITY By

Mike Manges

U

nited Kingdom-based company ENSO is still looking for a place in the United States to build a plant that will solely manufacture electric vehicle (EV) tires. The company initially announced plans to build the factory last June.

Founded in 2016, ENSO describes itself as “an independently held, privately owned company backed by venture capital investors, focused solely on developing and delivering advanced, low-emission tire technology for electric vehicles.”

In other parts of the world, ENSO sells tires that are made by a third-party manufacturer, said Erlendsson.

“What we’re doing is bringing our existing technology to a wider audience.”

Photo: ENSO

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The company has been partnering with “independent tire manufacturers,” including Algeria-based Iris Tyres, to develop EV tires for other geographies and believes the time is right to build an all-EV tire plant in the U.S. “There are a couple of reasons for this,” ENSO CEO Gunnlaugur Erlendsson recently told MTD. “The U.S. is one of the biggest markets for tires. Aftermarket demand is growing particularly well when it comes to EV tires.

“And we want to make a product in America that on one hand, helps reduce energy consumption ... and two, we want to make these tires more durable, so they last longer.”

ENSO is in talks with “about 10 states” — including Texas, Georgia, Nevada and Colorado — “that have shown the most interest” in hosting the plant, said Erlendsson.

When it comes to distribution, ENSO has “a hybrid model. We’ll sell directly to

The first phase of ENSO’s U.S. plant “is set to be operational from late-2027 and will ramp up to full capacity in around 12 months,” according to ENSO officials.

Initially, the plant is expected to produce five million units annually, “scaling up to 20 million tires once fully developed.”

The plant will be ENSO’s first fully owned and operated manufacturing facility.

“Right now, “we’re like Apple,” said Erlendsson.

“We design our products, but we don’t manufacture them ourselves. We’re still a small company.

“What we’ve been able to do, however, is we have backing from U.S. investors who understand the performance our products will deliver.

“We’ve already seen strong interest in funding our facility. Capital is the easiest part of the equation. The key is to figure out where in America we want to find a home.”

Erlendsson told MTD that ENSO “is still looking at the final budget for the factory.

“Last year, we announced we were looking at (building) a $500 million plant, but due to high interest rates, we’re looking at a $700 million to $750 million capex to build the plant in its first phase.”

ENSO management is not concerned about the Trump administration’s position on EVs and how it could impact demand for the vehicles, according to Erlendsson.

“EVs are special. They have particular needs when it comes to tire durability and efficiency.

“What we’re doing is bringing our existing technology to a wider audience. “ I think that in the current climate, it made no sense to consider building our product anywhere else than in the U.S. “EVs wear out tires faster than normal vehicles. We want to make tires that last longer” via “better materials, better manufacturing and better technology.

A factory in the U.S. would do this at scale.” ■ MTD May 2025

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Focus on Dealers The Ahern family recently celebrated the opening of Cassidy Tire & Service’s 18th location — a new store in Chicago, Ill., that replaces an older location that closed in 2021. Family patriarch William J. Cassidy founded the dealership in 1914.

Photos: Cassidy Tire & Service

Cassidy Tire marks ‘homecoming’ 18TH STORE OPENS IN A FAMILIAR NEIGHBORHOOD By

Mike Manges

T

he recent opening of Cassidy Tire & Service’s new store in Chicago, Ill., “was kind of like a homecoming,” Rick Ahern, one of the 111-year-old dealership’s owners, told MTD. The 15,000-square-foot outlet, Cassidy Tire & Service’s 18th store, is located at 1950 West Carroll Street, just a few blocks north of Chicago’s United Center.

It replaces the dealership’s flagship location, which closed in 2021 and had been a fixture on nearby North Canal Street for more than half a century.

“With the closing of our Canal Street location, we temporarily lost a presence in a very vibrant part of the city, but knew we’d return once we found the right location,” said Rick.

After the North Canal Street store’s closing, “customers called us every day, wanting to know when we were going to 66

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The new store’s showroom contains various nods to Cassidy Tire’s 111-year history.

“It’s good to see people coming in. I have a gentleman who used to deal with my father 40 years ago at our old location.

He’s here right now, getting new tires. So we get to see old friends and customers again.”

STORIED HISTORY

The opening of Cassidy Tire & Service’s new store in Chicago “was kind of like a homecoming,” Rick Ahern, one of the dealership’s owners, told MTD.

open a location here. Since we opened, I can’t tell you how many people have said, ‘What took you so long? We couldn’t wait to come back.’

Cassidy Tire & Service is one of the oldest family-owned and operated independent tire dealerships in the United States.

The dealership was founded in 1914 by William J. Cassidy. By the 1960s, ownership of the company had transferred to Hugh Ahern, William’s nephew, and the firm was being managed by Hugh’s six sons. As Cassidy Tire & Service’s business expanded, the Aherns saw an opportunity to move to a larger location on North Canal Street.

Over the decades, the Ahern family, led by brothers Tom Sr. and Frank Ahern, also opened locations in several Chicago suburbs, including Arlington Heights, Berwyn, Crystal Lake, Joliet, Lombard and others. (Prior to the opening of its new West Carroll Street location, Cassidy Tire & Service opened a store in Peru, Ill.) MTD May 2025

4/29/25 10:21 AM

And the Aherns have continued to add stores inside “The Windy City.”

ROOM TO GROW

“We had been in our old building” on North Canal Street “for 50 or 60 years,” Rick told MTD.

The structure was 100 years old and required “a lot of repair and upkeep. We started looking for a new location in 2016 and signed a lease” for Cassidy Tire & Service’s new West Carroll location around two years ago.

“It was a painstaking process, but 100% worth it.”

The new store sells consumer and commercial truck tires, as well as some small OTR tires for construction applications. It also offers light mechanical service.

“Right now, it only has six lifts, but there’s room for growth,” said Rick, who shares ownership of Cassidy Tire & Service with several family members.

“We can add four more lifts on the one side of the shop. The other side of the shop is dedicated more for medium truck (service). We can pretty much do anything from small cars up to semi-trucks.”

The outlet employs eight people, but will need more employees to meet the high volume of work that’s coming through — a happy “problem” to have, according to Rick.

“I don’t want to say we’re struggling to keep up with the work ... but we’re definitely looking to expand our workforce. We had a staff here for almost a month ahead” of the store’s grand opening, which was attended by members of the Ahern clan, friends of the family, local politicians, customers, neighborhood residents and Cassidy Tire & Service employees.

“Within an hour” of the store’s opening, customers were contacting the dealership to make appointments, Rick told MTD.

SPIRIT OF INDEPENDENCE

Chicago is still an independent tire dealer’s market, according to Rick. “There are still a lot around. Some have sold, but there are still a lot of family-owned businesses that we compete against and are also friendly with.

“It’s independent, family-owned businesses that people want to support,” he said. “We put a big emphasis on the customer experience and making sure our customers are 100%-satisfied.” ■

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Focus on Dealers Goodturn Tire & Auto will continue to expand through acquisitions, Christian Seem, the company’s CEO, told MTD. (Pictured, a Great Bear Automotive store that’s part of Goodturn Tire & Auto’s network.)

Photo: Goodturn Tire & Auto

One Goodturn deserves another GOODTURN TIRE WANTS 65 STORES BY THE END OF 2025 By

“We believe the best opportunities for adding value in the tire and auto space (are) by supporting established, local dealerships that have deep roots in the communities they serve,” said Seem.

Mike Manges

G

oodturn Tire & Auto doubled its store count in the last year to 55 outlets and has “a solid path to 65-plus locations by year-end,” according to Christian Seem, its CEO. The company, which is owned by New York, N.Y.-based private equity firm Garnett Station Partners, will continue to expand through strategic acquisitions, Seem recently told MTD. Over the last several years, Goodturn Tire & Auto has acquired more than a dozen tire and auto service chains throughout North Carolina, Florida, Michigan and Virginia.

The Wellington, Fla.-based company’s holdings include Cary, N.C.-based Atlantic Tire & Service; Adelphia Auto and Tire, Apex Automotive, Collier’s Car Care Center, Golden Gate Tire & Service, Great Bear Automotive, Johnny Myers Discount Tires, Scotty’s Auto and Walter Automotive, all located in Florida; Chuck’s Garage, Hal’s Auto Clinic and The Detroit Garage, all based in Michigan; and Virginia Automotive Service.

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Photo: Goodturn Tire & Auto

“We’re looking for quality assets that are going to add value,” said Seem. “But it’s important to say that we’re not pursuing growth just for the sake of growth.

It’s not about checking a box or putting dots on a map.”

ADDING VALUE

Goodturn Tire & Auto was founded in 2021

by David Manning and Seth Sands, who previously worked in investment banking and continue to oversee the company’s strategy. They hired Seem in early-2025 to run the firm’s day-to-day operations.

“Goodturn is a holding company for our brands,” Manning told MTD last summer. “We’ve taken the approach that we want to invest in local brands on a local basis and then have something that’s a little broader across multiple markets.”

“We believe the best opportunities for adding value in the tire and auto space (are) by supporting established, local dealerships that have deep roots in the communities they serve,” said Seem.

“When you think about what it takes in this space to build customer loyalty, it doesn’t happen overnight. It’s established over years and years of service. We go out and identify and partner with businesses that have earned this trust already. That ensures we can seamlessly enter into attractive segments of the market, while preserving the strong relationships dealers have established.”

Dealerships acquired by Goodturn Tire & Auto continue to operate under their existing names, according to Seem.

“A lot of these dealerships have operated for decades. It’s important that they keep their names and build upon that brand equity. We don’t have plans to convert these stores to the Goodturn brand.”

Goodturn Tire & Auto’s role is to provide additional support that its acquired properties may need, said Seem. “We look to provide resources and operational support ... where it adds the most value. A lot of times, certain parts of each brand’s business may already be performing well and require less attention, while other areas can benefit from some additional support and infrastructure.”

For example, he noted, all back-end functions of each dealership, including point-of-sale systems, “are normalized to the Goodturn platform. The technology plug-ins and marketing assistance (provided by Goodturn Tire & Auto) are there to enhance.”

All locations within Goodturn Tire & Auto’s network sell tires. “There are varying degrees of what that looks like, but there’s no location that’s completely tires or completely auto repair, minus tires,” he said.

‘ALWAYS EVALUATING’

“We’re always evaluating solid acquisition opportunities,” he said. “We’re doing that certainly through 2025 and beyond. We’re focused on growing our current brands in their respective markets, as well. We want to make sure that what we’re building here maintains that consistency and quality” that customers expect from the dealerships that Goodturn Tire & Auto has acquired. ■ MTD May 2025

4/29/25 10:21 AM

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Products

ATD adds to Hercules line American Tire Distributors Inc.’s (ATD) Hercules brand has entered the rugged-terrain segment with the launch of the TIS RT1 by Hercules. The tire is engineered for light trucks, CUVs and SUVs and marks the third new tire collaboration between ATD and TIS Offroad. Backed by ATD’s Hercules Performance Promise and a 55,000mile warranty, the TIS RT1 by Hercules features an optimized tread and siping to absorb vibrations and reduce noise for a smooth, quiet ride across multiple terrains; scalloped shoulder lugs and open shoulder grooves and more.

AMERICAN TIRE DISTRIBUTORS INC. www.herculestire.com

Michelin offers BFGoodrich Advantage Control HT Michelin North America Inc. has rolled out the BFGoodrich Advantage Control HT in 22 sizes. The tire features a redesigned tread pattern designed for a quieter, smoother ride. It also features active sipe technology, all-season rubber compounds and a proprietary groove network engineered to evacuate water from the contact patch and provide grip year-round. The Advantage Control HT tire features an optimized footprint, full-depth tread features and silica-infused compounds for a consistent performance for the life of the tire.

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Bridgestone launches Firestone Affinity AS

Giti introduces GT Radial MaxClimate

Bridgestone Americas Inc. has launched its Firestone Affinity AS touring tire. The new tire features a tread compound that is engineered to defend against uneven and premature wear and it comes with a 65,000-mile limited warranty.

Expanding the Firestone portfolio, the Affinity AS tire has been engineered for popular cars with 15-inch through 19inch wheel diameters. There will be 28 total fi tments offered with a staggered release throughout 2025, with nine fi tments available at launch, according to Bridgestone officials.

BRIDGESTONE AMERICAS INC. www.firestonetire.com

Giti Tire (USA) Ltd. has launched the GT Radial MaxClimate all-weather tire for grand touring and CUV vehicles. The tire delivers traction in severe snow and other inclement weather conditions. It is 3-Peak Mountain Snowflake-certified and will come in 43 sizes covering 17- to 20-inch wheels with H and V speed ratings. Full-depth, zigzag sipes provide additional biting edges and traction, and water evacuation grooves redistribute water away from the tire contact area.

The tire is backed by a 60,000-mile limited treadwear warranty.

GITI TIRE (USA) LTD. www.gtradial-us.com

TGI unveils Cosmo Gripit XT

Tireco expands Westlake line

Tire Group International LLC has introduced the Gripit XT extreme all-terrain tire under its Cosmo brand. The offroad tire will roll out in two phases, with phase one bringing 14 sizes. Phase two will include 15 more sizes later in 2025.

Scalloped shoulder lugs give better traction in extreme conditions and Quiet Kat Technology reduces noise. The tire has customizable sidewall options and more. The Gripit XT also features Ultimate Tire Technology, a proprietary system integrating bead reinforcement, structural enhancements and optimized performance design for durability.

TIRE GROUP INTERNATIONAL LLC www.cosmotires.com

Tireco Inc. has launched the Westlake Foray RP218 to replace the RP18 and select sizes of other Westlake treads. The new touring tire features enhancements focused on all-season performance, ride comfort and tread life. Other key features are its optimized tread pattern for grip in wet and dry conditions; variable pitch technology to minimize road noise; reinforced sidewalls and an upgraded internal structure for better wear resistance and longer tread life.

The new tire is available in a broad range of 13- to 19-inch sizes.

TIRECO INC. www.westlaketireusa.com MTD May 2025

4/29/25 10:21 AM

TPMS

Honda Ridgeline 2023 ■

DESCRIPTION & OPERATION

low tire pressure/TPMS indicator comes on after blinking for about 75 seconds.

If the system is OK, the low tire pressure/TPMS indicator should come on when you turn the vehicle to the ON mode, and then go off two seconds later.

The TPMS (tire pressure monitoring system) continuously monitors all four tire pressure sensors whenever the vehicle is turned to the ON mode. If it detects low pressure in a tire, it alerts the driver by turning on the low tire pressure/TPMS indicator and the appropriate tire indicator. If it detects a problem in the system, the low tire pressure/TPMS indicator starts blinking. The system consists of the following components: • Keyless access/TPMS control unit • Tire pressure sensors • Initiators • System indicator

Fill assist

The fill assist function signals the condition of the tire pressure when adjusting the tire pressure. The keyless access/TPMS control unit monitors the variation of tire pressure with the tire pressure sensor signal and outputs it to the MICU. The MICU will start to alert the condition of the tire pressure by flashing the turn signal/hazard lights and emitting beeps from the keyless buzzer.

Fill assist function operates when the following conditions are met: • Ignition switch: ON mode • Vehicle speed: 0 mph (0 km/h) • Shift position: P position/mode

Low tire pressure/TPMS indicator

• If the system detects low tire pressure in any of the four tires, the low tire pressure/TPMS indicator comes on.

• If a problem in the system is detected, the

TORQUE SPECIFICATIONS Component

Specification

Wheel Bolt

127 N.m (13.0 kgf.m, 94 lbf.ft)

Tire Pressure Monitoring Sensor Valve Stem Base Nut

1.4 N.m (0.14 kgf.m, 1.0 lbf.ft)

Use only authorized dealer recommended lug nuts/bolts and clean or remove any dirt or oil before tightening.

• Increase/decrease rate of pressure ≥ 2.2 psi However, the fill assist function may not operate: • When increase/decrease rate of pressure does not reach 2.2 psi within one minute.

• When using a portable handheld compressor.

Fill assist operation

The fill assist function operates the turn signal/hazard lights and keyless buzzer in three modes depending on the tire pressure. The system will also be activated when the tire pressure decreases (due to

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TPMS punctures, etc.) and when all the criteria of the operating condition have been met. The system can only detect one tire’s variation in tire pressure at a time. When inflating multiple tires consecutively, the system begins to monitor the first tire that reaches the operating condition. All tire pressures should be adjusted individually since the system is unable to detect which tire is on the operating condition first.

Tire pressure changing by temperature

Tire pressures increase slightly as the temperature in the tires rises during driving. Pressures can also increase or decrease slightly with changes in outside air temperature. A temperature change of about 18 degrees Fahrenheit changes tire pressure by about 1.5 psi.

Problems that are not system faults

• Cold weather: When the weather is extremely cold, around four degrees below zero or colder, the output of the lithium battery in each tire pressure sensor may drop far enough that the TPMS control unit sets a DTC for low battery voltage (C1801-92, C1802-92, C1803-92 or C1804-92) even though the system is normal.

• Non-TPMS type wheels (including the spare tire): Vehicles equipped with TPMS must use wheels made for the system. Every TPMS-type wheel has an exclusive mark; do not use any other type of wheel. When a flat tire is replaced with the spare tire, a CHECK TPMS message on the MID is displayed (DTC C180187, C1802-87, C1803-87 or C1804-87) because the system is no longer receiving the signal from the flat tire’s transmitter.

This is not a problem with the spare tire.

TPMS system components

TPMS control unit: The TPMS control unit sends signals to the initiators and receives signals from the tire pressure sensor to verify pressure sensor IDs every time the vehicle is turned to the ON mode. It also receives signals from the transmitters for tire pressure, tire temperature and the sensor battery condition. It continuously monitors and controls the system.

Tire pressure sensor: The tire pressure sensor is an integrated unit made up of each tire valve stem, a pressure sensor and a transmitter. The tire pressure sensors are attached to the inside of each wheel, around the valve stem. The sensor trans72

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A

After the sensor IDs are memorized, reduce the pressure in all four tires to less than the appropriate specification, and check to see that the four tire indicators come on.

B C Fig. 1

mits internal tire information using an RF (radio frequency) band wave signal one time per 60 seconds to the TPMS control unit. Each tire pressure sensor has its own tire pressure sensor ID to prevent jamming by similar systems on other vehicles.

Initiator: The initiators are mounted on the top of each wheelwell. When the vehicle is turned to the ON mode, the initiators send a LF (low frequency) band wave signal to the tire pressure sensor, switching it from sleep mode to normal function mode. When the vehicle is turned to the OFF (LOCK) mode, the sensors switch from normal function mode back to sleep mode to extend their battery life.

Wheel: The TPMS will not work unless TPMS-type wheels are installed.

The original equipment wheels have a “TPMS” mark on them, and are counterweighted by adding material to counterbalance the weight of the sensor.

MEMORIZING THE SENSOR ID

All four sensor IDs must be memorized to the TPMS control unit whenever you do any of these actions: • Replace the keyless access/TPMS control unit.

• Replace the tire pressure sensor.

• Substitute a known-good wheel with tire pressure sensor.

NOTE: • To ensure the TPMS control unit memorizes the correct sensor ID, the vehicle with the new tire pressure sensor must be at least 10 feet away from other vehicles that have sensors.

• When replacing the keyless access/ TPMS control unit, use the HDS to memorize sensor IDs.

Memorizing a tire pressure sensor ID automatically

After rotating the tires or replacing a sensor, drive the vehicle for at least 40 seconds at a speed of 15 mph or more, and all the sensor IDs will be memorized.

Memorize a tire pressure sensor ID with the HDS

The HDS can memorize the sensor ID of a new tire pressure sensor or a previously memorized sensor ID. 1. Turn the vehicle to OFF (LOCK) mode.

2. Connect the HDS to the data link connector (DLC).

3. Turn the vehicle to the ON mode.

4. Make sure the HDS communicates with the vehicle and the TPMS control unit.

If it does not communicate, go to the DLC circuit troubleshooting.

NOTE: • See the HDS help menu for specific instructions.

• When replacing the keyless access/ TPMS control unit, use the HDS to memorize sensor IDs. • After the sensor IDs are memorized, reduce the pressure in all four tires to less than the appropriate specification, and check to see that the four tire indicators come on.

5. Memorize the tire pressure sensor ID by following the screen prompts on the HDS. 6. Turn the vehicle to the OFF (LOCK) mode.

TIRE PRESSURE SENSOR REMOVAL & INSTALLATION Removal

Each tire pressure sensor contains a lithium anode battery that is not removable.

The complete tire pressure sensor should be disposed of according to local battery disposal guidelines or requirements. An improperly disposed of battery can be harmful to the environment.

Remove the tire from the wheel according to the procedure listed by your tire changing machine manufacturer.

1. Lift the vehicle.

2. Remove the wheel with the faulty tire pressure sensor.

3. Remove the tire valve stem cap and the valve stem core to deflate the tire.

4. Remove any balance weights.

5. Break the bead loose from the wheel with a commercially available tire changer (A) as seen in Fig. 1.

• Do the outside of the wheel first.

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TPMS • Position the wheel as shown so the valve stem (B) is 90 degrees from the bead breaker (C) as shown.

• Do not position the bead breaker of the tire changer too close to the wheel.

6. Position the wheel so that the tire machine and the tire iron are next to the valve stem, and will move away from it when the machine starts.

7. Remove the tire from the wheel.

8. Using the TORX bit, remove the TORX screw and the tire pressure sensor housing from the valve assembly. Check the tire pressure sensor housing for any cracks or damages and replace it if necessary.

9. Cut around the valve bulb to make the removal of the valve assembly easier.

10.Do not remove the valve assembly before removing the tire pressure sensor housing. Pull out the valve assembly vertically through the wheel hole using the commercially available valve stem puller tool.

10.With a dry air source, inflate the tire to 43.5 psi to seat the tire bead to the wheel. Make sure the tire bead is seated evenly on both sides of the wheel.

11. Install the valve stem core and adjust the air pressure to the specifications listed on the door jamb.

12. Install the valve stem cap.

13.Check and adjust the wheel balance.

14.Install the wheel.

15.Connect the HDS, and memorize the tire pressure sensor IDs. Do not memorize the IDs automatically. ■ Information for this column comes from the tire pressure monitoring systems data in ProDemand, Mitchell 1’s auto repair information software for domestic and import vehicles. Headquartered in San Diego, Mitchell 1 has provided quality repair information solutions to the automotive industry since 1918. For more information, visit www.mitchell1.com.

Installation

1. Install the tire pressure sensor housing on to the valve assembly. Make sure the sensor housing is fully seated.

2. Install TORX screw using the TORX bit and the adjustable torque screwdriver and tighten it to specifications. Install the TORX screw until the screw head is in contact with the sensor housing.

3. Before installing the tire pressure sensor, clean the mating surfaces on the sensor and the wheel.

4. Apply a mild soap and water solution to the valve insertion cone surface.

5. Insert the tire pressure sensor in the wheel hole.

6. Position the tire pressure sensor by aligning the gap within the angle.

7. Install a commercially available valve stem puller tool on the valve stem thread, and pull the tire pressure sensor straight through the wheel hole and perpendicularly to the wheel hole.

Make sure there is no gap between the valve bulb and wheel. Make sure the tire pressure sensor is installed within the angle.

8. Lube the tire bead sparingly with a paste-type tire mounting lubricant, and position the wheel so that the tire machine is next to the valve stem and will move away from it when the machine starts.

9. Install the tire onto the wheel.

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Ad Index When you contact one of our advertisers please be sure to mention you saw their ad in Modern Tire Dealer ADVERTISER

PAGE

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31 Inc.

67

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ACDC

35

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American Omni Trading

25

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Autel

61

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Bartec TPMS

71

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BKT USA Inc.

13

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Continental Tire

31

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Cosmo Tires

55

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Delinte Tires

19

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Firestone Tire

23

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Gripmax Tire

4-5

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GT Radial

27

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Hunter Engineering Company

39

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K&M Tire

57

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Kenda Tires USA

IBC

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Linglong Americas Inc.

9

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Mastertrack Tires

7

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Maxxis Tire

43

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Mighty Auto Parts

69

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Milestar Tires

41

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Nitto Tire U.S.A. Inc.

OBC

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Perfect Equipment

21

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Radar Tires

11

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Ranger Products

29, 63

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Sailun Tire Americas

17

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Schrader TPMS

73

www.schradertpms.com

TEXA USA

37

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Transamerica Tire Company Ltd.

IFC

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Yokohama Off-Highway Tires America Inc.

45

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Yokohama Tire

Cover Tip

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ZC Rubber America Inc.

15

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74

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MTD May 2025

4/29/25 10:21 AM

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