THEM KNOW!
Keeping Guests in the Loop
Thomas Prouse has set
at Grease Monkey in Mesa, Arizona.
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TRUECOLD AC PERFORMANCE BOOSTER fights oil fouling, to boost A/C performance and protect the system. This leads to faster cool down times, improved fuel mileage, reduced maintenance costs, and extended system life. Plus it contains a special UV dye to help detect A/C system leaks.
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EDITORIAL
EDITORIAL DIRECTOR Chris Jones
EDITOR Tom Valentino
ASSISTANT EDITOR Kacey Frederick
SPECIAL PROJECTS EDITOR Emily Kline
CONTRIBUTING WRITERS
Adam Tatum, Scott Hempy, Carol Badaracco Padgett, Peter Suciu, Enid Burns
EDITORIAL ADVISORY BOARD
Adam Tatum, DIRECTOR OF OPERATIONS, VIRGINIA GROUP
Joanna Johnson, PRESIDENT, JOHNSON POLICY ASSOCIATES
Scott Hempy, CEO, OILSTOP DRIVE-THRU OIL CHANGE AND HAPPY’S DRIVE-THRU CAR WASH
Aleisha Hendricks, OWNER/OPERATOR, GREASE MONKEY QUICK LUBE AND MONKEY SHINE CAR WASH
Shawn Gilfillan, OWNER, AUTOMOTIVE MAGIC AND MAGIC LUBE & RUBBER
SALES
PUBLISHER Greg Smith gsmith@endeavorb2b.com
ASSOCIATE PUBLISHER Andrew Johnson ajohnson@endeavorb2b.com
ASSOCIATE SALES DIRECTOR Mattie Gorman-Greuel mgorman@endeavorb2b.com
DIRECTOR OF BUSINESS DEVELOPMENT Cortni Jones cjones@endeavorb2b.com
ACCOUNT EXECUTIVES
Diane Braden dbraden@endeavorb2b.com
Marianne Dyal mdyal@endeavorb2b.com
Chad Hjellming chjellming@endeavorb2b.com
Lisa Mend lmend@endeavorb2b.com
Annette Planey aplaney@endeavorb2b.com
Kyle Shaw kshaw@endeavorb2b.com
Sean Thornton sthornton@endeavorb2b.com
ART AND PRODUCTION
ART DIRECTOR Erin Brown
PRODUCTION MANAGER Mariah Straub
AD SERVICES MANAGER Jen George
ENDEAVOR BUSINESS MEDIA, LLC
CEO Chris Ferrell
COO Patrick Rains
CRO Paul Andrews
CDO Jacquie
Staying in Touch
6 ONLINE
What to know when you’re thinking about selling
9 NUMBERS
More than an oil change
QUICK HITS
10 INDUSTRY INSIGHT
Cost considerations stay top of mind for operators
14 AROUND THE INDUSTRY
Strickland Brothers 10 Minute Oil
Change enters supply agreement with RelaDyne’s DuraMAX brand
18 SHOP LOOK
Insta-Lube of Omaha, Nebraska
SERVICE
35 PIT STOP
Have a way with words
36 CUSTOMER SERVICE
Keeping customers informed during visits can
A Life of Service: From Army National Guard to SpeeDee Franchise Owner
A retired Army National Guard officer, Garland Moore found the active, challenging career he needed in the SpeeDee Oil Change & Auto Service brand
BY KACEY FREDERICK
Keeping customers informed while their vehicle is worked on is a key part of making each visit a success at Grease Monkey in Mesa, Arizona.
The power of organized record keeping
40 CASE STUDY
Cleaning up with a car wash
COLUMNS
20 LEADING EDGE
Be Fluent in the ‘Language of the Service Center’ BY SCOTT HEMPY
42 FROM THE SHOP
Clear Time in Your Schedule by Putting First Things First BY ADAM TATUM
LATEST FROM THE NOLN PODCAST
Recent guests on the National Oil & Lube News Podcast share tips for getting your shop ready to sell and best practices for answering inbound phone calls
BY NOLN STAFF REPORTERS
WHAT TO KNOW WHEN YOU’RE THINKING ABOUT SELLING (WITH JIM PARKER OF THE AUTO REPAIR BOSS)
While you might be ready to exit the quick lube industry, is your business ready to be sold? Jim Parker, president of The Auto Repair Boss, a Florida-based brokerage firm that specializes in selling auto-related companies, joins the NOLN Podcast to offer guidance on how to determine whether the time is right for a quick lube shop operator to sell. He shares steps potential sellers should be taking in advance of going to market, as well as some questions they should be asking brokers they are considering working with.
GOOD CALL: THE ART OF SERVING CUSTOMERS ON THE PHONE (WITH DAVID BOYD)
In an era when many rely on text messaging, websites, and smartphone apps to get the information they need, good old fashioned phone calls steadfastly remain a way to connect quick lube locations and potential customers. David Boyd, founder of Inbound Communications, joins the NOLN Podcast to share best practices for handling incoming calls, serving customers’ needs, and taking simple steps to convert inquiries into future sales when your shop’s phone rings.
PODCAST
THE NOLN PODCAST
Head online to check out NOLN’s library of podcast interviews. Hear from quick lube leaders about new strategies, service stories, and innovative operations that push the industry forward.
Listen to all the episodes and subscribe at: noln.net/podcasts.
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ACTION HERO
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Opt for the clear winner: Choose BG EPR ® Engine Performance Restoration ® for every oil service. This professional pour-in dissolves stubborn deposits from piston rings, restores compression, reduces oil consumption, and lowers tailpipe emissions—all while boosting shop profitability and customer satisfaction.
13%
Repair rock chips in windshields
25%
Offer smog checks/ emission tests/state certifications
27%
Offer a coolant stop leak additive
27%
Offer a transmission stop leak additive
MORE THAN AN OIL CHANGE
Additional services offered by quick lube shops range from replacing engine air filters to repairing rock cracks in windshields
BY NOLN STAFF REPORTERS
A visit to a quick lube often entails more than just an oil change. Replacing engine air filters, selling wiper blades, and checking batteries are all in a day’s work for most shops.
But as the 2024 NOLN Operator Survey indicates, some operators are going outside the box to set their business apart from the competition. Survey respondents listed more than 30 additional services offered by their shop outside of oil changes. Here are the 10 most unique:
33% Align wheels
35%
Offer an oil stop leak additive
40% Sell tires
42% Balance wheels
42% Sell ATF supplement additives
43%
Offer a gear oil supplement additive
FIND OUT MORE
What other services are quick lube shops offering? Find out in the 2024 NOLN Operator Survey Report. Check out noln.net
COST CONSIDERATIONS STAY TOP-OF-MIND FOR OPERATORS
Economic uncertainties have quick lube operators and their vendors strategizing on ways to keep costs of goods manageable while delivering value to customers
BY TOM VALENTINO
AS UNPREDICTABILITY
around tariffs has roiled various markets in recent months, Oilstop Chief Operations Officer Kevin Krossber says his organization has been “very fortunate” to have largely avoided turbulence with regards to managing the costs for its goods.
Oilstop’s good luck, though, has not been happenstance, but rather the product of strategic preparation. “Supercharged” dialogue with vendors and strategic inventory practices have kept costs in line and operations running smoothly for the Petaluma, California-based operator.
“We’ve actually seen a decrease in our oil prices from both of our vendors that we do business with, as well as a decrease in our filter costs through our preferred vendor, which is Service Champ,” says Krossber, an industry veteran with more than 20 years of experience who now works out of Vancouver, Washington. “We’ve seen a lot of good trends associated with not only a reduction in cost of goods, but also fulfillment staying very, very high and having to avoid any type of what we call emergency spend, where we go to retail stores for fulfillment.”
Tariffs have been top-of-mind for many Service Champ clients, says Doug Arnold, senior vice president of Highline Warren, the parent company of Service Champ.
“Tariffs, no doubt, have the most attention of everyone regarding cost of goods impact since there is a broad range of (factors), from country of origin to raw materials (such as) steel and tin, that will impact many products, depending on the outcome of the go-forward policies,” Arnold says. “This is a difficult situation to navigate with changing implementation dates and limited visibility to what items or products are included or excluded. So, as with
everyone else, we are monitoring the policy decision closely.”
As tariffs became a hot-button issue in the fall of 2024, Krossber says Oilstop leaders had some concern about potential impacts on their company’s bottom line.
“As we prepared for this year and were looking at our projections, we met with all of our vendors to understand the strategy to avoid tariffs’ impact because that was a big thing back in the fall,” Krossber says. “And we wanted to understand fulfillment rates and any cost impact associated with that.
“It was really assuring to hear that our partners were increasing their safety stock levels and making the necessary changes to source inventory from a very diverse (group of) production (facilities) across the world. At the same time, we made adjustments to carry up to three weeks of safety stock on hand in our service centers to protect ourselves against any product shortages or delays.”
Arnold says Service Champ tries to be as transparent as possible in its conversations with clients.
“We’ve just tried to identify hey, here’s how we’re monitoring (industry developments) and here are some of the activities we’re taking as a pre-emptive measure from a resource standpoint,” Arnold says.
Getting Strategic
Strategizing around inventory hasn’t focused exclusively on increasing safety stock within Oilstop’s stores, however. The company is also making sure it makes the most of its shelf space, bumping up inventory of in-demand products and clearing out items that have been collecting dust.
“We did an inventory cleanse. We got rid of a lot of our lower-turn items, things that weren’t moving within 12 months of shelf space,”
Krossber says. “Once we did that, we were able to free up some space and then really focus on getting more safety stock in for those higher-moving products. In general, within the industry, from my observations, most shops carry 10 to 14 days of safety stock. We bumped our stock to three (weeks). We’re not carrying a lot more product. It’s not like we doubled up, so we haven’t run into any space issues or anything like that.”
Once we did (an inventory cleanse), we were able to free up some space and then really focus on getting more safety stock in for those highermoving products."
�KEVIN KROSSBER
As part of its inventory strategy, Oilstop has shifted to a twice-peryear schedule for its quantity on hand/inventory review.
“We’ve standardized that to do it biannually so we can stay really sharp on the things that we need to keep high inventory stock levels on and discard the filters and products we’re simply not moving or are just not in demand based on the vehicle applications that we’re servicing,” Krossber says. “That also helps us to account for seasonal swings. As you think about six months down the road, you think about seasonality and the impact that has on car counts. The summer driving season,
Based on everything people read, see, and feel in their wallet, I can appreciate the (theory of there being an increased demand for value brands over their premium counterparts), but in many cases, we are seeing some of the opposite behaviors."
–DOUG ARNOLD
there is a peak in business that we are proactively looking at, so we’ll bump up products to prepare.”
Krossber adds that Oilstop has also recently made a switch to stocking Service Champ’s in-house line of oil filters, a move that has reduced costs and improved fulfillment rates.
In many instances, though, being cost conscious can be a nuanced endeavor for the quick lube operators that Service Champ does business with. Reducing costs is one mechanism, but many shops are also on the lookout for ways to meet customer demand for more premium offerings. More Service Champ customers are looking to leverage national brands with the goal of providing greater value with higher performance additive kits,
along with synthetic oil filters to complement synthetic oil changes, says Arnold.
“Based on everything people read, see, and feel in their wallet, I can appreciate the (theory of there being an increased demand for value brands over their premium counterparts), but in many cases, we are seeing some of the opposite behaviors,” Arnold says. “More broadly, we have customers either considering or expanding their service offering to include high-performance products in filtration, additives, and wipers.”
“Consumers are more and more educated,” Arnold adds. “When they are making a buying decision, the trend is growing for the best overall value and product for their vehicle versus just what is the lowest cost option.”
Service Champ is also helping its clients meet their inventory needs by offering a Filter Stock-It Guide, which, as its name implies, helps shops determine which filters they should order. The guide now includes trend data to highlight which products are becoming more popular with consumers and which are in decline.
“That way, (quick lube operators) can start looking at their system and say, ‘OK, this one’s on the downturn. We want to manage that inventory as we’re moving through the years. But the items that are moving faster, we want to make sure that we are staying on top of it,’” Arnold says.
Staying Vigilant
While they have successfully
navigated potential challenges over the past six months, Oilstop executives are keeping a finger on the pulse of the industry to keep their operations steady, Krossber says. Oilstop is continuing to meet with its vendors quarterly to understand projected pricing adjustments, confidence in vendors’ stocking levels, and their ability to meet client demand.
Oilstop has experienced fulfillment challenges with certain ancillary items such as squeegees and wiper blades, but “nothing that has been a burden on our operations or hasn’t allowed us the opportunity to serve our guests,” Krossber says.
Krossber says Oilstop has also explored other product lines as potential backups for emergency
Exceeding specs and expectations for over 110 years.
Nearly half the cars on the road in the US are Japanese, and a vast majority of those come from the factory with Idemitsu engine oils, transmission fluids, or PAG oils. For 110 years, Idemitsu has been the go-to source for the most technically advanced, high-performance fluids on the market. Give your customers the OE performance and quality of Idemitsu lubricants.
stock as needed, but at this point, the company has not had any need to transition away from its standard product lines because fulfillment has been “incredibly consistent and very high.”
Service Champ, meanwhile, continues to keep an eye toward the future to be as ready as possible to mitigate any future cost-related challenges and economic uncertainties, Arnold says.
“Nobody really has a crystal ball right now (to figure out) what’s going on with tariffs,” he says. “I think a lot of companies are trying to figure out how to navigate the changing environment. We’re no different, just like the operators are no different. You’re going to have to just bob and weave as the times come.”
Idemitsu is the official OE supplier of engine oils and transmission fluids to leading Japanese vehicle manufacturers such
STRICKLAND
BROTHERS 10 MINUTE OIL CHANGE ENTERS SUPPLY AGREEMENT WITH RELADYNE’S DURAMAX BRAND
Strickland Brothers 10 Minute Oil Change has entered an agreement with RelaDyne to have DuraMAX lubricants and ancillary products supplied to the Strickland Brothers 10 Minute Oil Change portfolio of aftermarket automotive brands, according to a press release.
Strickland Brothers operates over 250 service centers across the U.S., while DuraMAX offers vehicle maintenance products, including full synthetic, high mileage, and synthetic blend motor oils, antifreeze, filters, and wiper blades, as part of its lineup.
“Our relentless pursuit of providing quality products at affordable prices, especially during inflationary times, remains top of mind,” said Justin Strickland, CEO of Accelerated Brands. “We recognize our responsibility to the communities we serve —to control costs without compromising quality. This strategic move directly supports that vision, allowing us to continue delivering exceptional value while maintaining the high standards our customers expect.”
“Our comprehensive DuraMAX product line, along with our installer-focused retention programs, continue to drive incremental sales and service center profitability for our customers,” said David Gempel, senior director of corporate accounts for RelaDyne.
the Oil Changers brand, according to a recent press release.
Breeze Autocare operates nearly 200 stores across 17 states, with an extensive presence of company-owned stores across California, Texas, and the Midwest. The company, predominantly operating under the Oil Changers brand, generated $200 million in net sales for its most recent year-end.
Following the $625-million acquisition, Valvoline’s total store count in North America will be over 2,200. The company is developing its long-term integration plan for the stores, which may include refranchising certain stores. All Breeze Autocare stores will continue to operate under their current branding.
“Valvoline has been a respected name in preventive maintenance for decades and we look forward to joining forces with them,” said Breeze Autocare President and CEO Eric Frankenberger. “I believe our combined expertise and culture will benefit our team members and customers for years to come.”
“Welcoming Breeze Autocare into the Valvoline network allows us to immediately add nearly 200 stores that are geographically complementary and will expand our customer reach,” said Valvoline President and CEO Lori Flees. “This acquisition will accelerate our growth and earnings potential while enhancing our already strong cash flow profile. Our aligned cultures of putting people first and our track record of successfully integrating acquisitions give us confidence in our ability to deliver sales and profit growth.”
VALVOLINE TO ACQUIRE BREEZE AUTOCARE, BRINGING NEARLY 200 STORES AND OIL CHANGERS BRAND
Valvoline Inc. has signed a definitive agreement to acquire Breeze Autocare, parent company of
Driven Brands Chief Operating Officer Daniel Rivera is being
promoted to president and chief executive officer, according to a press release.
Rivera has taken the role, as well as joined the company’s board of directors, effective May 9. He’s been with the company since 2012, joining as chief information officer. Since then, he’s held roles including Meineke brand president, president of Take 5 Oil Change, and group president of the maintenance segment.
Jonathan Fitzpatrick, Driven Brands president and CEO since 2012, notified the board of his intent to step down on Feb. 24. Fitzpatrick will continue to serve on the board and has been appointed as non-executive chair of the board, effective May 9. Fitzpatrick will also serve as a senior advisor for the remainder of 2025, and Neal Aronson, current chairman of the board, will continue to serve as a director.
In addition, Driven Brands has entered a definitive agreement to sell its U.S. car wash business to Express Wash Operations, LLC dba Whistle Express Car Wash, for $385 million.
“This transaction will enable Driven Brands to reduce debt and enhance our focus on our growing Take 5 Oil Change brand and our stable, cash-generating franchise brands,” stated Fitzpatrick. “This decision follows a deliberate and thoughtful strategic review of value-maximizing options for the U.S. car wash business, and we are confident it will better position the company to execute on our strategic initiatives and deliver long-term value to our shareholders.”
FULLSPEED AUTOMOTIVE NAMES
VICE PRESIDENT OF REAL ESTATE AND CONSTRUCTION
FullSpeed Automotive has named Anthony Fedele as its
DRIVEN BRANDS APPOINTS NEW CEO, AGREES TO DIVEST U.S. CAR WASH BUSINESS
newest vice president of real estate and construction in a recent press release.
Fedele brings two decades of real estate and automative experience, having previously served as real estate manager for TBC Corporation as well as vice president of real estate and mergers and acquisitions with Summit Wash Holdings and its portfolio of franchises including Russell Speeder’s and Waters Car Wash.
As part of his new role, Fedele outlined plans to use advanced data software to streamline the process of identifying potential franchise locations.
“His visionary leadership and use of cutting-edge technology in our site selection process will set a new standard for excellence in the industry,” said FullSpeed Automotive President Ron Stilwell.
GENERAL MOTORS ACCUSED OF SELLING DRIVER DATA IN LAWSUIT
General Motors is facing another lawsuit accusing the company of selling driver data to insurance companies, according to AutoBlog.
Arkansas Attorney General Tim Griffin has sued GM and its subsidiary OnStar, alleging that the automaker sold driver data to third parties, which then shared it with insurance companies.
The lawsuit has claimed GM deceived consumers by collecting data without their consent, arguing that drivers were misled to believe OnStar optimized vehicle safety, when it was actually being used to sell data and generate revenue, according to Griffin.
“We are reviewing the complaint,” a GM spokesperson told Consumer Affairs. “GM is committed to protecting consumers’ privacy.”
TEXAS TO EXPAND VEHICLE INSPECTION AND MAINTENANCE REQUIREMENTS IN SAN ANTONIO AREA
The state of Texas will be expanding on its vehicle inspection and maintenance requirements in Bexar County, according to a press release from the U.S. Environmental Protection Agency.
In 2022, the EPA reclassified the San Antonio area from marginal to moderate nonattainment of the 2015 ozone standard of 0.07 parts per million, or 70 parts per billion, requiring Texas to revise part of its State Implementation Plan and reduce emissions from vehicles that contribute to the formation of ozone.
The approved revisions will require an expansion of Texas’ existing inspection and maintenance program, and will have to be implemented in Bexar County by Nov. 7, 2026. Currently, the program requires annual on-board diagnostics testing of gasoline-powered vehicles between 2–24 years old in Bexar County.
“The Clean Air Act lays the groundwork for one of EPA’s most important core responsibilities—to improve air quality for all Americans,” said Regional Administrator Scott Mason.
“EPA will continue to work with the state of Texas to develop sensible plans for addressing air pollution and helping San Antonio meet air quality standards.”
VOLKSWAGEN ISSUES RECALL FOR ENGINE COVERS INCORRECTLY INSTALLED AFTER SERVICE
Volkswagen is recalling nearly 177,500 vehicles for a loose engine cover, reports Reuters.
Covered under the recall is a total of 177,493 units, comprised
of certain Atlas and Atlas Cross Sport vehicles from model years 2024-2025.
According to the National Highway Traffic Safety Administration, engine covers on these vehicles may not have been installed correctly after service, causing them to come loose. This creates a fire risk if the cover comes into contact with hot surfaces in the engine.
To resolve the issue, Volkswagen is having dealers remove the engine cover from recalled vehicles.
EXPRESS OIL CHANGE & TIRE ENGINEERS BUILDING NEW OHIO LOCATION
A new Express Oil Change & Tire Engineers is set to be built in Chillicothe, Ohio, reports The Scioto Valley Guardian.
The new store is set to be located along the high-traffic North Bridge Street corridor. Currently, a vacant lot sits there—but for almost a century, the former Fox Farm Inn stood at the site, now demolished.
A permit application filed by Express Oil Change, LLC recently gained approval for an NPDES Notice of Intent, marking a step forward with construction. Effective March 11, the permit is active until April 22, 2028, allowing a wide timeframe for the project.
An opening date has not yet been announced, but the permit approval indicates construction will likely begin soon.
ADVANCE AUTO PARTS TO CLOSE MORE STORES, EXPAND U.S. MARKET HUBS
Advance Auto Parts is restructuring its supply chain system in an effort to bounce back from lackluster sales, reports The Wall Street Journal.
To offer a wide array of parts that can get where they need to be quickly, Advance is transitioning to a system that will have goods delivered from distribution centers, to regional market hubs, and finally to traditional stores.
This decision came from studying Advance’s competitors, and finding they were able to deliver parts more efficiently using similar models.
“This market-hub node helps solve for that,” said Chief Executive Shane O’Kelly. “What it introduces is about 85,000 parts that are available to a store, and hence a customer, inside of the same day.”
With 19 market hubs currently in the U.S., Advance plans to expand that number by 10 this year, and to have a total of 60 hubs by mid-2027.
This transition has also involved the consolidation of warehouses and store closures. Since O’Kelly started with Advance in 2023, the company has closed 10 of 38 U.S. distribution centers, and will close another 12 this year.
Advance plans to have a total of 12 warehouses nationwide by the end of 2026.
Additionally, about 500 corpo -
SUCK
rate stores and 200 independently owned locations were expected to close by the end of March.
Rather than stock stores based on what has sold in the past, Advance is restructuring its assortmentplanning process to prioritize items likely to be in demand in a particular region. If a given area has a proportionally large number of truck owners, a local Advance store will likely have more parts specific to trucks.
JIFFY LUBE HOLDS ANNUAL J-TEAM ALL STARS CHALLENGE SERVICE COMPETITION
Jiffy Lube recently recognized the winners of its annual J-Team All Stars Challenge in a recent press release.
The national competition was started over 20 years ago to highlight the company’s Jiffy Lube University training program, and evaluates teams at participating stores based on teamwork, operational execution, and customer experience skills.
With over 1,300 participating Jiffy Lube locations this year, Jiffy Lube
franchisee USP Group’s Riverton team, The Depot Dawgz, won “best performing Jiffy Lube team in the U.S.,” after beating three other teams in the finals in Houston: Space Coast Lube’s Lubrigators from Melbourne, Florida; Team Car Care’s Jeddi Jiffy Crew from Ayer, Massachusetts; and Team Car Care’s Los Lobos from Rancho Cucamonga, California.
The Depot Dawgz team, consisting of Kyle Peterson, Isaac Akiyama, Mason Chivers, and Zander Palfreyman, took home a grand prize of $10,000 and all-expense paid trip to the Pennzoil 400 presented by Jiffy Lube in Las Vegas on March 16.
In addition, the Team Car Care Los Lobos team won the Customer Experience Award.
This title is awarded based on two unannounced visits to each participating Jiffy Lube location, conducted by a third-party auditing company. The winning team of Jose Franco, Sarah McInnish, Armando Avalos, and Alejandro Arce took home $10,000 for winning, in addition to banking $7,500 for coming in second place in the J-Team All Stars Challenge.
Boost Your Profits
BY AMBER KOSSAK, TRUE BRAND
Have you been actively thinking about ways to increase profits in the midst of rising cost of doing business and lower car counts? Raising your prices may be a necessary step to fill the gap, though price increases have risks if perceived excessive. Reducing your cost of doing business can increase profits as well… However, we want to be careful and understand all options. “Right sizing” is better than downsizing. One of the best ways in growing our business is by making sure we are attracting new customers. Second, increasing our opportunity with our current customers base. Most of the tactics for doing this are all familiar to us, but it never hurts to review:
• Create a referral program.
• Run special promotions such as discounts on specific services such as free gifts with purchase, discounted services or coupons.
• Partner with local businesses.
• Get listed in online directories.
• Use social media to share news about your business or answer questions from potential customers.
• Increase Fleet customer base.
• Utilizing package programs.
• 100 % Inspection 100% of the time. Never failing to review with your current customers what services they might need. (Building Trust).
For the professional installer, a package program is a set of products or services that are bundled together at a discounted price. Package programs have been a proven way for professional installer to attract new customers and generate repeat business. There are many ways that package programs can increase profits. Here are several of them. Package programs combine multiple services or products into a single unit, at a discounted price compared to purchasing them individually. This provides customers with added value and incentivizes them to choose the package over individual services. By offering attractive packages, you can increase the average transaction value per customer. A well-designed package is a true Win-Win. Package programs create up-selling and cross-selling opportunities. When customers opt for a package, service operators can suggest additional services or products that complement the package, thereby increasing the overall sale value. For example, a typical oil change will include an oil/filter change with a 10-point checkup. This can be bundled with a full synthetic High Mileage Oil and Engine Treatment (For Extended Engine Protection). Or you can bundle a premium wiper blade package with a windshield treatment. This would
be an automatic up sale with the premium blade package, increasing your profits.
Well-designed package programs can boost customer loyalty and retention. Customers who have a positive experience with a package and find value in it are more likely to return for future services. Repeat business and a higher customer retention rate are always beneficial for long-term profitability. When customers receive needed products or services while also saving money, they are more likely to return again.
Package programs allow you to plan and allocate resources more efficiently. By knowing in advance, the services included in a package, operators can streamline their workflow, optimize scheduling, and allocate resources effectively. This can lead to increased productivity, reduced downtime, and improved overall operational efficiency.
Package programs provide a marketing tool for you. They can be used as promotional offers to attract new customers, retain existing ones, or target specific customer segments. Effective marketing campaigns and advertisements that highlight the benefits and savings of your packages can increase customer awareness and attract more business. Package programs often involve predefined combinations of services or products. This enables service operators to streamline their inventory and management processes. By planning and stocking the necessary parts and supplies for package services, operators can reduce inventory costs and minimize waste or excess inventory. There are reasons you can’t buy a T-bone steak at a McDonald’s, but you can get a Happy Meal.
Create a perception of value with packages!
Research has found that package programs have the potential to increase profits up to 25% by boosting customer value, driving additional sales, improving customer retention, optimizing resource allocation, supporting marketing efforts, and enhancing the overall customer experience.
Be sure to train your team ask every time. Have you ever been asked “Would you like fries with that?” That is, make it a habit to have your front-line staff mention the package offer for each customer. Reinforce the message with posters or signage, maybe even a counter display.
Measure results of everything you do. When something is working, do more. What’s not working, discard.
Web marketers do A/B testing to determine which designs or offers generate the most response. Perhaps you’ll find Package A generates twice as much as Package B. It is up to you in how you increase your profits. With our experience in the field we know packages work.
Think about it.
INSTA-LUBE OF OMAHA, NEBRASKA
LOCATION: OMAHA, NEBRASKA
OWNER: DALE EESLEY
BAY COUNT: 3
BY KACEY FREDERICK
PHOTOS BY DALE EESELY
INSTA-LUBE IS OPERATED BY Dale Eesley, a professor of entrepreneurship who was looking to embark on a new business venture and took over the shop in 2019. Though the business had loyal customers, it required several improvements to the property.
Upon taking the shop over, Eesley had the entire exterior repainted, and hired an interior designer to help him choose the colors. Now, the building sits with a white exterior and red metal roof.
One of the biggest improvements was a $20,000 digital sign the shop has installed outside.
“I didn’t know it was an oil shop. I thought it was a truck repair place.
So, I put up a digital sign that said nothing but ‘under new management’ and ‘we change oil’ for a long time,” says Eesley.
Having established itself firmly as a quick lube business, the shop now displays fun messages on its sign, such as “no dinosaur was injured in the making of this oil.”
OUT WITH THE OLD
Insta-Lube used to have four locations. However, after
closing three, the previous owners kept all their extra equipment, such as boil tanks and air compressors, in the remaining shop.
“There was no break room for the employees anymore,” says Eesley. “The first weekend I owned it, I said, ‘I’m going to commit first to the welfare of the employees, because that’s what makes the business run.’”
Employees gained a renovated break room, equipped with a kitchenette and restroom.
CREATING A FIVE-STAR REPUTATION
Insta-Lube operates out of a three-bay, pit-based shop, with 14-foot-high ceilings and glass bay doors for increased sunlight and visibility. The shop is now equipped with a computer, allowing for more oils to be stored and easily located.
“When I bought the shop, they didn’t even have a computer in it— literally—and they had everything memorized. If they had a vehicle they didn’t know, they had to look it up,” says Eesley. “I realized we were losing a lot of sales because we were sending people away saying, ‘Sorry, they don’t have your air filter.’”
An entire wall within the shop is now covered with the variety of Mobil 1 products the shop offers, and another wall is stocked with air filters. It represents just part of the complete upgrade that Eesley has brought to Insta-Lube, resulting in the business more than tripling its profitability.
“When I bought the place, we had the lowest Google ratings in town. We had like 34 reviews, and half of them were negative,” says Eesley. “We have now 1,300-plus five-star reviews, and it’s because of my emphasis on employees and on upgrading the appearance of the shop in a way that respects customers. Customers want to feel like they made a good decision to choose a place, and I think we accomplished that.”
Be Fluent in the ‘Language of the Service Center’
Our words have an impact on our guests. Choose them wisely to help create a positive experience
THE LANGUAGE WE USE MATTERS. IN THE service industry, the words we use have a profound impact on the guests we serve. The choice of words that your team uses when communicating with a guest is an important part of that guest’s service experience.
Scott Hempy leads the team at Oilstop Drive-Thru Oil Change and Happy’s Drive-Thru Car Wash. Oilstop and Happy’s are rapidly growing their footprint of oil change and express car wash locations across the West Coast, combining convenience with an outstanding emphasis on guest experience. Prior to Oilstop & Happy’s, Scott was the founder and CEO at Filld, a SaaS-based software solution for last-mile oil and gas delivery companies. He was recognized as a member of the Forbes 30 Under 30 class of 2016 for starting Filld.
.COM
Statements like, “Welcome, my name is Scott” and, “How may I serve you?” indicate a very different posture compared to “Hello” and “What do you need?” Carefully crafting the language of your service center can be a simple way to level up the hospitality and service experience for your guests. And it doesn’t cost you anything. All you need to do is train your team on certain words and phrases that they should and shouldn’t use. At Oilstop, we call this the “language of the service center.”
We use words to communicate directly our guidance, needs, and instructions. But the words we use also indicate intention and a itude to your guests. We use the word “guest” instead of “customer.” It’s a simple shi and only takes a few weeks of practice to remember, but its impact is significant. A “guest” is a visitor who is invited to a place or event. A “customer” is a person who buys goods or services from a business. By always using the word guest (and never using the word customer), we help our team shi their mindset and a itude towards our guests. Our team views our guests as people we have invited into our service center so we can serve them.
Many respected brands are intentional about their language. Disney always refers to their team members as “cast members.” Instead of saying a “ride is broken,” they will say “the a raction is temporarily unavailable.” Starbucks team members are “partners.” Delta uses the words “schedule change” instead of “flight delay.” Chickfil-A employees are trained to say “my pleasure” instead of “you’re welcome,” making interactions feel warmer and more hospitable. Food is “freshly made” rather than just “fast food.”
Not every word in your service process needs
to be selected or intentional. In fact, overscripting can backfire and feel fake or forced. Instead, focus on five to 10 select phrases or words you want to use in your service center. The language of Oilstop service centers includes a list of words and phrases that we use and a list of things we don’t say. This language is part of training when we onboard new team members.
Our team members who have been with our company for a long time have found that their vocabulary has changed. For example, in each of my columns for NOLN, I feel guilty and wrong using the word customer, even when referring to a generic and broad phrase. Even typing “customer” in this article feels wrong! The shift in language will become a part of your culture and something your team and guests come to expect and trust.
If nothing else, just take one step a er reading this. Create a “no swearing” policy. While positive words and phrases can level up your service experience, nothing can destroy your service center environment as quickly as profanity. Whether you are OK with profanity in your personal life or not, when your team talks crudely or swears around guests, they instantly lower the value of your service to your guests. And if your team feels comfortable swearing at your service center when guests aren’t there, they will slip up in front of a guest. The quality of your service experience will erode and guests will trust your business less. Even talking negatively about another guest or team member in front of a guest can have the same destructive impact. Managing and training the language of your service center is just as much about what to say as it is what not to say.
Setting the language of your service center is a simple but powerful way to improve your guest service. Train your team on your language and hold the standard. Your guests will notice, and it will build loyalty. And happy guests will tell their friends about your service and come back!
SCOTT @OILSTOPINC
SCOTT HEMPY
PHOTO: SCOTT HEMPY
by Tom Valentino
Setting a Standard
Thomas Prouse, left, has developed a culture of communication at Grease Monkey in Mesa, Arizona.
PHOTOS: MICHAEL MARCINKO
efore joining FullSpeed Automotive in the summer of 2023 and becoming a Grease Monkey franchisee with the opening of his first store in Arizona one year later, Thomas Prouse spent two decades in automotive and aerospace manufacturing.
During that time, Prouse once found himself in a company town hall event in which the organization’s CEO delivered a simple message that would shape Prouse’s world view on conducting business. It’s an outlook that has stayed with him since shifting careers.
“There’s no customer that places a purchase order and on that purchase order says, ‘Give me poor service, give me poor quality, and charge me the most amount of money for it,’” says Prouse. “I still believe that.”
Drawing on principles of lean manufacturing, where consistent processes and standards reign, Prouse has built a culture of communication and customer service at his store. Thus far, it has been a winning formula at the shop in Mesa, Arizona, and it has enabled Prouse to put into motion plans for a second franchise location in nearby Tucson later this year.
STARTING STRONG
Building a rapport with customers starts before even a first “hello,” says Ellie Pentland, a 25-year industry veteran who has spent the past three years as a partner with Santa Maria, California-based Throttle Muscle. A neat uniform, relatively clean hands, and a confident stride all help to cultivate an image of professionalism, says Pentland.
“(For example), in side-by-side bays, you could have two different
people go out with two different approaches,” says Pentland. “One saunters out there, tosses a cigarette on the ground, and stomps it out. That’s happened to me at a store visit. He has a shirt half untucked. He hasn’t washed his hands all day, just thick with grease. They don’t look like they care, and when they saunter out there, they say to the customer. ‘How can I help you?’
That does not make me feel overjoyed that I chose that shop to spend my money.
“Conversely, the guy on bay 2 is tucked in, and he has washed his hands. They might still be greasy, but he looks pretty good. They kind of march out to the car with an air of gladness that a customer is on bay 2. And when they get to the door of that car, they say, ‘Thanks so much for choosing (our quick lube shop). We’re so glad you’re here. How can we help
you today?’ It’s the tone of voice. It’s the smile. It’s all the little details.”
In a typical visit to the Mesa Grease Monkey, customers are welcomed by a certified technician upon arrival. All staff members are trained on how to greet customers, however, new employees typically don’t take on that responsibility until after they’ve been on the job for 30 to 45 days and
have completed a series of training exercises, Prouse says. Team members also participate in a staff book club, with reading materials that will help them stay sharp on serving customers well.
“If (the customer is in) for an oil change, we receive them into the system, and from there we’ll know what their automobile requires in terms
Rolling Out the Red Carpet
The lobby of the Grease Monkey in Mesa, Arizona, offers customers snacks and a view of the shop's service bays.
of service, oil, oil levels, et cetera,” Prouse says. “We have a no-handles policy, so when you pull into our service center, we open your car door, we open our store doors upon entry and upon exit, and when we walk you out to your car, we open your car door.
“We really want to roll out the red carpet for you. From the moment we say good morning or good afternoon, we give you an experience that you’re going to remember when you leave.”
KEEPING THE LINES OF COMMUNICATION OPEN
Along the way, it’s also important to make customers feel like they are being heard, says Pentland.
“One of the most important pieces of customer service is to really hear your customer when they come to you because they either don’t know how to do it themselves or they don’t want to do it themselves,” says Pentland, who now works remotely out of the Chicagoland area. “And so, if they don’t know how to do it, listen to their questions and answer them genuinely. My most important thing is to have a conversation, don’t talk at somebody.”
During a visit for service, “about 98%” of Grease Monkey patrons wait in the shop’s lobby, where snacks, drinks, and TVs are available, says Prouse. The service bays are visible from the lobby so customers can see work being performed. They also have the option of staying in their vehicle (where they are still offered drinks and snacks) or observing from a safe area in the service garage. Customers are often interested learning about the call-outs being made between team members during an oil change, and staff
members are happy to explain the calls to the customer along the way.
An average service visit at Grease Monkey is about 20 minutes, says Prouse. About halfway through, a service advisor provides the customer with a status update and walks through services that are recommended by the vehicle’s manufacturer. Prouse emphasizes to his staff the goal of these interactions is to provide education, not a sales pitch.
“We’re not there to sell you a service,” Prouse says. “It is not our responsibility to sell you a transmission fluid or a tire rotation. It is our responsibility to educate you on the (vehicle) manufacturer’s recommended services and why.”
A lack of communication with customers remains one of the biggest missteps Prouse sees in the quick lube industry. Employees should initiate dialogue with customers and not leave them wondering whether progress is being made, says Prouse.
“I want to make sure that a customer is never asking us the status of their vehicle,” he says. “We want to make sure that we are communicating (both) accurately and consistently throughout the entire process.”
Still, even the most well-run shops will have an employee make a misstep when interacting with customers during a visit for service. In these situations, Pentland says it’s best for managers to take a “praise in public, correct in private” approach with team members to help them get it right the next time.
“Embarrassing an employee will never get you something good in return,” Pentland says. “It will get you begrudging completions of tasks in the moment. Public praise gets you a little more productivity. It gets you respect. It makes other employees want to get that from you (as well).”
STANDARD OPERATING PROCEDURES
Ultimately, Prouse says, good customer service comes from setting a standard within a shop and expecting it to be met by everyone on staff.
“That is the basis for everything that you do,” says Prouse. “In my view, it doesn’t matter what product or service we sell if the service is below standard. If you really want to understand the customer experience and be able to measure that experience, you have to first set the standard and everyone in the organization—whether you’re a smaller
Running Dialogue
Thomas Prouse and the staff at Grease Monkey in Mesa, Arizona, keep customers informed when they visit for service.
franchisee like me who’s just starting out or you’re a larger multi-store operator—(you should be) trying to establish a culture. If you don’t have the standard in the beginning, it is extremely hard to move that culture when you get 10, 15, 20, or 30 stores.
“(Hold) yourself to that standard, and then continuously (improve) upon that standard. I think that is your differentiator in the automotive services world.”
Adds Pentland: “Always remember and remind employees that you don’t get a second chance to make a first impression. So, let’s put those cell phones away. Let’s not smoke outside the store where customers pulling up can see. Let’s walk around the store or have an employee walk around the store several times a day to pick up trash. Look for curb appeal. And remember: You’re blessed to have a job, so act like it.”
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A Life of Service: From Army National Guard to SpeeDee Franchise Owner
A retired Army National Guard officer, Garland Moore found the active, challenging career he needed in the SpeeDee Oil Change & Auto Service brand
by Kacey Frederick
PHOTO:
New beginnings are often the reason for someone joining the automotive industry. Being a field that requires a vast array of unique skills, individuals across various trades find themselves working within it—whether their talents lie with technology, customer service, or something else.
After serving as an Army National Guard officer, and later as a transition specialist for Hire Heroes USA, Garland Moore found that the skills he cultivated during his service were a perfect fit for a career with SpeeDee Oil Change & Auto Service as a franchise owner.
Now the owner of six SpeeDee stores in the Mid-Atlantic region, Moore shares how he found the SpeeDee brand, and why veterans like him can find success in the quick lube field.
There are a lot of veterans that work in the automotive world, so there’s that connection to the general workforce of the automotive industry; as well as just some of the skills that I learned in the military, especially being an officer."
–GARLAND MOORE
A NEW BEGINNING
Moore had decided he wanted to open his own business by the time he turned 30, and began researching franchising options. Having worked
in the restaurant industry earlier in life, he knew he wanted to avoid that because of the unpredictable schedules, but was otherwise open-minded to what he may find.
He started by looking into Entrepreneur’s annual Franchise 500 list, and making a list of what franchises fit his criteria. Eight months of researching led Moore to SpeeDee, and after getting involved with the brand, he realized it checked all of his boxes—one of which being a supportive environment.
“It all just seemed to be a really good group of people, especially the other franchisees that I could reach out to and talk to if the need arises,” says Moore.
In March 2019, Moore took over an existing SpeeDee location. Just three months later, he opened his second store, making him a multi-unit operator within his first year of joining SpeeDee.
JUST THE RIGHT CHALLENGE
The transition to SpeeDee was a big one for Moore, but it was also one he was equipped to handle. He previously worked at a not-for-profit, helping veterans find employment; however, the office work didn’t suit him as well as his training in active, fast-paced work.
“I think that a lot of veterans just like being engaged on their feet. In the military, especially—maybe not all the branches, but Army and Marines—they’re very active people,” explains Moore. “And in the automotive industry, for the most part, at least in the SpeeDee brand, everybody’s on their feet. There’s only one chair that is for an employee in the entire building. So, it’s designed to keep you on the move and keep your mind engaged, especially the higher volume stores.”
Veterans in particular often find more success in such roles after serving, and can find it challenging to work jobs that aren’t as demanding. This is
one reason automotive careers a ract veterans, who typically hold many skills from their training that come in handy—and is why Moore felt right at home in this industry.
“There are a lot of veterans that work in the automotive world, so there’s that connection to the general workforce of the automotive industry, as well as just some of the skills that I learned in the military, especially being an officer. Keeping policies in place and managing
employees, corrective action, staying organized, keep everything moving efficiently and productively,” explains Moore.
While the automotive service industry has undoubtedly offered a place of belonging for Moore, it—like any new trade—came with its own learning curves. He has different conversations with senior management and faces different problems than he did in the military, requiring tact to ensure each of his managers
An Ideal Fit
Garland Moore, center, has found the challenging career he needed as a SpeeDee Oil Change & Auto Service franchise owner.
Successful Transition
After
receives adequate support.
At least a couple times a week, Moore takes the time to talk with his managers and hear what issues they’re facing. He finds fulfillment through helping them work through their problems and being a pillar of support for them.
From time to time, Moore is on the shop floor vacuuming cars or pulling drain plugs—not only because he enjoys it, but also to encourage team members by showing that he does the same jobs as they do.
CLEAR HEAD, STRONG FOCUS
It’s been a wild ride, but SpeeDee has allowed Moore to exercise his
strongest skills while driving him to improve in new areas as well. Entering a new field is never something easy, and even the most qualified individual won’t know what they don’t know until they’re in the thick of it—but Moore has been on top of it all by staying grounded, knowing that if he focuses on what matters, he’ll see the right results.
“Just take it day by day. Make progress every day. Solve the problems that are right in front of you, because that’s really all you can control,” says Moore. “Try not to stress too much, take care of the customers, follow the process, and the sales will come.”
serving as an Army National Guard officer, Garland Moore now owns six SpeeDee locations in the Mid-Atlantic region.
Maintenance Matters for Quick Lube Shop Owners
BY CODY LYONS, BG PROVING GROUND TECHNICAL SERVICE MANAGER
As quick lube shop owners, you know the importance of regular oil changes for maintaining engine health. But this principle extends beyond oil changes to every system that relies on fluids, spark plugs, belts, and brake pads. Each component has a limited lifespan, and neglecting maintenance can lead to avoidable breakdowns. Whether it’s a misfire from a worn spark plug or a belt failure on the road, these issues are often preventable through proactive maintenance.
Understanding Preventive Maintenance
Preventive maintenance is a term that can mean different things to different people. For vehicle owners, it may seem unnecessary if their car is running well. Many might think, “If it’s not broken, don’t fix it.” On the other hand, seasoned technicians may remember the days of tune-ups and view preventive maintenance as outdated, while younger technicians may feel they lack the time for it. It’s critical to unify everyone’s understanding of preventive maintenance within your shop.
Customer Perspective
Customers look to you as their maintenance expert, and it’s your responsibility to ensure they receive comprehensive care. Every time a customer comes in for a routine oil change, check the vehicle’s maintenance history and current mileage. Many vehicles require additional maintenance based on these factors. If your shop staff are not informing customers of these needs, it’s likely that no one is—and that’s a missed opportunity to gain more revenue and customer trust.
While many customers may decline additional services, they bear the responsibility for their decisions; if their vehicle breaks down soon after, they can’t hold your shop accountable, as you’ve already communicated the need for preventive services. Conversely, failing to inform consistent oil change customers about necessary preventive maintenance can lead to service failures; when they face an unexpected repair, it reflects poorly on your shop and can diminish customer satisfaction.
Service Drive Perspective
Your frontline staff is the face of your quick lube shop, interacting directly with customers and their vehicles. Training is crucial for these employees, as their knowledge can significantly impact your shop’s success. Staff members should be well-versed in company policies, procedures, and recommended service intervals for various vehicles.
When your shop’s team neglects to discuss preventive maintenance, it translates to lost revenue and can erode customer trust when issues arise. Continuous training on how to effectively communicate the importance of preventive maintenance is essential. Your team members
should learn to explain services clearly and confidently, and they must be prepared to address customer objections.
Technician Efficiency
For technicians, efficiency is key. Working on flag time means that maximizing productivity is crucial for their earnings. Some technicians may believe preventive maintenance has become irrelevant, but that’s a misconception. While the landscape of vehicle maintenance has changed, the need for preventive care has only evolved. Modern vehicles and components are costly; thus, keeping fluids clean and wear parts lubricated is more important than ever.
Every vehicle that comes into your shop should undergo a multi-point inspection (MPI). Technicians should proactively recommend necessary preventive maintenance services. Additionally, pairing related services— such as changing brake fluid when replacing pads—can create value for both the customer and your shop. This approach not only enhances vehicle reliability but also increases revenue opportunities without requiring additional vehicle count.
Choosing the Right Partner
Implementing these processes can be challenging on your own. A solid way to enhance your shop’s preventive maintenance offerings is to partner with a company that specializes in this area. When selecting a partner, look for a provider that offers quality products, comprehensive training, and a strong protection plan.
Quality products are essential. Ensure that any partner you choose offers well-tested, effective solutions that are safe for your customers’ vehicles. The right tools and equipment should facilitate fast, easy, and clean services, helping you maximize efficiency.
Training is equally important. The best products won’t benefit your shop if your team isn’t equipped to sell or use them effectively. A partner that provides ongoing training for your shop staff can boost revenue and increase both efficiency and customer satisfaction. Given the rapid evolution of vehicle technology, having a partner that keeps your team updated on new platforms is invaluable.
Finally, consider a partner that offers a free protection plan with the use of their products. This not only gives you peace of mind that they stand behind their products but also serves as a selling point for your staff. Such plans can act as customer retention tools, encouraging repeat business.
Focusing on preventive maintenance is vital for quick lube shop owners. Ensure that your team understands the importance of these services—you’ll improve customer satisfaction and boost shop profitability. Taking proactive steps to educate customers, train staff, and choose the right partners positions your shop as a leader in vehicle maintenance.
HAVE A WAY WITH WORDS
For quick lube employees, it’s important to know what to say—and when to say less
BY PETER SUCIU
IT IS OFTEN SAID THAT politics and religion should never be discussed in polite company. For the service industry, employees are also typically advised from engaging in what could be described as “idle chitchat” with one another. This isn’t about punishment, but rather to ensure that the customer sees a professional workplace.
This is especially necessary in the automotive service world, which has strived to change
public misconceptions. Gone are the days of pinups on the wall and grease-covered floors, but a customer hearing the wrong conversation can certainly serve as a reminder of those days.
“The shop floor is a fish bowl, and the customers can hear and see everything that happens,” says Ken Frenchak, general manager of Ritenour Express Care.
Frenchak tells National Oil and Lube News that among their “regulars” are
a country music performer of some fame and two retired baseball players.
“You never know who your next customer is going to be,” Frenchak explains. “It could be your next boss.”
For those reasons and many others, Frenchak says casual conversations that may seem harmless can take away from the professional in the shop. “There is already a black eye in this industry that we’re not professional, and that makes it seem like we’re not as focused as we could be. We don’t have a lot of lull time, but when we do, I like to remind everyone, ‘If you have time to lean, you have time to clean.’”
Employees who are a bit too talkative—and perhaps even overly friendly with customers—may need to be steered in the right direction, especially if they’re spreading any “misinformation” with the customer.
“There are also those who mean well, but we’ve seen a few younger guys who gain a li le knowledge and think they’re an expert,” warns Frenchak, who has seen literally dozens of employees go through the doors over the years. “That can be a real problem if they give the wrong answer. We’ve seen they’re trying to be helpful, but that’s not always the case.”
Conversations With Consideration
Just because a shop owner or manager may want to keep the chitchat
“I like to say we sell an experience, not an oil change, and being able to know a few details about the customer is part of the experience.”
�KEN FRENCHAK, GENERAL MANAGER OF RITENOUR EXPRESS CARE
in check, it doesn’t mean it needs to be a quiet zone. No one is expecting employees to be like monks taking a vow of silence, but conversations should be steered away from anything that could make the customer feel unconformable. That can include employees oversharing about their personal lives, commenting on taboo topics, or using the wrong type of language.
At the same time, employees should be ready to engage the customer, and that can include a friendly greeting and questions to ask. At Ritenour Express Care, that begins with an employee whose job is to meet the customer, ask a few questions, and then get the customer set up for the service. This can speed up their time spent waiting. The shop utilizes a color card system, which can help the hood tech know the type of oil that will be used.
“We use the ISI point of sale, which provides the technician with notes
That can prove to be a “cheat sheet” of sorts that can provide a few details. In addition, he said sports team stickers and vanity plates are a way for the staff to ask a friendly question or two
“I like to say we sell an experience, not an oil change, and being able to
tomer is part of the experience,” he
the kids. “It is those little things that
tomers who may drive 100 miles to get their oil changed—in part because they’re choosing his shop over loca-
Another problem that Frenchak has
said he’s encountering more now with the younger employees, is with new hires who are more socially awkward than ever. This is largely true of the entire service industry and isn’t limited to automotive. The issue may have to do with those individuals who were forced to stay at home during the pandemic and didn’t get to school in person.
“We have seen a partial generation of young people who are a bit more ‘socially challenged,’ and some need to learn how to communicate,” Frenchak continues.
Then there is the issue of phones, which he admits he’s had to confiscate from employees more than a few times. These are the new distractions that are impacting communication—at least the person-to-person kind.
Show Respect, Avoid Hot Topics
The key to any conversation starter is to keep it polite, cordial, and most importantly neutral. In an era of deep division over politics, employees should never take sides. That can require skirting any hot-button issues.
Yet those who don’t talk are the ones who are less of a problem.
“We’ve seen that they may not be talkative, but they want to grow, they want to become better,” he explains.
“The key is to show everyone respect, be sincere, and never be patronizing,” says Frenchak. “Working with the general public is tough, especially today. But I also know in this industry you need to have a good ‘bedside manner.’ Even if a customer brings it up, we don’t talk politics, because you don’t know what the next person will think.
“My joke is we’re not a barbershop.”
THE POWER OF ORGANIZED RECORD KEEPING
Maintaining an organized record system helps quick lube shops make sure their customers’ needs are being met
BY EMILY KLINE
GROWING UP, SHAWN GILFILlan—owner of Automotive Magic and a member of the NOLN editorial board—was surrounded by the customer service world. Both his parents owned successful businesses. What got him involved with the automotive industry specifically was his dad’s business. For over 46 years, his dad sold automotive tools, and Gilfillan had the pleasure of riding with him as he bounced around to different dealerships and shops.
“I always had an interest in automotive tools, and I wasn’t so great in school,” Gilfillan says. “I had more fun playing with dirt bikes and things like that. So, I saw my calling and I started my business in 2003.”
Automotive Magic has been around successfully for the past 22 years, and in 2022, Gilfillan’s entrepreneurial skills allowed him to open a second location that focused more on maintenance and service work.
“I think what really attracted me to opening up my own shop and ensuring its success— as I did work for, you know, a couple private shops, as well as some of the chain shops,” Gilfillan says. “And just some of the
things that were going on ethically with selling stuff to people that they didn’t need, or charging somebody for something we didn’t even do. It was something that I wanted to change in the industry.”
A large way that Gilfillan ensures he runs an ethical, friendly shop is by maintaining an organized record system.
Using Personalized Data
By keeping receipts of the jobs performed on customers’ cars, Automotive Magic is able to meet the needs and expectations of its customers.
“It really gives us the opportunity to drill down into specific areas,” Gilfillan says. “For example, some people name their car. So, if my employees see somebody that’s got a car named Fluffy coming in, we ask, ‘Hey, how’s Fluffy doing?’ Stuff like that just gives an instant rapport with the customer. So, we keep birthdays and inspection dates. They’re great for marketing.”
Additionally, by keeping track of inspection dates, Automotive Magic can see who is due for inspection within the next month and send them reminders.
“I think the more information that we can gather and keep organized, (that) helps us to help people take care of their vehicles,” Gilfillan says.
To uphold an organized record keeping system, Gilfillan must properly train his employees in the note taking process.
Ensuring Effective Record-Keeping
When training employees about record keeping, Gilfillan is always readjusting and changing the process to work best for his employees.
“Looking back through all the years and how many times processes have changed or updated—especially
with the technology today,” Gilfillan says, “it’s like you can follow this step by step, and then you change your point-of-sale system, or something gets updated in your inspection software. And it’s like, now we got to rewrite this whole process again. But getting the team to look at how we can do things better is a big factor of success in record keeping. Having that mindset of how can we do this more efficiently (and) how can we be a better service is important.”
Teaching his employees to always be on the lookout for ways to improve the system ensures that Gilfillan’s employees have everything they need to please their customers.
Focusing on Customers
Furthermore, good record keeping helps employees find fast solutions when there’s some kind of discrepancy between the customer and the shop.
“We don’t tend to have too many disagreements or misunderstandings,” Gilfillan says. “And if we do, when we repair someone’s vehicle, we’re taking pictures throughout the process. So, when we run into something like that, we’ll be as proactive as possible.”
By having good records and communication with the customer, employees are able to save time and uphold customer satisfaction.
“I think to keep in touch with people—keeping good track of your communication with them, being able to be that assistant to the customer of getting their car scheduled space reserved for them—is just good work,” Gilfillan said. “And some of this is, I would say it’s not 100% our shop. But from where I’m standing, I think it’s important to get my employees to communicate well with the customers. Because we want them to know we care and it’s necessary for customer satisfaction and shop success.”
CLEANING UP WITH A CAR WASH
Adding a car wash to your quick lube location can differentiate your store from nearby competitors
BY ENID BURNS
QUICK LUBE LOCATIONS MAY not be as common as Starbucks, but according to data from Dun & Bradstreet’s First Research report from November 2024, there are more than 8,500 quick lube shops in the United States.
Many quick lube locations find that establishing a key differentiator for the business is more essential than ever to stand out from the competition down the street or across town. One solution for many shops is to expand the business, including adding mechanical services, while others are moving into the growing electric vehicle market.
However, one solution that provides almost instant synergy to the quick lube is a car wash bay—as it offers the client the ability to have an oil change and leave with the car freshly cleaned.
The Challenge
The quick lube market is more crowded than ever, and all too often, customers may simply opt to pull into the shop closest to their home or office. Providing convenience isn’t enough today, especially if the competition offers anything more.
This was an issue that Slade Ross, owner and director of JH Express
Lube and Car Wash in Jackson, Wyoming, saw when he was looking to get into the quick lube business.
The Solution
Ross was fortunate, as the location he acquired already had an in-bay automatic car wash. With a goal of bringing more customers to the shop, Ross acquired a business with six lube bays, plus one tire rotation bay and one in-bay automatic car wash. While he didn’t have to expand the services, a car wash is an option that he says other shop owners may consider if there is room. The added service at JH Express Lube and Car
Wash takes up one bay, yet it provides an automated wash system that brings in customers without requiring much manpower. The car wash adds a much-needed service for customers, especially in the spring and summer months. Because it is an automatic wash, it also doesn’t necessitate a drastically increased staff, and the training is minimal.
However, it can help the bottom line. Even though not every customer opts for both services, Ross reports a 1-to-1 ratio on monthly car counts, with about 1,000 cars that come in for lube service and about 1,000 cars for the car wash. Many do pull into the shop for both services.
“It dovetails nicely with the lube shop,” Ross says.
One side of the shop could even bring business to the other.
“It increases traffic as people that might just be looking initially for a car wash drive right by the lube bays,” Ross details.
The Aftermath
The Jackson-based business had the necessary space, which is an important consideration for any quick lube operation looking to add
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a service. Space is an issue not only for the facility, but for the customers waiting for service. The increase in traffic to the shop can sometimes cause a backup, and in the case of JH Express Lube and Car Wash, it does require that an employee direct traffic to each side of the business.
That only occurs at peak times. Yet, it serves as a reminder that as services are added, it has the “happy problem” of increasing customers. Shops therefore need to understand that traffic flow will need to be addressed. Otherwise, there is the risk that clients may opt to go down the road.
Adding a service should benefit the customer, not a detriment in any way.
“Do you have enough room for both customers? Sometimes our car wash customers block the lube bays if we are not monitoring it,” explains Ross. “The reverse is also true; sometimes our lube customers block the car wash. It can get very busy because we are a tourist destination. We have people that gladly wait over an hour to wash their car sometimes.”
However, having two services ensures that the quiet periods won’t remain so for long. Car wash customers “fill in the gaps when there are
slow times,” Ross finds. The automated bay is an important revenue stream for the shop.
The Takeaway
An oil lube shop with a built-in car wash is not uncommon, but it can help a shop stand out, especially if the competitor down the block doesn’t offer the service. Ross says customers like the convenience of both services.
“I believe there are synergies,” he adds. “People that appreciate our professionalism in the lube also patronize our car wash and vice versa. People from out of town who are only looking for one service—a car wash or a lube—find the other service when they arrive.”
There is ample opportunity for marketing and offering special deals with the added car wash.
“We do not run cars through the wash after service, but offer a discount on car washes with a full-service oil change,” offers Ross.
Regular customers may find the service added to their lube visit.
“We do use the car wash as a thank you sometimes, or as an extra if there were any issues with a service,” Ross says.
Clear Time in Your Schedule by Pu ing First Things First
Get some time in your day back by separating your most pressing tasks from those that can be delegated, delayed, or outright eliminated
Adam Tatum is director of operations for the Virginia Group, a Jiffy Lube franchisee with 11 locations.
He has over a decade of experience in the industry with a proven track record of building customer counts and sales, as well as using innovative ways to bring a new look to the automotive field for both the customer and the employee. Performance comes from growing your business through people.
ONE OF THE BIGGEST ISSUES FOR QUICK
lube shop managers that usually arises in a busy location is finding the time to get everything done. We have to check or receive inventory, make schedules, complete training, clean and organize our locations, and make sure that we have everything to operate effectively. We have to do all of this while also taking care of customers and their needs. In many cases, this is how things get skipped and fall through the cracks. This month, we will discuss a way to delegate your time to the priority items and decide when and where the rest fall.
In his book “7 Habits of Highly Effective People,” our favorite author, Stephen Covey, explains a four-quadrant approach to getting things done. Now grab a notepad, and let’s get to work! You will start by making two lines, one vertical and one horizontal through the middle of the page. This is the lube managers’ boxes of things to do. Top left, mark as Urgent and Important (DO). Top right, mark as Not Urgent, But Important (PLAN). Bottom left, mark as Urgent but Not Important (DELEGATE). Bottom right, mark as Not Urgent and Not Important (ELIMINATE). This is your chart of tasks.
Next, list out all the things that you do or are responsible for into these boxes. Think about what you can do and what others can do in your place. The order is important, says Covey. After completing the items in quadrant one, people should spend a majority of their time on quadrant two. In our case, that should be things that drive the business forward. Taking care of customers, ordering, scheduling, and such go in section one, and things that improve the business are filed in section two. However, people
spend too much time on quadrants three and four. The calls to delegate and eliminate are reminders of relative priority. How many of you get bogged down on a leaky oil gun or an air leak somewhere? These are things that you should let your upper management know of and allow them to correct these issues for you. If you are an operator, maybe it’s as simple as just making a call and allowing a vendor to come in and correct so that you can focus on the priority tasks at hand.
When it comes to eliminating action items, think that through. Is it truly something that needs to go away or be forgotten? If so, it belongs in the quadrant of time wasters. What daily, weekly, or monthly activities are just bursts of time lost? Did you accomplish a goal? Did you take care of a customer? Did it drive your business forward? If you can answer those questions and do not see a reason that you are doing a task, remove it from your time. You will free up more time for things that are important. This is all about managing your time and priorities. By putting things into a box, you can determine things that you can do yourself and likely discover things that you can get assistance from others on.
This allows you the ability to get all of your tasks done in less time. The less time that you are spending on tasks, the more time that you can spend with your teams. You will find that just a little extra time is huge in speeding up service times, training new employees, and making your customer experience in your shops the best that it can be.
Now hang up your piece of notebook paper where it can serve as a reminder, and get to work!
PHOTO: LUCAS MOORE
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