NOLN - July 2023

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SHOP LOOK

6 ONLINE Hyundai and Kia settlement

8

Coming Back for More

BY KACEY FREDERICK

COLUMNS

NOLN (USPS PERMIT 23608), (ISSN 1071-1260 PRINT) IS PUBLISHED MONTHLY BY ENDEAVOR BUSINESS MEDIA, LLC. 1233 JANESVILLE AVE., FORT ATKINSON, WI 53538. PERIODICAL POSTAGE PAID AT FORT ATKINSON, WI, AND ADDITIONAL MAILING OFFICES. POSTMASTER: SEND ADDRESS CHANGES TO NOLN, PO BOX 3257, NORTHBROOK, IL 60065-3257. SUBSCRIPTIONS: PUBLISHER RESERVES THE RIGHT TO REJECT NON-QUALIFIED SUBSCRIPTIONS. SUBSCRIPTION PRICES: U.S. ($90 PER YEAR). ALL SUBSCRIPTIONS ARE PAYABLE IN U.S. FUNDS. SEND SUBSCRIPTION INQUIRIES TO NOLN, PO BOX 3257, NORTHBROOK, IL 60065-3257. CUSTOMER SERVICE CAN BE REACHED TOLL-FREE AT 877-382-9187 OR AT NATIONALOILLUBENEWS@OMEDA. COM FOR MAGAZINE SUBSCRIPTION ASSISTANCE OR QUESTIONS.

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HYUNDAI AND KIA AGREE TO $200M SETTLEMENT

Hyundai and Kia have agreed to a $200 million settlement as a result of a class-action lawsuit over car thefts inspired by a TikTok trend, The Verge reported in May.

The trend in question is called the “Kia Challenge” on the social media platform TikTok, spurred by videos shared by a group called “the Kia Boyz” that show how to avoid triggering a vehicle’s security system with tools such as USB cables. The videos have led to hundreds of cases of vehicles being stolen, as well as at least 14 reported crashes and eight fatalities, as stated by the National Highway Traffic Safety Administration.

Hyundai and Kia vehicles produced from 2015 through 2019 do not have an electronic immobilizer, which prevents the ignition from being bypassed–a feature that was standard for “nearly all vehicles from the same period made by other manufacturers.”

The settlement will cover roughly 9 million vehicles without push-button ignitions and anti-theft immobilizers. $145 million will go to cover out-of-pocket costs for drivers who had their vehicles stolen, as reported by Reuters.

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EDITORIAL

CONTENT DIRECTOR Matt Hudson

ASSOCIATE EDITOR Hanna Bubser

ASSISTANT EDITOR Kacey Frederick

CONTRIBUTING WRITERS

Lenny Saucier, Adam Tatum, Enid Burns, Peter Suciu, Megan Gosch

EDITORIAL ADVISORY BOARD

Lenny Saucier, DIRECTOR OF RETAIL TRAINING,

FULLSPEED AUTOMOTIVE

Pete Frey, OPERATOR, TAKE 5 OIL CHANGE

Adam Tatum, DIRECTOR OF OPERATIONS, VIRGINIA GROUP

Bill Floyd, OPERATOR, LUCAS OIL CENTERS

SALES

ASSOCIATE PUBLISHER Andrew Johnson ajohnson@endeavorb2b.com

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Lisa Mend lmend@endeavorb2b.com

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Martha Severson mseverson@endeavorb2b.com

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Kenzie Verschoor mverschoor@endeavorb2b.com

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CUSTOMER SERVICE ACCELERATED

IS THERE A DIFFERENCE BETWEEN a car that’s quick and a car that’s fast?

I pondered this as I read a recent article in Popular Mechanics about the history of acceleration. The piece, “Extreme Acceleration is the New Traffic Safety Frontier,” chronicles the sluggish early vehicles giving way to muscle cars, only to be curtailed by stricter emissions regulations. The ‘90s helped to return some power to everyday cars, thanks to new technology like electronic fuel injection and turbochargers.

My first car was a 1994 Ford Ranger, the 2WD version with the four-cylinder. I can attest that the advances in horsepower did not do much for that vehicle. And trust me, I tried.

One last tidbit from that article: Consider the popular Toyota Camry. The 1985 Camry’s 90 horsepower had to pull 25 pounds of car per horsepower. The 2022 Camry is heavier, but a more powerful standard engine means each horsepower only needs to pull 12 pounds of car.

All that has me thinking about severe driving. I wrote about this back in 2019 in an article exploring why the “severe” driving habits outlined in owner’s manuals probably apply to more drivers than you’d suspect. This is probably related to the fact that the average car today has the ability to accelerate more quickly

and zip around on high-tech tires and brake more quickly on four standard disc brakes.

Severe driving might be of interest to you, the shop owner, because it can mean shorter drain intervals. In some cases, the interval can be cut in half. Driving in stop-and-go traffic, taking multiple short trips, and extensive idling can all contribute to “severe” conditions. Sharp acceleration could qualify as well.

Shop technicians can parse out these details by speaking with customers and recommending the right service for their driving style. The suggestions may differ from the regular mileage indicator that most shops rely on. After all, running a successful shop starts by understanding the customer base.

That last phrase just so happens to be the teaser for this month’s feature story, “Committed to Customers.” The article started with a simple premise: Ask shop owners to talk about their customers. Through that process, we learned how these shop owners approach customer service, what they learn from their conversations, and how they tailor their businesses to those drivers.

This month’s profile covers Joe Benza, who ran Fast Lube Plus for years before selling to FullSpeed Automotive. But then he found the right opportunity and got back into the quick maintenance business, with a really sharp shop in the process. Joe sets a great example for shop owners, and it is great to feature that story this summer. Thanks for reading.

MATT HUDSON CONTENT DIRECTOR, NOLN

When customers drive hard, make sure you’re there to keep up with the maintenance

THE IN BETWEEN

Every shop has its share of customers who consistently fall behind on getting their oil changed. Adversely, there are customers who arrive right on schedule. Some customers may fall in the middle. They’re not terribly behind, but they’re not exactly on time either. It can be a mixed bag.

However, new data from the 2023 NOLN Industry Survey Report shows there may be a throughline of relative consistency when it comes to miles between oil changes, at least when comparing 2022 to 2023. The difference between the years is 114 miles. The difference between 2021 and 2022 data was 221 miles.

More 2023 data will be hitting the pages of NOLN soon, so stay tuned.

5,155 Miles between oil changes (2022)

5,269 Miles between oil changes (2023)

92,217 Average miles on a Customer Vehicle (2023)

IFLEX 2023: THE QUICK LUBE PERSPECTIVE

The annual expo shed light on topics that impact this industry

BY HANNA BUBSER

THERE WERE BLUE SKIES ABOVE the Las Vegas Convention Center and bright ideas inside during iFLEX 2023. Held May 8 through May 10, the trade show floor was abuzz with plenty to see and do.

The education sessions from the Automotive Oil Change Association were an especially bright spot for those in the quick lube industry. NOLN attended several of these sessions. Here’s an overview as to what was discussed.

Tech and Law

Joanna Johnson, policy advisor for the AOCA, led the session “Preserving and Expanding Opportunities: AOCA Responds to Big Changes in Law and Tech.” Her presentation outlined many topical touch points relevant to today’s industry.

This included the recognition of increased challenges, such as access to vehicle data, regulations regarding EVs and fuel cell vehicles, automaker control over elements like in-vehicle messages (“maintenance required, visit your dealer”) and more. Johnson encouraged shop owners to have an awareness of how it all impacts them.

“Doing nothing is just not an option,” Johnson said.

Johnson shared it may be worthwhile for shop owners to invest in tools that read trouble codes. She pointed to the Hyundai/Kia oil drain pan assemblies defect investigation being conducted by the AOCA. She encouraged shop owners to get everything in writing when it comes to defective parts situations and report to NHTSA when a warranty is denied due to “outside influence.”

As for the idea of a blended vehicle fleet, Johnson said three factors must work together: Vehicle tech, infrastructure, and safety. She said while initial alt-fuel vehicle tech has been met, infrastructure and safety regulations have not. The AOCA has an EV task force and continues to investigate vehicle technology while understanding that ICE vehicles will remain for a long time.

Johnson mentioned the Right to Repair movement and its importance to the aftermarket. The AOCA government affairs committee works to propel the messaging in this arena, and members investigate OEM denials of warranty coverage.

“On a level playing field, what you do, your business model, is the best,” Johnson said of quick lubes.

Johnson also offered several reminders to shop owners: Recycle used oil

filters, maintain good housekeeping (including dumpster areas), have spill prevention control and countermeasure planning in your shop, ensure safety in the walking and working areas, and participate in heat illness/ injury prevention.

Financial Basics

Kevin Davis, director of leadership and training with Oil Changers and founder of The Quick Lube Expert, led the “Getting Geared Up for Financial Success in the Quick Lube Business” session.

He told the audience to “identify your end zone” in relation to what’s important to their shop. This could mean growing car counts, increasing sales or getting labor costs down. To get to the end zone, the shop’s current position needs to be determined first. This means having a goal for growth and communicating it to team members.

“Success in the quick lube industry is going to be getting back to the basics,” Davis said.

He offered various insights into how shop owners can get on the path to growth. For example, when it comes to increasing car counts, he said customers tend to focus on elements of curb appeal, the speed of service, quality of service,

value for dollar, repeat customer percentage, and social media reviews.

He recommended tackling increased sales by performing complete vehicle inspections. He relayed the phrase “Every customer, every car, every time” to drive the point home.

Davis also recommended putting together a “playbook” to build a quality team. This playbook should include clearly defined job descriptions, policies, standard operating procedures, and expectations. He also firmly relayed the importance of execution, otherwise the goals won’t be achieved.

Industry-Wide Topics

The “AOCA Talk Live: Hot Topics that Impact Your Business” session was a question-and-answer style panel. Participants included:

• Justin Cialella, Victory Lane Oil Change

• Dave Everett, Dave Everett Consulting

• Tom Staker, International Director of Training and New Services, FullSpeed Automotive, Grease Monkey and SpeeDee

• Jacobe Krizman, Premier Oil Change

• Kevin Treder, Oil Changers

Due to the nature of the panel, there were a wide variety of industry-related topics brought to the forefront of the conversation. One area that got quite a bit of attention was how to best strategize for bringing in new employees.

Staker said the first few days make all the difference. He suggested an all-encompassing written onboarding approach that includes details such as where the employee can store their

lunchbox, what they should wear, and other useful information.

“That onboarding the first day is the most important day in their career with you,” Staker said.

Cialella said that expectations should be set before the first day, and it all starts with the job description and subsequent interview process. It’s important to set the standard early.

“You also don’t want them to be bad ambassadors to your business,” Cialella said.

Staker also said a good strategy may be to assign the new employee a mentor who is well-established in the shop. Everett agreed with this sentiment as well.

“There’s little things that we take for granted because we’ve done it for so long,” Everett said. “That new person isn’t going to have a clue.”

PHOTO: HANNA BUBSER

MAVIS ACQUIRES 595 LOCATIONS FROM TBC CORPORATION

TBC Corporation and Mavis Tire Express Services Corp have entered into an agreement for Mavis to acquire 595 NTB Tire and Service Centers and Tire Kingdom Service Centers stores, according to a press release.

The transaction will have Mavis acquiring 392 NTB stores and 203 Tire Kingdom locations. The stores are located in Florida and Texas and in states in the Mid-Atlantic, Midwest, and South regions. Including all of Mavis’ brands, following the deal the company will have 2,000 retail locations.

Additionally, TBC and Mavis also entered into a distribution agreement, allowing TBC to provide wholesale and tire distribution for Mavis locations.

“We have a strong working relationship with TBC and a history of successfully integrating NTB locations into our platform, and we look forward to partnering with them again to welcome the talented NTB and Tire Kingdom teams to the Mavis family,” said Mavis’ Co-Chief Executive Officer Stephen Sorbaro.

VEHICLE CRASHES INTO CALIFORNIA JIFFY LUBE

Cal Coast News has reported that a Jiffy Lube in Atascadero, California suffered a vehicle crashing through its walls after an accident.

The accident occurred on a Sunday afternoon in May at around 5:00 p.m. on the El Camino Real route. A woman driving with a small dog was going north before she crossed through southbound lanes of traffic and hit a pole. The vehicle then rode down the sidewalk and crashed through the wall of a Jiffy Lube.

Fortunately, no employees in the shop were hurt. Workers said that when the vehicle hit the building, it felt like an earthquake.

The vehicle was removed by Jiffy Lube workers. Information on the status

of the driver was not available at the time of this report.

NHTSA CHALLENGED OVER AIRBAG INFLATOR RECALL

Tennessee-based air inflator manufacturer ARC Automotive Inc. could be facing a legal battle with the National Highway Traffic Safety Administration (NHTSA) after refusing a recall of their products, the Register Citizen reports.

The NHTSA ordered a recall of 67 million inflators from ARC Automotive Inc. of Knoxville after concluding from an eight-year investigation that the inflators are defective. They have been found to burst open and launch shrapnel toward drivers and are blamed for killing two individuals and injuring seven.

ARC insists that its products are not inherently defective, as expressed in a May 11 statement from ARC Vice President of Product Integrity Steve Gold. He dismissed the NHTSA’s findings, having said it “does not support a finding that a systemic and prevalent defect exists in this population.” He also argued that the NHTSA is overstepping by issuing a recall on an equipment manufacturer rather than an automaker.

The next likely step the NHTSA will take is to arrange a public hearing, which could lead to ARC being taken to court to have a recall enforced. Currently, several automakers produce vehicles with the inflators, such as Volkswagen, Ford, BMW, and GM–the latter of which recently recalled almost one million vehicles containing ARC inflators.

TAKE 5 CAR WASH OPENS NEW LOCATIONS

Take 5 Car Wash has announced the grand opening of two new locations in the New Orleans, Louisiana area, according to a press release.

One of the two shops is located in Harvey, Louisiana, at 1342 Manhattan

Blvd. The other is located in Take 5 Oil Change’s origin place of Metairie, Louisiana, at 3220 Veterans Blvd. The two locations join Take 5 Car Wash’s over 400 locations nationwide.

The stores officially opened for business on May 12. To celebrate the grand opening, both locations offered free car washes to customers from May 12 to May 21. Those who signed up for the Take 5 Unlimited program between May 12 and June 11 also received one month of membership discounted at $0.99.

AUTO SHOP SUFFERS OIL TANK EXPLOSION

Two employees at an automotive and fabrication shop in Manchester, Connecticut suffered an explosion while cutting an oil tank, WTNH reports.

The accident occurred at Sandman’s Automotive and Fabrication, located at 122 Hilliard St when two employees at the shop were attempting to cut an oil tank with a torch. The tank then exploded as a result of residue inside of it.

“The noise was so loud–it felt like somebody hit our house or our cars,” said local resident Karen Churchill.

The two employees were taken to a hospital, according to Manchester Fire Department Chief Don Moore, though the injuries suffered were not made available at the time.

STUDY: AVERAGE VEHICLE AGE HAS RISEN TO 12.5 YEARS

A study from S&P Global Mobility revealed that the average age of passenger cars and light trucks in the United States is now 12.5 years–a new record, Autoblog reports.

This is another record set and came as no surprise, as this is the sixth year in a row that the average age of vehicles has risen. Todd Campau, associate director of aftermarket solutions for

S&P Global Mobility, cited a number of factors for the increasing age: At first, the COVID pandemic played a large role before microchip shortages continued to present problems.

“But the pressure was amplified in the back half of 2022 as interest rates and inflation began to take their toll,” Campau noted.

As a result, retail and fleet sales in the U.S. saw an 8% drop from 14.6 million units in 2021 to 13.9 million units in 2022: The lowest point recorded by S&P Global Mobility in more than a decade.

With 14.5 million vehicle sales projected for 2024, however, Campau said that things could change soon.

“While pressure will remain on average age in 2023, we expect the curve to begin to flatten this year as we look toward returning to historical norms for new vehicle sales in 2024,” Campau said.

FORD ISSUES ANOTHER REAR VIEW DISPLAY RECALL

Ford is issuing a recall on 422,000 SUVs in the U.S. due to issues with the rear backup camera display, Reuters reports.

The recall will apply to 2020 through 2023 Ford Explorers and Lincoln Aviators and 2020-2022 Lincoln Corsair SUVs that come equipped with a 360-degree camera.

A recall was previously issued for the same problem in 2021 and 2023, with Ford updating the image processing module last year in an attempt to resolve the issue. Ford reported “17 minor crashes relating to the recall issue and more than 2,100 warranty reports” last year.

According to a statement released from Ford, the company is “working

together with suppliers to identify root cause and provide the correct remedy as quickly as possible.”

There have been 29 reports received of vehicles affected by the problem, even after receiving a repair for a previous, similar recall this year. There have been 250 warranty reports that echo the same problem, as well as one allegation of a minor crash happening as a result.

AMSOIL ACQUIRES BENZ OIL

According to a press release, synthetic lubricant technology company AMSOIL INC. has acquired Benz Oil.

Based in Milwaukee, Wisconsin, Benz Oil was founded in 1898 and is a developer, manufacturer, and supplier of industrial and metalworking fluids. It

will join the company and its AMSOIL Industrial business unit.

All Benz Oil facilities in Milwaukee are set to be rebranded as AMSOIL. The acquisition brings the addition of “cutting and grinding metalworking fluid, process fluid, heat-transfer fluid and other specialty fluids” to AMSOIL’s portfolio of services.

Benz Oil CEO, Dixon Benz II, felt that AMSOIL was similar to Benz, citing them both as being family-owned, Wisconsinbased brands, and that the company will “embrace the values of our organization and accelerate its trajectory.”

Dave Meyer, vice president of AMSOIL Industrial, agreed that the two companies had similar business approaches as well.

“We both place high value on our people and our customers,” Meyer stated. “AMSOIL Industrial is very focused on a consultative approach

to selling and providing value outside the transaction, and Benz operates the same way.”

CHAPEL HILL TIRE OPENS NEW LOCATION

Chapel Hill Tire has announced the opening of a new location in Durham, North Carolina, according to a press release.

The shop opened on May 11 and is located at 2504 Hillsborough Road, taking the place of a former Durham Tire store. The store marks Chapel Hill Tire’s second shop in the Durham area and its 11th in the Raleigh-Durham-Chapel Hill area of North Carolina.

As Durham Tire President Larry Powell spoke on the store’s retirement, he said that fellow family-owned business Chapel Hill Tire’s performance in customer service as well as their per-

formance in employee retention made them the right choice.

“We believe that we have something really special to offer our customers, and we’re really proud of the culture we have here,” said Chapel Hill Tire President Marc Pons. “We go the extra mile for our employees, so they can go the extra mile for our customers. And we saw those same sorts of values in Durham Tire, so we think their team will be a natural fit for the Chapel Hill Tire family.”

MOUNTAIN LAKES AUTO WASH AND EXPRESS LUBE

LOCATION:

HEWITT, NEW JERSEY

OPERATOR:

PETER ESPOSITO

SHOP SIZE:

4 BAYS AND A CAR WASH

STAFF SIZE: 4

BY HANNA BUBSER

PHOTOS BY MICHAEL EINREINHOF AND COURTESY OF PETER ESPOSITO

TRUE TO ITS NAME

Situated in a landscape that has a mountain on one side and an 11-milewide lake on the other, this shop’s name is as clever as it is practical.

“I named it Mountain Lakes, and we fit right into the theme of the area (and) the beauty of the area,” Owner Peter Esposito says. “Between the mountain and the lake, the log cabin facade inside and out really plays into all of that.”

The shop opened in 2004 after Esposito bought the 2.8-acre plot of land it sits on. The entirety of Mountain Lakes may take up 8,650-square feet

of space, but it embodies the vibe of a cozy cabin.

“I built it, so I love everything about it,” Esposito says. “It was completely personalized and customized to me.”

CABIN FEVER-LESS

The exterior gives the appearance of being built by stacks of logs and stone.

This theme carries into the interior as well. The lobby features a gas fireplace, coffee bar, television and even a fishpond with a waterfall. The car wash tunnel can be seen from the lobby area through a 110-foot glass wall.

“People like to sit in the lobby, in the corridors, and just watch the cars go through with the soaps and the colors and the equipment,” Esposito says.

Esposito promotes a welcoming environment that includes thoughtful outdoor landscaping, permitting friendly dogs into the shop, and giving quick lube customers a choice in how their vehicle is serviced.

“The customer has the option to stay in the vehicle or come out, go into the lounge (and) grab a cup of coffee, tea (or) hot chocolate, relax and watch TV,” Esposito says. “Or they can stay in their car if they’re more comfortable doing that.”

PROBLEM SOLVER

Esposito’s work at Mountain Lakes led him to an invention called Eco-Plug. It’s an oil drain plug that’s both magnetic and threadless, and the idea came from an experience with a quick lube customer.

“Eco-Plug was born in my Quaker State express oil change due to an event that occurred 13 years ago with a customer’s car where the drain plug fell out,” Esposito says.

Esposito says human error can happen in this industry, and his invention helps prevent a compromised situation for a customer. Esposito describes it as inexpensive, permanent and a problem solver. It’s available at retailers like Walmart, Auto Zone, and Amazon and through distributors including Highline Warren, Service Champ, Filpac and B&S Products.

PHOTO: MICHAEL EINREINHOF

COURTESY OF PETER ESPOSITO COURTESY OF PETER ESPOSITO

PHOTO: MICHAEL EINREINHOF

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CONSUMER LOYALTY PROGRAM

offers many business advantages including next service savings, text and email redemption options, and wiper blade bundles. It’s never been easier to get customers coming back for more!

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.

The Extra Step

How can you reduce warranties on new designs?

AS MANY OF US HAVE READ IN OUR AOCA updates or TSBs that we receive after the fact, there are several issues that our plaguing our industry due to poor automotive design. As the manufacturers must continually get lighter and lighter to meet the demands of governmental requirements in gas mileage, we are seeing shortcuts taken that if we don’t go an extra, extra step in our compliance, you may soon find yourself shelling out for mistakes on their part. I will go over a few today and share what others have been doing to combat these flaws in design.

The most well-known issue involves the faulty design in the oil pans of Hyundai and Kia. How many of you have paid for an engine already due to a drain plug coming out? What we have been told is that the plug tends to loosen itself up during vibrations from the engine. What one tech told me from a dealership is that the pan itself twists in high temperatures and it allows this movement. While there is no surefire way to ensure that this cannot still happen to you, there is one precaution that you can take that could lower this risk. Purchase a torque wrench for your lower bay technicians. There is a set minimum limit that is suggested by the manuals to properly tighten these plugs into place. This has a twofold effect in that if you implement these into your daily routine, you will see less and less aluminum pan damage claims. You can find these at your local parts house, and they are always usually in stock.

Speaking of aluminum drain pans, I would care to bet that you may have paid for more than a few pan taps to be done due to stripping of these pans because of overtightening. Am I right? As above, a torque wrench set to proper specs will nearly eliminate this issue from happening, other than normal wear and tear. Another issue with these aluminum pans that occurs from overtightening is the dreaded cracked pan. You are not going to just tap that mistake. These pans can range as cheap as $70 to $100 but can be as expensive as several hundreds of dollars. Think about how long it takes a location to earn enough bottom-line income to cover that repair. Now go out and spend $30 and get the torque wrench!

Continuing in the pit, how many of you have had to do something to a Subaru because your tech pulled the wrong plug out of the pan? Guess what! It’s even easier now with the designer deciding to match the plug designs of the oil plug and the transaxle plug. There is a way to combat this possibility and it may only add a few minutes to your service. Purchase and use an oil extractor. These machines suck out the oil from the dipstick tube rather than you having to take down a skid plate or pull a plug out. They are simple to use and can be easily documented on your invoice to notate that you did not remove drain plug, oil removed from above. As a secondary option for aluminum pans, you can use this machine on these engines as well, eliminating the opportunity to strip out that pesky plug. You can get these offline or at a Harbor Freight for a couple hundred dollars or you could reach out to a dealer and get an upgraded system that nears a thousand, but with a lot more bells and whistles.

Finally, we have reached the point in our Ted Talk where we talk about the horrible invention called a canister filter oil cap. You must make sure you put a gasket in the right slot, you must make sure that it’s seated properly and then that it’s torqued down correctly. Just give me the tried-and-true spin on filter! The biggest thing that I can suggest for this (other than that torque wrench) is for you do start doing an extended pressure check. Get some flashlights, run the engine up to around 2,200 RPMs and watch around the mounting area of the housing. No leaks, then you are good to go! If you happen to crack one of these plastic demons, pay the extra few dollars and replace with the updated design made of metal. You will be doing yourself a favor on future services!

Though we cannot fully avoid all warranties that could occur, because we are all still human, taking an extra step can help you avoid dropping your hard-earned profits on parts that you didn’t have to replace. What other things have you found to be problematic? What tips and tricks do you have to prevent these in your organization. As G.I. Joe used to say, “Knowing is half the battle!”

PHOTO: LUCAS MOORE

COMMITTED CUSTOMERS

Running a successful shop starts by understanding the customer base

by Hanna Bubser

What is a quick lube shop without its customers? Everyone knows the answer. Customers keep this industry running. This is something every shop has in common, but the makeup of each shop’s customer base can differ greatly.

Elements such as location, demographics and community resources can all play a role in how a shop builds comradery with customers. The way in which these elements differ provides an opportunity for each shop to define itself in the community and get to know customers on a deeper level.

NOLN spoke with three shops about their customer bases and how they cultivate relationships and provide services that make an impact.

CUSTOMERS TO

The Main Event

PHOTO: WILLA J PHOTOGRAPHY

The community of Grove City has under 10,000 people, and Ken Frenchak says the size of the surrounding county comes out to approximately 110,000 according to the last census.

But Grove City is also a college town thanks to Grove City College, which influences some of the customers that Frenchak sees coming into his Valvoline Express Care shop.

“Our customer base is probably a good 80% what I’m going to say, middle-aged adults, more predominantly women than men,” Frenchak says. “And 20% would be college students.”

Frenchak says he’s worked with the college and has also had some local college students intern at his shop, which has helped contribute to his shop’s social media presence as a way to connect with younger customers. These efforts are in addition to traditional advertising in newspapers, on the radio and through coupon mailers.

“I’ve partnered with the college’s marketing departments to get ideas from, because that age group is going to be the next group of customers that’s coming in,” Frenchak says.

Most of Frenchak’s customer base is from a 10-mile radius to the shop’s location, and about 70% are repeat customers. But situationally, his shop is located close to the interstate. Frenchak says this leads to many travelers coming through his shop as well. Regardless of where the customer is coming from, Frenchak says his approach to building customer comradery remains the same.

“The big thing with all of this, this whole industry, is the experience that you provide the customer,” Frenchak says.

For Frenchak, that starts with a friendly conversation. When interacting with repeat customers, this includes utilizing the notes feature on the shop’s POS system. That’s where the team keeps track of customer details that may come up in conversation, like the size of their family or any pets they have. It’s about starting the conversation with a positive point of connection.

“It’s so much easier to be happy than it is to be grumpy and mean,” Frenchak says. “You have to

work to be grumpy and mean.”

Frenchak believes in the importance of relationship building in this industry, and he says a personalized customer approach makes a difference. It can stem from something as simple as using the customer’s name.

“It’s the li le things that you do for these people,” Frenchak says. “All the big things fall into place.”

This strategy seems to resonate with Frenchak’s customer base. His shop is the area’s only quick lube provider, but customers will willingly wait in long queues at the shop because they value the experience offered inside, which Frenchak refers to as “the show.”

“I’m someone who doesn’t believe in customer service. What I believe is in customer experience,” Frenchak says.

For Frenchak’s drive-thru setup, he says his team has about 15 to 20 minutes to create that experience and it all starts by treating the employees right. Frenchak says if the staff is happy to be there, that will result in good interactions with the customers. Establishing a strong customer base starts at the top.

“I’m a full believer … in any business, and it doesn’t ma er if it’s corporate or an owner/operator situation like I’m in, the business is a reflection of management and ownership,” Frenchak says.

KEN FRENCHAK , GENERAL MANAGER OF VALVOLINE EXPRESS CARE IN GROVE CITY, PENNSYLVANIA

Wide Appeal Frenchak's shop brings in repeat customers and interstate travelers.

In the suburbs of Chicago, John Brittain is the owner of a shop that his dad originally started in 1986. But the generational aspect of Brittain’s Express Oil & Lube doesn’t end there.

“We have a lot of repeat customers,” Brttain says. “I would definitely say that. That’s just based on our reputation and being around for so long. We’ve got multiple generations of customers that come in the shop.”

One of the ways Brittain cultivates those lasting customer relationships is by being engaged with the community. He says being involved with local service organizations makes his shop’s connections strong and helps get his name out there.

“That was big with my dad and he kind of instilled that in me,” Brittain says. “I see can it at work everyday. I feel like it’s definitely a success point.”

For example, Brittain says his shop has worked with local not-for-profits and schools to donate gift certificates and provide sponsorships for fundraising efforts. These efforts allow Brittain to establish genuine connections and give back at the same time. Community involvement serves as relationship builder as well as a marketing tool.

In terms of setup, Brittain describes his two-bay shop as an “old school” or “traditional” quick lube model.

“We’re like: get ‘em done, get ‘em done quick, get ‘em done right, and get them in and out,” Brittain says.

Brittain’s shop model is one that customers can both rely on and appreciate. He says this is reflected in the positive reviews that his shop receives online.

“I would say most of them are: They’re fast, they’re friendly, (and) they’re efficient. I would say that kind of sums us up,” Brittain says.

Brittain says having these reviews as well as an up-to-date website have proven to be beneficial in gaining new customers as well retain returning ones because it increases his shop’s search engine optimization. Word-of-mouth from his established customer base is something that gets Brittain a good amount of new business too.

“I get numerous people who are first time customers that always say, ‘Oh so-and-so said you gotta go there,’” Brittain says.

Another component of Brittain’s shop is the fact that there are bilingual team members. Brittain says the Elgin area has a large Hispanic population, and the inclusion of bilingual communication adds another layer of customer care and compassion. Brittain says having these services makes a positive impact, and it helps further his shop’s ability to establish quality relationships.

Overall, he believes one of the biggest things you can bring to any customer interaction is simple.

“You will be very successful just by being nice and polite and friendly,” Brittain says.

Beyond knowing his customer base, Brittain says it is also important to stay informed on the industry as a whole. For Brittain, the education element of the quick lube industry is an extension of customer service.

“As a shop owner I think it’s kind of your duty … you need to (be) knowledgeable on everything going on in the industry and up to date with it and knowing what’s best for their car and letting the customer make an informed decision on what they would like to do,” Brittain says.

Good Feedback Reviews from John Brittain’s customers call his team fast, friendly and efficient.

JOHN BRITTAIN , OWNER OF BRITTAIN’S EXPRESS OIL & LUBE IN ELGIN, ILLINOIS

Talk of the Town

Pit Lane Oil Change has a farm across from it and a golf course next door. On the surface, Kevin Robinson says this may not seem like the most ideal spot for a quick lube because there are not many vehicles in its viewshed.

“It’s a beautiful spot,” Robinson says. “Everybody agrees it’s a great location, but from a business aspect it’s not. So you have to have a product and a service to draw people here.”

For Robinson, that product is AMSOIL. He says the ability to offer a spectrum of products from AMSOIL lets him service the variety of customers that he sees come through his bays. He says these customers can range from people with newer cars and higher incomes to individuals with a lower budget to spend on their vehicle maintenance.

Robinson says his shop is “heavily involved with the community,” which helps understand the needs of the community members even more. He says his shop has sponsored holes for golf events and participates in local car shows. But getting to know his

customers is about interacting on the most basic level as well.

“We just talk to our customers when they’re actually in here,” Robinson says. “We’re not just silent to them and trying to sell them stuff. We actually communicate and converse with them, especially being in a small town such as Richmond, Kentucky.”

His team also cleans customer windshields, mirrors, and headlights at the shop. Robinson says people often comment that they’ve never gotten their windshields cleaned at an oil change place before. It adds a little something extra onto the experience.

When kids come into the shop, Robinson says they are always offered a free Capri Sun juice box. In addition to simply being a nice gesture, he says this serves as something to remember the shop by.

“The parents, moms and dads, just really like the fact that we’re thoughtful of their kids too,” Robinson says.

Providing a child with that juice box can create a repeat customer out of not only the parents but potentially the whole family once the child reaches driving age.

“Trying to plant a seed early for later fruit is always a good idea,” Robinson says.

Robinson says that word-of-mouth marketing is one of the strongest tactics out there, and his shop strives to be a place of which the community speaks highly. That can even be seen in the design choices of the shop.

For example, the bathrooms are a point of pride. Robinson says his customers appreciate having a bathroom that is clean and isn’t shared with the employees.

“We just went ahead and put our best foot forward with the bathrooms so we wouldn’t have to remodel them over again,” Robinson says. “We have porcelain from floor to ceiling, porcelain on the floors, vanity sinks, mirrors, and all of the trimmings and extras to go with it.”

Details like these are something that customers notice, and Robinson knows that the effort is worth it.

“It’s important to build a base because you’re only seeing these people one, two (or) three times a year and that’s it, especially with these better oils since they last a little bit longer,” Robinson says. “You’ve only got a small window of opportunity to win them over and then keep them. They can easily go elsewhere.”

The team at Pit Lane Oil Change focuses on conversation and connection at their small town shop.

KEVIN ROBINSON , OWNER OF PIT LANE OIL CHANGE IN RICHMOND, KENTUCKY

PHOTO: BEN KEELING

TOPS

2023 IN THE INDUSTRY

Each year, National Oil and Lube News compiles this list to highlight the top brands in the field—organizations that shape the quick lube industry today. The list represents a diverse group of automotive professionals and businesses that work every day to keep vehicles on the road. While it’s the goal of NOLN to highlight quick maintenance operators big and small, this list shows how the biggest names are growing to meet the needs of customers, staff members, and families.

This year’s data were compiled through Franchise Disclosure Documents, brand websites, and direct contact with company representatives. The number of store units is represented next to each brand.

Special thanks to Mobil 1 for sponsoring this 2023 edition of Tops in the Industry.

Industry Moves

Highlights from the past year in acquisitions and brand growth

• The big news for Valvoline was the sale of its global products division to Saudi Arabian oil firm Aramco. The $2.65 billion deal split the Valvoline brand in two, leaving the retail services division under U.S. company ownership. That retail division encompasses quick maintenance operations. The deal was announced in the summer of 2022 and was finalized in March 2023.

• Oil Changers made some big deals in the past year, including announcements of 10 added stores in the summer of 2022, followed by the acquisition of nine more in the fall. The company saw a big gain with the acquisition of Kentucky-based Fast Change Lube and Oil, whose 19 locations joined the Oil Changers network.

• FullSpeed Automotive also made some big moves in the past year. The acquisition of the Kwik Kar brand brought another big name to join Grease Monkey and SpeeDee under the FullSpeed umbrella. Throughout the year, FullSpeed announced new growth in places like Phoenix and Salem, Oregon.

• Costa Oil steadily grew its network throughout the year in areas of Pennsylvania, South Carolina, and Texas. Big news came in May, when the company announced that an investment group acquired the business to spur further growth.

• Big news dropped in the tire service and maintenance sector when Mavis Tire Express Services Corp agreed to purchase nearly 600 locations from TBC Corporation. That includes 392 NTB stores and 203 Tire Kingdom stores.

Career Mindset

Carolina Quick Lube

owner Joe Benza has this industry in his blood, having grown up with a shop owner as his father.

Too Good to Leave Behind

Joe Benza couldn’t resist an opportunity to return to the industry

by Kacey Frederick

Working in a shop is what Joe Benza has known since he was a teenager, having grown up as the son of a shop owner in North Carolina. After helping run the business later as an adult with his father, they built a successful business with multiple locations and eventually sold for a great offer.

But Benza hasn’t had enough. He’s decided to jump back in, opening his own

PHOTOS COURTESY OF JOE BENZA, CAROLINA QUICK LUBE

shop five years after selling his and his father’s business.

“I just kind of realized over time that with the entrepreneurial spirit that I think I was born with, I wanted to get back into just starting over again, with a little bit more experience,” he says.

Thus began Carolina Quick Lube, Benza’s current shop, which offers quick lube services, as well as brake repair and state inspections, similar to the shop he and his dad ran, Fast Lube Plus.

IT’S IN THE FAMILY

Benza has decades of experience that he has brought with him to his new business. His father started the first Fast Lube Plus in 1999–also a ground-up location like Carolina Quick Lube–after he and their family moved from New York to North Carolina in 1995. Benza started working in the shop at 15 and throughout college.

While a student in college, Benza recalls having dinner at his family’s home one evening during a holiday get-together. He was in a time of his life when he was unsure what he wanted to

do with his degree, and his father discussed the possibility with him of Fast Lube Plus expanding to other locations.

“And he said, you know, ‘this is a scalable business model, we don’t have to just have one location, we could have multiple locations we could grow,’” he recounts.

Though Benza’s peers were working towards working for corporate companies, the idea of working in a small family business along with the ideas of growth and expansion from his father appealed to him. It was then he knew what he wanted to pursue.

Benza’s father was passionate about cars and had been working with them his entire life. A father-son business partnership could undoubtedly bring problems, but not for the Benzas.

“You know, working with family doesn’t always work out,” Benza says. “But we worked well together and it was a lot of fun for us.”

At home, he was a father, but at work, he was the boss. It was an interesting relationship that Benza says other people his age didn’t have with their parents. His father has always been someone he’s admired, and even now in his retirement, his son still relies on him for insight.

“You know, he was the guy that started it all. He’s been my sounding board and I’ve learned a lot from him–and he’s not just my dad. He’s my friend, he’s a former colleague,” Benza says.

Team Effort

The Carolina Quick Lube team offers service with a smile.

I just kind of realized over time that with the entrepreneurial spirit that I think I was born with, I wanted to get back into just starting over again, with a little bit more experience.

– JOE BENZA, OWNER, CAROLINA QUICK LUBE

After leaving college, Benza became the store manager for the original Fast Lube Plus, and it wasn’t long before he and his father started expanding.

A PLAN IN ACTION

By 2018, the business had grown to six locations. They had already been approached by many larger companies with offers to buy them out, but they weren’t interested in selling. They had plans to expand to 16 or 26 locations. Eventually, though, the pair received an offer that was too good to turn down from FullSpeed Automotive.

“So at his age, he said, you know, ‘this works for me if it works for you.’ And I said, yeah, I think this is a good exit strategy for both of us. And that’s just

really how that kind of fell into our lap,” he explains.

Finalizing the sale was a long process that was completed without the help of a broker, but it was a smooth process. After working through the kinks, Benza says both parties were satisfied with the end result.

Following the sale, Benza took an executive position with FullSpeed Automotive. Going from working in a business he owned with his father to a larger company was an eye-opener for him, and there was a definite learning curve on how things operated there. He was used to handling issues himself–from HR to marketing and to operations–and wasn’t used to having to work with other people in different areas to solve an issue.

Fresh Start

Benza opened Carolina Quick Lube five years after selling Fast Lube Plus, which he ran with his father.

“We had all these different departments and people that you had to reach out to. And in the beginning, it was a little overwhelming, but it was exciting because it was new to me,” he remembers.

Fast Lube Plus wasn’t altered and still operated the same after the FullSpeed Automotive acquisition. Following Benza’s recent resignation from FullSpeed Automotive, the same 18 employees that worked at the shop before the acquisition were still there, years after.

True Support

YOU GOT MY BACK, I GOT YOURS

That sort of dedication from a work crew is rare, which is something Benza is now having to face as he operates his new business, especially with a recent shortage of technicians. He considers it the biggest problem for shops, but his experience in running a team has helped him know how to tackle the problem.

After the pandemic, many workers went into early retirement, and many positions opened up. It’s been difficult to find and retain talent, as many consider a position at a fast lube shop as a gateway to other careers that can provide equal or higher pay for less grueling work, especially when working conditions become uncomfortable due to factors such as the weather.

“…You know, it’s manual labor, and for what the typical technician is paid, they can enjoy climate-controlled (work, and) a lot less manual labor doing a lot of other roles in other business models.”

Benza believes that there will continue to be customers coming in for oil changes, but it will be a challenge to captivate people into sticking with a career in quick lube to provide them with that service.

Part of what motivates Benza is providing a workplace that people want to be in. Workers that are respected, valued, and taken care of by their employer are less likely to look for work elsewhere.

The first day Carolina Quick Lube opened for business, Benza told his crew: “You come first.”

“I’d love to see them be able to grow in their careers to where they could all leave and maybe go build their own store of their own if they wanted to. But maybe I take care of them well enough to where they just want to stay, you know, and keep working for me,” he says.

Not only does it ensure a dependable workforce, but Benza can also rest easy knowing if he takes care of his technicians, they’ll take care of the customer. He’s made an effort to cultivate a stressfree environment where employees can enjoy the work they do.

LOOKING TO THE FUTURE

As for the future of Carolina Quick Lube, he’s open to considering opportunities for expansion that come his way, but Benza is mostly satisfied with where he is now and is enjoying hitting the reset button of just having one shop.

His current goals are to retain his crew of seven technicians, as well as seeing stickers from his shop on returning customers’ windshields rather than competitors.

“I’m kind of a day-by-day guy. I don’t have a specific goal for the month or the year or the next two to three years, I just take it day by day and look at what’s in front of me, and try and figure out how I can fine-tune the operation.”

I’d love to see them be able to grow in their careers to where they could all leave and maybe go build their own store of their own if they wanted to. But maybe I take care of them well enough to where they just want to stay, you know, and keep working for me.

– JOE BENZA, OWNER, CAROLINA QUICK LUBE

Benza strives to provide a workplace environment where his employees feel valued.

ARE YOU TOO HANDS-ON?

Master the balance between micromanaging and handing off tasks to create better workflow

BY ENID BURNS

IT is all too easy to want to retain control of every aspect of the business. Sometimes, however, it is beneficial to hand off certain tasks or responsibilities to the staff. Not only does it free up time from the day-to-day operations of a quick lube shop, but it also helps employees grow professionally.

AS A SMALL BUSINESS OWNER,

There are times when micromanaging is necessary. Such times occur with new employees or when new tools or procedures are introduced to the shop. It is important to pay attention to how the staff handles these new routines, and see where you can loosen your grip on their movement.

Identify Your Micromanaging Style

When it comes to micromanaging, small business owners and managers tend to fall into one of three styles, according to organizational psychologist Barbara Trautlein, owner of Change Catalysts.

“(There are) three different styles leaders have when they lead change,” Trautlein tells NOLN.

The three types are those who lead from the head, those who lead from the heart, and those who lead with their hands.

Those who lead from their head are often focused on business goals and objectives. This type of leader focuses on the “what and the why,” Trautlein explains.

Leaders from the heart concentrate on the “who.” That is “how to take care of people,” says Trautlein. “It’s a focus on communicating, collaborating, engaging.”

“How” is the focus for managers who lead with their hands. The focus is on the plans, tools, processes, and training.

“People who lead from the hands are most likely to micromanage,” Trautlein finds. “They really want to get it done.”

That said, each style of leadership can result in micromanaging, and each has its benefits and disadvantages. There are times when each type can help a situation, though each approach can also cause friction with employees when used too closely or for too long.

Know When to Micromanage

Owners and managers have to gauge when employees need more guidance, and when they can be given more freedom. A quick assessment of each worker, or the group, can help determine how much management is right for the team. Trautlein refers to the Skill-Will Matrix, created by leadership consultant Ken Blanchard.

The Skill-Will Matrix is a two-bytwo grid with high- and low-will on the X-axis, and low- and high-skill on the Y-axis. If an employee has low skill and low will, they require direct supervision, tools, and training to build skills, plus encouragement. Guidance is key.

A worker with low skill but high will benefits from coaching, guidance, and training to bring the employee up to speed. Engagement to get an employee excited about tasks and responsibilities is helpful for employees with high skill yet low will.

Workers with both high skill and high will require a lighter touch. This is an employee whom you can empower with some freedom and responsibility. You can delegate tasks, and even give this worker ownership of this area of work.

Sometimes Shop Owners Micromanage to a Fault

It is often necessary to manage your team closely. New employees need supervision to ensure they know where all the tools are, how to complete tasks, and to

be sure they are meeting all expectations. Once a worker gets up to speed on shop practices, it might be time to lighten that management grip.

Micromanagement can actually lower employee motivation and morale. Trautlein calls it a vicious cycle when the leader micromanages. “The employee doesn’t do activities anymore. Over time it actually creates and perpetuates the situation the leader doesn’t want. (A worker) takes less ownership and accountability.”

Employees might feel like the manager doesn’t trust them, or they may assume the manager is just going to do the task, so why bother.

Lead Through Empowerment

By empowering employees to do their jobs, and even take ownership of certain responsibilities, a shop owner can raise morale and encourage a smooth workflow. When workers take more ownership of responsibilities, a shop owner can then concentrate on the business end, or other tasks.

Workers can take pride in their job when they have more leeway and responsibilities. They can also be encouraged to learn new skills and grow at their job.

Shop owners and managers can gain insight on when employees need more guidance and coaching by asking questions.

“The big thing is they observe their people, and ask powerful questions to understand their needs, opportunities, and issues,” Trautlein advises. Managers can also ask themselves questions. “What’s my intent? Why am I thinking about stepping in? What is the impact on that?” explains Trautlein.

PHOTO: 203834436 ANDRII YALANSKYI DREAMSTIME

HOW WILL AVS IMPACT TRAFFIC FINES AND FEES?

Autonomous vehicles may affect DMVs and state budgets

BY MEGAN GOSCH

As autonomous vehicles become more mainstream, consumers are more likely to contemplate the safety and logistics of riding in an autonomous vehicle than they are to worry about the technology’s impact on state budgets.

But research from the Mineta Transportation Institute (MTI) finds that widespread use of AVs will serve a major blow to DMVs and state budgets, where traffic violations currently generate roughly $7.5 billion in annual revenue for states and municipalities.

So, what will happen to traffic fines and fees in an autonomous future and how can local agencies and governments prepare for that lost revenue?

Back in 2021, ADAPT spoke with Selika Josiah Talbott, J.D., MTI research associate and professorial lecturer at American University, for a quick Q and A to learn more.

Q: How significant could a loss of traffic fines and fees from widespread AVs be?

A: Right now we have an infrastructure that relies pretty heavily on the collection of traffic fines and fees. There are 230 million drivers in the U.S. and roughly 112,000 tickets are issued daily with the average ticket costing $150 while just five percent of those tickets are contested. Between the salaries for the law enforcement who give the tickets, the resources for processing and dealing with those tickets in courts, and the state budgets that rely on funds from those tickets to support things like our highways and bridges, we have an entire economic system that’s been built on collecting these fees that’s going to be hit hard as AV use picks up.

The problem is governments are counting on that money. COVID gave us a kind of preview of the impact AVs could have with the

drop in miles driven last year. In 2019, Washington D.C. budgeted to bring in $324 million in traffic fines and fees, but at the beginning of COVID in a timeframe where they might have given out 6,000 tickets, they were only giving out 600. That’s an exponential loss of revenue. Some states are on the verge of going bankrupt in part because of the large amount of money that was budgeted for, but not ultimately collected from those fines and fees.

AVs don’t run red lights. They don’t drive distracted. They don’t speed. They don’t make wild lane shifts. They operate strictly and only within the law because that’s what they’re being designed to do. So as AVs become more mainstream, and this shift is coming, the message here is let’s not wait until AVs are everywhere to figure out how to address this. Government agencies need to get ahead of this because they’re on track to lose astronomical sums of money.

Q: What are the other impacts AVs could have on ticketing?

A: Right now traffic tickets and fees are impacting drivers disproportionately. If you can’t afford to pay a ticket you’re going to incur additional fees which can grow exponentially and could mean your license is rescinded or suspended, which can set off a chain reaction of additional crushing financial issues.

So, as AVs become more mainstream, those who can’t afford to buy an AV will also become larger targets for collecting those fines and fees our governmental budgets are relying on. The burden and pressure to pay these tickets will be even more concentrated than it is right now on those who can afford that pressure the least.

Q: What are some possible solutions that could offset the revenue lost by ticketing and fees?

A: A larger solution will mean looking at other ways to make this money that states are currently relying on from tickets.

Widespread use of AVs could reduce congestion and involve greater use of shared vehicles, so maybe we need fewer parking lots and those lots become more housing or public spaces which bring in revenue in other ways.

There’s also conversation happening around the world about monetizing the curb. These days we have ride hailing services, robot delivery services, and scooters, and bicycles, and mopeds, and regular deliveries that all make use of the curb. So a possible pivot might look like scheduling movement and charging for non-pedestrian use of the curb.

The solutions might look different in each community but the goal needs to take the pressure off law enforcement and fines and fees because the path ahead shows that’s not a sustainable model.

The ADAPT: Automotive Technology Summit takes place Dec. 4-6 in Rosemount, Illinois, and covers pressing technology topics that affect your shop. Learn more at adaptsummit.com

THE 100-POINT INSPECTION

Can a courtesy inspection go too far?

BY PETER SUCIU

THE OBSERVATION “TIME IS MONEY” is as true today as it was way back when Benjamin Franklin suggested as much in his essay “Advice to a Young Tradesman.” The value of your shop’s time is something to remember when

offering a “courtesy inspection” to customers. Today, many shop owners may feel the need to go above and beyond to maintain customer loyalty, but it requires a careful balance to be thorough without doubling the service time.

If customers need to wait too long, they won’t see the value, as they o en want to get in and out as fast as possible. For those reasons, shops may need to determine how to “right-size” inspections, and determine what is necessary

and what’s not. In some cases, it could be the customer’s decision on what needs to be done, but the basics should be part of standard service. The process can be an evolution to determine what works best.

That is how Joe Marconi, executive council member for industry consulting firm Elite Worldwide, explains how he handled it as a former shop owner.

“In some cases, the inspection goes too far, not because of the time so much, but because of who is paying for the inspection,” Marconi tells NOLN. “And many shops don’t have a clear method for their technicians.”

While a shop owner, Marconi patterned the inspection approach much like when one goes to the doctor. When their appointment begins, patients should expect to receive a “multipoint inspection” that consists of blood pressure, and temperature being taken; followed by a check of their lungs, eyes, and throat. The patients are then asked a few questions about their health conditions and if there are any problems.

“Based on what you are going to the doctor for and the findings from the preliminary check, the doctor will prescribe more lengthy tests,” says Marconi.

The same basics could be used when a vehicle rolls into the shop.

Overkill Isn’t Necessary

Joe Tilson, owner and operator of Minnesota-based Tilson Auto Repair, currently offers a 64-point inspection on every vehicle that comes through the big doors. That includes a safety check that goes just a bit beyond the basics, and if anything requires a more thorough inspection, the customer is notified.

What is also important to note with Tilson’s standard inspection process is that it doesn’t keep the customer waiting longer than needed, yet still ensures that any serious problems are encountered before the maintenance begins. The goal is to do an inspection in as little as 10 to 15 minutes and to document everything digitally so that it can be quickly shared with the customer.

“You can spend a lot of time looking for problems, and customers need to understand that they should have to pay for a professional inspection,” Tilson tells NOLN. “It needs to be said that someone coming in for a basic oil change shouldn’t get a $150 inspection for free. We also do the same inspection regardless of the age of the vehicle.”

Safe on the Road

Every vehicle that rolls into a shop could receive a basic multipoint inspection to cover the vital safety areas, including lights, tire pressure, wipers, fluid levels, tire condition, steering, and brakes.

However, Marconi recommends that the time spent on even this basic level inspection must be calculated in the labor for the service being performed, whether the car is in for an oil change, brake issue, check engine light, or something bigger.

“I am not a fan of giving away any inspection. The only time a comp inspection is performed is if the vehicle is in for a follow-up visit, warranty issue, or doing a courtesy inspection to build value and goodwill,” he adds. “Now with that said, the shop must determine if a higher-level inspection is needed, that goes deeper than the basic inspection.”

These could include a first-time customer, a vehicle that is coming off a new-car warranty, or even a car that has a lot of miles since the last time it was in for service. In those cases, the vehicle may be due for a more thorough level of inspection. It is then up to the shop operator to determine how much goodwill should be extended for free. In other cases, the added service should be offered to the customer.

“When (this is) determined, the service advisor must be skilled and a process created to sell a higher-level inspection, which checks other items such as the cabin and air filter, fluid condition, health check on the computer system, alignment check, etc.,” says Marconi. “This high-level inspection is sometimes sold with a factory service, such as with the 60k or 90k service.”

Inspections should always be presented as a “value add,” and not become something that can drive away customers by seeming like an unnecessary expense.

“We need to make sure the customer is going to be safe on the road,” suggests Tilson. “A lot of operators can scare people away by suggesting they need a deeper inspection. You need to understand a customer’s concerns, and what is really important to them.”

At Tilson Auto Repair all of the employees can handle the 60-point

basic inspections, and pictures are presented to the customer. Further diagnosis can be provided if a problem is encountered based on the customer’s discretion. Photos can tell a lot too –and truly a picture is worth a thousand words.

“If you aren’t offering a digital inspection, I don’t know why not,” says Tilson.

Going Deeper

As has been touched up, new customers and vehicles not seen in a while should be offered a more detailed inspection, but for returning customers, a service advisor can use the vehicle history report to see what has been done in the past six months to two years.

“For example, if the cabin and air filter were just replaced four months ago, there is no need to inspect those items again,” says Marconi. “However, here’s the issue. How do you know that

something hasn’t happened in the last few days or months? For example, the tires may have been rotated with an alignment at the last service, but the driver hit a pothole, and now the left front tire is wearing funny.”

The customer won’t be happy if something was missed, but again time is money, and a follow-up inspection after a few months could

the last inspection.

“To summarize, have two levels, a basic inspection, and a more detailed one,” says Marconi.

“And sell more scheduled interval services. Know when to assign each, and then build the time into the job or service. If you do opt for a no-charge courtesy inspection, give the tech the time for the inspection.

CHANGING THE BUILDING

Expansion requires flexibility

BY PETER SUCIU

ROME WASN’T BUILT IN A DAY. THE “Eternal City” grew slowly and o en steadily over time, as it underwent more than its fair share of “expansions.” Patience and flexibility were o en required as the city grew. The same can be true of a quick lube shop. It is

something that can’t be rushed, but even once it is determined that the facility is too small to handle the clientele and that an expansion is in the cards, there are still plenty of issues to overcome.

It isn’t as simple as updating the signage and adding an annex, however.

In addition to the plethora of permits, inspections, and possible impact studies that will no doubt be required, there is the issue of actually figuring out when to get the work done. One option is close up for a few days while the work is done, but few owners, operators, or managers

like the idea of hanging a “closed for renovation” sign in the front window even for a day Time is always money, a er all.

Jason M. Russ, general manager of CB Squared Services, Inc., the franchisee of Jiffy Lube locations around Fredericksburg, Virginia, has addressed shop expansion head-on multiple times – and determined one way to do so without disturbing the day-to-day workflow of the shop. He’s handled multiple expansions and has looked at the challenges while cra ing a solution that involves literally making the best use of time.

The Challenge

Not wanting to close the shop and have unnecessary downtime is a challenge for any business. In the case of CB Squared Services, closing down for three to four days to handle an expansion was a consideration, but it would result in multiple days of lost business and with it the location’s revenue.

Employees would likely still need to be paid, customers might head to a competitor rather than another location, and worse if there were delays the problem would only be extended.

“We didn’t want to have to close the shop during the day,” says Russ.

Instead, during the renovations, the employees still came in as usual, the shop remained open and customers were able to get their vehicles serviced. It wasn’t exactly business as usual, and it required everyone to be a bit more flexible.

The Solution

Instead of closing up during the day, Russ tells NOLN, he opted to go another direction. The construction was handled a er hours, when the last car had been serviced, and when the employees normally headed out the door. Yet, rather than locking up for the night, the team at CB Squared Services allowed the construction contractors to begin their abbreviated work day.

Shop renovations/expansions were conducted from 7 p.m. until midnight.

“There was no interruption in business, and our locations were able to operate during the day,” Russ explains. “It did come down to careful scheduling. The contractors took over a er the crews le at night.”

It also involved what Russ describes as some “horse trading” to make sure that neither the shop’s staff nor the contractors were too disturbed. That meant that some equipment had to be temporarily relocated, and the contractors had to work in the evening and leave the shop ready for work the next day.

But it also meant that there was no economic loss during normal business hours for the shop.

“It required the crew to come in at 7 p.m. and they could only work until midnight,” Russ continues. “Having done this a few times now, we’ve learned what to anticipate and what to expect. It may not always be an option for everyone, but we’ve seen that no corners are cut when it comes to the expansion, while more importantly, there was no negative impact on the customer experience.”

The Aftermath

Handling the expansion and renovation work in the evening hours did extend the length of construction time by double, but Russ says that the ability to be flexible was key in making sure both crews weren’t put out – at least too much.

“The construction meant that sometimes there are no ties on the floor,” says Russ. “And sometimes there was freshly hung drywall that still needed a coat of paint. Also, instead of three to four days of construction, it could be two full weeks or about 10 business days. No ma er the footprint, it is generally about the same amount of time – and nothing can be rushed.”

Having the work done a er hours also presented its own share of “mini-challenges.” In some cases, there may not be a bathroom for a day, while the waiting room and break room were also o en impacted.

“If you pull up the lobby and restroom

on a Friday evening, you are going to have to go through the weekend without it and make due,” warns Russ. “However, we haven’t had too many complaints from the staff. The customers generally see that this is a work in process, while the staff also knows it will lead to something be er.”

The Takeaway

Having such major work may not always be an option, and when it is considered there should be managed expectations. As noted, an expansion can’t be rushed and corners can’t be cut. The contractors will have only so many hours in the evening in which they can do the work.

“We’ve been very fortunate each time we’ve gone through it,” says Russ. “We have had really professional contractors who are able to do this work in the a erhours. It requires some extra prep at the end of the day and again the next morning. It resulted in minor cleanup, but the contractors were only there a er closing time and gone before opening time.”

An a er-hours renovation may also cost a bit more; something that Russ says has to be factored in for each location. Shops should also be ready for “unexpected surprises,” especially with older buildings and facilities.

“The more you dig into those walls, the more you’re likely to find something,” Russ notes. “Whatever you expect it to cost, it is likely going to cost more. And you need to be realistic about the costs of doing this work a er hours. But you win some, you lose some. Just be realistic with the budget.”

Yet, as noted, by doing the work a er hours, the shop can continue on a normal schedule. It may be a bit unsightly at times during the construction process, but as Russ explains, he’s received few complaints from the customers.

“This really gives the impression that you’re trying to make this be er,” he adds. “It can be an eyesore until the work is completed, but no one needs to be turned away. That can always make for a happy customer.”

LSAUCIER @FULLSPEEDAUTOMOTIVE.COM

Taking Charge of Your Operation

July reminds us to be the difference and take action to better your business

WELCOME TO THE BACK HALF OF THE YEAR!

July is one of my favorite months. Summer is at its peak, and we just came off a high of tax seasons following Memorial Day. The busy time of summer break travel is offering us tons of opportunities to ensure our customers get that much needed service to their vehicle. And we should be taking full advantage of our summertime help from those part-timer school kids eager to make more money when they have the opportunity.

Family time is at an all-time high as you can’t drive down the street without the smell of burgers coming to temperature coupled with that uniquely pleasant smell of fresh cut grass. These are paired with the sight of those giant inflatable water slides towering over everyone’s backyard fence. On a special day, the sky will be lit up with bright, colorful artwork as li le kids race down the lawns with sparklers in hand to create lines of magic in the air.

The celebration of our nation’s greatest risk decorates our trees, houses and streets with American flags reminding all of the leaps taken just for us to be here. After all, the adoption of the Declaration of Independence on July 4th, 1776, in the Pennsylvania state house (A.K.A. Independence Hall) was a huge step away from the dominating British leadership to stand alone, separate from tyranny and oppression, but to create something they felt would benefit the people they loved, their friends, their family and their community.

The move away from familiarity in your life (even if it is uncomfortable or dangerous) will absolutely give you independence. Freedom from the above-mentioned tyranny and oppression, freedom to succeed at your own dreams and the freedom to fail at your objectives without the safety net of the very thing that you shunned to get your freedom.

For many of you reading this (assuming you made it to the back of the magazine, or clicked on the link), you stepped away from your safety net of “employee” to the blissful and painful title of “employer.” It is truly magical how changing the simple last letter of “e” to “r” can completely change your outcome and your income. As a side note, if you have not been the “employer” (and I am not talking about the manager), you cannot truly comprehend the difference, and you can

only dream about rolling in the big bucks while on vacation yet again as your employees slave over your business, throwing fist loads of money at you to fulfill your wildest desires.

I will wait for the employers to rise off the floor from the laughter of those lines.

Perhaps your line of previous employers treated you poorly, keeping you locked in a position of servitude for their own good. Maybe your supposed bonuses were knocked down infraction by uncontrollable infraction that you became so angry you were possessed by the souls of the Boston Tea Party, rummaging through the shop pouring out the motor oil into the drains in an act of final retaliation. Screaming out you are done; you are now going to be in charge of your destiny from here on out.

Could it be that you had a fantastic employer who prepared you for success, nurturing you along the way? Allowing you to fail just enough to know the difference without allowing you to give up on your potential. Your desire to step out from under the covering wing is not to defy your employer, but to complement and prove their belief in you. While you are proclaiming independence, you are not going it alone, as that employer will do what it takes to make sure you are successful.

By both standards you have defied traditional employment folklore where you must work for a company that will protect and provide you as long as you provide them with their stated needs. With this you are free to live, prosper and fail by your own accord. And for this, your responsibility is much greater than it has ever been. Much like the colonists, you not only carry on your back the dreams of what you leaped to gain, but you also pave the way for people to follow you, work for you and become protected by you.

Much like the new Americans, they too did not take in just soldiers to grow the dream, but their families and their futures. The successes and failures of you will now cascade down to the teams you lead, and the families and futures they have. Too much of this is lost with new leaders, new employers and new dream chasers. This is entrepreneurship, this is your chance to do great for you and yours and all of those watching and supporting. This is America.

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

LENNY SAUCIER

PHOTO COURTESY LENNY SAUCIER

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