Dealers' Digest 2024, Issue 1

Dealers’ DIGEST

The Election and the Automotive Industry

Learn more about how the 2024 election can impact Meineke Car Care Centers and the automotive industry as a whole on pages 12 and 14.

ON THE COVER The 2024 election cycle has potential to impact Meineke Car Care Centers across the country, along with the automotive industry in its entirety. Have you considered all the impacts it may have on your business? To learn more, turn to page 14. MDA BOARD OF DIRECTORS: Janet Cummings

FROM THE PRESIDENT

It is almost springtime, although many of you are probably still experiencing wintery weather. For most of us, it is a busy time since customers often use their income tax refunds to fund their car repairs. In addition, this year is also the federal election.

We often hear, with each election, that this is the most important election of our lifetime. While that is certainly hyperbole, I do believe that this election will substantially impact our business. There are a few reasons for that, but I am sure we are no different than the rest of the country and each of us will have a different perspective about whether a particular candidate will have a favorable or unfavorable impact on the future of our business. Let’s run through a few of the issues and see how they might affect us.

At one point, the economy was the biggest issue when voters were polled. For us, that has meant paying more for everything from supplies to hard parts. While each presidential candidate has boasted that they can “fix” inflation, some dealers might argue that it has not been a negative for us. If our customers can’t afford a new car, that means they must repair the car they own, which obviously is a positive situation for us. On the other hand, if inflation is outpacing wages, many customers will just put off car repairs and even walk away from a car they can’t afford to repair. I think most of us would say that our country needs a thriving economy because, in the long run, that is best for our customers and best for us. The issue we must address is which candidate do we believe can achieve that result. As I said, I am sure there will be disagreement among us, and I won’t take this space to argue for one or the other.

Perhaps the biggest impact that this election could have on us is in the area of Green Energy. Meineke Corp. has wisely taken the lead and is piloting our MeinekEV program. Mike Baden, owner of store No. 2197, is already servicing these vehicles. Mike is very proactive and is a big cheerleader for electric vehicles while some dealers live in areas where they haven’t seen a Tesla once on their roads. While the future may be electric, are we really ready to eliminate fossil fuel vehicles? Is this something that will take a little more time than ten years? How many of us are ready to take the leap? I do remember getting angry about losing the ability to choose which light bulb I would purchase (I know – ridiculous, right?) and now happily buy LED for all my lighting. So, sometimes the government “push” for something is good, but their

timing may not always be good. So which candidate do you feel will have the best, most sensible plan to take us into the “green” future?

While there are lots of other issues that might impact our businesses in 2025, we may not think that war (or wars) is something that will impact our centers. However, those of us old enough to remember Vietnam know that the civil unrest that accompanied that war is starting to be duplicated regarding the Israeli War. I just renewed my property insurance, and I always have to sign a waiver that says it will not cover acts of terrorism. Our hope is that our country will never experience another Sept. 11, event, but there are certainly some people, already in our country and coming to our country, who believe so strongly in certain causes that violence is an option. Anything that shuts down our country will have an impact on our centers. While we were allowed to operate during the pandemic because we were an essential business, we didn’t have any customers because people were shuttered in their homes. After 9/11, you couldn’t fly on an airplane for several days. It is important to listen to the candidates to see if we believe that one of them is on top of National Security because that, one way or another, impacts us all.

I know we are not of one mind, and we have different viewpoints about which candidate will handle the issues I mentioned in the best manner for our businesses. However, whoever you believe that is, be sure to go out and vote for that candidate, because it does matter.

Sincerely,

Janet Cummings

CALENDAR OF EVENTS

MDA VENDOR APPRECIATION EVENT

Meineke Dealers Association (MDA) is hosting our Vendor Appreciation Event (VAE), June 18-19, 2024, at the Dover Motor Speedway! The MDA Board of Directors has been hard at work planning the event to make it the most memorable yet. You won’t want to miss visiting the Dover Motor Speedway and riding around the track in the mustang pace car, taking a tour of the facility, vendor "speed dating" in the NASCAR cup series garage and getting some photos with Miles the Monster!

MDA is also hosting a cocktail reception at the Delaware State Police Museum, with a tour of the facility and refreshments to be provided.

More details are coming soon. Stay tuned!

MEINEKE CORP./MDA SPRING REGIONAL MEETINGS

Regions One and Two: June 5-6

Boston, Massachusetts

Regions Three and Six: May 14-15

Chicago, Illinois

Regions Four and Five: May 20-21

Nashville, Tennessee

Region Seven: May 21-22

Dallas, Texas

Region Eight:

May 22-23

San Diego, California

Registration and more details are coming soon!

Minnesota Franchisee Celebrates 10 years Partnering With Cars for Neighbors

Mark and Barb Koloff, who operate a Meineke Car Care Center in Ham Lake, Minnesota, have partnered with Cars for Neighbors since 2014. Cars for Neighbors (CFN) is a local nonprofit organization that helps low-income Anoka County residents with the expenses that come with unexpected vehicle repairs.

Anoka County, the fourth most populated county in the state of Minnestoa, is located in the northern suburbs of the Minneapolis-St. Paul metro. Anoka County has a total area of 445 square miles, yet it has minimal public transportation options, therefore its residents must rely on their own form of transportation. Meineke of Ham Lake understands the importance of supporting and giving back to the local community, which they have raised their family in for over 35 years. This partnership with CFN began 10 years ago, and it continues to evolve and change to focus on the needs of the residents. CFN secures funding through grants, donations, county funding, business and private donations. In recent years, they have been able to grow their mission through showing the continued need and demand for vehicle services, especially in the current state of inflation. CFN, along with the Meineke, both emphasize how vital it is to preserve the CFN mission: “To foster independence by providing car care for neighbors in need who cannot afford to have their vehicle fixed.”

CFN and Meineke of Ham Lake have partnered together for numerous community events, like community golf tournaments, fundraising events and dual hosting chamber of commerce meetings, that reinforce their strong partnership to the point to which the two brands became synonymous with each other.

In 2018, Mark and Barb offered up two office spaces in their building for CFN to move into rent free, creating not only a powerful affiliation with the Meineke brand but allowing them to allocate those “overhead dollars” elsewhere. Shortly after, CFN added another local non-profit into the mix. Their objective was to launch and maintain their mission, Project Clean Air Repair (Project CAR). Project CAR provides funding to upgrade the emissions systems in older passenger vehicles, therefore reducing harmful emissions released into the air. CFN uses Project CAR

funding to complete upgrades/repairs in the vehicles of their clients. Since March 2020, this initiative completed upgrades and repairs on over 130 vehicles in Anoka County, which has reduced over 6 tons of harmful volatile organic compounds (VOCs) and nitrous oxide emissions from the air and environment. The funding for this program alone totaled $207,000.

Meineke Ham Lake has been a big supporter of this organization in more ways than one. In 2023 alone, Meineke donated over $50,000 in labor. This was provided through a discounted labor rate that is 66% lower than the standard labor rate. Meineke Ham Lake believes in this program and the good it serves and has every intention to grow and flourish this partnership with CFN in order to support the community. Below are a couple of heartfelt and profound testimonials from past CFN clients:

TESTIMONIAL 1: “I am a single mom of three children, and we live paycheck to paycheck. This car repair made my vehicle safer to transport my family in. I bring my youngest to school then drive to work every morning. Because of this assistance, I have some weight lifted, no longer stressed and anxious. I am able to continue to commute to and from work so that I may continue to earn income to support my family.”

TESTIMONIAL 2: “I was out of work for almost six months due to unforeseen circumstances and now that I am back to work, I am playing catch up with bills and the necessities of life. The last two years have been a tough time as it is, but I have been fighting for myself and my three children to avoid homelessness and going hungry among other things. This car repair was the blessing I needed during these times. It guaranteed me a way to work to provide for my family, and keep moving forward, I will now be able to manage the upkeep.”

Kat Smithe, CFN Board President (on the left, holding the check) accepting a personal donation from Pierre Agravante, Bell Bank Mortgage Senior Mortgage Loan Officer (on the right, holding the check). Also pictured are Barb and Mark Koloff, Meineke Ham Lake owners; Jake Goldschmidt, The Bandimere Team; and Rick Bandimere, The Bandimere Team owner.

Barb and Mark Koloff at just one of the several golf charity events they attend to promote the partnership of Meineke Car Care Centers and Cars for Neighbors. Mark participates in the event; Barb and a CFN board member greet and educate the golfers on the partnership.

Meineke Dealer Expands Portfolio With New Car Care Center in Milford, Delaware

After 13 years of operating Meineke Car Care Center No. 1954 in Lewes, Delaware, Meineke dealer Dave Repass took a leap of faith and opened his second location, No. 2153 in Milford, Delaware.

“I thought about opening a new shop several times throughout the years, but nothing seemed right for us,” he said about his journey to finding the best moment to expand his business. “Everything about this new center — the location, the building, the timing and our staff — seemed right.”

One of Repass’ biggest takeaways from the experience was that expansion often requires more time and effort than a business owner might expect going into the process.

“When you’re ready to open a new location and you think it’s going to take up a certain percentage of your time, you should double that number,” he said about what shop owners should anticipate when they’re cultivating their business. “It’s important to have the infrastructure within your organization to be able to grow and support multiple centers.”

After opening location No. 2153, Repass saw first-hand how much expanding one’s portfolio can change the day-to-day experience of being a Meineke dealer.

“I was used to being at my only shop all day every day, but now my time has to be split between two stores. When you expand your organization, you rely a lot more on your employees and your store managers,” he said. “More policies and procedures need to be in place to support multiple centers, and those structures become exponentially more important as you grow.”

Repass also considers expansion to be an opportunity for business owners to include their family members in the process, share the experience with them and to introduce them to the industry. He has also heavily relied on his staff to bring the new center from conception

NUMBER OF LOCATIONS:

BASED OUT OF: Kingston, New York

In every issue of Dealers’ Digest, we will highlight a business-related tip from a dealer to share with the MDA membership. If you would like to share a tip, please send it to Tyler Ryan. Please also send a photo of you and your location to tylerr@elevanta.com.

• Every year, costs for parts go up for different reasons. As business owners, we need to stay in touch with cost increases because you can lose profits right away if you don’t adjust your prices accordingly and fast enough.

• Processing fees for credit card sales are important because, without them, the potential losses for a business owner on any given sale can

be huge. The fee that you don’t charge is money coming straight out of your pocket.

• I’ve been in this industry for 28 years now, and I’ve always felt that I wasn’t worthy of having the same labor rates as dealers like General Motors, Toyota, Volkswagen, etc., but I realized that I’m not doing anything different from them that disqualifies me from charging those prices. I’m doing the same work. Franchisees should start looking at their labor rates based on dealerships and not just their own competitors. You need to charge what you can for the market that you’re in.

Domingo Coffaro & Ani Mardirousian

COMPANY NAME: Meineke Car Care

Centers No. 2370 and No. 2235

NUMBER OF STORES: Two

STATE YOUR STORE OPERATES IN: North Carolina

What inspired you to become a Meineke Dealer? Have you been a franchisee before with other brands?

When we moved from our home country of Venezuela to the United States, we came with an investors visa. This meant we had to open a business to reside here and become U.S. citizens. We discussed many business options with our business advisor at the time, and after careful consideration, we concluded that Meineke would be the best path for us. We had never been franchise owners for any other brands but had businesses of our own for many years in Venezuela. We are very grateful that we made the choice to move because of all the amazing opportunities and doors that have been opened to us. It has definitely been an overcoming of challenges regarding barriers such as language and culture, but we have grown a tremendous amount and always reach back to our roots to keep us grounded.

We are very grateful that we made the choice to move because of all the amazing opportunities and doors that have been opened to us.

In your opinion, what stands out about the Meineke brand?

Brand recognition as a result of quality service.

What are some goals you have for your business in the short and long-term?

In the short, and long term, we want to continue to provide our community with outstanding quality service and establish a foundation of trust within those around us. We also want to continue to provide our team members with the ability to support their families and professional growth.

Describe your best recent business decision.

Our best recent business decision has been updating some of

our equipment to further improve efficiency in our day to day. We also recently adopted a new retirement plan for our employees.

What do you feel is the biggest challenge currently facing franchisees?

We feel as though the three biggest challenges currently facing franchisees, especially those in car care, are staff shortages, availability of parts and preparing our stores to face new technologies such as electric, hybrid and hydrogen powered vehicles.

What is the biggest industry change that you have seen since you started?

The transition from fossil fuels to renewable energy in regard to how vehicles are powered.

Tell us a little bit about your family.

We have been married for 28 years and have two beautiful children. Our son Fabricio is 25 years old and a construction project manager with Ashton Woods who graduated from East Carolina State University. Our daughter, Sabrina, who is 17 and a senior at Clayton High School, is preparing to go into her freshman year at NC State for architecture.

What is your favorite make and model of car?

Domingo: Lamborghini Hurracan

Ani: Porsche 911 GT3 RS

Spotlight on the 118th Congress: Don Davis (R-NC-1)

Q What skills or perspectives from your background do you apply as a public official?

A As a member of Congress, former state senator and mayor and a U.S. Air Force officer, these experiences deeply influence my approach to supporting and understanding small businesses. As a U.S. Air Force services officer, I helped oversee more than 50 business-based activities on the base. Small businesses are the backbone of our local economies, and my tenure as a mayor and state senator has provided me with invaluable insights into their challenges, needs and the crucial role they play in the community.

Q What do you see as the current biggest threat to small-business owners?

A The current most significant threat to small-business owners is undoubtedly the complex economic landscape, which includes challenges such as supply chain disruptions, costs, inflation and workforce issues. I am committed to addressing these issues, seeking common sense and common-ground solutions that support small businesses and ensure their sustainability.

Q What challenges have you helped small businesses in your district overcome?

A I often advocate for regulatory reforms that reduce burdens on small businesses, support access to capital and promote workforce development initiatives to address labor shortages. By engaging with local business owners and constituents and understanding their needs, I better represent them in Washington, D.C. For instance, after listening to veterans, I have championed legislation to spur entrepreneurial growth, H.R. 3084, the Veterans Jobs Opportunity Act. It will provide our veterans starting a small business in eastern North Carolina with a 15% tax credit on the first $50,000 of startup costs.

Q In what ways are you seeking feedback from small businesses in your state/district and using that information in Washington, D.C.?

A I regularly host town hall meetings, roundtable discussions and outreach events where I actively seek feedback from entrepreneurs. Listening is invaluable as it helps shape my legislative priorities and informs my advocacy for small-business owners at the national level. Also, it is essential to build meaningful relationships with stakeholders.

Q What seat do you believe franchisees have at the table, and what do you do to support them?

A Franchisees are an essential part of the small-business landscape, providing opportunities for individuals to become entrepreneurs while benefiting from established business models. Franchisees deserve a seat at the table, and I actively engage with them to understand their unique challenges and concerns. By fostering open lines of communication, we ensure the consideration of their perspectives in policy discussions related to business regulation and support. To show our commitment to franchisees, we joined a bipartisan coalition to vote for H.J.Res.98, legislation to overturn the proposed “joint employer rule,” a regulation to treat franchise owners as employers, subjecting them to unfair and disproportionate government action.

Q What message do you have for small-business owners struggling with supply chain issues, inflation, staffing and other prevalent issues of today’s day and age?

A Within my lifetime, I have witnessed the impact that litigation, regulations and destructive policies have had on the industry, which is why I ran for Congress. I am committed to working on policies that address these issues and create a business-friendly environment. Additionally, I encourage business owners to stay informed about available resources, such as government assistance programs and grants, to help navigate these challenging times. We can overcome these obstacles and build a stronger, more resilient small-business community.

Changes in Consumer Behavior in the Post-Pandemic World

1With road traffic having returned to pre-pandemic numbers, the demand for car maintenance has increased 62% due to a lack of vehicle use in that timeframe.

2 Luckily, there has been a 60% rise in the average duration of vehicles for both new and used automobiles.

3 For those wanting a new car, auto sales are projected to reach 15.2 million units

4 Due to their low cost and safety measures, light vehicles have seen a 13% market increase year over year.

5 Increased costs in parts, labor and equipment are making drivers more resourceful, with 51% riding with tire jacks in their cars.

6 Rightfully so, as the cost of repair doubled last year.

7 Independent car repair businesses continue to do the majority of U.S. auto repair at 75%

8 Car customization is all the rage and is a market that continues to grow. It is estimated that 30% of drivers will modify their vehicle in some way by age 23.

9 Another flourishing market is the electric vehicle industry (EV), with the total on roads reaching 1 million EV’s for the first time in 2023.

10 By 2030, it is projected that 7% of vehicles on the road will be battery powered.

Sources: LLCBuddy, Mordor Intelligence, S&P Global, SEMA, Yahoo!

LOOK LISTEN READ

Look, Listen, Read is a quarterly compilation of some of the most highly rated and reviewed apps, podcasts, books, websites and other resources. MDA does not support or endorse the use of these tools, which merely serve as a guide to exploring a new level of knowledge and productivity for your business.

1

HubSpot stands as a premier CRM platform dedicated to empowering businesses in their growth journey. Through its comprehensive suite of software and support services, HubSpot offers solutions across marketing, sales, service and website management. The platform begins with a free entry point and scales seamlessly to accommodate customers’ evolving needs at every stage of their growth trajectory.

2

Franchising presents itself as a “sure-fire” path to wealth that is much less risky than starting your own business. But is that actually true? “The Dark Side of Franchising” reveals how and why thousands of buyers succumb to coercive sellers every year and exactly how these manipulative tactics are employed.

3

In “Franchise Vision: Transform Your Future Through Franchise Ownership,” author David Busker offers a comprehensive guide for aspiring franchisees. Covering topics such as entrepreneurial mindset evaluation, franchise models, research, financing and overcoming obstacles, Busker provides practical advice based on his own experiences transitioning from employee to multi-unit franchisee and business owner.

4

Short-term wins are easy. Sustained achievement is another story. On “Business Accelerator,” join New York Times bestselling author Michael Hyatt and CEO Megan Hyatt Miller as they discover how current research combines with timeless wisdom for lasting success. From personal productivity to personal development, self-leadership to team leadership and intentionality to influence, get the insights and tools you need to win at work and succeed in life.

5 When I Work leads the market in shift-based workforce management software, prioritizing an employee-centric approach to empower shift workers with fair scheduling and improved work-life management. Their integrated solutions encompass employee scheduling, time tracking and communication, fostering collaboration and delivering consumer-level simplicity to organizations of all sizes.

7 On “The Mind Your Business Podcast,” James Wedmore serves as the host, guiding CEOs in unlocking their inner potential for success. Beyond conventional business counsel covering finance, marketing and economic trends, this podcast delves into unconventional methods like harnessing the power of the mind to manifest one’s destiny and achieve success. These unique insights set it apart from more technically focused podcasts. With a conversational tone, Wedmore engages industry experts in weekly episodes, offering valuable lessons not typically found elsewhere.

8 Experience efficiency with ClickUp, the comprehensive productivity platform that seamlessly integrates teams, tasks and tools into one centralized hub. ClickUp transcends mere task management, offering a plethora of features including document management, reminders, goal setting, calendars and an inbox. With its fully customizable interface, ClickUp caters to all types of teams, enabling seamless planning, organization and collaboration within a single app.

9

Establishing and overseeing a business demands strong leadership capabilities, and the good news is that leadership and managerial skills are acquirable. Dr. Dave Stachowiak explores the realm of effective leadership and management practices in “Coaching for Leaders,” engaging in discussions with bestselling authors, expert researchers, distinguished scholars and business leaders.

6 “The Franchisee Playbook” equips

readers with everything necessary to thoroughly assess franchise systems and select the right one. It offers practical exercises to evaluate personal suitability for franchise ownership, target top-performing franchises, interview franchisees, assess financial viability, explore financing options, decode Franchise Disclosure Documents and ultimately make an informed decision.

10 In “Pinnacle,” authors Steve Preda and Gregory Cleary present a five-part formula applicable to any business aiming to break free from stagnation and achieve significant growth without requiring an MBA. Through real-life anecdotes and practical strategies, readers will discover how to implement the Five Principles for business growth, quintuple the value of their business within five years, cultivate an energized leadership team and establish their business as a category of one in their industry.

The Election and the Automotive Industry

Amidst a landscape of evolving environmental regulations and technological advancements, the automotive industry is poised to go through many changes in the coming years. U.S. legislation surrounding infrastructure and transportation directly affects the fundamentals of vehicle production, and recent developments in said legislation have impacted the entire industry. In 2024, the impending federal election stands as an event that may further reshape U.S. legislation, such as environmental policies and vehicle safety standards, thus necessitating adaptation and innovation within automaking.

Currently, a myriad of regulations and pieces of legislation based on environmental protection are directly impacting the state of the automotive industry and will continue to impact its future. Corporate Average Fuel Economy (CAFE) Standards are shaping the direction of the industry, as their aims to reduce greenhouse emissions and improve fuel efficiency affect vehicle design, production strategies and technology adoption. Automakers are now tasked with developing more efficient engines, transmissions and hybrid/electric models that still meet consumers' standards for both performance and affordability.

As minimum fuel economy standards have become increasingly stringent in recent years and may continue on this trend in 2024, vehicle design and production are more likely than ever to involve investing in materials and technologies to meet these standards for vehicles sold in the U.S. Additionally, in 2023, the Environmental Protection Agency (EPA) announced new, more ambitious proposed standards to further reduce harmful air pollutant emissions from light-duty and medium-duty vehicles starting with model year 2027. The Clean Air Act continues to be enforced by the EPA, setting emissions standards for vehicles in the U.S. and regulating air pollution from motor vehicles and engines, which can only make it more important for automakers to adapt to new expectations for the industry.

Some states have begun offering their own incentives for citizens willing to make the switch to an electric vehicle or plug-in hybrid.

The state of California is also moving forward with the first-innation zero-emission vehicle (ZEV) regulation. The rule establishes a year-by-year roadmap so that by 2035, 100% of new cars and light trucks sold in California will be ZEVs, including plug-in hybrid electric vehicles. Similar legislation will continue to impact manufacturing processes, waste disposal and pollution control across the nation, and may encourage drastic growth of the role the environment will play in the fate of the automotive industry. Furthermore, the changes such legislation has promoted within consumer behavior will inevitably influence the goals of automakers across the country. Federal tax credits are now available for consumers who purchase qualifying electric vehicles (EVs), incentivizing the adoption of cleaner and more energy-efficient vehicles. Some states have begun offering their own incentives for citizens willing to make

the switch to an electric vehicle or plug-in hybrid. Detroit-based General Motors has committed to an all-electric fleet by 2040, showcasing the lengths automakers are already willing to go to accommodate evolving consumer behaviors and the rise of an electric era.

by TYLER RYAN

Updates in international trade agreements and partnerships, tariffs and other trade policies after the election would also impact the automotive supply chain, as the industry relies on a complex network of supplies spanning the globe. Changes in labor and workforce policies would affect production costs and workforce stability. Overall, environmental policies are arguably the most prominent force making waves in vehicle production, and any policy decisions made after the 2024 election could change the trajectory of the automotive industry for years to come. Under the Biden administration, the United States was brought back into the Paris Agreement, which boasts one expansive purpose: to reduce planetary warming and to prepare the world for the impacts of climate change that are either inevitably arriving or are already in our midst. Since rejoining, the White House has announced that it aims to ensure that 50% of all new passenger vehicles sold in the U.S. by 2030 are EVs. The overarching goal of the Paris Agreement has served as a guidepost for the U.S. government to establish new standards of vehicle production that prioritize environmental preservation; any changes regarding the agreement or similar legislation after the upcoming election could bring about an entirely new guide for automotive production.

When one thinks of the future of the automotive industry, autonomous vehicles (AVs) are bound to come to mind; the technology to support self-driving cars continues to develop, and the question of whether AVs will one day be more commonplace on the road than human-operated vehicles looms over the U.S. and the world at large. As more possibilities surrounding the widespread usage of autonomous vehicles come closer to being realized, legislation is necessary to set standards as to how the industry at large can go about constructing automated driving systems (ADS) in a manner that prioritizes both functionality and safety. It is possible that the upcoming election could further impact how AVs are regulated by government entities like the National Highway Traffic Safety Administration (NHTSA), which sets safety standards for vehicles across the country. Depending on forthcoming regulations regarding properties of the vehicles, such as crash avoidance, lane-keeping support, etc., there may be new developments in the ways automakers approach AVs and the overall impact the technology has on the industry's future.

As the country prepares for another election and the changes that may come with it, the industries that make up and support daily life in the U.S. are just as affected by such changes as individual citizens are. For the automotive industry, the past few years have been transformative for automakers and suppliers around the globe, and the potential for the industry to keep evolving only grows as the world moves further into 2024. This year's election, along with the legislative shifts it could bring, may prove to be a driving force of evolution for automakers.

TYLER RYAN is the MDA communications copywriter. You may reach Ryan at tylerr@elevanta.com or 678-439-2300.

DRIVING AHEAD:

ANTICIPATING THE IMPACT OF THE 2024 ELECTION ON MEINEKE CAR CARE CENTERS

As the automotive industry braces for potential policy changes and economic shifts under a new administration, Meineke franchise owners and operators face critical decisions regarding workforce management, supply chain dynamics and customer engagement strategies. The outcome of the 2024 election could significantly impact regulations related to emissions standards, fuel efficiency and electric vehicle incentives, thereby influencing the operational landscape for Meineke Car Care Centers nationwide. Navigating these uncertainties requires a strategic approach that balances adaptability with long-term sustainability, ensuring continued success amidst evolving political and market dynamics.

POLICY DIRECTION AND REGULATION

The direction of government policies, particularly in areas such as emissions standards, fuel efficiency regulations and environmental policies, holds profound implications for Meineke Car Care Centers. With each administration comes the potential for regulatory revisions that could reshape the automotive landscape. For instance:

Emissions Standards: A change in administration could usher in stricter or more lenient emissions regulations, directly influencing the types of services and products demanded by consumers. Meineke centers may need to adapt their offerings to align with evolving environmental standards.

Fuel Efficiency: Shifts in government priorities towards promoting fuel-efficient vehicles could alter consumer preferences and service requirements. Meineke franchises could seize opportunities by enhancing their expertise in servicing and maintaining fuel-efficient cars.

Environmental Policies: Heightened awareness of climate change may prompt the new administration to incentivize eco-friendly practices. Meineke Car Care Centers could leverage this momentum by championing green initiatives and adopting sustainable business practices.

With each administration comes the potential for regulatory revisions that could reshape the automotive landscape.

ECONOMIC FACTORS

The economic landscape, shaped by tax policies, employment rates and interest rate fluctuations, significantly influences consumer behavior and spending patterns in the automotive sector:

Tax Policies: Revisions to tax codes can directly impact consumer purchasing power and discretionary spending, consequently affecting the frequency and scale of car maintenance and repair services sought by customers.

Unemployment Rates: Government policies impacting employment rates can have cascading effects on consumers’ disposable income and willingness to invest in vehicle upkeep and repair services.

Interest Rates: Monetary policy adjustments can influence borrowing costs, thereby impacting both vehicle sales and the demand for maintenance services provided by Meineke franchises.

INFRASTRUCTURE AND TRANSPORTATION INITIATIVES

Investments in infrastructure and transportation initiatives play a pivotal role in shaping the demand for automotive services:

by JARED JOHNSEN

Infrastructure Spending: The outcome of the election may determine priorities in infrastructure investment, influencing road conditions, traffic patterns and ultimately, the wear and tear experienced by vehicles. Meineke Car Care Centers must be prepared to meet the evolving demands for maintenance services.

Public Transportation: Increased investment in public transit options could potentially reduce consumer reliance on personal vehicles, impacting the frequency of visits to Meineke Car Care Centers. Franchise owners may need to diversify service offerings or target new customer segments.

Electric Vehicle Infrastructure: The government's stance on electric vehicle (EV) infrastructure development can significantly influence consumer adoption rates. Meineke centers should anticipate a surge in demand for EV maintenance and repair services and equip themselves accordingly.

TECHNOLOGICAL ADVANCEMENTS AND INNOVATION

The automotive industry is undergoing rapid technological transformations, driven by advancements in areas such as autonomous vehicles, connected car systems and data analytics:

Research and Development Funding: Government funding for automotive technology research and development can spur innovation and shape the future of the aftermarket repair industry. Meineke franchises must stay abreast of emerging technologies to remain competitive and meet evolving customer expectations.

Data Privacy Regulations: Evolving regulations governing data privacy and security may impact the collection and utilization of vehicle data for diagnostic and predictive maintenance purposes. Meineke Car Care Centers must navigate these regulatory complexities while leveraging data-driven insights to enhance service quality and customer experiences.

As the 2024 election looms on the horizon, Meineke Car Care Centers must adopt a proactive stance to anticipate and address potential impacts on their businesses. By staying vigilant, embracing innovation and prioritizing customer satisfaction, franchise owners and operators can navigate the uncertainties ahead with resilience and success.

By remaining adaptable and responsive to changes in policy, economic conditions, infrastructure and technology, Meineke Car Care Centers can position themselves as leaders in the automotive service industry, poised to thrive amidst evolving challenges and opportunities.

JARED JOHNSEN is the communications specialist for MDA. You may reach Johnsen at 678-439-2291 or jaredj@elevanta.com.

MDA COMMITTEE REPORTS

JANUARY FLEET COMMITTEE REPORT

Attendance: Dave Repass, Bert Figearo, Sun Tran, Kevin Hicks, Kevin Leger, Doug and Dawn McCormack and Brendan Sullivan.

Items discussed:

• 2023 Fleet Customer Results

• 2023 Top Fleet Stores

• New committee “direction” and views

• Continuing growth into 2024 – tires for fleets, new “regional” pricing for ERAC

JANUARY OPERATIONS COMMITTEE REPORT

Attendance: John Coffield, Scott Martin, Pete Robinson, Michelee Coffield, Dirk Schaumleffel, Jeremy McGowen, Rob Fillman, Weston Burroughs, John Price and David Carver

• Repairify

The centers piloting this diagnostic, calibration and programming tool are in training to prepare for its initial launch. The program should be up and running for an update next meeting.

• Financing

There was conversation regarding some of the finance companies that are being used by Meineke dealers may be impacted by the reviewing going on with these companies by the federal government for charging high finance charges to customers.

• Regional Meetings

Spring Regional Meetings are starting up in May and the early indication is that they will be well attended.

To review past reports, please visit www.meinekedealers.com.

MDA SILVER SPONSOR

European vs. American Engine Oils: What’s the Difference?

Perhaps you’ve seen some passenger car motor oils marketed as “European Engine Oil” in the U.S. What’s so special about these oils? What makes them different from “standard” or American motor oil? And if you’re servicing European cars, how do you choose the right oil?

The term usually refers to oils formulated for European high-performance or luxury vehicles, as well as some U.S.-made luxury vehicles and SUVs. Several characteristics distinguish European motor oils:

A higher viscosity index: European oil maintains its optimal viscosity with minimal fluctuation due to temperature changes. With a wider viscosity range, such as 5W-40, 0W-30, and 0W-40, many European oils can better withstand extreme hot and cold weather and allow for easier cold engine start-up.

Lower volatility: This makes European oils less likely to vaporize at high temperatures, which helps minimize oil loss between changes.

Enhanced additive packages: European automakers such as BMW, Mercedes, Volkswagen or Porsche often develop unique motor oil tests based on the design of their engines or turbochargers. Their performance specifications tend to be stricter than the industry standard. Meeting these specs requires an exacting formulation science with enhanced additive technology, such as advanced detergents, dispersants, antioxidants, wear inhibitors and friction modifiers. These additives improve performance on thermal stability, shear stability, anti-wear, anti-corrosion, anti-foaming and anti-oxidation properties.

After-treatment system protection: Europe has tough emission regulations, and exhaust after-treatment systems can be very sensitive to sulfated ash, phosphorus and sulfur content

– collectively called SAPS – in engine oil. These components form non-combustible deposits during combustion that build up and clog the after-treatment device, impeding engine power, fuel efficiency and emission control. Reducing SAPS levels in the oil helps mitigate these impacts.

Longer oil change intervals: To help consumers control costs, many European oils are formulated for longer intervals between changes – as much as 10,000 miles or more – compared to American cars that typically require changes every 5,000 miles. European oils are also formulated for specific engine types, usually smaller, higher-powered engines.

Oils designed for American cars are generally incompatible with European engines and vice versa. This can lead to performance issues, increased wear and tear, reduced fuel efficiency, increased emissions and even engine or catalytic converter damage. Using a non-OEM specified American oil may also void the warranty on a European vehicle.

All of this means that European makes and models should use oils specifically formulated to the automaker’s standards of quality and performance. In view of the large number of European cars on the road in the U.S. and Canada, Chevron’s Havoline® line is expanding its full synthetic motor oil portfolio to make two new European-style viscosity grades, 0W-30 and 0W-40, available in North America. These will add to our selection of engine oils formulated to the specifications of European OEMs, enabling you to meet the needs of more customers who drive European cars.

Chevron is a Silver partner member of Meineke Dealers Association. The company may be reached at www.chevron.com or 925-842-1000.

Five Ways To Ensure Co-workers Follow Through Managing Expectations:

“The price of greatness is responsibility.”

–

Winston Churchill, Prime Minister of England, during World War II

Not so long ago, it seemed most Americans had dropped the word “accountability” from their vocabularies — or perhaps had never learned it. When things went awry, it was never the fault of those responsible, because they refused to be held responsible. Even politicians would admit only that “mistakes were made”, hiding behind the passive voice instead of admitting their errors.

I feel we’ve mostly gotten beyond this style of double-think, as the Millennials and post-Millennials — those so vilified by the previous generations of workers before they took over the economy — have jettisoned old, failed ideals and taken responsibility for all aspects of their own fates. The establishment seemed taken aback by workers unwilling to sacrifice their own happiness for businesses prepared to abandon them for expediency’s sake, and many of the older generations of workers are, to some extent, still in denial. But despite their dire predictions, the economy was more vibrant than ever until recently, when we hit the painful, unexpected roadblock of the COVID-19 pandemic that, at the time of this writing, we’ve yet to recover from.

While personal responsibility and accountability in the workforce seem on the rebound, you may still face some resistance from co-workers who, for whatever reason, have trouble meeting their commitments. Here are some suggestions for lighting a fire under them.

• Set clear expectations for what you need when. Calmly discuss your needs with the person(s) in question. You’re always justified in doing so if you can’t proceed without input from other team members — especially when there’s no way around the person who could potentially slow you down. In some cases, you can shift to other tasks while you wait; but if you can’t, don’t be afraid to lay down the law … politely. This may prove difficult to enforce if you’re not in charge, but that’s no reason not to make your needs heard by your upstream teammates. If they still fail to meet them, the fault isn’t yours.

• Share schedules. Scheduling software exists for a reason, and most businesses of any size have enterprise servers where teams can easily access shared programs. Set mileposts for everyone on the team in black-and-white, so everyone knows their tasks and deadlines and who needs to hand off their piece of the project to the next person when, if you’re not able to work on all pieces simultaneously.

• Set hard deadlines. Get everyone on the team involved in the planning, and agree to hard-and-fast, drop-dead deadlines for each part of the project. These deadlines should clarify commitment dates; it’s up to each team member, as an experienced worker

and adult, to determine how much work they must do daily, at minimum, to finish the task or project on time. This will make the commitments more real to the team members, making them more likely to hit deadlines.

by LAURA STACK

• Offer help when needed. Projects sometimes develop bottlenecks for unexpected reasons. If a particular individual seems overwhelmed or is slowing everyone else on the team down, it may be to your advantage to step in and help them catch up. They may have hit some kind of procedural or software snag or may have experienced some personal event that has wrecked their productivity temporarily. They may reject your help, but at least you can say you tried, and you may be able to help them behind the scenes anyhow.

• Set clear consequences for the team members who fail to meet their commitments to you. Let the team member know what will happen to the project if they don’t come through. This works best if you’re the team lead, of course. If they do come through, you can reward them; if they don’t, explain that there will be negative repercussions, up to and including termination (depending on the severity of the task and/or the failure). If you’re a simple co-worker, you can’t be so strict, but you can use a weaker version by making very clear how their failure will affect your work, and by extension, the whole team. If nothing else, maybe you can guilt them into complying.

In the End…

In the business world, we’re nothing if we’re not good team members. You sometimes have to remind people of this, whether they like it or not. Work isn’t a popularity contest. So rather than curse the darkness, light the candle of awareness at work, letting the people you depend on know how much you depend on them — and why.

© 2024 LAURA STACK. Laura Stack, MBA, CSP, CPAE is an award-winning keynote speaker, bestselling author, and noted authority on employee and team productivity. She is the president of The Productivity Pro, Inc., a company dedicated to helping leaders increase workplace performance in high-stress environments. Stack has authored eight books, including FASTER TOGETHER: Accelerating Your Team’s Productivity (Berrett-Koehler 2018). She is a past president of the National Speakers Association, and a member of its exclusive Speaker Hall of Fame (with fewer than 175 members worldwide). Stack’s clients include Cisco Systems, Wal-Mart, and Bank of America, and she has been featured on the CBS Early Show and CNN, and in the New York Times. To have Laura Stack speak at an upcoming meeting or event, call 303-471-7401 or contact us online.

Sustaining a Customer Service Initiative:

Most customer service improvement initiatives fail to produce sustained results. While such a statement may seem harsh, I think that most would agree with the statement based on their own experiences. After investing significant amounts of time, effort and money in service improvement initiatives, most organizations do not attain the sustained results they were hoping for. Failure is usually not due to a lack of creativity or resources. Failure is most often the result of a lack of long-term commitment to the hard work that sustainability requires. The "launch" phase of an improvement initiative can be challenging, but it is also energizing. Top management is involved in the launch, frontline employees join improvement teams and service communication abounds. There are skeptics, of course, but most are hopeful that this time things will actually get better. The launch phase may last several months, or even a year, depending on the organization. The service initiative launch usually includes such activities as:

• Creating a service improvement team or committee

• Developing service standards

• Communicating the details of the service initiative to the organization

• Developing and implementing training programs for all employees

• Developing and implementing a service recognition program

Each of the above activities is important and must be carefully planned and executed. The launch, however, simply gets things going. Now comes the excruciating and disciplined work to keep things going. Most organizations simply aren't that committed and stop short of doing the things that truly sustain the service initiative. Delving into the bowels of the organization and messing with processes, procedures, structure, etc. is very difficult and usually not as glamorous as the initial launch.

by DENNIS SNOW

The Need for Long-Term Commitment

initial launch. But that is where sustained improvement lies. The purpose of this article is to provide principles and processes for achieving long-term success.

Accountability

The cause for the failure of most service improvement initiatives is the failure to change the organization's formal accountability processes. Without proper accountability, service improvement remains a "nice to do." It must become a "have to do." This means reviewing and adjusting all of your accountability processes to include customer service elements. This is a painful and time-consuming task, but it is vital for long-term success.

Job Descriptions

All job descriptions must evolve to significantly reflect the critical elements of the service improvement effort. Management job descriptions must reflect expectations regarding leading a

service-driven organization. I'm not talking about a casual mention of service. It must be clear from reading your organization's job descriptions that service excellence is a core expectation. Reviewing and changing job descriptions is mind-numbing work. Few organizations are willing to do it. Only those organizations willing to make a long-term commitment to service excellence will make such an effort.

Promotions

Who is moving ahead in your organization? There is probably no single decision that more clearly communicates what an organization values than deciding who gets promoted up the corporate ladder. It is one thing to say that those employees who live the values of the company are the ones who will move ahead. It is something else to ensure that "living the values" is truly a part of the promotional decision. There are, of course, many factors that

Customer Service

Continued from page 21

go into a promotion decision. If, however, being a customer service role model isn't ingrained in the process, you are leaving to chance the most powerful factor in developing and sustaining a culture of service excellence.

Merit Increase/Bonus System

For those employees who are bonus eligible and/or receive merit-based pay increases, what are the criteria for the various levels of compensation? Does customer service performance play a significant role in the decision? Are customer service criteria clearly outlined so that everyone understands how service performance impacts their pay? The criteria, of course, must align with the values that are at the core of your service initiative. This process requires objective measurements of performance and thorough communication of expectations.

Training

Most service initiatives include training for all frontline and management employees. Organizations mistakenly think that such "kickoff training" is all that is necessary. Organizations that are truly committed to creating a culture of service excellence know that kickoff training simply provides a common understanding of the service initiative and begins the education process. Such training must never stop. Most of the organization's internal training mechanisms will have to evolve to include consistent messages about service excellence.

New Hire Orientation

New hire orientation is usually a dumping ground for a variety of topics that have no business appearing in orientation. Since all new hires go through orientation, it seems easiest to simply add any new rule or policy to orientation. Such information will never be remembered by the new hire since there is usually no context for learning most of these subjects. The purpose of orientation parallels the word itself, orienting new employees to the organization and getting them headed in the right direction. Make sure that the content that was included in the service initiative's kickoff training is included in new hire orientation. This will involve condensing, moving or even eliminating other content currently in the orientation program. That is probably a good thing.

On-The-Job Training

Who conducts the on-the-job training in your organization? Are those employees selected to train others simply the most available or are they truly role models of your service

culture? Being selected as a trainer should be an honor. It should signify that not only is the employee an expert, he/she embodies the values of the organization. Organizations that sustain a culture of service excellence carefully select their trainers using specific criteria that include modeling excellent service. These trainers are, in fact, trained on training others. They are taught how to put together a training plan, how to adapt training to different learning styles and how to incorporate the organization's values in the training. This means that train-the-trainer sessions must occur to ensure that service is an integral part of on-the-job training.

Ongoing Training

Formalized refresher training on customer service should occur yearly at a minimum. Such training can take place in a variety of formats such as best practice forums, e-learning, or simply straightforward training that continues to build on the service initiative. Committing to ongoing formal training demonstrates that service is not a flavor of the month initiative, but an ongoing organizational strategy. If it has been a year or more since specific, formal customer service training occurred in your organization, it is time to bring the troops back together.

Interview/Selection Process

Visit your company's employment office. What does the environment and process communicate? Look at the question outline that interviewers use (if one even exists) and see if the questions help zero in on the service orientation of applicants. If the process doesn't help ensure the hiring of service-oriented individuals, it is like bailing out a leaking boat. You are trying to improve customer service but are likely hiring some of the wrong people. Don't let that continue!

Communications

There is typically a lot of communication during the launch phase of a service initiative. CEO forums, newsletter articles, videos, etc., all help in getting word of the initiative out to all employees. As time passes, however, communication regarding the service effort typically drops off. While this is natural, there are certain types of communications that must continue if customer service is to remain on the radar screen.

Customer Satisfaction Measurements

Employees at all levels of the organization must know what customers are saying. Employees need to know what is working and what is not working in regard to service. Regularly measuring and communicating customer satisfaction requires a lot of thought, a lot of time, and sometimes significant amounts of money. Organizations that have sustained a culture of service excellence, however, recognize that ongoing measurement is really the only way to know how to properly allocate resources to ongoing improvement.

CEO/Executive Communication

When CEOs and executives get behind a service initiative, they usually support the effort with plenty of energy and enthusiasm, for a while. Eventually other business issues overwhelm the executive team. Again, this is natural and to be expected. Mechanisms must be implemented, however, that keep customer service on the corporate radar screen. Each executive must select a regular meeting in which customer service issues will always be a part of the meeting agenda, forever. Attendees must be prepared to discuss service progress and challenges faced by their respective workgroups. The tendency will be to let the subject drop off the agenda as time goes on. Truly committed organizations will not allow that to happen.

Ongoing Communication

Take a look at the posters, fliers, etc., that were produced and posted during the service initiative launch. Have they become worn, faded or have they disappeared completely?

Refresh the visible communications mechanisms to let employees know that the initiative is alive and well. As time goes along it is important to revise these materials so that they are in sustain mode instead of launch mode. This takes thought and creativity.

Remember those regular service improvement articles that appeared in your company newsletter at the beginning of the service initiative?

Have such articles been nudged aside or replaced completely by other newsletter content? This may send a signal to employees that the customer service initiative is no longer a priority. Again, it’s important to keep such content fresh and innovative, but it is even more important to ensure that such content remains prominent.

Sustaining a Culture of Service Excellence: A Checklist

The following checklist is provided to assist you in assessing how well you are following through on creating a culture of service excellence – beyond the launch phase. The checklist summarizes the thoughts discussed in this article:

• Have all performance appraisals been revised to significantly include customer service factors?

• Have all job descriptions been revised to ensure that customer service is reflected as a significant job expectation for everyone?

• Does your organization have a rigorous succession planning process to ensure that only those who truly live the organization’s values are promoted up the corporate ladder?

• Are merit increases and bonuses connected to customer service performance?

• Has new hire orientation been revised to include the key messages of the service initiative?

• Are on-the-job trainers carefully selected as service role models? Are they trained to be effective trainers? Have all training materials been updated with the latest service content?

• Have your employees attended formalized customer service refresher training in the last year?

• Has the interview/selection process been revised to ensure that the company is hiring service-oriented employees and modeling the company’s service values?

• Are ongoing customer satisfaction measurement systems in place? Are the results communicated to everyone in the organization?

• Does the executive team visibly and publicly demonstrate their commitment to the service improvement process on a regular basis?

• Is there ongoing communication regarding customer service that is up-to-date, fresh and creative?

Any question to which your answer is “no” or “not really” is an area that should be addressed immediately if you are to keep a service improvement initiative alive. I admit that there is a lot there. But if you are truly committed to creating a culture of service excellence, these are the areas that will yield a long-term payoff.

Concluding Thoughts

A service improvement initiative is similar to an exercise program. The beginning is exciting. You buy exercise equipment or join a health club, buy workout clothes and read about exercise routines and healthy living. The first few workouts are invigorating, and you feel pretty good about yourself. Then, other things begin to take priority. You skip going to the gym or taking your run. Each time you skip a workout it becomes easier to skip the next one. Pretty soon your running shoes are gathering dust in the closet or your gym membership lapses. Most people repeat this cycle over and over. Only those individuals who are truly committed to sustaining a healthy lifestyle are willing to put in the hard work of running when it’s raining, working out when they are tired, or eating a healthy meal when a Big Mac is simply a five-minute drive away. The same is true with a customer service initiative. The real success lies in what you do after the big, exciting launch. Yes, it is hard work, but the payoff is sustained service excellence.

DENNIS SNOW is a business author, speaker and consultant who helps organizations develop world-class customer service. He is the author of two books, “Lessons From the Mouse: A Guide for Applying Disney World’s Secrets of Success to Your Organization, Your Career, and Your Life” (DC Press), and “Unleashing Excellence: The Complete Guide to Ultimate Customer Service.” (Wiley). Dennis can be reached at www.snowassociates.com or at (407) 294-1855.

Corporate Transparency Act: What You Need To Know

contributed by Mize CPAs

The U.S. Department of the Treasury, through the Financial Crimes Enforcement Network (FinCEN), has implemented new reporting requirements for beneficial ownership information (BOI) as a result of the Corporate Transparency Act passed by Congress in 2021. This legislation aims to enhance the transparency of corporate structures, making it more challenging for individuals with illicit intentions to conceal or profit from their gains through entities like shell companies.

Commencing on Jan. 1, 2024, numerous companies operating in the United States will be obligated to disclose information about their beneficial owners — the individuals ultimately holding or controlling the company. This information must be reported to FinCEN, a bureau operating under the U.S. Department of the Treasury.

Entities subject to these reporting requirements are termed “reporting companies.” They include corporations, limited liability companies (LLCs) or those formed in the U.S. through filings with a state or tribal office. Additionally, foreign companies registered to conduct business in any U.S. state or Native American tribe through similar filings fall under the reporting obligations. Certain entities, such as publicly traded companies, nonprofits and specific large operating companies, are exempt from the BOI reporting requirements. A comprehensive list of the 23 exempt entity types is available in FinCEN’s Small Entity Compliance Guide, providing checklists to determine eligibility for exemption.

Reporting companies must submit their beneficial ownership information electronically via FinCEN’s website (www.fincen.gov/boi). The system will generate a confirmation of receipt once the report is successfully filed.

The reporting timeline varies based on the creation or registration date of the company:

• Companies established or registered before Jan. 1, 2024, have until Jan. 1, 2025, to submit BOI.

• Companies created or registered between Jan. 1, 2024, and Jan. 1, 2025, must report BOI within 90 calendar days of effective creation or registration.

• Companies created or registered on or after Jan. 1, 2025, must file BOI within 30 calendar days of receiving notice of effective creation or registration.

• Reporting companies that have changes to previously reported information or discover inaccuracies in previously filed reports — must file within 30 days.

It’s important to note that FinCEN cannot accept reports prior to Jan. 1, 2024. Penalties for willfully not complying with the BOI reporting requirement can result in criminal and civil penalties of $500 per day and up to $10,000 with up to two years of jail time.

Beware of Unsolicited Emails and Letters From FinCEN

With this new process, fraudsters have found an opportunity to fool business owners and entities into handing over their financial information. They’re sending fake communications with titles like “Important Compliance Notice” and including a link or a QR code. Those e-mails or letters are phishing attempts.

FinCEN will not send unsolicited requests. Please do not respond to these fake messages or click on any links or scan any QR codes within them.

You can learn more by visiting www.fincen.gov/boi.

Elements of the Entrepreneurial Mindset Series

Element No. 4:

When you own your own business, you are different than an employee.

Your employees represent you, but they are not you. Employees can be hired and fired, but they are not you. You are the business, and that comes with responsibilities. You are responsible for making sure the bills get paid and that money comes in to pay those bills. When something goes wrong, you are the one who is responsible for it.

One of your biggest responsibilities is to remember that you represent your organization’s brand every day and in every situation. To me, a brand is the value people think they get when they buy from an organization. However, it’s more than that. A brand is also about the values that people think exist inside of that organization. A brand is about the quality of the product or service that you sell. A brand is also about the experience that the customer goes

through in buying, receiving and using your product or service. A brand is what the customer sees and hears when they interact with your organization.

A brand is what customers and potential customers see and hear from you, the owner of the business, in EVERY situation you are in.

This includes what you do and say at work, in your community and in your “off” time. It includes what you say and share on social media and with your neighbors. In other words, you, as the business owner, ALWAYS represent your organization’s brand. If you are kind to your neighbors and helpful in your community, then people associate those behaviors with your organization. If you are belligerent to people, tell nasty jokes and use non-stop foul language, then that is the way people think about your organization.

As an entrepreneur you are seen as synonymous with your

You Represent the Brand Every Day

organization’s brand. It doesn’t matter how small or how big your organization has become; you represent the value and the values of your organization.

Think, really think, before you send out an email, text, Instagram or make a statement to anyone at any time. Is what you are about to say a good representation of the brand you want for your organization?

It's amazing how fast a business owner can ruin years of hard work by lots and lots of people. What went wrong? The person forgot that he or she REPRESENTS the brand in the minds of other people. To these other people, the owner is the business. Being an entrepreneur is a wonderful experience in so many ways. I love being an entrepreneur. However, choosing to own your own business also includes choosing the responsibility of representing that business every minute of every day.

Since 1998, DAN COUGHLIN has worked with serious-minded leaders and executives to consistently deliver excellence. He provides Executive Coaching, Leadership and Executive Development Group Coaching Programs, and seminars to improve leadership and management performance. His topics are personal effectiveness, interpersonal effectiveness, leadership, teamwork, and management. He also guides strategic decision-making meetings. And now he is also focused on helping people to develop their entrepreneurial mindset. Visit his free Business Performance Idea Center at www.thecoughlincompany.com.

by DAN COUGHLIN

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