Dealers' Digest 2024, Issue 4 by Meineke Dealers Association (MDA)

Dealers’ DIGEST

Consistency and Quality are Key

Read about how these two simple concepts can help Meineke dealers unlock longevity and success in their communities on page 18.

5 In Memoriam: The Legacy of Sam Meineke

Igniting Business Growth: Your Trusted Marketing Partner Backed by Industry Expertise contributed by UpSwell Marketing

Liquids Leak… contributed by FyterTech Nonwovens 18 Consistency and Quality Are Key by Tyler Ryan, MDA communications editor 20 BOI, Oh My. by Kevin Brown, Meineke Car Care Centers No. 104 and No. 608 21 Power Your Business With The GROUP contributed by the Automotive Parts Services Group (The GROUP) 22 The Three Unbreakable Laws of Customer Loyalty for Franchisees by Jay Baer 24 What Does “Organized” Mean? by David Allen, Getting Things Done

MDA BOARD

Janet Cummings

President

Dave Repass

Vice President

Marc Arnold

Treasurer

Joe LaManna

Secretary

Joe LaManna

Region 1 Chairman

Marc Arnold

Region 2 Chairman

Dave Repass

Region 3 Chairman

Pete Robinson

Region 4 Chairman

John Coffield

Region 5 Chairman

Chris Johnson

Region 6 Chairman

Janet Cummings

Region 7 Chairman

Allen Short

Region 8 Chairman

Greg Fry Executive Director

MDA EDITORIAL BOARD:

Rachel Jackson

Editor-in-Chief

rachelj@elevanta.com

Tyler Ryan

Communications Editor

tylerr@elevanta.com

ADVERTISING

MDA Advertising Team

advertising@meinekedealers.com 678-797-5160

DESIGN & LAYOUT

Kristen Thomas

KT Graphic Design

www.kt-graphicdesign.com

Don’t Overlook Workplace Safety by Douglas H. Duerr, Elarbee, Thompson, Sapp & Wilson LLP

28 The Essential Walks Series: Connect Your Essence, Your Life and Your Work by Dan Coughlin, The Coughlin Co.

Auto Shop Trust and Dependability: The Role of Franchisees by Tyler Ryan, MDA communications editor

FROM THE PRESIDENT

As you receive this year’s last edition of Dealers’ Digest, you are probably gearing up for the slower holiday season that we all experience. Our customers are laser-focused on purchasing Christmas presents and decorating their homes for the holidays. We have a neighbor who put up Halloween decorations in July. It’s hard to compete with that kind of devotion toward a holiday.

However, the “Meineke” that built that trust is you. Every dealer that built trust with every customer they serviced has built trust for all of us nationwide.

to the fourth generation. We have a picture of my parents in our waiting room and my kids love to tell customers who they are and tell the story of our beginning. Many of you do the same type of thing with your “story.” And, in addition to performing quality work at a good price, letting our customers see our humanity has built trust in our brand through the years. I think most of us have been successful at keeping our customers from just seeing us as a large corporation. Instead, for many of us, they see us as family, bringing us homemade cookies and telling their friends to bring us their cars.

This is probably because the story of how our brand was born is another part of how we built trust. Sam Meineke really was a “good ole boy” who made a million dollars in Houston before he ever opened his first muffler shop. He started out working in a parts house and then wound up owning one. When many of us bought our first center, we heard the story of our founder, and I believe that story inspired us.

So, as we look toward the end of 2024, this issue will explore how Meineke has built a trusted brand over the last 50-plus years. However, the “Meineke” that built that trust is you. Every dealer that built trust with every customer they serviced has built trust for all of us nationwide. This is why we have been encouraged to market our centers as “locally owned and operated.” Because, no matter what our marketing team does, how we treat our customers as the ultimate marketing tool and, by and large, the dealers in this chain have worked hard to treat their customers right.

For us, we are on the third generation of my family owning and operating our center. Our son hopes it will continue on

No matter who the “corporate” is in Meineke Corp., our customers trust Meineke because of what each and every franchisee does with his or her center.

When many of us bought our first center, we heard the story of our founder, and I believe that story inspired us.

Corporate can tell us how to be profitable, they can investigate new tools for our business, they can add services, they can spend our marketing dollars and they can negotiate with fleet companies, but — in the end — trust-building is our job. And I believe we have been successful at it. Let’s keep it up, folks.

I hope this issue of Dealers’ Digest gives you plenty of food for thought, and I hope your holidays are full of family and friends.

Sincerely,

Janet Cummings

JANET CUMMINGS

MDA COMMITTEE REPORTS

FLEET COMMITTEE SEPTEMBER REPORT

• August finished a record month, blowing away our previous high, with $5.7M in fleet sales for the month.

• Wheels/LP are finished with Donlen, outside of Hertz Car SALES (not the rental). We have a few stores doing Hertz Car Sales (Bert, you’ve got some of that), and that will continue with a “mixture” of Donlen AI and eRepair for the time being.

• We expect to be moved from eRepair to Auto Integrate by EOY at the latest for Wheels/LP.

MEINEKE FLEET PERFORMANCE

The following information was shared by the Fleet Committee in their September report.

• American Auto Shield is doing better than expected. Should be ~$3M customer by EOY.

• We are scoping some developments in Tekmetric right now, including capturing that ever-elusive “bilateral communication” piece. That’ll allow us to have visibility into the pre-approved services, which should add ~$5M for next year to the brand. A P.O. number field will also be added to the invoice data fields at the top of the invoice.

MEINEKE DEALERS ASSOCIATION (MDA) FALL 2024 REGIONAL MEETINGS

This fall, Meineke dealers across the country joined us for MDA’s regional meetings to participate in informational discussions about the state of our business and year-to-date performance, network over dinner and close out the year with productivity. Attendees also received updates on key initiatives from Meineke Car Care Centers President, Rob Fillman, and other Meineke representatives.

*Shop numbers have been redacted for privacy.

Regions One and Two were welcomed to Embassy Suites at Newark Airport on Oct. 14, to view presentations from vendor partners 1stMILE, FormPiper, Bank of America, Advance Auto Parts and Milton Industries.

Regions Three and Six were welcomed to The Alexander Hotel in Indianapolis, Indiana, on Oct. 15, to view presentations from vendor partners Milton Industries, O’Reilly Auto Parts, 1stMILE, FormPiper and The GROUP.

Regions Four and Five were welcomed to Meineke’s office in Charlotte, North Carolina, on Oct. 21, to view presentations from vendor partners FormPiper, 1stMILE, Pacific Accounting & Business Services, Official H2O, AutoZone and The GROUP.

Region Seven was welcomed to the Magnolia Hotel in Houston, Texas, on Oct. 16-17, to view presentations from vendor partners RR Donnelley, The GROUP, FormPiper, RelaDyne, Pacific Accounting & Business Services and UpSwell Marketing.

Region Eight was welcomed to Planet Hollywood Resort & Casino in Las Vegas, Nevada, on Nov. 4-5, to view presentations from vendor partners FyterTech, Factory Motor Parts, 1stMILE, FormPiper, RR Donnelley and AutoVitals.

MDA thanks all attendees and our valued vendor partners for participating in the fall 2024 regional meetings. Our association strives to continue to provide opportunities for members to meet and hold open discussions about the state of our business, as well as our plans for the future. Stay updated on communications from MDA for details regarding 2025 regional meetings.

Representatives from FormPiper deliver a presentation to fall regional meeting attendees.

Smylie Unlimited LLC Celebrates 20th Anniversary of Meineke Shop No. 1809 in Beaumont, Texas

Meineke dealer Julie Smylie and her team at Smylie Unlimited LLC are preparing a celebration for the 20th anniversary of their shop, No. 1809 in Beaumont, Texas, which reaches the milestone officially on Dec. 27. “I’m really excited about celebrating our 20th anniversary!” says Smylie. “While I haven’t made specific plans yet, my focus is on completing the building repairs and remodel so we can celebrate in style. I envision a fun and memorable event to thank our loyal customers and hardworking staff who have been with us on this journey.”

Smylie expressed that the location’s team has been an important part of reaching the milestone of 20 years, and the celebration will recognize their dedication and contributions. When the Meineke shop first began construction, many questioned the Smylie family for building in an area that was vacant except for a veterinarian and a funeral home. Though the shop was first built somewhat far from the center of the community, 20 years later, it is part of an up-and-coming area where a variety of businesses have opened up shop. Now, Smylie’s daughter Caitlyn works at the shop as a junior service writer, and her sons Calvin and Will offer business support. “The ups and downs have truly shaped us,” says Smylie, “and I know Jim would be proud of how far we’ve come.”

Julie Smylie and daughter Caitlin in July 2004, as construction of shop No. 1809 began.

Jim Smylie and son Calvin in August 2004, at the shop construction site.

Dec. 28, 2004: Jim Smylie with the shop’s first Operations Coach, Jim Grambo, and Dave Kidwell, the current general manager who worked at shop No. 1809 when it first opened.

Jim Smylie at the Meineke shop, 2020.

The Legacy of Sam Meineke

Founder of Meineke Discount Mufflers, Sam W. Meineke, passed away on Dec. 4, at the age of 93. Born in Idabel, Oklahoma, in a sharecropping family, Meineke grew up to be a visionary and passionate businessman who started a successful, nationally-recognized brand and left behind a legacy of hard work, generosity and a passion for the automotive industry.

Meineke Discount Mufflers began with Sam Meineke’s first location in 1971, a place where speed, price and quality service were made a priority. Meineke ultimately owned ten of these locations before handing the reins to franchisees, and the Meineke brand eventually grew to be about more than just mufflers.

The brand we know today, Meineke Car Care Centers, features full-service car care centers across the nation where franchisees are working hard every day to uphold all of the standards and values the company founder stood for.

“By the time I got into franchising, I had enough experience in operating and managing the business that I could really help my franchisees, which is what I really enjoyed. The Meineke concept

turned out to be a great business. Particularly the franchising, that was the most exciting thing I have ever done. I don’t think I’ll ever top it.”

– Sam W. Meineke

BEHIND THE

History Industry

History Behind the Industry is a spotlight on events and/or figures that have shaped or significantly impacted the current state of the automotive industry, and how Meineke Car Care Centers dealers can utilize such information for the betterment of their businesses.

TAKING INSPIRATION FROM THE ASSEMBLY LINE…

In 1913, Henry Ford formally introduced the world to the assembly line by implementing it at the Ford Motor Co. plant in Highland Park, Michigan. The concept of the assembly line reshaped the production of automobiles by increasing both efficiency and productivity in the manufacturing process. The act of building a car became a collection of much smaller, more specialized tasks than before, allowing individual workers along the assembly line to focus more on their assigned parts. The vehicle would make its way down the line, slowly transforming from a vision to a tangible vehicle that had touched many hands on its journey into the world.

The introduction of the assembly line meant faster production of cars and lower costs for manufacturers and the public, making cars ultimately more accessible. With efficiency at the forefront of his mind, Ford opened the gates to a whole new era of automobile production that has continued to impact the state of the industry today. The assembly line serves as a foundation for meeting the demand of people everywhere in need of reliable, accessible and affordable vehicles.

THE INDUSTRY TODAY…

Running a successful auto repair shop requires more than technical expertise; organization and efficient systems are crucial for both customer satisfaction and profitability. Meineke dealers, as franchisees, small-business owners and auto-mechanics, can take inspiration from the concept of the assembly line when considering the ways in which they can improve the efficiency of their shops. A well-organized shop minimizes downtime, prevents errors and creates a positive work environment, ultimately leading to increased productivity and customer trust.

Establishing a clear and consistent workflow process similar to the organization of the assembly line is essential for smooth operations. This starts with setting up a standard procedure for customer intake, diagnostics, repair, etc. Each step should be documented and shared with employees to ensure consistency. For example, using a digital system to log customer information and vehicle history can streamline service tracking and eliminate paperwork errors.

An organized workspace is also essential for efficiency. Within a system like the assembly line, every individual on the line knew the space within which they were meant to handle their assigned parts. Implementing an organizational strategy can help ensure that tools are always in their proper place. Labeling toolboxes and creating dedicated spaces for different types of equipment also reduces time spent searching for items and minimizes disruptions during repairs.

One of the defining features of the original assembly line structure was that an entire room of people would contribute their skills to creating the vehicles being produced, so every car was a team effort. A key to increasing overall productivity, and even positivity, within your Meineke locations may be approaching your shop as the home base of a team whose purpose is essential to your community being able to trust that their vehicles are functioning well. Ongoing training can also keep staff updated on the latest automotive technologies and repair techniques, reducing the likelihood of errors. Additionally, regular team meetings provide a platform for discussing workflow improvements, addressing challenges and reinforcing organizational policies. When employees are aligned with shop goals and processes, efficiency may naturally improve.

Clear communication is also vital in keeping a fast-paced repair environment as efficient and as safe as possible. Implementing internal communication tools can help technicians and management stay connected. Quick and accurate information sharing prevents misunderstandings and can speed up the repair process. Additionally, maintaining a clean and safe shop is imperative to allow your business to not only run smoothly, but ultimately improve its operations. Ensure that floors are kept clear of debris, spills are cleaned immediately and safety protocols are strictly followed. Providing designated areas for waste disposal and recycling keeps the shop tidy and reduces hazards, contributing to a more organized and efficient workspace.

Improved workflow, effective communication and well-maintained tools and inventory not only enhance productivity, but also boost customer satisfaction and loyalty, ensuring long-term success. By adopting these strategies, Meineke dealers may find that their auto repair shops have come to function in a way that mimics the ease of the assembly line. Though the assembly line of modern times may involve much more automation than they did in 1913, such a concept is just as reflective of the magic of manpower and just how far our ideas can take us in any industry. By keeping the core principles behind the invention of the assembly line in mind, repair shop owners can create an organized and efficient environment that benefits owners, employees and customers alike.

Sources: Smithsonian Magazine, History Cooperative

Workers on the Ford assembly line, 1913.

FRANCHISEE SPOTLIGHT

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

My late husband, Jim, always dreamed of owning a small business. He was inspired by his father, who was also a small-business owner. Meanwhile, my parents worked full-time jobs while running their own small businesses on the side. As a chemical engineer, Jim liked to say that “cars are just rolling chemical plants.” Back in 2003, when he was researching potential business opportunities, this analogy fit well — though, today, cars are more like rolling computers.

We wanted to stay away from foodservice or anything faddish, as Jim was ready to move away from engineering. We chose auto repair because it was an essential service that would always be needed. When we were considering franchises, we researched both

Julie Smylie

COMPANY NAME:

Smylie Unlimited LLC

NUMBER OF STORES: One

BASED OUT OF:

Beaumont, Texas

Midas and Meineke. Ultimately, we chose Meineke for a number of reasons, including a new franchise agreement, the name update in 2003, and the fact that it started in Texas, which made it feel like a good fit for us.

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

One of the things that truly stands out about Meineke is the incredible team we’ve built over the years. Their hard work, dedication and commitment to providing excellent service have been instrumental in making our shop what it is today. Our technicians, front office staff and everyone in between work tirelessly to deliver top-quality service and ensure our customers leave satisfied. It’s this teamwork that really sets Meineke apart and makes our brand stronger. Meineke’s dedication to providing dealers with updated tools (like Tekmetric, Shopgenie and FormPiper) further supports our team in delivering great customer service. These tools make our team’s job easier and more efficient, allowing us to maintain the high standards our customers expect. Another essential feature is Meineke Dealers Association — their work on behalf of dealers and their seat at the table with Meineke Corp. This was one of the major reasons we chose to be part of the Meineke family for so long.

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

In the short-term, after 20 years and weathering several hurricanes, our building needs a little refurbishment. I hope to start those repairs in the next month or two, although they will not be completed before the anniversary on December 27, 2024. After that, I’ll remodel the lobby and start planning a 20th-anniversary celebration.

In the long-term, I want to continue providing great customer service, reinvest earnings into the business for new equipment, and

ensure my employees have a good living. I also want to continue supporting and developing the amazing team we have, helping them grow in their roles, and ensuring that they feel valued as an essential part of our success.

Describe your best recent business decision.

One of the best recent decisions was purchasing new tire equipment. The older equipment was 13 years old and outdated. With all the advancements in technology, mounting and balancing tires is now much faster and more accurate, which gives our customers a better experience. Plus, the techs are happier when the equipment works properly, as it helps everything flow more smoothly. Investing in our team’s tools and environment has always been a priority, as it directly impacts their job satisfaction and our customers’ experience.

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

Certainly, profitability and finding qualified employees are two of the greatest challenges for any small business. One of the biggest challenges is balancing profitability with paying enough to attract and keep quality employees. It’s essential for business owners to pay close attention to costs and continually find ways to reduce them. In the auto repair field, every dollar saved can add up and allow us to reinvest in equipment, which in turn benefits the business and the employees. Supporting our team through these challenges is key, as their dedication and expertise are what keep us moving forward.

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

There have been two major changes: the increase in computer modules in cars that require reprogramming, and the scarcity of qualified technicians.

Regarding computer modules, we currently refer customers to dealers for reprogramming, but I know Meineke is working on giving us that capability. When we first opened, it wasn’t unusual for 2-4 technicians to come by every month looking for a job. Now, we might see 3-4 technicians a year. The dwindling workforce is affecting all businesses, and small businesses feel it the most as employees gravitate towards larger companies that offer more benefits.

Tell us a little bit about your family.

Jim and I were married for over 43 years, and we were blessed with three wonderful children: Will, Calvin and Caitlin. Calvin and Cait were 10 and 3, respectively, when we opened the shop in 2004, and they basically grew up here — Calvin even worked as a part-time tech during college, and Caitlin now works as a service writer. Will, the oldest, is my financial advisor. Between my two sons, I have four amazing grandkids who keep me smiling every day!

What is your favorite make and model of car?

I drive a Chevy Silverado 1500 because I love sitting higher up. But if I could have my dream car, it would be my old 1968 three-speed Mustang that my dad brought home for me in 1976. I drove it for 11 years and loved those unique blinkers built into the hood — they looked like cat eyes. Unfortunately, we sold it to another dad who wanted it for his daughter, but it’s still my favorite car.

Julie Smylie (center) with her son Calvin (left) and daughter Caitlin (right) in front of Meineke shop No. 1809.

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.

share lessons and strategies that have helped them grow the world’s most fascinating and successful companies. Founders, CEOs and dynamic innovators join in candid conversations about their triumphs and challenges. “Masters of Scale” offers invaluable insights to aid anyone in building a thriving business.

”Company of One: Why Staying Small Is the Next Big Thing for Business” by Paul Jarvis explores an original business strategy that is focused on the commitment to being better instead of getting bigger. Jarvis argues that staying small allows for greater focus, creativity and a more fulfilling work-life balance. This book encourages entrepreneurs to prioritize sustainability and meaningful connections over rapid growth, redefining success in the modern business landscape.

In a system where money talks, demystifying complex concepts is essential for business success.

NPR’s “Planet Money” podcast uses expertise and humor to bring listeners financial stories that matter. Whether you are a finance novice or a seasoned expert, this podcast makes learning about the economy enjoyable and accessible. Discover how everything in life ties back to financial principles. “Planet Money” does not just help you understand the economy, it helps you understand the world.

Todoist is a task management app designed to help users organize and prioritize their tasks efficiently. It allows you to create to-do lists, set deadlines and categorize tasks with labels and projects. Users can collaborate on shared projects, making it ideal for team productivity. The app also features reminders and tracking to keep you focused and motivated.

No matter the industry, your team must function on an elevated level. ”We’re All

In This Together” by Mike Robbins is a deep dive into the ways great businesses build trust, collaborate and operate at a peak level. Mike draws on more than 20 years of experience working with top companies like Google and Microsoft. While each team and organization has a unique set of challenges, goals and dynamics, some universal qualities allow teams to come together and thrive.

Better Software Company is designed to make franchise and small-business management streamlined with leading-edge technology. Better gives you a deeper understanding of what is happening out in the field with CRM tools, invoicing, scheduling, text messaging, reporting and customization.

The most challenging part of becoming great can be getting out of our own way. Whether it is our ego, pride or stubbornness that sets us back, sometimes we all need a reality check. Joshua Medcalf’s book, ”Chop Wood Carry Water: How To Fall in Love With the Process of Becoming Great” is a story that reminds us all that sometimes the process of achieving our goals can be more important than the goal itself.

”Masters of Scale” is a podcast that invites today’s most iconic business leaders to

Learn how companies work from those who know them best. ”Business Breakdowns,” a podcast from Colossus, interviews industry veterans, investment professionals and business leaders to explain the inner workings of public stocks and private businesses. Every business has lessons and “Business Breakdowns” is here to teach you.

”The 80/20 CEO: Take Command of Your Business in 100 Days” by Bill Canady is a detailed playbook for aspiring or accomplished executives who want to lead their organizations in profitable and strategic growth without surprise, but rather with strategy.

Inventory management will make or break any business. Sortly allows small-business owners to seamlessly manage their inventory counts in one easy app. Sortly offers real-time reporting, synchronization across all devices and teams and custom organization tools.

Autonomous Vehicle

Takeover

Autonomous vehicles will mean fewer gas-powered vehicles on the road. Since software will drive these cars, the modern vehicle can now be programmed to reduce emissions to the maximum extent possible. This is expected to contribute to a 60 percent fall in emissions.

The global autonomous vehicle market is projected to reach approximately $556 billion by 2026, growing at a compound annual growth rate of about 39 percent from 2019 to 2026.

Self-driving cars are projected to reduce traffic deaths by 90 percent, saving 30,000 lives a year.

An estimated 4.5 million people who drive for a living could face unemployment if self-driving vehicles become more mainstream.

5 Autonomous vehicles could change the behavior of consumers, which could reduce the need for parking space in the United States by more than 5.7 billion square meters.

Waymo, an industry leader in autonomous technology, has logged over 20 million miles of real-world driving and more than 20 billion miles in simulated environments as of recent reports.

7 By 2050, autonomous vehicles could reduce total fuel consumption by up to 40 percent.

Autonomous vehicles could free up an average of 50 minutes per day, allowing travelers to spend commute time working, relaxing, or accessing entertainment.

Autonomous vehicles could improve fuel efficiency by up to 15-20 percent through optimized driving patterns, such as smoother acceleration and braking, reducing overall energy consumption.

Households living in auto-dependent locations spend as much as 25 percent of their income on transportation. Reliable public transit from autonomous vehicles could lower the cost of living, saving users more than $10,000 per year.

Sources: US Bureau of Labor, USDOT, IT Digest, Yosha Law, Alliance For Automotive Innovations, McKinsey & Company, Forbes, MarketWatch, LinkedIn, Infra

Igniting Business Growth: Your Trusted Marketing Partner Backed by Industry Expertise

UpSwell Marketing stands as a beacon of support and expertise for auto repair shops, bringing a wealth of experience and a track record that speaks volumes. Born from the merger of Mudlick Mail and Muscle Up Marketing, UpSwell Marketing is committed to helping small businesses grow by offering high-impact marketing solutions supported by years of data and industry expertise.

For over a decade, UpSwell Marketing has supported more than 5,000 auto repair shops, crafting over 100,000 campaigns and generating 5 million new customers for their clients. The team comprises uniquely qualified and extraordinarily passionate marketing professionals driven by a simple promise: "More Customers. Period."

With over 15 years of experience in the industry, UpSwell Marketing has honed its strategies and knows that the key to success in a crowded market is capturing the attention of potential customers and converting them into life-long, loyal clients. Whether it’s through direct mail, digital advertising or other innovative techniques, they have the expertise to make it happen.

role of a mere service provider and become a true partner to the shops they work with, working closely to provide expert guidance and continuously refine your strategies for optimal performance.

As a leading source for full-service auto shop marketing and customized marketing strategies, UpSwell Marketing helps shops maximize their return on advertising spend and receive solutions that drive real growth and long-term success. The marketing approach is meticulous and results-driven, combining deep industry knowledge with data-backed strategies, so each campaign delivers measurable outcomes and provides plenty of opportunities for generating revenue and sustainable growth.

UpSwell Marketing understands that not all shops are created equal and recognizes the unique challenges and opportunities that each face — whether it's location, customer demographics or competitive landscape. Taking the time to analyze your individual circumstances and goals uncovers insights into the most effective marketing strategies for your business. This tailored approach ensures that every campaign is designed with your shop’s specific needs in mind, maximizing its impact and efficiency.

What makes UpSwell Marketing truly invaluable as a partner is the commitment to ongoing support and collaboration, along with a deep understanding of your industry. They go beyond the

With a reputation built on trust, innovation and a commitment to helping small businesses thrive, UpSwell Marketing is the go-to marketing expert for auto repair shops looking to grow. Whether you are looking to attract new customers, retain loyal ones or both, UpSwell is ready to craft a marketing strategy tailored to your needs. They are more than just a marketing company; they are a growth partner invested in your success, ensuring that your shop reaches its full potential. This level of partnership means that Meineke dealers and local shops don’t need to worry about the complexities of strategic marketing and can focus on what they do best — providing excellent service to their customers.

For more information on accelerating your business growth, visit www.upswellmarketing.com or call the automotive marketing experts at 888-628-9667 to join the thousands of successful auto repair shops that have benefited from their expertise.

Spotlight on the 118th Congress: Congresswoman Lisa McClain (R-MI-09)

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

A Before running for and being elected to Congress, I spent more than 30 years as a businesswoman in the financial services industry and built a top-tier business from the ground up that helped tens of thousands of families save for their future. I have had to sign both sides of a check and make ends meet. As I work in Washington, I take a results-oriented approach to ensure we are improving the lives of Michigan families and business owners.

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

AThe number and complex nature of Federal regulations have multiplied at an alarming rate, and these regulations affect small businesses much more than larger businesses. A recent regulation rushed through by the Treasury Department that impacts 32 million entities can result in fines and felony charges if not complied with. I led my colleagues to ask for a delay, which gives small businesses more time to adapt to this new regulation. Ultimately, we need to get the government out of the way and start putting a little more trust in business owners to operate their business.

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

Small businesses are innovators, trailblazers and even contribute to our national defense. I continually meet with, aid and encourage small businesses in my district to apply for government contracts. The U.S. government procures around $500 billion annually in products and services, and 23 percent of these dollars are required to be awarded to small businesses. Small businesses are the heartbeat of our economy, and I will continue to be a champion for our business community and fight for policy solutions and regulatory reform that fosters entrepreneurship.

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

AMichiganders are my top advisors – the people who I count on to provide me with honest and straightforward advice that helps me be the best Congresswoman I can be. I recently sat down with several women-owned manufacturing companies based in MI-09 to learn more about their business models and discuss ways Congress can facilitate more American manufacturing. I am incredibly proud of these women for carving out a successful path in a once male dominated industry. Understanding the pulse and what’s happening on the ground in my district is of the utmost importance to me.

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

AFor many Americans, franchising has been a path to the middle class and financial security. Businesses, big and small, need to be involved and have a seat at any negotiating table while Congress drafts policies that affect their businesses, and the franchisees’ future. I welcome those conversations, and look forward to meeting with as many as I can as Congress moves forward on critical tax extension and reform bills in the 119th Congress.

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?

Help is on the way. Under President Trump’s last term in office, our country saw the best economy in a generation. When we return to Washington in January, we are going to get to work extending and revising the Tax Cuts and Jobs Act and rolling back burdensome regulations so small businesses see a decrease in costs and no tax increase. With my background as a successful business and Congresswoman, I will work tirelessly to return prosperity and security to our businesses, families and communities.

Support the Vendors That Support Your Association

Liquids Leak…

It’s going to happen. Oil, transmission fluid and coolant – they spill on the floor creating a mess and even worse, a slip-and-fall hazard for your employees. Even inclement weather finds its way under

Granular (Clay)

• Tempting low purchase price.

• Extremely poor absorbency.

• Messy and labor-intensive deployment.

• Expensive disposal costs.

• Clay contains silica – a health hazard.

• Granules get tracked through your shop and into machinery.

Use Spilfyter every day to manage…

• Leaky customer vehicles.

• Liquid storage and used oil collection.

• Battery acid spills.

• Greasy tools, hands and workstations.

• Slippery floors from rain and snow.

your bay doors and tracked into customer areas. Spill control products (like Spilfyter® pads and rolls) are an excellent tool for managing these leaks and spills, but with all the options for cleaning up spills, how

do you select the right solution?

I’m sure many of you are grabbing bags of clay or renting laundered rugs, so let’s look at these choices and compare them to Spilfyter spill control products.

Laundered Rugs Spilfyter

• Contract-based program to rent a set number of rugs.

• Loses absorbent capacity with each laundering.

• You do not get “your” rugs back. Your replacement rugs can contain residual solvents, VOCs and odors.

• Laundering process creates hazardous wastewater concerns.

• Rugs get landfilled at end of life.

Spilfyter, a FyterTech Brand

For over 25 years Spilfyter products have been keeping facilities like yours clean, safe and productive. They come in a variety of constructions, sizes and types to manage everything from daily leaks and drips to major environmental spills. You can choose from:

• Sorbent Pads and Rolls

• Wipers and Rags

• Absorbent Socks, Pillows and Drum Top Covers

• Marine Sorbents

• Industrial Rugs and Mats

• Spill Kits

• Neutralizers and Classifiers

• Spill Containment

Spilfyter spill control products are manufactured by FyterTech Nonwovens. Headquartered in De Pere, Wisconsin, FyterTech is one of the world’s largest vertically integrated sorbent manufacturers

• Initial purchase price can be higher.

• A wide variety of products and designs to meet any application.

• Simple and easy to use.

• Buy what you need, when you need it.

• Highly efficient, best-in-class absorbent.

• Chemically inert so they won’t react with aggressive fluids.

• Incinerable, effective waste-to-energy solution.

Spilfyter traction mats keep waiting areas safe for all kinds of Meineke guests.

with production and distribution facilities in Green Bay, Wisconsin; Jackson, Tennessee; Anchorage, Alaska; Manchester, England, and distribution partnerships in the Netherlands and Singapore. The business has over 300 employees and sells its technical nonwoven fabrics and spill control products to distribution partners throughout the United States, North America and in over 60 different countries globally.

Absorb It. Wipe It. Contain It.®

ConsistenCy and Quality Are Key

For small-business owners, finding the key to long-term success and customer satisfaction does not have to be a mystery. In the act of owning and maintaining a business, franchisees are exercising an array of skills: project management, leadership, organization, marketing, etc. Being an owner of one or several locations under a larger brand takes time, dedication and a desire to see one's business reach new heights, in addition to the ability to tap into all the aforementioned skills. Sustaining success is an ongoing effort that franchisees know well; it requires staying aware of the state of one's business while utilizing any resources available for improvement. The business begins with the franchisee and their team, and it can only be as strong as the people who are constantly working to keep it afloat.

While it may sometimes be overwhelming to wear so many hats and pay attention to all the moving cogs in the system that is a franchise, the process of keeping one's business running in tip-top shape and providing customers with the positive experiences they

seek can be simplified through two simple ideals: consistency and quality. When consistency and quality are taken into consideration in one's business operations, it can make the difference between a business not doing as well as it could and that same business thriving beyond an owner's expectations.

by TYLER RYAN

To begin establishing overall consistency within a business, a franchisee must first understand why consistency is such an important piece of excellence in customer service. When a person walks into any business looking for a specific product or service, particularly when that business is operating under the umbrella of a larger brand, there are certain aspects of the experience that they might expect or hope to be consistent across several visits. As the owner of one or several Meineke Car Care Centers, part of the

task at hand when creating positive customer experiences is not only showing people what stands out about your own store, but also showing people that your store is carrying on the values and standards of the Meineke brand at large. This means it is important to practice being aware of your place within the brand and how your stores function relative to the whole system. For members of Meineke Dealers’ Association (MDA), there is ample opportunity throughout the year to share best practices, network and observe how other Meineke dealers choose to approach their business operations for optimal success. Finding ways to both elevate your own business and remain in touch with the values of the brand and the extensive network of franchisees within it is the key to balancing the identity of your business and the consistency that can help it thrive.

it is important to praCtiCe being aware of your plaCe within the brand and how your stores funCtion relative to the whole system.

another step taken to gradually improve one's business. Acting swiftly on constructive criticism to address any gaps in service or product quality is imperative. Additionally, franchisees can try their best to be aware of how market trends and customer preferences evolve. Those who stay informed about industry changes and adapt accordingly are better positioned to maintain relevance and quality.

As a business owner, you can't be the only one who's concerned with the quality of the products and services your company provides; your employees should be just as dedicated to delivering their best work, day in and day out. Comprehensive and ongoing training ensures that staff understands and executes brand standards effectively. Training should cover technical skills, customer service etiquette and problem-solving to equip employees with the tools to handle any situation professionally. Franchisees can also emphasize a culture where customer satisfaction is the priority. Empower employees to go above and beyond for customers and create a welcoming environment that makes people feel valued. A customer-first mindset often translates into higher satisfaction levels and stronger relationships.

Prioritizing consistency does not mean sacrificing opportunities to be unique, either. Franchisees across the country may be unique in that they decide to connect with their communities in the ways that serve each community best; holding different kinds of events or fundraising for a variety of causes allows every Meineke shop to set itself apart as a place for connection. It is also nice to celebrate the uniqueness of one's staff in every location because there will always be a set of people within a business whom the customers may come to recognize. The people that make up every business make it special, and continuing to emphasize what makes your business special is certainly a pathway to sustained success in a competitive market. On the other hand, the simple fact that one's business is involved with its community may be something that customers expect to be consistent across other locations and even other franchisees' businesses. Keeping in mind the reputation the Meineke brand has developed as being involved in giving and helping others can ensure that, as a franchisee, you keep this brand characteristic consistent across your own locations.

For franchisees, maintaining high standards of product and service quality is more than just a business strategy — it’s a cornerstone of success. Providing subpar products or services can lead to negative feedback, potentially harming the franchise’s profitability and growth. In a crowded market, quality sets a business apart. Customers have options, and businesses that consistently deliver exceptional experiences are more likely to capture and retain market share. High quality creates a competitive edge, particularly in industries where differentiation is challenging. Customer feedback is also invaluable for understanding what’s working and where improvements are needed. Encouraging your staff to find out directly from customers how the quality of their experience could have been improved, or what was already excellent, can be

For franchisees, the impact of quality can extend far beyond their immediate locations. By consistently delivering high-quality products and service, they strengthen the entire franchise network. This creates a positive feedback loop: satisfied customers build brand loyalty, which drives traffic, revenue and ultimately, the success of individual franchisees. Quality is not optional for franchisees; it is essential. By prioritizing adherence to brand standards, investing in training and fostering a culture of excellence, franchisees can ensure they meet and exceed customer expectations. In doing so, they not only safeguard their own business success but also contribute to the collective strength of the Meineke dealer system.

As a franchisee, it is only natural that one would want to do all that they can to ensure that the success they've acquired up until now can be sustained well into the future. Though consistency and quality are values that have surely been put into practice day after day for small-business owners, revisiting something that seems so simple can actually be a means of revitalizing the business and returning to the foundation of successful operations. Providing stellar service is at the core of Meineke dealers' motivations, and doing so is not nearly as effective without keeping both consistency and quality at the forefront of one's mind every single day.

From the smallest aspects of the everyday experience people have in your stores to the overall impression they build of the Meineke brand at large, there are countless ways that franchisees can make an effort to keep guests feeling as though they know what they've come to their local Meineke shop for – and not only did they receive what they expected, they also gained something extra. The effects of franchisees and their teams going above and beyond to improve their stores surely do not go unnoticed, and it is these effects that will keep loyal customers coming back for more. When they are able to find a consistent, high-quality product or service, they are much more likely to recommend it to others and help expand the reach of your business within its community. For franchisees looking to revitalize or renew the levels of success they're seeing in their stores, going back to the basics of consistency and quality may prove to be the key – one that was in their grasp all along.

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

In a recent meeting with my bookkeeper, I was asked if I had filed my BOI report. I didn’t know what she was talking about, so the answer was definitely “no.” Not only had I never heard of it, but I also didn’t know that failing to submit it before the end of this year could result in a $500-a-day fine. Most every business that is an LLC, Corporation or other entity that requires filing with the Secretary of State is required to file this report.

BOI, Oh My.

The Beneficial Ownership Information Report (BOIR) is a new requirement under the Corporate Transparency Act (CTA) for U.S. businesses. It's designed to increase transparency in business ownership and help combat financial crimes. It’s a simple process that can be submitted online.

Key Points About the BOIR:

• Required by the Financial Crimes Enforcement Network (FinCEN).

• Applies to most U.S. businesses.

• Deadline for filing is January 1, 2025.

by KEVIN BROWN

• Failure to file can result in penalties of up to $500 per day.

What Information is Reported?

The BOIR requires businesses to report details about their beneficial owners, including:

1. Full legal name.

2. Date of birth.

3. Current residential or business address.

4. Unique identifying number (e.g., passport or driver's license number).

Why is the BOIR Important?

The BOIR helps:

• Prevent money laundering and other financial crimes.

• Improve corporate accountability.

• Assist law enforcement in investigations.

More information can be found at https://www.fincen.gov including a link to submit your information online.

KEVIN BROWN has been the Owner of Meineke Car Care Centers No. 104 and No. 608 in Charlotte, North Carolina, since 2000. Before that, Brown worked for a previous franchise owner from 1981-2000.

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The Three Unbreakable Laws of Customer Loyalty for Franchises

In today's competitive business landscape, franchise owners face a unique challenge: Customers are more willing than ever to try new brands and providers. The good news? You have an unprecedented opportunity to win over your competitors' customers. The challenge? They can do the same to you. To thrive in this environment, you must focus on delivering what I call the “Coveted Customer Experience." This means exceeding customer expectations so consistently that price and perfection become less important.

When you achieve this level of customer experience, you gain the most valuable asset in business: the benefit of the doubt. Customers will forgive occasional mistakes and won't be as price-sensitive when they know they can count on you to deliver an exceptional experience. So, how do you create a Coveted Customer Experience? It comes down to three key elements, which I call the "Three Unbreakable Laws of Customer Loyalty:” being quick, clear and kind.

1 Quick: In today's fast-paced world, customers expect swift responses and efficient service. Set a goal to be 15 percent faster in your interactions and processes. Whether it's answering phone calls, responding to emails or fulfilling orders, find ways to streamline and accelerate your operations.

Clear: Confusion is the enemy of customer satisfaction. Aim to be 15 percent less confusing in your communications and procedures. Use simple, straightforward language in your marketing materials, product descriptions and customer support. Make sure your employees are well-trained and can provide clear, accurate information to customers.

Kind: Empathy and understanding are more important than ever. Strive to be 15 percent more empathetic in your customer interactions. Train your staff to listen actively, show genuine concern and go above and beyond to help customers feel valued and appreciated.

Customer expectations continue to escalate, but if franchises can focus on being quicker, clearer and kinder, they will be on their way to exceeding expectations and creating loyal customers. By focusing on these three unbreakable laws, you'll create the kind of customer experience that gets noticed and talked about. In fact, it will likely be reflected in your online reviews. Recent data shows that 70 percent of consumers say reviews are more important to them now than ever before, and a staggering 25 percent have read an online review in the last 24 hours. When you consistently exceed expectations, customers will share their positive experiences through reviews and word-of-mouth. This, in turn, attracts new customers who are seeking the same level of service and attention. It's a virtuous cycle that can help your franchise grow and thrive.

To get started, assess your current performance in terms of speed, clarity and empathy. Gather feedback from your customers and employees to identify areas for improvement. Set specific, measurable goals for enhancing your customer experience and involve your entire team in the effort.

Remember, every interaction is an opportunity to create a

memorable, positive experience that sets your franchise apart. By making quick, clear and kind service your top priority, you'll build a loyal customer base that will stick with you through thick and thin. The franchises that will succeed are those that embrace change, adapt quickly and relentlessly focus on delivering exceptional customer experiences by adhering to the Three Unbreakable Laws of Customer Loyalty.

by JAY BA ER

So, don't wait for the perfect moment or the ideal circumstances. Start today by setting your sights on being quicker, clearer and kinder than ever before. Your customers will notice, and your franchise will reap the rewards.

JAY BAER is a business growth and customer experience strategist and researcher. He was voted as the world’s No. 1 global guru in customer experience in 2024, and is a Hall of Fame keynote speaker. Jay is also the New York Times bestselling author of seven books, including his most recent work: “The Time to Win: How to Exceed Customers’ Need for Speed.” Find more about Jay at www.JayBaer.com, and find his useful email newsletter at www.TheBaerFacts.com.

What Does “Organized” Mean?

You are disorganized if you need something somewhere that you don’t have or have something somewhere that you don’t need. If you have a phone and discretionary time (and you want to be productive), you need to have easily viewable the complete list of every single phone call you need to make. Otherwise, you don’t have the information you need, in the format you need, to remind you of what you’ve agreed with yourself you need to be reminded of, when. If you are trying to prepare a lovely five-course dinner but the kitchen counters are still full of last night’s dishes, you’re not organized. There’s stuff in the way that you don’t need. In either case, you’re not organized — at least as much as you could be, from your own perspective.

An exercise I’ve done in my seminars is to have everyone reach into their purses or wallets and get something that doesn’t belong there permanently, and which has been there longer than a few hours (besides money). Almost all have at least one thing in that category — a receipt, a business card, a scrap of paper with scribbled notes, an old parking ticket. These are things whose location does not map to their meaning to the person who has them. If the item has no further usefulness, it is trash, but it’s not in the trash. Often it is something they need to store somewhere else — it is a reference, but it’s not appropriately accessible as such. Sometimes it’s something that they need to do something about, but it is not in a place that reminds them to do it. There is a lack of coherence between what the thing is and where it is.

Lots of folks contend that their “stacks” are what they want and that’s the best way to be organized. But most piles that people have around them have a blended mixture of stuff to read (actions when they have time to read), stuff to store away that they want access to (reference), stuff to throw away (trash), and stuff they still need to decide what to do about (in-tray). The background stress from those constipated stacks generates a psychic callous — we stop noticing the piles, at least enough to really do something about them.

But to be exact, with those stacks, you could conceivably be “organized.” It’s all relative — if you truly have decided that fifty pounds of miscellaneous paper material piled up all around your office is reflective of what it really means (these are all things that I just want to feel slightly pressured by but not actually do anything about, that I want to be able to find in a relatively short period of time, if I have to), then you’re organized. As a matter of fact, you’d be disorganized if you changed anything about those stacks. So, how does the meaning of something translate into organization? Pick up anything around you that you’re wondering what to do with, and apply a simple set of formulae:

• “I don’t need or want it.” = Trash.

• “I still need to decide what this means to me.” = In-tray item.

• “I might need to know this information.” = Reference.

• “I use it.” = Equipment and supplies.

• “I like to see it.” = Decoration.

• “When I could possibly move on it, I want to see the action as an option.” = Next action reminder, reviewed when and where it could be done.

• “I need to be reminded of this short-term outcome I’ve committed to.” = “Project” list item, reviewed weekly.

• “I need to have this when I focus on a project.” = Support material.

• “I might want to commit to this at any time in the future.” = “Someday/Maybe” list item.

• “I might want to commit to this on or after a specific time in the future.” = Calendared or “tickled” item incubated for review on a specific future date.

by DAVID ALLEN

• “I want to achieve this ‘bigger’ outcome.” = Goals, objectives or visions that you review on some longer interval (a.k.a. your higher-level Horizons of Focus®).

• “It’s something someone else is doing that I care about.” = “Waiting-for” list item, reviewed at least weekly.

• “I need to consider it when I do certain recurring activities.” = Item on a checklist.

Test these against anything you find lying around you in work or life that you think you need to know how to organize. Organizing tools should not be so mysterious — they are merely to support these various functions.

This is simple common sense. So, why do so many people feel like they need to be more organized? It’s because most avoid deciding what so many things mean to them, which makes it impossible to know what to do with them. And what’s even thornier is that even if they “get organized” according to these simple criteria, it is highly likely that they can become disorganized rapidly. Over time (and often not that much time) things change in meaning. The magazine is no longer the current issue, the project is no longer something we’re committing to action and the good idea isn’t so good anymore. So, even if we get our ducks in a row, they wander off of their own accord. Being organized is a dynamic process, demanding consistent reevaluation, rethinking, and renegotiating the relevance of things in our physical and psychological environment.

We don’t tell people how to get organized. We only assist them to marry what things mean to where they are. Simple, tricky business.

“We must strive to reach that simplicity that lies beyond sophistication.”

— John Gardner

DAVID ALLEN has been called one of the world’s most influential thinkers on productivity and has been a keynote speaker and facilitator for such organizations as New York Life, the World Bank, the Ford Foundation, L.L. Bean and the U.S. Navy and he conducts workshops for individuals and organizations across the country. He is the president of The David Allen Co. and has more than twenty years of experience as a management consultant and executive coach. His work has been featured in Fast Company, Fortune, the Los Angeles Times, The New York Times, The Wall Street Journal and many other publications. “Getting Things Done” has been published in twelve foreign countries. Learn more about David Allen at https://gettingthingsdone.com/.

overlook don’t workplace safety

For any retail business, customer safety is an important concern, not only because of the potential cost of injury claims but also because of the reputational damage that can arise from customer complaints about unsafe conditions. This is heightened by the reality that many (hopefully) individuals will pass through the public spaces, perhaps even in an impaired condition due to physical/medical issues or perhaps intoxication. Consequently, there is often a direct incentive for managers to be proactive on safety in public areas by keeping floors dry, free of slip or trip hazards and the like.

Unfortunately, a business owner/manager cannot stop there as workplace safety is also a significant concern and extends beyond public spaces but also to areas where housekeeping and other issues seem less important. In addition to the potential for employee injury claims, the federal government, and many states, have laws requiring employers to provide a workplace free of recognized and obvious hazards. Also, if the workplace has employees under the age of eighteen (18), there are job functions that are deemed so hazardous, depending upon the age of the worker, that those workers should not perform them or even be exposed to them. Nonetheless, workplace safety can become an afterthought because injuries can be few and far between as the workers are less likely (hopefully) to be impaired (and can be sent home upon signs of impairment) and are likely more familiar with the workplace and the presence of hazards as compared to the casual customer. As a result, because safety procedures can also be viewed as a cost item that interferes with productivity, complacency can easily set in. Because workplace safety is required by law, retail establishments can be subjected to safety inspections by federal or state officials. These visits occur without notice, and the law generally allows inspectors to prompt entry onto the premises without a search warrant. Generally, if a safety inspector is denied reasonably prompt entry, the agency is generally authorized to get a search warrant and will be back with multiple inspectors and a mandate to do a “wall-to-wall” inspection.

because safety procedures

without bone loss, ear loss, etc.), or the like, employers are required (i.e., can receive a fine for failure to do so) to provide prompt notification to federal and/or state agencies, usually within hours of becoming aware of the situation.

These are much broader than what normally occurs when the inspection is complaint-based and more likely to find safety violations that might have been missed in a more focused inspection. These inspections can be random, be the result of a complaint by an employee or someone else, or stem from a report received from an ambulance or other medical providers. In addition, if an employee suffers a workplace injury or illness and is hospitalized, dies, suffers an amputation (which is very broadly defined to include injuries such as fingertips

Do you really need to worry about a government inspection when you have taken advantage of the “safety review” offered by your insurance company? Absolutely! While not all carriers/brokerages offer such a service, and you should take advantage of it if you can, such reviews are generally too general and are normally focused more on things like fire hazards and other sources of property loss, customer safety, and the like. There may be some workplace safety items on the checklist (e.g., are employees required to wear nonslip shoes in environments that might have wet floors?), but that is not enough.

by DOUGLAS H. DUERR

A business owner should give serious consideration to having a review conducted by a workplace safety consultant to review potential hazards in the workplace as well as safety procedures, policies, and training. In addition, such an inspection should also identify requirements for personal protective equipment (e.g., gloves, protective eyewear, etc.) that might be required. While such consultations are not cheap, they are not only less expensive than the potential fines in the event of a governmental inspection. They can also result in penalty reductions by demonstrating that the business takes seriously its obligation to provide a safe working environment. Such a review can also help prevent injuries (and the resulting workers’ compensation claims) and have a positive impact on employee morale by showing that the business cares about them.

As noted above, if the business employs workers under the age of eighteen (18), extra care needs to be taken to ensure that the workers do not perform certain tasks that are considered hazardous. While a manager may be familiar with the hours (and times) of work limitations, they may be less aware of duty restrictions (e.g., prohibitions of working with or around moving equipment, slicers, motor vehicles, etc.). Restrictions on the types of work minors can perform have been in existence since the Fair Labor Standards Act (FLSA) was enacted in 1938 as law, which deals primarily with minimum and overtime wages and also imposed child labor restrictions; at the time, children were working in mines, factories and other hazardous areas. Since then, the types of prohibited job duties have certainly expanded, although they are tied to the age of the worker, meaning that as individuals age, fewer job duties are prohibited.

What does this all mean? When thinking of safety, do not forget the safety of your workers. Not only will that help the mod rating for your workers’ compensation insurance, it is also required by law. Make sure your managers are trained on the job duty limitations of minors if any are employed (you have age certificates on file, right?) and bring in a workplace safety consultant to review potential safety hazards as well as the safety policies, procedures and training. As the saying goes, “Workplace safety is no accident.”

DOUGLAS H. DUERR is a partner at Elarbee Thompson, a national labor and employment law firm with an industry practice area focused on franchisees. Learn more at www.elarbeethompson.com.

The Essential Walks Series:

YourLife and Your Work ConnectYourEssence, The Introduction

Sometimes, in the midst of a busy day, people will go for a walk outside. It might be for a block or a mile or three miles. They just put their phone down and walk by themselves. Why do they do that? For three main reasons:

1. To clear their mind.

2. To see things with a fresh new perspective.

3. To enhance their health.

Essential Walks are about taking a break in the midst of a busy day and thinking about the non-physical and non-material essential aspects of your life. The same three reasons remain for taking an Essential Walk inside your mind as for taking a physical walk outside. Throughout my entire career, my focus starting in 1985 has been on helping other people to achieve whatever they want to achieve. I’ve rarely talked about these essentials in my articles, seminars, or executive coaching sessions. However, these essential topics have always played a major role in every major decision I have made in any aspect of my life. So now I think it’s time to offer questions on these essential topics for others to use toward being what they want to be and achieving what they want to achieve.

As I will say many times, these are just my own thoughts and reflections. My ideas on these topics are no better or no more correct than anyone else’s. There is a great deal of mystery and unknown within the topic of Essential Walks, and no one’s ideas are any better or worse than anyone else’s. I offer mine in the hope that they will spur you to pause and reflect on the non-material and non-physical essential aspects of your life. Throughout this long series of articles on Essential Walks, I will often use definitions

from the Merriam-Webster Dictionary (MWD).

In MWD, the word “essential” means relating to or constituting essence; of the utmost importance; and something necessary and indispensable. That is what this series will focus on: your essence, the part of you that is of the utmost importance, and the aspects of you that are indispensable.

Topics for Essential Walks

by DAN COUGHLIN

In any given Essential Walk, you can only reflect on a few key ideas at a time. Otherwise, you can become overloaded and burdened down. Each article in this series on Essential Walks will focus on a few key words or short phrases.

Here are ideas that we will dive into in this series: essence, virtue, egotism, integrity, discernment, peace, freedom, purpose, joy, gratitude, wisdom, introspection, hope, mercy, forgiveness, justice, fairness, kindness, patience, respectfulness, caring, compassion, calmness, unconditional love, empathy, immediate gratification, instant satisfaction, short-term pleasure, conscience, inner voice, quest, vocation, grace and many more.

As you can see, these are topics that you can’t hold in your hand or measure or carry around. They make up the essence of who you are as a person. Each of these Essential Walks will take you away from focusing on

Continued on page 30

Continued from page 29

your bills, house, cars, material items, title, bank account and responsibilities at work and home. And then after each Essential Walk, I hope you will take your insights back into those areas of your day-to-day life. An essential life is not separate from a physical, material, family, community or work life. The one flows into the others. However, without time for Essential Walks, you can easily lose sight of the connection between your busy personal and professional lives and the essential aspects of who you are as an individual. And that lost connection can keep you from fully being the person you want to be in the future both personally and professionally.

Essential Walk No. 1:

See the Importance of Strengthening Your Essence

(Author’s Note: As I share my thoughts with you on the essence of a person’s life, please keep in mind these are just my thoughts. It doesn’t mean they are right. I hope you will consider them, but more importantly, I hope you will reflect on each word and decide how you define these very important words in your life.)

What does “essence” mean?

I like the word “essence.” It captures the idea I’m trying to get across.

MWD defines essence as: “The most significant element, quality or aspect of a person.”

I define your essence as consisting of your thoughts, emotions and will.

In MWD, “will” is defined in many ways: a disposition, inclination, choice, volition, mental powers manifested as intending and choosing, a disposition to act according to principles or ends,

and the power of control over one’s own actions or emotions.

The simplest definition of “will” that I’ve ever read was in the book, “Power of Will,” that was written in 1907 by Frank Haddock. He wrote, “Will is the power of self-direction.” In my words, your will is the direction you send your thoughts and emotions toward.

Your essence consists of the non-physical and non-material aspects of who you are as a person. You can’t hold your essence in your hands or touch it, but it guides your life.

I think your essence manifests itself in your words and actions. It is what is behind those words and actions.

One way to understand your essence is to answer these three questions:

1. What am I thinking?

2. What am I feeling?

3. What direction am I willing my thoughts and emotions to head in?

What does an “Essential Walk” mean?

Just as you can make choices to develop your body, I believe you can make choices to develop your essence as well. Just as you can make your body healthier or less healthy, I think you can make your essence healthier or less healthy, which can then lead to healthier or less healthy words and actions.

An Essential Walk is when you take the time to really reflect on your thoughts, emotions and will, and decide on any adjustments you want to make to your essence. Another way of saying this is that an Essential Walk is how you develop your essence. Do you just go on autopilot and let your subconscious desires and the people around you guide your decisions, or do you consciously intervene and determine your desired thoughts, emotions and will?

Essential Walks are about your capacity to make choices.

Essential Walks

The quest of Essential Walks, the quest of this journey, is to have a healthy essence, which can then lead to healthier decisions, words and actions. It is the starting point of becoming the person you want to be in the future.

How does all of this connect to your personal life and your work?

Every person has thoughts, emotions and will. Therefore, every person has an essence.

Every person makes decisions that affect the health of their essence.

Their essence affects what they say and do.

What they say and do affects their personal relationships and activities as well as their work relationships and activities.

A person can reflect on their thoughts, emotions and will, and decide whether they want to continue on with them, subtract some of them, add to some of them or change some of them. In going on Essential Walks, the person affects how they channel their thoughts, emotions and will. In shifting how they channel those, they can strengthen their essence, which is the intangible part of themselves that guides what they say and do.

Your progress toward becoming the person you want to be begins with your essence, which consists of your non-physical and non-material thoughts, emotions and will. Again, the desired endgame of Essential Walks is to develop a healthier essence, which will then impact all of the other aspects of your life.

An important question then becomes, “Am I going to let my subconscious desires and the influences of other people run my life as they see fit, or am I going to channel my energies and desires as I see fit?”

Of course, that leads into the question of, “How will I decide what I see as healthy thoughts, emotions and will?”

That will be the basis for our next Essential Walk, but for now I think you have enough to chew on.

Essential Walk Questions to Consider

1. What does the word “essence” mean to you?

2. What do you see as the essence of who you are as a person in 50 words or less?

3. What are examples in your life where you have consciously channeled your thoughts, emotions and will in a new direction?

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. Visit his free Business Performance Idea Center at www.thecoughlincompany.com.

trust depenD ability

OAuto Shop Trust and Dependability: The Role of franchisees

ne of the main motivations for many small-business owners is the desire for their business – whether it is a hair salon, auto repair shop, boutique or restaurant – to be a place within their community where people can come together for one reason or another. Guests at every business are there to receive a particular service or product, and it is their experience with that business and its services/products that will ultimately determine whether they decide to be a repeat customer, or if their first visit will be their last. At the core of every budding relationship between a customer and the business owner is a foundation of trust and dependability. The customer is asking themselves a series of questions before, throughout and after their time interacting with your business:

1. Do I feel confident that I've come to the right place to be serviced?

2. Is this experience meeting my standards?

3. Did I leave feeling that I got what I came for?

Similar additional questions may come to mind for every customer, but the answers they find within their experience will decide whether your business has become one that they feel they can trust or depend on whenever they are in need of the same service or have a craving for your product. As Meineke dealers, the question of how you are building trust and dependability between yourself, your staff and your customers is a question that cannot be ignored or overlooked. The state of your business and the relationships you build within every one of your Meineke shops’ surrounding communities may depend on it.

When aiming to establish a relationship of trust between one's business and the customer, particularly within the automotive industry, appearances are everything. The first impression a

customer has upon visiting a Meineke shop will surely impact their overall experience, as this shop is meant to function as a space where customers can bring their vehicles and feel assured that it is being tended to in a well-maintained and organized area. Keeping one's shop as orderly and presentable as possible is imperative to quality service, and going the extra mile to ensure that your customers can see tangible evidence of a well-kept shop is the first step to elevating their experience and their trust in you and your staff.

TYLER RYAN

While Meineke dealers are likely already taking steps to keep all their locations in the best state possible, it never hurts to continuously emphasize the importance of using organized, seamless operations to improve the reputation of each store in its community. A well-maintained and organized space creates a welcoming atmosphere, enhancing the overall customer experience. It also signals professionalism and attention to detail, which can boost customer trust and loyalty. In today’s digital age, a single negative review about the state of a shop can quickly damage a business’s image, while positive feedback about a shop appearing to run smoothly and orderly can draw new customers.

The goal should be to own the shop that locals know will be a safe space for them, whether they are stopping by for a quick oil change or are fearing their vehicle may need extensive repair. Staying vigilant and in tune with the state of one's Meineke shop is imperative to ensuring that it reaches both your standards as a franchisee and the standards of the customers. Owning a business

in the automotive industry may require higher-than-typical levels of vigilance compared to other kinds of businesses, and going the extra mile to maintain order in every restaurant will always be worth it. Maintaining a reputation for organization and safety isn’t just about aesthetics — it’s a critical component of customer satisfaction and long-term success.

Moreover, an organized operation ensures efficiency, allowing staff to service customers faster and more accurately, leading to higher satisfaction. Employees benefit from a clean and organized workplace, as a tidy environment may reduce stress, improve morale and encourage better performance, resulting in smoother operations and better service. When considering the trust a community has in one's Meineke shops, dealers' thoughts surely shouldn't stop at how customers feel. The staff and leadership team that a dealer builds around them is just as reliant on a strong relationship of trust.

For so many franchisees, their success began in the early stages of their lives; for some, being in a Meineke shop was their very first working experience. When looking back on one's time with Meineke, considering how it felt to be working within the brand from such a young age can help inspire how franchisees approach staffing their locations. Mentors, fellow technicians, encouraging general managers – these are all people who likely played a huge role in the trajectory of countless franchisees' futures and expanding careers. This means that, in the very shops that Meineke dealers own and operate today, it's likely that a new generation of franchisees are just now entering the brand with fresh skills and unlimited dreams. Creating a space within one's stores that not only encourages new people to seek employment there but also earns their trust and dependability can only serve to build strong, dedicated teams that are ready to serve customers and help the business grow.

Attracting and retaining talent is only half of the journey in building a team of people who trust their work environment and, in turn, provide service that customers can depend on. Ensuring that all staff training efforts meet your standards as an owner is key to creating teams in every restaurant that are functioning in alignment with not only your values as a franchisee but the values of the Meineke brand overall. When a dealer walks into their shop and interacts with their team, it only makes sense that they'd want to feel a mutual sense of trust. Just as the dealer has come to value the success and quality of their business over all else, the team should be in an environment where the value of the business drives their actions every day.

The interactions between staff and customers are not to be overlooked in one's efforts to gain customers' trust. Simply receiving a repair service is likely not the end-all-be-all for any customer; being met with kindness, dedication and professionalism are bound to improve the experience every customer has within a shop. When a team has been built upon a strong foundation, it is likely that customers will come to know the staff at their local Meineke and may recognize them after several visits for any repairs they need. A relationship is being built, visit after visit, and it is imperative that positive interactions be the basis of those relationships. The average customer should leave a shop feeling as though they can not only place their trust in the quality of the auto repairs they've come for, but also in the character of the technicians and administrative staff. Staying as aware as possible of any new training techniques that could benefit Meineke teams is a measure any franchisee can take to keep improving hiring and training

efforts in their locations. The investment one makes in building and maintaining a stellar staff will surely go far in strengthening a community's trust in their local auto shop.

Perhaps the biggest factor in creating a relationship of trust and dependability between one's business and their community is being active and aware when it comes to the needs of the community members. Meineke franchisees have historically spent a lot of time and effort getting their stores involved in charity efforts and other events that bring members of the community together in a place where they can find something extra they're in need of, whether that's donated items like clothing/food or simply a place to hold a small event. Local Meineke shops have been the venue for family celebrations, visits from political figures, fundraisers and even more kinds of occasions that keep whole communities connected. Any given town or neighborhood goes through countless changes as time passes; shopping centers are developed, roads are repaved, families settle down and new apartment buildings seem to pop up on every corner. What keeps a community grounded are the businesses that have stayed throughout all these changes and have not only adapted to them but cemented themselves as a cornerstone of the community at large. Remaining an active participant in the community is vital to a business's survival within it.

Investing in your business and in your community are equally important to securing success. Giving back to the people that visit Meineke shops is a testament to a franchisee's commitment to not only running a successful business, but achieving the kind of longevity every business strives toward. The trust that a community has in their local businesses is one of many irreplaceable ingredients in the recipe for longevity. If you've made an effort to have your business known by community members for being there when people are in need, trust and dependability in your business should naturally follow.

2024 is coming to a close, making this a time when most people tend to slow down and take stock of everything they’ve come to value in their everyday lives. Whether we consciously know it or not, the places we choose to visit for our daily meals have an everlasting impact on us that we carry into the future. Throughout the year, there was a new opportunity to amaze someone and gain their trust every time someone walked through the doors of a Meineke shop. Taking advantage of every one of those opportunities is an invaluable investment in the future of your business.

Focusing on customer experiences at the individual level is vital to success, but insufficient on its own; franchisees can only stand to benefit from also thinking about the bigger picture and how every customer experience contributes to the overall reputation of a business. The way one store comes to be known within its community paints a picture of a franchisee's staff, their other locations and their company as a whole. Just as franchisees value being able to place their trust in members of their team, as well as in themselves and their capabilities as a business owner, every customer values being able to put their trust in their local Meineke. As we move into the new year, consider the ways in which all Meineke dealers can remain the kind of business owners that their communities not only value and trust, but come to depend on.

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

GeneralLiability vs. Umbrella LiabilityInsurance

Some insurance policies are pretty self-explanatory. Property insurance protects your property. Auto insurance protects your autos. But not every policy is so simple.

General Liability and Umbrella Liability coverages are just as common — and important — as your franchise’s Property and Auto coverages. But please note, these policies are not intended to insure military commanders or your favorite parasol. Instead, they typically require a bit more of an explanation.

General Liability insurance and Umbrella Liability insurance are two common types of coverage for franchises. These two liability policies are very similar, however there are a few key differentiators.

In short, General Liability is your starting point for coverage against third-party claims for damages. Umbrella Liability serves an extension of General Liability and offers limits of insurance above your General Liability limits. Here’s how to tell them apart.

About General Liability

General Liability insurance is your first line of defense against a third-party claim alleging damages. Coverage protects your business against a broad range of liability claims, such as bodily and personal injury, property damage and other claims.

Claims that would fall under a General Liability policy can easily occur during your franchise’s normal business operations:

• A customer, client or visitor could injure themselves at your business and make a claim for medical expenses.

• An employee of your business could have an accident damaging a customer’s property that results in a claim for repair costs.

• A third party could take your business to court, resulting in claims for legal costs, a judgment or a settlement.

While the specifics of such claims will vary, every franchise business faces these and other risks. The purpose of General

Liability is to protect your business from such unexpected losses.

Like most insurance policies, a General Liability policy will have a limit on the maximum dollar amount the policy will pay out in the event of a single claim. There is also a policy aggregate limit which restricts the dollar amount the policy will pay out during each policy term (typically a one-year period), regardless of the number of claims or occurrences.

These limits are designed to protect you from the most common claims for your industry. But there are always outlier cases where the damages sought in a claim exceed your General Liability coverage limits. This is where an Umbrella Liability insurance policy comes into play.

About Umbrella Liability

An Umbrella Liability policy provides coverage beyond your General Liability policy. The two policies work together. Once you have exhausted the limits of your General Liability coverage under a covered claim, your Umbrella coverage can kick in, providing extra protection.

Consider what could happen if the hypothetical claims from above were to escalate:

• The injury that occurred at your business turns out to be far more serious than you thought, and the individual may require surgery, rehab or long-term care.

• The customer property damaged by your franchise employee turns out to be worth far more than you thought, and you’re told you may need to replace it completely.

• The lawsuit against your franchise seemed frivolous at first, but after months of litigation it’s starting to look serious. Legal fees are adding up and you want to reach a settlement.

The risk of these potential high-dollar claims for franchises like yours is small but real. Even if you have General Liability coverage, your business and its assets could be placed at risk if you’re faced with a major lawsuit and don’t carry Umbrella coverage.

Finding Affordable Coverage

There’s one other detail worth noting about the difference between Umbrella coverage and General Liability. Faced with the risks, many franchises wonder whether they will be able to afford the high-stakes, high-dollar coverage that an Umbrella policy can provide. The surprising answer is that an Umbrella policy usually costs less than a General Liability policy.

The reason an Umbrella Liability policy typically costs less comes down to math. While the impact of a high-dollar claim may be severe, they are also generally rare. Most claims fall within the recommended standard limits of a General Liability policy. So, while an Umbrella policy provides important peace of mind, most claims can be resolved before you’ll need it.

Insurance Protection from Elevanta

and Lockton Affinity

While you hope a claim is never filed against your franchise, both these common coverages are important to have in place, because claims do happen. Whether a customer trips over an extension cord and sprains their wrist, or a tree limb falls on their supercar, General Liability and Umbrella Liability exist to help you prepare for the unexpected.

Ensure your franchise has the proper insurance coverage and limits in place to protect against the risks your business faces with co-brokers Elevanta and Lockton Affinity. Visit Elevanta.LocktonAffinity.com to get started.

The Elevanta Insurance Program is administered by Lockton Affinity, LLC d/b/a Lockton Affinity Insurance Brokers LLC in California #0795478. Coverage is subject to actual policy terms and conditions. Policy benefits are the sole responsibility of the issuing insurance company. Coverage may be provided by an excess/surplus lines insurer which is not licensed by or subject to the supervision of the insurance department of your state of residence. Policy coverage forms and rates may not be subject to regulation by the insurance department of your state of residence. Excess/Surplus lines insurers do not generally participate in state guaranty funds and therefore insureds are not protected by such funds in the event of the insurer’s insolvency. Elevanta will receive a royalty fee for the licensing of its name and trademarks as part of the insurance program offered to the extent permitted by applicable law.

NEWS

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