Dealers' Digest 2023, Issue 4

Dealers’ MEINEKE DEALERS ASSOCIATION

DIGEST 2023 ISSUE 4

Navigating the Recovering Supply Chain Learn how on page 14.

Still feeling supply chain disruptions?

Turn to page 12 to learn more.

2023 ISSUE 4

Table of Contents F E AT U R E S

ON THE COVER Even though we are almost three years past the onset of the COVID-19 pandemic, its effects are still challenging our day-to-day business. The supply chain suffered one of the largest disruptions we have ever seen, and even today, it is still recovering. Despite this, the automotive industry is working its way forward and figuring out ways to combat these challenges. Discover more ways you can prepare your business for supply chain disruptions on page 14.

M DA B OA R D O F D I R E C TO R S : 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 Chris Dalen Region 8 Chairman John Congi Region 9 Chairman Greg Fry Executive Director

M DA E D I TO R I A L B OA R D : Rachel Jackson Editor-in-Chief rachelj@elevanta.com Allison McCallum Managing Editor allisonm@elevanta.com Jared Johnsen Communications Specialist jaredj@elevanta.com Tyler Ryan MDA Communications Copywriter tylerr@elevanta.com A DV E RT I S I N G S A L E S Maria Moffa Business to Business Sales & Development Associate mariam@elevanta.com 678-540-6211

12

Top Supply Chain Challenges Facing the Automotive Industry

by Tyler Ryan, MDA communications copywriter

14

Navigating the Automobile Supply Chain and Eight Ways To Take Precaution in 2024

by Jared Johnsen, MDA communications specialist

16

DRIVING EXCELLENCE: AutoZone’s Commitment To Customer Experience contributed by AutoZone

18

True Professionalism: The Core of Service Excellence

by Dennis Snow, Snow & Associates Inc.

21

Employer Work Rules Need Review in Light of the National Labor Relations Board’s Strict New Standard

by Elizabeth Rice, Laner Muchin

22 How To Save Taxes for Your Business While Helping Your Community contributed by Mize CPAs 24 Elements of The Entrepreneurial Mindset Series: Element No. 3: Empathy and Fulfilling Customers

by Dan Coughlin, The Coughlin Co. 26 It’s Not (Completely) What You Think: “New Age” Management Techniques

by Laura Stack, The Productivity Pro®

COLUMNS 2

President’s Column

by Janet Cummings, MDA president

D E PA R T M E N T S 4

MDA Member News

6

Dealer’s Tip

7

Franchisee Spotlight

10 Look, Listen, Read 11 One Topic, 10 Facts

DIRECTORIES 8

Associate Member Listing

9

Calendar of Events

28 Advertisers Guide and Editorial Calendar D E S I G N A N D L AYO U T Kristen Thomas KT Graphic Design ktgraphicdesign@gmail.com

P U B L I S H E D B Y: Meineke Dealers Association 1701 Barrett Lakes Blvd. NW, Suite 180 Kennesaw, GA 30144 678-797-5160 www.meinekedealers.com Meineke Dealers Association publishes Dealers’ Digest. Any reproduction, in whole or in part, of the contents of this publication is prohibited without prior written consent of Meineke Dealers Association. All Rights Reserved.

In keeping with our commitment to the environment, this publication is printed on certified, environmentally friendly recycled paper using eco-friendly inks.

Copyright © 2024 Printed in the U.S.A. 2023 ISSUE 4

Dealers’ DIGEST /// 1

FROM THE PRESIDENT

M

eineke Dealers, I trust you all had a wonderful holiday season and are well on your way to a prosperous 2024. 2023 was a big year for our association, and I think we can all agree that we have grown stronger as the Meineke Dealers Association (MDA). Our relationship with Meineke Corp. continues to grow, dealers are at the forefront of innovation for our brand, and we can finally breathe a sigh of relief as the issues that have plagued our industry for the past few years slow down.

As you all know, my family played a role in the founding of MDA, including my parents and my sister, Donna Black. Donna was instrumental in running the family business, and she worked alongside my parents and I. Donna served on the MDA Board of Directors and represented our region for many years, and she will always be remembered for being a steadfast advocate of our rights as franchisees.

It’s with a heavy heart that I tell you all that Donna passed away early this year. Her memory serves to remind us that we must rely on each other, as Meineke dealers, to keep our businesses and association strong. This community makes us better business owners and better stewards of those we serve.

I want to thank you all for your continued support of MDA. It is not without a strong member base that we can keep our seat at the table with Meineke Corp. and continue to provide great services to our dealers. I look forward to what’s to come for Meineke and MDA. Sincerely,

Janet Cummings

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In Memoriam Donna Jean Black November 23, 1946 – January 2, 2024

M

s. Black was born on Nov. 23, 1946, in Houston, Texas, to Jeanne and Bill Kennedy. Donna graduated from Pasadena High School and attended college at the University of Houston. She worked for a few years at Southwestern Bell before joining her mother at Slender Bolic, a fitness center. She and her mother were featured in advertising for the company.

Eventually, she joined the family business running a franchise called Meineke Discount Mufflers. She helped them grow to 18 locations in and around the Houston area. She joined the Board of Meineke Dealers Association and was very active in securing rights for the franchisees. After losing her husband, she eventually moved to Stephenville and built a home. As she began to experience health issues, she moved to La Porte to be near her sister and brother-in-law.

Donna was preceded in death by her husband, Leo Paul Black, her parents and her brother, William Thomas Kennedy Jr. She leaves behind a sister, Janet Cummings and husband Jim of La Porte; brother, Phil Kennedy of League City; stepdaughters, Susan Black Hokanson, Kathy Diane Mills, Cynthia Black Whitley and Sheryl Black Warren; several step grandchildren and great grandchildren as well as several nieces, nephews and great nieces and nephews.

The Cummings Family would like to give special thanks to Donna’s caregivers, Elizabeth, Phoebe and Rita who served her with love.

In lieu of flowers, the family requests that donations be made in Donna’s name to the American Cancer Society or a charity of your choice.

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MEMBER NEWS

Arizona Dealers Fuel the Summer of a Million Meals

U

nited Food Bank, an organization dedicated to fighting food insecurity for children, seniors and families across the U.S., spearheaded the Summer of a Million Meals initiative in which the organization partners with food pantries and other businesses and programs to restock the shelves of those in need for the summer.

Due to the increased demand for food while children are out of school and unable to rely on breakfast and lunch programs, the United Food Bank in Arizona utilizes the Summer of a Million Meals to help families meet that demand, and community members across the state are encouraged to pitch in.

When Meineke dealer Mike Jackson was invited to sponsor the food drive, he approached other dealers in Arizona to see if they’d be interested in participating as well.

“We all agreed we wanted to contribute to the cause. One thing I love about my fellow franchisees here in Arizona is that everybody’s very community-minded,” said Meineke dealer Kevin Leger. “It was a really nice opportunity for us all to get involved in something and help those in our community who needed it most.”

Five Arizona franchisees, representing all 16 Meineke locations across the state, came together to contribute their sponsorship to the United Food Bank’s campaign. There was also an opportunity for their locations to service some of the fleet of food delivery vehicles the United Food Bank uses to bring meals directly to families in need.

Channel 12 News covered the campaign in numerous short spots, giving dealers opportunities to talk about car repair and maintenance, as well as their participation in the Summer of a Million Meals initiative. Food boxes were also stationed in the

Arizona Meineke dealers came together to make a difference for their community.

dealers’ Meineke locations and donated to the food bank when full, and the group presented a $5,000 check to the organization by the end of the summer campaign.

Overall, the Arizona Meineke dealers were able to contribute to the fight against food insecurity in Arizona, as well as grow closer to their community and spread Meineke’s mission of servicing people in need.

Meineke Dealer Supports Veterans on Veterans Day

F

or many years, Meineke dealers across the U.S. have supported veterans by running special promotions on Veterans Day. Arizona-based Meineke dealer, Kevin Leger, has showed his support for veterans and current active-duty military members at his locations by providing them free oil changes.

In addition to this service, Leger also worked in conjunction with Luke Air Force Base in Maricopa County and other veterans' organizations to help those in need of car maintenance beyond just an oil change.

A total of 10 veterans and active-duty military members who were unable to afford the costs were given the repairs for free.

Veterans participate in activities while wait“Those we were able to ing for their oil change to be completed. help on Veterans Day were 4 ///

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Community members brought vintage cars to showcase as veterans waited in line.

very grateful,” Leger said. “It’s a privilege to help veterans in need.”

Vendors like AutoZone, O'Reilly's, Factory Motor Parts and more participated by donating parts so that the location could carry out approximately $30,000 worth of repairs at no cost to the veterans and active-duty military members in need of the services.

MEMBER NEWS

Meineke Dealers Take Part in Local Festival for 10 Years

M

eineke dealers Domingo Coffaro and Ani Mardirousian have been involved in their community since opening their Meineke locations, No. 2370 and No. 2235, in Eastern North Carolina. The location in Clayton, North Carolina, has participated in local festivals for the past decade in efforts to reach out to families in the Clayton community. After opening its doors in July of 2013, the location first participated in Clayton’s Harvest Festival in the fall of 2014. The Harvest Festival, hosted by the Clayton Chamber of Commerce, is an opportunity for members of the community to enjoy food, drinks, local entertainment and special events like trunk-or-treat, bike shows, tractor shows, pony rides and more. As a business that is essential to keeping people’s everyday lives operating smoothly by servicing the vehicles they depend on, the Clayton Meineke location has been dedicated to participating in events like the Harvest Festival and letting community members know that their store can be relied on in times of need.

“It’s really important to go somewhere that you can trust for car care,” said Sabrina Coffaro, their daughter and marketing manager of the locations.

“Being a family-owned business, we can relate to how people feel about being taken advantage of. We’re just trying to provide really good car care for all of the people in our town and make sure that everyone feels taken care of,” she said.

The Clayton location has also participated in the Latin American

Fabricio Coffaro, Ani Mardirousian and Domingo Coffaro have attended Clayton’s Harvest Festival for nearly 10 years.

Festival every year since its inception. The event is part of the Harvest Festival and takes place in the Town Square in Downtown Clayton.

The family has sponsored the event for several years in efforts to support Hispanic families as they search for trustworthy car care, as navigating language barriers or being new U.S. residents can make it harder for people to know they’re in good hands.

“It’s all about making people feel more at home,” said Sabrina.

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2023 ISSUE 4

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DEALER’S TIP

Pete Robinson COMPANY NAME: Team Robinson Inc. NUMBER OF LOCATIONS: One BASED OUT OF: Denver, North Carolina In every issue of Dealers’ Digest, MDA highlights a business-related tip from a dealer to share with the MDA membership. If you have a tip you would like to share, please send it, along with a photo of you and your location to allisonm@elevanta.com.

H

appy New Year, fellow Meineke dealers!

As I’ve been thinking back over my nearly 26 years with Meineke, I’ve seen our company grow and adapt in incredible ways.

It was a simple business back then, from $18.93 Maremont Mufflers (installed!), an economical brake job in an era when technicians actually knew how to do drum brakes (and didn’t complain about it) or maybe an alignment using strings and wires was the latest technology of the time. We aren’t living in those simple times anymore.

Here we are in 2024. Our centers probably see 50 drivability diagnosis jobs for every one muffler job. And the mufflers aren’t $18.93. Brakes aren’t cheap or simple either. Electric vehicles are coming on the scene. We are inspecting vehicles digitally instead of using a paper form on a clipboard. We offer a full range of repairs and maintenance on all makes and models. Oh, and hiring skilled technicians or experienced managers isn’t cheap anymore either. And getting them to stay? Well, that could be an entire article in itself.

Not only have vehicles changed, but so have our customers.

Make one angry, and you could be the focus of a social media dumpster fire. Make them happy, and you can reap the benefits of positive reviews and word of mouth referrals.

Repairs are expensive. Our customers need financing. Are you offering it? Plus, our customers are keeping their vehicles longer and have multiple cars, so forging relationships is more important than ever.

Try this mental exercise. You are no longer a Meineke owner.

You’re a customer that’s never been to a Meineke before. You’re due for service and are sick of going to the dealership. You Google the shop and read the reviews. Wow, there are a few negative reviews, and the responses seem impersonal, but there’s some good reviews, too. You drive by the shop, observing its appearance. How does it look? Would you go there? Are there junk cars in the parking lot?

Technicians leaning on the front of the shop smoking cigarettes in ratty uniforms? Despite this, you decide to go inside anyway.

You walk in, where is everyone at the counter? Out in the shop shooting the breeze? The manager finally walks in. “Hi” is all the

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manager says without much eye contact or emotion. You tell him you need an oil change. The shop doesn’t seem busy, but he asks you if you have an appointment.

“No, I didn’t think I needed one,” you respond.

“Well, you need to have an appointment, then we can do it,” says the manager.

Frustrated, you decide to leave, not feeling welcomed. But, you need to use the restroom before you leave, so you walk in, and it smells, and there’s no toilet paper. You walk back out of the bathroom thinking you’d go ahead and make that appointment, but the manager walked back out into the shop and lit a cigarette.

Never mind, “I’ll just go back to the dealership.”

Are you getting the idea here? Your employees and the way they care for your facility and your customers make all the difference in whether they will even consider you in the first place or come back for a return visit. If any of that imaginary scenario hit home, make changes immediately. Clean your shop up. Hire employees with better attitudes that say “Yes!” to everyone and everything. Move those junk cars. Smoking out back only. Clean that embarrassing restroom. By looking at your business through the eyes of a customer, you can realize how important every aspect of how we operate our centers and care for our customers really is.

As always, please feel free to reach out to me by phone or email if I may be of assistance to you. That’s what the Meineke family does. We’re here for each other, and I love to both share and hear good ideas and advice. I hope you all have a wonderful and prosperous 2024!

Make this your best year ever!

You may reach Robinson at meinekedenver@gmail.com or 704-491-2912.

FRANCHISEE SPOTLIGHT

Mark Zimmerman COMPANY NAME: C3M Enterprises Inc. NUMBER OF STORES: One STATE YOUR STORE OPERATES IN: Texas What inspired you to become a Meineke dealer?

Post retirement from the corporate world, I felt as though entrepreneurship may be a good way to earn a modest living and give back to the community. After searching many opportunities, we decided that the automotive industry would be most suitable, as I owned a fleet repair company for several years in my early twenties. We then chose Meineke, as the company appeared to have a great system in place and allowed the most autotomy for the franchisee.

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

The Meineke brand has many years of positive exposure and is a very recognizable moniker. We have had many customers new to the area come to us because they’ve had great experiences with other Meineke shops. Folks also like the locally owned and operated concepts.

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

Our No. 1 goal is to always provide excellent, transparent and honest customer service. Our short-term goals are to fine tune the utilization of the AutoVitals platform, maintain employee retention with strong benefits, training and creating a positive work environment. In addition, we plan to increase our parts GP by three points in 2024.

Long-term goals are to evolve our capabilities and experiences in the ever-changing car care space. We also want to stay keenly focused on adding value over and above that of our competitors.

Our No. 1 goal is to always provide excellent, transparent and honest customer service.

Describe your best recent business decision.

We replaced an 18’ four post lift with a 12,000 pounds two post lift which greatly improved the utilization of the bay. Also, we recently created a part-time janitorial position to keep the facility clean and well organized while allowing other staff to maximize their production.

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

Recruiting, training and retaining excellent staff members that understand the critical need for providing a customer experience that exceeds expectations.

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

Digital inspections and online approval process resulting in more professional customer communication with full transparency.

The overall cost of labor has increased exponentially over the past three to four years, quickly driving up labor rates.

Tell us a little bit about your family.

My beautiful wife Claire and I have been married for 33 years (maybe 32, but who’s counting). We live in Prosper, Texas, with our Australian Shepard, Paisley.

Our daughter Madison is a certified dietician in Asheville, North Carolina, and our son Mitchell lives in uptown Dallas and is in construction material sales. During my former corporate roles, we’ve lived in New Jersey, Chicago, South Bend, Memphis, Charlotte and Frisco.

What is your favorite make and model of car?

2002 Jaguar XJR was my favorite car to drive. My first car was a 1969 GTO and much more fun, which got me in more trouble than it should have.

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A S S O C I AT E M E M B E R L I S T I N G

Support The Vendors That Support Your Association COMPANY Elevanta Health

LEVEL Partner

CONTACT EMAIL Caroline McShane memberservices@elevanta.com

PHONE 678-797-5160

Green Dot Corp./rapid!

Partner

Edward Cole

scole@greendotcorp.com

813-340-3276

Hall Financial Advisors

Partner

Kevin Knab

kknab@hallfa.com

866-865-4442

Lockton Affinity

Partner

Reid Robson

elevanta@locktonaffinity.com

844-403-4947

Mize Restaurant Group, providing Elevanta Partner Payroll and Accounting Services

Stacy Higgins

shiggins@mizecpas.com

785-233-0536 X: 3103

1-800-Radiator

Gold

Braden Poole

bpoole@1800radiator.com

707-205-4441

Atmosphere

Silver

Lauren Sumnicht

lauren.sumnicht@atmosphere.tv

512-528-3225

AutoZone

Silver

Lisa Kellett

lisa.kellett@autozone.com

423-716-3522

RelaDyne

Silver

Phil Marino

philip.marino@reladyne.com

859-905-9295

The GROUP

Silver

Mike Peace

mike.peace@theprontonetwork.com

713-398-4314

TRANSTAR Industries

Silver

Mike Melaragno

mmelaragno@transtar1.com

440-201-8252

1st Mile

Bronze

Max Williams

max.williams@1stmile.com

425-753-4482

American Tire Distributors

Bronze

Charlie Lowe

clowe@atd-us.com

901-484-1555

Budderfly

Bronze

Mike Leatherwood mike.leatherwood@budderfly.com

786-442-5065

Chevron Products Co.

Bronze

Steve Collins

collins.steve@chevron.com

804-398-0563

Factory Motor Parts

Bronze

Jim Hart

jim.hart@fmpco.com

952-649-0354

O’Reilly Auto Parts

Bronze

Jeff Gillis

jgillis2@oreillyauto.com

205-568-1153

UpSwell Marketing

Bronze

Jason Forrester

jforrester@upswellmarketing.com

770‑892‑6745

360 Payments

Assoc. Mbr.

Taylin Heinlin

theinlen@360payments.com

650-684-8843

ADP

Assoc. Mbr.

Nataly Cano-Lopez nataly.canolopez@adp.com

305-333-7807

Advance Auto Parts

Assoc. Mbr.

Pete Masini

pete.masini@advance-auto.com

708-714-7561

American First Finance

Assoc. Mbr.

Greg Bogacz

gbogacz@americanfirstfinance.com

224-209-6939

AutoVitals

Assoc. Mbr.

Chris Evans

chris.evans@autovitalsinc.com

678-823-1848

Bank of America

Assoc. Mbr.

Joel McAndrew

joel.mcandrew@bofa.com

614-254-3650

BlackHawk Network

Assoc. Mbr.

Wendy Fisher

wendy.fisher@bhnetwork.com

614-715-7046

chatter by Stingray

Assoc. Mbr.

William Folsom

wfolsom@stingray.com

386-208-9109

Clean Space Project

Assoc. Mbr.

Chuck Holcomb

chuck@cleanspaceproject.com

303-579-2035

EasyPay Finance

Assoc. Mbr.

Elise Stec

elise.stec@easypayfinance.com

858-264-5970

Leasecake Inc.

Assoc. Mbr.

Justin Padilla

justin@leasecake.com

404-771-0893

Liftify

Assoc. Mbr.

Zach Garrett

zach@liftify.com

463-209-9961

Live Oak Bank

Assoc. Mbr.

Meghan Johnston

meghan.johnston@liveoak.bank

910-638-8419

LSI Corp.

Assoc. Mbr.

Joanna Ducker

joanna.ducker@lsicorp.com

513-372-3110

Pacific Accounting and Payroll Services

Assoc. Mbr.

John Bugh

john.bugh@pacificabs.com

214-435-1092

Paycor

Assoc. Mbr.

Andrew Cole

acole@paycor.com

513-640-1905

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COMPANY Service Champ

LEVEL Assoc. Mbr.

CONTACT Jeff Smith

EMAIL jeff.smith@servicechamp.com

PHONE 800-221-0216

Solera

Assoc. Mbr.

Stephanie Gromacki

stephanie.gromacki@autopoint.com

262-391-7443

Snap-on Total Shop Solutions

Assoc. Mbr.

Christopher Meuth christopher.meuth@snapon.com

512-635-9378

Source 4

Assoc. Mbr.

Danny Siadak

danny.siadak@source4.com

704-309-2207

Synchrony Bank

Assoc. Mbr.

Jerry Powers

jerry.powers@syf.com

937-657-4596

TekMetric

Assoc. Mbr.

Melissa Hubbard

mhubbard@tekmetric.com

832-810-3956

TSP Family Office

Assoc. Mbr.

Dan Romance

dan.romance@tspfamilyoffice.com

772-646-6906

Vericast

Assoc. Mbr.

Joanne Stewart

joanne.stewart@vericast.com

231-580-9101

Workstream

Assoc. Mbr.

Skaught Parry

skaught@workstream.is

801-599-9919

CALENDAR

Join your fellow Meineke dealers at the VAE for a great time with our valued business partners. Our association would not be successful without their support!

2024 MDA VENDOR APPRECIATION EVENT Meineke Dealers Association (MDA) is looking forward to hosting a Vendor Appreciation Event (VAE) this June! Please join us to celebrate the MDA vendor partners and suppliers that make our mission possible. Because of our partners, MDA can bring better programs and services to Meineke dealers and grow our relationship with Meineke Corp. Let’s show them how much we appreciate their support for our businesses!

More details are coming soon. Stay tuned!

MEINEKE CORP./MDA SPRING 2024 REGIONAL MEETINGS Dates for the Spring 2024 Regional Meetings are not set, but we anticipate details will be available soon. Regional meetings are a great way to connect with dealers in your area and represent your region directly to Meineke Corp. Not all regions face the same problems or have the same needs, and it’s important to make your voice heard to corporate on matters affecting your region. Please make sure to attend your regional meeting to stay informed and up to date on pertinent information about our Meineke business.

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LOOK

LISTEN READ

L

ook, 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

Improve your franchise relationships and change your life through “Profitable Partnerships.” Author Greg Nathan shares practical ideas, checklists and inspirational stories that will help you secure a bright future in this dynamic franchising industry.

2

“How do I find and choose the right franchise opportunity?” “How do I overcome obstacles and bounce back from setbacks?” In the “Stars of Franchising” podcast, you’ll learn from hosts Ab Igram and Vini Onyemah, along with global pioneers, innovators and visionaries who are realizing their entrepreneurial dreams through the franchise business model.

3

The Buffer app has everything you need to grow and engage your audience to help you get the results you deserve.

Buffer is designed to manage social network accounts by providing the mechanics to schedule posts and analyze activity.

4

With Resource Guru, you can keep your projects on track and your team stress-free. This project management tool gives you the ability to see your calendar in one place, full visibility in one calendar, create and edit bookings, as well as resolve scheduling problems on the fly.

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5

The allure of entrepreneurship is undeniable, but the high start-up costs and fear of failure may make some hesitant to take the plunge. In “The Franchisee Lifestyle,” author Adam Goldman presents a compelling case for why franchising might be the ideal solution for aspiring business owners. Building a successful business from the ground up is undoubtedly challenging. However, with the guidance and support of a well-established franchise, your chances of thriving in the competitive market significantly increase.

6

Insights and data assist everyone from first-time franchise buyers and seasoned investors in making informed decisions. With weekly interviews from franchise leaders and franchise analysts, the “Franchise Findings” podcast, hosted by Patrick Findaro, will become your go-to source for vetted franchise information.

7

Discover the winning patterns of successful businesses and apply them to your own startup in “Start. Scale. Exit. Repeat: Serial Entrepreneur’s Secrets.” Get inside the minds of over 30 experts, authors and seasoned entrepreneurs and learn from their hard-earned lessons.

8

In the “How of Business- How To Start, Run and Grow a Small Business” podcast, host Henry Lopez shares actionable advice, tips and techniques on how to start (including launching or buying your first small business), run and grow your small business. In each episode, you can listen in on different business topics or interviews with small-business owners.

9

Quickly see the status of and track progress on collaborated projects with Kanban Flow.

Assign tasks and check the status of upcoming or in-progress items with ease. The Kanban Flow app is designed to boost productivity by employing the Pomodoro timer.

10

The “This Is Small Business” podcast explores the pathway to success for small-business owners by diving into what other owners and industry experts have faced and overcome. Learn about trends, lessons and look at issues from different perspectives to find the tools you need to start, build and grow your small business.

ONE TOPIC 1 0 FAC T S

A Challenging Supply Chain Landscape Going Into 2024 1

The global supply chain management market is ever-growing with a predicted increase from $27.2 billion in 2022 to $75.6 billion in 2032, forecasting a compound annual growth rate of 10.9%.

2

Seventy-one percent of companies worldwide named raw material costs as their number one supply chain concern in 2023.

3

Moreover, the largest supply chain concerns going into 2024 are hiring and retention (57%), labor shortages (56%), supply disruptions (54%), running out of supply (52%) and consumer demands (52%).

4 5

Speaking of supply disruptions, the leading cause of these events are labor costs, making up 84.6% of issues.

To aid domestic manufacturers, more than 70% of companies shifted their operations overseas to Asia since 2018.

6 7 8

Additionally, 53% of organizations plan to increase their focus on sustainable sourcing.

To grow for 2024, 55% of manufacturers plan to improve supply chain visibility.

To address supply chain challenges, companies are giving additional training to workers (41%) and hiring new workers with advanced skill sets (34%).

9 10

Furthermore, 85% of supply chain industry leaders plan to or are developing AI in daily operations.

Sometimes, however, obstacles can trump innovation.

In the past two years, 56% of supply chain leaders now identify the procurement of components for low volume builds as the primary obstacle to innovation.

Sources: Allied Market Research, BCI, Fictiv, KPMG, MHI, Wasp Barcode Technologies, 2023 ISSUE 4

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Top Supply Chain

Challenges Facing the Automotive Industry

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T

he COVID-19 pandemic disrupted many of the most fundamental aspects of people's lives; schools went online, some businesses closed their doors and countless public events were postponed. As a phenomenon that greatly impacted society at large, the pandemic had its effects on major industries that are integral to everyday life around the globe. As the numbers of cases rose and countries began imposing lockdowns and quarantine mandates, industries that relied on people leaving their homes and interacting with one another began to suffer from the new normal of living with COVID-19. The automotive industry was impacted in uniquely significant ways, as the fallout from lockdowns and travel restrictions continues to affect how cars are made and sold. Automakers saw the pandemic cause a number of shortages, both in labor and materials necessary to the car-making process. Widespread layoffs, disruptions to factories' production of new parts and major decreases in the overall demand for cars made it impossible for the industry to keep any semblance of normal operations — and these effects can still be felt years later.

At the start of the pandemic, abrupt shutdowns threw a wrench into the long chains of production and trade that makes up the automotive industry. By 2021, automakers like General Motors were forced to shut down production at several of their plants, and these shutdowns lasted as long as a couple of weeks due to the shortages of materials. Car chips in particular were scarce as COVID-19 cases surged in Southeast Asia, where most semiconductor chip production originates. Chips, due to their complexity in production and their importance as the "brain" of various electronics, were simultaneously difficult to obtain and irreplaceable parts of car production amidst the shutdowns. As more countries imposed strict lockdowns, factories that were crucial to the manufacturing of chips and other important materials for cars were forced to temporarily shut down.

While some automotive manufacturers seemed to have predicted that quarantines around the world would cause a drop in demand for new cars, thus allowing wiggle room for chip production to decrease, the demand only lowered for a short time. By

the time demand for new cars and repairs for existing cars rose once more, there were not enough car chips in circulation, and the few plants in the world that made them continued to fall behind in production. The consequences were felt worldwide, as only a few manufacturers' factories were able to remain open for short stretches of time.

By 2022, though two years had passed since the initial onslaught of the pandemic, car manufacturers and repair shops were still facing parts shortages that prevented many drivers from getting the services they needed done on their cars. As certain parts became scarce, automakers and repairers were forced to find alternative methods to support their customers' needs. Rather than utilizing a steady supply of new parts, old parts were sometimes remanufactured or rebuilt to make service faster. Even then, alternative parts supplies inevitably began to dwindle.

The main focus in the last two years was to revitalize vehicle production and bring the automotive industry's stability back to pre-pandemic levels. Doing so continued to be a struggle, as global shortages of necessary parts were paired with an increasing demand from customers. Auto suppliers were also shifting their focus towards creating parts for new vehicles, and not so much towards restocking parts to repair existing vehicles. Additionally, labor shortages further slowed the global processes that kept auto parts being produced and transported on a regular schedule. A combination of these factors contributed to a situation in 2022 in which the improvements people were hoping to see within the automotive industry were slow to be actualized.

Today, though the height of the pandemic sometimes feels like a distant memory in terms of how certain industries have found ways to return to pre-pandemic operations, the automotive industry continues to face old and new challenges preventing a return to normalcy. Semiconductor chips are not the only materials automakers are having issues producing and acquiring; other parts necessary to support new waves of all-electric vehicle production have been just as scarce, causing several companies to pause production of their most popular new models. Surges

in car prices due to the pandemic were also not the saving grace they could've been to automakers, as the profits from markups on vehicles didn't necessarily reach suppliers.

by TYLER RYAN Parts companies continue to struggle to maintain normal operations and provide automakers with the parts and materials they need. Financial distress is still a very real fear for many companies within the automotive industry today, but people are nonetheless creating game plans for the future with the hopes that they can begin to overcome the lasting effects of the pandemic.

As the world moves further and further away from the throes of the pandemic, the question of how our everyday lives will continue to change lingers on many minds.

The public has witnessed many of the industries that impact daily life go through several highs and lows in response to quarantines and health mandates, and there's evidence everywhere of countless businesses around the world figuring out how to ultimately survive so much fluctuation.

For the automotive industry, businesses have evidently been impacted by an overarching disruption to production around the globe — and the nature of these disruptions has changed over the course of the past few years. In the present day, automakers still have their eyes set on a potential recovery of pre-pandemic operations, but other developments are bound to take place within the industry as the world transitions into 2024. Slow consumer spending, supply chain issues and the growth of the electric vehicles market are all factors that may reshape the industry in the new year. Several major manufacturers have expressed their intentions to actively respond to the challenges the industry has come to face, and they all seem to have adopted one essential, common mission: to get people the cars they want and need.

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

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Dealers’ DIGEST /// 13

Navigating the Automobile Supply Chain

and Eight Ways To Take preCaution in 2024 14 ///

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W

ith difficulties finding automobile parts in 2023, the repair sector is looking for ways to adjust for 2024.

The auto supply chain issues stemming from the 2020 COVID-19 pandemic lingered into 2023 with economic downturn, difficulties finding parts for repair and a challenging labor market. These issues were the catalyst of this year’s supply chain disruptions. Ranging from raw material shortages to transportation issues, these problems have significantly impacted the aftermarket repair sector.

Navigating today's supply chain issues in the auto repair industry in 2024 requires a strategic and adaptable approach. Here are eight key considerations and strategies for Meineke dealers to overcome supply chain challenges:

components can be manufactured faster and cheaper and are more readily available to auto repair shops. Alternatives like these can be a formidable substitute if supply chain issues persist.

Diversify Suppliers and Build Strong Relationships Relying on a single supplier for critical parts can be risky.

Diversify your supplier base to reduce dependency on a particular source. Maintaining relationships with vendors can not only improve business by utilizing their products and services but could help dealers avoid supplier issues. This helps in mitigating the impact of disruptions from a single vendor.

Cultivating strong partnerships with key suppliers grants you a greater ability to order parts and gain industry knowledge. Open communication channels can foster collaborative relationships to gain insights into their supply chain challenges. This can help dealers anticipate potential disruptions and plan accordingly.

Have a Flexible Repair Schedule Communicate with customers about potential delays due to supply chain issues and set realistic expectations. In some cases, it may be appropriate to offer reimbursement for a rental car or offer a ride within a certain mileage. Situations like these may require more time and labor, but offering a flexible repair schedule and prioritizing jobs based on the availability of necessary parts can make shop operations more efficient.

1

Inventory Management Maintain optimal inventory levels to reduce the impact of sudden shortages. While holding excess inventory can tie up capital, having a well-managed inventory system ensures that dealers have the necessary parts on hand when supply chain disruptions occur. To do so, employing a robust inventory management system is crucial.

Conducting regular audits can also help identify slow-moving or obsolete parts, allowing the shop to make informed decisions about reducing or eliminating certain items.

2

Look Local Explore suppliers in proximity to your shops for critical components. This can reduce lead times and transportation-related issues. Although some small-scale auto suppliers can be pricier at times, having a reliable supplier nearby that dealers can trust could be an excellent tool to leverage in a pinch. Consider building relationships with local suppliers who can provide reliable and timely access to essential parts.

3

Alternative Materials and Parts Investigate alternative materials or parts that can be used as substitutes during shortages. Researching trustworthy third-party part suppliers in advance and testing their reliability can prove very beneficial once a crisis does occur. This requires flexibility and adaptability in your repair processes and may involve giving technicians additional training to work with different materials.

With the innovation of 3-D printed car parts, various

4

Prioritize High-Demand Parts Identify and prioritize the most critical and high-demand parts

by JARED JOHNSEN in your inventory. Ensure that you have sufficient stock of these items by ordering them in bulk to minimize the impact on your business operations during supply chain disruptions.

5

6

Regular Risk Assessment Regularly assess the risks in your supply chain and update your strategies accordingly. Because of the COVID-19 pandemic, the business supply landscape is more unpredictable than ever, so staying informed about geopolitical, economic and environmental factors that could impact the supply chain is crucial.

7

Invest in Technology and Automation Embrace technology and automation to streamline processes and reduce dependency on manual labor. This can improve efficiency, reduce errors and enhance your ability to adapt to changing supply chain conditions.

To aid Meineke dealers with gaining further access to the parts they need for repair and day-to-day operations, Driven Brands launched the Driven Advantage marketplace.

“The new B2B marketplace connects Driven Brands’ 5,000+ automotive corporate locations, shop owners, franchises and affiliates with more than 80,000 handpicked products from third-party suppliers,” according to Autobody News.

This tool will be essential for Meineke dealers to navigate present-day supply chain disruptions and could play a major part in keeping your shop stocked in 2024.

8

In conclusion, as we look ahead to next year, the auto repair industry finds itself at the intersection of challenges and opportunities. While supply chain disruptions continue to test the resilience of businesses, the industry's proactive response, marked by technological integration, sustainability initiatives and collaborative strategies, paints a promising picture. By embracing innovation, fostering strong partnerships and maintaining a customer-centric approach, Meineke Car Care Centers dealers can navigate the complexities of the supply chain in 2024 and lay the foundation for a robust and sustainable future.

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

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M DA S I LV E R S P O N S O R

DRIVING EXCELLENCE:

AutoZone’s Commitment To Customer Experience

A

utoZone has come a long way since 1979. The company began as Auto Shack with a single store in Forrest City, Arkansas, and a goal of helping people take care of their cars. Since its founding, AutoZone has never stopped evolving, relentlessly focused on meeting the needs of its growing and changing customer base. AutoZone has revolutionized the aftermarket parts industry in the process and is now a global leader in the space, while still maintaining its customer-first mindset. With over 7,000 stores and offices in the United States, Mexico, Brazil, China, India and Europe, the company has grown to be a leading distributor of auto replacement parts and accessories, in addition to providing ALLDATA® OEM repair information and software.

At the core of AutoZone's success in the commercial industry is a dedication to helping professionals take care of their customers and grow their businesses. The company understands the challenges shops face each day and all its products, programs, services and resources are designed to help shops overcome those challenges.

AutoZone has leading in-market availability and coverage of OE-quality parts with on-demand delivery to help turn bays faster.

Plus, AutoZone’s competitive pricing, stocking programs and bulk discounts help shops maximize their profits. AutoZone also offers resources that drive success like dedicated service teams, an in-house credit team, professional training, a shop referral program and other shop marketing resources.

AutoZone is dedicated to helping shops make reliable repairs with OE-quality or better parts. The company is the exclusive provider of Duralast parts, which are re-engineered from the OE and produced by Tier-1 OE manufacturers, which are industry-leading category manufacturers. Duralast parts are constructed with OE-matched materials, tested to meet or exceed OE performance and subjected to stringent quality control 16 ///

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measures to ensure shops can install with confidence. Duralast parts are produced for over 20 parts categories and cover over 90% of vehicles on the road today. Hundreds of thousands of professionals depend on them daily and install them on millions of cars across the United States, Mexico and Brazil.

With over 6,000 company-owned stores in the continental U.S. and Puerto Rico, AutoZone has the national footprint to match the needs of Meineke dealers. You can operate more efficiently with streamlined parts purchasing of OE-quality parts for light to medium-duty applications — brakes, batteries, starters and alternators, suspension components, chemicals, and more — all with warranties that keep you covered. Save time and boost profits with exclusive national account pricing, fast on-demand delivery, stocking programs for any part category you need on hand, a dedicated Commercial Sales Team to service your needs and OEM diagnostics and repair information from ALLDATA® — the industry leader in software repair solutions. Plus, Meineke Dealers Association members receive a 5% shop rebate paid monthly to help maximize margins and stay within budgets.

The road ahead is constantly changing, but since its beginnings, AutoZone has maintained an unwavering commitment to reliability, quality and customer satisfaction. The company’s focus is not limited to just selling parts; whether the customer be a local shop or a Meineke dealer, AutoZone is dedicated to building partnerships and providing the resources and support necessary to help its customers succeed.

Autozone is a Silver partner member of Meineke Dealers Association. You may reach the company at 901-495-6500 or www.autozone.com.

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True Professionalism: The Core of Service Excellence

I

don't like to shop. Clothes shopping, grocery shopping, car shopping … it doesn't matter – I don't like it. I want to get in, get what I want (fast) and get out. That's my strategy when I must shop. Two recent shopping experiences, however, were pleasant surprises. Both experiences showcased customer service at its best and at its most simple. Once again, I was reminded that great service isn't about grand acts, it's about common courtesy, artfully delivered.

The first story took place the day before a speaking engagement in Chicago. I needed to buy a pair of dress shoes because I had forgotten mine at home in Florida. I found myself in a store called the Walking Company in a Chicago mall. A friend once told me that it was a good store. It was crowded, so I almost left. But one of the salespeople made eye contact with me. It wasn't the kind of eye contact that said, "Oh no, another customer." Instead, it was eye contact that said, "I know you're there, and I'll be right with you."

It was good eye contact. I browsed around for a couple of minutes and found a pair of shoes I liked.

Sure enough, the salesperson was right next to me, and she said, "Sorry about the wait, let's get you some shoes."

I showed her the pair I was interested in and asked her to try a size ten.

She said, "Let's measure your foot just to make sure." I know that I wear a size 10, but her whole demeanor showed that she wanted to make sure I got the right shoes. She was a professional.

She measured my foot and said, "Size 10 is right, but you have a very ‘Reubenesque’ foot." I didn't know what that meant, but she sure

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seemed to know what she was talking about.

"I've got to tell you, the type of shoe you've selected won't be the most comfortable for you. I think this other style would feel much better."

Being the skeptic that I am, I looked at the price of her suggested shoes to see how much she was upselling me. Same price.

Hmm. With nothing to lose, I tried on the

by DENNIS SNOW style she suggested, and they were extremely comfortable. Enough time has passed since buying the shoes that any psychological effect has passed – they are truly the most comfortable pair of dress shoes I've ever owned, and I wear them all the time.

As I paid for the shoes, the salesperson continued to wow me.

She said, "If you ever buy a pair of shoes somewhere else, and I don't know why you would, be sure to tell the salesperson that the arches in your foot have fallen just a little, and you need shoes with some arch support – just like these."

When I get good service like this, I want to keep a good thing going. I asked her if there is a Walking Company in Orlando, where I live, to which she answered yes. I thanked her (sincerely) and left.

Since then, I've purchased three more pairs of shoes at the Orlando Walking Company, each time with great service and incredibly comfortable shoes. I can't imagine buying shoes anywhere else, and I’ve sent plenty of friends there.

Now, let’s look at what this Walking Company salesperson did

that turned this into a great shopping experience. I’ll analyze the details in a moment, but one word sums up her style – professional.

This lady was a professional in every sense of the word. Her skills would apply anywhere. The skills that she demonstrated are as applicable to a bank, hospital, restaurant or law office as they are to a shoe store. Here are four universal traits of a professional in any customer-facing profession:

1Professionals are responsive.

When I entered the store, the salesperson made immediate eye contact with me. It was sincere eye contact – the kind of eye contact that would’ve made me feel guilty had I just turned around and left. It was eye contact that said she knew I was there and cared that I was there. And as soon as she was finished with her customer, she came right over to help me and apologized for the wait.

The store was busy. But I noticed that everyone was being helped. The salespeople had mastered the art of handling more than one customer at a time while making each customer feel like he/she was the only one. None of the salespeople looked frantic, they just looked responsive.

2 Professionals are knowledgeable.

This salesperson knew about shoes. On the other hand, I know nothing about shoes other than they’re brown or black.

Seeing that this was the case, she took charge of the situation and made sure that I was getting a pair of shoes that were right for me. I benefited from the knowledge that she had.

There is an art to sharing knowledge, I admit. Some customers may say, “I wear a size 10, I know what I want. Just get it for me.”

By spending a moment talking to me, however, it was obvious that I was flexible. She was able to be at her professional best and recommended a pair of shoes that were better for me than the ones I had chosen. Professionals read the situation and adapt to the knowledge of the customer. With a couple of well-asked questions, there’s no reason that an employee can’t determine the level of knowledge a customer has. The employee can then best determine how to add value.

Of course, all of this means knowing your product.

Professionals are in constant learning mode about their products and their customers. The only way that the Walking Company salesperson could steer me to the right pair of shoes was by knowing shoes and feet. Professionals know their stuff.

3 Professionals care about what they do.

My Walking Company salesperson could have easily brought me the pair of shoes I originally asked for. But she wasn’t selling shoes – she was selling shoes that were right for me. That’s a big difference. Professionals aren’t happy just selling a product or service. They want it to be the right product or service for the customer.

She took a few moments to measure my foot and to check my type of foot (Reubenesque!). When she got me that pair of shoes, she knew they would be comfortable for me. Rather than bringing Continued on page 20 2023 ISSUE 4

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True Professionalism

Conclusion

Continued from page 19

out two or three pairs until I found a pair I liked, she brought me one pair – the right pair. Truly caring is smart, and in this case saved the salesperson time. Professionals care.

4

Professionals teach you something.

I left the Walking Company with more knowledge than when I walked in. I now know to ask for extra arch support in my shoes. Not a big deal, but I will always remember that salesperson’s advice.

Think of some of your best service experiences; the waiter who made the perfect recommendation, the computer helpdesk that gave you a tip on how to make an application more effective or the clothing store employee who helped you coordinate colors. In most cases of outstanding service, the employee left you better than when he/she found you. You know more than you did before. The new information may not change your life (though it might), but it made your life a tad better.

So, four seemingly small behaviors turned me into a loyal Walking Company customer. The behaviors apply to any service job and can make the difference between a mediocre service experience and an outstanding one. Once again, the behaviors of a service professional are: 1. Professionals are responsive.

2. Professionals are knowledgeable.

3. Professionals care about what they do.

4. Professionals teach you something.

At the beginning of the article, I mentioned that there were two recent shopping experiences that stood out for me. The second experience was while buying a fountain pen. I went to a store called Write On, and the salesperson was a professional who loved fountain pens. He had me write something on a pad so that he could see how much pressure I use while writing in order to recommend the correct pen. He even gave me an instruction sheet that he had personally created for the care of a fountain pen. It was an amazing experience that will definitely bring me back to that store. I sure enjoyed buying that pen.

The behaviors are simple. What’s not simple is the consistent application of the behaviors. Being a true professional takes thought and effort, but once you are a true professional, you can go just about anywhere. The skills are universal, and they are very rare.

True professionals stand out from the crowd and grow rewarding and satisfying careers. And the customers of the world know when a true professional is at work.

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.

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Employer Work Rules Need Review in Light of the National Labor Relations Board’s Strict New Standard

O

n August 2, 2023, the National Labor Relations Board (NLRB) issued its decision in Stericycle Inc., in which it articulated its new standard for evaluating whether employer work rules are impermissible under the National Labor Relations Act (NLRA). In doing so, the NLRB overturned the standard for evaluation of work rules set forth in two Trump-era NLRB decisions, Boeing Co. (2017) and LA Specialty Produce Co. (2019).

The Stericycle standard harkens back to the NLRB’s standard for evaluation of work rules prior to the Boeing Co. decision, adopted in its Lutheran Heritage decision in 2004. The new standard applies equally to both union and non-union employers.

Under the Stericycle standard, the NLRB will deem a work rule to be unlawful if an employee could reasonably interpret the rule as having a coercive meaning or limit the exercise of their rights under Section 7 of the NLRA. To determine this, the NLRB will assess “the specific wording of the rule, the specific industry, and workplace context in which it is maintained, the specific employer interests it may advance and the specific statutory rights it may infringe” to determine if the rule has a “reasonable tendency” to chill employees’ exercise of their Section 7 rights. Significantly, the NLRB will not consider the employer’s intent in its analysis.

Under this standard, work rules must be narrowly tailored to “advance legitimate and substantial business interests,” and cannot have the potential to interfere with employees’ right to engage in

protected concerted activity.

While the Stericycle decision provides little guidance as to how this standard will be applied in practice, employers can still take steps to limit the risk of challenges to their work rules and are urged to do so as soon as possible. Employers must construct their work rules as narrowly as possible and avoid using language which could be

by ELIZABETH RICE interpreted as infringing upon employees’ Section 7 rights. Employers should also review existing work rules to determine whether they may be deemed unreasonable under this new standard, and if any revisions are needed.

Please do not hesitate to contact Laner Muchin with questions on the Stericycle standard or to have your work rules reviewed for compliance.

Laner Muchin is a firm that specializes in employment-related litigation, labor relations, employment law counseling, employee benefits, executive compensation and business immigration matters. The firm may be reached at www.lanermuchin.com or (312) 467-9800.

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s e f o x r a Y T our B e v a u S sin o T es w s

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Wh y t i ile n u Help ing Your Comm

T

he Work Opportunity Tax Credit (WOTC) is a unique program that benefits everyone involved. Businesses that hire qualified applicants receive a tax credit that offsets part of the first year’s wages for those individuals, and the employees receive enhanced job opportunities.

Here’s how it works: If you hire employees from a targeted group, your business can receive a federal tax credit of 40% of the first $6,000 in wages paid to that individual within their first year of employment, as long as they work at least 400 hours.

While $2,400 is generally the highest tax credit available, up to $24,000 in wages can be taken into account for hiring certain qualified veterans. Even if the individual doesn’t work a full 400 hours, a partial 25% credit can be claimed if they worked at least 120 hours.

The WOTC is intended to promote the hiring of individuals who face employment obstacles because of poverty, disability, military service, long-term unemployment or criminal history.

Here’s the official list of targeted groups: • The formerly incarcerated or those previously convicted of a felony.

• Recipients of state assistance under part A of title IV of the Social Security Act (SSA).

• Veterans.

• Residents in areas designated as empowerment zones or rural renewal counties.

• Individuals referred to an employer following completion of a rehabilitation plan or program.

• Individuals whose families are recipients of supplemental nutrition assistance under the Food and Nutrition Act of 2008.

contributed by Mize CPAs

• Recipients of supplemental security income benefits under title XVI of the SSA. • Individuals whose families are recipients of state assistance under part A of title IV of the SSA. • Individuals experiencing long-term unemployment.

Employers of all sizes can claim the WOTC, including certain tax-exempt entities.

So why doesn’t everyone do this?

Certifying employees for the WOTC requires jumping through a few hoops. On or before the individual receives an employment offer, both the employer and employee need to complete Form 8850. The employer has 28 days from the employee’s date of hire to submit the Form 8850 to the appropriate state’s WOTC office in order for the state to certify the employee’s status.

This process can be a bit challenging in the midst of all the other onboarding tasks required for new hires.

That’s why many businesses outsource their WOTC program. A WOTC vendor can assist your employees in completing Form 8850 at the time of hire, submit forms to your state within the time restrictions and compile the certification results, ready for you to claim your tax credits at the end of the year. You get the benefits of tax credits without the stress of managing the program.

So don’t leave money on the table. Learn more about implementing a WOTC program for your organization today by contacting Marc Swearengin at mswearengin@mizecpas.com. You’ll be glad you did!

Mize CPAs Inc. is a full-service accounting firm that has provided the Elevanta accounting and payroll solution since 2003.

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Elements of the Entrepreneurial Mindset Series

Element No. 3:

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Y

our business is not at all about you.

That’s a bit of a shock to all of us who are entrepreneurs.

We sometimes tend to think it’s about our purpose, passions, talents, desires, dreams and efforts all coming together in one beautiful expression of our core selves. But it’s not.

A business, every business, is about understanding other people and providing them with something that enriches their lives and fulfills something that THEY need or want.

This paradigm is crucially important, and empathy is at the heart of it. Empathy is the most important word in business.

Empathy means working to understand what another person is thinking and feeling and then responding in an effective way.

There is a lot packed into that definition.

Empathy means working to understand what another person is thinking and feeling and then responding in an effective way.

Work To Understand What Another Person Is Thinking and Feeling Notice this section isn’t titled “work to understand yourself.”

That is still very important to do so that you understand what you have to offer other people. However, a successful business is not built on what you have to offer other people. It’s built on understanding and meeting the needs and wants of other people.

I encourage you to invest time and energy in really working to understand the people you want to serve. Meet with them in person. Ask them what challenges they deal with, and what would make their life and their work easier, faster and more effective.

Observe them in action whenever you get the chance. Ask them what they are thinking and what they are feeling as they work through certain situations.

The more you understand them — really understand them — the more likely you will be to meet their needs and wants in a meaningful way.

Responding in an Effective Way The emphasis here is on fulfilling your customers, not fulfilling yourself.

Customers don’t care about your quarterly sales and profits.

They don’t care about your awards or new house or ranking in your industry. They care that you fulfill their needs and wants in a real and effective way.

Have the customers’ needs and wants been met and exceeded?

That’s the driving question.

Do they think and feel that they are better off as a result of buying from you?

Recently, my wife and I went to a local restaurant in St. Louis called Twisted Tree that averages 300 reservations a night Monday through Thursday and 500

by DAN COUGHLIN reservations Friday and Saturday. At this same location, the previous three restaurants using the space lasted a few years each and then were gone. What is the difference?

The quality of the food is superb. The waiters are always friendly. The support staff is always full. They always have four managers on duty. There literally is no customer need or want that they are not prepared to meet in a timely way.

They understand what customers are thinking and feeling, and they meet the needs and wants of their customers supremely well, day after day.

It’s a great case study for every business to learn from.

Do they think and feel that they are better off as a result of buying from you?

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

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It’s Not (Completely) What You Think: “New Age” Management Techniques

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“

T

o thrive in this new age of hyper-change and growing uncertainty, it is now imperative to learn a new competency — how to accurately anticipate the future.”

- Dan Burrus, Author, business advisor, and futurist When many people hear the term “New Age,” we think of crystals, magic mushrooms and alternative spirituality. But when applied to business practices, the term takes on a different meaning.

There’s some of the esoteric in New Age business, but as it typically does, the business community has extracted only what seems to work. It’s more of a New Age of productivity than a new type of lifestyle. Practitioners of New Age management techniques have chosen logical practices for treating their human resources as, well, more human. Let’s take a look at a few, starting with the obvious.

1. Meditation.

Many Westerners have misguided ideas about meditation.

Stripped of mysticism, it’s simply a way to relax and clear your mind — a welcome exercise for a desk-bound worker. This allows you better access to the creative and subconscious parts of your mind. If you come up with a new idea or insight during the process, that’s a bonus, and you may end up with more dividends than you expect. It worked for Henry Ford’s famous idea man, whom Ford’s efficiency expert disapproved of until Ford pointed out that the man’s ideas had saved him millions. I won’t teach you how to meditate here; you can find hundreds of resources that do so on the Internet, depending on your intention (it’s not just all about not thinking). When I first tried deep breathing for meditation, I couldn’t stop my mind from going over my to-do list, so now I pray instead to keep my mind focused.

2. Mindfulness.

This practice involves paying strict attention to what you’re doing in the moment. While letting yourself run on automatic can increase your productivity, it doesn’t work for everything. I think of it as more peripheral to work than central to it: Routine gets you dressed, through breakfast, to work and into your daily mode, but while you work, mindfulness ensures your focus, reduces mistakes and deepens your effectiveness and understanding of what you’re doing. Running on automatic, you learn little or nothing.

Mindfulness is how you improve your work and your work ethic

and expand your repertoire. Errors become fewer, your pace more deliberate, efficient and effective. Remember: True productivity lies where efficiency and effectiveness intersect.

3. Singletasking.

This is a point I’ve made repeatedly over the years: do one thing at a time with

by LAURA STACK your full focus, and you can do it better and faster than if you try to divide your attention with multiple tasks.

While workers are arguably improving at multitasking (if only due to the nature of their daily lives), many employers have begun to emphasize it less. Why? Possibly because Millennials and subsequent generations have begun entering the workplace in increasing numbers, with some of the older Millennials having risen to the top by now. Having seen the tech bubble burst, followed by the Great Recession and its effects, these workers are more likely to be self-focused vs. job focused. They still do their jobs, but don’t kill themselves doing so. Ironically, the result is often greater productivity.

4. A new focus on well-being.

A new focus on well-being. Even before COVID-19, companies were becoming more concerned about the health and well-being of their individual employees. Healthy employees are productive employees, and we’ve now come to realize that taking regular breaks, getting access to natural light, regularly changing posture, the presence of plants and even walking meetings improve employee well-being enough to improve their performance.

The Age of Productivus New Age workplace practices may sometimes seem a little woo-woo, but the ones we’ve adopted are logical, and they work. © 2023 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.

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some turn wrenches!