February 2019 NOLN Magazine

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february 2019

MAXI-LUBE CELEBRATES 30 YEARS

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the trump s f f i r a t

and their impact on the auto care

industry

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inside this issue Features

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CARING FOR THE COMMUNITY

Maxi-Lube in Griffin, Georgia, recently celebrated its 30th anniversary.

Mike Shell and his family have run the shop and successfully impacted their community for over three decades.

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THE TRUMP TARIFFS AND HOW THEY ARE AFFECTING AUTO CARE IN THE U.S.

Some of the tariffs applied by President Trump in 2018 are affecting auto parts and the auto care industry. NOLN talked to Aaron Lowe, an automotive aftermarket legislative expert, for his take on the situation.

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CAUTION THE FIVE PERCENT

Why the U.S. may soon move to mandatory E15 fuel and the effect it will have on today’s engines.

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NO DIPSTICKS ALLOWED

Remember the good ol’ days when every transmission had a dipstick.

Those days are gone, but NOLN’s guide to transmission services without dipsticks is here.

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COSTA OIL PUTS THE QUICK BACK IN QUICK LUBE

One industry young gun, Costa Kapothanasis, is rewriting the rules of a successful quick lube. Costa Oil – 10 Minute Oil Change is expanding exponentially by taking advantage of tech and getting back to basics.

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SEVEN HABITS TO TAKE YOUR WORKPLACE CULTURE TO NEW HEIGHTS

Leading your organization toward a specific goal is like being the pilot of an airplane — wherever you go, your company goes.

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“DISCIPLINING” ADULTS IS JUST WRONG

Using a progressive disciplinary approach is like banging on a machine to make it run better. There’s a better way — performance coaching.

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IN EVERY ISSUE

inside this issue

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AROUND THE INDUSTRY TECH SPEC: 2019 LINCOLN NAUTILUS RECALLS PRODUCTS & SERVICES CLASSIFIED ADVERTISING ADVERTISERS INDEX

Viewpoints

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FROM THE PUBLISHER Our Last Name is News

By Steve Hurt

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ASSOCIATIONALLY SPEAKING Get to Know Your AOCA Board

By Kristy Babb

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TRAIN LIKE YOUR WALLET DEPENDS ON IT Communication: It’s Like Talking, But With Listening Involved

By Lenny Saucier

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MAKING IT HAPPEN No Thanks, That’s Too Expensive

By Kit Sullivan

Calendar of Events February 21-23 MACS Training Event & Trade Show Anaheim, California 215.631.7020 x0 www.macsw.org

April 2-4

NOLN Quick Event Atlanta, Georgia 800.796.2577 www.nolnquick.com

May 13-15

iFLEX at The Car Wash Show Nashville, Tennessee 800.230.0702 www.aoca.org

AAPEX Las Vegas, Nevada www.aapexshow.com

On the cover: In an interview with automotive aftermarket legislative expert Aaron Lowe, NOLN covers what the Trump Tariffs mean for the auto care industry.

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November 5-7

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MAXI-LUBE CELEBRATES 30 YEARS

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

The Trump Tariffs

and their impact on the auto care

industry

Join the Conversation /OilLubeNews

@Oil_Lube_News

www.noln.net

@OilLubeNews 001 NOLN_Feb19v3.i

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LETTER FROM THE PUBLISHER

Our Last Name is News

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Publisher

Steve Hurt

steveh@stevehurt.com

Since our last name is “News” (National Oil & Lube News), we are always keeping our ear to the ground, listening for the news and events around the industry that will have an effect on how we operate. I remember when we first started talking about OEMs pouring 5W-30 as the factory-fill in new vehicles and thinking to myself, “No one would ever pour 5W-30.” However, we covered it, and you know “the rest of the story.” I also remember when Tammy Neal first pitched the idea of covering 0W-16 and the impact it was going to have. Just the other day, I was servicing my Tahoe at one of our local quick oil and lube shops, and can you believe it — they had 0W-16 in stock. We have been talking and writing about it for years.

Several months ago, we started receiving bits and pieces of information about the trade tariffs enacted by President Trump and how these tariffs are affecting many of our suppliers. Because of this, suppliers will soon be forced to pass along (if they aren’t doing so already) these additional costs to operators. We decided it was time to delve into the matter. In the article starting on page 20, Jim Baumer tackles the issue of tariffs. He interviewed Aaron Lowe, senior vice president of Regulatory and Government Affairs for the Auto Care Association, and got Lowe’s take on what these tariffs mean for suppliers, installers and the auto care industry as a whole. Spoiler alert: It’s probably too soon to see all of the effects — so be on the lookout for a follow-up story later this spring.

Of course, NOLN has always considered you, our readers, the No. 1 resource for current trends and what is coming down the pipe. We want you to keep sending us your thoughts, concerns and predictions, and we will continue to keep everyone upto-date on the issues affecting our industry.

Until next month, keep on lubin’. 

Chief Operating Officer

Ragan Holt

ragan.holt@noln.net Senior Director, Creative Team

Tammy Neal

tammy.neal@noln.net Senior Director, Business Operations

Sheila Beam

sheila.beam@noln.net Circulation

Nikki Held

nikki.held@noln.net Advertising Sales & Marketing

Brian Ashley

brian.ashley@noln.net

CONTRIBUTING WRITERS



Jim Baumer Sue Bingham Elizabeth McCormick Lenny Saucier Joe Scibetta Peter Suciu Steve Swedberg

Steve Hurt GRAPHIC DESIGN



JimNissen.Design

PUBLISHER WEBSITE DEVELOPER



Tiffany Fowler

Published twelve times a year (along with an additional Buyers Guide) by NOLN 2721 81st St., Lubbock, TX 79423. Postage Paid at Burlington, VT. Postmaster: Send address changes to NOLN, 2721 81st St., Lubbock, TX 79423. Editorial Information: info@noln.net. Annual subscription rate to U.S. destinations is $39. Subscriptions to Canada and Mexico are $70. All other foreign destinations are $130 for postage. Prepayment is required on all foreign orders, paid in U.S. funds. ©Copyright NOLN 2019. Reproduction is allowed only with permission of publisher. Views expressed by columnists and guest writers do not imply NOLN endorsement. Every attempt is made to provide accurate and reliable information described or offered herein, nor can NOLN verify accuracy of advertising claims made herein. The purpose of NOLN is to open an active line of communication between lube shop owners and managers and to provide a link between lube shops, manufacturers and suppliers throughout the country.

Authors — We welcome editorial proposals and submissions. Contact Tammy Neal for more information.

Advertisers — Advertising rates are available upon request. Please contact Brian Ashley for display advertising deadlines, Internet advertising and other information.Contact Nikki Held for classified advertising information.

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February 2019 Volume 34  Number 2 ISSN 1071-1260 All correspondence and inquiries should be directed to our business offices: 2721 81st St. Lubbock, TX 79423 Phone: 800.796.2577 or 806.762.4464

AROUND THE INDUSTRY Express Oil Change & Tire Engineers Raised $10,000 for Harvest Hope Food Bank After a month-long effort, Express Oil Change & Tire Engineers has raised $10,000 for Harvest Hope during their annual giving campaign. For every oil change performed in the Columbia, South Carolina area during November, Express Oil Change & Tire Engineers donated $1 and accepted customer donations.

“The holidays are one of our busiest times of the year,” said Keith Ferrell, Harvest Hope’s Interim CEO. “This donation from Express Oil Change & Tire Engineers is going to provide 50,000 meals to people in need. I just can’t say thank you enough to people of the Midlands, as well as Express Oil Change & Tire Engineers.”

“Giving back is important to us,” said Gregg Gaskins, owner and operator of Express Oil Change & Tire Engineers. “Each year we hope to raise more than the previous year. Thanks to the community, we raised $1,000 more than last year. It feels good to know families are going to have food for the holidays.”

Pictured (l. to r.) Laura Wedell, Express Oil Change & Tire Engineers; Holly Coker, Express Oil Change & Tire Engineers; and Keith Ferrell, Harvest Hope Food Bank Interim CEO.

Since the drive began in 2015, Express Oil Change & Tire Engineers has raised more than $30,000, providing over 150,000 meals to South Carolinians facing hunger.

Oil Changers Completes Acquisitions Oil Changers recently announced the acquisition of three Royal Car Care locations in Hanford and Lemoore, California.

First opened in 1985, Rick and Rita Rocha built Royal Car Care to be a successful 10

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business that created jobs and provided an important service to the community. The Oil Changers unique merger strategy welcomes the Royal family, providing existing team members new opportunities to grow

alongside 275 employees in California.

“We feel lucky to have so many great people from Royal join the Oil Changers team. The Rochas and the entire Royal team are like family, and we feel blessed to have the opportunity to embrace their culture and be part of their success” said Eric Frankenberger, president of Oil Changers.

Oil Changers also announced the acquisition of Express Oil Change in San Pablo, California. This acquisition of Express Oil Change, Inc. in San Pablo adds to the 29 San Francisco Bay Area Market and, overall, takes the company to 38 stores.

“Over the last six months, we have created significant excitement with our growth strategy,” Frankenberger said. “Our goal in 2019 is to add 15 locations through mergers and acquisitions.”

Pleasanton, California-based Oil Changers is an active member of the Automotive Oil Change Association (AOCA) and has been very supportive and involved since its conception. The Oil Changers team is excited to continue its expansion both inside and outside California.

Jiffy Lube Co-founder Named Babson College President Babson College in Wellesley, Massachusetts, has named Jiffy Lube co-founder Stephen Spinelli Jr. as its 14th president. He will succeed Kerry Healy, who announced last May that she would be stepping down at the end of the academic year.

In 1979, Spinelli helped his former football coach, W. James Hindman, launch Jiffy Lube with a goal of 1,000 stores in 10 years.

The company was the first in the country

to use the franchising system that allowed local owners to share in the profits. Spinelli left Jiffy Lube in 1991 to pursue his academic career.

Spinelli taught entrepreneurship at Babson College for 14 years, specializing in new venture creation and growth. Babson College is regarded as a prestigious entrepreneurship college and its central focus is on entrepreneurship education. It was founded

by Roger W. Babson in 1919 as an all-male business institute.

Spinelli was also the director of the Arthur M. Blank Center for Entrepreneurship before becoming vice provost. In 2007, Spinelli went to Philadelphia University to serve as president. On July 1, 2017, PhilaU integrated with Thomas Jefferson University and Spinelli went on to serve as Chancellor of Thomas Jefferson University.

Stephen Spinelli, Jr.

According to his LinkedIn profile, Spinelli said he wrote his doctoral dissertation on complex economic relationships using franchising — that he learned from his time at Jiffy Lube — as the base case. Then, he published frequently about franchising, including academic journals and trade books. He also established an MBA level course at Babson in franchising. His specialties include franchising, inter-organization forms, strategic alliances, new venture creation, business growth, entrepreneurial finance and higher education administration.

Icahn Automotive Announces Agreement to Acquire RPM Automotive Icahn Automotive Group LLC, which owns and operates leading auto repair and maintenance providers Pep Boys, AAMCO and Precision Tune Auto Care, recently announced it has entered into a definitive

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Christian Brothers Automotive Shifts into High Gear with New Leadership Team Driving Franchise Growth Christian Brothers Automotive Corporation is set to further steer the brand to long-term growth with the recent announcement of an expanded senior leadership team responsible for further pursuing franchise development goals.

team members who set the path for our franchising growth and expansion,” said Donnie Carr, president of Christian Brothers Automotive. “We have elevated eight talented and qualified people to positions where they will truly have the ability to map the course for the next phase of our franchise expansion. Christian Brothers is extremely humbled to have such hardworking individuals leading our team.”

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agreement to acquire RPM Automotive.

Headquartered in Jacksonville, Florida, RPM Automotive operates 10 locations with more than 100 service bays throughout the Northeastern part of the state.

“The acquisition of RPM Automotive complements Icahn Automotive’s existing footprint in the region and will accelerate our growth in an important market for us. RPM Automotive has become a service leader in the Jacksonville area by providing a superior customer experience delivered by expertly-trained store managers and technicians. The remarkable growth of RPM Automotive over the past two decades is a testament to the quality of its team members and service model,” said Dan Ninivaggi, CEO of Icahn Automotive.

Throughout 2018, Icahn Automotive has acquired independent and franchised locations in the Northeast, Midwest and South. These additions to the Icahn Automotive portfolio have been integrated under the Pep Boys, AAMCO and Precision Tune brands. Icahn Automotive currently includes more than 2,000 owned and franchised service locations throughout the United States and parts of Canada.

“Icahn Automotive continues to increase the breadth and density of our service center coverage. We’re well positioned to capitalize on the growing demand for automotive service by individuals and fleets as vehicles become more technologically complex and the vehicle population grows,” said Brian Kaner, president of service for Icahn Automotive. “As a full-service provider under multiple, well-known brands, we can service a vehicle throughout its entire lifecycle, from tires and routine maintenance to complex repairs.”

As part of its strategic efforts to grow Christian Brothers into new target markets, eight new members have joined the senior leadership team, including a new interim CFO and new VPs of Marketing, Technology Solutions, Operations, Leadership Development and Neighborly. The recently appointed leaders are all primed to jumpstart various aspects of the brand’s franchising initiatives.

“As an organization, we have always been blessed with incredibly dedicated and motivated senior and executive level

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be responsible for overseeing all financial Express Oil Change & Tire Engineers statementsRaised and strategies for the $10,000 for brand.

JanisHarvest Jarosz has been promoted Hope Food Bank to VP of Marketing, where she is responsible for After a month-long effort, Express Oil partnering buildraised brand Change & with Tirefranchisees Engineersto has awareness, guests storestheir andanin$10,000 for guide Harvest Hopetoduring crease brand loyalty. For Sheevery brings broad nual giving campaign. oilachange backgroundininthe franchise brand marketing performed Columbia, South Caroto the role, including experience as Oil the lina area during November, Express chief marketing officer fordonated several national Change & Tire Engineers $1 and franchisecustomer brands. donations. accepted “The holidays are one of our busiest Class Action Lawsuit Filed Against times of the year,” said Keith Ferrell, HarJiffyHope’s Lube, Interim Due to No-Poach vest CEO. “This Clauses donation In late November 2018, a&class lawfrom Express Oil Change Tireaction Engineers suit was fi led against Jiff y Lube Internais going to provide 50,000 meals to people tional, bycan’t former y Lube in need.Inc. I just say Jiff thank you workers enough who feel they areMidlands, owed unpaid wages due to people of the as well as Exto no-poach clauses. e class action is press Oil Change & TireThEngineers.” accusing y Lube of including unlawful “Giving Jiff back is important to us,” said no-poach provisions its franchise agreeGregg Gaskins, ownerinand operator of Exments, which ultimately suppressed empress Oil Change & Tire Engineers. “Each ployees’ wages. year we hope to raise more than the preErinyear.

Gilmore reported on the case we on vious Thanks to the community, ClassAction.org: “Also led year. against coraised $1,000 more thanfilast It feels defendants Royal Dutch PLC, Shell good to know families areShell going to have Oil Company and Pennzoil-Quaker State food for the holidays.”

Company, lawsuit alleges Jiffy Lube Since thethedrive began in 2015, Exfranchise agreements contain a clause press Oil Change & Tire Engineers has that forbids shop$30,000, owners providing from soliciting raised more than over employees fromto one another.

In efffacect, 150,000 meals South Carolinians thehunger. case explains, a Jiffy Lube shop cannot ing hire anyone who has Merges worked at another Oil Changers With Jiffy LubeRoyal withinCare the previous Car Inc.six months.

ThisChangers practice eff ectivelyannounced suppresses the compeOil recently actition among workers, the lawsuit urges, quisition of three Royal Car Care locations resulting lower pay across the board.” in Hanfordinand Lemoore, California.

“While eliminating anticompetiFirst opened in 1985,these Rick and Rita Rotivebuilt clauses will going forcha Royal Carhelp Careworkers to be a successful ward, current and former of business that created jobs andemployees provided an Jiffy Lube service — including plaintiff ]The — important to the [the community. are Changers owed antitrust for years of Oil uniquedamages merger strategy welwage suppression,” the complaint reads. comes the Royal family, providing existing “This members action seeks recover theseto damagteam newtoopportunities grow es and obtain additionalininjunctive relief alongside 275 employees California. on“We behalf [thetoplaintiff ] and similarly feel of lucky have so many great situatedfrom JiffyRoyal Lube workers.” people join the Oil Changers When asked about thethe class actionRoyal lawteam. The Rochas and entire suit, a Jiff y Lube spokesperson responded, team are like family, and we feel blessed to “Jiffythe Lube International, Inc. istheir awareculof have opportunity to embrace the and ‘no-poach’ complaint filed ture be part antitrust of their success” said Eric in federal courtpresident in Philadelphia, and we Frankenberger, of Oil Changers. are reviewing California-based the claim in detail. deny Pleasanton, OilWe Changthatisany violation of antitrust laws has ocers an active member of the Automotive curred.”

Oil Change Association (AOCA) and has NOLN keep youand posted on any debeen verywill supportive involved since  velopments in this its conception.

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From left to right: Mike Shell Jr., June Shell, Mike Shell, Sr., Stephen Shell 14

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Mike Shell, Sr.

Caring for the Community

Georgia’s Maxi-Lube Celebrates Its 30th Anniversary

By Joe Scibetta

G

riffin, Georgia — it’s America’s typical hometown. The laid-back atmosphere says this is the way life should be. And it’s funny that no matter where you’re from, in a way, you feel like you’ve been here. Maxi-Lube Tire and Auto recently celebrated 30 years as an important local business that gives back to the community. With service consistently rated at 5 out of 5 stars on Yelp, the friendly, honest, positive-minded spirit of the Shell family has kept employees and customers loyal and business booming for three decades.

The Patriarch, Mike Shell

At 17, Mike joined the US Air Force as an F-4 aircraft mechanic. During his six years in the Air National Guard as an aircraft and equipment mechanic, he landed a job with Northwest Airlines that lasted 16 years until he was transferred to Memphis. That move would require an exhausting 422mile, eight-hour commute from Griffin to Memphis to keep the job and, eventually, a major move for the family. No deal.

Unknown to Mike, on his way back home, he happened to show up at the right time with the right stuff to launch a legendary career in our industry. Mike’s uncle had just started up a sweet little quick lube business when Mike, a talented manager with extraordinary mechanical skills, returned home without a job. His uncle asked Mike if he would like to give Maxi-Lube, when it first opened 30 years ago in 1988.

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Billy, the Service Manager.

“I came here right from high school. I never intended to stay on, but the Shells were an answer to a prayer — and all these years later, they still are.”

-James Carden, Maxi-Lube master technician the lube business a shot. After two years, it was a natural fit, and Mike bought the place in 1990. Reflecting on that lifechanging transaction — in an amazingly modest way and barely audible — Mike said, “It seems the Lord worked it out.”

The beauty in this story lies in the old saying, “Charity begins at home.” Christian-owned and -operated, Maxi-Lube’s “family” is comprised of 22 employees.

“We love our people as if they were our own children,” said June Shell, matriarch of the family business. “Some employees — like a lot of folks — had fathers who weren’t around very much. So, we can understand why they feel close to us, because we try to make up in any way we can for what might be missing.”

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It Runs in the Family

Take employees Wayne and Michelle Parker. Wayne is Maxi-Lube’s Head Mechanic, who has been with the Shell family since he was 15 years old. A perpetual student of everything automotive, he operates at the cusp of the latest technology. Asked if he would ever leave for greener pastures, he scoffed and said, “Why would anyone in their right mind ever leave a good family?”

The same holds true for general manager, James Carden, a master technician in his 29th year with Maxi-Lube. He speaks not in terms of employer-employee but rather of a relationship much closer.

“I came here right from high school. I never intended to stay on, but the Shells were an answer to a prayer — and all these

years later, they still are,” Carden said.

“When you see loyalty like this for no explainable reason, you don’t just walk away looking for something better. We’re very close with the Shells — in fact, I asked them to be godparents for my kids.”

Mike Shell, Jr. started in the pit at 13 years old, standing tiptoe on a box, changing oil. For the last 20 years he has become the area’s undisputed expert in tire service, sales and maintenance. His wife and three daughters are his first love, although he admits to an obsession with the business.

“I’ll often get up in the middle of the night to check our CCTV to see if the place is safe,” he said. “One late night, I saw a man sleeping in our dumpster and had the police check it out. At three in the morning I’ll sit up and remember, ‘Hey! I need to order tires for that customer.’”

Stephen Shell, the youngest son, is a music teacher who was away from the family business for 10 years, spending school breaks leading Christian missionary trips for his church into difficult overseas locations.

“But I’m back home for good, now,” Stephen said. “My place is here at home in Griffin, helping out with the family business.”

Mike Sr.’s sons outdo themselves in singing their father’s praises. They enthusiastically interrupted each other: “Dad takes good care of our employees in every way — we help our employees and customers purchase homes, vehicles.” “We’ve been blessed with an abundance, and we want to help others with what we have.” “Yeah, the Lord’s given us more than we can use.”

“We’ve never wanted for anything, so if we sense a need we’re eager to respond.”

Each of the Shells eats, sleeps, lives and breathes the business on an average of 60 hours each per week, and it’s all rooted in a firm belief that they’re here to serve.

Kim Blaine, the daughter in the family, also worked as a receptionist for years, but now focuses on family life as a stay-athome mom.

Outstanding Customer Loyalty

Typical of customer comments is Barry Cooper’s, a pillar with the fire department of neighboring Henry County, enjoying fellowship with townsfolk there waiting for their oil changes. We asked, “How long have you been coming here for service?”

“I’d say about 30 years,” he stated with pride.

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Then, the same question was put to Mac McCullough, who was sipping a cold Mountain Dew. Out front on a 30-year-old bench on this sunny day, he’s chewing the fat with a younger customer in a cammo cap — no generation gap here — and they’re talking like old friends. We ask, “How long have you been coming to Maxi-Lube?”

“All of 30 years — and I’ll tell you something, it’s the best service up and down the hill! These folks are good. They’re honest, and they’re absolutely reliable.”

Then, looking to get Mike Shell’s attention, who is with a customer, Mac shouted, “Hey Mike! You owe me an oil change for this!”

June Shell offered this: “We’ve been very blessed because we have always been truthful. We’ve never tried to sell anything or any service that our customers did not need.”

Mike Jr. chimed in: “We’ve often discouraged sales, like with tires, for example. Customer comes in and says he was told he needed four new tires. We tell the customer, no, you really don’t need new tires right now. You’ve got quite a few months of good driving left. Come see us in the spring.”

The Maxi-Lube crew.

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Caring for the Community

Shell’s Maxi-Lube is a generous contributor to the community. The good things that Mike and his family do are notable, but not easily pried from them, considering their modesty. For years they have been restoring and donating vehicles to needy women of the community, assisting women’s organizations with repairs and maintenance, supporting Little League, purchasing equipment for the Griffin Police Department, sponsoring golf tournaments, supporting cancer drives and assisting the Junior Deputy Program with all-expense paid trips to Washington for youngsters, to mention a few.

A Tip of the Hat

“In 1990, when we bought the place, National Oil and Lube News was a start-up publication, and we began receiving copies,” Mike Sr. recalled. “Since then, the articles, news, the surveys and business ad-

vice have made a difference in the success we’ve had. I remember it took off when some suppliers like Castrol and Mighty and others ran ads and contributed some great articles. I’ve written articles for NOLN myself, and we’ve been ‘Lube of the Month’ a couple times. It’s still a mustread in this shop.

“It’s only right to thank Castrol and Mighty Auto Parts for their support all these years. Our partnership with Mighty, in particular, for keeping our parts inventory right up to date to help us better serve our customers. Special thanks to Mighty’s president, Ken Voelker.”

Congratulations on 30 wonderful years, Maxi-Lube — a business model whose success has come from unselfishly putting their employees and community first.  JOE SCIBETTA is the president of Agency South Inc. and has orchestrated the agency’s creative efforts for over 25 years. Scibetta is also a contributing writer for Mighty Auto Parts.

“I’ll tell you something, it’s the best service up and down the hill! These folks are good. They’re honest, and they’re absolutely reliable.” - Mac McCullough, loyal Maxi-Lube customer

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the he t trump trump tariffs tariffs and how they are affecting auto care in the u.s.

By Jim Baumer

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he topic of President Trump’s tariffs have become a focal point for anyone running a business in the U.S. This is especially true if your business is directly involved in servicing cars and trucks, as back in May 2018, the Commerce Department announced it was launching a Section 232 investigation on passenger vehicles and automotive parts. Their rationale for this investigation was “whether such imports are weakening our internal economy and may impair national security.”

As tariffs have been put in place, they are now directly affecting businesses and their bottom line. Consumers are being impacted in the pocketbook and wallet. Equally troubling is that tariffs create winners, as well as losers. Some industries benefit, like steel and aluminum producers. Others are discovering, at least in the short-term, they are one of the losers. The challenge becomes, what to do next? Do they pass costs on to customers? And what kind of impact will the tariffs have on their supply chains?

Tariffs aren’t a new thing. They are as old as America. In fact, the first Congress addressed tariffs back in 1789 (after creating the oaths of office with their first act). This led to the enactment of the Tariff Act of 1789.

Sentiment for tariffs among the Founders wasn’t universal, however. And in much the same manner, President Trump’s recent round of tariffs and trade policies have sparked debate among members of Congress and business leaders.

If you recall during the run-up to the presidential election, thencandidate Trump repeatedly made claims blue-collar workers in the United States were being taken advantage of by its foreign trading partners. He placed the blame for lost jobs in manufacturing on deepening trade deficits.

These were “bad trade deals” in Mr. Trump’s way of viewing trade. But he wasn’t the only candidate sounding the alarm on trade, either. Bernie Sanders, a Democrat, also called past U.S. trade agreements “disastrous.” Democratic nominee, Hillary Clinton, who served as President Obama’s secretary of state and once endorsed the Trans-Pacific Partnership (TPP), was forced to backtrack and ended up coming out against TPP in her failed presidential run.

Since assuming office, the president has been putting in place his version of economic nationalism. He told Americans in his inaugural address that trade would be important for him.

“We must protect our borders from the ravages of other countries making our products, stealing our companies and destroying our jobs,” he said.

“

tariffs aren’t a new thing. they are as old as america. in fact, the first congress addressed tariffs back in 1789 (after creating the oaths of office with their first act). this led to the enactment of the tariff act of 1789.”

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“

raw material costs (for steel and aluminum) are going to be impacted by the 25-percent tariff imposed on steel as part of the section 232 investigation on imports of steel and aluminum that was put in place in march. anything imported from china (like brake pads, air conditioning parts or wipers) are subject to the section 301 (tariff) duties.”

-Aaron Lowe, Auto Care Association

Then, a few days later, he withdrew the U.S. from the TPP and proclaimed that he would renegotiate the North American Free Trade Agreement (NAFTA). Additionally, he threatened to impose a special tax on any company in the U.S. that moved factories abroad. The last president who spoke this forcefully about the need for “protection” against foreign competition was Herbert Hoover, more than 80 years ago.

Automotive parts makers — they take the raw steel (and aluminum) manufactured in mills and forge them into parts for autos — are likely to end up being on the losing side of the president’s trade policies. Downstream steel and aluminum industries (which includes automotive afterparts manufacturers and wholesalers), where 97 percent of jobs reside, will potentially experience job losses. This may be similar in effect to what happened in 2002, when President George W. Bush enacted tariffs on steel and 200,000 jobs were lost, according to research conducted by The Trade Partnership, a consulting firm working with downstream steel industries.

According to their research, for every job saved at a metal smelter due to the Trump tariffs, five more workers potentially could be joining the ranks of the unemployed. At the moment though, no one knows.

Because auto parts make up a significant share of the $200 billion represented

by Chinese products now under tariffs, both the quick lube and auto care industries have been following the tariff news cycle with particular interest since the end of September. That was when the Trump administration imposed Section 301 (designed to fight Chinese intellectual prop22

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erty theft) on Chinese-sourced auto parts.

That initial 10-percent duty on the third round of tariffs imposed by the administration had been slated to increase to 25 percent on January 1. Negotiations between the administration and China in early December resulted in a 90-day moratorium on this increase.

Speaking with Aaron Lowe, senior vice president for Regulatory and Government Affairs with the Auto Care Association, he indicated the tenuous nature of tariffs and future effects on the auto care industry, as well as for auto manufacturers.

Lowe spoke about the issue of tariffs being “extremely complex.”

“We didn’t think we’d be so deeply involved in this issue back at the start of the year,” he said. “Steel prices have been extremely volatile and are likely to continue to be. Raw material costs (for steel and aluminum) are going to be impacted by the 25-percent tariff imposed on steel as part of the Section 232 investigation on imports of steel and aluminum that was put in place in March. Anything imported from China (like brake pads, air conditioning parts or wipers) are subject to the Section 301 (tariff ) duties.”

Lowe mentioned that auto care industry leaders are concerned this could result in delays in maintenance.

“We know that drivers already defer maintenance for a variety of reasons — some of them quite ‘crazy.’ With cost increases, it’s quite likely that it will continue to happen and could ultimately become a safety issue,” Lowe said. “Consumers are certainly one of the victims of these tariffs.”

Lowe said it’s hard for auto parts suppliers to make decisions not knowing what the costs might be three and six months down the road. It certainly affects planning.

“Manufacturers are already seeing product surcharges tacked onto steel imported from China and other tariff-affected countries. This ends up being passed down the line,” he said.

Lowe emphasized, “While we don’t support the overall tariffs, we do recognize the need to address the intellectual property issues with China. This could be the silver lining out of this trade backand-forth.”

The tariff issue has drawn together a massive coalition of groups from across the entire auto industry.

“This is one of the first times we’ve had this kind of broad-based support on an issue between both auto manufacturers and auto aftermarket producers,” Lowe said.

Currently, decisions are still being made on what countries will be added to the list of tariffs, as well as specific products. This makes it difficult to put a concrete plan in place for people like Lowe and others working on the government and regulatory side of the industry. It also continues to cause anxiety for owner/operators and others, including consumers.

“We’re still trying to put a plan in place, as we attempt to sort this all out,” Lowe said. “The moratorium felt shaky from the get-go. However, I’ve learned to hold off and not make pronouncements until we’re certain what direction this will all go.”

Lowe urged people to write letters and communicate with their member of Congress on this.

“They’re pretty receptive to hearing from their constituents, and this is an effective way to let them know how this is affecting people in their districts,” Lowe said.

For now, Lowe indicated that industry leaders and others are taking a wait-andsee approach to what happens at the end of the moratorium. 

For more information on tariffs and the effects they are having on the auto care industry, subscribe to NOLN eNews for the latest updates. You can sign up for NOLN eNews at: noln.net/enews

PM ATTENDANT p. 23

VIEWPOINT

Associationally Speaking

Get to Know Your AOCA Board

By Kristy Babb

W

ith 2019 well underway and the winter chill in full effect, it can make it easy to yearn for warmer days. If you’re looking to put the winter blues behind you with a springtime getaway, look no further than iFLEX at The Car Wash Show, coming to Nashville, Tennessee this May. AOCA is once again partnering with the International Carwash Association for the industry’s biggest event — jam packed with education specific to fast lube operators and a trade show where you’ll find the latest and greatest in products and services. The fun begins with AOCA’s Welcome Reception on the evening of Sunday, May 12. You can get all the details at: www. aoca.org See you in Music City!

AOCA Board Spotlight

AOCA’s Board of Directors represents not only the membership of the association, but the industry as a whole. So why not get to know your Board? We’re kicking off AOCA’s Board Spotlight series with a snapshot of AOCA’s Secretary and Past President David Haney, owner of Oil & Lube Express in Magnolia, Arkansas.

AOCA: Tell us about your experience in the fast lube industry.

Haney: There are two types of operators in the fast lube industry: those who know what they are doing and those who don’t.

I see it every day. I have to admit, those who don’t are good for my business. I tout the fact that I am a member of AOCA, and because of that, we know what we are doing. I use what I learn through AOCA to educate my customers about their cars, and they view me as the expert.

AOCA: What challenges do you see facing the industry today and in years to come?

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Market Association. I do AC repairs. I belong to the Mobile Air Conditioning Society. If I’m in the business, I want to know what’s going on in that industry. It’s my competitive advantage.

David Haney

Haney: 1. Disposal of waste oil. The consumers of waste oil are disappearing because of a number of reasons. I believe the answer long-term is in the hands of the oil companies. They need to begin blending re-refined motor oil in all of their products. Some are already doing this.

2. Staying current with the changes in technology in every aspect of our business. This is especially true for those of us who do more than oil changes, but there are changes that will affect oil changes, as well.

3. The continued fight with the automobile manufacturers trying to force our customers to return to the dealerships for everything.

AOCA: Why did you opt to get involved with AOCA? Haney: It’s my business. Why would I not get involved? I sell tires. I belong to the Tire Industry Association. I install auto glass. I belong to the Auto Glass Industry Association. I sell car and truck accessories. I belong to the Specialty Equipment

AOCA: How has AOCA benefited you as a fast lube business operator?

Haney: The monthly checks I receive from AOCA, of course, LOL. The biggest benefit is the friends I have made over the past 11 years. We should consider changing the name to the Automotive Oil Change Family. Due to limited space, I cannot list all the benefits I receive from being a member. But if you come to the next iFLEX and buy me a drink, I’ll be happy to share my list of benefits with you.

AOCA: What can members anticipate with AOCA in 2019 and beyond?

Haney: I believe our association is stronger now than it has been in many, many years — at least 11 years. Over the past four years the board members worked together so hard, so focused and so tirelessly to essentially save AOCA. Many associations did not survive the past 10 years. Ours did. And with the new board members, I feel confident we will get even stronger in the years to come.

AOCA: What do you do in your spare time, when you’re not running your business?

Haney: Right now, there is not much spare time. However, I thoroughly enjoy going to work every day. It’s hard to call it work when I have so much fun doing what I do.  KRISTY BABB is the executive director of the Automotive Oil Change Association (AOCA). Contact her at info@ aoca.org or 800.230.0702.

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5

%

CAUTION THE

By Steve Swedberg

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Why the US may soon move to mandatory E15 fuel and the effect it will have on today’s engines.

A

“Ethanol is relatively economical, as long as it is denatured (a small amount of benzene is added to make it nondrinkable).”

ccording to a recent Business Insider article, The Environmental Protection Agency (EPA) is set to unveil an expansion of the use of E15, a fuel mixture of 85 percent gasoline and 15 percent ethanol, a corn-based fuel. Currently, the EPA bans the use of E15 during the summer because of smog concerns. The changes are expected to lift that ban by this coming summer.

The move is likely to set off a fight with the oil industry, which opposes the shift to a higher percentage of biofuels, and could prompt backlash from oil-state politicians. Most fuel is 10-percent ethanol, and the oil industry argues that higher levels of ethanol can be harmful to car engines — though the EPA has approved the use of E15 in all light-duty cars since 2001.

E15 and politics are an interesting pair. Let’s see if we can get a handle on when and how all of this started and where it’s headed.

Ethanol as a fuel is not a new idea. According to Wikipedia, it was originally used in 1826 as a fuel for a prototype internal combustion (IC) engine. To be perfectly accurate, it was a blend of ethanol and turpentine — but it worked. Nicholas Otto worked with ethanol, but the discovery of oil in 1859, which produced hydrocarbon-based fuels, brought most ethanol work to a halt. However, in 1896, Ford’s “Quadricycle” was developed to run on pure ethanol. The revolutionary Ford Model T, developed in 1908, was capable of running on gasoline, ethanol or a combination. However, lower prices made gasoline the winner.

In the United States, beginning in the 1970s, oxygenated fuel components were added to gasoline to replace lead as an antiknock agent. Methyl tertiary butyl ether (MTBE) was the most popular due to its cost and efficacy. However, in the 1990s MTBE began to appear in ground water and was subsequently replaced by ethanol. The use of ethanol was also a benefit for emissions reductions in certain areas. By 2003, MTBE had been essentially replaced by ethanol

at 10 percent of the blend. Later, some engines were designed for so-called “Flex” fuel operation, at up to 85-percent ethanol. More about that later.

The Energy Policy Act of 2005 required the use of 7.5 billion gallons of renewable fuel by 2012, and the Energy Independence and Security Act of 2007 raised the standard to 36 billion gallons of annual renewable fuel (including ethanol) use by 2022. Although 36 billion gallons sounds like a huge number, it needs to be put into perspective. In 2017, about 142.98 billion gallons of gasoline were consumed in the United States, according to the U.S. Energy Information Administration.

Ethanol is relatively economical, as long as it is denatured (a small amount of benzene is added to make it non-drinkable). If it is pure (95-percent or 190 proof, depending on your interests), there is a significant tax placed on it.

This set off a chain of events that ultimately made a major impact on fuel blending and marketing. American farmers discovered that they had a new market for corn, which is the most common source of ethanol.

They turned their fields over to corn production and currently produce about 60 percent of the global production of ethanol. Brazil is the next largest producer.

Between the two of them, they represent 88 percent of the total world supply. Not only did farmers plant more corn, but suppliers also built large tank farms to hold all of the extra product.

This all would have been wonderful, but reality, in the form of the Great Recession of 2008, delivered a real blow to the economy — especially the automobile industry. According to Jim Lang of “Lang Report,” new car and light truck sales went from 16.1 million in 2007 to 13.2 million in 2008. 2009 was even worse, at 10.4 million.

Along with this 35-percent drop in sales came a significant reduction in miles driven. In fact, it was not until around 2014 that vehicle sales returned to 2007 levels.

Meanwhile, federal legislation kept rolling right

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“Ethanol does not have as much energy per pound as gasoline. In fact, the number is about 33-percent less, which translates into reduced fuel economy.”

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along with mandated increases in ethanol production, which were calculated on historic annual fuel sales increases prior to 2007. The net result was more ethanol than required to meet the mandated 10-percent level.

In short order, the ethanol producers were pushing for an increase to 15 percent to use the additional volumes sitting in their tanks.

Beginning in 2005, most domestic car manufacturers had an option; the so-called “flex fuel” engines, which were designed for fuel operation at up to 85-percent ethanol. Interestingly, over half of the owners of these vehicles didn’t know they had such a vehicle. The flex fuel option was manufactured so all non-metallic parts of the vehicle powertrain that came in contact with the E85 fuel would be resistant to ethanol. That included such things as seals, gaskets and fuel lines.

In 2009, ethanol industry organizations began to seriously lobby for an increase in ethanol levels to 15 percent. Most of the automakers objected, insisting that their regular (not flex fuel) vehicles could be damaged. EPA had OK’d the use of up to 15-percent ethanol in vehicles newer than 2001.

According to a survey conducted by the American Automobile Association (AAA) in 2012, only about 12 million out of the more than 240 million light-duty vehicles on U.S. roads in 2012 were approved by manufacturers and fully compliant with E15 gasoline. The AAA survey noted that 2012 BMW, Chrysler, Nissan, Toyota and Volkswagen warranties would not cover E15-related damage.

Despite the controversy, in order to adjust to EPA regulations, 2012 and 2013 General Motors model year vehicles could use fuel containing up to 15 percent ethanol, as indicated in the vehicle owners’ manuals. However, GM warned that for model year 2011 or earlier vehicles, they “strongly recommend that GM customers refer to their owners manuals for the proper fuel designation for their vehicles.”

Ford Motor Company also stated that all of its 2013 vehicles were E15 compatible, including hybrid electrics and vehicles with EcoBoost engines.

Porsches built since 2001 have been approved by the manufacturer to use E15. Beginning in 2014, Volkswagen’s entire lineup became E15 capable.

Fiat Chrysler Automobiles made their 2016 lineup of Chrysler, Fiat, Jeep, Dodge and Ram vehicles E15 compatible.

As automakers began to OK E15 for use in their vehicles, did that change to engine oil makeup? Well, an automotive engine oil designed for higher percentages of ethanol in the fuel is not too different from current oils — which are designed for up to 85-percent

ethanol, known as “flex fuel.” Because spark-ignited engines need some volatility to burn at low starting temperatures, 15-percent gasoline is needed since ethanol doesn’t have sufficient vapor pressure at, say, -40 F to ignite.

Ethanol does have some baggage. First, it does not have as much energy per pound as gasoline. In fact, the number is about 33-percent less, which translates into reduced fuel economy. At 10-percent of the blend, that doesn’t amount to much more than 1 mpg fuel economy loss, but the gains in emissions make it a reasonable deal.

However, at 15-percent, ethanol becomes more of a problem. One study done by the Royal Society of Chemistry shows the adverse effects on wear when synthetic engine oils are diluted with various levels of ethanol/gasoline blends. In addition, the problem isn’t related solely to automobiles. Other gasolinefueled engines, such as lawn mowers, leaf blowers and outboard engines, show adverse effects to fuel systems and wear. There are also concerns, especially with two-cycle engines related to pre-mixes. Concerns about system compatibility (fuel lines, seals and gaskets to name a few), as well as ethanol’s facility for picking up water are more serious. As a result, none of the builders of these engines recommend using 15-percent ethanol blends. Of course, with flex fuel there is an energy penalty of about 20 percent, and there is a greater concern about seals and water absorption to worry about, as well.

So where does this leave us with regard to E15? The bottom line is that as shop operators, we need to be very concerned and cautious about lube recommendations. Engine oils are designed for the current marketplace, which is really E10. Surprisingly, there are no standard engine tests that are used to confirm engine oil performance that are run using an E10 fuel blend. Whether or not this is meaningful is unknown.

Certainly field tests, if nothing else, have been run to confirm no harm. Caution should be the key word for any shop operator.  STEVE SWEDBERG has over 50 years of experience in the oil industry.

He has a Bachelor of Science degree in chemistry and graduate work in business administration. He also has extensive training in petroleum products technical service as well as total quality management. His work experience includes lubricants research and development with ARCO and UNOCAL, oil additive marketing at Edwin Cooper (now Afton) and Chevron Oronite and lubricants marketing with Pennzoil. He managed technical groups related to oil marketing, product quality and technical services.

Swedberg has also been involved with several industry organizations including STLE, NLGI, ASTM and, most notably, SAE, where he was Technical Committee 1 (Engine Oils) chairman from 1992 to 1996. While in that position, he was able to help influence industry direction as well as make many valuable industry contacts. Swedberg is currently consulting on lubricating products and additives and is a technical writer.

– Photo credit: Aston Martin Racing.

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ut with the old, and in with the new.

“Oil pressure up, checking transmission fluid (pulls dipstick and stares at it for a few seconds). Transmission fluid level full.” Remember the good ol’ days — the easy life. It was 5W-30 vs.

10W-30, pushing the button on the Honda instrument panel with the key to reset the oil change indicator and pulling a dipstick to check the fluid level of a transmis30

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sion. These quick and simple procedures made life fun in the service bay. Now we have to check viscosity and an alphabet soup of standards (API, ILSAC, ACEA), look up a slew of videos and manuals to reset the oil light and, you guessed it, transmission dipsticks have found their way out of the engine.

For years, several manufacturers have begun removing the transmission dipstick

and replacing the drain plug with a combination drain plug and standpipe. If you can imagine, a straw or snorkel tip comes up from inside the drain hole to a level just above the appropriate fluid level in a transmission. If you were to remove that drain plug, the excess fluid would drain out of the plug, leaving the transmission fluid level just right. Just like a simple differential check.

No Dipsticks Allowed A Guide to Transmission Services Without Dipsticks

By Lenny Saucier

But wait, there’s more!

Remember the cross-stitch on good ol’ transmission fluid dipsticks. The crossstitch area was there to allow you to read the fluid level without compensating for temperature because transmission fluid expands when hot and alters the level inside the transmission. The issue is that a standpipe inside a transmission pan cannot account for the level of the transmis-

sion fluid with varying temperatures. The example we will use today is the Toyota 2007 and up six-speed transmission for front-wheel drive. According to Toyota, the ideal time to inspect the transmission fluid level is when the temperature of the fluid is between 104 and 113 F. You are generally checking the fluid level in your shop that is around 190 F. Most manufacturers with this style of

standpipe system will have you adjust the temperature of the fluid (perhaps park it for a bit). Toyota has come up with a special group of tools to help you check the fluid levels in their vehicles. And the price for these tools is just as ugly as the procedures to use these tools in your shop. In this instance, we will be referencing the Toyota TSB 0036-13 for a variety of vehicles years 2007-2013.

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Safety First

These procedures will require you to do a few things that will make your risk manager or insurance company start looking for the key to the liquor cabinet. You will need to access parts inside a wheel well while the engine is on, remove plugs and attach tools on a running engine and remove fluid that is 190 F. So please let’s make sure all our body parts stay in the same shape and condition that they were before the service started! That means, wear your safety glasses, burn sleeves, gloves and restrain the vehicle by suspension, blocking or emergency brake.

TOOLS

To correctly perform these procedures, you will need: • Trim clip removal tool • Socket set • 6 mm hexagon socket wrench • Scan tool with techstream installed • ATF leveling gauge kit • Vacuum regulator manifold • Transmission fill adapter • Fluid extraction tank • Transmission fill system

bulletin. This will extend the level of the standpipe to the appropriate level, given the operating conditions.

9. Turn off the vacuum to the transmission, and determine if fluid comes out of the level gauge.

If fluid drains out, the transmission was overfilled. Allow it to drip dry. If fluid does not come out, this means that either the fluid level is low or just right. You will need to add transmission fluid to determine which scenario is correct.

FLUID CHECK PROCEDURES

FLUID FILL PROCEDURES

1. Install the scan tool, start the vehicle and look for the transmission temperature. The fluid temperature should be between the 185- and 194-degree marks with an idle of 600 to 800 rpms.

2. Remove the bolts and clips from the front fender well on the driver’s side, and locate the transmission fill plug; remove it. The OEM plug will have a “WS,” which stands for world standard.

This is easier to be accessed if the vehicle is on a lift.

3. Install the transmission fill adapter (hand tight) into the fill hole.

4. Attach the vacuum regulator manifold to the fill adapter.

5. Attach the vacuum regulator manifold to the fluid extraction tank and connect the shop air supply to the manifold (ensure that the shop supply does not exceed 100 psi).

6. Open both the upper and lower valves, and set your regulator between 2 and 5 in. Hg. 7. Locate the transmission drain plug, and remove the plug. Fluid will not drain if the vacuum on the system remains.

8. Install the level gauge (hand tight) into the drain plug, and adjust the gauge to the proper height as specified by the temperature and rpms inside the 32

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1. Remove the vacuum regulator quick connect from the transmission fill adaptor.

2. Connect the transmission fill system to the transmission fill adaptor.

3. Add fluid until fluid begins to drain from the level gauge.

4. Stop adding fluid, and allow the level gauge to drip dry.

5. Remove the transmission fill system from the transmission fill adaptor.

REINSTALLING THE PLUG

You must now reverse your steps to finish your transmission fluid level check.

1. Install the vacuum manifold and fluid extraction system to the transmission fill adapter.

2. Connect air and set gauge between 2-5 in. Hg. and open both valves.

3. Bring the leveling gauge back to the beginning height, and remove it from the transmission drain hole.

4. Reinstall the drain plug to torque specs.

5. Turn off the air supply, and remove the fluid extraction system, vacuum manifold and transmission fill adapter.

6. Install the transmission fill plug to torque specs.

7. Install fender well, lower vehicle, disconnect the scan tool and turn off the engine.

Should We Even Be Doing This?

It is the opinion of many on the AOCA Talk, that because of the amount of time and money to complete this service, it should not be a normal part of your service routine. Fluid level in this scenario should only be serviced if there is an obvious leak, performance issues or a service on the transmission is being done.

And due to the fact that this procedure can take up to 20 minutes and the cost of this equipment can set you back over $1,000, you may also consider if you should charge the customer just to check the fluid on the transmission.

The battles we lose to the dealership are due to the inability for our industry to keep up with the growing technical challenges produced by today’s OEMs. While this is a small change in the way we process a vehicle, more and more adjustments are made to force you into saying either “We don’t do that,” or, hopefully, “Of course, we can do that.” The key is education and communication. Take the time to understand what this will do for your shop(s) today and down the road.

Make the plan on how you will address this issue, and be prepared to communicate with your shop and your customers on what should be done.

All of us old-timers miss the good ol’ days with easy procedures, quick turnarounds and simple products. Manufacturers are not making those vehicles anymore, and our customers are not driving them anymore. The transmission service is a huge reminder of these current times.

This very expensive and timely procedure is just one of the many changes happening in our shops. Your business plan has to take into account what is changing in technology with your customer’s vehicles and how you are going to help them.  LENNY SAUCIER has spent the last 17 years developing future quick lube leaders for one of the fastest growing quick lubes in the nation. His procedural and development consulting has brought him around the world to spread knowledge in the United States, Canada and Saudi Arabia. His experience has placed him on many boards and committees with the AOCA, Take 5 and MAP/AMRA. Saucier can be reached at fmgventures@gmail.com for comments and consulting requests.

Go Online for More!

Visit www.noln.net for more resources & insights for the quick lube professional.

F E VE N T S S C H E D U LbjeEct toOcha nge) (su

A PR IL 2 k-in begins 3:00 pm Hotel chec tings 4:30-5:55 pm Mee ng Reception 6:00 pm Networki

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NUTS & BOLTS

Nautilus, Lincoln’s newest entry into the midsize luxury SUV market, debuted with a new turbocharged engine lineup and a standard suite of advanced technologies offering the driver assistance from the front, rear and sides.

Lincoln Nautilus moved to an all-new turbocharged engine lineup for 2019, with smooth power delivered through three advanced technologies — turbocharging, direct injection and twin independent variable camshaft timing.

A powerful 2.7-liter turbocharged engine delivers 335 horsepower and 380 pound-feet of torque, while the standard 250-horsepower 2.0-liter four-cylinder turbo is efficient and smooth in operation.

Both engines include standard auto startstop capability, plus a new eight-speed automatic transmission.

The 2019 Nautilus includes Lincoln Co-Pilot360, which bundles many popular driver-assist features that were previously available only as separate options and makes them standard. Lincoln CoPilot360 uses cameras and radar to en34

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Tech Spec: 2019 Lincoln Nautilus

hance a driver’s capabilities. Technologies like blind spot information system, which uses radar to alert drivers of approaching vehicles entering their blind spot by flashing an indicator light, and cross-traffic alert, warning drivers of traffic behind when backing out of a parking spot or driveway, are included. Other technologies include pre-collision assist with automatic emergency braking, auto high beams, a lane-keeping system and a rearview camera.

Available evasive steer assist also debuts on Nautilus, providing drivers with steering support to help avoid collisions with a slow or stopped vehicle if a potential accident can’t be mitigated by braking alone.

Lane centering technology, which detects lane markings on the road to help keep the vehicle centered, is also available. Lane centering helps keep drivers centered in their lane while adaptive cruise control with stop-and-go capability is enabled, which allows drivers to set a desired speed and distance between themselves and the vehicle ahead.

Nautilus drivers stay connected through a standard embedded 4G modem with Wi-Fi hotspot capability, while an available concealed wireless charging pad for compatible smartphones ends the hassle of tangled cords. The large center touchscreen serves as a portal to standard Sync 3 with both Apple CarPlay and Android Auto compatibility, enabling clients to manage audio, phone and navigation, including Waze. Steering wheel-mounted controls are also available for some of these functions.

Available ultra comfort seats for driver and front passenger, developed with input from orthopedic surgeons, can be adjusted up to 22 ways. The feature, which provides lumbar massage designed to reduce fatigue, is especially beneficial on long trips or in traffic. Heated and cooled seats are available for drivers who choose a Lincoln Reserve model. An available 13-speaker or 19-speaker Revel audio system offers the ultimate sound experience. A leatherwrapped, hand-stitched steering wheel is mounted ahead of a 12.3-inch fully config-

urable digital instrument cluster that displays driver information crisply and clearly.

The 2019 Lincoln Nautilus comes in four trim levels: Standard, Select, Reserve and Black Label. Lincoln Black label includes three available themes: Gala, Chalet and Thoroughbred.

A Standard Nautilus carries a starting MSRP of $40,340. The top-of-the line Black Label — with a twin-turbocharged 2.7-liter V6 engine, intelligent all-wheel drive, driver assistance package (adding adaptive cruise control with stop-and-go and lane centering, evasive steering assist and adaptive steering), technology package (adding enhanced active park assist, 360-degree camera and forward sensing system), 21-inch painted ultra-bright machined aluminum wheels, panoramic vista roof, satin roof rack side rails without crossbars, heated rear seats, heated steering wheel, ultra comfort seats with active motion, Revel Ultima system with nineteen speakers and HD radio — carries a price tag of about $66,500.

Servicing the 2019 Lincoln Nautilus The 2019 Lincoln Nautilus is equipped with an intelligent oil-life monitor (IOLM) system, where a message appears in the information display at the proper oil change interval. This interval may be up to one year or 10,000 miles (16,000 km).

When the oil change message appears in the information display, it is time for an oil change. The oil change should be performed within two weeks or 500 miles (800 km) of the message appearing.

The IOLM system follows three types of service schedules: normal, severe and extreme. Normal vehicle use is normal commuting with highway driving; no or moderate load towing; flat to moderately hilly roads; and no extended idling. Under normal maintenance, the service interval is 7,500-10,000 miles (12,000-16,000 km).

Severe vehicle use is moderate to heavy load or towing; mountainous or off-road conditions; extended idling; or extended hot or cold operation. Under severe usage, the service interval is 5,000-7,500 miles (8,000-12,000 km). Extreme vehicle use occurs under maximum load or towing or during extreme hot or cold operation. The service interval for extreme use is every 3,000-5,000 miles (5,000-8,000 km).

Check every month: • Engine oil level • Function of all interior and exterior lights • Tires (including spare) for wear and proper pressure • Windshield washer fluid level • Fuel and water separator; drain if necessary • Holes and slots in the tail pipe to make sure they are functional and clear of debris Check every six months: • Battery connections; clean if necessary • Body and door drain holes for obstructions; clean if necessary • Cooling system fluid level and coolant strength • Door weatherstrips for wear; lubricate if necessary • Hinges, latches and outside locks for proper operation; lubricate if necessary • Parking brake for proper operation • Seatbelts and seat latches for wear and function • Safety warning lamps (brake, ABS, airbag and seatbelt) for operation • Washer spray and wiper operation; clean or replace blades as necessary At every scheduled maintenance interval: • Inspect accessory drive belt(s) • Inspect battery performance • Inspect engine air filter • Inspect exhaust system • Inspect exterior lamps operation • Inspect brake fluid, coolant recovery reservoir, automatic transmission fluid and window washer fluid levels; fill if necessary • Inspect for oil and fluid leaks • Inspect half-shaft dust boots • Inspect hazard warning system operation • Inspect horn operation • Inspect radiator, cooler, heater and air conditioning hoses • Inspect suspension components for leaks or damage • Inspect steering and linkage • Inspect tires (including spare) for wear and proper pressure • Inspect windshield for cracks, chips or pits • Inspect washer spray and wiper operation

NORMAL MAINTENANCE INTERVALS At every oil change as indicated by the information display: • Change engine oil and filter • Rotate tires • Inspect automatic transmission fluid level • Inspect brake pads, rotors, hoses and parking brake • Inspect engine cooling system strength and hoses • Inspect exhaust system and heat shields • Inspect rear axle and U-joints (AWD only) • Inspect half-shaft boots • Inspect steering linkage, ball joints, suspension, tie-rod ends, driveshaft and U-joints • Inspect tires, tire wear and measure tread depth • Inspect wheels and related components for abnormal noise, wear, looseness or drag Every 20,000 miles (32,000 km): • Replace cabin air filter Every 30,000 miles (48,000 km): • Replace engine air filter At six years or 100,000 miles (160,000 km) and then every three years or 50,000 miles (80,000 km) : • Change engine coolant Every 100,000 miles (160,000 km): • Replace spark plugs • Inspect accessory drive belt or belts Every 150,000 miles (240,000 km): • Change automatic transmission fluid • Replace accessory drive belt or belts [if not replaced within the last 100,000 miles (160,000 km)] SPECIAL OPERATING CONDITIONS SCHEDULED MAINTENANCE TOWING A TRAILER OR USING A CAR-TOP CARRIER As required: • Change engine oil and filter as indicated by the information display and perform services listed in the normal scheduled maintenance chart February 2019

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Inspect frequently, service as required: • Inspect rear axle and U-joints (AWD only) • Inspect half-shaft boots Every 30,000 miles (48,000 km): • Change automatic transmission fluid Every 60,000 miles (96,000 km): • Replace spark plugs

Every 60,000 miles (96,000 km): • Replace spark plugs

Every 30,000 miles (48,000 km): • Change automatic transmission fluid

EXTENDED HOT AND COLD CLIMATE OPERATION Every 5,000 miles (8,000 km): • Change engine oil and filter

Fluids and Capacities Motor Oil: SAE 5W-30 or SAE 0W-30; capacity is 5.5 quarts (5.2 liters) for 2.0L engine and 6.0 quarts (5.7 liters) for 2.7L engine Coolant: Motorcraft Orange Prediluted Antifreeze/Coolant; capacity is 9.7 quarts (9.2 liters) for 2.0L engine and 12.5 quarts (11.8 liters) for 2.7L engine Brake fluid: DOT 4 low viscosity high performance motor vehicle brake fluid ATF: Mercon ULV; capacity is 11.6 quarts (11.0 liters) for 2.0L engine and 12.2 quarts (11.5 liters) for 2.7L engine S

OPERATING IN OFF-ROAD UNPAVED, SANDY, DUSTY AND MOUNTAINOUS CONDITIONS Inspect frequently, service as required: • Replace cabin air filter • Replace engine air filter

EXTENSIVE IDLING OR LOW-SPEED DRIVING FOR LONG DISTANCES, AS IN HEAVY COMMERCIAL USE As required: • Change engine oil and filter as indicated by the information display and perform services listed in the normal scheduled maintenance chart

Every 5,000 miles (8,000 km): • Inspect the wheels and related components for abnormal noise, wear, looseness and drag • Rotate tires, inspect tires for wear and measure tread depth

Inspect frequently, service as required: • Replace cabin air filter • Replace engine air filter

Every 5,000 miles (8,000 km) or six months: • Change engine oil and filter • Perform multi-point inspection

Every 30,000 miles (48,000 km): • Change automatic transmission fluid

Go Online for More!

Visit www.noln.net for more of our Tech Spec series, as well as resources & insights for the quick lube professional.

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Automotive Recalls As a service to your customers, please note the following vehicles that have been recalled by the National Highway Traffic Safety Administration (NHTSA) or by their manufacturers.

Note these recalls apply only to items that could affect vehicle occupancy safety.

Items listed under separate manufacturer technical service bulletins are not always covered by warranty.

2019 Lincoln Nautilus Ford Motor Company is recalling certain 2019 Lincoln Nautilus vehicles that are equipped with adaptive front steering.

The plastic cover on the driver frontal air bag module may detach during air bag deployment.

In the event of a crash, a seat that moves may not properly restrain the seat occupant, increasing their risk of injury.

Ford will notify owners, and dealers will inspect the second row center seat for any missing J-channel reinforcement brackets, replacing the center seat frame assembly as necessary, free of charge.

2018 Ford Expedition; 2018 Lincoln Navigator Ford Motor Company is recalling certain 2018 Lincoln Navigator and Ford Expedition vehicles.

2013 Suzuki SX4

The power steering pump may seize causing a loss of steering assist. A seizure of the power steering pump would cause a loss of power steering assist, requiring extra steering effort at lower speeds, increasing the risk of a vehicle crash.

The remedy for this recall is still under development.

2018 Audi A3, RS3; 2018 Volkswagen e-Golf, Golf R Volkswagen Group of America, Inc. is recalling certain 2018 Volkswagen e-Golf and Golf R vehicles, and Audi A3 sedan and RS3 vehicles.

2018 Audi A3

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The software installed in the vehicle connectivity module (VCM) may have an error causing the telematics and driver support systems to function improperly.

As a result, the GPS will not provide location information to emergency personnel in the event of an emergency. If the GPS location is not provided to emergency personnel, it can inhibit emergency response in the event of a crash or injury.

Volvo will notify owners, and dealers will correct the software, free of charge.

2002-2005 Lexus SC; 2003-2007 Pontiac Vibe; 2003-2005 Toyota Corolla, Tundra; 2002-2005 Toyota Sequoia Toyota Motor Engineering & Manufacturing is recalling certain 2002-2005 Lexus SC and Toyota Sequoia, 2003-2005 Toyota Corolla and Tundra, and 2003-2007 Pontiac Vibe vehicles.

2007 Pontiac Vibe

2018 Ford Expedition

The second row center seat track assemblies may be missing one or both of the J-Channel reinforcement brackets, possibly allowing the seat to move in the event of a crash.

2019 Volvo X90

2012-2013 Suzuki SX4 Suzuki Motor America, Inc. is recalling certain 2012-2013 Suzuki SX4 vehicles.

2019 Lincoln Nautilus

If the air bag cover separates during deployment, it can increase the risk of injury in the event of a crash.

Ford will notify owners, and dealers will replace the driver air bag module, free of charge.

2017-2019 Volvo S90, V60, V60CC, V90, V90CC, XC40, XC60, XC90 Volvo Car USA LLC is recalling certain 2017-2019 Volvo XC90, S90, V60, V60 Cross Country, V90, XC40, XC60 and V60 Cross Country vehicles.

The rear seat frame head restraint guide sleeves may be incorrectly welded to the seat frame. If the guide sleeves are incorrectly welded, in the event of a crash, the rear seat head restraints may have reduced stability, increasing the risk of a crash.

Volkswagen and Audi will notify their owners, and dealers will inspect the guide sleeves for incorrect welds, replacing the rear seat frame, as necessary, free of charge.

These vehicles are equipped with certain air bag inflators assembled as part of the passenger frontal air bag modules used as original equipment or replacement equipment. In the event of a crash necessitating deployment of the passenger frontal air bag, these inflators may explode due to propellant degradation.

An inflator explosion may result in sharp metal fragments striking the driver or other occupants resulting in serious injury or death.

Toyota will notify the Toyota and Lexus owners. General Motors will notify the Pontiac Vibe owners. Depending on the vehicle model, dealers will replace the front passenger air bag inflator with an alternate inflator, or replace the air bag assembly that includes an alternate inflator, free of charge.

2019 Chevrolet Silverado 1500; 2019 GMC Sierra 1500 General Motors LLC is recalling certain 2019 Chevrolet Silverado 1500 Crew Cab and GMC Sierra 1500 Crew Cab vehicles.

The passenger-side frontal air bag module may have been damaged during assembly, possibly resulting in the air bag not inflating properly in the event of a crash.

2019 Chevrolet Silverado 1500

In the event of a crash, an air bag that does not inflate properly can increase the risk of injury.

GM will notify owners, and dealers will replace the passenger side air bag module, free of charge.

2018 Volkswagen Golf R Volkswagen Group of America, Inc. is recalling certain 2018 Volkswagen Golf R vehicles. The fuel hose quick connector may detach from the fuel supply line in the engine bay, resulting in a fuel leak.

2018 Audi A3, TT Volkswagen Group of America, Inc. is recalling certain 2018 Audi TT Roadster, TT Coupe, A3 Sedan and A3 Cabriolet vehicles.

2018 Audi TT

New Look, Same Commitment to Quality For Over 30 Years The fuel hose quick connector may detach from the fuel supply line in the engine bay, resulting in a fuel leak. A fuel leak in the engine compartment can increase the risk of a fire.

Volkswagen will notify owners, and dealers will secure the fuel line connection, as necessary, free of charge.

2015-2019 Mercedes-Benz C300; 2015-2018 Mercedes-Benz C350E; 2017-2019 Mercedes-Benz C63 AMG; 2015, 2018 Mercedes-Benz C63S AMG; 2019 Mercedes-Benz CLS450, E450; 2018 Mercedes-Benz E300, E400 Mercedes-Benz USA, LLC is recalling certain 2015-2016 Mercedes-Benz C300, 2017-2019 C300 Cabrio, C300 Coupe, C63 Cabrio, 2015 C63S Coupe, C63S AMG, C63S AMG Coupe, E300, E400 Cabrio, E400 Coupe, 2019 CLS450, E450 Cabrio and E450 Coupe rear-wheel drive vehicles.

2019 Mercedes-Benz C300

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2018 Volkswagen Golf R

A fuel leak in the engine compartment can increase the risk of a fire.

Volkswagen will notify owners, and dealers will secure the fuel line connection, as necessary, free of charge.

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A locknut in the steering rack may break under high load, possibly causing the steering to become stuck in one position.

A car that cannot be properly steered has an increased risk of a crash.

MBUSA will notify owners, and dealers will replace the steering rack, free of charge.

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2019 Mercedes-Benz E450, E63S AMG Mercedes-Benz USA, LLC is recalling certain 2019 Mercedes-Benz E450 4Matic Wagon and E63S AMG Wagon vehicles.

The affected vehicles have a tailgatemounted spoiler that may not be properly attached and therefore could detach while driving. If the tailgate-mounted spoiler detaches while driving, it can become a road hazard, increasing the risk of a crash.

pillar trim panel in position and it may potentially interfere with the curtain air bag deployment. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 214, “Side Impact Protection,” and No. 226, “Ejection Mitigation.”

2019 Honda Pilot

2019 Mercedes-Benz E450

In the event of a crash, if the curtain air bag does not deploy as intended, it can increase the risk of injury.

MBUSA will notify owners, and dealers will inspect and correct the mounting of the spoiler, as necessary, free of charge.

2016-2017 Mercedes-Benz Metris Daimler Vans USA, LLC is recalling certain 2016-2017 Mercedes-Benz Metris vehicles. The fuel hose in the engine compartment may leak at the lower connecting point of the transition hose, between the underbody fuel line and the Schrader valve and/or where the fuel line connects to the fuel pump. A fuel leak in the presence of an ignition source can increase the risk of a fire.

2016 Mercedes-Benz Metris

DVUSA will notify owners, and dealers will replace the affected hose and clamp, free of charge.

2019 Honda Pilot, Ridgeline Honda is recalling certain 2019 Honda Ridgeline and Pilot vehicles. The mounting holes for the clip that secures the right center pillar trim panel may be larger than intended. In the event of a crash necessitating right side curtain air bag deployment, the clip may not hold the center 40

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2016-2018 Ford Focus Ford Motor Company is recalling certain 2016-2018 Ford Focus vehicles equipped with a 1.0L Fox GTDI engine and 6-speed manual transmission. The clutch may fracture, resulting in damage to the transmission assembly and possibly a transmission fluid leak.

2018 Porsche Panamera

ing performance. Braking ability that is reduced due to a corroded brake line can increase the risk of a crash.

Porsche will notify owners, and dealers will replace the brake line, and any damaged brake components, free of charge.

2019 Mercedes-Benz C300, C43 AMG, E450, E53, S450, S560, S63 AMG, S65 AMG; 2019 Mercedes-Maybach S560, S650 Mercedes-Benz USA, LLC is recalling certain 2019 C300 4Matic Cabriolet, C43 AMG Cabriolet, C300 Cabriolet, C300 Coupe, C300 4Matic Coupe, C43 AMG Coupe, E450 Coupe, E53 AMG Cabriolet, S450, S560, E450 Cabriolet, E450 4Matic Cabriolet, E450 4Matic Coupe, E53 AMG Coupe, S450 4Matic, S560 4Matic, S63 AMG and S65 AMG vehicles and MercedesMaybach S650 and S560 4Matic vehicles.

2017 Ford Focus 2019 Mercedes-AMG E53

A transmission fluid leak in the presence of an ignition source such as a hot engine or exhaust components can increase the risk of a fire.

Ford will notify owners, and dealers will update vehicles with software that detects and prevents prolonged clutch slip, and will replace the clutch, as necessary, free of charge.

2018 Porsche Panamera Porsche Cars North America, Inc. is recalling certain 2018 Porsche Panamera Turbo S Hybrid Executive, Panamera 4 Hybrid, Panamera Turbo S Hybrid, Panamera 4 Hybrid Executive, Panamera 4 Hybrid Sport Turismo and Panamera Turbo S Hybrid Sport Turismo vehicles.

The brake lines installed on the front axle may corrode over time. Corrosion inside the line may affect the front brak-

A correctly fastened seatbelt may be inaccurately detected as being unfastened, preventing the seat belt pre-tensioners from activating in the event of a crash. If the seat belt tensioning does not activate in the event of a crash, it can increase the risk of injury.

MBUSA will notify owners, and dealers will replace the seat belt buckles, free of charge.

2018 Mercedes-Benz C300, C300 4Matic, C350E, C43 AMG, C63 AMG, C63S AMG; 2018-2019 MercedesBenz GLC300, GLC350E, GLC43 AMG, CLC63 AMG, GLC63S AMG Mercedes-Benz USA, LLC is recalling certain 2018 C300 Cabriolet, C300 Coupe, C300 4Matic Cabriolet, C300, C300 4Ma-

tic Coupe, C300 4Matic, C43 AMG Cabriolet, C43 AMG Coupe, C63S AMG Cabriolet, C350e Plug-in Hybrid, C63 AMG Cabriolet, C63 AMG Coupe, C63S AMG Coupe, C63 AMG, C63S AMG, 2018-2019 GLC300 4Matic Coupe, GLC300, GLC63 AMG Coupe, GLC300 4Matic, GLC350e Plug-in Hybrid, GLC43 AMG Coupe, GLC43 AMG, GLC63S AMG Coupe and GLC63 AMG vehicles equipped with Audio 20 head units and automatic child seat recognition.

2011-2014 Lamborghini Gallardo Automobili Lamborghini is recalling certain 2011-2014 Gallardo Coupe and Gallardo Spyder vehicles. The engine control unit (ECU) software may ease trouble codes after the ignition is turned off, not illuminating warning lamps and preventing drivers from being warned of safety system problems the next time that they are driving.

2014 Lamborghini Gallardo

2014-2015 Maserati Ghibli, Quattroporte Maserati North America, Inc. is recalling certain 2014-2015 Maserati Quattroporte and Ghibli vehicles. During production of the fuel lines, the lines may have been damaged, possibly resulting in a fuel leak. A fuel leak in the presence of an ignition source can increase the risk of a fire.

2015 Maserati Ghibli

2018 Mercedes-AMG GLC43 Coupe

The status of the passenger side air bag may not display correctly. If the passenger air bag is incorrectly displayed as “on” when it is not, a front seat passenger may be unaware that the air bag will not deploy in the event of a crash, increasing their risk of injury.

MBUSA will notify owners, and dealers will update the audio head unit software, free of charge.

2017-2018 Audi A4; 2018 Audi A5 Volkswagen Group of America, Inc. is recalling certain 2018 Audi A5 Sportback 2018 Audi A5

and 2017-2018 Audi A4 Allroad vehicles.

A passenger air bag module mounting screw may not have been sufficiently tightened, possibly affecting the deployment of the air bag in the event of a crash.

If the air bag does not deploy correctly in the event of a crash, it can increase the risk of an injury.

Volkswagen will notify owners, and dealers will inspect the air bag mounting screw, tightening or replacing it as necessary, free of charge.

If the warning lamps do not indicate a safety system failure such as an engine or fuel injection system malfunction, continuing to drive the vehicle with a faulty system and no warning can increase the risk of a crash or injury.

Lamborghini will notify owners, and dealers will reflash the engine software with the appropriate procedure, free of charge.

Maserati will notify owners, and dealers will replace the fuel line assemblies, free of charge, unless previously repaired under recall 17V-045. S

For a Complete List

of this month’s recalls, visit: www.noln.net

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NOLN 41

COSTA OIL PUTS THE

QUICK

By Peter Suciu

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Back in Quick Lube

C

onstantine Christo Kapothanasis – Costa to friends and family – will tell you that he has no formal public relations or marketing training and no formal sales experience, but he said that he understands how the customer thinks. The 30year old entrepreneur only first entered the quick lube industry in 2015, and he realized quickly that fast service was going to be the key to his success.

“Time management is my key to success,” Costa said. “I’ve been saying it since 2015, that today’s tools, including mobile apps, make time management all the more accessible. It allows me to have one-onone interaction with my team, customers and vendors throughout the day.”

Back when he entered the business, Costa was on a very different career track and was working full time at a financial institution in Baltimore. But he saw the potential to not only be his own boss, but to build a successful brand in the process.

“I think it is safe to say, I strive to be successful,” Costa said candidly.

Some people might do one thing and do it well. For Costa, it is about doing as much as you can and still doing it well. That’s exactly what he did when he decided to enter the quick lube industry.

“I determined how I could own a business without putting any money down,” he explained. “This involved part sweat equity and part working with a failing business.”

A business that seemed doomed to fail might have scared off other potential buyers, but Costa saw that it wasn’t the location but rather the business model. Costa thought back to the old adage, “time is money,” and decided to return that location back to its original core service.

“I doubled down on the quick 10-minute oil change service with that location,” Costa noted. “I don’t want to disparage our industry, but what I’ve seen is many shops adding services to draw in customers. They add brake service, tire changes and take on other jobs that mean people now need to

schedule an appointment or wait.”

Instead of becoming yet another line of full automotive service centers, he stuck to the core business with Costa Oil – 10 Minute Oil Change.

“Quick lubes were founded on this ‘quick’ service [concept]. In recent years, many operators looked at doing more, and this isn’t always the best move,” Costa said. “I look at this as a ‘death by a thousand cuts.’ That customer who just wants an oil change might not even have a bad experience, but if one of your bays is tied up doing brakes and other tire changes, you’re going to lose customers that want to get in and out.”

This, he added, is about selling customers their time and convenience back — or at least the perception of time.

“Think about how Uber works,” Costa explained. “The idea is that this is somehow more convenient than hailing a cab, but in cities like New York or Chicago a dozen taxis might pass you before your Uber gets there. However, people are in control and think they’re saving time.”

Finding the Right Fit

Costa’s business philosophy is thus not one simply of IQ or intelligence, but builds on what has been called the EQ – emotion quotient – which is the ability to identify, assess and control the emotions of oneself, of others and of groups. With EQ, success is strongly influenced by personal qualities such as perseverance, self-control and skill.

Costa used his EQ to research quick lube locations from Maine to Florida and found a small shop in Harrisburg, Pennsylvania.

He made an offer for the shop, which included the land, and soon was in the quick lube business.

“It was run as Quick Change Inc. for one year, then I modified it to Quick Change Oil and then it was rebranded under the Costa Oil – 10 Minute Oil Change name,” Costa said.

“I determined how I could own a business without putting any money down. This involved part sweat equity and part working with a failing business.”

Now four years later Costa Oils – 10 Minute Oil Change has opened its eighth location, and along the way he has learned the ins and outs of expanding his business.

“Each one is different,” he said. “In the past, I was taking over an existing location, while other times it was a shop that had been closed for a couple of years but the facilities were intact.”

With his latest shop, he opted to build it from scratch.

“That was a new challenge for me. Each time it has built on the last, and at the same time, each market is different,” he added.

“This time, the new location is within a concentrated footprint near other locations, so the plan has been to have crossover customers who already know and respect the brand. This is the first time we’re not going to a completely new market.”

February 2019

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NOLN 43

Photo courtesy: Portland Press Herald

From

Baseball to Quick Lubes C

onstantine Christo Kapothanasis is not your ordinary quick lube owner in other ways. Known to family, friends, employees, customers and fans alike as Costa, he’s worn many hats for a man who only recently celebrated his 30th birthday. Among those hats was one for the Panathinaikos AC Baseball Team, which is part of the Greek Baseball League. He previously pitched for the Greek national baseball team in the 2010 European Baseball Championships and again in the 2012 and 2014 events.

Born in America to a family of Greek immigrants, Costa embraced baseball and grew up planning to make it a career.

“When I was playing baseball, that was all I thought I was going to do,” he said.

“I have a sort of tunnel vision, and I believe my success comes from this ability to be so focused.”

Even as a kid playing baseball, Costa had an entrepreneurial spirit.

“I was always a merchant of sorts. It began when I was young, selling my grandfather’s homegrown tomatoes. Then later, I would sell used video games to other kids,” he explained. “It doesn’t matter if I was selling tires, or running a chain of gas stations. I want to succeed, I want to give a good job to my employees and make the customer happy.”

After moving on from baseball, Costa took the time to earn two masters degrees and then worked at one of the largest asset management firms in the United States. While working at TD Bank, he opted to try his hand at launching a business – and it wasn’t quick lube, at least not yet.

Instead, it was the Maine Bat Company, where he sought to produce handmade custom baseball products. This meant going up against major players, including Rawlings and Louisville Slugger, but that was just part of a bigger vision. It soon led to the Kapothanasis Group, Inc. When he’s not getting his hands dirty – as he was when he was getting the newest location up and running – Costa uses those hands to throw and catch.

Only now, it is a softball.

“Yeah, I play softball when I can, but it is getting a lot harder to do,” Costa admitted. “We did win the championship last year. But I already missed a few games this year.” S 44

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Learning From Past Mistakes

One thing Costa admitted you don’t learn in school, even with two masters’ degrees, is that for many small startups, you need to trust your gut but do your research.

“I think with the first store, I did learn from expensive mistakes,” he admitted.

“This included just taking a vendor’s word that they were really giving me the best price. It was only when I took over other shops and saw what some independent owners were paying for goods that I realized some of the numbers were not as good as the reps may have made it seem.”

Just as you can’t make the fans in the stands happy with every pitch, Costa also realized that when it comes to running a shop, you can’t make everyone happy all the time.

“At times, we were trying to accommodate the lowest common denominator when it came to customers, and you can’t keep up with what everyone expects,” Costa said.

“One size doesn’t fit all. There are those who think you can appeal to everyone. I have a lot of empathy and see things from different perspectives. I have a keen sense of how to see this from different angles, and this has helped the business grow.”

Key to this too is understanding your market — what works in Harrisburg won’t necessarily work as well in Pittsburgh.

“Looking at the different markets has taught me a lot about people too,” Costa added. “I see how people act and work differently, and it is important when addressing the needs of individuals. Still I know at the end of the day, I’m not going to please everyone.”

The same has been true with dealing with others in the quick lube world.

“I got more pushback from some old hats in the industry, but a lot of this could be from the fact that I continued to come up with new ways of doing things,” Costa said.

“As a result, there has been a lot of pushback from my not going with industry standards.”

Costa said he was quick to react when he heard other industry pros tell him, “That’s just the way it’s done.”

“I got the sense that the industry has been set in its ways for a while, and there are certain best practices that are just accepted at face value and not challenged,” he explained. “I got where I am by challenging not only business norms, but societal norms, as well.”

Keeping it Personal

Even as Costa Oil – 10 Minute Oil Change continues to grow, Costa has vowed that he’d take the time to know his employees — and not just their names.

“With the technology we have in 2018, there is no reason why I shouldn’t know about my employees’ and their families’ lives,” he explained. “It is very important to me that I have one-on-ones with my customer base as often as possible and that I have a connection with each of the employees. There is simply no reason not to know your employees.

Costa added that he makes sure to regularly connect with his managers — and not just to keep tabs on the business. He makes sure to know what is happening in their lives and offers encouragement and even assistance when needed.

With 30 employees at his shops, he said it pays to take a few minutes each week to make sure they’re all doing well — it is about mutual respect. This is very important as he “inherited” a lot of employees through shop acquisition and that has created challenges, especially, as he is the first to admit, since he does things differently than many other owners.

Here is where it comes back to the notion of EQ over IQ. “I think ‘coach-ability’ with employees is a big part of this, and empathy from my employees I find very important,” Costa noted. “I think EQ – the emotion quotient – is so much more important than IQ in this industry. EQ is more important than a formal education or advanced degrees.”

As a business leader Costa also understands that there are two very distinct types of employees, and he said that it is important to play into those employees’ respective strengths.

For those on the manager track, Costa makes sure that the business is as transparent as it can be, and helps guide those employees toward their goals. For those others – the ones who may be passing through – he described how he wants to help get them to their career, not just the next job.

“I’ve worked to help place my employees with auto dealers who offer full vehicle servicing,” Costa said. “I know that a lot of these guys don’t want to change oil for the rest of their lives and I want to help make the next thing happen.” S

“I got the sense that the industry has been set in its ways for a while, and there are certain best practices that are just accepted at face value and not challenged.

I got where I am by challenging not only business norms, but societal norms, as well.”

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Seven Habits

to Take Your Workplace Culture to New Heights

By Elizabeth McCormick

“Winning is a habit. Unfortunately, so is losing.”

– Vince Lombardi

Y

our beliefs dictate your behavior, and your behaviors create habits that determine your destination. You’re either going towards greatness or obscurity; there is no neutrality to your momentum.

So, where are your habits taking you?

Leading your organization toward a specific destination or goal is like being a pilot of a passenger airplane — wherever you go, your company goes. There isn’t an auto-pilot setting for you if you expect to take your team to greater heights.

If you find yourself and your organization stuck, or you’re ready to rev up your engine to soar higher, it may be time to engage your discipline and do the difficult things that other leaders may not do.

Here are seven habits that can help you take your organizational culture to new heights:

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1

Hopeful Expectations

Whatever you look for is exactly what you will find. If you expect to find problems, you will. If you expect your team to discover creative solutions, exceed their potential, come together as a team and support you, your vision and your company goals — they will. A positive mindset is the first habit you need to cultivate and grow a winning mindset. Without it, you will fail to see what’s possible.

Action Plan: When faced with a new idea, prospect or proposal (especially in a meeting with your team), always communicate the positives first. Encourage and engage your team members to participate in developing new ideas. Cultivate innovation by asking them to spell out the pros and cons of their ideas. Then, when they’re ready, empower them to run with it.

2

Eliminate Multitasking

3

Intentional Kindness

Just because you’re busy, doesn’t mean you are productive. When too much emphasis is put on multitasking, it could lead to miscommunication, mistakes, frustration and unmet goals. It’s not about how much you can multitask, it’s about knowing which task can multiply your results.

Action Plan: Remove all distractions, decide which task needs your attention, and then work on it until it’s done. This works for meetings, too. Put your devices away, and give your full attention to your team. Before you know it, they will follow your lead.

Many people have experienced random acts of kindness, but it’s time to be more intentional in showing kindness to your-

self and your team members. Become more aware of how you can encourage others, add value, meet the needs you see and extend grace whenever needed. As you do, you’ll begin to see that spread throughout your organization and beyond.

Action Plan: Set up a charity of the month. Assign a 12-person committee with each member taking ownership of one month. Some ideas include collecting winter coats and canned food, walking as a team in a fun run or 5K fundraiser, hosting a blood drive, adopting a highway or spending a day with Habitat for Humanity. Encourage involvement by participating full out.

4

Gear Down

In today’s world, it’s tough to find time to think, yet that’s one of the more critical elements of success. Studies show that intentional downtime improves productivity, energy and results. Don’t fall for that top-speed mentality, or you’ll eventually run out of fuel. Schedule some time to gear down.

Action Plan: Prioritize some non-negotiable time on your calendar just for you.

Create a distraction-free space where you can clear your mind and unplug from everything. Start with just 10 minutes if that’s all you have, but just start. You’ll be amazed at the clarity and productivity you’ll experience as a result.

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6

Talk It Out

Make it a habit to communicate openly with your team, and allow them the opportunity to take part in the conversation.

When communication is lost, your teamwork and productivity will suffer right along with your company’s goals.

Action Plan: No one likes to be kept in the dark. Be clear in meetings about expectations, goals and their command structure.

You can also set a time where everyone knows your door is open to talk for topics that need to be dealt with one-on-one.

7

Share the Load

Establish a habit of sharing the load. Delegating important tasks is another way you can honor and empower your team to take on new responsibilities that help to sharpen and show off their strengths.

Action Plan: Encourage a company culture where employees at all levels have the chance to share their ideas, talk about

When you choose winning habits by believing in the potential of your team, looking for the best in others, extending kindness, creating a space for them to give back, sharing ideas and leading, you provide the jet fuel to ignite their creativity as you empower them to discover new levels of success. Don’t be satisfied with the status quo — make winning a habit, so you and your team can soar to new heights. S ELIZABETH MCCORMICK is a keynote speaker specializing in leadership, sales and safety presentations. She was recently named No. 4 on the list of leadership experts to follow online. A former US Army Black Hawk Pilot, and author of “The P.I.L.O.T. Method; the 5 Elemental Truths to Leading Yourself in Life,” McCormick teaches instantly applicable strategies to boost your employees’ confidence in their own leadership abilities. For more information, please visit: www.yourinspirationalspeaker.com

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BUILDINGS

Hidden Opportunities

Being proactive is one of the hidden opportunities that leaders often miss. Instead of waiting to see what the day holds and reacting to that email, phone call or situation, a more strategic approach is to determine responses before calamity strikes.

Action Plan: Along with your yearly planning meetings to finetune the company’s vision and goals, be strategic about anticipating potential problems. Have an “Anticipation Meeting” with the goal of creating contingency plans, and ask each department to develop a “what if” list, along with solutions. This type of strategy allows you and your team to be more creative in your problem-solving abilities while in a calmer state than an emergency allows.

what they do and possibly mentor new up-and-comers in your organization.

When leaders at all levels take ownership of the company vision and goals, there’s no limit to what you and your organization can do.

Shinn Buildings is a nationwide builder of pre-manufactured steel framed buildings for lube centers, car washes, building extensions, and more. We also manufacture lube center equipment, including the patented QuickPit.™

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6/5/18 11:34 AM February 2019 47 | NOLN

“Disciplining” Adults

By Sue Bingham

is Just Wrong I

t’s a great irony that the discipline policy preferred by most companies is called “progressive.” Since the word progressive means “making favorable progress or change,” nothing could be further from the truth.

The progressive discipline policy is about punishment — not improvement. Punishment expects employee performance to improve by treating the employee progressively worse.

This senseless and de-humanizing process was created to protect companies from adverse legal rulings, and mostly at the advice of legal counsel.

The irony is that a claim or charge can be adjudicated in favor of the employee — not because of what the terminated employee has or hasn’t done — but because the company failed to follow the myriad details outlined in its own policies.

Most managers denounce their company’s progressive discipline policy as lengthy, over-engineered and ineffective. For the bad apple who shouldn’t have been hired in the first place, this process takes far too long. The small minority of abusers use the policy like a playbook and keep ahead of the game by changing the performance issue that is violated. They also know the time required for the last warning to be removed — so they can do it again.

Here’s how it works…

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Progressive Discipline Policies

Typically, progressive discipline policies are comprised of steps, with each step involving an employee, his/her manager and, eventually, witnesses. In each step, the communication is routinely one-way and parent-child, ending with the threat: “Failure to improve will result in further disciplinary action up to and including termination.”

Step One is a verbal warning. That’s an interesting term — verbal warning — because it’s often documented. And the word “warning” is correct because the discussion ends with a threat. The angry employee then leaves (often after being asked to sign the written “verbal” warning).

Step Two is just like step one but is now called a written warning. Again, it ends with a threat (in a more serious tone), and the angry, dispirited or apathetic employee leaves after being asked to sign the warning.

Step Three varies among companies. It may be a second written warning or an unpaid suspension from work. The employee is sent home (which seems much like sending a child to his room), and the employee and his family are being punished because the company is withholding pay.

Some companies even have a Step Four — a third and FINAL written warning. This is usually a tense and negative interaction between the manager and employee. It exists to create a paper trail that will hold up in an unemployment claim or court of law once the employee is terminated (at this stage, the decision has already been made to fire the employee).

Punishment is not instructive. It cannot teach a new behavior or solve a problem.

The improvement or desired behavior will never be permanently learned unless an employee and his supervisor work together to solve the problem.

Using a progressive disciplinary approach is like banging on a machine to make it run better.

A Better Way

Assume that the vast majority of employees are good people who want the company to succeed. They are adults who own homes, raise children and serve in their

communities. If a problem develops and is brought to their attention, their desire is to solve it.

A performance coaching approach is based on this assumption. If a problem arises, those involved will want to solve it.

This coaching meeting has an agenda the manager partially prepares in advance to be clear and concise about the problem.

When prepared, the manager can state the issue, usually in under fifteen seconds, and then ask, “What’s going on?” This turns the problem-solving conversation immediately over to the employee to discover the cause of the performance issue.

This is not a “step” process. This is an adult conversation that ends depending on how the employee responds.

Cooperative: If the employee is cooperative (most are), he accepts responsibility and offers an action or commitment to address the cause — problem solved! The action or solution is not provided by the manager. The manager facilitates the employee’s plan.

Uncooperative: The employee may be uncooperative, meaning he isn’t forthcoming regarding the cause, blames others or simply avoids responding as an adult to the manager’s questions. When this happens, the manager reflects what he’s seeing and hearing. Most people become cooperative at this point. If not, the manager will ask the employee to go home for the rest of the day. Unlike a suspension, this time off is paid because the employee’s job that day is to decide about his employment. Is this a job he wants? Can he meet expectations? If so, he is expected to return with a sincere commitment statement or plan of action. If the employee determines the job is not for him, the company processes his resignation. (A surprising number of people make the decision to change).

$ 83 / case

Disrespectful: Occasionally an employee can go beyond uncooperative and become downright disrespectful. There is no room for disrespectful behavior in this process.

The manager reflects what he’s seeing or hearing, and if the employee continues to be disrespectful, the manager ends the meeting. The employee is sent home and informed that the manager will call him in the morning to let him know if he still has a job.

In all three instances, the problem is solved — usually with less than two conversations.

This process does have documentation.

When a manager lacks confidence that the improvement will be made, a letter is sent to the employee that documents both sides of the conversation including the employee’s plan of action. It is kept in a company file. When the employee’s response results in resignation or termination, a report detailing the conversation(s) is submitted.

With this approach, the legal process is now focused on the employee’s response and subsequent actions versus whether the detailed progressive discipline steps were followed by the company.

As competition for good people becomes more intense, companies that treat their employees with respect, and as adults, gain the advantage. Managers are then free to use the leadership, judgment and communication skills for which they’re paid. S SUE BINGHAM is the founder of the HPWP Group, a master coach, speaker and author of “Creating The High Performance Work Place: It’s Not Complicated to Develop a Culture of Commitment.” At the forefront of the positive business movement, Bingham supports leaders as they achieve their vision of success and designs commonsense systems that make people and organizations more effective. For more information about Bingham, please visit: www.hpwpgroup.com

$ 105 /case

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Train Like Your Wallet Depends On It

VIEWPOINT

Communication: It’s Like Talking, But With Listening Involved

By Lenny Saucier

Sometimes, I feel awkward whenever I speak in front of a group. I don’t feel awkward because I am standing in front of a large crowd; I’ve been talking in front of groups for a very long time. It’s not my “C” tendencies overanalyzing why the room is staring at me, and I know it’s probably not my incredibly good looks that lock their eyes in my direction. It’s that nagging voice inside my head that says, “They are not getting it.” It’s the deep stares, the deer-in-the-headlights looks and the person typing or writing everything I am saying — are they really understanding what I am saying? Am I putting it all into the right context for my audience? It is a haunting feeling to think that I am not communicating my point efficiently.

Most speakers are not communicating! Communication is the exchange of thoughts and ideas between two or more people. The awkwardness between me and my audience is not from what I am saying, but from what they are not saying. In too many lecture situations, the speaker is so caught up with their PowerPoint and notes that they tend to forget there are people out there with supporting or conflicting ideas. And yes, you do need supporting and conflicting ideas.

The audience is used to sitting quietly in chairs, staring at a presenter while secretly checking their social media feed. They are conditioned to not talk, take notes and applaud at the end. They may be energized, but a few days later all they remember was the lunch and jokes. They didn’t really learn anything; they were just talked to about something the speaker felt was important.

The Team

The importance of communicating with your team is vital to your leadership. It is your team, after all, who will fill your wallet. Communication is not talking to your directs and peers through thought out emails, bulletins and newsletters. That’s called dictation. Communication is the exchange of thoughts and ideas between two or more people, which means, you must provide an avenue for them to be heard.

Not only do you need to hear them, but their peers and directs need to hear them, as well. You need to be able to know what goes on in your office, as well as what goes on at the floor level.

At the end of every meeting I have held with any crew that I served, there was a moment called rounds. This was due to a

fantastic man who loved to drive up your ticket average and fill your team with bitterness by complaining all day about the little things. He would sit in each monthly meeting silently listening — almost as if he were gathering information to complain about. Wouldn’t you know it, the moment the meeting ended, the whining began. In came the Watson clause, every member must speak and voice their opinion on something before the meeting is over. Once this was enacted, Watson and the rest of the crew had a platform they never had before. They were no longer employees listening to their boss, but they were a team collaborating with their leader.

What Did They Say?

Just as important as communicating with your crew is communicating with your customers. Throughout the year, you saturate your customers’ thoughts with great images of your shop, impressive mailers with your crew in action (clean and happy), and you may even have a radio or television spot. But what do they say to you? It’s not enough to judge your success by getting one more person than last month. You already know you’re the

“Communication is the exchange of thoughts and ideas between two or more people, which means, you must provide an avenue for them to be heard.”

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“In my office rests a picture of the tower of Babel. Religious or not, it speaks wonders to what a group can do if they can communicate.”

best in town, but it only takes someone better to come along and steal your customers — unless you give your customers a platform.

Surveys are a great way to encourage your customers to voice their opinions about your services. You can have a great ticket average, but if your tech is hardselling the customer, they won’t come back. Even worse, you won’t even know it for about six months. So, for the next six months, it’s business as usual, and then the decline comes. Your customers found someone who won’t say, “You need a new air filter” and throw the old one in the trash without giving them the opportunity to ask about the price. You want this kind of feedback from customers before they leave you and jump on Facebook to tell everyone.

Reacting to your customers in a positive way will help your reputation and, hopefully, retain them. If you can, call on your customers after each visit to ensure everything went to their standards. Finally, you need to communicate these situations to your team. In meetings, review the surveys (both good and bad), praise the team for the good ones and ask them how they got such a good survey. If the survey is bad, ask them how they got the bad one. Their experience will help them, their peers, you and your future customers.

Build Your Communication Culture

In my office rests a picture of the tower of Babel. Religious or not, it speaks wonders to what a group can do if they can communicate. I will not go into detail about

it — read up on Genesis or talk to the great Kevin Davis. Every new member of my team received the same speech about communication. The problem was, I failed to provide an environment that gave them open speech.

The training office was meant to be a sanctuary to de-stress from their work.

You all should know by now that I had the greatest team. Not only did they know procedures perfectly, but they also knew management duties, building courses and excel templates, public speaking, plus they could chase down a network issue and were completely mobile. This was a requirement of anyone who wanted to be called a trainer. However, in the middle of all this was the glue that held things together. The office assistant was there to organize training materials, employee logs and help the team in whatever way possible. However, the office assistant I had deterred the team from free speech, offense was proclaimed daily and a little notebook was kept of the team’s imperfections (my section must have been huge). The office was not a sanctuary, but a place to tip-toe around. It had to change.

In walked Deserae Pittari, as the new office assistant with the best skills needed for the job. It wasn’t computers or organization. Instead, it was listening and contributing. Before long, Desi fixed the gleaming issue with our office. She quickly created relationships with the leaders of the team and inserted herself into the same role. She opened up to the field trainers and the managers to listen to their issues, solve the problems or just

call them and say “hey hun!” While she did many great things in her position and the company, her mastery of identifying with each person and being able to allow them to have a platform was something many of us envied. No matter what new projects she was assigned, I made sure she stayed involved with the entire team’s wellbeing. She was the missing piece of the team, and she never truly understood her importance. I still try to this day to explain it to her.

Homework

Find a way to institute a higher level of communication to the team through conversations, meetings and one-on-ones.

Understand your team, directs and peers on a “Desi” level. If you don’t have a survey or social media platform, there is a fantastic group of vendors out there to help — pick up the phone and call them.

In the next chapter, we will be talking about coaching. Start thinking about how you react when you see something good or bad in the shop. Decide that you can really make a difference in your team, and then read my next few articles. Or, think your people skills are top-notch and watch your people go to the competitors and succeed.

It’s your wallet, after all. Until then, be great! S LENNY SAUCIER has spent the last 17 years developing future quick lube leaders for one of the fastest growing quick lubes in the nation. His procedural and development consulting has brought him around the world to spread knowledge in the United States, Canada and Saudi Arabia. His experience has placed him on many boards and committees with the AOCA, Take 5 and MAP/AMRA. Saucier can be reached at fmgventures@gmail.com for comments and consulting requests.

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Making It Happen

VIEWPOINT

No Thanks, That’s Too Expensive

by Kit Sullivan

How many times have you heard that objection when you make a recommendation to your customer for an extra service or part? Surely, you hear that all the time, or some variation thereof: • I can’t afford that much • The dealer does it much cheaper than that • My friend can do that for free • It doesn’t need that; it’s only a leased vehicle Now while each of those objections can be truthful, as we all know, most of the time they are simply excuses the customer gives you because they don’t want to buy whatever it is you are offering them.

So the question then becomes: If you are being factual in your recommendation and only suggesting something the customer’s vehicle actually needs, why would the customer not agree and get the necessary services? If everything you have said to the customer makes sense to them and you have clearly explained it, there is no logical reason they should not follow your recommendations every time, right?

Oh boy — if only it were that easy! It all has to do with that magical formula of price versus value.

Price Versus Value

While price and value may seem to be connected — or at least related in some way to one another — the reality is, they actually have almost nothing to do with one another.

Price is a factual, cast-in-stone kind of thing. It doesn’t give the customer any feeling whatsoever beyond “do I want to spend the money?” By itself, without context and with regard to nothing, a price means nothing. Absolutely nothing.

Is $10 a lot of money to you? Is it possible for you to answer that question with no other information? I say no, it isn’t possible. In a vacuum, by itself and with no other reference it is not possible to determine if $10 is a “lot” of money.

If I told you that this item (which you have no idea what it is or what it does) costs $10, would you say it was worth it?

Too expensive? Or maybe that’s a great deal for that item?

What if I said it was a new half-carat diamond ring in an exquisite 14k gold setting? Well, that would certainly be a fantastic (in reality an unbelievable) deal for only $10! On the other hand, what if I told you it was a brand-new, unused No. 2 pen-

cil? For $10, that would hardly seem like a good deal, right? A beautiful diamond ring certainly seems to have more value than a simple unsharpened pencil, doesn’t it? Of course, it does!

Forget Price.

Concentrate on Value.

Now, we are talking about value, not price.

We previously determined that price is fixed, cannot be changed and is relatively meaningless by itself; whereas value is a totally different story.

Price is a cold-hearted, emotionless and cruel bad-guy full of negativity, yet value is a wonderful, vivacious and fun-loving friend who loves to party! Value gives you nothing but warm feelings, smiles and good news. Who would you rather spend your time with? Some rigid and gloomy buzz-kill or a fired-up, positive-minded life-of-the-party? Value is the fun one — the one you and your customer want to spend your time with! Ignore price, he’ll just bring you and the customer down with his negativity.

Value is what you want to talk about with your customer, not price. State the price, firmly and without equivocation,

“Price is a cold-hearted, emotionless and cruel bad-guy full of negativity, yet value is a wonderful, vivacious and fun-loving friend who loves to party!”

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which will set that fact “in stone” within the customer’s mind. Then, make your presentation based around the value of the service you are promoting.

It is simple, once you understand what value is: Value is the items and details about whatever you are suggesting to the customer that will help them convince themselves to follow your recommendation and get the service.

Notice I said “help them convince themselves,” and not, “help you convince them.”

If you are trying to convince a customer to do something — anything — that they are not inclined to do, you are fighting an uphill battle and will have a very hard time closing the sale. However, if the customer is trying to convince themselves to do something — anything — the simple fact of your presence, silently and subtly nodding and encouraging them to do so will almost always result in a good, firm close. The beautiful truth is that once the customer has decided to get the items or services you are recommending, they basically close themselves. What could be better than a self-closing customer?

Value Comes in Several Parts — Some Assembly Required

Building value in the customer’s mind is a simple, easy-to-do process. You need to very specifically tell them what positive results the parts or services you are recommending will achieve for them. Notice I said do “for them,” and not for “their vehicle.” Many technicians make the mistake of telling customers how a service will help their vehicles but don’t specifically tell customers what the service will do for them.

For instance: A cooling system service will remove the old fluid and replace it with new, clean coolant/antifreeze. Wonderful.

However, while your customer will generally know that new fluid is better than old fluid, that may not excite them enough to want to have the service performed. After all, the car was not overheating or exhibiting any cooling system

issues before it came in. So, if they don’t do the service, they can (and often do) expect that the car will continue to drive normally once they leave with no immediate cooling-system issues. That is because you have not given them anything to think about that will immediately benefit them — the driver and owner of the vehicle. You must list, very specifically, the exact benefits that a cooling-system service will deliver to them as the driver of the car. These are the typical things I would tell a customer about the benefits of a cooling system service: Help to prevent the engine from overheating — the No. 1 cause of vehicle breakdown on the side of the road.

Flushes the contaminants and corrosion out of the engine and radiator, ensuring long-life of engine internals and, especially, the heater-core.

Keeps the water pump properly lubricated, helping to prevent unnecessary repairs down the road.

Maintains and protects head-gaskets, preventing costly engine repair as mileage accumulates on the engine.

All of these items are clear benefits to the customer. These are things they want.

Customers value the things they want.

The more the customer wants something — or in other words, the more they value something — the more likely they are to convince themselves to go ahead and purchase it. And that leads you right into that wonderful self-close!

There is a plethora of items, details and benefits about each part and service offered in your shop that you can tell your customer about. These will help build value in their minds.

When presenting extra parts of services, technicians usually make two big mistakes. One big mistake is not telling the customer enough benefits about the service they are recommending. Believe it or not, many technicians routinely don’t tell their customers any benefits about getting a service done. That’s right — zero! Then, they cannot understand why they have

such a dismal track record when it comes to closing customers.

Many techs often make the wrong assumption that by telling the customer their vehicle needs a particular part or service naturally infers to the customer the benefits of getting it done. After all, you wouldn’t be recommending it unless it benefitted the customer, right?

Well, Spanky, that right there is the blunder of the ages when it comes to presenting services to customers. Don’t ever assume the customer will naturally just know what the benefits of any service are simply because you recommended it.

What are they, mind readers?

The answer is: no, they are not mindreaders. You literally must tell the customer with your own words exactly what the benefits are to them. Not only does this ensure that they are thinking what you want them to think, but it also leaves no ambiguity about what the benefits of the service might be. They know exactly what the benefits are, because you just told them.

As the customer listens to and registers in their mind what the benefits of the service are, it causes the value of the service to rise because then they want it more.

When Value Exceeds Price, You and The Customer Are Winners

Once the customer perceives that the value of any item, part or service is higher than the price, there is no logical reason for them not to go ahead and purchase whatever it is that you are recommending. Tell ‘em the price, build that value and close ‘em with ease.

See ya next month, and make it happen! S KIT SULLIVAN began as a lube tech over 25 years ago and is one of the most knowledgeable and respected experts in the fast-oil-change arena. From location manager to general manager of a 50-plus unit chain, to owner of his own six-unit chain of lube shops, Sullivan has mastered every area of successful lube shop operation. Known for his excellent training seminars, as well as assistance in developing new products tailored to the industry, Sullivan is a popular consultant and can be reached at: quicklubekit@aol.com February 2019

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PRODUCTS & SERVICES New Truck & SUV Motor Oil ExxonMobil recently launched Mobil 1 Truck & SUV synthetic motor oil. The new formula, specifically created for gasolinefueled, light-duty trucks and SUVs, provides outstanding protection and maximizes engine performance.

Hardworking engines are provided with extra protection and exceptional performance under tough operating conditions, such as hauling or towing heavy loads, when using Mobil 1 Truck & SUV. In addition, the motor oil’s 10-percent more sludge-fighting, anti-wear additive keeps the engine clear of sludge and deposits, which can cause serious damage to an engine.

Mobil 1 Truck & SUV is available in 0W20, 5W-20 and 5W-30 viscosities in both one- and five-quart bottles.

For more information, visit: mobiloil.com Mobile Vehicle Inspection Mitchell 1 recently introduced ProSpect, a mobile vehicle inspection and check-in application integrated with the Manager SE shop management software that offers the option to take the system beyond the walls of the auto repair shop to start the vehicle intake and inspection processes right at the vehicle.

ProSpect is accessed on a mobile phone or tablet device and streamlines the customer greeting and vehicle inspection processes by allowing service writers to decode the VIN (or license plate to VIN), conduct multi-point inspections and write an estimate or repair order before the customer even steps into the shop.

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The user-friendly design makes it easy to find a customer or enter a new customer into the system, then add jobs and perform digital visual inspections with notes and photos, and have those inspections available on the Manager SE work order screen in the office.

If the customer is returning for service, the system instantly matches the VIN to their vehicle history, accelerating the check-in process. If the customer is new, the service writer just clicks to enter the vehicle into the shop’s database to get the job started.

ProSpect offers fully wireless functionality and seamless integration with Manager SE. Once the vehicle is identified or entered, it is easy to conduct the multipoint inspection, including tires. Users can record before and after tire pressure and when the tread depth is entered, the system will determine the health of the tire based on the rules the shop can set.

Service writers can also look up appointments, apply canned jobs related to vehicle issues found, document the vehicle diagnosis with photos and write an estimate or repair order right at the vehicle.

For more information, call 888.724.6742 or visit: www.mitchell1.com

Engine Oil Upgrade Through ongoing innovations to meet advancements in engine technology, Total is upgrading its Total Classic engine oils to the Total Quartz 5000 and 7000 series engine oils. This transition provides an improved product that will meet the evolving needs of modern engines by providing the new API SN Plus specification.

The new Total Quartz 7000 Future XT products offer the same quality semisynthetic oils customers have come to expect from Total, are tailor-made for the requirements of OEMs and will now have approvals from Ford and GM that were not carried under the Classic line.

In addition, Total Quartz 7000 Future XT will carry the API SN Plus specification to combat LSPI issues seen in newer engines.

For more information, visit: www.totalspecialties.com

OEM Service and Repair Info Added to Tool Line Bosch Automotive Aftermarket recently announced the addition of RepairSource, the largest comprehensive library of OEM service and repair information in North America, to its ADS series professional diagnostic scan tools. The new database, included with Bosch’s annual diagnostic subscription, is available now in software version 3.5. Technicians and shop owners can save thousands of dollars every year with Repair-Source, which can replace multiple subscriptions for OE information.

With Repair-Source and the new software version 3.5, techs can use the diagnostic tool to scan more vehicles, confirm more diagnostic tests and turn cars more often with the correct repairs.

Technicians using a Bosch ADS tool will see the Repair-Source service information database on-screen after downloading and installing software V3.5.

Repair-Source provides direct access to OEM service procedures, DTC troubleshooting, torque specifications, wiring diagrams, TSBs, maintenance schedules, fluid recommendations and more. Combining the most relevant service and vehicle info with Bosch diagnostics can help techs diagnose and repair vehicles faster and with more confidence, reducing comebacks.

In addition, Repair-Source integration brings: • Component locations • DTC codes and definitions • Estimated work times • Parts and part vector illustrations • Fluid recommendations • Maintenance schedules • Service procedures and specifications • Technical Service Bulletins • Vehicle identification and premium options • Wiring diagrams • And more For more information, visit: www.boschdiagnostics.com/pro

Premium Heavy-Duty Grease Shell Rotella HD Grease is a premium multi-purpose grease for on- and off-road vehicle applications. It contains Shell’s latest performance additives to provide excellent high-temperature oxidation performance, corrosion resistance and extreme pressure and anti-wear protection. Shell Rotella HD Grease is especially suitable for bearings operating at high temperatures and under load such as disk brake equipped wheel bearings.

The grease has excellent mechanical stability over long periods of severe vibration, enhanced extreme-pressure properties and excellent loadcarrying performance. It also provides lasting protection even in the presence of water contamination, provides shear stability in high-speed wheel bearings, has long operational life at high temperatures and helps prevent rust and corrosion.

Shell Rotella HD Grease carries approvals for ASTM D4950 GC-LB. For more information, visit: https://go.shell. com/2qvVFID Learn About Lights Advanced Lighting Systems recently announced the release of four unique new product videos demonstrating the product features of their complete line of high-quality LED work lights. These additions to the existing ALS video library are high-intensity productions dramatically displaying numerous ALS products using only video and dramatic music.

The four videos are titled ALS Brand, Audio Light, Automotive ALS and Job Site. Each video runs approximately three minutes.

ALS’ LED work lights are designed with a combination of quality, performance and style, and these new videos represent that quality. Products featured in the videos include spotlights, head lamps, underhood lights, articulating lights and audio lights. ALS production facilities are approved to carry out their own CSA, TUV and Intertek certification tests and meet or exceed industry standards such as ISO 9001. All lights undergo over 30 quality and performance tests. All Advanced Lighting Systems lights have an IP65 or IP67 rating.

For more information, call 800.433.0708 or visit: www.advancedlightingsystems.com

New Oil Treatment Hot Shot’s Secret recently introduced a new Two-Step Oil System Treatment safe for gas and diesel powered vehicles.

When used as directed, the two-step oil system treatment provides four major benefits: improved power and compression, reduced lifter and valve noise, reduced engine wear and an increase in fuel economy.

Following Stiction Eliminator, Hot Shot’s Secret recommends adding the FR3 Friction Reducer on the next oil change at a ratio of 1.5 ounces to every 1 quart of oil for long-term engine performance, restored power and improved MPG. FR3 is a synthetic friction reducer with three patented technologies. The formula uniquely contains patented synthetic lubricants with lubricating properties compared to PAO or mPAO synthetics of the same viscosity. The anti-wear component of the formula is a proprietary carbon nano particle that fills in microscopic irregularities on the machined surface to provide a smoother surface for the lubricating film to form.

The result of using Hot Shot’s Secret Two Step Oil Treatment is a newly cleaned oil system, which is fully protected for maximum long-term performance.

Combined, the treatment first thoroughly cleans the engine’s oil system, then with FR3 added, extends the base oil performance in shear stability, oxidation stability and film strength. Test results demonstrate a reduction in friction that can cause power-robbing heat and improved fuel economy up to 5 percent.

For more information, call 800.341.6516 or visit: www.hotshotsecret.com S

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The first step in the treatment is to use Stiction Eliminator for overall cleaning of the engine’s oil system. Based on comparative tests using the ASTM D4828 Standard Test method, Stiction Eliminator removes 50-percent more stiction than leading competitors and is proved to reduce engine wear by 62 percent.

For a light car with a four- to six-quart engine capacity, the initial clean-out requires just 16 ounces of the first step of the treatment.

If you have a product or service release you would like published, send it to: info@noln.net February 2019

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Classified Advertising Classified FAST LUBES (FOR LEASE)

FAST LUBES (FOR SALE) MIDDLE TENNESSEE

For Sale: Clean two-bay quick lube in Kingston Springs, TN. Located right off Interstate 40.

Independently owned and operated for over 17 years. For more information, contact: mcneese3@comcast.net"

International Inc.

(518) 392-7377 CciJim@aol.com ANSWER TO PUZZLE ON PAGE 58 O

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Expanding your footprint?

Looking to hire much needed extra help? How about a costeffective, long-term ad in print and online promoting your Mobile Lube business year round?!

Special pricing for 6-month and 12-month ad runs. Call Nikki for details 800-796-2577 ext 204.

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DISTRICT MANAGERS AND STORE MANAGERS WANTED

EQUIPMENT & SUPPLIES (FOR SALE)

CORPORATE CONSULTANTSS

FAST LUBES (WANTED)

EMPLOYMENT

Super-Lube is looking for experienced district and store managers for our Florida, Wisconsin and Illinois locations. We are looking for motivated people who are self-starters with experience in managing people. Salary and benefit package available based upon experience."

"If you are interested in joining the Super-Lube team, please send resume to Tom Chambasian: fax 850-222-5152 or email tchambasian@superlube.com

3 No Fee for real estate, only on biz value 3 We’ve delivered the “right price” to scores of former owners across the US!

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Highlight your educational institution here! Reach those candidates seeking a career in the fast lube and fast lube plus industry choosing a college or university. Call Nikki for ad specifics 800-762-4464.

CLASSIFIED CATEGORIES:

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EDUCATION/TRAINING

Put our 30 years of Lube Industry & Brokering experience to work for YOU as your specialized Lube Business Broker.

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Advertise your lending institution to thousands of industry specific clients in the Classified pages of NOLN. Call Nikki for details 800-796-2577 ext 204. Print and online ads available

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Let Us Bring YOU An Offer

Want to announce the grand opening of your new facility?

Need to post meeting or reception dates? Like to give kudos to your team? Shout it out here in the Classified section of NOLN! Call Nikki 800-796-2577 ext 204 for details on how to get your message in print or online!

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ANNOUNCEMENTS

 EMPLOYMENT  EQUIPMENT & SUPPLIES (FOR SALE)  FAST LUBES (FOR SALE)  FAST LUBES (FOR LEASE)  FAST LUBES (WANTED)  CAR WASHES (FOR SALE)  CAR WASHES (FOR LEASE)  CAR WASHES (WANTED)  EDUCATION/ TRAINING  CONSULTING  REAL ESTATE  ANNOUNCEMENTS  MISC BUSINESS OPPORTUNITIES  MOBILE LUBES

Available both In Print and Online Call Nikki At 800.796.2577

REAL ESTATE PROMOTE YOUR LISTINGS IN THE CLASSIFIED SECTION OF NOLN!

EQUIPMENT & SUPPLIES (FOR SALE) OUT WITH THE OLD!!

Do you have used shop equipment, tools, work trucks, etc. that you need to sell to make room for the new stuff?! Advertise in the NOLN Classifieds and reach industry specific buyers.

Call Nikki for more information 800-796-2577 ext 204.

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Whether you're a professional real estate broker or an individual looking to sell undeveloped land/property, we can help! Call Nikki for details 800-796-2577 ext 204.

CLASSIFIED ADS IN PRINT & ONLINE. CALL NIKKI AT

800.796.2577

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ADVERTISERS/PRODUCT INDEX February 2019

Auto Data, Inc. ____________________________________________ 7 _____________800.767.7580 _______________ www.autodatainc.com BendPak, Inc. _____________________________________________36 ____________800.253.2363 __________________ www.bendpak.com Devon Industries __________________________________________39 ____________800.468.1970 _________________www.devonlube.com eGenuity, LLC - eLube.net _________________________________ 23 ____________800.296.0177 __________________ www.egenuity.com Integrated Services, Inc. - LubeSoft - Modulube _________Outside Back Cover ____800.922.3099 _______________________www.ints.com Kafko International Ltd. - Oil Eater/Degreaser ___________________11 ____________800.528.0334 ____________________www.oileater.com M & M Service - Deep Blue Windshield Washer Concentrate ___________49 ____________800.657.9834 _ www.windshieldwasherconcentrate.com Mighty Distributing System of America___________________________ 9 ____________800.829.3900 _____________www.mightyautoparts.com NOLN _________________________________________________ 37 ____________800.796.2577 _______________________ www.noln.net Phillips 66 Lubricants ____________________________________ 25 ____________877.445.9198 _________www.phillips66lubricants.com PM Attendant, Inc. _________________________________________17 ____________866.576.8957 ______________ www.pmattendant.com Quick, Presented by NOLN ______________________________12-13, 19, 33 _______800.796.2577 _________________ www.nolnquick.com Roth Industries _________________________________________ 41 ___________ 888.266.7684______ www.rothlubetanks.com/benefits Sage Microsystems, Inc. - Quicktouch _________________ Inside Front Cover _____800.724.7400 _________ www.sagemicrosystems.com Service Champ __________________________________________ 5 _____________800.221.0216 _____________ www.servicechamp.com Shinn Buildings _________________________________________ 47 ____________855.879.9995 _____________ www.shinnbuildings.com Smart Blend Synthetics/Phillips 66 Spectrum Corporation _________ 3 _____________ 888.422.9099 ________________ www.smartblend.com Solid Start – True Brand _____________________________ Inside Back Cover _____877.290.3950 __________________www.solidstart.com TOTAL Specialties USA ____________________________________ 29 ____________800.323.3198 _____________www.totalspecialties.com February 2019

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February Fun All work and no play makes Jack a dull boy. Don't be dull. Have some fun in February.

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36 MasterCard alternative 38 Honda sedan 39 Market optimist 43 Emotional intelligence, for short 44 Metallic auto-trim 45 Journey by car, 2 words 47 Wheel part 48 Mexican hat 49 __ Lorean 50 Vane direction

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January 2019

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1 Nissan SUV 2 Dodgers and Giants manager Durocher 3 70s Austin model 4 They are worn at conventions, 2 words 6 Quality promoted in Jeeps and Land Rover ads 7 ___ vehicle, low-sided truck 8 Dodge SUV 9 Dodge sports car 12 ___ profit, 2 words 13 Spot for an angler 15 A beautiful Bugatti 17 __ Mans car race 18 View 21 Cut of the profits 23 Road with a no.

24 Cadillac ___dorado 28 Former Volvo rival 30 Down under nation, (abbr.)

32 Mitsubishi crossover 33 Regal and Encore 34 Event controller (abbr.)

35 Ford ___Sport 36 Indy 500 sound 37 Driver’s license, e.g.

38 ___ All the tires 40 Hawaiian wreath 41 Brake system part 42 Ford SUV 45 Kia model 46 Operate 47 Rolls symbol letters

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2019 Guide to Programs AND Franchises

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December 2018 11/14/18 3:58 PM NOL_1.indd 1

The Expert Resource for Quick Maintenance Professionals!

Find New And Old Articles, Issues, Industry Guides, News And More At Noln.net

September 2018

“If Better is Possible, Good is not Enough.”

This quote has been a driving force behind Solid Start and our True Brand family of products since before our first bottle of product rolled off the line. If we had to sum it up in one word, it would be... integrity. As a female-owned manufacturer and family-operated company, we believe whole-heartedly in doing the right thing because it’s the right thing to do, because there are no moral shortcuts in business or in life.

“Our goal is to Exceed Expectations in everything we do; from customer service, communication, building trust, customer retention, and increasing your ticket average!”

Truth:

Amber Kossak, Owner

“Honesty and integrity are by far the most important assets of an entrepreneur.”

- Zig Ziglar

Contact your local Solid Start Distributor to get True Brand in your shop.

Call Today: 877-290-3950 | www.solidstart.com | www.fueljuels.com | #TrueBrandTough

CONTROL. EVERYTHING.

ISI CENTRAL SETUPS “ISI Central Setups makes it fast and easy for us to manage LubeSoft® configurations for all of our stores.

We take advantage of the sophisticated security options, so only the people responsible for maintaining particular setup data can access it. We really appreciate ISI Central is a cloud-based service, meaning we can manage setups anywhere, anytime.”

JIM HARRINGTON LUBE SHOP OWNER

© 2019 INTEGRATED SERVICES, INC.