January 2019 NOLN Magazine

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January 2019

HOPE NOT LOST IN PARADISE

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2019 Guide to Programs AND Franchises

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inside this issue Features

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FORECAST 2019

The coming year promises a robust business operating environment, with a growing economy supporting healthier profits.

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ADDRESSING NEW POLICY ISSUES IN THE WORKPLACE

Do your policies address these hot-button topics?

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2019 GUIDE TO PROGRAMS AND FRANCHISES

Looking to update or rebrand your shop? Discover the programs and franchises available to you.

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HOPE NOT LOST IN PARADISE

Paul Lyons tells the story of how he battled the flames and saved his shop in Paradise, the California town destroyed by the Camp Fire.

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EXPRESS OIL CHANGE HELPS GET CUSTOMERS OUT OF THE PATH OF HURRICANES

As people evacuated in the South for Hurricanes Florence and Michael, Express Oil Change made sure their customers’ cars would get them out safely.

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IN EVERY ISSUE

inside this issue

10 AROUND THE INDUSTRY 38 TECH SPEC: 2018 KIA STINGER 41 RECALLS 54 PRODUCTS & SERVICES 56 CLASSIFIED ADVERTISING 57 ADVERTISER INDEX Viewpoints

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FROM THE PUBLISHER Pardon Our Mess While We Redesign

By Steve Hurt

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ASSOCIATIONALLY SPEAKING AOCA Offers Member Discounts With Savings4members

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TRAIN LIKE YOUR WALLET DEPENDS ON IT Understanding Personalities and How to Apply Them

By Lenny Saucier

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MAKING IT HAPPEN Two Ears, One Mouth

By Kit Sullivan

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SELLING IS EDUCATING Customer Service: What Strengthens Your Relationships?

by Amber Kossak

Calendar of Events February 21-23, 2019 MACS Training Event & Trade Show Anaheim, California 215.631.7020 x0 www.macsw.org

April, 2019

NOLN Quick Event 800.796.2577 www.nolnquick.com

May 13-15, 2019

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

AAPEX Las Vegas, Nevada www.aapexshow.com

On the cover: The 2019 NOLN Guide to Fast Lube Programs and Franchises.

Join the Conversation /OilLubeNews

@Oil_Lube_News

www.noln.net

@OilLubeNews

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HOPE NOT LOST IN PARAD ISE

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November 5-7, 2019

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LETTER FROM THE PUBLISHER

Pardon Our Mess While We Redesign

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Publisher

Steve Hurt

steveh@stevehurt.com

After months of research on what would make your experience with NOLN more beneficial, we have begun to implement our plan to redesign both our monthly print issues and our website. Our hope is that you will have a better experience in reading NOLN and will find more value from our website. As many of our premium subscribers have realized, noln.net is an incredible tool to keep you up-to-date with the latest information, the newest must-have products and resources to help you run your business. But as I said, “Pardon our mess while we redesign.”

Are you thinking of “redesigning” your shop? If you’re considering making any changes, you’ll want to check out this year’s Guide to Programs and Franchises.

We’ve reached out to the vendors in the industry and, with their help, present a bevy of signage and franchise options for you to consider — along with all the details.

Our hearts have been heavy for all those affected by the California wildfires. Peter Suciu caught up with Paul Lyons, an industry veteran with one shop in Paradise, California. Paul’s story is unbelievable! He saved his shop from the furious flames. It took nearly 24 hours on top of a ladder and his Marine work ethic, but he pulled off a miracle. The Camp Fire destroyed Paul’s community, but Lyons Express Oil & Lube is still standing. Sadly, Paul and his wife, and his mother-in-law, lost their homes in the fire. His classic car collection was also burned. If you can stand the graphic detail, check out the before-and-after photos of some of his favorite cars. Our prayers are with Paradise and everyone affected in California as they start to rebuild and try to get back to normal.

Until next month, keep on lubin’. S

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

q

Phillip Perry Peter Suciu

GRAPHIC DESIGN

q

JimNissen.Design

PUBLISHER WEBSITE DEVELOPER

q

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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January 2019 Volume 34 s Number 1 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 Fast Change Lube and Oil’s Operation Soldier Care Program Raises $30,000 Fast Change Lube and Oil donated $30,000 to Military Missions, raised through its 4th annual Fast Change Operation Solider Care program, Friday, October 26, 2018, at Military Missions headquarters in Lexington, Kentucky.

Fast Change Lube and Oil teamed up with WEMM Radio in Huntington, West Virginia, in an effort to support the U.S. deployed troops. Fast Change customers at all 20 Fast Change locations gave monetary donations and also donated care items. With the help and support of loyal customers and the Fast Change team, Operation Soldier Care more than doubled last year’s donation of $11,000. All of the funds to Military Missions go to sending care packages to deployed soldiers.

Military Missions, Inc. is a non-profit charity organization made up of volunteers who support and honor deployed U.S. military personnel by sending care packages as an expression of appreciation and gratitude to the men and women who are providing safety for all of us.

Karen Weaver, United States Air Force Veteran, has volunteered with Military Missions for six years. She said she has walked more than a mile in the shoes of

a soldier, and she lets that be her driving force to volunteer.

“Knowing that there are these men and women who are away from home, some of them not getting a letter or package or anything from home, and just knowing that we can bring some sunshine into their life at least for a few minutes,” she said.

Weaver commends all who support Military Missions in any form. She has been at the Fast Change Operation Soldier Care check presentation for the last three years.

“I couldn’t believe it,” Weaver said. “I was here when Kevin brought the check for $5,000, and last year they said something about it being a little bit more — and that was $11,000. Now, it’s $30,000! It was like, ‘Oh my.’ I couldn’t believe it; unbelievable!”

Fast Change Lube and Oil president Kevin Davis said, “Being able to sponsor the Fast Change Operation Soldier Care for the fourth consecutive year is a great blessing. It is an honor to aide Military Missions in providing care packages to the brave and selfless men and women who serve our country. All thanks go to our loyal Fast Change customers and the Fast Change Team who were able to make this donation to Military Missions possible!”

U.S. Veteran and longtime volunteer, Fred Doster said Military Missions, Inc.

Fast Change Lube and Oil president, Kevin Davis, presented a check to the volunteers of Military Missions, Inc. in Lexington, Kentucky.

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sent over 8,300 care packages to active duty military members last year, and he expects that number to rise this year.

“What we want to do is just make sure they know, we, American citizens, support them back home, because that’s what it is all about,” Doster said.

As an ongoing token of their gratitude and appreciation, Fast Change honors active military personnel and veterans with discounted services at all 20 Fast Change Lube and Oil locations.

VIP Tires & Service Raises Money for Schools VIP Tires & Service, with 58 locations in Maine, New Hampshire and Vermont, is donating $6,070 to Lebanon-area schools.

The funds were raised through the VIP West Lebanon store’s “Oil Changes for Education” initiative, which launched during its grand opening celebration in August and

concluded on October 31, 2018. The West Lebanon VIP store offered consumers $10 oil changes with 100-percent of the proceeds going to the local school community.

“Finding a way to get involved in the local community is important to every VIP employee in our new West Lebanon store and to every employee in our company,” said West Lebanon store manager Jeremy Weigel. “Giving back to the community is a big part of who we are as a company. This program has been wonderful and has allowed us to meet so many local residents.

We want to thank everyone who visited us for a $10 oil change in support of our local schools and our children and hope they will keep coming back to VIP for all their car service needs.”

Lebanon School District superintendent Joanne Roberts and Hartford School District superintendent Thomas Debalsi visited the VIP West Lebanon store on November 28 for a check presentation ceremony.

During the six-week “Oil Changes for Education” effort, consumers stopped in for $10 oil changes, which VIP turned into $6,070 for local schools. The funds will be split evenly between the Lebanon and Hartford School districts with each district receiving $3,035 to help support curriculum and school activity needs.

ACE Jiffy Lube Represents at MDA Muscle Walk On Saturday, November 3, 2018, ACE Jiffy Lube was well represented — with 16 employees and family members — at the MDA Muscle Walk of Miami. This event was held at Doral City Park in Miami, and over 500 people participated in the walk.

(Left to right): Mark Winston, Jackson City Mayor Jerry Gist, Brad Bradshaw, Pam Butler, Josh D’Agostino, Robert Davis, Randy Birmingham, Gary Vann, Ken Voelker, Keith Wilson, Ralph Thomas, County Mayor Jimmy Harris, Chamber CEO Kyle Spurgeon, Ted Austin and Joyce Corley.

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Mighty Completes Warehouse Expansion On October 8, 2018, Mighty Product Center, located on Dr. F.E. Wright Drive, along with dignitaries of the City and County of Jackson, Tennessee celebrated a major corporate and municipal achievement with an additional 27,000 square-foot expansion. This expansion increased Mighty’s strategically located warehouse to 163,000 square feet. The event took place in an environment of smartly organized inventories of automotive aftermarket parts, products and lubricants. Responsible for the engineering and construction project are Ken and Jeff Brasfield, distinguished principals of Brasfield Construction Inc. of Jackson. Mighty president and CEO, Ken Voelker, said in his welcome remarks, “This state-of-theart distribution center represents a serious commitment to our local labor force and our many friends in Jackson, Tennessee.”

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ACA Makes Headway at US Copyright Office Based on a petition jointly filed by the Auto Care Association and the Consumer Technology Association (CTA), the U.S. Copyright Office on October 26, 2018, eliminated a limitation that only permitted car owners to circumvent vehicle software under the Digital Millennium Copyright Act (DMCA). The final rule issued under the current DMCA’s seventh triennial rulemaking proceeding effectively permits third-party repairers to also access software on personal, commercial and agricultural vehicles that are legitimately owned.

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The petition from the Auto Care Association and CTA was necessary due to the U.S. Copyright Office’s ruling in 2015 that limited the exemption from the DMCA’s anti-circumvention prohibition to the actual owner of the vehicle. The Auto Care Association had argued during the current rulemaking for the expansion of the anticircumvention exemption to include third parties based on the fact that individual car owners often do not have the tools or skills to access software in order to perform repairs, thus limiting the effectiveness of the 2015 exemption.

The U.S. Copyright Office further adopted as part of the current exemption process an Auto Care Association recommendation to remove language from the 2015 exemption that excluded access to computer programs designed for the control of telematics or entertainment systems. According to the final rule, “the Acting Register was persuaded that, due to increasing integration of vehicle computer systems since the 2015 rulemaking, retaining this limitation may impede non-infringing uses that can only be accomplished by incidentally accessing these systems.”

“The ruling by the Copyright Office is a huge victory for the independent repair industry as well as the consumer,” said Auto Care Association President and CEO Bill Hanvey. “Once you purchase a vehicle,

consumers should have the full ability to either access their vehicle’s software themselves or to have a trusted professional entity perform the work for them.

We are further gratified that the Copyright Office eliminated the limitation on consumers and third-party repairers accessing computer program related to a vehicle’s telematics systems, based on the fact that access to these systems might be critical to the ability to fully diagnose and repair today’s and tomorrow’s advanced vehicle systems.”

Zig Ziglar’s Legacy Lives On Ziglar, Inc., a Plano, Texas-based company, graduated its nineteenth class of eighteen Ziglar Certified Trainers on November 17, 2018. We are proud to announce that M. Kevin Davis of Inez, Kentucky, has joined the Ziglar team.

After some fifty years of traveling the globe, sharing his messages of hope and inspiration, Zig Ziglar has a following of millions from around the world. This class included advocates across America, from Glendale, New York, to Rocklin, California.

Ziglar Legacy Certified Trainers have been personally impacted by Zig Ziglar and his teachings and seek to carry on his legacy by teaching and training his life-changing materials. This training program is hosted and led by Ziglar’s family, Tom Ziglar, chairman and CEO of Ziglar, Inc., and Julie Ziglar Norman, vice president of Ziglar, Inc. To take advantage of the expertise of M. Kevin Davis and to bring Ziglar-inspired material to your business or organization, contact him at: info@mkevindavis.net S (From l. to r.) Tom Ziglar, M. Kevin Davis, Julie Ziglar Norman and Cindy Ziglar Oates.

PHOTO COURTESY OF ZIGLAR MEDIA.

The official ribbon cutting was attended

by City Mayor, Jerry Gist; County Mayor, Jimmy Harris; Kyle Spurgeon, president and CEO of the Jackson Chamber; Ken and Jeff Brasfield; Tom Barry, former Chairman and CEO of Mighty; Pelham Wilder, former CFO of Mighty; and Mighty’s corporate officers, Brad Bradshaw, Josh D’Agostino and Gary Vann. Several notable “Redcoats” of Jackson’s Chamber of Commerce were on hand to represent the Chamber’s support. MPC’s Randy Birmingham, director of Distribution and Logistics, along with Keith Wilson, director of Operations, and Pam Butler, Distribution manager, all of whom run the warehouse, warmly welcomed their guests.

“About a year and a half ago, we embarked on our second MPC expansion that we are proud to celebrate today,” Voelker said. “What was the thinking behind the project? Half of the space is to store today’s proliferation of lubricants in an ultra-safe area with fire-rated wallboard, special fire doors and a huge catch basin to capture any potential spills. The other half is for our vast international shipments with an expanded staging area for container loads of Mighty product.”

“We are also celebrating our 55th year in business. Our home office is in Atlanta, and we are just as proud to call Jackson, Tennessee, home of our national distribution center.”

Over the years MPC has been toured by several U.S. companies to study the operation. Warehouse Management magazine has extolled Mighty Product Center’s overall operation as a model of efficiency and working environment.

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usinesses should enjoy brisk economic tailwinds in 2019. Corporate profits will continue to rise at a nice pace, and the improving job market will inspire consumers to spend freely. It should all translate into a healthy operating environment for the coming 12 months, although economists are starting to see early signs of an eventual slowdown.

“The business cycle has entered its boom phase,” said Sophia Koropeckyj, managing director of Industry EcoBy Phillip Perrynomics at Moody’s Analytics, a research firm based in West Chester, Pennsylvania.

The nation’s total revenues from goods and services, or the Gross National Product (GNP), the most commonly accepted measure of economic growth, is expected to grow at a 2.7 percent clip in 2019.

Despite the generally sunny outlook, the GNP forecast represents a modest deceleration from the 3.0 percent increase anticipated when 2018 numbers are finally tallied. Why? “There are several reasons for slower growth in 2019,” said Scott Hoyt, senior director of Consumer Economics for Moody’s Analytics. “The largest is that deficitfinanced tax cuts at the start of 2018 lifted growth.

No such support, in terms of an additional increase in after-tax income, is expected in 2019. In addition, job growth will be slower because of there being fewer available workers.”

Finally, Hoyt noted that interest rates will likely be higher, a factor that can have a softening effect on business investments.

Profits Grow Going into 2019, business owners possess a lot of optimism. That’s fueled by healthy corporate profits, which are expected to rise by 3.7 percent in 2019, according to Moody’s.

“We expect corporate profits to benefit from the tax reform mainly through the lower top tax rate and the new equipment accelerated expensing provision,” Koropeckyj said. “Another positive to corporate profits is the rollback of Dodd-Frank Act provisions, which had increased costs for businesses.”

The anticipated level of business growth actually represents a deceleration from the 6.9 percent increase expected when 2018 numbers are tallied, a moderation largely due to an anticipated rise in labor costs and higher interest rates.

Reports from the field corroborate Moody’s readings.

“Our member companies are reporting significant upticks in business growth, and most are anticipating a healthy 2019,” said Tom Palisin, executive director of The Manufacturers’ Association, a York, Pennsylvania-based regional employers’ group with more than 370 member companies. “There is so much demand they can’t keep up. Lead time has extended appreciably, from a couple of months a few years ago to three to six months today.”

Business optimism rests atop a firm base of consumer confidence, always an important driver for the economy.

“Consumers seem to be euphoric right now,” Hoyt said. “The fiscal stimulus in the form of tax cuts, as well as the tight job market, mean there are very few

The nation is adding jobs faster than the growth in the wage-earning generation, so we expect a further tightening of the labor market in 2019.”

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negatives when it comes to consumer fundamentals. The fact that consumer confidence is near historic highs makes sense given the current conditions of low unemployment and the gradual increase in wages — even though wage growth is still not high.”

Wages Rise There’s no doubt that consumer confidence is rising in response to a happier jobs picture, one that should only brighten in the months ahead. Moody’s expects unemployment to drop to 3.4 percent by the end of 2019, down from the 3.7 percent recorded at the end of 2018. (Moody’s Analytics first declared that the economy had reached the state of what is often called “full employment” with its 4.1 percent showing in 2017).

“The fundamentals of the labor market look good at least into the mid-year of 2019 and probably longer,” Hoyt said.

“The nation is adding jobs faster than the growth in the wage-earning generation, so we expect a further tightening of the labor market in 2019.”

And it seems that healthy job growth is finally affecting wages. Average hourly earnings are expected to grow by 3.2 percent in 2019, up from the 2.8 percent of 2018 and the 2.6 percent of 2017, according to Moody’s.

“The recent rise in wages is very good for the economy,” said John Manzella, a con-

sultant on economics and global business.

“The more disposable money consumers have, the more they spend, and consumer spending represents 70 percent of the nation’s economy.”

You’ll get no argument about the importance of steady work from consumers. Indeed, the flurry of paychecks seems to be a more important consideration for people than any negative economic news.

“Consumers do not seem to be worried about the effects of a possible trade war, or gridlock in Washington, or the rise in gasoline prices that has taken place over the past year,” Hoyt said.

Housing Rebounds Yet another powerful driver of business and consumer sentiment, the housing market, should deliver good news in 2019.

Moody’s believes housing starts will rise by 19.4 percent in 2019, a substantial increase over the 7.0 percent expected to be clocked when 2018 numbers are finally tallied. Median home prices should rise by 2.7 percent, slower than the 4.8 percent of 2018.

The challenge for home builders is finding enough workers.

“Residential construction as a whole remains bedeviled by a shortage of capacity,” Koropeckyj said. “The unemployment rate for experienced construction workers is at a record low of less than 5 percent, suggesting that construction labor for the U.S. as a whole is critically short.”

Rising interest rates may not cause much impact in the short term, but later in 2019, the higher cost of money maystart to constrict the availability of capital.”

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Shortages in workers with certain skills, such as electricians and steel-erection specialists, are particularly acute.

Indeed, the labor shortage contributed to a leveling out of construction starts for new and existing home sales and multifamily housing, through the first half of 2018.

“The construction industry has been operating at full capacity and is still struggling to reduce its backlog of projects,” Koropeckyj said.

The coming 12 months should experience a rebound as new multifamily building ebbs, releasing workers for the less labor-intensive single-family category.

A healthy retailing sector is an important factor in a growing economy, and here again the outlook is good.

“The coming 12 months should be a good year for retailers,” Hoyt said.

Core retail sales are expected to grow 4.7 percent in 2019, a bit slower than the 5.0 percent growth expected when 2018 numbers are finally tallied, but better than the 4.1 percent increase clocked in 2017.

(Core retail sales exclude the volatile auto and gasoline segments.)

Clouds Loom

Troubles, as always, loom on the horizon.

The major near-term concern for businesses is the rise of protectionist trade policies.

“The growing uncertainty caused by the trade war is throwing a monkey wrench into a finely tuned system and creating volatility,” Manzella said.

A common cost-cutting measure — sourcing products from countries not subject to import tariffs — is no panacea.

“Unless such companies can buy in large quantities, they often find that price points are higher,” Manzella said. “As a result, they end up raising their prices to unfavorable levels.”

An equally troubling issue is the effect tariffs have on confidence, Manzella said.

“When companies are faced with an

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ow will 2019 turn out for businesses? Will commercial activity begin to slow in the months ahead? When will the next recession begin?

To help answer these questions, economists suggest watching a number of important indicators in the early months of 2019.

“I would keep a close eye on the political environment,” said Scott Hoyt, senior director of Consumer Economics for Moody’s Analytics, a research firm based in West Chester, Pennsylvania. “What is going on with tariffs, and is there a risk of a trade war? Beyond that, I would watch for indications about the anticipated pace of interest rate hikes from the Federal Reserve. At some point those will start to bite and put a damper on growth. That will probably be an issue for later in 2019, but the faster rates go up, the sooner the economy might be affected.”

Wage growth will also be an important leading indicator, according to Sophia Koropeckyj, managing director of Industry Economics at Moody’s Analytics.

“Despite nearly a decade-long streak of job gains, wage growth has been slower than would be expected given the tightness of the labor market,” she said. “Over the past few quarters wage growth has finally reached near three percent and with the economy close to or at full employment, wage gains could begin rising faster than expected. This could translate into higher than expected inflation if employers pass through higher wages.”

Similarly, Koropeckyj said, price growth could be faster than expected if trade actions cause companies to pass on their higher costs in the form of higher prices.

“Given the tight labor market, employment growth is another important indicator,” Koropeckyj said.

“The economy has been adding jobs at a remarkably steady pace around 200,000 per month since 2012.

The labor market may run out of steam in 2019, especially if the stimulus from higher government spending and tax cuts begins to fade.”

Finally, keep an eye out for excessive business risk-taking that can backfire on the larger economy.

“Businesses eventually make investments that do not pay off, developers overbuild and creditors extend too much credit,” Koropeckyj said.

“Most notable today is heightened lending to already-highly indebted nonfinancial businesses. This socalled leveraged lending has taken off recently, creating concern that these companies will have difficulty navigating the next recession and that resulting bankruptcies and losses will stress the economy and financial system.

“More broadly, by requiring banks to hold more capital and be more liquid, risk-taking is shifting to the less regulated and more opaque part of the financial system known as the shadow system, an array of nonbank institutions, including asset managers, derivative exchanges, payment processors, insurance companies and pension funds.” S

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uncertain future, they typically hold onto their cash, invest less and spend less, and that puts downward pressure on economic growth,” he said.

Koropeckyj agreed.

“Escalating trade tensions between the U.S. and China could dampen investment more than expected,” she said. “Company profits may be squeezed by the higher costs of imports. Not only could affected companies be hurt more than expected, but an erosion in business confidence due to heightened uncertainty would weigh on spending decisions.”

A related issue involves Chinese tariffs placed on US imports, boosting costs to Chinese consumers and industries, Manzella said.

“Chinese importers are reacting by looking for alternative sources from other countries,” he said. “A major fear is that the Chinese may just stick with those alternative sources even after the trade war is minimized.”

Retailers largely share the concerns of general businesses.

“For retailers, tariffs are the monkey wrench that everyone is trying to figure out how to deal with,” said Bob Phibbs, a retail consultant based in Coxsackie, New York. “They will affect margins, and, ultimately, consumers will pay for them.”

Here are some other potential problems peeking over the horizon, for businesses of all stripes: • Labor shortage.

“The labor shortage and skills deficit is a major issue for businesses,” Manzella said.

“If you can’t find the employees you need, you can’t grow your business.”

“In our survey, about 70 percent of manufacturers plan to increase employment next year, but over 90 percent have had difficulty hiring enough skilled trades,” Palisin said. “They are especially concerned about what’s called ‘the silver tsunami,’ in which baby boomers are leaving the workforce, taking their skills and knowledge

with them. At the same time, not as many young people are going into skilled trades.”

In response to the talent shortage, manufacturers are increasing work hours for their current employees, introducing more automation and running apprenticeship training programs to build workforce pipelines within their companies.

“All this will help, but it won’t solve the problem,” Palisin said. “That’s why many companies are being proactive in promoting manufacturing careers in their local school districts.”

• Wage hikes.

It’s the negative result of low unemployment: Higher labor costs.

“With the economy chugging along as it is and unemployment lower, employers may need to raise wages to attract enough people,” Hoyt said. That can crimp profits.

• Rising interest rates.

Higher costs of money pose a challenge for everyone, especially if the Federal Reserve raises the rate too quickly.

“Rising interest rates may not cause much impact in the short term,” Palisin said, “but later in 2019, the higher cost of money may start to constrict the availability of capital.”

• Health care costs.

“On the cost side, health care is still a concern,” Palisin said. “Some 70 percent of our members report an increase in medical costs over the past year. Again, there is a lot of unpredictability in that sector. Will the Affordable Care Act continue? Be replaced?

And will that result in higher costs? Employers don’t know where all this is going.”

• A “hard Brexit.”

If The U.K. fails to land a favorable deal with the European Union, an unmoderated departure can cause problems to the world economy.

“We expect a Brexit deal to be reached at the last minute,” Hoyt said. “If it is not, it would be a negative for the global economy and US consumers, as supply chains and movement of workers would be disrupted.”

Business Cycle Ages

To look a bit further down the track, there are signs that the fast-moving economic carriage may be nearing the top of the roller coaster.

“The nation is experiencing robust economic growth, tightening labor and product markets, intensifying wage and price pressures, monetary tightening and higher interest rates,” Koropeckyj said. “These characterize a business cycle nearing its end, just prior to a recession.”

When might that event occur?

“We prefer not to forecast recessions, because they are often caused by shocks that cannot be predicted,” Koropeckyj said.

“However, our forecast for 2020 includes a set of conditions that are consistent with a recession. While we do not expect the textbook definition — two quarters of GDP decline — to occur, real GDP growth is expected to slow to a crawl.”

Other relevant predictions include a too-rapid increase in unemployment, the cessation of job growth, flat industrial production and a deceleration of personal income growth.

For businesses of all stripes, the prudent course seems to involve capitalizing on the current good times while setting up Plan B for the inevitable correction.

“Businesses are optimistic about 2019, but we are all aware that recessions are cyclical,” Manzella said. “And there is no doubt that the next recession is on its way.

The only question is when.” S

Addressing New

Policy Issues in the Workplace

By Peter Suciu

Anti-Bullying Policies Evacuation Plans in Case of an Emergency What to do in Case of a Cyber Attack

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W

ith the start of a new year, it is now a good time for shop owners and managers to review workplace policies and make sure all their employees are aware of these changes.

Creating a safe and productive workplace is the goal; so having prepared policies in place is crucial. While vacation and sick time, dress code and job duties are likely already clearly spelled out, there are now a few areas that could use some attention.

NOLN spoke with experts to highlight policies every shop should consider addressing in 2019 and beyond.

Anti-Bullying Policies

No one wants to go to work if they feel uncomfortable or bullied, and allowing this type of behavior to exist can create a toxic environment that will hurt productivity — and could even put employees or customers in actual danger. A shop floor needs to be built around teamwork.

Unfortunately today, studies have shown that workplace bullying is on the rise, and almost 75 percent of employees in the American workforce have said they’ve been affected by workplace bullying. Those who haven’t been bullied have witnessed it take place, and that has still impacted how they work.

The Workplace Bullying Institute described workplace bullying as “repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators. It is abusive conduct that is threatening, humiliating or intimidating, or work-interference, i.e. sabotage, which prevents work from getting done.”

Bullying is common in schoolyards, but many bullies continue this behavior into their adult lives.

“Bullies bully for a number of reasons — power, personality, masochism — because they can; no one stops them,” said Beth Plachetka of Safe Harbor Counseling.

Usually if a person genuinely feels they are being singled out for unfair treatment by a boss or colleague they are probably being bullied.”

A main difference between schoolyard bullying and workplace bullying is that the latter tends to be less physically harmful, yet is more psychological and verbal in nature. It may be subtler than the schoolyard variety, but it is quite distinctive from normal workplace stress.

“All bullying is not the same, except in the effects it has on the targets,” Plachetka said.

“Targets end up feeling ostracized, labeled and helpless to address the situation,” she added. “Bullying is accomplished by innuendo and generalizations that call into question the dignity, personhood and identity of another person. Ironically, the target is often an excellent worker with good social skills and a good work ethic.

The challenge for targets is that they tend to believe that all people are acting from the same place and want what’s best.”

Studies have also shown that workplace bullying is not equally split between men and women, as women tend to bully their male coworkers more. It is also not carried out only by supervisors and superiors, but by all coworkers. However, supervisors can help reduce bullying.

“When senior leaders foster a climate of respect, it trickles down, and there is less bullying type of behavior,” said Dr. Teresa Daniel, dean and professor of the Human Resource Leadership program at Sullivan University.

“When employees understand that there are real consequences for certain types of behavior (e.g. bullying, harassment, fighting, etc.), they quickly conform to the expectation that everyone will be treated respectfully and professionally,” Daniel said. “Managers need to quickly intervene and tap down the banter and teasing that often occurs in environments where people work in close physical proximity to one another.”

Bullying often tends to be an issue with

younger workers, often because these individuals are already ultra-competitive in their social lives, which include sports, video games and other activities where “trash talking” is socially acceptable. What might seem fine among friends on the basketball court or while playing a video game can become a real issue on the shop floor.

“The idea to trash people we don’t particularly like or with whom we are having conflict is not a new phenomenon, but cellphones, computers and social media make it so much easier to inflict widespread damage through the spread of rumors, outright lies or compromising photos,” Daniels warned. “Generation Z’ers (one generation below millennials/born after 1995) have spent their entire lives on social media, predominantly on Instagram, and many of them have probably shared inappropriate photos or passed along rumors; so, it is familiar territory for them.

“Many work interactions happen outside of regular business hours and in nonoffice settings; and employees often use the same social media platform for both their work and personal use.”

One way to resolve the bullying — either directly in the shop or via social media — is to educate employees on what bullying is and how to address it. There is no actual legal definition of bullying.

However, the Trade Union Congress has stated that, “usually if a person genuinely feels they are being singled out for unfair treatment by a boss or colleague they are probably being bullied.”

As a result, bullying can be hard to define, but it is definitely not a one-off event.

It is deliberately intended to dominate and cause distress or fear in the intended victim. It does not happen “by accident,” and it is a deliberate action. Even when the perpetrators may suggest they “meant no harm” when reprimanded, it often involves a planned campaign.

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We should have reliable, up-to-date and off-site backup of important data no matter what.”

Bullying has no place in the shop. As such, a company needs to have a strategy in place to deal with it. Experts recommend three key points to address bullying in the workplace: • Clearly define bullying, as well as the consequences. It is not enough to simply tell employees that bullying won’t be tolerated. Employee handbooks need to include a list of actions that could be considered bullying, which would include threats, blackmail or violence as well as comments that are racial or sexual in nature. Those committing actions that would be considered bullying will face suspensions or possible termination from their positions.

• Shops should encourage immediate reporting. Employees should know that all actions considered bullying need to be reported as soon as possible after an incident. Failure to do so creates a culture where bullying is considered acceptable behavior.

• Shop owners and managers should get everything in writing when a claim of bullying is made. Claims of bullying should be handled the same way a claim of sexual harassment would be investigated. This should include written statements from the victim and accused, as well as any from witnesses. Claims that turn out to be true should merit punishment based on the severity of the bullying — with serious actions resulting in suspensions or termination.

“The optimal approach to addressing bullying in the workplace is to develop a culture of respect,” Plachetka said.

“This includes inspiring a questioning attitude when any worker makes negative comments about another or labels another worker,” she said. “Observations about other people should be focused on observable behaviors without judgment. Doing this takes away the necessity of determining if bullying is occurring or not.”

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Managers can take a position of power by reminding workers of the culture of respect that requires dignity, inclusion and collaboration.

“When the bully finds that no one will join in, he or she often moves on,” Plachetka said. “Zero tolerance of behaviors outside of the culture of respect is important.

Witnesses and bystanders can call out the bully, as well. The fewer people who will listen to the bully, the quicker the bully loses power and interest.”

Evacuation Plans in Case of an Emergency

As recent disasters, including hurricanes in Florida and fires in California, have proven, the right preparation can make the difference between life and death in an emergency. Shops should make sure there is a clear evacuation plan for those unforeseen events.

Most shops may tend to be rather modest in size, at least compared to a corporate office building or factory, but an evacuation policy can still help keep employees safe during an emergency.

The Occupational Safety and Health Administration (OSHA) Publication 3088 “How to Plan for Workplace Emergencies and Evacuations” states that employers should have an emergency action plan that includes escape procedures and route assignments; and this should include floor plans, workplace evacuation maps and safe or refuge areas.

Employers can create these evacuation maps or route diagrams with arrows that designate the primary and secondary exit route assignments, and these maps should include locations of exits, assembly points and notably, equipment that may be needed in an emergency. That equipment could include fire extinguishers, first aid kits and spill kits, among others.

Employers should also create an emergency action plan (EAP), which is a written

document and is one required by particular OSHA standards. For smaller organizations, the plan does not need to be written and may be communicated orally if there are 10 or fewer employees. However, for shops — especially ones with a lot of technician turnover — this should still be part of the workplace policies.

The EAP must include, but is not limited to: • Means of reporting fires and other emergencies • Evacuation procedures and emergency escape route assignments • Procedures to be followed by employees who remain to carry out critical operations before they evacuate • Procedures to account for all employees after an emergency evacuation has been completed • Rescue and medical duties for those employees who are to perform them • Names or job titles of persons who can be contacted for further information or explanation of duties under the plan In addition the policies should note exits, which should be: clearly marked and well lit; wide enough to accommodate the number of evacuating personnel; unobstructed and clear of debris at all times; and unlikely to expose evacuating personnel to any additional hazards.

The evacuation plan, along with routes and exits, should be posted prominently for all employees to see.

The primary elements of a good emergency evacuation floor plan should include: • Designated primary and secondary exits • No emergency exits in restrooms • Exit away from rooms with hazardous materials • No emergency exits into narrow passages or other dead ends • Exit signs indicating the nearest emergency exit • Designate a safe primary and secondary assembly area • No use of elevators to reach an emergency exit • Indicate exits with wheelchair access • Indicate the employee’s current location and be oriented to the actual floor arrangement

Right Place. Right Time.

The Signs are Everywhere.

If you’ve considered selling your business (and even if you haven’t), you’re in the right place at the right time.

Valvoline Instant Oil Change is growing fast, with SM

more than 1,150 stores throughout the United States.

We’re planning significant expansion in the U.S. and would like to talk with you about purchasing your business.

We’ve acquired more than 400 stores in recent years. You can trust that:

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We pay a highly competitive amount for stores that meet target criteria, and we complete acquisitions in a timely manner.

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We’ll Take Care of Your Employees We offer competitive pay and benefits, and take particular pride in promoting from within. In fact, many of our senior leaders got their start in one of our stores.

*Based on a survey of over 250,000 Valvoline Instant Oil Change customers annually.

TM Valvoline or its subsidiaries, registered in various countries. SMValvoline or its subsidiaries, registered in various countries. © Valvoline 2018. TD-032

Selling Your Business is Easier Than You Think

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We’ll Take Care of Your Customers We’re focused on customer satisfaction.

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To learn more, with no obligation, contact:

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(859) 357-7303 or lgmcmillin@valvoline.com

What to do in Case of a Cyber Attack

Thanks to our reliance on technology that includes computer networks where employee and customer data is stored, inventory is tracked and websites are hosted, all businesses are now “hightech” in some sense. This is why cyber criminals now target retail as much as actual tech giants to steal data.

The sad fact is, it isn’t so much what a business can do to stop a cyber attack but rather how to handle one after it has occurred. However, whether addressing this issue from the corporate level to a franchisee to an independent shop, the best way to deal with a cyber attack is limiting its chances of occurring.

“You should always update your computer with the newest patches, new antivirus and anti-malware,” said technology industry analyst Roger Entner of Recon Analytics.

[have that department],” Entner said.

“When an event occurs, make sure you and your employees know an immediate action drill that avoids making things worse,” Purtilo suggested. “It’s tempting to think we can all diagnose and tweak something back into operation, but the reality is that bad guys have practiced on untold thousands of small business owners already. A lot of what they do is seed the internet with diagnostic information that would turn shallow issues into something very deep for you.”

This is very true with a computer, too, and the situation is worse since the web offers as much malicious advice as sound advice. So after an attack, don’t expect an easy fix, even if some guy on YouTube promises that it isn’t a big deal.

Again, this is where preparation can make all the difference. This is also why experts recommend that data is backed up to an offsite location regularly.

Ransomware will lock up a machine, demanding payment for it to be unlocked; your decision would be to risk paying versus recovering your systems from protected backup.”

The best thing you can do is to plan in advance, and then tighten up your practices to make some other company the lowhanging fruit for harvest by digital thugs, added Jim Purtilo, associate professor in the Computer Science department at the University of Maryland.

“Sound practices help head off much of the impact in the first place,” Purtilo said.

“We should have reliable, up-to-date and off-site backup of important data no matter what. At some level, it doesn’t matter whether a machine is out of commission due to ransomware or a fire, we’re still out of business. New hardware is the easy part — but how are you going to populate it with the information needed to get back to making money?”

In addition, after an attack, whether successful or not, it is important to address it.

“The way to keep the impact limited is communications with corporate IT if you 24

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“Have backups that go back several months,” Entner said. “Have a backup that is not connected (to the computer network).”

However, just getting the data back up and running is just one part of the issue.

Cyber criminals often steal data, and that can include not only personal information on employees, but also client data including credit card numbers. Not all attacks are the same. So how to respond can depend on the type of cyber attack.

“When an incident happens, there are any number of likely next steps for the business, depending on the kind of exploit it was,” Purtilo said. “Ransomware will lock up a machine, demanding payment for it to be unlocked; your decision would be to risk paying versus recovering your systems from protected backup.”

“Never pay,” suggested Entner. “There is no honor among cyber criminals. More often than not, people pay, and they don’t

get their data back. Also, even if they get it back it probably has some kind of backdoor in it so that the criminal can come back and make a one-time payment into a criminal subscription business. Be prepared to walk away and rebuild the system from scratch.”

Other attacks can be just as serious.

Sometimes data isn’t just locked; it could literally be stolen, leaked or sold!

“A data spill might have just shared your customer information on the outside, and potentially it isn’t immediately visible to you as such; once detected, your decisions would be about how to notify customers of the exposure so they can protect their own interests, which is the responsible thing to do,” Purtilo explained. “Sometimes an exploit will be to just cause damage, from simple digital graffiti to outright destruction of records or hardware; your decisions would be about finding the cost-effective way to restore operations and closing off whatever was the attack vector that allowed it to happen in the first place.”

One thing that no business should do is avoid coming clean about an attack. This can only create a situation that makes matters worse, as the business now has a PR debacle for concealing the attack as well as dealing with the attack itself!

“Notify customers if there is even a remote possibility that they are impacted,” Entner said.

In the end, the best advice for dealing with a cyber attack is to avoid exposing the most sensitive data, and to use some commonsense strategies. The most obvious is keeping the business machine(s) separate from personal use.

“Air gap your critical data when you can,” Purtilo said. “We all slip now and then for innocent reasons, but it only takes one slip to have a problem. There are many other practices that will help direct malicious behavior to someone else’s door instead of yours — choose strong passwords, use multi-factor authentication for accessing your systems when available, keep systems meticulously patched and updated, avoid social media and sketchy sites on the company machines and more.

Work it out early, make sure your employees are trained up on them and keep your recovery plans updated so if the worst happens, then you only experience a speed bump, not a crash.” S

Visit jiffylube.com/noln or call 800-327-9532 today.

AGENCY: CLIENT: SPECS: AD CODE: BLEED: TRIM: LIVE: HEADLINE: PUB: Dates:

©2019 JIFFY LUBE INTERNATIONAL, INC.

JWT/Atlanta Jiffy Lube 4/C JL_8.75x1.375_NOLN_012019 9.25”x1.625” 9”x1.5” 8.75”x1.375” LET US HELP DRIVE NOLN 2019 January 2019

2019 Guide to Programs AND Franchises

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O

pening a new fast lube or changing a shop’s operating plan can be a daunting task because of the large number of programs available. Potential operators — or those looking to shake up the way they’re currently doing business — can choose to operate their facilities independently, as part of a larger signage agree-

ment with an oil company, as a turnkey operation or as a franchise. Those are only a few of the many ways in which operators and prospective operators might choose to run their facilities. To help our readers better understand some of the options available to them, we have assembled the following list of fast lube programs.

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We compiled this list by contacting the top chains listed in the NOLN “TOPS in the Industry” rankings to find out what options they offer, as well as contacting companies that offer other options. All information supplied by the responding companies is believed to be accurate and correct as of press time.

CHEVRON HAVOLINE XPRESS LUBE Become part of Chevron’s Havoline xpress lube program with nearly 250 independently owned and operated locations throughout the U.S. You maintain control of your operation while selling Chevron Havoline, Delo and Techron brand lines to your loyal customers.

Program option: License agreement, signage agreement Territory: National Franchise fee: None Royalty percentage required: None Average start-up cost: Funds offered for re-imaging based on volume Individual qualifications: Business financial and credit reviews are required.

Car count of roughly 30 cars per day.

Support offered: • Training: In-person, online and a mentoring program.

• Equipment: POS and lube equipment resources available.

• Signage: Design and engineering of primary identification signage and image.

• Advertising: Pre-approval local marketing materials available. Support with national promotions.

• Site selection: Demographic studies and business consultation available.

• Credit cards: Pending pre-qualification, enjoy no-processing fees on Chevron credit card holder payments.

• Customer warranty: All brands and products backed by Chevron’s Limited Product Warranty.

• Building design and construction: Access to blueprints for ground-ups.

• Financial assistance plan: Facility re-image funds are a function of annual volume.

• Financing: Depending on the scale of the business, you may be eligible for a quarterly payback program based on volume and type of products purchased, outlined in a Rebate Agreement.

• Other: Cooperative advertising program for reimbursement for qualified branded local advertising.

Advantages of Havoline xpress lube plan: A national fast lube image and program for customers that desire to maintain full operating control yet do not wish to pay franchise or royalty fees.

For more information, contact: Larry Russell, 206.890.1438 lrus@chevron.com, www.havoline.com 26

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Grow your business by converting to Jiffy Lube, a proven model that gives you access to a national network and leading brand your customers know and trust.

Take your business to the next level with national advertising, expanded service offerings, quality products including Pennzoil motor oils and enhanced customer experience.

Contact us to learn how Jiffy Lube can help drive your business to the next level. Visit jiffylube.com/noln or call 800-327-9532.

Š2019 JIFFY LUBE INTERNATIONAL, INC.

Visit jiffylube.com/noln or call 800-327-9532 today.

AGENCY: JWT/Atlanta CLIENT: Jiffy Lube SPECS: 4/C AD is CODE: JL_8.75x1.375_NOLN_012019 Express Oil Change was founded in 1979 and based in Birmingham, Alabama.

BLEED: 9.25”x1.625” Program option: Franchise TRIM: 9”x1.5” Territory: Regional; Southeast, Southwest,LIVE: Midwest, Atlantic Coast, West to include Arizona 8.75”x1.375” Franchise fee: $35,000 HEADLINE: LET US HELP DRIVE Average start-up cost: $1,7500,000 to $2,500,000 includes land and building PUB: NOLN 2019 Royalty percentage required: 5% Dates: January Individual qualifications: $350,000 liquid capital and $500,000+ net2019 worth

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EXPRESS OIL CHANGE

©2019 JIFFY LUBE INTERNATIONAL, INC.

12/4/18 5:17 PM

Support offered: • Training: Eight weeks of training on how to manage the overall business.

• Equipment: We identify all needed equipment, help plan its order and installation.

• Signage: We provide logos and materials to order signage.

• Advertising: We have a marketing staff that provides franchisees with marketing tools, systems and guidance.

• Site selection: We are actively involved in helping to find the best site for the franchisee’s store.

• Credit cards: We help franchisees get access to all needed credit cards, including our own branded card.

• Customer warranty: We warranty our work on customers cars.

• Building design and construction: We provide architectural plans, guidance in the design and permitting process and with construction bids to GCs. • Financial assistance plan: We introduce franchisees to lenders who provide SBA loans to our franchisees.

• Other: We help franchisees get access to oil, tires and auto parts through national vendors at negotiated prices. Franchisees do not buy any supplies from us.

Advantages of Express Oil Change plan: Our combined buying power for all parts is significant, particularly for bulk oil, which is very impactful to the franchisees bottom lines. Franchisees pay the same price for bulk oil delivered to their store as all of our company-owned stores, and we do not collect any sort of fee or rebate from franchisees purchases. Our business model includes full mechanical repair in addition to a 10-minute oil change, and we carry a full line of top brand tires, which provides a more convenient one-stop shop for the customer, more reasons to visit by customers and overall higher sales volume of the stores.

For more information, contact: Don Larose, 781.635.5502 dlarose@expressoil.com, www.expressoil.com

EXXONMOBIL MOBIL 1 LUBE EXPRESS Discover Mobil 1 Lube Express — a growing lube chain in the United States and one of the largest quick lube networks in the world — and benefit from an exciting business opportunity. In addition to leveraging Mobil 1, Mobil Super and Mobil Delvac brands, we offer hands-on product and sales training and a solid marketing program to provide you with all the tools needed to help increase tickets and profits. We are investing in local digital advertising to drive customers to your business.

Program option: Signage agreement Territory: International Franchise fee: None Average start-up cost: $10,000-$15,000 Royalty percentage required: None Individual qualifications: Location must not be within a three-mile radius of another Mobil 1 Lube Express, and recommended for 30 cars/day for new operators or 25 per day for existing operators.

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Visit jiffylube.com/noln or call 800-327-9532 today.

©2019 JIFFY LUBE INTERNATIONAL, INC.

AGENCY: JWT/Atlanta Support offered: Jiffy Lube • Training: Inperson and online training CLIENT: SPECS: 4/C the owner during start-up and supporting the Mobil 1 brand • Signage: Ask distributor or local sales repprogram is to support • Advertising: Local digital advertising during AD promotion CODE: periods JL_8.75x1.375_NOLN_012019 • Site selection: Available on Mobiloil.comBLEED: 9.25”x1.625” • Credit cards: Credit card program available through the ExxonMobil TRIM: 9”x1.5” credit card program • Customer warranty: All products have a limited warranty LIVE: 8.75”x1.375” • Other: Strong brand and local sales support HEADLINE: LET US HELP DRIVE 2019 For more information, contact: Catherine Kehn,PUB: 1.800.ASK.MOBILNOLN (275.6624) Dates: January 2019 mobil1lubeexpress@exxonmobil.com, www.mobiloil.com/USAEnglish/MotorOil/Home/Homepage.aspx

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GREASE MONKEY FRANCHISING The Grease Monkey concept was founded in 1978 and is based in Greenwood Village, Colorado.

The company’s plan is available in the United States, Colombia, Saudi Arabia and Mexico.

Program option: Franchise, license agreement, signage agreement Territory: International, national Franchise fee: $30,000 license fee –15 year agreement; $20,000 for veterans with valid DD214 Average start-up cost: $150,000-$250,000 for a three-bay center Royalty percentage required: 5% of gross sales Individual qualifications: $60,000-$70,000 liquid capital, $250,000 minimum net worth, 675 or higher credit score Support offered: • Training: Required training includes new franchisee on-site training, classroom training at the corporate and initial hands-on training.

Ongoing training is available through FullSpeed Automotive University.

• Equipment: We identify all needed equipment and provide complete equipment package offerings. Also, help with order and installation process.

• Signage: Complete national sign program including sourcing, design and permitting.

• Advertising: 4% local center advertising fee to be invested by owner.

• Site selection: Dedicated real estate department to assist in site selection process.

• Credit cards: National credit card processing program.

• Customer warranty: Nationwide service warranty provided to strengthen customer trust.

• Building design and construction: Several prototype options available.

• Financing: We work with a third-party to assist our franchisees in obtaining funding, if necessary. Very experienced in working with SBA lenders.

Advantages of Grease Monkey plan: Independently owned and operated turnkey opportunities with full support and fast growth.

For more information, contact: Lori Schneider, 720.454.4412 loris@greasemonkeyintl.com, www.greasemonkeyfranchise.com

JIFFY LUBE INTERNATIONAL Jiffy Lube is seeking to expand its footprint, adding to the more than 2,000 service centers across North America.

Program option: Franchise Territory: United States and Canada Franchise fee: $35,000 for new development, or $17,500 for conversions Average start-up cost: Ranges from $234,000-$450,000 (excluding real estate) Royalty percentage required: 7% total (3% for royalty and 4% for advertising) *the 3% royalty includes a 1% prompt pay discount Individual qualifications: $150,000 liquid and $450,000 net worth January 2019

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Visit jiffylube.com/noln or call 800-327-9532 today.

©2019 JIFFY LUBE INTERNATIONAL, INC.

AGENCY: JWT/Atlanta 12/4/18 Support offered: CLIENT: Lube • Training: An award winning training program called JiffyJiffy Lube University.

SPECS: 4/C • Advertising: A robust national advertising campaign consisting of broadcast and digital ensures the brand has your marketing covered.

Through the multimillion-dollar national advertising Jiffy Lube maintains a presence from coast to coast on national and cable television AD CODE: fund, JL_8.75x1.375_NOLN_012019 as well as through numerous evolving BLEED: digital assets.

9.25”x1.625” • Site selection: Jiffy Lube works with four real estate development companies to provide turnkey solutions for our Build to Suit program.

TRIM: 9”x1.5” Additionally, our business development managers have access to resources to assist with the site selection process.

LIVE: 8.75”x1.375” • Credit cards: Customers have the opportunity to receive special financing with the Jiffy Lube Credit Card or Fleet Card *subject to credit HEADLINE: LET US HELP DRIVE approvals NOLNteam 2019is available to assist with recommendations and provide a prototype for • Building design and construction: ThePUB: Jiffy Lube construction Dates: January 2019 new store development.

• Other: Internal support of operations, marketing, business development and point-of-sale. The strength of Jiffy Lube is complimented by Pennzoil, the most preferred motor oil brand in the U.S., and by Shell, one of the most innovative energy companies in the world.

JL_NOLN_Print_2019_9x1.5_r1.indd 1

Advantages of Jiffy Lube plan: Celebrating 40 years in the industry, Jiffy Lube services more than 21 million consumers annually. Jiffy Lube is consistently ranked as one of the top franchising opportunities for entrepreneurs.

For more information, contact: Angie Avery, 800.327.9532 jiffy-lube-development@shell.com, www.jiffylube.com/franchise

KWIK INDUSTRIES, INC. Kwik Industries, Inc. is a family owned business based in Dallas, Texas. Founded in 1989, Kwik has completed more than 400 automotive and car wash facilities nationally; providing location selection, design, construction and licensing for lube centers, carwashes, and combinations for independent owners and operators. In addition, Kwik will remodel or rebrand an existing facility.

Program option: License agreement, signage agreement, build-to-suit, parts and supply program for all consumables Territory: National, regional (Texas, Oklahoma, Arkansas, Missouri, Louisiana, Mississippi) Franchise fee: No franchise fees. License fee of $50,000. No license fee for purchasers of new facilities constructed by Kwik Industries, Inc. Contact Kwik Industries, Inc. for licensing of existing facilities.

Royalty percentage required: None Average start-up cost: $50,000 and up for licensing and branding. $500,000 and up, depending on location and type of facility.

Individual qualifications: Good credit and management experience. Experience in the industry helpful, but not necessary.

Support offered: • Training: Start-up and operational training available.

• Equipment: Equipment installation, training and servicing available.

• Signage: Sourcing, design, permitting and other assistance available.

• Site selection: Site selection assistance available.

• Building design and construction: Custom site selection, design, engineering and construction.

• Financing: Very experienced in working with preferred SBA lenders.

• Other: Parts and supply division for all your facilities’ needs. Please visit www.gokwikparts.com or call 214.446.0832.

Advantages of Kwik Industries plan: Independently owned and operated facilities with available support and training and no royalties or franchise fees. Parts and service department allows operators to order parts and supplies for their facility from one source. Our service department excels in customer service, providing maintenance and service for both building and equipment.

For more information, contact: Mike Birge, 972.458.9761 mbirge@kwikind.com, www.kwikind.com

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Visit jiffylube.com/noln or call 800-327-9532 today.

©2019 JIFFY LUBE INTERNATIONAL, INC.

AGENCY: JWT/Atlanta CLIENT: Jiffy Lube MEINEKE CAR CARE CENTERS SPECS: 4/C ADserving CODE:America JL_8.75x1.375_NOLN_012019 Meineke Car Care Centers has been proudly since 1972. Meineke has an 9.25”x1.625” unparalleled reputation for customer serviceBLEED: and quality workmanship.

We have adapted our 9”x1.5” model to encompass full auto care providingTRIM: a one-stop theme customers desire.

LIVE: 8.75”x1.375” Program option: Franchise, license agreement HEADLINE: LET US HELP DRIVE Territory: International, national PUB: NOLN 2019 Franchise fee: $35,000 Dates: January 2019 Average start-up cost: $250,000-$300,000

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Royalty percentage required: 5% Individual qualifications: $110,000 liquid cash, $250,000 net worth, 675 or better credit score

Support offered: • Training: Two-week initial training program and ongoing, in-store operational support.

• Equipment: We have relationships with equipment vendors/suppliers and installation.

• Signage: We have relationships with signage vendors/supplies and installation.

• Advertising: Ongoing national and local programs with a presence on TV, Internet, billboards, radio and digital efforts.

• Site selection: Assistance that includes in-depth market analysis utilizing our mapping/modeling software.

• Credit cards: Meineke has a branded credit card for customers with a variety of financing options.

• Customer warranty: Nationwide warranty on all work provided to strengthen customer relations.

• Building design and construction: Full project coordination to locate, prepare and open the facility.

• Financial assistance plan: We work with a third-party to assist in financing our franchisees to get started.

• Financing: 20% cash injection is typical; 80% financed is achievable • Other: Unmatched advantages for increased success to include: marketing and ad program; territory protection; extensive assistance for site selection; initial training and on-going training; proprietary software (POS); and purchasing power for deep discounts.

Advantages of Meineke Car Care Centers plan: Today’s customers are looking for a complete car care experience. It is more convenient and develops a relationship model.

For more information, contact: Hutter Black, 704.644.8125 hutter.black@meineke.com, meinekefranchise.com

NORTH AMERICAN LUBRICANTS North American Lubricants is a premier bulk lubricant supplier to the professional installed market. NAL was founded in 1999 with a focus on providing lube operators with high-quality, licensed products.

Program options: Signage agreement Territory: National Franchise fee: None Average start-up cost: Varies by region Royalty percentage required: None Advantages of North American Lubricants plan: Our company was founded by quick lube operators, and we offer the fairest and most flexible programs in the industry. Our goal is to structure each plan to suit the individual needs of each customer. We offer a diverse product line, including conventional, synthetic, eco friendly, chemicals and a host of other premium products.

For more information, contact: Paul Pfauser, 800.430.6252 ppfauser@nalube.com, www.nalube.com

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Visit jiffylube.com/noln or call 800-327-9532 today.

AGENCY: JWT/Atlanta CLIENT: Jiffy Lube SPECS: 4/C AD CODE: OilStop, Inc. was founded in 1988 and is based in Petaluma,JL_8.75x1.375_NOLN_012019 California.

BLEED: 9.25”x1.625” Program option: Franchise TRIM: 9”x1.5” Territory: Regional (West Coast & Southwest) LIVE: 8.75”x1.375” Franchise fee: $30,000 HEADLINE: LET US HELP DRIVE Average start-up cost: $250,000 PUB: NOLN 2019 Royalty percentage required: 5% January 2019 Individual qualifications: No experienceDates: preferred; net worth of $1,000,000

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OILSTOP, INC.

©2019 JIFFY LUBE INTERNATIONAL, INC.

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Advantages of OilStop plan: High level of guest satisfaction. High level of business management and control. Excellent service process and training materials.

For more information, contact: Gary Woo franchising@oilstopinc.com, www.oilstopinc.com

SERVICE PRO All Service Pro products are designed to provide professional installers with exceptional quality and performance, coupled with the expertise and the support of a national network of licensed and approved distributors. Service Pro is based in Montrose, Colorado.

Program option: License, signage agreement Territory: International, national Franchise fee: None Average start-up cost: To be determined with the AIOD member and operator.

Royalty percentage required: None Individual qualifications: Determined by the local Service Pro distributor Advantages of Service Pro plan: Service Pro combines premium quality products, exceptional value and local distributor support to enable professional installers to operate more efficiently and profitably. Our plan is very open to the individual needs and circumstances of the operator because the AIOD member company who will be servicing the operator is key to determining the bulk of the agreement. This flexibility takes in all the necessary parts and pieces rather than a one-size-fits-all agreement like many other companies enforce.

For more information, contact: Sherry Burr, 800.313.2463 sburr@newwestmarketing.com, www.service-pro.com

SINCLAIR DINO LUBE Our size and competitively priced products make us flexible and a valued partner that will make the difference your business needs.

Program option: License Territory: National Franchise fee: None Average start-up cost: None Royalty percentage required: None Individual qualifications: Operators interested in the Sinclair Dino Lube program should be highly motivated, sufficiently capitalized and have expertise in the fast lube industry.

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Visit jiffylube.com/noln or call 800-327-9532 today.

©2019 JIFFY LUBE INTERNATIONAL, INC.

AGENCY: JWT/Atlanta 12/4/18 Support offered: CLIENT: Jiffy Lube • Equipment: Top-of-the-line equipment. SPECS: 4/C • Signage: Fresh, inviting and long-lasting brand image. Brand standards with easy-to-follow guidelines.

AD CODE: JL_8.75x1.375_NOLN_012019 • Advertising: Custom marketing materials and campaigns. Eye catching point-of-sale materials.

BLEED: 9.25”x1.625” • Credit cards: Competitively priced credit card network. Proprietary cards that drive customer loyalty.

TRIM: • Other: Professional, high-quality uniforms that last. Sinclair9”x1.5” Dino image that everyone loves!

LIVE: 8.75”x1.375” Advantages of Sinclair Dino Lube plan: Sinclair is big enough to supply you need, but small enough to give you prompt personal HEADLINE: LET US HELP what DRIVE attention. The green dinosaur really cuts through Sinclair has lasted more than 100 years because we produce only the highest PUB: the red tape.

NOLN 2019 quality lubricants, gasoline, diesel, jet fuel and asphalt. We areJanuary a family-owned Dates: 2019 business, and we believe in treating you like a part of the family — which means we’re always here for you.

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For more information, contact: Sinclair Lubricants Team, 888.340.DINO (3466).

SPEEDEE OIL CHANGE AND AUTO SERVICE With more than 30 years in the automotive service and repair industry, SpeeDee is proud to stand out as a leader with over 200 locations in the US and Mexico. We’re continuing to expand and looking for progressive entrepreneurs with a strong desire to own and grow their own business.

Program option: Franchise Territory: International, national Franchise fee: $30,000 license fee, 15-year agreement; $20,000 for Veterans with valid DD214 Royalty percentage required: 6% of gross sales Average start-up cost: $446,540-$456,370 Individual qualifications: $75,000 Support offered: • Training: Required training includes new franchisee on-site training, classroom training at the corporate office, and initial hands-on training.

Ongoing training is available through FullSpeed Automotive University.

• Equipment: We identify all needed equipment and provide complete equipment package offerings. Also, help with order and installation process.

• Signage: Complete national sign program including sourcing, design and permitting.

• Advertising: 6% advertising fee.

• Site selection: Dedicated real estate department to assist in site selection process.

• Credit cards: National credit card processing program.

• Customer warranty: Nationwide service warranty provided to strengthen customer trust.

• Building design and construction: Several prototype options available.

• Financing: We work with a third-party to assist our franchisees in obtaining funding, if necessary. Very experienced in working with SBA lenders.

Advantages of SpeeDee plan: Independently owned and operated turnkey opportunities with full support and fast growth.

For more information, contact: Lori Schneider, 720.454.4412 loris@speedeecorp.com, www.speedeeoil.com/franchise-information

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Visit jiffylube.com/noln or call 800-327-9532 today.

AGENCY: JWT/Atlanta CLIENT: Jiffy Lube TAKE 5 SPECS: 4/C AD CODE: JL_8.75x1.375_NOLN_012019 Take 5 Oil Change is expanding our successful and disruptive business from over 300 company BLEED: 9.25”x1.625” owned stores by offering multi-unit franchise development opportunities nationally. Whether TRIM:to convert or 9”x1.5” you are an existing quick lube operator looking looking to build a large portfolio LIVE: of stores, please contact us right away so we can see if 8.75”x1.375” you might qualify. We leverage a proven, data-driven approach to all aspects of our business LET including real estate site selection, HEADLINE: US HELP DRIVE marketing, in-store operations, training, PUB: and store-level profitability management. Friendly NOLN 2019 people and fast oil changes.

Dates: January 2019

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©2019 JIFFY LUBE INTERNATIONAL, INC.

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Program option: Franchise, multi-unit franchise development Territory: National Franchise fee: $35,000 Royalty percentage required: 3.5% in year one and 7% thereafter Average start-up cost: $637,000-$850,000 per location Individual qualifications: We are looking for multi-unit franchise partners that want to develop five or more locations. Franchise partners are required to have a net worth of at least $500,000 per location planned to develop, and liquid assets of $300,000 per location to be developed.

Support offered: • Training: We provide a three-week hands-on training program for franchisee managing partners and a separate three-week program for franchisee store managers.

• Equipment: We have a set equipment package that is less than $40,000 per location.

• Signage: We have a national contract with a large sign company who gets our signs for a little less than $25,000 per location.

• Advertising: We leverage the marketing department for our 300-plus corporate stores. Big focus on digital and direct mail plus many fleet and hyper-local campaigns we will execute with our franchise owners.

• Site selction: We employ a sophisticated, data-driven approach based on numerous area, site and customer characteristics.

• Credit cards: We have a national account and preferential pricing with a large merchant services vendor.

• Customer warranty: Satisfaction guaranteed and free top-offs.

• Building design and construction: Our partners have access to the Real Estate and Construction teams that work every day on growing the Take 5 brand corporately.

• Financing: We have several third-party lenders that can assist with financing for our multi-unit franchisees.

Advantages of Take 5 plan: 1) Attractive unit level economics 2) Simple operating model and focused menu designed to provide superior customer service. 3) Centralized buying power that can be passed on to the franchisees. 4) Proven, data-driven systems and procedures supporting real estate, marketing, operations and profitability. 5) No specialized or skilled labor required. 6) Huge white space to grow nationally.

For more information, contact: Trey Hughes, 704.249.0002 trey.hughes@drivenbrands.com, www.take5oilchange.com/franchise-opportunities/

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Visit jiffylube.com/noln or call 800-327-9532 today.

©2019 JIFFY LUBE INTERNATIONAL, INC.

AGENCY: JWT/Atlanta CLIENT: Jiffy Lube VALVOLINE VALVOLINE EXPRESS SPECS: CARE 4/C AD20 CODE: JL_8.75x1.375_NOLN_012019 A proven independent quick lube system for years, the Valvoline Express Care program BLEED: now has over 330 stores operating within the U.S. and Canada.9.25”x1.625” Valvoline and Valvoline Express TRIM: 9”x1.5” Care are based in Lexington, Kentucky.

LIVE: 8.75”x1.375” Program option: Sales agreement HEADLINE: LET US HELP DRIVE Territory: International, U.S. and Canada PUB: NOLN 2019 Franchise fee: None Dates: January 2019 Royalty percentage required: None Average start-up cost: Valvoline Express Care is an independent quick lube conversion program.

Individual qualifications: Current quick lube operator and/or retail business background.

Business financial and credit reviews are required.

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Advantages of Valvoline Express Care plan: The Valvoline Express Care program provides a premium retail image, business consultation and the strength of the Valvoline brand to the professional quick lube operator. As an Express Care owner, you have access to an Express Care Advisor with quick lube experience who can coach you and your team at your facility. The advisor reviews your store performance, compares it against industry benchmarks, then assists you in establishing short and long-term goals that grow your profitability. They help you pick from Express Care’s selection of marketing tools and operations support in order to provide a tailored solution that achieves your goals.

For more information, contact: Gayle McMillin, 859.357.7303 lgmcmillan@valvoline.com, www.expresscare.com

VALVOLINE INSTANT OIL CHANGE Valvoline Instant Oil Change was founded in 1986 and is based in Lexington, KY. We currently have 1,242 company and franchise locations.

Program option: Franchise Territory: National Franchise fee: $30,000 Average start-up cost: $174,500 to $2,538,500, depending on whether real estate property and equipment are purchased or leased.

Royalty percentage required: 4-6% on a graduated scale.

Individual qualifications: Net worth $1,000,000; $600,000 liquid; the ideal franchise candidate is a successful businessperson, already a multi-unit operator or independent quick lube operator.

Advantages of Valvoline Instant Oil Change plan: We are not just a franchisor; we are actually in the quick lube business. We own and operate 462-plus quick lube locations, which enables us to test and refine programs in our own stores and share best practices with franchisees.

For more information, contact: Gayle McMillin, 859.357.7303 lgmcmillan@valvoline.com, www.viocfranchise.com

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Visit jiffylube.com/noln or call 800-327-9532 today.

©2019 JIFFY LUBE INTERNATIONAL, INC.

AGENCY: JWT/Atlanta CLIENT: Jiffy Lube VICTORY LANE SPECS: 4/C AD CODE: JL_8.75x1.375_NOLN_012019 We currently have 32 locations in five states with plans to expand in all 50 states, focused on BLEED: 9.25”x1.625” states east of the Mississippi.

TRIM: 9”x1.5” LIVE: 8.75”x1.375” Program option: Franchise HEADLINE: LET US HELP DRIVE Territory: National Franchise fee: $39,500 for one unit. Discounted units —2019 $90,000. Discounted for PUB: for three NOLN five units — $120,000.

Dates: January 2019 Royalty percentage required: 6% Average start-up cost: $200,000-$250,000 depending on location Individual qualifications: Net worth $250,000. Prefer business or management experience.

Auto experience is not required.

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Support offered: • Training: Two weeks at headquarters with both classroom and in-store training; then, two to four days on-site for store opening • Equipment: We have a complete turnkey equipment set up package and provide thirdparty vendors.

• Signage: We have a complete sign package and video surveillance setup program.

• Advertising: We help our owners prepare a 120-day marketing and advertising plan.

• Site selection: We provide site selection assistance and provide professional real estate service in the local market.

• Credit cards: We have a national program for setup and discounted credit card fees.

• Customer warranty: At the retail and store level, we guarantee our workmanship and ensure customer satisfaction.

• Building design and construction: We have a number of build-out options, including pre-engineered building programs.

• Financial assistance plan: We will provide franchise candidates with a business plan template.

• Financing: We will assist franchise candidates with SBA and other third-party financing programs.

Advantages of Victory Lane plan: Lower investment and financing programs.

For more information, contact: Jim Harrington, 734.667.4304 ext. 104 jharrington@victorylane.net, www.victorylane.net

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NUTS & BOLTS

Kia Motors has followed through on the promise of a production model of the GT Concept. The all-new 2018 Kia Stinger is the culmination of a years-long journey into the sportback segment.

Riding on a chassis comprised of 55-percent advanced high-strength steel, the Stinger provides an ultrastiff foundation. This rigidity also helps to reduce NVH for a quieter cabin. The MacPherson front setup features large diameter shock absorbers, high-strength wheel bearings and an aluminum strut brace, while the reinforced five-link rear suspension is mounted to a stiffened rear subframe.

The base Stinger rides on a passive suspension tuned to offer a balance of handling and ride comfort, while the GT trim is available with Kia’s first continuously damping electronically controlled suspension, called dynamic stability damping control (DSDC). While aiming to predict the driver’s inputs, depending on road conditions and driving style, DSDC can be tuned to respond with more agility through corners as the system softens the front shocks and firms up the rear.

Conversely, improved high-speed stability is achieved when the system stiffens 38

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Tech Spec: 2018 Kia Stinger

the front shocks and softens the rear. The system is accessed by the driver through five modes: custom, eco, sport, comfort and smart.

If the chassis symbolizes the bones of a gran turismo, then surely the available powertrains represent its heart. Oriented longitudinally and set rearward beneath the long, sculpted hood, a choice of two turbocharged engines is available.

The 2.0-liter twin-scroll turbocharged four-cylinder Theta II engine produces 225 horsepower at 6,200 rpm with 260 pound-feet of maximum torque available from 1,400-4,000 rpm, propelling the Stinger from 0-60 mph in just 5.9 seconds. Performance credentials are further enhanced through the available 3.3-liter twin-turbo V6 Lambda II engine, which produces 365 horsepower at 6,000 rpm and offers 376 pound-feet of torque from 1,350-4,500 rpm. Pushing the twin turbocharged V6 to its full potential will allow the Stinger GT to achieve a governed top speed of 167 mph.

The Stinger is Kia’s first sedan available with rear- or all-wheel drive. Rear-wheel biased for control in the wet or dry, the in-house engineered AWD system6 monitors driver inputs and road conditions

and automatically distributes power in real-time based on driving situation. The advanced AWD system is engineered to enhance turn-in and reduce understeer by applying braking force to the inner wheels. The system also freely distributes torque between the front and rear wheels, depending on driving conditions. Should the system detect slip, power is seamlessly directed toward the front or rear wheels, depending on the driving condition. Up to 50 percent of torque can be distributed to the front wheels, and the Stinger’s AWD system is fully integrated with its drive mode settings.

A choice of alloy wheels and tires is also offered. The 2.0-liter turbocharged fourcylinder models ride on 225/45R-18 performance all-season tires while the 3.3-liter V6 is shod with staggered ultra-high performance Michelin Pilot Sport 4 tires that have been specifically engineered and tuned for the Stinger, 225/40R-19 in front and 255/35R-19 at the rear.

The Stinger is equipped with numerous safety features. One, a Kia first, is the driver attention warning system, which is designed to help combat distracted or drowsy driving. The system monitors a number of inputs from the vehicle and

the driver and will sound a warning chime and display graphic in the instrument binnacle that it’s time to take a break from driving if it senses the driver’s attention level has been significantly reduced.

Forward collision avoidance with pedestrian detection is designed to monitor vehicles and pedestrians ahead of the vehicle, and if it detects a potential collision with another vehicle or pedestrian, it works to help bring the car to a halt.

Smart cruise control with stop and go is designed to maintain a pre-set distance between the Stinger and the vehicle in front and can bring the car to a full stop in traffic. Lane keeping assist is designed to detect and monitor the vehicle’s intended lane, and in certain situations, alert the driver with an audible warning along with providing steering input to help maintain the vehicle’s position.

Blind spot collision warning includes rear cross-traffic collision warning, which scans the area behind the vehicle when backing from a parking space and can alert the driver with an audible warning if it detects cross traffic.

The available height-adjustable color head-up display enables the driver to see driving information projected on the windshield glass, including speed, turn-byturn navigation, audio and cruise control settings and blind spot collision warning information. Bluetooth hands-free operation is standard, while many of the vehicle’s subsystems may be accessed through the steering-wheel-mounted controls.

The base audio system for the 2.0-liter turbo features six speakers and a seveninch touchscreen with the latest version of UVO, Kia’s telematics system. The standard system found in the 3.3-liter twin turbo ups the speaker count to nine and includes an external amplifier. The available premium Harman/Kardon audio system pumps out 720 watts through an external amplifier to provide crystal-clear music.

The Stinger comes in five trim levels: entry-level Stinger 2.0L, Premium, GT, GT1 and GT2. The Stinger 2.0L has a starting MSRP of $32,900. A top-of-theline GT2 — with 3.3-liter V6 twin turbo GDI engine, Kia drive wise system, shiftby-wire, Nappa leather seats, head-up display, AWD, all season tires and remote start — carries a price tag of $53,680.

Servicing the 2018 Kia Stinger The normal maintenance schedule should be followed if the vehicle is usually operated where none of the following conditions apply. If any of the following conditions apply, the maintenance under severe usage conditions scheduled should be followed: • Repeated driving short distances of less than 5 miles (8 km) in normal temperatures or less than 10 miles (16 km) in freezing temperatures • Extensive engine idling or low-speed driving for long distances • Driving on rough, dusty, muddy, unpaved, graveled or salt-spread roads • Driving in areas using salt or other corrosive materials or in very cold weather • Driving in heavy dust conditions • Driving in heavy traffic • Driving on uphill, downhill or mountain roads repeatedly • Towing a trailer or using a camper or roof rack • Driving as a patrol car, taxi or other commercial use of vehicle towing • Frequently driving in stop-and-go conditions

NORMAL MAINTENANCE SCHEDULE Every 6,000 miles (10,000 km): • Rotate tires Every 6,000 miles (10,00 km) or every 12 months: • Replace engine oil and engine oil filter • Replace climate control air filter • Inspect vacuum hose • Inspect battery condition • Inspect brake lines, hoses and connections • Inspect disc brakes and pads • Inspect steering gear rack, linkage and boots • Inspect driveshaft and boots • Inspect suspension mounting bolts • Inspect air conditioner refrigerant • Inspect air conditioner compressor • Inspect propeller shaft • Inspect exhaust pipe and muffler • Inspect intercooler, in/out hose and air intake hose • If Top Tier Detergent Gasoline is not available, add one bottle of fuel additive.

Every 12,000 miles (20,000 km) or 24 months:

• Inspect air cleaner filter

• Inspect vapor hose, fuel filler cap and fuel tank • Inspect fuel tank air filter • Inspect parking brake • Inspect brake fluid

Every 24,000 miles (40,000 km) or 48 months: • Inspect cooling system • Inspect fuel lines, hoses and connections Every 36,000 miles (60,000 km) or 72 months: • Inspect rear differential oil (without LSD) • Replace rear differential oil (with LSD) • Inspect front differential oil (AWD only)

At 60,000 miles (100,000 km) or 72 months and then every 12,000 miles (20,000 km) or every 24 months: • Inspect drive belts At 120,000 miles (200,000 km) or 10 years and then every 30,000 miles (50,000 km) or 24 months: • Replace engine coolant

MAINTENANCE UNDER SEVERE USAGE CONDITIONS The following items must be serviced more frequently on cars normally used under severe driving conditions.

Repeated driving short distance of less than 5 miles (8 km) in normal temperatures or less than 10 miles (16 km) in freezing temperatures Every 3,000 miles (5,000 km) or six months: • Replace engine oil and engine oil filter Every 60,000 miles (100,000 km): • Replace automatic transaxle fluid More frequently: • Replace spark plugs Extensive engine idling or low-speed driving for long distances Every 3,000 miles ((5,000 km) or six months: • Replace engine oil and engine oil filter More frequently: • Replace spark plugs Driving on rough, dusty, muddy, unpaved, graveled or salt-spread roads Every 3,000 miles ((5,000 km) or six months: • Replace engine oil and engine oil filter Every 36,000 miles (60,000 km): • Replace rear differential oil (with LSD) Every 60,000 miles (100,000 km): • Replace automatic transaxle fluid Every 72,000 miles (120,000 km): • Replace rear differential oil (without LSD) • Replace front differential oil (AWD only) More frequently: • Inspect air cleaner filter • Inspect front brake disc/pads, calipers • Inspect rear brake disc/pads • Inspect parking brake • Inspect steering gear box, linkage and boots, lower arm ball joint, upper arm ball joint • Inspect drive shafts and boots • Replace climate control air filter (for evaporator and blower unit) • Inspect propeller shaft Driving in areas using salt or other corrosive materials or in very cold weather Every 3,000 miles ((5,000 km) or six months: • Replace engine oil and engine oil filter

Every 42,000 miles (70,000 km): • Replace spark plugs

Every 60,000 miles (100,000 km): • Replace automatic transaxle fluid

Every 60,000 miles (100,000 km) or 72 months: • Inspect valve clearance

Inspect more frequently: • Inspect front brake disc/pads, calipers January 2019

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Every 60,000 miles (100,000 km): • Replace automatic transaxle fluid Every 72,000 miles (120,000 km): • Replace rear differential oil (without LSD) • Replace front differential oil (AWD only) More frequently: • Replace spark plugs • Inspect front brake disc/pads, calipers • Inspect rear brake disc/pads • Inspect parking brake • Inspect drive shafts and boots Driving as a patrol car, taxi, other commercial use or vehicle towing Every 3,000 miles ((5,000 km) or six months: • Replace engine oil and engine oil filter Every 36,000 miles (60,000 km): • Replace rear differential oil (with LSD) Every 60,000 miles (100,000 km): • Replace automatic transaxle fluid Every 72,000 miles (120,000 km): • Replace rear differential oil (without LSD) • Replace front differential oil (AWD only)

• Inspect rear brake disc/pads • Inspect parking brake • Inspect steering gear box, linkage and boots, lower arm ball joint, upper arm ball joint • Inspect drive shafts and boots

More frequently: • Replace spark plugs • Inspect steering gear box, linkage and boots, lower arm ball joint, upper arm ball joint • Inspect drive shafts and boots

Driving in heavy dust conditions

Driving on uphill, downhill or mountain roads repeatedly

Every 3,000 miles ((5,000 km) or six months: • Replace engine oil and engine oil filter Every 36,000 miles (60,000 km): • Replace rear differential oil (with LSD) Every 60,000 miles (100,000 km): • Replace automatic transaxle fluid Every 72,000 miles (120,000 km): • Replace rear differential oil (without LSD) • Replace front differential oil (AWD only) More frequently: • Inspect air cleaner filter • Inspect front brake disc/pads, calipers • Inspect rear brake disc/pads • Inspect steering gear box, linkage and boots, lower arm ball joint, upper arm ball joint • Inspect drive shafts and boots • Replace climate control air filter (for evaporator and blower unit) • Inspect propeller shaft Driving in heavy traffic Every 3,000 miles ((5,000 km) or six months: • Replace engine oil and engine oil filter Every 60,000 miles (100,000 km): • Replace automatic transaxle fluid 40

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Every 3,000 miles ((5,000 km) or six months: • Replace engine oil and engine oil filter

More frequently: • Replace spark plugs • Inspect drive shafts and boots Driving over 106 mph (170 km/h) Every 3,000 miles ((5,000 km) or six months: • Replace engine oil and engine oil filter Every 36,000 miles (60,000 km): • Replace rear differential oil (with LSD) Every 60,000 miles (100,000 km): • Replace automatic transaxle fluid

Every 36,000 miles (60,000 km): • Replace rear differential oil (with LSD)

Every 72,000 miles (120,000 km): • Replace rear differential oil (without LSD) • Replace front differential oil (AWD only)

Every 60,000 miles (100,000 km): • Replace automatic transaxle fluid

More frequently: • Inspect drive shafts and boots

Every 72,000 miles (120,000 km): • Replace rear differential oil (without LSD) • Replace front differential oil (AWD only)

Frequently driving in stop-and-go conditions

More frequently: • Replace spark plugs • Inspect front brake disc/pads, calipers • Inspect rear brake disc/pads • Inspect parking brake • Inspect steering gear box, linkage and boots, lower arm ball joint, upper arm ball joint • Inspect drive shafts and boots • Replace climate control air filter (for evaporator and blower unit) Towing a trailer, or using a camper, or roof rack Every 3,000 miles ((5,000 km) or six months: • Replace engine oil and engine oil filter Every 36,000 miles (60,000 km): • Replace rear differential oil (with LSD)

Every 3,000 miles ((5,000 km) or six months: • Replace engine oil and engine oil filter More frequently: • Replace spark plugs Fluids and Capacities

Engine oil: SAE 5W-30, ACEA A5 or above (3.3L engine); SAE 0W-30, ACEA C2 or above (2.0L engine); capacity is 7.29 quarts (6.9 liters) – 3.3L engine and 6.02 quarts (5.7 liters) – 2.0L engine Automatic transaxle fluid: Kia genuine ATF SP-IV-RR; capacity is 9.71 quarts (9.2 liters) Brake fluid: FMVSS116 DOT 3 or DOT 4; capacity is 0.42 quarts (0.395 liters) S

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.

2012-2018 Ford Focus Ford Motor Company is recalling certain 2012-2018 Ford Focus vehicles with a 2.0L GDI or 2.0L GTDI engine. The Canister Purge Valve (CPV) may malfunction, possibly causing excessive vacuum in fuel vapor management system.

2017 Ford Focus

The excessive vacuum may result in an engine stall while driving, without warning and without the ability to restart the vehicle, increasing the risk of a crash.

Ford will notify owners, and dealers will reprogram the Powertrain Control Module. Dealers will also check for fault codes and replace the CPV as needed. If the CPV is replaced, dealers will inspect and replace the carbon canister, fuel tank and fuel delivery module as necessary.

2010-2012 Mazda CX-7; 2010-2015 Mazda CX-9; 2010-2013 Mazda Mazda6 Mazda North American Operations is recalling certain 2014-2015 Mazda CX-9 vehicles sold, or ever registered in the states of Alabama, California, Florida, Georgia, Hawaii, Louisiana, Mississippi, South 2015 Mazda CX-9

Carolina, Texas, Puerto Rico, American Samoa, Guam, the Northern Mariana Islands (Saipan) and the U.S. Virgin Islands, or “Zone A.” Additionally, unless covered in “Zone A,” Mazda is recalling certain 2011-2013 Mazda6, 2011-2012 CX-7 and 2011-2015 CX-9 sold, or ever registered, in the states of Arizona, Arkansas, Delaware, Illinois, Indiana, Kansas, Kentucky, Maryland, Missouri, Nebraska, Nevada, New Jersey, New Mexico, North Carolina, Ohio, Oklahoma, Pennsylvania, Tennessee, Virginia, West Virginia and the District of Columbia, or “Zone B.” Additionally, unless covered in “Zone A” or “Zone B,” Mazda is recalling certain 2010-2013 Mazda6, 2010-2012 CX-7 and 2010-2015 CX-9 vehicles ever registered in the states of Alaska, Colorado, Connecticut, Idaho, Iowa, Maine, Massachusetts, Michigan, Minnesota, Montana, New Hampshire, New York, North Dakota, Oregon, Rhode Island, South Dakota, Utah, Vermont, Washington, Wisconsin and Wyoming, or “Zone C.” 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 occurring after long-term exposure to absolute humidity and temperature cycling.

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

Mazda will notify owners, and dealers will replace the front passenger air bag inflator with an alternate inflator, free of charge.

2010-2011 Mazda RX-8 Mazda North American Operations (Mazda) is recalling certain 2011 Mazda RX-8 vehicles sold, or ever registered, in the states of Arizona, Arkansas, Delaware, Illinois, Indiana, Kansas, Kentucky, Maryland, Missouri, Nebraska, Nevada, New Jersey, New Mexico, North Carolina, Ohio, Oklahoma, Pennsylvania, Tennessee, Virginia, West Virginia and the District of

Columbia. Mazda is also recalling certain 2010-2011 RX-8 vehicles registered in the states of Alaska, Colorado, Connecticut, Idaho, Iowa, Maine, Massachusetts, Michigan, Minnesota, Montana, New Hampshire, New York, North Dakota, Oregon, Rhode Island, South Dakota, Utah, Vermont, Washington, Wisconsin, and Wyoming.

2011 Mazda RX-8

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 occurring after long-term exposure to absolute humidity and temperature cycling. An inflator explosion may result in sharp metal fragments striking the driver or other occupants, resulting in serious injury or death.

Mazda will notify owners, and dealers will replace the front passenger air bag inflator with an alternate one, free of charge.

2019 Toyota C-HR Toyota Motor Engineering & Manufacturing (Toyota) is recalling certain 2019 Toyota C-HR vehicles. The rear axle hub bearing bolts may have been insufficiently tightened, causing the bolts to loosen and damage the rear brake components or cause a rear wheel to detach.

2019 Toyota C-HR

If the bolts loosen and damage the rear brake components, or cause a rear wheel to detach, it would increase the risk of a crash.

January 2019

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Toyota will notify owners, and dealers will inspect the rear axle hub bearing bolts. If a bolt is found to be loose or detached, the dealer will replace the rear axle hub bearing assembly and rear axle carrier sub-assembly, free of charge.

2019 Freightliner Cascadia; 2019 Western Star 5700 Daimler Trucks North America, LLC (DTNA) is recalling certain 2019 Freightliner Cascadia and Western Star 5700 vehicles. The steering wheel on these vehicles may loosen over time and the steering wheel may detach from the steering column.

MBUSA will notify owners, and dealers will install felt strips between the C-pillar and rear side paneling, free of charge.

Owners will be notified, and Honda or Acura dealers will bleed the brakes, free of charge.

2019 BMW X6, X6M BMW of North America, LLC (BMW) is recalling certain 2019 BMW X6 sDrive35i, X6 xDrive35i, X6 xDrive50i and X6M vehicles. The rear upper control arm pivot bolts may have been improperly hardened, possibly causing the rear upper control arms to break.

2018 Subaru Legacy, Outback Subaru of America, Inc. is recalling certain 2018 Subaru Legacy and Outback vehicles.

Due to a software error, the low fuel warning light may not illuminate at the intended remaining fuel level, and the miles-to-empty display may incorrectly indicate a positive number despite the tank being empty.

2019 BMW X5

2018 Subaru Outback

2019 Freightliner Cascadia

If the steering wheel detaches, there would be a loss of vehicle control, increasing the risk of a crash.

DTNA will notify owners, and dealers will correct the steering wheel installation, as necessary, free of charge.

2016-2018 Mercedes-Benz GLC300; 2018 Mercedes-Benz GLC350E, GLC63 AMG; 2017-2018 MercedesBenz GLC43 AMG Mercedes-Benz USA, LLC is recalling certain 2016-2018 Mercedes-Benz GLC300 and GLC300 4Matic, 2018 GLC350e and GLC63 AMG 4Matic and 2017-2018 GLC43 AMG 4Matic vehicles. The seat belt latch plates (the parts that insert into the buckles) for the outboard rear seats may retract into the interior paneling, preventing the occupants from being able to use the seat belts.

If a rear upper control arm breaks, it can affect vehicle handling and control, increasing the risk of a crash.

BMW will notify owners, and dealers will replace both rear upper control arms, free of charge.

2017-2019 Acura MDX; 2017-2018 Acura MDX Sport Hybrid; 2016, 20182019 Honda HR-V; 2018-2019 Honda Odyssey Honda is recalling certain 2017-2019 Acura MDX, 2017-2018 Acura MDX Sport Hybrid, 2018-2019 Honda HR-V and Honda Odyssey, and 2016 Honda HR-V vehicles.

The inaccurate fuel display may cause a driver to unexpectedly run out of fuel and the vehicle to stall, increasing the risk of a crash.

Subaru will notify owners, and dealers will reprogram the combination meter software, free of charge.

2013 Scion FR-S; 2013 Subaru BRZ; 2012-2014 Subaru Impreza; 2013 Subaru XV Crosstrek Subaru of America, Inc. is recalling certain 2012-2014 Subaru Impreza, 2012-2013 Impreza Stationwagon, 2013 Subaru BRZ, XV 2013 Subaru BRZ

2018 Acura MDX Sport Hybrid

2016 Mercedes-Benz GLC300

If the rear seat passengers cannot fasten their seat belts, they have an increased risk of injury in the event of a crash.

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The rear brake caliper pistons may have an insufficient coating, causing gas pockets to form, reducing brake performance.

As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 135, “Light Vehicle Brake Systems.� A reduction of braking performance increases the risk of a crash.

Crosstrek and Toyota Scion FR-S vehicles.

The engine valve springs in these vehicles may fracture causing an engine malfunction or a possible engine stall.

An engine stall can increase the risk of a crash.

Subaru will notify their owners. Toyota will notify the FR-S owners. Dealers will replace the valve springs, free of charge.

2019 Kia Forte Kia Motors America is recalling certain 2019 Kia Forte vehicles equipped with LED headlights. The headlights may not have been manufactured with the correct low beam aiming. As such, these vehicles fail to comply with the requirements of Federal Motor Vehicle Safety Standard No. 108, “Lamps, Reflective Devices and Associated Equipment.”

2018 Jeep Grand Cherokee Chrysler is recalling certain 2018 Jeep Grand Cherokee Street and Racing Technology (SRT) and Trackhawk vehicles.

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2018 Jeep Grand Cherokee

2019 Kia Forte

If the headlights are not properly aimed, the driver may have reduced visibility, increasing the risk of a crash.

Kia will notify owners, and dealers will inspect the headlight aiming and replace the headlights, as necessary, free of charge.

2019 Mercedes-Benz C300, C43 AMG, CLS450, CLS53, G550, G63, E450, E53 Mercedes-Benz USA, LLC is recalling certain 2019 Mercedes-Benz C300, C300 4Matic, C300 4Matic Cabrio, C300 4Matic Coupe, C300 Coupe, C300 Cabrio, C43 AMG, C43 AMG Cabrio, C43 AMG Coupe, CLS450, CLS450 4Matic, CLS53 AMG 4Matic, E53 AMG 4Matic, E450 4Matic, E450 4Matic Coupe, G550 and G63 AMG vehicles.

2019 Mercedes-Benz C300

The driver’s floor mat may have insufficient clearance between the mat and the accelerator pedal, possibly preventing the pedal from returning to the idle position.

If the floor mat prevents the accelerator pedal from returning to idle, there would be an increased risk of a crash.

Chrysler will notify owners, and dealers will replace any of the affected floor mats, free of charge.

2013-2018 BMW 328D; 2014-2016 BMW 535D; 2015 BMW 740LD; 20152017 BMW X3; 2014-2017 BMW X5 BMW of North America, LLC is recalling certain 2013-2018 BMW 328d and 328d xDrive, 2014-2018 328d Sports Wagon and 328d xDrive Sports Wagon, 20142016 535d and 535d xDrive, 2015 740Ld xDrive, 2015-2017 X3 xDrive28d SAV and 2014-2017 X5 xDrive35d SAV vehicles equipped with an exhaust gas recirculation (EGR) module with an integrated cooler. If the EGR cooler leaks internally, the coolant can mix with diesel engine soot. The high EGR temperatures may result in these particles possibly smoldering and melting the intake manifold. The melting intake manifold can increase the risk of a fire.

2016 BMW X5

The central powertrain controller (CPC) control unit could reset while driving, possibly causing an engine stall.

An engine stall can increase the risk of a crash.

MBUSA will notify owners, and dealers will update the CPC control unit software, free of charge.

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Hope Not Lost in Paradise:

How Lyons Express Oil & Lube Was

Saved From Destruction

By Peter Suciu

G

iven that at least 77 people were killed at press time and more than 215 square miles of land was burned in November’s Northern California wildfire known as the Camp Fire, it would be easy to believe it resulted in Paradise Lost.

From the pre-fire scenic beauty to utter destruction, few other words could do justice to what the fire left behind. The fire completely devastated the once majestic town of Paradise, California, destroying at least 7,177 structures including 6,453 homes.

The Camp Fire, which destroyed Paradise, is now on record as the most destructive in California history.

Paradise was lost — at least for now.

The town had been first settled in the middle of the 19th century, and it was at one time reportedly known as “Pair-O-Dice” and

BEFORE AND AFTER

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later “Paradice”— taking its name from a saloon in the town center.

Whether that is true or not, anyone who visited the town of 27,000 could understand why to the locals, it was simply Paradise.

Luck had shined down on Paradise in 2008, when two different fires — one in June known as the Humboldt Fire and another in July also named the Camp Fire — burned nearby the city. While residents were forced to evacuate their homes as a result of those two fires, neither did serious damage to the community; but now a decade later, the luck had run out in Paradise.

Yet, even as dense smoke hung over the shell of the town there was true hope — Paradise will rise from the ashes.

“The town will come back, and it will be Paradise again,” said Paradise resident Paul Lyons, a retired member of the United

States Marine Corps, who had built Lyons Express Oil & Lube from the ground-up. It took a lot of determination, grit and a lot of work, and Lyons put that same amount of fortitude into saving his business.

Despite being told to evacuate, which would have meant losing his business and livelihood to the flames, he and his employees built a fire row. Giving up was something the former Marine simply couldn’t do.

“We had a defensible space around the building, but the fire was still within eight feet,” Lyons told NOLN. “I made sure all the employees left, but I decided to stay back and deal with the fire myself. My guys had their wives and children to take care of, and I wasn’t going to let them risk their lives for the shop.”

Fortunately, all the employees did get out and made it back to their families. One employee had a rough go of it, however, when he found himself stuck in the fires and had to drive his vehicle across a highway practically engulfed in flames.

For Lyons, he was determined to keep the fires from consuming the shop he worked so hard to build. For more than 24 straight hours, Lyons climbed a 20-foot ladder and threw buckets of water, antifreeze and even used coolant onto the roof of his shop.

“I was carrying one gallon jugs up the ladder and just doing what I could,” Lyons explained. “I kept watching the embers land on the roof, and I just kept pouring the water to put these out.”

Lyons’ determination paid off. He sadly watched neighboring buildings catch fire and said he wished he could have done more.

“This is so much worse than what we saw with last year’s wildfires in California,” he said, and added that there is much blame to go around. “The town changed the water system. We used to have a gravity feed and went to a pumping system. That is great for delivering water to residents, but in a fire it was like building a car that will go 200 miles an hour but has no brakes. They didn’t install any back-up generators so the firemen simply didn’t have the water they needed.”

Once the fires were contained in Paradise, Lyons had time to consider what would happen next.

“I’m down to two pants, six pair of underwear and six pair of socks,” he said candidly. “It is pretty devastating, but my wife and

I have each other, so in that way it could have been a lot worse.”

It wasn’t to be business as usual, Lyons told NOLN. As of late November, smoke still filled the air, and it was nearly impossible to see much past 20 feet in the town.

“We truly went from Paradise to hell on earth,” Lyons admitted stoically. “No businesses are operating, and traffic is blocked up from abandoned cars on the road. People tried to drive through the flames, and some weren’t so lucky and got burned alive. It is simply horrible to think about.”

As Lyons noted, he is grateful for what he has — most notably that he and his wife did make it through alive. Yet, he explained that he lost a lot as well. Lyons lost his home, as did his elderly mother-in-law, whose house was close to the shop.

With the fire closing in, Lyons said he had a hard choice to make. He could try to save his shop — which was his business and a livelihood not just for him but also his crew — or he could try to save his classic car collection, which he had been working on for the past 40 years.

In the end, he loved the cars, but the shop was his lifeblood. Lyons chose the shop.

“I am sad that I lost the cars, some of which I’ve had for 25 years,” he said. These included a 1950 Ford Woodie he had owned for the last 25 years; a 1933 Ford Vicky that was burned beyond recognition; a 1966 Ford Mustang convertible; a 1964 Mustang convertible he built himself; a 1955 step-side 4x4; six more Woodies to be restored; and various other projects awaiting restoration.

“But I’m alive,” Lyons said, “that is the most important part.”

Lyons Express Oil & Lube, the local police station and fire station were about the only buildings still standing in Paradise, California the week before Thanksgiving — and for this determined individual, it was something significant to be thankful for!

With his business the only one left standing, he hoped to be in the center of a new Paradise.

“I am in a holding pattern, but I plan to be back in the shop as soon as the authorities let me,” he explained. “I have talked to about 1,000 customers already who asked when we’ll be open. As soon as I can open and get the team back, we’ll be open for business. We’re here to help make sure that Paradise will return.” S

January 2019

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Express Oil Change Helps Get Customers

Out of the Path of Hurricanes

By Peter Suciu

A

common scene on the nightly news late in 2018 was roads jammed with cars as residents first in Florida and then in North and South Carolina sought to evacuate before the arrival of a hurricane.

Those who opted to ride out the storms regretted it, notably Hurricane Michael, which was the third-most intense Atlantic hurricane to make landfall in the United States. The storm, which hit the Florida

panhandle on October 10, took the life of 60 individuals and caused more than $14.58 billion in damage across Central America, Mexico and the United States.

Mere weeks later, Hurricane Florence, which hit the Carolinas, resulted in more than 50 fatalities and caused another $16.7 billion in damage. Together, these storms proved why evacuating is always the best course of action.

“At some shops, you couldn’t drag our guys away even as the storm was coming. One guy absolutely refused to leave as long as there were people that wanted their cars checked.”

However, all too often there are those sad tales of individuals who do try to get out only to face car trouble. Getting stuck on the side of the road can be worse than sheltering at home! This is where Express Oil Change stepped up to help their neighbors in advance of the storms.

“Our goal with these storms was to help people get out safely,” said Express Oil Change spokesperson Nicole Self. “We knew that people were thinking about evacuation, but that means so many cars on the road. So we sent the word out by social media that customers could come by to get free tire patches and have a free 20-point inspection so they would know their cars would be able to get them to safety.”

Express Oil Change offered this service at the four locations in the Florida panhandle that were in the immediate path of the storm, as well as another seven locations in the Mobile, Alabama-area, where many were headed.

“All of our shops in the vicinity offered this service,” Self said and added that the same services were offered again for Hurricane Florence. “We did offer the same help for both hurricanes and will offer this anytime a hurricane is coming.”

The response was so great at several shops that many employees stayed until the very last minute.

“We saw that a lot of people didn’t hear we were doing this but then drove by and chose to have their cars checked,” Self explained. “Our team really pulled together.

At some shops, you couldn’t drag our guys away even as the storm was coming. One guy absolutely refused to leave as long as there were people that wanted their cars checked. He wanted to do his part for those who needed to get out.”

As noted by the destruction, for many,

leaving was the best course of action.

Hurricane Michael hit the Panama City area hard, leaving devastation in its wake with entire neighborhoods literally blown away.

“There are parts of that area that look like nothing existed there,” Self said.

Now, as the rebuilding has begun in Florida and the Carolinas recover from the one-two punch of hurricanes, Express Oil Change is there.

“We’re happy to report that we made it through the storms,” Self told NOLN.

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“There was some water damage, but, fortunately, in almost all our locations, the pits didn’t flood this time.”

Around Panama City, the Express Oil Change shops were up and running even before the power was back on, but Self said all that could be done was oil changes.

However, for many customers who did try to wait out the storm, having their cars serviced was an absolute must.

The local shops, which already do seasonal food drives to help those in need, also stepped up after the storm by collecting water for first responders and the cleanup crews.

“That is how our guys work. They were back as soon as they could get there. Once the power was back on, we were up and running and helping our customers get their cars serviced,” Self said.

The recovery, especially in Florida, will be slow going, but this region is tough and resilient.

“The city has done a great job of rallying the local populace,” Self said. “This area will be back, and Express Oil Change will do its part to help.” S

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Associationally Speaking

VIEWPOINT

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To learn more about how you can start saving visit: https://aoca.savings4members. com Don’t believe us? See what some of your fellow members have to say about some of the programs: “I switched to CardConnect AIP in 2016 and have never looked back. I made the initial switch because I didn’t feel like I had any influence when an issue would arise with my old credit card processing company.

Since making the switch, CardConnect AIP has saved me 15-20 percent in fees monthly and has provided me same-day customer service. I would recommend them to any member, and I am also utilizing the discounts with ADP and UniFirst as part of my AOCA membership.” –Kwik Kar Ridgmar on CardConnect AIP Credit Card Processing “As small business owners, we try to do what’s right no matter the cost or outcome.

We just wanted to thank you for helping us with our phone needs. Johnny is an outstanding technician, and we couldn’t be happier with the transition to the new phones. The opportunity to become a business account and to save money is an added benefit with great perks. It was refreshing to do business with professional people that have the answers to simple questions.

We spent the weekend at a friend’s house this weekend, and were able to brag about Sprint and our experience.” –Kwik Kar of Mineral Wells on Sprint Wireless Services The savings4members team is here to help you determine which savings programs best-fit your business needs and to help you recoup your AOCA membership dues. S CONTACT a savings consultant anytime at 844.346.3746 or email info@savings4members.com to learn more.

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Train Like Your Wallet Depends On It

VIEWPOINT

Understanding Personalities And How To Apply Them

By Lenny Saucier

Diversity, it’s a twisted term. When someone says there is no diversity, it seems most would turn their minds to cultural diversity (it is the latest rage, after all). But when it comes to diversity in your shop, it shouldn’t mean to hire certain genders or ethnic backgrounds. What it should mean is to seek out different personalities and introduce conflict. Yes, I realize that the words diversity and conflict are very scary words. You are talking about a dream you are building, and who would want someone to come in and try to change that?

Conflict challenges you to be better. If you want to surround yourself with a bunch of “yes men,” then you will never explore the true potential of your dream. Dave Ramsey in his book “Entreleadership” describes this perfectly. “If two people are exactly alike, one is unnecessary.” The teams I have served were best when the group came from distinctly different mindsets (and they had the desire to bring forward their ideas).

When introducing a new procedure, policy or idea into the organization, a very diverse team would come together and hash out the details. The most powerful team I have ever served on was with Pete Frey, Keith McDonald, Brian Newton, David Warren, Brandon Tullier, Doug Bell and Patrick Dillard. This fantastic group of leaders set up Take 5 for success by sitting at that table and making sure all of

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Conflict is wonderful.

the details were covered. It wasn’t pretty at times; sometimes you were glad the windows didn’t open on the third floor.

But after we beat up an idea, we produced the best work. It wasn’t because we agreed on the original idea, but in the end we molded it to be great. This was diversity and conflict at its best.

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DISC

To better understand personalities, you need a profiling assessment. I know, I know — profiling is bad. You shouldn’t profile people based on their age, sex, race, religion, etc. But you should profile them based on their personality, because then you can figure out how to make the best out of your time with them. I encourage you all to look at the DISC profiling assessment, as this one is one of the easier systems. And like most profiling, it covers the strong traits, and you can always point out the “that’s not me.” So, treat everyone as individual people.

D

– Dominant

The Dominant person is possibly one of the best “fixers” you will ever come across. They may be a little straightforward, but tend to get the job done and move to the next one. They enjoy analyzing and attacking tasks. On the negative side, they can be harder to get along with, as they don’t cater to personalities as much. Also, they need to be kept busy. If you don’t give a D a new task and put them into the day-to-day, you are very likely going to have a D looking for another job or be very restless.

I

– Influential

The Influential is the center of attention. They love connections, flashy dressing and being wanted. They tend to have more heartfelt conversations and will work hard to pull people together.

They love the customer, and the customer loves them. So, put them in sales positions, and watch the repeat customer percentage rise. The negative side of an I would be their lack of focus. Because they are caught up in the attention, they tend to over-promise and underperform. They love getting the assignments (attention), but don’t like to do them that much. If you don’t have the emotional strength to prop up an I, you are more likely to lose them.

S

– Steady

The Steady person is one of the most common people inside the shop. They love working with groups, and don’t like to change routines (sounds like a great tech). The S will spend a lot of the time making sure the team is happy and functioning, but unlike the I, it’s for the betterment of the team. The downside of an S is they are far less likely to make the harder decisions to move the needle if it involves crew

changes. Also, they need a lot of time digesting new routines into their workflow. They will eventually come to terms with the changes if the group does.

C

– Compliant

The Compliant person is the critical thinker. Just like the S, they love a pattern. However, they are far more reserved than all of them. These people love numbers, charts and flow. Give them an inventory to clean up and track, and they will be in oil change heaven. They are very task-oriented and move only when they know the right move is going to be made.

The downside to a C, like the S, is they don’t digest change very well. Also, they do not like the spotlight, so having them present to the group or talk to the customer would be an unfavorable outcome.

There are many variations and combinations of this of course. You may be a high S with C tendencies or any other combination. Or, they may take on different attributes in public versus private. There are several online and downloadable assessments that you can take and have your crew take. Once you have this in place, you can better understand how to communicate with them and where to place them inside your structure.

Have the desire to include each of these inside your group of advisors when forming your growth culture. Understand that these are very prevalent personalities inside your team and your customers. Yes, you are the leader of your proud dream, but to build a culture that will truly fill your wallet, you will need to enlist conflict into your daily routine.

Homework

Go online, and do some research on the DISC model. Have your employees take the profile test and start making some prac-

tical applications to communication and delegation. All of this is leading up to communications, which is the next segment.

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

Two Ears, One Mouth

by Kit Sullivan

In our never-ending pursuit of happy and cooperative customers, who willingly listen to all of our varied service recommendations and such, we typically gain the experience of knowing exactly what most customers are going to say to us when we present them with our findings, right?

Since there are only a handful of items that we ever typically recommend to our customers, there are only a handful of responses they could ever typically give back to us. And, boy, do we hear them all, all the time.

This inevitable situation leads to an amazing ability to predict just exactly what the customer may respond with as an objection. That’s not a bad thing. It just shows that most customers stick to the tried and true. The unfortunate part of this is that this overwhelming familiarity, we all have with a customer’s response leads us to answer that objection before they have actually finished saying it. In casual conversation, interrupting people or cutting off what they are saying mid-sentence may or may not be seen as such a big deal, but in the world of customer service, it is most times the deal breaker!

Even though you may feel like you know exactly what the customer’s objection may be, interrupting the customer and not letting them finish their thought is always perceived as rude and uncaring. That is certainly not how you want your customers to feel now, is it?

Somewhere along the line, in my years of dealing with customers, someone gave me this bit of indispensible wisdom: “You have two ears and one mouth.

Therefore, you should listen twice as much as you talk.”

Unfortunately, many are afflicted with the “one ear, two mouths” syndrome: They talk twice as much as they listen.

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In short, all I can really say about this is that you will be absolutely stunned at the endless advantages you get in any casual or professional conversation if you just adopt the “two ears, one mouth” philosophy. Not only does it give your customer every opportunity to fully speak their mind about whatever it is they want to say, but by doing so, it also doesn’t usually leave them with anything else to say. This, of course, allows you a far better chance of getting your response out to them fully and uninterrupted.

There is a technique here: It is not simply keeping your mouth shut and patiently waiting to spring your pre-memorized response. No, you must actively listen to everything your customer is saying to you — they may throw a couple of twists in there. By listening and not talking, you can then have more time to fully formulate a custom response to their statement or objection. The other beautiful result of this is that the customer has an elevated sense of respect and comfort with you, simply because they perceive you are paying attention to them — which, of course, you are!

Also, while you are taking your time and letting the customer finish everything they are saying, the overall length of time it takes to complete your entire presentation is dramatically shortened. This is because it not only prevents you and the customer from endlessly repeating yourselves to make sure your points are being heard, but it also helps the customer reach a conclusion and make a final decision more quickly.

OK, so you’ve done this perfect so far, but the customer still gives you an objection.

You may be thinking, “What is the point of this technique if I still get objections?”

Remember, very few closes work on the first attempt. Typically, the customer will

offer a few objections you must answer to their satisfaction before they will agree with your recommendation to get that extra service today. The goal is not to achieve zero objections, but to answer the few objections that come up as quickly and effectively as possible, leading to a stronger and more obvious close.

Disarm the objection by agreeing with it. Agree with the objection? How can that work? It works like a champ.

For instance, let’s say you’ve communicated to your customer that their vehicle’s manufacturer recommends a transmission fluid exchange at 60,000 miles, and since they have never had that service performed on their 65,000-mile Canyon 4X4, you are recommending it. Your customer may say something like, “No, that’s OK. My brother-in-law is a mechanic; he can do that for me for free.”

How many times have you heard that particular objection? Probably too many to count; it’s an oldie, but a goodie.

So, you’re thinking: How does agreeing that the customer can get the service work performed somewhere else help me to get services done here?

The technique here is to flesh-out their response and follow it to its logical conclusion — the conclusion that results in their supposed “mechanic brother-in-law” not actually doing the work for them. There are several possibilities here: Their brother-in-law actually is not a mechanic, or anything close to it.

Maybe, he has a mismatched set of wornout old tools he inherited from his grandpa, and he’s been fixing the family’s cars for years, with varying levels of success.

Or, maybe he is a mechanic — a good one. Maybe he works all day mechanicin’ on cars from early morning to sundown all week long!

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Surely, at the end of the day all he wants to do is work on someone else’s car instead of relaxing. I know that in my youth I worked as a carpenter, and when I came home and someone asked me if I would build a bookshelf for them, I was not very inclined to do so.

Or, just as likely, there is no phantom brother-in-law the mechanic! It may just be the typical story customers say that gives them an easy excuse to say “no.”

It doesn’t matter. None of the possible realities of the above objections are important. What is important is that you quickly and subtly get your customer to get back to thinking about the recommendation, not the objection. Here’s how you do that. Respond with something like this: “Wow! Your brother-in-law is a mechanic? That’s fantastic! I’m sure that saves you and the others in your family a lot of time and money on getting work done on your cars.”

This sets up what is called an “earworm,” something that is heard by your customer and becomes the only thing they can think about right now. Your phrase of “saves a lot of time and money” only makes the customer realize that whenever their brother-in-law works on their car, it never saves them time. It actually takes a lot longer, because they have to wait until he can “get around to it.”

While that is rattling around in their head, continue on with something like this: “And if your brother-in-law is as good a mechanic as you say he is, he will surely understand the importance of actually doing this transmission service. If for any reason he doesn’t have time to get to you right away, considering you are past due for the service, or if he doesn’t have access to the correct machines for this kind of service, feel free to just come back in, and I will be happy to perform that for you!”

What are the “ear-worms” in that last section? Well, let’s see:

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“If your brother-in-law is as good a mechanic as you say he is” is one of them.

The customer never said he was a good mechanic, and your use of that phrase may just remind them that maybe he isn’t such a good mechanic.

“If he doesn’t have the time to get to it” is another. Maybe he is a good mechanic, and maybe he is busy all of the time. Your customer may not want to wait to get it done.

And of course the “access to the proper tools or machines” illuminates the need for this service to be done by a professional with proper tools and equipment.

You will find out if you just take the time to let your customers actually finish

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whatever it is they are saying to you, and then to answer any objections in a positive, agreeing manner while still providing them with a reason to get it done in your shop today, you will find your ticket averages soaring.

The New Year is upon us all. Let’s make it a great one by making it happen. See all of ya’ next month! 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

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PRODUCTS & SERVICES New Quick Lube Management Software Droptop recently announced the launch of its new quick lube management software in North America. Perfect for shops or mobile oil change businesses that need a solution on the go. Droptop has created a shop management solution that is cloud-based, mobile friendly and contains seamless data integrations. No expensive hardware is required — with Droptop you can run your entire business with virtually any hardware.

The new solution provides speed, informative data and business insights that are leveraged to grow businesses faster. Seamlessly run multiple locations with multishop functionality, while also comparing key metrics across each shop to identify opportunities for improvement. Also increase efficiency with a bay screen that lets your technicians collaborate in real time.

Droptop was built specifically for the quick lube industry with the intention of simplifying operations and driving business growth. Droptop is achieving this goal with partner shops that are providing real-time feedback, allowing them to continue innovating their product to ensure it is best in class.

For more information visit: www.droptop.io

Field Re-Calibratable Service Gage Milton Industries recently introduced a new 900 Series Field Re-Calibratable Service Gage that provides patent-pending Quick Click accuracy. Each click of the calibration tool adjusts the psi by plus or minus 0.25.

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The Field Re-Calibratable Gage has a range of 10-160 psi. It features corrosionresistant chrome-plated brass tubular body and a premium black anodized aluminum indicator bar. An extended-reach chuck and offset head make it easier to measure tire pressure at almost any angle.

A simple hanging hook allows for easy access wall storage.

The 900 Series Gage is designed for precise measurements and daily use. The 900 series is a rugged, handy tool for any shop.

For more information, visit: miltonindustries.com

Same Product, New Application Method Lucas Oil Products, Inc., recently announced the introduction of a brand new offering in its product line, Red ‘N’ Tacky Spray Grease.

The spray grease is a high-quality grease in a convenient aerosol package. The application is ideal for putting grease in those hard-to-reach areas. The product is excellent for cars, trucks and RVs. It can be used wherever grease is the preferred lubricant.

Lucas Oil’s Red ‘N’ Tacky Spray Grease meets nearly every demand found with regular greases. The testing conducted on the grease had to meet Lucas Oil’s strict product standards. Red ‘N’ Tacky Spray Grease will cling to applied surfaces, is resistant to water washout and has a broad temperature use range.

For more information, visit: lucasoil.com A Powerful Impact Ingersoll Rand recently introduced the IQV20 W7152. The W7152 delivers 1,500 foot-pounds of nut-busting torque and 1,000 foot-pounds of max torque. Designed with the automotive technician in mind, the tool’s compact 8.1-inch length from tip to tail, combined with the 360-degree shadowless task light, provides exceptional access and increased visibility in hard-to-reach spaces.

The tool has four power and control settings. Each setting operates at maximum reverse torque, so technicians don’t need to switch settings to remove a stubborn fastener. The IQV power control system gives automotive technicians the power they want and the control they need to complete jobs accurately and quickly. The compact brushless motor transfers energy efficiently, delivering accurate torque for repair and maintenance applications including work on transmissions, suspensions, sub-frame bolts, transmission pans, struts and more.

The W7152 has four power and control settings: max power, half power, wrench tight and hand tight. Each setting operates at maximum reverse torque, so technicians don’t need to switch settings to remove a stubborn fastener.

The impact wrench features a chemicalresistant composite housing and a patented steel-reinforced frame to withstand the harshest working conditions. A steel reinforced frame and an optimized internal mechanism provide technicians with the power they need without adding extra weight to the tool. Its 20-volt battery is compatible with the Ingersoll Rand IQV20 Series battery system. The shadowless, LED task light has four settings for high-, medium- and low-light environments, as well as an off mode. The W7152 is also available with a two-inch extended anvil for use on tires.

For more information, visit: irtools.com

New Premium Wiper Blade Bosch recently announced Focus as the newest addition to the windshield wiper blade product line, designed to provide optimal night clarity and enhance safer driving. Bosch Focus is available at O’Reilly Auto Parts stores nationwide.

The new premium windshield wiper helps to reduce blur with NightView ultrasonic welding technology, which fuses the blade and base connector to form a single core construction and provide uniform wiping stability across the entire length of the blade. Additionally, glare is minimized using ClearMax 365 rubber technology, featuring a flexible dual synthetic rubber blend and precision-cut polymer edge to create an optimal wipe angle. The technology also promotes a longer product life, as it protects the wiping edge from ozone deterioration, extreme weather and road debris.

Focus is equipped with a NightSpoiler, combining a waterrepelling polymer compound and a light-absorbing charcoal powder. The spoiler helps to repel water droplets and minimize ice buildup for extreme all-weather safety. A SafeCheck indicator alerts users when it’s time to check the wiping performance of their blades to ensure safer driving in rain, sleet and snow.

Offering broad compatibility, the Focus windshield wiper blade includes several connectors such as the new Denso Top Lock, uhook, side lock, top lock and pinch tab.

For more information, visit: www.boschautoparts.com Next Generation of A/C Handling Systems Mahle Service Solutions recently unveiled its next generation lineup of ArcticPro A/C handling systems to safely and precisely process R134a and R1234yf refrigerants.

The newly designed machines include four units (ACX2180, ACX2180H, ACX2150 and ACX2120H) to recover, recycle and recharge vehicles equipped with R134a refrigerant. Two new units (ACX2280 and ACX2250) are available to service vehicles that are factory filled with the new R1234yf refrigerant.

The sleek, newly designed high-performance units are smaller in size than previous models, taking up less space in shops.

The machines include a popular Mahle feature: an ergonomic, hinged cabinet service door for easy access to all internal components. The cabinet door can be opened single-handedly to conveniently access what is under the hood. No disassembly of components is needed.

The units also feature a large 7-inch capacitive LCD touch screen and an intuitive user interface so technicians can navigate menus with ease. Each unit is fully automatic, so the machine can run virtually unattended to allow technicians extra time to perform other duties. A bright LED indicator light at the top of the unit comes on when the service is completed and is easily visible from afar.

A convenient iOS and Android capable phone app allows technicians to remotely mirror A/C service sessions and other advanced functions like push notifications.

The added benefit of Wi-Fi capability ensures the software on each unit is up-todate with all the latest functional software enhancements available.

For more information, visit: www.servicesolutions.mahle.com

New Lift Line Dannmar Equipment Inc. recently introduced a collection of seven new automotive and truck lifts, including several that roll away when not in use. The patented collection of lifts has rugged steel construction, automatic safety locks, dual direct-drive technology, truck and van adapters, double and triple telescoping arms and industrial-grade hydraulic cylinders. Some of these lifts can even fold and hang on the wall when not in use. The seven new designs include, the revolutionary MaxTilt, MaxMoto and MaxJax; the rugged and dependable M6, D8, D10 ACX and D10 LC; and the top-of-the-line heavy lifter, D12 CX.

With their patented roll away feature, the MaxTilt, MaxMoto, MaxJax and M6 can easily be stored when not in use, allowing for dual use of the shop space. In addition, these versatile lifts can be set up outside when needed and stored after use.

These units can be easily used in the shop when a temporary lift is needed that can be rolled away to open a bay as required.

The collection of lifts features single piece columns, recessed anchors, easyto-use stackable adapters and can handle between 2,500 pounds to 12,000 pounds, depending on the unit selected.

Many of the lifts were designed for a wider configuration, allowing doors to open easier on the vehicles and provide more clearance and ease of access for anyone working on them.

For more information, visit: www.dannmar.com S

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

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Classified Advertising employment opportunities DISTRICT MANAGERS AND STORE MANAGERS WANTED 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

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ADVERTISERS/PRODUCT INDEX January 2019

AutoCenter Sales_________________________________________ 51_____________800.874.5793____________ www.autocenter-sales.com Auto Data, Inc. _____________________________________________ 7______________800.767.7580________________ www.autodatainc.com Devon Industries___________________________________________46_____________800.468.1970__________________www.devonlube.com eGenuity, LLC - eLube.net__________________________________ 25_____________800.296.0177___________________ www.egenuity.com Integrated Services, Inc. - LubeSoft - Modulube__________Outside Back Cover_____800.922.3099________________________www.ints.com Jiffy Lube International______________________________ Sponsorship, 27_______800.327.9532________________www.jiffylube.com/noln Kafko International Ltd. - Oil Eater/Degreaser____________________11_____________800.528.0334_____________________www.oileater.com M & M Service - Deep Blue Windshield Washer Concentrate____________50 _____________800.657.9834__ www.windshieldwasherconcentrate.com Mighty Distributing System of America____________________________ 9 _____________800.829.3900______________www.mightyautoparts.com North American Bancard___________________________________ 37_____________866.481.4604_____________________ www.nynab.com Phillips 66 Lubricants_____________________________________ 49_____________877.445.9198__________www.phillips66lubricants.com PM Attendant, Inc.__________________________________________13_____________866.576.8957_______________ www.pmattendant.com Roth Industries__________________________________________ 48____________ 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__________________________________________ 53_____________855.879.9995______________ www.shinnbuildings.com Smart Blend Synthetics/Phillips 66 Spectrum Corporation__________ 3______________ 888.422.9099_________________ www.smartblend.com Snyder Industries_________________________________________ 47_____________888.422.8683___________ www.snyderpetrotanks.com Solid Start – True Brand______________________________ Inside Back Cover______877.290.3950___________________www.solidstart.com StokAir Tire Inflators______________________________________ 43______________________________________________ www.petroy.com TOTAL Specialties USA_____________________________________ 17_____________800.323.3198______________www.totalspecialties.com Valvoline__________________________________________________23_____________859.357.7303_________ www.valvolinequicklubes.com January 2019

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Selling is Educating

VIEWPOINT

Customer Service: What Strengthens Your Relationships?

by Amber Kossak

No matter what business you are in, customer service is more important now than ever. As society becomes increasingly impersonal, the value of personal relationships, the need for personal attention and adapting to customers’ needs matter.

Add to this the ever-changing social media variable, and you will be quickly made aware of one of the dangers of poor customer service. Remember, positive or negative word travels fast!

For the next few minutes I would like to focus on three areas that can only strengthen your customer relationships.

They are first impressions, body language and listening.

Stop and think; is your shop neat and clean? Does your staff appear friendly, professional, courteous and responsive? Do they create an impression of competence?

Body Language

Be aware and pay attention — many people are unaware of the non-verbal signals they are sending via body language, whether through posture, facial expres-

Listening

It’s easy to say we value our customers, but do we take time to listen to them?

Nothing shouts, “I care” more than showing it. Pay attention, because people like to feel affirmed, connected and important — not just a number or a car count. Remember, just because you can repeat what the other person said does not mean you were really listening to them.

As Steven R. Covey said, “Listen with the intent to understand, not with the intent to reply.”

Don’t fake it. We’re often preoccupied with what we are going to say next, but relax. People can tell when you’re not engaged. Build a relationship with your customer, and over time, they will appreciate the value you provide. In a world where it seems like people do not care about their jobs or their customers, your earnest effort to offer quality service matters. People want to do business with people they trust. Making people important isn’t always easy when we’re in a hurry or distracted by various responsibilities, so it’s essential to remind yourself and your team that positive or negative word will travel fast.

“Don’t fake it. We’re often

First Impressions

preoccupied with what we are going to say next, but relax.

We’ve all heard the expression, “You only get one chance to make a first impression.”

What this means is that in our first encounter with someone new, we’re being sized up, often unconsciously. Rightly or wrongly, opinions are being formed about us based on our appearance, body language, demeanor, attire and other observations.

First impressions are important. Whole books have been written about this single aspect of doing business. According to some, it is the fastest way to build customer loyalty. Whether it’s that first impression as they come in through the door, or even their initial impression in the way you answer the phone, it will start a sequence of experiences that can lead to a lifetime customer or a “no return.”

The success of Apple has, in part, been due to their conscious efforts to ensure that no matter what touchpoint we make with the company it’s a good experience. Whether in an ad, in person or by that first experience with one of their products, their desire is for you to feel impressed afterwards.

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People can tell when you’re not engaged.” sions, folded arms, etc. Sometimes our minds are focused on something else, and though we are looking at our customer, our body language may show that we’re not there. Therefore, pay attention. If there is a disconnect between our words and body language, it can make people uncomfortable or not even understand what we are trying to say.

Not only are there books on first impressions, but there are also plenty of books on body language. Just like this article, it is simply to help us become more self-aware regarding our relations and interactions with others. Some people are intimidated when we talk too loud, move too fast or have a scowl on our faces. Paying attention to how you come across is a useful skill to develop. Our non-verbal cues show our customers whether or not we care — how we move, react, treat their vehicle, look and listen.

There is no competitive edge, as we all have access to these powerful tools of customer service, being prepared for that first impression, body language and truly listening. So, the question is, what strengthens your relationships? S AMBER KOSSAK is president and CEO of Solid Start, manufacturer of True Brand Products. She has been in the automotive industry for almost 20 years and is serving on the AOCA board of directors. She can be contacted at: kossak@solidstart.com For more information please visit: www.solidstart.com

Diesel owners trust True Brand Diesel Products to keep their diesel engine running strong and their vehicle on the road. Call us TODAY to find out more about our complete line of True Brand Diesel Products.

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