Real World Retail: Titan Motoring

Titan Motoring started in the back of a van, and has since become a thriving business that continues to grow year after year. Keys to its evolution include open communication, team-building, cross-training and shared goals that aid in cultivating positive store culture.

In Nashville, Tenn.— Music City—Titan Motoring continues to grow because of the combined talents of the shop’s team, according to business owner Philip Lindsley. “The installers we have, the talent under one roof, is amazing,” Lindsley said. “We’re not just audio, not just vinyl wrap. We do so many things here in one location, and we have so many talented individuals here. There’s no one [else] like that in our area.”

The shop came from humble beginnings in 2011, when Lindsley started doing mobile installations from a minivan. The focus at the time was car dealerships. After building the business, he expanded into a small garage and a second van.

“The first garage didn’t have a showroom and was primarily just for storing inventory and tools,” Lindsley said. With the expansion of the retail side, Titan Motoring opened its first storefront in 2012. With a total of about 3,500 square feet, the shop had a showroom that took up about 600 square feet, Lindsley added. In their first year of business, the shop took in about $250,000 profit with only two employees, including Lindsley.

“We now have 15,000 square feet, with 3,000 of that for a showroom,” he said. “We [made] 3.4 million in 2018, and we service over 35 dealerships in middle Tennessee and southern Kentucky.”

The shop is in a prominent location near the interstate, with plenty of daily drive-by traffic.

“In 2018, Titan Motoring submitted for MEA Retailer of the Year and made it into the Top 12,” Lindsley said. “We were also awarded Best Store Culture in 2018 which, for us, was our most valued award.”

KnowledgeFest Training Sparks Store and Staff Improvements Team members are encouraged to request trainings based on their skillsets, or on a skillset they would like to have, according to Lindsley. “This can be anything from Mobile Solutions trainings

for 12-volt and fab, to ASE certifications on everything in between. Knowledge- Fest attendance is mandatory for the shop and class participation is planned with an individualized itinerary for each employee.”

Titan Motoring heads for KnowledgeFest in Dallas each year, and tries to bring the entire staff. “We closed the store last year [for KnowledgeFest],” Lindsley said. “The year before that, we broke it up. We sent one group to SEMA, and the other half to KnowledgeFest.”

Lindsley said the plan for this year is to have the entire staff at the event. When it comes to getting the most out of workshops and trainings, everything is carefully prearranged.

“My office manager, Christy, prepared everything for Dallas last year. She prepared itineraries for everyone and binders. Everyone knew where they needed to be and in what classes; it was all picked with her and my shop manager and store manager beforehand,” Lindsley

Stewart Dailey discusses a project with a customer. Potential clients are offered tiers of service once the salesperson learns the client's budget and what they are hoping to find.

said. “We had all different people going, so we had some of those guys go to management classes or 12-volt classes to expand their knowledge. We try to have everyone widen their knowledge and skillsets.”

Careful consideration goes into deciding who goes to which classes, Lindsley said, adding that the 2018 Dallas event was a big eye-opener for the team. “This past KnowledgeFest, we did a management class, and the managers determined that my wheel and tire guy—mounting and balancing—should go to a management class. In the class, they did a personality test and based on that test, we realized he wasn’t in the correct position in our store,” Lindsley said.

As soon as the team returned to work, the employee was moved into a sales role. “He’s basically crushed it,” Lindsley said. “He’s our top sales guy now.” In his old position, Lindsley said, “He wasn’t engaged enough because he wasn’t being challenged. We learned that was why.”

Every Monday morning at 8:30, the team gathers for a shop meeting. After KnowledgeFest, Lindsley said, they spent their staff meeting discussing takeaways from workshops and trainings in Dallas. “Everyone said one thing that really stuck out to them, made an impact or was

notable,” Lindsley said. “We’ve increased [our staff, too,] since then. I think at Dallas, there were around 17 or 18 [of us, and now we’re at 23].”

Store manager Donny Wolfe, shop manager Ray West and service manager Todd Perryman “provide constant training and improvement throughout the workday for employees,” Lindsley added.

Cross-Training Fosters Better Communication and Minimizes Problems

To help increase communication and understanding between sales and installation, and to manage the workload, Lindsley said many employees are cross-trained. Lindsley, and the store’s managers, will also handle sales or installation as needed.

“Installers are typically groomed and encouraged to be multi-faceted with skillsets to allow for multiple departments to be handled by them at any time,” he explained. “We have a two-step sign-off procedure for every project, no matter how big or small. A tech must get a fellow tech to sign off on the work completed and then it must be signed off by a manager before it’s turned in to the sales counter as a completed job. This minimizes the chances of any problems being missed and guarantees the quality standards of Titan are maintained on every job, every time.”

Though staff is cross-trained, the shop has a number of various specialties, including fabrication, vinyl wrapping, custom upholstery and detailing.

“Titan has a full wood and fabrication shop with four routers, saw table, and fiberglass area,” Lindsley said. “We have a separate wrap room for wrapping panels with vinyl or carpet.”

Additionally, technicians are expected to maintain their work areas and clean daily, according to Lindsley. “Techs are responsible for making sure their bays are stocked with installation supplies like screws, rivets, magnets and glue and when low, notifying a manager of their needs so they can be ordered.”

The staff’s average tenure, Lindsley said, is just over three years. The shop also offers full health benefits and a 401K for employees, and pays for additional training.

A conflict between the back and front of the store—installation versus sales— can be a common problem at many shops, according to Lindsley. At Titan Motoring, everyone is on equal footing, and he attributed this to the fact that much of the team knows what it’s like to be in the other person’s position. As a result, they can relate to each other more easily.

Low-Pressure Sales Helps Educate Clients and Provide Options

Every customer is given an up-front cost estimate for the job, and Lindsley stated, “We stick to that estimate unless we notify them immediately of any changes to the cost. We utilize an informative sales experience that provides different tiers to the client.”

At the start, he explained, the salesperson will try to get an idea of the client’s budget. “Not so we can figure out how much money we’re going to get, but to make sure we’re getting them the best possible outcome within their budget.”

The approach helps with a couple of issues, he said. “One, we can address clients who come in with unrealistic budgets at the very beginning, and not after a one-hour consult only to find out they wanted a $5,000 stereo, but only have a $500 budget. Two, we are showing the clients equipment that is within their realistic budget.”

The procedure also includes careful vehicle check-ins and walk-arounds. The salesperson must complete a work order, assign the job to a tech once the manager approves the schedule, and communicate with the client regarding any issues or pre-existing vehicle problems. Salespeople

The shop employees a number of people with varied specialties, including Khuck Hodge, Titan Motoring's resident detailer.

are also responsible for showroom cleanliness, organization, overall environment in the showroom, and following up with potential clients and past quotes, according to Lindsley.

“We greet everyone enthusiastically and have a no pressure, informative dialogue about their goals for their project,” he added.

Clients are also provided with a comfortable living room-style waiting area with phone charging docks, a television with Netflix and Hulu, coffee and water.

Expanding Dealership Work With a Dedicated Outside Salesperson

Titan Motoring began with dealership work and is now expanding that side of the business. “After we built up [in the beginning], we had four or five employees and when [we got to] a decent size, I realized about 90 percent of our revenue was [one dealership] and if we lost that, we’d be screwed,” Lindsley said. “We built

the retail side and now that’s about 75 to 80 percent of our business, and dealerships are about 20 percent.”

His goal is to make the retail side and the dealership side more equalized. To help increase dealership business, an outside salesperson was brought in. “She’s pushing [interiors], video, headrest video, remote starts and our off-road packages,” Lindsley added.

Before she joined Titan Motoring, Lindsley said, Mindy

Hampton worked with another local business. “She approached me and said, ‘How about we make your dealership business go through the roof?’ She has succeeded. It has been crazy.” Hampton helped bring in 20 new dealerships in her first month of work with the shop, he added.

The shop’s focus for the coming year is to continue to expand the car dealership side of the business, as well as expand the marine category. “Things that could derail this would be management failing to provide processes and direction to deal with the increased workload, and team members not sufficiently executing those processes while maintaining the Titan Motoring quality standards,” Lindsley said, adding that the team has already overcome other difficulties, including dwindling workspace and colliding personalities.

Constant communication and dealing with issues head-on, he said, “helped us move past these things and become even stronger.”

Local Marketing and Car Shows Raise Awareness

One of the biggest local car shows the shop participates in is Cars and Coffee. “They have a big one here, the first Saturday of every month. We bow out during the colder months,” Lindsley noted. “There’s just not as much turnout [then]. At the ones when the weather is nice, close to our shop, thousands of people come. We bring a handful of employees’ cars or clients’ cars. We have 10 to 15 cars [at the show], whether clients’ vehicles or employees.”

During the warmer months, anywhere from $200 to $1,500 is spent per month on outside events.

Approximately six percent of gross sales are used to fund marketing and advertising, Lindsley added. “We primarily utilize online outlets including SEO, Yelp and Google. We have recently added TV to this, but it is very new and we are still awaiting results.”

The shop also uses email blasts to keep current clients informed. “But the primary way is through personal calls,” Lindsley said. “Sixty to 90 days after their last visit, [we give clients a call] to make sure everything is still great with their project, but also to find out if they need anything else.”

Building Positive Store Culture One Day at a Time

Despite having won the 2018 award for Best Store Culture from Mobile Electronics magazine, Lindsley said they hadn’t really had a plan to cultivate positive store culture—it just happened naturally.

Taking part in team building activities outside of work, like having the whole staff go on a bowling trip, can help strengthen rapport, he said.

“We got backed up last week, and I went in the bay and did some installing. I think [it’s important] for everyone to see that. We have managers who will take the trash out. We are all on equal footing and on the same level.”

The same level of professionalism applies to all staff, who wear Titan Motoring t-shirts, black or gray pants and black or gray shoes, Lindsley said.

“Generally, everyone is happy to be here, and that translates into our interactions with clients. I think [positive store culture] comes from the management— the top down. I was a tech for 18 years, and I know what it’s like to be in the bay.” This helps Lindsley relate to what other team members are experiencing.

“That’s why we have heated and air-conditioned bays, and we have procedures for reordering things.” Because the Titan Motoring team is able to relate on this level, it’s easier to ensure there are processes and procedures and a positive environment to combat any issues, Lindsley added.

“[We] promote that we’re on the same team, and [we’re] proactive [when it comes] to doing those things that alleviate the ‘us versus them’ mentality,” he said, adding, “That [mentality] is destructive to shop culture.”

Showing employees how they’re appreciated through pay, trainings, team events and more has helped the staff of Titan Motoring become a cohesive, relatively harmonious team, Lindsley said, adding that “we build on each other’s strengths and help each other improve on weaknesses.”

With things continuing to go so well, Lindsley anticipates eventually doubling the shop’s overall space, and increasing profits. “We’ll also purchase off-site property for larger projects and dealership work,” he added.