Lube+ Q2 2017 by Surface & Panel

Q2 2017

TH E MAGA Z I NE OF TH E AU TOMOTI V E OI L CH A NG E A SSOCI ATION

IN THIS ISSUE:

Full Speed Ahead Valvoline Express Care Shops

Put Emphasis on Respecting Customersâ&#x20AC;&#x2122; Time MARKETING:

What's Your Online Reputation?

Cybersecurity Moves on Down the Road INSURANCE:

What Can a Risk Management Culture Save You?

HUMAN RESOURCES: REGULATIONS:

Cellphones at Work

Win. Win. Win.

+ Pertinent Content from AOCA

MESSAGE FROM THE PRESIDENT

STRONG FOUNDATIONS

‘NEW’ AOCA PRESIDENT PLANS TO BUILD ON ORGANIZATION’S INTEGRITY, MOMENTUM It is an honor to write my first article as the new “prime minister,” aka “president,” of AOCA or, where I come from, “EH-O-C-EH.” This is the second time since I joined the board of directors in 2001 that I have gotten the chance to lead this great organization. I’ve hit many personal milestones since then: • I celebrated my 25th year in business in April. • I celebrated 20 years of marriage to my wife, Kim, in February. • And I marked 35 years of knowing my father-in-law, Jim, who passed away while I was attending iFLEX in Las Vegas this year. I would like to thank Dave Haney and Jimmy Grant for taking over my duties so I could rush home to be with my family. This really showed me what the whole AOCA organization is about – very caring, thoughtful and wonderful people who are there when you need them most. Dave Haney also deserves a huge “thank you” for leading this organization over the last year. He and the rest of the board members have the AOCA ship heading in the right direction, and every one of them selflessly commits their time with every member’s best interest at heart. I would say taking over from Haney means that I have “big shoes” to fill, but my mother taught me to never lie J. People have asked me what my goal is over the next year. There are many things that I will get into later, but the biggest goal for me is to keep the integrity of this organization at the level it has achieved over the last few years. It wasn’t easy to get it back, but having the right people in place for the right reasons, with no egos to stroke, has made it possible.

an honor to write “Itmyis first article as the new ‘prime minister,’ aka ‘president,’ of AOCA or, where I come from, EH-O-C-EH.

”

Now, where are we heading in the next year? We are going to keep building on our strong foundations that have been put in place. We will continue to work hard on: GOVERNMENT AFFAIRS ISSUES. This is by far our most important asset and saves operators thousands of dollars in expenses. Joanna Johnson and the team work hard to make sure our operations are safe, protected from the government, environmental overreach, auto manufacturers, etc. – the list is long. BUILDING OUR FRANCHISE MEMBERSHIP.

There is power in numbers, and we are proud to work with them.

GROWING OUR CORE MEMBERSHIP ONE STORE AT A TIME.

There are still many operators who would benefit

greatly from what we have to offer. BUILDING OUR VENDOR NETWORK. Vendors play an integral role in how we operate our business, and they provide great training and information resources. WORKING ON OUR EDUCATION PROGRAMS. We are doing a rewrite of our Managers Training course again. We are changing the platform for our Online Technician Academy certification, which will make it more user-friendly. We are also looking at adding a Technicians Academy 2 to our online certification to further develop the people in our stores. EXPANDING OUR CURRENT SAVINGS PROGRAMS.

LUBE+ magazine will now be distributed quarterly – upping the circulation from bi-annual in 2016. There is a lot more I could add, but these are the highlights. W W W. AOCA .ORG

I am here to work for every member and vendor within this great organization. I have made many lifelong friends, and I would love to meet more. Please feel free to share any ideas or initiatives you may have with me or any board member as we would love to hear from you. We are always available. Thank you once again for your trust in leading this great organization.

Dave Jensen AOCA PRESIDENT

P E N N ZO I L 10 M I N UTE O I L C H A N G E C E NTR E

P E N N10 W @ RO G E R S . C O M LUBE+ Q 2

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Q2 2017

THE MAGAZINE OF THE AUTOMOTIVE OIL CHANGE ASSOCIATION

C O N T E N T S

COLUMNISTS

Dave Jensen President, Pennzoil 10 Minute Oil Change Centre Penn10w@rogers.com

Joanna Johnson President, Johnson Policy Associates jlj4policy@gmail.com

Lauri Steeland

FROM THE PRESIDENT AOCA's new president,

Dave Jensen, plans to build on the organization's integrity and momentum.

Director of Sales & Marketing, PISTN lsteeland@pistn.com

FULL SPEED AHEAD Valvoline Express Care shops

put emphasis on respecting customers’ time.

Claudia St. John

MARKETING With a little forethought and planning, you can enjoy the security that comes with knowing your online reputation is secure and positive.

INSURANCE What can a risk management culture save you?

AUTO HACKS As more passenger vehicles become computers on wheels, the

automotive industry is growing increasingly concerned they could be hacked.

HUMAN RESOURCES Cellphones at work: Even if employees

use their own devices, you need a policy.

REGULATIONS AOCA survey empowers consumers, retains business and secures strategic data.

AOCA Board of directors, staff listing and contacts, AOCA mission statement.

FROM THE EXECUTIVE DIRECTOR Bryan White discusses the value

of iFLEX 2017 by sharing AOCA members' reviews.

President, Affinity HR Group claudia@affinityhrgroup.com

Jack West National Account Executive Federated Insurance jewest@fedins.com

Bryan White Executive Director, AOCA bwhite@aoca.org P U B L I S H I N G S TA F F PUBLISHER

John Aufderhaar Bedford Falls Communications john@bedfordfallsmedia.com EDITORIAL DIRECTOR

Scott W. Angus Bedford Falls Communications scottangus47@gmail.com AD SALES

Ryan Wagner

Bedford Falls Communications rwagner@bedfordfallsmedia.com GRAPHIC DESIGN

Karen Leno KML Design, Inc. kmldesign@mchsi.com

Q2 2017

ON THE COVER TH E MAGA Z I NE OF TH E AU TOMOTI V E OI L CH A NG E A SSOCI ATION

Valvoline Express Care co-owner Greg Strawhun chats with a customer.

IN THIS ISSUE:

Full Speed Ahead

Valvoline Express Care Shops Put Emphasis on Respecting Customers’ Time MARKETING:

What's Your Online Reputation?

Cybersecurity Moves on Down the Road INSURANCE:

What Can a Risk Management Culture Save You?

HUMAN RESOURCES: REGULATIONS:

Cellphones at Work

Win. Win. Win.

+ Pertinent Content from AOCA

LUBE+ is published on behalf of AOCA, the Automotive Oil Change Association, headquartered at 330 N. Wabash Ave., Suite 2000, Chicago, IL 60611. Toll-free: 800.230.0702 or 312.321.5132, Fax: 312.673.6832, email: info@aoca.org. © 2017 Bedford Falls Communications, Inc. 302 N. 3rd St., Watertown, WI 53094 PH: 920.261.1947

OPER ATOR PROFILE Valvoline Express Care Greg Strawhun and Steve Bufford

OWNERS:

YEARS OPEN:

3, all in Missouri – Troy, Wentzville and Bowling Green.

NUMBER OF LOCATIONS:

NUMBER OF BAYS:

2 in each shop

SECRETS TO SUCCESS:

AUTOMOTIVE OIL CHANGE ASSOCIATION

• Emphasis on speed “Everything Speaks” customer • service philosophy • processes and descriptions that detail how jobs are done • active in communities.

FULL SPEED AHEAD VALVOLINE EXPRESS CARE SHOPS

RESPECTING CUSTOMERS’ TIME

PUT EMPHASIS ON

B Y S C O T T W. A N G U S John Lindsay

LUBE+ Q 2

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artners Greg Strawhun and Steve Bufford have been in the quick lube business in Missouri for 20 years. They have seen many changes and tried many things, and they have been largely successful, growing from one to four shops at their peak. They now own three. Six months ago, though, they settled on a new strategy. The pair decided to focus on speed like never before. It’s not all about speed, the Valvoline Express Care partners know. Customer service in other ways is critical, too, and they continue to do many of the little things that set them apart.Speed, however, is getting more attention. “In talking to customers and our contacts at Valvoline, we decided we need to concentrate on valuing our customers’ time,” Strawhun said. “Besides our normal stuff, we decided we were going to put an emphasis on speed. It’s become the linchpin of what we do.” The mantra for employees at the Valvoline Express Care stores in Troy, Wentzville and Bowling Green is “speed, customer service, speed, customer interaction.” “Getting your oil changed is kind of like going to the dentist,” Strawhun said. “I don’t think people wake up in the morning and think, ‘Oh good, I get to get my oil changed today.’ It’s more of a chore that they want to check off their list. So we try to make it as good an experience as we can and really focus on valuing your time.” Strawhun has seen a change in customers. They don’t have as much patience as they once did, and they aren’t willing to wait. Years ago, customers would stack up two and three deep. Now, if they see cars in line, they drive by and go somewhere else, he said. Valvoline Express Care doesn’t make promises about service time to customers because that can lead to problems if vehicles need more work. Instead, the company has a goal for its workers to get customers in and out in 12 minutes or less. That’s from the time they are checked into the computer to the time they pull out.

W W W. AOCA .ORG

CONTINUED ON PAGE 8 ➤

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Every aspect of the customer experience matters at Valvoline Express Care. Co-owner Greg Strawhun, left, is shown warmly greeting a customer.

➤ CONTINUED FROM PAGE 7

The company made one concession to speed things up: It no longer cleans windows or vacuums vehicles. “We decided that if there was one aspect of our business that wasn’t bringing value to our customer and our process, it was the courtesy window cleaning and vacuum,” Strawhun said. “It was slowing us down.” The emphasis on speed isn’t just about how quickly an oil change is completed. It’s also about things such as greeting customers immediately when they pull up and when they enter the shop, he said. Valvoline Express Care even rewrote its incentive plan for employees to reflect the company’s desire to move customers through more efficiently and, by doing so, increase its car count. The new incentive plan is called “Pursuit for 40.” It’s for all

employees, not just managers, and its goal is to increase the daily car count average to 40 and beyond. Before the recession, the average car count was in the 40s, but it’s now in the mid-30s. “We always are reaching for car count, but this allowed for a better focus,” Strawhun said. “The old incentive plan was for managers only and was tied to sales. In the new program, all employees are involved, and it is based on a formula for growth of car count – totally focusing on the customer experience. We still have requirements for ticket average, but our goal is growth.” Strawhun said customer feedback has been good, and the company is committed to the approach. Strawhun and Bufford opened their first shop in 1997 in Troy. Initially, they were part of Valvoline’s We Feature program, which means they featured and promoted Valvoline but also offered other products. In 2008, they stepped up to Valvoline Express Care, which essentially is a supply agreement that also includes signage and support for marketing and training. They now carry only Valvoline products. The partners decided early to stay focused on oil changes and have kept their services to the basics. Their shops flush fluids, replace wipers and filters, clean fuel injectors, recharge air conditioners and rotate tires, among other things, but they don’t do major repairs or sell tires or have attached car washes. From the beginning, though, they have combined their basic services with a high level of customer service. Walt Disney’s “Everything Speaks” approach was among their guiding principles. “Every aspect of the customer experience speaks to the customer

“

CONTINUED ON PAGE 10 ➤

EVERY ASPECT OF THE CUSTOMER EXPERIENCE SPEAKS TO THE CUSTOMER – FROM THE WAY OUR SHOP LOOKS TO THE WAY WE GREET PEOPLE TO THE WAY OUR GUYS LOOK.

AUTOMOTIVE OIL CHANGE ASSOCIATION

GREG STR AWHUN

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”

In Tune and at your Service

✦ Know and understand the industry we serve. ✦ Know what our customers sell and how they bring their products to market. ✦ Know and understand the role of distribution. ✦ Know and understand the importance of educating everyone in the channel.

These are Bedford Falls Communications’ operating principles. We employ them in the development of each custom publication we produce on behalf of the clients we are privileged to serve. When we do our job properly, everyone is aligned to drive home the message you want delivered. Interested in a custom publication? Call us today. John Aufderhaar /

Bedford Falls Communications produces high quality association, trade and custom publications for corporate clients. If you are interested in a custom publication, please call us today.

PR E S I D E NT

Bedford Falls Communications www.bedfordfallsmedia.com 920-206-1766

LEFT:

Greg Strawhun and Steve Bufford, co-owners of Valvoline Express Care

➤ CONTINUED FROM PAGE 8

AOCA’s Advocacy Work Vital for Industry

reg Strawhun fondly remembers the benefits that

AOCA offered when he and partner Steve Bufford first joined the organization about 20 years ago. “When you’re first in the industry, it’s an amazing asset,” said Strawhun, who owns three Valvoline Express Care shops in Missouri with Bufford. “There is so much you can learn by going to the conventions and talking to other people in the business.” While that sharing of information among members is still a vital part of AOCA’s value, it’s the organization’s advocacy work on regulations such as the Magnuson-Moss Warranty Act and other issues such as oil change intervals that stands out now for Strawhun, an AOCA board member. “As a small business owner, you get so wrapped up in running your business that you don’t really pay

AUTOMOTIVE OIL CHANGE ASSOCIATION

attention to the issues that affect you and others in the

industry,” he said. “You’ve got to put out a fire here, fill job there. You’re wearing so many hats that you need someone like AOCA to look out for your interests.” n

– from the way our shop looks to the way we greet people to the way our guys look to the way we address the customer,” Strawhun said. To ensure a consistently positive experience for customers, Valvoline Express Care relies on processes. “We have a job description and process description for everything we do – from greeting our customer to checking the customer out to mopping our floor to cleaning our bathrooms,” Strawhun said. “We have a process and detailed form. All of our employees know exactly how it’s done.” Despite all that, Strawhun and Bufford know that things sometimes go wrong. “Things break,” Strawhun acknowledged. When they do, employees are told to be up front, be fair and address problems immediately. For those rare times when the company has disputes with customers, it relies on video cameras that record all work and transactions. “We always try to do what’s right and be fair to people, and the cameras are watching everything. We can always go back and review every process and listen to what was said,” Strawhun said. “When we bring up the video and show the customer, that sometimes takes care of it.” The vast majority of customer interactions, however, are positive, and Valvoline Express Care also does little things to ensure that everyone is happy. The lobby, for example, has free bottled water, and the shops have small gifts for kids, including Hot Wheel cars, which are a big hit. “We try to make it a good experience for kids. We have parents who come in and say my kid would be upset if we went anywhere else because he wants a car,” Strawhun said. The company has 14 employees total, which breaks down to 3 to 5 workers per shop, including managers. As with most quick lubes, hiring and retaining good employees is a challenge, and Valvoline Express Care has tried about everything, including Craigslist, Facebook, signs out front, the chamber of commerce and word of mouth. As for training new employees, not surprisingly, Valvoline Express Care has a thorough process. After an orientation to the shop, new workers spend about a week in the pit learning the routine, aided by a job description and flow chart, and then move up top for another few days of watching and learning. When they are ready, they move on and learn the service tech position, which involves more interaction with customers and helping the manager. Most workers eventually rotate between the three positions. Valvoline also provides online training through its Express Care program that covers product knowledge, safety and customer service, and some of the company’s managers have attended AOCA’s management training. While business is good now, Strawhun and Bufford have seen some CONTINUED ON PAGE 12 ➤

“

WE TRY TO MAKE IT AS GOOD AN EXPERIENCE AS WE CAN AND REALLY FOCUS ON VALUING YOUR TIME. GREG STR AWHUN

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”

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Valvoline Express Care carries only Valvoline products.

➤ CONTINUED FROM PAGE 10

AUTOMOTIVE OIL CHANGE ASSOCIATION

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tough times, especially during the recession that hit in 2008. About the same time, their competition increased. Other quick lubes popped up, and several tire sellers began offering oil changes. The Troy shop is in the greater St. Louis market and faces competition from many directions, including an abundance of Valvoline-affiliated locations. Through it all, Valvoline Express Care has endured and ultimately succeeded. After starting in Troy in 1997, the partners opened the Wentzville store in 2001, a Warrenton location in 2006 and another in Bowling Green in 2013. They closed the Warrenton store in 2016 and are now pleased with the performances of their remaining properties. All three of the shops have two bays, look nearly identical, offer the same services and operate with the same adherence to speed, customer service and attention to detail. They are marketed together on Facebook, a website and other social media, and the company relies on email to keep in touch with customers, including sending out oil change reminder cards and regular surveys. “The surveys allow us to hear back what they think of our service. We respond to the bad and share all of them with our staff so they know that what they are doing is having an effect,” Strawhun said. Valvoline Express Care also takes pride in being active in its communities by sponsoring local teams, helping with fund-raisers, letting groups have car washes on its properties and buying police dogs. It’s all important because the company knows it must set itself apart. While it honors competitors’ coupons down to $19.99, its standard oil change and related service is $41.99, and its average ticket is $68.50. It ultimately comes down to serving the community, doing things consistently well and retaining a strong focus on what matters, with speed being a top priority. “We’re not the cheapest, so we have to be able to provide some type of advantage or service where they’re going to feel that value is there for them,” Strawhun said. “Why do you want to pay more for the same thing? “It has to be that we get them in and out.” L+

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M A R K E T I NG |

FROM THE LUBE+ EXPERTS

What’s Your Online Reputation? PROACTIVE MANAGEMENT CAN HELP PROTECT BUSINESS

PISTN: MARKETING ACCELERATED

AUTOMOTIVE OIL CHANGE ASSOCIATION

Lauri Steeland is director of sales and marketing at PISTN: Marketing Accelerated.

To learn about how you can develop an effective online reputation management strategy, contact Lauri at Lsteeland@pistn.com, 800-742-4511 Ext. 103 or visit www.pistn.com.

s a business owner, you know how important your reputation is. No matter what type of business you operate or how large or small it is, the trust you build with your customer base is among the most important factors in maintaining a healthy balance sheet. It’s particularly true in today’s mobile and web-surfing world. Not too long ago, the web was a fairly static place: Businesses marketed to people in much the way they had through previous decades on television or radio, in newspapers and magazines. It’s a lot different now. Even business web pages are more interactive, designed to engage with customers and social media channels, allowing them to interact with customers like never before. And those interactions are not always positive. The internet has brought a lot of

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

BY LAURI STEELAND

positives to the business world, and a few things that aren’t so good. The biggest potential pitfall is the possibility – perhaps even the likelihood – of receiving a glaring, bad and very public bad review. In today’s internet, through either your own website or one of several review sites, your good name can end up in the hands of anonymous people – and you may not even know it. You don’t have to just build a reputation. You have to manage it. There are a lot of misconceptions about online reputation management. It is more than just social media monitoring, public relations or promoting positive reviews. It’s a combination of all those things, and it’s a matter of making the reviews, good and bad, work for you. First of all, remember this: They are talking about you.

FROM THE LUBE+ EXPERTS

With a little forethought and planning – and help, of course – you can enjoy the security that comes with knowing your online reputation is as secure and positive as the service you offer every day in your shop.

Reputation management isn’t difficult, but it can be time consuming. Here are a few golden rules: • Monitor what they are saying about you. • Be transparent. Show that you are listening and respond accordingly.

The other main reason to engage in reputation management is that these reviews will hurt your search engine optimization (SEO) rankings. A simple Google search alone, if your business has been reviewed poorly, can have a significant impact on your bottom line. Google is by far the largest single search engine – it owns about 90 percent of all search-engine traffic – and about 88 percent of customers say they trust online reviews as much as personal reviews.

• React quickly and politely and address criticism publicly. If nothing else, offer a quick apology and attempt to bring the problem offline. Offer a number to call, or an email address. • Treat Google like a business card. First impressions count, and if a search for your business turns up bad reviews among the first responses, you need to address it. • Don’t delete bad reviews. Criticism can be the chance to learn more about your customers and allow you to win new ones. • Ask for help. The PISTN Reputation Management system automates the entire process, leading to more positive reviews and improved search engine rankings. We work with you to create a customized online review center that incorporates data from all the top review sites. From there, you or

your staff hands each customer a review request form that refers them back to your website. If the review is four or five stars, the customer is then automatically referred to a review site that you choose, where he or she can post it. If the review is between one and three stars, it’s referred back to you, and you can address it right away. That gives the customer an opportunity to vent about their experience and for you to learn about what went wrong – before it becomes public – and what you can do to address it. That, of course, reduces the likelihood that it will happen again. All of this is possible through the single, customized dashboard. Combined, the system will help you increase sales, better understand and engage with your customers and improve your search engine rankings. Good and bad reviews can significantly impact your bottom line. They will either build up or tear down your reputation. With a little forethought and planning – and help, of course – you can enjoy the security that comes with knowing your online reputation is as secure and positive as the service you offer every day in your shop. L+ LUBE+ Q 2

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W W W. AOCA .ORG

Whether you realize it or not, whether they leave a review on your site or not, your customers are most likely talking about your business. It might be just a quick tweet they send to their followers, or a post on Facebook or a community forum. There are even websites such as Ripoff Report that provide platforms for all kinds of internet trolls. You need to listen for it.

| M A R K E T I NG

I N S U R A NC E |

FROM THE LUBE+ EXPERTS

WHAT CAN A Risk

AUTOMOTIVE OIL CHANGE ASSOCIATION

Management Culture

Jack West is a national account executive for Federated Insurance. Located in Owatonna, Minn., with representatives in 47 states, Federated is AOCA’s exclusively recommended insurance provider for association members. Federated provides customized coverages and proven risk management techniques to more than 3,000 quick lube and auto service centers nationwide. Jack can be reached by phone at 800-533-0472 or by email at jewest@fedins.com. For more information on Federated, visit its website at www.federatedinsurance.com.

SAVE YOU? BY JACK WEST FEDERATED INSURANCE

ave you ever met a business owner who didn’t want to save money? Yet, the way some companies try to cut costs can have the opposite effect. With the economy leaving little room for error, trimming unnecessary expenses is the logical first step toward keeping more profit.

Unfortunately, risk management is sometimes looked upon as one of those unnecessary expenses. It could be that some businesses don’t fully recognize the benefits that a risk management culture can have. Instead, owners may be discouraged by the amount of time and money needed to reach that point. Successful businesses, on the other hand, know that to avoid possible financial pitfalls, they need to reduce their exposure. They realize that risk management, despite the time and financial investment it can require, can have overall economic benefits while creating a safer working environment.

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FROM THE LUBE+ EXPERTS

I N S U R A NC E

Risk management, despite the time and financial investment it can require, can have overall economic benefits while creating a safer working environment.

Involvement is key No company, no business owner is immune to the possibility of losses. Indeed, the act of running a business exposes owners to everyday risks, such as fire, vehicle accidents or even fraud. Identifying risks ahead of time and then dedicating resources and effort to avoid them through aggressive risk management can help keep a business ahead of the game.

challenge them to put a pencil to it. I think they will be surprised that safety pays.” Attending a Federated Insurance Risk Management Academy seminar can be an effective way to start or grow your risk management program. Upcoming 1- and 2? -day sessions are posted at federatedinsurance.com, or contact your local Federated representative for more information. L+

Why bother? It may feel counterintuitive to believe that a risk management culture – the sum total of all the efforts, attitudes and investments related to workplace safety and loss prevention – can actually improve your bottom line. But investing in risk management can definitely have advantages: • First, by managing risk, your company could experience fewer insurance claims. That may equate to lower insurance premiums.

• Last, workers compensation claims often result in a higher work comp MOD. Not only can this have an immediate effect on your premiums, the consequences could be felt for a long time. Business owners who take risk management seriously understand its positive effect on their operations, both from employee well-being and financial standpoints. They see immediate value in being proactive. As one company risk manager put it: “There are many business owners who believe that risk management is too expensive. I would

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• Second, fewer claims mean you also help reduce the “aftereffects.” Insurance is meant to cover the direct costs associated with a claim, such as property damage, medical bills and legal expenses. What are often not anticipated, however, are the unexpected “hidden” costs from a loss. For example, insurance may not cover the cost of hiring and training a replacement employee, lost productivity, negative publicity, higher premiums related to the loss … and the list goes on. These are typically outof-pocket expenses and can quickly add up. It could take a lot of extra sales to recoup those losses.

MOVES ON DOWN THE ROAD B Y

A O C A

y the end of this decade, the number of internet-connected vehicles on the road will top 150 million, according to Gartner forecasts. As many as 75 percent of those cars will be capable of creating and sharing web-based data. As more passenger vehicles become computers on wheels, the automotive industry is growing increasingly concerned they could be hacked — that control of their steering wheels could be seized and the cars themselves turned into deadly weapons. At the very least, hackers could steal the data contained in the 70 or so computer systems contained in most modern cars and use the information against vehicle owners. Concern was high enough last summer that 15 automakers teamed up in the Automotive Information and Analysis Center (Auto-ISAC) to hold a “hacking attack drill.” Auto-ISAC Chairman Tom Stricker and

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Jon Allen, acting executive director of Auto-ISAC, spearheaded the “war games” effort. The two envision building an “immune system” where any cyber threat is immediately communicated to all members via a private internet portal. The industry would then put its computer experts on the case to combat the threat and ensure it doesn’t happen elsewhere in the automotive industry. Not long after, the U.S. National Highway Traffic Safety Administration (NHTSA) issued cybersecurity guidelines that, according to Fortune magazine, marked a step forward in “establishing a road map for industry behavior as lawmakers and consumers pressure automakers to show how they will protect increasingly connected and automated vehicles from cyber-attacks.” Some of the NHTSA’s proposals echoed moves carmakers were already making, chiefly the creation of the Auto-ISAC as a clearinghouse for companies to share information about hacking threats and countermeasures. The NHTSA has since recommended that manufacturers conduct vehicle systems tests to see if their cybersecurity systems can be breached, then document those tests and their assessment of the risks. Vehicle software updates are the ideal scenario for continued protection, CIO columnist Dan Steiner recently wrote. To this end, owners will increasingly notice software updates installing when they start their automobiles. Meanwhile, researchers at San Antonio’s Southwest Research Institute are working on software called Uptane, which would protect a car’s computer when it’s being updated over the internet. However, it could be at least two years before that program is ready. Since 1996, all new vehicles on the road have come with OBD-II diagnostic ports. Fast forward two decades later, and today’s cars have dozens of computers with up to 100 million lines of code. The truly scary thing? For every 1,000 lines, there are as many as 15 bugs that are potential doors for would-be hackers. Cars with the highest risk of cyber vulnerability tend to have the most features networked together, particularly where radio or Wi-Fi networks are connected to physical components of the vehicles.

Lawmakers on both sides of the political divide are recognizing the potential threat. Sens. Ed Markey, D-Mass., and Richard Blumenthal, D-Conn., are among those who believe the NHTSA should be doing more. “If modern-day cars are computers on wheels, we need mandatory standards, not voluntary guidance, to ensure that our vehicles cannot be hacked and lives and information put in danger,” the two wrote in a statement late last year. Earlier, four GOP members of the House Energy and Commerce Committee called on the NHTSA to lead an industrywide effort to head off cyber threats to the nation’s vehicles. In their letter to the agency, they wrote: “Researchers have been able to leverage either a direct connection to the OBD-II port, or devices that connect to the port, to cause a range of effects, from nuisances like digitally engaging the windshield wipers or car horn, to more consequential exploits such as remotely unlocking a vehicle’s doors or cutting a vehicle’s brakes.” As the 21st century progresses, automobiles will increasingly become extensions of one’s connected self. They will contain critical personal information such as insurance and registration details and even the address of the owner’s home. Thankfully, new innovations are always on the horizon. For example, a Yale research team recently took the wraps off CertiKOS, the world’s first operating system that runs on multi-core processors and shields against cyber hacks. Even further down the road, there’s the matter of automated, driverless cars. By 2035, IHS Automotive projects, 21 million autonomous vehicles will be on roads worldwide. Not surprisingly, cybersecurity is the biggest concern for firms currently evaluating risk in this developing niche. Recent research from Munich Re and cited by Security Management shows that 55 percent of corporate risk managers rank cybersecurity as their No. 1 concern regarding driverless automobiles. In the cybersecurity category, 42 percent of respondents said the biggest threat will be auto theft by an unknown individual hacking into and overtaking the vehicle’s data systems. L+ LUBE+ Q 2

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W W W. AOCA .ORG

“If modern-day cars are computers on wheels, we need mandatory standards, not voluntary guidance, to ensure that our vehicles cannot be hacked and lives and information put in danger.”

H U M A N R E S OU RC E S |

FROM THE LUBE+ EXPERTS

CELLPHONES

EVEN IF EMPLOYEES USE THEIR OWN DEVICES, YOU NEED A POLICY B Y C L A U D I A S T. J O H N AFFINITY HR GROUP, INC.

AUTOMOTIVE OIL CHANGE ASSOCIATION

Claudia St. John is president of Affinity HR Group, AOCA’s affiliated human resources partner. Affinity HR Group specializes in providing human resources assistance to associations such as AOCA and their member companies. To learn more, visit www.affinityhrgroup.com.

Over the past two decades, cellular telephones have morphed from being primarily luxury items and accessories for business executives to a must-have item for just about anyone who ever leaves their house. Many people, particularly those under 35 years of age, don’t even have landline phones. And today’s smartphones serve as much more than communications devices. They are essential tools for finding important information, managing finances and payments, and an ever-expanding list of social and workrelated uses. LUBE+ Q 2

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Which brings us to the workplace angle of all this. The Society for Human Resource management reports that 86 percent of employees own the mobile device they use on the job. Gone are the days when most cellphones at work were the property of, and controlled by, the employer. Technology has historically advanced more quickly than policy, and we can see how the CONTINUED ON PAGE 22 ➤

AT WORK

AOCA BY THE

NUMBERS 4,000

WHO IS THE AUTOMOTIVE OIL CHANGE ASSOCIATION?

Quick lubes represented across all 50 states, Canada and Mexico

AOCA is the only non-profit trade organization representing the convenient automotive service industry. AOCA is dedicated to: • Enhancing the competency of fast lube owners • Educating the public about the benefits of preventive automotive maintenance • Maintaining a favorable business environment for the industry

500+ Operators 100+ Vendors

600+ 60+

Members

Products in the AOCA Store

10+ Free Tools

300 3

Management Certification Courses

12 20+

Fast Lube Owners and Operators at the International Fast Lube Expo

Monthly Government Affairs Updates

Discount Programs Through Strategic Partnerships

On-demand Lessons in the AOCA Online Technician Academy

Join now at www.aoca.org

H U M A N R E S OU RC E S |

FROM THE LUBE+ EXPERTS

Creating a fair and effective BYOD policy that is updated and reviewed periodically can help employees and employers work effectively into the future.

➤ CONTINUED FROM PAGE 20

use of employee-owned cellphones and other personal communications devices at work can become a headache for many companies. Even the White House has faced this issue, recently ordering employees to surrender their personal phones so they could be checked for phone calls to journalists.

AUTOMOTIVE OIL CHANGE ASSOCIATION

At the same time, we find among our clients that many encourage or allow personal mobile devices to be carried and used at work, on the assumption that to prohibit them wouldn’t do much to improve productivity and that it might even be a detriment to deny their “connectedness” to colleagues and friends. For example, an employee with a smart phone would likely continue to work on company emails when he or she is not at their desk computer and is otherwise always reachable.

If this is the way your company approaches it, then just because they are not “company phones” doesn’t mean you shouldn’t have a clear policy on the use of these devices to protect the integrity of the company’s information and to help the employees understand what their responsibilities are regarding their use. There are legal limits, however. And unfortunately, these vary from state to state. But, in general, state laws provide that an employer can’t intentionally intrude on the private affairs of an employee if the intrusion would be “highly offensive to a reasonable person.” Understanding the rules of your state can help you fine tune any HR policy, but using a fair and general approach is a good place to start. However, navigating through the various state employee LUBE+ Q 2

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privacy laws can be overwhelming, and many don’t specifically address cellphone or other employee-owned devices. For example, the Pennsylvania employee privacy law does define employee wiretapping and surveillance rules, but it does not mention personal cellphones. Many websites that discuss this issue say that generally one should consider what would be the employee’s reasonable expectation of privacy. Here are some basic elements of a “Bring Your Own Device” (BYOD) policy that employers should consider when addressing this issue in their employee handbooks: ◆ Employees should try to make personal cell calls only during break or lunch times. It is understood that situations arise where this is not possible, but in those cases personal phone calls should be kept to a minimum and as brief as possible. Also, employees should speak quietly and forego discussions of personal or intimate issues until non-work hours. ◆ Employees should not play games on the cellphone during work hours. ◆ Personal cellphone use, even when permitted, must never include language that is obscene, discriminatory, offensive, prejudicial or defamatory in any way (such as jokes, slurs and/or inappropriate remarks regarding a person’s race, ethnicity, sex, sexual orientation, religion, color, age or disability.) ◆ Employees should turn off or change the ringers to “mute” or “vibrate” during meetings, trainings or when meeting with clients or serving customers.

◆ The use of phone-based cameras or recording apps should not be allowed. (This is important as it protects the privacy of other employees and protects the employer as well.) ◆ Employees should never text when driving. Texting and driving is a violation of many states’ laws and is just plain dangerous. If an employee drives full–time or only occasionally for work-related duties and needs to make or receive phone calls, they should only use a hands-off Bluetooth device. Even this can be a distraction, so the employer should encourage the employee to pull off the road before making any calls. If the employer is concerned about employees having company information on their personal phones, they may want to include a policy about what the company will do regarding the device in the event of the employee’s termination. The company termination policy may be to wipe any device used by an employee. If this is the case, the employee may need to consider the fact that they may lose personal pictures and other important private information. If there is a clear BYOD policy explaining the monitoring and termination procedures, one could eliminate a lot of the frustration for both employee and employer. As we know, the workplace is constantly in flux. With the rapid development of new technology and a desire to maintain a fair and effective work environment, HR policies need to adapt to these changes. Creating a fair and effective BYOD policy that is updated and reviewed periodically can help employees and employers work effectively into the future. L+

FROM THE LUBE+ EXPERTS

H U M A N R E S OU RC E S

AFFINITY Q&A REFERENCE CHECK Q: We have an employee who was terminated for poor performance. Now she is applying for another job, and they are calling asking for a reference. Honestly, she was terrible and I would never hire her again. Can I tell the new employer that?

A: The current “best practice” is to provide only verification of employment dates and salary when providing a reference. In most cases, this is a good practice, but if your ex-employee was fired for a serious incident – violence, theft or discrimination, for example – it’s better to be honest about your reasons for termination. This is because if an employer hires the ex-employee based in part on your reference and the employee goes on to do harm, you could bear some responsibility in that negligent hire.

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Reisner Dist 1-800-293-2197 RelaDyne Great Lakes 708-599-8700 Gulf Coast East 800-256-2512 Gulf Coast West 713-7477411 Mid-South 318-368-3101 Midwest 800-786-2803 Oklahoma 800-256-5017 Rowleys Wholesale 1-800-769-5397

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W W W. AOCA .ORG

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Whitefield Oil Co. 1-888-394-3835

Samples are availalble. Call 1-800-528-0334. www.oileater.com LUBE+ Q 2

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R E G U L AT ION S |

FROM THE LUBE+ EXPERTS

WIN. WIN. WIN.

BY JOANNA L . JOHNSON

AUTOMOTIVE OIL CHANGE ASSOCIATION

JOHNSON POLICY ASSOCIATES

Joanna L. Johnson has represented AOCA since 1991. She is the president of Johnson Policy Associates, a consulting firm that specializes in win-win strategies for environmental, transportation, competition, consumer protection and safety issues. She has developed many regulatory solutions for fast lubes, including the CERCLA Service Station Dealer Exemption Application Process and the Fast Lube Self-Certified Oil Spill Prevention Plan. She can be reached at 515.991.4971 or jlj4policy@gmail.com

bout 17,000 facilities are recognized as fast lubes in the United States. If they service 30 cars a day, 300 days a year, that’s 153 million direct customer experiences. It would take only 7 percent of them to make a photo, idea or meme go viral on Twitter.

Ten percent concentrated on a simple five-minute survey – say AOCA’s Magnuson Moss Warranty Act Customer Rights Survey – would result in the largest pool of consumer-impact testimony ever collected on the subject of automakers and dealerships using confusion and misdirection to push people away from aftermarket products and services. And while collecting testimony, the survey would simultaneously educate customers about the fact that federal law gives them the right to choose a fast lube over a dealership. The number one reason the Federal Trade Commission and state agencies nationwide aren’t inundated with complaints from consumers who are unlawfully pressured or misled into using expensive automaker parts and services is that most consumers don’t know it’s unlawful. Before they can defend their rights, they must know those rights exist. When aftermarket service providers give this critical information to consumers, along with an opportunity to call out bad behavior on the part of automakers and dealerships, it’s a win-win-win. The first win is the consumer’s empowerment. The second win is the aftermarket service provider’s enhanced ability to retain the consumer’s business. The third win is AOCA’s ability to translate the survey data into winning arguments against automakers and dealerships when they oppose legislation mandating their disclosure of consumers’ Magnuson Moss Warranty Act (MMWA) rights. CONTINUED ON PAGE 26 ➤

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AOCA SURVEY Empowers Consumers, Retains Business, Secures Strategic Data.

Do you own a quick lube? Give us 45 minutes to show you how we can help you grow your profits. At Valvoline we know the fast lube business because we’re in ™

the business. We own and operate 300+ quick lubes. That sets us apart from the competition, and it’s the single biggest reason quick lube operators trust Valvoline’s expertise. It’s not sales hype with us, it’s real results:

10 years of same-store sales growth in our company-owned stores*. * Valvoline Instant Oil Change results from 2007 through 2016, on a fiscal year basis, with new stores excluded until the completion of their first full fiscal year in operation.

Learn how we can help you get those kinds of results. It’s risk-free. We’ll come to you, and we’ll even give you a $100 Gift Card for 45 minutes of your time.

Schedule your appointment today! Call Gayle McMillin 859-357-7303 lgmcmillin@valvoline.com Offer valid for quick lube owners in the U.S. and Canada. We will give a $100 Gift Card to any quick lube owner who participates in a 45-minute presentation from one of our Valvoline Quick Lube account managers. Gift Card will be mailed approximately 5 business days after the presentation. Limit 1 Gift Card per owner. Offer not valid for current Valvoline lubricant customers. Offer expires 9/30/17.

WHY VALVOLINE?

As just an independent guy with one “store, I just don’t have the resources, the knowledge, or the time to see what’s on the horizon. So I depend on that entire staff to educate me.

”

➤ CONTINUED FROM PAGE 24

AUTOMOTIVE OIL CHANGE ASSOCIATION

Currently, automaker and dealership representatives claim mandatory MMWA disclosure at the time of sale is an unnecessary burden on them given that few customers have complained about dealership behavior in the past. (Pause for any necessary laughter, muttering or yelling.) Their argument is, of course, a total Catch-22. Consumers don’t know they have MMWA rights, so they don’t know they’ve been violated, let alone that they should complain about it or where such complaints would go if they did. AOCA’s Magnuson Moss Warranty Act Customer Rights Survey solves that problem. Consumers discover their rights; they have an opportunity to complain about past behavior violating those rights, and AOCA reports it to appropriate agencies and legislatures.

Preliminary survey data from Florida and New Jersey customers shows 58 percent of participants reporting they were misled about their right to choose aftermarket parts and service by dealerships, 16 percent by commercial advertisements and 10 percent by owners manuals. This means the push for mandatory dealer disclosure of MMWA rights is right on the money for targeting the most effective source of misinformation. But the preliminary data reveals some unanticipated results, as well. Almost a third of respondents did not cite their owners manuals as a source of misleading information even when their vehicle models had manuals containing automaker directives or threats about using only OEM products or services. This means it’s highly likely many consumers don’t read their owners manuals, and that means they also don’t know about their home maintenance obligations or service schedules – yet another major area of education automotive service businesses would be wise to provide. Information is power. If you’re ready to plug into yours, make AOCA’s Magnuson Moss Warranty Act Customer Rights Survey available to your customers today. Sign up to get your survey resources at www.aoca.org. L+

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If you can’t recite your federal warranty rights, you may have been cheated. The Magnuson Moss Warranty Act prohibits warrantors, like automakers, from conditioning warranty coverage on the use of branded products unless they first prove to the Federal Trade Commission that ONLY those products will work or they give those products to customers for free. It’s called the prohibition against “tie-in sales,” and no automaker has yet received a waiver to get around it. An automaker must prove an aftermarket part or service caused damage before attempting to deny warranty coverage over either one. The burden is on the automaker, not you. If you ever heard from anyone that automaker parts and services are required to maintain warranty coverage, please take the five-minute survey at https://www.surveymonkey.com/r/AutoWarrantyRights.

1. Who told you that using a fast lube or non-dealer part would violate your warranty? Check all that apply: o Automobile Dealership Employee o Owner’s Manual o Commercial Advertisement o Other _____________________________________________________________ 2. If your answer to #1 included Automobile Dealership Employee, please include: Dealership Name _____________________________________________________ Location (city) ________________________________________________________ 3. Please fill in the following information about your car: Make ______________________________________________________________ Model ____________________________________________ Year ___________ 4. Approximately when did it happen? (month/year) _____________________________________________________________________ 5. At the time it happened, did you know the federal Magnuson Moss Warranty Act prohibited tie-in sales of branded products and that the burden of proving damage was on the automaker? o Yes

o No

6. In order to ensure answers are verifiable, please provide the following information: Name_______________________________________ Zip Code________________ Email________________________________________________________________ 7. May we contact you further on this issue? o Yes

o No

330 N. WABASH AVENUE, SUITE 2000 | CHICAGO, IL 60611 TOLL FREE: 800.230.0702 | TEL: 312.321.5132 | FAX: 312.673.6832 EMAIL: info@aoca.org | WEBSITE: www.aoca.org

AOCA BOARD OF DIRECTORS PRESIDENT

Dave Jensen Pennzoil 10 Minute Oil Change Centre Penn10w@rogers.com IMMEDIATE PAST PRESIDENT

David Haney Oil & Lube Express dhaney3283@gmail.com VICE PRESIDENT

John Lindsay Power Lube Express Auto Care powerlube@cableone.net

AOCA STA FF CON TACTS MEMBERSHIP & OPERATIONS

GOVERNMENT AFFAIRS POLICY ADVISOR

Bryan White

Joanna L. Johnson, PRESIDENT

EXECUTIVE DIRECTOR

JOHNSON POLICY ASSOCIATES, INC.

312.673.4959 bwhite@aoca.org

P.O. Box 13302 Des Moines, IA 50310 515.277.4320 (OFFICE) 515.991.4971 (CELL) 515.277.4340 (FAX) jlj4policy@gmail.com

Megan Schwartz MEMBERSHIP COORDINATOR

312.673.5979 mschwartz@aoca.org

Gena Parsons

EDUCATION SUPPORTER PROGRAM AND SPONSORSHIP SALES

MEMBERSHIP ASSOCIATE

Bryan White

312.673.5775 gparsons@aoca.org

TREASURER

EXECUTIVE DIRECTOR

312.673.4959 bwhite@aoca.org

Bob Falter Multi Management, Inc. D.B.A. Jiffy Lube multimgtrjf@aol.com SECRETARY

Bill Floyd Lucas Oil Center Bill@lucasoilcenter.com DIRECTOR

Sue Ackley Oil Change Plus sueackley02@gmail.com

OUR MISSION

AOCA is dedicated to providing its members with the business tools, resources and education to professionally and successfully deliver convenient automotive oil changes and other preventive maintenance services. HISTORY OF AOCA

The Automotive Oil Change Association (AOCA) is a non-profit trade organization representing the convenient automotive service industry. The association was founded in 1987 and is headquartered in Chicago, Illinois. AOCA is dedicated to enhancing the competency of fast lube owners, educating the public about the benefits of preventive automotive maintenance and maintaining a favorable business environment for the industry.

DIRECTOR

FastLube jsgrant@fstlube.com DIRECTOR

Greg Strawhun Lube Specialties, Valvoline Express Care gb1424@yahoo.com VENDOR DIRECTOR

Jeff Malicote Valvoline, LLC wjmalicote@valvoline.com VENDOR DIRECTOR

Amber Kossak Solid Start/True Brand kossak@solidstart.biz VENDOR DIRECTOR

Sean Malmstrom S&E Quick Lube Distributors Inc. sean@selubeproducts.com VENDOR DIRECTOR AT LARGE

Steve Barram Integrated Services, Inc. steve.barram@ints.com

AOCA members adhere to a Code of Ethics and a Standard of Service Excellence. Members provide “Professional Service at YOUR Convenience” to the motoring public, helping to extend the life and safety factors of their motor vehicles through quality maintenance. A C O M M I T M E N T T O E D U C AT I O N

Emphasizing education, the AOCA provides expert technical training for lube center employees. For business owners and managers, the organization provides programs to enhance management skills, automotive engineering and industry issues. The association also serves as a resource for consumers regarding the benefits of regular, preventive maintenance in protecting their automotive investment. As part of its commitment to education, AOCA has a scholarship program that provides tuition assistance to employees of member firms attending institutions of higher learning. AOCA: THE INDUSTRY LEADER

In addition, AOCA provides counsel on regulatory issues, represents the industry on Capitol Hill, and develops research data on the convenient auto service market. The association also makes available a wide variety of business products and services to help members improve business operations.

W W W. AOCA .ORG

Jim Grant

AOCA accounts for over 4,000 auto maintenance centers throughout the United States, Mexico, Canada and many other countries around the world. What made AOCA the industry leader? The answer is simple. We give our members access to tools, training and information to help them serve their customers efficiently and effectively.

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MESSAGE FROM THE EXECUTIVE DIRECTOR

REVIEWS ARE IN

AOCA MEMBERS GET VALUE OUT OF IFLEX 2017

or those readers who were not able to attend the 2017 iFLEX convention and tradeshow April 4-6 in Las Vegas, you missed the biggest show in 10 years! I’m writing this column just days after returning from the show, and I will admit that I am exhausted. The months of hard work and coordination before and during a show like this certainly take their toll, but the end result is extremely rewarding. Nearly 400 exhibitors and more than 8,100 attendees were there. The show also included more than 70 education sessions over three days.

On behalf of AOCA, I’d like to THANK YOU, our members, for promoting the value of AOCA and iFLEX! It is our mission to continually add value to membership and the event, and we will work hard to do so.

The feedback thus far has been very encouraging, and I am confident next year’s show will be even better. A recent conversation posted on AOCA-Talk is a good indication of this. For those of you not familiar with AOCATalk, it is an email-based Q&A system where AOCA members can post questions that are then sent to all of our other participants. They, in turn, can post answers that are also sent to the entire group.

AUTOMOTIVE OIL CHANGE ASSOCIATION

An AOCA member asked this question in mid-March: “This is our 9th year in the oil change business and we are considering iFLEX this year. We have never been to the show and are wondering if it’s worth it for us?” And here are your responses:

“It has always been worth the investment for me. Like most things, you get out what you put in.” “As a supplier of the oil change labels and printers, we find it's a great way to meet our customers and introduce ourselves to new ones! Plus, it's Vegas! Stop by and see us if you go!” “It is totally worth it to go to iFLEX. I have gone all 22 years we have been in business. You learn about new products and services. You see new things at the trade show that might help your business, and you learn from other shop owners. I definitely feel I always bring back something that makes a difference.” AOCA E XECUTIVE DIRECTOR

| BWHITE @ AOCA .ORG

“In addition to the car wash vendors, there is also a lube pavilion which has vendors dedicated to the quick lube industry. There are also education sessions, meetings and social events dedicated to the quick lube operators. Networking with fellow operators is your best way to steal ideas and make your lube center better – after 25 years I am still doing it.” “Definitely worth going – I always get at least three or more ideas that I use to make my shop better.” “My opinion is that it is definitely worth it if you are going to attend the oil change education sessions. There are also many oil change related vendors, even more now that the show has been co-located with the International Carwash Association. I have never failed to come back without at least a few ideas to try. If nothing else it reinvigorates and re-motivates me.” “I am in my 10th year of the oil change business. I have been to this once in the beginning. Yes it is worth it and I’ll be going again this year.” “We attend every year as well. I will say that we always leave with at least one new idea. As long as that continues then we will do everything possible to attend.” Question answered!

Just want to put out there that iFLEX was worth every penny. Thank you so very much for encouraging us to attend. We learned lots thanks to the amazing people who offered us their time and invaluable advice. We've got lots of work to do. We'll be there next year.” On behalf of AOCA, I’d like to THANK YOU, our members, for promoting the value of AOCA and iFLEX! It is our mission to continually add value to membership and the event, and we will work hard to do so. Please don’t hesitate to reach out with any ideas you may have! Thanks again,

Bryan White

AOCA: WHERE MEMBERSHIP

COUNTS By becoming an AOCA member, you will join over 4,000 quick lube centers in the only organization exclusively representing the fast lube industry. Receive support and advice from peers and industry experts.

START ENJOYING THE MANY BENEFITS OF AOCA MEMBERSHIP, SUCH AS: • Advocacy. AOCA is the fast lube industry’s voice when regulation or legislation threatens to make doing business more difficult.

• We keep you informed about staying in compliance and alert you when important issues arise.

• Management Tools and Discounts. Access charts, checklists, templates, kits and guides at no cost, and save on health insurance, liability/garage keepers insurance, life insurance and more.

• Technical Support. Via our Technical Hotline, or email-based Q&A system AOCA Talk, save time and money by sharing tips with fellow members.

• Custom Operational, Marketing and HR Support. Through our partnerships with Affinity HR, Savings4Members, and PISTN: Marketing Accelerated, save on an abundance of services ranging from employee handbooks and credit card processing, to website solutions for upgrading your marketing efforts.

• Education. Take advantage of the Technician • Publications. Stay up-to-date with association and industry news to help you grow your business, with our monthly YouAutoKnow e-newsletter, and LUBE+ Magazine

Academy, Management Certification Course, and iFLEX educational sessions, now co-located with the International Carwash Association’s annual event The Car Wash Show.

Learn more by visiting www.aoca.org.

Q2 2017

THE MAGAZINE OF THE AUTOMOTIVE OIL CHANGE ASSOCIATION

To advertise in future issues of LUBE+, please contact Ryan Wagner at Bedford Falls Communications. rwagner@bedfordfallsmedia.com 920.261.1945

ADVERTISERS

PA G E

AOCA

21/29 800.230.0702 www.aoca.org Auto Data

32 800.767.7580 www.autodatainc.com Bedford Falls Communications

9 920.206.1766 www.bedfordfallsmedia.com Federated Insurance

11 507.455.5200 www.federatedinsurance.com ISI

5 800.922.3099 www.ints.com

Mighty Auto Parts

www.mightyautoparts.com

800.829.3900 Mighty Driving On Ad LUBE+.indd 1

3/3/17 2:45 PM

Oil Eater

23 847.763.0333 www.oileater.com AUTOMOTIVE OIL CHANGE ASSOCIATION

PISTN

17 800.742.4511 www.pistnmarketing.com

Solid Start

31 877.290.3950 www.solidstart.biz

Unisource Direct

12 262.244.0733 www.unisource-direct.com

Valvoline Quick Lube Sales

13/25

859.357.7303

www.valvolinequicklubes.com

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True Brand is family owned and operated, and offers over 250 years of combined experience in the automotive industry. Our goal is to exceed expectations in everything we do to win your trust, build confidence, and grow relationships. This is why our #1 priority is customer service, which includes not only phone support for our products, but also hands-on training for your techs. Our continued research and development ensures we will supply superior quality products today, tomorrow, and beyond. And finally, since we are the manufacturer, we have the power to make the right decisions to create win/win solutions for our customers. Why do we go the extra mile to educate your technicians? Because, as we always say:

â&#x20AC;&#x153;Our Best Customer, Is An Educated Buyer!â&#x20AC;? CALL TODAY FOR A FREE PRODUCT SAMPLE!

Truth:

Customer service is a philosophy, not a department. -Philip Wexler Call Crystal Toll-Free: 877.290.3950 www.SolidStart.biz

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