March 2019 NOLN Magazine by ⌘ ⇧ ⌥

N LN iFLEX PREVIEW

March 2019

GAIN A COMPETITIVE ADVANTAGE

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Remodeling? Expanding? Time to Sell? Explore Your Options

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inside this issue Features

THIS OLD LUBE SHOP

John Joback went from manager to owner of 10 Minit Oil Change and guided the business through a renovation. Now, the image of the business matches Joback’s vision for the future.

By Ford Williams

In 2018, the Auto Care Association reported that the $392 billion auto care industry experienced several upward trends. Some projections, published in the Auto Care Association’s “Auto Care Factbook 2019,” estimate the industry to reach $433 billion by 2021, given surges in consumer confidence and spending levels. 24

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STOP FALLING BEHIND YOUR COMPETITORS

With seven easy steps, you and your employees can align and spring in front of your competitors.

THE IMPORTANCE OF SAYING WHAT YOU MEAN

How to determine when it’s time to sell and prepare your business for sale.

Saying what you mean may be more important than you think, and you may not be as good at it as you think you are.

From the lens of a lender, learn about the items that matter when it comes to getting financing for expansion acquisition or other business activities.

Healthy employees are happy employees. Here’s some tips for you to consider and the hot trends this year.

THE GOOD YEARS

Expansion Considerations for Your Automotive Care Business

EXPANSION CONSIDERATIONS FOR YOUR AUTOMOTIVE CARE BUSINESS

IS THERE A NEW MVAC REGULATION IN YOUR FUTURE?

The EPA is reviewing some of its rules and regulations regarding motor vehicle air conditioning. Learn what this means for you.

TOP WORKPLACE HEALTH AND WELL-BEING TRENDS TO WATCH IN 2019

THE TRUTH ABOUT EMPLOYEE DISENGAGEMENT

Employee engagement will improve when management’s actions align with people’s psychological needs.

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CALL 1.800.221.0216 SERVICECHAMP.COM

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For over 35 years we at Service Champ have continued to evolve our offering while providing customers strategic industry expertise and exceptional customer service. This year we added over 600 NEW items to an already comprehensive assortment and continued to deliver with the best fill rates in the business. Through a powerful combination of our professional team members, and industry leading technology, we are available to service you nationwide 24-7.

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IN EVERY ISSUE

inside this issue

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AROUND THE INDUSTRY TECH SPEC: 2018 FORD F150 TECH SPEC: 2017 HONDA CR-V PRODUCTS & SERVICES CLASSIFIEDS ADVERTISERS INDEX

Viewpoints

FROM THE PUBLISHER You May Sound Like a Broken Record... By Steve Hurt

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ASSOCIATIONALLY SPEAKING What’s on the Schedule: iFLEX at The Car Wash Show 2019 By Kristy Babb

TRAIN LIKE YOUR WALLET DEPENDS ON IT Coaching is More Than Just Saying, “Good Job” By Lenny Saucier

MAKING IT HAPPEN You’ve Been Branded By Kit Sullivan

ABOVE AND BEYOND A “Direct” Solution to a Widespread Problem By Bill Nonnamaker

SELLING IS EDUCATING What Sets Apart the Best from the Rest?

Calendar of Events April 2-4 April 16-17 NOLN Quick Event Atlanta, Georgia 800.796.2577 www.nolnquick.com

By Amber Kossak

AOCA Management Certific tion Course Chicago, Illinois 800.230.0702 www.aoca.org

May 13-15

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

September 10-11 AOCA Management Certific tion Course Dallas, Texas 800.230.0702 www.aoca.org

November 5-7

On the cover: If it’s time to remodel, expand or sell, this month NOLN has advice from experts and operators who have “been there and done that” inside.

March 2019

@Oil_Lube_News

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Remodeling? Expanding? Time to Sell? Explore Your Options

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GAIN A COMPETITIVE ADVANTAGE

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Join the Conversation /OilLubeNews

N LN iFLEX PREVIEW

AAPEX Las Vegas, Nevada www.aapexshow.com

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LETTER FROM THE PUBLISHER

You May Sound Like a Broken Record…

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Publisher

Steve Hurt

steveh@stevehurt.com

As any trainer will tell you, the key to success in training is repeat, repeat, repeat. The trick is to repeat the training in a way so it doesn’t seem like you are just repeating yourself. The March issue in some way looks like a repeat, and I suppose in some way it is; however, the goal of this issue is to cover some common subjects with new material. With that in mind, “This Old Lube Shop,” starting on page 16 is a good read on how John Joback, ambitious former manager and now owner of 10 Minit Oil Change in Ft. Myers, Florida, remodeled his shop using some fresh ideas. John’s story should be inspirational to those who dream of having your own business someday. Along the lines that some things are worth repeating, Tammy Neal, editor of NOLN, and Tiffany Fowler, NOLN’s website analytics guru, decided to serve up a second helping of last year’s most popular Tech Spec articles. If you have many 2018 Ford F-150s or 2017 Honda CR-Vs rolling through your shop, you’ll want to take a second look at these Tech Spec articles to make sure you’re up-to-date with the ins and outs of servicing these redesigned models. Of course, as with everything in business, there are new solutions to old issues: how to motivate disengaged employees, how to gain a competitive edge and some interesting workplace wellness trends. Plus, our professional trainers, Lenny Saucier and Kit Sullivan, weigh in with some critical training advice that you will want to bring with you to this month’s shop meeting. It is all in here. If you haven’t already, add a save-the-date for May 12-15. Nashville, Tennessee, is the place to be for this year’s iFLEX show hosted along with The Car Wash Show. Get more details about this exciting event on page 28. Selfishly, I hope you will find a minute during the trade show to swing by our booth, so we can catch up! Until next month, keep on lubin’. S Steve Hurt

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

Tara Desquitado Ray Hoeneisen William Lynott Peter Suciu Steve Swedberg Ford Williams Brad Wolff

GRAPHIC DESIGN

JimNissen.Design

PUBLISHER

WEBSITE DEVELOPER

Tiffany Fowler

Published twelve times a year (along with an additional Buyers Guide) by NOLN 2721 81st St., Lubbock, TX 79423. Postage Paid at Burlington, VT. Postmaster: Send address changes to NOLN, 2721 81st St., Lubbock, TX 79423. Editorial Information: info@noln.net. Annual subscription rate to U.S. destinations is $39. ©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 inform tion.

March 2019 Volume 34 s Number 3 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

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CVIF Ad

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AROUND THE INDUSTRY SUV Crashes Through Canadian Jiffy Lube A Jiffy Lube in Sudbury, Ontario, was left in pieces after an SUV crashed through the building Thursday, January 24. Sudbury police, fire and paramedic crews were called to the scene. According to sudbury. com, the driver needed help getting out of the vehicle but was not injured. No other injuries were reported at the time.

The building, located on The Kingsway at Bancroft Drive, sustained significant damage, and the cause of the accident is under investigation. Car Care Council Now International Organization The Car Care Council recently announced an agreement with the Automotive Industries Association of Canada (AIA Canada) and the Asociación Nacional de Representantes, Importadores y Distribuidores de Refacciones y Accesorios para Automóviles, A.C. (ARIDRA) to create Car Care Council North America to direct the “Be Car Care Aware” consumer education campaign in the United States, Canada and Mexico. “Car Care Council North America builds on the positive reputation and image of the current Car Care Council, that has been funded and directed by the Auto Care Association for nearly 20 years as a credible source of information about the benefits of vehicle maintenance, care and repair,” said Rich White, Car Care Council executive director. “As everyone working in the global auto care industry knows, proper vehicle maintenance is a universal issue and a challenge that has no borders. Expanding the Car Care Council initiatives in Canada and Mexico is a logical next step in educating consumers about the benefits of regular 10

vehicle upkeep,” said Bill Hanvey, Auto Care Association president and CEO. “We are thrilled to reinforce our association’s ongoing partnerships with AIA Canada and ARIDRA.” “The North American automotive aftermarket industry is more connected than ever before,” said Jean-François Champagne, president, AIA Canada. “Establishing the CCCNA as an organization that reaches across borders to provide extensive consumer education on vehicle care and maintenance in all three countries together is a clear reflection of that interconnectivity. AIA Canada is proud to be a part of this initiative.” “The creation of the expanded council seeks the unification of services in the United States, Canada and Mexico to ensure that vehicles have preventive and not corrective maintenance. We intend to create consumer awareness to keep the vehicles in optimal condition,” said Alejandro Calderón, ARIDRA president. “For ARIDRA, it is an honor to join Car Care Council North America, which will surely help reduce accidents and increase vehicle passenger safety.” AIA Canada is the national trade a s s o c i at i o n that brings together the entire automotive aftermarket supply and service chain. AIA’s mandate is to promote, educate and represent members in areas that impact the growth and prosperity of the industry. ARIDRA is a civil association based in Mexico City, which includes manufacturers, representatives, importers and distributors of automobile spare parts and accessories. Founded in 1943, it represents the image of the aftermarket in Mexico. It has been acting on behalf of its members for 75 years on matters of common interest to help its strategic development and improving their business environment. ARIDRA currently has 151 members in Mexico. The key goals of Car Care Council North America (CCCNA) include: • Substantially increasing the number of consumers reached with information

about proper vehicle care and maintenance on behalf of the three associations’ respective members and industries as a whole. • Structuring CCCNA to ensure a level of autonomy to accommodate country-specific cultural, language and other unique needs for each of the U.S., Canada and Mexico organizations, while centralizing the organization under the umbrella of the current U.S. Car Care Council to leverage economies of scale. • Creating an advisory group with representatives from each association to help guide CCCNA to ensure that the needs of their respective members, motoring public and industries are being met. • Launching a central easy-to-navigate web portal where consumers, industry professionals and the media can locate and download car care content in English, Spanish and French from each of the U.S., Canada and Mexico websites. • Increasing the number of service and repair businesses throughout North America participating in the “Be Car Care Aware” consumer education campaign by providing them access to communications materials, marketing tools and other helpful resources. Advance Auto Parts Announces Partnership with The Midwest Auto Care Alliance Advance Auto Parts, Inc. recently announced a supply partnership with the Midwest Auto Care Alliance (MWACA) to provide automotive parts and training support to its member facilities. The newly formed MWACA, formerly known as ASA Midwest, is a nonprofit association led by independent shop owners.

MWACA focuses on offering its members programs and benefits designed to help them more effectively run their businesses, such as online resources and training, a mentor program and an Advance Auto Parts rebate program.

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Technician Saves Woman With CPR He Learned From Watching “The Office Cross Scott is a 21-year-old technician at Jack Furrier Tire & Auto Care in Tucson, Arizona. Scott was test driving a customer’s car when he came upon a woman in a white sedan, with her hazard lights blinking. Scott pulled over to see if she needed help, realizing she was unresponsive behind the wheel. Scott broke into the car, checked the woman’s pulse and didn’t seem to find one. So, he reclined her seat back and performed CPR. “I’ve never prepared myself for CPR in my life. I had no idea what I was doing,” Scott told the Arizona Daily Star. Because he had “never prepared” for this type of situation, that’s when an episode of “The Office” popped into his head. In the episode, “Stress Relief: Part 1” Michael Scott (played by Steve Carell) sings the

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Image courtesy of: Columbus Ledger-Enquirer

“MWACA has been a strong supporter of Advance Professional for many years and is well known for its outstanding advocacy of independent automotive repair facilities,” said Todd Sanders, senior vice president, Professional Sales at Advance. “We look forward to continuing to enhance our already strong and productive partnership with MWACA, its members and its leadership team. We are eager to help its members through excellent service and programs designed to improve shop performance and profitability.” Advance, a Platinum partner of MWACA, also announced a new mentorship and apprenticeship initiative designed to attract and support new technicians in the automotive service industry. The initiative will identify internal shop trainers and provide a structured onthe-job curriculum to improve technician knowledge and focus on productivity enhancements. “The support of Advance Professional and Carquest goes back more than a quarter of a century to the earliest days of the VISION event,” said Sheri Hamilton, executive director of MWACA. “They continue to support the association, its events and members as we work together to support shop owners in this ever-changing industry. We are proud and thankful to take our partnership to the next level.”

Bee Gees song, “Stayin’ Alive” while doing chest compressions on a dummy, in front of the entire office, so everyone could learn the art of CPR. One factual part highly noted about the episode, as reported by popculture.tv, is how “Stayin’ Alive” has the perfect tempo to use as an example of how fast to press on a person’s chest. After a minute of chest compressions, the woman took her first breath, threw up and was then rolled on her side. That’s when the paramedics showed up — about 10 minutes after Scott initially pulled over to help the woman, popculture.tv reported. Courtney Slanaker is the executive director of the Red Cross of Southern Arizona chapter and told popculture.tv that, “If you don’t do CPR, that victim will die. Don’t be afraid to act. Whatever you do will help that victim and hopefully prevent a death.” She also admitted that the song “Stayin’ Alive” is in fact a good beat to use when delivering CPR. This isn’t the first time Scott has pulled over for someone on the side of the road, popculture.tv reported. With three years of experience at the auto shop and work experience that dates back to when he was 14, he mentioned how he usually helps stranded drivers at least once or twice a month.

Grease Monkey Shop Donates $6,000 to Help Feed Children Grease Monkey in Columbus, Georgia, gave a donation to an area academy to help feed children, WTVM 9 reported. Grease Monkey presented a check for $6,000 to Truth Spring Academy, following a December fundraiser where the shop donated a portion of each oil change to the charity. Truth Spring is a Christian-based academy that serves mostly children living in poverty. After the check presentation, the children enjoyed a hot breakfast with super heroes. “To look at what this does for our organization, it helps us provide essential resources for our students to where they have the chance [to] enjoy a healthy and hardy [sic] meal and really spring forward in a successful school day,” Rob Strickland, director of Truth Spring Academy, told WTVM 9. New Text Program Informs Students of Available Scholarships The University of the Aftermarket Foundation (UAF) has introduced a new text program for students, parents and instructors who would like to learn about automotive scholarship opportunities. Interested parties who text their name and email address to 720.903.2206 will March 2019 | NOLN 11

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receive an instant response providing introductory details about the UAF scholarship program. “By making this new text alert program available, students can quickly show their interest in the many scholarship opportunities made available from the University of the Aftermarket Foundation and its donor partners,” said Danielle Sonnefeld, AAP, co-chair of the UAF Scholarship Committee. “We will be awarding hundreds of scholarships for the upcoming school year, and this new text program will help prospective candidates stay on track to submit their applications by the March 31 deadline.” Scholarship applications are now being accepted at the Automotive Aftermarket Scholarship Central website (www.automotivescholarships.com) for the 2019-20 academic year. Students attending a twoyear or four-year college or university or a post-secondary vocational program, as well as high school seniors planning to attend college or vocational school, are welcome to apply. Applications will be accepted through March 31, 2019.

Russell Mastroff who passed away on December 22. Many toys were also collected for the campaign. “We would like to thank all the team members who participated in our Toys for Tots campaign by collecting donations to brighten the holiday season for less fortunate children in their respective communi-

ties,” said Gary Shifflett, co-president of Fisher Auto Parts. “We also want to thank our customers, channel partners and APSG members who supported Toys for Tots.” In total, the Automotive Parts Services Group (APSG) raised over $400,000 and collected toys at its locations across the country last year. Since Federated initiated

its Toys for Tots campaign in 2012, members, customers, vendor partners and associates have together raised over $2 million for the recognized charity and have been named a Three-Star Partner by the U.S. Marine Corps Reserve Toys for Tots Program. WD-40/SEMA Cares 1967 Camaro Gets Auctioned, Raises $165,000 For Charity The WD-40/SEMA Cares 1967 Camaro raised $165,000 at the Barrett-Jackson auction in Scottsdale, Arizona on January 17, and the proceeds will benefit SEMA Cares and Childhelp, an organization that provides services to abused and neglected children. WD-40 Company partnered with SEMA Cares, the charity arm of the Specialty Equipment Market Association, to build the vehicle, which was selected to commemorate the 50th anniversary of the Chevrolet

“To sign up to receive text information and reminders about available automotive scholarships, just text your name and email address to 720.903.2206. It’s that easy,” Sonnefeld said. “You’ll receive a text reply and an email right away, directing you to the Automotive Aftermarket Scholarships Central website, plus periodic follow-up reminders about available scholarships and the application deadline.” Over $100,000 Goes to Toys for Tots Fisher Auto Parts team members recently raised over $75,000 for the U.S. Marine Corps Reserve Toys for Tots program, plus an additional $25,000 was contributed to the charity in honor of Federated member 12

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Garage Gurus Announces Automotive Technician Scholarship Program for 2019 Garage Gurus will award up to $30,000 in scholarships to future automotive technicians who are accepted or currently enrolled in accredited, U.S.-based automotive technical schools, colleges and universities, or enrolled full-time at a U.S. high school. This is the fifth consecutive year for the program, part of a comprehensive “Tech First” initiative, including the nationwide Garage Gurus network of technical education centers. Applications are now available for the opportunity to receive one of 12 $2,500

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Camaro and the SEMA Show in 2017. The Camaro was re-built in the SEMA Garage — a state-of-the-art facility in Diamond Bar, California, that has high-tech tools and equipment for SEMA member businesses to use. The custom Camaro features a supercharged 6.2L LS3 E-Rod engine mated to a 4L65E four-speed transmission, an aftermarket full frame and a carbon fiber flat out rear spoiler. Additional upgrades include an Art Morrison chassis, a Corvette C6 suspension and a custom interior with the WD-40 brand logo stitched into the headrests. “WD-40 Company is so proud of the SEMA Garage team’s work, and to be able to help make a difference through Childhelp” said Patricia Olsem, senior vice president and USA general manager at WD-40 Company. “To date, WD-40 Company has raised more than $990,0000 for SEMA Cares charities through auctioning custom vehicles.” The SEMA Garage refurbished the classic Camaro with the help of the following leading specialty equipment manufacturers: GM Performance, Roadwire, Budnik Wheels, Art Morrison Ent., Strange Engineering, Vortech Superchargers, PCH Rods, Baer Brakes, New Port Engineering, Auto Custom Carpets, NRG, Classic Industries, Eibach Springs, Currie Enterprises, Inland Empire Driveline, Aeromotive, Fragola Performance, Design Engineering Inc., LGE-CTS Motorsports, PPG Industries, Roto-Fab, Advanced Flow Engineering, Magnaflow, Mishimoto, K&N Engineering, Lokar, Kindig It Design, Camaro Central, OPTIMA Batteries, BCR Motorsports, RetroSound, Pertronix and Nitto Tire.

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current and future technicians to perfect their skills and training, as well as to aid in addressing technician shortages throughout our industry,” said Brent Berman, director of Training and Consumer Experience, Federal-Mogul Motorparts. “We have continued to support local vocational and technical school students and, along with our own Garage Gurus’ technical education centers, current technicians who want to be better-equipped to meet the challenges of working on today’s complicated vehicle systems.” Offering onsite, online and on-demand instruction, Garage Gurus is a first-ofits-kind national training platform designed to help front-line automotive service professionals keep pace with the latest vehicle technologies. State-ofthe-art Garage Gurus technical education centers are operational in 11 U.S. markets — Atlanta; Baltimore; Boston; Chicago; Dallas/Fort Worth; Houston; Rancho Dominguez, California; South Florida; St. Louis; Suburban Detroit; and Van Nuys, California. To learn more about the Automotive

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Technician Scholarship Program, to submit an application and to read the full set of rules and eligibility requirements, visit: www.fmgaragegurus.com/scholarship Mann+Hummel Earns CES Innovation Awards Honoree Status At CES 2019 in Las Vegas, Mann+Hummel exhibited a range of digital filtration solutions, including Fine Dust Eater, a technology platform that earned CES 2019 Innovation Award Honoree status. Honored in the “Tech for a Better World” category, Fine Dust Eater tackles pollution caused by particulate matter. With air pollution unusually high, many governments or city administrations in Europe impose driving bans. Pollution caused by particulate matter can be tackled by innovative filtration technology platforms like the Fine Dust Eater. A filter installed on the roof of the vehicle retains particulates from the ambient air. A brake

NO CHARGE *

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NETWORKING

Over 2.5 days, meet with engaged operators and highquality vendors to discuss solutions to the problems your shop faces. No waiting in line to hope to talk to a vendor. You get face-to-face, uninterrupted and productive meetings.

NINE INNINGS

On the evening of April 3, NOLN Quick takes over a private venue at Sun Trust park to watch the Braves take on the Cubs in the second game of the season. You’ll be just inches from the playing ﬁeld, enjoying a player’s perspective through the outﬁeld fence — you’ll even be able to smell the fresh cut grass. Join us for food, drinks, fun and even more networking in a laid-back atmosphere.

*Qualiﬁed operators will be invited to attend QUICK 2019 at no charge. That’s right — airfare, accommodations, hotel, meals and scheduled networking events are covered. Expenses are paid for one operator, and reduced prices are available for additional attendees. To see if you qualify, visit www.nolnquick.com and complete the non-binding information questionnaire.

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dust particle filter fitted to the brake system is designed to minimize the release of brake dust to the environment. The vehicle occupants are additionally protected by a NOX fine dust combo filter. This combination can mitigate pollution effects and protect people. Field testing with an experimental vehicle has taken place in Stuttgart, Germany, and the project has been expanded to other countries. Another part of the Fine Dust Eater technology platform, stationary filter cubes, are available for urban areas with high pollution. Equipped with fine dust particle filters and high-performance fans, these filter cubes actively remove fine dust from surrounding air. This technology is currently running as a two-year pilot project in Europe and is available to municipalities. “By combining our Leadership in filtration with digitalization, we intend to provide innovations that make a visible difference for our customers,” said Charles Vaillant, Mann+Hummel CTO. “Filtration offers amazing product opportunities to improve air quality, protect human beings and maintain expensive assets running. We are not satisfied until our customers see significant improvements by using our products. This is what Mann+Hummel innovation is all about.” The CES Innovation Awards are an annual program that celebrates outstanding design and recognizes honorees across 28 product categories. A panel of judges, including designers, engineers and members of the tech media, reviews submissions based on design, functionality, consumer appeal, engineering and how the products compare with competition. S

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“I came in as manager, turned the business around and saw that it needed to be spruced up, but the previous owner just couldn’t see it. That’s when I decided to buy it.” -John Joback

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This Old Lube Shop The Story of 10 Minit Oil Change’s Renovation By Peter Suciu

nyone who watches home improvement shows knows that there are always good reasons not to tear down a structure and start over. For John Joback, owner of 10 Minit Oil Change in Fort Myers, Florida, tearing down the nearly 60-year-old building wasn’t an option — however, at one point he almost walked away from it. For six years, Joback had clocked in at the building, which was originally built in 1960 as a gas station before being converted to a quick lube shop, and he came to appreciate not just the building but the location and existing clientele. In fact, when Joback took over, business wasn’t so great, and the building was showing its age. As manager, he turned it around, increased the car count and knew he could run the shop on his own. That’s when Joback, who told NOLN rather candidly that he was

“tired of working to put money in someone else’s pocket,” decided it was time to do it his way. “I came in as manager, turned the business around and saw that it needed to be spruced up, but the previous owner just couldn’t see it,” Joback explained. “That’s when I decided to buy it.” But it wasn’t as easy as just signing on the dotted line. Joback first had to persuade the previous owner that it was time to sell. Something just drew him to the building, and that’s why Joback decided it was worth fighting for. In the end, it paid off. “I had to go back three times,” Joback added. “And even then, I was close to walking away. I had spent almost six years as manager and I knew everything about the building, but I also knew what it was going to take to get it.”

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Because there was not enough room to expand the shop and add another bay, Joback opted to add an outdoor lift instead.

At one point, it almost looked like the deal wouldn’t happen. “I finally told the previous owner, ‘I’m ready to purchase this location, but if we can’t make a deal I found another shop — owned by a competitor — 1.8 miles away. I’ll jump on that shop, and you’ll compete with me,’” Joback told NOLN. “I was ready to pull the trigger, and finally my old boss said ‘if you have the money, we have a deal.’ That was it, and the building was mine.” Those six years spent working at the location prepared Joback for the next step, modernizing what was now his shop and, more importantly, his business — 10 Minit Oil Change. As noted, the building had been constructed in 1960 as a gas station. It was small on a tight lot, but Joback knew it could be so much more. “It was a basic brick with wooden frame building that had a flat roof when it was built, but that was updated at some point to an A-frame roof,” Joback explained. It was what the home improvement shows might describe as a building with “good bones.” While Joback thought about tearing it down, that presented problems — not the least of which was the lot, which was close to an auto supply shop and offered limited room for expansion. Instead of go-

ing bigger, it was about making use of all the available space while giving the shop a much-needed makeover. Because the building couldn’t really be enlarged or expanded, an outdoor lift was installed during the renovation process and that allows techs to get some fresh air while servicing vehicles in an “extra” bay. In many ways, the existing structure was solid and was sort of a “they don’t build ‘em like this anymore” kind of place. It was solid, but the brick and paint showed its age — in no small part to the extreme sun that the Sunshine State receives, as well as the regular deluge of rain. “We gave the outside a complete makeover with stucco and paint, and while the sun will fade it a bit, it is something we can maintain very easily,” Joback said. After acquiring the property in November 2017, it was time for the extreme shop makeover.

Slow But Steady Going

The plan was for a simple eight-week renovation, but just as those TV renovation shows suggest, nothing ever goes as planned, and anyone who has renovated their home also knows to plan for the worst. Fortunately for Joback, there were no surprises — the biggest issue was an old vent that was probably put in to suck exhaust fumes out of the pit. However, the eight-week job took a full 22 weeks to complete. 2018’s Hurricane Michael was responsible for pushing things back a bit, especially as the region was still recovering from the 2017 hurricane season. “There were problems getting materials,” explained Joback, who didn’t let the slow-going get to him. Instead of stressing out over it, he used what could have been a crisis moment as one of opportunity. “First, we were able to keep operating the whole time, so the construction phase didn’t mean we were losing customers,” he added. “In fact, with the scaffolding, it created some curiosity with customers who wanted to come over and see what was going on. The good news for us is that the construction didn’t mean downtime and really didn’t present too many challenges — apart from the temporary plastic shelter setting off the motion detectors at night!”

The plan was for a simple eight-week renovation, but just as those TV renovation shows suggest, nothing ever goes as planned. The eight-week job took a full 22 weeks to complete.

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“I did some painting, but as soon as we started this project and saw that the rails by the pit were rusted out, I knew this was the time to call in the pros.”

-John Joback

The extended time meant that Joback could also focus on marketing efforts, highlighting the new and improved 10 Minit Oil Change, but one downside was the fact that there was no “grand reopening.” Since the shop never really closed, he decided it was simply a moot point anyway. Where Joback was helped was by having friends — or more accurately, clients — in high places, namely City Hall. He had already secured contracts with the city’s various vehicles, and rather than risk having the work on the vehicles delayed, the city helped make sure he didn’t wait on permits or inspections. “Everything was really easy, and my business relationships allowed things to get pushed ahead,” he explained. As a new business owner, Joback did forego taking too much of a hands-on approach, and he’ll be the first to admit that this was no DIY effort. So, he didn’t invest “sweat equity” in his shop. “I did some painting, but as soon as we started this project and saw that the rails by the pit were rusted out, I knew this was the time to call in the pros,” Joback said. “I wanted it done right, and I had to hire it out. I wanted to make sure the shop is up to code, built to last and ready to last another 60 years, at least.” In the nearly year and a half since acquiring his first building, renovating it and seeing the business grow by 119 percent, Joback isn’t ready to take it easy just yet. “We couldn’t expand at this location due to the lot size and the fact that we had to allow for traffic flow, so I’m already looking at another location,” Joback said. “Who knows after that?” S

10 Minit Oil Change had a fresh, new look after its 22-week renovation.

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The Good Years:

How to Determine When It’s Time to Sell and How to Prepare Your Business for Sale

By Ray Hoeneisen

Plan your exit strategy in advance by consulting your financial advisor. Clean up your financial reports for the potential buyer’s review.

ou have owned your shop for the past several years, and you’re thinking it is time to retire. Your children have successful careers and have no interest in owning your shop. You are now considering selling your business. You need to get the best possible price for it. You’re considering placing a lube shop for sale advertisement in an industry news magazine, but are you ready to sell? Most likely, you are not prepared to sell at the highest possible price. You may have been a successful business owner for several years, but you might not have ever sold a business. So, you’re not sure what steps to take to assure that you receive a fair price.

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Selling Your Home No, that’s not a typo. Most small business owners typically do not have experience at selling businesses, but usually they have sold several homes in the past. Many of the steps you took to prepare to sell your home are also necessary in preparing to sell your business. Let’s first review some of the steps to use in selling your home at or above the current market value. Hire a professional to guide you through the process. An experienced realtor who has been involved with hundreds of sales could help you avoid many of the pitfalls in the sales process that will cost you significantly. They know the market and will do the research necessary to properly advise you on the best price to sell your home. They will also be able to suggest several steps you should take before it goes on the market.

STEP

Have your home inspected by a licensed professional. This inspector will provide you with a detailed report on the condition of your home. This report will cover everything: building, major appliances, heating and air-conditioning unit, all electrical items and many others that could affect the price you receive or may cause the buyer to cancel the sale. Consider making repairs after getting estimates. After all, your potential buyers will hire their own home inspectors and, most likely, find the same problems. STEP

Curb appeal. This term is referring to the potential buyer’s first impressions. Spruce up the outside; freshen the lawn and landscaping. Paint the outside, and inside if necessary (usually needed). Absolutely nothing improves the buyer’s impression of your home as much as a fresh coat of paint. STEP

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Hire a professional cleaning company. They can help improve your home’s appearance. Remove every item you don’t need to live in the home until it is sold. Remove family pictures and other personal items. The buyer wants to view the home as their own, not your home. You’re going to move soon, so pack up everything you can now, including unnecessary furniture. Yes, you loved them, but your potential buyer most likely will not. STEP

Consider picking the low hanging fruit. Who would gain the most by buying your shop?

Pre-qualify your buyer. An exceptional offer from someone who does not have the means to purchase will only take your home off the market for several weeks. Require all offers to have either proof of funds and/or a preapproval letter from a qualified lender. STEP

When to sell? The best time to offer your home for sale is during a sellers’ market. A sellers’ market is when prices are rising, usually due to a low availability of homes for sale. Real estate is like the stock market. Many times, trying to catch the top of the market will be too late. There are many other possible steps you might consider. View your home in the same way you view shopping for your possible new home. STEP

Selling Your Business When to sell? The best time to sell is when you’re setting sales and car count records.

Preparing your home for sale is the essential action you can take to ensure you get the highest possible price. Preparing your business is even more essential. STEP Plan your exit strategy in advance by consulting your financial advisor. Clean up your financial reports for the potential buyer’s review. Usually, your potential buyer will need financing for either part or almost all of your asking price. Their lender will ask for the past three years of your financial documents. Your financials must support your asking price.

Hire a professional business advisor to review your financials, preferably three years in advance of your sell date. Seek their guidance in establishing your potential asking price. Remember this price is three years in advance, so it will be only an estimate. You have three years to increase this value. When you are closer to the sale date, bring them back for the current asking price. Consider hiring an automotive inspector to review the age and condition of your equipment. Repair equipment, if necessary and affordable. Be cautious; do not overspend believing that the buyer will completely reward you with a higher price. Your buyer will expect you to have maintained your equipment, not necessarily replaced them. STEP

Sell on the upside! Preferably with the last three years having sales and car count increases. Consider making changes to your marketing plan that will drive additional traffic. Look for ways to increase your cash flow to improve your financials. STEP

Prepare and update. Just like preparing a home for sale, you’ll want to take a look at — and maybe enlist a professional to help with — clutter, curb appeal, cleanliness and, most of all, paint. Your goal is to have your entire shop (including lower bay) looking like new. Most every shop collects stuff over time. Ask yourself, “Why is this important, and does it improve my service?” If the answer is not positive, get rid of it. Are there other needs? Is the drive in need of a new coating or is maintenance needed in other areas of the shop? Does the roof leak? What is the condition of the air conditioner and heating unit? What other items would you review before YOU made a purchase offer? STEP

Consider picking the low hanging fruit. Who would gain the most by buying your shop? Many times, it’s your competitor. Taking over your location and customer base would enhance their position in the marketplace. To save your marketing expense, contact them first to explore their interest. STEP

When to sell? The best time to sell is when you’re setting sales and car count records. If you’re past three years have produced a constant increase, maybe it’s time to reap the rewards. STEP

Close The Sale Don’t expect an immediate result. The sales process, many times, is a long road. Have patience; don’t jump at the first person who is interested. Are they really interested or just kicking the tires? Before you start disclosing confidential information, both you and the potential buyer should sign a nondisclosure agreement. Not only does this agreement protect you, but it is also the first sign you have a serious buyer. Cash flow is king — cash coming in vs. cash going out. Use your three-year planning period to pay off debt. Two items to consider before you go to market: Are you willing to finance a portion of the total sale amount? If so, you usually will receive a higher price. Are you willing to keep working with them for a time? Would you be a consultant for a time? If so keep these periods as short as possible. Both could assure their success. Take a look at your books. Has business been good? What does 2019 have in store for you? S

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Expansion Considerations for Your Automotive Care Business By Ford Williams

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This research begs a couple of questions: are you capitalizing on a growing market, and are you considering an expansion? Growing your business can be done in many ways. Here are a few common situations where financing can be advantageous: • Lease versus own: Most shop owners must eventually confront the issue of whether to purchase or lease their buildings. For new owners who are uncertain of future space needs and who want to ensure maximum cash flow as they grow their businesses, leasing may be a wise option. But for new or seasoned owners with a strong financial profile, a clear picture of future growth and the ability to take advantage of the tax benefits of ownership, a commercial real estate purchase can provide a solid foundation for growth. Remember, your monthly mortgage payment will often be less than your monthly rent payment. • Relocation: Frequently, the location you chose for your business is no longer working. It may not provide the space you need, or it might not be in the place you desire. A new location can also allow for growing your client base. For example, an ideal location will be visible from sidewalks and roadways to generate more brand awareness and easy access for new customers. • Second location: If your first location is successful, expanding to a second location under the same brand can be a good option. With an established business plan, strong customer base and successful employees, the upfront risk is often lower than breaking into the market. However, keep in mind, opening a new location is no simple feat (as you undoubtedly know from opening your first location). You’ll need to ensure your first location is a well-oiled machine — pun intended — allowing you to focus your efforts on your new shop. • New construction: Conventional and SBA lenders have favorable terms available for financing automotive care construction projects. To determine how much debt the business can reasonably support, the lender will evaluate whether the cash flow of the business is sufficient to cover the monthly payments of the construction project. In addition to cash flow, lenders may examine: • Revenue trends • If revenues are maxed out due to limited space • If upgrades are needed to keep up with the competition • What new services you will be able to offer • Personal credit • Acquisition: Purchasing an existing location is another way to grow, and this approach may have less risk than opening a second location. Be sure to weigh transition risks carefully. For the business you are considering buying, how is the business performing? What is the customer base, and are they loyal? How will your cash flow be affected? • Conversions: Converting an independent shop into a franchised brand location is also an option. Typically, these can be remodeled in a short amount of time. Often, an existing building has an easier time getting through the zoning process. Moreover, a community tends to be more lenient with conversions because the building already exists, and there is less construction required. Converting can also bring down the overall costs of a facility structure because HVAC systems or other equipment may already exist on the site. All of these factors can influence the success of your business.

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“For new or seasoned owners with a strong financial profile, a clear picture of future growth and the ability to take advantage of the tax benefits of ownership, a commercial real estate purchase can provide a solid foundation for growth.” PREPARING FOR FINANCING

After identifying the next growth opportunity for your business, it’s time to prepare and start talking to banks. A bank’s decision to lend money to a borrower is not rocket science. It’s a decision made on a few founding principles, so to better understand how they decide who is approved and who isn’t, let’s look through the lens of the lender. There are five categories to evaluate the risk of a loan: character, capital, conditions, collateral and cash flow.

Character:

Can we trust you?

Your traits define your character, and a bank wants to know what kind of trust they can place in you. The lender needs to be confident that a borrower’s background, education, industry knowledge and experience align to operate the business successfully. In essence, the bank wants to know if they can trust you to run the business successfully and pay back the loan. Many factors influence loan approvals, and personal finances and credit can have a significant impact on your ability to borrow money for business purposes. A lender will examine personal credit reports and PFS of borrowers and guarantors associated with the loan. Your credit report is your track record of prior debt repayment. Your credit report compiles your debt story in one place and tells a reader how successful you are at paying that debt back. Balances, credit limits and payment history are reported from your credit cards, student loans, mortgages, car loans or other lines of credit. Payment history is one of the most significant factors in your credit score. It is wise to check your reports before talking to a lender and be prepared to explain if there are delinquencies.

Capital:

How do you handle money?

When asking to borrow money from a lender, it is only natural that they will ask what personal investment, or capital, you plan to make or have already made in the business. Contributing personal assets demonstrates you are willing to take a personal risk and you are betting on the business to succeed. March 2019 | NOLN 25

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“If your first location is successful, expanding to a second location under the same brand can be a good option. With an established business plan, strong customer base and successful employees, the upfront risk is often lower than breaking into the market.” In addition, the lender will assess your personal financial position by looking at your PFS. This is simply a summary of your assets, things of value you own, liabilities, debts or obligations. By calculating assets minus liabilities, the lender calculates your net worth. Depending on the lender and the type of loan, a positive net worth may not be a requirement to qualify for the loan. In addition, your PFS is an indicator of your financial responsibility. The types of assets and liabilities you accumulate show long- and short-term spending behaviors. So, consider the picture your PFS may paint. A positive picture is one where your PFS aligns with your past and current job positions and reflects a history of responsibility when it comes to managing your money.

Conditions:

What do you need to succeed?

Lenders examine conditions for both the current state of the business and expected industry trajectory. This gives a lender perspective on what the loan will be used for, what will be taking place, the status of the business and the status of the profession and marketplace economy. Lenders like to see positive trends and strong business plans with a thoughtful plan for growth and continuity. For example, common reasons for automotive care expansion financing include: construction, renovations, acquisitions, equipment purchases, working capital and refinancing. A lender would look at these factors to ensure the money being borrowed is appropriate and that market conditions are strong enough for the business to make enough money to cover costs and pay back the loan.

Collateral:

What if you don’t pay it back?

A lender is not only interested in what happens if everything goes well, but they also have to consider the worst-case scenario — a defaulted loan. 26

Collateral helps solve this problem by acting as a secondary source of repayment. A lender will consider the value of the business assets as well as personal assets of the guarantors as potential collateral. Collateral also acts as a psychological motivator, as people tend to get more resourceful when they have something to lose. Collateral is an important consideration, but its significance varies depending on the type of loan. A lender will be able to explain the types of collateral needed for your loan.

Cash flow:

How will you pay it back?

Ultimately to approve the loan, the lender wants to get comfortable with how your auto care business will be able to repay the loan successfully. In business financing, there is a different paradigm in evaluating repayment ability than in consumer financing. With business loans, repayment ability comes from the business’s cash flow. This is the amount of cash available after ordinary business expenses have been paid. The business should have sufficient income to support its business expenses and debts comfortably, including principals’ salaries that support personal expenses and debts. Cash flow management is an imperative skill for any small business owner.

FINAL THOUGHTS

Current market conditions and available financing options are creating an ideal time to pursue an expansion in the automotive care industry. Remember, these five components — character, capital, conditions, collateral and cash flow — are the pillars of typical credit analysis. These five areas help the lender evaluate the auto care business owner and the business to understand better the risk of making the loan and the likelihood that the loan will be successfully repaid. Hopefully, you now have a better understanding of what is needed and how to prepare for the expansion loan application process. S FORD WILLIAMS has been with Live Oak Bank since its inception in 2008. He has served as a senior loan officer since 2015 with loan production totaling over $250 million to small business owners nationwide. Prior to that, Ford was a team leader in the bank’s Business Advisory Group, where he serviced a $100 million SBA loan portfolio and provided support and business performance feedback to Live Oak’s loan customers. Ford has an undeniable passion for coaching entrepreneurs and business owners through their financing options and enjoys developing relationships with industry partners to further his industry expertise.

“Purchasing an existing location is another way to grow, and this approach may have less risk than opening a second location.”

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VIEWPOINT

Associationally Speaking

What’s on the Schedule: iFLEX at The Car Wash Show 2019 By Kristy Babb

If you’re in the fast lube business, Nashville is the place to be May 12-15. iFLEX at The Car Wash Show 2019 promises to be the industry’s biggest event of the year, chock full of industry-specific education, networking opportunities and a massive trade show to connect you with the latest and greatest products and services. The party begins on the evening of May 12 with AOCA’s Welcome Reception at The Hard Rock Cafe. Every business owner knows that learning never ends. Here’s a look at AOCA’s educational offerings at iFLEX at The Car Wash Show 2019.

State of the Fast Lube Industry SPEAKER: Ragan Holt, industry consultant

Utilizing the latest Fast Lube Operator survey results from NOLN, this session will paint a picture of the state of the industry. The Fast Lube Operator Survey is one of the most in-depth studies of the fast oil change industry available. What has the latest survey revealed, and what does that mean for your business? What do data trends say about the future of our industry? This informative session will broach these questions and more as we aim to form an accurate snapshot of the fast lube industry.

Technology Innovations Affecting Our World of Fast Lubes: Road to Survival or Perdition SPEAKER: Steve Barram, CEO, Integrated Services Inc.

Technology has had an exciting impact and taken an immense toll on countless industries. It has changed the way we think about and do business. New industries have been created. Some have been wiped off the map. So how has technology impacted our industry, and more impor28

tantly, how will it impact our industry in the future? This session will take a look at various segments of the fast lube industry and how advances in technology have and will affect them. It is designed to provide a framework for the owner to see and embrace the coming changes in a very practical way. Don’t miss out on this opportunity to be alerted and acquainted with an ever-changing technological world and its potential impact on your business.

Talent Management - Customer Service Within Your Organization – A Forgotten Art – WACTEO SPEAKER: Nancy Friedman, president, Telephone Doctor Customer Service Training

This is a special program for Internal Customer Service. We call it the Forgotten Art. And you’ll notice a word in the title you might not recognize — WACTEO. Yet, it says it all. If you’re looking for the meaning, don’t miss this session. You’ll learn ideas, tips, skills and techniques that will bring you a more harmonious atmosphere within your company. Think about it, most of us are with our coworkers more hours per day than our spouses. And in truth, sometimes we forget that. It’s too important of a topic to not know more about. Join us, and increase the compatibility and harmony within your organization.

Building Enduring Value into Your Business

SPEAKER: Joe J. Thissen, vice president of Sales, AutoCenter Sales

After building a thriving business, entrepreneurs often hope their companies will perpetuate into the future. Doing so will enable you to have the personal and financial freedom shared by few of your peers. No matter which path an owner chooses for his or her

business, transferable value is the common denominator of a successful transition. Truly understanding your business and its value goes beyond numbers. Whether you’re a newly launched business or getting ready to plan your exit strategy, now is the perfect time to improve the transferability characteristics of your company. Attendees will gain actionable thoughts and ideas that will enable you to unlock your transferable value and get the most out of your business. This workshop brings real-world experience and examples by business experts to this important topic.

Your Website, Google Changes & Other Trends in Online Marketing

SPEAKER: Kevin J. Steeland, founder and CEO, PISTN Digital Marketing

Every day, businesses of all sizes ask themselves: What does Google want now? You work hard managing the day-to-day operations of your business. Keeping up with the marketing trends and technological developments can feel like just one more thing you don’t have time for. In this session, Kevin Steeland, CEO of PISTN Digital Marketing will update you on the latest in digital marketing with real-world examples and practical advice for ensuring your customers can find you on the web. His unique perspective, gained from working with hundreds of small businesses, will help you understand what you can do now to boost your business. For more information or to register for iFLEX at The Car Wash Show 2019, visit: www.thecarwashshow.com See you in Music City! S KRISTY BABB is the executive director of the Automotive Oil Change Association (AOCA). Contact her at info@ aoca.org or 800.230.0702.

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WE WANT YOUR BUSINESS TO THRIVE. Phillips 66® Lubricants customers can take advantage of two great brands along with all the diverse tools it takes to be successful. See all that’s available at Phillips66ResourceHub.com.

PROMOTIONS • Encourage customer loyalty and repeat business. • Access to consumer rebates, keytags and coupons.

REPUTATION AND PERFORMANCE MANAGER • Nurture new and existing client relationships. • Increase customer reviews, referrals and repeat sales.

RESOURCE TOOLBOX • Select the right oil, signage, promotional items, training and more. • Order service bay kits, floor mats and static clings.

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NUTS & BOLTS

Tech Spec: 2018 Ford F-150

ENGINE OIL: SAE 5W-30 SYNTHETIC BLEND (2.7L ECOBOOST, 3.5L ECOBOOST); SAE 5W-30 DIESEL MOTOR OIL (3.0L POWER STROKE DIESEL); SAE 5W-20 SYNTHETIC BLEND (3.3L V6, 5.0L V8) Editor’s Note: Back by popular demand! Th s month we are publishing a couple of our best performing Tech Spec articles from noln.net. Be sure to browse noln.net’s Tech Spec articles for all of the details on servicing new and redesigned vehicles. The new Ford F-150 was redesigned for 2018. New features include standard Auto Start-Stop for all engines, all-new 3.3-liter V6 with port and direct-injection technology and flex-fuel capability and electronic six-speed automatic transmission with selectable drive modes — normal, tow/ haul and sport. The electronic 10-speed automatic features selectable drive modes — normal, tow/haul, snow/wet, eco-select and sport. The 10-speed automatic transmission is standard with the all-new 2.7-liter EcoBoost engine, 3.5-liter EcoBoost and 5.0-liter V8 engines. The new secondgeneration 2.7-liter EcoBoost now has advanced dual port and direct-injection technology. The enhanced 5.0-liter V8 brings significant upgrades including advanced dual port and direct-injection technology, 30

plus spray-on bore liner technology. Perhaps the most exciting engine technology advancement in the 2018 Ford F-150 is the availability of the first-ever F-150 3.0-liter Power Stroke diesel with a targeted EPA-estimated 30 mpg highway rating, 11,400 pounds of towing capacity and 2,020 pounds of payload capacity, plus 250 horsepower and 440 pound-feet of torque. The same Ford powertrain team behind the 6.7-liter Power Stroke for Super Duty trucks since 2011 designed and engineered this all-new 3.0-liter Power Stroke V6 diesel engine to the specific needs of North American F-150 customers who tow and haul frequently. This new V6 diesel features the same compacted-graphite iron block material

construction and forged-steel crank used in the 2.7-liter EcoBoost engine for added strength and durability along with reduced weight. For greater responsiveness and reduced turbo lag, a high-efficiency variable-geometry turbocharger was used. A commonrail fuel injection system precisely optimizes performance and fuel efficiency, while a high-pressure 29,000 pounds per square inch injection calibration enables smoother, quieter operation with reduced emissions. Dual fuel filters were added for improved break-in, while a cast-aluminum oil pan and two-stage oil pump mean reduced parasitic loss and improved efficiency. The 2018 F-150 received a little exterior freshening, with new grilles, bum-

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pers, lighting, tailgate outer, appliques and wheels. Interior freshening on XLT Sport, XLT Special Edition, Lariat, King Ranch, Platinum and Limited includes color and material changes for seats, instrument panel and console trim. King Ranch interior leather color changes to Kingsville, Platinum changed to Dark Marsala, while Limited now gets Navy Pier. An all-new B&O Play Premium Audio System by Harman is available. Sync Connect is optional on XLT and Lariat, and standard on King Ranch, Platinum and Limited; it includes a Wi-Fi hotspot for connecting up to 10 devices. Adaptive cruise control with stop-and-go functionality and pre-collision assist with pedestrian detection are available. A base model 2018 Ford F-150 carries a starting MSRP of $27,610. A fully-loaded Platinum trim, with SuperCrew cab, 6.5foot box, 3.5-liter EcoBoost engine, fourwheel drive, electronic 10-speed transmission, technology package, trailer tow package, power moonroof and 3.55 electronic locking axle ratio will run just north of $63,000. Servicing the 2018 Ford F-150 The 2018 Ford F-150 is equipped with the Intelligent Oil-Life Monitor system, which displays a message in the information display at the proper oil change interval. This interval may be up to one year or 10,000 miles (16,000 km). When the oil change message appears in the information display, it is time for an oil change. Ford advises owners to make sure to change their vehicle’s oils and fluids at the specified intervals or in conjunction with a repair. According to Ford, flushing is a viable way to change fluid for many vehicle sub-systems during scheduled maintenance. It is critical that systems are flushed only with new fluid that is the same as that required to fill and operate the system or using a Ford-approved flushing chemical. NORMAL MAINTENANCE INTERVALS At every oil change interval as indicated by the information display: • Change engine oil and filter • Rotate tires, inspect tire wear and measure tread depth • Inspect accessory drive belt(s) 32

• Inspect battery performance • Inspect engine air filter • Inspect exterior lamps operation • Inspect fluid levels; fill, if necessary • Check for oil and fluid leaks • Inspect half-shaft dust boots • Inspect hazard warning operation system • Check horn operation • Inspect radiator, cooler, heater and air conditioning hoses • Inspect suspension components for leaks and damage • Inspect tires, including the spare for wear and proper pressure • Inspect windshield for cracks, chips or pits • Inspect washer spray and wiper operation • Inspect the automatic transmission fluid level (if equipped with dipstick) • Inspect the brake pads, shoes, rotors, drums, brake linings, hoses and parking brake • Inspect the engine cooling system strength and hoses • Inspect the exhaust system and heat shields • Inspect front axle and U-joints; lubricate, if equipped with grease fittings (four-wheel drive only) • Inspect steering linkage, ball joints, suspension, tie-rod ends, driveshaft and U-joints; lubricate any areas with grease fittings • Inspect the wheels and related components for abnormal noise, wear, looseness or drag • Refill the diesel exhaust fluid tank (diesel engines only) Every 20,000 miles (32,000 km): • Replace cabin air filter Every 30,000 miles (48,000 km): • Replace engine air filter • Replace the engine-mounted and framemounted fuel filters At 100,000 miles (160,000 km), then every three years or 50,000 miles (80,000 km): • Change engine coolant Every 100,000 miles (160,000 km): • Replace spark plugs • Inspect accessory drive belt(s) (every other oil change until replaced)

Every 150,000 miles (240,000 km): • Change automatic transmission fluid and filter • Change front axle fluid (four-wheel drive vehicles) • Change rear axle fluid • Change transfer case fluid (four-wheel drive vehicles) • Replace accessory drive belt(s) SPECIAL OPERATING CONDITIONS SCHEDULED MAINTENANCE If the vehicle is primarily operated in any of the following conditions, extra maintenance may need to be performed. If the vehicle is operated occasionally under any of these conditions, it is not necessary to perform the extra maintenance. TOWING A TRAILER OR USING A CARTOP CARRIER As required: • Change engine oil and filter as indicated by the information display and perform services listed in the Normal Scheduled Maintenance chart Inspect frequently, service as required: • Inspect and lubricate U-joints Every 60,000 miles (96,000 km): • Replace spark plugs (gasoline engine) EXTENSIVE IDLING OR LOW-SPEED DRIVING FOR LONG DISTANCES, AS IN HEAVY COMMERCIAL USE As required: • Change engine oil and filter as indicated by the information display and perform services listed in the Normal Scheduled Maintenance chart Inspect frequently, service as required: • Replace engine air filter (gasoline engine) • Inspect the air filter restriction gauge; replace filter, if necessary (diesel engine) Every 60,000 miles (96,000 km): • Replace spark plugs (gasoline engine) OPERATING IN DUSTY OR SANDY CONDITIONS Inspect frequently, service as required: • Replace engine air filter (gasoline engine)

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• Inspect the air filter restriction gauge; replace filter, if necessary (diesel engine) Every 5,000 miles (8,000 km): • Inspect the wheels and related components for abnormal noise, wear, looseness or drag • Rotate tires, inspect tires for wear and measure tread depth Every 5,000 miles (8,000 km) or six months: • Change engine oil and filter OFF-ROAD OPERATION Inspect frequently, service as required: • Inspect steering linkage, ball joints and U-joints; lubricate, if equipped with grease fittings • Replace engine air filter (gasoline engine) • Inspect the air filter restriction gauge; replace filter, if necessary (diesel engine) Every 5,000 miles (8,000 km) or six months: • Change engine oil and filter • Inspect the wheels and related components for abnormal noise, wear, looseness or drag • Rotate tires, inspect tires for wear and measure tread depth EXCLUSIVE USE OF E85 (FLEX FUEL VEHICLES ONLY) Every oil change interval: • If ran exclusively on E85, fill the fuel tank with regular unleaded fuel (gasoline engine) SPECIAL OPERATING CONDITIONS SCHEDULED MAINTENANCE – DIESEL ENGINE If the vehicle is primarily operated in any of the following conditions, extra maintenance may need to be performed. If the vehicle is operated occasionally under any of these conditions, it is not necessary to perform the extra maintenance. TOWING A TRAILER OR USING A CARTOP CARRIER As required: • Change engine oil and filter as indicated by the information display and perform services listed in the scheduled maintenance chart 34

The 2018 Ford F-150’s new 3.0L Power Stroke diesel engine.

Every 30,000 miles (48,000 km) or six months, 600 engine hours: • Replace the engine-mounted and framemounted fuel filters

Every 60,000 miles (96,000 km) or 2,400 engine hours: • Flush and refill the coolant; do not add coolant additive

Every 30,000 miles (48,000 km) or 1,200 engine hours: • Inspect the engine and cooling system coolant concentration (freeze-point protection) and additive (corrosion inhibitor) strength; add coolant additive, if necessary

FREQUENT LOW-SPEED OPERATION, CONSISTENT HEAVY TRAFFIC UNDER 25 MPH (40 KM/H) OR LONG RUSHHOUR TRAFFIC As required: • Change engine oil and filter as indicated by the information display and perform services listed in the scheduled maintenance chart

Every 60,000 miles (96,000 km) or 2,400 engine hours: • Flush and refill the coolant; do not add coolant additive FREQUENT OR EXTENDED IDLING OR FREQUENT LOW-SPEED OPERATION IF VEHICLE IS USED FOR STATIONARY OPERATION As required: • Change engine oil and filter as indicated by the information display and perform services listed in the scheduled maintenance chart

Every 30,000 miles (48,000 km), six months or 600 engine hours: • Replace the engine-mounted and framemounted fuel filters Every 30,000 miles (48,000 km) or 1,200 engine hours: • Inspect the engine and cooling system coolant concentration (freeze-point protection) and additive (corrosion inhibitor) strength; add coolant additive, if necessary

Every 30,000 miles (48,000 km), six months or 600 engine hours: • Replace the engine-mounted and framemounted fuel filters

Every 60,000 miles (96,000 km) or 2,400 engine hours: • Flush and refill the coolant; do not add coolant additive

SUSTAINED HIGH-SPEED DRIVING AT GROSS VEHICLE WEIGHT RATING As required: • Change engine oil and filter as indicated by the information display and perform services listed in the scheduled maintenance chart

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Every 7,000 miles (12,000 km), six months or 300 engine hours: • Rotate the tires, inspect the tires for wear and measure tread depth • Inspect the brake system pads and rotors • Inspect the air filter restriction gauge; replace the filter, if necessary

Every 7,000 miles (12,000 km) or 300 engine hours: • Change the engine oil and filter Every 30,000 miles (48,000 km), six months or 600 engine hours: • Replace the engine-mounted and framemounted fuel filters

Every 60,000 miles (96,000 km) or 2,400 engine hours: • Flush and refill the coolant; do not add coolant additive

Every 30,000 miles (48,000 km): • Replace the air inlet foam filter

OFF-ROAD OPERATION As required: • Inspect functional holes in exhaust tip to make sure they are clean and clear of debris or foreign materials • Inspect the steering and suspension ball joints and tie rods; lubricate any grease fittings

USING BIODIESEL, UP TO AND INCLUDING 20% BIODIESEL (B20) As required: • Change engine oil and filter as indicated by the information display and perform services listed in the scheduled maintenance chart

Every 30,000 miles (48,000 km), six months or 300 engine hours: • Replace the engine-mounted and framemounted fuel filters Fluids and Capacities Engine oil: SAE 5W-30 synthetic blend (2.7L, 3.5L), SAE 5W-30 diesel motor oil (3.0L diesel), 5W-20 synthetic blend (3.3L, 5.0L); capacity is 6.0 quarts (5.7 liters) – 2.7L, 3.3L, 3.5L; 6.5 quarts (6.15 liters) – 3.0L diesel; 8.8 quarts (8.3 liters) – 5.0L Coolant: Motorcraft Orange; capacity is 15.1 quarts (14.3 liters) – 2.7L; 13.7 quarts (13.0 liters) – 3.0L diesel; 13.6 quarts (12.86 liters) – 3.3L; 15.2 quarts (14.35 liters) – 3.5L; 13.9 quarts (13.2 liters) – 5.0L Brake fluid: DOT 4 LV High Performance Motor Vehicle Brake Fluid Automatic transmission fluid: Mercon LV – 2.7L, 5.0L; Mercon ULV – 3.0L diesel, 3.3L, 3.5L; capacity is 13.1 quarts (12.4 liters) Diesel exhaust fluid: Capacity is 22.5 quarts (21.3 liters) S

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NUTS & BOLTS

Tech Spec: 2017 Honda CR-V

ENGINE OIL: API 0W-20 CAPACITY: 3.7 QUARTS (3.5 LITERS) – 1.5L ENGINE WITH FILTER. 4.6 QUARTS (4.4 LITERS) – 2.4L ENGINE WITH FILTER The fully redesigned and reengineered 2017 Honda CR-V is the fifth generation of Honda’s popular compact SUV. The 2017 CR-V offers its first-ever available turbocharged engine and a host of new features and technologies for improved connectivity, comfort and convenience. Based on an all-new platform architecture, the new CR-V expands the application of the Honda Sensing suite of advanced safety and driver-assistive technologies. The CR-V’s new appearance includes Honda LED headlights, an active shutter grille system that lowers aerodynamic drag, uprated aluminum alloy wheel sizes to 17 or 18 inches on all trims, narrower A-pillars for improved visibility and sporty dual exhaust. Also new is an available hands-free access power tailgate. EX and higher trims are powered by the CR-V’s first-ever turbocharged engine, a 1.5-liter DOHC, direct-injected and turbocharged in-line four-cylinder engine with dual valve timing control. CR-V LX trims are powered by a 2.4-liter DOHC directinjected i-VTEC engine with variable timing control. Both engines are mated to a 36

continuously variable transmission with Honda G-Shift control logic. All-wheel-drive models feature an upgraded real time AWD system with a significant increase in maximum rear-wheel torque delivery and new electronic control allowing stepless control in everyday driving conditions and further improved all-weather confidence and control. The CR-V’s front MacPherson strut and new rear multi-link suspension utilize specially tuned low-friction dampers, with both FWD and AWD models including tubular front and solid rear stabilizer bars that promote responsive turn-in and flatter cornering. Dual-pinion, variable ratio electric power steering also contributes to the CR-V’s driving experience. The interior of the CR-V features a new color TFT driver information interface, where drivers will be alerted of their vehicle’s maintenance needs. The CR-V offers the latest in-vehicle connectivity and audio performance with a new generation of advanced technologies. Available features include a seven-inch touchscreen display audio interface with Android

operating system that now features a physical volume knob as well as an available new Honda satellite-linked navigation system developed in cooperation with the experts at Garmin. The CR-V’s display audio system is compatible with the Apple CarPlay and Android Auto platforms, giving customers seamless integration of key smartphone features and functions, including smartphone-powered GPS navigation and voicecontrolled search capabilities. Some of the key new comfort and convenience features available on the 2017 Honda CR-V include remote engine start, dual-zone climate controls, heated side mirrors, an electric parking brake, rear USB charging ports, front passenger seat with four-way power adjustment and driver’s seat with eight-way power adjustment and four-way power lumbar support. The 2017 CR-V is available in five trims: LX, EX, EX-L, EX-L Navi and Touring. A base-model CR-V LX 2WD has a starting MSRP of $24,045. A top-of-the-line CR-V Touring AWD CVT with 19-inch diamond-cut alloy wheels will run a buyer about $35,960.

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Servicing the 2017 Honda CR-V Honda CR-V models are equipped with a Maintenance Minder, which alerts drivers when maintenance is due. When it’s time for maintenance, the system message indicator comes on and a message appears on the display every time the driver turns on the vehicle. It will display a main maintenance item and sub items. Each item corresponds to a code: Code A: • Replace engine oil; if a Maintenance Minder message does not appear more than 12 months after the display is reset, change the engine oil every year. Code B: • Replace engine oil and filter • Check brake pads and discs for wear, damage and cracks • Check calipers for damage, leaks and tightness of mounting bolts • Inspect tie-rod ends • Inspect steering gearbox • Check gearbox boots for damage and leaking grease • Inspect suspension components; check bolts for tightness • Check condition of ball joint boots for deterioration and damage • Check driveshaft boots for cracks and boot bands for tightness • Inspect brake hoses and lines • Check master cylinder and VSA modulatorcontrol unit for damage and leakage • Inspect engine coolant level and condition • Inspect CVT fluid level and condition • Inspect rear differential fluid level and condition (AWD only) • Inspect brake fluid level and condition • Inspect windshield washer fluid • Check catalytic converter heat shields, exhaust pipes and muffler for damage, leaks and tightness • Inspect fuel lines; check for loose connections, cracks and deterioration; retighten loose connections and replace damaged parts Code 1: • Rotate tires and check tire inflation and condition Code 2: • Replace air cleaner element • Replace dust and pollen filter

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• Inspect drive belt for cracks and damage; then check the position of drive belt auto-tensioner indicator Code 3: • Replace CVT fluid Code 4: • Replace spark plugs Code 5: • Replace engine coolant Code 6: • Replace rear differential fluid (AWD only) Code 7: • Replace brake fluid Every 15,000 miles (24,000 km): • Replace air cleaner element if vehicle is driven in dusty conditions • Replace dust and pollen filter if vehicle is driven primarily in urban areas that have high concentrations of soot in the air from industry and diesel-powered vehicles Every 25,000 miles (40,000 km): • Change transmission fluid if vehicle is driven in mountainous areas at very low speeds or tows a trailer Every 36 months: • If the Maintenance Minder indicator does not appear more than 36 months after the last brake fluid replacement, replace brake fluid Fluids and Capacities Motor Oil: API 0W-20; capacity is 3.4 quarts (3.2 liters) for 1.5L engine without filter, 3.7 quarts (3.5 liters) for 1.5L engine with filter, 4.4 quarts (4.2 liters) for 2.4L engine without filter and 4.6 quarts (4.4 liters) for 2.4L engine with filter CVT Fluid: Honda HCF-2; capacity is 4.5 quarts (4.3 liters) for AWD models and 3.9 quarts (3.7 liters) for 2WD models Coolant: Honda Long Life Antifreeze/ Coolant Type 2, and if necessary add Honda Extreme Cold Weather Antifreeze/Coolant Type 2 as needed for prolonged cold temperatures below -22 F (-30 C); capacity is 1.64 gallons (6.2 liters) for 1.5L engine and 1.66 gallons (6.3 liters) for 2.4L engine Differential fluid: Honda DPSF-II; capacity is 1.3 quarts (1.2 liters) S

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Is There a New MVAC Regulation in Your Future? By Steve Swedberg

otor vehicle air conditioning (MVAC) is an almost universal part of the modern automotive scene. When the temperature is over 100 F, or even when the temperature is 20 F (aids in defogging windows), your air conditioning system (AC) is vital to passenger comfort and safety. What changes could be coming? Surprisingly, the basic concept of AC was first noted by none other than Ben Franklin. In a recent piece from The Mobile Air Conditioning Society Blog it was reported that in the mid-1750s, Franklin was experimenting with using a vacuum to evaporate liquid ether and reported a significant temperature drop in the remaining liquid. It’s the same phenomenon that can happen on a hot day when a cold soda can is opened and the soda turns to ice. In the mid-1800s, an Australian named James Harrison patented a machine that compressed a gas to a liquid and evaporated it again in a continuous cycle, carrying away enough heat to make ice on a commercial scale. Things progressed quickly from there on, with various gases used to extract heat from air. All of these gases that were used were either flammable (hydrocarbons) or toxic (ammonia).

By the 1920s, in a search to remove hazardous refrigerants, scientists developed safer materials called chlorofluorocarbons (CFC), a compound made of fluorine, chlorine and carbon atoms. CFC is a non-toxic non-flammable gas with relatively high mass and is a great refrigerant. Most of you know it as R-12. In fact, it’s so stable that the only thing in nature that breaks it down is ultraviolet light. That’s part of the reason it’s no longer made. By the 1970s, environmental scientists learned that CFC isn’t harmless after all. CFC is broken down in the upper atmosphere, and the components react with ozone molecules (O3) causing them to convert into oxygen molecules (O2). The remnants, especially chlorine, continue ruining ozone for years. Stratospheric ozone is the shield that protects us from the Sun’s ultraviolet radiation. Given this, the world’s governments signed a treaty to ban the production of CFC. The mobile A/C industry switched to a new refrigerant in 1995 (R-134a). Thankfully, CFC is no longer manufactured, and recent studies indicate its presence in the atmosphere is finally beginning to decrease.

Most systems today use new types of refrigerants based on hydrochlorofluorocarbon (HCFC) and hydrofluorocarbon (HFC). These are almost as good as CFC without damaging the Earth’s ozone shield. However, they were developed before the environmental impact of fluorine was fully understood. Today, that impact is regulated as Global Warming Potential (GWP). One of the primary design criteria of every air conditioner and refrigeration system, from cradle to grave, is its potential contribution to global warming. Therefore, HCFC and HFC gasses are on a schedule to be phased out by 2030. A lot has taken place regarding refrigerant regulations in the last few years. In 2015 when the US EPA issued Rule No. 20, two refrigerant manufacturers sued the EPA over its requirement to stop using R134a in new vehicle production beginning with MY2021. They thought the rule was unfair because the only practical alternative OEM car makers had was to switch over and use the new R-1234yf refrigerant, which only one manufacturer could make due to patent protection. The courts agreed and threw out a portion of Rule No. 20 saying the Clean Air Act, “does not

“The EPA is considering whether it should rollback the rule requiring technician certification to pu chase mobile A/C refrigerants (like R-134a and R-1234yf), along with the requirement for small can manufacturers to install self-sealing valves in those cans.” 38

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require (or give EPA authority to require) manufacturers to replace non-ozone-depleting substances such as HFCs.” The EPA issued Rule No. 21 in September 2017. This is the rule in force for current refrigerant regulations — the purchase restriction, among others such as self-sealing cans. The rule primarily affected EPA Section 608 Technician Certification and was widely supported by industry, so nobody thought it would become an issue. Even though there didn’t seem to be any issues, the EPA is now reconsidering some of those regulations. Although most automotive, truck and heavy equipment technicians primarily live in “EPA 609 Technician Certification world” with respect to mobile A/C service, they are still affected by what happens with EPA’s section 608 (which includes EPA’s refrigerant management program, under which it regulates the purchase of all refrigerants). This brings us up-to-date with what’s been going on, but the story’s not over yet. On October 1, 2018, EPA issued another proposed rule (Protection of Stratospheric Ozone: Revisions to the Refrigerant Management Program’s Extension to Substitutes) that modifies Section 608. In it, they plan to revisit regulations pertaining to HFCs and other substitute refrigerants. Most of these would have the biggest effect on technicians and companies who work in the commercial/residential/industrial refrigeration markets. However, there is one line in the proposed rule that could affect those who work in mobile A/C. The line simply says, “EPA is also taking comment on whether, in connection with the proposed changes to the legal interpretation, the 2016 Rule’s extension of subpart F refrigerant management requirements to such substitute refrigerants should be rescinded in full.” That’s a mouthful, but, basically, it means that the EPA is considering whether it should rollback the rule requiring technician certification to purchase mobile A/C refrigerants (like R-134a and R-1234yf), along with the requirement for small can manufacturers to install self-sealing valves in those cans. Should the EPA decide to move forward with this rule, anyone would be allowed to purchase mobile A/C refrigerant (with the exception of R-12). And while it would

also rescind the self-sealing valves, that is unlikely. Can makers spent huge sums of money changing over their production lines to manufacture self-sealing cans, and market prices have already adjusted to the change. Plus, retail stores and jobber shops have been selling conversion kits and adapters for the two different can tops. No one knows exactly what’s going to happen yet, but it’s reasonable to expect to hear something from the EPA soon. So stay alert, there could be some big changes in your business soon. S

STEVE SWEDBERG has over 50 years of experience in the oil industry. He has a Bachelor of Science degree in chemistry and graduate work in business administration. He also has extensive training in petroleum products technical service as well as total quality management. His work experience includes lubricants research and development with ARCO and UNOCAL, oil additive marketing at Edwin Cooper (now Afton) and Chevron Oronite and lubricants marketing with Pennzoil. He managed technical groups related to oil marketing, product quality and technical services. Swedberg has also been involved with several industry organizations including STLE, NLGI, ASTM and, most notably, SAE, where he was Technical Committee 1 (Engine Oils) chairman from 1992 to 1996. While in that position, he was able to help influen e industry direction as well as make many valuable industry contacts. Swedberg is currently consulting on lubricating products and additives and is a technical writer.

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Stop Falling Behind Your Competitors

Seven Steps to Gain a Competitive Advantage

oesn’t it seem that business is more competitive and difficult than it used to be? ABC, Inc. experienced this challenging business atmosphere firsthand. A building materials manufacturer that previously dominated their marketplace, ABC suffered staggering losses in the previous fiscal year. It became blindingly apparent that what had worked in the past was no longer effective, and the company president had no idea how to fix things. It was time to use proven techniques for achieving a competitive advantage. ABC engaged a firm that identified the root causes of their problems. After two years, sales and profits dramatically increased — even with the same leaders. The results came from a sevenstep process based on sound principles that put a focus on leveraging their internal talent. If you find your business falling behind, you can follow ABC, Inc.’s lead by putting these seven steps into practice.

By Brad Wolff

Employee alignment

When a significant percentage of duties performed by employees don’t fit their innate characteristics or core nature, they won’t perform well. For example, people low in detail oriented doing work that requires high detail. Training and development, management encouragement and other well-intended efforts will not fix alignment issues. As Peter Drucker said, “A manager’s task is to make the strengths of people effective and their weaknesses irrelevant.”

Creating a competitive advantage through a culture of personal growth and development

In truth, personal growth results in professional growth. It results in a greater capacity to handle life challenges, accomplish long-term goals and work well with others. Personal growth and development includes an increased awareness of self and others, the ability to manage one’s ego, ability to

manage emotions and development of innate talents to maximize productivity and effectiveness. Most performance issues that managers complain about relate to one or more of the above. These are fundamental character traits of success.

Aligning employees with the mission and vision of the organization

Human beings have an innate need for meaning and purpose in what they do. This means they care about how their efforts affect the world outside themselves — people, the environment, animals, etc. For example, take assembly line workers that produce incubators for premature babies. In one scenario, the workers are only told to mechanically perform the prescribed duties. In the other scenario, they are crystal clear about the importance the quality of their work has on the survival of infants. Which workers do you think are more motivated? Engagement and performance are directly affected by people’s connection to the outcomes of their work.

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Aligning employees with the culture and values of the organization

People need to feel that they fit in with their social groups. Employees who are significantly out of sync with an organization’s culture and values will never make their highest contribution. Having perfect alignment is not the goal, since diversity of thought and behavior allow a culture to adapt and thrive. However, significant misalignments are damaging. It’s also important for leaders to consider whether they should change their culture. Examples of this would include a culture that they know is toxic and when there’s a shrinking population of workers who fit the current culture. In both cases, without the ability to attract and retain needed talent, organizations will fail.

Aligning roles and responsibilities with organization’s strategies and goals

In today’s environment, organizational goals and strategies must change to adapt. Frequently, roles and supporting job duties don’t adequately change to align with these shifts. When this occurs, some or much of employee work efforts are out of alignment and can impair the ability to achieve the desired outcomes. For example, a company changes strategy to shift most customer communications from telephone to online, yet the employees’ duties and training continue to focus on telephone communications.

Assessing personal and professional weaknesses, starting from the top

Weaknesses are the negative side of strengths. It’s impossible to have a strength without its vulnerable side. We’ve been taught to hide or deny our weaknesses despite them being obvious to others. Our ego’s impulse to protect our selfimage is normal but counterproductive. It hinders our true potential from being realized — a loss to the organization and ourselves. When leaders openly and honestly acknowledge “challenge areas,” this sets the example for others. The organization opens the door to growth and development.

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Committing to work on the personal and professional challenges discovered in the assessment process

Studies on human potential and positive change demonstrate that self-awareness is the first step — but it’s not the last. Committing to take steps (starting with baby steps) and taking them allows for the development of positive habits that create lasting positive change. Deliberate change intended to meet the needs of your environment creates a flexible, adaptive organization — one that is poised to thrive despite the torrent of unpredictable/unwanted change that defines your world. Thriving in an unpredictable world is about you. Your willingness to acknowledge change that you don’t like, openly discuss it and consistently take the actions to remedy it are required to adapt and emerge stronger. At the end of the day, leaders are simply making choices that define the present and future of themselves and their organizations. There’s nothing magical about the most effective leaders. They’re just making more effective choices. These choices encompass how they decide to see the world, their openness to challenge their beliefs and their willingness to experiment with innovative ideas that can capture breakthrough advantages. Equally important choices include their willingness to objectively look at themselves and take actions to grow in certain areas. They choose to become a greater, more effective version of themselves. They know that what they demonstrate (not what they say) is what has the greatest impact on the entire organization. As a leader, the question is, what choices are you going to make? S BRAD WOLFF specializes in workforce and personal optimization. He’s a speaker and author of, “People Problems? How to Create People Solutions for a Competitive Advantage.” As the managing partner for Atlanta-based PeopleMax, Wolff specializes in helping companies maximize the potential and results of their people to make more money with less stress. His passion is empowering people to create the business success they desire, in a deep and lasting way. For more information on Wolff, please visit: www.peoplemaximizers.com

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The

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As By William Lynott

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ave you ever been frustrated by a colleague’s or employee’s failure to do a task the way you expected it to be done? In that case, you may want to consider the possibility that the fault was your own — that you may have failed to make your instructions unmistakably clear. The ability to communicate with precision does not come naturally to most of us, regardless of the extent of our education. That’s unfortunate, since virtually all authorities agree that the ability to express our thoughts clearly is an essential ingredient in the recipe for successful business management. You may be familiar with this old parlor game: One person begins the game by whispering a simple story to a second person. That person, in turn, whispers the story, exactly as he or she understood it, to the next person. This continues until everyone in the game has heard it. The last person to hear the story retells it aloud so that it can be compared to the original. Inevitably, the story related by the last person is far different from the original. The more people in the game, the more severely the story will be distorted. Despite the participants’ genuine attempts to pass the story along accurately, the final version will bear little resemblance to the original. That exercise is only a game, of course. Still, it provides a clear example of the difficulties faced by anyone who must communicate effectively and persuasively with others.

Choose Your Words Carefully

Industrial psychologists studying the effectiveness of communications among humans uncovered an astonishing weakness in this vital area of our lives. Much of the problem is the result of the way many of us choose our words. Even professionals known for a clinical approach to other facets of their work fall prey to the temptation of relying on the first words that occur to them. Too often, they assume that everyone will — or should — understand everything they say or write. In their book, “The Reader over Your Shoulder,” authors Grave and Hodge observed, “It is remarkable that nearly all scientists, at the point where they turn

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from mathematical or chemical language to English, seem to feel relieved of any further obligation to precise terminology.” We may be inclined to forgive such a shortcoming among laboratory scientists, but that’s an indulgence that business owners and managers living in the real world cannot afford. Consider this case where a communication failure created a serious problem: A manager came up with an idea he felt would save his company money on shipping costs. To present his suggestion to top management, he needed a list showing the volume of sales to his company’s best customers. He instructed his assistant to prepare a list of the company’s 100 largest customers. “Be sure to rank them by sales volume,” he instructed. After days of research, the assistant proudly handed in, not what the boss wanted, but a list of the 100 largest companies doing business with the firm, ranked by their own sales volume. Not only was the work of several days a total loss, but the incident also generated both resentment on the part of the assistant and an unjustified lack of confidence on the part of the manager toward his assistant. Effective communication between the two became even more difficult in the future. Pointing the finger of blame for incidents of this type probably isn’t worth the effort. Still, there is little doubt that the heaviest share of responsibility for effective communication rests with the person assigning the task or making a sales pitch — the “transmitter,” not the “receiver.”

Effective Communication Can Be Taught and Learned

The good news in all this is that communication is a skill that can be taught and learned. Everyone can become better through study and focus. Good communication skills improve self-confidence and the ability to speak persuasively and with conviction. Poor communication results in the opposite: low self-esteem and a much higher risk of misunderstanding on the part of the “receiver.” Some years ago, a detailed study of qualifications revealed that a broad vocabulary was

the most often seen characteristic in successful executives and sales professionals. That’s not surprising when you consider that words are the only tools we have for communicating our thoughts. Because business professionals must develop a trusted relationship with prospects, the ability to express thoughts with clarity and precision is an obvious advantage. Dr. Wilfred Funk in his classic book, “Words of Power,” said, “Success and vocabulary go hand-in-hand.” Another American educator, Dr. John Dewey, said simply, “Thought is impossible without words.” British philosopher Henry Thomas made a similar observation when he wrote, “Words are the materials out of which we build our thoughts.” These sentiments, echoed by countless experts, lead to an inescapable conclusion: Since words are necessary in the formation of our thoughts, an expanded vocabulary will improve the quality of our thinking. Funk stated the matter plainly when he wrote, “The more words you know, the more clearly and powerfully you will think.”

Selling is a Form of Communication

Obviously, business managers who must rely on communications with others need to build a better-than-average vocabulary. Nuances — subtle but important shades of meaning — are conveyed only when the precisely correct word is chosen. To say “cheap” when “inexpensive” would more correctly describe your thought could, under some circumstances, lead to an unfortunate misunderstanding. To describe a prospect’s hometown as “sleepy” might not be so wise a choice as to label it “tranquil.” There are more than 600,000 words in the English language (no one knows exactly how many). However, you need master but a tiny fraction of that number to develop an effective vocabulary. Shakespeare, who used more words than any other writer, wrote his works using about 16,000 different words. The average professional writer of today will use only a small fraction of that number. You should not take the job of building a powerful vocabulary to mean the relentless addition of exotic words and business March 2019 | NOLN 43

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jargon just for the sake of sheer numbers — quite to the contrary. The most appropriate word will seldom be the longest or most obscure one. The possessor of an unnecessarily large vocabulary runs a constant risk of being misunderstood. The trick is to master enough words to allow clear expression of your thoughts without resorting to the use of words that are beyond the understanding of all but English professors. As important as a strong vocabulary is, it cannot do the job by itself. The ability to select the best word is an important first step in communicating effectively with colleagues, employees and customers, but it’s not enough. You must also consider the person to whom you are speaking or writing and the circumstances under which you are attempting to communicate. That’s because many of the words in our language do not have inherently correct meanings. Most authorities agree that popular usage by educated adults is the measure by which we establish the meaning of words. This helps to keep our lan-

guage “alive” — flexible enough to change as we change. However, it also keeps the danger of unclear meaning ever-present.

Avoid Abstract Words Wherever Possible

In general, concrete words such as “pencil,” “automobile,” “tree,” and “sofa” are far less likely to be misunderstood than are abstract words. It doesn’t take much imagination to recognize that a wide range of interpretations may be applied to such abstractions as “high,” “fast,” “satisfactory” and that old legal bugaboo “reasonable.” The word “justice,” for example, may suggest a clear meaning to a Harvardeducated lawyer. To someone who was born and raised in a ghetto, however, it is likely to have a radically different meaning. To a low-income wage earner, a brand-new Ford or Chevrolet may be a prohibitively “expensive” luxury. To a person accustomed to buying new Mercedes, a Ford or Chevrolet is likely to be considered “inexpensive.”

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Thus, the more you know about the person on the receiving end of your communication, the more likely you will be able to communicate effectively with that person. That’s why so many successful business managers make it a point to learn as much as possible about every employee and customer. This is not to suggest that you become an amateur psychologist, but only that you consider the perspective of the person on the other end of your communications. So, don’t forget: whenever possible, use a concrete word in preference to an abstract one. Use a short word in preference to a longer one. In written communications, it is especially important to avoid wordiness. Some people who do a fine job in oral communication fail miserably when they try to put their thoughts in writing. While there are many reasons for this, the tendency to resort to cumbersome phraseology is one of the most common failures in written communications. In “The Elements of Style,” author William Strunk, Jr. provides us with a masterful exhibition of his own advice. He wrote, “Vigorous writing is concise. A sentence should contain no unnecessary words, a paragraph no unnecessary sentences, for the same reason that a drawing should have no unnecessary lines and a machine no unnecessary parts.” You could search a lifetime and not find a better illustration of this point. Communication among humans is comparable to the interaction between a radio transmitter and receiver. No matter how perfect the output of the transmitter, actual communication cannot take place until both units are tuned to the same frequency. To be a more effective communicator, you must sharpen up the output of your “transmitter” while making a genuine effort to learn something about the “receivers” with whom you are attempting to communicate. To be sure, effective communications can be an elusive target. Still, those who make a sincere effort to improve their skill in expressing themselves and their ability to understand others will gain an important advantage on the path to business success. S

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T P T

hrough the years, the corporate wellness industry has evolved to keep up with emerging trends to continue to promote health and wellness in the workplace. More and more business leaders and HR managers are starting to realize the grave importance of health in the organization. Simply put, a healthy workforce keeps productivity and quality of work in the company at an all-time high. Now that another year has come to a close, existing workplace health programs continue to advance and new ones may arise this 2019.

PREVENTING BURNOUT

Pressure is a staple in the work environment, but too much of it can lead to burnout among employees. Thanks to today’s fast-paced world, workers are under more pressure than ever. In fact, a recent survey by Gallup has shown that 44 percent of employees expressed feelings of burnout in their jobs. And when this problem is not addressed appropriately, it may lead to lost productivity, more errors and more safety incidents in the job — which are all indirect costs incurred at the end of the day. To help prevent burnout in the workplace, managers should be able to identify and observe the common signs of burnout among employees. This includes working more hours than usual, irritability and mood swings, decreasing work quality, fatigue and isolation from others.

Workplace Health and Well-Being Program Trends to Watch in 2019 By Tara Desquitado

There are different ways employees can practice self-care in the workplace, but employers also have the responsibility to promote and encourage it to all employees when they fail to realize its importance. Oftentimes, companies may encounter problematic employees, such as those showing a positive saliva drug test, which may be a result of a lack of self-care promotion in the work environment. According to an article by Harvard Business Review, wellness programs can’t attain success unless there is a workplace culture that prioritizes self-care and with a willingness to change their health for the better.

WELLNESS PERSONALIZATION

Wellness is subjective to each person. This means that everyone experiences different problems regarding their health, and to assume one’s problem as the problem of the entire team can lead to the failure of a company’s wellness efforts. Thanks to today’s technological advancements, organizations can make use of digital platforms that can help personalize workplace wellness programs. Before launching a specific program, for instance, sending out an online survey to the entire workforce regarding their health and wellness interests can help you focus on and target the actual problems at-hand.

SELF-CARE IS A PRIORITY

The past year has listed self-care as a health-related trend, and it’s likely to continue into 2019 in workplace health and wellness programs. Promoting self-care in the workplace is one effective way of preventing burnout from work, managing stress and boosting one’s self-worth.

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ONSITE CLINICS

More companies have realized the benefits of installing onsite health clinics. In fact, the National Association of Worksite Health Clinics expressed that 50 percent of business owners with over 5,000 employees already have an existing onsite or nearby clinic, and it is estimated that the numbers will grow come 2020. Onsite health clinics actually help employees address immediate needs, especially in high-risk industries such as construction and transport, as well as help manage those with chronic conditions such as diabetes and hypertension. Onsite clinics should also be equipped with tools and medications that cater to their clients’ needs, such as a DS 100a SpO2 sensor and monitors for blood pressure and blood glucose measurements. Health and wellness programs are not a one-time solution to a certain health situation. They need to be evaluated and revised time and again as different health conditions and wellness problems in the workplace arise each day. Aside from taking note of the current industry trends every year, it is still best to listen to your employees’ qualms firsthand to help identify their needs. S TARA DESQUITADO specializes in content management for Cables and Sensors, the leading distributor of patient monitor accessories. Their team is made up of the leading experts in the industry. With over 15,000 satisfied customers in 100 countries, they have landed on the prestigious Inc 500 list as one of the Fastest-Growing Private Companies.

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The Truth About Employee

Disengagement... M

ost companies struggle with employee disengagement. It’s costly in productivity, profitability and stress. Gallup’s engagement survey data published in 2017 found that 2/3 of U.S. workers are not engaged. American companies have invested billions of dollars per-year for many years to solve this problem. The result? The needle still hasn’t moved. How much has your experience been similar? Could this data simply reveal a general misunderstanding of the true causes of disengagement? The Acme Corporation was suffering a 41 percent turnover rate. A recent survey showed that 85 percent of their workforce was disengaged. The general attitude of apathy, complaining and cynicism permeated the culture. This was puzzling to management since they attempted multiple efforts to improve engagement. These were well-planned and executed programs such as team-building exercises, social events and pay raises. All showed early enthusiasm and positive survey results that generated optimism. Unfortunately, the magic always wore off within a few weeks. In despair, Acme engaged a firm with a very different philosophy than their other advisors. This firm focused on helping executive leadership understand the root causes and solutions. Within nine months, disengagement improved from 71 percent to 26 percent and turnover dropped to 19 percent. The door to solving this dilemma opened when Acme management acknowledged that since their previous solution attempts were ineffective, their current way of seeing the problem must be flawed. This wisdom, humility and openness paved the way to learn the true root causes of their disengagement. Once root causes are clearly understood, the solutions usually become obvious. 46

FIXING ENGAGEMENT ISSUES:

What Works?

The first step is for the company leaders to take an honest, objective view of the company culture (beliefs and behaviors that determine how people interact and do their work), which impacts and drives the way people think and behave. That’s why lasting change occurs when focusing at the culture level rather than specific individuals. Below are the relevant human psychological needs that are the actual root causes of people’s engagement level. Examples of mindsets/philosophies that effectively address these needs follow each need. Engagement will improve when management’s actions align with people’s psychological needs.

To feel valued and understood: Management earnestly listens to employees’ concerns, opinions and ideas with the intent to understand and consider their merits before responding. This replaces the common responses of defending positions or punishing employees for expressing contrary viewpoints. Management isn’t required to agree with the employees. What’s important is the sincere effort to listen, understand and consider their inputs.

To express our gifts and talents:

Meaning/purpose in what we do:

Internal drive for progress or development:

Management puts a focus on aligning roles and responsibilities with the gifts and talents of the individuals. We all bring a substantially higher energy and engagement (and productivity) when we do work that we like and are good at. As legendary management consultant Peter Drucker said, “A manager’s task is to make the strengths of people effective and their weaknesses irrelevant.”

This means that employees have a clear understanding of how their work impacts the mission and vision of the organization. Don’t expect them to figure this out on their own. People are much more motivated when they realize that their efforts truly matter.

Employees are at their best when there is “healthy tension” (not too low, not too high) to meet clear and reasonable standards. This means fair and consistent accountability and consequences based on performance relative to agreed-upon standards. Being too nice and lax harms engagement, since people inherently desire growth and realize that standards and consequences help them do this. People are motivated when they focus on: “What did I achieve today?” “What did I learn today?” “How did I grow?”

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By Brad Wolff

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In short, anything that doesn’t authentically address the root causes of disengagement is doomed to fail. If the message is, “look at this nice thing we just did for you” rather than, “this is how we value you as human being,” it’s highly likely to fail. Examples of the “nice thing we just did for you” include most team-building events, social mixers, company newsletters, upgraded office environments, etc. Even pay and benefit increases have an initial rush, soon followed by the familiar “right back where we were” rebound effect. That’s not to say companies should not do these things. They’re nice add-ons after the day-to-day essentials of human psychology are authentically addressed. In summary, it’s understandable that we gravitate toward easy, quick-fix solutions to our problems. There are plenty of people to make these suggestions and sell them to us. They also don’t require us to identify our own personal contributions to the problems that we’d prefer to avoid. However, as in most things in life, there is no substitute for working at the cause-level and creating new habits of thinking and behavior. If you’re serious about creating the high engagement level that leads to more profits with greater ease and personal satisfaction, this is what it takes. As a bonus, openly addressing personal challenges that make you human will increase your effectiveness and fulfillment in every area of your life. S BRAD WOLFF specializes in workforce and personal optimization. He’s a speaker and author of, “People Problems? How to Create People Solutions for a Competitive Advantage.” As the managing partner for Atlanta-based PeopleMax, Wolff specializes in helping companies maximize the potential and results of their people to make more money with less stress. His passion is empowering people to create the business success they desire, in a deep and lasting way. For more information on Wolff, please visit: www.peoplemaximizers.com

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Train Like Your Wallet Depends On It

VIEWPOINT

Coaching is More Than Just Saying, “Good Job” By Lenny Saucier

Don’t get me wrong, I love saying, “Good job.” If I am out in a shop and I hear or see something I like, I will pronounce that proudly, “Good job.” But that’s not coaching; that’s positive feedback (and I love that). Both positive feedback and negative feedback should be very strong parts of your communication model — and that communication model should serve as the driver of your coaching model. There are several coaching skills models you can look at, and they all involve feedback, active listening, building rapport and showing empathy. In other words, you need to have good communication skills

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and want someone to succeed. But you’ve got that — you have been reading the articles, doing that homework and you want to succeed. You already invited in conflict, wrote a plan and put a growth culture in place. Now, we can start making waves in the company. When most people think about the word coaching, they generally will turn their attention to sports. Coaches of football teams are probably the most visible and covered coaching staffs of all sports and set a great theme for this article. Just so you know where my heart is housed — Who Dat!

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Pick Your Battles

Let’s start from the beginning — your hiring practices. During the recruiting process of the draft, tangibles are measured such as height, weight, strength and other athletic abilities. But just as important is an intangible measurement called coachability. This is the ability, or willingness, for the potential all-star to be coached and accept direction. You can have one of the greatest arms in the draft but still not come out in a favorable position, if you don’t have favorable coachability. Great coaches are looking for good talent with great coachability. In your shop, you must align your team with the mindset of being coached. That not only includes building rapport and having exceptional listening skills, but it also means seeking out candidates who have high coachability probability. You can seek these out through the interview. Perhaps making an edit suggestion on their resume. You are looking for them to listen, take notes or thank you. If they come with rebuttal about why they like it, you may be talking to someone with low coachability scores. After all, who doesn’t want to hear how their chances of getting hired can be increased? Be sure to talk about their last jobs, most importantly, honing in on their last manager above them. Ask what management skills they liked and what they didn’t like. If the words, “the manager didn’t know what he was doing,” come out of her mouth, you probably should write that candidate off. If you bring someone into your team with no or very little coachability, you are setting your team and yourself up for failure. Be sure to smartly pick to whom you choose to give your time and knowledge. Don’t bring a player onto your field who does not want to execute your plans. Pick your battles, and pass up on the highskilled player who doesn’t listen.

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Coach or Complain

Recently, I saw a very successful team blowout the opposing champions. During this time, the defense of the winning team gave up a big pass and the cameras panned over to a very red-faced head coach ripping off his headset and showing his disapproval to his team. The announcers chuckled and said, “That’s just coaching.” The fact that the team was up by 41 points tended to have some in my immediate group stating that was just complaining. The difference is in what is said to the players. If coach had said something to the line of, “You always give up those big plays when we need you. Why can’t you cover him correctly?” That would be considered complaining. What is typically said in the coaching model is, “That was a nickel defense cover two. Your reasonability was to cover him in between the hashmarks. We expect you to make that play.” When you are coaching up an employee, there are a few key items you need to keep in mind. The obvious one would be not to throw your headset on the ground and start cursing. What you should be doing is coaching in the present. This is something we fail at constantly (sometimes with both our employees and spouses). Don’t bring up past situations to justify your disappointment for today. Don’t bring up future plans that will diminish the efforts of today. Coach about what is going on in this moment. Talk about what is going on and what needs to be done. Also, talk to your employee in a manner that holds them responsible. You know their potential, and it’s up to you to bring their best out of them. Most coachable people will rise to the expectations of the leader: “I know you can do that. I need you to do this. You got this.” Ensure they understand their responsibility and your expectations.

audibles. When prime season arrives, the receiver will know all the plays but will not perform them to satisfaction. Timing is everything when you are coaching up a player or an employee. As a leader, we must begin to hold our employees responsible for their actions as soon as they have the knowledge of how to run the play. Our elaborate plans, perfect recruiting styles and growth culture mean nothing if we don’t hold our team responsible at the very beginning. Your technicians will soon notice your lack of detail and will soon take advantage of you dropping guard. Your wallet will soon be filled with bills and notes from upset customers instead of money.

Homework

Look at “The One-Minute Manager” by Ken Blanchard Ph.D. and Spencer Johnson M.D. This was a required book for my team, as it discusses quick, direct and

encouraging conversations between the ranks. Evaluate your hiring practices to ensure you are not looking for that lifelong lube tech, but, instead, someone who will accept coaching. Catch your employees doing something right, and let them know about it (good job). Educate your employees on your expectations, and hold them responsible immediately. 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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Timing is Everything

Just as important as what you say and how you say it, is when you say it. Imagine as the head coach you catch a receiver cutting his routes short early in the year. However, you decide this is something that is not important at the time — in this time, he must learn the play calls and

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Making It Happen

VIEWPOINT

You’ve Been Branded By Kit Sullivan

Squinting into the setting sun across the dusty desert plains, you notice a small figure coming toward you, growing larger in your vision as each moment passes. The soft orange glow of a glorious sunset bathes everything you see. Across the vast vacant expanse of sand, sagebrush and tumbleweeds, the ever-encroaching figure looms larger and larger in your eyes. You continue to gaze out, stealthily hiding from your place of obscurity, and details become evident: the rider’s duster is blowing back like a cape as he heels his steed in a continuous full gallop, both his and his huge, muscular ride’s heads down low, to keep the blowing sand out of their eyes. Nervous, but none too worried, you sit back and relax, knowing full well that he is probably just another scofflaw making his way from one no-name desert burg to the next, and then you see it. Not really sure at first, but possibly — just a small glint of sunlight reflected off of some polished brass? Then you see it again, this time clearly: An all-too obvious bright reflection of smooth polished brass, right about “I Pledge Allegiance”-level on the rider’s chest. It can only be — Reid, that bloodhound of a lawman that’s been sniffing your trail out for weeks now. Scrambling from your hastily thrown together brush lean-to, you grab your coffee tin, your trusty old Remington “hog’s leg” and jump on the old nag won in the faro game back in the last dustbowl you laid rest in. As you take off in full gallop — or whatever comes close to a full gallop for this worn out old mare — you look back to see that Reid, astride his magnificent steed has closed the gap. That bright, shiny circular Texas Ranger badge, all polished with its big star in the middle, seemingly mocks you as you feebly try to escape what can only be the inevitable. A short time later, you are indeed locked 50

in irons and heading back to town, knowing full well that no one will ever forget you no matter where you go, because you’ve been — branded. OK, you may be thinking, “What the heck does this have to do with a lube shop?” Nothing in general, but everything in one respect: Branding. Just as the scofflaw in the tale above was “branded,” to forever be known far and wide for the things he had done, so too can your lube shop be “branded” by your customers and non-customers alike in your area. Of course, you want to be branded for the positive things you and your shop do, not whatever the poor sap above did to warrant his eventual downfall. You may be thinking that you are already branded, simply because you have your shop’s name on a sign out front and on your receipts. That’s a start, but it doesn’t even approach what a total branding concept can mean for your business. The idea behind branding your lube center is to encourage everyone to think of your particular shop whenever the idea of an oil change pops into their heads. However, before you embark on getting your brand out there, make sure it is an effective brand. For example, drive down any busy street in your area with many businesses and notice which signs and logos seem to “pop out” at you and which ones seem too busy and confusing to read at a quick glance. Typically, two or three bold colors on a bright, solid background are the easiest to see, read and comprehend at a quick glance. Busier, intricate designs and colors all seem to blur into each other as you are driving down the road, rendering the entire visual useless. If your customers can’t make out what your logo on your sign says, what’s the point of having it? I have made this mistake myself. I once spent weeks meticulously designing a logo that looked fantastic. Of course, that was on glossy photo paper, and people had

time to really look at it. Boy, was I proud of that thing. Once this “perfect” logo was blown up on a 15- by 25-foot sign and erected, it became worthless. It was indecipherable to anyone driving by at 25 mph. It was just far too busy and intricate — lesson learned for me. Think of McDonalds or Burger King: Simple, easy-to-recognize logos on plain white backgrounds. These icons can sometimes be seen miles away and are easily and instantly recognizable. They may be simple, but they are still quite unique. The overall image doesn’t even have to have their name clearly evident, the general shape and style of the logo makes it instantly clear who they are. When deciding on a brand for your shop, take these points into consideration: • Use simple, easy-to-pronounce words. One and two syllable words are best. • Use as few words in your name as you think you can get by with. • Come up with as many different variations of your final choices as you can, and list them on a sheet of paper. Ask anyone you know to quickly look at the list and tell you which ones they like best. Keep track of the results. The most popular choice should be your final choice. • Use bold, bright colors. Keep your color choices limited to a total of two or three colors at the most. Too many colors cause the viewer to lose focus and look away. Most of you probably already have a name and logo you have been using since you opened. That’s OK; you can simply update the look of the logo when you see fit. Don’t do away with whatever built-in brand loyalty you may have now by changing it too radically. Keep it the same, but improve and modify it to make it really “pop” when your customers see it.

Get That New Brand Out There

OK, you have a great looking logo with a great sounding name for your lube shop.

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Now what do you do with it? Putting your “tin in the wind” for everyone to see and having it on your receipts is all well and good, but not nearly enough. If you already have an accepted design for your logo, but for whatever reason do not have them on your customer receipts, I can only say that you are missing the boat. Get that logo on your receipts as soon as you can. It shouldn’t be all that costly and is well worth the initial expense. Now, you have to get that brand name out there in every conceivable place you can. You want the name and logo of your business to be so pervasive that it seems to be everywhere. Every penny you spend on advertising does not have to be for coupons. Just getting your name out to the public is a great way to build your brand. Here are several methods I have used over the years to get my brand out, and they have all served me well. 1. Customer Rewards Program • A small sticker of your name/ logo that a customer affixes to the back window of their car that entitles them to discounts on future services or enrollment in a customer-cash reward program. Makes sure your logo is easily seen by all traffic behind this car! • A punch-card you give your customer that entitles them to free or discounted services after so many visits. • Discount cards that your customers give to potential new customers for you, earning future discounts for themselves. 2. Business Cards • Your store managers should definitely have business cards, with a dollars-off incentive printed on the back. He should give these out wherever he goes, all the time — 500 cards every two months is the norm for my managers. • Why not give business cards to your long-time techs? They love them, and it can only help get the word out. 3. Community Advertising • School programs, yearbooks, phone books and calendars. • Local high school baseball/football field sponsorship signs. • Local Chamber of Commerce flyers and advertisements. • Church-sponsored discount books. 4. Online Internet Advertising

• Set up a website. • Change, add or modify the content with ease. • Target the message to specific programs. • Make a small investment in Google Ads to make sure you show up when your customers are searching for your services. 5. Community Services • Free “fluid maintenance training” for local schools, churches, civic groups, apartment complexes, etc. Show groups of people simple fluid-related and other maintenance checks on a scheduled night in your shop. 6. T-Shirts and Hats With Your Logo on Them. • You can try to sell them, but I just give them away to select customers. Nothing like people all over your town wearing your name on their clothes! The cost is not nearly as much as you would think, and it creates customer loyalty. 7. Supporting Local Charities • A once-a-year fundraiser where you

present a check to the charity is not only a great thing to do for the public, but the local news station will also give you a prominent spot on their news casts for at least an entire weekend. Getting your vendors involved will pare your overall expenses down to nearnothing. There are as many ways to get “branded” as any of you can think of. These are just the bare tip of the iceberg of ideas. I know you can all get creative and come up with some unique new branding methods of your own. Send me your ideas. I’d love to hear them! See ya’ next month, and in the meantime, make it happen! S KIT SULLIVAN began as a lube tech over 25 years ago and is one of the most knowledgeable and respected experts in the fast-oil-change arena. From location manager to general manager of a 50-plus unit chain, to owner of his own six-unit chain of lube shops, Sullivan has mastered every area of successful lube shop operation. Known for his excellent training seminars, as well as assistance in developing new products tai-

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Above and Beyond

VIEWPOINT

A “Direct” Solution to a Widespread Problem By William Nonnamaker

Unintended consequences are everywhere. Everyday actions, as well as design considerations, often precipitate other actions that were not planned or expected. Such seems to be the case with current-technology automotive fuel injection systems. Induction systems have evolved from relatively crude early carburetors to the mechanical fuel injection systems of the 1950s to electronic throttle body injection to port injection to today’s gasoline direct injection (GDI) systems. And while these new systems set new standards for performance, fuel economy and emission control, alas they do come with unintended consequences. The most notable of these is the formation of carbon deposits on the backs of intake valves. Direct injection means that, unlike port injection, which sprays fuel into intake ports just upstream of the intake valves, fuel is instead sprayed directly into the combustion chamber. With precise spray patterns, atomization is virtually instantaneous, such that the combustion process is optimized. Similar technology is used in today’s diesel engines. But this is where the unintended consequences raise their ugly head. Remember, crankcase ventilation systems collect crankcase and blow-by gases and route them through the induction system to be burned off before they can exit the tailpipe and contribute to air pollution. With the earlier port injection systems, fuel was sprayed at the backs of the intake valves on its way into the combustion chamber. This near-constant spraying of fuel cooled the intake valves and helped to wash away deposits that would otherwise form. With direct injection, this cooling effect is lost, and the result is intake valves that run far hotter than ever before. The unintended consequence is that oily crankcase vapors being drawn past the intake valves tend to collect and cook on the backsides of the hot intake valves. These deposits are no friend of the engine. The accumulation of these deposits can be52

come quite substantial and can greatly affect the incoming air charge, reducing the amount of air drawn in on the intake stroke and also causing turbulence that can compromise atomization and efficiency. Such turbulence and obstruction are the reasons racers port and polish cylinder heads for competition — to optimize the speed and volume of the incoming (and outgoing) gases. In extreme cases, deposits on intake valves must be removed mechanically. There are systems that involve partial engine disassembly and, after much preparation, blasting away these deposits with walnut shells or other blasting media. In some cases, it can be necessary to remove the cylinder head(s) for valve service at a capable machine shop. But both of these approaches are costly and time-consuming — and are not particularly well-suited to the quick lube environment. Fortunately, there are chemical products that can perform the cleaning task very well. Carefully-blended fuel system additives can be very effective in removing the carbon deposits on intake valves. They can include specially-formulated detergents and solvents crafted for this specific task. Such additives represent a natural add-on sale for the quick lube shop, particularly if the shop keeps a couple of heavily-carboned valves on hand to provide a powerful demonstration for the customer. Such proprietary blends include additives that provide enhanced lubricity and corrosion protection throughout the fuel system, as well as anti-oxidants that promote fuel stability. This is especially critical with today’s ethanol fuels. An added benefit of such products is that their cleansing properties also help to purge contaminants from the entire fuel system. This is particularly critical with GDI engines, in which the fuel injectors have very tiny orifices and spray patterns are critical. Any debris that compromises the fuel delivery in

any way can have a serious impact on engine performance and fuel economy. A more ambitious cleaning can be performed with professional-quality multi-part chemical cleaning systems. Such special service kits include one product that is introduced into the induction system via the throttle body or fuel rail. This provides a direct and powerful softening and removal of intake valve deposits. A second step involves the addition of a different product that is added to the fuel tank. This product provides final cleaning and on-going protection against future build-ups. Vehicles can be serviced using these professional service kits in a relatively short period of time, making them a viable service for the quick lube environment. It also provides the opportunity for continued sales of fuel tank additives, so customers can help prevent future carbon build-up problems. Savvy quick lube operators are always on the lookout for value-added products and services that can be performed quickly and profitably while providing excellent value for the customer. GDI service, on both gasoline and diesel-powered cars and light trucks, represents such a service without the need for special training nor the need to stock multiple SKUs in order to accommodate popular makes and models. The resulting added business can be a very intended consequence. S WILLIAM NONNAMAKER is senior vice president Sales and Marketing at Penray, Inc., with overall responsibility for sales to the quick lube industry, as well as sales to the heavy-duty and international markets. A 30-plus year veteran of the automotive aftermarket, Nonnamaker previously held sales and marketing positions with Johnson Controls Battery Group, Cooper Tire and Rubber Company, and Wells Vehicle Electronics. In his fi e years with Penray, he has cultivated Penray’s relationship with quick lube owners and operators and has overseen the introduction of a number of products and professional-level service kits that are especially wellsuited to the quick lube environment. Married with two grown children, Nonnamaker holds a BS degree from Michigan State University and an MBA degree from Bowling Green State University.

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PRODUCTS & SERVICES Accelerate Your Career Valvoline recently launched its Auto Career Accelerator (ACA), an online recruiting platform that connects thousands of emerging professionals to open positions in both the automotive services and heavy-duty industries. Available positions will be posted exclusively from within Valvoline’s Lubricant Customer network, which includes tire shops, car dealerships, quick lube centers, heavy-duty fleets and other various heavy-duty positions nationwide.

ACA is similar to other leading job boards in connecting job hopefuls with potential employers, however, this network is industry-specific in nature and contains a robust talent assessment. With this initiative Valvoline is working to pair the best and brightest with available positions throughout its extensive network, helping to close the auto industry employment gap. Initial posted ACA positions will include entry-level technicians, mid-level technicians, management, sales and service. As the platform expands to include the heavy-duty industry, positions such as HD mechanics, CDL truck drivers and welders will be added. For more information, contact: aca@valvoline.com

New Filters Added Purolator recently introduced 30 new part numbers for the Purolator, PurolatorONE and PurolatorTECH product lines. These new part numbers include oil, air, cabin air and fuel filters covering late-model applications through 2019. This introduction increases Purolator’s coverage for more than 10 million vehicles on the road today. 54

The new part numbers fit a variety of popular models such as Toyota Camry, Ford Ranger, Hyundai Elantra, Dodge Challenger and others. For more information, visit: www.pureoil.com

Performance-Driven Tool for Inspection Equipment Hunter’s new performance-driven tool, Push Reports, is now available for shops with Hunter inspection equipment. Push Reports boost shop performance by automatically providing managers with actionable data from their Hunter inspection technology.

Interactive Catalog The Snap-on interactive accessories catalog contains all of the products that professional technicians need to make their Snap-on diagnostic tools more powerful to maximize capabilities, improve productivity and increase profits. Available by visiting diagnostics.snapon. com/IAC, the catalog can be downloaded to a computer, iPad or tablet. It offers accessories for Snap-on diagnostic platforms such as the new Apollo D8 and families including Zeus, Verus, Verdict, Modis, Solus, Vantage and Ethos.

The new Snap-on interactive accessories catalog is loaded with items that will help diagnostic tools do more, work harder and last longer. Technicians can maximize their diagnostic tool’s potential by adding even more capabilities with accessories such as cables and adapter kits. With accessories like docking stations and foam organizers, they can configure their tools to fit their work environment and style. They can also add security and peace of mind to their investment with cases, screen protectors and extended warranties. For more information, visit: diagnostics.snapon.com

Hunter’s revenue-generating inspection equipment is used by thousands of rooftops worldwide to quickly identify vehicle alignment and tire needs. Hunter’s new autonomous inspection system is able to automatically measure alignment and tire tread in seconds — no labor or stopping required, allowing shops to check every vehicle that comes through their doors. With Push Reports, shops can now take even greater advantage of their Hunter inspection systems by setting daily performance goals and better identifying presented, achieved and missed opportunities to sell alignments and tires. Custom, easy-to-understand reports can be automatically pushed via text or email, allowing managers and owners to easily see shop performance and ensure the utmost utilization in their Hunter inspection systems. For more information, visit: www.hunter.com/demos

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Winter Emergency Product Hot Shot’s Secret now offers a new winter emergency product — Diesel Winter Rescue. This formulated product reliquifies gelled fuel and de-ices frozen fuel filters to restore the flow of diesel fuel to the engine allowing the vehicle to be fully operational again. Unlike Hot Shot’s Secret’s Diesel Winter Anti-Gel that works as a preventive maintenance product in cold weather, Diesel Winter Rescue contains a military grade deicer and works to disperse moisture throughout the fuel system: tank, lines, pumps and filters to return diesel powered vehicles to normal operation, regardless of outside weather conditions. When temperatures dip below freezing, this product is the one to have on hand for emergencies as a safety precaution. Ultra-Low Sulfur Diesel (ULSD), today’s standard diesel fuel, has reduced levels of lubricity that can cause premature wear to the different components of a diesel engine. Diesel Winter Rescue is fully formulated with a lubricity additive to prevent premature failures. Safe and effective for all biodiesel blends, it is recommended for all diesel engines. For more information, call 800.341.6516 or visit: www.hotshotsecret.com New Part Numbers for European Passenger Vehicles in the United States and Canada Mann-Filter recently introduced 116 new part numbers available for immediate order. The new part numbers include air, cabin air, oil and fuel filters, as well as oil separators.

These 116 new part numbers have increased Mann-Filter’s coverage of the European passenger vehicle market in the United States and Canada to more than 98

percent, with a comprehensive offering of filtration products. The new part numbers provide OE fit, form and function for 2018 and 2019 European makes and models such as Audi, BMW, Mercedes-Benz, Jaguar and others. For more information, visit: www.mann-filte .com

optimizes the torque applied to the wheel and automatically sets the maximum rotation speed of the wheel. The variable speeds available also give the service technician the best options for maximum productivity. For more information, call 800.251.4500 or visit: https://us.hofmann-equipment.com/en/

smartSpeed for Maximum Performance Hofmann’s pantented smartSpeed technology automatically selects the optimal speed and torque on the tire changer with a single pedal position. Even during a shop’s busiest hours, when throughput really matters, smartSpeed maximizes shop productivity without damaging tires or wheels.

Digital Precision Torque Wrench OTC has introduced a new digital precision torque wrench in North America. The new tool, part number 7380-E150, uses a digital display to show torque measured in real-time and at the point of release. The wrench’s sensitivity and precision can also be used to measure bearing preload torque values. The quarter-inch drive wrench is powered by a 36-tooth ratchet head with measured torque ranging from 1.5 to 150 inch-pounds. Clockwise, the wrench is accurate to within plus or minus 1 percent, with counter clockwise accuracy from 10-percent to 100-percent of full scale. The five-digit alphanumeric LCD clearly displays torque and measurement settings, controlled by four buttons. When set torque is reached, techs are alerted with an LED light, audible buzzer and vibration to help avoid over-torqueing. The LED will glow yellow, red or green, indicating when the wrench is being used correctly or when pre-set torque has been exceeded. For more information, visit: www.otctools.com

New Hofmann tire changers featuring smartSpeed technology include the Hofmann monty 3550 and monty 1625. Featuring advanced capabilities to service a wide variety of wheel and tire assemblies, the monty 3550 is specifically designed to change low-profile, high-performance and run-flat tires, maximizing a shop’s versatility. Designed for high-volume shops, the monty 1625 is ideal for servicing standard and performance wheels on cars and light trucks. With smartSpeed, users will see an instant increase in performance and productivity. smartSpeed not only automatically minimizes damage to the tires, but it also provides innovative, patented technology that

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

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

FAST LUBES (FOR SALE) NORTHERN NEW JERSEY

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

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ADVERTISERS/PRODUCT INDEX March 2019

AutoCenter Sales_________________________________________ 39_____________800.874.5793____________ www.autocenter-sales.com Auto Data, Inc. _____________________________________________ 7______________800.767.7580________________ www.autodatainc.com Avis Lube_______________________________________________ 53____________432.520.4000________ www.thekentcompanies.com BendPak, Inc.______________________________________________35_____________800.253.2363___________________ www.bendpak.com Devon Industries___________________________________________37_____________800.468.1970__________________www.devonlube.com eGenuity, LLC - eLube.net__________________________________ 31_____________800.296.0177___________________ www.egenuity.com Herkules Equipment Corporation_____________________________ 51_____________800.444.4351_____________________ www.herkules.us International Car Wash Association____________________________33_____________888.ICA.8422____________ www.thecarwashshow.com Integrated Services, Inc. - LubeSoft - Modulube__________Outside Back Cover_____800.922.3099________________________www.ints.com Kafko International Ltd. - Oil Eater/Degreaser____________________13_____________800.528.0334_____________________www.oileater.com Live Oak Bank_____________________________________sponsored content, 27____910.320.8693___ www.liveoakbank.com/automotivecare M & M Service - Deep Blue Windshield Washer Concentrate____________45 _____________800.657.9834___ www.windshieldwasherconcentrate.com Mighty Distributing System of America____________________________ 9 _____________800.829.3900______________www.mightyautoparts.com NGEN Pro_______________________________________________ 47___________ 844.NGEN.PRO___________________www.ngenpro.com Penray Companies__________________________________________23_____________800.323.6329_____________________ www.penray.com Phillips 66 Lubricants_____________________________________ 29_____________877.445.9198__________www.phillips66lubricants.com PM Attendant, Inc.__________________________________________21_____________866.576.8957_______________ www.pmattendant.com Quick, Presented by NOLN____________________________________14_____________800.796.2577__________________ www.nolnquick.com Roth Industries__________________________________________ 44____________ 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__________________________________________ 49_____________855.879.9995______________ www.shinnbuildings.com Smart Blend Synthetics/Phillips 66 Spectrum Corporation__________ 3______________ 888.422.9099_________________ www.smartblend.com Snyder Industries___________________________________________48_____________888.422.9099___________ www.snyderpetrotanks.com Solid Start â&#x20AC;&#x201C; True Brand______________________________ Inside Back Cover______877.290.3950____________________ www.solidstart.biz StokAir Tire Inflators______________________________________ 41______________________________________________ www.petroy.com TOTAL Specialties USA_____________________________________ 15_____________800.323.3198______________www.totalspecialties.com March 2019

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Selling is Educating

VIEWPOINT

What Sets Apart the Best From the Rest? By Amber Kossak

Jim Collins, author of the bestsellers “Good to Great” and “Built to Last” once said that the two greatest leaders of the last 100 years were Winston Churchill and Steve Jobs. Those familiar with Steve Jobs and Apple know that his career was a story with many lessons. One of these was his uncompromising conviction that the customer experience was pre-eminent in importance. Jobs was an innovator and visionary in the technology sector. This central pillar in his cathedral of ideas even has an acronym now: UX, which stands for User eXperience. For auto service operators, this idea translates directly to the notion of exceptional customer experience. So, what sets apart the best from the rest? The answer goes back to the fundamental difference between appearance and reality. The objective is not only to give the appearance of caring about your customers, but it is to actually care about them, too. When giving the appearance you care, your decisions may result in a win-lose; however, the concept of winwin means that when your customer wins, you win! For owners and managers, there are some essential steps that help when trying to add value: • Hiring right • Onboarding properly • Training well • Building a team, which includes getting the right employees in the right positions. What about onboarding? Just as we have one opportunity to make a first impression, a new employee’s first days on the job will set a tone for his or her expectations in this new home. It is wise to strate-

gically welcome new employees in a manner that creates an emotional connection that builds loyalty and trust.

Adding Value

What does the phrase “value-added” mean? When applied to the production of goods, it is the adding of value at each stage of its production. For example, instead of using the cheapest raw materials, a company would select better materials. If a fluid, then better additives and higher quality base stock would be used. If a chair, a higher quality metal alloy or real leather instead of fake leather would be used. This chair manufacturer might add still further value through personalization, adding a monogram to the design. In short, each element adds value to the final product. What “value add” can you offer your customers: Higher quality oil option, clean restrooms, Wi-Fi, coffee, dog treats, popcorn, AC? In the service industry, it means going above and beyond, exceeding expectations and separating ourselves from the rest.

We Can All Add Value

Thinking in terms of a value-added service boils down to each person on the team making a commitment of adding value to the customer experience. We can all add value, but do we? Here are just a few ways we can achieve this: 1. Smile and have a positive attitude. 2. Take pride in your work. 3. Be conscientious. 4. Commit to learning new skills. 5. Assume responsibility. 6. Personally care about the task at hand and the customer.

Responsible employees know when they are careless and make mistakes it has an impact on the entire team. In the era of Yelp, one unhappy customer can have a negative ripple effect that hurts the business in real ways. On the other hand, exceptional customer service also gets rewarded. This is what a typical happy customer sounds like on Yelp: “I have been taking my cars here for years. When you find an honest, professional car care service, you don’t ever give them up.” Simple things like learning your customers’ and their children’s names helps strengthen bonds. The more kindness and special treatment, the more memorable it will be. Obviously, the real aim is to engage your customers in an authentic way that makes them feel like a real person and not just a number. The question is, do you care about the customer’s needs? If so, then you understand communication is important. We make a living in the automotive service industry and may assume the things we know are common knowledge when they are not. If we can show customers how to take better care of their vehicles and help save them money, it will only reinforce their trust in us as the professional service provider. So, what sets apart the best from the rest? We all have the option of being a valuable employee and offering value-added services, but the question is, are we? 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.biz For more information please visit: www.solidstart.biz

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Fuel Juels fuel treatment is the ONLY time-released fuel treatment in the world. Our patent-pending formula utilizes 3-Phase Brownian Motion Technology to activate minute, micro, and nano particles to create a time-released effect which allows Fuel Juels to restore fuel mileage and increase compression tankful after tankful.

WHY FUEL JUELS? FIGHTS DAMAGING ETHANOL PROBLEMS SAFELY REMOVES WATER FROM FUEL HELPS RESTORE FUEL MILEAGE UP TO 7% INCREASES CYLINDER COMPRESSION LUBRICATES AND CLEANS FUEL SYSTEM BOOSTS OCTANE LASTS UP TO 6,000 MILES!

Safe and Effective for GDI and PFI Engines!

Truth:

“Success is attaining your dream while helping others to benefit from that dream materializing.” - Sugar Ray Leonard

Contact your local Solid Start Distributor to get Fuel Juels in your shop. Call Today: 877-290-3950 | www.solidstart.com | www.fueljuels.com | #TrueBrandTough

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2/5/19 4:16 PM

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2/5/19 4:16 PM