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Mevotech recently announced the introduction of 358 new part numbers. Focusing on continually providing engineered solutions for the professional technician, the new part numbers cover a wide range of domestic and import passenger vehicles, trucks and SUVs up to 2021, the company noted. The release expands both the premium Supreme and ultra-engineered TTX programs with additional control arms, ball joints, inner and outer tie-rod ends, stabilizer-bar links and wheel-hub assemblies. The parts feature X-Factor design and material upgrades for higher durability and a longer service life, according to the company. Additionally, professional technicians now have access to more replacement bushing options for control arms, steering knuckles and stabilizer bars. Highlights from the release include: Patented front lower control arms for the 2021-2018 Honda Odyssey – providing an extended part service life with Mevotech’s exclusive patented BiMetallic technology (U.S. Patent No. 8757648) and other upgrades. Seven new ultra-engineered TTX wheel-hub assemblies – including: 2019-2017 Ford F-250/350/550 Super Duty series 2021-2018 Nissan Titan XD2019-2011 GM 2500 HD/3500 HD series 2019-2011 Ford Explorer Enhanced steering-repair alternatives – reducing installation time and improving overall part durability for the: 2021-2018 Jeep Wrangler2021-2019 Ford Ranger2021-2019 GM 1500 trucks and SUVs For more information, visit mevotech.com. The post Mevotech Expands Supreme, TTX Lines appeared first on Counterman Magazine. View the full article

Loyalty programs are nothing new. Airlines and hotels have been offering them for decades. Thanks to the smartphone, however, customer-rewards programs no longer are the exclusive domain of large national retailers. In a Counterman webinar earlier this year, Autologue Computer Systems CEO Jim Franco and TexTalk LLC CEO Brad Duncan made the case for implementing a rewards program, and explained how independent parts stores can get in on the action with relative ease. As for why parts stores should consider launching a rewards program, here are some of the potential benefits: Encouraging Future Purchasing According to Duncan, the overarching goal of a rewards program “is to give your customers one more reason to buy from you.” OK, they already have plenty of reasons to buy from you. But, it never hurts to add another incentive for additional purchases. Customer Retention It’s much harder to acquire new customers than it is to retain your existing customers, which means neglecting your current customers can be a costly mistake. An active rewards program that focuses on customer retention can go a long way toward keeping those relationships fresh. Revenue Boost “If you have an effective rewards program, revenues should increase because of customers buying more – and more often,” Duncan asserted. A good program should help to keep your business front and center in your customers’ minds. Competitive Response With more and more retailers implementing some type of customer-loyalty program, chances are your competitors have one. That’s certainly the case if your local competitors include one (or more) of the national auto parts retailers. Customer Appreciation From cashback credit-card rewards to that free guac you earned for eating large quantities of Chipotle, consumers have come to expect their favorite retailers to give them a little something extra for their continued loyalty. A rewards program is a great way to show your customers that you value their business. Reach Out and Text Someone As alluded to earlier, the smartphone has leveled the playing field for smaller retailers that want to offer the same kind of customer-rewards experience that the national retailers do. That’s because the smartphone is more than just a phone with a built-in camera. It’s a digital wallet that – increasingly – is populated with apps for our favorite brands. During the webinar, Franco and Duncan explained that the smartphone is the focal point of Autologue’s eRewards customer-loyalty software. There’s no email or snail mail involved, and no plastic cards to print out for customers who sign up. By design, all interactions with the customer occur via phone. Franco and Duncan pointed to statistics showing that text messages enjoy a 98% read rate, which means your messaging has a great chance of reaching your customers when you contact them via phone. “We decided early on that we wanted to communicate directly using the most effective and powerful marketing conduit there is,” Duncan said. Parts stores can use Autologue’s eRewards to develop a loyalty program for retail or wholesale customers. The main difference is in how the rewards are defined. In an eRewards program for retail customers, rewards are dollar credits toward future purchases, and the “exchange rate” is set by the store. For example, a store might want to offer $5 in rewards for every $100 in purchases made by a retail customer enrolled in the program. A wholesale eRewards program is structured more like what you’d expect in a frequent-flyer program. In a wholesale program, rewards accumulate as points rather than dollars, based on total purchases or on incremental increases in purchases. The store defines the “points multiplier” – meaning the customer accrues “X” number of points for every dollar they spend. Points are redeemed for reward prizes that are determined by the store. With eRewards, parts sellers can group retail rewards members into one of three buckets – active, semi-active or inactive customers – and tailor their messaging based on the customer’s status. For example, an active customer would receive a rewards statement, which details their current rewards-program earnings, encourages online reviews and showcases current specials and promotions. A semi-active customer would receive a reminder statement, which shows rewards-dollars availability and encourages return visits. An inactive customer would receive a reactivation statement, which focuses on current specials and promotions to help re-energize the customer relationship. Duncan described the concept as “loyalty-loop technology.” “This is what eRewards is all about: managing the customer-visit pie chart, if you will,” he explained. “It’s automated customer retention.” You can learn a lot more about Autologue’s eRewards software by listening to the on-demand webinar, which you’ll find archived at www.counterman.com/webinars/. Or you can visit www.autologue.com. The post Building A Rewards Program For Your Auto Parts Store appeared first on Counterman Magazine. View the full article

Trico Products Corp. announced the introduction of ANCO Fleet blades, a new line created specifically for worksite vehicles. Additionally, the company introduced new ANCO Factory Spec Rear, ANCO Winter and ANCO Extreme Weather blades. The new specialty blades are engineered to deliver top-notch performance in all driving conditions, the company said. The new wiper blades launched at AAPEX in Las Vegas and are available to vehicle service professionals nationwide. “ANCO’s goal is to use our extensive experience to keep drivers safe by providing clear visibility in any situation,” said Michael Kutek, product manager at TRICO. “Safety and performance are of the upmost importance to ANCO, and these newly upgraded products allow for us to deliver that to our customers.” ANCO Fleet blades have been created for light-to-medium-sized worksite vehicles at commercial job sites and other environments that require the removal of harsh debris from windshields. Engineered to perform in the toughest conditions, the blades maintain maximum windshield contact and snap on easily to deliver a constant, no-fuss performance, according to the company. The ANCO Extreme Weather blade offers a step up from the classic style, as they’re made with a robustly constructed armor to protect against the harshest winter-weather conditions. Its one-piece design conforms to the shape of any windshield and provides a clean wipe. The ANCO Winter blade is made for typical winter driving and features a rugged, protective rubber boot to prevent snow and ice buildup. The blades are constructed of high-grade steel for added strength, and a heavy-gauge wiper element resists tearing in sub-zero temperatures. The ANCO Factory Spec Rear blades are original-equipment replacement wiper blades designed to fit each vehicle’s specific wiper-arm type. Designed for easy replacement, the blade provides 360-degree driving visibility for rear windshields. ANCO products have been engineered with the latest technology to ensure a clear, streak-free wipe for all drivers. Offering coverage for the light-, commercial- and recreational-vehicle markets, ANCO is a global OEM and aftermarket supplier that offers a wide range of wiper blades for any condition. For additional information about ANCO and its products or to purchase these products, contact your local ANCO sales representative, or visit https://ancowipers.com/. The post ANCO Launches 4 Specialty Wiper-Blade Lines appeared first on Counterman Magazine. View the full article

Continental has just launched the Autodiagnos Drive, a remote vehicle-data solution designed to deliver advanced diagnostic information that service providers, fleet managers and repair facilities can use to maximize their data-driven services. “This easily installed, plug-and-play technology provides users with live access to extended vehicle diagnostic data for all popular makes and models of passenger cars, light trucks and commercial vehicles, so they stay continuously aware of the vehicle’s condition,” the company said in a news release. “Autodiagnos Drive helps customers increase productivity, reduce downtime, enhance customer service and gain better insights into the condition of the vehicles they service or manage. The system will also help them to quickly provide vehicle owners with reliable and up-to-date information about their vehicle’s health and performance parameters.” The Autodiagnos Drive remote vehicle-data solution is the result of years of development and engineering. It incorporates OEM diagnostic data, unique OEM-grade hardware and secure data routing and storage. The platform is hosted by Continental and integrates with customers’ own service platforms through APIs. This means that shops, fleets, insurance providers, roadside services and owner-operators will have secure and robust access to not only generic, but also OEM-specific vehicle data that is tailored to their needs, according to the company. In order to deliver results with excellent reliability and maximum security, Autodiagnos Drive uses the latest in cybersecurity standards and testing. The hardware is built to OEM standards, using diagnostic data purchased and/or licensed directly from the OEMs. “Access to remote vehicle data reduces the need to bring the vehicle to the service provider to assess its condition,” said Christopher Bahlman, head of diagnostics & services, Continental Commercial Vehicles and Services. “Furthermore, it can greatly increase productivity for service centers, as well as reducing headaches for vehicle owners. This is especially important given the complexity of today’s vehicles and the value of everyone’s time.” Continental’s Autodiagnos Drive is an “all-makes” remote vehicle-data solution for light-duty vehicles with CAN-based architectures and is suitable for use on nearly every light-duty vehicle produced since 2008, according to the company. It is easy to use, but robust and secure, and can be updated as vehicles evolve. It will be accessible to users on a 24-hour/seven-day basis. “Continental has worked with OEMs, global telecoms, providers of cybersecurity services, and other automotive professionals to create a platform that is unique in its ability to harness OEM diagnostics data, unify that data and route it to service providers to deliver insights about vehicle health and usage,” Bahlman added. “Whether it’s knowing fuel level, odometer, vehicle location or a broad array of vehicle data delivered in real time with the utmost security, Autodiagnos Drive is a flexible and scalable solution.” In addition to the new Autodiagnos Drive, Continental’s Diagnostics and Services group also features two major diagnostic-tool programs: Continental Autodiagnos PRO automotive diagnostic system and Continental Autodiagnos TPMS tools. Both programs are designed to meet the needs of aftermarket service professionals by streamlining vehicle data that technicians can use to analyze, diagnose and repair vehicles faster and better. For more information, visit autodiagnosdrive.com or contact [email protected]. The post Continental Launches Autodiagnos Drive Vehicle-Data Solution appeared first on Counterman Magazine. View the full article

A perfect match for the eco-friendly adventure of the Mitsubishi Outlander PHEV, NRS Brakes recently expanded its line of premium galvanized brake pads designed to match the safety and the performance of the plug-in hybrid SUV. “NRS Brakes’ new EV brake pads for the Mitsubishi Outlander PHEV reduce moisture dissipation and corrosion risk typical of electric-vehicle and hybrid brake pads to deliver a safe and smooth ride,” the company said in a news release. Recognized as the world’s longest-lasting brake pad, according to the company, NRS Brakes for the Outlander PHEV feature advanced noise-cancelling piston cushions and shims, best-in-class friction, a patented mechanical attachment and fully galvanized steel backing plates, which prevent issues related to rust and improve performance in challenging weather conditions. NRS Brakes require significantly fewer replacements, making them the most affordable option based on total cost of ownership over the life of the vehicle, according to the company. All NRS brake pads undergo rigorous testing in one of the world’s most advanced brake-testing labs to ensure quality, efficiency and performance. To view a complete listing of NRS galvanized brake pads and vehicle compatibility, visit https://nrsbrakes.com/. The post NRS Adds Galvanized Brake Pads For Mitsubishi Outlander PHEV appeared first on Counterman Magazine. View the full article

Continental has introduced a new line of active grill shutters for popular Ford and Chrysler models. Previously available as a dealer-only part, Continental active grill shutters now are available to the aftermarket for direct replacement on popular Chrysler and Ford models. Continental currently offers 18 part numbers covering more than 16 million Chrysler, Ford and Lincoln VIO from 2012-2020. Key applications include the Chrysler 200; the Ford Focus, Escape, Mustang, Explorer, F-150 and Fusion; and Lincoln MKZ. Continental expects to expand coverage for its active grill shutters to more than 100 part numbers in 2022. “Continental developed this line of active grill shutters to meet the rising demand for affordable replacement parts for sophisticated vehicle systems, like engine cooling,” said Christina Bergstrom, senior product manager. “These shutters provide the same operation as the OE part, and ensure the vehicles function at the proper temperatures, improving fuel economy.” Active grill shutters play an important part in improve vehicle fuel efficiency by maintaining ideal engine operating temperatures. They open at lower speeds to help keep the engine cool and close at higher speeds to reduce drag. They also assist in engine warm-up by retaining heat while the vehicle is parked. For more information, visit: continentalaftermarket.com or contact [email protected]. The post Continental Launches Active Grill Shutters For Ford, Chrysler appeared first on Counterman Magazine. View the full article

Lumileds said it has taken a major step in addressing the growing concern over air purity and respiratory illnesses brought on by the COVID-19 pandemic. In response, Lumileds has created the new Philips GoPure GP5611 automotive air purifier, a powerful and innovative car air purifier that’s engineered to clean air quickly and efficiently in most vehicle interiors and help reduce the risk of airborne transmission of viruses and bacteria, according to the company. “The new Philips GoPure GP5611 is so advanced that it can capture ultra-fine particles, including microbes, in just 10 minutes, and its convenient design makes it an easy fit in most vehicle cup holders,” said Aubry Baugh, Lumileds product marketing manager. The GoPure GP5611 features three layers of defense: a Philips SaniFilter Plus filter, a powerful UVC light and a HESAMax filtration cartridge. The Philips SaniFilter Plus filter has been tested at IUTA laboratory in Germany and proven to capture 99% of ultra-fine particles, including particles as small as 0.004 microns that can get deep into the lungs and may create serious health risks, according to the company. The filter captures bacteria and respiratory viruses as well as airborne allergens such as pollen, dust mites, mold spores and pet dander at a 99% efficiency. The Philips SaniFilter Plus filter features a special anti-microbial layer to inhibit the growth of microorganisms inside the device, including mold spores. UVC light damages the molecular bonds that hold DNA together, so it is highly effective at eliminating bacteria and viruses. For decades, UVC light has been used for sterilization in hospitals, transportation, factories and more. Now, it is being used to help clean the air inside cars. The Philips UVC lighting module inside the GoPure GP5611 is designed to kill bacteria and viruses trapped in the filter by exposing them to ultraviolet light. The UVC LEDs used in the module were tested independently from the air purifier at KR Biotech Lab on Sars-CoV-2 (COVID-19-causing virus) by applying UV light directly onto the virus in a petri dish, effectively destroying 99% of the virus in five minutes. In the GoPure GP5611, the UVC light acts on the particles captured by the filter. An air purifier does not treat or prevent COVID-19, and by itself, does not protect against exposure to the virus that causes COVID-19, but it can be part of a plan to help protect motorists from exposure, according to the EPA. The post Lumileds Introduces GoPure GP5611 Automotive Air Purifier appeared first on Counterman Magazine. View the full article

Trico Products Corp. has announced the launch of three new TRICO Solutions lines of wiper blades that are designed to meet unique performance requirements specific to some of the most popular vehicle types on the road. Available now at Advance Auto Parts across the United States, the TRICO Solutions series features three different blade types: TRICO Truck, TRICO Asian Fit and TRICO High Mileage. “The TRICO Solutions series is the result of a culture of innovation that has kept Trico products positioned as ‘The Future of Wipers since 1917,’” said Dan Ehde, vice president of wiper product and engineering for TRICO. “TRICO Solutions are engineered to provide drivers with optimal performance based on the specific type of vehicle they drive.” TRICO Truck is designed exclusively for trucks and are engineered with stronger features to maintain maximum windshield contact in all conditions. The blades are 20% heavier than typical beam blades and have rugged airfoils that repel dirt, debris, snow and ice, according to the company. TRICO Asian Fit is designed to provide an exact factory match for Asian nameplate vehicles. Exactly matching the hybrid style and performance of original-equipment wipers, they feature a low-profile for improved wind lift resistance and a polymer shell that protects the blade from the elements. Finally, TRICO High Mileage blades are specifically designed for worn wiper arms on vehicles that have logged more than 75,000 miles. The blades are engineered with an aerodynamic airfoil and a high-mileage coupler that uses wind force to distribute optimal pressure. “High Mileage blades will continue to deliver best-in-class load distribution with as much as a 40% reduction in arm load pressure,” the company said in a news release. The new TRICO Solutions line will be featured at AAPEX, and visitors can get more details at the First Brands Group booth, A3638. For additional information about TRICO and its products, contact your local TRICO sales representative, or visit www.tricoproducts.com. The post Trico Introduces 3 New Lines Of Specialized Wiper Blades appeared first on Counterman Magazine. View the full article

Delphi Technologies Aftermarket, a brand of BorgWarner Inc., will showcase its latest technologies at AAPEX (Automotive Aftermarket Products Expo). The event takes place Nov. 2-4 at the Sands Expo Center in Las Vegas. Delphi is exhibiting in booth 5027. At the show, visitors to the company booth can learn firsthand about launches, product-line expansions and electrification-program updates. “By expanding our product lines and launching new parts, we’re demonstrating our investment to meet our main objective: growing our customers’ businesses and accelerating additional revenue opportunities for distributors and garages in North America,” said Malcolm Sissmore, Delphi Technologies Aftermarket sales and marketing vice president. “We are also very excited about our technical partnership with Alpine F1 Team and want to share more with our customers. The Delphi Technologies’ branded logo will appear on Alpine F1 Team’s garage environment and commercial assets and on the A521 car at selected Grand Prix.” New Fuel-Tank Cleaning Tool Debuts at Show Delphi Technologies Aftermarket continues as a fuel-handling market leader with a full-service solution of reliable parts and expert customer support, according to the company. “Combining the benefits of original-equipment (OE) technology with performance and durability engineered specifically for the aftermarket, the company maintains a robust portfolio and continues to innovate in the category,” Delphi said in a news release. The new fuel-tank cleaning tool, the FC02, is designed to efficiently clean a hard-to-drop fuel tank before installing a new pump module. Installing a new fuel pump in an old fuel tank without a way to effectively clean that tank presents a challenge for technicians who want to avoid premature wear or failure of the new pump from debris and contamination. The FC02 fuel tank tool from Delphi Technologies Aftermarket is an easy and quick solution that allows technicians to maximize customer satisfaction and revenue opportunities from high quality fuel maintenance services, according to the company. Enhanced Core Aftermarket Portfolio Steering and suspension is another significant area of portfolio expansion for guests visiting the booth to discover more about. Delphi Technologies Aftermarket has added 400 SKUs in 2021, now offering more than 8,000 part numbers in the catalogue. “The company is committed to continuous product-line expansion to provide a comprehensive portfolio including first-to-market control arms, tie rods, inner and outer tie-rod ends, sway-bar links, ball joints, bushings, drag links, idler arms, pitman arms, trailing arms and more,” Delphi said in a news release. Delphi Technologies Aftermarket also has expanded its engine-management portfolio, adding more thann 350 part numbers in the last 18 months. Maintaining full-line coverage for ignition coils and MAF sensors, Delphi now offers more than 2,000 engine-management SKUs. Delphi Technologies Aftermarket’s engine-management products are backed by stringent OE development and product validation methods for reliable and accurate OE performance, the company noted. Electrification for the Aftermarket Delphi Technologies Aftermarket’s pioneering product portfolio benefits from BorgWarner’s strategic business investments to globally expand its electrification capabilities, allowing aftermarket customers access to OE-quality replacement parts. Automotive power electronics help in the efficient conversion, conduction and control of electric power in hybrid electric vehicles (HEVs) and electric vehicles (EVs). At AAPEX, the company will showcase the latest power electronics for the aftermarket: Delphi Technologies Aftermarket’s mode 2 charging cables for Chevy Volt and other EV models. Diagnostics A full-service solution includes diagnostics as an important step to a reliable repair. Visitors to the Delphi Technology Aftermarket booth “will find world-leading Hartridge test benches and see their advanced capabilities firsthand.” The company will showcase the Excalibur GDi Master at AAPEX, which gives technicians the ability to test gasoline direct injection and port fuel injection up to 250-bar pressure, in test cycles as little as five minutes. Also present at the show, Delphi will display the Sabre CRi Master – a compact, all-makes diesel CR injector test bench packed with advanced functionality for injector testing and injector coding. The post Delphi Aftermarket Announces Portfolio Expansion At AAPEX appeared first on Counterman Magazine. View the full article

Purolator Filters, a division of MANN+HUMMEL, announced that the company has launched PurolatorPRO, a new mobile catalog app available for both iOS and Android users. With just a few clicks, the app allows professional installers, technicians, service writers and shop managers to access the newest cataloging information for all Purolator filters. To make application lookup even faster, the app includes a fully integrated VIN decoder search option. Simply take a picture of the VIN with your phone, and the information is available instantly. Additional features of the app include cross-reference details, competitive interchange data and installation instruction sheets and videos. The PurolatorPRO app provides access to the entire Purolator product portfolio, enabling professionals to view product availability and offering upsell opportunities. Users can search for Purolator filters for passenger cars and light trucks, motorcycles, UTVs and ATVs, and commonly used vehicles can be added to a customized favorites list. “At Purolator, we are committed to providing customers with the most up-to-date tools to run their businesses,” said Tina Davis, senior marketing manager of brand and communications at MANN+HUMMEL Purolator Filters LLC. “The PurolatorPRO app provides an easy way to access any information a professional may need to efficiently move vehicles through the service bay, increasing bay turn and profits for the service facility.” The post Purolator Launches New Mobile Catalog App appeared first on Counterman Magazine. View the full article

Wheel bearings can be some of the most misunderstood components of a car, and the confusion can run the gamut from technicians all the way through to the service department. But, without a doubt, motorists will have the most questions. Much of this confusion stems from the types of bearings that were used in automobiles and were commonplace all the way up into the 1990s. Primarily, I’m referring to the tapered roller bearing. Cleaning and repacking these bearings was such a common service that most vehicle owners came to expect it, just like the 3,000-mile oil change and regular tune-up. Even to this day, when a customer hears “wheel bearing,” many of them expect an inexpensive service or an inexpensive part. Many aspects of automotive technology – airbags, antilock braking systems and tire-pressure monitoring systems, for example – are well-known. But, wheel bearings always have remained in the shadows, leaving us as automotive professionals having to explain them. While most counter pros and technicians are familiar with the fact that sealed wheel bearings and bearing-hub units account for the majority of wheel bearings on cars today, many vehicle owners are not. Nor are they familiar with the different types and how they relate to the overall design of the steering and suspension systems. At the most fundamental level, all wheel bearings are simply roller bearings – meaning they contain rolling elements. The different types of roller bearings include cylinder roller bearings, tapered roller bearings, barrel roller bearings, needle bearings and ball bearings. The rollers are trapped in a cage to keep them in place, and then located between an inner and outer ring. Each ring has a groove called a race, in which the rolling elements roll. The tapered roller bearing is one of the most well-known and recognized types of bearings, but the other types were commonly used for axle bearings or applications where a gear oil provided lubrication as opposed to grease. Wheel bearings take an incredible amount of abuse due to the different types of loads in vehicles, such as cornering, acceleration, braking, potholes and the weight of the vehicle. These factors, along with the increased demands of automotive engineering, created the need for bearings that offer lower maintenance, less weight, reduced friction, less noise and longer service life. Gen 1 A compact bearing unit, known to many technicians and counter pros as a “sealed wheel bearing,” was the first major technology advancement. This style of bearing was constructed of two sets of caged rollers: a one-piece outer ring/race with two inner rings/races. The entire unit was pressed together, lubricated and sealed, creating a maintenance-free bearing. These are known as Generation 1 bearings. With minor variation in design, Generation 1 bearings were pressed into a steering knuckle and held in place by a type of snap ring. A wheel hub was then pressed into the bearing and an axle shaft would slip through the hub (splines on both would mate together), ultimately transferring power from the shaft to the wheel. Early front-wheel-drive (FWD) cars are where most of us saw the initial influx in the use of Generation 1 bearings. As ABS and traction-control systems came onto the scene, these bearings also would house a sensor ring or pick-up. Installing these bearings was sometimes a time-consuming process, and caution had to be taken to support the inner and outer rings properly when finally pressing the bearing and hub in place. If the bearing contained a sensor ring or pick-up, care had to be taken to install it on the correct side, as the bearing appeared the same at a quick glance, in many cases. Gen 2 A Generation 2 bearing is a compact bearing unit as well, but with one flange already pressed in place. The flange can be either a wheel hub or a mounting flange, and they have been used for both driven and non-driven axles. A common use for some of the first Generation 2 bearings was on the rear of a front-wheel-drive car. The Generation 2 bearing would slip onto the stub axle and be held in place by a nut. These bearings also came with or without ABS-sensor rings, depending on the application. Gen 3 A Generation 3 bearing, also the same compact bearing unit, is constructed with two flanges. One is the wheel hub, and one is a mounting flange to bolt it to the steering knuckle. These also can come with or without ABS-sensor rings, and, in many cases, the entire sensor is built into the bearing assembly. Generation 3 bearings are the most common type used today and are used on driven and non-driven axles. Theoretically, Generation 3 bearings are among the easiest to install, but rust and corrosion can make it very difficult at times. Regardless of the generation of bearing, following the recommended service procedures is critical for maximizing the lifespan of the new bearing (and preventing a customer comeback). Hub-bearing removal and installation, for example, is a process that requires strict adherence to the service information, particularly the torque specifications. Deviating from the recommended procedures can leave the hub assembly vulnerable to premature failure, and create an unsafe situation for the driver and passengers. It also can lead to unnecessary returns at the parts counter. The post Wheel Bearings: Rollin’ Through The Years appeared first on Counterman Magazine. View the full article

Genealogy is a popular pastime for many, as people explore their family’s history and discover where they came from and how they’re related to others. Learning about our ancestors can be surprising too – discovering long-lost relatives or hidden family secrets. The automobile has shaped generations of our families’ lives, but how have the generations shaped the lives of the automobile? “The Big Three” – GM, Ford and Chrysler – each have their own individual histories, but they really aren’t as individual as you might think! At the turn of the 20th Century, there were dozens of small automobile companies, many of which only survived a few years on their own before being absorbed by larger organizations. When partnerships dissolved or entrepreneurs found themselves squeezed out of their own companies, many of them started over again, often competing against the companies they had already created. Henry Ford is considered one of the most successful manufacturers of the early era, but the Ford Motor Co. we know today was actually Henry’s third attempt at building an auto empire. His first attempt produced just a dozen vehicles before it folded, and he was dismissed from his second venture (the Henry Ford Co.) within two years. The remnants of the Henry Ford Co. became Cadillac (named for the French explorer who founded Detroit), under the leadership of Henry Leland. Leland sold Cadillac to General Motors in 1909, and worked there as an executive until he left in 1917 to found luxury rival Lincoln. In 1922, Lincoln became the luxury division of Henry Ford’s third auto company, the Ford Motor Co. Ford and Lincoln were joined by Mercury in 1938, under the leadership of Henry’s son, Edsel. The Mercury name lasted until 2011, far longer than the car named in honor of Edsel. (The Edsel was produced for only three model years: 1958-1960). Meanwhile at GM, William Durant had begun gathering up companies, beginning with Buick and Oldsmobile in 1908, then Cadillac, GMC and Oakland (later to be renamed “Pontiac,” after a local Native American chief, whose image served as the division’s logo until the 1950s) in 1909. Durant, like Henry Ford, was eventually removed from his own company, and went elsewhere to continue building cars. He teamed up with Swiss race car driver Louis Chevrolet in 1911, and by 1916, had merged Chevy back into GM, and regaining the presidency of the company he’d been asked to leave! It didn’t last long, however, as Durant was given the boot for the second (and final) time in 1920. GM’s lineup would remain as essentially the same six divisions until 1991, when Saturn became the seventh planet in the GM universe. In 1998 and 2000 respectively, Hummer and SAAB were acquired. Both of these companies started out manufacturing military vehicles (SAAB was originally an airplane manufacturer!). Sadly, it wouldn’t be that long before Saturn, Oldsmobile, Pontiac, Hummer and SAAB were all killed or sold off. Walter P. Chrysler got his start in the auto industry working for GM in 1911, and by 1916 had become president of the Buick Division. After only three years, Chrysler left Buick to restructure Willys-Overland, a company that would later make its mark with the iconic Jeep during World War II. Walt wouldn’t be around to see Jeep become part of his auto empire (he died in 1940), but early acquisitions under his own brand included a company created by John and Horace Dodge. The Dodge brothers, like so many other automotive engineers, had grown tired of working for other manufacturers. (The Dodges supplied engines to Ford, as well as transmissions to “pre-GM” Oldsmobile in the early 1900s). They created their own vehicle brand in 1913, but both brothers passed away in 1920. Chrysler, who started his namesake company in 1926, acquired Dodge in 1928. Ford may have helped give the Dodge brothers their start, but Ford’s greatest gift to Chrysler was firing Lee Iacocca. Lee had been a Ford engineer, generally considered the “father” of the original Mustang, before reaching the presidency of Ford in 1970 (the same year AMC acquired the Jeep nameplate). In 1978, Iacocca was let go from Ford, but was quickly hired “across town” to rebuild the failing Chrysler Corp. After successes with the K-car and Dodge Caravan, Iacocca made the controversial decision to purchase AMC in 1987, reuniting the Jeep (Willys) and Chrysler names. America has long been considered a “melting pot,” with many different cultures, traditions and heritages becoming one identity. The origins and intertwined histories of these major manufacturers we all know and (sometimes) love just goes to show that today’s American automobiles are a lot like the Americans who drive them. Their family trees have deep roots, many branches and some of them are full of nuts! The post Automotive Ancestry appeared first on Counterman Magazine. View the full article

In the spring of 2020 – when it was becoming clear that the pandemic wasn’t going away anytime soon – a member of the Tri-State Enterprises buying team asked owner Tristan Taylor how the company should proceed. It was a conversation undoubtedly taking place in executive offices across the country, with a public health crisis – and the specter of an economic recession – looming on the horizon. Taylor’s message to his buyer was simple. “I said, ‘Don’t take your foot off the gas. Let’s keep going,’” Taylor recalls. “Looking back, the pandemic is lasting much longer than we thought. But at the time, my gut told me that we don’t want to take our foot off the gas.” While it was a bold decision in the moment, it wasn’t out of character for Taylor or Tri-State Enterprises. The Fort-Smith Arkansas-based distributor of truck accessories, hard parts and mobile audio/electronics has enjoyed double-digital annual growth “for many, many years,” according to Taylor – and 2020 turned out to be no exception. “We’ve never really had a month where we went backward in sales,” Taylor says. “We’ve always been very fortunate and very blessed as a company to be always moving forward.” Tri-State’s unique mix of must-have products (spark plugs, motor oil, belts and hoses, etc.) and nice-to-have products (lift kits, truck-bed covers, window tint, etc.) gives the company a broad sweetspot that straddles the traditional repair/maintenance and enthusiast markets. When the stimulus checks hit consumers’ bank accounts in 2020, Tri-State was in a prime position to capitalize on the surge in spending that swept through the automotive aftermarket. “We had a fantastic 2020,” Taylor says. When AMN/Counterman spoke to Taylor in late August, he estimated that the company was on-pace for 40% year-over-year sales growth in 2021. Taylor makes no bones about the fact that “we’re a very aggressive company,” at least when it comes to Tri-State’s growth mindset. Case in point: In the midst of the pandemic, Tri-State acquired the O.W. Donald Co., a Fort Smith-based distributor of 12-volt electronics (speakers, back-up cameras, remote-start systems, etc.). Announced in April 2020, the deal expanded Tri-State’s 12-volt portfolio and provided a foot in the door for a market that the company had been eyeing for some time: Texas. “We’ve always been a company that’s willing to take a risk,” Taylor says. “We measure that risk, and we measure it and then measure it again, so to speak. But we’re not afraid to take a chance on something if we feel like it’s got a good shot.” Roots in Radio The late W.O. Byrd, who founded Tri-State in 1977, probably was smiling down from heaven when the company acquired O.W. Donald. In the early years, Tri-State primarily sold Ford Motorcraft parts and radio equipment, out of a warehouse in Fort Smith. Prior to that, legend has it that Byrd – who was affectionately known as “Dub” – got his start selling AM/FM radios and antennae masts out of his van. “The joke was when the doors were closed on the van, the warehouse was closed,” Taylor says. Jim Miller – Taylor’s father-in-law – joined the company as a salesman in the late 1970s, and Byrd later appointed him as general manager. Together, Byrd and Miller grew the company, selling Motorcraft parts, along with accessories such as cruise-control kits. “Cassette-tape players became a big business for them,” Taylor adds. Fresh out of high school, Taylor joined the company in April 1987, helping out on the phones in the mornings and working in the shipping department in the afternoons. Eventually, he became a full-time salesman, and later stepped up to the role of sales manager. When Byrd passed away in 2007, Byrd’s daughter, Martha, took ownership of the company. In 2015, Taylor (who was general manager at that point) and his wife, Kim, purchased Tri-State. “My wife and I were fortunate enough to have a really good working relationship with our bank, so we were able to pretty much finance the company through the bank we were doing business with,” Taylor explains. From its humble beginnings in three states (hence the name), Tri-State today boasts a footprint that reaches Arkansas, Kansas, Louisiana, Missouri, Oklahoma and Texas, as well as parts of Illinois, Kentucky, Mississippi and Tennessee. W.O. Byrd founded Tri-State in 1977. With the recent acquisition of W M Automotive (more on that in a bit), Tri-State now has around 600 employees. Taylor emphasizes that Tri-State’s team members are “the most valuable part of our company,” which is reflected in the company’s slogan: “People-Driven.” “For the past seven or eight years, we’ve been focused on building a really good team of individuals who we feel can help propel Tri-State to the next level,” Taylor says. “And I think we’ve been very successful in doing that so far.” The Tri-State team includes Taylor’s son, Devon, who has been involved with the company since he was in high school. After graduating from the University of Arkansas-Fort Smith in 2014, Devon stepped into the open position of marketing director, and worked his way up to his current role, vice president. Tristan emphasizes that he never pushed Devon to work in the family business, nor did he push Devon’s sister, Kenzie (who joined the company in May after graduating college). Fortunately, he didn’t need to, as Devon admits that he was hooked from the very beginning. “I was coming in during the summers pulling stock adjustments, and that isn’t the cleanest stuff in the warehouse,” Devon recalls. “I would come home dirty from head to toe, but I saw Tristan’s passion for this business, and I saw the people who were involved in this business. I knew that this was what I wanted to do in the long run.” Like Devon Taylor, many Tri-State team members are in it for the long haul. Turnover is low – especially in management and supervisory positions – and Tristan points out that “we’ve always been blessed with being able to find good people.” “I’ve been here for 34 years, and I have employees who have been here longer than I have,” Tristan adds. Tri-State’s identity – the way the company treats its team members, customers and suppliers – is rooted in the Golden Rule, which Tristan attributes to its founder, Dub Byrd. “I think we’ve always had a reputation in the industry for honesty and integrity,” Tristan explains. “ … We feel fortunate that we’ve always had a company that really stood on good Christian values and principles and always tried to do the right thing.” A Great Fit Reflective of its unique product mix, Tri-State is a proud member of both Pronto Automotive Distribution Network (formerly the Automotive Distribution Network) and the AAM Group. The AAM Group, which caters to distributors and manufacturers of automotive accessories, named Tri-State its Member of the Year in 2017 and 2021. “We put a high value on both of those partnerships,” Tristan says. Tri-State joined the Automotive Distribution Network in 2014. It was through Tri-State’s involvement in The Network that the Taylors got acquainted with Garry Castles, the former president of W M Automotive in Fort Worth, and some of his team members. The parallels between Tri-State and W M Automotive were readily apparent. Founded in 1976, W M Automotive – like Tri-State – is a family-owned and family-oriented warehouse distributor that came from humble beginnings. The late Wilson McMillion shepherded W M from a small operation with a handful of employees to a full-line regional warehouse distributor with more than 200 employees and a strong presence in Texas, Oklahoma and Kansas. Tri-State now boasts about 1 million square feet of warehouse space throughout the Central United States. And like Tri-State, W M has a company culture steeped in Christian values. McMillion, who passed away in 2018, was a religious man, and his approach to business was intertwined with his strong faith. At company functions, he would hand out 12-inch rulers with the Golden Rule printed on them. Those parallels served as a strong foundation for the Taylors to establish a genuine camaraderie with the W M Automotive leadership team – which culminated in Tri-State’s acquisition of W M in May. “I know they had other suitors,” Tristan says. “At the end of the day, I think they looked at our culture, and they knew that we were a Christian-based company, and that was probably one of the big factors that led them to make the decision that they did.” In any merger or acquisition – regardless of how well the companies mesh – there will be challenges throughout the process of bringing the two organizations together. Devon recalls one difficult patch that revealed a lot about the character of both companies’ leadership teams. “We got together and just prayed to put peace over the situation,” he explains. “That was something that doesn’t happen in every acquisition.” If the O.W. Donald deal was a foot in the door to the Texas market, the acquisition of W M Automotive was Tri-State’s decision “to really go there in a big way,” as Tristan puts it. W M has 38 independently owned Parts Plus stores in Texas, and it sells to more than 100 independently owned stores in Texas, Oklahoma and Kansas. It supplies these stores from its 110,000-square-foot warehouse in Fort Worth. The W M acquisition inspired Tri-State to lease a 492,000-square-foot warehouse in Arlington, which the company is outfitting with the latest robotics and material-handling technologies. The warehouse is strategically located “pretty much dead-center in the heart of the [Dallas-Fort Worth] market,” according to Devon. With the new warehouse in Arlington and the addition of W M’s warehouse in Fort Worth, Tri-State now boasts approximately 1 million square feet of warehouse space throughout the Central United States. On the heels of the W M acquisition – Tri-State’s biggest yet – the company will continue to look for new opportunities, with an eye on expanding its footprint into the Eastern and Western parts of the country. The Taylors also are open to branching out into more product categories, such as RV parts. “There are so many opportunities out there right now, it’s kind of scary,” Tristan says. “The challenge we have today – and maybe we’ve just been fortunate to have so many opportunities presented to us – is trying to figure out which ones to take advantage of.” The post Tri-State Enterprises: Pedal To The Metal appeared first on Counterman Magazine. View the full article

Warranty returns are the bane of every parts retailer’s existence. But, the headache of processing a warranty return is just the tip of the iceberg when you consider the overall scope of the problem for the automotive aftermarket. The Automotive Aftermarket Warranty Committee estimates that warranty abuse costs auto parts manufacturers and distributors more than $600 million each year, although members are confident that the actual number likely is much higher. Those costs stem from a number of expenses that are set in motion by a return, including manually processing credits; reverse logistics and transportation; repackaging products; and additional quality-control testing to rule out major defects in materials. To be sure, returns are a thorn in the side for all retailers. A 2018 Appriss Retail study concluded that return fraud and abuse cost U.S. retailers across all sectors nearly $24 billion each year. Unfortunately, the auto parts sector holds the dubious distinction of having the highest return rate of any retail category in the Appriss Retail study – with nearly one in four auto parts (22.6%) returned. The next highest return rate is in the apparel segment, at 12.78%, followed by department stores at 12.52%. In a recent analysis with one of its large retail partners, KYB determined that 53% of all warranty returns were either brand-new parts that never had been installed on the vehicle, or they were parts from another manufacturer (a competitor’s version or the OE part). “So with over half the parts that were sent back as warranty returns, it was very, very quickly determined that they were not legitimate warranties,” explained Aaron Shaffer, director of marketing for KYB Americas Corp. and a member of the Automotive Aftermarket Warranty Committee. According to the council, these are among the most common types of warranty abuse in the auto parts sector: • Improper diagnosis – A customer returns a perfectly good part because it didn’t fix the vehicle issue (also known as “throwing parts at the problem”). • Part damaged during installation – A customer returns a functioning part because it was damaged during installation, often because the customer didn’t follow the recommended installation procedures. • Wrong manufacturer – A customer returns a part from “Manufacturer A” in the box purchased via “Manufacturer B” within the allowable return period. • OE return – A customer returns a replaced OE part in the box as a warranty aftermarket part. “We see it a lot in our category,” Shaffer said. “People buy a new set of shocks, they put them on, put the old OE shocks back in the KYB box, tape it up, take it to the store and say it’s a warranty return. And the store gives them a credit.” • Fraud – A customer attempts to return a high-dollar part purchase with unrelated objects in the box. For example, a “return” of an A/C compressor or turbocharger actually contains rocks or used brake pads in the box. What’s exasperating for parts manufacturers and distributors is the fact that just about every type of warranty abuse mentioned here likely could be prevented if the counter person simply opens the box to verify if the customer is returning what they say they’re returning. If the product matches expectations, and it’s within the correct packaging for the appropriate manufacturer, only then should the part be processed as a legitimate warranty claim. And that’s exactly the line of thinking behind the Automotive Aftermarket Warranty Committee’s “Check the Part” campaign. Members of the group include representatives from KYB, Dorman Products, FDP Brakes, Motorcar Parts of America, MotoRad and Standard Motor Products. The group developed the “Check the Part” campaign to hit home with counter professionals, who are on the front lines of processing parts returns and weeding out warranty abuse. The campaign’s messaging is simple: √ Open the box √ Inspect the part √ Verify the return Members of the group, who spoke with AMN/Counterman on a recent conference call, emphasize that they’re not pushing for parts sellers to adopt new warranty policies. They’re simply encouraging them to enforce the return policies that are already in place – an area in which the aftermarket seems to lag behind most other retail categories. “You can’t walk into an Apple store with an iPhone that was run over by a car and say, ‘This thing is bad,’” asserted David Tobin, director of strategy for Motorcar Parts of America (MPA). “They’re going to laugh at you and say, ‘Yeah, that’s because you ran over it with a car. Would you like to buy another iPhone?’ But in automotive, we just don’t do that.” “What we’re suggesting is not a new practice,” Shaffer added. “It’s a practice that’s employed by every industry except ours, and it’s costing us hundreds of millions of dollars. And it’s just time to stop.” The “Check the Part” campaign is in the early innings, and the group is still trying to determine the most effective strategies for getting its message out. (The Automotive Aftermarket Suppliers Association and the Auto Care Association have endorsed the initiative.) A similar campaign conducted by one of its members gives the group hope that “Check the Part” could make a real difference. In 2018, Dorman distributed mouse pads – imprinted with tips for processing warranty returns – to 350 stores operated by one of its large retailer partners. After a year, the retailer saw a 5% reduction in total warranties in those 350 stores, according to Michael Campana, senior manager for quality engineering at Dorman. Additional efforts to raise awareness in those stores have yielded further reductions in warranty returns, particularly in the category of parts that were never installed. “That was one of the examples that we brought to this committee that led to discussions of working together to make this an industry-wide initiative, rather than all of us separately trying to do initiatives likes this,” Campana adds. Warranty abuse in the automotive aftermarket isn’t a new problem. But when it comes to addressing it, the stakes are higher than ever. In today’s environment, parts sellers and distributors are under increasing pressure to improve margins; maintain high levels of service and customer satisfaction; find and deliver the right part at the right time; and keep stores staffed and delivery vehicles on the road. “Correctly handling warranty claims is a good way to improve sales,” the Automotive Aftermarket Warranty Committee asserts in a fact sheet supporting the “Check the Part” campaign. “By managing the returns better, we can also reduce the number of holes in our plan-o-grams, maintain the integrity of our store inventory and improve the store’s P&L.” Manufacturers on the conference call said it sometimes feels like their quality and engineering teams devote a disproportionate amount of time to parts returns. You can imagine their frustration when you consider that one of MPA’s most returned parts is a starter for 1970s-era Ford pickups, according to Tobin. While the starter has a lifetime warranty, who’s to say that the starter is the root of the problem on a decades-old truck? “If you think about a Ford truck from the ‘70s, the battery has a problem, the cables have a problem, the relays have a problem – everything has a problem in that truck,” Tobin lamented. “We’re spending resources on the wrong side of the curve because people are just swapping stuff out because they’re not properly diagnosing the problem.” In an email, the group asked to convey this message to AMN/Counterman readers: “Warranty returns affect all of us. If there is one small thing you could start doing today to help your company and the entire industry, it would be simply opening the box and verifying each return.” The post Warranty Returns Got You Down? Check The Part! appeared first on Counterman Magazine. View the full article

From first jobs crashing a NAPA delivery vehicle to today leading the nation’s top association for motor and equipment suppliers, Bill Long says he really got his start in this industry on the “ground floor.” “The Monday after I graduated from high school, I was working at a NAPA Auto Parts store in Massachusetts as a delivery driver. I did such a good job in crashing the company delivery vehicle that I was promoted to the machine shop and then to the counter and then managed a store and I did all of that while going to college between courses. “Eventually that led to a factory job in the Brake Parts division at Echlin, where he spent 25 years and stayed with the company through 2001 and a merger with Dana,” Long shared. Long left the supplier side to become part of the industry trade association world. He joined MEMA in 2012 to lead its AASA division before taking the top spot as MEMA president and CEO in February 2019. In between everything, he’s had a passion for and spent some of his career in racing as well. Long started going to races when he was 4 with his dad who was a NASCAR official. Long himself spent time as a chief starter, a race control director and other roles in racing, which led to jobs at NASCAR in Daytona Beach, and the IndyCar series, where he spent 5 seasons at IMS. About working in racing, Long said “There’s a lot to be learned and a lot of challenges and many of them are transferrable to this industry.” Regardless of the role, Long is known for his calm and affable demeanor. Perhaps it can be attributed to one of the key mantras passed down by mentors, which he shared on “AMN Drivetime“: “Seek first to understand before being understood.” Be sure to check out the full video here to learn more about Long’s remarkable career and see some of the many photographic memories he’s captured and shared for AMN. The post MEMA CEO Bill Long On ‘AMN Drivetime’ (Video) appeared first on Counterman Magazine. View the full article

From first jobs crashing a NAPA delivery vehicle to today leading the nation’s top association for motor and equipment suppliers, Bill Long says he really got his start in this industry on the “ground floor.” “The Monday after I graduated from high school, I was working at a NAPA Auto Parts store in Massachusetts as a delivery driver. I did such a good job in crashing the company delivery vehicle that I was promoted to the machine shop and then to the counter and then managed a store and I did all of that while going to college between courses. “Eventually that led to a factory job in the Brake Parts division at Echlin, where he spent 25 years and stayed with the company through 2001 and a merger with Dana,” Long shared. Long left the supplier side to become part of the industry trade association world. He joined MEMA in 2012 to lead its AASA division before taking the top spot as MEMA president and CEO in February 2019. In between everything, he’s had a passion for and spent some of his career in racing as well. Long started going to races when he was 4 with his dad who was a NASCAR official. Long himself spent time as a chief starter, a race control director and other roles in racing, which led to jobs at NASCAR in Daytona Beach, and the IndyCar series, where he spent 5 seasons at IMS. About working in racing, Long said “There’s a lot to be learned and a lot of challenges and many of them are transferrable to this industry.” Regardless of the role, Long is known for his calm and affable demeanor. Perhaps it can be attributed to one of the key mantras passed down by mentors, which he shared on “AMN Drivetime“: “Seek first to understand before being understood.” Be sure to check out the full video here to learn more about Long’s remarkable career and see some of the many photographic memories he’s captured and shared for AMN. The post MEMA CEO Bill Long On ‘AMN Drivetime’ (Video) appeared first on Counterman Magazine. View the full article

From first jobs crashing a NAPA delivery vehicle to today leading the nation’s top association for motor and equipment suppliers, Bill Long says he really got his start in this industry on the “ground floor.” “The Monday after I graduated from high school, I was working at a NAPA Auto Parts store in Massachusetts as a delivery driver. I did such a good job in crashing the company delivery vehicle that I was promoted to the machine shop and then to the counter and then managed a store and I did all of that while going to college between courses. “Eventually that led to a factory job in the Brake Parts division at Echlin, where he spent 25 years and stayed with the company through 2001 and a merger with Dana,” Long shared. Long left the supplier side to become part of the industry trade association world. He joined MEMA in 2012 to lead its AASA division before taking the top spot as MEMA president and CEO in February 2019. In between everything, he’s had a passion for and spent some of his career in racing as well. Long started going to races when he was 4 with his dad who was a NASCAR official. Long himself spent time as a chief starter, a race control director and other roles in racing, which led to jobs at NASCAR in Daytona Beach, and the IndyCar series, where he spent 5 seasons at IMS. About working in racing, Long said “There’s a lot to be learned and a lot of challenges and many of them are transferrable to this industry.” Regardless of the role, Long is known for his calm and affable demeanor. Perhaps it can be attributed to one of the key mantras passed down by mentors, which he shared on “AMN Drivetime“: “Seek first to understand before being understood.” Be sure to check out the full video here to learn more about Long’s remarkable career and see some of the many photographic memories he’s captured and shared for AMN. The post MEMA CEO Bill Long On ‘AMN Drivetime’ (Video) appeared first on Counterman Magazine. View the full article

From first jobs crashing a NAPA delivery vehicle to today leading the nation’s top association for motor and equipment suppliers, Bill Long says he really got his start in this industry on the “ground floor.” “The Monday after I graduated from high school, I was working at a NAPA Auto Parts store in Massachusetts as a delivery driver. I did such a good job in crashing the company delivery vehicle that I was promoted to the machine shop and then to the counter and then managed a store and I did all of that while going to college between courses. “Eventually that led to a factory job in the Brake Parts division at Echlin, where he spent 25 years and stayed with the company through 2001 and a merger with Dana,” Long shared. Long left the supplier side to become part of the industry trade association world. He joined MEMA in 2012 to lead its AASA division before taking the top spot as MEMA president and CEO in February 2019. In between everything, he’s had a passion for and spent some of his career in racing as well. Long started going to races when he was 4 with his dad who was a NASCAR official. Long himself spent time as a chief starter, a race control director and other roles in racing, which led to jobs at NASCAR in Daytona Beach, and the IndyCar series, where he spent 5 seasons at IMS. About working in racing, Long said “There’s a lot to be learned and a lot of challenges and many of them are transferrable to this industry.” Regardless of the role, Long is known for his calm and affable demeanor. Perhaps it can be attributed to one of the key mantras passed down by mentors, which he shared on “AMN Drivetime“: “Seek first to understand before being understood.” Be sure to check out the full video here to learn more about Long’s remarkable career and see some of the many photographic memories he’s captured and shared for AMN. The post MEMA CEO Bill Long On ‘AMN Drivetime’ (Video) appeared first on Counterman Magazine. View the full article

For the cover story for the August issue of AMN/Counterman, Editor Amy Antenora spoke with several young aftermarket professionals stepping into leadership roles at their family-owned businesses. In Part 5 of our series, we share the story of Ryan Samuels, vice president at Samuels Inc. / Buy Wise Auto Parts in Vauxhall, New Jersey. As VP of New Jersey’s largest independent auto parts dealer, and the fourth generation to run his family’s business, Ryan Samuels believes one of his most important roles as a leader is to listen. Not always easy, he says, but it’s been one of the best pieces of advice he’s received while working in the family business. “Listen more than you speak,” he says. “I still struggle with it all the time, but I am always trying to get better at it.” Working with family hasn’t been a challenge as many people might assume, Ryan says. “I was fortunate enough to get to work with my grandfather as well as my father,” he says. “I think the two biggest things they taught me was the work ethic to be successful and the importance of family. I know some people say it is difficult to work in a family business, but that has not been my experience. I consider it a privilege and if anything it has made me closer with the family members I work with.” That work ethic instilled in him through the family business has served him well. At the young age of 41, Samuels was installed as the 2020 chairman of the Aftermarket Warehouse Distributors Association, one of the most venerable organizations in the traditional aftermarket. Samuels says leading a family business and chairing a major industry organization during a pandemic really showed him the true value of the connections available in the aftermarket today. “The last year and a half dealing with the pandemic has really put a focus on how great of an industry we are in and the fact that none of us are in this alone,” he says. “While we have always been heavily involved in both the National Pronto Association and the Auto Care Association, the value of these affiliations have really been highlighted through this challenging time. From things as simple as conference calls where members could share ideas and best practices, to the hard work being done by groups such as the Government Affairs team, it is really a comforting feeling to know that none of us are in this alone. These affiliations are something we lean on in good times and especially when things get a little more challenging.” Outside of the resources available in program groups and trade associations, when in need of guidance on a challenging leadership situation, Samuels looks a little closer to home. “Thankfully, I have many places I can go for advice when it comes to this topic,” he says. “First and foremost, would be my father, he has always been a great resource for me and continues to be today. I look to my employees for advice as well. Sometimes getting the point of view about a situation from a different lens can help me to make better decisions. Also, I am extremely lucky to have a vast network of other young leaders, many of whom are assuming a similar role to myself within their family’s organizations.” Like the others profiled for this month’s cover story, Samuels says he maintains the culture of his family’s business by being accessible and being willing to roll up his sleeves. “I grew up working in the business, so there is really no job here that I haven’t done or wouldn’t do again if the day called for it,” he says. “Also, I am accessible. Whether that is to an employee who has an idea or a concern, or a customer wanting to talk about something, I am here and will always make time to hear what someone has to say.” Trying to maintain that one-on-one connection as the business has grown bigger has been a challenge, he says, but also becomes even more important in order to maintain the culture of the business. “Trying to maintain that personal touch as we have grown has been the biggest challenge. It has made it extremely important to have quality people who align with the culture of the company. Of course, as with any team, it is impossible to have everyone on the same page all of the time, but being able to communicate effectively and keep things moving in the right direction are more important than ever,” Samuels adds. As a leader, Samuels says ensuring employees are well-compensated is critical, but knowing they are valued goes a long way as well. “Salaries always need to be competitive, and I think we do a good job of that here,” he says. “More importantly though, is having an environment where people know that their contributions and their opinions matter. Listening to people, solving problems in a collaborative manner, and empowering people to make decisions.” The post Growing The Family Business: Ryan Samuels appeared first on Counterman Magazine. View the full article

For the cover story for the August issue of AMN/Counterman, Editor Amy Antenora spoke with several young aftermarket professionals stepping into leadership roles at their family-owned businesses. In Part 4 of our series, we share the story of Chris Pacey, executive vice president and chief operating officer for National Performance Warehouse in Miami. Chris Pacey began his aftermarket career at the ripe old age of 13, stocking parts at his father’s parts store during his summer break. His father, Larry Pacey, founded National Performance Warehouse (then known as National Carburetor Exchange) in 1969 in Miami. Over the years, the Pacey family business grew from its original 600-square-foot building to today having more than 30 warehouse locations, more than 50 store locations across the U.S. and Canada and more than 800 employees. Today, Chris Pacey serves as executive vice president and chief operating officer of the family business, running the company alongside his father as well as his younger brother John, who serves as VP Florida Operations/E-Commerce. In addition to knowing he has great resources in the offices of his father and brother right next door, Pacey says he has found value in being part of the Aftermarket Auto Parts Alliance and AAM Group, both of which have a lot of other family businesses in their ranks. “The Alliance, along with the AAM Group on the performance side of the business, have lot of family-owned companies within the groups. Those are definitely ones we bounce a lot of questions and ideas off of. And they’ve been great as we look to hit our acquisition targets too,” Pacey says. With NPW having grown exponentially in its half a century in business, Pacey says one of the best lessons he’s learned working alongside his father is resilience. “To put it in simplistic terms, I think it’s being resilient when you’re scaling a business and going through all the ups and downs of having a business,” Pacey says. “There are so many different factors that come into play and so many different things that affect the success of an organization. You have bumps in the road and I think just being resilient has been a huge part of the success of our organization.” Another important trait he’s adopted from his father is to lead by example when it comes to putting in the work. “From a work-ethic perspective, it was first in for the day, last out,” Pacey says. “As a culture, we work hard to do whatever is needed to get the job done. I think part of that is the family influence. Even as the company has grown, we made it a point to keep that family atmosphere. Although we’ve grown quite a bit, we still have an open-door policy and we’re still accessible.” With 800 employees today, that is no small feat but still an important part of the family business culture, Pacey says. “In addition to maintaining that family culture and open door, for me, as we grow the company, focusing on training and investing in our management team is important so they have that same type of approach,” Pacey says. “Now, we are up to 800 employees. At several hundred, you know everybody by name, but now it gets harder. So, for me it has been key to pass that same culture to our team leaders to pass that along to the rest of the folks – driving it down from the senior-level management team and mid-level manager on down so we keep that same culture, making sure people know how important that family feel is for us.” With all of the changes happening with workplace culture today, Pacey says he spends a good portion of his time focusing on employee engagement. He believes the stability of a longtime family business like NPW is appealing to employees. “With all the stuff going on in the world, I think that’s what I’m spending most of my time working on,” he says. “I think what makes satisfied employees is autonomy, giving folks the power and support to make decisions. I think a lot of it too has to be stability, especially now with the pandemic. Having been around 50-plus years, nothing’s guaranteed, but 50-plus years is pretty stable. I think the trust we put into our folks goes a long way. The post Growing The Family Business: Chris Pacey appeared first on Counterman Magazine. View the full article

For the cover story for the August issue of AMN/Counterman, Editor Amy Antenora spoke with several young aftermarket professionals stepping into leadership roles at their family-owned businesses. In Part 3 of our series, we share the story of Fletcher Lord III, president of Crow-Burlingame in Little Rock, Arkansas. In 2019, Fletcher Lord III, great-grandson of Bob Crow, one of the co-founders of Crow-Burlingame (Parts Warehouse Inc.), stepped into the role of president just as the Little Rock, Arkansas-based parts distributor was celebrating its centennial. When asked what has been the best advice he has received so far from the generations before him, the message was simple, he says: “‘Don’t mess this thing up.’ No pressure, right? On a serious note, the parts business is a people’s business, and so as we say around the office and in our stores, ‘It’s all about the people.’” The fourth generation to lead the business, Lord III explains that always having a solid team of leaders in place – including his father, well-known industry veteran E. Fletcher Lord Jr. – is a big part of the 100-year-old company’s success. “The experience and wisdom are shared from one generation to the next, and it’s important to me that we make sure those lessons aren’t lost or wasted. One of the best lessons I’ve learned is that the company does not run with one person driving it; it is a team of leaders who makes things happen,” Lord III says. When it comes to needing wisdom, his father is his first call, he says. “I have always looked to my father for advice on life and work,” Lord III says. “I’m very fortunate to have him to lean on, whether it’s borrowing five bucks to pay a golf bet or looking at what the future of the parts industry holds. He instilled in me the importance of people and relationships and I will never take his advice for granted. Even today, he continues to show me that this company was built on relationships through and through.” From one generation to the next, Crow-Burlingame has grown from 46 stores when E. Fletcher Lord Jr. took over to more than 300 locations and 2,000 people in the company’s network today. Being a member of the Aftermarket Auto Parts Alliance gives Lord III an additional expansive list of resources to connect with as a young leader, he says. “Since Parts Warehouse is part of the Alliance Bumper to Bumper/Auto Value group, our resource list is vast,” Lord III says. “Through affiliations and networking, we have gained many friends of all ages within the industry. My father knows everybody in the parts world, from manufacturers, members of other groups, and his Alliance board friends.” Maintaining the focus on people, both employees and customers, is one of the foundations of Crow-Burlingame’s culture, Lord III says. “Our company culture has always been and will remain customer-focused,” he says. “In addition to that, we empower our employees to drive our business. We need entrepreneurs managing our stores, meaning many companies sell auto parts. But how do these independent owners and company-store managers provide a difference to their customers?” When it comes to ensuring the business remains strong for years to come, Lord III says it’s all about taking care of your people. “Our leadership is far from one person leading the company,” he said. “We’re a 100-year-old business that believes in family and doing the right thing. We know that if we take care of our customers and employees, they will take care of us. “I genuinely believe that if people don’t like where they work, they will try and find another workplace. Fortunately, we have many employees who have stuck around with us. One of our longtime employees, Mr. B, celebrated 69 years with our company this year! And we have many others who have been with us for over 20 years. We built a family culture that, as a company, we embrace daily to put our employees in a position to succeed and enjoy what they do. I think that shows by the longevity of our team members.” The post Growing The Family Business: Fletcher Lord III appeared first on Counterman Magazine. View the full article

For the cover story for the August issue of AMN/Counterman, Editor Amy Antenora spoke with several young aftermarket professionals stepping into leadership roles at their family-owned businesses. In Part 2 of our series, we share the story of Charlie Crouse, owner of TBA & Oil Warehouse Inc. in Indianapolis. Charlie Crouse purchased TBA & Oil Warehouse Inc., based in Indianapolis, from his father 12 years ago. He is the third generation to lead TBA, which opened in 1956. The business, which boasts nine locations and 120 employees, supplies parts, oils, chemicals, tools and equipment to automotive repair facilities such as independent repair centers, fleets, fleet maintenance companies and automotive dealerships. Maintaining a familial atmosphere is one of the primary tenets of TBA, so much so that they post it right on the company’s website, where it reads: “We don’t just have customers, we have partners. We ask our Customer Partners to openly communicate with us regarding any problem – big or small – regarding quality, service, or price. Our small-business intimacy, and the ever-evolving focus on the needs of our Customer Partners, gives TBA insight to understand our partner’s needs. It is somewhat of a collegial atmosphere, where we grow together and continually learn how to serve you better.” Crouse says basic family values such as kindness and respect are key to his business strategy, whether he’s working with employees, customers or vendors. “We try to be centric around our core values, our mission and our vision,” Crouse says. “We realize that we are all individuals, and we try to do best what we are best at, which is not everything.” As a young leader, Crouse says a nimble leadership style and maintaining personal connections are among the ways he tries to maintain the culture his father, uncle and grandfather (Kim, Carl and Bob, respectively) created at TBA. “We still are personable with every single one of our employees, are available in our office and on the phone daily for anybody, including our customers and vendors, and can react very quickly because we have a lack of hierarchy in our company and culture,” he says. When faced with a challenge, Crouse says he has a number of great resources – both inside and outside of the family business – that he taps into when it comes to leadership advice: “Certainly my father, who has been in the business for over 40 years, my business partner and friend Ryan Wrege, my wife and my YPO Peer Group.” YPO, known as the Young Presidents Group, gives Crouse a different take on things, he says. “It brings a different perspective to me that I can bring back to my business all of the time,” Crouse said. Crouse also counts the company’s membership in the Automotive Parts Services Group (The Group) and the Aftermarket Warehouse Distributors Association (AWDA) as another strong resource to tap into. “The Group helps us differentiate and be competitive in our industry. Our vendor partners educate us on what we should stock and how to go to market. We are a member of AWDA and I am on the Board of Governors, which is an amazing resource [not just] for myself as a leader, but our company and our industry,” he says. With the somewhat volatile job market today, Crouse says giving employees a real feeling of belonging, keeping them involved and in the loop, is key. Boiled down simply, this is his formula for employee satisfaction: “A true feeling of being a part of a team, being thanked and heard, the reward of compensation, and the understanding of where we want to go as an independently owned company. “We have to educate, communicate and advocate for our team to work at the level demanded by our industry today. We, however, still emphasize how we act and react as family business,” he adds. The post Growing The Family Business: Charlie Crouse appeared first on Counterman Magazine. View the full article

AP Emissions Technologies (AP) has announced that Glenn Barco has joined the company as vice president of sales. Barco joins AP after serving in various sales executive roles at automotive aftermarket companies, including Cardone, Dorman and BBB Industries. “Glenn is well-respected in our industry, and I am excited to be working with him again. He will be a great addition to our organization,” said AP Senior Vice President Jayme Farina. Throughout his career, Barco has led several national salesforce teams and oversaw explosive growth within the companies where he has been employed. “We are excited to have Glenn on the AP team; he is a great fit to our company culture,” added Vange Proimos, AP owner and CEO. “I’m excited to be joining the AP team,” said Barco. “I’m looking forward to making an impact while serving both our team and our customer base.” The post Glenn Barco Joins AP Emissions Technologies As VP Of Sales appeared first on Counterman Magazine. View the full article

For the cover story for the August issue of AMN/Counterman, Editor Amy Antenora spoke with several young aftermarket professionals stepping into leadership roles at their family-owned businesses. In Part 1 of our series, “Growing the Family Business,” we share the story of Ryan Bickle, vice president of sales for Hays, Kansas-based Warehouse Inc./S&W Supply. The business known today as S&W Supply was established during the era of the “Dust Bowl” by Claude Sutter and his wife, Helen (Bickle) Sutter. The husband-and-wife team started out small, selling a limited number of automotive parts. In 1954, as the business grew, Claude Sutter moved the business to Hays, Kansas, which offered a more centralized location. At this point, he and Helen were joined in business by Don Wells and his wife, Lyle (Bickle) Wells, and this merger created the company’s current name. It is here in Hays, Kansas, where the fourth generation of the Bickle family helps lead the business into the next generation. Ryan Bickle, vice president of sales for S&W Supply, says he began working in the family business right out of eighth grade, at the age of 13. “I worked part-time through high school and then when I went to college. After college, I went full-time, so I’ve been in the business for a few years,” Bickle joked. Bickle describes the best lessons he learned from family members in the business as “the basics” – those traditional Midwestern values of treating others the way you want to be treated. “I try to be available to all employees and customers,” he says. “People still buy from people they trust.” With nine locations and 90 employees, Bickle says letting staff know they are appreciated also is key to maintaining stable employment today. “Our employees are our family and we try our best to take care of them,” he says. “I try to work with all employees and help them solve problems within the business. I don’t ask them to do anything I wouldn’t be willing to do myself and I’ve done most jobs within our company.” Bickle’s father and uncle, DG Bickle and Tim Bickle, the third generation, are the current owners of the business, and his grandfather, Don Bickle Sr., one of S&W’s original founders, still comes into the office daily at 93 years of age. Bickle is helping to train the fifth generation in the family business as well. He has two children – ages 12 and 16 – and this summer, the 16-year-old is working in the warehouse part-time. Tim also has two sons working in the business, who are fourth-generation like Ryan. Whether it’s a family member or not, Bickle says listening and letting employees know they are valued is key. “I let them know how valuable they are to our business and I listen to them. Without good employees, we would not be here.” He also credits Federated Auto Parts for the support it provides in maintaining S&W’s longevity: “Our business would not be here today without Federated. Being a part of Federated has allowed us to compete with anyone. The team at Federated is second to none and they are always willing to help.” The post Growing The Family Business: Ryan Bickle appeared first on Counterman Magazine. View the full article

Remember the good old days when you started a vehicle by inserting a metal key into the ignition lock cylinder? Those cars, trucks and SUVs are still out there (adorable, isn’t it?), but imagine a future without the collective jingle-jangle of millions of mechanical car keys in our pockets – because it seems we’re moving in that direction at a rapid clip. The pace of change really picked up in the 1990s. That’s when remote keyless-entry fobs – you know them as “key fobs” – went mainstream. These handy devices enabled motorists to lock and unlock their car doors and trunks remotely, with the same familiar thumb motion that they’d been using to change channels on their television sets for years. With the rise of proximity-key systems, we’ve moved into the next phase of the evolution: keyless ignition. In this phase, the key fob is – for all intents and purposes – rendering the mechanical key obsolete. As long as the device is somewhere inside the vehicle, the driver can start the engine by pushing a button or turning a rotary switch. According to the National Highway Traffic Safety Administration, keyless ignition emerged in the early 2000s on some luxury models. Today, however, we’re seeing them on more and more mainstream vehicles – and it doesn’t seem like we’re going back. Because technology doesn’t seem to know when to stop, even the key fob (or “smart key,” as they’re calling it now) might become a relic of the past. In 2020, Apple introduced the digital car key. If you have an iPhone XS or later, an Apple Watch Series 5 or later and a compatible car (a BMW built in summer 2020 or later), you can use your iPhone or Apple Watch to unlock and start your car – sans key fob. The digital key uses near-field communication in its first iteration. However, as part of its upcoming iOS 15 software update, Apple in June said its “digital car keys get even better with support for ultra-wideband technology, so users can securely unlock and start their supported vehicle without removing their iPhone from a pocket or bag.” If you’re not an Apple user, take heart: Hyundai’s version of the digital key, which debuted with the 2020 Sonata, is compatible with most Android phones. So what does all this mean for the automotive aftermarket? From a 20,000-foot view, you can expect smart keys to continue to get … well, smarter. “They’re only going to get more advanced,” says James Sanabria, key programming team lead at Autel. For owners of vehicles that come with key fobs instead of mechanical keys – a growing cohort – it means that adding a key for another driver (a spouse, for example) or replacing a lost, damaged or stolen key is a lot more complicated (and expensive) than it used to be. A new key fob needs to be programmed to the vehicle – although the more accurate way to describe it is the vehicle needs to be programmed to the new key fob. The good news for consumers is that all this technology makes vehicles tougher to steal, at least in theory. Toyota describes the engine immobilizer as “a state-of-the-art anti-theft system.” When the driver brings the key fob into the vehicle, the key transmits an electronic code to the vehicle. The engine will start only if the code from the transponder chip inside the smart key matches the code in the vehicle’s immobilizer. Having that transponder chip embedded in the smart key is good for security, but it’s also the reason why replacing a key fob isn’t simple (or cheap). The good news for your parts store is that if you carry the Autel MaxiIM IM608 PRO and/or IM508, you have tools that can help shops – and even your DIY customers, in some situations – program replacement keys, restore immobilizer data and perform related tasks, in addition to the all-systems diagnostics you’d expect from a scan tool. In most cases, these tools will guide the user through the steps needed to complete a key-programming job, Sanabria says. Just make sure your customers are aware that when it comes to key programming, there are different levels of security access depending on the year, make and model of the vehicle. With some vehicle makes – Nissan, for example – a technician or even a DIYer can plug the tool into the OBD II port “and the tool pretty much self-guides the customer through the process, making it easy to make that key,” Sanabria explains. European makes, on the other hand, are “notorious” for their strict security-access protocols, which could require the user to produce a secured PIN code that can only be generated by a licensed locksmith. Sanabria sees that as an opportunity, not a challenge, for repair shops, and he encourages technicians to consider obtaining their locksmith license. The post Get Smart: A Closer Look At Key Programming appeared first on Counterman Magazine. View the full article