TR June 2013

June 2013 TireReview.com

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TIRE REVIEW (ISSN 0040-8085)(JUNE 2013, Volume 113, Number 06. Published monthly by Babcox Media Inc., 3550 Embassy Parkway, Akron, OH 44333 U.S.A. Phone (330) 670-1234, FAX (330) 670-0874. Periodical postage paid at Akron, OH 44333 and additional mail-ing offices. POSTMASTER: Send address changes to Tire Review, 3550 Embassy Parkway, Akron, OH 44333. A limited number of complimentary subscriptions are available to individuals who meet the qualification requirements. Call (330)670-1234, ext. 242, to speak to a subscription services representative or FAX us at (330) 670-5335. Paid subscriptions are available for non-qualified subscribers at the following rates: U.S.: $69 for one year. Canada: $89 for one year. Cana-dian rates include GST. Ohio residents add current county sales tax. Other foreign rates/via airmail: $129 for one year. Payable in advance in U.S. funds. Mail payment to Tire Review, P.O. Box 75692, Cleveland, OH 44101-4755. Visa, Mas-terCard or American Express accepted. Founded in 1901. © 2013 by Babcox Media Inc. “Tire Review” is a trademark of Babcox Media Inc., registered with the U.S. Patent and Trademark office. All rights reserved. Publisher reserves theright to reject any subscription that does not conform to his standards or buying power coverage. Advertising which is below standard is refused. Opinions in signed articles and advertisements are not necessarily those of this magazine orits publisher. Diligent effort is made to ensure the integrity of every statement. Unsolicited manuscripts must be accompanied by return postage.

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Columns & Departments

■ FIRST LOOK: TireReview.comOnline Reviews + Your Customers + Forestry Tires| 4

■ COMMENTARY: First Off - Rising to the Same Level? | 6The Car Side - 2013: A Spaced-Out Odyssey | 80

■ NEWSMAKERS:Goodyear’s New Headquarters | 8Virginia Tire Gets a Makeover | 12General Altimax RT43 Launch | 14

■ BUSINESS:Market Intel - Tire & Service Pricing | 18Human Resources - Affordable Care Act | 20Social Media - Mobile Device Security | 26

■ TIRES: Ag Tires - ‘True North’ Principles | 58Performance - Extra Load Performance Tires | 62

■ SOLUTIONS:Spotlights - Tire Balancing Compounds | 66Products | 72

CONTENTSJUNE 2013Volume 113 | No. 06

FEATURES

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TireReview.com Visitor Comments

FIRST LOOK ONLINE @TIREREVIEW.COM

Dealing With Bad Reviews

What Are YouWorking On?One of the most important jobsyou have is to make sure your cus-tomer is satisfied and that they re-turn to your shop in the future for

tires, repairs or preventive maintenance. Do you really knowwhat your customers think of their experience with yourstore?tirereview.com/inBusiness

In our well-connected era, businesses need to understand that so-cial media websites are the new word of mouth – and they are be-coming more important every day. Twitter, Yelp, TripAdvisor,Google+ Local and Facebook – even your own website – offerprospective customers vast information on past customer percep-tions and experiences. This is not a new trend, but many dealersaren’t convinced they should take the time to worry about these re-views. That can be a fatal move.tirereview.com/Blogs

inBUSINESS

ForestryMarketLooking forward, the forestrymarket likely is going to get bet-ter. But tiremakers say that notall of the growth opportunities

are on this continent. China, for instance, buys more woodproduct from South America than North, and the domestichousing market is still crawling out of the recession.tirereview.com/inTires

inTIRES

Why Phone Skills Training is Most Important in Sales“Agreed. Think of all the marketing/ad-vertising dollars spent to get people tocall. If prospective customers have anegative call experience, those are dol-lars wasted.”– Anonymized

Goodyear: No Viable Offers for AmiensTire Plant“Looks like a smart M. Taylor to me.Would you buy it?” – TireGuy

Bridgestone Wins Patent Rights Lawsuit in China“I’ve seen Bridgestone clones on thestreet for years.”– Cessna386

Detroit Tire Shop Allegedly Paid Workers With Crack“So I am guessing no pre-employmentdrug testing. Or perhaps there was.What is a drug? 1. Crack 2. Heroin3. PCP 4. None of the above.”– Manager

More Field Reports on Corroded TPMSSensors“I’ve had this problem with Chrysler

products. The stem didn’t fall out, butthe valve core could not be removed.Will these sensors attach to the TPMSrubber stems?– John

Michelin Plans New Labor Moves inFrance“Does anyone else hear Morry Taylorlaughing?”– Paul Vanderburg

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In recent months, online mechanicCarMD noted that the cost to re-pair one’s personal vehicle was

going up. For the first time in sixyears. Up by 10%, in fact, to an aver-age of $367.84 per job.

Forced upon by an economy in ill-repair, the auto repair biz had to reinthings in, leading to a long period of“relatively stable prices, or even dis-inflation,” according to a USA TODAY

story on the CarMD story.Makes sense as the post-2007

crapfest credit market forced peopleaway from new and well into alonger relationship with their (t)rustyfour-wheeled steed. But CarMD CEOLeon Chen says they are “seeing anincrease in car repair costs that can beattributed to factors such as a marketcorrection and a higher percentage ofmore expensive repairs related to theaging vehicle population.”

If the cost to fix a car is going up,does that mean that service tech payalso is heading up? Are tire dealersand other repair shops increasing theirlabor rates – and passing some of thegain to their skilled staff? The Auto-motive Repair Professionals group onLinkedIn wanted to know, andposited that question to its members.

“Recently our shop corrected thelabor rate up to keep on par with themarket we are in. Being surroundedby dealerships and relatively seclud -ed from direct independent competi-tion, we are a little higher than thenext closest indie shop…Our techsare paid on the higher end of thescale, but many were seduced fromlocal dealers for their specific skillsets,” offered one shop owner.

But another service tech coun-tered, “I don’t see pay increasing atall in my area. I think it needs to goup; the cost associated with being atechnician in today’s world is goingthrough the roof.”

A manager for a repair businesssays there is more than just tech pay toconsider, such as “the taxes that every-one thinks businesses can just paymagically without raising prices,” aswell as increased costs of supplies, de-livery, fuel and, of course, wages.

It is a matter of respect to one serv-ice tech who isn’t seeing more fruit forhis labors. “I think repair prices needto increase across the board so that wetechnicians that go to training andcarry $300 to $400 in monthly tool billscan finally be paid properly…I amtired of being a skilled professionaland being at the bottom of the payscale for skilled workers. I am at thetop in my area, yet my friend the elec-trician makes more than $10 more (anhour) than I do. Another buddy is aplumber and makes nearly double perhour. They both work in professionsthat are proud of what they do andcharge properly.

“The majority of our industryseems to be embarrassed about whatthey do and how to charge for it. Toomany owners want to be the cus-tomer’s buddy and not a business-man. It also is reflected in how weact toward one another as shops. Iknow of no other industry that bad-mouths others instead of working asa whole to improve things. We couldall make more if we worked togetherinstead of playing cut-throat with theguy down the road,” he finished.

Another tech sees his situationtied directly to discounting. “I knowfor a fact that the technician pay hasactually gone down in most of theshops that I have been affiliated with.With the structure of the pay scalesthat the shops use, whether it is flat-rate or hourly with bonus, or evenpercentage of the ticket, the techs andmechanics, on average, are makingless now than they were 10 years ago.It all brings us back to the marketingof the auto repair industry. Whenshops offer discounts and loss-lead-ers to get customers in the door, evenas the cost of doing business steadilygoes up, it is easier to cut payrollthan trim down other expenses.”

“One common excuse for businessowners and managers is that ‘the costof doing business has gone up so Ican’t afford to increase my techs’ pay.’That is total B.S.,” says one businessowner. “I would challenge any dealerprincipal who uses this excuse to showthat their personal wealth has not in-creased in these ‘tough times’ at amuch higher percentage than theirtechnicians’…When you increase yourlabor rate, you (should not) consis-tently neglect your own employees,whose cost of living has increased aswell, by not increasing their pay rates.”

So, TIRE REVIEW readers, what’syour take? Owners/managers: Whathave you done with tech wages?Have wages changed as your laborrates increase – if they have at all?

And techs: What have you experi-enced? If the bays are full, has yourpaycheck also grown?

Share your thoughts and concernsby e-mailing [email protected]. ■


Rising toThe SameLevel?

If consumers are paying

more for tires and

service, are your techs

seeing any of the gravy?

COMMENTARY FIRST OFF

JIM SMITH

Editor

[email protected]

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Inaction by the Florida Legislaturestalled consideration of an unsafeused tire ban bill until at least nextyear. According to RMA senior vicepresident of public affairs Dan

Zielinski, the 2013 session of theFlorida Legislature ended on May 3without passage of RMA-supportedunsafe used tire legislation.

The Florida Legislature meets fora 60-day session annually. The nextsession will convene in March 2014.

Originally introduced as SB 1588in the Florida Senate, the unsafe usedtire bill passed two committees

unanimously and then was amendedto SB 1132, a state transportationmeasure.

Considered a sure bet for passage,SB 1132 did get a positive vote out ofthe Senate while the Florida Housepassed its own transportation bill,forcing a conference committee nego-tiation to resolve the two bills.


With its iconic blimp floating overhead, Goodyear Tire &

Rubber Co. officially took the wraps off of its new global

headquarters in Akron on May 9.

Employees and operations had well moved into the seven-

story, 639,000-square-foot facility, built adjacent to the tire-

maker’s technical center. The entire 216.25-acre “campus”

covers 1.5 million square feet under roof, including the

technical center and a five-floor parking deck that accom-

modates nearly 3,000 vehicles.

By comparison, the century-old former headquarters building

held 5.15 million square feet under roof, sitting on 480 acres.

Rich Kramer, chairman and CEO, opened the ribbon-cutting

ceremony by welcoming and thanking the wide array of

state and local officials involved in making the project a re-

ality. In particular, Kramer praised Laura Thompson, vice

president of finance, who was Goodyear’s point person in

virtually every aspect of the project from start to finish.

Also on the stage as a representative for all Goodyear em-

ployees was Paul Sandstrom, a 46-year Goodyear veteran

who has collected some 1,400 patents while working as a

polymer chemist for the company. Kramer said he repre-

sents “the innovative spirit that drives this company.”

The new headquarters, Kramer said, “represents our com-

mitment to Akron and northeast Ohio,” and was a “true col-

laborative effort” between private enterprise and local

government.

Akron Mayor Don Plusquellic noted that, “Today is clearly a

great day for Goodyear, for Ohio, for Summit County and for

Akron. It was important for us to keep this symbol of corpo-

rate Akron in Akron.”

Ohio Lieutenant Governor Mary Taylor, whose grandparents

were Goodyear retirees, reflected that, “I cannot imagine

what an Akron without Goodyear would look like. While it’s

great to bring new business to the state, it is even better

when you can say that a company like Goodyear decided to

stay in Ohio and here in Akron.”

Also on the dais were Stu Lichter of Industrial Reality Group,

who imagined and brokered the project; Russ Pry, Summit

County executive; and Chris Burnham, president of the De-

velopment Finance Authority. The audience included mem-

bers of the Summit County council, and staff members from

the various government groups engaged in the project.

Ground was officially broken for the new headquarters on

April 18, 2011. Goodyear said the design theme was centered

on the idea that “this is the home to a team of associates

building upon and extending a tradition of innovation, and

supporting global brands that are trusted around the world.”

The physical design was based on five things:

• Team – One campus optimized for collaboration

• Innovation – Market and technology are unified with the

tools to innovate

• Learning – Pervasive support for formal and informal

learning

• Openness – Transparency, light and views to each other

and the world

• Environment – Smart solutions – active and passive – for

sustainability

Goodyear Cuts Ribbonon New Akron HQ

Continued on

INDUSTRY NEWS & EVENTS

NEWSMAKERS

Florida Used TireBill Stalled asSession Ends

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Tire Review’s Top Shop Grand Prize Winner receives:• Coats APX90 tire changer• $1,500 cash prize• Airfare/Hotel for two to the 2013 SEMA Show• Top Shop 2013 trophy• Feature story in our October issue• Bonus copies of our October issue

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However, negotiations betweenthe two chambers broke down andno agreement was reached on a finalbill before the Legislature adjournedfor the year.

The North American ag and OTRtire market saw a changing of theguard at some mid-level players lastmonth.

Long-time tire sales executiveCarl Casalbore was tapped to be thenew president of BKT Tires USA Inc.,replacing Rami Bitran, who left thecompany.

Casalbore, who will be based atBKT Tires USA’s headquarters inAkron, comes to the position fromZafco/ZTI Tires Inc. in Doral, Fla.,where he was vice president of salesfor the importer. Casalbore also hasheld sales executive posts with Arm-strong Tire Co., Pirelli Tire NorthAmerica, Cooper Tire & Rubber Co.and Continental Tire the Americas.

Bitran later joined Petlas TireCorp. as manager of its North andSouth America efforts. Based inAkron, Petlas Tire Corp. is a sub-sidiary of Turkish tiremaker PetlasTire Industry.

In this new role, Bitran is chargedwith developing Petlas’ business inthe Americas, including passenger,medium truck, ag and OTR segments.

Over his 20-year tire industry ca-reer, Bitran also has worked for Al-liance Tire and Trelleborg WheelSystems.

Bridgestone Americas brokeground on May 16 for the construc-tion of its Biorubber Process Re-search Center, a research anddevelopment project in Mesa, Ariz.,to investigate the use of the guayuleplant as an alternative natural rubbersource.

Natural rubber from guayule has

almost identical qualities to that har-vested from the hevea tree, which cur-rently is the primary source for thenatural rubber used in tire production.

The center will be home to 40 re-searchers and technicians. The 10-acresite will include an 8,400-square-footoffice/lab building, a four-platform,3,500-square-foot shrub prep buildingand a 3,100-square-foot mechanicaland electrical building. The first rub-ber samples for tire evaluations areexpected in mid-2015.

“We’re thrilled to see our monthsof planning and hard work come tofruition with this groundbreaking,”said Bill Niaura, Bridgestone’s direc-tor of new business development.“This significant research investmentin the Biorubber Process ResearchCenter marries Bridgestone’s com-mitment to innovation and its envi-ronmental stewardship. Our new,remarkable facility will enable us towork to develop an additional do-mestic and sustainable source of rub-ber for our products.”

After taking the crown as the Rub-ber Capital of the World, South Car-olina wants to do all it can to keep itstire industry vibrant and growing.

To that end, the South CarolinaChamber of Commerce establishedthe Tire Manufacturers’ Council,with a mission to “evaluate and pro-pose policies relating to the manufac-ture of tires in South Carolina.”

Council members include Miche-lin North America, BridgestoneAmericas and Continental Tire theAmericas. Steve Evered, vice presi-dent of government affairs forMichelin, serves as chairman of theTire Manufacturers’ Council. Thechair will rotate among membercompanies annually.

“South Carolina will soon becomethe largest tire manufacturing state inthe country and currently ranks firstamong states in tire exports. The es-tablishment of the Tire Manufacturers’Council is an acknowledgement of thesignificant impact of the industry onthe state’s economy,” Evered said.

Over the last 22 months, Michelin

has committed to invest more than$1.15 billion in South Carolina ex-pansions, Bridgestone has commit-ted to invest $1.2 billion to expand itsSouth Carolina capacity, and Conti-nental’s investment totals in the statewere more than $500 million. All ofthis is on top of existing Michelinand Bridgestone facilities – includingMNA’s headquarters – in the Pal-metto State.

Once all of the new plants andplanned expansions are in place, thethree tire manufacturers will employmore than 12,000 people in the state,making tire manufacturing one ofthe largest industrial sector employ-ers in South Carolina, according tothe chamber of commerce.

In early May, Pirelli Tire NorthAmerica executive Tom Gravaloswas named CEO of Pirelli Neumati-cos S.A. de C.V. in Mexico (PirelliMexico).

Gravalos had been vice presidentof marketing and OE for PTNA.

In his new role, Gravalos is nowresponsible for the operations ofPirelli’s new plant in Silao, Mexico,as well as sales, marketing and dis-tribution activities in the country.

He will continue to report to PTNAchairman and CEO Paolo Ferrari.

Gravalos was born in Guadala-jara, Mexico, and grew up in the U.S.He received his MBA from BowlingGreen State University, and startedin the tire industry in 1975 withGoodyear. Gravalos joined PTNA in2007.

The Tire Industry Association hasreleased a Spanish version of itsBasic Earthmover Tire Service (ETS)Training Program, designed for OTRtire technicians.

The program – which outlines theminimum skills and safety guide-


■ NEWSMAKERS: NEWS & EVENTS gFollow@Tire_Review

Continued on

BridgestoneBreaks Ground onBiorubber Center

South Carolina Tire Manufacturers’Council Formed

N.A. Ag, OTRTire Market SeesPersonnel Shifts

PTNA’s Gravalosto Head MexicoOperations

Continued from Page 8

TIA ReleasesSpanish ETS Program



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lines for servicing one-piece, three-piece, five-piece and double-gutterOTR assemblies – consists of a three-hour DVD and 15-module work-book. Those who complete thecourse and pass the 100-questionfinal exam receive a TIA Certificateof Completion.

Michelin North America ap-proached TIA about a Spanish trans-lation for Basic ETS and after beinginformed that it was not slated forproduction for at least a few years,offered to translate, re-edit and re-produce the program at no expenseto TIA, the association said.

“This is yet another example ofTIA working together with Michelinto add another level of training andeducation for tire service technicians,”

said Randy Groh, TIA president. “Weare grateful for their support and lookforward to future projects that raiseawareness for tire safety.”

To order the Spanish Basic ETSprogram, visit tireindustry.org orcontact Christine Marnett at [email protected] or 800-876-8372, ext. 106.

In mid-May, Saint-Paul d'Abbots-ford-based Groupe Robert Bernardopened what it says is the largest re-treading plant in Canada – a 70,000-square-foot facility in Granby, Que.

The $3 million facility will useMichelin Retread Technologies equip-ment, processes and tread stock.

“We have full faith in the technol-ogy offered by MRT and we have astrong relationship with the Miche-lin family going back 45 years,” saidJocelyn Bernard, vice president.“Our new, larger plant provides uswith a larger shop floor. This will fa-cilitate better production and stor-age. This will also help us reducewait times for delivery.”

“Although MRT Canada now haseight plants across the country,Robert Bernard MRT is the only hy-brid facility, which means it canmanufacture retread tires usingMichelin Pre-Mold and Custom-Mold processes,” said HaroldPhillips, CEO of Michelin Canada.“With this expansion, RobertBernard MRT is the largest retreadplant in Canada. This will help thecompany meet the increasing de-mand for the highest quality MRTretread tires in Quebec.” ■



SCAN FOR INFOTo view additional news stories, go totirereview.com/news or scan this bar codewith your smartphone or tablet.


Fairfax, Va.-based Virginia Tire & Auto has launched anew look, a new website and an enhanced customer ex-perience for its nine locations.

“This rebranding initiative, featuring a new logo,tagline, website, color palette, messaging and new uni-forms, is an opportunity for us to better communicate allthe remarkable facets of our organization to first-timecustomers and loyal customers,” said Julie Holmes, vicepresident of 2011 TIRE REVIEW Top Shop Award WinnerVirginia Tire. “These elements will be communicatedthrough our skilled and helpful associates, our thoroughand reliable services, our convenient locations and ourethical and respectful culture.”

She added the rebranding effort serves to unify all thelocations under a singular brand and make it easier toconvey what the company stands for: professional, gen-uine, attentive and forward thinking. Before, the loca-tions were dominated by manufacturer branding, shesaid, adding, “We weren’t sending a clear message to ourcustomers about who Virginia Tire & Auto is.”

The dealership’s new logo features a handshake andthe tagline, “All Your Car Needs.” The tagline was devel-oped as a reminder to customers that Virginia Tire &Auto is a full-service automotive maintenance provider.

The Centreville, Va., location was the first to featurethe new look; the other eight Virginia Tire & Auto loca-

tions will follow suit in the next five to six months. The new website features a live chat service with a

Virginia Tire & Auto certified tire expert, as well as an en-hanced tire search.

“Our rebranding allows our nine locations to more ef-fectively illustrate how we differentiate ourselves fromthe competitors,” said Mike Holmes, vice president. “Wewant our customers to know that when their car needsautomotive maintenance, bring it to any one of ourNorthern Virginia locations. We strive to provide excep-tional customer service at all our locations and as a result,we have many customers who have relied on our techni-cians’ commitment to car care service for many years.”

Virginia Tire & Auto LaunchesComplete Rebranding Effort

Part of Virginia Tire & Auto’s total rebranding effort was a

new logo and tagline. Pictured above is the tire dealership’s

former logo (top), followed by the new logo.

Bernard ClaimsCanada’s LargestRetread Plant



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With 5,000 total acres, includ-ing a 15-acre wet pad andan 8.5-mile high-speed

oval, Continental Tire the Americas’proving grounds in Uvalde, Texas, isthe perfect locale to roll out a newtire – as well as put a recent releaseto the test.

The tiremaker did just that at theend of April, when it invited keydealers and tire trade media to theGeneral Altimax RT43 launch event.In addition to several track exercisesthat pitted the new tire against thecompetition, Continental also offeredplenty of seat time on the ContiPure-Contact, which the tiremaker intro-duced a year ago.

According to Joe Maher, passen-ger product manager, the General Al-timax RT43 – which replaces theAltimax RT – features two new tech-nologies designed to help providethe consumer with impressive value.“The goal was to improve the treadlife of the original while offering all-season traction and a smooth, com-fortable ride,” he said.

“Our tire engineers have com-bined several technologies to givethe consumer an all-season touringtire that is a notable value,” saidTravis Roffler, director of marketing.“We have married together two newtechnologies with our existing Re-placement Tire Monitor and VisualAlignment Indicator technologies forone fantastic tire.

“Our team has constructed a tirethat is stylish and gives the con-sumer a solid value while providingthe performance they demand,” Rof-fler added. “This is important to ourcustomers, who are looking tostretch a dollar in today’s economy.”

The Altimax RT43’s new technolo-gies include Peak Anti-Slip Sipe De-sign Technology, which increases thenumber of biting edges for tractionon slippery roads, and Low SurfaceAbrasion Technology, which pro-vides construction elements that re-duce tread distortion as the tire rolls– resulting in less surface abrasion,

promoting even treadwear and ex-tended treadlife, Maher said.

The new tire will be available toconsumers Aug. 1; CTA began takingdealer orders May 1. While the Alti-max RT43 is designed and distrib-uted for the U.S. market, it is manu -factured in the U.S., Europe andSouth America, Maher explained.

“We are preparing for the launchwith a very attainable plan to reachfull launch volumes,” he said. “Be-

cause manufacturing is split amongseveral plants, we will have the abil-ity to respond to market demand.”

Performance on the TrackAt the launch event, the Altimax

RT43 was compared to several com-peting products in a variety of trackexercises, fitted to Chevrolet Cruzes

in each case: against the BFGoodrichAdvantage T/A in wet braking; ver-sus the Kumho Solus KR21 in wetautocross; and against the CooperCS4 and Hankook Optimo H727 inwet handling.

Conti also offered educational ses-sions at the event, using General Al-timax RTs shaved at 4/32nds and2/32nds in a wet braking demonstra-tion. Fitted to V6 Ford Mustangs, at-tendees were able to experiencefirsthand the difference in stoppingdistance that an additional 2/32ndsof rubber provides.

The Altimax RT43, available in 44T and H speed-rated sizes rangingfrom 13- to 18-inch wheel diameters,is backed by a 45-day customer sat-



> Continental Tire the Americas

Technologies Married in Latest General Altimax

Continued on

The new General Altimax RT43 was pitted against the Kumho Solus KR21, each

fitted to Chevrolet Cruzes, in a wet autocross course.

‘THE ORIGINAL RT TENDED TO WEAR ON THE INSIDE

AND OUTSIDE SHOULDERS; THE RT43 SHOWS EVEN

WEAR BECAUSE OF LOW SURFACE ABRASION

TECHNOLOGY, EVEN THOUGH SIPING IS INCREASED.’



15 smp_Layout 1 6/19/13 10:38 AM Page 15



isfaction trial and a75,000-mile limitedtreadlife warranty. Thetire’s UTQG rating is 600for 13- through 15-inchsizes and 700 for 16-through 18-inch sizes.

“It’s tough to find atire that competes in allthree categories and fitssuch a broad range ofvehicles,” Maher said.“Dealer feedback so faris that the RT43 offersvery good performanceagainst the competitionand they really like thepattern, which offers lotsof biting edges.

“The target consumerfor the Altimax RT43 isprimarily interested in agood balance of perfor -mance – wet, dry andsnow – but is also look -ing for a good valueand a smooth, comfort-able ride,” he added.

Tire Rack’s BrianJoines, who attendedthe Uvalde launchevent, said, “This fills the standardtouring category, which is what yousee on all kinds of vehicles fromcommuter cars to minivans. Thesecustomers are typically looking for atire with good mileage, a quiet rideand good all-season handling.

“Continental and the Generalbrand have really made a name forthemselves with wet traction,” headded. “They have a lot of good-per-forming tires in many of the top cate-gories.”

Roffler added the competitively-priced RT43 corrects the shortcom-ings of the Altimax RT, which weremileage and snow performance.“The new tire’s technology changehas led to a paradigm shift inmileage – the RT43 will see a dra-matic increase in wear.

“Low Surface Abrasion technol-ogy is an actual construction changethat shows a substantial double-digitgain in wear,” he said. “The originalRT tended to wear on the inside andoutside shoulders; the RT43 showseven wear because of LSA technol-ogy, even though siping is increased.The increase in siping while offering

reduced wear is the paradigm shift.”

PureContact Recap“We also wanted to use this event

to reiterate the features and benefitsof the ContiPureContact, in additionto showing the Altimax RT43 withinits position as a tier two tire againstCooper, Hankook and Kumho,” Rof-fler said.

Part of the reasoning behind thedual event was that Continental staffhad started hearing that dealersthought the PureContact – which thetiremaker dubbed as a “luxury per-formance all-season replacementtire” – was replacing the Extreme-Contact DWS.

“The Pure has DWS technology(dry, wet and snow), but it is not re-placing the ExtremeContact DWS,”Roffler said. “It was launched in con-junction with the Extreme, not inplace of it.”

The Uvalde event offered tracktime on the PureContact, since at itslaunch last year event attendees ex-perienced the tire mainly on thestreets of Indianapolis. This timearound, the ContiPureContact was

pitted against the Michelin PrimacyMXM4, fitted to BMW 335 sedans ina wet braking exercise, as well asagainst the Michelin Primacy MXV4,fitted to Cadillac CTS sedans in a wetautocross.

The PureContact also was fea-tured in an educational wet handlingexercise to demonstrate the impor-tance of installing two new tires onthe rear axle of a vehicle. Participantscompared the control and handlingof Volkswagen Jettas two ways: onewith new tires on the rear axle andPureContacts shaved to 4/32nds onthe front; and vice versa.

“It’s a clear difference in handlingand the ability to maintain control,”Maher said. “We thought this was agreat way for dealers to experiencethis first-hand to help educate theircustomers.” ■

Joe Maher, passenger product manager, said that because manufacturing for the General AltimaxRT43 is split among several plants, CTA will have the ability to quickly respond to market demand.The tire’s tread pattern (right), features Peak Anti-Slip Sipe Design Technology, which increases thenumber of biting edges for traction on slippery roads, and Low Surface Abrasion Technology, whichprovides construction elements that reduce tread distortion as the tire rolls to promote even tread-wear and extended treadlife.

Denise KoethManaging Editor

[email protected]




17 napachas_Layout 1 6/19/13 10:38 AM Page 17


BUSINESS MARKET INTEL

Legend * = Tier 1 Brand ** = Tier 2 Brand *** = Private Brand/Other

Duluth, MN MarketPeriod 5/6-12 Mass Mass Tire Tire Car Avg. Merch. Merch. Dealer Dealer Dealer All A B A B

Vehicle 1Oil Change/Filter $31.99 $26.50 $29.95 $32.00 $28.95 $29.88Replace All: 215/60R16 $455.96** $527.96* $419.96* $424.00** $576.00* $480.78 Vehicle 2 4 Wheel Alignment $79.99 $84.99 $59.00 $47.00 $109.95 $76.19Replace All: 225/60R16 $471.96** $503.96* $443.96** $424.00** $463.28** $461.43 Vehicle 3 Front Brakes, Turn Rotors $170.00 $200.00 $275.00 $130.00 $235.00 $202.00Replace All: 265/70R17 $456.00*** $664.00** $772.22** $676.00** $592.00* $632.04

Hartford, CT MarketPeriod 5/6-12 Mass Mass Tire Tire Car Avg. Merch. Merch. Dealer Dealer Dealer All A B A B

Vehicle 1Oil Change/Filter $30.00 $24.99 $39.00 $29.95 $29.95 $30.78Replace All: 215/60R16 $507.96** $350.28** $485.00** $464.00** $528.00* $467.05 Vehicle 2 4 Wheel Alignment $79.99 $69.99 $69.99 $80.00 $129.95 $85.98Replace All: 225/60R16 $379.60** $345.04** $475.00** $540.00* $404.96** $428.92 Vehicle 3 Front Brakes, Turn Rotors $239.99 $129.99 $225.00 $250.00 $271.00 $223.204Replace All: 265/70R17 $739.96** $880.00* $716.00** $696.00* $684.00** $743.19

Richmond, VA MarketPeriod 5/6-12 Mass Mass Tire Tire Car Avg. Merch. Merch. Dealer Dealer Dealer All A B A B

Vehicle 1Oil Change/Filter $39.99 $28.99 $40.00 $32.95 $39.99 $36.38Replace All: 215/60R16 $547.96* $515.96** $437.48** $409.08** $576.00* $497.30 Vehicle 2 4 Wheel Alignment $89.99 $79.99 $84.95 $79.00 $89.95 $84.78Replace All: 225/60R16 $479.96** $367.96*** $418.56** $387.96** $396.00** $410.09 Vehicle 3 Front Brakes, Turn Rotors $170.00 $149.99 $110.65 $150.00 $185.90 $153.31Replace All: 265/70R17 $707.96** $651.96** $640.00** $551.72** $684.00* $647.13

Eugene, OR MarketPeriod 5/6-12 Mass Mass Tire Tire Car Avg. Merch. Merch. Dealer Dealer Dealer All A B A B

Vehicle 1Oil Change/Filter $32.00 $25.00 $31.99 $28.95 $37.00 $30.99Replace All: 215/60R16 $550.00** $497.64* $579.80* $386.44** $574.82* $517.74 Vehicle 2 4 Wheel Alignment $69.99 $85.00 $70.00 $74.95 $79.99 $75.99Replace All: 225/60R16 $570.00** $460.00* $599.80* $380.64** $580.00* $518.09 Vehicle 3 Front Brakes, Turn Rotors $209.00 $160.00 $169.95 $129.95 $264.10 $186.60Replace All: 265/70R17 $752.00** $627.92** $599.80** $754.32** $729.48** $692.70

New Orleans, LA MarketPeriod 5/6-12 Mass Mass Tire Tire Car Avg. Merch. Merch. Dealer Dealer Dealer All A B A B

Vehicle 1Oil Change/Filter $49.99 $29.99 $36.95 $34.99 $34.99 $37.38Replace All: 215/60R16 $611.96** $515.96** $448.00* $536.00* $576.00* $537.58 Vehicle 2 4 Wheel Alignment $99.99 $79.99 $79.95 $99.00 $119.95 $95.78Replace All: 225/60R16 $584.00** $359.96** $479.60** $536.00* $390.96** $470.10 Vehicle 3 Front Brakes, Turn Rotors $168.99 $129.99 $159.95 $229.00 $209.99 $179.58Replace All: 265/70R17 $812.00** $727.96** $944.00* $720.00* $639.80* $768.75

Tucson, AZ MarketPeriod 5/6-12 Mass Mass Tire Tire Car Avg. Merch. Merch. Dealer Dealer Dealer All A B A B

Vehicle 1Oil Change/Filter $29.95 $27.99 $22.99 $42.00 $42.95 $33.18Replace All: 215/60R16 $552.00* $507.96** $566.48* $419.80** $580.00* $525.25

Vehicle 2 4 Wheel Alignment $79.00 $79.99 $69.99 NA $99.95 $82.23Replace All: 225/60R16 $524.00** $379.60** $488.04* $439.80** $468.00** $459.89 Vehicle 3 Front Brakes, Turn Rotors $130.00 $180.00 $130.00 $140.00 $180.00 $152.00Replace All: 265/70R17 $440.00*** $999.96** $664.00** $676.00** $656.00* $687.19

TIRE RE VIEW and InteliChek pres-ent up-to-date tire and service priceinformation from major U.S. metro-politan areas.

For this monthly feature, Inteli -Chek directly contacts a selection ofindependent tire dealers, mass mer-chants/chain stores and car dealersto obtain current pricing on replace-ment tires and vehicle services.

InteliChek requests and verifies

retail prices via phone calls, usingcommon specific vehicles, tire sizesand vehicle services. In that way, di-rect and useful comparisons can bemade by readers.

The tire prices shown in this re-port are for tires only, and do not in-clude mounting/balancing or anyadd-on warranties or other servicesor fees. To allow for a more accuratecomparison, the level of tire brand –

Tier 1, Tier 2 and Private Brand/Oth -er – recommended by the retailer isnoted. (See legend below charts.)

The services chosen for these sur-veys include a standard oil change(oil plus filter), a standard four-wheel alignment, and front brakework (replace front pads and turnboth rotors).

For more information on InteliChek,visit intelichek.com. ■

18 Green_Market Intel 6/19/13 11:18 AM Page 18


19 hercules_Layout 1 6/19/13 10:37 AM Page 19

Health Care Reform, Oba-maCare, Patient Protectionand Affordable Care Act – it

all adds up to the Affordable CareAct, which became official in 2010.

So why do we know so little aboutit and why are we not prepared? Whyare the airwaves full of misinforma-tion that scares employers and em-ployees alike? Are there really finesand penalties of thousands of dollars?

Part of the information breakdownproblem is that the law is very com-plex. Not many people have actuallyread it, few want to read it, and evenif they did read it, would they reallyunderstand it?

IXG Consulting Group has decon-structed the Affordable Care Act forTIRE REVIEW to help you understandthe main points of this legislation andhow they will impact you. Whetheryou own a small or large company oryou are an individual in college, thereare a few things you need to know:

1. Grandfathered Plans: If yourmedical insurance coverage was in ef-fect prior to March 23, 2010, you cankeep your plan and be in compliancewith the law. Not all of the new re-quirements apply to grandfatheredplans.

2. If you are insured with a stateor federal Pre-Existing Condition In-surance Plan (PCIP), that coveragewill end on Dec. 31. Why? PCIP wasa “gap” plan to help those that couldnot obtain affordable insurance be-tween Sept. 23, 2010, and Jan. 1, 2014.Individuals that are currently insuredunder PCIP will have to obtain othercoverage.

3. Coverage for All: Effective Jan.

1, 2014, no individual or small em-ployer group can be declined cover-age. Rate increases, waiting periods,nor exclusions can be imposed on anyinsurance policy for pre-existing med-ical conditions.

4. Open Enrollment will beginthis October and run through Febru-ary 2014. During this period, individ-uals will be able to obtain insurancecoverage under the new law. Penal-ties will be applied for each month tothose who go uninsured after Febru-ary 2014.

5. Making Insurance Affordable:The general consensus is that rates arecertainly going to go up, so exactlyhow does that measure up to the “af-fordable” portion found in the title?Well, discounts, tax credits and pre-mium credits also known collectively

as “subsidies” will be available to in-dividuals that are within certain in-come levels. Those with annualincome equal to or less than 400% ofthe Federal Poverty Level, or $45,960(2013) for an individual, will be eligi-

ble for a subsidy. If income falls below133%, the individual will be eligiblefor Medicaid. Medicaid is a federaland state funded insurance programthat is free for those who qualify.Medicaid will be extended to individ-uals, pregnant women, children, eld-erly and the disabled.

6. Tax Credits for Businesses: Em-ployers with 25 or fewer full-timeequivalent employees that earn lessthan $50,000 annually are eligible fortax credits. If your company fits thebill and is already offering benefits,you can receive 35% to 50% in 2014


Health Care Reform Update

Get the real scoop on

how the Affordable Care

Act will impact your

business

BUSINESS HUMAN RESOURCES

The Affordable Care Act is full of changes to what we understand of health care

insurance; arm yourself with real facts and seek out professional assistance.

ALICIA GIBSON

Contributing Writer

20,22,24 Green_Human Resources 6/19/13 11:17 AM Page 20


21 firestoneag_Layout 1 6/19/13 10:37 AM Page 21

tax credits for premiums paid. Fileform 8941 with your tax return toclaim.

7. Avenues for Insurance andSubsidies: There will be many waysto obtain coverage and comply withthe law, but there are a few things em-ployers and employees have to know.

• Exchanges: Health Benefit PlanExchanges – now more widely recog-nized as Marketplaces – will be oper-ated by federal or state authorities

depending on what an individualstate decides. To obtain coverage andreceive the subsidies, employers andemployees must enroll through theMarketplace. Individuals and compa-nies with fewer than 50 employeesare able to utilize the Marketplace orcontinue to be serviced by theiragent/broker, who will have access tothe exchange platform.

• Small Business Health OptionProgram (SHOP) – this will be a pri-

vately operated exchange or Market-place for small businesses with up to100 employees.

• Medicaid has been extended toindividuals with the only qualifyingfactor being limited annual income.

• Medicare gives coverage for in-dividuals 65 years of age or olderwho have worked at least 40 quartersand those under the age of 65 whoqualify due to health status or disabil-ity.

• Employer group insurance, con-tinued coverage under a grandfa-thered plan, and co-ops are consid -ered valid plans to avoid penalties.

8. Penalties: fines will be process -ed when your taxes are filed and mostindividuals and large employers (50+employees) will be subject to the“Play or Pay” rule. Individual fineswill inch up over a three-year periodand will be the larger of:

• 2014: $95 or 1% of income • 2015: $325 or 2% of income• 2016: $695 or 2.5% of incomeLarge employers with 50 or more

full-time equivalent employees willpay penalties for the following:

• Offering no coverage = $2,000per employee minus the first 20.

• Offering unaffordable or no cov-erage to employees, forcing them toseek subsidies through the exchange= $3,000 per employee minus the first20.

9. Qualified Health Plans: Insur-ance coverage must meet certificationby the Department of Health andHuman Services as a qualified healthplan in order to be offered throughthe exchange or be offered as cover-age that complies with the law. Begin-ning in January, all plans will extendcoverage for: maternity and newborncare, rehabilitative and habilitativeservices, pediatric service, includingoral and vision care, just to highlighta few.

10. Rebates: Insurance companiesare required to use your premiumdollars for health-related services andresearch. If they don’t, you receive acheck. The first rebate checks weresent on August 1, 2012, totaling over$1.1 billion.

Many concerns remain, so here area few common questions and answers:

• Free Insurance: Some believe in-surance will be free. Not so fast. Asmentioned, Medicaid will be offeredto those that are living in poverty, but


■ BUSINESS: HUMAN RESOURCES




23 goodyear_Layout 1 6/19/13 10:36 AM Page 23

for the majority of us, insurance cov-erage will be far from free.

• Tax on Employee Benefits: Employ-ers are required to report the dollaramount spent on benefits in your W-2as of 2013. However, this will not betaxable income to the employee.

• Employers Have to Offer Benefits:There is not a requirement, but ratheran encouragement to offer coverageto employees. Remember: employerswith less than 50 full-time equivalentemployees will receive tax credits foroffering qualified medical insurancebenefits.

Companies with more than 50 full-time equivalent employees will be pe-nalized for not offering such benefits.

Insurance costs will continue torise; this is no surprise. But considerthis – rates in the small group benefitssector will not see much more than a4% increase due to health care reform,according to the Congressional Bud -get Office, industry analysis and gov-ernment regulations.

Individual plans will take thelargest hit due to the need to get theplan benefits up to par. Those individ-

ual plan rate increases will rangefrom 12%-30%.

I know you are asking: “Why, if wehave a law starting with the word“Affordable” would already astro-nomic insurance premiums go up?”

Premium increases will occur pri-marily due to the fees being imposedby the federal government onto theinsurance companies. These increasesare then passed down to you and me– the policyholders. The increases willcover a range of so-called “patient-centered” services, such as “ResearchInstitute Fee,” “Transitional Reinsur-ance Fee,” “Insurer Fee,” and “RiskAdjustment Fees.”

One thing is for sure: the law is fullof changes to what we understand ofhealth care insurance and can be veryconfusing. The practice of medicineand service of insurance programswill change dramatically as we ap-proach the end of 2013.

The best advice is to arm yourselfwith real facts, not what you mighthear on TV or from friends and fam-ily. Seek out knowledgeable, profes-sional assistance if necessary to make

sure you and your business are on theright side of the new regulations.

Most of all, take a deep breath andrelax. The world is not coming to anend, government is not taking overand your business is not likely to failas a result of the Affordable Care Act.Like any new government regulation(such as the TREAD Act, for example)there will be a period of confusion,concern and adjustment.

As both business and governmentproceed forward under real-worldconditions, these regulations maywell require tweaking. That meansyou will need to remain vigilant tostay ahead of the curve. ■


■ BUSINESS: HUMAN RESOURCES


Alicia Gibson is the managingpartner of IXG Consulting Group,a Mooresville, N.C., business con-sultant specializing in risk man-agement, human resources,training and inter-corporate com-munications.



25 avitestprep_Layout 1 6/19/13 10:35 AM Page 25

Nearly everyone has a mobilephone and we all go aboutbuying them in the same

lackadaisical fashion. We stroll into a mobile retail loca-

tion or mall kiosk, grab the phonethat looks the best or is thebrand we like, and clickaround on the features fora few minutes. From there,we fork over the cash forthe phone and hangaround for 15 minuteswhile the phone is pro-grammed. If we’re smart,we activate a password onthe device and off we go.

But shouldn’t we thinkmore about protecting thismini-computer that liter-ally contains our entire lifein contacts, pictures, wordsand random thoughts?Even detailed personal fi-nancial data? Studies showonly about 30% of us evenbother to lock our phones.

Think about how crazythat is, since these daysour smartphones aresynced with our laptopsor desktops, which givesdirect access to our per-sonal and business contacts, calen-dars, data and passwords – allirresistible to hackers.

Mobile Antivirus SolutionsAnti-virus companies are notori-

ous for publishing ominous-sound-ing reports attempting to scaremobile phone owners into purchas-ing their products. Many of these

concerns are blown way out of pro-portion, but hackers are homing inon the mobile marketplace, so it’stime to take notice to protect yourmobile assets.

“If you follow simple precautions

such as not downloading things fromsuspicious sites, and not clicking onsuspicious links in emails youweren’t expecting, then you’re prettysafe,” says Marc Rogers, the princi-pal security analyst at Lookout, ahighly respected technology securityfirm. “Google has an effective appvetting process in place.”

And for iPhone owners, the news

is better: Apple’s app approvalprocess is even more stringent anddetailed, designed to keep customersand their information safe. But I’mtalking right here and right now; themobile security environment is

swiftly changing andtoday’s safety measuresmay not be so safe tomor-row.

Hackers on the HorizonUnfortunately, there has

been an increase in targetedmalware that skirt the secu-rity precautions Google,Apple, BlackBerry and otherplatform providers have inplace to protect mobileusers. This malware in-cludes malicious websites,third-party app stores offer-ing free versions of popularpaid apps, and phishingemails containing boguslinks. Click on any of theseand your smartphone couldwell have been instantlyhacked.

Here’s what you need todo: if you’re walkingaround with an iPhone inyour pocket, check the

phone’s built-in security features.Apple’s mobile security features arebetter than anything that currentlycan be found or purchased in an appstore.

If you’re an Android user, you cankeep your phone secure using one ofthe free Android security apps thatare out there. Consider offeringsfrom Lookout, AVG or Avast, all


Mobile DeviceSecurityMeasures

With all the personal

data your mobile phone

contains, ask yourself: is

your phone secure?

BUSINESS SOCIAL MEDIA

HEATHER BLESSINGTON

Contributing Editor

[email protected]

Lookout Mobile Security is a free Android offering that scans

files you’ve downloaded and apps you’ve installed to check

for malware and viruses. It also offers a locator feature in

case your mobile device goes missing.

26,28 Green_Social Media 6/19/13 11:16 AM Page 26


27 pirelli_Layout 1 6/19/13 10:35 AM Page 27

companies withstellar reputationsin mobile security.Lookout Mobile Se-curity has provento be a favoriteamong Android an-tivirus offeringssince its free appwill scan filesyou’ve downloadedand apps you’ve in-stalled to check formalware andviruses.

Find My Phone!One of the

biggest mobile se-curity risks is los-ing your smart -phone. If that’shappened to you, you know thepanic that sets in when you realizeall that is lost with the device. Thethought of all your data – your entirelife – floating out there in the handsof another person is truly frighten-ing.

So consider this as motivation tosecure your phone: according to theNEW YORK TIMES, half of all robberiesin San Francisco and 42% of all rob-beries in Washington, D.C., are re-lated to smartphone theft.

Further, there’s nothing the policecan do for you besides list your de-vice as stolen in the national data-base (even though the reality is mostphones end up overseas on the blackmarket, well out of reach of the U.S.government tracking efforts).

Apple provides some assistance inlocating lost or stolen phones with itsfree software called Find My iPhone,which can find a missing iPhone orremotely erase its data. But the serv-ice does not work once the phone isturned off or disconnected from theInternet.

To locate an iPhone, an Apple cus-tomer can log into iCloud.com with aweb browser and see a map of its ap-proximate location; the user can thenhit a button to erase the phone’s in-formation.

With Lookout’s mobile solution, ifyou lose your Android device, youcan head to its website and attemptto track it down. First, the app willsound an alarm to help you pinpointits location (in case you misplaced it

or to shock the heck out of yourphone thief). Plus, if someone tries(and fails) to get past the passwordlock on your device, the app willsnap a photo of the perpetrator andsend you an email with their imageand location.

The Lookout website will also at-tempt to find your device’s lastknown location, sending out anemail alert called “signal flare” whenyour battery becomes critically low,allowing you a better chance oftracking it down.

Lookout’s premium offering willonly set you back $3 a month, and itincludes the ability to lock yourphone and wipe its data remotely, oreven transfer data like photos, con-tacts, and call history to a new de-vice.

You’ll also gain access to PrivacyAdvisor, which serves up a conciselist of the information that installedapps can access. Downloading theapp gets you a free two-week trial ofthe premium offerings, which shouldleave you with plenty of time to de-cide if the upgrade is right for you. ■


Apple’s free Find My iPhone software can find a missing

iPhone or remotely erase its data.


Heather Blessington, CEO ofDuo Web Solutions, is an accom-plished blogger receiving pressfrom CNN, USA TODAY, BBC andFORBES. Her company specializesin creating and managing blogsfor powersports dealers. ContactHeather at [email protected].

26,28 Green_Social Media 6/19/13 11:16 AM Page 28


29 affiniaraybestos_Layout 1 6/19/13 10:34 AM Page 29

OK, so you’ve al-

ready done a comprehensiveSWOT analysis to determine yourstrengths, weaknesses, opportunitiesand threats. Then you did one on yourcompetition so you know where theyare strong and weak. If you haven’tdone these, well, that’s a topic for an-other day.

Conventional wisdom tells us thatin order to produce the best outcome –to gain a decided advantage – youshould attack your competitors’ weak-nesses.

But that’s the easy way. And oftenthe most ineffective in the long term.Besides, attacking a weakness canmake you look desperate or negative,both of which are bad.

Going after a competitor’s weak-ness(es) is a popular tactic and has

manyproponents.

Telling a customer that“Big Tire Store down the street does in-deed have low prices, but we take farbetter care of our customers” impliesthat the competitor has poor customerservice.

This backfires, of course, if that cus-tomer feels Big Tire Store has great cus-tomer service. Or if that customer seesthrough the ploy.

Think abut this: People buy fromyou and your competitors because ofstrengths, not weaknesses. This is, ofcourse, a matter of perception. Howelse can you explain Walmart’s per-ceived low prices superseding itsshoddy customer service in a shop-per’s mind? At the same time, one per-son’s view of World Class CustomerService can be quite different from an-

other’s. If you reallywant to find a com-

petitive advantage, findyour competition’s true

strengths and attack in a posi-tive and focused way.

Sometimes there are weaknesses intheir perceived strengths that you canuse to your benefit. A tire store thatpromotes being in business for 70 yearsis saying it has been around so long be-cause it’s good. If you were to open anew store down the street, you mightpromote your newness as a strength –being fully trained and up-to-date onall the new technology implies that youare modern and more current.

The “Buy Local” movement acrossthe country has certainly influencedtire and auto service customers. Thebig box store down the street has a rec-ognizable, national brand name andmight do a decent job. Attacking itssize means promoting that you’re alocal brand, with local people whoknow the local customer’s specificneeds – and buying from you does alot to encourage local economic pros-perity.

That’s a more positive approach,


RICK BARNHART

Contributing Editor

FEATURE

(The Mighty Can be Beat, but

the Best Point of Attack is Where

They are Strongest!)

30-34 Black_Cover Feature 6/19/13 11:15 AM Page 30

and people like to deal with busi-nesses that send out positive vibes.

Attacking a competitor’s strengthsis not a new concept. There was lastyear’s Samsung commercial with aSamsung Galaxy S3 Smartphone usersitting in a long line for the latestApple iPhone. It poked fun at howmainstream the “gotta have it now”Apple products are by having theyoung guy say that he was actually re-ally happy with his Galaxy and wasjust holding a place in line for his par-ents.

Being a dealer is a distinct advan-tage when you go up against muchlarger, often corporate competition.You have the ability to turn on a dime,make a decision and put a program inplace in hours, rather than months. Sowhat are the seven ways you can at-tack your competition’s strengths?

Number 1: PRICEYour competition might be offering

lower prices, but counter attackingwith even lower prices is the express-way to failure. And boosting volumeto offset lower prices doesn’t work atall. Just look at all the billion dollarbankruptcies over the last few years.Success means generating a decentGP and solid cash flow. Price wars killboth.

There will always be “price cus-tomers,” but they aren’t the vast ma-jority of the buying public. Tirebuyers, in particular, weigh many fac-tors, price being one of them. If youhave people lined up at your door tobuy tires, you’re probably sellingthem way too cheap. If you aren’tmaking your unit sales plan, it is notnecessarily because your prices aretoo high.

Some businesses say their compe-tition is beating them with lowerprices. Some customers will tell youthat the guy down the street has alower price. Sometimes those situa-tions are true, most times they are not.Whether you regularly price shop thecompetition or do it on a case-by-casebasis, the first thing to do when run-ning into price objection is to verify.Are their apple-to-apple prices lower?What about online buys? The tireprice might be lower, but what aboutshipping and mounting/balancing,etc.? How do the all-in packages com-pare?

If you find that you are higher, do

you need to (or want to) adjust? You’llhave to judge your actions. Is it a com-mon issue or is this price complaint arare occurrence among dozens of suc-cessful sales?

There is another alternative to low-ering your prices: Spend more moneyto increase sales.

When you look at the numbers, itis easier to see just how much a pricereduction can affect your business. Ifyour tire/service store does $1 millionin annual sales with a gross profit of$450,000 (45%) and total expenses of$450,000 you are just breaking even. Ifyou lowered your prices by just 2%across the board, the numbers wouldchange to $980,000 in sales and$430,000 in gross profit, or 43.8% grossmargin. In order to get back to break-even, you would have to increase salesby $47,400, a 5% increase in sales atyour new gross margin. That’s for justa 2% decrease in selling prices.

On the other hand, if you spent anadditional $10,000 on customer serv-ice or marketing or any activity thatcaused sales to increase while main-taining margin, it would only take a2.2% increase in sales to cover that ex-pense.

Choosing to lower price does noth-ing to make you better. It just lowersyour price, which can also have thenegative effect of devaluing your pro-gram and reputation. By choosing tospend money to enhance customerservice or improve marketing, yourpositive response to competition canimprove your business – and drivelasting benefits.

If you absolutely must respond bylowering your price, do it as a tempo-rary reduction. Use a specific time pe-riod and monitor the results. Com -bining a short-term “sale” with im-provements in customer service andmarketing should pay off and mighteven make your competitor noticeyou.

Number 2: CUSTOMERSERVICE

You hear repeatedly that your chiefcompetitor does a good job of takingcare of customers. The good news isthat improving the customer experi-ence you deliver is within reach; itdoesn’t require a big budget or extrastaff. All that is needed is a tacticalplan and the commitment of time andenergy to ensure that all employees

have a single-minded focus on thecustomer.

Plus, attacking a competitor’s out-standing customer service will makeyou better by causing you to continueimproving your customer focus.

Steve Ferrante, a regular contribu-tor to TIRE REVIEW, is infatuated withAmazon.com as an example of in-credible customer service. There arecertainly lessons that can be learnedfrom its customer service practicesthat apply to all businesses.

In his article, “What Can We Learnfrom Amazon’s Customer Service? ALot!” he points to four elements forgreat customer service. Amazon per-sonalizes the buying experience,keeps you well-informed throughoutthe process, rewards you for loyaltyand has a customer-first commitmentwhen things go wrong (a rare occur-rence, to boot).

There are specific customer serviceactivities in which dealers engage, butthey usually are small things buyersappreciate, like free loaner cars or fol-low-up calls or free car washes. Inorder to see the result of Amazon-level total customer satisfaction, allfour elements must be practiced at alltimes.

It’s an all or nothing proposition. Ifyou’re competing on the customerservice/satisfaction field, do as muchas you can fully complete and thenadd elements as you’re able to fullycommit to them.

Take a look at your store from thecustomer’s view. What are they see-ing, hearing, feeling and getting fromthe experience of being in your store?A great customer experience doesn’trequire a large, glitzy facility. A clean,uncluttered and well-maintainedstore staffed by knowledgeable, well-spoken and professional people canprovide a world-class customer expe-rience.

Think about this: Your weakestperson is the measure of your cus-tomer service; you truly are only asgood as that weakest link. Many busi-ness owners do a great job of takingcare of most aspects of customer serv-ice only to have one person or a singleevent ruin the overall experience. Asurly, unfriendly employee can undo agreat job done by everyone else in thestore.

Attack a competitor’s strong cus-tomer service by developing a process

TireReview.com 31

■ FEATURE: COVER


that identifies your weakest link, thenstrengthen it. Visualize the customer’sentire tire/service buying process fromthe first thought of needing service togetting home from a completed pur-chase. Incorporate a step-by-stepprocess that makes that entire scenariowork for the customer and for you.And constantly measure your progressand success and make any neededchanges as quickly as possible.

Number 3: SELECTIONYour competitor might have a real

strength in the amount of inventorycarried and the brands and types onhand. But with SKU escalation, dealersneed to be creative if they want to suc-cessfully compete with big inventorystores.

Here’s the rub: Customers wanttheir tires right now. Some dealers areconvinced they will sell more if theycarry more, so they put a lot of capitalinto inventory. But not many dealerscan stock thousands of tires, and with-out good market knowledge, how doyou even know what tires to stock in-house?

So the real question is how goodyou are at acquiring the tires your cus-tomers need. To be successful, youneed a supply chain that is efficient, ex-tensive and flexible. And it helps tohave a little magic.

I’ve seen dealers lose sales becauseof “poor inventory,” but the solutioncan be quite simple. Statements like“I’ll have to call the distributor” or “Wedon’t have that in stock” need to be re-placed by “Let me call my warehouse.”You might have very few tires in thestore, but have thousands at your fin-gertips if your supply lines are wellarranged. Besides, “My Warehouse”sounds more impressive than “TheDistributor.”

Of course, there are purchase com-mitments with various programs, but ifyou can’t get the tires that you needquickly, you’re giving the customer areason not to buy from you. Remem-ber, each lost sale is a lost customer,and who can afford that?

To succeed against the high inven-tory competitor, a dealer needs asmany suppliers as possible to ensuresufficient supply and broad selection.You might even buy from the competi-tion, if necessary. In that case, you maynot make as much on the tires but youtook the sale from someone else and

have created the opportunity to gain aloyal, long-term customer.

Do the research and find the bestoptions for a consistent, reliable supplyof the brands, lines and sizes you willneed to meet your market. And investthe time and money necessary to get abetter sense of the vehicles and vehicletypes populating your primary tradearea. This information will be invalu-able when working on your in-store in-ventory, as well as aligning your needswith distributor inventory.

“Yes, I have that in stock” is whatyour customer wants to hear, and it’spretty easy to make that statement ifyou get your “store inventory” prop-erly set up.

Number 4: LOCATIONAND HOURS

“My competitor has a better loca-tion than me.” Well, that is a distinctadvantage that is hard to overcome un-less you’re a real estate mogul. If not,then you’ll have to find positives aboutyour location and promote them.

With the right touch, distance andtime can be made irrelevant. “Cars, likeeggs, are cheaper in the country.”When I was growing up, that was thepromo line of a car dealer with a storeoutside our metro market. That dealerreally wasn’t that far away, but theword “cheaper” drove people to drivea few more minutes to check out hiscar lot.

Years ago, I lived in the suburbsabout two miles from the largest shop-ping mall in the area. But when I hadto drive downtown to a store – a 10-mile trip – I found that it was easier todrive, park and get into the storesdowntown than it was to fight the malltraffic, find a place to park and walkthrough a huge mall.

I found that out accidently; yourcustomers should be told.

Find the positives in your locationand point them out. It could be a large,easy to access parking lot, uniquerestaurants and shopping close by or

the fact that you are closer and moreconvenient than one might think. Youknow the positives of your location,now tell your potential customers.

Attack the competition’s locationstrength by offering shuttle service oreven free loaner cars. No location isconvenient when you have to getsomeone to pick you up.

And what about your store hours?Are you open the correct hours to max-imize your sales opportunities? Moreconvenient hours can trump a per-ceived more convenient location bymaking it that much easier to do busi-ness with you. Make sure your busi-ness hours are more customer-focused.

Number 5: EXPERIENCEAND KNOWLEDGE

Thanks to the Internet, your cus-tomers are better informed about tiresand vehicle service than ever before.That means your counter people, serv-ice techs and tire techs need to be a stepahead of the competition and the cus-tomer.

Vehicles are more complicated, andyou could find yourself with shopequipment that is better than the peo-ple operating it. Your toughest com-petitor recognized the need to train,train and train some more – and soshould you. Having a better train ed,more knowledgeable staff will alwaysmake your business better – and cus-tomers will notice the difference.

Many dealers still use the excusethat they are too small or understaffedto send people out of the store for train-ing. They rely on old wives’ tales andolder techs “leading by example” todeliver “training.” But in today’shighly competitive tire and servicearena, you’ll only survive if you comearmed with the best-trained and mostexpert staff around.

Few would disagree that there is nosubstitute for having skills, yet manydealers hesitate to invest in even mini-mal training and certification. Commit-ting to good training is time consum -


■ FEATURE: COVER

IF YOU REALLY WANT TO FIND A COMPETITIVE

ADVANTAGE, FIND YOUR COMPETITION’S TRUE

STRENGTHS AND ATTACK IN A POSITIVE AND

FOCUSED WAY.



33 perfectequip_Layout 1 6/19/13 10:33 AM Page 33

ing and can be expensive. If you needto train and certify on a bud get, see ifyour suppliers can help. Most are anx-ious to provide training, but often keepsome of those opportunities underwraps.

Ask every supplier if they supplytraining, and especially if they will payfor it. And think about developingyour own training program to helpnew hires. Make good use of industrytraining, such as TIA’s extensive Auto-motive Tire Service and CommercialTire Service programs; and the existingASE service specialist training, testingand certification program.

Number 6: ONLINE PRESENCE

A quality website is critical thesedays, and many of your competitorshave great, easy-to-navigate and highlyengaging websites.

You might be convinced that it’s im-possible to compete with their greatwebsites, that it’s too expensive andtoo complicated. But there is no goodreason to shy away from building thebest web presence that you can.

I’ve heard many dealers say thatthey know they need a website, or toimprove their current website or getinto social media. We’ve been tellingdealers they need good websites sincethe mid-1990s; today they are as impor-tant as the four walls and roof of yourbricks-n-mortar location.

For those dealers with no website atall, micro sites often are availablethrough a program distributer or sup-plier. Many times, they can be person-alized to your business with just a littleknowledge and time. It’s at least aplace to start.

If you have a proper website butyour competitor has a better one, thereare few ways to attack that. If budget isa concern, spend the time yourself andlearn as you go. It might not be as com-plicated as you assumed. Or have atech savvy employee do it or, as manyof us do when we can’t figure out oursmartphones, have one of your chil-dren do it.

If you have some budget to workwith, there are tire-focused firms thatcan help you build a new site, or theremay be a local company that can assist.

Whatever path you travel, alsomake sure your website is mobile de-vice-friendly. More and more of yourcustomers are searching for tire and

auto services online using their smart-phones or tablet computers. If yourwebsite has not been optimized formobile devices, you’ll lose a lot of op-portunities to capture new business.

You don’t have to be a tech geek toget excited about website analytics. Ac-cording to Heather Blessington, CEOof Duo Web Solutions, “There is nopoint in having a website if you aren’tpaying attention to who is visiting itand what they are doing once they arethere.”

Your tough competitors are doingthis and you should, too. A few key in-structions can unlock interesting, livedata on what customers are most inter-ested in.

Website enhancements like addingonline appointment scheduling can bedone without huge expense and willgive you the look of a larger, strongercompetitor. Making it easier to do busi-ness with your company should alwaysbe the goal. Your tough competitors aredoing these things for a reason. Itworks for them – and it will for you.

Social media is not a fad. It has be-come critical to long-term visibility. It isa level playing field, regardless of com-pany size. Focus and dedication allowsanyone to compete with another com-pany’s social media efforts.

Whether it’s Facebook, Twitter, Pin-terest, LinkedIn, YouTube, Google+ orany of the other social media networks,you can compete with anyone. Socialmedia makes everyone the same size,it’s just a matter of making the effort.

Number 7: EVERYTHINGELSE AND THE DIFFERENTIATOR

Do most tire and auto service shopslook the same? The need to stand outfrom the crowd has never been greater.

Your toughest competitor mighthave a unique program or offering thatis “impossible to beat.” It could befrom any of the six areas discussedabove. But within all of those areas, acompetitor’s strength might expose aweakness or a way for you to one-upthem.

If they have a pricing advantage,maybe having a special really low priceon Wednesdays for a specific brand oftire would create sales. A competitorusing a high tech but impersonalphone system that requires the caller toenter various prompts could be beat by

you having a well-trained, real humananswer the phone.

Tire selection is a growing chal-lenge, but your differentiator could beas simple as offering a specific, uniqueline of tires that might give customersthe idea that you really can get any-thing. Stocking tires to fit vintage VWsand Porsches and marketing to thelocal clubs can bring in customers withthose vehicles – and they have othervehicles, too.

Would it make sense for you tocompete by staying open just one day aweek much later than they do, like 10p.m.? Bold move, but if your customerbase needs greater convenience, thatcould be a differentiator.

Your tough competitor might havean incredible web presence, but noblog activities. If you’re the real expertin the market, why not start a tire andauto service blog? It will help your webvisibility and obviously your socialmedia efforts. I know of some dealerswho have actively promoted them-selves to local TV and radio stations asthe “go-to expert,” so that wheneverthe stations have a tire or service story,they go to that dealer for expert con-tent.

Do something unique to stand outin the crowd. There are so many things,like the “green” movement, becomingmore attune to the needs of female orsenior customers, countless things youmay already be doing that can be betterpromoted as your unique strengths.

Your SWOT analysis of your busi-ness will point to your inherentstrengths. Leverage those as differen-tiators.

But also take a close look at the rea-sons why people buy from your com-petition – their strengths. Work atmaking at least a portion of theirstrengths your strengths. There’s noth-ing wrong with “borrowing” a goodidea. The best ideas aren’t new ones,they are ones that work and make yousuccessful.

It is hard work to analyze yourselfand your competition, identify thestrengths and weakness, put a strategytogether, make changes, and practicethe stick-to-itiveness that is necessary.

The time and energy spent will payoff. Get creative, stay positive anddon’t be afraid to take on the best inyour competition. ■


■ FEATURE: COVER



35 bfs_Layout 1 6/19/13 10:33 AM Page 35

Dallas Giddens is a proud Ameri-can, successful small businessowner and dedicated commu-

nity member. He’s flown an American flag in

front of his shop since he and his wifeDebra opened Giddens Tire Pros inCasa Grande, Ariz., in 1996.

“We fly it during the day and take itdown and fold it at the end of the day,”says Giddens.

Prior to opening his own shop, Gid-dens worked in the tire industry forvarious companies in the southwest formore than 30 years.

“My wife and I purchased it in1995-96 and we had three great yearsbefore the economy started to fall,” heexplains. “That didn’t stop us from per-severing. We have a son who gradu-ated high school here and we’re reallyingrained in the community.”

Challenging TimesGiddens, who has been a Rotarian

in his community for the past 14 years,watched his town surge during thehousing boom of the late 1990s andearly 2000s and then fall flat during theeconomic downturn.

He admits the sluggish economyhasn’t been ideal for business.

“I was having sales problems; thelocal chamber always puts out a list ofhow many gas meters and water me-ters we have, and we lost almost 11,000meters from one year to the next,” Gid-dens explains. “We’re talking about acommunity that went from 16,000 peo-ple when I moved here to 40,000. I waswondering why my sales were lowand I found my answer – we got hit bythe housing collapse.”

At the height of the downturn, CasaGrande was at a nearly 13% unem-ployment rate, which has been slowlyimproving. It’s currently around 10%,

still far from the single digit rates ofthe early 2000s.

Giddens says he knows how hard adollar is to come by these days andvalues customers who choose tospend their hard earned money in hisshop, especially female customers.

“When I was 12 years old, my dadwas killed in a car accident and I grewup with my three sisters and mymother,” he says, recalling how repairshops used selling “scare tactics” onhis mother. “My mother was threat-ened by this kind of business and I al-ways swore that I would never, evertreat women that way.”

Giddens says he and his staff al-ways take time to explain the workthey’re recommending so every cus-tomer feels confident in their pur-chase.

“You’ve got to be honest and ex-


TOPSHOP

Smart partnerships and savvy actions prevent the economicdownturn from destroying this Arizona dealer

GiddensTire Pros

FEATURESHANA O’MALLEY

Contributing Editor

Giddens Tire Pros, which opened in Casa Grande, Ariz., in 1996, succeeds with a

good mix of community involvement and unique marketing initiatives.

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37 hennessy_Layout 1 6/19/13 10:33 AM Page 37

plain everything to every customer,”he says. “I don’t make a sale withoutletting them know what’s going on.”

A Well-Run BusinessWith a handful of employees, Gid-

dens stays busy with a mix of tirework and underhood maintenance.

The shop carries popular brands,such as Michelin, BFGoodrich, Conti-nental and General. On the mainte-nance side, Giddens Tire Pros doesstandard oil and filter changes, brakesand alignments. It also services manyair conditioners and frequentlychanges wiper blades due to the Ari-zona heat.

Giddens admits that tire sales havefallen over the years; one of his biggestchallenges is price competition.

“My challenge is, these stores, theyget desperate and they start cuttingprices,” he explains. “I mean, we com-pete with the big boys every day.”

Casa Grande sits 30 miles outside ofPhoenix and has an array of big boxchains and other independent dealersfrom which customers can choose. For-tunately, Giddens says many of his cus-tomers prefer to support small busi -ness and enjoy the personalized servicehis shop offers.

Giddens also has a strong supportnetwork through the Tire Pros family.

“Tire Pros is probably the premier‘franchise,’ but it’s unlike any ‘fran-chise’ that’s out there because they’renot dictating policy,” Giddens says. “Iwas on the National Dealer Council forfive years and it’s amazing how 10-12

independent dealers with diversifiedpeople all have input and lead the di-rection of our group.”

He says the up-and-coming storeowners and managers throughout thewestern region also inspire him.

“I love the young blood that comesinto our Tire Pros dealer group, to sitwith the young men that come out ofIdaho and Utah and Colorado,” Gid-dens says. “I’m looking at these guys,who are about my son’s age, and I’mthinking these are the ‘kids’ that are thefuture of our industry. They’re youngand they’re bright and they under-stand what they need to do to grow.”

Giddens’ son, Brandon, also worksat the store and is among the up-and-comers in the industry.

Getting the Word OutWhen it comes to marketing, Gid-

dens says he uses good, old-fash-ioned local newspaper ads and alsoutilizes a Tire Pros TV deal with FoxSports.

“We have 23 [Tire Pros] membersin Arizona and we all did a deal withFox Sports,” he explains. “We get onwith the (Arizona) Diamondbacks,we get on with the soccer and hockeyprograms as well as college football,college baseball, anything on Foxsports. They rotate our 30-secondcommercials around.”

He also uses mailers to track cus-tomer retention and sends “thankyou” cards to new customers to showhis appreciation.

The Giddens name also is presentthroughout the Casa Grande commu-nity through charitable contributionsand sponsorships.

As an active member of the localRotary, Giddens has helped raisemoney for the club’s scholarship pro-gram for local high school graduates,as well as funds for the local Boys &Girls Club. Giddens also supports thelocal Future Farmers of America bydonating a set of tires for a raffle atthe club’s annual steak fry.

Giddens is passionate about hislocal community and credits the resi-dents for much of his business suc-cess. Despite the challenges andchanges to the business climate, Gid-dens Tire Pros has been able to thrivebecause of loyal customers.

“Our community has been verygood to us,” Giddens says. ■


■ FEATURE: TOP SHOP

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You don’t have to live in Icelandto benefit from winter tires,”says Michelin North America’s

Ron Margadonna. Yet North Americaapparently is the least likely conti-nent to recognize that fact.

“North America is the only marketin the world that has an all-season tireproduct,” explains Giti Tire USA’sDavid Shelton. “But all-season tires area balance of properties, or a compro-mise that places the product’s capabili-ties between a dedicated summer-onlytire and a true winter tire. With a com-promise, one loses some of the benefitson the extremes in road conditions weencounter in different climates.

“A winter tire is engineered to beflexible and grip in extremely cold tem-peratures and is designed to handle theslush, ice and wet pavement,” addsShelton, Giti’s director of marketing.“Only a dedicated winter tire will givethe consumer the control andtraction they need and expect inorder to get them to and fromtheir destination – to get themhome safe when the weather out-side is frightful.”

Exactly what, a North Ameri-can consumer might ask, is

frightful enough weather to warrantwinter tires?

“It comes down to geography andtemperature,” says Margadonna,MNA’s senior technical marketing man-ager. “If the temperature is consistentlybelow 44˚F or 7˚C, tires need the extragrip that only winter tires can deliver.Even if consumers have four-wheeldrive or all-wheel drive, they still needwinter tires on the front and back toconquer the elements and stay safe.

“When the temperature falls lower,the tread compound in all-season orsummer tires starts losing flexibility,which compromises winter traction,”he adds. “All-season tires don’t havethe tread design engineered to providetraction with winter’s snow, ice andslush.”

Traction in winter tires is indeed im-proved with the use of softer and morepliable tread compounds, according to

Travis Roffler, director of marketing forContinental Tire the Americas, becausethey remain flexible and grip better incold temperatures. But winter tires alsotypically have more sipes and blades,he adds, which provide more bitingedges for impro ved snow-and-ice trac-tion.

Nevertheless, milder North Ameri-can winters in recent years haveslowed winter tire sales, perhaps en-couraging consumers to stick with all-season tires – though Andrew Briggs,director of marketing and productplanning for Yokohama Tire Corp.,says winter tire numbers are simply insync with those of other tires.

“Winter tires are following thesame rim trends as all-season tires,”he explains. “The 15-inch-and-belowmarket is decreasing, the 16-inch mar-ket is relatively flat and the 17-inch-and-above market is increasing.”


TIRES

When it comes to the benefits of dedicated winter tires, NorthAmerican consumers still need some convincing

NNoo--SSlliippGGrriipp

FEATUREJOANNE DRAUS KLEIN

Contributing Editor

“ALL-SEASON TIRES DON’T HAVE THE TREAD DESIGN

ENGINEERED TO PROVIDE TRACTION WITH WINTER’S

SNOW, ICE AND SLUSH.” – Michelin North America’s Ron Margadonna

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43 nexen_Layout 1 6/19/13 10:31 AM Page 43

Many experts, however, see signifi-cant shifts happening.

Consumer AwarenessThe introduction in 2008 of the

Quebec winter tire law, mandating theuse of winter tires by all drivers in theCanadian province, certainly raisedconsumer awareness of the tires’ safetybenefits – across Canada and well intothe U.S. Increased OEM use of all-sea-son HP and UHP tires and largerwheel diameters prompted the realiza-tion that such tires don’t provide thetraction and grip required for Cana-dian and northern U.S. winters. Andan expected return to normal winterweather across North America shouldcertainly boost sales in the future.

“Consumers want to feel confidentand in-control at all times, even whenthe weather is especially challenging,so they are starting to invest in wintertires,” says Brandy Gadd, Goodyearbrand manager for Canadian andwinter commuter/touring products.She says the winter tire industry, infact, has a projected annual growthrate of about 4.5%.

“We are bullish,” agrees Marc Bu-jold, vice president of marketing andcommunications at Nokian Tyres Inc.“We feel that as more people under-stand the importance of having goodwinter tires, business will continue togrow.”

“The main challenge that remains,”says Anant Gandhi, product managerfor Bridgestone Americas, “is the factthat the majority of consumers are notproperly educated about the sheer ben-efits and performance advantages thatwinter tires offer.”

Slick Selling PointsSo, how does a dealer go about ad-

dressing these concepts, educating con-sumers and helping customers pick theright winter tire?

“Selection of an appropriate wintertire should be made based on the ex-pected driving environment and vehi-cle, as well as the driving style of theconsumer,” Roffler says. “For example,does the consumer drive in an areawhere roads are always icy? If so, theymay want to consider a studded wintertire (like our General Altimax Arctic). A

consumer with a high-performance ve-hicle who wants to preserve the sporti-ness of that vehicle should consider ahigh-performance winter tire, such asour ContiWinterContact line.

“Finally, for most consumers whoare searching for a good balance ofwinter performance, comfort andmileage, a touring winter tire should beused, such as our ExtremeWinterCon-tact. It excels in cold temperatures, onice and on snow, while providing acomfortable, long-lasting ride,” hesays.

“It’s a matter of safety and econom-ics,” Shelton offers. “The challengeswith winter driving are the conditionsyou expect, such as snow and wetroads, as well as those you don’t see orexpect, such as black ice. It’s economi-cally more feasible to ensure you havededicated winter tires than taking thechances of driving with tires not opti-mized for such conditions. An accidentmay lead to higher insurance premi-ums.”

“First and foremost, ensure that thetire is marked with the mountain/ -snow flake symbol, indicating that thetire is designed for severe winter per-formance,” Margadonna states.

“Make sure the customer under-stands that winter tires are only recom-mended during winter, not for year-round use. Some winter tires are mar-keted for year-round, which may com-promise winter performance. Andcheck the recommended speed ratingof the customer’s vehicle. It’s permissi-ble by Michelin to allow the rating ofwinter tires to be less, by two levels,than the speed rating on the vehicleplacard, to ensure optimum winterperformance.”

“It’s important to provide value toyour consumers to promote trust andloyalty,” Gadd says. “So, when con-sumers are buying winter tires, encour-age them to buy a wheel-and-tirepackage to protect their investment. Ifthey buy a separate set of wheels fortheir winter tires, it helps maintain theintegrity of their tires as they don’thave to switch out tires and wheelsevery spring and winter. Also, it costsless.

“Another great value to the con-sumer, an excellent loyalty programand a great additional source of in-come, is tire storage,” she adds. “Manyconsumers don’t have the space ordon’t want to store their second set of

44 June 2013 | TireReviewRapid Response: 800-928-1184 ext. 51044

■ FEATURE: TIRES



45 sema_Layout 1 6/19/13 10:30 AM Page 45

tires. The dealer can offer a storageprogram, having consumers pay anominal amount to have their all-sea-sons or winter tires stored during theoff-season. That consumer will comeback at least twice a year for a tirechange-over, and will also more likelycome to the store for other services.

“Also, explain to consumers that tohelp maintain control and stability oftheir vehicles in severe snow condi-tions, it’s recommended by the RMAthat winter tires are installed in sets offour,” Gadd concludes. “Retailers areselling peace of mind. Don’t underesti-mate the power of providing consu -mers with a sense of safety. It’s im -portant to the vast majority.”

Cool ContendersSelling that sense of safety has re-

sulted in a variety of products frommajor tire manufacturers.

Bridgestone’s Blizzak WS-70 andDM-V1 feature proprietary multi-cellcompounds with biting edges that notonly sponge off more slippery waterbetween ice and tire, according to

Gandhi, but also dig into ice, creatingadditional grip.

At Michelin, the X-Ice Xi3 features“cross-Z” sipes that are three-dimen-sional to improve rigidity and enablestable handling, Margadonna says. Anincreased number of tread blocks pro-vides 15% more biting edge and im-proves performance, while micro-pumps absorb water from the surfaceand evacuate it by centrifugal force forimproved tread contact. And a silica-based rubber compound maintainsflexibility on ice and snow while keep-ing firm at moderate temperatures, im-proving wear and grip, he says.

Yokohama’s iceGuard iG20 has ashelled, micro-bubble compound thathelps its tread act as a suction cup, pro-viding improved grip, according toBriggs. Its three-dimensional zig-zagsipes lock together, providing more bit-ing edges for traction. The companysays its iG51v offers similar perform-ance for light trucks, SUVs and CUVs.

Meanwhile, Bujold says Nokian’sHakkapeliitta is among the most ad-vanced winter tires available globally,

due to its factory-studded safety. Similarly, the studdable GT Radial

Champiro Ice Pro is Giti’s top winterseller, according to Shelton, featuring adirectional tread pattern for corneringgrip, control and stability.

And the three tires previously men-tioned by Roffler – the ExtremeWinter-Contact, the ContiWinterContact andthe studdable General Altimax Arctic –are, in fact, CTA’s most popular wintertires, all because of superior tractionand grip, the company claims.

As for Goodyear, Gadd says itsUltra Grip Ice WRT is a top seller be-cause of its specialized ice-tread com-pounds and designs for variousapplications. Its Ultra Grip Winter’swide tread grooves, multiple bitingedges and directional tread patternhelp the tire stop short on snow.

“Regardless of whether the con-sumer is new to winter tires or buysthem every few years,” Gadd says,“once they feel the confident tractionand handling that winter tires provide,they never look back.” ■


■ FEATURE: TIRES




47 precisioninst_Layout 1 6/19/13 10:29 AM Page 47

TR House Spread_Layout 1 6/19/13 10:42 AM Page 48

- Dan Nothdurft, co-owner,

Tires, Tires, Tires,

Sioux Falls, S.D.

You have toknow what’sgoing on.

“

”

More. Delivered.

But every day is a rush, and I don’t have time

to search all over for the latest industry news and information.

Tire Review’s e-newsletter – it’s right

there for us every single day. On my phone, on my

computer, and it’s on time and on themark, and tells me what I need to know.

TR House Spread_Layout 1 6/19/13 10:42 AM Page 49

Since I began doing part-time mo-bile diagnostic work for localshops, I’ve noticed that most “di-

agnostic dilemmas” I’m called upon tosolve aren’t really all that complicated.Most of these diagnostic dilemmaswere caused by basic oversights andincorrect assumptions on the part ofthe technician. This situation haslargely been caused by a lack of train-ing or, in some cases, poor training.

For example, when on-board diag-nostics were popularly introduced inthe early 1980s, many early trainershad to fill voids in OEM informationby gathering information from anec-dotal sources. But, in hindsight, muchof the information provided 20 yearsago has been proven incorrect. Unfor-tunately, that now ancient incorrect in-formation and those incorrect assumptions are still part of our diagnostic di-alogue. In most cases, they fall into oneof eight categories of common diag-nostic mistakes.

1. Skipping the Interview The single most common mistake

of service writers and technicians is as-suming that any problem can be diag-nosed by simply retrieving a troublecode. For that reason, many servicewriters and techs fail to determine theactual customer complaint or gatherthe background information needed toquickly and efficiently address theproblem.

To illustrate, last spring I was calledto solve a cold-stalling problem on a2005 Jeep Wrangler. The PCM hadstored at least one throttle sensor-re-lated DTC and, following a servicebulletin on that particular failure, theshop had removed the driver’s air bagto test the cruise control circuits.

I won’t explore this issue since it be-came apparent that it wasn’t directlyrelated to the stalling complaint. But itdid momentarily divert my attentionaway from the immediate problem ofthe engine cold-stalling until it had

warmed up for about one minute.After a short warm-up, the enginestarted and idled perfectly for the restof the day. My first impression was afuel quality problem, but I set that the-ory aside for the moment because fuelquality hasn’t been a problem in mycommunity during the past eightyears.

The next day, the engine startedand idled perfectly in the shop andperformed perfectly during a testdrive, which further confounded thediagnosis. But, after sitting in a coldshop over the weekend, the hard start-ing and cold stalling symptoms dra-matically worsened. That bit ofinformation and a full fuel tank pro-vided the necessary clues. Beforespending more time chasing this elu-sive problem, I asked the client shop toget more information from their cus-tomer.

The customer revealed that he hadfilled his Jeep from an above-ground


SERVICE

A hard look at the eight most prevalent service diagnostic dilemmas

CommonDiagnosticMistakes

FEATUREGARY GOMS

Contributing Writer

50-56 Black_Service Feature 6/19/13 11:12 AM Page 50


51 falkenfan_Layout 1 6/19/13 10:28 AM Page 51

fuel tank with gasoline that was “onlya year-and-a-half old.” The Reid vaporpressure of modern gasoline decreasesvery rapidly once the gasoline isstored in a vented tank and exposed todramatic temperature changes. With-out the necessary evaporative qualitiesdefined by Reid vapor pressure, thegasoline simply wouldn’t vaporizequickly enough to burn in a cold en-gine. Refilling the tank with fresh fuelsolved the hard starting and stallingcomplaint.

Need I say more about the impor-tance of the customer interview?

2. Ignoring Ohm’s Law All too often, I arrive at a shop only

to hear from the technician making theassumption that circuit integrity isgood if it has “voltage” or “continu-ity.” While circuit voltage and continu-ity testing is an integral part of anycircuit test, it ignores the basic interac-tion between voltage, amperage and

resistance as stated in Ohm’s Law. If you’re not using an inductive

amp-clamp, it’s time to make that in-vestment for this reason: while a singlestrand of a 14-gauge copper wire willpass any voltage and continuity test, itwon’t transmit the 5+ amperes of cur-rent needed, for example, to operatean electric fuel pump. Since this spacewon’t permit a thorough application ofOhm’s Law, it helps to keep a simplereminder of Ohm’s Law on your tool-box so you can quickly do the maththat establishes the correct relationshipbetween volts, amps and ohms. SeePhoto 1.

3. Relevant NumbersThe diagnostic process becomes far

easier when an abstract problem istranslated into relevant numbers. To il-lustrate, I was recently called to diag-nose the fuel system on a 1985 FordF-250 equipped with the 460-cubic-inch engine that, according to the com-

plaint, “was starving for fuel.”While a 1985 Ford truck repre-sents obsolete technology, thecase illustrates why relevantnumbers are important.

This engine is carburetedand is supplied with fuel by anelectric pump located in each ofits two fuel tanks. The bypassterminal on the conventionalFord starter relay supplies 12volts directly to either fuelpump during cranking. The B+relay terminal supplies amper-age to each fuel pump througha 0.75-ohm resistor when thefuel pump relay and the engineoil pressure switch close the cir-

cuit. The tech discovered that eachfuel pump had 12 volts at the tankand that the pumps were producingabout 2 psi of pressure. But, withoutthe amperage and volume compo-nents, both of these numbers becomeirrelevant. See Photo 2.

The reason for the low fuel pressuremight have been that testing had beendone with a partially discharged bat-tery. Here again, Ohm’s Law takes ef-fect because, given the same resistance,low terminal voltage will reduce am-perage, which, in turn, reduces fuelpump speed. See Photo 3.

Similarly, a fuel pressure measure-ment tells us nothing about howmuch fuel volume the fuel pump isproducing. A subsequent volume testproved that either pump deliverednearly a quart in 15 seconds, which ismore than adequate. Because bothcranking and run circuits are sourcedat the starter relay, it was easy to in-stall an inductive ampere probe to de-

termine that each fuel pump drewslightly over 2 amps during crank-ing and slightly less than 2 ampswhile running with a fully chargedbattery.

Now that we had some relevantnumbers to work with, it becameapparent that we had an intermit-tent problem at the starter relay. Therelay had been replaced withoutcleaning the B+ connections fromthe battery and a bad bypass termi-nal on the new relay caused an in-termittent fuel pump failure duringcranking. A badly adjusted accelera-tor pump on the carburetor alsocaused a lack of fuel on starting andinitial acceleration.

Recharging the battery, installinga new relay and adjusting the car-


■ FEATURE: SERVICE


Photo 1: To solve for amps, cover the

ampere portion with your finger and

divide voltage by resistance. A circuit

operating at 14.2 volts against a re-

sistance of 2 ohms will, for example,

carry 7.1 amperes of current.

Photo 2: Assuming the resistance (ohms) re-

mains the same, volts and amperes are in-

separable components of any electrical

measurement.



53 atd_Layout 1 6/19/13 10:27 AM Page 53

buretor accelerator pump solved thelack-of-fuel complaint. While voltageand pressure are key components ofany diagnosis, the most relevant num-bers were electrical amper - age andfluid volume.

4. Code DependencyMany technicians make the mistake

of using their expensive scan toolssolely for retrieving diagnostic troublecodes. While retrieving stored troublecodes is a necessary first step in anyelectronic diagnosis, trouble codesalone don’t always yield the solutionto the problem.

Case in point, I was called to solve avehicle speed sensor (VSS) troublecode on a 2002 Chevrolet Silveradopickup that had recently had the trans-mission rebuilt. Since the VSS hadbeen replaced twice without produc-ing a result, I left my shop prepared todiagnose a faulty VSS circuit problem.

Of course, the VSS DTC had beenerased to presumably “fix” the prob-lem, which is another common diag-nostic mistake. So I began by pollingall of the modules for DTCs and veri-

fying that the transfer modulewas operating correctly. Becausethe transfer case appeared to beoperating correctly, I assumed(dangerous word!) that the trans-fer case electronics were operat-ing as designed.

Long story short, the VSStrouble code had nothing to dowith the real problem. The realproblem was that the VSS andthree of the transfer case connec-tors could be easily interchang -ed. Not only that, since onetransfer case wiring circuit hasexactly the same color code asthe transmission’s VSS circuit,we spent about 30 minutes de-termining that the VSS connector hadbeen swapped with one of the trans-fer case output speed sensors. Plug-ging the connectors into the correctreceptacles solved the problem.

In hindsight, road-testing the vehi-cle would have indicated that the VSSand the front and rear output transfercase shaft speed sensors weren’t deliv-ering a coherent data stream.

Most scan tools offer data stream,voltage graphing, troubleshooter aidand many other features to help in adiagnosis. The lesson learned is thatusing a scan tool solely for readingtrouble codes can lead a diagnostictech along a very dark and difficult di-agnostic path.

5. The Single FailureAll too often, technicians assume

that a problem is created by a singlefailure. While this might be true innew-car dealerships, it’s certainly notthe rule in the aftermarket. To illus-trate, I was called to diagnose an igni-tion misfire problem on a 1990Oldsmobile equipped with the 2.3LQuad Four engine. After start-up, itwas apparent that the engine was run-ning on only two of its four cylinders.The tech had assumed that a coil fail-ure on the waste-spark ignition wascausing the engine to run on only twocylinders. Swapping out the offendingignition coil didn’t seem to make anydifference.

Attaching an inductive amp probeto the B+ wire supplying the ignitionmodule and coils indicated that one ofthe coils wasn’t drawing a consistentamperage value. Pursuing the matterfurther, I used an automotive stetho-scope to locate a silent number-twofuel injector. A scope and ‘noid light

test confirmed that the ECM’s fuel in-jector driver was operating, but thatthe fuel injector pintle wasn’t activat-ing. A resistance test indicated thenumber-two fuel injector had an inter-nal open circuit.

Long story short, the Quad Fourhad not one, but two problems: onebad coil and one bad fuel injector.Number-one cylinder wasn’t firingand number-two wasn’t receiving ade-quate fuel. The diagnostic mistake herewas stopping with the ignition systemfailure when, in fact, the engine alsohad a bad fuel injector.

6. Ignoring Fuel TrimsMany technicians assume that an

insufficient fuel delivery problem is al-ways caused by a clogged fuel filter orbad fuel pump. While it’s easy onmost vehicles to test fuel pump pres-sure at the Schrader valve located onthe fuel injector rail, keep in mind thatsome modern vehicles don’t haveSchrader valves.

Remember, too, that mechanicalpressure and volume testing tends tobe irrelevant on modern pulse-modu-lated electric fuel pumps because thefuel pump speed and pressure is con-trolled by a pulse-modulated powercircuit. Last, fuel control problems canalso be created by defective mass airflow, manifold absolute pressure andthrottle position sensors. See Photo 4.

The quickest way to diagnose anyfuel delivery or control problem is toobserve and record short-term andlong-term fuel trim numbers whileroad-testing the vehicle. In general,most fuel trim numbers are expressedas positive or negative percentages.Remember that, in most applications,the PCM is programmed to achieve a




Photo 3: Always make sure the battery is fully

charged before testing any electrical or elec-

tronics system.



55 nucap_Layout 1 6/19/13 10:26 AM Page 55

stoichiometric or chemically perfect14.7:1 air/fuel ratio. A +10% numberindicates that the PCM is adding 10%more fuel than originally calculatedto achieve a stoichiometric numberfor the particular driving mode. A -10% indicates that the PCM is sub-tracting fuel. Many General Motorsvehicles use a numerical system inwhich 128 is considered “zero” fueltrim. Numbers below 128 indicatethat the PCM is subtracting fuelwhile numbers above 128 indicatethat the PCM is adding fuel.

A recent mobile diagnostic case in-volved a “flat spot” on acceleration ona 1996 Chevrolet Tahoe. The tech hadverified fuel pump pressure and vol-ume and throttle position sensor out-put. A cold start produced fuel trimnumbers peaking at 160+ at snapthrottle, which indicated that the en-gine was starving for fuel. The snap-throttle test also forced the oxygensensors to zero voltage.

The flat-spot complaint was causedby the MAF sensor greatly underesti-mating the air flow into the engine.

While much more can be said aboutusing fuel trim numbers to diagnosebad sensors, fuel pumps and vacuumleaks, remember that the scan tool andthe short- or long-term fuel trim num-bers contained within are your best di-agnostic friends.

7. Seeking Sliver BulletsInexperienced diagnostic techs

often become reliant on “silver bullet”diagnostics because they assume thata specific driveability symptom is al-ways caused by the same failed part.But, while some diagnostic problemsdo have relatively singular solutions,others require a much more compre-hensive testing and evaluation proce-dure.

Being an old-school type of person,I always begin with what I call a“clean blackboard” approach by notassuming anything when beginning adiagnosis. I don’t rule out any causebased upon its relative probability andI also eliminate what I call the “stupidstuff” by initially testing the battery,polling all modules for DTCs, check-ing for anomalies in the data streamand other easy testing procedures thatwill quickly reduce the available diag-nostic scenarios.

8. Undone HomeworkBefore I leave on a diagnostic call, I

have to remember to do my home-work, which might include research-ing enabling criteria for the variousDTCs, technical service bulletins oranecdotal data that describes the com-plaint; printing and reviewing wiringschematics and specifications; and se-lecting the most appropriate testingequipment. In most cases, my fee in-cludes the time spent doing home-work.

Because it’s very easy to invest anhour of research time even before thehood is opened on the vehicle, manyshops are now billing at least a one-hour minimum diagnostic charge tocover “homework.” Road-testingshould certainly be billed separatelybecause it’s an additional step that’susually required to verify specific dri-veability complaints.

Since research time and testingtime are the cornerstones of moderndiagnostics, it’s important to makemoney doing it. ■



Photo 4: The long-term fuel trims on this scan tool data indicate that one of the

primary catalytic converters on this Lincoln Navigator is clogged.




57 advicsrhp_Layout 1 6/19/13 10:26 AM Page 57

In 1989, author Stephen Coveywrote a self-help and motivationalbook called “The Seven Habits of

Highly Effective People.” In the book,Covey uncovers what he calls “truenorth” principles that are universalamong some of the most successfuland effective people in the world.

During his presidency, Bill Clintonwas so impressed by the theories putforth in the book that he invitedCovey to Camp David to consultwith him on how to incorporatethose principles into his leadership ofthe country. All political opinionsaside, an invitation to consult withthe leader of the free world is a goodindication that you’re onto somethingpretty extraordinary.

Business can be complicated andlife can get downright tough some-times. It’s easy to get caught up in themix and lose your way. In his book,Covey talks about how these truenorth principles guide us in the rightdirection when things get rough.

In my previous article (March2013), I discussed the importance ofcreating your mission statement andfocusing your vision on what’s mostimportant to you. It is these truenorth principles that allow us to takea step back from our business andevaluate what’s most important to us.

In many ways, those seven princi-ples translate well into the agricul-tural and tire industries. Oftentimes,we forget to take a step back, evalu-ate our own true north principles,and make changes to ourselves, toour business, and to the way we treatthose around us.

In this article, we’ll take a look at

Covey’s seven primary philosophiesand talk about how we can incorpo-rate those principles into our busi-nessess.

Be ProactiveCovey’s first principle tells us to

take personal responsibility for ourchoices and how they affect our suc-cesses in life. Translated for the tirebusiness and put very simply: Prof-itability is personal. Hard work is aprerequisite to success and workingsmart may help you to get ahead ofthe competition, but it isn’t until wefully embrace personal responsibilitythat we will truly achieve effective-ness and success in life (happiness)and in business (profitability).

If not for us, who’s going to makesure our service trucks are ready tospring to action in the middle of the

night when a farmer’s tractor isstopped dead in the field during har-vest season? Who’s going to makesure the doors are open bright and

early for our first customers of theday and the lights are on at night forthose last-minute evening tire emer-gencies? The point is that nobodyowes us anything. We determine ourown success and effectiveness. Andin this way, success and profitabilityare very personal.

Begin With the End in MindIf the end goal is to offer the ab-

solute best in-field service around,the objective is to create a memorablecustomer service experience. Thattrue north principle must be at theheart of every decision we make thatleads us to that point, from the on-


Using the‘True North’Principles

Learn and employ the

seven habits of highly

effective farm tire

dealers for true success

TIRES AG

JEFF WALLICK

Contributing Editor

Begin with the end in mind: if the goal is to offer the absolute best in-field service

around, the objective is to create a memorable customer service experience.

58,60,61 Blue_Ag 6/19/13 11:11 AM Page 58


59 alliancetire_Layout 1 6/19/13 10:25 AM Page 59

boarding process of new employeesand making sure every customer isgreeted by a friendly, professionalvoice on the phone to making sure theservice department is properly staffedand inventory is properly stocked. Acompelling focus on creating a trulymemorable customer service experi-ence must be at the very core of everysingle decision we make.

How many times have you heardthe phrase “The customer is alwaysright”? My guess is more times thanyou care to remember. But is the cus-tomer always right? Absolutely not.

But you know what else? It does -n’t matter. Never before has the cus-tomer had more options. Today’stire buyer has more options tochoose from – and (most impor-tantly) more places from which tobuy. Although the customer maynot always be right, you’d better doyour best to make that customer feelspecial. You want your customer towalk out the door with a warm,fuzzy feeling inside, knowing thatnobody else is willing or able to take

better care of them.You may have to give away a cou-

ple of oil changes and eat a couple oftires that were clearly damaged bythe customer, but you’ll make farmore lifelong customers by makingsure they are “taken care of.”

Put First Things FirstImagine a football team running

onto the field for a big game with-out a game plan or a baseball teamtaking the field without bothering toput together a lineup. Now imagineopening up your doors first thingon Monday morning without hav-ing your own game plan for theweek.

When your business is in fullswing – your techs are wrenchingand your field service guys aremounting new rubber – it’s alreadytoo late to put together your gameplan for the week. Preparation goes along way and prioritizing your weekby importance, rather than urgency,will propel you toward your goals.

An effective plan (and proper exe-

cution) not only will drive higher lev-els of customer service and profitabil-ity, but also will enhance yourrelationships with your employees,with your customers, and with yourbusiness partners and suppliers.

Think Win-WinIf you had the opportunity to ask

some of the leaders of the tire indus-try, like Les Schwab or Bruce Halle(Discount Tire), what made the differ-ence in their businesses, you mightbe surprised by what they’d say. Itisn’t how efficient your bays are oreven how many tires you sell eachmonth, it’s people that make the dif-ference.

Developing the right partnershipsinvolves a lot more than simply find-ing the right tire distributor or partssupplier. Developing strategic part-nerships involves fostering relation-ships at all levels. Whether it’s withyour own managers, with a tire man-ufacturer or with your customers,people buy from people. It almostsounds too simple to be true, but I


■ TIRES: AG

58,60,61 Blue_Ag 6/19/13 11:11 AM Page 60

think it bears repeating: People buyfrom people.

Understand, Then be UnderstoodBy taking the time and putting in

the extra effort to be genuinely empa-thetic with your employees and yourcustomers, they’ll be compelled to re-ciprocate. This helps to create a pro-ductive and positive work environment.

When business is good, it can betough to even come up for air, muchless take the time to listen to everysingle little problem. But by takingthe time and putting in the extra ef-fort to show that you genuinely careabout those around you, you’ll leadthe way in shaping a positive andmutually beneficial workplace.

SynergizeIt’s often been said that the cus-

tomer is the most important personin your business, and there’s quite abit of truth to that. Ultimately, it’syour customers that are going tokeep the lights turned on and food onthe table.

But how can you make sure yourcustomers are being taken care ofproperly without first taking care ofyour own people? Answer: You can’t.

One of the best slogans I’ve everread was on the side of a 53-footsemi-trailer. You may have noticed ityourself while driving down theroad. It reads: “The Most ImportantPerson in Our Business Sits 30 FeetAhead.”

Although all of the company’s em-ployees are important – from thosewho load the trailers, the logisticsteam and even those on the chief ex-ecutive’s team – leadership is the firstto admit they have jobs because ofthe front line people.

Are you properly taking care ofyour front line people? Are your em-ployees engaged? Are they commit-ted to your mission statement? Or dothey come in to work in the morningand go through the motions all day?

Sharpen the SawArguably the single most impor-

tant function any successful leader ormanager serves is to provide theirteam with the necessary resources toget the job done the right way the firsttime. That may mean having the rightsafety equipment and training, or

keeping the right products in stock, orempowering your salespeople to takecare of the customer – no matter what.

The bottom line is this: The successof any great organization is in directcorrelation with its leader’s willing-ness to invest in his or her team.

Take a mental inventory of yourbusiness:

• Do your people feel empoweredto take care of the customer?

• Are your people well-trainedwith the latest equipment?

• Do you have the right tires andparts in stock?

Ultimately, you’re really askingwhether your team has the right re-sources to get the job done correctly.

Invest in your business and in yourpeople and it will pay dividends inthe form of engaged and well-trainedemployees, more repeat business, anda genuine mutual respect betweenyour customers, your employees andyour business. ■

TireReview.com 61

■ TIRES: AG


58,60,61 Blue_Ag 6/19/13 11:11 AM Page 61

What does it mean when atire sidewall says “ExtraLoad,” or “XL?” As with

pretty much every tire-related ques-tion, the answer is: “It depends.”

Humor me with this example of“It depends.” I taught a handlingclass to engineers going throughMichelin’s Tire Design School. I hadtwo goals: To allow them to experi-ence understeer (aka push) and over-steer (aka loose), and to make themthink about how tread pattern andrubber compound make tires behave.I asked each class: “Which would befaster around a wet handling course,an all-season tire, or a tire with not alick of tread?”

The first time I asked the ques-tion, I expected a host of audiencequestions: How fast? What surface?Water depth? Tire pressure? Treaddepth of the all-season tire? Com-pound of the “bald” tire?

I was truly shocked when thatclass – and almost everyone afterthat – said in unison: “All-season.”

“Don’t you want to know thetread compound, the track surface orsurfaces, the speed, the water depth,anything?” I asked with true in-credulity in my voice. “No,” theysaid. “The all-season will be better inthe wet.”

“Wrong answer.” The bold ones would then say:

“The bald tire.” “Also the wrong answer.” Now I had them baffled. Of the

couple of hundred or so studentsover several years, I received onlytwo correct responses: “It depends.”

On the asphalt track where water

depth was shallow and speeds wereunder 40 mph, the “bald” club racetires the were gripping at well over0.90g, according to my buttometer.Whether the driver was an experi-enced autocrosser or more timid thana titmouse, it did not matter, they

were all about two seconds a lapfaster around a curvy, wet roadcourse.

The all-season, in fact, offered lit-tle grip, except in the deep puddles.

When we moved to a half-milecircle track made of smooth concretewith deeper water, the all-seasoncould comfortably lap at almost 60mph, some 20 to 30 mph faster thanthe race tires. The race tires’ sticky

compound couldn’t reach the sur-face.

It Still DependsUsually, XL on the sidewall means

that the tire company has added in-ternal components that, in combina-

tion with higher tire pressure, allowthe tire to carry more weight. How-ever, it’s not unheard of that the tireis already of such robust construc-tion that the maker can simply per-form the confirming (or required)tests, and change the mold to reflectthe higher load index and the crypticXL. (The tests mentioned are con-ducted on various machines.)

The requirement for extra-load


You GottaCarry ThatWeight

The correlation – and

history – between “Extra

Load” and low-profile

performance tires

TIRES PERFORMANCE

MAC DEMERE

Contributing Editor

Heavier cars – and drivers – mean more tires feature “XL” on their sidewalls. This

means the tire company has added internal components that, in combination with

higher tire pressure, allow the tire to carry more weight.

62,64 Blue_Performance 6/19/13 11:10 AM Page 62


63 omni_Layout 1 6/19/13 10:24 AM Page 63

tires comes largely from car design-ers’ infatuation with extra-tallwheels and extra-short sidewalls.

Background on such wheels andtires: Several decades ago, “tuners”started making cars so powerful andfast that the brakes were proving in-

adequate. Bigger brakes meant largerdiameter wheels and, to keep the cir-cumference of the tire the same,shorter aspect ratio rubber. The de-signers liked the looks of 16- and 17-inch wheels and low profile tires.Suspension designers liked the crispsteering feeling.

Soon, wheel sizes exploded to 18,19 and 20 inches, driven not by the

need for bigger brakes or sharpersteering feel, but stylists. Usually, thelarge-diameter wheel/tire comboweighed more than the now-anti-quated smaller sizes.

At the same time the exterior fash-ionistas were expanding the diame-

ter of wheels, the interior designerswere adding features ranging fromsound deadening to ear-drum-split-ting stereos to power-operated seats– front and rear – to rearview cam-eras. These add weight. And so dogovernment regulations requiring(indirectly sometimes) vehicles tohave electronic stability control, ahalf-dozen or more airbags, and

many other safety features. Not that long ago, car writers

made fun of cars that weighed asmuch as a NASCAR Cup car. Today,it’s common that vehicles weighmore than the 3,400-pound Cup min-imum.

The combination of fashion andsafety features means the poor, littleshort-sidewall tires have a hard timecarrying the load. Oh, and Ameri-cans have gained a few poundsthemselves. The tires must be ableto carry not just the vehicle, butyour 350-pound brother-in-law andhis collection of tungsten and leadart.

By adding components or stren -gthening components (or acknowl-edging such is already there), the tirecompany can turn a P215/ 35R19from a Load Index 75, capable of car-rying 835 pounds at 35 psi, into anExtra Load with a Load Index of 85capable of carrying 1,019 pounds at36 psi.

When your brother-in-law rides,may I suggest you bump the coldpressure to 42 psi to get a capacity of1,135 pounds per tire? ■


■ TIRES: PERFORMANCE


gTAKEAWAYS

• ADDED VEHICLE WEIGHT MEANS TIRES SUPPORT HEAVIER LOADS

• TIREMAKERS MUST ADD COMPONENTS TO TIRE CONSTRUCTION

• XL TIRES CAME ABOUT DUE TO NEW VEHICLE EXTERIOR DESIGNS

AND WEIGHTY INTERIOR FEATURES

62,64 Blue_Performance 6/19/13 11:10 AM Page 64


65 tia_Layout 1 6/19/13 10:24 AM Page 65

Balancing helps increase tire life and long-term fuel efficiency and can easily be achieved using any of the lat-est balancing products listed below. The newest balancing products promise a clean, easy application andmany are environmentally-friendly. Superior balancing technology keeps tire temperatures cool for maximumperformance.


Product Spotlight

SOLUTIONS SPOTLIGHT

Balancing Compounds

EQUALInternational Marketing Inc. (IMI) said balancing truck tires on the road is quick andeasy with Equal – just drop a bag in any un-mounted tire and it will break open in thefirst few miles. Equal tire balancing is an ideal service for road and fleet calls becauseof its quick installation and lasting value, IMI added. Equal continuously responds totire imbalance with an equivalent force, maintaining a constantly balanced tire andwheel assembly. It adapts to changes in speed, load and road conditions to dissipateforces that cause irregular wear, the maker explained, adding that this increases tirelife and long-term fuel efficiency, regardless of wheel position. imiproducts.com Rapid Response: www.TRRapidResponse.com/51150 Or call 800-928-1184 – Ext. 51150


66,68,70,72 Yellow_Solutions 6/19/13 11:09 AM Page 66


67 schrader_Layout 1 6/19/13 10:23 AM Page 67


■ SOLUTIONS: SPOTLIGHT

COUNTERACT BALANCING BEADS Counteract Balancing Beads is the only tire and wheel assembly balancingsystem proven to increase fuel efficiency in two separate certified and gov-ernment-approved tests (TMC - SAE Type II and PIT Energo Test), accordingto the maker. Its patented technology allows it to respond and react to im-balances “on the fly,” keeping the entire wheel assembly balanced for thelife of the tire, the company said, adding that due to a unique, high-tech bal-ancing process, much less friction is created within the moving tire, drasti-cally lowering the operating temperature of the rubber and, in turn,increasing tire life. Counteract said it was the first to bring the “bag-in-bag”drop-in system for ease of application, however, this product also can be in-stalled through the valve stem and is compatible with TPMS and inner tubetires. Counteract added shop owners and managers see less returns, lesscomplaints and better customer retention when the product is used, whilemore and more fleets are finding increased fuel economy and incredible tirelongevity. counteractbalancing.com Rapid Response: www.TRRapidResponse.com/51151 Or call 800-928-1184 – Ext. 51151

DYNA BEADS Innovative Balancing said its Dyna Beads balance tires dynamically without the use of unsightly rim or spoke weights andprovide a smoother, longer lasting ride for motorcycle owners. Dyna Beads are one-millimeter ceramic spheres, high indensity and perfectly smooth, that travel inside the tire (tube or tubeless) to locate themselves opposite heavy points toeliminate out-of-balance motion, resulting in a glass-smooth ride, the company explained. Additionally, Dyna Beads greatlyreduce shop time required for balancing, are environmentally safe and require no special tools for application, the manufac-turer added. innovativebalancing.com Rapid Response: www.TRRapidResponse.com/51152Or call 800-928-1184 – Ext. 51152




69 aapex_Layout 1 6/19/13 10:23 AM Page 69


■ SOLUTIONS: SPOTLIGHT

MAGNUM PLUSM&R Tire Products said its Magnum Plus tire balancing compound canhelp maximize the tread life and performance of truck tires by keepingthem balanced throughout their life at a very economical cost. MagnumPlus tire balancing compound consists of ultra-smooth microbeads thatare placed in the tire during mounting. As the tire rotates, the microbeadsare dispersed around the tire by centrifugal force, offsetting vibrationscaused by imbalance in the tire/wheel assembly, the company noted.Magnum Plus microbeads react to the outward force created by any heavyspot on the tire assembly by moving in the opposite direction until theforce is neutralized, M&R said, adding they then remain in place while thevehicle is in motion, and re-adjust their position whenever road or vehicleconditions change. The microbeads are very durable, ensuring an accuratebalance throughout the life of the tire, and can be reused in retread tires,are compatible with tire pressure monitoring systems, and do not requirespecial filtered valve cores, the maker added.magnumbalance.com Rapid Response: www.TRRapidResponse.com/51153 Or call 800-928-1184 – Ext. 51153

LIQUID TIRE BALANCEEsco Liquid Tire Balance is a free-flowing liquid balancer for truck tires with

19.5-inch and larger diameters. EPA-approved Liquid Tire Balance is a muchmore environmentally-safe and economical alternative to balancing truck tires

for the life of the tire, according to Esco. It helps keep truck tires runningcooler, lubricates the bead of the tire, cleans wheels internally, and most

importantly, balances the tire for its lifetime, the company added.esco.net

Rapid Response: www.TRRapidResponse.com/51154Or call 800-928-1184 – Ext. 51154




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SOLUTIONS PRODUCTS

Cloneable TPMS SensorsStandard Motor Products hasadded seven new cloneablesensors to its TPMS line thatcan be easily cloned with theexisting sensor ID, eliminatingthe need for a factory relearn,according to the maker. TheStandard and Intermotor partnumbers cover Acura, Honda, Ford, Chevrolet, Cadillac,Ford truck and Toyota truck through the 2013 model year.standardbrand.com


Efficient Wheel Balancer BendPak’s Ranger Products divi-sion has introduced the RangerDST64T, which is equipped withDataWand and inner data setarm, allowing operators toquickly and automatically enterwheel parameter settings in lessthan three seconds for exact bal-ancing every time, according tothe company. Features include asoft-touch keypad and displaypanel for dynamic, static andvariable alloy settings. Additionally, a weight optimizationfeature automatically calculates the minimum amount ofweight needed to achieve an optimal balance, so shops useless weight and increase profits, BendPak added. bendpak.com


Mobile Column Lifts Rotary Lift said its newMCH413 mobile column liftprovides independent shopswith the option to expand be-yond their light-duty capabili-ties to start servicing popularmedium-duty trucks such asservice ambulances, dumptrucks, step vans and otherwork trucks. The MCH413 liftis sold in sets of two, four or six columns, each of which has a13,000-pound capacity. With a total lifting capacity of 52,000pounds, four MCH413 columns can pick up most vehicles onthe road, from Class 8 trucks to passenger cars, the manu-facturer added.rotarylift.com


Radial Implement Tires New Firestone Destination Farm radialimplement tires with AD2 technology aredesigned to significantly reduce soilcompaction compared to equivalent-sized, conventional implement tires, ac-cording to the tiremaker. Featuresinclude steel belts, wider section width,higher speed rating and a soil-friendlytread design. The tire is available in bothIF and VF sizes for greater load-carryingcapacity, Bridgestone Americas added.firestoneag.com


Quick Check Inspection System Using WinAlign 14 software to communicate with cutting-edge devices and pro-vide valuable information, Hunter said itsQuick Check inspectionsystem performs a com-prehensive vehicle in-spection in less thanthree minutes. A vehicle’salignment, brake per-formance, battery health,tire health and emissions all can be diagnosed using theQuick Check inspection system, according to Hunter. All re-sults are presented on an easy-to-understand customerprintout that supports easy communication between theshop and the vehicle owner. hunter.com

Rapid Response: www.TRRapidResponse.com/51164 Or call 800-928-1184 – Ext. 51164

Programmable TPMS Solution Schrader said its EZ-sensor is fully-programmable to functionacross diverse car makesand models. EZ-sensors re-quire only a single program-ming tool – a tool requiredfor any TPMS service, as wellas one that most service andrepair facilities already utilizetoday, according to themaker. With EZ-sensor, only two SKUs cover more than 84%of TPMS-enabled vehicles in North America, Schrader said,adding that the sensor also features the company’s patentedsnap-in TPMS valve and programming technology to helpminimize installation time.ez-sensor.com

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as the Star Gate scene from the SpaceOdyssey movie we’d just been talkingabout. Suddenly an ethereal electronicvoice wafted through the shop inter-com. “Hello, Dave…this is HAL.”

“Hey, what’s going on,” I yelled,banging on the monitor with onehand. “My name’s not Dave, andgimme me back my data!”

“I’m sorry, Dave. I’m afraid I can’tdo that,” droned the voice. I shriekedand fell off my stool as I put some dis-tance between me and that whackedout hard drive. I wasn’t gonna let anymachine disconnect my life supportsystem.

At that moment, the sound of rau-cous laughter erupted from the partsroom next door, and then it hit me –the crew had pulled a fast one on me.Somehow Beanie had commandeer -ed my monitor via the shop compu -ter, and using an old movie clip onYouTube, the gang was taking greatliberties with my sanity.

After climbing down off the tiredisplay, I stormed into the partsroom. “Okay, wise guys, quit horsing

around! Now put that computer tobetter use and try to find an answerto this Odyssey van problem!”

“Sure thing, ‘Dave.’” Toonerchuckled. “Hey Beanie, see whathelp you can find on the Internethelp forums.”

As it turned out, a number of tech-nicians had come across our particu-lar problem in the past and it wasn’tlong before we were offered a solu-tion. “Your exhaust valves are tootight,” we were told over and overagain. “And be sure to adjust themwhen they’re nice and cold.” Appar-ently it was a common problem onHonda’s J-series V6 engines as theybegan to accumulate higher mileage.

From what Tooner told me later,getting access to the valves was te-dious – I was glad I wasn’t doing it –but at least it didn’t require any spe-cial tools. Before long the Odysseywas running as smoothly as a spaceshuttle through the stratosphere.

Tooner came into the front officewith the keys. “I’m a little busy,Quig. Why don’t you take this outfor a test run?” He patted my shoul-

der. “It looks like you could usesome quiet time.”

I couldn’t believe my ears; Toonerwas actually being nice to me. Run-ning a hand through my frazzled hair,I grabbed a seat cover and hoofed itout to the parking lot. That’s right, Ideserve a break, I muttered to myself.Maybe I’ll even cruise the drive-thrufor a coffee.

But the jokers weren’t done yet.As I hit the road, I made the mistakeof turning on the CD player. Strainsof Also Sprach Zarathustra filled myears as I drove down the street – itwas the opening theme song fromthe Space Odyssey movie.

I can’t wait for Slim to get back. ■

TireReview.com 79

■ COMMENTARY: THE CAR SIDE

Continued from page 80

Rick Cogbill, a freelance writerand former shop owner in Sum-merland, B.C., has written TheCar Side for a variety of trademagazines for the past 15 years.“A Fine Day for a Drive,” his firstbook based on the charactersfrom this column, is now availablefor order at thecarside.com.


79-80 Purple_The Car Side 6/19/13 10:57 AM Page 79

Ihate it when the boss goes on holi-day – for two reasons. First off, allthe real gnarly jobs wait until Slim

leaves town before landing on ourdoorstep for me to deal with, andsecondly, I become the target of con-stant and completely unwarrantedabuse until he returns. No, not fromthe customers; from the staff.

Sometimes I wonder how Slimputs up with these jokers. If it wereup to me, there’d be some additionaltraining and upgrade courses, like“How to treat your valuable front-end staff.” But hey, no one listens tome – I’m just Quigley.

This morning Basil poured him-self a cup of my fresh-made coffee.After adding a touch of powderedwhitener and one sugar cube, hetook a cautious sip. “Ah, just the wayI like it, Quigley,” he announcedwith a grimace. “The enticing aromaof burnt brake material followed by aheavily acidic aftertaste, and visuallyenhanced with a multi-colored oilslick shimmering on the top.” Hewent over and poured it down thesink. “Any chance you could pick upa jar of instant freeze-dried coffeenext time you’re downtown?”

“Hey, quit complaining,” I snap -ped. “I never said I could make cof-fee as good as Slim. Besides, I gotother things on my mind, like that2007 Honda Odyssey Tooner’s beenwasting time on all week.”

The grizzled technician of whom I

spoke chose that moment to wanderinto the front office. “Anythin’ goodin that pot?” Tooner yawned andjerked his thumb toward our ancientcoffee maker.

Basil poked around in the drawer,looking for an old tea bag. “That de-pends. Do you like to live on theedge?”

Tooner shrugged. “Mebbe it’ll kickstart my brain – I’m runnin’ out ofideas on that Honda minivan. I’vetried new OEM spark plugs, new coils,

and even cleaned the injectors. I’mstartin’ to wonder if there’s a glitch inthe electronics.” He poured some thickbrew into a mug and studied it closely.“Got any suggestions, Quig?”

“Don’t look at me,” I retorted.“I’ve got my own troubles.” Jugglingschedules, ordering parts, updatingtire prices and keeping customersmollified was tough enough; I didn’tneed demon-possessed minivans tocomplicate my life. “But I do wishyou’d hurry up and fix that thing.The owner’s starting to call on anhourly basis.”

The quirky Odyssey was throw-ing random misfire codes on all sixcylinders – po300 through 306. It ranrough when cold, and Tooner couldbarely get it over 40 mph on a testdrive. Once it warmed up, however,it ran fairly smooth. So far, nothinghe’d tried had done a lick of good.

Tooner swilled some coffeearound in his mouth like he wassampling a fine wine. “Hey, not bad,Quigley. I think yer gettin’ the hangof this.” He thought for a moment.“Y’know, that van reminds me of anold space movie, the one where theonboard computer of the spaceshiphad a mind of its own.”

Basil poured some hot water intohis mug and dropped in the tea bag.“You mean Stanley Kubrick’s 2001: ASpace Odyssey? I believe the astronautwas named Dave, and the computeryou’re referring to was nicknamedHAL. It tried to take over the spaceship, and if memory serves me cor-rectly, it killed off most of the crewby the end of the movie.”

“Jeepers, I remember that frommy high school days!” I shuddered.“That was one freaky movie – scaredme and my buddies half to death.”

Basil raised an eyebrow, but didn’tsay anything more. Soon the guys re-turned to their bays, and I returnedto my paperwork. I was glad for thepeace and quiet of the office, and itbegan to feel like I might actually getcaught up by the end of the day.

A few minutes later I was startledas my computer screen first wentblank, then suddenly returned in ablaze of swirling colors. I recognized it


2013: ASpaced-OutOdyssey

The gang wrestles

with a stubborn high-

mileage Honda in

Slim’s absence

COMMENTARY THE CAR SIDE

RICK COGBILL

aka Slim Shambles

Contributing Writer

Continued on page 79

(Author’s note: This month’s columnwas written by Quigley, Slim Shambles’tire salesman and service writer, whileSlim was away on vacation.)

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