BodyShop Business, August 2013

Induction Heating » Job Costing Basics » Spray Guns

August 2013//Vol. 32 No. 8

the CompetitionKO’ing

After achieving success in collision, Mark Cipparoneis now taking on the boxing world.

Circle 1 for Reader Service

50

62

FEATURESTECHNICAL

Feeling the HeatCold straightening rails with an induction heater is becomingthe procedure of choice on today’s advanced metals.

BUSINESS

Winning the KeysEstimators need to learn to sell first, estimate second in orderto convert people into paying customers.

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142024

SHOP TALK

Editor’s NotesDon’t panic just yet over collision avoidance and driverless cars.

Publisher’s PerspectiveSee you at NACE and SEMA!

Clark’s CornerBecome a job-costing wizard.

Web Presence ManagementDealer body shops should consider stand-alone Web domains.

ViewpointLone wolves need to watch out for bad weather.

Member, BPA Worldwide

Guess the Car ....................................................................................4Tech Focus ......................................................................................10Industry Update ..............................................................................12NASCAR Performance ......................................................................32Product Showcase............................................................................92The Shop ......................................................................................100

DEPARTMENTS

BODYSHOP BUSINESS (ISSN 0730-7241) (August 2013, Volume 32, Number 8):Published monthly by Babcox Media, Inc., 3550 Embassy Parkway, Akron, OH 44333U.S.A. Phone (330) 670-1234, FAX (330) 670-0874. Copyright 2013 Babcox Media,Inc. All Rights Reserved. Periodical postage paid at Akron, OH 44333 and additionalmailing offices. POSTMASTER: Send address changes to BODYSHOP BUSINESS,P.O. Box 13260, Akron, OH 44334-3912.

InsideAugustAugust 2013 Vol. 32 No. 8

Knocking Out the CompetitionMark Cipparone has licked the collision competition in his area,and now he’s trying to make his mark as a boxing manager.

ON THE COVER

34

Paint—it’s what youdo.It’s all we do.

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Guessthe Car

4 August 2013 | BodyShop BusinessCircle 4 for Reader Service

What vehicle MODEL does this picture represent? Fax your guess

to (330) 670-0874. Include name, title, shop name, city, state and

phone number. Or submit your guess with our online contest form

by visiting bodyshopbusiness.com/guessthecar. The winner will be

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correct entries and

awarded $50. Entries must

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*Only one winner will beselected. Chances of winningare dependent upon thenumber of correct entriesreceived. Employees of Babcox,industry manufacturers andBSB advertisers are noteligible to enter.

See the

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#124.

Rob Kehl, owner, Kehl’s Body Shop,

Coshocton, Ohio

Scent-Uri = (Buick) Century

#125

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Reader Contest! Win $50!

#123

WINNER!

#124“Let’s get physical!”

SOLVED!

“ I’m going for the gold!”

And it truly was like a tsunami –a tsunami of information. Represen-tatives of the National HighwayTraffic Safety Administration(NHTSA), the Insurance Institute forHighway Safety (IIHS) and TheCenter for Automotive Research(CAR) teamed up to tell the audi-ence everything and anything theyever wanted to know about thevehicle technology coming downthe pike.

One of the interesting thingsDavid Zuby of IIHS said is that it

won’t be until 2050that 100 percent of

the cars on theroad will havecollision avoid-ance technol-ogy. You couldalmost hear the

collective

sigh of relief from the repairers inthe room.

If there are no collisions, we haveno jobs, right? Well, no one is pre-dicting that auto accidents will goaway any time soon. But collisionavoidance technology could reducetheir number in the future.

After hearing Zuby’s declaration,repairers might have thought theywere off the hook as far as traininggoes. Not so. There are cars on theroad today with collision avoidancesystems, and not just high-end carsanymore. Plus, 80 percent or more ofvehicles coming off assembly linestoday contain advanced materials:aluminum, high-strength steel, ultrahigh-strength steel, carbon fiber, etc.Do you know what you’re workingon? Do you know what the auto-makers’ repair recommendationsare? In some cases, it might be to notrepair at all but replace.

It was said at the conference thatonly 10 percent of body shops havethe equipment necessary to fix

today’s cars. A shameful number!While 2050 may seem faraway, it’s time to tool up and

train now. Those who don’twill be left behind orlitigated out of business.

Editor’sNotes Publisher

S. Scott Shriber, ext. 229 [email protected]

EditorJason Stahl, ext. 226 [email protected]

Associate EditorGina Kuzmick, ext. 244 [email protected]

Contributing EditorsCharlie Barone, Mitch Becker,Mark Clark, Mark Claypool,Erica Eversman, Tom Ferry,Curt Harler, John D. LymanSr., Hank Nunn, Carl Wilson

Graphic DesignerLisa DiPaolo, ext. [email protected]

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A limited number of complimentary subscrip-tions are available to those who qualify. Call(330) 670-1234, ext. 288, or fax us at (330) 670-5335. Paid subscriptions are available for non-qualified subscribers at: U.S.: $69 for one year.Canada/Mexico: $89 for one year. Canadian ratesinclude GST. Ohio residents add current countysales tax. Other foreign rates/via air mail: $129for one year. Payable in advance in U.S. funds.Mail payment to BodyShop Business, P.O. Box75692, Cleveland, OH 44101-4755. VISA, MasterCard or American Express accepted.

Ijust got back from the I-CAR Conference in Boston. Were you there? It’sa shame if you weren’t. Truth be told, I wish the entire industry couldhave been there to hear about the “technical tsunami” coming our way.That is, collision avoidance systems, advanced materials, vehicle-to-

vehicle communication and driverless cars.

Don’t Panic!

Jason Stahl, Editor

Email comments to [email protected]

I’ll See You There... Right?

Now let’s talk about today’s reality. It’s2013, and we have issues and business toconduct here and now. There are two up-coming events that are being held in LasVegas this year that we need to get behindand support.

Our industry is chock-full of things thatneed to be decided, debated and

fixed. Networking and beingwith one another is the best ifnot the only way to get thesethings hashed out.

Our industry shows andthe associations that put themon do so for all of us. Theyprovide us with training,product information, technical

data and an opportunity tocongregate together and

learn from eachother. These are

important as-pects of in-creasing ourbusinesses’

efficiencies as well as learning about poten-tial outside forces that could have an im-pact on them.

It’s far too easy for each of us to getburied in the day-to-day routine and dis-miss the notion of going to these gather-ings. I challenge you that it may be themost important thing you do for yourself,your employees and your business all year.Nowhere else will you have answers toyour concerns, the latest equipment avail-able and the ability to network with yourpeers who are experiencing the same issuesas you.

I listen to so many shop owners talkabout business being too difficult for themto take time off. But going to an event likethis is anything but time off if you’re trulygoing for business purposes. You can fillyour days with learning and networkingfrom sunup till sundown. It’s business –and a darn good way to conduct it. Makeup your mind to go for business and makeit worth your trip.

See you there!

Publisher’sPerspective

S. Scott Shriber, Publisher

Email comments to [email protected]

In the past few weeks, there has been some exciting news pulsating throughout our in-dustry: the 2014 NACE/ASRW gathering will be in Detroit. That is bold and excitingnews for all of us. Having spent much of my automotive career in and around Detroit, Ican tell you that if it’s about automobiles either past or present, it goes on in Detroit.

I’m certain that we’ll all be amazed and inspired by the things that are planned for us.

Genuine LV TechnologyANEST IWATA’s Genuine LV Technology nozzledesign allows the air stream to change directionand speed, thus colliding with the fluid streamearlier and at an oblique angle. This bursts the fluidstream to many times its original size, makingcomplete atomization possible at very lowpressure. This also allows the horn air onthe air cap to do what it was intendedto do: form ANEST IWATA’s tulipspray pattern. Many otherspray guns rely on the hornair to complete atomization,resulting in poor particle distri-bution and uneven patterns. AN-EST IWATA’s technology resultsin a softer spray, reduction ofoverspray and significant reduc-tion in material consumption.

TechnologyFocus

10 August 2013 | BodyShop Business

Select the Air Cap for YouDeVilbiss spray guns comeequipped with twohigh efficiency air capsand three tips. De-pending on the packageselected, painters can cus-tomize their guns to fit theirneeds. For instance, a painter mightprefer the TE10 air cap if they’relooking for lower air consump-tion, a softer pattern and biggerdroplet sizes. Droplet size really comesinto play when spraying waterborne.The air cap also works well in low-hu-midity/very dry areas because of the largerdroplet size. Painters in Florida, where it’s100 degrees with 95 percent humidity, mighthave better luck with an HV30. The HV30 provides asmall droplet size and will help the paint dry faster inhigh humidity.

No Readjustment NecessaryReadjusting the spray gun each time

it’s broken down for cleaningis a tedious andtime consumingoperation. TheNew OptimaTrifinity fromMotor Guardmaximizes time

in the sprayboothwith technology called Quick-

Clip. Quick-Clip is a quarter-turn bayonet-style con-nector on the fluid needle that allows for the removaland replacement of the needle quickly without losingyour adjustment. A bayonet connector on the air capallows for quick removal and cleaning as well.

Dual AtomizationThe Walcom GEO TOPLINE spray gun nozzle featuresa dual atomization process that guarantees a superiorlevel of paint atomization. Double atomization happens

as such: the first in the six-holenozzle goblet, the second out-

side the air cap, producingan environment where lowair pressure (29 PSI) andreduced air consumption(9.8 CFM) are ideal forHVLP performance. Thisprocess atomizes the mate-rial to a higher degree withless pressure, which results

in a more controllable fanfor the technician at a higher

transfer efficiency rate to the panel. Coverage is uniform due to

the dual atomization process, creating a finer mist inthe spray pattern and requiring less overlap to achieveeven coverage of the panel.

Close Together Droplets for Fast DryThe SATAjet 4000 B HVLP and RP gunshave the unique technological advantageof the atomization not only being veryfine, but the droplets being very closetogether. With the droplets so close to-gether, it helps to dry the paint muchfaster. There is no room for wateror solvent to “lay” between thedroplets, so the water or solvent isforced out faster, which speeds upflash and cure times dramatically. With theadded atomization and droplet density,it’s best during applications to spray theseguns at around the 25 to 26 psi range. Thefan will wet up nicely at that pressure, andyou’ll lay down a great finish result, achievinghigh film build with very little paint.

Spray Guns

In a move aimed toimprove technicalsupport for the in-dustry, I-CAR has an-

nounced the intention toexpand its technical teamand address gaps in re-pair procedures andprocesses. The organiza-tion says this enhance-ment will strengthentechnical communica-tions across the industry

and between vehicleOEMs.

“I-CAR’s RepairabilityTechnical Support andKnowledge initiative rep-resents a bold step for-ward in I-CAR’s plan tocontribute broader valueto the industry througheducation, knowledgeand collision repair solu-tions,” said John Van Alstyne, I-CAR CEO and

president. “The initiativebuilds with intent on thebaseline work that I-CARhas done for years, takingits impact to the next lev-el. The knowledge shar-ing and repair practiceimprovements it targetswill directly support theindustry’s quest to per-form complete and saferepairs for the ultimatebenefit of the consumer.”

The initiative integratesfour key actions:

1. Creation of the“Technical Knowledge”portal: This portal will offer expanded relevanttechnical information,such as technical news-letters, a continuation ofthe airbag matrix, expan-sion of the partial replacement matrix, tech-nical inquiry support, enhanced website searchfunctionality, and links toOEM and other industryrepair information. Alsoplanned are daily techbriefs via Twitter feed.

2. Expansion of OEMrelations: I-CAR will bepositioned as the techni-cal “linking pin” between

IndustryUpdate


I-CAR Launches Initiative to Enhance Technical Support

NACE (the International Autobody Congress& Exposition), I-CAR (the Inter-IndustryConference on Auto Collision Repair) and

CIC (Collision Industry Conference) have an-nounced the formation of Industry Week 2014, unit-ing several of the industry’s key events. Theweeklong event will take place July 28-Aug. 2,2014, at Detroit’s Cobo Center.

The preliminary schedule of events is as follows: Tuesday, July 29 – CIC Meeting & ReceptionWednesday, July 30 – I-CAR Conference & ReceptionThursday, July 31 – Collision Repair Education

Foundation Golf OutingThursday, July 31 and Friday, Aug. 1 – NACE

Education & ExpoSaturday, Aug. 2 – Education and Industry Tours“Co-locating NACE with the I-CAR and CIC con-

ferences in July and creating Industry Week repre-sents the beginning of a new era for our industry,and this is extremely exciting,” said Dan Risley,ASA executive director. “Professionals in the indus-try can now truly take one week and participate inall the meetings they need involving the industry’smost influential individuals and organizations, at-tend all the conferences, walk the show, network

and receive the education critical to their businesssuccess.

“Beyond the events already mentioned, there willbe innumerable opportunities for attendees and ex-hibitors because it’s located in Detroit, the heart of theautomotive industry,” he continued. “Additional an-nouncements will be forthcoming in the ensuingmonths but suffice it to say, if you are a ‘car person,’you will not leave the city disappointed.”

John Van Alstyne, I-CAR CEO and president, alsoshared his enthusiasm.

“Industry Week is an opportunity to bring more ofthe industry together and simplify coordination ofscheduling for all events, which we believe will bevalued by the industry. [It] will present attendees withexcellent educational, knowledge-building and net-working opportunities. I-CAR’s longstanding JulyConference, which has been aligned with CIC formany years, will remain an independent event thatwill now take place under the new umbrella of Industry Week.

“Additionally, the annual fundraiser for the Colli-sion Repair Education Foundation will continue to beheld the same week, offering a fantastic social net-

NACE, I-CAR and CIC Combine to Form Industry Week 2014

Continued on pg. 82

the inter-industry andOEMs. Key goals are toidentify and address gapsin repair procedures andrelated repair informa-tion initiatives.

3. Continuation andexpansion of I-CAR Repairability Summits:The goal of the summit isto gather industry expertsto address repair issuesand establish best prac-tices. Two events havebeen held thus far in2013, focused on today’sadvanced steels and stan-dardization of collisionrepair information.

4. The establishmentof at least two new Industry Segment Advi-sory Councils (ISACs):

The first will be an OEMISAC composed of OEMrepair technical leaders,and the second will be aTool and EquipmentISAC. Through theseISACs, I-CAR plans to ad-vance themes of commoninterest across the partici-pants and gain valuablefeedback to guide techni-cal initiatives.

In support of thisoverhaul, I-CAR hasexpanded its technicalleadership team. JasonBartanen, former I-CAR technical direc-tor, has taken on thenewly created role ofdirector, industry tech-nical relations. In addi-tion, Josh McFarlin

joined I-CAR in June2013 as director, cur-riculum and productdevelopment, focusingon I-CAR’s Profession-al Development Pro-gram and all otherproduct lines.

“The RepairabilityTechnical Support andKnowledge initiativewill complement I-CAR’songoing focus on train-ing and add more valueto the industry throughtechnical support andknowledge,” said Barta-nen. “I look forward todrawing upon my expe-rience and my relation-ships throughout theinter-industry in serviceof this important effort.”

National Auto BodyCouncil Still AcceptingNominations for 2013Body Shop Image Award

The National Auto Body

Council (NABC) has

announced that it is still

accepting nominations for

its 2013 Body Shop Image

award.

The competition, which

runs through early Septem-

ber, applies to any body

shop remodeling project

completed during 2012 and

2013. One winner and three

runners-up will be recog-

nized. Each will receive

visual recognition on the

NABC website, and the win-

ner will receive an

expenses-paid trip for two in

the continental U.S., a two-

night stay at a hotel and

some spending money, with

the trip package capped at

$1,500.

“Our industry continues to

exhibit its determination to

continually improve its pro-

fessionalism,” said NABC

Executive Director Chuck

Sulkala. “The remarkable

visual and functional

improvements in our places

of business symbolize this

advance, and they need to be

shared with the general

public. Not only is it impor-

tant, it’s going to be a lot of

fun. We’re really looking for-

ward to it.”

Those interested should

submit a nomination form to

the NABC with three exterior

images and one interior

image of the facility before

and after the remodel for a

total of eight images. The

deadline to apply is Sept. 15,

2013.

»| Industry Update |«

www.bodyshopbusiness.com 13

SCRS Reports 250 Percent Increase in Attendance for

SEMA Show RDE Series

The Society of Collision RepairSpecialists (SCRS) has an-nounced it is once again offering

the Repairer Driven Education (RDE)series at the SEMA Show Nov. 5-8,2013 in Las Vegas. SCRS has held RDEsince 2010, attracting more and moreattendees each year.

As of July 1, SCRS reports an at-tendee registration increase of morethan 250 percent compared to the pre-vious year. Also, show managementnumbers through the end of June in-dicated an increase in collision indus-try exhibitor counts, square footageoccupied by exhibiting collision in-dustry companies, and both overalland collision-focused attendee registration.

“We are extremely proud of the se-ries we have developed this year, andstill have some additional program-ming we are working on to even fur-

ther amplify the experience this fall,”said SCRS Chairman Ron Reichen.“Attendee reaction to our events is al-ways the best indicator of whether ornot we are delivering what the indus-try is looking for in our series. Basedon the feedback we have received sofar, and the extremely compellingnumbers, we are confident that thevaried content is going to providevery tangible value to all involved.”

While the primary activities for thecollision repair industry take place inthe Collision Repair & Refinish sec-tion of the show in the North Hall ofthe Las Vegas Convention Center, in-dustry meetings, forums and newlyexpanded show floor space also ex-tend into the Las Vegas Hotel & Casi-no (LVH). In addition, many collisionindustry companies take advantage ofother space at the show, including

Continued on pg. 82

Mention “job costing” to non-ac-countants and most folks will im-mediately and resolutely tune outwhatever number-

intensive information comesnext. I can sympathize; lotsof multiplication, decimalpoints, percentages and me-dians sounds like no fun atall. Can’t we just fix cars?

Thousands of body shopowners do indeed just fixcars and let someone elsecrunch the numbers. Or,worst case, they just fix carsand hope the numberssomehow leave somethingat the end of the month.

In my 43 years in our in-dustry, the most successfulshop owners I’ve met haveall understood how impor-tant numbers were to a prof-itable business. In my opinion, the mostuseful measurements for any businesspersoncome from comparing their individual firm toindustry benchmarks. Industry benchmarksare established when lots (the more input, themore accurate the benchmark) of similar busi-nesses calculate the same set of business num-bers using the same math formulas.

Benchmarks » Collision repair benchmarksare available from numerous sources. Paintmanufacturers, trade associations, publishedsurveys, your local PBE jobber and BodyShopBusiness can all provide accurate benchmarksabout successful collision repair. Not surpris-ingly, their individual yardsticks closelymimic each other as they’re all gathering dataabout the same industry. These benchmarks

are almost always within a few percentagepoints of each other.

Reading all about some other bodyshop’s median numbers for

some statistic is meaning-less unless you know yourown shop’s number for thesame statistic.

All you need is a pocketcalculator, the math formulaand some paper to jot downthe answers (and enough un-interrupted time to gatherthe data and do the math –not to mention the additionaltime to make the changesnecessary to improve yourshop’s results.)

Too busy fixing cars tomake any money at it? Theanswers possibly lie in thenumbers.

Close Rate » There are no shortages of colli-sion repair issues to compare, but one thatalways comes to the top of my list is closerate. It won’t matter how cool your shop’sequipment is or how fast your techs work ifthe car is repaired in someone else’s shop.

The formula is simple: the number ofROs completed divided by the number ofestimates written for some time period(week, month, year.) In BodyShop Business’s2013 Industry Profile, survey respondentssaid that 62 percent of their written esti-mates became repair orders. Surely yourshop is as good as the average shop outthere, right? Find out right now; pull lastmonth’s estimates and last month’s final-ized invoices. Divide ROs by estimates.Higher numbers are better!


Clark’sCorner By Mark Clark

Become a Job Costing Wizard

Parts to Labor » Parts-to-laborratio is another key body shopbenchmark. BodyShop Business’s2013 Industry Profile said the aver-age parts-to-labor is 75 percent.Selling more crash parts and lesslabor is a very profitable repairstrategy if there is new work wait-ing for the stall. If there is nothingoutside, repair everything (untilyou spend so long on the repairsthat you lose your DRP status!).Profitable shops often have P-to-Lratios in the mid-80s, and top shopspush 100 percent (1:1 P-to-L).

How does your shop compare?Simply total up your labor sales andyour parts sales for a given time peri-od. Divide the parts sale by the laborsale. Using the 2013 BodyShop Busi-ness survey numbers: 41 percent ofthe sales in parts and 55 percent ofthe sales in labor, so 41 divided by 55= 74.5 percent parts-to-labor ratio.

Sales Mix » Another benchmarkthat naturally follows the parts-to-labor calculation is sales mix. Whatdoes your body shop sell? One sim-ple answer says you sell labor, parts,paint and material, and sublet serv-ices. What percentage does each cate-gory contribute to 100 percent? Theanswer is your sales mix.

Many industry sources offer abenchmark for body shop sales mix,and they’re generally within a nar-row range. Labor sales are typically45 to 55 percent of the invoice, partssales are 35 to 45 percent, paint andmaterial sales are 5 to 10 percent andsublet is whatever is left over tomake 100 percent. One thing yourpaint jobber will be happy to remindyou about is that your shop’s cost onpaint and material is typically (yetanother benchmark!) 5 to 7 percent ofshop sales. If your estimators areonly selling 6 percent of the ROs in

P&M, you’ll never make any money,no matter the jobber’s discount. Doyour best to add refinish hours to fu-ture repairs until P&M is 9 to 10 per-cent of your sales to ensure thatyou’re making a nice gross profit.

How will your shop find out itssales mix percentage? Simple. Pullsix consecutive estimates written byany individual estimator. Simply to-tal all the labor dollars from all six,then all the parts dollars, P&M andsublet. No sales tax. Total them all(L+P+M+S=100%) and then divideeach category by the total of all theinvoices.

For example, I grabbed six esti-mates from any drawer in the file (aslong as they were all written by thesame author). The six sheets totaled$14,402 before sales tax. Labor salestotaled $6,604, parts were $5,480,P&M was $1,265 and sublet was$703. I took my calculator and divid-

»| Clark’s Corner |«


ed each category by the $14,502 total.In this example, labor was 47 percentof the total, parts were 39 percent,P&M was 9 percent and sublet was 5percent. These all were within the in-dustry benchmarks and resulted in apretty profitable P-to-L of 83 percent.And at 9 percent of sales, the shop ismaking good money on paint.

Numbers and Insurers » Neverforget that the insurance industry isbased on number crunching. Theyemploy super sophisticated math topredict the probability of a loss, theseverity and the frequency. Fromthose results, they establish a marketcompetitive dollar cost for an annualinsurance premium. They havebuildings full of actuaries who havetracked all the insurance claims theircompany has ever settled. From thatvast resource, they were able to finda measurement benchmark for every

conceivable body shop issue. Nowthat the entire auto claims industryseems headed for repair assignmentsbased on scorecards anddemonstrated performance and notthe shop’s relationship with the localadjustors, knowing how your shopcompares to their standards is key togetting more insurance work.

Gross Profit » The job costing mathmentioned in the beginning of thiscolumn takes just one more trip tothe calculator. For each RO categorysale previously mentioned ($6,604,$5,480, $1,265 and $703), multiply byeach item’s gross profit. Got a bench-mark for each sale’s gross profit?Yup. Shops should make 55 to 60percent on labor, 25 to 35 percent onparts, 25 to 40 percent on paint andwhatever they will let you chargethese days (10 to 15 percent?) on sub-let. Add the gross profit dollars for

each category and you have success-fully job-costed that invoice.

Take Some Time » Take some timeeach week to compare your shop’sperformance to industrybenchmarks. While someone in yourshop certainly needs to be focused onfixing cars, someone better be man-aging the finances as well. Set yourinitial goals to be at least as good asthe benchmark, and set your longerterm goal to be best! BSB

Mark R. Clark is theowner of ProfessionalPBE Systems in Wa-terloo, Iowa; he is awell-known industryspeaker and consult-ant. He is celebrat-ing his 25th year as a contributing

editor to BodyShop Business.

»| Clark’s Corner |«


Web PresenceManagement

Dealer Shops Should Consider

Stand-Alone DomainsC

ar dealerships are a different breedwhen it comes to body shops. Theirshops are often hidden away frompublic view in the back of the prop-

erty. Dealer principals often view the bodyshop as revenue neutral or worse, and manydon’t have body shops at all. Dealers don’tlike to be told what they can charge for laborwhen they charge two to three times that formechanical work. Who can blame them? Butwhen they do decide to have a body shop,you may be hard-pressed to find them on-line, and here’s why.

Selling Cars » Car dealerships are in thebusiness of selling cars. Their service/partsdepartments are profitable, but their bodyshops aren’t usually anywhere near as prof-itable as the rest of their operations. Online,they usually include a page within theirdealer site. Some of these body shop pagesare hard to find. These are called “sub-domains,” or pages within a main domain.For example:� Main dealership domain:

www.cardealership.com� Sub-domain for body shop:

www.cardealership.com/bodyshopSub-domains rarely rank as well as local

domains, which is good news for inde-pendents. These body shop pages areburied within a site dedicated primarily tocar sales and auto service. They’re usuallybasic and seen mostly by loyal dealershipcustomers, who are often referred by theirsales or service rep. Often, the public as-sumes the dealership only works on themakes they sell. This is not true, of course,but perception is reality.

Stand-Alone Domain » To combat this,dealerships should seriously think about

creating their own stand-alone domains fortheir body shops. That’s exactly what D-Patrick, a group of six car dealer locations inEvansville, Ind., did with their website.

Their original approach was sub-domainpages. They had a navigation button totheir body shop pages that included a drop-down to each of their locations.

The location pages themselves were well-designed and included “calls to action”such as “request an estimate.” They werepretty impressive when compared to mostdealership sites, but as sub-domains theystill weren’t ranking all that well.

D-Patrick’s Body Shop Group DirectorGreg Hagan had his eyes opened at a NAPAAuto Care Conference when a Web special-ist showed him his company website’s“word cloud,” a tool that shows the empha-sis the dealer page paid to particular words(the bigger the words on this graphic, themore they appear on the homepage and

By Mark Claypool


D-Patrick’s original word cloud (top) and new wordcloud (bottom). The bigger the words, the more theyappear on the company’s homepage.

thus the more search engines under-stand what this site is all about). Itcertainly wasn’t “auto body.”

A New Approach » Hagan tookwhat he learned at this meeting tothe owner of the dealership andshowed him that the body shopWeb presence was virtually invisi-ble to searches. D-Patrick boughtthe rights to several domain namesin order to corner the market on

the terms the public uses most tosearch for the collision repair serv-ices they perform.

Since the public uses the term“auto body” the most, followed bythe town they live in, D-Patrickchose www.autobodyevansville.comas their main domain. When some-one searches “auto body Evans-ville,” that exactly matches thedomain name and will almost al-ways come up No. 1 on the firstpage of a search. That’s powerful!

A new design was created and setup online in test mode, where thedetails of the site were ironed out.The end result was a site thatlaunched in June 2013. Each of D-Patrick’s four shop locations washighlighted effectively on the tophalf of their homepage, and each hasits own dedicated page. Calls to ac-tion included their phone numbersand a link to their hours and maps.

The homepage includes links toall their well-managed social media accounts dedicated to thebody shops, not car sales. There’salso a link to a YouTube video.Google loves it when you use theirstuff, and since they own You-Tube, this is already helping thisnew site’s rankings.

More Visibility » In less than amonth, this well-optimized site isenjoying some page-one rankings,

including some No. 1s. And they’restarting to rank in surroundingtowns as well, something theyweren’t doing as sub-domainsunder the dealership page.

“This is exactly what we wantedwhen we hired a specialist to doour site: visibility,” said Hagan.

The individual location pagesfeature their shop managers, com-plete with photos of them. Also in-cluded is a photo of the location,hours of operation, a map, a direc-tions button and a “Schedule AnAppointment” button.

Their new word cloud showswhy they’re getting good rankings.Note the emphasis on auto body,their hometown and surroundingtowns. The site makes it easy forsearch engines to determine whothey are, what they do and wherethey do it.

As Greg Hagan puts it, “Wewant to be found in a search, ideally on page one.”

A website should bring you cars tofix, and this new approach will cer-tainly help accomplish that. BSB

BSB ContributingEditor Mark Clay-pool has more than30 years of experi-ence in the fields ofworkforce develop-ment, business/edu-cation partnerships,

apprenticeships and Web presence man-agement. He is the CEO of Optima Au-tomotive (www.optimaautomotive.com),which provides website design, develop-ment, search engine optimization (SEO)services and social media managementservices. Claypool’s work history in-cludes stints at Metro Paint Supplies,VeriFacts Automotive, the NationalAuto Body Council (NABC), the I-CAREducation Foundation and SkillsUSA.He is the founder of Mentors At Workand co-founder of the Collision IndustryFoundation. He served, on a volunteerbasis, as the SkillsUSA World TeamLeader for the WorldSkills Champi-onships from 2003 to 2011.

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D-Patrick’s newwebsite (left) vs.its old website(below).


Viewpoint

Lone Wolves Need to Watch Out

for Bad Weather

The views expressed in this editorial do not neccessarily reflect those of BodyShop Business magazine.

If you do what you’ve always done,you’ll get what you always got. Itworks in math and physics. But in busi-ness, if you do what you’ve always

done long enough, what you get changes –it gets worse.

Eight Signs » Nothing about collision re-pair is going to get easier. Hereare eight signs of heavy weatherahead for the “lone wolf” inde-pendent repairer who “doeswhat he has always done”:

� Direct repair penetrationcontinues its steady rise, withsome insurers approaching 50 percent.

� Ford Motor Company justannounced advanced testing of a self-driving, collision avoid-ance car.

� The largest insurer maintains full speedahead with its controversial parts initiative.

� Eleven insurers’ DRP applications nowhave a question about “independent quali-ty verification.”

� Major insurers are slashing field claimspersonnel head counts and overhead costsnationally.

� The same insurers spend tens of mil-lions on TV fighting for market share withpolicy pricing.

� The Carlyle Group, the world’s largestprivate equity firm, buys collision repairerService King.

� Month after month, a handful of mega-consolidators gobble up MSOs across thecountry.

If all that doesn’t jolt you out of a “dowhat we’ve always done” nap, try on thesethree scenarios:

The DRP nuclear option. Vehicle ownersare entitled to choose their own repairers…but they’re also entitled not to, as whenthey comply with insurers’ “suggestions”and become a DRP assignment. But they

can also make that free choice foran economic benefit. Two majorinsurers have already experi-mented with a premium discountoption or a lowered deductible inexchange for using their “net-works.” No appellate court is go-ing to uphold an insurancecommissioner’s interference in avoluntary, lawful civil contractthat’s conceptually no differentthan a health care PPO. Are youready for that little innovation?

The price earthquake. One (or more) ofthe mega-consolidators deliberately startstweaking the average repair order dollarseverity downward. If there was ever a mo-ment for that strategy, we’re hard upon it.Strave independents at their already ane-mic top line, and drown them in their over-capacity-driven, underabsorbed fixed cost.I see no reason why these giants won’t startsucking great chunks of volume off thestreet with aggressive pricing, i.e. severitynumbers irresistibly seductive to insurersstruggling with claims-side cost pressures.Price cut? Heavens, no! They’ll probablycall it a “volume efficiency allowance.” Forthe mega-consolidators, if there was ever amoment for that strategy, this is it: starve

By Dale Delmege


independents at their already ane-mic top line, and drown them intheir overcapacity-driven, under-absorbed fixed costs.

(Only in our isolated industrywould this seem like somethingnew. It has been a basic strategy inthe history of every market-domi-nant private sector entity sinceWorld War II. Volume absorbs cost,which funds share acquisition,yielding more volume, etc. In a half-empty factory, there’s a point onthat physical volume up-curvewhere you trade gross margin per-centage points for more-than-offset-ting real dollars at the operatingline. You only get it once per budg-et, but when the music stops, you’rebigger and your competitors aresicker, usually permanently.

Even if that move isn’t already intheir leveraged models, the secondthe Fed allows rates to start quiver-

ing upward, a couple of mega-con-solidators will have no choice. Hasit already quietly begun? You tellme. Know anybody who has lost aperfectly good DRP for no goodreason lately?

My point with these scenariosand the eight recent developmentslisted earlier is that the pressure onthe remaining independents whodo not change their operationalthinking will ultimately becomeunendurable. What can they do?In my view, several things. For astart, they need to take a hard lookat where they direct their energies.

The Quest » Many of us remem-ber fondly the scrappy heroes who“spoke truth to power” at CIC inthe late ‘80s and early ‘90s: SalDonzella, Franny Monaghan, MikePorcelli and many others. It was awonderful time. But I also remem-

ber a quieter group: the repairers inthe back row, nodding and smiling,who had “figured it out”: get thekeys, fix the car, get the money anddon’t go home angry. In the full-ness of time, working with exactlythe same insurers as everyone else,these are the guys who have donevery well. Behind each of thosesmiles was – and still is – a coldand unrelentingly tough competi-tor defending his own business.Ask the shops around them.

Today, a quarter century later, avigorous aggregation of repairersare organizing, speechifying andlobbying on how they are to bepaid by insurers, just as if it wasstill 1989. With the exception ofthe few whose paychecks are per-petuated by keeping the fight(any fight, actually) alive, many ofthe finest men I’ve ever knownare still deeply involved and com-

»|Viewpoint |«


mitted. My heartfelt sympathiesare with them.

But I am a realist. I’ve beenwaiting since 1948 for Clevelandto win another World Series, but Iknow the difference between whatI like and what is likely. “TheQuest” is great righteous fun, but Ihave trouble visualizing a victoryscenario. How does any businessbenefit by joining with its owncompetitors to make their com-mon revenue sources their com-mon adversaries?

An Alternative View » It’s notjust that it won’t work; it’s a falsesubstitute for calm, critical, small-business strategic clarity. Youpicked a profession where most ofthe money comes from fewer than30 companies and there are morethan 30,000 of you. The Americanmarket will never need even a

third of that to fix all auto claims.Ever.

There will be no growth in autoclaims, and probably a steady con-traction. Do you think the mega-consolidators will compete for thatbusiness ruthlessly, or do you thinkthey’ll announce a list of demandson insurers? There are situationswhere passionate convictions arenot a substitute for knowing whatyou’re doing.

If you own an independent bodyshop, or two or three, it’s my re-spectful opinion that you havesome serious thinking to do rightnow. It’s not your job or in your in-terest to save every person whoever picked up a tool to work on acar. It seems to me your first obli-gation is to protect and strengthena secure future for your family andyour employees’ families. I don’tsee how that gets done by going to

meetings and suing the peoplewho write the checks.

A Modest Proposal » Please givesome serious consideration to howto deal with the profound changesaffecting your business environ-ment and your future.

First, if you’re not up for what’scoming, get out while you stillhave something left of your money,your mind and your marriage. Inabout 15 minutes, you’ll be 70– that’s how fast it will seem tohappen. Take what you can getnow and live a happy, sensible lifein the time you have left. If youdon’t have the energy and the dis-cipline for the battle to come, stay-ing in will be like being forced toeat $100 bills at gunpoint until allyour money is gone. That said, ifyou’re staying in, here are fourthings to think about:

»|Viewpoint |«


1. You’re not a defense contractor.Unless you’re deliberately liqui-dating your business, stop incen-tivizing employees for findingways to increase the invoice. Itjust makes you more vulnerableto a competitor’s productivityand/or willingness to buy share.Instead, spend bonuses on em-ployees who reduce cost. Crawlover that P&L like a fly. Take ahard, serious look at lean manu-facturing. For awhile, anyway,you have a tactical advantageover the consolidator. As an on-site owner, you actually have atemporary tactical advantage overthe consolidator. You can attackcost in real time to fund any priceedge you may need. They have toreach out and execute amongdozens – even hundreds – of stillwidely dissimilar and as-yet undi-gested acquisitions. Use some ofwhat you find to ring up a de-tectable value difference for yourmost indispensable DRP. You willbe training for the big game.

2. If your shop is half empty,your costs are out of control. Youwill not survive what’s comingwhile renting, lighting and insur-ing dormant square feet and a sec-ond paint booth that some daysdoesn’t see a car. Either move to asmaller shop or fill your machinewith cars with aggressive pricingbased on productivity and incre-mental operating dollars. If thewhole price idea makes you a lit-tle queasy, please consider thatyour natural geographic marketalmost certainly contains triplethe nominal collision repair ca-pacity that it will ever need. Con-centrating the claims amongmuch fewer locations isn’t just anexperiment for the insurers; sheereconomics is forcing it on them. Ifyou’re unwilling or afraid to be-come a tough, formidable com-petitor to protect your family’sfuture and your employees’ jobs,no one can help you preserveyour business. Put on your jam-

mies and I’ll read you a story. Noone will be able to help you pre-serve your business.

3. Lone wolves die young.Create an alliance or join one.Make sure it’s with other repairerswho are determined to inherit theauto claims on sheer business mer-it: providing value. Become part ofwhat the insurers have to have,and will obtain somewhere fromsomeone.

4. No one I know believes wehave even half the equipment,training and space-age qualitycontrols needed to fix – correctlyand safely – a million 21st century unibodies a month. Themajor insurers are acutely awareof this, but if you wait for them tosay it aloud, you’ll wait forever.Risk aversion is their business.Clean restrooms won’t cut it any-more. They’re going to select (andunselect) DRPs on the basis of rig-orously documented equipmentand training to fix cars properly.They have nothing to lose andeverything to gain. Get yourself inthat position.

Have the Future You Earned »Virtually without exception, theshop owners I have met andworked with over the past 24years in 40 American states arethe hardest-working, most hon-est, modest, bravest people I’veever been associated with. I justwant you to have the future youhave earned. BSB

Dale Delmege served as senior VP,sales, marketing and R&D, and exec-utive VP, operations, at Mitchell International. Prior to its sale, he wasalso a principal in AutocheX. He wasCIC chairman from 2000-2001,founder, director and past chairman ofCIECA, founder and past director ofthe National Auto Body Council, andan elected member of the Hall of Eagles. In 2001, he was appointed Life-time Member of the Society of CollisionRepair Specialists.

»|Viewpoint |«


Track Talk

Pickup-truck lovers never had itso good.

When Toyota unveiled thenew 2014 Toyota TundraCrewMax at the 2013 ChicagoAuto Show in February, theredesigned truck made bigwaves with its new, larger-than-life, chiseled persona.

“Toyota prides itself on lis-tening to its customers, and thedevelopment of the 2014American-born Tundra is a per-fect example,” said Bill Fay,group vice president and gener-al manager, Toyota Division.

The 2014 redesign representsthe first major change since thelaunch of the current genera-tion in 2007. Per consumerfeedback, Toyota gave the newgeneration Tundra a more chis-eled exterior and refined interi-or with easy-to-use technology.

Combined with perform-

ance enhancements, the all-new Tundra is more of whatmotorists want in a full-size pickup, in addition to what they need. Translation:upgrades galore.

Among them, Toyota design-ers increased the size of thefront fascia and tightened upthe character lines to punctuateTundra’s pulling power.

For improved performance,shock absorber valving hasbeen re-tuned to improveTundra ride quality over harshsurfaces.

Visually speaking, thechrome grille has a taller, bold-er look, visually connecting theupper intake to the lowerbumper. The front lowerbumpers are now a three-piecedesign, while the fenders andwheel wells have been squared-off for a wide, sturdy stance.

The integrated spoiler in thedeck helps with fuel efficiency,while the tail lamps express atool-like quality to match theappearance of the body.

An all-new bed design helpscarry the chiseled characterlines all the way down the pro-file, leading to a rugged newbed and tailgate.

Perhaps best of all, passengercomfort was improved with anall-new front and rear seatdesign with improved frontseat ventilation. CrewMax rearseats are now foldable for addi-tional cargo carrying capability.

The interior is equippedwith an all-new instrumentpanel any gearhead wouldenjoy, plus a number of seg-ment firsts, including a newblind spot monitor with rearcross traffic alert and standardBluetooth.

The new 2014 Tundra willreach Toyota dealers inSeptember. And that’s just intime for the redesigned truckto take center stage at one of

NASCAR’s most popularevents – NASCAR ContendersLive Sponsored by Toyota &Sprint – just days before thefirst race of the 2013 Chase forthe NASCAR Sprint Cup atChicagoland Speedway.

NASCAR Contenders Live,which will feature the Top 12Chase for the NASCAR SprintCup drivers, will take placeSept. 12 at the Grand Ballroomat Chicago’s famed Navy Pierfrom 1:30-3 p.m. CT.

In conjunction with theevent, Toyota is giving onelucky pickup aficionado thechance to take home the new2014 Tundra CrewMax.

“NASCAR Contenders Livegives Toyota a grand stage onwhich to connect with thefiercely loyal NASCAR fanbase,” said Keith Dahl, Toyota national manager ofmotorsports and engagement marketing.

While the Top 12 NASCARdrivers lay out their strategies toclaim the ultimate prize – aNASCAR Sprint Cup Serieschampionship – a luckymotorist will drive away withthe ultimate prize: the all-new Tundra.

Enter to win the new 2014Toyota Tundra CrewMax nowthrough Aug. 23, 2013, plustickets are available starting at$10 by visiting NASCAR.com/contenderslive.

For fans following NASCARContenders Live Sponsored by Toyota and Sprint on Twitter, use the hashtag#BeAContender.

#BeAContender: Drive Homewith the New 2014 ToyotaTundra CrewMax

By: Kimberly Hyde, NASCAR

Follow NASCAR Performance on Twitter and Facebookwww.twitter.com/NASCARauto ■ www.facebook.com/NASCARPerformance

COVER STORYCOVER STORY

Mark Cipparone has conquered Philadelphia-New Jersey with his five-storecollision operation, and now he hopes to conquer the world of boxing as

manager of lightweight contender Tevin Farmer.


Knocking theCompetition

By Jason Stahl

I’m sitting in Mark Cipparone’soffice listening to the bass beatof a rap song thrumming throughan adjacent wall. Behind me is

the office of his videographer, strewnwith cameras, wires and other stuffI’m too technologically incompetentto identify. Videos play on a loop onflat screens all around me, with someset to hip hop music.

I also hear the faint sounds of ex-ertion, someone pushing air throughclenched teeth as if they’re partici-pating in a rigorous workout. That’scoming from the boxing training fa-cility Cipparone recently built on tothe corporate headquarters of Rocco’sCollision Centers in Blackwood, N.J.And I have to wonder: am I reallysitting in the headquarters of a col-lision repair operation, or some sortof entertainment/talent agency?What’s the deal here?

And then there is the don. Theking. The big man himself, Cip-parone, sitting behind his desk andlooking very much like a rap staror entertainment mogul with hispolished bald head and trendy sun-glasses. Everything matches, fromthe red of his sunglasses, to his red

COVER STORY » KO’ing the Competition


Rocco’s Collision CentersLocations: Sewell, N.J.; Blackwood, N.J.; Berlin, N.J.; Reed St., Pa.;

Snyder Ave., Pa.

Established: 1957

Square Footage: 10,500 (avg.)

Owner: Mark Cipparone

No. of Employees: 53 (5 estimators/shop managers, 5 front office, 5 painters,

20 body techs, 6 detailers, 1 production manager, 1 regional manager,

1 regional controller, 1 corporate development, 1 IT maintenance, 1 glass

specialist, 1 videographer, 1 janitorial, 3 drivers

Repair Volume/Cars per Month: 250

Average Repair Cost: $1,642

DRPs: State Farm, Progressive, Travelers, Allstate, AAA, Nationwide,

New Jersey Manufacturers, Hanover, American Commerce

Out

and blue-striped belt and red, whiteand blue golf shirt, blue pinstripedpants and blue shoes. He is as muchof a billboard as his elaboratelypainted Hummers and pickuptrucks that advertise his collisionbusiness. But that is Mark: bold,detailed, neat, showy, patriotic andproud. Proud of the country thatgave his dad, Rocco, the opportunityto start a thriving body shop indowntown Philadelphia, and himthe opportunity to grow it to fivestores, dominating the NewJersey/Philadelphia area.

A New Venture » Cipparone’s forayinto the boxing universe began sim-ply from an effort to help one of hisloyal employees, Mel.

He first met Mel 30 years agowhen Mel’s dad, who worked forthe original Rocco’s shop, decidedto bring Mel to work. Every otherSaturday from that point on, Melwould visit the shop, eventually do-ing odd jobs here and there. Today,Mel is Rocco’s head painter andprobably the most dedicated em-ployee they have, hardly ever takingtime off.

Behind the BaysEstimating System: CCC One

Management System: ProfitNet

Spraybooth: 6 Global Finishing Solution, 1 Binks, 3 Spray Tech

Total Lifts: 8 Rotary

Measuring/Dimensioning System: 2 Car-O-Liner Vision, 3 Chief Velocity

Welding Equipment: 5 Pro Spot, various Miller and Lincoln welders

Paint Mixing System: Axalta Coating Systems

Paint: Axalta Cromax Pro

One day, Mel approached Cip-parone and asked if he could helpout his brother, Tevin, who aspiredto be a professional boxer. At thetime, Cipparone was busy withmany different business venturesand didn’t have the time to devoteto yet another one. But Mel per-sisted, and months down the road

asked Cipparone again for his assistance.

“I finally had some time, so I satand talked with Tevin, and by theend of the meeting, I fell in lovewith the person Tevin is,” says Cip-parone. “I had no clue whether hewas a legitimate boxer or not; I justknew I was interested in him. My

only purpose at that point was tosee if I could help this wonderfulperson I just met reach his goal inlife, which we are now on a journeytoward. After spending a lot of timewith Tevin’s family, it was a greatsurprise to find out that not onlywas Tevin the great individual Ithought he was, but that he had thissuper talent and natural athletic abil-ity. And his goals are now my goals.”

Big Learning Curve » Cipparonedove headfirst into learning every-thing he could about boxing andmanaging fighters, spending 14 to16 hours a day trying to understandit. Eight months in, Cipparone be-lieves that because of his dedication,he’s probably further along the learn-ing curve than some people whohave been in boxing for years.

“I might not be the ultimate experttoday in boxing, but what I am anexpert in is developing a team andbringing greatness together and un-derstanding how to get that,” he says.“The plus side is that I’ve been ableto surround myself with some of thesmartest people in boxing very quickly.To take advice and act on it is some-thing I do well. Being someone’s busi-ness manager shouldn’t be takenlightly. I understand that every stepalong the way can be critical in [TevinFarmer’s] career, so I move wiselyand with great precision.”

COVER STORY » Knocking Out the Competition


A local aspiring boxer works out at the gymat Rocco’s Collision.

Immersing himself in the boxingworld, Cipparone had the great for-tune to meet light-welterweightworld champion Danny Garcia, whohappens to live in Philadelphia. Hemet him through a photographeracquaintance, and the meeting re-sulted in Rocco’s signing on as oneof Garcia’s sponsors.

“To have Rocco’s sponsoring theworld champ and me breaking intothe world of boxing at the samemoment created a phenomenal dy-namic for my company,” Cipparonesays. “The whole company has anew life because we built this boxingring and private gym for Tevin, andnow we’re sponsoring the worldchamp Garcia.”

Teaming up with Garcia gaveTevin the opportunity to spar withhim many times, which proved tobe great experience for the youngand upcoming fighter.



Tevin Farmer (right) squares off with another boxer during a sparring exhibition May 17 atRocco’s corporate headquarters.

“That experience was more valu-able to Tevin than the experience hehad in his entire career, becausewhen he walked out of the gym thatday, he was able to say he sparredwith the world champ, and that’samazing,” Cipparone says.

Tevin “The American Idol” Farmerwon his last fight by TKO over VictorVasquez in the eighth round in June,making his record 11-4-1. Accordingto Cipparone, once he reaches 15wins, he will be challenged by boxers

in the Top 10, and that’s where themoney is. And while Cipparone thebusinessman would love to see areturn on his investment, he saidit’s not just about the money.

“It’s about helping Tevin reachhis goals in life and get to his dream,which is to be world champ.”

Cipparone says the excitement ofboxing and molding a young man’sfuture has gotten into his blood.He has really embraced thepageantry, hype and adrenaline of

the matches, and the camaraderiefelt among his team.

“When I’m in the back room andwe’re getting ready to walk out, thatlevel of [Tevin’s transformation froma gentle human being to a monsterin the ring] is something I can’t getenough of,” he says. “There are somegreat moments in that room. Andwhen we come out, we’re so firedup that I know when Tevin walksinto the ring he’s 10 times strongerdue to the dynamic that happensamong all of us.”

Cipparone has since signed an-other fighter, Eric “Outlaw” Hunter,who is 17-2 and more than likelywill fight for the world title in Sep-tember. If he wins, he’ll be rankedNo. 10 in the world.

“What this team needs and everyteam needs is people who care andare qualified to react and act onevery circumstance,” says Cipparone.



“After spending a lot of time with Tevin’s family, it

was a great surprise to find out that not only was

he the great individual I thought he was, but he had

this super talent and natural athletic ability.

And his goals are now my goals.”

“If you want to be a world champor at the top at anything you do,you better be ready to make greatdecisions, and make them often.”

Crunching the Numbers » Cipparone hopes he is as successfulwith boxing as he has been withcollision. He credits his success inthe auto body world to many things.One is starting out as a technicianworking for his father, then managingthe original store. He doesn’t claimto have any fancy business education,just an attention to the “numbers.”

“I was maybe one of those me-chanics or people who had minimalbusiness skills other than knowingthe ins and outs of collision as far asfixing cars,” he says. “For me, sta-tistics was where it was at. Do I

have a tolerance level that goes be-yond where it should at moments?Absolutely. But when I want to bringit back to a palatable, profitable ex-istence, I go to the statistics. If youdon’t manage your company by sta-tistics, at the end of the day, youwon’t have a company.”

The numbers at Rocco’s getcrunched weekly, not every 30 daysor every quarter. That way, if theycatch something in the first sevendays, they can maybe make it up inthe next three weeks.

Keeping It Light » Cipparone likesto have fun, and believes it’s an in-tegral part of his company’s success.


Meeting rooms like this at Rocco’sheadquarters shows the style and attentionto detail Cipparone has bestowed on thebusiness.


“The whole company has a new lifebecause we built this boxing ring

and private gym for Tevin.”

Whether it’s hosting a ’70s discoparty or videotaping everyone danc-ing crazily and putting it onYouTube as part of the “HarlemShake” craze, he likes to keep thingslight and feels it contributes to ahappy environment.

“Everyone knows I’m a silly guyand I like to have fun,” he says. “If

you worked for me in my shop, youwould never work harder in yourlife, but you would never have ahappier day as well. I make everyonehave fun, although everyone knowshow serious I hold this company.”

Cipparone says fun is a great thingif you know how to use it. He’s alsonot scared of being friends with his

employees because he believes hehas the ability to walk the fine lineof being both a boss and a buddy.

“I’m friends with everyone and Ican have them over for dinner andwe can go out for drinks no matterwho in my company it is,” he says.“But the second I say it’s time to beboss, I’m their boss. But it’s a veryhard thing to train, show or teachsomeone to do. As I get older in life,I realize it makes me very unique –and also allows people to stay inmy company for a long time.”

Bonuses » When I asked if he givesout bonuses to employees, Cipparonesaid he can count on one hand howmany he has given out in the last 12years. The reason, he says, is becausehe pays extremely well.

“I know people incentivize in dif-ferent businesses, but I think I keepa team together good and strongand connect at that level,” he says.“But more importantly, there is amutual respect for where they needto be in this organization to keepthings moving along.”

What it comes down to, says Cip-parone, is that you either get a raiseat the end of the year or you don’t.He figures that with all the long-term employees he has, he must bedoing something right.

“I’ve been consistent [in payingpeople] in that if you improve onwho you are from last year, youwill be in line for a raise,” he says.“I have not done anyone any in-



Cipparone is theking of promotion,so true to hisform, headvertised hisDisco Inferno’70s-themed partythroughout hiscompany.

justices ever based on their per-formance, and that is a word that’sspread throughout the company.Nobody talks salary; they’re notsupposed to. But everyone knowswho I am as an employer. I comethrough for the right people, andthey motivate themselves.”

Marketing » One would think thathaving 23 DRPs, Rocco’s Collisionwouldn’t need to advertise. In fact,a glut of DRP work in the pastseemed to kill the marketing spiritof many shops, and then when thatDRP work dried up, they were introuble. Not Rocco’s.

Cipparone would probably admithe’s flashy and showy and proudof his shop. That’s why he some-times has three to four billboardson major highways at one time thatget seen by 90,000 people daily. Headmits that he got taken advantage

of when he first looked into billboardadvertising, realizing after the factthat he could have bought the prop-erty the billboard was on for $60,000rather than spend $60,000 on vinylthat he wouldn’t own and thuswould be replaced or taken downat some point.

“One person told me not to do it,but I just had to be on the frontier,”he says. “There were so manynaysayers. But still I took a chance,and I don’t know if it helped or notbut I do know that everywhere Iwent, people would stop me andtell me they saw the billboard. Itmay have felt special and important,but soon enough, that translatedinto more business.”

Cipparone is obviously proud ofsome of the ads his team has comeup with as they are displayed inlarge black-and-white posters inone of his shops. One shows the

inside of a sparkling clean spray-booth, and it simply says: “Auto-body ER.” Another shows abeaming young boy being handed



One of Rocco’s clever advertisements,giving customers the impression that theydo work you could fall in love with.

his toy car by his dad, and it says,“Rocco’s Collision: the best guy tofix your toy since dad.” Still anothershows a beautiful woman who looksas though she is about to plant apassionate kiss onto the hood ofher car. It says: “Developing strongrelationships.”

“All of these ads in different mag-azines and TV and now boxing ven-ues have made us the mostwell-known shop in the tri-statearea,” says Cipparone.

His 36 company vehicles rangingfrom pickup trucks to Hummers toSUVs to sedans are all wildly painted

and customized and draw looks allover town.

And then there are the YouTubevideos: one showing his techniciansand crew doing the “HarlemShake,” a wild dance touched offby a rap song that millions of peopleworldwide emulated when it wentviral this year; Cipparone gettinghis beard shaved off at a local bar-ber; Cipparone getting a tattoo; aholiday greeting from variousstaffers; and many others. Cip-parone himself is self-promotional,and that carries over to his business.And while to some it might seemoutlandish or a cry for attention,he says it’s all for the greater goodof the business and having fun. Hesimply says, “I am not conventionalby any means.”

All About Image » From the floorsto the desks to the walls, all of Rocco’sshops are immaculate and sharp. It’sas though no detail has been neg-lected. There is even a custom caron a rotating floor in the Blackwoodfacility. Cipparone believes thisthought to the image they portraygives them “free opportunities.”

“I’m one of those people wholikes the free opportunities it givesus,” he says. “When you meet some-one for the first time, before theysay any word you see they’re cleanand dressed sharp. I more than en-courage my staff to stay sharp, andthat is one free opportunity. Maybethere is some forgiveness for a sharpindividual, and maybe also whenthere is a granite floor and coun-tertop. But I’m not necessarily look-ing for forgiveness because I holdeveryone to the highest level ofcustomer service and satisfaction.I want all that image there. We’rein your face. We’re flash all theway, but you can’t be flash and notback it up. We’re not cocky and ar-rogant, we just want to be recog-nized and known. Our competitorsmay not like that, but that’s whowe are: loud and proud and just asstrong to back it up.” BSB



By Mitch Becker

Changes in vehicle designhave created some inter-esting challenges in thecollision repair industry,

such as finding the proper repairprocedure for the specific vehiclebeing repaired. Another challengeis making sure the technician follows that procedure.

With the introduction of high-strength steels, we had to start reex-amining the “old” ways of doingthings. Are the old ways still appli-cable with the new, stronger steelsand the automakers’ increasing useof them to where they’re comprisinga larger percentage of the metalsused in vehicles? The old ways maybecome obsolete very quickly.

Straightening » Yet another chal-lenge these advanced metals presentis straightening. The vehicle manu-facturers’ procedures and I-CAR’sSPS07 class show us how strongthese parts are and how heat affectstheir strength.

A major concern for any technicianrepairing vehicles with these high-strength steels is collateral damage,

or the damage to parts not damagedby the collision but by the repairprocess. Some damage may be un-avoidable during the repair. Damagealso may be due to technician errorin planning. When extremely strong

steels are being straightened or avehicle is being pulled to correct di-mensions, anchoring points or ad-joining parts may be damaged fromthe force required to straighten thedamaged parts. In many cases, this

TECHNICAL

Using a torch to heat and straighten frame rails can compromise the structuralintegrity of today’s advanced metals. Cold straightening with an induction heateris the better choice.


This is a bent rail where heat could be applied. Damage to the tube will require sectioningof the rail. Here, heat would not be much of a factor to consider.

collateral damage may be avoidedthrough proper planning.

Stronger Steels » The steels beingused today are much stronger. Withthis strength, there has been a changein the brittleness of the steel. Thestronger the steel, the more brittleand prone to cracking it is during

collision and the repair process. Thiscould make for dangerous snappingof parts while on a frame rack. Thepractice of using safety chains orcables while pulling is somethingfew shops practice.

A common practice to make steelmore pliable and easier to work withis to apply heat. This practice used

for straightening frame rails hassaved many vehicles from the salvagecycle. With high-strength steels, thismay not be a recommended proce-dure on metal that is not to be re-placed. Heat may damage the steelstrength and possibly produce a dis-astrous effect if the vehicle were tobe involved in another crash.

The procedure of “cold straight-ening” or not using heat is becomingthe norm on many frame rails andreinforcements. In this procedure,heat is used in the repair but it maybe limited in temperature and/ortime heated.

The statement “cold straightenonly” requires that if heat was or isapplied, the part must be replaced.This would include steels not in-tentionally heated during repairs.Looking up welding and repair pro-cedures is critical in today’s repairindustry. Reference car manufacturerwebsites for heat recommendations.Also, take a look at I-CAR classesDAM08, SPS07, SPS01, SPS02, SPS09,GEN03, FOR05, TOY01, HON01,WCS04 and the new SPS10 this year.

Replacement » What if the steelin question was not to be part of therepair but be replaced? May heat beused then? The answer is yes andno. Confusing, but true. Heat maybe used, but it must be used in acontrolled fashion. This means theHeat Affect Zone (HAZ) needs tobe addressed.

TECHNICAL » Feeling the Heat


Here, heat might be factor to other parts ifnot regulated to control the Heat Affect Zone.

Heat from sources may be hardto regulate or control. This heatwould radiate out and possibly dam-age surrounding parts. A technicianneeds to address these concerns be-fore applying heat of any kind tostraighten steel, including:

� Is it recommended?: Lookingup the information on manufacturerwebsites or ALLDATA, CCC, Au-datex or Mitchell is a good place tostart. If heat is allowed, how muchand how long must be addressed.

� Adhesives: Are there any adhe-sives in the area that could be dam-aged or catch fire?

� Foams: Are there any foams inthe area that could be damaged orstart on fire ?

� Corrosion protection: Will thetechnician destroy the corrosion pro-tection in the area heat is to be ap-plied? The area must be accessibleto reapply corrosion protection if damaged.

� Monitoring HAZ:Temperature crayons andpaints or a non-contactthermometer should beused to not allow heat toradiate into parts that arenot to be replaced.

Applying Heat »Applying heat to dam-aged parts can be donein numerous ways. Thetwo most common areopen flame via an oxy-acetylene torch or even propane,and induction heating. Each hasadvantages and disadvantages.

Oxyacetylene is a cheap and fastway to produce heat, and is fairlyportable and familiar to most tech-nicians. One of the drawbacks isthat heat from the torch is appliedto the surface, and the heat must ra-diate into the steel to allow for move-ment. This same heat also radiates

outward at a rapid rate, which canbe difficult to control and could heatoutside the area desired. It couldhave some damaging effects on sur-rounding parts. The open flame alsoraises concern for fires and injuries.

Induction heaters are not neces-sarily new, but less familiar to tech-nicians. An induction heater usesan RF or magnetic field to createheat. Due to the heat radiating from


Here, heat from straightening or welding could damage orignite foams in hidden areas.


within the metal and the magneticfield being very narrowly focused,it’s easier for technicians to controlthe heat. The magnetic field may

also be moved to create a largerHAZ if needed.

The time it takes for an inductionheater to heat the metal is consider-ably short, which helps limit thedamage that could be caused byheat radiating outward. Many ma-chines can achieve up to 1,300° F inseconds. With a non-contact ther-mometer, a technician can controlthe HAZ fairly easy. Once the metalis softened, the collateral damageor stresses on undamaged parts oranchor points of the vehicle are dra-matically reduced. The speed andcontrol make this an easy processfor shops.

Other Uses » Induction heatersalso have other uses that make themvaluable tools. One is loosening orworking with rusted or seized fas-teners. Unlike a torch, inductionheaters can be focused just to a nut

or fastener without heating sur-rounding parts. They can also removemoldings or emblems.

As with any tools, there are somecautions. When removing an emblemor molding, be conscious of what’s



Using an induction heater or a torch wherethe outer, inner and reinforcement all cometogether could damage HSS and UHSS.Also, adhesive used in weld bonding onmany vehicles would be released – all ofwhich could possibly compromise vehicleintegrity and corrosion protection.

This is a good place to use heat to makestraightening easier as all the metal will bereplaced during sectioning. Caution shouldbe used to not let heat radiate past thesection joint.

on the other side. Flutter foams indoors or adhesives will release onboth sides of the heated surface.

Many induction heaters can re-move glass as well. The coil is usedon the outside of the glass, and themagnetic field travels through the



Induction Heaters: Multi-Use Tools

Steve Gough more than anybody knows

the value of induction heating on

today’s advanced materials. As vice presi-

dent of Induction Innovations, he has

seen firsthand the benefits of going

flameless when straightening.

“As far as the advanced metals, you

have to watch the temperature you get

up to because, if you heat it up too much,

you're going to change the molecular

structure of the metal,” says Gough.

“That’s why it’s even more important to

reference the manufacturers’

recommendations.”

Induction heating is much safer than using an oxyacetylene

torch, says Gough, for a variety of reasons. But he also

understands why some in the industry won’t let torches go.

“There are definitely some old-timers out there who

have been using a torch long enough that they've perfected

it, but it's not a perfect tool,” he says. “You can heat other

things nearby and you can start fires. There was one shop

in California that lost their shop several years ago to a fire

that was started by a torch. Several months later, they

heard about our product and they were kicking themselves

in the butt.”

Gough says shops that ditch the torch can also benefit from

saving 15 percent or more on their insurance premiums.

Another benefit to induction heating is the many appli-

cations beyond the safe straightening of advanced met-

als that it offers. Examples include the removal of

adhesively bonded parts, paintless dent repair (as long

as there isn’t a crease in the metal) and the removal of

rusted nuts and bolts.

“You can literally heat up a nut right next to a fuel line

because that field goes to the nut that’s inside the coil,”

Gough says. “We can heat up a 3/4-inch nut cherry red in

about 15 seconds. With bolts, it's a different procedure in

that once you heat them up, they expand and then you have

to wait about 15 minutes for them to cool back down. Then,

you can zip them right out.”

Induction heating also eliminates the use of chemicals that

are bad for the environment. For example, with side molding,

you would traditionally rip it off and then soak it in chemicals

to remove the foam backing.

“What do you do with the chemi-

cals when you’re done?” Gough

asks. “Our method doesn’t use

chemicals. It takes off the foam

backing with the molding, leaving

the sheet metal clean.”

So why hasn’t every single shop

caught on to the multi-use advan-

tages of induction heating? Gough

has a few theories.

“The OEM repair procedures are

still being discovered and acknowl-

edged,” he says. “The OEMs cannot

tell you every way on how to fix their

own vehicles, but they will approve

some of the best ways that shops

are doing it, so they're still looking

into a lot of that and we're working

with them now to do that. How do

we reach out to people? There isn't

necessarily one simple answer on

how to change it all, other than to

just start talking about it more.”

Steve Gough

non-metallic glass and heats thepinchweld. This heat releases thebond of either the primer, paint orurethane, whichever releases first.When removing glass from a salvagevehicle or from a total loss, the pro-cedure is pretty straightforward.When doing an R&I of glass, thereare some precautions techniciansneed to be aware of.

Glass R & I » Why is glass to beR&I’d? If for the replacement ofsheet metal, such as quarter panelsand roofs, induction heaters are anexcellent choice. For panels not tobe replaced, we need to look atother issues:

� Heat applied to the steels. Willthe tool create too much heat anddamage high-strength steels? Is thereultra high-strength steel reinforce-ments welded into the zone?

� Will heat damage these welds?

� Will other adhesives not to beremoved be affected?

� Is the paint original? � Is the roof or panels attached to

the steel aluminum or magnesium?These questions must be ad-

dressed before using any type oftool that creates heat. Glass may beremoved to replace the roof, butwill the reinforcements welded inthe HAZ be compromised? Are thequarter panels to be removed? Ifquarter panels are to remain, willheat affect these steels?

Many vehicles are manufacturedusing weld bonding, or squeeze typeresistance spot welds with adhesive.The adhesive adds to vehicle rigidityand is a major part of corrosion pro-tection. When the glass adhesive,body primer or paint releases fromthe heat generated, so does the ad-hesive on the other side of the pinch-weld. Once this adhesive is released,

the integrity of the vehicle may becompromised directly or indirectly.While removing a windshield, a roofpanel that’s adhesively bondedwould also be removed. This mightnot be the desired outcome.

Primers and paints might also beaffected by heat. If a technician isn’twatching closely, the paint may blis-ter. If the paint doesn’t blister andthe glass is removed, the primer orpaint may be still on urethane that’sstill on the glass. Compromising theprimer and paint would require thepinchweld to be completely sandedto bare metal and primed with anepoxy primer. Follow manufacturerguidelines as to proper proceduresfor pinchwelds regarding glass. Thematerial is also covered in I-CAR’sGLA02 course. Failure to follow thecorrect procedures could cause pos-sible leaks or failure to hold the glassin the vehicle.

Proper Training » As with anytool or procedure, a technician prop-erly trained or educated on properrepair procedures and considerationswill have consistent quality repairs.Failure to recognize the proper useof tools and failure to follow properprocedures can cost time, labor andcustomers…none of which any ofus can afford. BSB

Mitch Becker is a technical instructorfor ABRA Auto Body & Glass. Contact him at (763) 585-6411 or [email protected].



Using heat to remove back glass wouldpossibly damage the plastic mounts for thetaillight or third eye light. Also, adhesivewould be released that’s needed for theweld bonding. This glass was removed for painting.


ProductSpotlight

The NP-3 Plastic Welder is very easy to usewith a very short learning curve. The repairprocess is faster than any other plastic repairmethod. With the NP-3, you can create mount-

ing tabs or repair broken tabs on headlight inserts,etc., even on plastics other than automotive parts. Of-ten, a broken tab requires replacing an entirebumper, which involves the possibility of aftermarketparts being installed. Keep the original and save oncosts! Insurance companies want it repaired to keepreplacement costs down, preventing further possiblelosses. More and more plastics are being used in to-day’s automobiles to reduce their weight, so be pre-pared for more plastic repair opportunities in thefuture – repair instead of replace!

The NP-3 plastic welder is designed to use nitrogengas as a heating source. By using nitrogen instead ofcompressed air, we accomplish a much cleaner bondof the plastic with no contamination such as oxygen.The weld strength is much stronger than using air orany adhesive. By melting the plastics and fusing therepair with the same material as the base material,there is no contamination or oxidation problems, thusachieving very strong repairs.

The unique feature with the NP-3 is that it is designed to save nitrogen gas costs. Because the unitrequires a constant flow of air through the heatingtube (or it will overheat and damage the heating ele-ment), the NP-3 blows compressed air through thegun until you push the weld trigger. Then, it automat-ically switches to nitrogen gas.


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Repair Them!

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Toll Free: 1-877-PRO-SPOT (776-7768)


BUSINESS

“Everyone lives by selling something.” — Robert Louis Stevenson

Winning the KeysEstimators must sell first, estimate second in order to convert the person with a damaged vehicle into apaying customer.

By Hank Nunn Acustomer enters the office of a localcollision center, approaches the counterand says, “I need an estimate.”

The receptionist places her hand over thephone, nods to the customer, picks up theshop’s PA and says, “Bob, estimate up front.”She turns to the customer and says, “Bob willbe right with you. Have a seat.” Then shereturns to her phone conversation.

Bob comes up with an estimate pad andasks the customer, “You the one who wantsan estimate?”

“Yes.”“Which car is yours? Where is it hit? Who is

your insurance company? Oh, I need yourname for the estimate.”

“My name is Beth Jones. It’s the silverHonda. I hit a pole with the right front andI’m insured by Steak Form Insurance.”

“Got it. Give me a few minutes and I’llhave that estimate for you,” Bob remarks ashe walks out the door with clipboard in hand.

A few minutes later, Bob returns to Ms.Jones and hands her an estimate for $1,700.

“Here you go, Ms. Jones. I see about $1,700in damages. Could be worse depending onwhat we find when we take it apart. Give thisto your adjuster and call me when you’reready to get that fixed. I’ve stapled my card tothe estimate.”

And so it goes. Ms. Jones walks away withan estimate. That’s exactly what she askedfor! But she still needs to have her Honda re-paired. Bob did not get her commitment to re-pair the vehicle. He simply wrote an estimate.The shop did not get the repair. Body andpaint techs did not get to earn their flat rate.Bob did not earn a commission. When asked,Bob will probably blame the loss of the saleon Steak Form and their DRP.

“Doesn’t Happen Here” » Many of us readthis and chuckle, knowing, “That doesn’t hap-pen here.” But it probably does! A couple Au-gusts ago, my daughter’s late model Toyota

was hit in a parking lot. I asked her totake it to a few shops for estimatesand let me know what happened. Aversion of the above scenario happenedat each of the four shops she visitedfor an estimate. Not one estimatorasked for the keys! No one followedup! In mystery shopping samplesacross the country, the above scenarioplays out time after time.

Most collision centers assign the re-sponsibility for selling repair work tothe estimator. Estimators need to un-derstand that their job is to sell first,estimate second. Estimators don’t getpaid by their estimate volume; theyget paid for their sales volume.

We have to win the keys. Once we’vewon the keys, or gained the customer’scommitment to allow our shop to repairtheir vehicle, we can write damageevaluations, work with adjusters, orderparts, repair vehicles, deliver to cus-tomers and get paid. Successful collisioncenter estimators understand that sellingis a process, and their job is to managethe sales process.

There are many sales seminars,books, CDs and DVDs available on-line. If you prefer collision-specificsales training, that’s also available(insert shameless plug for my “Backto Basics Selling” seminar here). Butselling is selling. The process for

selling collision repair is not muchdifferent from selling anything, fromcars to dental work.

The Sales Process » The sales processis composed of six steps:

� Qualification� Presentation� Close� Educate Objections� Close� SatisfactionClosing a sale is simply obtaining

the customer’s commitment to haveyour facility repair their damaged ve-hicle. While closing the sale is the thirdand fifth step in the sales process, theclose can happen any time. Every greatsalesperson knows that if you don’task for the sale, you probably won’tget it! So, throughout the sales process,remember the ABCs of selling: AlwaysBe Closing!

Find ways to ask for the job severaltimes during the initial customer in-teraction. Use phrases such as: “WouldTuesday be a good day to bring thisin, or would Wednesday be better foryou?” or “May I call your adjuster foryou and schedule a reinspection hereat the shop?” These are “soft” closingquestions that can be asked at anytime during the process to obtain thecustomer’s commitment.

After asking a couple of “soft” closingquestions, go ahead and ask somemore pointed closing questions suchas: “May I schedule your repair fornext week?” or “All we need to getstarted is your signature right here onthe RO” or “Mrs. Smith, I would behonored if you would allow me tohandle the repairs to your Honda.May I repair your car?”

I don’t suggest pounding the cus-tomer with closing questions like aused car salesman, but go ahead andask for the job several times during theinitial customer interaction. Most saleshappen after the customer has beenasked more than one closing question.

Step 1: Qualification » Qualificationis the first and most important step inthe sales process. It allows you to builda relationship with the customer andconduct a “needs” assessment, andforms the foundation for the ultimatesale. Remember, the customer askedfor an estimate, but she needs to haveher damaged vehicle repaired!

In Bob’s example above, the quali-fication consisted of asking, “Who areyou, which car is yours, who has yourinsurance?” Then, he left the customerto generate the estimate. No wonderhe didn’t get the job; he didn’t addressthe customer’s real needs! Qualification

BUSINESS » Winning the Keys


For the past 27 years, we have spe-cialized in welding and cuttingsolutions for collision repair, andoffer a complete line of welding

and cutting equipment with the mostOEM approvals. The right equipment cansave time and money. Cebotech’s line ofwelding and cutting equipment can saveyou time and improve your bottom line.Cebotech’s OEM-approved welders andplasma cutters will help to make the jobeasier, quicker, and right the first time.From the fully automatic market-leadingTECNA Smart-Plus spot welders andCEBORA Double-Pulse Mig welders foraluminum and plasma cutters, Cebotechhas the right equipment for your shop.

Cebotech offers a complete line of equip-ment for welding aluminum, Mig brazing,ultra high strength steels such as Boronand dual phase steels, dent pulling acces-sories and SPR tools.

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allows the estimator an opportunityto conduct an analysis to discover thecustomer’s unique needs.

If the customer’s primary concernis the availability of substitute trans-portation, why spend time discussingcolor match? It would be better toarrange a rental car, get the customer’skeys and repair their car.

Collision customers want empathy,trust and direction. They want you tocare about them and demonstrate com-passion for their situation. They needdirection (as collision repair isn’t some-thing they’re familiar or comfortablewith) and they want to feel that theycan trust you to fulfill your promises.This is best done during the qualifica-tion step of the sales process.

There are many ways to qualify acustomer, from a simple conversationwhile walking to the damaged vehicleto completing information on a com-puter screen. The most common is touse a Customer Information Form (CIF).

Many repairers hand the CIF to thecustomer and ask them to completethe form. That does not demonstrateempathy! It’s best to complete the in-formation on the form with and forthe customer, allowing plenty of op-portunity to ask meaningful questionsand demonstrate empathy by truly lis-tening to what the customer tells youso you can discover their true needsand respond in a positive manner.

There are plenty of preprinted CIFsavailable. If you’re using one, take agood look at it. Most ask for too muchinformation, and filling in all of theboxes takes too much time. Considerusing a simple form that doesn’t requireany information that must be recordedto generate a damage evaluation. Youreally don’t need VIN number, licenseand mileage on the CIF as you’ll begetting those items at the vehicle.

Remember: always ask the customera closing question at the end of thequalification process. It’s great to gaincustomer commitment before writingthe damage evaluation.

Step 2: Presentation » Frequently,collision estimators think of a presen-

tation as presenting the estimate. Toeffectively win the keys, a presentationshould be a statement of why the cus-tomer should decide to purchase col-lision repairs from your shop. Thispresentation is delivered after the qual-ification process and prior to actuallybeginning the damage evaluation.

Some refer to this as a 90-second“elevator” speech. Pretend you’re onan elevator and have 90 seconds totell others on the elevator why theyshould buy from you.

“Mrs. Jones, I’m glad you came byour shop today for an estimate. We’vebuilt our business by providing thehighest quality repairs. We work withall insurance companies, and my per-sonal goal is to exceed your collisionrepair expectations. We truly care aboutour customers; that’s why most ofthem are either repeat customers ordirect referrals from previous cus-tomers. Mrs. Jones, I look forward tohandling this for you.”

Create a couple of different presen-tations for your business. Every colli-sion repair shop needs a presentationto use for non-DRP business. If youchoose to participate in DRPs, youneed a good presentation for thosecustomers as well.

Keep the presentation short! Many90-second elevator speeches actuallyrun for three minutes! That’s too long.

Step 3: Close » As noted above, askfor the sale at the end of the qualificationprocess…every time! If the customer’svehicle needs to be dismantled to gen-erate an accurate blueprint, explainthe process and ask for permission todismantle it for a blueprint. “Closingto teardown” is a highly successfulclosing technique in a collision center.

We’ve discussed closing the sale al-ready. Just remember to ask for thesale before you write the estimate.

Some customers will want an esti-mate. If they want one, and it makessense to generate an estimate, go aheadand write one. But it’s best if the cus-tomer has at least made some confir-mation that your shop will repair thedamage prior to writing the estimate.



Step 4: Educate Objections » Some-times, the customer says “No” whenasked for the repair. Think of thoseobjections as steps in the sales process.An objection is usually a request formore information. That’s why we needto learn to educate objection.

Great collision estimators win keysby properly educating objections in astandard process:

� Listen� Restate� Educate� Confirm� CloseWhen a customer offers an objection,

truly listen to what they’re saying.Many of us hear the first few words,then begin to formulate a response.So pause and listen to the customer’scomments. Restate the comments toensure that you heard their concernproperly. Restating the objection alsodemonstrates respect.

Most objections require additionalcustomer education, such as an expla-nation of the process for matchingcolor. Others require additional infor-mation from the customer for the esti-mator, such as a more completeexplanation of their concerns.

Once the objection has been clarifiedby additional education, the estimatorshould confirm that the customer un-derstands the explanation. When thecustomer confirms their understanding,be sure to ask a closing question.

Always try to win the keys afterhandling any objection!

Step 5: Satisfaction » The final stepin the sales process is satisfaction. Onceyou’ve won the keys, you must fulfillyour promises to the customer. Theimportant thing is to keep the customerinformed about the repair progress.

When repairs are on schedule, emailor text updates are fine. If there are

delays or additional damage, makesure to call the customer as soon asthe issue is discovered.

Personally deliver the repaired ve-hicle to every customer. Point outeverything that has been correctedand that the vehicle has been cleaned,and also point out any extra work thatwas done. Then, confirm the customer’ssatisfaction. If they’re not satisfied,correct any issues immediately.

Measure to Manage » Success atwinning the keys is measured by track-ing close ratio, or “batting average.”Either way, this is a measurement ofthe number of estimates that are con-verted to repair orders.

The math is simple:Number of repair orders written over a

time period / number of estimates for thesame time period x 100 = close ratio

Example: Bob wrote 60 repair ordersand 110 estimates last August. His


68 August 2013 | BodyShop BusinessCircle 68 for Reader Service Circle 103 for Reader Service

close ratio is 60 ROs / 110 estimates x100 = 54.5%.

Close ratio is an important key per-formance indicator (KPI). In most sit-uations, estimators who are able toincrease close ratio by 10 points willsee annual sales increases of $250,000!

Track close ratio by estimator andby referral source to increase sales. Asa guide, overall close ratios should be75 percent. DRP close ratio should be90 percent and non-DRP close ratioshould be 60 percent.

WARNING: To obtain an accurateclose ratio, count all sales opportunitiesas estimates. Count the customer whocomes in with an estimate. If you havea customer come in and you don’twrite an estimate because they’re goingto a drive-in estimator, count that as asales opportunity, too.

If you’re using a computerized man-agement system, make sure all esti-mates are being imported into the

system or your close ratio numberswon’t be correct. I’ve worked withmany shop owners who didn’t feelthat they had a sales issue because theclose ratio as stated by their manage-ment system was high. Digging a littledeeper showed lots of “pending esti-mates.” Those estimates hadn’t beenimported into the system, so the closeratio was artificially high.

Follow Up Unsold Estimates » Allshops should have a standard processto follow up on all unsold estimates.Phone calls and follow-up letters shouldfollow the estimate or sales opportunityimmediately, and again after threedays. Owners and managers shouldcall unsold estimates one week afterthe estimate. This process will capture20 percent of the unsold estimates,converting them into sales. This won’twork if you only do it when you’reslow. It must be done constantly!

In Bob’s case above, he has 45 unsoldestimates from the past August. If heconsistently utilized a follow-up pro-gram for unsold estimates, he wouldhave closed nine additional estimates!

Practice! » I’ve conducted manysales seminars over the years. In everyseminar, we practice qualification,closing sales and educating objectionskills. Sadly, that’s usually the end of practice.

Shops should hold short sales meet-ings among those who are employedin customer contact roles. Practicequalification processes, presentations,closing techniques and handling dif-ferent objections. The result will beimproved sales efficiency and increasedcustomer satisfaction. BSB

Hank Nunn is a 37-year collision industryveteran. He may be reached at [email protected] or www.hanknunn.com.



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Schedule to Reduce Cycle Time

Reduce Cycle Time with These Products

7480

By Hank Nunn

The collision industry continues tofocus on reducing repair cycle time.While some have found great suc-cess, others are stuck.

What’s the key to reducing repairtime? Well, there isn’t any one thing,but if pushed, I would say thatcycle time, in many shops, can besignificantly reduced through im-proved scheduling processes.NOTE: I said processes, plural.Highly efficient repair facilitiesschedule everything, not just drop-off dates.

A Quick Fix » To illustrate theconcept, we’ll sit in with Brian,owner of Logjam Collision, andBill, the manager. They’re meetingwith Mike, an industry consultant.

Brian and Bill agree that theyneed to reduce repair cycle time.Brian explains that his customers,insurance carriers and employeesare all frustrated by his high, dou-ble-digit cycle time. He has metwith other consultants, and one sug-gested a “lean implementation” be-ginning with a “5S” process for theentire shop. Another explained the Theory of Constraints (TOC).

Brian explains, “That’s all good

CYCLE TIME SAVERS

Sit back and let me tell you thestory of a shop that improved itsscheduling processes…andimproved its cycle time.

Schedule toReduce Cycle Time


stuff. We 5S’d the place, but cycletime didn’t improve and a monthlater we were right back where westarted. I understand the Theoryof Constraints, but I don’t have thetime or patience for it. I need aquick fix!”

Mike responds, “Brian, lean con-cepts and the systematic eliminationof constraints are good and validconcepts. Sadly, I’m not aware of a‘quick fix.’ But let me look around,talk with your people and we’ll seewhat we can suggest.”

First, Mike spoke with Logjam’slead estimator, Lindsay. Lindsay isselling $80,000 per month. She ex-plains, “Honestly, I’m about readyto quit. I mean, the pressure to getmore out is unbearable. Everyonewants it faster, but I just can’t doany more!”

“Okay, Lindsay, I understand.There’s a lot of pressure. But if we

think about it, $80,000 per month is$4,000 per day if we’re working a20-day month. At an average RO of$2,000, that’s only two ROs per day.You can do that pretty easily, cor-rect?” Mike reasons.

“Sure, two per day would be great.But that’s not what we do here. It’smore like 15 on Monday, a few moreduring the week, then close the ROsand deliver cars all day Friday. Withcalls to angry customers, dealingwith parts, adjusters and supple-ments, plus techs who complainabout not getting supplements intime, it’s too much.”

Mike speaks with the lead painter,Chuck, who says, “Man, they allwant it yesterday! Most of thesejobs are late before I even get them.Then the pressure is on me to get’em done quick! With our booth, Ican paint five per day, but they wantme to get 10 shot on Thursday!

Seems like every week, I have oneready to shoot and Brian or Billcomes out and wants me to do an-other ‘hot’ one first. No wonder wehave quality issues.”

Bob, a metal tech, shares his frus-tration. “I mean, cars come in, Itear them down, then they sit forthree or four days before I get mysupplement. Then there are partsdelays. I’ve got 16 ROs in processright now. And they all have to go Friday.”

Mike shares these concerns withBrian and Bill. “It sounds like we’vegot some problems here at LogjamCollision. I’ve asked a lot of questionsand performed some root causeanalysis. The root cause of a lot ofthe problems here is with the waywork is scheduled. How do youguys schedule repairs?”

Bill answers, “We don’t. I mean,you can’t really. Everyone wants to

CYCLE TIME SAVERS » Schedule


drop off Monday and pick up Friday.Insurance companies don’t wantcars here over weekends, and youhave to maintain a backlog so thatyou can work through parts prob-lems. We tried scheduling once andit didn’t work.”

“Bill, what do you mean, ‘tried’it?” Mike asks.

“Well, we tried to schedule eightper day Monday through Wednes-day. But my estimators are on com-mission and they just grabbed thekeys and ignored the schedule.Scheduling just doesn’t work in anauto body shop. Heck, look at Lind-say. She’s coming apart writing$80,000 per month. I know estimatorswho write double that! A lot of ourproblems start with her. She shouldbe able to do better!”

“Yes, Bill, I know estimators whowrite over $200,000 per month andmaintain great CSI. I could havetold Lindsay that, and a few yearsago I would have. Today, I under-stand that’s not relevant to her. Sheis stressed. I can tell you how thosehigh achievers make it happen.”

“Okay, I’ll bite. How do they do it?”

“They control their workloadthrough efficient scheduling. LikeI said, there is no quick fix. But ef-ficient scheduling is the key to im-proving repair cycle time. I know,you tried it and it didn’t work.That’s good! You learned that theway you tried it did not work.Shops with low repair cycle timeschedule everything.”

Showing his frustration, Brian re-sponds, “Mike, you didn’t hear Bill!We tried it and it didn’t work!”

“Brian, you learned that the wayyou did it did not work. Think of itlike this. Your doctor just found asuspicious spot on your skin. Hetried to freeze it off with liquid ni-trogen. You go back six weeks laterand find that the spot came back.They do a biopsy and find that spotis skin cancer. Do you just give upbecause you tried something onceand it didn’t work? Nope, you try

something else, and something elseuntil the cancer is gone. This businesshas cancer and you need to treat itright now!”

Concerned, Brian responds,“Mike,I see what you’re saying. So, tell mewhat we need to do.”

“Brian, it’s not that simple. Everyshop is different. If I tell you whatto do, your team will feel like some-thing is getting rammed down theirthroat. We need to have a meetingand draw some ideas from withinyour team. Your people will supportwhat they help create. Let’s have ameeting with Lindsay, Bill, Chuckand Bob. I will run the meeting.We’ll come out of the meeting withsome ideas for scheduling work, es-timator scheduling, scheduling parts,scheduling blueprints and schedul-ing the booth.”

Mike continued, “Brian and Bill,your job is discipline. At the end ofthe meeting, everyone will agree tosome systems. Your job is to disci-pline the systems for 30 days. That’show long it takes to establish a habit.No cheating! Each process will beoutlined on a flip chart. Each willbe simple. Accountability will beassigned and consequences spelledout for violations of the process.You really need to commit to that!”

The meeting takes place the fol-lowing morning. The shop’s teamcomes up with several processes,all handwritten on a flip chart pad:

Incoming Work Schedule Process� The goal is to schedule 20 ROs

per week.� A schedule board will be hung in

the office.� There will be six available schedule

openings Monday and Tuesday.� There will be four available sched-

ule openings Wednesday throughThursday.

� If a date is fully booked, no addi-tional work will be scheduled that day.

� If anyone schedules an additionalRO, that person must wash thecar for delivery.

Estimator Daily Schedule� Estimators to attend morning

release meeting at 8 a.m. daily.� At release meeting, status of in-

process ROs is reviewed.� Go list for today and tomorrow is

created and updated.� Following release meeting, esti-

mators to call all customers andupdate status.

� Following update calls, estimatorto create blueprints.

� Estimators pre-close all scheduleddeliveries.

� Drive-in estimates to be scheduledby receptionist, one per hour per estimator.

� Avoid scheduling estimates before9 a.m.

Parts Process� All parts deliveries to be scheduled

after 10 a.m.� All parts orders to be filed elec-

tronically.� After blueprint, goal is one parts

order.� Partial orders will not be accepted.� All incoming parts to be checked

in to assure they’re correct.� Incorrect parts will not be accepted;

replacement invoice to be issued.

Blueprint Process� Body techs to be given a list of

ROs to be torn down for blueprintat end of shift.

� ROs requiring teardown for blue-print will be torn down first thingin the morning.

� Estimator to work with body techto create complete blueprint im-mediately after status updates.

� Repairs will not begin until allparts are in and correct.

Booth Schedule� Manager to provide list of ROs to

be painted next day by 3 p.m.every day.

� Changes to the list are allowed,with at least two hours prior notice

� Goal is to have two vehiclesprepped at all times.



� If a vehicle is moved in front ofothers, manager making the movemust call delayed customers to tell them their car has gone off schedule.

Brian and Mike review the resultsof the meeting. Brian comments,“Mike, this is pretty simple stuff. Imean, there are a lot of questions inmy mind. I don’t see how this isgoing to work.”

“Brian, I hear you. But what youhave is just the start. You and yourteam will grow from this. But theimportant thing is to stick to it. Keepa chart of problems that occur withthese systems, then review the issuesevery month. You can change anyof it, but not until you’ve done itthis way for a month.”

“Mike, where do we go fromhere?”

“Brian, I know shops that sched-ule for vehicle movement betweenwork stations every 45 minutes!You’re just getting started, andyou’re headed in a good direction.It won’t be long before you’ll useyour management system’s sched-uling program and refine every-thing. Remember, it’s a continuousimprovement plan. That meansyou’ll constantly be reviewing whatworks and what doesn’t. Your jobis the most important one. You haveto lead by example. I mean, youhave to discipline the process. You,especially you, cannot break anyof those rules just because you’rethe boss.”

Two Months Later » Two monthslater, Mike returned to Logjam Col-lision. The first person he spoke towas Lindsay.

“How are things going, Lindsay?Are you still planning to quit?

Lindsay laughs. “No, still here.The changes have been kind oftough. Every day, we’re tempted tosqueeze one more in. So we adjustedthe process so that we can bring inan additional small job with Bill’sOK. To be honest, I’ve had to wash

a few cars. Calling customers in themorning really eliminated most ofthe incoming customer status calls.Getting out to blueprint first thingin the morning has cut the amountof time cars wait for estimates, andmy supplement ratio is down. Butlet me tell you about the best thing:I have over $100,000 scheduled togo this month!”

“Lindsay, great job! Keep it going!”

Mike moves on to see how thingsare in the paint shop.

Chuck reports, “Man, that sched-ule really helps us spend our timemore efficiently. I can see what’scoming and the order it’s comingin the day before it hits. We’ve gotthe time to do it right! Brian andBill still try to slip one in at the lastminute, but when I remind themthat they will have to call the delayedcustomer, they usually take a lookat the schedule and we work thosehot ones in.”

Bob, the metal tech, is still notconvinced. “Mike, things seem better.At least we’re getting better estimatesfrom the blueprint process and thesupplements are down. I don’t havea big backlog anymore. To be honest,I look at that backlog as job security.It’s not there, and I’m not feelingvery secure.”

Mike listened to Bob and asked,“How are your flagged hours looking?”

“Hey, they’re up about 10 percent.That’s the good thing. The cars aremoving faster and I’m making moremoney, but I’m just not sure, youknow? I don’t know.”

Mike paused and commented,“Yeah, I know. Bob, I think you needto stick with it. You’re flagging morehours and the cars are moving faster.That’s probably why your backlogis down. But I checked the scheduleboard in the office and the next cou-ple of weeks are booked! I thinkyou’ll be fine!”

Finally, Mike sat with Brian andBill. “So guys,” he began, “how’s it going?”

Bill was the first to talk. “Well,Mike, the scheduling process seemsto be helping. I mean we still haveproblems and it’s hard to schedulecars on Thursday. Some of the ad-justers are upset that we’re writingbetter estimates. We still have issues,but things seem better.”

Brian offered, “The big issue iscycle time. We’ve knocked twodays off of our cycle time in thepast two months! Yeah, some ad-justers want to blackball us forwriting better estimates, but othersare thrilled to see the supplementratio go down. Our DRP coordinatorcame in and told me that he wasglad he didn’t have to take us offthe program because we’re improv-ing our cycle time. Oh yeah, andour CSI is up. Best of all, it lookslike we’ve got a record monthscheduled!”

Brian asked, “Mike, I’ve heard alot about lean. When can we startimplementing it?”

“You already have. Leveling theworkflow is one of the basics oflean. So is gathering ideas fromyour team and looking for ways toconstantly improve. You’re tryingnew things and writing processesbut not casting those processes instone. That’s all lean stuff! Remem-ber, lean is a journey. In your case,the journey began because youneeded to improve cycle timethrough scheduling.”

The End » So our story ends…orbegins. Perhaps it’s time to changethe shop name from Logjam Collision to Rapid Repair CollisionCenter?

Logjam Collision is a fictitiousbusiness. But the people, problemsand solutions are real. For most inthe collision repair industry, im-proved scheduling of work processeshas an immediate and positive effecton repair cycle time. BSB

Hank Nunn is a 37-year collision industry veteran. He may be reachedat [email protected].




Cycle Time SaversShowcase

Don’t Let Paint Drying Time Hold You BackThe Xcelerator was developed in order to help high-produc-tion collision centers meet and surpass their financial goals. Often times, productivity is held back by paint drying time.Even the best managed collision center will eventually reach aproduction limit due to the finishing and drying process. TheAccudraft Xcelerator can nearly double finishing speedsovernight, turning any new or existing spraybooth into a highperformance machine. The system is designed to drastically reduce your curing times by creating convection in the sprayenvironment and drying coatings in one step instead of two.There are two specific issues that can slow down the curingprocess in a traditional automotive spraybooth: formation of aboundary layer around the vehicle surface, and heat losseswithin the workspace and around the vehicle. By drying in onestep and increasing your booth’s heat efficiency, paint jobs canbe completed in almost half the time, saving you up to 50 per-cent in total energy used. Visit www.accudraftpaintbooths.com.

Mobile 6H Compliant SprayboothFor more than 20 years, the Mobile Work Stationhas helped add capacity and productivity to shopoperations. Reducing car shuffling and breakingthe paint booth bottleneck, it can help to signifi-cantly reduce cycle times. This portable, certifiedEPA 6H compliant booth, with its multi-stage fil-tration and self-contained enclosure, works wherethe work is. Whether it’s on- or off-vehicle panel

prep, priming or refinishing, or cutting-in parts, this mobile unit will pro-vide a clean, enclosed atmosphere wherever it’s needed – instantly. Usingthe Mobile Work Station, core supports can be sprayed while on theframe rack, eliminating the need to move a disabled vehicle to the fixedpaint booth to meet EPA 6H requirements. Running on a standard 115Voutlet, it can provide significant savings on energy costs by using existingheated or cooled air. There are no building modifications or dedicatedshop space required. Utilizing carbon filtration, the Mobile Work Stationremoves odors and VOCs in addition to dust and overspray, providing acleaner, healthier work environment. The Mobile Work Station savestime, space and money. For more information, call (800) 242-6870 or visitwww.shop-pro.com/portable-paint-booth.

Eliminate Wasted Timewith 360-Degree PullingThe American-made frame ma-chine lines, Star-A-Liner and Signa-ture, are quality, time-savingmachines that work for you. Whilethese two lines have their differ-ences, one thing remains the same:they’re built here in the USA. Whatdoes this mean for you? It meansthat they’re made of high qualitymaterials, from the hydraulicsdown to the decals, giving the con-sumer increased life span on criti-cal components and reducing losttime spent making repairs andchasing down parts. Other featuresinclude 360-degree pulling capabil-ity (which eliminates time wastedrepositioning vehicles on the framemachine) and 10-ton high pressurehydraulics (which allow you tohave all the power you need to getthe job done the first time).Whether you’re using a Cheetah,Signature or an American Freedomframe machine, you’re giving your-self the opportunity to maximizeyour shop’s capacity. Idle time isdecreased by no longer outsourc-ing to other shops; your work staysin your business. Check out all thequality frame machines built by CJJInc. at www.staraliner.com andwww.autobodyshop.com.

Finish Sand 4:1 Reduces Cycle Times Finish Sand 4:1 (#738) polyester primer from Evercoat sprays with little to no surface tex-ture, reducing the amount of sanding time needed to get a flat surface. It passes 500 hoursin salt spray (ASTM B117) and can be applied over properly prepared bare metal, elimi-nating the need for epoxy or self-etch primer. Finish Sand 4:1 is compatible with waterborne coatings and is VOC compliant. For more information, visit www.evercoat.com.

working opportunity while raisingmoney for a great cause that helpsus to sustain the future of our in-dustry,” he said.

Added George Avery, CIC chair-man, “The Collision Industry Con-ference looks forward to buildingupon our longtime alignment withI-CAR to welcome ASA into thefold and offer our collision indus-

try stakeholders the opportunityto attain even more industryknowledge, make even morevaluable industry connections,and conduct even more busi-ness. Better yet, Industry Weeklets them do it all in one week,under one roof, and in the heartof the Motor City to enableeveryone to maximize their timeand travel.”

Additional details on eachevent taking place during Indus-try Week 2014 will be released inthe coming months. Hotel de-tails will be available in the nearfuture.




Tools & Equipment (NorthHall), Restyling & Car CareAccessories (North Hall), Rac-ing & Performance (CentralHall), Hot Rod Alley (CentralHall) and the First Time & Fea-tured Exhibitors (LVH).

“Since the early stages of ourdiscussions, our partnershipwith SCRS has focused on pro-viding opportunity to the in-dustries we each represent,”said Peter MacGillivray, VP,events and communications forSEMA. “The fact that the colli-sion repair community has be-come such an integral part ofso many areas of the show, andhas demonstrated such annualgrowth, really emphasizes thebenefits derived from industryinvolvement in the premierglobal automotive specialtydestination in the world. Weare proud to boast that SEMAShow attendees will be ex-posed to educational seminars,product demonstrations, spe-cial events and networking op-portunities, and believe thatour collaboration with SCRShas been a leading contributionto those opportunities.”

NACE continued from pg. 12

SEMA continued from pg. 13

Herkules Equipment Corpora-tion has been named “Ven-dor of the Year” by the

International Autobody MarketingGroup (IAMG). The announcementwas made at the annual IAMGVendor/Warehouse Distributormeeting banquet.

“Herkules Equipment Corpora-tion is a top-notch proactive part-ner to the Group, and we honorthem for their outstanding service,support and professionalism,” saidLloyd Fields, president of IAMG.“They offer exceptional products,continued marketing efforts andexcellent value to our industrywith a dedicated commitment totheir customers. We are pleased toaward them with our 2012 Vendorof the Year Award.”

Kevin Prost, vice president ofHerkules, accepted the awardfrom Lloyd Fields. “We are deeplyhonored to be presented with thisaward, and we are proud to bepart of a very special industry.This award recognizes the effortsof Russ Terry, our national salesmanager; Kris Fairbrother, our di-rector of marketing; our salesreps; and our production staff thatbuilds high quality products herein the USA.”



Corporate

Herkules Named Vendor of the Year byInternational AutobodyMarketing Group

Honda Optimizes Airbag Awareness Site

for Mobile Devices

American Honda Motor Co.Inc. has announced thatAirbagAware.Honda.com,a consumer-oriented web-

site, is now optimized for viewingvia smartphone or tablet. The sitecan be accessed by typing theURL into the phone or tablet’sWeb browser.

Originally launched in Decem-ber 2012, the site is designed to in-crease awareness amongconsumers about the growingproblem of counterfeit airbags. In-cluded on the site is the originalOctober 2012 NHTSA CounterfeitAir Bag Consumer Alert, a dramat-ic video showing the deploymentof several counterfeit airbags ver-

sus Honda Genuine airbags.“Counterfeit airbags are a seri-

ous threat to Honda owners andthe driving public,” said Steve Os-borne, assistant vice president forAmerican Honda Brand Protection.“It’s hard to tell if a deployedairbag, and related components,have been replaced with HondaGenuine parts, or something else.We want people to be aware of theissues and ask the right questionsabout their cars’ repair.”

To promote the website and in-crease consumer awareness, con-sumer information kits areavailable to shops free of charge bycalling (440) 572-7266 and orderingitem No. CPHABK12.

Evercoat has announced thatit is celebrating its 60th an-niversary this year. Founded

in 1953, Evercoat (formerly FibreGlass-Evercoat) began producinga fiberglass resin material to re-cover and repair wooden boats. Bythe mid-1970s, Evercoat enteredthe professional auto body repairmarket with polyester body fillersand putties.

In 1995, Evercoat was acquiredby Illinois Tool Works Inc. (ITW)and became part of ITW’s Automo-tive Aftermarket Group.

Today, Evercoat is one of theleading U.S. manufacturer of autobody repair fillers and putties inthe automotive refinish industry,and patch and repair products forthe recreational marine market.

The company’s reach is global, asit currently provides products todistributors in all of North Ameri-ca, much of South America, Europe, Africa, Australia and several Asian countries.

“Evercoat works very hard toearn and maintain its reputation asone of the most innovative compa-nies in the automotive aftermar-ket,” the company said in astatement. “We accomplish this bylistening to our customers’ needsand continuously challenging our-selves to improve the quality ofour products and maximize the ef-ficiency of the processes used bybody repair professionals.

“Evercoat’s product innovationhas always been a dominatingforce in the automotive industry.

Beginning in 1961, the company in-troduced the first colored catalystsfor polyester body filler, which as-sured the body man of a thorough-ly mixed product. The subsequentyears brought many technological-ly-advanced products that werealso firsts in the industry, such asFeather Fill, Metal Glaze, Rage andthe Metalworks system.

“Innovative technology contin-ues with the introduction of cut-ting edge products such as RageUltra, Metal Glaze Ultra, Quan-tum1, Fiber Tech and Super Build,to name a few. With the introduc-tion of Rage Ultra and MetalGlaze Ultra, Evercoat pioneered apatent pending eco-resin, bring-ing ‘green’ technology to the in-



Evercoat Celebrates 60th Anniversary

Continued on pg. 88


The popularity of hybrids and the growing useof technology and sophisticated materials invehicle manufacturing have made the repairprocess more complex and specialized. New

and updated repair procedures are published regularlyto account for manufacturing advancements, yet keep-ing up with these changes can feel like a full time job.

When looking up a repair procedure today, repairersare on virtual scavenger hunt, pulling bits of repairdata from multiple, unconnected systems, databasesand manuals. This is time-consuming and can lead torekeying errors and errors in pulling the wrong infor-mation needed for a specific repair. These errors arecostly – to the bottom line, to the shop’s reputationand to a relationship with a DRP partner.

CCC ONE™ Repair Methods – Repair DataWhere You Need

CCC is able to offer CCC ONE™ Repair Methods,a fully integrated automotive shop software solutionthat embeds repair procedures data from major OEMsinto its CCC ONE™ Estimating. Now, all of the pro-cedure information you need is available when theestimate is being written and when the repair isbeing done.

By offering visual cues and prompts, repairers andtechnicians are alerted when OEM information isavailable or needed for a job. And CCC ONE RepairMethods helps guide repairers in the use of OEM

data, when and where it’s required. Compliance withDRP partner and regulatory guidelines for repairersis a snap.

CCC ONE Repair Methods offers: ● Automated indicators tell a repairer when OEM

data is available and the type of data it is.● Bookmarking features allow repairers to flag

relevant data for future reference and for futureusers so technicians are automatically promptedto review data when they clock into a job.

● As part of the CCC ONE® hosted model, data isupdated online, keeping information current andready to use without the need for manual CDand DVD updates.

● Information and procedure details are availableto solve any repair.

To learn more about CCC ONE Repair Methods andto start your free 30-day trial, please contact your account manager or visit:

www.ccc-one.com/repairmethods

ProductSpotlight

Repair Procedure Data From Major OEMs Is Just A Few Mouse Clicks Away


CCC ONE™ Repair Methods Integrates Repair Procedures with Estimating

dustry for the first time. Quantum1 is the industry’s first 10:1 single-step dent repair technology that fills like body filler and finishes likeputty. Fiber Tech addresses repair mapping and bond line swellingproblems on today’s SMC and rigid composites. Super Build is a two-component primer surfacer that has exceptional filling capabilities andpatented 4:1 mix ratio technology.

“At Evercoat, we are just as optimistic about the future as we areproud of our history. We look forward to serving our customers for thenext 60 years!”

Evercoat is headquartered in Cincinnati, Ohio, and has distributionwarehouses in Ohio, California and Spain.

milestone achievement was madeby Mary Kimbro, PPG global color director.

“Getting fast and accurate colorand program updates is critical,and we are very pleased to see ourcustomers embracing this onlineoption to enhance their PaintMan-

PPG Automotive Refinish hasannounced that 5,000 sub-scribers of the PaintManager

software color retrieval and man-agement program have chosen touse the Internet instead of tradi-tional CD releases to update theirsystems. The announcement of this

ager software,” said Kimbro in her announcement.

The PaintManager network-ca-pable software program is aproven platform that can be config-ured to meet the needs of any dis-tributor or collision center. Thisindustry-leading software deliverscolor formulas targeted to matchOEM colors and manages the paintmixing operation through exclu-sive touch screen technology.

“PaintManager software is a state-of-the-art system that brings the In-ternet into the mixing room to makepaint operations as productive andprofitable as possible,” added Kim-bro. “Five thousand users acrossNorth America have now recog-nized the value of this remarkabletool, its connectivity capabilities andthe management services it pro-vides. With PaintManager software,shops are getting fast network ac-cess to color information, new prod-ucts and program improvements.Equally important, they’re gettingthe data that keeps their managersand technicians aware of all aspectsof the repair business.”

The network capability and Inter-net connectivity of PaintManagersoftware provide instant access to allthe information required to make in-formed decisions on job costs, mate-rial usage, mixing efficiency,inventory and more. The companysays PaintManager software com-bines the accuracy and efficiency ofcomputerized color mixing withcomprehensive reporting and track-ing features designed to help moni-tor and manage paint operations.

After a one-time installationprocess, PaintManager software up-dates are regularly downloaded, elim-inating the need for CD usage andstorage. In addition, through Paint-Manager software’s secure two-waycommunication with PPG, HelpDesktechnicians can remotely access themixing room computer and providereal-time technical support.




Evercoat continued from pg. 86

PPG’s PaintManager Program Reaches Web User Milestone

The Boyd Group Inc. (the“Boyd Group”) has an-nounced the opening of a

new repair center in Newnan, Ga.,which will operate under the Ger-ber Collision & Glass trade name.Formerly known as ShenandoahCollision Center, the new center is12,500 square feet in size and lo-cated about 30 miles southwest of Atlanta.

With this addition, the BoydGroup owns and operates 14 repaircenters in Georgia, which bringsthe total current number of U.S. locations in operation to 187.

“This new addition to the BoydGroup is indicative of our com-mitment to our strategy toachieve 6 to 10 percent growth innumber of centers through

single-location additions,” saidTim O’Day, president and COOof the Boyd Group’s U.S. opera-tions. “We continue to look foropportunities to expand withinour current markets, and willcontinue to capitalize on accre-tive opportunities.”

In addition to this new opening,the Boyd Group recently mergedtwo of its existing locations inSchaumburg, Ill., into one facilityto improve efficiency.

The Boyd Group is continuouslylooking to add new collision repairlocations to its existing network in Canada and the U.S. Interested collision repair center ownersshould contact Kim Allen [email protected].




ConsolidationThe Boyd Group Opens New Repair Center in Georgia

ABRA Expands Auto Glass Repair Operations in IndianaABRA Auto Body and Glass has announced the acquisition of Royal Auto Glass in

Indianapolis, Ind.

ABRA purchased Royal Auto Glass for undisclosed terms from owner Steve

Hoyt, who founded the business and offers more than 20 years of auto glass

industry experience.

Royal Auto Glass owner Steve Hoyt will join ABRA and assume a leadership role

in the company to maintain and manage auto glass operations in the Indianapolis

market.

“This is a great cultural fit and an exceptional opportunity for our employees,”

said Hoyt. “ABRA has all the ingredients of a successful company – integrity, a

culture of ethics, a well-respected reputation and teamwork with a strong focus

on customer service.”

ABRA plans to continue expanding in the years ahead and is actively seeking

new opportunities to acquire collision and glass repair centers. Interested parties

should contact Scott Gerling, vice president of corporate development, at

[email protected] or (763) 585-6210.

For franchise opportunities in small and midsize markets, contact Mark Wahlin,

vice president of franchise development and operations, at mwahlin@abraauto.

com or (763) 585-6315.

ProductShowcase

Low-VOC Solventborne BasecoatThe ONYX HD Low VOC Productive Systemproduces low-VOC basecoats that are eitherwaterborne or solventborne. The product iseasy to spray, offers enhanced denibbing, anddries quickly under common hu-midity and temperature conditionscompared to other systems. Itmeets all VOC regulations in North America.BASFwww.basf.com


All-in-One Wheel StationThe Technocure Down Draft WheelStation draws air down around thewheel and through a premium blan-ket filter to the outside of a shop us-ing a powerful tube axial fan. Thepanels are white powdercoated 18-gauge galvanized steel, and the wheeltable is made from heavy-duty struc-tural steel tubing with durable,heavy-duty rollers. A sliding light barilluminates your work with LED tech-nology, while a custom tool boardkeeps all necessary tools in one place. Pro Tools & Equipment, Inc.www.protools.ws


Foaming Pre-CleanerThis water-based foaming pre-cleaner contains no alcohol andzero VOCs. It works as a foamingwax and grease remover prior topaint, as well as a great tool for removing road grime, salt and rubbing compound. RBL Products Inc.www.rblproductsinc.com



Quickly Switch fromGlasses to GogglesWith three lens color options, Glog-gles allow techs to switch fromglasses to goggles with a simplepush, pull and snap. The productfeatures a foam padding that formsa snug fit to keep out dust and air-borne particles while providing99.9 percent protection against UVrays along with anti-fog andscratch-resistant coating on thelenses.SAS Safety Corp.www.sassafety.com


Work More ComfortablyBendPak/Ranger’s TS-150 Height Ad-justable Tire Spreader quickly lifts tires toa convenient work height to make repairsmore comfortable for the technician. Theheavy-duty rollers permit tires to rotatefreely, while the adjustable spreader forks accommodate both narrow- or wide-treadwidths. Control operations, including tire liftand spread, are air-powered and use simpleergonomic air valves for operation. BendPak/Rangerwww.bendpak.com


»| Product Showcase |«


Scan QR Code forAdditional Product InfoSpectra Premium’s product labelsnow include QR codes, providingcustomers instant access to part-specific information. The simplescan redirects the customer to themobile-friendly eCatalog, wherethey can access product images,specifications, videos, installa-tion and technical instructions.Spectra Premiumwww.spectrapremium.com


Retro Black TopcoatPPG’s DITZLER Hot RodBlack Topcoat provides a uni-form, low-gloss and deep-looking black finish designedto replicate the glory days ofstreet rods and muscle cars. Itis available in a convenientpackage that includes a quart of Hot Rod Black and a half pintof hardener. This topcoat is also VOC compliant for all regionsbased on reducer selection.PPGwww.ppgrefinish.com


Anti-Static Lab Coat

This white Anti-Static Lab Coatfeatures a detachable hood anduses carbon fiber threading to dissipate static charges in the paintbooth. It’s made of a lightweight,breathable material and featurespockets, a banded waist and com-fortable ventilation. E-Z MIXwww.ezmix.com


Use Nitrogen to ProduceLong-lasting WeldsThe Nitrogen Plastic Welder uses hot nitrogen gas to restructure common plas-

tic components in automotive repair – fromcracked bumper cover surfaces to hingedtabs. Nitrogen is used as a shielding gas to

prevent the plastic from burning during the weldprocess, producing a strong, lasting weld.Pro Spot International, Inc.www.prospot.com


Use Heat to ExtractDifficult PartsUsing Invisible Heatto quickly releasehard-to-remove, cor-roded parts, theMini-Ductor II canheat a half-inch nutred hot in seconds. The heat is localizedon the frozen part, making for a fasterand safer extraction. It can be used on allundercar areas including body mountbolts, tie rod ends, control arm ends, balljoints, wishbone bolts, brake lines andstabilizer bars.The Inductorwww.theinductor.com


»| Product Showcase |«

Prevent Pipe Sweatingand Condensation The Refrigerated Air Dryer pro-vides reduced dewpoint tempera-ture and air line filtration for awide variety of compressed air ap-plications. It uses a 3-in-1 heat ex-changer to first pre-cool the air,then refrigerate and condense outall liquid vapors, and final returnheat to the air to prevent down-stream pipe sweating and conden-sation.LA-MAN Corporationwww.laman.com


Heat-Resistant Masking Tape3M’s new Specialty High Temperature MaskingTape 501+ is designed for paint bake operationswhere higher temperatures are required and with-stands temperatures of up to 300 degrees F for 30minutes. Its extra-strong crepe-paper backing con-forms to irregular surfaces, resists bleed-throughfrom most industrial paint systems, improves visi-bility during the paint masking process and offers

super sharp paint lines.3Mwww.3M.com/maskingmadesimple


Flexible Waterborne Primer for PlasticsHydroflex Plus Primer is a unique waterborneacrylic urethane primer surface designed for awide range of plastics. It can withstand abuse andimpact on a bumper cover and prevent crackingwhile providing excellent fill. It comes ready tospray, with no mixing or reducer required.Transtar Autobody Technologieswww.tat-co.com



Versatile Euro-StyleClearcoats MS-78 and MSV-23 are mediumsolid Euro style clears with a 2-to-1 mix ratio. When used withMatrix System basecoats, theseclears give shops a high glossappearance and VOC compli-ance. They offer a conventional two-coat application and can beused over a wide range of weather and booth conditions.Quest Automotive Productswww.quest-ap.com


High-Gloss ClearcoatMETALUX MX2 MS Clearcoat 9090is a two-pack, high-build, mediumsolids clearcoat formulated for theMETALUX basecoat system. It fea-tures excellent flow characteristicsand a high-gloss, crystal-clear finish. A high-film build is estab-lished after only two full coats. ChemSpec USA, Inc.www.chemspecpaint.com


Generate Clean AirThe Quality Air Breathing System workswith the existing compressed air supply togenerate Grade “D” Breathable Air. Thefour-stage filtration filters the air, whilethe on-board carbon monoxide monitorcontinuously checks the air quality forcompliance with current OSHA standards.Martech Services Companywww.breathingsystems.com


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How long have you and your wife beenmarried?Going on 30 years now. We got married on St.

Patrick’s Day. I’m a little Irish, she’s half Irish.

Philadelphia has a parade, but we don’t go.

Everyone parties on our anniversary, we say, not

St. Patrick’s Day.

As far as cheesesteaks go, is itGeno’s or Pat’s for you?

Neither. Jim’s is my prefer-

ence. But I like them all to

be honest – I’m a big fan

of the cheesesteak in

general.

We hear youhad a restora-tion project at

one time.Yes, it was a 1973

Sun Bug. I had it for

15 to 20 years but then

recently sold it to

someone because I

didn’t have the time to

devote to it and figured I

would let someone else

enjoy it. The good thing was I

got my garage back!

What is your favorite part ofyour job?The people. One time, I had just

finished cutting the grass when

an elderly woman I call my ‘third

mother’ called and told me she

ran over a big stick and her

car was leaking fluid every-

where. I told her to meet

me at work, so I went

over there in my street

clothes and handled the

claim for her and got

her a rental and off

she went. She was

thrilled. And that’s

what I live for. BSB

How long have you lived in Philadelphia? My whole life – 48 years!

Are you a Phillies fan?Yes. I just got my picture

taken with Phillies legend

Dutch Daulton, who unfor-

tunately just got diag-

nosed with brain cancer.

He got diagnosed five

days after we hung out.

I’ve always been a big fan

of Dutch.

Are the Phillies your favorite team?No, the Eagles are. My house is

all Eagled up – banners, signatures,

helmets, stuffed animals, etc.

Do you have the Eagles mailbox,too?I do not. But I do have the Eagles foam brick

that you can throw at the TV when they make a

bad play. You don’t want to throw a real brick

through your 70-inch flat screen.

What did you think of Michael Vick?I was not a fan. I’m a dog lover, so that stuff that

happened with him turned me off.

Do you own a dog? I did in the past: Danny, died Oct. 23, 1977. Dogs

need devotion and time, and I work 12 to 13 hours a

day, sometimes seven days a week. My wife is a cat

person so we’re doing the cats until the day comes

when we can devote the time a dog needs.

TheShop


DaleWilliamsonCollision Service AdviserSterling Autobody Centers – West Chester

Philadelphia, Pa.

BodyShop Business, August 2013

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Transcript of BodyShop Business, August 2013