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  • Everything you need to know about sharing your story.

    CourtEsy of:

    Guide to


  • 4 Guide to Reprints Guide to Reprints 5

    congratulations! Your inspiring business story has made it into one of our award-winning magazines and you’ve received industry recognition from across the country. Our entire team at 10 Missions Media is grateful for the opportunity to share your story with our valued readers and you and your company should be proud of your accomplishments.

    Having a story covered in a national, industry-leading magazine is exciting and doesn’t happen very often, so we thought it would be helpful to put together this handy Guide to Reprints to help you get the most out of your exposure. My hope is that this guide will help you understand the many affordable options available to you. Whether it is a custom frame for your entryway at home or office, or hardcopy reprint to send to customers or business partners, I think you’ll see that reprints are a great way to share your story.

    On behalf of the 10 Missions Media team, thank you for allowing us to share your story with our readers. I sincerely hope you are able to further enjoy the recognition you and your company deserve through our reprint services. We look forward to serving you.

    Best regards,

    Chris Messer, Publisher

    customframing 6

    hardcopyreprints 8

    counterdisplay 10

    postcards 12

    digitalreprints 14

    additionalofferings 16

    Questions about reprints? Contact our reprints team.

    phone 651.224.6207 ext.35 email web

    1043 Grand Avenue #372 Saint Paul, MN 55105

    table of contents

  • showcase Your success Leverage your exposure in the magazine with a custom-designed frame that shows off your success to customers, staff and business partners.

    features • Printed on high-quality photo paper using a state-of-the-art digital printing press • Paper is fade-rated at 104 years • Frame is finished with UV-coated crystal clear acrylic glass • Equipped with horizontal and vertical hanging brackets

    You pick the matte and frame and we’ll work with you to create the perfect layout to best showcase your story.

    PoPular uses collision repair and/or auto care shops

    • Hang in office • Hang in lobby • Hang at home or home office

    Vendors serVing the collision and/or mechanical market

    • Send to client as a way to say “Congratulations on being featured!” • Hang in office • Display at trade shows

    07.13 | r+W | 7 07.13 | r+W | 7

    Printed in the U.s.a. COPYriGht ©2013 BY 10 missiOns media LLC. All rights reserved. Ratchet+Wrench (ISSN 2167-0056) is published monthly by 10 Missions Media, LLC, 2446 University Avenue West #112, St. Paul, MN 55114. Ratchet+Wrench content may not be photocopied, reproduced or redistributed without the consent of the publisher. Periodicals postage paid at Twin Cities, MN, and additional mailing offices. POstmasters Send address changes to: Ratchet+Wrench, 2446 University Avenue West #112, St. Paul, MN 55114.

    contents strategies and inspiration for auto care success

    On the COver Nick Sallas, owner of Sallas Auto Repair, photographed by Grant Meeks.

    07.13 | voL. 2 | No. 7

    Proud Partners Shop owner Mike

    Proud, center, and his team at

    Exclusive Auto in Yucaipa, Calif.

    CASE STUDY36 4440

    A lE

    n l


    LifeLong Learners Three shop owners dedicated to

    continuous education share how you can help make the industry’s future bright.

    tech turned owner After purchasing a struggling shop from his former boss, Adam Preusser faced a

    slew of unexpected challenges.

    aLL aboard Mike Proud’s award-winning shop is successful for one reason: his

    commitment to building a unified team.

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    40 | r+W | 07.13

    Value Added Inside Mike Proud’s efforts to build a team that

    provides an unrivaled customer experience

    Mike Proud has a simple approach to setting his shop apart. In every facet of his business, Proud seeks to “do more” than fix cars. Adding value beyond repairs is a focus of his, and it has worked for his shop, Exclusive Auto in Yucaipa, Calif.

    Named one of the top five businesses in the city of Yucaipa (population of roughly 51,000) by the California Senate and Legislature, the $1.5 million shop is also a three-time winner of the Celebration Media U.S. (CMUS) Talk of the Town Customer Satisfaction award for best auto repair facility in the region.

    Using top-down leadership, thorough employee communi- cation and training, as well as a pay structure that allows all employees to share in the shop’s success, Proud has inspired his team to invest in his vision and make it a reality.

    “The crew … they’re an extension of the owner. The owner should not be on his own little pedestal or in his own little hole,” Proud says. “Everybody needs to be part of that.”

    You set the Mold Proud started in the industry as a technician, working at a Mercedes dealership for many years. In 1994 he bought his shop. Ten years later, he moved into his current 4,000-square- foot building.

    While growing the business, he honed one of his most essential leadership philosophies: lead by example. Although the expression is common, Proud says many owners misinter- pret its meaning.

    “Some people would take that as ‘I have to do everything,’ because that’s what a lot of owners like to do,” Proud says. “They’re not good executives. They’ve got to do everything, because they’re the only ones who can do it right.”

    Proud approaches the subject more holistically, believing that how he presents himself and how he treats his employ- ees informs his staff how to conduct themselves and how to customers need to be treated.

    “If you want everybody to have a great demeanor and be pleasant and smiling, well, you’d better be too,” Proud says.

    looks Matter Overall appearance is also a priority. From the shop floor to the waiting area, the facility is a model of organization and cleanliness.

    “If you walk into an auto shop and it’s filthy, and then you walk into another place and the price is the same … the immaculate one is going to get the job,” Proud says.

    To further drive home the point, Proud has all of his techni- cians wear uniforms with white shirts, which encourages them to practice clean work. It’s a trick he picked up during his days at the Mercedes dealership.

    “New technicians will come in and they’ll start and they’ll be filthy for about a few weeks, then they start learning how to get cleaner,” Proud says.

    Since Proud demands cleanliness from employees, he knows he needs to live up to his own standards. He shows up at the

    by peter funk photos by alen l in

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    07.13 | r+W | 41

    Part of the Process Owner Mike Proud’s constant

    focus on leadership has helped his staff to better fulfill their roles and

    provide value to the company.

    shop every day with a uniform that fits his role as owner—a long-sleeve shirt, tie and dress pants.

    According to Proud, the owner essentially leads his or her business by setting standards and adhering to those standards.

    “You set the basic mold of the presence of the shop,” Proud says. “You are the face of it.”

    Pull don’t Push In addition to leading by example, every owner has to commu- nicate to employees how he or she wants a job done. Proud says there are two approaches.

    “There’s managers that whip and push, and there’s managers that speak and pull,” he says. “Do you want leadership, or do you want dictatorship?”

    Proud says the best way to encourage employees to get on board with how you want the job done is communication, which will establish what Proud refers to as “matching realities,” the point where the employee and owner’s perceptions align.

    Matching realities starts with laying out the goal, such as how a completed car should look. The next step is training.

    “You don’t just tell someone,” Proud says. “You train even if you don’t think they need it.”

    Proud thoroughly trains on every task an employee does. For example, when new customers come into the shop, their information, such as how much they spend, who the service writer was and whether they were referred, gets written on a special sheet. The process is clearly laid out for staff as far as how to find out if the person is a new customer, where to find the data sheet, how to fill it out, and to make sure that person gets a thank-you card.

    With every process, Proud has employees sign an agree- ment that they not only understand how the task should be done, but why he has them do it that way. And if Proud sees his employees slipping up, he sits down with them, has them show him how they are completing the task and explains to them where they are falling short.

    “You don’t yell. You talk. You explain things. You develop the reality,” Proud says. “You tell them what the goal is—the final target, what they’re achieving and then the big thing is also praise.”

    Chaunda Fanning, administrative coordinator for the shop, says that Proud’s ability to communicate is one of his strongest