Proud to Be a Tire Dealer: Don Barnes III
Third-generation business leader Don Barnes III always knew he wanted to go into the family trade. Barnes, president of Allen Park, Mich.-based Belle Tire, saw his family’s passion for the business and was drawn in. “One thing that I really love was the passion and enthusiasm my grandfather had for the business and my dad
Proud to Be a Tire Dealer: John Quirk
Third-generation tire dealer John Quirk has made several major changes to his family business since taking over as president and CEO. Under his care, Quirk Tire, a two-location full-service commercial dealer in Watertown, Mass., grew to become VIP Tires & Service, a retail dealership with 56 locations across Maine, New Hampshire and Massachusetts. In 1975
Proud to Be a Tire Dealer : Dave Snyder
While waiting for truck tires, an eye-opening experience led Dave Snyder to build his own tire business in Wasilla, Alaska. “I followed my dream to move to Alaska to drive a truck, but saw close friends lose family from being on the road so much. I knew I wanted to open my own business, and
Changing the Tire Game
If the off-highway tire market were a chess game, BKT would be preparing to declare checkmate and claim its place as a global leader. “In the game of chess, there is a unique quality that distinguishes a true champion from a mere player. It is the ability to understand that each game consists of challenges
Problem Employees
Managing difficult employees and holding them accountable in a litigation-happy environment often feels akin to walking a tightrope while wearing a blindfold. And while not every under-performing or disgruntled employee will take legal action, companies can discourage litigation by instituting and consistently following good discipline and performance policies. Two important management tools for handling challenging
Avoiding CSA Violations
In 2010, the Federal Motor Carrier Safety Administration (FMCSA) rolled out the Compliance, Safety, Accountability (CSA) program to make sure drivers and fleets are not only driving safely, but are also operating safe vehicles. Since its infancy, the program has undergone a few changes, but tire maintenance violations remain a serious safety risk that should
Proud to Be a Tire Dealer: Paul Sullivan
After 48 years in the tire business, there isn’t much that hasn’t been said about Paul Sullivan, vice president of Sullivan Tire & Auto Service. The strategies and methods behind his leadership of the company – which celebrated its 60th anniversary last year – have been chronicled in industry publications and local newspapers alike, making
Time and Motion Studies
Time and motion studies? This is retail, not manufacturing.” I have received many comments such as this since my last article on operational excellence where I recommended such studies as a way to improve performance. I do admit that while conducting time and motion studies may seem a bit out of place in retail, it
Get ‘Em in the Door
The ‘Loss Leader’ Approach Want to boost sales? Try the “loss leader” approach. This sales technique involves significantly reducing the price of one item and using that as the “lead” to get customers into your tire store. Once a customer walks in the door, they’ll see other items of interest. In general, the loss leader technique
A New Era Begins
Kumho Tire USA is embarking on a new era in 2016, Harry Choi, its president and CEO, told tire dealers during Kumho’s recent dealer meeting in St. Lucia on Dec. 3. The tiremaker underwent several major changes in 2015 including a headquarter relocation from Rancho Cucamonga, Calif., to Atlanta, a major employee turnover, and working
Proud to Be a Tire Dealer: Mark Kauffman
Kauffman Tire’s CEO Mark Kauffman always knew he would continue his family’s legacy in the tire business. For generations the tire business has been in the Kauffman’s blood, and as a third-generation tire dealer, he continues his family’s legacy. The Kauffman family has built a tire empire since Harry and Eva Kauffman, Kauffman’s grandparents, opened
Dead Sensor Battery
During the initial TPMS phase-in many warned about what sounded like an impending crisis. It was the “tire guy’s apocalypse,” which sounds dramatic, but that’s the way I remember the situation being characterized. There was worry and paranoia from all sides. Some companies undoubtedly saw it as a “market opportunity,” and helped perpetuate some of
