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In the highly charged political environment we live in today we see a growing division regarding differing ideas and views. I’m sure you’ve seen how new ideas or viewpoints offered by some aren’t really appreciated, acknowledged or even allowed when they differ (e.g. Kanye West / @KanyeWest) from what’s expected. There seems to be no room to find a middle ground any more; we’ve lost the ability to have civil and open debate of ideas. When you turn on cable news, read Twitter feeds and even when you have conversations with friends and relatives about countless topics, today’s vitriol has become pervasive. If you aren’t in lockstep with others you’re often castigated, ridiculed and left on the outside looking in. A form of groupthink. Merriam-Webster Dictionary defines groupthink as,
“a pattern of thought characterized by self-deception, forced manufacture of consent, and conformity to group values and ethics”
Historically in business most companies operated in a groupthink mode. Autocratic, dictatorial company owners or management with no interest in opposing views or new ideas. Perhaps you worked for a company like this during your career or maybe work for a company today that stifles new ideas? That style may have worked once upon a time, but not in today’s business environment.
Over a 10-year span beginning in 1990 I had the great fortune to work with a small, boutique consulting firm based in California while I was an executive at Belron International Ltd. Everyone I worked with at the consulting firm, from the principal to all the associates, brought tremendous value to company meetings they attended or facilitated. With their help teams openly discussed issues the business was facing, and we were encouraged to fully consider and debate all ideas to find the best way forward. The firm espoused that there were “No Bad Ideas (NBI)”. Out-of-the-box thinking. A key to using NBI is that it cultivated the opportunity for all participants to feel comfortable suggesting highly creative or unconventional ideas without the chance of being mocked by peers. When you remove the fear of being ridiculed for what might be viewed as a controversial idea in a meeting, you unlock infinite opportunities and options. It’s amazing to see what can be accomplished in an NBI environment. The firm provided tremendous value to me, as well as the companies I was responsible for managing.
While working at the company the Chairman, as well as the President/CEO of the organization (at that time) were both key influencers in my career. They used a similar concept to NBI in meetings. Everyone was encouraged to raise contrarian viewpoints to ensure that as many ideas as possible were raised and considered. When offering a contrarian or unconventional idea during meetings we were told to start with “I’m just practicing, but what if……”
Participants could raise ideas without fear, regardless of how outrageous the ideas may have been viewed, as all participants in the discussion were “just practicing”. The outcomes of meetings where we used just practicing always provided better options or alternatives to determine the best path forward for the company.
I’ve used NBI and just practicing with great success for almost 30 years in other organizations. I suggest leaders embrace NBI and just practicing within your teams to maximize opportunities for success. Respectful listening and learning never ends and any organization could benefit from using these techniques.
p.s. Today, all of those with whom I worked with at that consulting firm have gone their separate ways and each have had and continue to have amazing individual careers. So, thank you, Selwyn, John, David, Jim and Brian for NBI, along with the support you all provided. Thank you to Ronnie and John for just practicing.
You may or have seen this short YouTube video (link below) titled:
It is a great example of mentoring and leadership. The video shows a series of vignettes highlighting interactions between National Basketball Association (NBA) Head Coach Steve Kerr of the Golden State Warriors (also a former NBA player) and his remarkable NBA superstar player Steph Curry. The interactions between this great coach and player are amazing to watch.
There isn’t much you can add to the power of Steve Kerr’s words of encouragement to his superstar guard. You could argue that Steph Curry was destined for an amazing career in the NBA based on his natural talents and the very hard work he has put into ensuring that he is able to give his best every game, but Coach Kerr should be given credit for helping him achieve even more.
If you provide similar positive reinforcement like Steve Kerr with the people that work for you, imagine how great a company you will have. Of course, the reality is that not all managers or company owners are good mentors or leaders. Nor are all employees’ top performers. That doesn’t mean that you can’t spend time encouraging everyone to get the best that you can out of those that report to you or work for your company.
I’ve worked for good and bad bosses. I’m sure you have as well. The best one for me was unquestionably John Mason, the President and Chief Executive Officer at Belron from 1989 – 2000. The good ones tend to delegate authority ruthlessly with confidence. The bad ones? Well, Geoffrey James, a Contributing Editor for Inc. Magazine and Inc.com wrote a great article titled “5 Traits of a Micromanager (and How to Fix Them)”. Mr. James writes that those five traits are:
- Measuring too many things.
- Monitoring too closely.
- Building too much consensus.
- Intervening too much.
- Setting too many priorities.
Hopefully those aren’t traits you possess if you’re a boss, but perhaps you recognize them as traits in your boss?
So, if you’re a leader and mentor I would strive to be like Steve Kerr. He has the qualities I would want to have.
Posted by "Just Sayin'..." in aftermarket, AGRR, aumotive after-market, Auto Glass Safety Council, Autoglass, Batteries, Battery, Big Data, Business, Credibility, customer, Data, Dedication, Disruption, Disruptive Innovation, Economy, General, Innovation, Inspire, Leadership, New Year, Retail, Service, Success, supplier, Technology, U.S., U.S. Govt., Uncategorized, USP on December 31, 2017
Does your company provide customers with amazing reporting that presents them actionable or unique information derived from your analysis of their data? If you don’t you’re missing a great opportunity to highlight the value that your organization can bring by presenting data they either haven’t thought about or don’t access to help improve performance.
I received an email from Uber® that detailed my rides during the past year. Most of the information wasn’t actionable, but it was interesting. I learned that I traveled 285.25 miles via Uber® in 2017. I was labeled a “Weekday Warrior” suggesting that most of my rides took place between 6 a.m. – 10 a.m. and 4 p.m. – 6 p.m. on weekdays. Their take was I was using Uber® for rush hour, happy hour, heading to a morning meeting or a ride to the airport and they were right. I used Uber® in 11 different cities with the highest use in Boston. I don’t live in Boston, but they told me that most international air travel from Boston is to London. Who knew? I learned that I signed up for Uber® 1,396 days ago and my average rating of drivers was 4.82 out of 5. I guess I’ve been impressed with most of them.
Uber® also informed me that Los Angeles riders provide the highest satisfaction ratings for drivers across the World, Tampa uses Uber Eats® most often and that New York stands out as the city with the most late-night and weekend rides. Miami had the most mobile telephones that go MIA (pun intended) in an Uber®, the top tourist destination was The Eiffel Tower and Chinese is the most ordered food in the United States, Burritos in Asia and Europe, along with Tacos in Latin America via Uber Eats®.
Now I’m not sure that any of this information is meaningful or actionable for me, but when you provide your customers with unique information that you track which you believe is important and that could be useful to them in bettering their business you add value. Can you provide a unique perspective that shows the value that you bring? Adding value to your customer is a key component to finding success for your company. By differentiating your value proposition to your customers, you help separate your company from your competitors. So, if you’re not using data to provide your customers with information that can improve their business you’re missing out on a great opportunity to improve yours.
Here’s hoping your 2018 is a very successful one!!
Nationwide Windscreen Services – A Leader in Auto Glass Replacements of Vehicles with Advanced Driver Assistance Systems (ADAS)
Posted by "Just Sayin'..." in ADAS, aftermarket, AGRR, AGRSS, aumotive after-market, Auto Glass, Autoglass, Collision Repair Industry, Credibility, Disruption, driverless car, Driverless Cars, Leadership, OEM, self-driving, self-driving car, supplier, Technology, U.S., U.S. Govt., Uncategorized, Windscreens on July 6, 2017
If you’re in the automotive industry you’ll know that the complexities of Advanced Driver Assistance Systems (ADAS) technologies are being utilized on more and more Original Equipment Manufacturer (OEM) vehicles rolling off assembly lines around the globe. What does ADAS mean to drivers buying or leasing OEM vehicles? As an article published by the research and consulting firm McKinsey & Company titled “Advanced driver-assistance systems: Challenges and opportunities ahead” explains,
“Demand for advanced driver-assistance systems (ADAS)—those that help with monitoring, warning, braking, and steering tasks—is expected to increase over the next decade, fuelled largely by regulatory and consumer interest in safety applications that protect drivers and reduce accidents. For instance, both the European Union and the United States are mandating that all vehicles be equipped with autonomous emergency-braking systems and forward-collision warning systems by 2020. A recent McKinsey survey also suggests that car buyers are becoming even more interested in ADAS applications that promote comfort and economy, such as those that assist with parking or monitoring blind spots.”
Another article titled “Driver Assistance System Market to Grow..” that appeared in the online Digital Journal stated,
“Increasing government regulations such as mandating usage of driver assistance systems in the vehicle and emerging high-end vehicles market in developing countries has an important quotient in the growth of driver assistance system market. In the coming years, it is expected that the driver assistance system market will advance with higher growth rate as compared to previous years. The current challenges for the market are training the professionals on the software due to its complex and expensive features. Therefore, steadily changing process of manual workflow to digital workflow, will result in long-term benefit when the advance features of driver assistance system services are implemented and would be used on regular basis by various industries.”
Consumers buying vehicles with this technology onboard, who will require aftermarket services that could alter the original calibration of ADAS technology, will need to be aware of the importance of choosing service companies that are not only knowledgeable on these safety systems, but that also have service technicians equipped and proficient on the use of all required tools to ensure that the ADAS technology works properly. It’s critical that OEM car manufacturers, companies developing ADAS technology, governments, along with a myriad of automotive aftermarket service industries work together to ensure consumers are kept safe.
One aftermarket service organization in the auto glass repair and replacement (AGRR) industry in the United Kingdom is a leader in ensuring consumer safety. That company is Nationwide Windscreen Services (NWS). NWS began in 2006 and in just over a decade they have 70+ locations that provide auto glass repair and replacements, with 500+ mobile fitting vans and 600+ staff offering a 24/7/365 call center operation and service coverage to insurance, fleet and consumers across the United Kingdom.
NWS has taken dramatic steps to ensure that the replacements they do are done properly. On August 1, 2015, NWS opened its first ADAS center in Leicester, England, and Stuart Sole, Managing Director of NWS said:
“The windscreen of the future will no longer be a piece of glass protecting occupants from the elements and offering structural support for the vehicle, safety systems are being developed with driver aids to help avoid collisions and accidents. Advanced Driver Assistance Systems technology will manage the cruise control, automotive braking, adaptive lighting, GPS, smart phone, lane departure warning cameras, collision avoidance system. This technology continues to influence vehicle design at a great pace, with more and more of these systems being introduced onto new vehicles. NWS will continue to invest in future technology within the automotive glazing industry; ensuring that the NWS customer base continues to receive a market leading product in all areas of our business.”
Since opening their first ADAS service center in 2015, NWS has invested more than £ 300,000 (US$ 380,000 prox) to ensure that NWS provides proper calibration when required on replacements that have ADAS technology. Today NWS is fully capable of providing recalibration for replacements which require this service across their platform. NWS has been awarded the Lloyd’s Register Quality Assurance ISO 9001 for their processes.
I asked Philip Homer, Operations Director at Nationwide Windscreen Services, who has responsibility for developing the service delivery model at the company to answer a few questions regarding the commitment to the safety of their customers at the time of replacement and when recalibration is required:
- You’ve made a huge commitment to safety in time and treasure to ensure that you provide a complete drive-away solution when you complete a replacement for customers whose vehicles have ADAS technology. What drove you to decide to provide a solution internally versus utilizing the OEM dealer network after you replaced a glass where ADAS was involved?
Answer: A one stop solution for the driver and vehicle down time, standardised pricing throughout the United Kingdom. Assurance for fleet and insurers that the vehicle has been calibrated following a replacement.
- I’m sure that you spent a great deal of time researching the best solution for your customers. What is the name of the recalibration system that you chose and what were the main reasons you chose their equipment?
Answer: Hella Gutman – We feel their system is the most practical available at present providing a solution for static or dynamic calibration. The equipment also prints off a certificate to confirm a successful calibration.
Hella also provide training for our technicians at their facility in Banbury Oxfordshire, once completed the technician is also issued with a certificate to confirm that they have attended a training session and competent in how to use the equipment.
- Are you able to complete recalibration with the Hella Gutmann equipment that you’ve chosen on all vehicles in your marketplace?
Answer: Approximately 75% of vehicles requiring some attention can be calibrated using the equipment we use.
- Within the United Kingdom are there AGRR installation and/or automotive recalibration standards that have been determined and approved by a governing body that your company follows?
Answer: We are not associated to any governing body but do feel we have considerable experience in the field as we were the first to market in the UK.
- You’ve received the Lloyd’s Register Quality Assurance ISO9001 rating. What does this mean to your company and staff?
Answer: We have been accredited by Lloyds QA for over five years and our team are very proud of this accreditation. We are currently working towards ISO9001 // 2015.
- Do you provide recalibration services at each of your centers? Do you also provide the service on a mobile basis?
Answer: We currently have twenty sites across the UK and during 2017-2018 we are planning additional sites in strategic locations
- What is the time required for completing recalibration – shortest, longest and average?
Answer: Approximately forty-five minutes for static or dynamic calibration.
- Do you charge customers for recalibration? How much do you charge for a recalibration? Are you able to bill insurance and fleet customers for this service or do the customers pay for the recalibration directly?
Answer: Our standard price is in the region of £130.00 (US$ 165.00 prox) plus vat. We have a number of billing routes into insurance or fleet customers
- When you complete a recalibration is it always 100% effective? How do you know that a proper recalibration has been completed?
Answer: We have had a small number of unsuccessful calibration. This has been largely down to the relevant software release. In the event that we are unable to recalibrate we would advise the driver to take their vehicle to a franchised OEM dealership.
- NWS is committed to providing this service to your customers. For those companies in other parts of the world who are interested in providing a similar service to their customers and wonder what the return-on-investment is, can you tell me how long will it take you to get a return on your investment?
Answer: Provided you have access to the vehicle park you should have no problem in obtaining an ROI in under 12 months.
- Do you provide this service for other AGRR companies that you compete with or does NWS make the service available solely to your customers?
Answer: This is under discussion now as we feel if has further potential.
- ADAS has been called an interim technology. Do you feel this is the case and, if so, what do you think will replace it?
Answer: We have been informed that the technology is at stage three and the vehicle manufacturers or those providing the equipment are aiming for fully autonomous vehicles which would be stage five.
- How have you been able to determine which makes and models require recalibration?
Answer: Manufacturers with an ADAS enabled windscreen, but on several occasions they aren’t activated or the camera mounting has been blanked off. We feel that the best identification point is by the technician during installation
- How do you handle makes/models where the vehicle owner is instructed to only use the OEM car dealership for calibration?
Answer: We have a robust process in place to organise any calibration should we need to use a franchised dealership. However, we would always recommend a calibration to be carried out during the glass installation to avoid any inconvenience to the driver.
- How knowledgeable do you find consumers are about ADAS and the need for recalibration?
Answer: Their understanding is gaining momentum largely due to the vehicle manufacturer selling the driver aid technology as a safety feature
- How have you educated your insurance and fleet customers, as well as consumers of the importance of proper recalibration of ADAS after you’ve completed a replacement?
Answer: Yes, we feel have taken an active role in educating the insurance and fleet sectors. We have presented to number of customers and a “best practice” session at the 2016 Fleet Management Live event at NEC in Birmingham.
- Are there any learnings from your experience with providing a complete ADAS solution to your customers in the United Kingdom that you can share with other auto glass companies interested in recalibration systems?
Answer: Good technical support is the key to successful calibration in the initial stages of use.
Thank you for taking the time to answer the questions that I’ve asked today Philip. The commitment that Nationwide Windscreen Services has made to customers they serve is highly commendable and provides a roadmap to AGRR companies that are looking to provide an ADAS solution for vehicles with this technology that requires recalibration after the installation. The commitment that NWS has made in investing in calibration equipment, employee training and facilities allowing the company to deliver a complete ADAS solution to is highly commendable and delivers a strong statement that safety is paramount to their customers. Congratulations to you and your company for being a leader in the industry.
As more and more OEM vehicles have ADAS technology onboard we need to ensure that aftermarket automotive companies are fully prepared to properly recalibrate vehicles they service if recalibration is required. The consequences could be life or death for consumers when an automotive aftermarket company provides service and doesn’t recalibrate the vehicle when required. Is your company taking the proper steps to ensure that you’re fully prepared?
D’Ieteren, the parent of auto glass repair and replacement (AGRR) behemoth Belron, offered some insight into the current state of affairs at Belron in a press release last Friday. Even the strong can have some problems. The title of the press release was, “Annual impairment testing and profitability improvement measures / Update on group’s FY 2014 outlook / Early views on 2015” You can download the release via this link. It provides some interesting insight.
When you read the details of the press release pay particular attention to the section titled ”IMPAIRMENT AND RESTRUCTURING CHARGES”. This section provides an in-depth discussion of the non-cash charges and actions that D’Ieteren is taking.
First of all the release states that “Since 2010, Belron has been facing adverse market conditions in the UK with the vehicle glass repair and replacement market down by circa 40% over the period (-12% in 2014) together with price deflation. This has led to an erosion in profitability during the period.”
“Belron entered the Chinese market in 2009 and expanded its network to 39 branches through a number of acquisitions, all of the businesses having both a wholesale glass and a fitting activity.”
“Experience to date has shown that Belron’s high business standards were not compatible with the carrying out of a profitable wholesale business in the region. Given the relative size of this activity in many of the existing branches, the discontinuation of the wholesale business means that these are no longer viable in the long term and will be either closed or sold. Following the closure of 31 non-profitable locations, Belron’s footprint in China will be concentrated on 8 branches.”
“This change will result in EUR 7 million unusual costs as well as a non-cash goodwill impairment charge of EUR 9 million, all provided for at year-end.”
“In Italy, following a decline in the vehicle glass repair and replacement market of circa 8% in 2014 and the decision of one of the major insurance partners to cease its collaboration and to establish its own network for fulfilling glass claims during the year, Belron has decided to implement a number of efficiency improvement measures. This will encompass merging the back offices of Carglass Italy and Doctor Glass, its franchise operation, as well as reducing administrative work in several branches thanks to the roll out of the new remote advisor system. The resulting EUR 4 million unusual costs will be fully provided for at the end of this year and will generate savings that should partially compensate for the reduction in sales.”
“In the Netherlands, vehicle glass repair and replacement market has halved in the last 5 years following the roll out of a new road surfacing technology that resulted in the vehicle glass breakage rate reverting to the European average while it was previously significantly higher. Profit improvement measures are currently being implemented both centrally and in the field operations that will require EUR 4 million unusual costs to be fully provided for at the end of this year.”
“In addition to its classical fitting business, Carglass Germany runs a separate activity offering glass repair and replacement for heavy commercial vehicles, notably buses and coaches. The profitability of this business has deteriorated in recent years due to the contraction in this market segment and will be negative by EUR 3.5 million in 2014. The decision has been made to close this business for total unusual costs of EUR 9 million.“
The value of the goodwill allocated to Brazil (EUR 20 million) is still under review.”
In the press release section titled, “TRADING UPDATE FOR THE PERIOD ENDING 30 NOVEMBER 2014” you’ll read the following:
“At Belron, year-to-date sales were up 1.3% on 2013 at the end of November, consisting of a 0.4% organic increase and 2.1% growth from acquisitions, partially offset by a 0.8% negative currency translation effect and a 0.4% decline due to fewer trading days. Total repair and replacement jobs have increased by 1.7% to 10.3 million.”
“In Europe, despite share growth, sales were down 4.8%, consisting of an organic decline of 6.6% due to severe market declines following an exceptionally mild 2013-2014 winter weather in Northern Europe, and a 0.6% decline due to fewer trading days, partially offset by 1.8% growth from acquisitions and a 0.6% positive currency impact.”
“Outside of Europe, sales were up 8.3%, consisting of an organic growth of 8.4% predominantly due to the extreme winter weather in the eastern US at the beginning of the year, and 2.5% growth from acquisitions, partially offset by a 2.4% negative currency translation effect and a 0.2% decline due to fewer trading days.”
During the early to mid 1990’s I held senior management positions at Windshields America, Belron’s retail subsidiary in the United States. I was fortunate to have worked with the greatest group of people that I’d ever had the opportunity to have been associated; the company grew from 50+ stores to 274 stores with exceptional sales and bottom line performance. Great people make all the difference in any organization. (December 16, 2012 blog post “What’s Your Line-up?”) The growth in store count and profitability was made possible by the performance of Autoglass. The Managing Director of Autoglass rightly boasted at the time that his company was providing the fuel (British pound profits) to help drive the growth of Windshields America and other areas of the world of Belron. True. It wasn’t his choice, but it was his view that he could have used those profits to further the goals that he had for Autoglass in the United Kingdom. Possibly true. Perhaps today Safelite profits could be diverted to help Belron around the world? If that does happen Safelite would have less money to spend in the United States to further their goals. Also a possibility.
So this week when you have a few minutes to consider the “strengths, weaknesses, opportunities and threats” (SWOT analysis) that could affect your business in the upcoming year and decide on what actions you will take to ensure that 2015 achieves the success you desire, know that even the dominate player in the AGRR industry in the world is having their share of problems. Some of their problems are market driven, so not necessarily self-inflicted. But some of them are strategic and tactic driven, so those are self-inflicted. Regardless they are not going away so don’t rejoice, but there is hope.
Courtesy of http://www.TomFishburne.com
I was reading an article that appeared in Tuesday’s USAToday with the headline – “Amazon puts 15,000 robots to work on Cyber Monday”. 15,000?!?! The Kiva Systems robots do tasks that historically have been done by some number of Amazons 88,400 employees. Robots picking products that are purchased online by consumers that then need to be shipped to them from Amazon fulfillment centers across the globe cost some number of people jobs. Using Kiva robots obviously provides great value to Amazon shareholders since they don’t require a human resource department to oversee payroll, other benefits such as medical and dental plans, vacation days, sick days, etc.. But this can’t be good for union and hourly workers.
Robots are obviously taking over or facilitating any number of manual jobs that historically have been done by employees. Amazon’s use of robots brings the product(s) ordered online and stored in shelf bins to a packer for shipping. Once the purchased item is delivered to the packer the robot returns the shelf bin back to where it belongs awaiting the next task. These robots have certainly saved Amazon the cost of workers who provided this service. The article says that Amazon spent $ 775 million for the Kiva robots and that, “The robots are part of a complex software and hardware system that simplifies picking and packing at warehouses that contain literally millions of items.” The article doesn’t mention that each robot, and the systems that supports them, cost an average of $ 51,667. Payscale.com estimates that the average Amazon employee salary cost is in a range of $ 50,098 – $ 122,195. After Amazon’s initial investment in the Kiva robots there would be ongoing costs for maintenance, repairs, replacements and of course those whose job it is to manage the 15,000 robots, but Amazon obviously did all the internal analysis and studies to see that the return on investment was well worth the $ 775 million.
The advent of using robots isn’t new, but with robots taking over responsibilities of human pickers at Amazon and the use of robots across countless industries and companies the potential loss of unskilled or low skill jobs could be devastating. Taking place at the same time is the strong push by some city and state governments to increase the minimum wage through legislation. Somehow there seems to be a potential disconnect.
Redwood.com compiled a report titled “The Top 10 Reasons Businesses Demand Enterprise-Level Automation”. Reason #2 in this report is:
“Happy and Productive Employees
Automated tasks keep people—who can get bored or irritated by doing repetitive tasks—free from drudgery. It also liberates them to do more strategic and valuable activities for the company. Automation lies at the core of all of our modern conveniences. Machines are made to do repetitive, boring tasks—without complaining.”
You can see where the use of robots and/or automation that is rapidly taking over or helping employees in their jobs providing cost reductions and greater shareholder value for companies who utilize them, but I’m guessing that most employees would prefer being “bored or irritated” and not “free from drudgery” versus not having a job. Certainly there are countless jobs that won’t be taken over by robots, but is your job completely safe from being replaced by a robot so that you can be freed to do something else? I’m guessing the Amazon employees that were picking products for packing at one time thought so.
If you’re a business owner or in management with responsibility for delivering shareholder value you have to continually be looking for ways to cut costs and increase value just as Amazon has done. There are countless jobs that aren’t going to be replaced by robots, but are there robots that can help you improve the productivity of your employees making their jobs easier and provide greater shareholder value? As companies compete against each other for business at a local, regional, national or international basis; looking for the slightest advantage against industry competitors the answer has to be yes. What are you doing to take any advantage available and ensure that you continue to grow and prosper in your industry?
“The Top 10 Reasons Businesses Demand Enterprise-Level Automation”
Posted by "Just Sayin'..." in aftermarket, AGRR, AGRSS, aumotive after-market, Auto Glass, Auto Glass Safety Council, Autoglass, Business, Collision Repair Industry, Innovation, Interviews, Leadership, OEM, Retail, Service, Sika Corporation, supplier, Tools, Uncategorized, USP, Windscreens on October 28, 2014
John King is retiring this year as the Vice President – Aftermarket at Sika Corporation. In his role at Sika John has been a key influencer in the auto glass repair and replacement (AGRR) industry both in North America and the world. I wanted to get John’s thoughts on the industry prior to his retirement and he agreed to talk.
Thank you for taking the time to talk again John. I know that you’re going through some changes in your life. You saw an auto glass installation for the first time in 1997 and a lot has changed since then to today. As you prepare to depart an active role in the AGRR industry can you tell us your view of the state of the industry as it relates to the safe installation of auto glass?
John King: For Auto Glass Retailers that continue to provide their Customers with Safe and Cost Effective Glass Replacement and Repairs, the future is bright, as there will always be a need for quality work.
Do you feel that there are more safe installations done today for consumers versus when you first entered the industry in 1997?
John King: Statistics like this are difficult to define, as it becomes more of an observation and opinion, than fact based. However, Economics always drive business decisions, and unfortunately, for the Auto Glass Industry, the Economics of today are much more stressful, than in 1997. For a number of reasons, the size of the Replacement Industry has shrunk over the past 7 years, resulting in a competitive climate that has far too many Glass Shop Companies and Independent One-Off Installers making Installation decisions based solely on the Revenue then need to survive. When that happens, Safe Installations take a back seat, to getting the job done cheaply. While “cheaply” does not necessarily mean incorrectly, it can mean that shortcuts in an installation may occur; “Slipping the Cowls, Short Urethane Beads, Incorrect Use of Priming Systems, No use of Priming Systems, and Not Holding the Vehicle until it is safe to Drive, are all symptoms of an unsafe installation”.
Unfortunately, I still believe that far too many Installers sacrifice a Complete Job, for a Quick Job. Therefore, my answer is that today, that are still far too many unsafe installations being done.
On the bright side, those Shops and Installers that are doing a Complete Job, have vastly improved since 1997. There is more adequate training available today, and for quality installers, who have kept up with training, and who are using the latest technologies of Urethane and Installation Equipment that better equip the Technician for making a Safer Installation, they are light years ahead of the best installs of 1997.
Do you think more needs to be done to ensure that replacements are being done correctly and are there any further steps you feel should be taken to ensure that auto glass is installed safely?
John King: No one likes or wants Government Intervention. However, unless the Industry takes it upon themselves to collectively raise the “bar of performance” when it comes to proper installations, it will only take a high profile auto glass installation related death, to raise the awareness of the Public and those that Govern to actively do something about it.. The Television Program 20-20, that aired 12 years or so ago, raised awareness for a period of time, but unfortunately, that awareness petered out and the public is still at risk. Quality Glass Shops who can “prove” to the Insurance Industry that they do perform Safe Installations, will be rewarded with business in that segment of the market. Glass Shops who implement and use “Net Promoter Scores” and track their Customers’ Satisfaction and Continue to Train their Technicians will be doing what the Consumers need them to be doing.
The Cash Market is another issue, and because it is structured differently and because there is “little to no quality barriers” for someone to enter the Auto Glass Industry, Consumers that utilize the Cash Market vs. the Insurance Market are subject to the unknown.
Have you any advice or hopes for the industry?
John King: Again, there will always be a need for Quality Work in an Industry. Just look at what 2014 has brought to the Automobile Manufacturers, with record numbers of Recalls. Consumers now have the lowest confidence ratings ever for Car Companies and those Manufacturers will only change that conception when Recalls are reduced. Auto Glass Retailers, Glass Manufacturers, Installation Equipment Makers and Urethane Producers need to work together to ensure the Public gets quality installations. There are many great people within the Auto Glass Industry and I believe that those committed to providing Safety will win their fair share.
Fill in the name of who is replacing you at Sika. I know that you’ve been transitioning him into your role as you are nearing retirement. Will there be any changes in direction for Sika?
John King: Mr. Marius Mavrodin replaced me, effective July 1, 2014, although I have still been consulted on important issues. That followed 5-6 months of us working very closely together so that he understood the Industry and our Customer Needs as much as possible. Marius has been with Sika for a number of years, so he knows our capabilities and he is blessed with an Organization that works very hard to provide Quality Products, Services and Support to our Customers. I know there is still room for improvement in what we do and Marius will lead this cause.
As an avid golfer I’m sure golf will play a major role in your retirement. Do you have any other plans you’d care to share?
John King: For the short term, my wife Marilyn and I will take a couple of months to catch our breath. The last 45 years together have flown by and we have been blessed with 5 wonderful children, with the Grandchild count, now at 4. They have been and will continue to be our major focus. It is not so much that I want to retire, but rather, I don’t want to work 50 hours a week anymore.
Fortunately, there are some opportunities for me that might take root. While deciding that, Marilyn loves to play golf as much as I do, and that is a major blessing. We will stay active in Church and Charitable Activities and perhaps do a little travel, but the one thing I will not miss are Planes, Trains and Automobiles, if you catch my drift. I will miss the People, for they have made it all worthwhile, and to all whom I have encountered over the years, I am truly grateful. And lastly but most importantly, I thank My Lord and Savior, Jesus Christ, for looking after My Family and I. We would have been lost without Him.
Thank you very much for your thoughts and insights John. You have provided great leadership to the auto glass repair and replacement (AGRR) industry and I’ve certainly valued both our business and personal relationship. You will be missed by our industry. I’m sure everyone wishes you the best in your retirement and/or the new opportunities that await you.
I was honored at Auto Glass Week™ 2014 to present John with an inaugural AGRR industry award. The award begins a new tradition through which the industry honors an individual for the body of their contributions through the years. The award was once known as the Len Stolk Award (as you will remember Len was an individual focused on the advancement and education of all facets of the AGRR industry). John was an excellent choice to receive this inaugural award.
Photo courtesy of http://www.glassbytes.com
Welcome John King, Vice President – Aftermarket at Sika Corporation. Sika celebrated its 100 year anniversary in 2010, a true testament to the quality of their products and dedication to their customers. Sika has developed product systems in the automotive, construction, and industrial markets with a continuing focus on safety and sustainability. In the AGRR world, Sika produces adhesives for sealing and bonding windshields in the aftermarket auto glass industry that meet and/or exceed OEM (original equipment manufacturer) requirements.
What changes have you seen in the auto glass world since you first joined Sika and began working in this industry?
John King: My first exposure to an Auto Glass Installation, was in 1997, in Zurich Switzerland, where I saw the Technician wearing a shirt and tie, and a smock. This was how this tech dressed every day. To him, his job was his profession. While I certainly do not think that USA Installers need a dress code, I do see that many glass shop companies want to “raise the bar” of customer perception, installer performance and the glass shops’ commitment to safety, within our industry. I firmly believe that this country has many technicians who are committed to this cause, and take pride in their work. Unfortunately, over time, I have seen far too many technicians that care little about quality work, and even less about safety. We have an Industry with an extremely low “barrier of entry”, meaning that anyone can put a phone number on the side of their truck and advertise auto glass repair and/or replacement. However, that does not mean that they know what they are doing, and both the Public and Insurance Industry, know little about how to discern the difference between those who care and those who do not. As our country’s economic conditions have worsened, our industry has become a haven for persons looking to find some type of income. While it does not mean that those techs necessarily perform improper installations and repairs, we have to ask ourselves, have these new industry participants been trained? How are they kept abreast of the ever changing details of vehicle glass replacement? How many of them even care to know anything about “doing it right”?
What changes would you like to see in the future?
John King: Some States have talked about “Licensing” of auto glass technicians. While I do not want glass shops to have to spend any more money then necessary, we have to ask ourselves, “How can we raise the barrier-of-entry into this industry?” Licensing may be one avenue of doing this, while at the same time, providing a means of “raising the bar of safety” within AGR. In any industry where the safety of the public is at stake, there are usually steps that those industry participants must take to first, truly understand what their work is to accomplish, and then secondly, prove they are worthy of doing the work. In essence, become Industry Certified. In AGR, the goal should be to provide correct and safe auto glass installations, meaning the vehicle’s passengers should not be placed at risk after their vehicle is returned to them. Today, responsible Glass Shop Companies take this task upon themselves. They see to it that any new technician receives adequate training, and spends time observing experienced and qualified technicians, before turning the new techs loose, to do jobs on their own. The question to all of us should be, “How does the Public and or the Insurance Industry know that adequate training has taken place?” In today’s AGR market, Glass Shop Companies spend their CSR’s time or their Outside Sales Rep’s time trying to convince prospective customers that “their installations are safer than their competitors”. Unfortunately, there are many Glass Replacement Companies that are either ignorant of a truly safe and quality installation, or they are outright lying. Licensing, which would include testing and certification, may be one of the ways to accomplish industry wide compliance of correct installation standards.
How long have you worked at Sika, and what do you find most rewarding about your job?
John King: January 1997 is when my career at Sika began, and I must admit it took me a while to have an understanding of how this industry works. However, without a doubt, the most rewarding part of the business is getting to know people. There are always business issues, business problems to solve, and strategies to implement, but at the heartbeat of this industry, is its’ people. For me, there is nothing I like to hear more, than an unsolicited positive comment about how our Sika people are perceived by customers. Whether Distributors or End Users, if our salespeople, or our customer service department are liked and appreciated by customers, that means that more than half the battle is already won. The bottom line, is that most people, want to do business with good people. Therefore, if we can hire honest people with good interpersonal skills, and then adequately train them, and provide our customers with quality products, in the end, our sales people will provide excellent service and support to those customers, which would be ultimately rewarded with an ongoing business relationship.
Sika recently created a great animated cartoon called, “No Shortcut to Safety.” It’s a wonderful tool for glass installers and consumer alike, and describes the process of safe windshield installation without using laymen’s terms that can sometimes feel unfamiliar to people who don’t speak AGRR garble.
John, why did Sika Corporation feel it was important to develop this animation video?
John King: The AGR Industry is a cross section of groups. We have the makers of product, the distributors of products, and the users of products, and those who need those products and services, who are collectively the Consumers, or Fleet Customers, or Insurers. Communicating to a wide array of groups, with a single message, is always a challenge. Our message needed to be part technical, part educational, part logical and if possible, part entertaining. Most groups can understand all 4 parts of the message, if the message is short, and studies indicate, even with very intelligent persons, that 4 minutes is tops, to maintain someone’s attention. We investigated a number of ways to develop and communicate our No Shortcut to Safety message, and when we came across the animated concept, it made sense to use the video’s simplicity. We also found from experts in video communication that presenting a new message with an entertaining format, also maximizes the listeners retention of the subject matter; hence a cartoon format.
What were your goals and target audience for this important message, “No Shortcut to Safety?”
John King: The message was still the key objective, and a message of a Safe and Reliable auto glass installation needed to be created and delivered to the Shop Owner, the Technician, and their Customers. .
How would you like to see this video utilized? In other words, what do you feel is the most effective way to reach out to drivers to educate them about safe windshield installations?
John King: Ideally, it is a combination of utilization of the video. First of all, we know safety is important to most consumers. This video has been shown in glass shop waiting areas to hundreds and hundreds of vehicle owners, and feedback from them has been exactly what we desired. They have told those glass shops that they understand what they are doing for them. Nothing has been more rewarding than reaching the Public with this message of No Shortcut to Safety. Currently, glass shop waiting rooms are still the most common place where the message is shown. However, with smart phones and the internet, we would hope to experiment with some glass shops being able to forward this video, to their customer, once they have scheduled a job. The video then acts as an explanation to that customer as to what they should expect, when the job gets done. This approach could then create a real value added marketing piece for shops to make the whole glass replacement experience, an even better one for their customers.
Thank you for joining us John.