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Tire Dealers Association of Canada Convention - Autosphere

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Congratulations to OK <strong>Tire</strong> from<br />

Toyo <strong>Tire</strong>s on this prestigious<br />

recognition!<br />

Engineered<br />

for the real world.<br />

44 <strong>Tire</strong> News tn October 2008<br />

At TOYO <strong>Tire</strong>s, we design our tires<br />

to handle <strong>Canada</strong>’s worst driving<br />

conditions. We also know you need tires<br />

that will perform in one particularly<br />

demanding area: the real world. So<br />

whether your customer is taking the kids<br />

to the ball game, or they are on the way<br />

to a meeting TOYO has the perfect tire to<br />

match their driving needs.<br />

Contact a TOYO Regional manager for<br />

details on how you can get involved<br />

in an upcoming TOYO campaign or to<br />

become a TOYO <strong>Tire</strong> dealer.<br />

Special report rising to the top<br />

quality <strong>of</strong> the staff and the service. “We have a group <strong>of</strong> staff<br />

called dealer development managers who work with our stores<br />

to help them become better businesses,” Sims says, “because it’s<br />

not enough to be a good tire and mechanical service provider. You<br />

have to be a good business person as well.”<br />

The organization also strives to understand the consumer, conducting<br />

research on a national level and introducing tools that<br />

help each store better understand what’s happening in their particular<br />

area. “If you don’t understand the consumers, you won’t<br />

know what they’re looking for, and you won’t know what services<br />

to provide,” Sims says.<br />

There’s also a strategy in place that is helping the organization<br />

become as efficient as possible, with a focus on improving supply<br />

chain management. “We need to make sure that when a consumer<br />

is looking for something, we can get it to that store and to that<br />

consumer in a timely fashion,” Sims says.<br />

Independent thinking<br />

An organizational shift <strong>of</strong> this magnitude is difficult enough when<br />

all the stores are company owned. But when you have an organization<br />

like O.K. <strong>Tire</strong> where each store is independently owned and<br />

operated, it can be difficult to get all owner/operators to buy into<br />

the new vision.<br />

“The uptake is uneven because they are independent business<br />

people,” Sims says, while pointing out that this can also be an<br />

advantage. “If you look at the winners <strong>of</strong> the J.D. Power Study<br />

in the last three years, they’ve all been organizations that have a<br />

large degree <strong>of</strong> independent ownership. You had Fountain <strong>Tire</strong> two<br />

years ago, last year it was <strong>Tire</strong>craft, and this year it’s O.K. <strong>Tire</strong>.<br />

So when a consumer is dealing with one <strong>of</strong> our stores, they’re not<br />

dealing with the manager—they’re dealing with the owner. And it<br />

seems that the owner has a more vested interest in making sure<br />

that the customer is satisfied.”<br />

The upgrades the more than 265 O.K. <strong>Tire</strong> locations have been<br />

asked to accept are major. For starters, the organization is rec-

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