Multi-Unit Franchisee Magazine Issue I, 2014 | Page 42

MEGA

“I’m always firm. I’m always fair, and I’m friendly.
You’ll see managers hug me when I walk in.”
and built new locations. We’re looking
for untapped markets in our Colorado, Utah, and Nevada territories and
might even consider expanding into
new states,” he says.
“It’s all about our people,” says Griffin. “We are known for raising up strong
leadership in our stores and that in turn
builds strong stores.”
Griffin, along with his wife Joye, was
chosen as Jiffy Lube’s 2010 Franchisee
of the Year and is a staunch brand supporter. He’s excited about some new
brand initiatives being rolled out by

MANAGEMENT
Business philosophy: We grow during the economic downturns. During
the fat years we are maturing inside the core, developing the leadership of our
people, saving, and paying off debt. We have stores that are up 47 percent
in customers. This is a great opportunity at a time competitors are hesitating
or focusing on their own demise. Very few people can stand in a circle of fire
and not feel the heat. Two years ago we bought Nevada. Last September we
bought Colorado. This is from our company manual:
“Griffin Fast Lube believes in creating valuable services for customers and
enjoyable work environments for employees. To do that, a set of values and information must be known and achieved by all employees. GFL does not create
a comprehensive list of rules and regulations that will guide employees through
every possible situation. Rather, it hires teachable individuals, with good core
values. We build off those core values and teach them how to understand and
evaluate situations, so that they can make correct decisions. This type of management stimulates innovation and allows management to be creative. These
values and creativity show to our customers, which then builds excitement and
loyalty.”
Management method or style: Firm, fair, and friendly. In that order.
I’m always firm. I’m always fair, and I’m friendly. You’ll see managers hug
me when I walk in. They’ll say, “Mr. Griffin will communicate but not talk in a
demeaning way to me.” I’ll never tear down the individual.
Greatest challenge: Right now it’s keeping everybody from not letting the
economic downturn affect them negatively. You have so much negativity coming out from what’s written and what’s viewed on TV. But I try teaching them
how to look at that as an opportunity instead of a downfall. My father was
in the 111th Airborne. He lived through the ’29 crash, the 1941 bombing of
Pearl Harbor, Hitler declaring war on the U.S. It was all turmoil. He taught me
about an individual named Marie who was asked to make desserts when it was
hard to make food. She was a single mother raising a child, and built a bakery
in ’48. In 1968 she had 26 restaurants, and today what, 182? She was
Marie Callender. I bought a home when interest rates were at 18 percent, car
sales were down, home sales were down, and homebuilders were going broke.
In 2010 interest rates were low but car sales and home sales were down and

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Multi-Unit Franchisee Is s ue I, 2014

homebuilders were going broke, car dealerships were going broke. And Griffin
Fast Lube was able to double twice in two years. The opportunities don’t float
to the surface unless something difficult happens.
How do others describe you? They’d say I’m an individual with a lot
of passion and discipline, somebody who has the ability to care for all of us
beyond the employee at work and into their homes and families. They would
say when he gets a goal in his mind he can work dog-tired under extreme circumstances. I work as a team, I don’t run point. I’m not that type of manager.
I’m side by side with my wife through all of this. That’s why we get so much
accomplished.
How close are you to operations? There is a Griffin in every store at
least once a month.
What are the two most important things you rely on from your
franchisor? Quality products and keeping the brand united.
Have you changed your marketing strategy in response to the
economy? How? Yes. All-day everyday low prices and coupon discounts.
How do you hire and fire? All of our employees are clearly communicated with as to what the job position requires and their daily, weekly, and monthly responsibilities. Their managers clearly communicate as to what they’re doing
right or wrong, and their job is to teach them along the way how to get better.
If you find someone resistant or negative or foul-mouthed, if they don’t move
on they won’t be able to stay with us. We’re firm, fair, and friendly. By the
same token, we’re very careful about who we hire. These aren’t just bodies
coming through the door.
How do you train and retain? We have a training program tied with
Jiffy Lube’s program. Everyone gets certified on the customer side and the procedure with the vehicle.
How do you deal with problem employees? Clear communication
verbally and then written up. A key point: we follow back up with training in
their area of default.