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Time Business News
3 hours ago
- Time Business News
Automotive Care Industry: An Old Industry in a New Digital-First Market
For over a century, the automotive care industry has hummed along, a vital part of our transportation infrastructure. From dusty garages offering oil changes to sprawling dealerships with state-of-the-art service bays, the core of the business has remained largely tangible: hands-on work on physical vehicles. But in today's rapidly evolving digital-first market, this established industry faces both exciting opportunities and significant challenges. Here in California, and across cities in the United States, we're seeing this shift firsthand. Consumers, accustomed to instant information and seamless online experiences in nearly every other aspect of their lives, are now bringing those expectations to how they care for their cars. The old ways of relying solely on word-of-mouth or Yellow Pages listings are no longer enough. The Digital Disruption is Here: The internet has empowered car owners like never before. They research repair options, compare prices, read reviews, and even try DIY fixes armed with YouTube tutorials. They expect online booking, transparent pricing, and digital communication. Over 70% of car owners now search online before choosing a local auto shop or smog check station. For automotive care businesses, ignoring this digital transformation is no longer an option – it's a path towards becoming obsolete. As platforms like Vehicle Care Network emerge, offering professional car care services with a focus on efficient solutions and skilled technicians, the industry is clearly moving towards a more accessible, digital-first approach. Similarly, for California-specific needs like smog checks, services like Smog Check Network are revolutionizing how drivers find and book certified stations, offering online payments, appointment management, and upfront pricing. This not only benefits the consumer but also provides powerful tools for stations to thrive in a competitive online environment. The automotive care industry faces several significant challenges in today's digital-first market, starting with reaching the modern customer who spends more time online than physically searching for a mechanic. This necessitates finding effective ways to cut through digital noise and attract new clients. Another hurdle is building trust online in an industry where credibility is paramount; businesses must find ways to establish relationships with customers they haven't met in person, with online reviews and digital testimonials are becoming critical for demonstrating reliability and customer satisfaction. Furthermore, transparency in pricing is now non-negotiable, as customers demand clear, upfront explanations and costs for services, pushing traditional businesses to adapt profitably. This shift also requires adapting to new technologies, from online scheduling systems to digital vehicle inspections, all of which demand significant investment and training. Finally, the rise of online retailers and DIY culture has empowered many car owners to order parts online and access repair information, enabling them to tackle more maintenance themselves. Despite the challenges posed by the digital-first market, significant opportunities abound for automotive care businesses willing to adapt. A robust online presence can dramatically expand reach, attracting customers from a broader geographical area than traditional marketing methods. Digital communication tools, email marketing, and social media offer enhanced customer engagement, fostering stronger relationships and building loyalty. Operations can be streamlined through online booking systems, digital record-keeping, and automated reminders, leading to improved efficiency and reduced administrative burdens. Moreover, tracking online activity and customer interactions provides invaluable data-driven insights for understanding needs and optimizing services. Building a strong brand reputation is also a key benefit, as online reviews and testimonials, often highlighted on platforms like Vehicle Care Network, become powerful tools for building trust and attracting new customers. Finally, the digital space facilitates specialization and niche marketing, enabling businesses to target specific customer segments and effectively promote their unique expertise, such as electric vehicle maintenance or specialized European car repair, while platforms like Smog Check Network, demonstrate how online tools can simplify compliance and transaction management. For automotive care businesses in California and beyond to thrive in this new era, a strategic approach to digital transformation is crucial, encompassing the establishment of a professional online presence through a user-friendly website, active social media profiles, and listings in relevant online directories like VehicleCareNetwork and SmogCheckNetwork. This also involves embracing online booking and communication by offering convenient online scheduling and utilizing email and text messaging for appointment reminders and updates to enhance customer experience. Prioritizing transparency is key, with businesses providing clear pricing information and digital vehicle inspection reports, as exemplified by SmogCheckNetwork's upfront listing of prices and California Certificate fees. Furthermore, actively soliciting and responding to online reviews is vital for managing online reputation and attracting new customers, while investing in digital marketing, online search optimization, and targeted online advertising can significantly increase visibility. Finally, continuous adaptation and learning are paramount, as the ever-evolving digital landscape necessitates staying informed about new technologies and best practices. The automotive care industry may be rooted in tradition, but its future lies in embracing the digital-first market. By strategically leveraging online tools and technologies, as demonstrated by the innovative approaches of Smog Check Network (available at and Vehicle Care Network (available at businesses can not only survive but thrive in this exciting new landscape, ensuring that they continue to serve the transportation needs of communities like ours for generations to come. TIME BUSINESS NEWS
Business Insider
3 hours ago
- Business Insider
YouTube's former chief product officer says getting money from Google felt like pitching a VC
YouTube's former chief product officer Shishir Mehrotra said the company didn't have "infinite money." On the "Grit" podcast, Mehrotra said that YouTube paid Google 25 cents for every dollar it made. "Google had a cash pile over there, but I had to go ask for investment from it," Mehrotra said. Shishir Mehrotra helped lead YouTube through its early 2010s boom. He introduced some of the platform's most notable features like skippable ads, eventually serving aschief product has since left the company, and is now the CEO of Grammarly. Money wasn't falling from the sky at YouTube, Mehrotra said on the "Grit" podcast. When he wanted money, he needed to ask for it. "Google had a cash pile over there, but I had to go ask for investment from it," Mehrotra said. "It's just like raising money from a venture capitalist." When Mehrotra joined YouTube in 2008, the company was still unprofitable. After two years, the company turned a profit — but only got to keep 75% of its spoils. "Every dollar we made, 25 cents went to corporate and 75 cents we could spend," Mehrotra said. "I effectively had a dividend to Google." Even with Google's "cash pile," Mehrotra said that raising money is easier from outside of big company than within. At Google, Mehrotra said that there's only one person who can sign off on major investments: CEO Sundar Pichai. "Everybody around you can say no, and only one person can say yes," he said. Mehrotra compared that modelto someone like Sam Altman, who recently raised $8.3 billion for OpenAI, per CNBC. Where YouTube seeks funding from Google alone, OpenAI seeks funding from a broad group of outside investors. "If you're Sam Altman, everybody can say yes and nobody can say no," Mehrotra said. "He can just keep hunting for whoever can give him money."
Business Insider
3 hours ago
- Business Insider
YouTube's former chief product officer says getting money from Google felt like pitching a VC
Leaders need to know how to pitch — even inside a trillion-dollar company like Google. Shishir Mehrotra helped lead YouTube through its early 2010s boom. He introduced some of the platform's most notable features like skippable ads, eventually serving aschief product officer. Mehrotra has since left the company, and is now the CEO of Grammarly. Money wasn't falling from the sky at YouTube, Mehrotra said on the "Grit" podcast. When he wanted money, he needed to ask for it. "Google had a cash pile over there, but I had to go ask for investment from it," Mehrotra said. "It's just like raising money from a venture capitalist." When Mehrotra joined YouTube in 2008, the company was still unprofitable. After two years, the company turned a profit — but only got to keep 75% of its spoils. "Every dollar we made, 25 cents went to corporate and 75 cents we could spend," Mehrotra said. "I effectively had a dividend to Google." Even with Google's "cash pile," Mehrotra said that raising money is easier from outside of big company than within. At Google, Mehrotra said that there's only one person who can sign off on major investments: CEO Sundar Pichai. "Everybody around you can say no, and only one person can say yes," he said. Mehrotra compared that model to someone like Sam Altman, who recently raised $8.3 billion for OpenAI, per CNBC. Where YouTube seeks funding from Google alone, OpenAI seeks funding from a broad group of outside investors. "If you're Sam Altman, everybody can say yes and nobody can say no," Mehrotra said. "He can just keep hunting for whoever can give him money." Mehrotra began at Grammarly in January, following the company's acquisition of Coda. Since then, Grammarly has closed $1 billion in financing from General Catalyst. Grammarly doesn't have a big corporate parent to feed off of like YouTube did. Then again, Mehrotra said YouTube didn't have "infinite money."
