THE BUSINESS CENTER | PROFILE IN SUCCESS
MILES THE AUTO SPA
Putting in the MILES
Carwash owner Miles Johnson unlocks revenue potential and profit
stability with subscription-based pricing.
If ever there was a carwash operator willing to go the distance, it’s Miles Johnson. Even his name implies a commitment to staying the course, putting in the time and distance necessary to reach the finish line.
For Johnson, that finish line was a luxurious carwash and
custom auto supply store in the suburbs
of Nashville. As a new operator, Johnson
worked tirelessly to make MILES The
Auto Spa a destination for upscale clientele.
Luxury as a business model
For starters, the 8,300-sq.-ft. facility
features plenty of options. With three
carwash lanes, a clothing/gift boutique,
an automobile accessory shop, three indoor detailing bays which can be viewed
by customers from the café or waiting
area, and a custom garage makeover/or-ganization business, Johnson has created
a plethora of selling opportunities.
According to Johnson, the idea for
combining all of these services was to
tailor the menu towards his market area, a high per-capita income
and growth-rate area just outside of Nashville, TN. For instance,
Retail Therapy, the clothing/gift boutique, represents about
10 percent of the revenues. “My friend and business partner
Michelle Roberson operates the business,” Johnson stated in an
earlier interview with The Nashville Post. “It’s a big hit. Our female
clientele, which represents about 50 percent of Miles The Auto
Spa business, would revolt if we eliminated Retail Therapy.” He
continued, “Our concept was to create a
luxury experience in a not-so-luxurious
business. That was the first difference.
The next was our focus on execution.”
Working with a large staff
Execution includes hiring and manag-
ing a large staff, according to Johnson,
who didn’t cut any corners when it came
to running his full-service carwash.
“[The carwash] requires a more robust
staff. However, it’s also a higher revenue
model on a per-car basis,” he stated.
“We will have 30 employees on staff at
any one time, usually a third of which
are part-time. We’re open seven days a
Johnson knows his staff is the key to achieving high-revenues,
and he focuses management on customer service and quality as-
surance in the final product. “Our success depends on high reten-
c
business. That was the first difference.
The next was our focus on execution.”
