VIP Tires & Service used the Samoset Resort in Rockport, Maine, this week as the backdrop for its 100^th anniversary celebration.

A gala dinner celebration entertained about 250 VIP Tires & Service employees and vendors in attendance

Founded in 1926 as Quirk Tire Co., the dealership grew throughout the years until third generation family owner John Quirk bought VIP Parts, Tires and Service in 2001. 

In 2012, Quirk sold the parts business to O’Reilly Auto Parts to concentrate on tires and auto service and renamed the company VIP Tires & Service.

Today, VIP Tires & Service has 77 locations throughout five states. The dealership employs nearly 800 people. (Click here to listen to MTD Editor Mike Manges' Modern Tire Dealer Show interview with Quirk, now executive chairman of VIP Tires & Service.)

MTD caught up with Quirk and Tim Winkeler, VIP Tires & Service's president and CEO, during the Auburn, Maine-based dealership's recent centennial event.

MTD: VIP has survived and grown for 100 years. What's been the biggest factor behind that longevity?

Quirk: The biggest factor has been adaptability. Our company has constantly evolved as the tire and automotive service industry changed. My grandfather started by servicing tires on the road, then we became significant players in off-the-road tires and retreading. Later, when I acquired VIP in 2001, we recognized that tires and automotive service represented the future and shifted our focus accordingly.

Winkeler: Companies that last for 100 years have one thing in common; they adapt. VIP has continually reinvented itself as markets changed, consumer expectations evolved and new opportunities emerged. The business today looks very different from what it was even 25 years ago and that's a big reason we've continued to grow.

MTD: When you acquired VIP in 2001, you inherited a company with a different culture. How did you begin transforming it?

Quirk: The very first thing I did was spend several weeks talking with employees. I wasn't there to tell them what was wrong. I was there to listen. What I heard repeatedly was, 'We have no voice.' Employees felt there were many things the company could do better if management would simply listen to them. That feedback shaped the culture we've built over the last 25 years.

Today, one of our strongest beliefs is that great ideas come from the people closest to the customer. Many of the improvements we've implemented throughout the organization originated from suggestions made by employees in our stores and support center.

Winkeler: That culture of listening and continuous improvement remains one of our biggest strengths. Our employees know they have a voice and that their ideas can lead to real change.

MTD: Customer service seems to be at the center of everything VIP does. Where did that philosophy come from?

Quirk: Early in my ownership, I discovered that store managers had almost no authority to solve customer problems. They could only approve a very small amount of credit for a dissatisfied customer. I felt that was completely backwards. So I gathered hundreds of employees and announced that every store manager would have the authority to do whatever was necessary to resolve legitimate customer concerns. Some people thought it would become a financial disaster, but I believed the opposite would happen.

If you empower people and hold them accountable, they'll almost always make the right decision. And that's exactly what happened. Over time, customer issues declined because managers took ownership and customers felt heard.

Winkeler: We eventually built a customer-service portal that allowed us to immediately identify and respond to issues across the company. What we learned was that most complaints weren't about a repair being done incorrectly. They usually came down to communication. The faster we could identify and address those concerns, the better the customer experience became.

The same philosophy guided us during COVID-19. When sales suddenly dropped by nearly 50%, there was a lot of uncertainty across the industry. Our approach was simple: if we expect employees to take care of customers, we must take care of employees first. We made a commitment that no one in our stores would lose hours or a paycheck. If there was less customer traffic, we'd find other productive work for our teams. We wanted employees focused on serving customers and supporting their families, not worrying about whether they'd still have a job next week. Looking back, that decision strengthened loyalty throughout the organization and put us in a position to rebound quickly when business returned.

Quirk: I still remember walking into Tim's office when sales had fallen dramatically and asking, 'What are we going to do?' His response was immediate: 'Nobody in the stores is going to get hurt.' There wasn't a second of hesitation. That moment reinforced what our culture is really about. If you invest in people and stand by them during difficult times, they'll stand by your customers when it matters most.

MTD: VIP has expanded significantly over the last several years. What do you look for when entering a new market?

Winkeler: We primarily look for strong independent operators with excellent reputations. Ideally, they are businesses that already resemble a smaller version of VIP. They deliver quality service, have loyal customers and employ great people. Those businesses tend to fit well with our culture.

Quirk: Many of these owners have spent decades building their businesses. We want them to know we'll continue investing in their employees, serving their customers and preserving the legacy they've created. That's important to us. We also focus on communities where customers value quality service. We're not a discount operator. We position ourselves as a full-service alternative to the dealership and invest heavily in technician training and employee development.

MTD: Community involvement is another hallmark of VIP. How did your relationship with Make-A-Wish begin?

Quirk: It started through a family connection, but what really surprised us was how deeply our employees embraced it. Once our teams met the children and families involved with Make-A-Wish, they became incredibly passionate about supporting the organization. The stories of those kids and the challenges they've overcome inspire our employees. Today, Make-A-Wish children visit our stores before our annual fundraising campaign begins and it has become one of the most meaningful things we do as a company.

MTD: What does celebrating 100 years mean to VIP and its customers?

Quirk: It's a significant milestone and one we're proud of. When you think about everything our family and company have lived through, including depressions, wars, economic downturns and the pandemic, it's remarkable. But while we appreciate the history, we're even more focused on the future. Our goal is to become the best operator in the industry and we know we still have opportunities to improve.

Winkeler: For customers, the 100-year milestone sends an important message. It says we've been here for generations and we're committed to being here for generations to come. In many New England communities, people know that when they need help, a VIP store will be there.

MTD: Looking ahead, what do you hope VIPs's future leaders will say about your generation?

Quirk: I'd hope they say we built a culture that invested in people. At the end of the day, it's our employees who earn customers for life. That's never going to change. We believe that if you want the best talent, you need to empower people, train them and create opportunities for them to succeed.

Winkeler: I hope they'll say we continued the company's tradition of adapting. Nobody knows what transportation will look like 50 or 100 years from now, but if VIP remains committed to serving customers, developing employees and embracing change, I think the company will continue to thrive.