CAMEROTA TRUCK PARTS
answers by Frank Camerota, president
WHY DID YOU START THE BUSINESS?
In 1960, Salvatore “Sam” Camerota (father of the current owners) founded Camerota Used Truck & Tractor Parts as a truck dismantling and parts yard. When Sam became ill, his sons Frank, Salvatore and Steven assumed control of the company. In 1974, the brothers shifted the company’s focus from dismantling used trucks to selling new truck parts, remanufacturing transmissions, rear differentials and steering boxes, and changed the company name to Camerota Truck Parts.
For over 48 years Camerota Truck Parts has evolved to continually satisfy customer needs with full-service repair and installation facilities, sales of major OEM product lines and by providing new and remanufactured manual and automatic transmissions, rear differentials, steering boxes and drivelines for trucks of all sizes. As the company evolved so has its footprint in the Northeast with a large remanufacturing, sales, service and distribution facility at the headquarters in Enfield, Conn., and facilities in: North Haven, Conn.; Westborough, Mass.; Bow, N.H.; Bangor, Maine; and Valley Cottage, N.Y.
WHAT’S BEEN YOUR TOUGHEST BUSINESS DECISION?
Shifting away from hands-on, owner control of every transaction to developing a management structure to support expansion through multiple locations. In the early years we were a much smaller company which allowed the three owners to be very hands-on. To grow, we knew we needed to change. Strategically, the decision to move to the next level, was to either sell more in the same market or expand our market area.
The growth decision was made in 1989 to expand our parts and units business with the opening of our first branch facility. This first step was huge and allowed us to develop our first non-owner management structure and move forward. That was a very tough decision at the time and certainly one of our best as it has allowed us to further expand to six facilities throughout the Northeast, all of which are staffed with exceptionally talented people. The three owners are not solely responsible for the company’s success – it is the loyalty, the abilities and the hard work of 145 people within the organization that makes Camerota successful every day.
WHAT WAS YOUR BEST BUSINESS DECISION?
Embracing the combination of lean manufacturing and achieving ISO certification for our quality management and distribution systems changed our company from a rebuilding environment to a manufacturing environment. Implementing both concepts has taken us from good to great in providing best in class service and product value to our customers.
WHAT WAS YOUR WORST BUSINESS DECISION?
In an attempt to diversify our product offerings in the early years, we stepped outside of our core product line to integrate reman gasoline and light-duty engines. It didn’t add value so we pulled the line.
WHAT IS THE BEST WAY TO KEEP A COMPETITIVE EDGE?
We have found that one of the most important components to keeping our competitive edge is our success in developing and sustaining a culture of continuous improvement. As part of our commitment to a continuous improvement culture, our quality management system is ISO 9001:2000 certified, and has been since 2006. This involves continuous evaluation and audits of processes, analysis of data and a proactive approach at every level of the organization to systematically and continuously improve every facet of our business – from parts sales, unit remanufacturing, distribution and ultimately customer satisfaction.
WHAT IS YOUR FIVE-YEAR VISION?
Continued growth. Plans are to expand our presence in the Northeast with additional stores, service facilities and product lines to increase market share and provide stronger partnerships with regional customers. Plans do not include solely bricks and mortar growth – technology is a tremendous growth avenue.
WHAT IS YOUR BUSINESS PHILOSOPHY?
Our core business philosophy is to be the best in class at solving customers’ drivetrain needs – we are “Drivetrain Specialists.” We have transitioned from component supplier to drivetrain solutions provider to earn our customers’ loyalty.
WHAT IS THE BIGGEST CHALLENGE FACING THE AFTERMARKET?
Our area in drivetrain components is under intense pressure of becoming commoditized by procurement managers who really don’t understand the product support that is needed. Our specialty of drivetrain products is very different than stock parts such as oil, lights, etc. Delivery, diagnostics, failure analysis, reducing down time and core management do not appear on national price lists, but are an increasing part of fleet management.
HOW DO YOU SEE THAT CHALLENEGE BEING RESOLVED?
This challenge of the commoditized product will in the short-term be resolved by the painful experiences of buying choices. These issues usually resolve themselves in the end, but in the interim must be managed one customer at a time as there is no quick fix.
Camerota is taking the initiative to resolve this challenge for our customers through education and solutions – it is that shift we have taken from no longer being just a component supplier, but rather a preferred drivetrain solutions provider. We hold technical clinics for our customers, provide onsite diagnostic services and have invested in equipping our field sales teams with diagnostic capabilities to immediately and accurately diagnose a problem at the customer’s site.
DURING YOUR TIME IN THE INDUSTRY, WHAT HAS BEEN THE MOST SIGNIFICANT CHANGE?
Significant consolidation within the industry and customer base. Decades ago, competition was primarily among smaller, family-owned companies, and since the ’90s the landscape has changed with the emergence of large consolidated groups funded by private investment or national suppliers that have wiped out most of the smaller competitors. The Camerota family is passionate and committed to remaining an independent, privately owned family business, and we are confident in retaining the strong leadership position built over our nearly 50 years in the industry. Relationships that we have built and continue to build are strong enough to compete with all players in the market.
WHAT ADVICE WOULD YOU GIVE A YOUNG PERSON CONSIDERING A CAREER IN THE AFTERMARKET?
There are tremendous opportunities for a young person to build a strong career in the industry.
WHAT DO YOU KNOW NOW THAT YOU WISH YOU KNEW WHEN YOU FIRST GOT INTO THIS BUSINESS?
To support our growth strategy, in 2000 we implemented what was a new concept to our culture – lean manufacturing. We employed these principles throughout our remanufacturing processes, which then led to driving continuous improvement practices throughout the organization. The focus on employee team building, lean principles and continuous improvement practices took the company to a higher level of operating efficiency and clarity.
WHAT MOTIVATES YOU EVERY DAY?
The personal responsibility that my brothers and I have for our 145 employees – we are very thankful and driven to continuously improve, strengthen and grow the company for everyone’s success and advancement.
Headquarters Address: 245 Shaker Rd, P.O. Box 1134
Enfield, Connecticut 06083-1134
Website: www.camerota.com
Founded: 1960
Owner(s): Frank Camerota, Steven Camerota and Salvatore Camerota
Number of Locations: 6
Number of Employees: 145
Business model: Comprehensive offering of truck driveline parts and services, including: full-service repair and installation; truck parts sales of major product lines; new and remanufactured manual and automatic transmissions, rear differentials, steering boxes and drivelines for trucks of all sizes in both on- and off-highway applications.
Growth plan: Expanding market presence through e-commerce, product lines and parts and service facilities strategically located throughout the Northeast.
