Our experts try to jump-start a struggling auto services venture.

Eddie Freeman II, Lube N Go Michigan!, Mich.
I started a mobile oil change business. We change your vehicle's oil at your location, work or home, for $24.95. I am having trouble launching the business – the phone is just not ringing, and I am having no luck with fleet businesses. I've tried word-of-mouth marketing and handing out fliers. I started the business with my own money when gas was $4 a gallon to save customers money and time. Everyone thinks the idea is great, but no one is using it. I quit my job as a dealership service manager to start this business. What advice do you have to get it going?

By Emily Maltby, CNNMoney.com writer
There are a lot of things working against your business right now, both in and out of your control. First is the economy. People are putting off expenses that aren't imperative, and they may wait an extra couple thousand miles before spending money on an oil change.

"Nationwide, the majority of shops are experiencing a downturn," says David Rogers, president of Auto Profit Masters, an advisory firm for auto service shops, and COO of repair shop Keller Brothers Auto in Littleton, Colo. "I've seen many have to take measures like opening extra days and staying open at night, but it's not working."

Another other issue is your competition. You're up against not only mom-and-pop establishments and service gas stations, but the JiffyLube and Midas chains as well.

"It's a cutthroat market, where people are offering the cheapest of cheap, $10 to $14," Rogers says. "Even on Craigslist, there are no-name people who will do your oil change to earn a few extra bucks."

But the main problem you should focus on right now is your business model.

"This concept has been tried before, but from what I've seen, most of them are suffering," says Rogers. "And it's because consumers are simply not comfortable with it. People are conditioned – they like the feeling of going to a brick-and-mortar shop. With your model, they think of a greasy guy jacking up their car in a parking lot and then they'll have to get it towed to a shop anyway. Or, if they're at work, you'll come in and interrupt what's going on. On the surface, it seems pretty sketchy, so it'll be a long road to overcome that image."

To start turning that around, marketing is vital.

"When you have a product that's unlike any other, people have no trust," says Jim Lanzalotto, president of marketing firm Scanlon.Louis in Newton Square, Penn. "The trick is to show them why they can't live without this service, and the best way to do that is to offer free trials. That will get the relationships established, and you'll also start to get feedback."

But you don't want to just give away free services randomly. The key is to focus on the gatekeepers of word-of-mouth advertising. For instance, offer free trial services to your local radio announcers or writers from your hometown newspaper. If they like the service and talk about it, your name will spread faster.

To help your marketing, make sure your name says it all, so that people understand what you are all about the instant they hear your company's name. "Your name is a value proposition," says Lanzalotto. "'Lube 'n Go' – does that mean 'I drive to you?' It's not clear."

Also reevaluate who your target customers are and how you can access those customers. Instead of trying to focus on individual employees at companies, Lanzalotto suggests arranging a deal with the HR managers of those companies. See if you can get a coupon program going for the whole office.

Also, one great place to find car owners is gas stations. Try to partner with fuel stations that don't have their own service center. You can organize a referral or revenue-share deal with them to boost their incentive to tout your business.

Polishing your image can also pay off. "You have to come off square – you have to scream professionalism, from the uniforms to the truck you drive," Rogers says.

Your truck should be lettered and decorated with your logo so that people who drive by can see what you are doing. "It's a staging area," Lanzalotto says. "Put out banners and signs when you do your work, something like, 'Another oil change by Eddie Freeman.'"

And, tough as it is to put entrepreneurial dreams on hold, you'll also need to think about an exit strategy. When consumers aren't spending, even strong businesses can face insurmountable obstacles.

"This is not the greatest time to launch this type of business, particularly if you don't have a lot of experience," Rogers says. "This is the time to study and find help. I'd say you need two years of operating expenses and marketing and advertising expenses to make it through."

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Environmentally friendly practices can help your business grow – and grants and low-interest loans are available to help.

John, Lynnwood, Wash.
“I'm looking to make my auto detail shop very green. Are there any government grants that I could get to convert everything to the greenest detail shop you've ever seen?”

By Kathleen Ryan O’Connor, CNNMoney.com contributing writer

Saving energy and reducing waste can have a powerful impact on any small business — auto detailing included.

But it can be expensive and difficult to convert to an all-green operation. Recognizing this, organizations and agencies ranging from your local utility to the federal government now offer a variety of incentives that can help, in the form of grants, loans or rebates.

Your local utility is the perfect first step. A quick check on the Web site of the Snohomish County Public Utility District No. 1 shows several rebate programs to help local businesses to become more energy efficient.

One, for energy-efficient lighting projects, will rebate 70% of the cost, or 100% of the materials cost if the project is self-installed, up to $7,500.

Another great place to look is the Database of State Incentives for Renewables & Efficiency, which has more than 100 listings for green grants, rebates and loans for Washington state alone.

Also check Business.gov, a Web site managed as a partnership by 22 federal agencies, for “green” business incentives. But as always, beware of grants that ask for money upfront and those that simply seem too good to be true.

You will also want to contact your local government-sponsored Small Business Development Center, a great resource for information to help your small business go green. Late last year, the Small Business Administration funneled $500,000 through business development centers in Idaho, Nebraska, Nevada and New York to help fund energy efficiency projects. Your local center might have similar options available.

The Washington state SBDC can be reached via Washington State University in Spokane.

Pamela Evans, the green business coordinator for Alameda County, Calif., helps businesses in her state adopt greener practices. Her program certified its first business in 1997 and now boasts 350 local “green businesses” and a waiting list of companies waiting to be considered for certification.

Even without a formal auditing or certification process in your area, small business owners can easily cast a critical eye themselves, she says. Look at your energy use, water use and waste volume. Few business owners realize that lighting can be as much as a third of their energy use, so it pays to go as energy-efficient as possible.

And it sounds obvious, but make sure you are in compliance with all existing environmental laws, Evans says.

“Say, for example, you are washing cars,” she says. “Most local governments will have regulations to prevent runoff into a creek.”

Thomas Rennie, founder and owner of AutoBella, a green auto detailing business in Portland, recommends starting with the front office.

“We just decided, me and my wife, to start treating our business like our home,” Rennie says.

They began ordering liquid products that come in corn-based, eco-friendly containers that compost easily. They replaced old, energy inefficient lighting and took advantage of an option to buy wind-based power from their local utility. Even the pens they use got an eco-friendly makeover — they are made from cardboard and wood. Today, AutoBella workers wear shirts made from bamboo fiber, an easily renewable resource.

They've since moved on to bigger-ticket items, including a major investment in a $15,000 water reclamation system.

“It’s expensive, but I’m getting a huge amount of business off of it," Rennie says.

He and his wife also committed to using biofuel instead of kerosene, a fix that illustrates how inexpensive some green moves can be. Switching to biofuel cost just $30, Rennie says, for a parts change on their high-pressure washer.

Just one warning, if you're on a diet: "It smells like french fries all the time," Rennie says with a laugh.

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A downturn can be a great time to become an entrepreneur – but only if you're prepared, financially and emotionally, to wait out the economic turmoil.

Charlene, Fort Myers, Fla.
I'm interested in buying a small pack-and-ship company. It's for sale for $70,000 with a gross profit of $245,000 a year. As an owner, after making all my bills and deductions, I would make about $60,000. My husband and I want to run it ourselves, with no employees, but we are worried: Is buying a business in the current economy a smart idea?

By Kathleen Ryan O'Connor, Fortune Small Business contributor
When Ken Proskie started his occupational health and safety consulting business in 2004, the economy was emerging from its post-Sept. 11 downturn, but downsizing and offshoring were still pummeling Main Street.

Proskie knew the problem too well: The impetus to strike out on his own came from being laid off after a 30-year corporate career in the field.

The economy seems even worse off now. What's his advice for someone pondering the same plunge today?

"It may sound philosophical, but sometimes a crisis is the biggest chance to find out who you really are," says Proskie, who lives in Evanston, Ill.

Convinced that his advance research was sound and that a clear need for his services existed, Proskie went in prepared to wait out the economy. He planned for a stretch of red ink before he'd see profits.

That approach was smart, experts say. Anyone thinking of starting a new business or taking over an existing one in late 2008 should keep that in mind and be prepared for a potential sales decline.

But above all, finding financing is going to be the top challenge. As banks pull away from lending to large, established companies, you can only imagine what they're telling unproven business owners just starting out.

That's not to say the dollar spigot is closed off completely, but the days of easy money are long gone. A strong personal credit rating is mandatory, but it won't be enough. Be prepared to front plenty of cash and collateral. Many entrepreneurs report that business loans are impossible to get unless they back them with their house.

"A few businesses that I've talked to over the last couple of weeks have had lines of credit canceled, even though they've been up to date on them," says Larry Bennett, a professor of entrepreneurial practice at Syracuse University's Whitman School of Management in New York. “That’s a little bit concerning to me, when even those with high creditworthiness are having problems.”

Still, there are opportunities. For those who come prepared, now can be a good time to launch – your rivals will be facing their own challenges and sales struggles.

"If you've done your homework and you see there is still an opportunity or a window of need, and your competition is not terribly with it, it can be a better-than-ever time," Bennett says. "But take the old saying: Take whatever you are forecasting for money [needed to get started] and double it. I'll say, take what you are forecasting for money and quadruple it."

Small business coach Jeff Williams of BizStarters, which specializes in the over-50 entrepreneur, warns potential entrepreneurs to be prepared, financially and emotionally, for a long stretch of economic turmoil.

"It takes footwork now and that eliminates a certain subcategory of buyers right there. This is not for the faint of heart," he says. "You are really going to have to look three years into the future. That's what smart buyers have always done."

One bright spot to consider: The economic crisis has some older entrepreneurs with solid businesses thinking it's a fine time for a graceful exit. And with the credit crunch, sellers might be willing to offer private financing.

Above all, Williams says, you need to take a long, hard look at the value of the business you're considering starting or buying. Does it fill a fundamental need?

Take industrial supplies. "Even if the factory goes from three shifts to two, they still have to buy these things," he says. "They still have to keep the plant running."

And don't be afraid to think outside the box. Even lawn care, a seeming luxury, can be a prosperous business in a downturn, Williams says. Downsizing means everyone is left working longer hours. Envision the suburban dad working from 7 am to 7 pm six days a week – he isn't going to be spending hours tooling around on the Cub Cadet anymore.

Sticking to the fundamentals was the key to Proskie's eventual success with his firm, Compass Health and Safety.

"The first year wasn't great," he says. "I had to have the resources behind me to survive [that initial loss] in income. I tried to position myself smartly. Why would you want to use me – a small fish in a big pond? I marketed myself as a seasoned professional and, probably more important, was the value proposition. I can do it for less, with better quality and better service than you've gotten in the past."

Eventually, that approach built up his client base. After all, even in a recession, work still has to be done.

One key thing to keep in mind: In any business climate, boom or bust, you can't let your emotions get the best of you.

As Bennett puts it: "I tell my students, fall in love with business, just don't fall in love with the business."

QUIZ: Are you ready to start your own business?

Leonard, Russellville, Ark.
For four years I was production manager of a business which is now up for sale. I want to buy it. This business never showed a profit until I took over, then made money 2004-2008, while I worked there. I don't have the money/credit to buy it, and I have been seeking out investors who would be willing to help me based on my track record as manager. Would appreciate any advice or input.

What do you recommend? Leave a comment below with your answer.

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Start by gathering information from trade groups, say our experts.

Pat, Trego, Wis.
I am interested in starting a company catering to the recreational vehicle industry. Where can I find business consultants to help me? I’d prefer to find consultants who are willing to work for free.

By Paul Roberts, Fortune Small Business Contributor
Dear Pat: Recreational vehicles are a small niche within the much larger automotive industry. Many different companies fall under the RV industry umbrella: manufacturers, parts suppliers, dealers, and so on.

If your business will cater to RV manufacturers, start with the Recreation Vehicle Industry Association (RVIA), the national trade association that represents RV manufacturers and their suppliers. Those two groups together build more than 98% of all RVs produced in the U.S., according to the RVIA.

The group also sponsors national and regional trade show each year. These shows provide excellent networking opportunities for a small business owner hoping to break into the market, says Kevin Broom, an RVIA spokesman.

If you’re interested in becoming an RV dealer or in catering to that part of the market, the Recreational Vehicle Dealers Association (RVDA) is your best bet, says John Roba, President of John Roba Company Inc., a RV industry consulting company in Clarence, N.Y.

The RVDA provides a wealth of information sessions, trade shows and networking events for RV dealers. An associate membership starts a $406 a year. That’s a fraction of what you’d pay a consultant, Roba points out.

Broom cautions that these aren’t great times for the RV industry. After enjoying its three best years ever between 2004 and 2006, business dropped 9.5% in 2007, with an even bigger decline forecast for 2008, Broom says. Gas prices are a big factor in that, but so is the housing market collapse, which has robbed potential RV buyers of a prime source of disposable income.

Still, RV rentals are up 20% this year, Broom says. And 30-somethings are a fast growing demographic in the industry, which has long been dominated by retirees.

Roba agrees, noting that the industry has survived gas price spikes before–in the 1970s–and that vast numbers of retiring baby boomers bode well for the RV industry. And though high gas prices may discourage many RV owners from buying new equipment, that might be a good thing for parts and accessories vendors.

When it comes to free business consultants, you may find that you get what you pay for. As with any other service, consultants get compensated in proportion to their knowledge and expertise. Roba says his company does consulting work for manufacturers who want to start selling to RV makers. Like many consultants, his rates are flexible and he sometimes works on commission.

But short of striking up a personal friendship with someone who happens to be an RV industry expert, you’re unlikely to get any worthwhile consultant to provide valuable advice or market intelligence for free

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