Quick Lube Business Valuation
Oil Change & Quick Lube Business Valuation Calculator & Exit Planning Built for Quick Lube Owners
We built one platform that tracks your quick lube's value monthly, identifies exit gaps early, and ensures your personal finances align with your exit timeline.
1,000+ Businesses have joined YourExitValue.com
Most Quick Lube Owners Have No Idea What Their Business is Actually Worth
Current Oil Change / Quick Lube Valuation Multiples (2026)
Quick lube valuations are strong due to recurring revenue model and consolidation. Here's the market:
Every business is different. That's why you need to track your value.
Included in Your Exit Value is a complete Exit Planning Assessment where you track your progress quarterly against your results from the previous quarter.
Know your number and watch it grow
Most business owners guess at their value. You'll know it with precision.
Our platform uses six proven valuation methodologies to give you a complete picture of what your business is worth today—and tracks how that number changes month over month. No more waiting for annual appraisals or paying $15K+ for outdated reports.
See your trends. Spot opportunities. Make informed decisions
What Actually Drives Quick Lube Value
Your service speed matters, but sophisticated buyers evaluate these factors that determine premium pricing:
Car Count
Strong Daily Vehicles Served
How many cars do you service daily? Car count is the fundamental metric of quick lube economics. Track daily, weekly, and monthly counts. Growing car count demonstrates market demand and operational capacity. Declining count signals competitive pressure or operational issues.
Declining count = buyer concern
Average Ticket
Optimized Service Upsell
Beyond the basic oil change, what additional services do customers purchase? Filters, fluid services, wipers, and other maintenance items increase average ticket. Track your average ticket over time. Effective upselling without being pushy improves economics.
Oil-only = limited revenue
Customer Retention
High Repeat Rate, Reminder System
Oil changes are recurring—customers need service every few months. High repeat customer rates indicate service quality and effective marketing. Reminder systems that bring customers back are valuable. Track repeat rate and customer database quality.
No retention = constant acquisition
Location Quality
High Traffic, Easy Access
Quick lube depends on convenient locations—high traffic visibility, easy ingress/egress, adequate stacking. Location quality directly impacts car count potential. Great operations in poor locations have limited upside.
Poor location = count ceiling
Facility & Equipment
Multiple Bays, Modern Equipment
Bay count determines throughput capacity. Modern equipment—pit design, oil delivery systems, POS—enables efficient service. Facility condition affects customer perception and operational efficiency. Well-maintained facilities support valuation.
Single bay = capacity limited
Manager Operations
Runs Without Owner
Can your shop operate without you present? Having trained managers and documented procedures demonstrates transferable operations. Owner-dependent quick lubes are jobs, not scalable businesses. Build management depth before going to market.
Owner-run = job replacement
How to Value an Oil Change or Quick Lube Business
The U.S. quick lube industry includes approximately 17,000 locations generating over $8 billion in annual revenue. Quick lube businesses provide fast oil changes, fluid services, and basic maintenance without appointments.
Seller's Discretionary Earnings (SDE) is the primary valuation method. Quick lube businesses typically sell for 2.0x to 3.5x SDE. Multi-location operators may use EBITDA multiples of 4.0x to 6.0x. Locations with strong car counts, high average tickets, and prime real estate command the higher end.
Revenue multiples generally range from 0.40x to 0.70x annual revenue. Franchise locations (Valvoline, Jiffy Lube, Take 5) sometimes command premium multiples due to brand recognition and operational systems.
The unique valuation factor for quick lube is the daily car count and average ticket expansion. Daily car count is the fundamental metric — high-traffic locations processing 60+ cars per day generate strong economics. The ability to upsell beyond basic oil changes into transmission fluid, coolant, brake fluid, fuel system cleaning, and tire rotation services significantly increases average ticket and profitability. Real estate lease terms are critical since location drives traffic, and the pit or bay configuration affects throughput capacity.
Quick lube has seen active consolidation, with Valvoline's acquisition by Saudi Aramco and continued growth of express oil change franchises driving market activity. Use our free calculator above to get your instant estimate, then track your value monthly with YourExitValue.
Frequently Asked Questions
What multiple do quick lubes sell for?
Quick lubes typically sell for 3.0x – 5.5x SDE or 5x – 9x EBITDA. Locations with strong car counts, good average tickets, and manager-run operations command premium multiples.
How does car count affect quick lube value?
Directly. Car count is the fundamental metric. Growing counts demonstrate demand; declining counts signal problems. Track daily counts carefully.
Who buys quick lubes?
National quick lube chains (Valvoline, Take 5, Jiffy Lube franchisees), regional operators building scale, PE-backed automotive platforms, and individual buyers seeking retail automotive.
Does location affect quick lube value?
Significantly. High traffic, visibility, and easy access drive car counts. Great operations in poor locations have limited upside. Location quality is hard to change.
How important is customer retention?
Very important. Oil changes are recurring—customers need service every few months. High repeat rates indicate service quality. Reminder systems help retention.
What's the fastest way to increase my quick lube value?
Three high-impact moves: 1) Increase car count through marketing and service quality, 2) Improve average ticket through appropriate upselling, 3) Build management so operations don't depend on you.