If You Don’t Know Where You’re Going

In tonight’s blog post, guest writer Caroline Slee-Poulos shares the importance of planning in “If You Don’t Know Where You’re Going.”

 

I promise you I’m not trying to make a reference to “Alice in Wonderland.” Although the title of this post is part of a quote from the story by Lewis Carroll, Yogi Berra had his own ending to the quote: “If you don’t know where you’re going you might end up someplace else.”

I think that most of us like to be able to see the path ahead of us: personally and professionally. When it comes to the professional aspects, I have found that quite a few people overlook education.

Of course, for several years, the only focus on education was a large push for every child to attend a 4 year university program after secondary school. I like to think that we know a bit better now – education is never “one size fits all” – but only time will tell. When the 4 year program was the focus, career training, employee development, and trades were pushed to the side. This was a short-sighted approach, at best.

Those of you who have already taken a class or assessment with us know that we are focused on functional education: giving you rich content in bite-sized pieces, leaving you room for the full schedule each of you live everyday.

In my last post I wrote about learning objectives, as it helps to know what you will get from a particular class or program of study. For this post, I have some thoughts on goals.

Ron has mentioned more than once that many high school graduates think of their graduation as the opportunity to put school behind them. That should never mean that we have left learning behind, though.

In that vein, I would encourage you all to make a list of your professional goals:

  • where do you see yourself in 1 year? 5? 10?
  • do you have a pathway to reach those 1, 5, and 10 year goals?
  • does your employer have goals for you or your role within the company?
  • do you know what those goals are?
  • what is your area of greatest strength?
  • what is your area of greatest struggle?

Write down your answers to these questions. Take some time to consider where it is that you are going. Education, training, and mentorship are all tools that can help you get there.

With a new year ahead of us, I would urge you to start executing plans towards those goals. Ron always says that “the time is now.” He is absolutely right. Now is the time to shift from ideas to reality.

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Everything Seems Obvious in Hindsight!

Chris Kohart has over 30 years of direct management experience in the heavy construction equipment distribution industry and more than a decade in the technology sector directly supporting equipment dealers globally. Chris is Principal of C.A. Kohart & Associates, a management and marketing consulting firm dedicated to equipment dealerships, private equity investment firms working within the industry, as well as OEM’s and industry solutions providers.  He brings substantial knowledge in all aspects of dealer management, product support, sales, financial planning, cost control, operations, customer retention, and the technology that best fits their needs. Chris possesses a unique ability to translate conceptual models into specific processes and growth strategies, increasing operations excellence. Tonight, he shares some of his thoughts on technology in “Everything Seems Obvious in Hindsight!”

The thirty-plus years in dealership management roles and twelve years in the IT world supporting dealers globally has provided me with an understanding of how dealership management views the “digital transformation” revolution. No matter the location or the size of the dealership, the concerns are always very similar: our dealership management platform is not ideal, but we know how it works (or we think we do), and we don’t have the time (or money) to make a change; we’ve asked our customers what they want, and the resounding reply is that we need to be leading with current technology to manage their fleet and their business successfully. 

 

How do we get the dealership to the point where we’re giving our customers (they are our business partners) what they need while removing some of the constraints placed on our business by the current business system? How do we accomplish this without breaking the bank or severely limiting operations while the conversion takes place?  It’s an extraordinarily complex and challenging process to undertake, but very necessary. Here are suggestions for basic first steps before making a decision:

 

  1. Ask your business partners:  
    1. Do you use our online tools now? If not, why not?
    2. How do we improve our current digital offerings to you? 
    3. What can we add to our digital presence to better serve you? 
  2. Audit your current business system: 
    1. Are you using your existing software to its capacity? 
    2. What functions that are available in your solution are you not using and why?
    3. Can we find a way to utilize/optimize the functions we are not using? Why not?
    4. What are other software programs used within your dealership today? Why are these functions not being completed within your business system?
  3. Does your current solution incorporate integrations with?
    1. OEM’s: (e.g., whole goods and parts ordering, warranty claim and reconciliation, telematics, standard repair hours, machine intelligence)
    2. Your financial institution, credit card processing, sales tax management, purchasing solutions such as Ariba
  4. Map out and identify every single software package deployed within your dealership. 
    1. “One-offs” that may only be used by one or two individuals.  
    2. Understand why these are being deployed separately instead of completing the process within your business solution.  The higher the number, the greater the chance you are either on the wrong solution, or your people do not fully understand how to utilize your current solution. 
  5. Are your internal reporting capabilities able to meet current requirements?
    1. How many reports run automatically every month? How many are necessary?
    2. Are your people able to quickly generate ad-hoc reports?
    3. What reports are mission-critical for the growth and success of the business?
      1. How do we deliver them?
  6. Review your three and five-year business plans: will your current software support the organizational and market changes you plan to accomplish?

 

If the results to the above points are all positive, and you’re using few, if any, “one-offs,” you are in good shape. However, if the results indicate your current business system is lacking, you should begin preparing to either upgrade or replace it.  Here are some thoughts on decision-making steps to take (in parallel):

  1. Upgrade or replacement:
    1. Does your current solution provider offer a more up-to-date version of the software you’re currently using?  If so, that may be the most cost-effective solution to your problem.
    2. Begin understanding the solutions on the market that fit your dealership today and where you plan for your dealership to be in five years
  2. Cost of transformation (over five years)
    1. Pre-selection costs (all due diligence expenses)
    2. Software (including enhancements and support)
    3. Hardware (servers, upgraded laptops/desktops)
    4. IT services (either internal or contracted) to support the entire IT landscape
    5. Implementation services (everything from data migration to employee training to go-live and post-go-live support)
    6. Add 30% to the above as projects rarely are completed on time or within the original budget
  3. Effects on your customers, employees, and daily operations:
    1. What are the positive and negative effects of staying on your current solution vs. upgrade or replacement?
    2.  How do we accentuate the positive and mitigate the negative?
  4. Net long-term benefits to the dealership
    1. What customer-facing improvements do you require? (Suggestion – for now, stick with the absolute “must-haves”)
    2. What operational efficiencies (ROI) will you gain (people, time, customer satisfaction)
  5. Dealership Processes:
    1. Identify and understand every process in all departments.  This evolution will create the hierarchy for new solution requirements and provide you with a map to compare dealer management solutions accurately.
    2. Chances are, there are many different variations of each process in your dealership today. Your dealership needs to conform to one set of standard processes for every area of the business. Enforce the golden rule of the “standard process,” and your eventual upgrade/replacement will run smoother, and the operating efficiencies gained will be enormous. Your process maps can also become the basis for employee training and system reference, reducing training time and cost.

Replacing your dealer business system while operating your business is difficult but possible if the proper planning is done and expectations are set within your dealership and with your business partners. There are no universal or straightforward answers in making these decisions. If you decide to seek outside help, many qualified individuals can help guide you successfully through the process.  There are plenty of ERP selection consultants; make sure the firm you engage has a track record of working with dealers your size and that they fully understand the industry.

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Friday Filosophy v.11.26.2021

Ludwig Philipp Albert Schweitzer; 14 January 1875 – 4 September 1965) was an Alsatian polymath. He was a theologian, organist, musicologist, writer, humanitarian, philosopher, and physician. A Lutheran, Schweitzer challenged both the secular view of Jesus as depicted by the historical-critical method current at this time, as well as the traditional Christian view. He received the 1952 Nobel Peace Prize for his philosophy of “Reverence for Life“, becoming the eighth Frenchman to be awarded that prize. His philosophy was expressed in many ways, but most famously in founding and sustaining the Albert Schweitzer Hospital in Lambaréné, which up to 1958 was situated in French Equatorial Africa, and after this in Gabon. Our Friday Filosophy v.11.26.2021 shares thoughts and ideas from this extraordinary man.

I was influenced by Dr. Schweitzer in my teens when I read his book titled “My Childhood and Youth.” He devoted his life to the well-being of the people in Africa. A wonderful example for anyone and everyone.    

  • Happiness is the key to success. If you love what you are doing, you will be successful.
  • An optimist is a person who sees a green light everywhere, while a pessimist sees only the red stoplight… the truly wise person is colorblind.
  • Think occasionally of the suffering of which you spare yourself the sight.
  • In everyone’s life, at some time, our inner fire goes out. It is then burst into flame by an encounter with another human being. We should all be thankful for those people who rekindle the inner spirit.
  • I don’t know what your destiny will be, but one thing I know: the only ones among you who will be really happy are those who will have sought and found how to serve.
  • Do something wonderful, people may imitate it.
  • Ethics is the activity of man directed to secure the inner perfection of his own personality.
  • Happiness is nothing more than good health and a bad memory.
  • The true worth of a man is not to be found in man himself, but in the colors and textures that come alive in others.
  • A man can do only what he can do. But if he does that each day he can sleep at night and do it again the next day.
  • Man is a clever animal who behaves like an imbecile. 
  • Everything deep is also simple and can be reproduced simply as long as its reference to the whole truth is maintained. But what matters is not what is witty but what is true. 
  • Wherever a man turns he can find someone who needs him. 
  • Seek always to do some good, somewhere. Every man has to seek in his own way to realize his true worth. You must give some time to your fellow man. For remember, you don’t live in a world all your own. Your brothers are here too. 
  • The willow which bends to the tempest, often escapes better than the oak which resists it; and so in great calamities, it sometimes happens that light and frivolous spirits recover their elasticity and presence of mind sooner than those of a loftier character.
  • Success is not the key to happiness. 
  • The African is my brother but he is my younger brother by several centuries. 
  • My life is my argument.

The Time is Now.

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Quality of Communication Channel – Specification Sheets

In tonight’s post, our guest writer Ryszard Chciuk shares with readers all of the ins and outs of the quality of the the communication channel, especially as pertains to the availability of the machine specification sheets. Please read on to learn more about how these deeply impact your service quality.

When writing about the quality of the communication channel, I mean the definition of service quality worked out by Parasuraman, Zeithaml, and Berry in 1985:

Service quality is the degree and direction of a discrepancy between customers’ service perceptions and expectations

It is depressing that this relatively straightforward definition has not been widespread in our industry for almost forty years. And we would better not excuse ourselves that customers’ expectations are more and more demanding.

To improve the quality, we have to close gaps causing the discrepancy between customer expectation and his perception of service. The most important is the main gap:

Not Knowing What the Customer Expects

I assume you are on the way to becoming a digital dealership. If you do not know it, please search for “digital dealership” on the blog. I am afraid that most of you think you know what to publish on your website. However, if you want to provide excellent service to your customers, you have to diminish the gaps; you have to listen attentively to your customers about what information they would like to find there.

Surveys, focus groups, and research reports have many shortcomings. For example, they are expensive and rarely give you a complete picture of what your customers think of your services. It is because we usually do not ask interviewers about what we do not know. There is a newer approach called social listening — analyzing what customers say on social media. This perhaps will be cheaper and provide more reliable information. However, intelligent analysis of natural language content is still a difficult task for artificial intelligence. So, are you sure you know what your customers expect?

In this article, I am showing my point of view on the availability of machine specification sheets on a dealer website. This is a very straightforward piece of information. You can think it is about not-so-important nuts and bolts but be careful. I am sure it is not. I know it from my experience and a “social listening” using my own, not artificial intelligence.

Manufacturers’ decisions often cause problems with providing machine users with a decent level of communication channel quality. That is an obstacle to having engaged customers. For example, manufacturers decide about canceling information on technical specifications and the performance of older models of their machines. Almost on the day of the presentation of a new model, the previous model spec sheet is hidden or deleted from the website. It concerns both a manufacturer and a dealer website.

That behavior is astonishing. After all, this is against our customers using previous models and also against a dealer. I mean, a positive and trustful change in the specifications could prompt a clever customer to replace an older model with a new one, right now, not next year. Thus, he would get better performance, and a dealer would sell a machine. However, buyers must believe what a manufacturer wrote in a new model’s brochure because an old specification sheet is not available for comparison. Let’s see what a top manufacturer says about the significant differences to the previous model:

  1. up to 25% less fuel consumption
  2. up to 20% lower maintenance cost
  3. up to 45% more operating efficiency

Imagine that I am a potential buyer of a new or a used machine. I know that “up to” means the difference starting from 0%. During my over twenty years of work for a construction company, I used to be very impolite to many salespeople using that trick in face-to-face communication. Here, I will not comment on this kind of marketing information. However, I would ask very politely:

  1. What was the previous model fuel consumption? Please, do not answer that it was up to 33% higher than the new one. From the marketing point of view, the higher figure sounds even more attractive, but the value of information is the same. In practice, it is null.
  2. What was the maintenance cost of the previous model? I cannot believe they managed to reduce it by 20%. That is such an outstanding achievement, they should explain it in detail! Did they get rid of any filters or service tasks? Did they reduce the capacity of oil tanks? Did they increase intervals of service jobs?
  3. What was the previous machine model operating efficiency? 45% more is fantastic! Competitors knocked down! But how was it measured?

I am making fun of the information contained in a new machine model specification sheet, but the usability of the previous specification sheet was almost the same. And we have no chance to find it on a dealer website.

As a potential buyer of a used machine, I have more questions for a dealer. Why are you showing me the door? You have some older equipment in your yard. Do you want to sell any? Are you not interested in selling spare parts and service labor for the previous models?

Let’s discuss an example. When I was very young and worked for a construction company, I looked for a crawler excavator for our new pipeline project. It had to be a used machine. Critical parameters were:

  1. digging depth not less than X1
  2. loading height of bucket with teeth not less than X2
  3. lifting capacity at ground level at maximum reach not less than X3
  4. operating weight divided by ground contact area must be lower than X4 (due to soft ground).

And of course, in case we decided to buy, I wanted to know the shipping dimensions.

Today, to make exercising a bit easier, I would look only for used machines made by Caterpillar, Komatsu, or Volvo. That is because only these manufacturers have decent service abilities in the vicinity of my project.

The market for second-hand machines is vast. How to choose the most appropriate model from a long list? I need access to information comprising the mentioned four parameters (plus shipping dimensions). Surprise! I could not find essential information concerning previous models on any website, including the biggest portals for used machines.

I could find them in Caterpillar Performance Handbook or Komatsu Specifications and Application Handbook but are they available online? That is just a rhetorical question. And I have never seen that kind of publication for the rest of the market.

What annoyed me the most during my research? I found the website “The World’s Leading Source of Technical Specifications.” They say they collected spec sheets of thousands of machine models made by over 1000 manufacturers. Paid access to that information is only for manufacturers and their dealers. O, oops!

That is a pure example of billboard-type marketing, or even worse. How can a dealership entirely shift to engagement marketing?

I do not criticize manufacturers or dealers. They are allowed to behave that way by their meek and mild customers. In the world of the Digital Dealership all of the information has to be current and relevant.

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Friday Filosophy v.11.19.2021

Steven Alexander Wright (born December 6, 1955) is an American stand-up comedian, actor, writer, and film producer. He is known for his distinctly lethargic voice and slow, deadpan delivery of ironicphilosophical and sometimes nonsensical jokesparaprosdokiansnon sequitursanti-humor, and one-liners with contrived situations. Wright was ranked as the 15th Greatest Comedian by Rolling Stone in its 2017 list of the 50 Greatest Stand-up Comics.[2] His accolades include the Academy Award for Best Live Action Short Film and two Primetime Emmy Awards nominations as a producer. In this, our Friday Filosophy v.11.19.2021, we share some thoughts from Steven Wright.

  • Whenever I think of the past, it brings back so many memories.
  • What’s another word for Thesaurus? 
  • I intend to live forever. So far, so good.
  • I went to a restaurant that serves ‘breakfast at any time’. So, I ordered French Toast during the Renaissance.
  • Experience is something you don’t get until just after you need it.
  • A clear conscience is usually the sign of a bad memory.
  • You can’t have everything. Where would you put it?
  • I have the world’s largest collection of seashells. I keep it on all the beaches of the world… perhaps you’ve seen it.
  • Someone asked me, if I were stranded on a desert island what book would I bring… ‘How to Build a Boat.’
  • Right now, I’m having amnesia and deja vu at the same time… I think I’ve forgotten this before.
  • I went down the street to the 24-hour grocery. When I got there, the guy was locking the front door. I said, ‘Hey, the sign says you’re open 24 hours.’ He said, ‘Yes, but not in a row.’
  • I used to work in a fire hydrant factory. You couldn’t park anywhere near the place.
  • For my birthday I got a humidifier and a de-humidifier… I put them in the same room and let them fight it out.
  • My doctor told me I shouldn’t work out until I’m in better shape. I told him, ‘All right; don’t send me a bill until I pay you.’
  • I’m going to get an MRI to find out whether I have claustrophobia.

 

The Time is Now

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Thoughts on our Resources

I don’t know if you have noticed but we have been quite busy over the past few months. I wanted to bring it to your attention and provide you with some suggestions going forward.

As you know at Learning Without Scars, we have three purposes and main goals.

  1. To transfer wisdom and knowledge from Thought Leaders and Experienced Executives and others through our Blogs, Podcasts, Newsletters and Audio Learning. You should register for the Blogs and Subscribe to the Newsletters. The Podcasts and Audio Learning segments are separate issues.
  2. To provide objective evaluations of the knowledge and skills of the employees in Product Support Job Functions with our Job Specific Skills Assessments. These assessments provide a score and allow us to customize specific learning paths based on the employee scores.
  3. To provide Subject Specific Classes tied to Departments and specific Job Functions. These classes can be assigned to employees based on their scores from the Job Function Skill Assessments. The Education Community classifies knowledge levels in four categories; Developing, Beginning, Intermediate and Advanced. We have determined eight classes for each developmental level for each Job Function.

I would like to direct you to “The Resources” tab on the home page @ www.learningwithoutscars.org.

You will see a dropdown that lists off everything under that tab. Go first to Contributors. We have been able to engage a series of highly skilled and talented people who share their knowledge, experience and wisdom with us. These skills and that knowledge and wisdom comes to you free of charge. But there is a caveat to that. Reading through a blog you will find that there are suggestions and ideas for you to consider. This is not reading the Sunday Paper and moving on. This might require you to make changes ton something in your operations. We hope so as our Contributors have “been there done that.” As you scroll down through the Contributors you have a brief biography of the individual and a picture to see not just their work. Then you will see the most recent three Blog posts and Podcasts.

Then if you go back up to the Resources tab and slide down to Blogs you will see our Socrates Says Blog series. There are some 900 different blog posts there for you to read through. We are creating better search criteria for you so that you will be able to find more easily what you are looking for in the blogs. While you are there, PLEASE take a moment and subscribe to the blog. All you have to do is provide us your email address then you will receive the blogs when they are posted automatically. We typically post blogs on Tuesday. Normally we have two blogs each Tuesday. If it becomes too much for you simply unsubscribe.

Next are Podcasts. Go back to the Resources tab on the Banner line at the top of the screen and slide down to Podcasts. We are very pleased we just had our 1000th download of one of our Podcasts. Not bad in only three or four months. We are really pleased that so many skilled people have agreed to spend time with me talking about various subjects of interest to the Product Support world. We cover HR issues with two very talented people, Sonya Law from Australia and Bruce Baker from Canada. We cover Technology with four very talented people in Dan Slusarchuk from Oklahoma, Dale Hanna from Arizona, Ross Atkinson from Canada and Alex Schuessler from New York. We cover dealer operations with Steve Day from Alabama and Brad Stimmel from North Caroline, and Ryszard Chciuk from Poland. Ed Gordon and Ed Wallace two men who were once College professors weigh in on Workplace Development and the Skilled Workforce as well as Relationship Management and Selling. There are more. Our Podcasts started out running between 40 and 50 minutes. We covered a lot of content. About ix weeks ago we surveyed our viewership and the results indicated that the audience wanted shorter Podcasts. We now offer 10-to-20-minute Podcasts. I hope you enjoy them.

Continuing on this path, go to Resources again and slide down to Newsletters. We started producing a Newsletter July 1st, 2021. They run quarterly so our second Newsletter went out October 1st 2021. We are currently putting the next Newsletter together which will be published and released January 1st 2022. We are becoming better at developing the Newsletter and have modified how we bring them to you so that you can maximize the benefit they provide you. Today we provide the Newsletter in several pieces to allow you more flexibility in how you use it. You receive the Newsletter in your email if you SUBSCRIBE to it (please take a moment and do that for us). The Newsletter is split into six pieces. We start by highlighting an individual from history who has had an overly large impact on humanity. This includes several significant quotations from that individual. Then we provide a short position paper on where we stand with Learning Without Scars. Then we move into the meat of the Newsletter. We have four sections that are highlighted for you; Parts, Service, Selling and Marketing, and Business. Then we close with a reading list of books that I have been reading in my work to stay current with what is going on in our Industry in Business and other fast-moving areas like technology or Cyber Security or Artificial Intelligence. Each of the four section you can obtain in a pdf format by clicking on the statement near the end of that section. These pdfs are intended for you to share with your teams to allow them to read them and then have a discussion on what the subject matter means to your operation. Ideally each of those employees will obtain their own subscription.

Finally, we are in a Beta test with a Company in the UAE that has developed an AI tool to convert word documents to audio tracks in multiple languages. We currently have 50 audio tracks up in US and UK English with another ten or so coming shortly. This is a beneficial tool for people to get an idea of the content of learning before taking classes and assessments. We are hopeful but very optimistic this will work for us and can be expanded.

So, there you have a more detailed explanation of our Resources. There is a lot of material there for you to consider. Everything in our Resources is something that is in place in dealerships and businesses worldwide. None of this is “pie in the sky” it is all in place in business today.

And don’t forget our big news.

Effective November 1, 2021, Learning Without Scars became fully accredited as a provider of continuing education through the International Accreditors of Continuing Education and Training (IACET). This accreditation sets us apart in our field: we are the first and only education provider in our industry to hold outside accreditation. From this point forward, all students will receive CEUs when they take a course through Learning Without Scars. Now we begin the critical work of collaborating with technical schools and professional associations to develop ongoing programs for all students.

We are pleased and proud to welcome you to Learning Without Scars: an IACET accredited education provider.

The Time is Now.

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Keeping Up-To- Date and Current in a Learning Business

I read this article recently and wanted to share it with all of you. It presents some interesting perspectives on employee development and learning. I hope you enjoy it.

To adapt to technology disruptions and meet the modern-day learners’ demands, many organizations are looking at modernizing their existing learning material.

But modernization is not only about repackaging an ‘old wine in a new bottle’, but it should ideally be looked at as a transformational strategy to deliver business results by creating new and unique experiences for the learners. In fact, it should be embraced as an opportunity:

  • For business leaders to align strategic objectives
  • For L&D heads to transition from a culture of training to a culture of learning
  • For HR as an ongoing upskilling initiative
  • For people leaders to provide learning in the flow of work

Having said the above, modernization comes with its fair share of challenges. In order to arrive at a robust and proven modernization framework that can be successfully implemented, it is absolutely essential to spend efforts on understanding the key factors that are driving the need for modernization. Here are a couple of factors that could be considered while designing a modernization strategy:

Technology disruptions

There are multiple technology disruptions that are happening all around us. Technology in itself has undergone numerous transformational processes impacting the way learning is delivered, perceived, and consumed. While organizations need to leverage technology to meet the need of the hour; the modernization strategy has to factor in this reality by future-proofing the content for new technological disruptions.

Skill Gaps

The Covid 19 pandemic has suddenly accelerated the need for new workforce skills. According to a new McKinsey Global Survey on future workforce needs, nearly nine in ten executives and managers say their organizations either face skill gaps already or expect gaps to develop within the next five years. Owing to the new generation of learners and needs of modern-day workplace, new skill areas are popping up regularly. Closing on the skills gap and enabling employee growth should be one of the strategic themes of the modernization initiative.

The Modern-day Learner

The profile, preference and habits of learners keep on changing because society, workplace, and technology continue to evolve. While the modernization initiative should account for the needs of the modern-day learner, it should not be limited just to millennials and Gen Z. It should be more holistic, starting right from the baby boomers.

Maintenance

As content owners, one of the key things is to ensure that we are able to maintain content that we are developing. For instance, a pharma company has to ensure that the content is updated as per latest FDA regulations. The other aspect of maintenance is the variety of technology infrastructure that is being used to deliver content. Today you might have a SCORM LMS in place and you design and develop content for it, but tomorrow, if an xAPI compliant LMS comes into picture, the requirement would be to pass data into the Learning Record Store (LRS) of the LMS. The modernization strategy should account for such technology changes and make content available in a format which could be easily transitioned.

Have you come across any other factors which might be driving the need for content modernization? You can write to us at **@***************ng.com“>in**@***************ng.com and we would be happy to have a conversation.

The author of this article, Rahul, is a digital learning enthusiast and is passionate about helping organizations and leaders solve challenges around learner engagement and student outcomes through intervention of learning technologies. In a career span of over 15 years in the digital learning space, he has helped a host of global organizations and educational institutions in implementing new initiatives around their digital learning strategy.

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FRIDAY FILOSOPHY v.11.12.2021

Vincent Willem van Gogh March 1853 – 29 July 1890) was a Dutch Post-Impressionist painter who posthumously became one of the most famous and influential figures in Western art history. In a decade, he created about 2,100 artworks, including around 860 oil paintings, most of which date from the last two years of his life. They include landscapesstill life’sportraits and self-portraits, and are characterized by bold colors and dramatic, impulsive and expressive brushwork that contributed to the foundations of modern art. Not commercially successful, he struggled with severe depression and poverty, eventually leading to his suicide at age thirty-seven.

  • Holding on to anger is like grasping a hot coal with the intent of throwing it at someone else; you are the one who gets burned.
  • Do not dwell in the past, do not dream of the future, concentrate the mind on the present moment.
  • Health is the greatest gift, contentment the greatest wealth, faithfulness the best relationship.
  • The mind is everything. What you think you become.
  • No one saves us but ourselves. No one can and no one may. We ourselves must walk the path.
  • To keep the body in good health is a duty… otherwise we shall not be able to keep our mind strong and clear.
  • It is better to travel well than to arrive.
  • You will not be punished for your anger; you will be punished by your anger.
  • There are only two mistakes one can make along the road to truth; not going all the way, and not starting.
  • Peace comes from within. Do not seek it without.
  • To enjoy good health, to bring true happiness to one’s family, to bring peace to all, one must first discipline and control one’s own mind. If a man can control his mind he can find the way to Enlightenment, and all wisdom and virtue will naturally come to him.
  • Whatever words we utter should be chosen with care for people will hear them and be influenced by them for good or ill.
  • It is a man’s own mind, not his enemy or foe, that lures him to evil ways.
  • Just as a candle cannot burn without fire, men cannot live without a spiritual life.
  • However, many holy words you read, however many you speak, what good will they do you if you do not act on upon them?
  • To be idle is a short road to death and to be diligent is a way of life; foolish people are idle, wise people are diligent.
  • In a controversy the instant we feel anger we have already ceased striving for the truth, and have begun striving for ourselves.
  • I do not believe in a fate that falls on men however they act; but I do believe in a fate that falls on them unless they act.

The Time is Now.

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The Hidden Revolution in the Equipment Industry

With 20+ years of business system design and business intelligence experience, Dale Hanna founded Foresight Intelligence in 2009 to help leading equipment dealers achieve operational excellence and a sustainable competitive advantage through effective use of real time KPI’s throughout the organization. Recently, Dale has added telematics to his passion and is enjoying the challenge of making oceans of disparate data useful to manufactures, dealers, rental companies, and end customers.  Dale obtained a BSEE degree in Electrical Engineering from Cornell University and has been engaged in many associations serving the equipment industry. In his first guest blog for Learning Without Scars, Dale writes about the hidden revolution taking place in the equipment industry.

Technology is driving a revolution in the equipment industry that we can easily see: grade control, idle tracking, fault codes, autonomous equipment, electrification, etc. While the advancements are amazing and will continue to be, dealers are noticing brand differentiation becoming more and more of a challenge. In this margin-conscious market, we see the battle of the future being fought on customer experience and we see technology is quietly but rapidly driving that revolution.

This hidden revolution is happening in all areas of dealership operations.  Today we focus on how technology is increasing efficiency and enhancing customer experience in the service area, especially during this time of unprecedented labor and parts shortage.

Below are strategies that are giving some equipment dealers a leg up:

 Increasing Trust from Your Customers

We all know trust is a vital ingredient in delivering a great customer experience.  If you are like me, I used to think building trust was an elusive and subjective endeavor.  Chris Voss, a lead FBI hostage negotiator, gave us a formula to build trust quickly and predictably:

Trust = Predictability.

A system that can be configured to your workflow to automatically notify customers at key milestones creates a predictable service experience every time without adding more work for your people.  Yes, UPS and FedEx have perfected this.  You know exactly where your packages are all the time and the moment they are delivered.  It is hard to imagine any shipping company being able to survive without it.  Our expectations for the service experience are quickly reaching the same level.

Doing Business at the Speed of Text

When we do not get an email response from someone, what do we do? We text. According to a research report, on average, people respond to a text in 90 seconds and an email in about 90 minutes.  Adding an integrated SMS (text) platform is like adding nitrous to your service engine.  A fully integrated text platform notifies your customers of progress, provides new quotes, gets instant sign off for additional work, shares inspection results and obtains satisfaction survey results at lightning speed. All the communication history is saved for future reference. With the busy schedule your customers have, who would not appreciate a faster ride?

Self Service Makes Happier Customers

The pandemic has accelerated a trend that was already happening – we want to do more things online, by ourselves, at whatever hours we want, without having to wait on anyone.  Providing information your customers need, in the forms they need, always accessible makes them feel informed and in control, both are important elements for happiness.  A robust dashboard, easy to use interface, searchable/sortable/exportable data and schedulable reports keep your customers smiling while your people sleep.

Have Your Process Your Way

A lot of service systems were built based on someone else’s ideas, usually from the first few customers the system makers had. Your workflow is what makes your people efficient, and your organization stand out. Today’s technology allows an effective system to adapt to you rather than the other way around. Dynamic dashboards by user and role, quick and easy work order assignment and tracking, Apps for field technicians to easily add comments, pictures/videos, inspections can be required and enforced as a part of your workorder process are all examples of how today’s systems serve you the way you do business.

We Are More Powerful When We Are Connected

So are data and systems. At dealerships, we still use multiple systems to get things done. The last thing we want to add is another siloed system. Any service system today should connect with your OEM system for fault codes, warranty information and even submission, your telematics system for real time dispatching, customer’s telematics system for asset location and hours, maintenance management system to organize all the maintenance plans you sold and your business system for cost and PO information. The more your systems are connected, the more efficient you become.

The current pandemic will end for sure, but our world has changed forever. If we look at carefully, there is an undeniable trend – tech rich companies have done better in general, some has done exceptionally well and taken sizeable market share from competitors during COVID 19. This trend is definitely here to stay. Technology is not only changing things we can see and buy, but it is also changing the way we perform and experience service. Customers will certainly buy more equipment, especially with the new infrastructure bill, and whoever delivers the best customer experience will have the bigger share.

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The Digital Dealership, Your Audience: Marketing Activities, Part 2

In tonight’s blog post, guest writer Mets Kramer continues his exploration of the digital dealership. Part 2 of a series, tonight we look at marketing activities for your audience. 

Digital Marketing to your Audience

Anyone who’s read marketing articles or blogs or attended a course will be familiar with the 4Ps of marketing, along with many similar acronyms.  Product, Price, Placement and Promotion sum up the core tenant’s marketers need to consider when creating a marketing and advertising plan.  In digital marketing and for the Digital Dealership this is even more important.

In the Digital Marketing world, we often speak about engagement.  Engagement is critical to digital marketing success and why reconsidering the basic tenants of marketing is so important.  In the digital world, what we see and what we want to see are determined by Engagement levels.

Over the past couple of years, you’ve heard a lot about the engagement algorithms used by social media sites and other platforms.   These platforms have two main goals, to create user engagement with the platform and extend the time spent by users on the platform.   To do this the platforms have highly intelligent algorithms that present content it calculates will be of interest to people.   This is often based on the type of content or early engagement with it.  If content has low engagement the algorithm effectively buries the content and, even if you have lots of connections, most of them will not see your content.

Creating content and marketing to your audience through digital media requires careful thought to be effective and this is where defining, segmenting and building strategies for your audience is important.  Take a moment at this point to think about how you interact with various types of digital marketing, you’re someone else’s audience segment too, it will help with your own strategy.

In the first part of this series, we looked at defining who’s in your audience, and segmenting them.  These segments can be defined by any criteria, from sales volumes to location to fleet size and industry.  What’s important is to have segments defined to create strategies.  You can define these for known contacts in your audience, but you can also create these segments in the unknown audience.   For each of these Segments of the audience, consider the tenants of marketing.

First, what is the Product you want to present to each segment?  

Is it the dealership, the experience of the people in the dealership, is it machine inventory or is it services like rental, your shop or parts?  Each of these items is of varying degree of interest to your audience. Content should be created for each of the products your dealership has to offer.   Your existing customers may want to learn more about service products.   Your prospect customers may want to know about the inventory you have for sale or about the brand you represent and the capabilities of that brand.  Your unknown audience likely needs to learn more about who you are and about the dealership in general.  This will help them to recognize and consider your other products, like machines, in the future.  Regardless, it’s important to understand all the products you have to offer as each audience segment will find different values on each product.  Furthermore, don’t forget, your content needs to be engaging, so try and use video, audio, closed captioning and imagery.

Second, what channels will you use to place the content for your audience to see, engage with or react to?

There are traditional channels, like advertising sites, billboards and magazines.  There are digital channels including email campaigns, your website, Linked In, Facebook, Instagram etc.  and there are also physical channels like signage, brochures, posters and even invoices.  What is important is to understand what audience you’ll be addressing through each channel and what the purpose of the content is.

The Channel selection can be approached from multiple directions.  Consider for each channel, “what audience segments use the channel?” or approached from the other direction, “what channels do your target audience segments use?”  You need to determine this for each audience segment.

In the last few years, I’ve seen LinkedIn be corporation and brand development focused, Facebook focuses on small contractor and community focused, Instagram looks to be Brand, Product or announcement focused etc.

Third, what will be your plan combining these 3 main aspects. Audience Segment, Contact and Channel?

For this step it is often helpful to create some matrixes.   For each defined audience segment create a grid with 2 axes.  One for Product content and the second axis for Channel.  This work will help you really think through what content to place on each channel to engage your audience.   For your digital channels this is critically important, and the work done to define your audience and your product content will help you make sure the content is engaging.  Content placed on the right channel designed for the audience in the channel will always get you higher engagement, and in return, your content will be viewed by more of your audience members.

Finally, as a Digital Dealer, how will you use Information to augment your marketing?

Using and collecting information is the hallmark of a smart and digital dealership.  Analyzing information about your audience, including feedback from marketing and advertising efforts, help you to fine tune all the above 3 aspects, content, audience and channel.  Here are some examples.

  1. Add user specific information to Email Campaigns. “Hi John, because you own motor graders, we thought this inventory item might be of interest to you”.  This can be done though tagging in the mail software and merge codes.  This content will be many times more engaging.
  2. A Dealer website that recognizes returning customers and provides shortcuts to frequently visited pages or functions, and filtered inventory or promotions based on existing Fleet. “Welcome back Bill, this section lists the functions you often visit; Online Parts, Machine Specs.  Your 410 is due for a service, here’s a link to the filter kit”

Spending time analyzing your audience always pays.   They can be your existing customers, local contractors or people you don’t know.  Building a marketing plan, for each of the audience segments you’re interested in, will help you retain the customers you have and funnel in new customers to your sales and after sales operations.

Mets Kramer

Me*********@*****************ns.ca

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