Transforming the Equipment and Dealership Industries

A Journey of Innovation and Education

At the heart of the equipment and dealership industries, change is a constant, and adaptability is key. George Keen and I have exemplified this journey by transitioning into consulting roles, each from distinct backgrounds. George starting in 1986, one made the leap from the world of dealer software, with MiniTrak specializing in forklift dealer software, while I found inspiration in teaching and swimming, ultimately joining the Caterpillar industry as a consultant. Our stories are testaments to the diverse pathways leading to impactful consulting careers.

 

Visionaries like Clint Murchison and Raymond Jarrell were pushing boundaries in many different industries are pushing boundaries with the acquisition of EBS. This was a dealer management software business which started within the Caterpillar Dealer Data Processing business. The there are initiatives like Learning Without Scars, the accredited online educational platform championing independent learning through the Socratic method. Another visionary was Bob Curry’s who started in banking and moved through to consulting> Bob aligned with global efforts to enhance dealership performance, but challenges continue to remain, especially with leadership transitions and digital transformation.

 

Navigating Leadership and Digital Transformation

 

As the industry grapples with leadership transitions, the resistance to change among seasoned individuals and limited opportunities for emerging talents pose significant challenges. Despite the push for digital transformation, many companies find themselves digitizing old processes rather than innovating, raising concerns about sustainable leadership and effective knowledge transfer in dealerships.

 

Educational Innovation and AI Integration

 

On the educational front, a groundbreaking website utilizes AI-driven avatars to offer certifications and structured curricula, addressing the pressing need for truck driver certification, particularly among Spanish-speaking communities.

 

In a rapidly evolving landscape, we’re seeing minimal operational improvements, as many companies are only digitizing existing processes. Further we can clearly see the looming talent shortage in dealership leadership. This is raising some critical questions about the future of these industries. However, innovative solutions are not just on the horizon, they are everywhere around us.

 

At Learning Without Scars we’re thrilled to announce an educational website that leverages AI to offer certifications and structured curricula in partnership with colleges. It addresses key challenges, such as truck driver certification for Spanish-speaking individuals, with plans to establish what we call Centers of Excellence. Steve Johnson is our Director of Education. Steve was the AED Foundation executive responsible for the certification of technical schools for equipment dealers. His goal is to have twenty Centers of Excellence across the U.S and Caada by January 2026.

 

Under the visionary leadership of Steve Clegg, founder of Zintoro, tools are being developed and implemented that can evaluate market coverage and customer retention across the equipment world. The combination of skills and knowledge leads directly to customer retention in dealership operations. This is no longer an intuitive evaluation, but an objective evaluation based on data. This has led to initiatives like the “virtual garage.” This garage allows the connection of businesses with skilled professionals. 

 

The shift towards online learning systems, revenue-sharing models, and accessibility features, for instance a dyslexic font is making education more inclusive than ever. We’re also excited to announce upcoming certification programs and our expansion into Europe and Asia Pacific, with a focus on multilingual translations.

 

Join us on this transformative journey. Together, let’s shape the future of the equipment and dealership industries, paving the way for innovation, sustainability, and global collaboration. 

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Making a Difference

Making a Difference is a new installment in the Muddy Boots series by David Griffith.

“All that evil needs is for a few good men and women to remain silent, inactive, or look the other way.” In our tradition and those of most others, we are asked to respect the dignity of every human being and to love our neighbors as ourselves. Our founding documents cite that all men (people) are created equal and have the “right to life, liberty, and the pursuit of happiness.” 

So, how are we doing, folks?

In my work at ECS we defined the path out of poverty as three things. 

  1. A living wage full-time job. 
  2. A reasonable level of benefits. 
  3. Assets in the bank at a level to cover emergencies. 

Living well is about having access to opportunity and the ability to take that opportunity and thrive. Indeed, the right to life, liberty, and the pursuit of happiness. Why is our public/private policy so contrary to the above? Why would we not want 30% more consumers in America?

Also, I note that unless you are a native American, we are all immigrants or the descendants of immigrants. Our diversity has been and is a core American attribute that has grown our country and allowed the nation to thrive. I note we need three million immigrants a year to balance our demand for labor.

Finally, the big picture here, folks, is that our planet is rapidly changing. Most of the scientific community tells us we are at the tipping point with climate change. Ask the folks who live in Kentucky these days about climate change.

Given the above, why is there silence or denial among many of our political leadership on these issues, and indeed among many good men and women?

Why is there a lack of support for those who do speak the truth and call for thoughtful and necessary change? Where is the long-term vision and leadership on a national and, I can argue, international level? 

Could it be that we only “speak” our baptismal covenants and the equivalent in other traditions? Could it be that we only “read” the words of our founding documents? 

My life’s work, be it at Modern, an employee-owned company, or ECS, a regional nonprofit challenging poverty, or as Chairman of the Academy of Natural Sciences, a leader in the study of our natural world, and in particular the issues of clean and safe water through the Patrick Center, has been and is about putting Grandchildren over greed. 

I would be the first to say I/we could do more. I think we would all say that. My question is, are we part of the silence that lets evil thrive? I note we need to do more than speak, more than read the good works, or fail to look at our legacy to our children and grandchildren. 

I do not view this as a red or blue issue. I view it as a citizen, a son, a father, a husband, a grandfather, a trustee, and a business owner, calling for long-term leadership across the board. Just look at the trends and the real facts. Time is not our friend.

Let us look at the data and make the words of our traditions and founders real. A hundred years from now, let them say we spoke up, we were accountable, and we made a real difference. 

No more silence.

 

Why Distance Matters

Why Aren’t Customers Working with You? Check Your Geographic Market.

Equipment dealers will never be able to work with every single potential customer that their marketing targets or that their sales team pursues. But if you are having trouble converting prospects who otherwise seem like a perfect customer for your business, then the problem might not be anything that you can control. It could simply be how far away they are located from you because the distance from your location to the customer is important. 

The distance for your geographic market is one of the key business metrics to consider, because it will tell you the maximum distance that customers are generally willing to travel to work with you. For the majority of equipment dealers, that distance is 60 miles. Farther than that, it takes too long for your field service trucks to respond when a machine goes down, so customers will try to find a dealer who is closer to them. 

Why you should pay attention to your distance of geographic market

For equipment dealers and other brick and mortar businesses, understanding your geographic market is critical, and it is one of your most important business metrics. Beyond that range, customers are very unlikely to work with you, which means that targeting them for sales and marketing is a waste of time and resources. Dealers should only be targeting prospects within that 60-mile radius, so they are not spending money trying to convert impossible prospects. 

Instead of spreading your efforts too thin, use geographic market insights to zero in on the people most likely to say yes. Focusing your time, budget, and energy on leads within your true service area will increase efficiency and improve sales and marketing results.

How to understand your distance for geographic market 

Although the average geographic market for equipment dealers is about 60 miles, your specific distance could vary based on local conditions. To learn your dealership’s maximum customer range, you have to look at where your current customers are coming from. Once you map out that footprint, you’ll be able to spot patterns, identify your primary service zone, and determine whether distance is limiting your growth.

That’s where our partner company, Zintoro, comes in. They can conduct a market analysis that determines how large your potential market is and exactly what the distance is for your maximum reach. 

You can’t change your physical location, but you can change how you use location data. Treat geographic distance as a critical input into your business strategy, just like revenue, margins, or service KPIs. Use it to build a smart, localized marketing approach that leads to better targeted campaigns, more efficient resource use, and stronger customer relationships.

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