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VoIP: The Missing Opportunity for Equipment Dealerships

VoIP: The Missed Opportunity for Equipment Dealerships

Guest writer Kevin Landers brings fresh insights into technology and its benefits to our businesses in “VoIP: The Missed Opportunity for Equipment Dealerships.”

Running an equipment dealership is a complex and dynamic challenge. Success hinges on precision and the ability to connect the right customer with the right solution at the right time. However, in an industry so reliant on communication, many dealerships are still using outdated tools. This results in long hold times, confusing call transfers, and missed opportunities. Voice over Internet Protocol (VoIP), a technology that has transformed industries ranging from healthcare to retail, remains an underutilized asset in this sector.

When margins are tight and environments are challenging, it is critical that there is a flow between equipment sales, service, and rentals; communication is the linchpin. It is the friendly voice that reassures a frustrated customer when their machinery breaks down. It is the seamless call transfer that connects a sales lead to the right specialist before their interest cools. It is the quick, responsive service that turns a one-time customer into a lifelong partner. And yet, many dealerships find themselves hampered by legacy phone systems that cannot keep up.

 

VoIP is more than just a modern replacement for traditional phone systems; it is a strategic advantage waiting to be harnessed. At its core, VoIP transforms communication from a necessity into a competitive asset. But what makes it such a missed opportunity for equipment dealerships?

 

The Costs of Sticking to the Status Quo.

 

Picture this: a customer’s excavator breaks down on a construction site. The clock is ticking, and every minute of downtime is costing them money. They call your dealership for help, only to be met with long hold times, confusing call transfers, or even a voicemail box. Frustration mounts, and by the time they reach someone who can help, they are already considering calling your competitor.

 

This scenario is all too common in dealerships relying on outdated communication systems. Missed calls, delayed responses, and disorganized customer interactions are not just operational nuisances – they are revenue killers. And they are entirely avoidable.

VoIP offers a way out. By integrating intelligent call routing, VoIP ensures that customers are connected to the right person on the first try. Its analytics capabilities allow dealerships to monitor call volumes, track response times, and identify bottlenecks in service. These are not just technical upgrades; they are tools that directly impact the bottom line by improving customer satisfaction and retention.

 

A New Frontier in Customer Experience.

 

For dealerships, the value of VoIP extends far beyond operational efficiency. It is a tool for creating exceptional customer experiences that differentiate your business in a crowded market.

 

Take the example of after-hours support. Machinery does not conveniently break down during business hours. With VoIP, dealerships can offer 24/7 support, giving customers peace of mind that help is always a phone call away. Better yet, premium after-hours support can be a new revenue stream for dealerships willing to go the extra mile.

 

Then, there is the opportunity to turn everyday interactions into moments of engagement. With features like on-hold messaging, VoIP allows dealerships to replace generic hold music with targeted messages about promotions, maintenance tips, or new offerings. It is a minor change with a significant impact, transforming passive wait times into active marketing moments.

 

Learning From Other Industries.

 

Other industries have already discovered the transformative potential of VoIP, and equipment dealerships stand to benefit from their lessons. In healthcare, telemedicine has expanded access to care by enabling virtual consultations. Dealerships can adopt a similar approach, offering virtual equipment demonstrations or consultations to reach customers in remote locations. Meanwhile, e-commerce businesses use VoIP analytics to refine marketing strategies, a practice that could help dealerships target their campaigns more effectively.

Even within the world of field service, VoIP is proving its worth. Imagine a service technician arriving at a job site armed with a VoIP-powered mobile solution. They can access customer history, communicate seamlessly with the dealership, and provide real-time updates, all from their smartphone. It is a level of professionalism and responsiveness that builds trust and loyalty.

 

Bridging the Gap Between IT and Business Growth.

 

For many dealerships, the idea of investing in VoIP can feel daunting. IT is often seen as a cost center rather than a driver of growth, and VoIP may appear to be just another expense. But this perspective misses the bigger picture.

 

VoIP is not just a communication tool; it is a business enabler. By streamlining operations, unlocking new revenue opportunities, and enhancing customer experiences, VoIP shifts the role of IT from a necessary overhead to a strategic asset. It is an investment in resilience, adaptability, and long-term growth.

 

At Rocketwise, we have seen firsthand how VoIP can transform dealerships. It is not about adding another piece of technology to an already complex landscape. It is about simplifying, optimizing, and elevating the way dealerships communicate and operate.

 

The Time to Act is Now.

 

The equipment dealership industry is at a crossroads. Economic pressures, shifting customer expectations, and technological advancements are reshaping the landscape. Dealerships that embrace tools like VoIP will be better positioned to navigate these changes, while those that stick to outdated systems risk being left behind.

VoIP represents a missed opportunity for many dealerships today. But it does not have to stay that way. By recognizing its potential and acting, dealerships can turn communication from a pain point into a powerful driver of success.

 

Are you ready to make the leap? At rocketwise, we are here to help you fall in love with IT again. Let us show you how VoIP can be the competitive advantage your dealership needs to thrive in a challenging market.

 

Download our guide on how VoIP can add value to your dealership.

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Protecting, Respecting, Remembering and Building of a Legacy

Protecting, Respecting, Remembering and Building of a Legacy

Guest writer Ron Wilson returns this week with a blog post on family businesses and the honoring of legacies in “Protecting, Respecting, Remembering, and Building of a Legacy.”

How does a third/fourth generation family business protect and respect the legacy of previous leaders and apply the lessons learned toward the successes of the future?

 

While looking back over the history of a dealership there were critical high and low points that shaped the future of the organization. For the most part we can identify those critical points and understand the impact the events had on the organization.

 

Very seldom can we identify the specific individuals that were the critical influencers. Even more complicated is remembering what actions were taken that lead us in and out of specific events.

 

Recently I was visiting with a young director at a semiconductor company that was about to go through a layoff. As a leader this young director had not experienced laying people off, what was involved during the layoff, and the repercussions a layoff has on the employees showing up for work after the layoff.

 

I asked the young director what advise his Vice President (supervisor) had shared based on his previous experience. The response was the Vice President (supervisor) had not been through a layoff either.

 

Here is an example of one, maybe two, generations of leaders that have not been through some of the most difficult challenges of leadership. In your dealership what were one or two critical events that shaped the organization and who is still around to provide input and share the experiences?

Third and fourth-generation family businesses face unique challenges in preserving and respecting the legacy of their predecessors while adapting to the modern demands of the business. 

Here are a few strategies to balance these priorities effectively:

  1. Codify Core Values and Vision
  • Document the Family Legacy: Develop a written history or mission statement that highlights the founding principles, values, and milestones of the business. This serves as a touchstone for decision-making.
  • Articulate a Shared Vision: Ensure all family members and stakeholders align on the future direction while honoring the past.
  1. Establish Governance Structures
  • Family Councils: Create forums where family members can discuss business-related matters, ensuring continuity in decision-making and conflict resolution.
  • Advisory Boards: Incorporate independent advisors who respect the family’s legacy, provide an external perspective and are aware of the specific challenges the dealership has worked through over time.
  1. Mentorship and Knowledge Transfer
  • Intergenerational Mentoring: Facilitate mentorship programs where current leaders pass on their wisdom, values, and insights to the next generation.
  • Storytelling: Encourage leaders to share stories of challenges, successes, and lessons learned to inspire and educate successors. 
  • Convert these stories to action steps taken:  Share the critical steps taken in detail that allowed the organization to take on and work through a specific challenge.
  1. Blend Tradition with Innovation
  • Honor Proven Practices: Retain processes or approaches that reflect the legacy, provided they still add value.
  • Encourage Modernization: Position change as a continuation of the legacy, demonstrating how adaptation aligns with the founding vision.
  • Visit the Past and Adapt to the Future:  When going through a challenge refer to examples of past experiences to determine what worked/didn’t work and adapt when applicable to the future challenges.
  • Historical Archives: Maintain archives of important documents, photos, and artifacts to preserve the family’s story.
  1. Education and Development
  • Train Successors: Invest in the education and professional development of the next generation to prepare them for leadership roles.
  • Encourage External Experience: Allow younger members to gain experience outside the family business before taking on leadership roles.
  • Provide the opportunities to Learn from the Past: Before a new project is taken on have the team review the challenges of the past and identify the success and the weaknesses of previous projects. The old saying “don’t recreate the wheel” but learn from the experience and move ahead quicker by avoiding the pitfalls of the past.

By combining these strategies, family businesses can honor the achievements and values of past leaders while remaining dynamic and relevant in an ever-changing world.

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Absorption in 2024 and Beyond: The Lifeblood of Dealership Profitability

Absorption in 2024 and Beyond: The Lifeblood of Dealership Profitability

Guest writer Troy Ottmer returns this week with a timely blog post for our industry: Absorption in 2024 and Beyond: The Lifeblood of Dealership Profitability.

What is Absorption?

In the modern dealership landscape, absorption remains a critical measure of success. Defined as the percentage of a dealership’s total operating expenses covered by the gross profits from parts and service, it underscores the importance of back-end operations. Whether managing an automotive, truck, agricultural, or construction equipment dealership, a strong absorption rate is essential for weathering economic fluctuations.

This metric reflects the back-end’s ability to sustain the dealership’s overall financial health, independent of variable income from new or used vehicle sales. High absorption rates ensure stability and profitability, especially during periods of economic uncertainty or reduced sales activity.

Why Absorption Still Matters

The economic and technological changes of the past decade have only amplified the importance of absorption. Challenges such as supply chain disruptions, inflationary pressures, and shifting consumer behaviors demand that dealerships maximize profitability from service and parts operations.

The rise of electric vehicles (EVs) or Alternative Fuel Vehicles, Connected Technologies, and 

AI-driven Diagnostics has reshaped the service landscape. While EVs require less frequent servicing than internal combustion engine (ICE) vehicles, the complexity of repairs and the specialized tooling required have made dealership service departments indispensable. These industry changes underscore the need for a sharper focus on absorption.

A Historical Perspective

Historically, dealerships relied on gross profits from new vehicle sales as their primary revenue source. Higher margins and steady demand allowed parts and service operations to function to some degree as secondary gross profit generating departments.

By the 2000s, however, the industry began shifting:

  • Intense competition and slimmer new vehicle margins reduced gross profit opportunities.
  • Rising operating costs increased the need for more efficient business models.
  • Evolving vehicle technology demanded significant investment in technician training and specialized equipment.
  • An increase in technician wages to hire the best and most technically qualified.

By the early 2020s, parts and service departments had become critical profit centers. Absorption transformed from a success metric to a survival strategy, helping dealerships navigate challenges like economic downturns, supply chain issues, and changing consumer preferences.

Today, absorption remains a cornerstone for dealerships, enabling them to adapt to an evolving landscape marked by electrification, connected technologies, and changing ownership models.

Adapting Absorption Strategies for the Modern Dealership

Modern dealership challenges demand innovative strategies to maximize absorption. Below are the key trends reshaping the industry:

 

  1. Electrification, Alternative Fuels, and other Advanced Technologies

EVs, Alternative Fuels and other Advanced Technologies have shifted service demands. Although EVs require less frequent maintenance, their repairs involve complex software updates and high-voltage systems. Similarly, Alternative Fuel vehicles add another level of complexity, as does the extensive list of other Advanced Technologies. 

AI-driven diagnostic tools and over-the-air updates also transform service models. Investments in these technologies improve efficiency, reduce costs, and enhance customer satisfaction.

 

  1. Supply Chain Resilience

As with the Covid-19 inspired supply chain disruption during calendar years 2020 to 2023, dealerships continue to face continued supply chain disruptions and along with other inflation related side effects. Dealerships must adopt data-driven inventory management, leveraging AI and predictive analytics to optimize stock levels, reduce carrying costs, and maintain parts availability.

 

  1. Subscription Services and Value-Added Offerings

Subscription-based services, such as extended warranties, telematics monitoring, and software upgrades, are growing. These services boost gross profits and strengthen customer retention, creating a virtuous cycle for parts and service departments.

 

  1. Workforce Development and Retention

The evolution from “mechanics” to “technicians” highlights the growing need for IT expertise. Today’s technicians must navigate complex software and advanced systems. To thrive, dealerships must:

  • Offer competitive pay.
  • Invest in ongoing education and advanced training.
  • Create clear career development paths to attract and retain skilled workers.

Calculating and Leveraging Absorption

The formula for absorption remains simple:

Parts & Service Gross Profit ÷ Total Dealership Expense* = Absorption Percentage

*Note: there are various methods/philosophies as to what all goes into the “total dealership expense” calculation. Consult with your controller or CFO for your specific calculation. 

Example Scenarios:

  • Scenario 1: Gross Profit = $1,200,000; Total Expenses = $1,000,000
    Absorption = 120% → The dealership generates an additional $200,000 in gross profit, boosting profitability.
  • Scenario 2: Gross Profit = $800,000; Total Expenses = $1,000,000
    Absorption = 80% → A $200,000 shortfall puts pressure on sales to close the gap.

High absorption rates protect dealerships from reliance on volatile vehicle sales, creating a financial safety net during economic downturns.

The Symbiotic Relationship Between Sales, Parts, and Service

The ongoing synergy between sales, parts, and service drives dealership success. New vehicle sales bring in future service opportunities, while exceptional service experiences build customer loyalty, ensuring repeat sales.

By fostering collaboration between these departments, dealerships can create a sustainable profit model that thrives even in challenging times.

The Bottom Line: Absorption is the Sum of a Unified Focus on Maintaining Profitability

In 2024, absorption is no longer just a measure of back-end performance. It represents a holistic strategy for managing dealership profitability across all departments.

To succeed, dealerships must:

  • Embrace emerging technologies to enhance efficiency.
  • Invest in workforce development to manage evolving repair complexities.
  • Maintain competitive wages for technicians and critical dealer staff.
  • Foster customer-centric strategies that align sales, service, and parts operations.

By focusing on absorption, dealerships can not only survive but thrive in today’s competitive environment, ensuring long-term profitability and resilience.

In conclusion, absorption is more than a financial metric—it is the heartbeat of a dealership’s sustainability. By adapting to industry shifts and investing in technology, workforce development, and customer-centric strategies, dealerships can ensure steady profitability amidst change. A unified focus across departments empowers dealerships to weather economic fluctuations and emerge stronger in an evolving marketplace.

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Transforming Indian CE Dealerships: A Guide to Sustainable Profitability

Guest writer Sanjay Pendharkar brings a broader view of the equipment industry in this week’s blog post: Transforming Indian CE Dealerships: A Guide to Sustainable Profitability.

Introduction

The Indian construction equipment and material handling market stands at a crucial crossroads. With infrastructure development driving demand, the sector presents immense opportunities. However, dealers face unprecedented challenges in converting this market potential into sustainable profits. Traditional revenue models are under pressure, and the complexity of operations has increased manifold.

Today’s dealers navigate a landscape where equipment sales alone no longer guarantee business sustainability. The market demands more sophisticated operational models, enhanced service capabilities, and innovative approaches to customer engagement. This evolution requires dealers to reassess their business strategies and adapt to changing market dynamics.

Understanding the Dealer Landscape

Multi-Franchise Dealerships

The multi-franchise model has become the norm rather than the exception in India’s CE market. While this approach offers dealers broader market coverage and risk distribution, it introduces significant complexities:

  • Managing multiple brand requirements and standards
  • Balancing competing OEM interests and targets
  • Training staff across diverse product lines
  • Maintaining separate parts inventories and service capabilities

Revenue Constraints

The traditional dealer revenue model faces severe pressure:

  • Equipment sales commissions barely cover operational costs.
  • Intense market competition forces aggressive pricing.
  • Working capital requirements continue to rise.
  • Investment in infrastructure and training yields diminishing returns.

Challenges to Profitability

Dependence on Service and Parts

The aftermarket has become the lifeline for dealer profitability:

  • Equipment sales margins no longer sustain business operations.
  • Service and parts contribute up to 60-70% of dealer profits.
  • Warranty period revenue remains crucial but temporary.
  • Post-warranty customer retention determines long-term success.

Competition from Replacement Parts

The genuine parts business faces unprecedented challenges:

  • Price differential of 25-50%+ against replacement parts
  • Growing acceptance of quality aftermarket alternatives
  • Customer pressure for cost reduction
  • Difficulty in demonstrating value proposition of genuine parts.

OEM Branded Lubricants vs. Direct Oil Brands

The lubricants market presents a unique challenge:

  • 20%+ price premium on OEM-branded products
  • Direct availability of identical products from oil companies
  • Customer preference for lower-cost alternatives
  • Impact on dealer revenue and customer relationships

Talent Retention Issues

Engineer Turnover and Freelancing

The exodus of trained technicians presents a critical challenge:

  • High investment in training and skill development
  • Loss of experienced staff to freelance opportunities
  • Difficulty in maintaining service quality standards.
  • Impact on customer relationships and trust

Impact on Service Revenue

The talent drain directly affects business sustainability:

  • Reduced capacity for complex repairs
  • Loss of customer confidence
  • Increased training costs for new staff
  • Competition from former employees

Operational Inefficiencies Impacting Profitability

Process Gaps

Significant revenue leakage occurs through process inefficiencies:

  • Delayed service response times
  • Inefficient warranty claim processing
  • Poor inventory management
  • Inadequate job card documentation

Technology Underuse

Many dealers lag in technology adoption:

  • Manual processes causing delays and errors.
  • Limited use of data analytics for decision-making
  • Inadequate customer relationship management
  • Poor integration between different business functions

Resource Management

Inefficient resource utilization affects profitability:

  • Underutilized workshop capacity
  • Excess inventory carrying costs.
  • Poor staff productivity
  • Inefficient tool and equipment usage

Customer Service Gaps

Service inconsistencies lead to business losses:

  • Inadequate customer communication
  • Delayed problem resolution
  • Inconsistent service quality
  • Poor feedback management

Strategies for Improved Business Performance

Parts Business Enhancement

Pricing Strategies

  • Implement tiered pricing models.
  • Develop package deals combining parts and service.
  • Create loyalty programs with cumulative benefits.
  • Offer volume-based discounts.

Inventory Optimization

  • Use data analytics for stock planning.
  • Implement just-in-time inventory for fast-moving parts.
  • Develop regional parts sharing networks.
  • Regular review and disposal of slow-moving inventory

Service Revenue Protection

AMC Programs

  • Design flexible maintenance packages.
  • Offer preventive maintenance programs.
  • Include value-added services.
  • Implement performance guarantees.

Technician Retention

  • Create career development paths.
  • Implement performance-based incentives.
  • Provide advanced training opportunities.
  • Develop profit-sharing mechanisms.

Additional Revenue Streams

  • Launch certified used equipment programs.
  • Develop rental solutions for specific market segments.
  • Create operator training programs.
  • Training Programs: Provide training services to generate revenue and build brand credibility.
  • Offer fleet management services.

Financial Management

  • Implement activity-based costing.
  • Develop robust cash flow monitoring systems.
  • Create detailed financial planning processes.
  • Establish strict cost control measures.

Digital Transformation

  • Deploy comprehensive dealer management systems.
  • Implement mobile service management solutions.
  • Utilize telematics for preventive maintenance.
  • Develop e-commerce capabilities for parts.
  • Data Analytics: Leverage data analytics to gain insights into customer behaviour, operational performance, and market trends.

Strategic Partnerships

  • Form alliances with complementary service providers.
  • Develop relationships with financing institutions.
  • Create networks for resource sharing.
  • Establish training partnerships.

Conclusion

The transformation of CE dealerships requires a comprehensive approach addressing multiple challenges simultaneously. Success depends on:

  • Embracing operational excellence
  • Investing in technology and people
  • Developing new revenue streams
  • Building strong customer relationships

Dealers must act now to implement these changes. The market will increasingly favour those who can deliver efficient, professional services while maintaining profitability through multiple revenue streams. The future belongs to dealers who can transform challenges into opportunities through innovation, efficiency, and customer focus.

The path forward requires commitment, investment, and a willingness to change. Those who adapt will not just survive but thrive in this evolving market landscape.

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Re-Inventing Customer Service: Improving the Employee Experience in the Modern Era

This week we introduce our new guest writer, Troy Ottmer. He joins us with his blog post “Re-Inventing Customer Service: Improving the Employee Experience in the Modern Era.” Troy Ottmer began his career in 1987 as an automotive technician, with a specialization in electronics, including drivability diagnostics, anti-lock brakes and other new emerging technologies for that era. Over the years, he expanded his technical expertise across automotive, light-duty, medium-duty, and heavy-duty trucks, eventually venturing into off-road construction equipment. His early career included roles in shop and mobile technical repairs, as well as fleet management, culminating in his entry into the John Deere dealer network in 1998. 

From 1998 to 2017, Troy built a reputation as a leader in dealer operations, excelling in areas such as New & Used Sales, Rental & Lease, Parts, Service, and General Operations. His tenure in the John Deere dealer world provided him with a solid foundation in customer-centric leadership and operational excellence. 

Troy’s leadership journey continued with prominent executive roles, including Vice President of Fixed Operations at Doggett Equipment Services (2010–2017) and Vice President of Operations at Koppers (2017–2020). At Koppers, he managed operational efficiency and spearheaded strategic growth in specialized industries, including material recovery services for biomass materials. From 2020 to 2024, he served as General Manager at Rush Truck and Bus Centers, where he successfully oversaw operations and drove business growth. 

In addition, Troy held the position of Director of Parts, Service, and General Operations at Rush Enterprises John Deere Construction from 1998 to 2010, until the franchise transitioned to Doggett. 

With a robust technical foundation in both on-road and off-road equipment, Troy combines strategic acumen with hands-on expertise. His extensive executive experience spans over a decade, marked by a proven ability to enhance operational efficiency and implement innovative solutions in the transportation, industrial, and equipment services sectors. 

In today’s highly connected world, customer service is more critical than ever. Yet, to deliver exceptional customer service, businesses must start by focusing on their employees. Happy, empowered, and well-supported employees are the foundation of a superior customer experience. Metrics like the Customer Satisfaction Index (CSI) and Employee Satisfaction Index (ESI) serve as vital tools to measure and improve both experiences, but the core truth is simple: a happy, productive employee will almost always translate to a happy and very satisfied customer. 

 

Customer Expectations in the Digital Age 

 

Customers today are more informed and connected than ever before. With social media and search engines, word-of-mouth travels at lightning speed. A single negative experience can reach thousands of people instantly, while a positive interaction has the power to build lasting loyalty. 

Beyond satisfaction, customers increasingly value authenticity, transparency, and ethical practices. They care not only about how businesses treat them but also about how companies treat their employees. A company’s employee satisfaction often influences customer perceptions, making the Employee Satisfaction Index (ESI) a critical factor in boosting the Customer Satisfaction Index (CSI). 

 

The Employee-Customer Connection 

 

The connection between employee happiness and customer satisfaction cannot be overstated. Employees who are engaged, motivated, and empowered are more likely to: 

 

  • Provide proactive and personalized customer service. 
  • Go above and beyond to resolve issues. 
  • Build genuine, positive relationships with customers. 

 

This is because an employee’s energy, attitude, and commitment to their work are directly felt by the customer. A disengaged employee, on the other hand, can inadvertently communicate indifference or frustration, leading to subpar customer experiences. By creating a work environment that prioritizes employee well-being and productivity, businesses set the stage for consistently high customer satisfaction. 

 

Using ESI to Improve CSI 

 

The Employee Satisfaction Index (ESI) measures how happy and engaged employees are with their roles, workplace, and leadership. A high ESI score often correlates with a high Customer Satisfaction Index (CSI) because: 

 

  • Engaged employees are better problem-solvers. They approach customer issues with creativity and determination. 
  • Happy employees create a positive atmosphere. Customers notice and appreciate this energy. 
  • Satisfied employees are more loyal. They develop deeper institutional knowledge and stronger customer relationships over time. 

 

To ensure employees are happy and productive, focus on these key areas: 

 

  • Training and Empowerment 

Equip employees with the skills, tools, and autonomy they need to excel in their roles. Confidence in their abilities translates to confidence in customer interactions. 

Provide ongoing training in areas like communication, conflict resolution, and technical expertise. 

  • Workplace Culture 

Foster a culture of respect, recognition, and inclusivity. Employees who feel valued are more likely to treat customers with care and empathy. 

Create opportunities for collaboration and camaraderie, which enhance job satisfaction and productivity. 

  • Feedback and Communication 

Regularly conduct ESI surveys to identify areas for improvement. Employees who feel heard are more likely to stay engaged. 

Share CSI results with employees and involve them in strategies to improve customer satisfaction. 

  • Recognition and Rewards 

Recognize employees for exceptional performance. Whether it’s a simple thank-you, a shoutout during team meetings, or formal rewards programs, recognition motivates employees to continue exceeding expectations. 

 

Reinventing Customer Service with CSI and ESI 

 

Both the Customer Satisfaction Index (CSI) and Employee Satisfaction Index (ESI) should be central to your customer service strategy. Here’s how to use them effectively: 

 

Track and Compare 

Monitor CSI and ESI regularly and analyze their correlation. A dip in employee satisfaction often signals potential issues in customer satisfaction. 

Identify patterns: Are specific teams or locations excelling? Are certain departments struggling? Use this data to replicate successes and address challenges. 

Proactive Engagement 

Anticipate customer and employee needs. For example, ensure employees have clear schedules and manageable workloads, which allows them to serve customers with more focus and energy. 

Align Goals 

Set shared goals for improving ESI and CSI. For instance, initiatives like reducing customer complaints or increasing first-call resolution rates benefit both metrics. 

Measure the Impact of Changes 

Test new strategies or tools and assess their effects on both indexes. For example, implementing a new CRM system could make employees’ jobs easier and improve customer service quality. 

 

Why Employee Happiness Translates to Customer Satisfaction 

 

When employees feel supported and valued, they are more motivated to provide outstanding service. Their enthusiasm and commitment create a ripple effect: 

 

  • Higher Productivity: Engaged employee’s complete tasks more efficiently, leading to faster resolutions for customers. 
  • Better Communication: Happy employees communicate with clarity and warmth, creating positive interactions. 
  • Customer Loyalty: Satisfied customers are more likely to return and recommend the business to others. 

 

Conversely, a workplace that neglects employee well-being risks disengaged staff, higher turnover, and ultimately dissatisfied customers. The connection is so strong that many businesses now see employee experience as the backbone of customer experience. 

 

Modern Best Practices for Reinventing Customer Service 

  1. Personalized Customer Interactions 

Use CRM systems to track customer preferences and history, enabling employees to deliver tailored service. Employees benefit from streamlined processes, and customers feel valued. 

2. Omnichannel Support 

Provide consistent service across platforms, from phone and email to social media and live chat. This ensures employees have the tools they need to provide seamless support. 

3. Transparency 

Keep employees and customers informed at every step. Transparent communication builds trust on both sides of the service equation. 

4. Celebrate Wins 

Celebrate both customer and employee milestones, such as achieving high CSI scores or completing team projects. Recognition strengthens the bond between employees and the organization. 

 A Symbiotic Cycle of Success 

Happy employees drive customer satisfaction, and happy customers boost employee morale—a symbiotic cycle that fuels long-term success. Investing in the employee experience isn’t just good for business; it’s essential in today’s competitive landscape. 

By prioritizing both the Employee Satisfaction Index (ESI) and Customer Satisfaction Index (CSI), businesses create a thriving environment where employees and customers feel valued, heard, and connected. This dual focus is the cornerstone of reinventing customer service and securing a competitive edge in the modern era. 

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Disputed Work Orders Cause Delays in Payment and Increase Unnecessary Interest Expense

Guest writer Ron Wilson covers a crucial snowball effect we experience in our businesses in this week’s blog post: “Disputed Work Orders Cause Delays in Payment and Increase Unnecessary Interest Expense.”

We are all aware of the common causes that impact the accuracy of work order reviews, closing, and the customers invoices not being paid on time.

Digging a little deeper into the specific causes and frequency for the invoice being disputed by the customer can have a major impact on the reduction of the Service Department’s receivables. We often correct and resolve the disputed invoice without determining the root cause of the issue, and the problem often re-occurs.

Reducing the disputed and aged invoices also reduces the corporate interest expense due to not carrying the aged invoices within the accounts receivables.  This can greatly improve profitability without much effort.

Some of the common reasons work orders are disputed are:

  1. Pricing Discrepancies
  • Unexpected Costs: The final bill is higher than the original estimate, and the customer wasn’t informed beforehand.
  • Disputed Labor Charges: The customer believes the labor charges are excessive or doesn’t understand how they were calculated.
  • Parts Pricing: Customers may feel the parts are overpriced or question whether they were necessary.
  1. Scope of Work Issues
  • Unapproved Repairs: Work was performed that the customer didn’t authorize.
  • Missed Repairs: The customer feels the dealership failed to address the initial issue or left something undone.
  • Over-repairing: Customers may dispute repairs they believe were unnecessary.
  1. Quality of Service
  • Recurring Issues: The problem persists after the repair, leading the customer to question the quality of the work.
  • Damage During Service: Equipment is returned with new damage or wear that wasn’t present before the service.
  1. Miscommunication
  • Poor Documentation: The work order lacks clear descriptions of the problem, repairs, or costs.
  • Misunderstood Terms: The customer misunderstood warranty coverage or service agreements.
  • Incomplete Updates: Failure to update the customer about changes in the scope or cost of the repair.
  1. Warranty and Coverage Disputes
  • Warranty Denial: The dealership claims the repair isn’t covered under warranty, which the customer disputes.
  • Incorrect Coverage Application: Misunderstanding of extended warranty or service contracts.
  1. Timing Delays
  • Delays in Repairs: The customer disputes the bill if they feel the service took too long or caused operational downtime.
  • Missed Deadlines: Promised completion times were not met.
  • The age of the invoiced work order is excessive:  Customer feels the work order is should have been billed in a timelier manner.  The machine may have been sold or the job the machine was on is completed and the customers internal billing has been closed out.
  1. Customer Expectations
  • Performance Post-Repair: The equipment doesn’t perform as expected after the service.
  • Lack of Preventative Insight: Customers may feel they weren’t informed about future issues during the service.
  1. Inadequate Communication about Diagnostics
  • Charges for Diagnostics: Customers may not realize diagnostic fees apply even if they choose not to proceed with repairs.
  • Disagreement on Findings: Customers may not agree with the dealership’s assessment of the problem.

Strategies to Prevent Disputes

Below are some recommendations to prevent the disputes:

  • Clear Communication: Provide detailed and upfront explanations of the work, costs, and expected timelines.
  • Customer Approvals: Always seek explicit approval before performing additional repairs.
  • Thorough Documentation: Keep clear records of customer complaints, work performed, and parts used.
  • Warranty Clarifications: Ensure customers understand their warranty coverage and any exclusions.
  • Proactive Updates: Regularly update customers on the status of their equipment.

These steps can reduce misunderstandings and foster better customer-dealership relationships.

Sometimes the smallest, non-flashy improvements can yield the greatest improvements.

Below is a table and a chart showing some possible  ways to prioritize reducing the number disputed work orders.

 

Cause Occurrence % Total Accumulated
Warranty 981 34.6% 34.6%
P.O 793 28.0% 62.6%
Labor Dispute 615 21.7% 84.2%
Program Credit 237 8.4% 92.6%
Freight 99 3.5% 96.1%
Core Credit 76 2.7% 98.8%
Tax 18 0.6% 99.4%
Proof of delivery 17 0.6% 100.0%
Total 2836    

The chart above shows the data in a visual format that makes it easy to see that 84% of the overall causes are related to the first three areas.  

Take each of the first three causes and identify which of the reasons listed on page one contributed to the invoicing dispute.  Implementing the proper processes, training, policies, proper communication, and coaching can quickly reduce a costly issue and improve customer satisfaction.

Once the first three have been resolved take some time to review the remaining issues.  Often addressing the first three issues will contribute to resolving the remaining issues.

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The Growing Technician Shortage in the Construction, Equipment, Gas Compression, Marine, and Mining Industries

Guest writer Jim Dettore returns to emphasize the importance of training in this week’s blog post: “The Growing Technician Shortage in the Construction, Equipment, Gas Compression, Marine, and Mining Industries.”

Training Matters More Than Ever!

The construction, equipment, gas compression, marine, and mining industries are all facing a critical challenge: a severe shortage of skilled service technicians. As global demand in these sectors continues to rise, the number of qualified technicians to maintain and repair the highly specialized equipment used in these fields is dwindling.

The Technician Shortage: A Cross-Industry Challenge

Several factors are driving the technician shortage across these industries:

Aging Workforce: Many technicians are transitioning to Service Management roles or nearing retirement age, and there are not enough new entrants to replace them.

Decline in Trade School Enrollment: Fewer young people are choosing technical career paths, leading to a lack of fresh talent in industries that rely on hands-on expertise.

Technological Advancements: As equipment becomes more complex and automated, the skill requirements for technicians have increased, creating a gap between available labor and the needs of modern equipment maintenance.

Industries like gas compression and marine are particularly affected because they rely on highly specialized, mission-critical equipment that must be maintained with precision. Whether it’s keeping a marine vessel’s engines running smoothly or ensuring that gas compression systems operate efficiently in the energy sector, these industries cannot afford equipment downtime. Yet, with fewer technicians available, companies are finding it harder to meet these demands.

The Impact on Each Industry

  1. Construction and Equipment: The technician shortage in construction leads to longer downtimes for equipment repairs and maintenance, which can delay projects and increase costs. Every hour of downtime can result in massive financial losses on a construction site.
  2. Mining: In the mining sector, safety is paramount. Without skilled technicians, poorly maintained equipment can lead to dangerous breakdowns, putting lives at risk and stalling operations that cost millions.
  3. Gas Compression: The gas compression industry plays a crucial role in natural gas transport and processing. Equipment failures due to insufficient maintenance can disrupt supply chains and cause significant revenue loss.
  4. Marine: In the marine industry, the demand for technicians who understand the intricacies of engines, hydraulics, and electrical systems on vessels is increasing. With global shipping playing such a vital role in commerce, delays caused by equipment failure can disrupt entire supply chains and lead to higher operational costs.

THE ROLE OF TRAINING IN ADDRESSING THE SHORTAGE

The shortage of technicians across these industries underscores the importance of training. Given that fewer people are entering the workforce, the solution lies in ensuring that those who do are exceptionally skilled. High-quality training programs offer a way to close the gap, equipping technicians with the expertise to maintain, diagnose, and repair increasingly complex equipment.

By investing in comprehensive training, companies can:

Improve Efficiency: Highly trained technicians are more effective at diagnosing and resolving issues, reducing the time equipment is out of service.

Adapt to Technology: As industries adopt more advanced technologies such as automation, artificial intelligence, and sophisticated diagnostics, training ensures technicians stay ahead of the curve and can handle modern machinery.

Enhance Safety and Compliance: Well-trained technicians help ensure that equipment operates within safety standards and regulations, reducing the risk of accidents or environmental damage.

Why Quality Over Quantity Makes Sense

With fewer technicians entering the workforce, focusing on training is more crucial than ever. The idea is simple: if there are fewer people to maintain equipment, those individuals must be highly skilled to manage the increased workload and complexity.

In industries like gas compression and marine, where downtime is extremely costly, investing in the education and skill development of service technicians pays long-term dividends. Training programs that emphasize problem-solving, cutting-edge diagnostic tools, and preventive maintenance can help build a workforce of elite technicians who can handle more responsibility, more efficiently.

The Path Forward: Addressing the Talent Gap with Training

The technician shortage is a significant challenge across the construction, equipment, gas compression, marine, and mining industries. But the solution lies in adapting to this reality by focusing on developing a smaller pool of highly trained, elite technicians. By doing so, companies can offset the lack of personnel with higher skill levels and better overall productivity.

A Message to the Next Generation: Why You Should Get into These Industries

Now, let’s talk to you, the next generation. If you’re someone who likes working with your hands, solving problems, and getting a little dirt under your nails, these industries are crying out for people like you. Let’s cut to the chase—you don’t need a four-year degree and a mountain of student debt to have a successful career. What you need is the right training, a strong work ethic, and the guts to take on the kind of work that keeps the world running.

The truth is, we need more young people stepping into these technical roles—not just because the jobs are there, but because these jobs offer something you won’t always find in an office. There’s pride in being able to point to a project, a machine, or an entire operation and say, “I helped make that happen.” There’s a deep sense of satisfaction that comes from knowing your skills are indispensable. And let’s not forget about the money—skilled technicians can make a solid living, often starting at salaries that rival those of many college graduates, without the student loans.

These industries are the backbone of the economy. From building cities to powering homes, from transporting goods across oceans to extracting resources that fuel innovation—the work you do matters. And with the right training, you can step into a role where you’re valued, where every day brings new challenges, and where you can build a rewarding career.

So, if you’re considering your future, think about what you want it to look like. These industries offer not just jobs, but careers with purpose. And the best part? You can start now.

About Us. At FAS, Inc. we specialize in providing technical training programs for the construction, equipment, gas compression, marine, and mining industries. Our courses are designed to give you the skills you need to succeed in these high-demand fields. If you’re ready to take the first step toward a challenging, well-paying, and fulfilling career, contact us today!

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Cybercrime, AI, and the Equipment Dealership

Guest writer Kevin Landers returns this week to highlight the relevance of cybersecurity in “Cybercrime, AI, and the Equipment Dealership.”

It sounds like the beginning of a bad film, but the reality is that the world of digital crime is continuing to develop as technology evolves. The latest and greatest evolution is AI. As AI unlocks our world to provide us with tools to improve our performance and capabilities in business, criminals are also increasingly using it to target equipment dealerships through sophisticated fraud tactics. Unfortunately, they are leveraging AI’s capabilities for social engineering, deepfakes, and synthetic identity creation. 

Social engineering has always been difficult to protect against, but AI is taking it to new heights. Cybercriminals use AI to automate and personalize phishing campaigns. Phishing is a type of cyberattack that involves tricking people into sharing sensitive information through fraudulent emails, text messages, phone calls, or websites. 

Phishing is the most common form of cybercrime, with an estimated 3.4 billion spam emails sent daily. Notoriously, over 10% of employees worldwide clicked on malicious links, and over 60% of those who clicked submitted a password on malicious websites. And dealerships need to have this on their radar, as employees at small organizations are more likely to click on malicious links. 

AI is changing the face of phishing attacks.

AI-driven tactics enable attackers to craft highly believable emails and messages that mimic real business correspondence, including the language, style, and branding typical of a dealership’s internal or external communications. 

Without the proper training and awareness in the desire to be helpful, do the right thing, or even do what the boss says, criminals can trick employees into clicking malicious links, sharing sensitive information, or transferring funds under the guise of routine transactions. 

Voice cloning technology is particularly alarming for equipment dealerships. Attackers use AI to create convincing voice calls that imitate senior executives or trusted partners. These calls often instruct employees to execute financial transactions or disclose sensitive data, leveraging the urgency and familiarity associated with an executive’s voice.

AI allows criminals to scale these attacks rapidly. Automated AI-powered scripts can launch large-scale attempts to breach systems, such as through credential stuffing, where stolen usernames and passwords are systematically tested across multiple platforms. This capability makes it easier for attackers to find vulnerabilities in dealership systems and gain unauthorized access.

For example, when the CDK data breach and outage took place earlier this year, dealerships suddenly began receiving calls “from CDK support” and emails from “CDK support” that were saying “hey, let us connect remotely with you so that we can get your CDK systems back up and running”. The issue was that these were all malicious actors posing as CDK that were attempting to trick dealerships into allowing them access to their systems. Taking advantage of the situation in seconds, not days.

And don’t underestimate the power of a chatbot. AI chatbots can engage in real-time interactions with employees, adapting their responses to seem more authentic and trustworthy, thereby increasing the success rate of these scams. It can feel like you are having a relationship with a real person or discussing plans with your boss. And with many businesses using tools like WhatsApp to discuss businesses outside of email or your network, it can be easy to fall for things when your attention is distracted. And criminals are taking advantage of this.

How can Dealerships defend themselves from AI phishing attacks?

  • Employee Training and Awareness: Regular cybersecurity training focused on AI-driven threats is crucial. Employees must learn to identify suspicious communications and verify requests through multiple channels. Making training fun, informative, and embedded into their workflow helps make this more effective. IT teams and support services must ensure training is appropriate for dealership scenarios. Training on spotting a fake date might be useful for your personal life but probably won’t help you decide if you should click on a link from what might look like the service manager.
  • Multi-Factor Authentication (MFA): Implementing MFA can significantly reduce the effectiveness of these attacks by adding layers of verification beyond simple passwords or voice recognition. We know this can be annoying, but a good IT solution will leverage ways to make it feel seamless yet powerful to protect.
  • AI-Driven Defense Solutions: We have to use AI to fight AI. Utilizing AI for defense is also vital. Systems that monitor for anomalies in behavior, voice patterns, and transaction data can detect and respond to fraudulent activity in real-time. 

As AI fraud evolves, equipment dealerships must stay proactive, combining advanced technology with a culture of vigilance and verification to safeguard against these sophisticated threats.

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Werner’s Tech Leader Talks Cybersecurity

An article by a Senior Editor of Commercial Carrier Journal is part of our content this week. Read on for Angel Coker Jones‘ report, “Werner’s Tech Leader Talks Cybersecurity.”

Ahead of an all-hands meeting, the information security team at Werner Enterprises (CCJ top 250, No. 14) combined all video archives of CEO Derek Leathers and, using a cheap AI tool, created a deepfake message announcing to employees that the company was removing all vacation time for cost cutting measures.

Many employees bought it until Leathers walked into the meeting an hour-and-a-half later, reporting that it was a fake AI-generated message. Daragh Mahon, executive vice president and chief information officer at Werner, shared this story last week at the National Motor Freight Traffic Association’s annual cybersecurity conference hosted in Cleveland, Ohio.

He said it was his team’s effort to further educate its employees on the importance of cybersecurity. Cybersecurity, he said, is the biggest thing that keeps him up at night because “that’s the one thing that can shut us down.”

The infosec team – not the corporate training team – at Werner hosts quarterly mandatory cybersecurity training for all employees, including drivers. The team also broadcasts cybersecurity messages across TVs throughout its terminals and regularly performs its own phishing testing on employees, who after three failures (by clicking on a link in a phishing email) must take additional training. If there’s another failure in the next three months, you get written up.

“We’ve taken a very hard-fisted approach to it. Employees don’t enjoy it. Yes, it scares them. Yes, it makes them worried. But that’s sort of the goal. We want them to understand the risk … and it’s not just the company; it’s their own jobs,” Mahon said. “We’re one of the biggest carriers in the United States. If we were down for a couple of weeks, that is an impact on the supply chain… It’s an impact on their jobs. It’s an impact on the prices they and their family pay at the store. So we try to get that message across and say, ‘Hey, we’re not doing this because we’re trying to be assholes. We’re doing this because we want you to understand the gravity of the situation.’”

Presented by Michelin Connected Fleet

While newer technology like AI is a rising cybersecurity concern, Mahon said he’s still most worried about older technologies, especially email because 90% of all attacks on corporate America last year came through email, yet companies use it every day.

Bare metal attacks

While internal attacks via methods like phishing (the top method of ransomware) and even piggybacking into the building with a fake employee ID are more common, he said bare metal attacks are coming.

“It’s never happened but it will. Ransomware never happened until it happened … These are the types of things we have to prepare ourselves for. We have to start thinking like the bad guys,” Mahon said. “I really do believe the bad guys who are targeting the U.S., but in general are targeting trucking, think about how to get onto the truck and utilize the hardware on the truck to cause problems. Not steal the software, not steal the data. How do we take the truck, shut it down, so we can shut down transportation? Or even weaponize it in the worst-case scenario in the case of terrorists.

 Werner is working with all the top providers in autonomous trucking, and he said he has been impressed with their level of focus on securing the operating systems that run robotics and data on the trucks, but he wasn’t impressed with their lack of focus on the possibility of bare metal attacks.

“If somebody were to get on the CAN (Controller Area Network) bus hardware, install their own primitive OS and take over the robotics, they can weaponize the truck to say run into a school bus,” he said. “Do that with a couple hundred thousand trucks across the U.S., which is what autonomy will bring to us at some point, and our enemies have a very easy way to get ahold of us. Let alone just taking over the truck and shutting it down and shutting down transportation in the United States.”

Playing defense

Mahon said he met the founder of a company called Fleet Defender, which offers a hardware device that plugs into the CAN bus to monitor anomalous traffic on and off the truck. Fleet Defender, which is deployed on Platform Science, provides real-time cyber threat detection before security is compromised. Mahon said Werner is working to deploy that across its entire fleet and its network and technical operations centers.

Werner is also moving away from the use of email.

“What does everybody do before Valentine’s Day? They break up,” he said. “We’re doing a campaign (called) ‘we’re breaking up with email,’” when the company rolls out its new corporate media platform in February.

The platform will provide alternatives to email like secure chat channels and secure file sharing through systems like Sharepoint and OneDrive.

“I feel like we don’t need email anymore; we just perpetuate the use because it’s something we’ve gotten used to even though it is the single most dangerous thing we have in our toolbox,” Mahon said. “It will kill us, and every one of us at some point are going to experience a phishing attack.”

Like many others, the company is also on a tech journey, transitioning from legacy systems to cloud-based platforms.

“We’re in this sort of weird place where I have to have perimeter security around the old on-prem stuff … and then as we transition into SaaS space … we have to be ready there as well,” he said.

Though he’s more concerned about on-prem security, he said the shift to the cloud has its own cybersecurity challenges.

NMFTA COO Joe Ohr said a company is only as strong as its weakest link, and oftentimes the weakest link is a third-party vendor. Many breaches come via a third-party avenue.

Mahon said as Werner moves from SaaS to the cloud, his team evaluates third-party providers for things like sales and back-office software not only based on functionality but also reputation. While a carrier can’t abdicate responsibility for their security to those platforms, he said they should still choose vendors that are know for being secure.

“The second thing is vet the hell out of them,” he said. “Every single vendor we sign up, they go through a security assessment … We have anywhere from, depending on the type of company, from 40 to 80 to 100 questions that they must answer, and we go through them line by line and make sure that they have the security we would expect them to have, that they have the controls in place.”

Werner then monitors its vendor platforms and assesses them quarterly for security.

“You have to watch it all day every day because you never know when somebody’s in there,” he said. “In fact, you just have to assume that (a bad actor) is in there.”

Angel Coker Jones is a senior editor of Commercial Carrier Journal, covering the technology, safety and business segments. In her free time, she enjoys hiking and kayaking, horseback riding, foraging for medicinal plants and napping. She also enjoys traveling to new places to try local food, beer and wine. Reach her at AngelCoker@randallreilly.com.

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The Key Tool for Business Retention: Essential Tools for Maximizing Business Retention

Ron Slee brings our skills for retention back to the forefront in “The Key Tool for Business Retention: Essential Tools for Business Retention.”

Building and maintaining strong customer loyalty is essential for your company’s sustainable growth. Success depends on keeping your customers engaged with your products and services rather than losing them to competitors. It requires dedicated effort across all dealer departments, from sales and customer service to parts and service teams—anyone who interacts with customers.

Key business retention tactics 

Here are several proven approaches to strengthen your retention rates:

Regular customer engagement

  • Maintain ongoing contact through email campaigns, and make sure anyone who hasn’t purchased in 9 to 12 weeks is contacted by phone.
  • Use past purchases to determine which products should be promoted when.
  • Identify industries that your company works with, and contact more that look just like your current customers.

Listen to customer input 

  • Conduct customer satisfaction surveys to identify any areas in your organization that may need to be improved. 
  • Respond to customers with suggestions or complaints about your operations or products.
  • Implement changes based on the feedback that you receive. 

Provide support after the sale 

  • Outstanding after sale support is important to improve customer retention.
  • Schedule follow up communications, provide maintenance support, share best practices, and recommend related products.
  • Customers stick with a dealer when they feel they can consistently rely on them for parts and service. 

Monitor essential metrics

  • Customer retention – How long you keep customers over a given period 
  • Purchase frequency – How regularly your customers purchase from you 
  • At risk customers – Customers that show signs of leaving you for the competition 
  • Customer lifetime value (CLV) – The estimated total revenue a business can expect from a single customer 
  • Types of purchases – What your customers are buying from you and which products are most popular

Two powerful retention tools

Among the many available strategies, two tools stand out as particularly effective for enhancing equipment dealer business retention: satisfaction surveys and email campaigns.

Customer satisfaction surveys 

Understanding customer needs and satisfaction levels is fundamental to improving retention. Surveys conducted by a third party, especially phone surveys, provide valuable unfiltered feedback about potential issues. Phone surveys achieve a 33% response rate, far exceeding the 2% response rate for email surveys, helping you identify concerns before customers leave you for the competition. Companies that actively respond to survey feedback can boost retention rates by up to 30%. Plus, customers whose issues are addressed become particularly loyal advocates.

Strategic email marketing 

The return on investment for email marketing campaigns can be remarkable. Equipment dealers working with our partner Winsby, for example, see annual ROI ranging from 208% to 10,205% – meaning customers receiving emails spend between $208 and $10,205 more than non-recipients for every $1 invested in email marketing. This exceptional performance largely stems from the ability of emails to boost purchase frequency and retention rates. Regular emails keep your brand top of mind, showcase your offerings, highlight service quality, and reinforce your value proposition. Higher purchase frequency typically correlates with stronger retention.

While satisfaction surveys and email marketing can serve as powerful retention tools, their effectiveness depends on proper implementation. Reach out to Winsby today to implement these strategies and begin improving your retention metrics and customer purchase frequency.

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