Adaptability

Guest writer Alex Kraft tackles the importance of adaptability for all of us in our businesses, and our lives.

In order to Succeed you have to be Adaptable.

What do Nick Saban, Domino’s Pizza, and Ritchie Brothers Auctioneers have in common?  Adaptability.

Every equipment dealer everywhere has uttered the words, ‘because that’s the way we’ve always done it’. I’ve heard it a million times and I may have said it once or twice.  Adaptability is becoming a larger separator between the dominant players in an industry and the middle/lower tier companies.  I’ve always been impressed by market leaders that continually work to improve and adapt to changing market conditions even when they don’t have much incentive to.

As a huge sports fan, I’ve always enjoyed the parallels between sports and business.  Nick Saban is undoubtedly the most successful college football coach ever, having won seven national championships.  For those who don’t follow college football closely, they may view him as a hard ass, but to me his success stems from a willingness to adapt.  Saban’s early teams were the conservative type, focusing on suffocating defense and a run-first offensive approach that limited mistakes.  No one could argue with the approach as SEC titles and national titles piled up.  If there ever was a person who could rest on his laurels and point to the “this is the way we’ve always done it”, it was Nick Saban.  But what makes Coach Saban a legend is that he’s never satisfied and he’s constantly seeking improvement.  Even with his extraordinary success, he looked at the teams that beat Alabama and noticed similarities with their offensive schemes.  The rules had changed in the early 2010’s to lean more towards the offense, specifically the spread passing scheme.  Instead of being stubborn, Saban leaned into the new age offensive schemes and Alabama has become the most dangerous passing program in the country over the past 4-5 years (averaging almost 48 points per game!) with 11 1st round picks on offense since 2019.  Football fans have all seen the examples of the legendary coach in his last few years struggling to adjust to rule changes, differences in athletes from prior decades, and the overall style of the sport.  It creates this sad state where we all think to ourselves ‘the game has passed him by’.  I don’t ever see anyone suggesting that about Nick Saban because of his incredible ability to be open minded and adaptable.

Domino’s Pizza was near bankruptcy in 2008 as its share price dropped below $3 per share (today it’s >$400 per share!) and they were losing franchise locations.  This led to a few changes including the launch of some new products and a completely new pizza recipe.  Next, they launched a campaign with a promise to deliver pizzas in “30 minutes or less”.  When the competition just copied the program, Domino’s was searching for an edge.  The true catalyst that changed the entire company’s future was their ability to adjust to the smartphone revolution and embrace digital ordering. In 2011, then-CEO Patrick Doyle challenged the internal team to create tools to allow customers to order a pizza while waiting at a stoplight.  The average stoplight takes 17 seconds to turn green and Domino’s has 34 million different possible pizza combinations.  Impossible?  Quite the opposite.  Anyone who’s ordered a Domino’s pizza in the past 5 years can attest to the ease at the entire process from order to receipt.  It isn’t just about launching an ‘app’.  Domino’s was at the forefront of the “pizza tracker”, along with experimenting with autonomous delivery vehicles and electric bike deliveries in certain markets.  The Domino’s AnyWare program allows customers to order directly from consumer 3rd party ‘apps’, such as Slack, Google Home, Amazon Alexa, a text message, a Smart TV, or even a tweet!  Today, over 60% of their orders come from digital channels.  With such an intense focus on customer experience, Domino’s launched an ‘Innovation Garage’ to continually test and implement new ideas.  This culture has changed the entire perception of the company, to where they are more often characterized as a tech company than their standing as the world’s largest pizza company.

Ritchie Brothers Auctioneers is a great construction industry example of adaptability.  I just attended the big February sale in Orlando as I have every year since 2008.  The RB Auction has become a destination, a networking event for so many in the industry over the years.  One would think that a pandemic such as Covid-19, which brought ‘social distancing’ and outright travel restrictions would absolutely crush a company that holds in-person auctions, right?  Wrong.  Long before Covid-19 struck, Ritchie Brothers Auctioneers laid the foundation for online bidding at their in-person auctions. Ritchie introduced online bidding back in 2003, but it was their IronPlanet acquisition in 2017 that cemented their leadership position in selling equipment online.  I was surprised to learn that prior to Covid, Ritchie’s online sales exceeded their in-person sales.  Having been in this industry since 2004, I can’t imagine how much resistance RB must have had internally when the idea of selling used equipment online was posed.  Especially for a company that started in 1958 auctioning furniture at a rented hall.  It seems like a stroke of genius today with our current conditions, but those seeds were planted long before it was popular.

The 3 examples above are success stories.  Unfortunately, there are plenty of examples of the opposite, of rigid companies like Blockbuster movie rentals.  At its peak in the late 1990’s, Blockbuster had over 9,000 video-rental stores, employed over 84,000 people, and had 65 million customers.  The story is well known now that Netflix basically begged Blockbuster to buy their fledgling operation in early 2000 for only $50 million.  Blockbuster turned them down and today Netflix is worth $195 Billion, and Blockbuster is out of business.  This is the ironic part to me:  if I’m chasing a competitor, I’d want them to keep everything the same. Please don’t change.  Yet that seems to be the trap that most in the equipment industry have fallen into.  If you’re 3rd/4th/5th in market position and you’re not pursuing new ways to do business, what do you think happens next?  No one just falls into a better market position by staying the same.  Learn to adapt or you may just be holding a position for someone else to come and grab on their way up.

Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.

Embracing Automation

Tonight, guest writer Jennifer Albright shares with readers the ways in which our “new normal” can bring about some positive change with embracing automation.

Embracing Automation in a Post-Pandemic Dealer World: Creating a Smoother Tech Implementation Experience.

As much as I think we are all tired of hearing phrases like “unprecedented times”, “pivot”, and worst of all, the dreaded “new normal”, the past 2 years have put a spotlight on how critical technology and adaptability are in the dealer world. Equipment dealers are as much about relationships as they are about selling and servicing equipment, so the idea of introducing a lot of technology may at first seem counterintuitive. But regardless of whether it’s the result of folks working from home during the pandemic or customers becoming more tech-savvy in general, we’ve reached the point where it isn’t as much of a choice as it is an inevitability. When done right, software streamlines back-end processes which can free up capital and reduce or refocus headcount, reduce opportunities for fraud, and can improve the customer experience making it easier to do business with you, thereby strengthening your relationships with your customers. A real win-win.

In my experience, dealers have often avoided implementing new technology…it’s time consuming, it’s disruptive, it can be expensive, and for many, change can be scary. However, the cost of not embracing technology at this point is exponentially more than the cost of the software itself. Yes, of course it’s time consuming and disruptive even under the best of circumstances, but there are many steps that can be taken in order to make it a better experience for all involved.

The Problem is a simple question…. Where to begin?

First, define what you’re trying to accomplish. You can opt to start small and automate a stand-alone process, or you can go all out and introduce or replace an ERP system. Regardless, you’re going to want to choose the right tech and the right partner for the job which starts with a formal RFP process. Use your selection criteria to create an RFP that can be sent to all participating suppliers, and create a scorecard by which your selection team will use to rate the responses.

The next step is one that is often overlooked, but is absolutely critical. Map your current processes and define where you want to be through the use of the new technology. By skipping this step, many dealers wind up simply forcing bad processes into the new system which is a recipe for failure. This exercise provides the GPS coordinates for where you are and where you want to be.

Involve your key stakeholders – don’t let system selection happen in a vacuum, seek input from the folks who are actually doing the tasks in question to shape your selection criteria. Far too often I see dealers excited by a slick sales pitch or demo and make decisions without comparing apples to apples, involving the right people or asking the right questions, which can of course cause issues when it comes to actually living with the new tech that they’ve bought. Technology shouldn’t be an impulse buy, but rather a business decision that has been reached through a thorough and structured approach. The preparation takes longer but it is well worth the time spent.

Once you’ve gathered the right people and created your RFP and decision criteria, reach out to the suppliers you wish to include in the bid process with your RFP documentation. Establish a single point of contact internally so that all suppliers are receiving the same information. Allow each supplier the same access to your team in the form of a demo and Q&A, and review their product using the scorecard that you’ve created. Taking this type of structured approach allows you to come to a decision based on facts and data as opposed to emotion.

Pro tip – be sure to also review the suppliers’ contracts prior to making a final decision. This way you don’t award the business to someone only to find that their terms and conditions won’t work for you.

Once you’ve decided on a tool and signed all of the paperwork, the hard work begins – or the fun, depending on how you look at it. Having an internal project manager is critical, as this person will herd all of the cats, ensure that everything is handled on time, and keep the project within budget. I’m often asked why the dealer needs a project manager when the software provider assigns one to the implementation. The thing is, those folks typically know their product but they can’t know your business like you do. This is where the input from your stakeholders is especially important, as they’ll be able to ask the right questions to ensure that the software is configured to meet your needs as a dealership.

Another critical aspect of the project that can’t be ignored is testing. Test every common scenario that your folks would face when using the software that you can think of. Don’t assume that everything will work the first time – the purpose of testing software is to try to break it. The more you can do to ensure that everything works prior to go-live, the less frustration your people will feel when trying to adapt to using it.

Last, but certainly not least, overcommunicate. Communicate early and often. Talk with your people about the purpose of the new tech and listen to their concerns. Reinforce what efficiencies they’ll gain, learn what frustrations they might feel, and listen. Given the long tenure of so many dealer employees, change can be challenging. While everyone can’t always have a say, most people just want to be heard. When people feel heard, they tend to be more accepting of change even if it isn’t what they wanted. Train, and provide ongoing training opportunities to ensure that folks are using the new technology correctly – and that new employees are learning to use it correctly versus falling victim to the telephone game.

New technology can open up a whole new world of efficiency and opportunity for dealers. There are so many tools created specifically for our industry, it’s pretty exciting to see how many companies are dedicated to our success. While it may not be a quick process, taking the time to define your needs and processes, assemble the right team, assign the right resources, test, and communicate will make your next implementation a smoother one.

Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.

Customers Value Their Time

Guest writer Alex Kraft talks about the importance of time, and how much your customers value theirs, as he continues to explore the ways in which technology has shifted our sales.

“No one will buy a $250,000 machine online”!  “But this is a relationship business!”  I’ve heard those 2 comments repeatedly.  First, Ritchie Brothers and Bidadoo have sold Billions (with a ‘B’) of equipment online, as-is where is. The crowd that clings to those two statements are missing the greater point:  the shift towards online transactions is due to customers placing more value on their time than ever before.  Why fly to an auction site when I can bid or buy the machine online without any interruption on my daily routine?  I was reminded of this the other day when I was speaking with a construction contractor who owns his company.  His insight is incredibly relevant since he started his career as an equipment salesperson and therefore knows both sides of the supplier/consumer dynamic personally. When we were discussing the growing influence of technology in the equipment industry, he mentioned to me: 

“As a salesperson I was trained to call on customers in person every day. Now that I’m on the other side, I’m always squeezed for time.  We’re trying to grow our business.  I’m out trying to land jobs for our people.  I don’t have time to meet sales reps for a beer or go to dinner. It’s nothing personal… If I’m not in the office or on one of our jobsites, I want to be with my family.”.

This is a common refrain.  It can be difficult to look at something through another person’s eyes, especially when it impacts you.  But think about your customers and how many different vendors are trying to build that same relationship.  For example, there are OEM dealers, independent dealers, rental houses, and service providers (auction companies, tire vendors, freight companies) all competing for that customer’s attention.  My contractor friend told me that he is called on by 30+ different vendors in a normal month.  This was incredibly eye opening for me, because I just assumed that it was just our dealership and our two biggest competitors that were calling on my friend.  

There are positive and negative aspects of technology and its effects on our culture.  I am amazed to see how many people will order a Starbucks coffee online to avoid the possibility of a five-minute wait.  One could argue technology has made us impatient and has created some real first world problems.  But there’s clearly a disconnect between construction customers and their vendors with how they want to interact.  Customers are working on jobsites coordinating and managing large teams against tight timelines and budgets.  Yet, equipment dealers encourage and push their sales teams to continue showing up unannounced on jobsites or offices with no real agenda other than ‘do you need anything?’  How is this productive and still part of the daily routine in 2022?  

I’m not suggesting that customers don’t want salespeople to exist.  The difference is customers want dealer salespeople when they want/need them.  This is the definition of the ‘on-demand’ economy. It’s possible to build relationships with people while relying more on digital experiences to communicate.  If dealers embraced these tools, their sales teams could be more prepared to serve their customers.  Every interaction could provide value thereby strengthening the relationship instead of wasting each other’s time.  Smart business is about listening to customers, and those that ignore this reality will probably create openings for their competitors that didn’t exist before.

Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.

 

The New Plague: Vacant Jobs

In tonight’s blog post, guest writer Edward Gordon shares the new plague taking hold in our economy: vacant jobs.

“Hiring Now” signs are sprouting across the United States. Businesses can’t fill the tidal wave of empty positions. Many are not new jobs but replacements for the unprecedented number of 79 million baby boomers retiring by 2030. The largest number reach age 65 in 2022. This will be a terrible year for recruiters.

As COVID-19 restrictions have eased, job openings have soared. Since October 2021, the number of vacant jobs reported in the U.S. Bureau of Labor Statistic’s monthly JOLTS report has remained at about 11 million. The latest report shows that jobs openings are high in many key industry sectors including:

  1. Construction                                                   380,000
  2. Manufacturing                                                855,000
  3. Transportation, Warehousing & Utilities        479,000
  4. Professional & Business Services                   2,065,000
  5. Education & Health Services                          2,129,000
  6. Retail Trade                                                     1,046,000
  7. Accommodation & Food Services                  1,497,000
  8. State & Local Government                             567, 000

However, many businesses for proprietary reasons or because of repeated failure to find qualified candidates, do not report their job openings. As a result, we estimate the current number of vacant jobs at between 12 to 13 million vacant positions.

People are reentering the workforce, but many lack essential educational qualifications or specific job skills.  Too many Americans graduate from high school or even college without “learning how to learn” or failing to attain the math or literacy levels needed for employment in today’s in-demand career areas. Meanwhile technological advances across all industry sectors demand continuous education and training updates.

After assessing the current job situation, a Wall Street Journal analyst predicts, “If employment keeps growing like it has, by this summer the jobs market will either be extraordinarily tight, or excruciatingly so.” (March 5-6, 2022)

There is some evidence that American businesses have finally begun to increase their investments in worker training and education. But to produce more educated and skilled workers, systemic change is needed. If regional efforts do not grow appreciatively over the remaining decade, job vacancies will rise substantially. Our current analysis predicts that by 2030 there will be over 95 million empty positions globally with up to 30 million U.S. vacant jobs. The resulting economic and social upheaval will have dire consequences overseas and across America.

Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.

Loyal Staff: Does Corporate Training Really Work Well for Uplifting Employees’ Skills and Boosting Loyalty?

We are pleased to introduce another new guest writer here at Learning Without Scars. Natallia Dmitrenko is a content specialist at Grinfer with a focus on content management and blog promotion. She gained experience studying at the University of Nebraska taking graduate-level classes and working for a number of companies based in the US and in Minsk, Belarus. Tonight, she writes about loyal staff, and asks the question that many of our clients have asked: does corporate training really work well for uplifting employees’ skills and boosting loyalty?

What is one of the most expensive mistakes managerial staff makes? The answer is: unsuccessful hires. Indeed, statistics indicate that a wrong hire can cost three to five times the compensation of the candidate.  On the other hand, according to Go2HR (one of the most trusted sources on HR): “40% of employees who receive poor job training leave their positions within the first year.” Lack of loyalty among employees?

So, how to stave people off from leaving in the first year of hire? No wonder why HRs spend a big chunk of time figuring out best ways of improving training programs for staff. In fact, an engaging corporate L&D training program can become an effective solution for boosting retention and reaching business goals.

Today, L&D online training programs have become a dynamic and almost inseparable part of any business venture. In 2022, almost 50% of L&D professionals confirmed that those employees who were engaged in corporate training were highly engaged in overall corporate processes as well. Hence, being aware of all the popular/efficient trends in the world of L&D is essential for the effective management of staff. Well, especially in the current COVID-19 realities.

Indeed, there are two types of L&D training that exist today: on-the-job training and online training. If the question arises what kind of training to give, this depends upon a multiple of factors: overall productivity and work experience of employees, particular types of hurdles faced at work, the recent work performance, etc. However, the rising tension caused by the never-ending COVID-19 epidemic is forcing companies to pay more attention to L&D training offered via the Internet. Many have already admitted that it really works!

New “work from home” practices prove that if companies engage employees into online training programs, they won’t bet on the wrong horse. Some of the main positive impacts of taking classes on e-learning platforms are:

  • E-learning boosts cooperation by enhancing such soft skills as leadership and communication. As employees work and interact in these training sessions, which helps to build stronger interpersonal soft skills, reliance, and support which ultimately leads to better cooperation.
  • The main advantage of e-learning is in its ability to convert staff into a skilled workforce while providing instant access to learning resources. And then the upskilled workforce can turn complex scenes to opportunities in more effective client-centric ways.
  • Effective online programs open more opportunities to employees to apply new skills in response to potential job challenges.
  • Less supervision required if the employees are trained well. If employees’ liability is amplified resulting from the effective online training program, more man hours can be put to good use. Plus, staff will be more worked up to take on challenging tasks at hand in the future.
  • An effective corporate training program delivered online instills values of learning, evokes creativity in staff, improves decision making skills, breaks the ice and contributes to interacting more openly. Hence, an increased self-esteem motivates employees to work better and develop a stronger sense of loyalty to a place of employment. And that’s just like having a healthy fruit in the diet – the bigger employees’ loyalty, the more companies benefit from the positive corporate culture.

Of course, corporate training programs vary depending on the company. For example, a company that lays concrete for warehouses odds are will probably need a different training program compared to a tech software company.  Still, engaging workers in online training builds a progressive company’s image, foster loyalty, and boost retention rates. Plus, a good online training program also makes any company look more progressive therefore, more attractive to new recruits.

Obviously, staff upskilling through e-learning helps employees understand their jobs and company’s policies better. Proper training contributes to higher retention rates, greater job satisfaction and, as a result, increases loyalty of staff. People feel like they work in an inclusive atmosphere where everyone feels like they can contribute. And this is a part of the retention secret sauce.

Job satisfaction is a necessary ingredient for efficient and enthusiastic job behavior of staff. And that’s the case when a proper corporate training really adds to that dish and brings the whole meal together.

Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.

 

Maximizing Profits Through Spend Management

Tonight, we are pleased to introduce our readers to our new guest writer, Jennifer Albright. In her first post, Jennifer educates readers on maximizing profits through spend management. But first, allow us to introduce Jennifer Albright in her own words:

My start in Procurement began unexpectedly with a temporary position, evolving into a career spanning over 20 years and becoming a true passion. I’ve worked in industries ranging from manufacturing to high tech to heavy equipment including 11 years with a large heavy equipment dealer, all of which have reinforced the fact that best practices are truly universal and the biggest strength of any organization is its people.

I enjoy bringing value through the details – working with systems, analyzing data, reviewing contracts – but my true passion is people, building relationships and figuring out what motivates people in order to bring about positive organizational change and millions in cost savings.

Education

  • Certified Professional in Supply Management – Institute for Supply Management
  • Certified Purchasing Manager – Institute for Supply Management
  • Six Sigma Green Belt
  • EdM – Education – Boston University
  • B.A. – Psychology – Rutgers University

Many dealers have yet to embrace spend management as the strategic opportunity that it is; it’s only natural put the focus on sales since that’s the obvious profit generator. The thing is, there are two ways for any business to increase profits – sell more and spend less. I’m not knocking our sales friends, but the savings a dealer can experience through effective spend management can make all the difference in the world during an economic downturn, global pandemic, the off-season, or any time when sales are more of a challenge – and when times are good it can make profits even higher.

If we look at dealers through a spend lens, they typically fall into one of the 4 stages outlined below:

We’ve been fortunate to work with a number of dealers in Stages 4+, and many who are in Stages 2 and 3 who are typically surprised by the magnitude of opportunity within their dealerships. We often hear things like, “I care about selling iron, not what we spend on copy paper” – but it’s so much more significant than paper.

Okay, so how significant?

The Center for Advanced Procurement Strategy (CAPS) is a nonprofit research center at Arizona State University, dedicated to supply management research. They have done extensive research on savings opportunities to be gained through a “mature procurement organization” – meaning, a company who embraces best practices in procurement and spend management.

They were able to quantify addressable spend – meaning, the spend you have control over – as a percentage of gross sales. They went on to define the percentage of savings a company should be able to save through the use of best practices. My colleagues and I have taken their numbers for Industrial Manufacturing and refined them further to find more specifically how the CAPS findings apply to the heavy equipment distribution sector. Don’t hesitate to reach out if you’d like to learn more about this research, I’m happy to share as many nerdy details as you’re interested in hearing.

Bottom line – dealers who embrace spend management as a strategic business function can aim to save 1% of gross sales annually. The average dealer size in North America is approximately $75M – which means a potential savings opportunity of $750K. By focusing solely on sales, the average dealer is letting up to $750K slip through their fingers each year. And the bigger the dealer, the larger the opportunity.

At this point, if you’re in Stage 2 or 3 I hope you’re wondering where to start.

First stop – look at your spend. Who are you buying from? How does your category spend shake out – meaning, do you have 42 office supply vendors when 1 or 2 would do the job? The same goes for tools, furniture, shop supplies, tires, and nearly everything else you buy. Supplier consolidation means higher volume with your chosen suppliers, which leads to larger discounts and other perks with the suppliers you choose to work with, which leads to stronger relationships with those supplier partners. Then, when the next Big Thing happens (hopefully not a pandemic!) you’ll have key partners in place to support you.

Next, look at your processes – you’d be surprised by the cost of waste. As dealers grow and especially as they add new locations, it becomes easy for processes to splinter and to find that you have many ways of doing the same task and that most are likely not as efficient as they could be. Anything from how you process parts orders to how you pay your suppliers, the layout of your facility, closing work orders or processing warranty claims – if you haven’t stepped back and given your processes an objective look, now is the time.

Embrace technology – while this industry is built on relationships and handshakes, many of our customers are becoming more tech savvy. If the pandemic has taught us anything it’s that dealers need to follow suit if they haven’t already. There are so many incredible systems & tools designed specifically for the equipment industry that can save time, streamline processes, and ultimately save money – which means increased profits, and in many cases makes it easier for your customers to do business with you. If you haven’t gotten out there and looked lately, take a moment to see what’s available.

Last but most certainly not least, hire a procurement manager. It may sound excessive for a small dealer, but keep that 1% savings opportunity in mind. This person may initially need to wear multiple hats but an experienced professional will more than pay for themselves a lot faster than you might think.

It’s an exciting time to be part of the equipment industry. By embracing these types of opportunities to improve profitability, dealers can ensure that they will be able to weather whatever storms may come next.

Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.

 

 

What is the role of the sales rep in the Digital Dealership?

In tonight’s blog, guest writer Mets Kramer defines and explains what exactly is the role of the sales rep in the Digital Dealership.

At this year’s AED Summit, I ended up in the same conversation several times.  It took one of two forms.  First, the question was raised, what is the role of the sales rep at dealerships in the future? The second, even more blunt, do sales reps still have a use?  If they do have a use, what is it?

Let’s start off by saying, absolutely, sales reps are still important and will likely remain important.

Yet, the fact that these questions are being asked suggests the role of the sales rep must change.  When I spoke to dealers, reps and even some customers, over the course of the event, it became clear that customers are changing.   Modern customers, typically next generation owners or their buyers, have no use for the coffee-bringing and unprepared rep that comes for a chat and to ask “do you need anything”.    Customers now have access to all the information they need about the equipment they are interested in.  From numerous websites, social media and videos a contractor can research to their heart’s content.  They find specifications, performance review, instructional videos and opinions.  They use this information to make their purchase decision, often without the need or involvement of a sales rep.  In a 2014 survey by the Acquity Group, only 12% of all respondents wanted to see a sales rep.  The rest wanted to do their research and get various forms of on demand support.  Imagine how much that has changed in 8 years and with Covid’s acceleration to digital.

When I was responsible for parts and service in Canada years ago, I loved getting invited by sales reps to meet their customers. When we arrived, conversation was always lively, with customers expressing their problems and concerns and we were able to discuss solutions.  Sometimes these meetings took several hours but there was always value.   I started to realize that customers were busy, knew their business and valued their time.  When the conversation was valuable customers were happy to receive us, if not, they had work to get back to.  It’s this question of value, the value we bring when we visit the customer that is changing the role of the sales rep.  Providing value gives us access to the customer’s time and allows us to build a relationship.

Years ago, sales reps were the ones with product training and access to specifications and brochures.  Their value derived from having access to information that customers didn’t have available.  As the internet has taken over a huge part of that role, the value of brochure bearing sales reps has dwindled.  The new opportunity is the role of Trusted Advisor.   This role can focus on different aspects of the customer’s business, but typically it’s based on providing customers with a more in-depth understanding of their equipment and fleet in the context of their business.   For the sales rep it’s a golden opportunity to develop a richer relationship with customers, by bringing more value to their customers, but with a new perspective.

For dealers and manufacturers this transition comes with several challenges.   The first is recognizing the change is happening and unavoidable.  Second it will require restructuring and retraining salespeople and finally dealers will have to become more knowledgeable about their customer’s business and put information in place to allow salespeople to bring new valuable insights to their customers.

This first challenge might be the hardest, it’s one caused by a generational and expectation gap between senior leaders at dealership and the age and expectations of the buyers and decision makers at their customers.   If dealers continue to believe their customers think and act the way they used to, they will make the mistake of continuing old sales models.  They risk continuing to provide sales teams with only modest product training and nothing of further value and they risk having customers who see no value in the sales rep or the dealership.

Once dealers and manufacturers wake up to the new reality of their customer’s expectations, the second challenge begins.  It starts with redefining the role of salespeople, it means recognizing the new and changing channels of communication customers prefer and identifying the areas of knowledge reps need to be trained in.  To some degree this will require sales teams with different backgrounds and skillsets.  They will have to be able to understand construction, contracting and fleet finance.  Dealers will have to invest in more training than in the past.

Finally, after recognizing the change, dealers, with the support of manufacturers, will need to create tools and information that exceeds the capabilities of their customers. These tools will need to be accessible to salespeople in real time, as customers are more informed and want to transact faster.  The information will have to give the sales rep and the customer new insights into fleet management, finance, and project or production costs.   Armed with this information the rep will continue to be a valuable resource for their customers.  They will continue to be welcome.

Once implemented, this new role for dealers and reps will provide even deeper relationships, not only based on friendship and personality, but on knowledge and understanding.  For those dealers that make this change soon it will be a source of competitive advantage and differentiation.  What’s clear is customers are making or have already made the change.  Their expectations are different, how they prefer to engage has changed more than dealers think.

Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.

This Is How Artificial Intelligence Is Changing Online Education

(And the audiobook industry)

Tonight’s guest post on how artificial intelligence is changing online education is from our new guest writer, Helena Sjögren. Helena Sjögren is a Swedish commercial executive and entrepreneur. With over twenty years of experience in global digital companies, fast growing start-ups and scale-ups she is one of the co-founders of the AI audio technology company Reedz. 

If I told you that you could have your one-pager translated into spoken words into 70 languages to be able to address almost every person on the planet.

Would you call me crazy then?

And what if I said that this could happen faster than a week at a fraction of the price you pay for translations AND it all is done by a machine that actually sounds human?

Would you call me insane?

I rather think not. I like to think I’m, at least, half sane. Let me get back to why later in this post.

We all have had our perceptions about how a non-human voice sounds, right? With the idea of it sounding like how R2D2 in Star Wars had sound if he could speak or something similar.

So, with the “how hard can it be?” attitude and some groundbreaking AI technology Reedz started to develop text to speech (TTS) solutions and as late as December 2020 the company was founded by a group of friends living in Dubai and Sweden.

The first step was to create an audiobook service with summaries of the best-selling management and inspirational literature and via an App to give listeners access on the go. As per today the content also includes other topics such as health, parenting and special content for kids.

We have created an audiobook service that is developed to suit knowledge-hungry consumers who are interested in developing themselves and their knowledge in an easily accessible way.

Assuming that everyone has a mobile phone and that the time to read for many is limited, no summation is longer than 15 minutes. In addition, we know that our target group is often very concerned about their children’s development, which is why we have created 5-minute fact books especially for children

Along the way we also saw a huge potential in supporting educators to reach a broader audience in their local language. This is how AI is changing education and the way knowledge is reaching beyond borders.

“To do this collaboration with Ron and Learning Without Scars is a great example in many aspects. Our library is enriched with Ron’s expertise and with our technology it is possible for more people to take part of Ron’s classes in their local language. Simply a Win-Win.”

So, back to the question of me being insane or not. With machines so powerful it’s possible to improve the quality of the translation and it all happens as we speak. You are in the middle of this evolution.

We have started to expand very fast. We have shown that technology, languages and our audiobooks work. We can reach a market of between 3.5 and 4 billion people in their home language at the moment but the target is beyond that. We will reach “all” in their first or second language this spring. No one else can do that today. We can produce audiobooks and voice overs at a pace that no one else can.

For us, this is also a democratic issue, we want everyone, no matter where you live in the world, to have the opportunity to share knowledge. Today, it is the already rich and well-educated who have the greatest access to knowledge and preferably in a commercially viable language. We want to change that.

There is a large knowledge bank in the world in addition to what the publisher companies provide who are just waiting to reach their recipient. And there is a big trend in the world that genuine and local content is something that a global audience wants. To be an enabler for that to happen, and to democratize the opportunity to learn is Reedz’s mission.

Learning is everything.

Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.

 

 

 

Marketing 101

Today’s blog post, Marketing 101, is written for us by our new Guest Writer, Bonnie Feigenbaum. Bonnie has a wealth of experience as a professor of Marketing in Quebec, and shares with readers a detailed overview of the subject. 

Bonnie Feigenbaum is a Senior PR Consultant with TNKR Media, former Town Councillor and Chief of
Staff to a Federal MP. She has almost 30 years of teaching experience, creating, and delivering courses
at five post-secondary institutions, including McGill’s Desautels School of Management. She is a
bilingual, marketing and communications professional with 15 years of participation in local politics and
almost 40 years of community involvement.

Through Bonnidée Services, her own boutique communications company, she has been responsible for
all aspects of the strategic plan for a wide range of clients, specializing in government relations and
stakeholder management.

Her teaching philosophy, EDU-TAINMENT, is rooted in flexibility and adaptability using a three-pronged
approach of presentation, practicality, and participation to integrate real-life experiences in marketing,
communications, politics, and business to create a dynamic environment within a theoretical base.

Marketing is a process where the company attempts to understand their consumer to satisfy their needs and thus reap the rewards of profits and loyalty.

Research is the key to gaining the knowledge to develop those customer insights. A company needs to continually stay abreast of the ever-changing macroenvironment. Demographic, Cultural, Environmental, Economic, Technological and Political are the six macro environmental factors that can positively or negatively impact any industry. For example, since March 2020, an uncontrollable natural environmental factor, the worldwide pandemic known as COVID-19 has wreaked havoc on the business community. Some issues that had to be managed on the fly were new highly sanitized customer reception requirements, shortages due to lack of raw materials and supply chains jams and absence of human resources.

An overview of your industry and your company’s strengths and weakness can illuminate where you can leverage upcoming opportunities and mitigate potential threats. This constant surveillance, use of marketing intelligence can keep your company in a pro-active position at the forefront of your field.

The business needs to learn all they can about your customers’ needs, wants and demands so you can create a marketing offering, product, service or idea that will have value for consumers.  Theses insights will allow a business to answer the first TWO questions of customer outreach;

WHO will your company serve and HOW will your offering be different?

WHO to be served can be derived by separating your market, by demographic and lifestyle variables and then deciding which segment will be the best match for you?  Your primary target of interest will usually be the group or groups that is easiest to capture (“low hanging fruit”) and will bring you the most reward, in the form of sales in a product or service industry or in the form of buy-in to the idea in a social marketing context.

HOW is related to the appeal your product brings to the customer.  How will your product be special, have added value or create that special customer connection?  In marketing terms, we call that USP-Unique Selling Proposition, what makes you stand out and what value proposition are you presenting to your target.

Now that we know our goals, we can start on the pathway to success and use our marketing tools to create a marketing strategy that delivers the right product, at the right place, at the price to the right people and promote that messaging.  The use of the marketing mix (4P’s) is how we implement our strategy.  For example, companies that deal in tangible offerings would first want to use their research to fully develop the THREE levels of the product. A CORE (1st level) need links to the real consumer problem, like thirst can be satisfied by water. However, the choice of how to satisfy your thirst is the ACTUAL PRODUCT (2nd level). You can choose coffee, wines or even energy drinks to satisfy the problem of being thirsty. The 3rd level, AUGMENTED PRODUCT is about the promises you make, your warranties and guarantees that should provide added value to your target. Remember, promise made must be kept. In fact, Red Bull agreed to pay more than $13 million to settle a false advertising lawsuit about the drink’s ability to boost energy.  Sketchers USA faced a class action lawsuit when their Shape-Ups toning shoes did not provide the advertised health benefits and actually could cause injury.

This serves to illustrate the importance of a truthful, clear messaging strategy that clicks correctly and clearly with your customers.  This is accomplished by leveraging the five components of the company’s integrated marketing communication plan (IMC- Advertising, Sales, Sales Promotion, Direct Marketing which includes many new (social) media components, and the often forgotten and thus underused, Public Relations.) which is really an expanded version of the promotion “P”.

The decisions range from content to creativity, what will you message to your consumers be and how will you deliver it? You will also need to determine what media channels to use, how often you engage as well as if and who you would use as your messenger. This is the controllable part of the communications plan which involves of all the channels you pay for or own.

The uncontrollable aspect is called earned media and it involves of all the user generated content and conversations about your brand. If a client is willing to recommend your product, an indicator of brand loyalty, they become quasi-brand ambassadors, and promote your products for you organically. To generate this level of advocacy you need to exceed customer expectations and ensure customer satisfaction. This will also allow your company to maintain profitable long-term relationships.

Research again comes into play. You need to confirm you have created value for your targets.  We can accomplish this through surveying. We can ask our clients: –

  • Have we met or hopefully exceeded their expectations?
  • Will they continue to purchase from us, purchase more?
  • Will they recommend us to others?

This is an example of generating primary research. The macro and micro environmental research discussed earlier usually is done through secondary research and internal databases as that is much quicker and cheaper. Timely decision-making information provided by marketing research allows management to make the right choices. When you have created the right appeals for the target customers, in terms of product, price, place and promotion, you collect sales, profits and customer devotion.

Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.

 

The Digital Dealership: Metrics Are NOT Integrated Data

Guest writer Mets Kramer debriefs us on this year’s AED Summit, and continues to explore the Digital Dealership with a look at how metrics are not integrated data.

This year I attended the AED Summit and again spoke on the Topic of the Digital Dealership.  Before going, I wrote in my last blog that I wanted to look at the impact of two influences on the equipment industry in my presentation. These influences are changing the landscape of the industry and all dealers need to plan for these changes. 

  1. The first was the changing customer expectation of being able to work and communicate with their dealer through digital channels.  This expectation has customers wanting to use websites, text messages, chat and others means to communicate, and the use of phone is almost dead. 
  2. The second topic was the use of information in the dealership, specifically integration.  

Information use at dealerships has been a long-standing topic of conversation, from print out reports to the use of metrics. Dealers collect lots of transactional data and turn it into reports and metrics. These metrics are presented to dealership team members who are supposed to use it to improve their performance and that of the dealership.  Frankly, this is not an effective way to drive performance improvement in organizations.  

Even fewer dealership goes beyond metrics and reports by turning information into triggers (You can read more about triggers here). Triggers capture the information gathered in reports and metrics and create action.  They either feed information into the right place for a person to take action, our automatically update systems.  

But there is so much more data available outside our transactional systems…

At the AED Summit this year I had the pleasure of walking around the CONDEX and seeing how many information providers we have in the industry. Many companies collect information from the market and even from dealers to create large and valuable datasets for dealers to use in their business. These datasets include market sales pricing, rental rates, operating costs, auction values, finance costs and much more. This data can predict market trends create heat maps and guide decisions. During one of my many conversations with one of the companies we started reviewing their website. They told me dealers who subscribe come to their website to review data. So, I asked if anyone integrated the data. I was stunned to learn that not a single dealership customer, of theirs, pulled the data back into the dealership DMS or CRM.  

Market data and other sources of data have very limited value if they require you to log into a site and do manual searches or reviews. This way, the data’s value is defined only by the provider’s vision and presentation. Also, you can’t rethink what the data means and apply the analysis of the data to your day-to-day business operations or put it in the hands of people that it matters to.   

In this case, the companies I talked to all have APIs available for integration. This means your existing systems can call a lot of data or a small amount of information and inject it into the right place.   

Here’s an example, in this screenshot from a DMS, we have a function used for setting the advertised price on machines going to the dealer’s websites or to some of the machinery advertising sites: DMS Mets Kramer Screenshot

By injecting live market pricing data into the screens, used by people in their daily activities, your team members can make better decisions. They are rewarded with better performance from their activities. The work required to get this integrated is usually small and is quickly paid back by the time saved looking this same data up on another website. Then the performance increases gained by being more accurate with your pricing is all profit.   

Numerous other opportunities exist in our daily activities at the dealership. For example, market rental rates integration with the functions where users review and set Rental Rates in your platform. Even better, integrated where sales reps log their won and lost rental opportunities.  What about Engagement data from email campaigns? Like data on opened campaigns integrated into your CRM so sales reps can see what their customers are viewing and interested in before they talk to the customer.  

Today’s market leading dealership need to learn how to make use of the vast amount of information available to them. This information is more than nice to have or part of a quarterly review exercise. Leading dealers will optimize all their interactions and engagements by using the information available to them. These dealerships will be Digital Dealers, understanding the value of information, and in so doing get the most out of the huge amount of capital invested in their bricks and mortar operations.  

Are you using the information you have available? Do you have an idea to explore?   Connect with me on your preferred digital channel, even the phone.

Did you enjoy this blog? Read more great blog posts here.
For our course lists, please click here.