One of the most important and significant activities in which we can be involved, in our professional lives, is helping in the development of the younger less experienced employees. Whether it is a direct coaching job or when we mentor the younger less experienced workers, we have a responsibility to transfer our knowledge to them. In older times each new employee was assigned to a “mentor” with whom they spent time. They would take breaks together, have lunch together, and this new employee worked as if they were helpers for the experienced employees. This is also a critically important job of leadership. The leaders must coach their employees to be all that they can be. The dilemma with this is that not everyone is good at transferring their knowledge and some employees will just not do it. Selecting the proper people to assign this responsibility is critical. Starting through all of the job functions, from the beginning to the end. Communicated in a different manner from the time the employee arrives at work until they leave at the end of the day. Everything and anything that pertains to the work. This is part of developing a strong corporate culture. Culture is aimed at your heart. In this style of “onboarding” new employees, each person will feel part of the team. This is an extremely important function and this class will help you avoid the difficulties in performing this function.
One of the true challenges in the parts and service business is to determine the successful penetration of the market: the market capture rates. This is another term used to represent your “market share.” How well you are looking after the needs of the customer is the real question at this point.
With this class, we develop a “market potential” model which can be used to determine the purchase potential of each machine. With this tool, an overall potential can be developed for each customer. This is a tool that can be used by management and the sales force to develop strategies to improve performance. We deal with the creation of the model and all the variables within in this comprehensive program.
It all starts with the machine population. That is the list of equipment owned by each customer, and the work application and hours worked each year. With this and the statistics available from the OEM’s and their mean time between failure facts, a reasonable degree of precision can be developed. The major components can be managed in this manner: engines, transmissions, and hydraulic systems. The wear rates of ground engaging tools and undercarriage can assist in the life of these wear parts. Finally, we have maintenance as the last element. Don’t miss this market potential class.
One of the true challenges in the parts and service business is to determine the successful penetration of the market: the market capture rates. This is another term used to represent your “market share.” How well you are looking after the needs of the customer is the real question at this point.
With this class, we develop a “market potential” model which can be used to determine the purchase potential of each machine. With this tool, an overall potential can be developed for each customer. This is a tool that can be used by management and the sales force to develop strategies to improve performance. We deal with the creation of the model and all the variables within in this comprehensive program.
It all starts with the machine population. That is the list of equipment owned by each customer, and the work application and hours worked each year. With this and the statistics available from the OEM’s and their mean time between failure facts, a reasonable degree of precision can be developed. The major components can be managed in this manner: engines, transmissions, and hydraulic systems. The wear rates of ground engaging tools and undercarriage can assist in the life of these wear parts. Finally, we have maintenance as the last element. Don’t miss this market potential class.
Once we have completed the market segmentation course and understand the role of marketing, we have to start separating customers to establish market coverage strategies. We have already touched on this in the program on Tele-Selling. This approach will be the “deep dive” approach to establishing territories to assign to salesmen.
From our segmentation study, we will review the various approaches: machine ownership, customer relationship for parts, and customer relationship for service. We will then group the segments in a manner that leads to effective use of a Product Support salesman’s time in the field with the customers, or the In-Store sales force using the telephone. We will also touch on the role that the internet market coverage will play in both of them.
Territory assignments have to take into consideration the mileage expectation, the total travel time, the total number of machines, the total sales volumes for both parts and service, and historical relationships. This again will discuss the calculation of the potential for each customer based on the actual use of the machine, as well as the hours it works per year. All of this is used in the approach we cover in this program to establish market coverage – to establish a sales territory.
Once we have completed the market segmentation course and understand the role of marketing, we have to start separating customers to establish market coverage strategies. We have already touched on this in the program on Tele-Selling. This approach will be the “deep dive” approach to establishing territories to assign to salesmen.
From our segmentation study, we will review the various approaches: machine ownership, customer relationship for parts, and customer relationship for service. We will then group the segments in a manner that leads to effective use of a Product Support salesman’s time in the field with the customers, or the In-Store sales force using the telephone. We will also touch on the role that the internet market coverage will play in both of them.
Territory assignments have to take into consideration the mileage expectation, the total travel time, the total number of machines, the total sales volumes for both parts and service, and historical relationships. This again will discuss the calculation of the potential for each customer based on the actual use of the machine, as well as the hours it works per year. All of this is used in the approach we cover in this program to establish market coverage – to establish a sales territory.
One of the true challenges in the parts and service business is to determine the successful penetration of the market: the market capture rates. This is another term used to represent your “market share.” How well you are looking after the needs of the customer is the real question at this point.
With this class, we develop a “market potential” model which can be used to determine the purchase potential of each machine. With this tool, an overall potential can be developed for each customer. This is a tool that can be used by management and the sales force to develop strategies to improve performance. We deal with the creation of the model and all the variables within in this comprehensive program.
It all starts with the machine population. That is the list of equipment owned by each customer, and the work application and hours worked each year. With this and the statistics available from the OEM’s and their mean time between failure facts, a reasonable degree of precision can be developed. The major components can be managed in this manner: engines, transmissions, and hydraulic systems. The wear rates of ground engaging tools and undercarriage can assist in the life of these wear parts. Finally, we have maintenance as the last element. Don’t miss this market potential class.
One of the true challenges in the parts and service business is to determine the successful penetration of the market: the market capture rates. This is another term used to represent your “market share.” How well you are looking after the needs of the customer is the real question at this point.
With this class, we develop a “market potential” model which can be used to determine the purchase potential of each machine. With this tool, an overall potential can be developed for each customer. This is a tool that can be used by management and the sales force to develop strategies to improve performance. We deal with the creation of the model and all the variables within in this comprehensive program.
It all starts with the machine population. That is the list of equipment owned by each customer, and the work application and hours worked each year. With this and the statistics available from the OEM’s and their mean time between failure facts, a reasonable degree of precision can be developed. The major components can be managed in this manner: engines, transmissions, and hydraulic systems. The wear rates of ground engaging tools and undercarriage can assist in the life of these wear parts. Finally, we have maintenance as the last element. Don’t miss this market potential class.
Once we have completed the market segmentation course and understand the role of marketing, we have to start separating customers to establish market coverage strategies. We have already touched on this in the program on Tele-Selling. This approach will be the “deep dive” approach to establishing territories to assign to salesmen.
From our segmentation study, we will review the various approaches: machine ownership, customer relationship for parts, and customer relationship for service. We will then group the segments in a manner that leads to effective use of a Product Support salesman’s time in the field with the customers, or the In-Store sales force using the telephone. We will also touch on the role that the internet market coverage will play in both of them.
Territory assignments have to take into consideration the mileage expectation, the total travel time, the total number of machines, the total sales volumes for both parts and service, and historical relationships. This again will discuss the calculation of the potential for each customer based on the actual use of the machine, as well as the hours it works per year. All of this is used in the approach we cover in this program to establish market coverage – to establish a sales territory.
Once we have completed the market segmentation course and understand the role of marketing, we have to start separating customers to establish market coverage strategies. We have already touched on this in the program on Tele-Selling. This approach will be the “deep dive” approach to establishing territories to assign to salesmen.
From our segmentation study, we will review the various approaches: machine ownership, customer relationship for parts, and customer relationship for service. We will then group the segments in a manner that leads to effective use of a Product Support salesman’s time in the field with the customers, or the In-Store sales force using the telephone. We will also touch on the role that the internet market coverage will play in both of them.
Territory assignments have to take into consideration the mileage expectation, the total travel time, the total number of machines, the total sales volumes for both parts and service, and historical relationships. This again will discuss the calculation of the potential for each customer based on the actual use of the machine, as well as the hours it works per year. All of this is used in the approach we cover in this program to establish market coverage – to establish a sales territory.
With everything that goes on in a parts business it is easy to forget that we also have a responsibility to make money. We have to make money to be able to pay competitive wages to attract and retain talented employees. We have to make money to have available buildings and equipment that allows us to store the parts and have space for the people. We need to make money to be able to provide the most current equipment and training to provide effective and efficient labor.
This program provides you with the understanding of the costs of operating the parts business. It exposes you to the means and methods of how to make money. From understanding how the parts pricing systems work. How the prices are structured and the variables and how they are calculated. You will learn their effect on the gross profit. The approach used to derive the price point is based on sales activity, prices and the companies and products with which we must work and compete.
When selling parts, or processing orders, the employee needs to understand the impact that their work makes on the profitability of the department and in fact on the dealership as a while. This class provides all of that.