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 However, in an industry so reliant on communication, many dealerships are still using outdated tools.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This scenario is all too common in dealerships relying on outdated communication systems.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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Alternative Educational Pathways for Today’s Demands
Alternative Educational Pathways for Today’s Demands
Guest writer Mick Vaught talks education in today’s blog. In “Alternative Educational Pathways for Today’s Demands,” he writes about the different schools within education that would bring a broader array of skills into the American workforce.
One of my first jobs after college was working for a German construction equipment manufacturer. My primary objective was to start at the top, make a ton of money and retire early. It didn’t take long to discover that nearly a million other people had that same goal -meaning I had to start at the bottom and work many years climbing the corporate ladder. What became very evident through those years was the difference between European and American educational cultures. Regardless of my previous college education I began a six-month European apprenticeship method of working in all departments through the manufacturing process. I gained a complete understanding of how the company functioned from the beginning to the end of the manufacturing process. I also became aware that many of the German machinist, welders, fabricators, and plant managers did not have a college degree but rather an apprentice certificate. Most followed a designed apprenticeship career path from early high school.
Over the years, it has also become clear that we as Americans have at times failed to understand the paradigm shift in our educational system that could better prepare students for a successful future. In previous years, a college education was a must for any young person trying to succeed in their career. If you had a college degree you were looked upon with more prestige, more opportunities for success, and more earning potential. Conversely, if you chose not to attend a college or university, you learned a trade (either by a technical or trade school or an apprentice program) and became a “mechanic, plumber, machine operator and the like. We are beginning to see more options available for those students who are not inclined to attend a college or university. We are beginning to see the paradigm shift where parents and students are becoming more aware of their return on investment while attending a college or university as opposed to enrolling in a trade or tech school. There are a number of important reasons why this is happening including costs and the increase in viable opportunities now available. Let’s take a look at some of those opportunities and the differences between them.
Trade Schools vs. Technical Schools:
Typically, trade schools cover a broader range of hands-on occupations while tech schools focus, more specifically, on the technology sector. Trade schools can (and often do) offer the same type of programs offered at tech schools but often offer additional types of programs in unrelated areas.
Trade Schools:
Trade schools are also known as vocational schools that prepare students for skilled jobs in a broader set of professions or trades such as healthcare (nursing, medical assistants, dental assistants, pharmacy assistants), construction and maintenance plumbing. electrical work, welding, carpentry, etc. Trade schools also emphasize practical, hands-on training over traditional lecture-based classroom learning. The goal is to ensure job-ready skills required for those fields of study. Trade school programs can usually be completed in two years or less. Trade school programs also offer excellent employment prospects for graduates.
Tech Schools:
Tech schools basically focus on careers in technology and related fast paced, ever-evolving technical jobs. Some prominent areas include IT technicians, computer science or software engineering. They also provide specialized knowledge in an emerging set of interrelated industries that have a stable employment outlook for the foreseeable future. Technology- focused careers tend to offer higher salaries. According to the Bureau of Labor Statistics, computer and IT occupations are projected to grow 11% by 2029.
Apprentice Programs:
While both apprenticeships and trade school programs provide training in skilled trades, an apprenticeship is distinct because it combines classroom instruction with paid on-the-job training under the supervision of a skilled professional. A trade school primarily focuses on classroom learning with hands-on practice in a dedicated training environment, often without direct employment while training; essentially, an apprenticeship is a “learn-while-you-earn” model within a real work setting, whereas a trade school is more focused on acquiring technical skills in a dedicated learning space.
Key differences:
Trade schools may offer more specialized training in a particular trade, while apprenticeships can provide a broader skill set depending on the employer’s needs.
Just a side note:
Since the passage of the 1944 GI Bill, college has been pushed over vocational education in a noticeably big way! This college-for-all narrative has been emphasized for decades as the pathway to success and stability. Parents might worry about the future of their children who choose a different path.
Why choose Trade/Tech/Apprentice Schools Over College: The Cost
One of the biggest downfalls of a college education is the amount of debt that students incur while attending college or university. According to recent Education Data, most college students build up an average debt of $36,406 whether they graduate or not. The difference in debt between students who attend college or trade school is shocking regardless of the field of study. The average cost of earning a degree from a trade school is $33,000 in contrast to earning a degree in college with an average cost of $132,000. Time investment is also a huge factor. In comparison with a four-year college degree, trade / tech schools usually finish within one or two years. Ultimately, students are able to enter the workforce right after school while bachelor’s and master’s degrees will invest at least 3-4 years of their life in an effort to graduate.
Student Loan Debt Statistics:
College student loan debt in the United States now totals a whopping $1.753 trillion! The outstanding federal loan balance is $1.620 trillion and accounts for 91.2% of all student loan debt. 42.8 million borrowers have a federal student loan debt. Here’s the big one. The average student loan debt growth rate outpaces rising tuition costs by 166.9%. You can see where I’m going with this. Since the 1980’s the tuition cost for a four-year college degree has increased by 65% over the years.
Now let’s compare U.S. Trade/ Tech/ Apprentice Programs to our European counterparts:
In Europe, vocational training is often a core part of secondary education, with students choosing a vocational track early on. US trade/tech schools are often seen as a separate path from traditional high school or college. European trade schools emphasize apprenticeship programs, where students gain practical experience on the job alongside classroom learning. Conversely, US apprentice programs are less prevalent (usually private companies) and not as well structured. In Europe, vocational training is viewed as a prestigious and valuable career path, while in the US, college is often seen as a preferred route at times leading to a stigma around trade/tech schools. European trade schools tend to offer a broader range of vocational training with a focus on theoretical knowledge alongside practical skills, while American trade/tech schools might prioritize quick training for specific trades.
The future of our American educational system is at a crossroads, where our actions moving forward over the next decade will be critical. Our economy and how we compete in a global market will depend on how well we interface our training needs with company and corporate demands. Our industry’s demand for skilled labor is at an all-time record high. How we respond to these challenges will be critical for the next generation.
Customer Excellence Through Operational Excellence
Customer Excellence Through Operational Excellence
Guest writer Troy Ottmer walks us through the holy grail of customer loyalty: “Customer Excellence Through Operational Excellence.”
Achieving Customer Excellence is the holy grail for businesses. While everyone strives for it, the path to achieving it remains elusive for many. Why? Because they often misinterpret its meaning.
Customer excellence isn’t just about superior customer service. It’s about exceeding expectations in every interaction, creating truly unforgettable experiences that foster deep loyalty. To achieve this, you need to understand what “excellence” means to your customers. What are their unique needs and expectations? How do they define value?
This is where operational excellence comes in. Operational excellence is the engine that drives customer excellence. It’s about streamlining processes, optimizing resources, and continuously improving how your business operates.
In addition to prioritizing your employees, prioritizing your customer needs along with aligning your business processes is critically important. This means understanding their needs, preferences, and pain points, and then designing your operations to address them effectively.
Simplicity is key. When your internal processes are easy for employees to understand and execute, they can focus on delivering a positive customer experience.
Keep it simple: You don’t need complex systems or massive overhauls to achieve operational excellence. Start with small, incremental improvements that focus on efficiency and effectiveness.
Prioritize your employees: Adopt an employee-first mentality. Engaged employees are your greatest asset. They are the face of your company and the key to delivering exceptional customer experiences. When your team feels valued and empowered, they are more likely to go above and beyond for your customers.
By focusing on operational excellence, you can:
Remember: The customer is always right, even when they’re not. It’s about understanding their perspective, empathizing with their concerns, and finding solutions that leave them feeling valued and satisfied. It’s all about having engaged employees who believe in your company and can authentically sell your brand and its values to the customer.
I would note that the phrase “The customer is always right” is a common business adage, but it’s important to understand its nuances and limitations. While it emphasizes the importance of customer satisfaction and providing excellent service, it doesn’t mean that customers are always correct in their requests or expectations. Instead, the phrase should be interpreted as a guideline to prioritize understanding the customer’s perspective, empathizing with their concerns, and finding solutions that leave them feeling valued and satisfied. This approach involves active listening, clear communication, and a willingness to find common ground, even when there are disagreements.
In essence, operational excellence provides the foundation upon which true customer excellence can be built.
Here’s a simplified approach to get started:
By focusing on operational excellence and prioritizing your employees, you can create a customer-centric culture that consistently delivers exceptional experiences and builds lasting loyalty.
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Who Plays the Most Crucial Role on Your Team?
Who Plays the Most Crucial Role on Your Team?
This week, guest writer Troy Ottmer shares the elements and roles in team culture that will make or break your team in “Who Plays the Most Crucial Role on Your Team?”
Another way to ask this would be “Who is the Most Important Person on your Team”?
Ask any group these questions, and you’ll likely get a variety of answers. Some may point to the team leader, others to the star performer, and a few might even say the client or customer. However, the truth is more nuanced: there is no single most important person on a team. Every member, regardless of their rank, role, or skill set, plays an integral part. The ultimate success or failure of the team hinges on each individual understanding and embracing their equal importance in achieving the collective mission.
Building a Unified Team: The Challenge and the Goal
Creating a high-performing team is not just about assembling talented individuals; it’s about building a cohesive unit with shared goals and trust. For example, consider the challenge of consolidating multiple business units into a single, unified operation. The objective in such a case might be to leverage synergies across similar market segments and drive market expansion.
Yet, achieving this kind of integration is far from straightforward. It requires overcoming significant hurdles, such as:
Keys to Success
In my experience, three critical pillars support the successful integration of teams and operations:
Consolidation can create opportunities to offer a wider range of products and services, ultimately enhancing customer loyalty and satisfaction. When customers see the value of an integrated operation, it builds trust not only in the company but also in the team that delivers the results.
Employees are the heart of any organization, and their engagement is crucial during periods of change. Creating a sense of belonging, listening to their concerns, and offering opportunities for growth contribute significantly to morale. Happy, motivated employees are far more likely to perform at their best and support organizational goals.
Change requires strong leaders who can guide the team toward unified objectives. Leadership development programs empower individuals to navigate challenges, inspire confidence, and drive long-term success.
Steps to Building Trust as a Leader
Leadership is the foundation of any successful team, and trust is the cornerstone of leadership. Building trust requires deliberate effort and consistency. Here are the key steps to fostering trust as a leader:
By embodying these principles, leaders can cultivate an environment where trust thrives, and teams excel.
Empowering Employees and Driving Sustainable Growth
Empowered employees are the cornerstone of any high-performing team. When individuals are given the autonomy to innovate, the resources to grow, and the recognition they deserve, they are far more likely to contribute effectively. Fostering empowerment requires focusing on several key areas:
In tandem, these efforts lead to a workforce that is inclusive, motivated, and ready to deliver exceptional results.
To drive sustainable growth, consider these practical strategies:
This holistic approach ensures that teams are supported and equipped to meet both immediate and future challenges.
A Fundamental Shift in Strategy
Adopting a new “Go-to-Market” strategy is a prime example of how a team’s collective effort drives success. While implementing such a shift is never easy, the results often justify the challenges. It requires persistence, trust in the process, and a willingness to adapt.
The rewards of this effort include:
In essence, the negatives associated with change are outweighed by the positives, provided the team works together with a shared vision and purpose.
Conclusion
So, who is the most crucial or important person on a team? The answer is simple: everyone. A team’s success doesn’t hinge on the contributions of a single individual; it’s the collective effort that drives results. Whether it’s the leader setting the vision, the star performer delivering results, or the quiet contributor ensuring operational continuity, each person plays a vital role.
By fostering trust, empowering employees, and aligning efforts toward common goals, teams can achieve remarkable success. The key is recognizing the equal importance of every individual and leveraging their unique strengths for the benefit of the whole. With this mindset, any team can overcome challenges, embrace change, and thrive in the face of adversity.
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Are Cybersecurity Vulnerabilities Haunting Your Dealership?
Are Cybersecurity Vulnerabilities Haunting Your Dealership?
Guest writer Kevin Landers addresses one of the pitfalls of our technology – cybersecurity – here in “Are Cybersecurity Vulnerabilities Haunting Your Dealership?”
Let’s delve into a topic that’s crucial for dealerships like yours – cybersecurity. While you might not have old skeletons hidden away, there’s a good chance that cybersecurity vulnerabilities are lurking in the shadows, just waiting to cause trouble. You can’t address what you can’t see, which is why it’s time to shed light on these hidden dangers. This will empower you to take initiative-taking measures to safeguard your dealership from potential cyber threats. Here are some of the most common cybersecurity challenges faced by dealerships:
Outdated Software: The Neglected Nightmare
We understand that updating software can be a hassle, but running outdated software is akin to leaving the dealership doors wide open for hackers. When software vendors release updates, they often include crucial security patches that plug vulnerabilities. Don’t let outdated software haunt your dealership’s digital presence. Keep everything up to date to fortify your online defenses.
Weak Passwords: The Gateway for Cyber Intruders
If your passwords are weak, it’s like handing over the keys to your dealership to cybercriminals. Using predictable passwords like “123456” or “password” is a big security no-no. Instead, establish robust and unique passwords for all accounts and devices. Consider a mix of upper and lowercase letters, numbers, and special characters. Password managers can be invaluable for generating and securely storing complex passwords. As a dealership owner, set guidelines for creating strong passwords and employ software to enforce this policy.
Unsecured Wi-Fi: The Vulnerable Entry Point
Imagine a scenario where a cybercriminal lurks in a parked vehicle, exploiting your dealership’s unsecured Wi-Fi network. Terrifying, right? Unsecured Wi-Fi can serve as an entry point for hackers to intercept sensitive data. Ensure your Wi-Fi is password-protected and use WPA2 or WPA3 encryption for an added layer of security. For critical dealership operations, consider implementing a virtual private network (VPN) to shield your data from prying eyes.
Lack of Employee Training: The Risk of Ignorance
Your employees can either be your dealership’s strongest defense or its weakest link. Employee errors contribute to approximately 88% of data breaches. Without proper cybersecurity training, your staff might unknowingly fall prey to phishing scams or inadvertently expose sensitive information. Regularly educate your team on cybersecurity best practices, including recognizing phishing emails, avoiding suspicious websites, and using secure file-sharing methods.
No Data Backups: The Catastrophic Loss
Imagine waking up to find your dealership’s data vanishing into the digital abyss. Without backups, this nightmare can become a reality due to hardware failures, ransomware attacks, or unforeseen disasters. Embrace the 3-2-1 rule: maintain at least three copies of your data, stored on two different media types, with one copy stored securely offsite. Regularly evaluate your backups to ensure they are functional and dependable.
No Multi-Factor Authentication (MFA): The Risky Gamble
Relying solely on passwords for account protection is a risky gamble, much like having a screen door at the entrance of your dealership. Implementing MFA adds an extra layer of security, requiring users to provide additional authentication factors, such as a one-time code or passkey. This significantly bolsters your account security and makes it challenging for cyber attackers to breach your dealership’s defenses.
Disregarding Mobile Security: The Vulnerable Phones
Mobile devices have become indispensable tools for dealership operations, but they can also be vulnerable to security risks. Ensure that all company-issued devices have passcodes or biometric locks enabled. Consider implementing mobile device management (MDM) solutions to enforce security policies, remotely wipe data, and ensure devices remain up to date.
Shadow IT: The Unwanted Surprise
Shadow IT refers to the use of unauthorized applications within your dealership. While it may seem harmless when employees use convenient online tools, these unvetted applications can pose significant security risks. Establish clear policies for software and services usage within your dealership and conduct regular audits to identify any lurking shadow IT.
Incident Response Plan: Preparedness for the Unexpected
Even with all precautions in place, security incidents can still occur. Without an incident response plan, your dealership could be left scrambling. Develop a comprehensive incident response plan that outlines how your team will detect, respond to, and recover from security incidents. Regularly evaluate and update the plan to ensure its effectiveness.
Don’t let cybersecurity vulnerabilities haunt your dealership. We can assist you in identifying and addressing potential threats, ensuring a robust security posture that protects your business. Reach out to us today to schedule a cybersecurity assessment. Your dealership’s security is our top priority.
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Behind the Scenes of 2024
Behind the Scenes of 2024
Guest writer Alex Kraft recaps the year that was in his guest blog: “Behind the Scenes of 2024.”
I hate it when things slow down, but that’s the reality when Christmas and New Year’s both fall on Wednesdays. On the other side, I guess it’s a good time to reflect on 2024 and our company’s progress.
In 2023, Heave was an idea. Everything started with a “What if…?” I still remember our first service call and our first technician. I managed our jobs on a spreadsheet. The first twelve months focused on proving that the idea created value and solved customer pain points. This past year, 2024, was about building a real company. As more customers came on board, we discovered more problems. Not shut-the-doors type problems, but rather more ‘we need the ability to do XYZ’ type problems. Truthfully, 2024 was probably the most fun I’ve ever had professionally. We grew the team from five to twenty-one employees. Our service revenue grew every month, we onboarded hundreds of customers who all had similar first-time reactions to Heave: “How has this not existed before?” “This is so needed!”, “Are you kidding? I can get a tech today!” “What’s the catch?”… Feeling this enthusiasm from our customer base was a first for me. We were making a difference.
Because things at a start-up move so quickly, one needs to focus on the present with one eye toward the future. As silly as this sounds, I’d gotten so used to how Heave operates today that I forgot some of the early days and the scrappy environment in 2023. Preparing for our year-end meeting and holiday party forced me to go back through the year and share our twelve months’ progress. Some of our key product advancements this year include:
Launched a desktop version of Heave! From our inception in January 2023 up until Q2 2024, the only way customers could order service/book technicians by using the mobile app. While smartphones dominate the world, most customer fleet managers are confined to the office. A desktop application was long overdue for our core users.
It’s been incredibly exciting to see our technology change so much in the past year. The same can be said for our company overall. I mentioned above how we’ve grown from 5 employees to twenty-one. Our footprint grew from Florida and Texas to now helping customers in the following states: Indiana, Ohio, North Carolina, Tennessee, and Georgia. We’ve repaired 100+ different brands and added 150+ new technicians in 2024. New types of customers gave Heave a try, as we started to partner with rental companies and dealerships to help repair their large fleets. Sometimes I have to pinch myself, as much as I thought this was all possible, seeing it build and take shape is surreal.
What does 2025 look like for Heave? We have financial goals like everyone else as well as a product roadmap to build. I love that we’re the ones blazing the trail on service—and I love that people are paying attention! Customers may not have necessarily been searching for a tech company to solve their service woes, but at our core Heave is a customer service company. We just use technology to help create the best overall experience to minimize downtime and cost for our customers. Year three will be focused on maturing as a company, and opening new geographies, all while not losing the hunger of the early days. While it will never get old to me, seeing a customer’s first reaction when they learn what Heave does, Year 3 will be a success when we become a recognized brand. When Heave is synonymous with on-demand field service and same-day response, that’s when the tipping point occurs…
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The Importance of Email Distribution Lists for Equipment Dealers
The Importance of Email Distribution Lists for Equipment Dealers
Guest writer Debbie Frakes brings digital marketing front and center in her blog post this week: “The Importance of Email Distribution Lists for Equipment Dealers.”
Making the Most of Your Equipment Dealer Email Marketing
For equipment dealers, maintaining a strong email marketing program is essential for reaching customers about new inventory, service promotions, and parts availability. The foundation of successful dealer communications starts with a well-maintained distribution list. Regular database cleaning helps ensure your messages reach active customers and prospects, whether they’re contractors, fleet managers, or municipal buyers, improving your marketing effectiveness.
Ensure your customer database stays current
Contact information changes frequently as personnel move between construction companies, municipalities hire new procurement officers, and contractors expand or restructure their businesses. It’s important to create a systematic approach to verify and update contact details, particularly for high value customers and major fleet accounts. You need to confirm the right contacts for equipment purchasing, service management, and parts ordering. Regular phone verification and database updates ensure your communications reach the right decision makers.
Grow your contact list
Expand your customer base by analyzing your current successful accounts. Look at the types of contractors, construction companies, and municipal departments that consistently do business with your dealership. Use industry classifications (SIC/NAICS) to identify similar organizations in your territory. Develop targeted outreach to connect with equipment managers, maintenance supervisors, and purchasing directors at these organizations.
When approaching new prospects, focus on understanding their equipment needs, machine preferences, and service requirements before adding them to your distribution list. Doing so ensures your database grows with qualified contacts who are genuinely interested in your equipment offerings and support services.
Properly segment your email distribution list
Transform your basic customer list into a strategic marketing tool by segmenting contacts based on their specific needs. Group customers by the type of equipment they own, service history, parts purchasing patterns, or industry focus. This practice helps you to send targeted communications about relevant equipment models, seasonal service promotions, or specific parts inventory. Use your email platform to create focused groups, enabling you to craft messages that resonate with each segment’s unique requirements.
Use the right technical tools
The technical foundation of a dealer’s email marketing system is vital for its success. It’s important to choose a comprehensive platform that offers advanced management features, including automatic bounce processing, interaction monitoring, and compliance capabilities. Set up key email security protocols including SPF, DKIM, and DMARC to enhance delivery rates and prevent email fraud. Ensure your management practices comply with global privacy regulations like GDPR and CAN-SPAM, maintaining clear policies on data collection and usage.
Find expert marketing support for equipment dealers
Taking on effective email marketing alongside running a busy equipment dealership can be challenging. That’s where our partner, Winsby, comes in. They specialize in equipment dealer marketing, and they create and send out emails for most of their clients. They understand the equipment industry and handle everything from database management to developing content that causes recipients to act. Topics include machine inventory, parts specials, service promotions, plus development of best practices for various segments of your customer list. They manage the entire process—from verifying customer contacts to designing and sending targeted emails. You simply review and approve the communications.
Want to start sending out emails that generate sales?
Contact Winsby today!
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Amazon and the endangered future of the middle manager
Amazon and the endangered future of the middle manager
Amazon and the endangered future of the middle manager, published Sun, Dec 15 20249:06 AM EST. By Trevor Laurence Jockims. Amazon CEO Andy Jassy speaks during a keynote address at AWS: Invent 2024, a conference hosted by Amazon Web Services. The Venetian Las Vegas on December 3, 2024, in Las Vegas, Nevada.
Amazon CEO Andy Jassy’s note sent this fall to employees about corporate culture drew headlines for his five-day-in-the-office mandate. But Jassy’s messaging on an increased ratio of individual contributors to managers raises a much bigger question about organizational structure: What is the right balance between individual workers and managers in overall headcount? It’s a question that corporations have long struggled to define with anything but anecdotal findings.
With companies now firmly in a post-Covid world, organizational experts say Amazon may be leading the way in a new look at efficiency gains related to corporate bloat, and especially middle management bloat.
“We have grown our teams quickly and substantially,” said an Amazon spokesperson, echoing the message in Jassy’s note: “When I think about my time at Amazon, I never imagined I’d be at the company for 27 years … Part of why I’ve stayed has been the unprecedented growth (we had $15M of annual revenue the year before I joined—this year should be well north of $600B).”
That growth, the spokesperson said, inevitably led to adding a lot of managers. Comparing Amazon’s plan to Meta’s recent year of efficiency, the spokesperson said the company ended up adding more layers than it had before due to its growth and now is the right time to bring the structure “closer to our customers” and reinforce Amazon’s “culture of ownership.”
Over the past few years, layoffs have been as prominent as hiring in the tech sector. In 2022-2023, the sector was in what could be called the years of the layoff. While that headcount continues, the Amazon thinking involves a broader rethink of how to right size the largest corporations.
Morgan Stanley analysts suggested that Amazon could cut as many as 14,000 management positions, with the corporate efficiencies accounting for $2 billion-$4 billion in savings. Morgan Stanley’s forecast was based on an assumption that Jassy made in the note that Amazon is targeting an increase in the ratio of individual contributors to managers “by at least 15% by the end of 1Q25, across all divisions.”
Jassy pointed to “artifacts” of headcount growth, such as the “pre-meetings for the pre-meetings for the decision meetings,” and has created a “Bureaucracy Mailbox” for employees to share processes that slow down decision-making and that he said, “crept in and we can root out.”
This is not a process that is unique to Amazon, said Joseph Roh, professor at the Neeley School of Business at Texas Christian University. Rapid growth can lead to the rapid addition of “management layers without reassessing whether these roles are necessary,” he said. In general, the flatter structure is in, and there is now greater emphasis on individual contributors across corporations. There is no exact formula, no “golden ratio” for contributor-to-manager. “My understanding is that the ideal ratio of individual contributors to managers depends largely on the nature of the work,” Roh said, but he added that it is generally in the neighborhood of 7 to 10 individual contributors per manager.
Investor and economic pressure play a role, and at a time when technology giants are spending billions on AI without being able to deliver to Wall Street immediate proof of the return on investment, a conscious effort to rein in other costs will be rewarded. And despite the fact that companies like Amazon want everyone back in the office, spit-balling ideas around the proverbial whiteboard or watercooler, there is a sense that AI already may be playing a role in a more direct way, with some middle management positions redundant.
“Digital transformation plays a significant role,” Roh said, “as automation and advanced technologies reduce the need for middle managers to oversee tasks that can now be monitored by software.”
‘What you saw from Amazon is just the beginning’
“What you saw from Amazon is just the beginning,” said Naeem Zafar, a professor at UC Berkeley Haas School of Business and Northeastern University, with the downsizing of the managerial layer a larger trend set to play out across corporate America. Technology companies that have dominated the economy and grown rapidly are leading the way, preaching the return to an approach of being nimble and innovative, but Zafar said there are also cultural factors at work. “The new generation of employees are different and work differently,” he said, citing growing use of communication tools and a general work culture ethos that privileges freedom and balks at micro-management.
According to Roh, organizations are adapting to the preferences of a younger workforce that “values less hierarchy and more autonomy in their roles.”
Zafar said the rise of AI alongside a new generation of workers reinforces this evolving view of managers. “Amazon’s slashing of manager roles isn’t just about cost-cutting; it’s a glimpse into the future of work. Technology is eating away at the traditional corporate ladder, and middle management is feeling the bite,” Zafar said.
For decades, managers have been seen as “the glue holding companies together” and a key to translating strategy into action. But today, Zafar said, “AI-powered tools can analyze data, assign tasks, and track performance with unprecedented efficiency.” That makes it inevitable that the question will arise, “Why pay for a middleman when a machine can do it better?” he added.
Roh said Amazon’s growth may make it an extreme example, but it is perhaps also a leading indicator. “Amazon’s rebalancing reflects a broader corporate trend toward leaner, more efficient organizational structures, driven by the need for cost control, innovation, and competitiveness in rapidly evolving markets,” he said.
From health care to finance, companies are realizing that flatter hierarchies mean faster decisions and potentially bigger profits. As with any effort to improve efficiency and the bottom line, there are risks in an era of corporate flattening. Sacrificing employee well-being and the crucial human elements of leadership and innovation are challenges that will be at the center of this reshuffling in corporate America, Zafar said. But he added, “The future belongs to companies that can build lean, agile structures, empowering employees to thrive in a world where machines do the heavy lifting.”
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Our Electric Engine Transition
Our Electric Engine Transition
Founder Ron Slee returns this week to write about “Our Electric Engine Transition” as professionals.
Many of you have already read of my using the Steam Engine change to the Electric Engine as an indication on how we actually deal with change as a society. Society took advantage of the technology change by acquiring electric engines and replacing their old steam engines. However, if took a change in generation before the true benefits of the electric engine were realized. I attribute this to society not being able to absorb too much change at one time.
I want to revisit changes that have existed over the last seventy-five years and draw a comparison.
1950 The Computer
1960 Disk Storage and Operating System Software
1970 The Internet
1980 Cell Phone
1990 Telematics and GPS
2000 Sensors and Computerized Components
2010 Subscription Services
2020 Artificial Intelligence.
This list is not a completely true representation of when these changes have taken place, but it is close.
Now consider the approach taken during the 1800’s that it took a generation, twenty years, to take advantage of the change in the tool. Now transfer that approach to my list of the eight major changes since 1950. Do any of you think that we have done a good job of exploiting these major changes in technology? These changes in the tools that are available to us.
Let me use one simple example.
Put the computer (1950) with the internet (1970) and tell me the impact that we have realized in the customer service delivery systems of parts ordering.
Some questions please?
What percentage of your parts business comes through the internet?
How do your technicians order the parts they need for a repair or a rebuild?
What percentage of your parts invoices are paid online with a direct transfer of funds?
What percentage of your parts order pickups use a signature pad?
Do you see what I am trying to expose to you?
I bet you order more things online as a percentage of your personal purchases than your company does for their parts order. Isn’t there something wrong with that?
Let’s go in a different direction now. Please consider the following when you sell a machine.
Do you sell a maintenance agreement at the same time?
Do you sell extended warranties at the same time?
Do you sell a machine tracking system at the same time?
Do you sell an “alert” system when there is something going wrong with the machine?
Do you sell Oil Sampling at the same time?
Do you sell a field service response guarantee at the same time?
Do you sell parts delivery services at the same time?
Each of these items can be sold on a “monthly subscription” basis.
In the 1990’s Jeff Bezos started Amazon. He started by selling books. He listened very seriously to his buyers, his customers. He found out what they wanted and needed. He acted on those things that he could and that made sense to him. Go further and look at Steve Jobs and the cell phone or Sam Walton and Walmart.
One of my favorite elements is Artificial Intelligence. The field of artificial intelligence is considered to have begun at the 1956 Dartmouth Summer Research Project that was organized by John McCarthy. The man that is considered to be the “father of AI” is Allan Turing. Let me bring this forward to the world today. ChatGPT was created by OpenAI, an AI Research company. The CEO of ChatGPT is Sam Altman. That has taken seventy years to become a common subject for discussion.
Have you used AI? Have you used ChatGPT? I bet most of you have used both. I do.
At Learning Without Scars is our purpose to help people identify your personal and professional potential. We are aiming at the Lifelong Learning market. By the way, that market doesn’t really exist at the moment. Typically, we go to Grade School, Middel School, and High School. The we either get a job and go to work making a living and a productive member of society or we continue with school. We have the choice of one of three tracks.
Each of these options uses a campus and facilities and what I call “The Sage on the Stage” teaching.
Lifelong Learning covers people who are already in the workforce. This would be single people and married people. The problem is these people are all remarkably busy. It is extremely hard to hold a job and also go to school. I went to night school to get more understanding of special statistical models. It was really hard to do.
For adult education we have designed our classes to take five plus hours to complete. We suggest that our students take one hour and fifteen minutes each week and take a class. You will be finished at the end of the month. You can select an individual class to upgrade your skills, or you can take class bundles, four classes to eight classes in a bundle.
To close this circle now is very premature. You can expect me to address this subject again. We as a society are in trouble. We have spent trillions of dollars on technology. However, we have not spent very much money on Sociology. Ed Gordon, one of our celebrated Contributors, says that by the year 2030 half of the workforce in the United States will not have the skills to be employable. That is quite a statement, isn’t it? I might argue it to be 2036 but that is nitpicking something that I agree with completely.
That is why adult education is so important. Get ready. You will need to accept changes coming at you faster and faster over the rest of your lives. Are you up to that? I sure hope so.
The time is now.
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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:
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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