Population shift will soon drive trucking tidal wave, an expert says

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Population shift will soon drive trucking tidal wave, an expert says

This week, we present an article by another trucking industry expert and colleague of Bob Rutherford: Jason Cannon. Jason reports here on a keynote speech given by Ken Gronbach on the shifts of industry in “Population shift will soon drive trucking tidal wave, an expert says.”

Author, demographer, and generational marketer Ken Gronbach delivered the keynote address Monday morning at the Truckload Carriers Association annual convention in Nashville.

A freight trough that has plagued trucking since emerging from the COVID-19 pandemic is temporary, and recovery will be spurred by the largest housing, construction and consuming market in U.S. history, said author, demographer and generational marketer Ken Gronbach in his delivery of the keynote address Monday morning at the Truckload Carriers Association annual convention in Nashville.

There are currently 170 million people under the age of forty in the U.S.

“This is a record for our country,” Gronbach said, adding that trucking is a business of moving stuff, and the need to move stuff “is coming your way, and you better prepare for it.” 

Generation X is nine million people smaller than the Baby Boomer generation, pulling a tide of would-be workers and consumers out of the pool and helping cripple the housing market and the automotive market in the early 2000s. As those 170 million mature and participate in the economy, “what is going to happen to the United States is unprecedented,” Gronbach said.

“The bad news is, you have to change,” Gronbach added, noting that legacy business practices are unlikely to win over a consumer base that makes decisions based on three key factors: “Make my life easy. Save me some time. Don’t rip me off.” 

Staring down the barrel of a hotly and, at times ugly, presidential election cycle, Gronbach said math suggests liberals will win the political wrestling matches in the immediate future simply because there are more of them by several million, adding that people generally move from liberal to conservative as they age. 

“We’re losing a conservative every eight seconds,” he said, “and we’re gaining a liberal every eight seconds.”

Not only is the population base skewing younger, its racial and cultural makeup is shifting. 

The generational population gap between Baby Boomers and Generation X was filled by Latinos, and Latinos are currently driving the U.S. labor force, Gronbach said, adding Caucasians are now a minority in the U.S., and the level of immigration into the U.S. is as high as it was in the early 1900s.

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How Equipment Dealers Can Leverage Email Marketing

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How Equipment Dealers Can Leverage Email Marketing

Guest writer Debbie Frakes takes a detailed and instructive approach in this week’s blog, “How Equipment Dealers Can Leverage Email Marketing.”

Email marketing is a vital component of an equipment dealer’s strategy. It’s an efficient method to consistently present your brand, products, and services to customers. The advantages of email marketing include reminding clients of your offerings, encouraging purchases, and establishing yourself as the go to expert for customers and prospects. 

To fully leverage the benefits of email marketing for equipment dealers, proper execution is key. We’ve compiled the most important components to include in your emails for effective equipment dealer marketing.

What Dealers Should Include in Marketing Emails 

The steps listed here are a road map for you to follow.

Highlight your full range of services. 

It’s crucial to highlight all your capabilities because everyone is not always in the market for new equipment. You need to highlight all the things you offer in your email campaigns. All equipment owners purchase parts, service, and rentals a lot more often than they buy a new machine. 

Continuously update your email distribution list  

About 20% to 30% of the email addresses on your list will go bad every year. That means that nearly a third of your contacts may not be receiving your marketing emails. To address this problem, regularly verify your contacts’ information and add new leads and new customers as they come in.

Provide a clear call to action. 

Make it straightforward for recipients to take desired actions. Each email section should have a visible next step. For instance, include a scheduling option for preventive maintenance discussions or a link for more information about new equipment.

Create honest subject lines. 

To maximize the benefits of email marketing, recipients must trust you. While “clickbait” subject lines have become common to boost open rates, they often lead to customer frustration. Instead, craft compelling subject lines that offer value or pique interest, but ensure they accurately reflect the email’s content.

Optimize for mobile viewing. 

Ensure your emails are mobile friendly. People check emails on their phones as much as, if not more than, on desktops. Emails that don’t display well on mobile devices can harm your company’s image. Assess your emails across various browsers and devices to ensure consistent appearance.

Deliver professional and readable content. 

For dealers to extract maximum value from marketing emails, they need to be easy to understand by their recipients. While your emails can be engaging and reflect your brand voice, they should appear polished with high quality images and appealing designs. Be clear and concise to demonstrate your understanding of customers’ challenges and how you can help.

Send emails consistently. 

Regular communication keeps your brand top of mind for your customers. Establish a consistent email schedule that aligns with your business cycles and customers’ needs.

Personalize your messages. 

Use customer data to tailor your emails. Personalized content can significantly improve engagement and conversion rates.

 

For expert assistance in maximizing the benefits of email marketing for equipment dealers, reach out to our partner, Winsby Inc. They will manage the entire process of email creation and distribution and demonstrate their effectiveness through measurable results. Typically, customers on their dealers’ email lists purchase two to three times more often than customers who are not receiving the emails!

Contact Winsby Today! 

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The Underappreciated Foundation

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The Underappreciated Foundation

Guest writer John Anderson reminds us that the only constant is change. In “The Underappreciated Foundation,” we take a look at technology and innovation, and the Dealer Management System.

In the ever-evolving landscape of technology and business systems, observing the new wave of arrivals is always fascinating. In an environment where change is the norm, numerous opportunities arise that spark excitement. Tracking market disruptors like Heave, offering on-demand equipment services, and other innovative startups, is particularly thrilling.

Understanding the Complexity of Dealerships

However, alongside these innovators, the industry also sees its share of newcomers who often lack a deep understanding of the specific nuances required. These entrants often have names crafted by marketing firms to sound like the perfect solution to any problem. Each year, someone introduces a “new and modern” Dealership Management System (DMS), promising digital dealership transformations with the latest technology stack, developed in record time. The issue is that these entrants often lack the pedigree and deep understanding required for this extremely specific business.

An equipment dealership is a nuanced enterprise. Success in this field demands more than just money and theory; it requires a profound understanding of equipment distribution, market comprehension, and decades of knowledge. The same holds true for your DMS or business management system. It is not glamorous or attention-grabbing until you fully understand its role and importance in daily operations. Even then, it remains a utilitarian and disciplined tool, essential for organizing the organization. Yet, every year, new contenders enter the market with the latest dealership management tools, hoping to entice you with short-term gratification while overlooking foundational needs.

The House Analogy: A Closer Look

Let’s use a house as an analogy. Your business system is the house, with crucial but often overlooked utilities in the basement. You need a robust accounting package capable of handling multiple product lines, branches, and international divisions, scalable to your market. It must meet specific reporting requirements for your manufacturer and stakeholders. This enterprise accounting is sophisticated, much like an electrical panel—vital but underappreciated.

Similarly, your parts inventory, sales, and control systems are like the water services in your home, deeply embedded in the foundation, providing essential information to the enterprise. A simple parts record for a stocked part includes a minimum of two hundred data elements, covering ordering formulas, weighted averaging, stocking criteria, price fluctuations, sales metrics, and more. The intricacies of remanufactured and core parts, coupled with necessary manufacturer interfaces for ordering, warranty, and programs, add to the complexity. It is far more than just a parts catalog or lookup functionality.

Why New Entrants Often Fall Short

So, what do these freshman providers bring with their “New DMS”? They offer furniture for your house, paint, decor, and some appliances. We have analytics only because we have data in the foundation. We have new ways to check in rental equipment because of the foundational equipment control and accounting systems. We boast a state-of-the-art CRM application because we have customer records dating back years, fed by all foundational systems in the DMS. When someone says they integrate, it often means they lack the skill, knowledge, or time to build it themselves and will integrate with existing systems. This approach has merit but remember that the hierarchy of systems and the foundation is critical. It’s not always plug and play.

The core applications of a DMS are sometimes seen as dinosaurs, perceived as incompatible with next-generation requirements. However, they are not outdated; they are highly sophisticated repositories essential for the entire business. They are the ultimate archive and gatekeeper, crucial for the operation of a modern equipment dealership. Try unplugging it for five days and witness the chaos it creates.

The Future of Dealership Management Systems

I once heard an industry expert predict that the DMS will become obsolete, replaced by a suite of “best of breed” applications connected in the cloud to provide comprehensive tools for running a modern dealership. I disagree. That’s like trying to build a car from various parts without considering the need for a frame and wheels. Forward-thinking is valuable, but the reality is you still need a solid foundation, whether it’s local or in the cloud.

So, next time you go down to your basement or consider your foundation, appreciate it for what it is. Remember, without it, the house above has nothing to stand on.

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Imagine a world where flatbed transportation operates with the utmost safety, compliance, and efficiency

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Imagine a world where flatbed transportation operates with the utmost safety, compliance, and efficiency

Learning Without Scars is pleased to introduce our new guest writers, Dan Shipley and Dan Kinsman. Today brings their first blog post for us here at LWS, with “Imagine a world where flatbed transportation operates with the utmost safety, compliance, and efficiency.” 

The Flatbed Safety & Securement Group (FSSG) envisions just that. Our mission is to revolutionize the flatbed industry by making safety the priority. We aim to support industry leaders in navigating the complex landscape of cargo securement including regulations education and best practices; while also giving drivers the tools they need to perform their jobs safely and education they need to be safe on the road while transporting a load.

Picture a team well-versed in the latest FMCSR and CVSA guidelines, working exclusively with you and your drivers, ensuring your operations meet and exceed regulatory standards. Envision thorough on-the-job training and online resources, including the FSSG ITF (Introduction to Flatbed) Handbook, covering general knowledge in the flatbed industry, best securement practices, and specialized transportation education. This would empower your team with the knowledge they need to secure and transport your loads safely and effectively.

Imagine brokers being knowledgeable about flatbed transportation, understanding the intricacies of securement, compliance, and weight management. This would lead to more efficient and safer operations, benefiting everyone involved in the logistics chain.

Additionally, picture a dedicated team that works with shippers nationwide, ensuring that transportation companies are equipped with proper securement guidelines for even the most intricate loads. This collaboration ensures that every shipment, regardless of its complexity, is handled with the utmost care and expertise. Saving everyone money.

To further our mission, we have partnered with Learning Without Scars to bring something special to the industry, enhancing our educational offerings and providing unparalleled resources to our members.

While FSSG is still in its formative stages, we are committed to becoming a leading force in flatbed safety and securement. We aim to partner with industry leaders to ensure fleets operate with the highest standards of safety, compliance, and efficiency.

Connect with us to learn more ✉️ sales@flatbed-safety.com

Daniel Kinsman Ron Slee Learning Without Scars LLC

As we work with the “two Dan’s” we are excited to be involved in developing learning programs for the Flat-Bed Drivers and in general the Flat-Bed Industry. Our platform of sharing information helps everyone to achieve their personal and professional potential. We aim to provide tools for everyone to continue their path to being all that they can be. These two men are the type of people that this country was built on and we are proud to be working with them.

Dan Kinsman biography:

I was introduced to the transportation industry at 7 years old, when I climbed into the cab of a setback axle Freightliner FLB, and 11 years later I would climb out of a truck, eventually joining the Marine Corps. Following four years of service, I returned to the industry, thinking it would only be for a short time. 

I specifically chose to pursue flatbed, as it was extremely complex and something that would physically and mentally challenge me, as the amount to consider with securing every load was a challenge I looked forward to facing. I received expert training in 2012 at TMC, had even more knowledge poured into me by Big Mike at Hunt Transportation, and then all that knowledge was put to the test at AIM Integrated, doing local LTL flatbed, where a normal load would be 20,000 pounds, require 14 chains and a handful of straps to keep it all on the trailer. 

I spent a lot of time further growing my knowledge of the rules and regulations to do my job better. In 2018 I moved from that account to driving a heavy haul truck for AIM, grossing 102,000 on a light 5 axle flatbed with multiple coils, I had to become an expert at weight management and securement, coils are unforgiving, and load securement has no room for error. 

In 2021 I got married, and following some encouragement from my wife, in 2022 I chose to return to OTR, going to Miller Transfer, and further growing my knowledge and skill set. Over the years, I have been fortunate to assist in designing a specialty trailer for the transport of carbon black, pull a set of C-doubles, and pull kingpin steered trailers, grossing over 350,000 pounds over my driving career.

In 2022 I was pulled onto a scale in Hubbard, OH, they asked if I would be able to help do spot training of a driver, as he had no idea what he was doing, and this scale knew I was a trainer for my employer (AIM). I walked away from that and immediately looked for anywhere on social media where there might be people that would help this driver, and I found Flatbed Safety and Securement Group. I found a group that was looking to mentor and train new drivers, something I am passionate about, as all my former students would still reach out to me at times for advice or help. My new job taught me even more, lessons I shared with others, it also exposed me to how many drivers receive little to no training to pull flatbed, and that did not sit well with me. After some discussion with the group’s founder, we started to look at possibly moving it into being a business and service for the industry, with our eventual goal being to see a day when the only times a load leaves a trailer is when it is unloaded. 

One fateful call resulted in meeting Ron Slee and Learning Without Scars, and we started moving from a dream to a plan.

Dan Shipley biography:

I started my career in the trucking industry in 2015 after graduating from Roadmaster Driving School in Columbus, OH. My journey to this point has been anything but conventional. Growing up without much structure, I dropped out of school at the end of the 9th grade but earned my GED the following year. Determined to make something of myself, I enrolled in Job Corps, where I studied Homeland Security: Security & Protective Services and became certified in corrections. 

However, finding a career in that field proved challenging, likely due to my educational background. After the birth of my first child, I realized that working at a gas station wouldn’t be sufficient to support my family. It was then that I decided to pursue a career in trucking. After obtaining my CDL, my life took a wonderful turn when I met my wife. I fell in love with her on the first day we met, and we’ve been together for 9 years. I quit my first trucking job to move in with her, and together, we’ve built a home and welcomed our daughter in 2017. 

Throughout my trucking career, I’ve had the opportunity to explore various functions within the industry, including dry van, reefer, end dump, dump truck, tanker, frameless end dump, flatbed, step deck, and open top trailers. This diverse experience has given me a well-rounded understanding of the industry. 

When I began my career in flatbed, I quickly realized there was a lack of formal training available. Concerned about safety and the potential risks on the road, I decided to take action. Two years ago, I founded the Flatbed Safety & Securement Group (FSSG) to provide accessible training resources and ensure that drivers are well-prepared to operate safely and effectively. Today, FSSG boasts a following of over 8,400 members and continues to grow each day. 

The group has received numerous compliments and praises for its structure and the support it offers. FSSG is recognized by several law enforcement agencies and numerous trucking companies of various sizes. My commitment to improving industry standards and my proactive approach to problem-solving have driven me to make meaningful contributions to the field. 

I am passionate about continuous learning and dedicated to making a positive impact in the industry. My core values include safety, excellence, and innovation, which I strive to uphold in all my endeavors. My vision is to continue driving change and improving safety standards, ensuring that every driver has the knowledge and resources needed to succeed.

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The role of DMN on the next great idea

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The role of DMN on the next great idea

Guest writer John Anderson brings you this week’s blog post courtesy of forgetting his earbuds for a 10k run. Read on to learn more about our mind’s Default Mode Network in “The Role of DMN on the Next Great Idea.”

Blog after blog, podcast after podcast, and even during presentations, I harp on about developing new ideas. I critique software for not being innovative and bash some of the biggest players in the market for still peddling ideas I developed for them 15 years ago. You’re encouraged to think outside the box, be a disruptor, a thought leader, and deliver fresh, innovative ideas but nobody teaches you how to do that.  And there are fewer people everyday who inherently think this way. 

But not everyone is wired to think the same way. Some people naturally look for better solutions. I often say, give a difficult job to a lazy person, and they’ll show you the easiest way to do it. Couple that with your best plan, and you have a real winner. But that doesn’t solve the problem of actually coming up with the idea, the plan, the change, or the strategy you need.

For most people, they are task-focused. It’s like walking up to a comedian and saying, “Be funny!” There’s a lot more involved in getting there than just asking, and believe me, I do a lot of asking. Consultants are experts at asking questions and then guiding you through the solutions. I used to say a consultant will steal your watch and then charge you to tell you the time. Now, as a consultant, I still agree with the statement, but I understand its value. The challenge is you don’t have time to look at the watch. You need to learn how to foster that thought, and I’m going to share one of my secrets.

This morning, a hot Saturday morning, I went to the park and decided I was going to run a slow and purposeful 10 kilometers. At 60 years of age, that’s quite a feat before noon. I usually have my earbuds and listen to some motivating music on the way out and an enlightening podcast on the way back. Since I left quickly and quietly so as not to wake my partner, I forgot my precious earbuds. Keep in mind this little self-propelled journey takes just over an hour for me, so the sound of my footsteps was all I had.

The first 10 minutes, I went over everything I was feeling, what I wanted for breakfast, pondered the geese on the path, and listened to my breathing. Basically, I was just doing an inventory of everything around me, and before you knew it, my mind was wandering. I was replaying conversations I had earlier in the week, reframing solutions, or playing an extended game of “Would have, Should have, Could Have.” I started pondering a development project I’m going to start, a new game-changing product. I came up with a strategy I need to deploy with another small team. It was like I couldn’t stop the ideas. While my legs just pounded out on autopilot, my mind was having a great time doing all the things it didn’t have time to do when I was using it. I thought through my menu for the week, some travel stops I would like to make, and yes, I even thought about this particular article.

What is this Phenomenon and What Causes It?

When you go for a walk or run without music or podcasts, something interesting happens in your brain. Your mind enters a state known as the “default mode network” (DMN), which is active when you’re at rest and not focused on external tasks.

What is the Default Mode Network?

The DMN is a group of brain regions that light up when you’re daydreaming, recalling memories, or thinking about the future. It’s like your brain’s default setting when it’s not processing external information. The main components of the DMN include the medial prefrontal cortex (mPFC), posterior cingulate cortex (PCC), precuneus, and the angular gyrus. These areas become more active when we are internally focused, allowing us to reflect, imagine, and plan.

Benefits of Engaging the DMN

  1. Creativity Boost.
    1. Without distractions, your mind can wander freely, leading to creative insights and problem-solving. 
      1. This spontaneous mental activity fosters divergent thinking, a critical component of creativity. 
      2. Studies have shown that when the DMN is activated, individuals can experience more “aha” moments and generate novel ideas.
    2. Mental Health.
      1. Engaging the DMN can reduce stress and anxiety by providing a mental break and promoting emotional processing. 
        1. This downtime allows the brain to decompress and integrate experiences, which is essential for emotional regulation and mental well-being. 
        2. Research suggests that regular engagement of the DMN through activities like mindfulness and reflective thinking can improve overall mental health.
    3. Flow State.
      1. You might experience a deep, immersive focus, often called a “flow state,” which is both rewarding and rejuvenating. 
        1. The flow state occurs when you’re fully absorbed in an activity, leading to heightened productivity and satisfaction. 
        2. This state is associated with optimal brain function and can enhance learning and skill development.

Mindful Breaks. 

Use your walks or runs as a form of moving meditation. Focus on your surroundings and your thoughts. Pay attention to the rhythm of your footsteps, the sound of your breathing, and the sights and smells around you. This practice can enhance your mindfulness skills and promote a sense of presence.

Creative Thinking: 

Allow these unplugged moments to become your brainstorming sessions. Many people find their best ideas come when their minds are free to wander. Try to embrace this mental freedom and let your thoughts flow naturally. You might be surprised by the creative solutions and innovative ideas that emerge during these periods of mental relaxation.

Next time you head out for a run or walk, leave the headphones behind and let your brain enter its default mode. You might be surprised by the benefits! By allowing your mind to wander, you can tap into a powerful source of creativity, reduce stress, and experience a greater sense of well-being. So, take a break from the constant noise and give your brain the space it needs to thrive.

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Reskill and Upskill Plan

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Reskill and Upskill Plan

Guest writer Ron Wilson brings a blog post on lifelong learning this week with “Reskill and Upskill Plan.”

I came across a book titled “Long Life Learning” written by Michelle Weise. The title intrigued me due to my interest in and commitment to Lifelong Learning.  The need for skills changes along the way and this book does an excellent job of sharing the why’s and how’s of the challenge.

Here are a few quotes from the book that will help set the importance of the rest of the article.

  • Workers who are fifty-five and older are staying in the workforce well into their 60s and 70s.
  • Many of the baby boomers will experience at least twelve job changes by the time they retire.
  • The number of job transitions will only increase with time, as people confront longer and more turbulent work lives.
  • Education has largely been thought of as a “one and done” experience.
  • Technology’s transformation of nearly every facet of our economy means that we will all need to develop new skills and knowledge at a pace and scale never seen before.
  • The future of work changes the future of learning.

Developing a Personal Reskill and Upskill Plan

The bullet points above, and many other examples in the book, identifies the importance and provides direction in developing a personal reskill and upskill plan that will be critical in success of our business, and our employees.

Developing a personal reskill and upskill plan is crucial in today’s rapidly evolving professional landscape. Here are several key reasons why it is important:

  1. Adaptability to Technological Changes
  • Technological Advancement: We have all experienced the challenges of implementing a new business system and updated technology within an organization. Industries are experiencing rapid technological advancements, requiring continuous learning to stay relevant. Automation, AI, and digital transformation are changing job requirements. In a previous blog I shared the expansion of the “Tool Belt Generation” job titles and career paths that are providing many new opportunities to the employees of today. New roles, new skills, and upgrading old skills.
  • Job Market Evolution: Roles that exist today might be obsolete tomorrow, while new roles will emerge. Reskilling and upskilling ensure individuals can transition smoothly into a new job function. Reskilling and upskilling will play a significant role in addressing the labor shortage issues.
  1. Career Growth and Opportunities
  • Enhanced Employability: Employers value employees who are proactive about their learning. A well-rounded skill set makes individuals more attractive to current and potential employers.
  • Promotion and Salary Increase: Upskilling can lead to higher responsibilities, promotions, and better compensation. Demonstrating a commitment to ongoing learning can also increase an employee’s chances of career advancement.
  1. Personal Development and Job Satisfaction
  • Increased Confidence: Gaining new skills boosts confidence and empowers individuals to take on new challenges.
  • Job Satisfaction: Engaging in continuous learning can lead to greater job satisfaction as employees feel more competent and capable in their roles.
  1. Economic Stability
  • Job Security: Continuous learning helps in maintaining job security in an unpredictable economic climate. Employees with a broad skill set are more likely to retain their jobs during layoffs.
  • Financial Resilience: With a diverse skill set, individuals can explore freelance opportunities or transition between industries more easily, contributing to financial stability.
  1. Innovation and Creativity
  • Encouraging Innovation: Learning new skills can spark creativity and innovation. Employees who bring fresh perspectives and innovative ideas are invaluable to organizations.
  • Problem-Solving: A diverse skill set enhances problem-solving abilities, enabling employees to approach challenges from various angles.
  1. Lifelong Learning Culture
  • Adaptation Mindset: Developing a habit of continuous learning fosters a growth mindset. This mindset is essential for personal and professional development.
  • Setting an Example: Individuals who prioritize their own learning can inspire colleagues and peers, contributing to a culture of continuous improvement within the organization.
  1. Navigating Career Transitions
  • Career Shifts: Whether by choice or necessity, reskilling and upskilling provide the tools needed for successful career transitions. This is particularly important for those switching industries or roles.
  • Futureproofing: Proactively acquiring new skills can future-proof a career, preparing individuals for unforeseen changes in their professional paths.

Developing an Effective Plan. 

Now that we have listed several reasons why Reskill and Upskill plans are important, let’s look at what a personal reskill and upskill plan may consist of:

  1. Assess Current Skills: Identify strengths and areas for improvement. Regularly assess the current skills of employees to identify gaps and areas for development.
  2. Offer Diverse Learning Options: Provide a variety of learning formats such as workshops, online courses, mentorship programs, and on-the-job training.
  3. Set Clear Goals: Align Training with Business Goals: Ensure that reskilling and upskilling initiatives are aligned with the strategic goals of the organization. Define what you want to achieve, and the skills required to reach those goals.
  4. Research Trends: Stay informed about industry trends and emerging skills. Look outside the dealership in other industries and how similar roles have changed.
  5. Create a Learning Path: Choose courses, workshops, or certifications that align with your goals.
  6. Allocate Time: Dedicate specific time for learning and practice regularly.
  7. Seek Feedback: Engage with mentors or peers for constructive feedback.
  8. Monitor Progress: Regularly review your progress and adjust your plan as needed. Track and Measure Progress: Monitor the effectiveness of training programs and adjust as needed to ensure the evolving needs of the organization and its employees are being met and accomplished.
  9. Encourage Lifelong Learning: Foster an environment where continuous learning is valued and encouraged.
  10. Provide Support and Resources: Offer the necessary resources, including time, funding, and access to learning platforms, to support employees’ development.

This all sounds complicated and time consuming, but start here:

  • A few roles across the organization and expand systematically.
  • Review the current job descriptions and the changes required to meet the needs of the future.
  • Identify avenues of training. This may be accomplished in-house, with local community colleges, professional dealer training organizations (such Learning without Scares), and professional certification programs. Most likely it will be a combination of the available resources.
  • Define a training path that includes length of training time, length of executing/practicing the new skills, assess the success of the training.
  • Celebrate along the way.
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Bob on Sales

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Bob on Sales

Bob Rutherford returns for his weekly blog post with “Bob on Sales.” It may be a self-explanatory title, but readers don’t want to miss out on the rich information here.

I have a problem. Over the years I have not kept my work very well organized and just can’t push a button and find something, even with all the search functions. However, this is what I am going to use as my introduction to the Learning Without Scars followers.

Are you born to be a salesperson? Do you need to have the gift of gab? Can you be trained to be a professional salesperson? How’s your sense of humor? Can you tell a good joke without screwing it up? Can you really succeed in sales without really trying? Please share your answers in the comments section.

 #LearningWithoutScars

Let’s Start with Sales. Selling.

I grew up in the trucking industry, the machine shop industry, and the “Hell No we Won’t Go” anti-war industry, and discovered there really is a Military-industrial Complex. Just the other day I was explaining to a business associate why military equipment cost so much. I used my real-life example as a young man who had a draft card in his wallet that listed me as 1-A and 2-S most of the time.

I attended college during the day and worked swing shift at a defense plant making aircraft fasteners. We made exploding bolts among other things. These were used to literally blow the canopy of a jet fighter when pilots decide to eject.

I was an exploding bolt inspector some of the time. Here’s what I remember to the best of my ability. We would build exploding bolts in batches of 300. For 150 bolts to pass inspection, we would blow up 150 bolts. That right there, doubles the price, right? IF ONE BOLT fails, we blow up the other 150 bolts. As far as I remember, on my watch, never ever did a bolt in the second round of testing fail. It could take manufacturing 600 bolts to get 150 good ones. What’s that cost? So, assuming pilots’ lives are worth saving and we don’t want fighter jets falling out of the sky, things can get expensive fast.

This introduction brings us to the subjects of the day and what I have been told is my unique perspective on business, selling in business, education, and the politics of logistics.

I saw a recent survey on LinkedIn that asked the questions:

“Did You Intend on Being in Sales?” or “Did You Just Fall into Sales?” I got into sales because the old axiom is true, “Nothing happens until someone sells something.” I was an Industrial Engineer and had to “sell” an appropriations committee on purchasing a package of equipment. I had heard through the grapevine that the committee thought it was their duty to shred young engineers into tiny bits and try to make them cry. So, I prepared. I insisted that I attend a trade show so I could meet potential vendors one on one. Buying and selling are different sides of the same coin. I took copious notes.

I found two kinds of salespeople at that show. Those that tried to sell me, like I was the actual buyer, and the ones I ended up doing business with, the ones that asked me the probing questions and found out that I was going to be their stand-in salesperson. I was going to sell the committee that that they would never get to address in person. The smart salespeople taught me about their product and how to sell it. Smartest tip from that tradeshow: Deal with objects in your presentation, never as an objection.

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Are You Thinking About Clowning Around with Six Sigma?

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Are You Thinking About Clowning Around with Six Sigma?

Guest writer and Industry Expert Bob Rutherford walks us through the industry example of “The Emperor’s New Clothes” with this article: Are You Thinking About Clowning Around with Six Sigma? This is a repost of his blog from May 21st on our site.

The other day, I had a Zoom meeting with a befuddled CEO in India who was interested in me giving him the lowdown on Six Sigma since I have been writing extensively about leadership and Doctor Deming on LinkedIn.

So, with a heavy heart and a light sense of irony, here’s the breakdown of this so-called revolutionary quality management system that I shared with him:

The Great Statisticians.

Ah, the legends of modern Quality, the statistical superheroes—Dr. Shewhart, Professor Deming, Professor Chambers, Dr. Taguchi, and Dr. Wheeler. They laid down the law of quality like bosses. Deming even came up with his “14 points for management,” a kind of list of quality commandments for bewildered executives. Who doesn’t love a good commandment from on high, especially when it’s dressed up in statistical jargon?

The Dropout Disaster. 

Enter stage left, an obscure dropout from Uni and a Motorola employee, Mr. Bill Smith. He took Deming’s pearls of wisdom and, like a toddler with Play-Doh, molded them into something unrecognizable. His little experiment resulted in a quality apocalypse, with a mean shift of 1.5 sigma. Bravo, Mr. Smith! Because nothing says “quality” like a dropout with a wild idea and a dab of statistical ignorance.

The High School Huckster. 

Then there’s Harry, Mr. Smith’s partner in statistical crime. A high school teacher with the ethics of a used car salesman, Harry smelled opportunity. He concocted a theory so convoluted that even Einstein would scratch his head. His stroke of genius? Turning Smith’s catastrophe into the cornerstone of Six Sigma, complete with colored belts and logic filters. A true visionary, or maybe just a master of bamboozlement, because what’s a good scam without a touch of intentional obfuscation and some colorful accessories?

The Gullible CEO. 

But wait, there’s more! None of this would’ve taken flight if it weren’t for Neutron Jack, the CEO with a penchant for blindly throwing money at anything that sounded vaguely smart. Despite not understanding a word Harry said, Jack coughed up a cool billion like it was pocket change. Ah, corporate brilliance at its finest. In other words, who needs comprehension when you’ve got deep pockets and a desire to appear cutting-edge?

The Consultant Crawl. 

And lo and behold, with the birth of Six Sigma came a swarm of consultants, emerging from their hiding places like rats in a cheese factory. Eager to sink their teeth into the juicy pie of corporate ignorance, they led countless companies down the garden path, promising miracles and delivering mediocrity because what’s a scam without an entourage of opportunistic consultants, right?

The Fallout. 

Unsurprisingly, the Six Sigma saga ended about as well as a Shakespearean tragedy. According to the gospel of Qualpro, a whopping 91% of Six Sigma companies ended up belly-up. And let’s not forget the shining examples of success—like Ford, proudly boasting a 1 in 5 defective parts average, or Boeing, cutting costs and casualties with equal fervor. Why settle for success when you can have mediocrity and tragedy wrapped in a shiny Six Sigma bow?

The Emperor’s New Clothes.

In conclusion, dear CEOs of the world, Six Sigma isn’t just a quality management system—it’s a masterpiece of deception, a comedy of errors, and a tragedy of epic proportions. So, let’s raise our colored belts to Mr. Smith, Harry, Neutron Jack, and the legion of consultants who turned a simple idea into a billion-dollar farce. 

Bravo, indeed.

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Zintoro’s Foundation

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Zintoro’s Foundation

Guest writer Steve Clegg details “Zintoro’s Foundation” and how AI can be a valuable tool for business analysis. This kicks off a focus on AI for his next blog posts.

An equipment dealer’s business is driven by Each Customer’s Transactions, Expectations & Experience. 

The result of these interactions is responsible for the dealer’s customer retention and purchase frequency. 

Their impressions of the experience are simply based on the frequency and recency of the exchange of goods and services between two people. These transactions are represented by 65% Parts, 24% Service and 9% Rental with Equipment new and used only 2%.

Their impressions of the experience are simply based on the frequency and recency of the exchange of goods and services between two people. 

Revenues and profits are the result not the driver. 65% 24% 9% 2% 

Parts Service Rental Equipment Parts Rental Service Expectations 2% 

Equipment Customer/ Employee Experience Equipment Dealer Customer Expectations Are Based on their Prior Transaction Experiences As shown below with 98% of these transactions being Parts, Service and Rental

Revenues and profits are the result not the driver of your customer retention and engagement.

The world is on the cusp of an unprecedented economic transformation, driven by the rapid advancements in Artificial Intelligence (AI) technology. As we stand at the threshold of this new era, it is crucial to understand how AI will revolutionize the very foundation of our economy – the exchange of goods and services. The immense potential of AI is already reshaping economic transactions, improving efficiency, and optimizing resource management. 

This will change the structure of organizations to supporting customer transactions versus transactions supporting layers of bureaucratic management. The pyramid will be turned upside down.

For centuries, the economy has relied on the simple exchange of goods and services between individuals and organizations. However, traditional methods of conducting these exchanges often suffer from inefficiencies, such as information asymmetry, suboptimal resource allocation, large none contributing bureaucracies, financial exposure, poor returns on capital and lack of personalization. AI promises to address these challenges by leveraging vast amounts of data, advanced algorithms, and machine learning techniques to optimize every aspect of the transaction process thereby minimizing the back- office burden and associated transaction costs and asset timing risks. 

Imagine a world where AI-powered systems can analyze, accurately forecast consumer behavior and preferences in real-time, providing personalized product and service recommendations that cater to individual needs. 

Supply chains and logistics networks would be streamlined, ensuring the right goods are delivered to the right place at the right time, with minimal waste and maximum efficiency. 

Dynamic pricing strategies, based on real-time market conditions and demand forecasting, are already helping businesses optimize and accurately forecast their revenue and profits while providing fair and competitive prices to consumers. 

These capabilities already exist, the top-down management and control has already started to be replaced with a bottom-up efficient support structure for the two people transaction exchange that retains customers and builds relationships driving customer transaction growth and retention. AI has the potential to revolutionize resource management and allocation. 

By leveraging predictive models and optimization algorithms, businesses can minimize waste, reduce energy consumption, and promote sustainable practices. AI-driven workforce management systems can match the right skills to the right tasks, enhancing productivity, training, and job satisfaction. 

Management oversight and decision-making processes can be augmented by AI-generated insights and recommendations, enabling leaders to make informed, data-driven choices. As we embark on this journey, it is essential to recognize that the AI revolution is not about replacing humans and human intelligence but rather about augmenting and enhancing it. The collaboration between humans and AI will be the key to unlocking the full potential of this technology in driving economic growth and creating a more efficient, sustainable, and prosperous future. 

In the following blogs, we will provide a comprehensive understanding of how AI is transforming the economy through optimized exchanges and resource efficiency. We will equip readers with the knowledge and tools necessary to navigate this new landscape and harness the power of AI in their own economic endeavors. Get ready to embark on an exciting exploration of the AI revolution and its profound impact on the way we exchange goods and services. Together, we will uncover the boundless possibilities that AI holds for transforming the economy and shaping a better future for all. The AI revolution has already started.

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Top Equipment Dealership Marketing Tips

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Top Equipment Dealership Marketing Tips

Guest writer Debbie Frakes provides readers with four concrete strategies to employ in her blog, “Top Equipment Dealership Marketing.”

The key to success for heavy equipment dealers is to prioritize customer retention and purchase frequency. With the economy potentially tightening, it’s crucial to maintain your current customer base and motivate them to increase the number of purchases they make. To achieve that goal, we recommend implementing the following four key equipment dealership marketing strategies immediately:

  1. Customer satisfaction surveys.
  2. Email marketing.
  3. Website SEO.
  4. Email list expansion. 

Equipment dealership marketing strategy #1. 

Customer satisfaction surveys

Understanding your customers’ needs and how well you meet them should be an essential part of any distributor’s marketing plan. Conducting customer satisfaction surveys is the best way to gather this crucial information and increase retention. For example, the surveys that our partner, Winsby, conducts for their clients help boost their customer retention by 20% to 30%.

These surveys are effective because they provide insights into what matters most to your customers and where your processes might be lacking. For instance, one client was losing customers without knowing the reason. Winsby suggested conducting customer satisfaction surveys, including questions about invoices. The survey revealed several unfriendly accounting processes that the company was unaware of. After addressing these issues, their customer loss rate significantly decreased.

Customer satisfaction surveys are vital for equipment dealership marketing, because they help you solve issues before they turn into bigger problems and customers leave you for the competition. Retention is especially important for construction equipment dealers, as customer revenue significantly increases from the second to the third year. Typically, we see dealer customers purchasing 2.9X more equipment, 9.1X more rentals, 4.1X more services, and 5.6X more parts in the third year compared to the second.

Equipment dealership marketing strategy #2. 

Email marketing.

In addition to customer satisfaction surveys, sending effective emails is another crucial strategy for equipment dealers. Emails remind customers of the products and services you offer and how you can address their challenges, leading to increased and more frequent purchases.

Winsby has found that customers on their clients’ email lists buy two to three times more often than those who aren’t. Their clients typically see a return on investment of around 4,300% from their email campaigns.

Emails not only boost purchase frequency but also help keep your customers from turning to competitors. Frequent messages remind them of your offerings, encouraging them to buy from you and reducing the temptation to seek alternatives.

Equipment dealership marketing strategy #3. 

Website SEO

In a tough economy, it’s essential to capture every potential customer. For that reason, website search engine optimization (SEO) should be a core component of your distributor marketing strategy. How does your website rank for relevant keywords? Is it generating and converting leads, or merely existing online?

Your dealership’s website should clearly highlight what you offer, showcase your capabilities, and make it easy for visitors to find and purchase what they need. If your website isn’t guiding prospects and customers through the sales funnel, it needs improvement.

In addition to customer satisfaction surveys and emails, Winsby also develops websites that deliver results. They continuously add content based on relevant keywords to improve your search rankings. This way, you won’t miss potential business.

Equipment dealership marketing strategy #4. 

Email list expansion. 

It might be hard to believe, but as much as 20% to 30% of your list goes bad every year. What that means is that up to nearly a third of your contacts are no longer looking at your marketing emails. To help fix this problem, you should review your customer list, call any company that doesn’t have an email address on file or that has stopped engaging with your emails, determine the email addresses you should be using going forward, and add them to your email distribution list.

In addition to verifying contacts already on your list, you should also be continuously adding new prospects. One of the best ways to grow your email distribution list is to analyze it in terms of SIC or NAICS codes. First, you must determine which industries are most prevalent in your current customer base. Then, you’ll want to find companies that look like the ones on your list—in the same industries and with the same geographic limitations, if there are any. Add them to your prospect list, then call through the list to determine who the decision makers are at those companies, ask them for their email addresses, and send them information about your company.

Winsby will continually call through your email list to verify the right people are on it, and help you find new leads to add to the list, so it is as effective as possible for your marketing emails. 

If you want to enhance customer retention, increase purchase frequency, and capture more leads, then contact Winsby today to implement an effective distributor marketing strategy.

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