Best Practices are the policies, programs and procedures implemented by high-performance, high-profit equipment dealers world-wide. Your challenge is to review and audit each area of your business. Which “Best Practices” should you adopt? Which have highest priority in your efforts to increase profitability, reduce cost, increase market share, build and strengthen your organization?
The Definitive “600” is available for purchase today in Walter McDonald’s latest book, Strategies, Tactics, Operations for Achieving Dealer Excellence.
Strategies, Tactics, Operations for Achieving Dealer Excellence is the second volume in McDonald’s Master’s Program in Dealer Management. It is the companion to his highly regarded text, Achieving Excellence in Dealer/Distributor Performance.
Strategies, Tactics, Operations is the Comprehensive Guide to building Revenue Center management strengths. McDonald provides a roadmap to deploy highly competitive operations in New and Used Machinery Sales, Rentals Service and Parts.
In addition to The Definitive “600” the text provides a comprehensive Program for “Creating a Strategic Vision.” Included are chapters on Strategic Thinking for Dealers, Determining Best Product/Market Approach, Defining Leadership Roles, Determining Sales and Marketing Investment, Structuring Product Support Investment, Assessing Information Technology Investment, and, Defining Your Succession Plan/Exit Strategy. In conclusion, there are guidelines on How to Build a Big Hairy Audacious (but realistic) Profit Model.
Strategies, Tactics, Operations for Achieving Dealer Excellence is your 564-page Comprehensive Guide to building Revenue Center management strengths and is available NOW for purchase.
52 Information Technology Best Practices
How to budget, evaluate and select a potential dealer software vendor. How to best install, operate and utilize your new information system.
38 Strategy Management Best Practices for Dealer Owners/Executives
How to evaluate your approach to strategy development, financial and administrative management.
93 Parts Operations Best Practices
How to improve parts marketing, warehouse management, inventory control, parts business management and parts employee development.
177 Service Operations Best Practices
How to increase service sales, better manage service operations and work orders, improve supervisory effectiveness and build service labor productivity.
46 Rental Operations Best Practices
How to improve rental marketing, establish rental revenue and profit controls, manage rental policies and contracts and, how to evaluate long-term rental risks and rewards.
37 Used Equipment Operations Best Practices
How to improve used equipment marketing, control the inventory and manage a profitable used equipment business.
102 New Equipment Operations Best Practices
How to improve new equipment marketing, increase retail margins, develop a strong customer base, improve individual sales rep performance and, increase overall effectiveness of sales supervision.
10 Key Account Best Practices
How to avoid the biggest mistakes in key account management.
8 Best Practices to Launch a New Sales Rep
How best implement the eight primary steps of a highly effective accelerated start- up program for a new machinery or aftermarket sales rep, to achieve the greatest success in the shortest amount of time. (100 Days or Less!)
10 Deal Visibility Best Practices
What are the ten most important sales activities that contribute to high deal visibility/ deal awareness rates.
23 Deal Development Best Practices
How to properly manage the deal from the first diagnostic interview and detailed needs analysis through competitive vulnerability analysis, handling objections, resolving concerns, getting commitments, getting referrals, to the post-delivery customer satisfaction survey.
27 Customer Service and Retention Best Practices
How to listen to the voice of the customer and build the employee retention team.
The Reader’s Guide to Strategies, Tactics, Operations for Achieving Dealer Excellence also delivers a practical introduction to the text. It guides readers towards a thorough understanding of tools and techniques that are especially valuable to you in your dealer business. Walter details what actions you can take to gain and maintain significant competitive advantage. At 564 pages, Strategies, Tactics, Operations for Achieving Dealer Excellence is a very comprehensive text. So, please take your time. Walter suggests you read one section and then reflect on the management tools and best practices presented. Use post-it notes to mark pages you would like to discuss with him. Walter would welcome your questions and comments: firstname.lastname@example.org. A Special Report on How to Become a More Effective Manager presents the five levels of dealer management knowledge and recommendations on how to move out of the firefighting mode into problem solving.
Achieving Excellence in Dealer/Distributor Performance, Volume 1. This management resource focuses on quantitative performance benchmarks called “Critical Profit Variables.” Management of these metrics is essential to achieving higher levels of profitability, cash flow and market share.
Strategies, Tactics, Operations for Achieving Dealer Excellence, Volume 2, is the second volume in Walter McDonald’s Master’s Program in Dealer Management . It is the companion book to his highly regarded, Achieving Excellence in Dealer/ Distributor Performance.
Until now, there was only “tribal knowledge” of some ways to approach and solve dealer operations problems. At last, the best of this “tribal knowledge” has been researched, written down and indexed in the form of 600 documented World Class Best Industry Practices.
Executives who access and utilize these texts in their business are achieving Master’s Level insight into dealer management problems. You are invited to contact Walter with any questions about his books or in-company dealer management development workshops: email@example.com .
“ This is a one of a kind culmination of a lifetime's work. There's nothing else like it... a crowning achievement! ”
Jim Wilson worked for 42 years for Caterpillar and Caterpillar related companies in North and South America, Europe, Africa, and the Middle East. As a senior manager, he directed national account programs, industrial marketing, and dealer development and operations, which included appointment of dealers, dealer performance evaluations, performance recognition, and promotion of best business practices. In his last assignment, he retired from Mitsubishi Caterpillar Forklift America as Manager, Dealer Development and worked as part of the core group who helped forge the joint venture.