The Master’s Program in
Machinery Dealer Management

1. Step One: Establishing Personal Learning Objectives
2. Building the Dealer Development Portfolio of All Dealer Locations
   Assessing 10 dealer performance strengths against 10 market attractiveness attributes for each dealer location. An essential first step in understanding the big picture.
3. Importance of Quants
   The role of quantitative assessments in building dealer profitability, market share, and customer retention. Review critical revenue center management tools and operations performance metrics that enable you to best control the business.
4. Customer Service and Retention
   How to build value delivery in every customer interaction. Examine best practices and premier dealer metrics. Identify performance standards and tools essential to manage customer expectations and maintain high levels of customer retention. Investigate how to best monitor dealer performance, listen to the voice of the customer, and how to develop the employee-customer retention team.
5. Product Support as a Competitive Weapon
   The big differentiator today in machinery distribution is product support. How to determine a competitor’s aftermarket vulnerability. How to leverage this advantage. Discuss how to significantly increase the value delivery in your aftermarket product support business.
6. Parts Operations
   Examine best practices and premier dealer metrics. Examine why Off-Shelf Parts Fill Rate to Service is the single most important performance measurement in a machinery dealership. Discuss how obsolescence impacts parts fill rate and inventory turns. Review best approaches to improve Parts Fill Rate, Parts Warehouse Management, Parts Inventory Management, Parts Business Management, and Parts Employee Development
7. Service Operations
   Examine dealer best practices and premier dealer metrics. Project current real cash loss of low current technician productivity. Identify drivers of individual technician productivity, and shop recovery rate. Discuss benefits of tracking technician efficiency and how to structure standard times in every shop environment. Review best approaches to Service Operation and Work Order Management, Service Supervisory Management, Service Labor Productivity Management, Service Business Management and Service Employee Development.
8. Aftermarket Marketing Tools and Techniques
   How to optimize aftermarket market penetration to achieve high levels of Absorption Rate. How to project market size and share for your primary product line. Analytical tools that clearly identify high potential accounts for incremental business. Promotional tools and techniques that yield best results.
9. Personal Hot Topics (Part 1)
   Private assistance from your Coach on your personal challenges related to dealer development. Topics could be how to build better relationships with dealer owners or how to improve sales rep demonstration skills.
10. Rentals and Used Machinery Sales and Operations
    Examine dealer best practices and premier dealer metrics. How to Conduct a Rental Market Assessment, utilize a Rental Rate Calculator, establish Rental Revenue and Profit Controls, structure proper Rental Business Policy, and potential for Long Term Rentals. Create a Used Machinery Market Development Strategy, structure proper Used Machinery Inventory Controls, and study the Eight AXIOMS for Used Machinery Success.
11. New Machinery Sales and Sales Management
    Examine dealer best practices and premier dealer metrics. Create a comprehensive Market Development Strategy. Build an effective Key Account Development Strategy. See how team selling with Product Support gives you a strong competitive edge. Discuss best approaches to Machinery Sales Rep Development, Sales Supervision and Sales Management.
12. Key Account Management
    See how to best utilize the Key Account Management Profile. Review how to avoid the 10 biggest mistakes in Key Account Management. Learn how to assess customer roles, rate buyer support and degree of influence, and get up to higher levels in the account. See how to assess the prospect’s fear level. And, examine the Key Account Management checklist.
13. Financial Value of Optimizing Dealer Performance
    Develop the incremental value of achieving high-profit dealer performance targets in each revenue center. Document where you are today. Project financial value of optimizing dealer performance in Service, Parts, Used Machinery, and Rentals based on your current machinery unit sales levels .
14. Personal Hot Topics (Part 2)
    Private assistance from your Coach on your personal challenges related to dealer development. A topic could be what are the minimum management information systems a machinery dealer should support.
15. Final Action Plans, Tools, and Strategies for Successful Implementation
    What are the three to five management actions that must be taken in each area to improve overall dealer performance? Project financial impact of proposed Action Plans. Examine how to ensure successful implementation. Many great plans never get executed because of the rush of day-to-day business. These implementation tools will help ensure your success.
16. Personal Action Plans for Continued Self-Development
    In addition to a recommended reading list and future study program, I am available to coach each participant on structuring a year-long self-Development plan. This will be private assistance from your Coach on your personal challenges related to dealer development. A topic could be what are the minimum management information systems a machinery dealer should support. This can either be a small team project or an individual special study effort, depending on your wishes.

Required Texts: 8 Volume “Master’s Program in Dealer Management” by Walter J. McDonald. Many of the exercises, readings, and program activities are in these essential textbooks. You must have a set in order to participate in this training activity.

1. Step One: Establishing Personal Learning Objectives
2. Importance of Quants
   The role of quantitative assessments in building dealer profitability, market share and customer retention. Review critical revenue center management tools and operations performance metrics that enable your dealers to best control their businesses.
3. Eight Crucial Dealer Development Tools
   This first of three modules on how to build a better working relationship with your dealers. This module includes an assessment of the Strategic Dealer Profile, Market Development Profile, Dealer Sales Performance Metrics, Dealer Product Support Performance Profile, Dealer Focus and Line Specialization Assessment, Dealer Development Portfolio, Benchmarking-The Quantitative Dealer Performance Assessment, and, McDonald’s Dealer Track for Master’s Program.
4. Building an Optimum Manufacturer – Dealer Partnership
   Examine the critical nature of dealer relationships and the bias, fears and concerns of most dealer principals. Examine the structural, economic and statistical differences between dealers and large manufacturers. Discuss how to build trust and move to consultative selling. Learn the three dealer development roles in which you must gain expertise. See how to move up the relationship hierarchy with the dealer principal, gaining their trust and confidence. Examine how the dealer development profile serves as the heart of consultative selling and your successful dealer development efforts.
5. Customer Service and Retention
   How to build value delivery in every dealer customer interaction. Examine best practices and premiere dealer metrics. Identify performance standards and tools essential to manage customer expectations and maintain high levels of customer retention. Investigate how to best monitor dealer performance, listen to the voice of the customer and how to develop the employee customer retention team.
6. Product Support as a Competitive Weapon
   The big differentiator today in machinery distribution is product support. How to determine a competitor’s aftermarket vulnerability. How to leverage this advantage. Discuss how to significantly increase the value delivery in your dealer aftermarket product support business.
7. Parts Operations
   We begin this first of four modules on Dealer Revenue Center Management with a discussion on Management Tools. Examine best practices and premiere dealer metrics. Examine why Off-Shelf Parts Fill Rate to Service is the single most important performance measurement in a machinery dealership. Discuss how obsolescence impacts parts fill rate and inventory turns. Review best approaches to improve Parts Fill Rate, Parts Warehouse Management, Parts Inventory Management, Parts Business Management and Parts Employee Development.
8. Service Operations
   Examine dealer best practices and premiere dealer metrics. Project current real cash loss of low current technician productivity. Identify drivers of individual technician productivity, and shop recovery rate. Discuss benefits of tracking technician efficiency and how to structure standard times in every shop environment. Review best approaches to Service Operation and Work Order Management, Service Supervisory Management, Service Labor Productivity Management, Service Business Management and Service Employee Development.
9. Aftermarket Marketing Tools and Techniques
   How to optimize aftermarket market penetration to achieve high levels of Absorption Rate. How to project market size and share for your primary product line. Analytical tools that clearly identify high potential accounts for incremental business. Promotional tools and techniques that yield best results.
10. Rentals and Used Machinery Sales and Operations
    Examine dealer best practices and premiere dealer metrics. How to Conduct a Rental Market Assessment, utilize a Rental Rate Calculator, establish Rental Revenue and Profit Controls, structure proper Rental Business Policy, and potential for Long Term Rentals. Create a Used Machinery Market Development Strategy, structure proper Used Machinery Inventory Controls and study the Eight AXIOMS for Used Machinery Success.
11. New Machinery Sales and Sales Management
    Examine dealer best practices and premiere dealer metrics. Create a comprehensive Market Development Strategy. Build an effective Key Account Development Strategy. See how team selling with Product Support gives you a strong competitive edge. Discuss best approaches to Machinery Sales Rep Development, Sales Supervision and Sales Management.
12. Key Account Management
    See how to best utilize the Key Account Management Profile. Review how to avoid the 10 biggest mistakes in Key Account Management. Learn how to assess customer roles, rating buyer support and degree of influence and getting up to higher levels in the account. See how to assess the prospect’s fear level. And, examine the Key Account Management success checklist.
13. Financial Value of Optimizing Dealer Performance
    Develop the incremental value of achieving high-profit dealer performance targets in each revenue center. Document where your dealers are today. Project financial value of optimizing dealer performance in Service, Parts, Used Machinery and Rentals based on current machinery unit sales levels at each dealership.
14. Building an Optimum Manufacturer – Dealer Partnership—Part 2
    This exercise begins with a comprehensive Benchmarking effort comparing current dealer performance(s) to those high-profit dealers. You will then assess Dealer Strengths vs. Market Attractiveness and build a Dealer Development Portfolio. You will utilize the Dealer Evaluator to objectively define where your regional dealers stand today on a two-dimensional matrix defining market attractiveness and strength of dealer position. You will assess which of your dealers are Stars, Question Marks or Fallen Stars. And, you will structure and discuss preliminary dealer development action plans for your market area.
15. Final Action Plans, Tools and Strategies for Successful Implementation
    This is a critical section of the program and a substantial effort should be made to create a comprehensive, practical dealer development plan for each of your dealer accounts. What are the three to five management actions that must be taken in each area to improve overall dealer performance. Project financial impact of proposed Action Plans. Examine how to ensure successful implementation. Many great plans never get executed because of the rush of day-to-day business. Utilizing these implementation tools will help ensure your success. Included is a discussion on how to best work with Dealer Principals, senior executives and their top management teams.
16. Personal Action Plans for Continued Self-Development
    In addition to a recommended reading list and future study program, I am available to coach each participant on structuring a year-long self-Development plan. This will be private assistance from your Coach on your personal challenges related to dealer development. A topic could be what are the minimum management information systems a machinery dealer should support. This can either be a small team project or individual special study effort, depending on your wishes.

Required Texts: 9 Volume “Master’s Program in Dealer Management” by Walter J. McDonald. Many of the exercises, readings and program activities are in these essential textbooks. You must have a set to participate in this training activity. (See next pages.)