2022 Curriculum for OEM Customer Contact Managers, OEM Regional Sales Managers and OEM Aftermarket Managers
Researched and Presented by
Walter J. McDonald, President The McDonald Group, Inc.
The 16 module Distance Learning and private, personalized development program designed for machinery OEM customer contact managers. This is the OEM Curriculum Track. A Certificate in Machinery Dealer Development will be awarded upon successful completion of all course and study requirements. Mr. McDonald will work personally with each participant on assignments, discussion sessions and study projects in each module. Video conference sessions will enable each participant to receive private coaching on course work.
OEM Individual or Team Participants Can Work Together to:
- Evaluate and Strengthen Dealer Market Position
- Examine Best Practices in Sales and Operations Management at Both the OEM and Dealer Levels.
- Improve Dealer Market Penetration
- Build Dealer Development Problem-Solving Skills
- Strengthen Relationships with Dealer Principals and Managers
- Examine the Roles and Responsibilities of a highly-effective Dealer Development Manager.
- Work in a small group to Audit each Dealer Sales, Rental and Aftermarket Operations against our high-performance dealer checklist.
- Identify and discuss the critical success factors for each Dealer that contribute most to improve Dealer Profitability, Cash Flow, OEM Market Share and Customer Service & Retention.
- Special section on aftermarket operations and aftersales marketing based on world-class dealer best practices and performance metrics.
- Build a performance improvement plan for each regional OEM dealer.
The very best industry-specific workshop custom-designed for OEM Level Regional Sales Managers (RSM) and Inside Support Personnel and Dealer Executives. Assess dealer development problems, discuss issues, complete dealer performance improvement planning projects. Examine and discuss the critical role and responsibilities of Managers responsible for dealer development, how to build better dealer relationships and how to motivate the dealer teams to respond more favorably to your leadership and encouragement.
2022 Curriculum-OEM Manager Track Click for Course Details
We currently have OEM managers all over the world participating in this popular program. Work at your own pace. You will receive private coaching from Walter McDonald on each assignment.
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 – Part 1
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.
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.
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.
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: 10 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.)
2022 OEM Tuition Executive Program in Dealer Development including Textbooks Individual student Tuition for this 16-module personalized, private distance learning management training program (including our new text: DEALER DEVELOPMENT-OEM Regional Manager’s Guide in the 10-volume Master’s Program in Dealer Management book set by Walter McDonald) is US$2500.00. Group Tuition programs are available.
Additional Recommended Texts:
Collaborative Selling by Tony Alessandra. Used in Assignments 4, 12 and 16. The 4 Disciplines of Execution by McChesney and Covey. Used in Assignment 15.
The Master’s Program in Dealer Management
Ten-Book Set with Dealer Self-Study Curriculum by Walter j. McDonald
25 Profit Building Tools for Machinery Dealers
Practical, Cost-Effective IT Solutions. Dealer Management Tools to:
Increase Gross Profit Margin
Decrease Cost of Sales
Increase More Profitable Sales Volume
Return on Net Assets
Achieving Excellence in Dealer/Distributor Performance with Reader’s Guide
Revenue Center Performance Benchmarks
Aftermarket Sales and Operations
New Machinery Sales Management
Ultimate Financial Survival
Product Support Success Story
Strategies, Tactics, Operations for Achieving Dealer Excellence with Reader’s Guide
Six Strategic Questions Best Practices Audits: Customer Retention, Parts, Service, Rentals, Used and New Machinery.
Handle Angry Customers
Conduct Successful Aftermarket Marketing
Develop a High Performance Team
Manage Key Accounts
Structure Accelerated Start-Up for New Sales Reps
Best Access Trade Associations
Build a Big Hairy Audacious Profit Model
Becoming a More Effective Manager
Increase Service Labor Productivity
Dealer Problem-Solving Handbook for Master’s Program in Dealer Management
The Problem-Solving Process 189 Issues, Problems and Possible Solutions:
Used Equipment Operations
New Equipment Operations
Controlling Obsolete Inventory
Dealer Project Planner Worksheets
Workbook and Study Guide for Master’s Program in Dealer Management
Road Map for Master Improvement Plan
“600” World Class Best Practices (pp. 32-33)
Worksheets for Dealer Principals/Executives
Worksheets for Service and Parts Managers
Worksheets for Machinery Sales, Rental Managers
Pulling It All Together for All Dealer Managers
Comprehensive Self-Study Curriculum for Master’s Program in Dealer Management
Full Curriculum for Master’s Program—Complete Assessment of Performance Benchmarks. World-Class Best Practices in Each Revenue Center
Professional Growth and Development Plan
New Insights into Information Technology
13 Chapters on Product Support Management
20 Chapters on Marketing, Sales, Sales Management
OEM Student book set also includes the newly released handbook for OEM Regional Managers and Service Management-Machinery Dealer Manager’s Handbook.
Dealer Development—OEM Regional Manager’s Guide
History of Dealer Development: J.I. Case, Bobcat, Mitsubishi Caterpillar Forklift America
Building an Optimum Manufacturer-Dealer Partnership
—What Is Needed and Expected
The Eight Dealer Development Tools
In-Depth Dealer Performance Assessments: Benchmarks and World-Class Best Practices
“How To” Approaches to Dealer Development
New Dealer Assignment Problem Cases with Suggested Solutions
Special Reports on Cost Justification of Dealer Information Technology, Dealer Cash Flow, Market Share Strategy
Service Management-Machinery Dealer Manager’s Handbook
Service Business Management
Service Operations Management
Successful Technician Recruiting, Onboarding
Leadership and Supervisory Management
Aftermarket Marketing and Sales
Customer Service and Retention
Executive Survey on What’s Working
World Class Service Management Best Practices
Dealer Development Training Resources
12 Essential Strategic Investments
Action Plans for Department Development
Service Management Bookshelf
Biographical Data Sheet
WALTER J. McDONALD, CMC
Walter McDonald is founder of The McDonald Group, Inc., a private consulting firm focusing on industrial marketing and business strategies, executive education and development. For the past 45 years, Walter has been a highly respected construction equipment, farm power, material handling, forestry, turf equipment and heavy-duty truck industry seminar leader. In addition, he has worked on numerous business consulting assignments for manufacturers and dealers helping improve dealer operations, market share and profitability.