Executive Program
in Machinery Dealer Development

The special modules for OEM managers are highlighted below. 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. 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.

2. 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 ① Strategic Dealer Profile, ②Market Development Profile, ③ Dealer Sales Performance Metrics, ④ Dealer Product Support Performance Profile, ⑤ Dealer Focus and Line Specialization Assessment, ⑥ Dealer Development Portfolio, ⑦ Benchmarking-The Quantitative Dealer Performance Assessment, and, ⑧ McDonald’s Dealer Track for Master’s Program

3. 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.

4. Parts Operations
We begin this first of four modules on Dealer Revenue Center Management with a discussion on Performance Improvement Management Tools. 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.

5. Service Operations
Examine dealer best practices and premier dealer metrics. Project current real cash loss of low current field service and shop technician productivity. Identify drivers of individual technician productivity and shop recovery rate. Discuss the 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. A special section on “How to Sell Planned Maintenance”has been added for 2023, beginning with an examination of the techniques and benefits of thorough inspections

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 aftermarket product support business. You will examine 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 the best results. And finally, you will evaluate your website to determine if it is doing its job in representing your dealership.

7. 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.

8. 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.

9. 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 Quick-start and Development, Sales Supervision, and Sales Management. A special section on Key Account Management discusses how to assess customer roles, rating buyer support and degree of influence, and get up to higher levels in the account. See how to best utilize the Key Account Management Profile. Review how to avoid the 10 biggest mistakes in Key Account Management. Learn See how to assess the prospect’s fear level. And, examine the Key Account Management checklist.Two new Resources include “Industrial & Ag Equipment Sales Prospecting and Skills Development Kit” and “Sales Operations Assessment for the Newly Appointed Multi-Branch Machinery Sales Manager.”

10. Building an Optimum Manufacturer — Dealer Partnership—Part 2.
This exercise begins with a comprehensive Bench marking 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.

11. 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.